Introduction
The Olympus Group first published its “Environmental Report” in 2000. In 2005, it began to publish the“Corporate Social Responsibility Report,” which also
includes information about governance and social
responsibility.
In 2008, we adopted a new approach designed toprovide a clear overview of our business activities.
Since then, we have provided detailed informationon our website, while also publishing a printed digest
version of the report containing information about
our policies and significant initiatives each year.
Starting in 2011, we have published a more detailed full report in addition to the digest version,
which was published in July 2011.

Overview of Corporate Social Responsibility Information
 lympus Corporate Social Responsibility Report Digest●O(Published in July 2011)
The digest report is intended as a communication tool for use inproviding stakeholders with selected information about initiatives
and key topics relating to fiscal 2010.
● Olympus Corporate Social Responsibility Full Report

The full report (this PDF file) provides
comprehensive information,
including descriptions ofspecific initiatives anddetailed data.

Investor relations
websiteBecause of anticipated shortages of ink andpaper following the Great East Japan Earthquakethat occurred on March 11, 2011, we have decided
to publish both the digest and full versions of thereport only in PDF form. Like the digest version, thefull report was published a month behind schedulein October. It includes reports about past and future
initiatives in response to the earthquake.

Financial reports● Olympus CSR Activity Website

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

Olympus CSR activity website

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

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

Olympus Corporate Social Responsibility Report 20111

Contents
Olympus Top Messages… ………………………………… 3
Olympus CSR……………………………………………………… 5
CSR Management… …………………………………………… 7

CSR activity
website in English

Our Relationships with Stakeholders………………… 9To be published in
December 2011

Full reportin English

Highlight 1

For Customers in Each Business

To be published in
December 2011

Digest… ……………………………………… 11

Medical Systems BusinessHelping to Improve Healthcare Standards in Asia’s Growth
Economies through Enhanced Endoscope Training

Published October 2011

Life Science & Industrial BusinessMeeting Diverse Customer Needs through a Global
Multilingual Website
Imaging Systems Business
A Universally Usable Product with Audio Guidance andDAISY-Compliant Features

Highlight 2… ……………………………………… 17

Photo Contest Held to Promote Efforts
to Achieve the MDGs—“Picture This:We Can End Poverty”
Highlight 3… ……………………………………… 19

Changes to Leadership Training Program
Non-financial reporting

Highlight 4… ……………………………………… 21

Toward the Recycling-Oriented Society—Reducing Environmental Loads
across Product Lifecycles
1

The website provides information
about the Group’s CSR policies,
detailed case studies andinformation for each stakeholder
category.

2

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

2

1

Special Feature:
The Olympus Group’s Response to
the Great East Japan Earthquake……………… 25
Results of the Olympus Group’s Main Socialand Environmental Activities in Fiscal 2010……… 27
For Customers… ………………………………………………… 29
For Suppliers… …………………………………………………… 36
For Employees and Their Families… ………………… 38
For Society… ……………………………………………………… 42
For the Environment…………………………………………… 46
Local Activities
Japan…………………………………………………………… 61
Overseas……………………………………………………… 63

External Assessments………………………………………… 65

Scope of Report
Period:Foreword to the Olympus CSR Full Report… …… 66

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

Organizations:

Economic ReportSocial Report

Corporate Profile/Financial Highlights… …………… 66

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

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

Olympus Corporate Social Responsibility Report 20112

Olympus Top Messages

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

In today’s world, with accelerated globalization, many

also need to work with our stakeholders through dialog

global issues have arisen, such as economic and social

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

imbalance, global warming and water scarcity.

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

The Olympus Group began to export microscopes

Social IN management philosophy, through which we offer

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

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

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

As part of its responsibilities as a corporate citizen,

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

social responsibility to contribute to the solution of various

has continually supported the initiatives launched in 2002,

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

to achieve the United Nations Millennium Development

Our slogan under the new medium-term corporate

Goals (MDGs) and Olympus joined in activities under the

strategic plan adopted last year is “Advancing to the Next

2004 United Nations Global Compact.

Stage of Globalization.” For the Olympus Group to achieve

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

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

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

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

environmental problems. For example, we have staged

Olympus Corporate Social Responsibility Report 20113

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

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

Tsuyoshi Kikukawa

philosophy at global level.

Representative Director, Chairman, andChief Executive Officer

Olympus Corporate Social Responsibility Report 2011

4

Olympus CSR

Toward the Realization of a Better Livelihoodand Happiness
Olympus is a company dedicated to continuously creating value-added products, services and solutions, andcontributing to health, happiness and livelihood for people. As such, Olympus approaches CSR activities to build
win-win relationships with all stakeholders in our business activities.

Management Philosophy and Corporate Slogan
Since 1994, the Olympus Group has regarded the “Social IN”
management philosophy as the starting point for management
thought. This means that we strive to realize better health andhappiness for people by being integral members of society,sharing common values, and proposing new values through ourbusiness. The Olympus promise is encapsulated in the phrase“Your Vision, Our Future,” which was adopted in 2003 as an in-

ternational corporate slogan. “Your Vision, Our Future” reflects
the essence of Olympus, a determination to continue living as anactive member of society, and realizing dreams in cooperation
with society.
WEB	Corporate slogan, Your Vision, Our Futur
http://www.olympus-global.com/en/corc/profile/philosophy/
vision.html

Realization of Social IN
We aim towards establishing firm ties with society through thethree IN’s. The Olympus Group strives to realize better healthand happiness for people by being integral members of society,sharing common values, and proposing new values through its
business activities.
This is “Social IN” and it describes the basic Olympus philosophy underlying all our activities. Social IN comes from Social
Value IN the Company, a concept of incorporating social values
into the Company’s activities.

Olympus Group Management Philosophy
Toward the Realization of a Better
Livelihood and HappinessSocial IN
We establish arelationship withsociety throughthe three “INs.”

INvolvement

INsight

INspiration

SocialInvolvement

Sharing
Society Values

Creating
New Values

Approach to CSR
Through its CSR activities, the Olympus Group responds to theneeds and expectations of society and fulfills its obligations andresponsibilities. Olympus contributed to society in various ways
even before it coined the phrase, “Social IN.” However, we believe we should do more. The business environment is constantly
changing, and there is also gradual change in the social values
that Olympus needs to share with society, and in our management and employees. Our continuing existence in this environment of constant change, and our ability to help people achieve
healthy and happy lives depend on the fulfillment of our responsibilities to various stakeholders, namely our employees and theirfamilies, customers, business partners, shareholders, local communities and society.

The CSR Concept of the Olympus GroupCSR = Development of both society and Olympus

Social IN
Contribution to Society
through Business:

Social demands
and expectations

By providing needed value
to society and producing
profits through business

By investing in society andestablishing a meaningful
relationship within it

Customers
Business
Partners

Duties andresponsibilities
to society

Employees

Local
communities

Olympus Corporate Social Responsibility Report 2011

Shareholders

International
community

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

E c o no m i c, s

5Contribution to Society
through Other Voluntary
Activities:

ociety, the environmentOlympus Corporate Conduct Charter
Established in September 2004, the Olympus Group Corporate
Conduct Charter and Code of Conduct to ensure that we fulfill
our corporate social responsibilities by applying the “Social IN”

philosophy to our daily business activities. The Charter and theCode define the Olympus Group’s approach to CSR, including
our approach to the environment.

Olympus Group Corporate Conduct Charter
Guided by the fundamental concept of Social IN and its keenawareness 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
values needed by society to realize healthy and happy lives forpeople. The Olympus Group has a strong sense of ethics andcomplies strictly with relevant laws and regulations in its global
corporate activities.

WEB	Olympus Group Corporate Conduct Charter
http://www.olympus-global.com/en/corc/csr/olycsr/philosophy/
csrcorporate/WEB	Olympus Group Code of Conduct
http://www.olympus-global.com/en/corc/csr/olycsr/philosophy/
csrcorporate/codeofconduct.html

CSR-Related Philosophies and Policies
The Olympus Group established the following CSR-related basic policies, charter, and philosophy as the basis for thorough,group-wide implementation of measures corresponding to itemsin the Corporate Conduct Charter.

Linkage to CSR Policies
The Olympus Group Corporate
Conduct Charter

From Management Philosophy to Policies/Plans/Actions
CSR-Related Basic
Policies, Charter,
Philosophy

Management philosophy, Social IN

Group Corporate Conduct Charter

Infomation Security Policy

Policies for
Corporate
Activities

1. S ound corporate activities

2. A ct on behalf of thecustomer

Involvementwith People

Involvementwith Society

3. R espect for human rights
4. W
 orking environment withvitality
5. H armony with theenvironment
6. G ood relations with thecommunity

CorporatevisionProcurement Policy
Personal Information
Protection Policy

Basic policies

Group Code of Conduct

Medium-term business plan

Quality Philosophy

Toward therealization ofSocial IN

Personal Information
Protection Policy
Human Rights and Labor
PolicyCompany rules
Annual business plan

Daily business activities

Laws,
regulations
and social
norms

Environmental Charter
Social Contribution Policy
Information Disclosure Policy

UN Global Compact
Olympus agreed with and joined the UN Global Compact in
October, 2004.
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. GC signatories support andpractice the ten GC principles, which relate to the protection ofhuman rights, the elimination of unfair labor practices, protectionof the environment, and the prevention of corruption, and are
required to make continuing efforts, based on commitments by
their own chief executive officers, toward the achievement of theMillennium Development Goals of the United Nations.
The principles of the Global Compact are incorporated into
our Corporate Conduct Charter and Code of Conduct and reflected in our business activities. Through the interaction andreciprocal influence with other Global
Compact participants, Olympus continues
to practice these ten GC principles in its
business activities.
WEB	United Nations Global Compact
http://www.unglobalcompact.org/

Olympus Corporate Social Responsibility Report 2011

6

CSR Management

Goal-Setting by CSR Committee Vital to
Realization of “Social IN” Philosophy
We have modified our corporate governance structure and enhanced and expanded our compliance education
programs as part of our efforts to realize the “Social IN” Philosophy and further enhance our group-level CSR
initiatives. We are also continually improving our risk management systems and implementing risk reduction
measures in response to risk factors with the potential to affect the Olympus Group.

Corporate Governance Organization and Role of the CSR Committee
Our “Social IN” management philosophy is the starting point
for all activities of the Olympus Group. In September 2004, we
adopted the Olympus Group Corporate Conduct Charter andCode of Conduct to ensure that we would fulfill our corporatesocial responsibilities by applying this philosophy to our day-to-

day business activities. In fiscal 2010, we established the CSR
Committee, which works several promotion committees andstrengthen our initiatives to realize our management philosophy.

Corporate Governance—Timely Decision-Making and Effective Supervision
The Board of Directors consists of 15 directors, including threeexternal directors. Normally the Board of Directors meets once
each month to make timely decisions on business strategies andother important management matters, and to provide appropriate supervision of business operations. To ensure accountability, the term of office of directors has been set at one year sothat their performance can be assessed annually. Olympus has
further strengthened its governance by adopting an executive
officer system, under which the decision-making and oversight
responsibilities of the Board of Directors are separated from theoperational executive functions of the executive officers. The
external directors supervise decision-making by the Board of
Directors from an independent perspective. They are also seen
as a source of expert knowledge that can be applied to the management of Olympus. Olympus discloses information about its
governance systems, including details of its auditor systems, in
its Corporate Governance Report.

Corporate Governance Structure
General Meeting of Shareholders
Appointments,
dismissals

Appointments,
dismissals

Collaboration

Board of Auditors Audits
Auditors
Office of
Auditors

Appointments,
dismissals

Recommendations

Board of Directors
Directors

SpecialCommittees

Appointments, dismissals, supervision
AuditsRepresentative Directors

Accounting audits

Accounting
Auditors

Executive Management Committee

Internal Audit
Department

CSR Committee

AuditsBusiness divisions, Corporate and R&D divisions, Group companiesWEB	Business Management System
http://www.olympus-global.com/en/corc/csr/olycsr/soundcorpo/
business/

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

CSR Committee and Promotion Committees
CSR Committee
Risk Management Promotion Committee
Compliance Promotion Committee
Information Security Promotion Committee
CSR Procurement Promotion Committee
Safety & Health and Ethical Conduct Promotion Committee
Social Contribution Promotion Committee

Olympus Corporate Social Responsibility Report 20117

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

The CSR Education Cube
es
lt
/g
as
ot
en
io
ks
er
n
a
C
l
R
om
Di
m
vi s
it t
io
ee
n
s

ec
sp

CS

Pr
om

Al

le

m

pl

oy
e

th

wi
es

i ve

oy
e

ut

pl

Em

ct
Di
re

Handbook

ns
M
ea

Ex
ec

or
s

s/

ra
n

kba

se

ia

d

Recipients

Lectures, group training
e-learning
CSR Overview

Content

Risk management
Compliance

Education Methods
Proposed in Block Unit

Information security
CSR-based procurement

Risk Management System
Special Committee, Headed by the President, Supervises Risk Management
Corporations face the possibility of unexpected risks as a resultof their expanding economic activities and changes in the social system and people’s awareness. Therefore, at Olympus, theRisk Management Committee, headed by the President, plays acentral role in reducing daily risks and taking proactive measures
to prevent crises as well as setting up an emergency response
system so that we can appropriately respond to a major crisis.

Risk Management System
President

Risk management leader

Risk Management Committee
Chairperson: President

Risk Management Bureau

Task Force(activated in the event of a crisis)

Risk managers of Olympus
Imaging Corporation,
Olympus Medical Systems
Corporation, business units
and head office departments

Executive groups,
affiliated companies andhead office departments

Protecting Information
Olympus has adopted the Olympus Group Information Security
Policy and established the Information Security Promotion
Committee to provide a group-wide organizational framework formeasures to ensure information security. Security measures are
implemented from the human, material, organizational and technicalperspectives. Specifically, access to Olympus facilities is controlledusing IC card systems. Corporate servers and PCs are protectedfrom viruses and unauthorized access by means of automatically
updated antivirus software, firewalls, quarantine systems, and antispam measures. To raise employees’ understanding of information
security issues, we have published a security handbook basedon corporate rules on the intranet. We also provide e-learning
programs for all executives and employees. Another initiative

designed to raise awareness of information security is Information
Security Month. Lectures and other events are staged during thisperiod to remind employees about the importance of information
security. We also draw attention to information security throughan active program of education and information activities during
the year-end/New Year period. Olympus handles stakeholders’personal information using appropriate methods and in accordancewith the Olympus Group Information Security Policy.
WEB	Information Security Policy
http://www.olympus-global.com/en/corc/csr/olycsr/soundcorpo/
protection/security.html

WEB	Personal Information Protection Policy (Only in Japanese)
http://www.olympus.co.jp/jp/corc/csr/olycsr/soundcorpo/protection/
privacy.cfm

Ethics Committee
Olympus has taken advantage of synergies with other business areas, such as microscopes (cellular tissue observation technology)
and surgical endoscopes (minimally invasive surgical equipment),
to build an involvement in regenerative medicine and genomerelated business activities. Experts review activities in these fields

from an ethical perspective at meetings of the Ethics Committee.
WEB	Rules of the Ethics Committee (Only in Japanese)
http://www.olympus.co.jp/jp/corc/csr/olycsr/soundcorpo/irb/rules/WEB	List of Ethics Committee Members (Only in Japanese)
http://www.olympus.co.jp/jp/corc/csr/olycsr/soundcorpo/irb/
member/Olympus Corporate Social Responsibility Report 20118

Our Relationships with Stakeholders

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

Olympus CSR website

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

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

laborative CSR initiatives at all stages of the supply

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

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

accuracy and reliability of financial reporting.

laws and regulations, respect for human rights,

P 7-8

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

WEB

P 36-37
WEB

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

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

Olympus
Suppliers
R&D

Production

Olympus aims to contribute to the creation of a healthy environment
and a human society capable of sustainable development, throughtechnology development and business activities based on harmony
with the environment and respect for the natural systems on which human safety and health depend. Under this environmental philosophy,

The
Environment

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

P 21-24, P 46-60
WEB

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

Olympus Corporate Social Responsibility Report 20119

We want our customers to be happy that they chose Olympus products,
which is why we have established systems to support the use of customer feedback across the entire Olympus organization through “Voiceof Customer” (VOC) activities. We are also enhancing and expanding ourcustomer satisfaction (CS) training programs for all employees.

P 11-16, P 29-35
WEB

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

Customers

Sales Repair and Services

Employees
and Their
Families

Society

Employees are the most vital and valuable asset for the
Olympus Group. We aim to provide the best possible working
environments for our employees by respecting human rights
and providing attractive work opportunities that contribute toenhanced personal and corporate growth. We ensure thatAs a global citizen, Olympus aims to improve and continue its

working environments are safe and pleasant by complying

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

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

by using our technological and human resources in activities

overseas subsidiaries.

that benefit society.

P 19-20, P 38-41

P 17-18, P 42-45

WEB

WEB

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

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

Olympus Corporate Social Responsibility Report 201110

Highlight 1-1

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

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

2

1

3

5

4

[For Customers]

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

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

Olympus Corporate Social Responsibility Report 201111

Refer to the following website for information about other initiatives.

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

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

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

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

The Chinese version of the onaka-kenko.com website

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

WEB(Only in Chinese)

The Japanese onaka-kenko.com website

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

Building the Medical Systems Business in Emerging and Developing Countries

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

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

Olympus Corporate Social Responsibility Report 201112

A service center in India

Highlight 1-2

1 Viewing the new comprehensive
website1

2

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

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

[For Customers]

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

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

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

Olympus Corporate Social Responsibility Report 201113

Refer to the following website for information about other initiatives.

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

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

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

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

Responding More Efficiently to
Customer Inquiries

WEB

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

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

VOICE
Comment
from anEmployeein JapanComment
from anOverseas
Employee

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

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

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

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

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

Meindert Anderson
Communications and Marketing Manager
Olympus NDT Inc.

Olympus Corporate Social Responsibility Report 201114

Highlight 1-3

12

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

[For Customers]

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

Imaging Systems Business

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

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

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

Olympus Corporate Social Responsibility Report 201115

Refer to the following website for information about other initiatives.

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

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

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

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

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

VOICE
Comments
from a User

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

Comment
from anEmployee

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

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

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

Mr. Steve Tyler

Lee Buckley

Head of Innovation and Development
Royal National Institute for the Blind

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

Olympus Corporate Social Responsibility Report 201116

Highlight 2

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

3

1

2

4

5

Overcoming Poverty

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

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

A logo created to promote awareness of the MDGs

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

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

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

8. D evelop a global partnership fordevelopment

WEB

Olympus Corporate Social Responsibility Report 201117

“Picture This: Caring for the Earth”

	http://www.undp.org/picturethis2010/Refer to the following website for information about other initiatives.

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

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

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

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

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

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

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

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

TOPICS

VOICE
Comment
from Our
Co-Sponsor

An Opportunity to Encourage
Efforts to Achieve the MDGs

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

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

Sharing Meals with Children in Developing Countries

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

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

Olympus Corporate Social Responsibility Report 201118

Highlight 3

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

1

2

3

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

JuMP an Initiative to Develop Future European Leaders of Olympus

Changes to Leadership Training Program
Changes to Leadership Training
Program

Six-Month Focus on BusinessPriorities

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

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

Olympus Corporate Social Responsibility Report 201119

Refer to the following website for information about other initiatives.

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

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

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

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

Structure of Program in FY2011/2012

Project Work

Training
Module 1
Jan 17 – 20 2011

Hamburg

Module 2
March 15 – 18 2011

Amsterdam

July 2011– January 2012

Module 3
June 29 – July 2 2011

Hamburg

Module 4
Jan 19 – 20 2012

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

Hamburg

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

VOICE
Comment
from theorganizer

Comment
from aparticipant

Programme has multiplier effects to
the Senior Managers

JuMP adds the significant personal
development as the manager

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

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

Esther Kebbel

Gerrit Bouw

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

Olympus Corporate Social Responsibility Report 201120

Highlight 4

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

12

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

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

3

Helping to Build a Sustainable Society

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

Environmental Protection Declaration

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

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

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

Olympus Corporate Social Responsibility Report 201121

Refer to the following website for information about other initiatives.

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

Consideration for Biodiversity

Product-Related Initiatives

Fair Sharing of Benefits with Biological ResourceProducing Nations

Commencement of Olympus Super Eco-Products
Program

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

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

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

The Olympus Eco-Products System

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

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

VOICE
Comments
from Staff

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

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

Super
Eco-Products

Eco-Products

WEB

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

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

Olympus Corporate Social Responsibility Report 201122

Manufacturing Initiatives

Logistics-Related Initiatives

Environmental Load Reduction Measures Geared to
Conditions at Individual Sites

Dramatic Reductions in CO2 Emissions throughExpanded Modal Shifts and Other Initiatives

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

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

VOICE
Comments
from Staff

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

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

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

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

VOICE
Comments
from Staff

Everyone living today has a
responsibility to protect theenvironment.

Future Goals

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

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

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

Olympus Corporate Social Responsibility Report 201123

Refer to the following website for information about other initiatives.

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

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

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

84,63578,707■ Scope 2

73,045100,000

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

95,80260,00037,31735,031

20,000
0

2006

2007

30,7002008

28,7982009

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

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

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

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

128,976
105,066

98,760100,000

77,69260,00051,70720,000
0

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

Waste Emissions Reduced by 20% from FY2007 Level

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

4,000

5,624
5,168

5,588
5,211

4,962

84,72273,566 4,527

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

81,60010000075,735FY2014 Target: 20% Reduction from FY2007 Level
In the current fiscal year, waste emissions were reduced by 20% from the fiscal
2007 level and by 13% year on year to 4,451 tons.
In addition to measures to reduce disposals at landfills and improve recycling
ratios, we are also working to reduce the actual quantity of waste by improving resource productivity in our manufacturing operations. For example, we are developing
new manufacturing technologies to reduce process losses, and designing products
to minimize waste.

109,660

4,053

100

2,000
60000

80

0
20000
60

37,317

2006

35,031

2007

30,7002008

28,06027,0242010 2014 target(fiscal years)

2009

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

40

2010 目標（年度）

2010

20 UseWater

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

FY2014 Target: 20% Reduction from FY2007 Level

2014 target(fiscal years)

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

Emissions and Movements of Chemicals (PRTR-Listed Substances)

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

680

580

660

2,000
1,730

1,660

570

1,530

1,360

1,000
0

2006

2007

2008

1,260

2009

2010

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

（t）
30

20

1,930

470

■ Substances already monitored■ New and existing monitored substances
19.5

19.6

18.3

16.2

21.6
17.9

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

18.9

10

0

2006

2007

2008

2009

2010

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

Olympus Corporate Social Responsibility Report 201124

Special Feature

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

March 11,2011

Earthquake,
Initial Response

March 14,2011—

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

Responding to
Various Situations

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

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

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

Strengthening Disaster Prevention Measures

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

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

Olympus Corporate Social Responsibility Report 201125

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

Human Losses

Damage to Facilities

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

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

April 11,2011—

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

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

From Disaster Recovery to
Business Continuity

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

Meeting Electricity Requirements

Recovery Support Activities

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

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

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

Relief work in the disaster area

Olympus Corporate Social Responsibility Report 201126

Results of Social and Environmental Activities

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

Corporate Governance and CSR Management

See Pp. 7-8 for details, etc.

Priority Measures

Targets

Results

Future Efforts

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

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

long-term strategies through the activities of
the CSR Committee

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

For Customers

See Pp. 29-35 for details, etc.

Priority Measures

Targets

Results

Future Efforts

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

For Suppliers
Priority Measures

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

in product development, improvement ofcustomer satisfaction

See Pp. 36-37 for details, etc.
Targets● Response rate of 85% or higher in Japan
Self-assessment
survey of suppliers inJapan concerning CSR
initiatives

Results

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

assessment survey in other regions as wellas in Japan

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

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

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

procurement among major suppliers andencourage initiativessocial needs

CSR initiatives by suppliers

promotion at procurement policy briefing for
suppliers

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

Olympus Corporate Social Responsibility Report  201127

information to supplierssocial needs

For Employees and Their Families
Priority Measures

See Pp. 38-41 for details, etc.

Targets

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

environments that provide full scope for
employee diversity

Results

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

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

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

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

global perspective to facilitate the global
utilization of human resources

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

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

Health promotion● To support health promotion for

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

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

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

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

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

For Society

See Pp. 42-45 for details, etc.

Priority Measures

Targets

Results

Future Efforts

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

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

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

For the Environment

See Pp. 46-60 for details, etc.

Priority Measures

Targets

Results

Future Efforts

Reinforcementof environmental
management systems● Reinforcement of environmental risk

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

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

governance systems● Formulation of biodiversity conservation plan

● Assessment of relationship between businessactivities and biodiversity

Provision ofenvironmentallyconscious products
and services● Expanded creation of Olympus

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

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

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

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

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

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

Olympus Corporate Social Responsibility Report  201128

related information

environmental contribution activities

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For Customers

Quality Assurance System
Olympus creates value by working from the customer’s perspective to provide satisfaction through its products
and services. Group-wide quality assurance activities play an essential part in our efforts to provide products andservices that will earn the confidence and trust of our customers.

Quality Philosophy

Top Review

The Olympus Group puts its quality philosophy into practicethrough quality assurance programs, and through initiatives toensure that all employees consistently approach their manufacturing and service tasks from the customer’s perspective.

Since 1995, the President and the directors responsible foreach business area have regularly visited Olympus sites tocheck that management systems are functioning properly, thatpolicies and standards are being complied with, and that the
Olympus Group’s quality philosophy is being fully implemented.
Since 2008, we expanded the scope of these inspections toinclude environmental and occupational health and safety perspectives. In addition to business sites in Japan, the inspections also cover overseas sites. Since directives for remedial
measures are issued whenever aspects requiring improvement
are identified, this process drives continual improvement in ourbusiness operations.

Quality Philosophy
 ealization of genuinely world-class “Total Quality”
1. R
in all aspects of the organization.
 rovision of the highest quality products and
2. P
services to customers.
Core Principles(1) All actions to reflect a customer-oriented approach.
(2) D evelop "Win-Win" relationships with all partners.
(3) B e disciplined in following the appropriate
procedures and, in day-to-day operations,continuously strive for improvement, avoiding
complacency.

Then President visited sites in Japan (left) and overseas (right) as part of thesenior management inspection program.

Quality-Related Organizational
Structures

Results of Top Review in Fiscal 2010

To ensure that customers can use our products and services
with confidence, we have developed quality assurance systems
to meet the specific needs of our various business segments.
We are constantly working to maintain and improve quality at
all stages from development through to production, sales andrepair services.
Linking all business segments is the Corporate Quality
Assurance Department, which assesses the quality management activities of each business unit and reports its findings to
the President.

Date

Segment

Site

August 2010

Life Science and Industrial

Olympus NDT Inc. (Canada)

October 2010

Medical Systems

Aomori Olympus Co., Ltd.
(Aomori, Japan)

November 2010

Group Management
OfficeOlympus Vietnam Co., Ltd.

February 2011

Life Science and Industrial

Research and Development
Center (Tokyo, Japan)

February 2011

Imaging Systems

Research and Development
Center (Tokyo, Japan)(Viet Nam)

Summary of FY 2010 Results
Primary Measures

Targets

Results

Future Efforts

Service innovation based on
VOC management● Development and● Administration of management systems to● Continuing improvement of mechanisms

administration of systems toutilize direct customer input at
the organizational level

use voice of customer (VOC) information in
key business segments● Fostering customer-focused culture throughthe continuation of seniority-based customer
satisfaction (CS) education programs

Olympus Corporate Social Responsibility Report 201129

to ensure reliable VOC feedback and its
effective utilization at the product planningand development stages● Increased emphasis on usability and safety

in product development, and improvement ofcustomer satisfaction

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For Customers

VOC Activities—Corporate Culture and Case Studies
We monitor user wishes and views and by seeking input from customers who have actually used Olympus
products. This customer input, together with information from marketing surveys, is applied to the developmentof our products.

Developing a Culture Based on
Putting the Customer FirstVOC Response Case Study 1:“We want to be able to identify and analyze airborne
asbestos by color in the same way as asbestos inbuilding materials.”—In-House Customer Satisfaction (CS) and
Voice of Customer (VOC) Education—→ Development of dispersion object lens for use indetection of asbestos in construction materials

The Olympus Group places a high value on customer feedback
through its Voice of Customer (VOC) program and aims to reflectthat feedback in its products and services. The first step in thatprocess is to instill the attitude of thinking from the customer’s
perspective in every individual employee. Young employees
complete basic courses in customer satisfaction between
their third and fifth years with Olympus. For management
executives, there are courses in the use of VOC information in
the implementation of CS policies.

Because airborne asbestos fibers are so minute, fiber sizes
could only be measured using a phase-contrast microscope,and it was not possible to distinguish them from other fibers.
Olympus produced a phase-contrast polarization microscopefor use in asbestos detection by developing a new technology
to combine the polarizing (dispersion) microscopy techniqueused to observe asbestos in construction materials with thephase-contrast technology used
to observe airborne asbestos.

Design and Manufacturing
Reflecting Customers’ Comments

Phase-contrast polarization microscopefor asbestos detection

Each business unit of the Olympus Group conducts voice ofcustomer (VOC) activities that match its characteristics.
The business units hold regular conferences to share casestudies and information about their activities. These meetings
also provide opportunities for reciprocal benchmarking.

VOC Response Case Study 2:“We want displays that are easy to view, regardless of
individual variations in color perception.”

Design and Manufacturing Reflecting Customers’ Comments→ Color Universal Design (CUD) obtained for all new
digital camera products (all models and colors)
launched in the spring of 2010, including the
Olympus PEN Lite (Only in Japanese)

Reflecting customer comments in products and services
Customers
Inquiries

ProposalsFace to Communication
Faceby Telephone
Customer
supportcenters

Requirements

HP

Marketing departments andsales companies in Japan
Overseas subsidiaries andagents→ Our efforts for Color Universal Design

Comments

In response to this customer feedback, Olympus modified theicons and color scheme used in the LCD graphic display of acompact digital camera*1 launched in February 2008, creating
a design that would be clear to most people, regardless of
individual variations in color perception. This product became
the first digital camera to achieve “Color Universal Design”
certification*2. Olympus obtained Color Universal Design (CUD)
for all digital camera products (all models and colors) launchedworldwide in the spring of 2010. Certification was also obtained
for a new IC Recorder*3.

E-mailShowrooms

Discussions inrelevant departments
Usability
evaluation

Marketing and sales
Development and designing
Planning*1 The µ1020 and µ850SW compact digital cameras were the first digital
cameras to achieve Color Universal Design certification in Japan. (Onlyin Japanese)*2 Third-party certification by non-profitable organization, the Color Universal
Design Organization (CUDO)*3 Voice-Trek DM-4/DS-800/DS-750/DS-700/V-82 (all colors)

Quality andEnvironment
Analysis Center

New products and services reflecting customers’ comments

Approaches to provide products that can earn customers’ satisfaction
Olympus Corporate Social Responsibility Report 201130

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For Customers

Development-Stage Initiatives: Assessing Product Safety
Olympus has established various quality assurance mechanisms based on international certification systems.
These allow us to assess product quality accurately, ensure that customers can use our products with confidence,
and achieve continuing improvement.

Ensuring Product Safety throughQuality Evaluation at theDevelopment StageAs a testing laboratory accredited under the internationally recognized ILAC-MRA system, this facility also conducts
compliance evaluations for medical equipment under the
IEC60601-1 standard.

Olympus is consistently applies the customer’s perspective to
its manufacturing and service activities. Quality evaluation at
the development stage, which is the starting point for manufacturing, is especially important to the achievement of product quality. Various product evaluation methods are available,
including electromagnetic compatibility (EMC) testing, safety
testing, environmental testing and materials analysis.

*1 ISO/IEC17025 (2005): G eneral requirements for the competence of testing and calibration laboratories*2 EMC: Electro-Magnetic Compatibility
iNARTE: T
 he International Association for Radio, Telecommunications
and Electromagnetics

Calibration
EMC testing in a 10 m wave
anechoic chamber

Calibration is a process used to maintain the accuracy ofmeasuring instruments by ensuring that all components arefunctioning correctly. The precision of measuring instruments
can vary from day to day in response to changes in environmental conditions. As an entity certified under the Japan
Calibration Service System andthe Measurement Law, Olympus
carefully monitors errors causedby these changes and applies
approved calibration methods to
its measuring equipment.

Mechanical and Environmental
Testing
Mechanical testing is used to evaluate product strength andlife by assessing the impact of usage and storage conditions
on quality, and by checking the effects of vibration and dropping during packaging, transportation, delivery and other processes. Environmental testing is carried out using a variety ofsystems and equipment. The
aim is to assess products underthe environmental conditions inwhich they are likely to be usedby customers.

Using three-dimensional
measurement equipment

EMC and Safety Testing
A 10 m wave anechoic chamber built by Olympus in 2004 is
one of the most advanced facilities of its type in the world. It
has been certified for use in electromagnetic noise systems
under the National Voluntary Laboratory Accreditation Program(NVLAP) of the United States and the Telefication organizationof the Netherlands. It was also the first safety testing facility forelectrical medical devices in Japan to be certified by the Japan
Accreditation Board for Conformity Assessment (JAB) under
ISO/IEC 17025:2005*1, which is the international standard forthe certification of testing facilities.
Olympus added another 10 m wave anechoic chamber in
2009, creating a testing system that complies with the latest
standard for electro-medical devices (IEC 60601-1, 3rd Editionand supplementary rules). In addition to the continuing development of its facilities and systems, Olympus also maintains
an active training program for assessment technicians, andseveral Olympus employees have become qualified as EMC
iNARTE*2 technicians.

Packaging undergoes adropping test.

Materials Analysis
In addition to the analysis and evaluation of parts and materials at the development stage, Olympus also uses various
analytical systems to identify defects and other issues throughdetailed analyses carried out after products have been brought
to market. Findings from these analyses are used to eliminate
the causes of problems and prevent recurrences.
Olympus will continue to improve the safety of its products
by enhancing the reliability of its
evaluation systems.

Materials analytical laboratory

Olympus Corporate Social Responsibility Report 201131

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For Customers

Development-Stage Initiatives: Usability Assessment
To identify usability issues, all products are assessed from the customer’s perspective to ensure that they are
intuitive and easy to use.

Usability Assessment

The Live Guide Interface

To achieve its goal of providing products and services thatcan be used with confidence by as many people as possible,
Olympus must ensure that every product can be used easily
and intuitively. Before the commercialization stage, products
are actually used by monitors toassess their usability and identify and rectify problems from thecustomer’s perspective.

(1) O pen Live Guide
and select the icon
for the item to be
adjusted.

WEB

(2) A
 djust the slider
while observing
the results on the
LCD monitor.

(3) P ress the shutter.

 Live Guide simulator can be found at the followingAaddress.

	http://olympus-imaging.jp/product/dslr/epl1/ feature/liveguide/index.html

Assessing usability in amonitoring room

VOICE

Usability Assessment Case Study

Comments
from aDesigner

Live Guide Interface for Pen Series Digital Camera“Our mission is to help beginners
to express their ideas.”

When we developed the Live Guide interface, we tried tounderstand the feelings of people using Pen series Digital
Camera for the first time, and to create a system that would
allow them to express themselves through photographs witha few simple operations.
We reviewed conventional camera controls and carriedout usability assessments. Basically we wanted to develop
an interface that would help people to use the full potentialof Pen series Digital Camera to express their photographic
ideas, without the need to understand photographic terminology and specialized camera operations. We used input fromthe monitors to make the guidance content as clear as possible. Before we could launch the Live Guide with confidence,
we also had to ensure that we had achieved the criteria set
for the designers and developers by checking user reactions.
Would beginners really want to use this system? Would it be
intuitive, and would the system work as we had envisaged?
I believe that the Live Guide allows anyone to achieve
their desired photographic expression. I look forward tocreating more products and services that
consumers can use with enhanced easeand enjoyment.

Olympus developed the Live Guide interface for digital cameras to provide novice Pen series Digital Camera users withan easy and enjoyable way to capture photographs that would
match their expectations without any knowledge of specialist
photographic terminology. The concept is targeted specificallytoward people who want a simple way to express their ideas
in attractive photographs, but who find it difficult to achieve
their photographic aims because of the complexity of camera
controls and have hitherto been reluctant to use Pen series
Digital Camera because of their unfamiliarity with arcane photographic terminology.
Starting at the development stage, we carried out usability
assessments to verify the intuitiveness of the Live Guide
interface for users, especially beginners. Monitors from within
and outside of the Olympus organization operated simulationsof actual control screens on computers in three phases: startingup the Live Guide interface, adjusting brightness, coloring,background blurring and other characteristics intuitively tomatch the photographer’s image, and taking the photograph.
The results of these tests were then used to ascertain whether
the interface could be understood and operated naturally
by beginners, and to identify and rectify any issues from thisperspective.
The Live Guide interface was first used in the E-PL1 Penseries Digital Camera and has since been incorporated into
other models of Pen series Digital Cameras and a part of compact cameras.

Tomomi Kaminaga
Consumer Group, Design Center
Olympus Imaging Corporation

Olympus Corporate Social Responsibility Report 201132

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For Customers

Customer Support: Responding to Customer Needs
One of the keys to customer satisfaction is the ability to respond promptly to inquiries and provide timely repair
services on the rare occasions that faults occur. Olympus has developed systems to meet these needs and iscontinually improving its capabilities in this area.

Responding Quickly to Inquiries

Customer Response System in Japanin Each Product Field

The Olympus Group has established systems to provide customer support based on product characteristics. We are working with overseas subsidiaries and distributors to enhance our
global inquiry and repair systems in each product category.
These activities are always guided by our awareness of thecustomer’s perspective. Our websites provide customers withclear information about points of contact in their regions forinquiries about their products.

Product
FieldsDevelopment of a service system capable of providing
highly credible and safe medical instruments that
customers can use with confidence
So that our customers can use our products safely and withconfidence, we answer technical questions, for example,
inquiries relating to the use of our products and procedures tofollow in the event that malfunctions occur.
MedicalSystems

Calls Received at Customer Support Centers(Calls)250,000

Imaging
208,217

206,132

Medical Systems
206,483

200,000
150,000
90,000100,000

102,362

117,933

205,644

Customer Satisfaction Improvement Activities at Customer
Support Centers

121,450

Our staff listen carefully to customer comments. Even views
expressed by a small minority of customers are fed back todevelopment, production and marketing departments as partof efforts to meet customer expectations.

70,12050,0000Moreover, we have deployed teams of experts in cleaning
medical instruments, sterilization and the use of high-frequency
equipment, filing and IT technologies to answer various
questions from users.
We are also continually enhancing our capacity to respondto user problems in a timely and professional manner.
When the need arises, for instance, field service personnel
are dispatched immediately to solve problems in medical
workplaces. Our call center is also open on Saturdays(9:00-15:00).

Microscopes

197,361

Customer Response System

14,532

13,773

15,97017,054

16,976

2006

2007

2008

2009

2010
(Fiscal year)

Centralized Management of e-Mail Inquiries
In addition to telephone-based assistance, advice centers also
provide centralized management of e-mail inquiries to ensurethat questions are resolved in an efficient and timely manner.
We use all customer points of contact in our efforts to ensure
customer satisfaction.
Techno-Lab Microscope Seminars
Microscopes

Words of Appreciation from Customers
Olympus receives numerous expressions of appreciationin response to its customer support activities.

<Case Studies>• “I was looking for a particular accessory. It was not stocked by
Olympus, but the Olympus staff found another supplier and gaveme the contact details. That was very helpful.”

When customers make inquiries by telephone or via a website,
they are informed about microscope seminars provided by
Olympus for its customers. In FY 2010, we ran seven different
courses, including a seminar on the preparation of beautiful
fluorescent specimens. These events were extremely popularwith participants. Three new courses will be added in FY 2011as part of our continuing efforts to help customers learn about
the effective use of microscopes and the fascinating world of
microscopic observation.
Olympus staff also visit classes on biology and clinical testingat universities and technical schools to provide on-sitecoaching. This program has been extremely popular withstudents.

• “When I telephoned about a problem, it was250000
very encouraging todiscover that the assistant was aware of a previous issue, eventhough it had been handled by someone else.”

For details of the seminars,
http://www.olympus.co.jp/jp/showroom/technolab/tokyo/plan.cfm

200000• From a junior high school teacher….“My questions were about theoperation of classroom microscopes. As a science teacher, I simply
want my students to enjoy science. I’m sure150000
my questions werevery troublesome, but the Olympus staff provided clear and very
helpful responses. I was very grateful.”
100000Time-Based Assignment of Inquiry Response Personnel
Olympus is ready to respond to customer inquiries on
weekends and public holidays, as well as on normal businessdays. This service is available on any day except system
maintenance days and the year-end/New Year period.
Improving Customer Response Quality• From an individual customer….“I had a question about the useof an old-model microscope. I was hesitant to50000
inquire, since themodel had been out of production for many years, but Olympus
was extremely helpful. Without a manual, the microscope would
0 from myhave been useless. I had received it as a gift, and apartdesire to use it for study, I also wanted to teach my children to
respect things, however old, that we receive through the kindnessof others. The response from Olympus exceeded my expectations
and will be an important lesson for my children.”

We are improving customer satisfaction by:
Imaging• improving the communication skills and product knowledgeof telephone response staff,• providing product specific points of contact where customers
can ask specialized questions about particular products,
such as digital SLR cameras,• commissioning blind surveys by outside researchorganizations, in order to ascertain if customers are satisfied
with our response quality, and to obtain information that canbe used to improve customer satisfaction further.

Olympus Corporate Social Responsibility Report 201133

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For Customers

Customer Support: Repair System
To ensure user confidence in its products, Olympus has established a dedicated customer support website whereusers can obtain accurate information when problems arise. The website also provides important notices about
products and services and accepts customer inquiries. We have a repair system that optimizes the time and costof the repair service, depending on the area and product.

WEB
Important notice (Only in Japanese)	http://www.olympus.co.jp/jp/info/qinfo.cfm

MicroscopesWEB
Customer support (Only in Japanese)	http://www.olympus.co.jp/jp/support/index3.cfm

Return-to-Base Repair Services for Microscopes

Medical Systems

Return-to-base repair services are provided for small equipment that is relatively easy to transport, or for items requiring
major repairs or dismantling for inspection and repairs.

From December 2005, the Medical Service Operation Center
Shirakawa (SORC Shirakawa) started to serve as the main
repair plant for endoscopes in Japan. Endoscope overhauls*1
are carried out in California, the United States, in Germany,
France, the Czech Republic and the United Kingdom inEurope, and in Shanghai, China. A centralized repair service
was established in Delhi, India, in April 2010. Relatively simple
endoscope repairs and repairs to peripheral equipment areavailable through a worldwide network of 200 repair sites.
At SORC Shirakawa, integrated management of repairs
and rental equipment ensures fast repair of malfunctioning
products and minimizes downtime*2. We have also set up a
Customer Environment Replication Room, where we can efficiently identify the causes of failures by reconstructing problems on systems similar to those used by customers. We havefurther enhanced customer-based
services by welcoming customers
to our facilities and using our training equipment to provide workshops on how to handle products,
including precautions.
SORC Shirakawa

Repair Center(Nagano, Japan)WEB
Return-to-base repair services (Only in Japanese)	http://www.olympus.co.jp/jp/support/ind-micro/service/detail/leave.cfm

Reducing Repair Times
We aim to provide customer satisfaction by minimizing thetime that equipment is held for repairs. Even with equipmentthat has been used for many years, we strive to return repaired
products within one month and by the desired date. We willcontinue our efforts to improve customer satisfaction by further
reducing repair times and enhancing our after-sales services.

On-Site Repair Services for Microscopes*3
Technical staff specializing in microscopes are based in Tokyo
and Osaka to provide on-site services, including maintenanceinspections, calibration, repairs and relocation.

(Fukushima, Japan)*3 By registering as a CS-Net member, customers gain access to a dedicated website through which they can make inquiries and request service.

*1 An overhaul involves the dismantling, inspection and repair of malfunctioning equipment.
*2 Downtime is the period during which operations are interrupted or equipment is idle. Normal services that meet customers’ expectations cannot
be provided to them during downtime.

WEB

WEB

Services for members with biological microscopes(Only in Japanese)	http://www.olympus.co.jp/jp/support/bio-micro/service/member/index.cfm

 epair services and other support for Olympus medical,
R
life science and industrial products affected by the Great
East Japan EarthquakeWEB

Services for members with industrial microscopes(Only in Japanese)	http://www.olympus.co.jp/jp/support/ind-micro/service/member/index.cfm

	http://www.olympus.co.jp/jp/info/2011a/if110314supportj.cfm

WEB dvice about the handling of microscope productsA
during scheduled power outages following the Great
East Japan Earthquake (Only in Japanese)	http://www.olympus.co.jp/jp/info/2011a/
if110318microscopej.cfm

Olympus Corporate Social Responsibility Report 201134

For Customers

For Suppliers

For Employees and Their Families

For Society

For Customers

For the Environment

Customer Support: Repair System

Industrial Videoscopes

Improving the On-Time Ratefor Back-to-Base Repairs

IPLEX Series videoscopes and other videoscopes andfiberscopes that require repairs are returned to repair centers
located at the respective manufacturing facilities. Because
repairs are carried out under the same conditions thatexist on production lines, Olympus is able to ensure that
repaired products meet the same quality standards as newly
manufactured products. Operating efficiency and access toparts are also the same as on production lines. This meansthat repairs can be completed within three weeks of accepting
products for repair at sales outlets.
To reduce customers’ lifecycle costs while providing
optimal support, Olympus offers maintenance contracts for its
IPLEX Series products.
The Olympus commitment to customer satisfaction is also
reflected in our continuing efforts to improve the quality andspeed of our repair services while reducing costs.

One of our target indicators for customer satisfaction is the ontime rate for back-to-base repairs. We are continually working
to improve this rate through initiatives that include a review ofservice procedures during busy periods.
In July 2010, we further reduced the time required forback-to-base repairs by introducing a “Quick Repair Service”
for micro SLR cameras and exchangeable lenses. To reduce
the anxiety of customers waiting for repairs, we have alsoestablished systems that allow customers using the pick-up
service and on-line repair booking service to check the progressof work on the Internet or from mobile phones.

WEB

Percentage of Repairs Completed within the Allotted Time
(%)
100

80

About repair services

	http://www.olympus-ims.com/en/service-and-support/
service-centers/
60

Imaging Products

40

Digital compact camera
Digital single-lens reflex camera
Audio equipment
2006

In Japan, digital cameras and IC recorders are repaired at theHachioji Repair Center and four service stations nationwide.
In Europe, repair services are provided at central locations in
Portugal, the Czech Republic and Russia.

2007

2008

2009

2010

(Fiscal year)

Enhancing Convenience
In addition to repair services provided through retailers orservice stations, Olympus also offers a repair pick-up service,whereby items requiring repair are collected from the customer’s
location. There is also an on-line repair booking system, whichallows customers to request repairs and check charges via
the Internet. In December 2010, Olympus simplified its repair
charges by introducing a flat-rate system* for repairs tocompact digital cameras returned to Olympus bases.

100

80

* Repair services are covered by a single charge that includes both technicalservices and parts (excluding consumables and accessories).

60

40

Olympus Corporate Social Responsibility Report 201135

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For Suppliers

Putting the CSR Procurement Policy into Practice—
Establishment and Activities of the CSR Procurement Promotion Organization
Olympus works closely with its suppliers to achieve reciprocal improvement in corporate value through theimplementation of CSR initiatives across entire supply chains. Specifically, we have strengthened our partnerships
with suppliers by making regulatory compliance, respect for human rights and the environment, and fair and open
dealing basic requirements for all transactions.

The Olympus Group’s Procurement
PolicyPutting CSR Procurement into Practice
Only by applying the PDCA cycle to all aspects of supply chainsis it possible to implement and consolidate CSR procurement.
The Olympus Group has strengthened its initiatives in phases,
starting in fiscal 2010, through activities that include briefings
for suppliers, in-house education, website-based surveys,
CSR audits of suppliers in Japan and overseas, and activity
reviews.
Particular priority has been given to the identification
and resolution of specific issues at suppliers’ business sites.
Through this process, Olympus is maintaining an upward spiralin its CSR procurement activities.

The Olympus Group’s Procurement Policy
The Olympus Group manufactures a wide range of products,
including cameras, medical endoscopes, microscopes andnon-destructive testing equipment. Through its various business units, it procures the materials and parts needed to makethese products from approximately 1,300 suppliers in Japanand overseas.
Our procurement policy is based on the Olympus Group’s“Social IN” management philosophy. Adopted in 2005, thepolicy applies to all procurement activities throughout the
Olympus Group. The core values guiding the Olympus Group’s
procurement activities are expressed in the Green Procurement
Standards, which were amended in fiscal 2010. These standards now form the basic framework for our CSR procurement
activities.

PDCA Cycle for CSR ProcurementPlan∙P roposal of CSR activity
plan∙A mendment andpublication of “Request
to Suppliers”

The Olympus Group’s Procurement Policy(Extract)∙E stablishment of rules for
CSR audits in Japan

1. Compliance with Laws, Regulations, andSocial Norms

Action2. Green Procurement and Consideration for
the EnvironmentDo∙C SR Procurement
Promotion Committee∙C SR procurement
briefings

4. Selection of Suppliers∙W eb-based surveys,
analysis and assessmentof audit results

5. Reinforcement of Partnership with Suppliers∙F ormulation of policy for
next phase of activities∙F ormulation andimplementation of training
and education programfor auditors in Japan

3. Promotion of Fair and Impartial Trade∙M anagement education

6. Prohibition of Acceptance of Private Interests

Check

WEB	The Olympus Group’s Procurement Policy∙W eb-based surveys ofcompanies (CSR)	http://www.olympus-global.com/en/corc/procurement/policy/∙C hecks of suppliers’ sites

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For Customers

For Suppliers

For Employees and Their Families

For Society

For Suppliers

Putting the CSR Procurement Policy into Practice

Putting CSR Procurement into
Practice through PDCA Activities

We have also established a new CSR Procurement
Promotion Committee with members drawn from the Corporate
Social Responsibility Division and divisions responsible for
quality control, environmental protection and procurement.
The role of this committee will include the formulation of CSR
procurement activity policies for the Olympus Group, activity
reviews, and information sharing. It will promote CSR procurement across all of the Olympus Group’s supply chains and provide leadership for future initiatives.

Plan Review of Procurement Policies
A review of the Olympus Group’s procurement policies was followed by an update of the “Request to Suppliers,” which defines
the Olympus Group’s requirements for suppliers. The Olympus
Group procures materials and parts from many countries. Our
global CSR procurement activities are based on the Supply
Chain CSR Promotion Guidebook of the Japan Electronics
and Information Technology Industries Association (JEITA). In
May 2011, English and Chinese versions of the “Request to
Suppliers” were compiled and placed on our website.

Do

For the Environment

Request to Suppliers (Extract)
1. Compliance with Laws, Regulations, andSocial Norms

Briefings for Suppliers and In-House
Education

2. H
 ealth & Safety

Each year business units holdprocurement policy briefings for
suppliers. At these meetings, theCorporate Social Responsibility
Division and procurement divisions work collaboratively tobuild understanding about the Staff explains the CSR procureOlympus Group’s approach to ment policy at a procurement
policy briefing run by Olympus
CSR procurement by informing
Medical Systems Corporation.
suppliers about key aspects of
the CSR procurement policy. We plan further initiatives to consolidate the CSR procurement approach in our supply chains,
including the creation of further opportunities for dialog with
suppliers about more specific aspects.
The Olympus Group also recognizes the need to ensurethat those working in procurement divisions, which are its interfaces with suppliers, are fully informed about CSR procurement.
Since fiscal 2011, CSR procurement training has been provided
for management-level staff in procurement divisions.

3. F air and Impartial Trade
4. E
 nsuring Quality and Safety, Delivery, Fair
Pricing, and Stable Supply
5. E
 nvironmental Considerations
6. Ensuring Information Security and theAppropriate Protection of Information
7. P romoting Social Contributions
8. Promoting CSR Activities Internally andAmong SuppliersWEB	Request to Suppliers	http://www.olympus-global.com/en/corc/procurement/supply/

VOICE
Comment
from anEmployee

Check & Action Self-Assessment Surveys andCSR Audits

We are working with suppliers
to put “Social IN” into practicethrough on-site audits.

For many years, the Olympus Group has been manufacturing
cameras and digital recorders in China. Many of the parts needed
for these products are procured from local suppliers. As part ofour efforts to implement our “Social IN” management philosophy
through our procurement activities, we recently conducted our first
on-site audits of suppliers. These audits represent an important new step forward for Olympus. We will continue to work with suppliers
to contribute to society through our businessactivities.

Since fiscal 2006, we have conducted annual self-assessment
surveys of our suppliers. The purpose of these surveys, which
are conducted through our website, is to obtain information
about the CSR efforts of suppliers, including business continuity planning (BCP) and environmental initiatives. Feedbackon the results of the surveys is provided through procurement
policy briefings and other channels, and suppliers are asked tomake improvements.
In fiscal 2010, we took these activities to a new level byconducting CSR audits with the cooperation of some of ourmajor suppliers. The audits, which centered on regulatorycompliance, also covered such aspects as human rights, labor,
safety and health, and the environment. This was the first initiative of its type by the Olympus Group. We gained valuable experience, and we are now moving forward into a new phase.

Kenichi Kishida
Divisional Manager
Olympus Hong Kong and China Ltd.

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For Employees and Their Families

Respect human rights and create working environmentsthat help our employees achieve great job satisfaction
Employees are the most vital and valuable asset for the Olympus Group. We aim to provide the best possible
working environments for our employees by respecting human rights and providing attractive work opportunities that contribute to enhanced personal and corporate growth. We ensure that working environments are safeand pleasant by complying with all local laws and regulations and by implementing measures and initiatives thatreflect the characteristics of individual overseas subsidiaries.

Human Rights and Labor Policy and
the Global Compact

Facilitating Employee Skill
Development

Respect for Human Rights Officially Stated As One of
Our Basic Principles●O lympus College

Skill Development System

For years, Olympus has been actively engaged in creating aworking environment where every employee can realize hisor her full potential. According to the personnel management
principles contained in the Social IN management philosophy,
respect for human rights, diverse values and the individual help
to develop human resources and maintain an organization
with vitality. In October 2004, Olympus joined the UN Global
Compact by officially stating its determination to support andimplement the universal principles regarding human rights andlabor. In March 2005, the new Olympus Human Rights andLabor Policy was formulated for group-wide implementation tosend a strong message of respect for human rights to all employees in the Group. In December 2005, Olympus released
the Olympus Group Procurement Policy, in which we ask our
suppliers to cooperate in respecting human rights.

Olympus recognizes that the most important resource for a
global value-creating enterprise is its people. Our concept,
which emphasizes respect for the individual, calls for thedevelopment of professionals with the ability to adapt quickly
to change in the business environment. We have established
the Olympus College as an internal education structure for thispurpose.
Corporate value is also the sum of the value of individuals. Olympus wants each individual to be committed to theimprovement of his or her own value, and to continuous selfimprovement efforts guided by an awareness of market value
as recognized by society. To achieve this, it encourages employees to make active use of learning opportunities by providing a wide range of practical courses through which they canacquire basic knowledge and link that knowledge to tangible
results.
The Olympus College offers over 250 courses centeringon management training, business training, technical training
and global training. Employees can take courses that reflect
their own needs.
Employees normally enroll in courses after consulting with
their supervisors about their preferences. However, supervisors
also encourage employees to take certain courses.

Organization of Personnel and Labor Issues
President
Human Resources Committee
Director in charge of
personnel and labor issues
Human Resources Subcommittee●A dvanced Technician/Engineer Incentive System

Personnel Department

Plant manager

Plant manager

Plant manager

Olympus has set up an advanced technician/engineer incentive system to ensure improvements in and the inheritance ofthe technical and practical skills of its technicians and engineers. The level of individual employees is generally evaluatedusing the Technical Level Evaluation Table. Employees, once
judged qualified, will be awarded the special title of Advanced
Technician/Engineer and given a bonus. As of April 2011, 114
qualified technicians/engineers were at work.

Plant manager

Managers of business divisions such as subsidiaries and in-house companies*Regarding personnel and labor issues, the president is the chief executive, while the director in charge of personnel and labor issues supervises
individual activities. Since, in some cases, several subsidiaries and in-housecompanies are located in one plant, each plant has its own plant manager
to ensure the thorough implementation of policies and measures concerning personnel and labor issues at each plant.

WEB

Olympus Human Rights and Labor Policy	http://www.olympus-global.com/en/corc/csr/workplace/
policy/policy.html

WEB

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

Olympus Corporate Social Responsibility Report 201138

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For Employees and Their Families

For Suppliers

For Society

For the Environment

Respect human rights and create working environmentsthat help our employees achieve great job satisfaction

For Employees and Their Families

Safety and Health

Health Promotion Activities

Occupational Safety and Health Management

Health Promotion Activities●G roup Safety & Health and Ethical Conduct●F ulfilling Work, Enriched Lives and Good Health for

To promote occupational safety and health, Olympus aims
to create workplaces where each and every employee canwork, free from anxiety. Specifically, at each Olympus plant,
the Occupational Safety and Health Committee plays a leadingrole in conducting various programs to eliminate occupational
hazards and enhance occupational health, including safety andhealth risk assessment, periodic patrols and traffic safety guidance. Moreover, the Group Occupational Safety & Health andEthical Conduct Promotion Committee that also includes affiliated companies was established. This Committee serves asa place for the Group companies to share their programs, thecauses of disasters and the measures taken, and to work together to prevent reoccurrence. The Committee also promotes
safety and health activities throughout the Olympus Group.

Employees cannot gain fulfillment through their work or enjoy
enriched lives unless they and their families are in good health.
While recognizing that self-management by the individual is
the most basic requirement for good health, Olympus and thehealth insurance association cooperate to help employees improve their health, enjoy peace of mind and lead fulfilling lives
by offering a full range of health check options, creating anenvironment for lifestyle improvement, and providing access tomental health advice.

Promotion Committee

Number of Occupational Accidents
Item

Employees and Their Families

Health Promotion Cycle for Lifestyle Improvement
Evaluation of healthcheckup results
Regular healthcheckups(Number of cases)

Work-relatedWork-related
accidents resulting accidents not resulting
in lost work timein lost work time

Total

FY 2005514

19

FY 20068

1220

FY 2007615

21

FY 2008

520

25

FY 20092

17

19

FY 20105

11

16

Health guidance
based on results

Lifestyle improvement planning(implementing achievable actions)● Lifestyle improvement (diet, exercise, etc.)● Development of physical strength, health promotion● Mental and Physical HealthIn addition to regular health checkups, Olympus encourages
employees to monitor their health status by receiving tests forcancer including stomach, colorectal, lung, breast, uterine andprostate cancer, as well as comprehensive medical examinations, brain scans and dental examinations. We also work toincrease participation rates for cancer examinations.
The health insurance association pays almost 100% of thecost of cancer examinations for employees, while their dependent family members can receive the examinations by paying
only a small share of the cost.
Olympus also offers extensive mental health support. In
addition to in-house advice systems, employees and their families also have access to free consultation services at locations
throughout Japan.

● Physical and Mental Health Consultation

To promote the better mental and physical health of our employees, doctors, health workers and nurses employed by Olympus
provide, after regular medical checkups, subsequent healthadvice, medical examinations and interviews to prevent healthproblems stemming from overwork, as well as private healthcounseling sessions. An external health consultation service isalso provided to offer employees free advice on health careand other matters by telephone. In the area of mental health,
Olympus maintains its own counseling programs, and has also
further facilitated its employees’ access to advice by forming
tie-ups with outside medical institutions. As its return-to-worksupport for its employees, Olympus provides education andtraining programs for self-care and line care (employee careprovided by managers).

● Campaign to Eradicate Colorectal Cancer

With the aim of eradicating colorectal cancer, Olympus has
been promoting endoscopic colorectal examinations since fiscal 2007, as well as fecal occult blood tests. These examinations have been available
to employees aged 40 and older since
CSR 委員会
リスクマネジメント推進委員会
fiscal 2008, and in fiscal 2009, the eligibility
was extended to
コンプライアンス推進委員会
employees aged 35 and older. In fiscal 2010,
1,400 employees
had the examinations. This campaign has
contributed to early
情報セキュリティ推進委員会
detection of the disease.
CSR 調達推進委員会
全社安全衛生・モラル推進委員会
社会貢献推進委員会

Olympus Corporate Social Responsibility Report 201139

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For Employees and Their Families

For Society

For the Environment

Respect human rights and create working environmentsthat help our employees achieve great job satisfaction

For Employees and Their Families

Creating Energized Working
Environments

Annual Paid Holidays
Employees apply for paid holidays and receive permission
through an intranet-based procedure. They are encouraged totake paid holidays, and make necessary adjustments to theirworkload when applying for them.

Helping Employees Enjoy Their Work andHome Lives
Olympus believes that it is important for its employees to work
actively toward ambitious goals while also living a full life athome and in society. To support this, we have established avariety of work arrangements and welfare systems through negotiations with employees and the labor union. Some of the
major arrangements available in Japan are as follows.

Welfare Cafeteria Plan
This system was established to meet the increasingly diverse
needs of employees. Employees are allocated points each year
and are able to use those points to obtain cash payments byselecting from a menu of welfare options according to their
specific objectives. The scheme was designed to create ahealthy workplace in which employees can work with confidence, and to support skill development. Menu options include
self-improvement assistance, subsidies for medical expenses,
childcare support, lifestyle support and leisure assistance.
To provide additional support to employees who require assistance or show particular enthusiasm for self-improvement,
point units are doubled for priority activities, such as language
studies, visits to relatives requiring care and bathing assistance,
and for baby-sitting and daycare facility fees.

No. of annual paid
holidays(for full-time workers)

20 days a year, starting the first year of
employment (for employees who join Olympus
between April and June).
Unused paid holidays can be carried over tothe next year only.

Consecutive leavepromotion scheme(Creative Holiday)

Employees are encouraged to take 5
consecutive leave days.
(These can be combined with ordinary
holidays.)

Expired annual paid
holiday saving scheme(Special Sick Leave)

Saving of up to 50 days allowed for medical
treatment and family care (paid holidays).

Enhancing Workplace Management
Newly appointed executives undergo training courses, during
which they study guidelines and methods for enhancing thepotential of the entire organization by exercising appropriate
labor management and bringing out the full potential of eachindividual employee. The curriculum covers time management
methods and safety requirements under labor laws and otherbasic rules for labor management including consideration for
mental health.

Consultation Service for Victims of
Sexual Harassment

Refresh Plan and PLP Seminar
These systems are designed to reinvigorate long-service employees by providing them with opportunities to review theirlives and renew their motivation for work. They are also intended as recognition for the long years of support provided
by family members of long-service employees. Employees are
eligible for special paid leave and bonuses after seven years
and 20 years of continuous service. In addition, the Age 55
Pension Life Plan (PLP) Seminar is provided for employees
nearing retirement age to help them plan their post-retirement
lives. By participating in these seminars, held at a resort hotel,
employees and their spouses can learn about and plan for life
after retirement from three viewpoints: money, objectives, andhealth.

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

Olympus has established a consultation service to deal withsexual harassment complaints. Any information disclosed toconsultants is kept strictly confidential and cannot be disclosed
to any other party (including the boss of the individual filing thecomplaint) without the consent of the individual. As one measure to raise awareness about sexual harassment, a Sexual
Harassment Guidebook was created, which is available to all
employees via the intranet.

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Respect human rights and create working environmentsthat help our employees achieve great job satisfaction

For Employees and Their Families

Diversity and Opportunity
Equal Employment Opportunity Regardless of Gender

Reemployment System for Retirees

To date 10 female employees have been appointed to managerial positions (section-chief or higher). Olympus imposes norestrictions on decisions relating to employee selection, whether for entry-level or mid-level positions, promotions or salary
increases. We are always ready to employ and utilize uniquehuman resources: people who are capable in specialized fields,
have appropriate work ethics, and are able to think as independent professionals.

Olympus has set the retirement age at 60. However, following
the April 2006 amendments to the Law Concerning Stabilizationof Employment of Older Persons, we introduced a new system
under which all persons who wish to continue working are eligible for reemployment unless there are serious evaluation or
health issues. In fiscal 2010, Olympus rehired 42 people who
had reached retirement age. These people continue to makea valuable contribution based on their accumulated technical knowledge and skills. For those approaching retirementage, Olympus provides career development training under its
Career Design 65 program. This program helps people to approach life planning and career development from a long-term
perspective looking toward their fifties and sixties.

Utilizing Human Resources on a Global Scale
Olympus has been utilizing its human resources on a global
scale, under its policy of actively appointing the right persons to the right posts based on their strengths, regardlessof nationality. Each Olympus Corporation, Olympus Imaging
Corporation and Olympus Medical Systems Corporation has
two non-Japanese directors. Many overseas affiliated companies are headed by local people.

Employment for People with Disabilities
Olympus has implemented a range of initiatives to create
work environments that are amenable and motivating forpeople with disabilities. Olympus Supportmate Corporation,a special-purpose subsidiary* established in April 2009, hascreated working environments and working conditions that areappropriate both for the nature of each individual’s disabilities,
and for operational requirements. Olympus will continue to
implement specific initiatives designed to expand employment
opportunities for people with disabilities, including active
recruitment and the development of working environments.
The total employment ratio for people with disabilities in theseven companies covered by this special-purpose subsidiarygroup system has reached 1.82% (as of June 2011).
*A subsidiary approved by the Minister of Health, Labour and Welfare, as anorganization that gives special consideration to the employment of people
with disabilities and meets certain requirements provided in Article 44 of
the Act on Employment Promotion, etc., of Persons with Disabilities, and isdeemed as one business office of its parent company.

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For Society

Engagement with Local and International Communities
Based on Our Technological and Human Resources
As a global citizen, Olympus aims to improve and continue its relationships with all stakeholders by developing
business activities from the perspective of making contribution to society by using our technological and humanresources in activities that benefit society.

Social Contribution Policy

Medicine and Health

Active Support in Fields Where Our Management
Resources Can be Effectively Used

Colorectal Cancer Awareness Campaign
in Cooperation with Government Agencies

In addition to its contribution through business, Olympus aims
to contribute to society in various other ways through the use ofits management resources, including its technology and manpower. Our Social Contribution Policy, which was establishedin March 2005, focuses on four areas of social contribution:
medicine and health, culture and the arts, the global environment, and natural science. It also encourages every employee
to actively participate in voluntary activities.

Olympus is working to reduce the number of deaths from colorectal cancer by informing people in the target age group (40and older) about the incidence of this disease and the needto undergo diagnostic checks. In February 2007, Olympus
launched the Brave Circle Campaign to eradicate colorectal cancer. Brave Circle activities are promoted by the Brave
Circle Steering Committee, which in July 2009 was granted
the status of special non-profit organization (NPO). The campaign has since grown into a public service initiative involving
the participation of many companies and organizations, including Olympus. In fiscal 2010, the Committee and governmental
agencies collaborated in holding various walking events, open
civic forums and exhibitions, such as the “Love & Brave Kyoto
Walk” in May, the “Brave Circle Nagano Walk” in July, and the“Tokyo Kenko (Health) Walk” in November. Olympus continues
to provide extensive support for the Committee’s activities,
both as a full-fledged member of the Committee, and also as
an official sponsor.

Olympus Social Contribution Policy (Extract)•O lympus will contribute to the enhancement of
the quality of life on various levels, from local
communities to the global environment, by actively
utilizing its management resources, including
technologies gained through business activities andhuman resources, in non-business areas.
• This Social Contribution Policy applies to all Olympus
group companies globally.
•O lympus will strive to establish systems anddevelop a corporate culture under which individual
employees can take pride in their status as membersof the Olympus Group, while contributing as private
citizens through their own voluntary activities.

Expedition into a large-intestineshaped tunnel•O lympus will actively contribute to society, especiallyin the four areas, namely, medicine and health,culture and the arts, the global environment, andnatural science.

Talk event on a street corner

Note: T his policy is not applicable to Olympus Group’s listedcompanies that have a separate policy.
Love & Brave Kyoto WalkWEB
BRAVE CIRCLE (Only in Japanese)	http://www.bravecircle.net/

Olympus Corporate Social Responsibility Report 201142

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Engagement with Local and International Communities Based on Our Technological and Human Resources

Japanese Foundation for Research and Promotion ofEndoscopy (a public interest incorporated association)

ic exhibitions* at its head office in the Shinjuku Monolith inNovember, 2009, and within the venue of African Festa 2010
at Yokohama Red Brick Warehouse in June, 2010. For those
who cannot visit an exhibition venue, Olympus has established a Web-based gallery in four languages. In recent years,
Olympus has worked to promote awareness of the Millennium
Development Goals (MDGs) through this program.

The Japanese Foundation for Research and Promotion ofEndoscopy, a public interest incorporated association, was established to encourage and subsidize research into endoscopic
medicine, thereby contributing to the development of medicine
and improvement of the welfare of humankind. It was launchedwith a donation from Olympus in 1982. The Foundation provided research support to 52 recipients in fiscal 2010.
WEB

For Society

For Employees and Their Families*Held simultaneously with “Picture This: Caring for the Earth.”WEB apanese Foundation for Research and Promotion ofJ
Endoscopy (a public interest incorporated association)

A DAY IN THE LIFE OF AFRICA	http://www.olympus-global.com/en/event/DITLA/(Only in Japanese)	http://www.endo-jfe.or.jp/

Bio Imaging Laboratory
Olympus has run the Olympus Bio Imaging Laboratory, a joint
initiative with the Japanese Foundation for Cancer Research (apublic interest incorporated foundation), since 2005. Olympus
employees and researchers fromthe Japanese Foundation forCancer Research carry out research at this laboratory using
research facilities provided by
Olympus. Their goal is to eradiOlympus Bio Imaging Laboratorycate cancer.

A logo created to promoteawareness of MDGs

©Nick Kelsh from “A
DAY IN THE LIFE OF
AFRICA”

Oyako Day
There is a movement afoot in Japan to have the fourth Sundayin July celebrated as “Oyako Day*.” Oyako means parent(s)child(ren). The idea that inspired this campaign was that it
would be wonderful to strengthen family bonds by dedicating
one day each year to parent-child communication. Olympus
is working with photographer Bruce Osborn and his friends
to popularize this concept. At the Super Photo Session, 100
parent-child groups were photographed, and in September theimages were displayed in the Olympus Gallery at Tokyo andOsaka, Japan. At the same time, Olympus held parent-childphotograph and essay competitions. In 2010, the Third ParentChild Grand Prize Competition was held. The winners, selectedby the public, were Japanese comedian, Mr. Tsutomu Sekine
and his daughter, Miss Mari Sekine. Having come at a time
when the public is becoming increasingly concerned about
the falling birthrate and domestic violence, Olympus hopes this initiative
will help people to rediscover parentchild bonds through photographs. As
a new endeavor, we also conducted aclass under the theme of “Oyako Day”
in collaboration with an NPO, Shibuya
University Network.

Culture and the Arts
A DAY IN THE LIFE OF AFRICA
About one hundred of the world’s leading photojournalists from26 countries were sent to 53 African countries to photographa day in the life on the African continent. The photographs thatthey captured with their lenses were used to create an amazing tapestry of images. As a premier sponsor for this massive
project, Olympus supplied the equipment. Many Olympus staff
from Japan, Europe and the United States participated in the
project and provided extensive backup support for the photographic work. This project was launched to draw worldwide attention to the AIDS epidemic in Africa, with proceeds from thepublication of a photographic book going to the Day in the Lifeof Africa AIDS Education Fund. As part of our efforts to informthe world about the significance of this project, Olympus has
staged photographic shows in many parts of the world since2003 with the cooperation of the United Nations, JICA as well
as non-governmental organizations. In fiscal 2008, Olympus
received numerous requests to present the exhibition during the run-up to the 4th Tokyo International Conference on
African Development in Yokohama in May 2008. It was staged
at the JICA Yokohama Center gallery in February 2008, andat the Japan Newspaper Museum in April 2008. The exhibition was also presented in December, 2008 at “Photo Town” inHigashikawa-machi in Hokkaido, where the Toya Lake Summit
was held. In 2009 and 2010, Olympus held more photograph-*Oyako Day has been authorized by

Japan Anniversary Association since
2005.

Olympus Corporate Social Responsibility Report 201143

A poster for Oyako Day

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Engagement with Local and International Communities Based on Our Technological and Human Resources

Overseas Photo Field WorkTOPICS

Olympus is cooperating in the training of world-class documentary photographers by supporting the Photo Field Workprogram established by the Nippon Photography Institute(NPI). Sebastião Salgado has agreed to act as honorary adviser for this program, which is the first of its type in the world. In
2010, the fifth group of students experienced the challenges ofphotographic assignments by spending six months continually
traveling throughout Asia. Olympus supported this pioneering
initiative. We provided extensive assistance in the operation of ablog, to which the students
were able to post their photographs in real-time fromoverseas, and local Olympus
Imaging Singapore (OISP)
staff helped the students tostage a photographic exhibition when they were in
Singapore.
Course map

Olympus Acquires Naming Rights fora New Civic Hall in Hachioji

As part of its community contribution activities and efforts topromote art and culture, Olympus has concluded an agreementwith the City of Hachioji concerning the acquisition of namingrights for a new civil hall. Opened in April, 2011, the hall is located in front of the south exit of JR Hachioji Station. Under theterms of agreement, it has been named Olympus Hall Hachioji*.
With seating for 2,021 people, the hall is one of the biggest in theTama district and provides a superb environment for the enjoyment of stage performances, including advanced audio systems
and a design that brings the audience and performers together.
This new facility is expected to attract a variety of exciting eventsand concerts. Olympus sees theacquisition of naming rights for the
new hall as an opportunity to contribute to the promotion of art andculture and the revitalization of thelocal community.

*Olympus will retain the naming rights for ten years, from April 1, 2011
through March 31, 2021.

WEB

Olympus Hall Hachioji official website (Only in Japanese)	http://www.olympus.hall-info.jp/

The Global Environment
The photographs were displayed
at the National Geographic Storein Singapore. Olympus Singapore
provided total support for the
event, and the students themselves greeted visitors wearing
traditional Japanese yukata.

Voluntary Environmental Activities

Visitors study the photographs.
(Source: NPI)

Olympus Optical Technology Philippines, Inc. has been planting mangrove trees since fiscal 2005. It has also supported
government initiatives to protect tropical rainforests and coral
reefs since 2007, while continuing its tree-planting activity.
Since 2007, employees of Aomori Olympus have beenplanting beech trees in the Shirakami Mountains under the supervision of a non-profit organization, the Shirakami Mountain
Preservation Society. The aim of this program is to restore anatural beech forest that was cut down under the government’s
policy of planting cedar trees during the postwar period. To
preserve the natural eco-system in the forest, saplings raised
from seeds gathered in the forest are being planted.

Comments from a Nippon Photography
Institute Instructor for the Overseas Photo
Field Work Program
The first class of Overseas Photo Field Work course students spentalmost half-a-year carrying out practical photography studies inapproximately 10 Asian countries in 2006. Since then, students
have been provided with digital cameras so that they can share
their experiences on blogs. Thanks to the extensive support provided by Olympus Group staff in Japan and overseas, the students
were able to present their photographic collections in exhibitions
in South Korea, which was one of the countries visited, and alsoin Singapore. Obviously none of our students had previously had
the opportunity to participate in exhibitions overseas. This would
not have been possible without the superb support provided by
Olympus staff from the preparatory stage, including the selectionof venues. Many local people viewed the exhibitions, which were
extremely valuable and significant. Our students are all determined
to play a wider role in society through their contributions to photographic culture. They will all benefit considerably from this wonderful opportunity, which has brought a world that previously seemed
distant into closer focus and given them a direct experience of thepotential of visual expression. None of this would have been possible without the Olympus Group’s understanding of and support
for the advancement of imaging culture through photographic education. We would like to express our sincere gratitude for the warm
assistance provided by Olympus staff, including overseas staff.

Tree-planting by Olympus Optical Technology Philippines, Inc.

Tree-planting by Aomori Olympus

Olympus Corporate Social Responsibility Report 201144

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For the Environment

Engagement with Local and International Communities Based on Our Technological and Human Resources

Natural Science

Donation of Olympus/WWF Calendars
Since 1986, Olympus has been producing nature calendars inJapanese and donating them to WWF*1 Japan. Funds raised
through the sale of these calendars are used to support theactivities for nature conservation of WWF Japan, including theprevention of global warming. The photographs in the 2011
calendar were taken by wildlife photographer Mitsuaki Iwago,
who used an OLYMPUS E-SYSTEM digital SLR camera to
document the chains of life passed on from parents to children
among wild animals inhabiting vast and sometimes harsh natural environments. These calendars are made entirely from recycled paper, and an alternative to PVC was used for the binders
to ensure that the calendar would be totally pollution-free. The
Japanese version is made from environmentally sound FSCcertified paper*2 produced using resources obtained from appropriately managed forests. This calendar also achieved theColor Universal Design (CUD) certification*3 for its design thatwould be clear to most people, regardless of individual variations in color perception.

Wakuwaku Science Workshop*1 WWF, or the World Wide Fund for Nature, is the world’s largest organization concerned with the protection of nature. It is active in approximately
100 countries and has the support of over five million people. The WWF
was founded in 1961 to protect endangered wild animals. Currently, theWWF is engaged in protecting nature in a wider sense with the inclusionof environmental problems, such as global warming and toxic chemical
pollution, and the promotion of the sustainable use of resources obtained
from nature, including wood and fishery resources. Its ultimate goal is
the creation of a new society in which people and nature can coexist inharmony.

WEB
Wakuwaku Science Workshop (Only in Japanese)	http://www.olympus.co.jp/jp/event/wakuwaku/

The Wakuwaku Project (literally, “Exciting Project”) aims toencourage children to take an interest in science by providing
science workshops mainly for elementary and junior highschool children. The workshops are mostly run by Olympus
staff working as volunteers. The program provides children with
opportunities to learn about the properties and mysteries of light,a field of science in which Olympus has extensive knowledge
and experience. Olympus supports the program by providing
equipment and materials for use in experiments and in otherways. Activities are designed to be exciting for the participating
Olympus staff as well as thechildren. In fiscal 2010, a total of
five events were held, including
events at elementary and juniorhigh schools and classes atjunior high school.
Wakuwaku Science Workshop

Natural Science Observation Contest
Organized by the Society of Scientific Photography and theMainichi Newspapers, the Natural Science Observation
Contest, gives elementary school and junior high school children an opportunity to present the results of scientific research
projects carried out during the summer holidays in the categories of free research and science. The 51st contest in 2010
received more than 12,000 entries from across the nation.
Olympus recognizes the importance of this contest as a way of
encouraging children to develop scientific curiosity by finding
their own answers to questions that interest them. It has beena co-sponsor of the program for half a century since the very
first contest in 1960. Olympus has also played an active role in
the administration of the program, including the creation of a
DVD and website explaining how to select and approach freeresearch themes, the preparation of posters and entry rules,
the judging process and the presentation of awards. Olympus
will continue to support this initiative to foster scientific curiosity in children and encourage them to meet the challenge of
exploring the mysteries of the world around them.

*2 FSC-certified paper is paper certified as having been produced in accordance with the Forest Stewardship Council (FSC) standards, which are an
International forest certification system.
*3 Third-party certification by an non-profitable organization, the Color
Universal Design Organization (CUDO), issued to a product or a facility for
its color universal design that would be clear to most people, regardlessof individual variations in color perception.

Olympus/WWF Japan Calendar for 2011WEB

Support for WWW Japan through Nature Photo Calendar

WEB(Only in Japanese)	http://www.olympus.co.jp/jp/corc/csr/social/contribution/earth/Natural Science Observation Contest (Only in Japanese)	http://www.shizecon.net/

Olympus Corporate Social Responsibility Report 201145

For Customers

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For the Environment

For the Environment

Environment Policy and Management
As an environmentally advanced company, Olympus reduces environmental loads effectively and efficiently by
setting long-term objectives and globally implementing environmental management systems.

Olympus Group Environmental
Charter

Basic Environmental Plan
The Olympus Group has adopted a Basic Environmental Plan
as a part of our medium-term planning to provide a framework
for medium-term environmental activities.
As a company dedicated to human health and happiness,
Olympus regards greenhouse gas emission control as a critical issue, and has adopted a long-term goal of reducing CO2
emissions by 50% across product lifecycles by fiscal 2020,
compared with the fiscal 2007 level. Currently, we are working
actively toward this goal. In addition, we examined the relationships between our business activities and biodiversity in fiscal
2010, and in fiscal 2011 we adopted action plans under which
we will launch biodiversity protection initiatives based on thecharacteristics of our business activities.
We will work to achieve these goals and supply the bestproducts and services in the industry by ensuring that all processes are environmentally responsible, especially product development and design processes, which determine our overall
approach to manufacturing, and the technology development
activities on which those processes depend.

In August 1992, the Olympus Group constituted the Olympus
Group Environmental Charter to articulate its basic positions onenvironmental issues and to set ambitious environmental protection goals as the basis for specific activities in keeping with
its commitment to good corporate citizenship. The fundamental concepts behind the Environmental Charter are expressedin the “Harmony with the Environment” section of the Corporate Conduct Charter (see page 6), which was established after
the Environmental Charter.

For Environmental Harmony Between People and the EarthThis logo symbolizes the Olympus Group’s environmental
activities. As suggested by the smile in the logo, the aim of
those activities is to keep people and the earth smiling.

Olympus Group Environmental Charter

Environment Protection Declaration
Olympus Group, respecting nature and the health and safety of mankind, has resolved through its technological development andthrough adopting ecologically compatible business practices to contribute to the reestablishment of a healthy environment and asociety in which a sustainable development is possible.

Guideline for Environmental Action
In all business activities, Olympus Group will give priority to environmental protection and will apply itself with dedication to this task
both on an organizational and individual basis.

1. Technology Development

4. Compliance and Activity Support

We will develop products, services and production technologies with a careful and conscientious regard for safety and environmental protection. Furthermore, we will make the resultsof such developments available to everybody.

We will comply with environment-related laws and regulations,and co-operate with environmental measures recommended
by government bodies. We will actively participate in environmental protection activities being carried out by regional andinternational communities.

2. Drawing up Norms and Assessing Results

5. Education and Total Staff Participation

We will take the initiative in setting up our own pioneering
standards and norms. We will assess the environmental impact
at each stage of our operations from development through to
production and sales to realize continuous improvements.

We will publicize and engage in other activities with the purpose of informing all Olympus staff of the need for environmental protection. We will encourage each and every staff member
to increase his or her understanding of environmental protection activities at home, at work, and in the community.

3. Protection of Natural Resources and Preventionof Pollution

6. Structure to Promote Activities

We will make a united effort to conserve natural resources andsave energy. At the same time, we will push forward with activities based on the effective use of recycling waste, and endeavor to reduce environmental loads and prevent pollution.

Under our director in charge of environmental protection, we
will make clear our responsibility to promote environmental
protection. We will establish a structure through which we cantake appropriate measures to deal with changes as they occur
inside and outside Olympus.

Olympus Corporate Social Responsibility Report 201146

For Customers

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For the Environment

Environment Policy and Management

Promotion of Environmental
Management System

Environmental Promotion System
Board Meeting

Olympus regards environmental management systems as important tools for global environmental management. Startingwith the Ina Plant in 1997, we have achieved ISO14001 certification at all manufacturing sites and major logistics and distribution subsidiaries in Japan, and at key manufacturing sites inother countries. We are working to extend certification to new
manufacturing subsidiaries.
In 2004, we obtained ISO14001 certification for the Olympus
Corporation Environmental Management System, which governs the administration of environmental management bycompanies within the Olympus Group. Through this system,
the President’s environmental policies are extended to environmental management organizations in business divisions, plants
and overseas subsidiaries to ensure the reliable administration of environmental management systems throughout the
Olympus Group.

PresidentInternal Environmental
Auditors

Corporate Planning
Division

Risk Management
BureauDirector Responsible forEnvironmental Affairs

Olympus Group Environmental
Management Division(Olympus Group
Environmental Secretariat)
Responsible for promoting
environmental management
for the entire Olympus GroupOlympus Group
Environmental Committee
Deliberates on important items
related to the corporate
environmental measures andimplements those measures.
Olympus Group Environmental
Secretariat Meeting
Facility Environmental Affairs
Administration Meeting
Develops company-wide
environmental policies anddeliberates on priorities andtasks for each facility.

Eco-products ApprovalCommittee
Conducts standards setup
and approval of Eco-Products
Olympus Group’s
environmental promotion functions

Branches, Groups,
Centers
Environmental
Management
Organizations

For the Environment

Status of Compliance withEnvironmental Laws
There were no environment-related lawsuits or fines in fiscal
2010. There was a complaint about the use of lighting during a scheduled power outage at the Technology Development
Center in Ishikawa. This complaint was resolved after it was
explained that the facility been exempted from the scheduled
outage program in March 2011.
An affiliated company received administrative guidancefrom a local government body concerning the disposal ofwaste. The company implemented remedial measures andtook steps to prevent any recurrences.

Facility Environmental
Secretariat Meeting

Local Overseas
Subsidiaries
Environmental
Management
Organizations

Facility
Environmental
Management
Organizations

Summary of Results for Fiscal 2010
Priority Measures

Targets

Results

Future Efforts

Reinforcement ofenvironmental management
systems● Reinforcement of●E nvironmental assessments conducted in● Establishment of global-level environmental● Promotion of biodiversity●A ssessment of relationship between business● Formulation of biodiversity conservation● Expanded creation of●C reation of 63 Olympus Eco-Products (cumulative● Creation of Olympus Super Eco-Products

environmental risk
preparedness systems

conservation

Provision of environmentally–
conscious products andservices

Olympus Eco-Products

conjunction with quality and labor management
assessments of factories in Japan and overseas
by senior management
activities and biodiversity

total: 349), raising percentage of total productsales to 55%

governance systems

plan

in all product categories●S uper Eco-Products system launched, seven

imaging products and OEM products designatedReduction of environmental
burden relating to businessactivities● 20% reduction in●1
 6% reduction in manufacturing-related CO2● 20% reduction in waste●2 0% reduction in waste emissions compared with●P
 romotion of information●D istribution of information through Corporate● Continuing distribution of environmental–●E xpansion of environmental● Implementation of tree-planting programs, no-car● Development of regionally focused

manufacturing-related CO2
emissions by fiscal 2014
(from fiscal 2007 level)
emissions by fiscal 2014
(from fiscal 2007 level)

Improvement ofenvironmental
communication

about environmental initiatives
to stakeholders
contribution activities

emissions compared with fiscal 2007 level● Reduction of manufacturing-related

environmental footprints through improved
operating efficiency and development of
manufacturing-technologies

fiscal 2007 level

Social Responsibility Report and websites

days and other initiatives

Olympus Corporate Social Responsibility Report 201147

related information

environmental contribution activities

For Customers

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For the Environment

For the Environment

Environment Policy and Management

Green Purchasing

ISO14001 Certification in the Olympus Group
Certification had been achieved at key development and manufacturing sites in Japan and overseas by the end of fiscal 2005,
and at 17 business sites by the end of fiscal 2010.
The Olympus Group will continue its determined efforts
to build comprehensive environmental management systems
encompassing all of business operations, including logistics,
sales and distribution and service.

Olympus promotes green purchasing, which is the preferential
procurement of environment-friendly products, for office supplies and equipment, motor vehicles and other items used by
employees in their work. We also encourage every driver tocontribute to the reduction of greenhouse gas emissions byusing eco-driving* techniques. Drivers using parking lots andother facilities at Olympus business sites are reminded of theneed to turn off their engines instead of idling.

List of ISO14001 Certified Plants/Offices
Plant/Office*The term “eco-driving” generally refers to the continuous use of driving tech-

Date ofCertification

Location

Ina Plant

Ina-shi, Nagano

February, 1997

Tatsuno Plant/
Okaya Olympus Co., Ltd.

Tatsuno-machi,
Kami-ina-gun, Nagano

February, 1998

Hinode Plant

Hinode-machi,
Nishitama-gun, Tokyo

July, 1998

Aizu Olympus Co., Ltd.

Aizu-Wakamatsu-shi,
Fukushima

October, 1998

Shirakawa Olympus
Co., Ltd.

Nishigo-mura,Nishishirakawa-gun,
Fukushima

October, 1998

Aomori Olympus Co., Ltd.

Kuroishi-shi, Aomori

November, 1998

Olympus (Shenzhen)
Industrial Ltd.

Shenzhen, China

September, 1999

Technology ResearchInstitutes (Hachioji)

Hachioji-shi, Tokyo

March, 2000

Olympus
Winter & Ibe GmbH

Hamburg, Germany

May, 2001

KeyMed (Medical &Industrial Equipment)
LimitedSouthend-on-Sea,
United Kingdom

March, 2002

Olympus Logitex Co., Ltd.

Kawasaki-shi, Kanagawa

November, 2003

The Olympus Corporation
Environmental Management
System

2 Nishi-Shinjuku,
Shinjuku-ku, Tokyo
Hachioji-shi, Tokyo

January, 2004

niques that help to reduce vehicle exhaust emissions, such as the avoidance of idling, sudden stopping and rapid acceleration. This environmental
activity is believed to contribute to fuel efficiency, accident prevention andthe prevention of air pollution.

 Y2010—Number of Company-Owned Vehicles in JapanF(as of March 31, 2011)
Plant/Office

Olympus Medical Science
Sales Co., Ltd.

3 Nishi-Shinjuku,
Shinjuku-ku, Tokyo

October, 2004

Olympus (Guangzhou)
Industrial Co., Ltd.

Panyu, Guangzhou City,
China

October, 2004

Olympus Optical Technology
Philippines, Inc.

Philippine Cebu

May, 2005

Olympus America Inc.,
National Service Center

San Jose, CA, USA

December 2005

Olympus NDT Inc.

6 business sites
including Waltham,
MA, USA

September 2010

Total
Number Eco-Car
Vehiclesof
Rate
Owned Eco-Cars*(%)

Olympus Corporation Head Office,40 branches and business offices
throughout Japan

358

349

97

Olympus Corporation, Technology
Research Institutes (Hachioji) and
Hinode Plant

11

7

64

Olympus Corporation Tatsuno
Plant, Okaya Olympus Co., Ltd. andOlympus Opt-Technology Co., Ltd.
Head Office

24

15

63

Olympus Corporation, Ina Factory

10

2

20

Olympus Corporation,
Shirakawa Factory

8

7

88

Aomori Olympus Co., Ltd.

5

4

80

Aizu Olympus Co., Ltd.

5

3

60

Olympus Telmo Bio Material Co., Ltd.

17

17

100

Olympus Medical Science Sales
Co., Ltd.

498

466

94

Olympus Logitex Co., Ltd.
Total

8

7

88

944

877

93

*Olympus defines eco-cars as vehicles falling into the following five categories: vehicles certified by the Ministry of Land, Infrastructure and Transport
as low-emission vehicles (50% reduction compared with the 2005 emission
standards), electric vehicles, hybrid vehicles, LNG-powered vehicles, andmethanol-powered vehicles.

Certified business sites: 13 out of 13 manufacturing and development sites
Employees at certified business sites: 22,037 (as of March 2011)

Olympus Corporate Social Responsibility Report 201148

For Customers

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For the Environment

For the Environment

Environment Policy and Management

Environmental Impact of Business
Activities
Olympus monitors environmental burdens relating to its business activities across entire product life cycles, including
resource procurement, manufacturing, distribution, waste
disposal and recycling, and we are striving to mitigate thoseburdens. In fiscal 2010, although affected by production cut-Business
Activities

Input of Resources and Energy
Energy (total)
Electric power

1,839TJ (−3%) Heavy fuel oil

1,374kl (+7%)

145.29 million kWh (−3%) Kerosene

33kl (−89%)

2.38 million m3 (−89%) Diesel fuel4,529kl (−14%)LPG

6.49t (+3%) Gasoline

44kl (−4%)

LNG

8.53t (−5%)

City gasbacks caused by the economic slump, Olympus implemented
measures to reduce environmental burdens in the context ofour business activities. As a result, we successfully reduced
CO2 emissions, waste and water consumption at our production facilities.

Development
andProduction

Discharge of Environmental Load Substances
Green House Gasses (total)

100,173t-CO2 (−7%)

CO2 generated from energy

98,818t-CO2 (−7%)

CO2 not generated from energy

1,354t-CO2 (−5%)

Substances Emitted

Chemical Substances (PRTR substances handled)

48t (+85%)

Water (total)

1.73 million m3 (−10%)

Piped water

0.47 million m3 (−18%)

Ground water

1.26 million m3 (−7%)

SOx1.8t (+6%)

NOx

136t (−9%)

Research andDevelopment
Chemical Substances (PRTR substances emitted)

21.6t (+31%)*This figure represents emissions of chemical substances that wereadded to the PRTR system in fiscal 2010, together with substancesthat were already being monitored.

Production
Discharge to Water Systems (total)

1.73 million m3 (−10%)

Raw Materials and Sub-Materials (total)

Water discharged (public waters)

0.88 milliom m3 (−1%)

Metals (steel, aluminum, brass)

Water discharged (sewage)

0.85 million m3 (−18%)

Plastics (optical plastics, ABS, PC, polyethylene, polypropylene)

BOD

3t (+3%)

Discharge
Office Supplies
Copy paper

100t (−9%)

Sales and
Logistics

Transportation Fuel
Transportation fuel (gasoline, diesel fuel, etc.)

Logistics

Waste discharged

4,452t (−13%)

Amount recycled

4,053t (−13%)

CO2 Emissions during Transportation (total)

53,499t-CO2 (−21%)

CO2 (Japan)

1,792t-CO2 (−12%)

CO2 (international)

51,707t-CO2 (−21%)

Sales
Use of Packaging Materials (total)

2,345tCardboard

1,606tPaper
Plastic

313t
229t

Product Shipment
Major Products (total)

Repair andService

418t
228t
913t

Metal

0t

Microscopes

Glass

0t

Printers

Only production facilities in Japan

Global production facilities

4,140tEndoscopes

Difference in percentage from previous year in brackets

Olympus Corporate Social Responsibility Report 201149

Digital cameras
Recorders

2,356t225t

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For the Environment

For Society

For the Environment

Environment Policy and Management

Environmental Accounting
Environmental management in the Olympus Group is basedon the discovery and sharing of examples of effective and efficient environmental activities within the Group. This is achievedby monitoring, as quantitatively as possible, the costs of environmental protection and the benefits achieved, both in termsof environmental protection and also economically. Under thechallenging economic conditions that prevailed in fiscal 2010,

Olympus reduced its capital investment, while continuing towork steadily to reduce environmental loads through researchand development relating to environmentally responsible products, through initiatives at production sites, and through ongoing consideration for the environment in relation to products
and logistics. These efforts yielded quantitative and monetary
benefits.

Environmental Costs

Unit: Million yen
Fiscal 2008

Grouping

Investment

Costs Inside Business Area

Fiscal 2009

Cost

Investment

Fiscal 2010

Cost

Investment

Cost

2,039

418

121

515

73

527

80

193

21

143

22

138

1,959

48

100

180

49

209

0

176

0

192

2

180

In Upstream Costs

8

218

1

97

1

180

In Downstream Costs

0

18

0

13

0

12

Environmental Management Activity Costs

0

415

0

371

0

424

R&D Costs

1

736

29

674

30

670

Costs of Social Activities

0

13

0

2

0

2

Costs for Damaged Environment

0

5

0

0

0

8

2,048

1,823

151

1,672

105

1,823

Prevention Cost of Public NuisanceContents

Global Environmental Conservation Cost
Resource Circulation Cost

Total

Environmental Effects

Unit: Million yen
Fiscal 2008

Fiscal 2009

Fiscal 2010

Change from
Previous
Fiscal Year

CO2 Discharged (unit: t-CO2)

103,61498,666

93,320−5,346−5%

Waste Discharged (unit: t)

5,434

4,655

3,855

−800

−17%

Water Usage (unit: 10,000m3 )

213

187

167

−20

−11%

Chemical Substances Discharged/
Transferred (unit: t)

18.3

16.2

21.6

5.4

33%

Quantitative Effects of Environment Preservation

Effects inside
Business Area

Change Percentage
from Previous Fiscal
Year

Unit: Million yen
Economic Benefits of Environmental Protection
Revenue
Benefits

Revenues from Sales of Recycled
Valuable Substances−2

Energy Costs
Cost Savings

Change from
Previous
Fiscal Year−125

Landfill Disposal Contracting Costs−2

Water Usage−26

Period: April 1, 2010 to March 31, 2011
Targets of aggregation: Major targets in this report (offices and plants in Japan and China) and Olympus’ head office and affiliatedlogistics companies in Japan.
NOTE:1) Calculation is made with reference to the Environment Accounting Guidelines (FY2005).
2) The proportions of cost and depreciation expenses that cannot be clearly separated into those for environmental preservation andthose for other purposes are not calculated, and their totals are not included for the purposes of environmental accounting.
3) Amount of capital investment by the Olympus Group during the period=32,699 million yen, R&D cost=67,286 million yen
4) The data is continually reviewed and updated from time to time on the website.

Olympus Corporate Social Responsibility Report 201150

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For the Environment

Product-Related Environmental Initiatives
As a manufacturer, Olympus is working to provide more environmentally harmonious products. To achieve this,it has established its own Olympus Eco-Products Standards, based on the characteristics of the Olympus Group’sbusiness activities and products, to guide the design of environmentally-conscious products.

Environmentally-Conscious Products

to the Type II environmental labeling requirements stipulated in
the international standard, ISO14021. Through this approach,
Olympus is seeking to minimize environmental loads acrossentire product life cycles. The scope of the standards has been
expanded to include not only products and their packaging,but also production and logistics processes. Assessments
are based on four items: safety/environmental protection, energy conservation, resource conservation, and environmental
disclosure.
In fiscal 2010, Olympus added new environmentally responsible design standards that are even more rigorous thanthe Eco-Products Standards. Under these new standards,
products that make significant contributions to the reduction ofenvironmental loads are classified as “Super Eco-Products.”
In fiscal 2010, 63 products were added to the list of
Olympus Eco-Products, bringing the cumulative total to 349,
including seven Super Eco-Products. Sales of Eco-Products
now account for 55% of total sales.
Olympus will continue these efforts to reduce the environmental impact of every product that it manufactures and sells.
As a manufacturer, we are determined to contribute to the creation of a sustainable society by supplying more environmentally harmonious product.

Human health and safety and the workings of nature are precious and irreplaceable. As a manufacturer, Olympus is contributing to the creation of a sustainable society by supplying
more products that are in harmony with nature.

The Olympus Concept of Environmentally-Conscious
Products
As the percentage of environmentally-conscious products increases, there will be a corresponding reduction in the environmental loads caused by the processing of raw materials andthe assembly and shipment of products. The environmental
impacts resulting from the use and disposal of products will
also be reduced. Olympus is working to create a sustainable
society by manufacturing, selling and buying environmentallyconscious products.

Olympus Eco-Products
Under the Eco-Products Administration Rules, which it formulated in 2003, Olympus certifies products that meet its own
standards for environmentally-conscious products as Olympus
Eco-Products. In developing these standards, Olympus referred

Eco-Products System

Cumulative Total of Olympus Eco-ProductsSuper Eco-Products Standards
Super Eco-Products must meet following
requirements in addition to the Olympus
Eco-Products Standards.
1. Compared to the predecessor as
its basis *1, the rate of greenhouse gas emissions reduction
is more than 50% or more *2.
2. Compared to the predecessor
as its basis *1, the rate of mass reduction
is more than 30% or more *3.
3. Equipped with innovative environmentallyconscious technology.
4. Received external award of environmentrelated.
*1 Normally in comparison with FY2007 products*2 Calculated on an LCA basis*3 Total mass, including the product, accessories
and packaging(Number of products)

349

350
286

300

Super
Eco-Products

250

The Olympus
Eco-Product mark

200

92

100

Eco-Products

50
0

190
130

150

3

7

2003

2004

40
2005

2006

2007

2008

2009

2010 (Fiscal year)

Eco-Products Standards
Products
Safety/Environmental
protection

Reduction of power consumption● Extension of product life

Resource
conservation● Facilitation of recycling

and disposal● Recyclable design—● Resource

conservation● Recycling● Recyclable
design● Disclosure of LCA, waste data, energy consumption data
● Use of Olympus Eco-Products mark

Olympus Corporate Social Responsibility Report 2011

51

Logistics—●C ompliance with related laws/regulations● Resource conservation

Environmental
disclosure

Packaging●M anagement/reduction of chemical substances

Energyconservation

Resource
conservation(3Rs)

Production

Improvement oftransportation
efficiency
Returnability

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For the Environment

Product-Related Environmental Initiatives

Environmental Impacts

LCA of the Industrial Endoscope, IPLEX MX II

4.3%

Distribution
Assembly of parts

14.9%

Production of
raw materials

47.6%

Production of parts

To create environmentally-conscious products, first we need
to identify the ways in which each product affects theenvironment.
Olympus products can be divided into two categories.
First, there are products which are largely manufactured inhouse, starting with individual parts. These include medical
and industrial endoscopes, microscopes and analyzers. The
second category is the products mostly assembled from components manufactured by suppliers, such as cameras and IC
recorders. Each individual product in both categories affects
the environment in different ways, and significant environmental benefits can be achieved by tailoring our efforts to reduce
environmental burdens to the specific ways in each productinteracts with the environment.
We use the concept of Olympus Life Cycle Assessment(OLCA) to identify each product’s environmental impact. Oneof the factors examined for these assessments is the global
warming effect of a product over its lifecycle.
In the case of industrial endoscopes, most of the CO2
emissions occur during the manufacture of parts and products.
We enhance the environmental soundness of our products byworking at the design stage to reduce environmental loads relating to the manufacture of parts, as well as those occurring
through product use.
On the other hand, around 50% of emissions relating todigital cameras occur at the distribution stage. Clearly we canachieve greater environmental benefits by focusing on the reduction of environmental burdens during distribution. We are
currently expanding our use of marine transportation, which
produces less CO2 emissions, as part of a modal shift awayfrom air transportation.

33%

LCA of the Compact Digital Camera, SZ-30MR
Disposal
Use

0.5%

Distribution

47%

Assembly of parts

0.3%

Concept of Olympus Life Cycle Assessment (OLCA)
Environmentally
Conscious
Products
Existing
Products

Improvement
Plan

Environment
ImpactAssessment

0%

0.2%

Olympus Product Life Cycle Assessments

Environmentally
Conscious
Design

Disposal

Use

Each product has its own distinctive environmental footprintthat reflects its impact on the environment. Olympus is making
a significant contribution to environmental protection by reducing the impact of each product’s environmental burdens in accordance with the specific nature of that particular product.

Environmental
Load
Analysis

OLCA(Olympus Life Cycle Assessment)

Olympus Corporate Social Responsibility Report 2011

52

1.6%

Production of raw materials

10.9%

Production of parts

39.7%

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Product-Related Environmental Initiatives

Green Procurement

and the Environment and Promotion of Improvements to theManagement Thereof (Kashinho) in Japan, as well as other criteria, such as social trends. In addition, we have establishedthe Environmental Regulation Liaison Committee as an internal
forum for the sharing of information on environmental regulations, and for deliberations on related measures.

Green Procurement Activities
Olympus clearly communicates its environmental concepts toall suppliers (parts suppliers etc.) with which it has transactions
by means of the Olympus Environmental Charter, Environmental
Protection Declaration and Environmental Action Guideline forEnvironmental Protection Declaration. Olympus also works with
its suppliers to expand environmental initiatives by conducting
surveys of environment-related substances and environmental
management systems.
WEB

For the Environment*1 The content of these rules is the same, though the titles differ between
companies and business units.

WEB	Olympus Group Control Rules for Environment-related
Substances Used in Product	http://www.olympus-global.com/en/corc/csr/environment/
products/green-procurement/

Olympus Group Green Procurement Standard	http://www.olympus-global.com/en/corc/csr/environment/
products/green-procurement/

Green Procurement Basic Information Survey
Olympus conducts surveys of environment-related substances
contained in materials and parts used for products according
to the list of environmental-related substances. The substances
examined are those identified in the Japan Green Procurement
Survey Standardization Initiative (JGPSSI)*2 and the decision of
the Joint Article Management Promotion-consortium (JAMP)*3.
We ask suppliers to analyze environment-related substances intheir materials and parts, and to provide information. We also
conduct in-house analyses when necessary.
These surveys produce information on procured materials, which is stored in a dedicated database. After verification
by design, development and purchasing staff, the information
is used to select or change materials, parts and suppliers aspart of our efforts to ensure that our products do not containenvironment-related substances.

 lympus Group Green Procurement StandardO(Japanese, English and Chinese versions)Control over Chemical Substances Used for Products
In recent years, governments worldwide have tightened
regulations relating to reduction or control of chemical substances that affect human health or the environment. In 2003,
Olympus established the Control Rules for Environment-related
Substances Used in Product*1. We rigorously control chemical substances according to control levels based on local
regulatory requirements, such as the RoHS Directive and the
REACH and CLP regulations in Europe, and the Law concerning Pollutant Release and Transfer Register (Kakanho)*2 The Japan Green Procurement Survey Standardization Initiative (JGPSSI)
is an organization that many major Japanese manufacturers established
for the purpose of standardizing green procurement surveys.
*3 The Joint Article Management Promotion-consortium (JAMP) is an organization established to support compliance with international substancemanagement systems by promoting the establishment of mechanisms
to ensure the appropriate management of information about chemical
substances contained in articles, and the efficient dissemination of that
information through supply chains.

Outline of the RACHEL Chemical Substance Management Database
Suppliers
Material manufacturers

Request an
investigation

The RACHEL
chemical substancemanagement database

Research & Development
Division

Parts manufacturers

OutputSet manufacturers*

Send

Procurement Division● Certificate of non-use of prohibitedchemical substances● Information on chemical substances

contained in parts*Manufacturers that procure parts

internally or externally, process/assemble them and sell the finishedproducts

Olympus Corporate Social Responsibility Report 2011

53

Quality & Environment
Management Division

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For the Environment

Environmental Manufacturing
Olympus aims to reduce environmental loads by moving away from business models based on the mass-consumptionof finite resources, and to contribute to the formation of a recycling-based society capable of sustainably using a wide
variety of resources, including energy, water, minerals and biological assets.

Global Warming Prevention:
Activities in Fiscal 2010

Under its Basic Environmental Ordinance, the Tokyo
Metropolitan Government has introduced restrictions on total greenhouse gas emissions and a waste trading system.
Infringements against these requirements, which have been in
effect since in April 2010, are punishable by fines. The Researchand Development Center in Hachioji (Ishikawa/Utsugi) is required to reduce its total CO2 emissions by 8% compared withthe base level over a five-year period from fiscal 2010 to fiscal
2014. To ensure that this task is carried out as efficiently as
possible, the Center has formed a CO2 Reduction Promotion
Committee with members from each department. This committee has started to implement specific measures, including
the development of an emission reduction plan.
Because of measures implemented when new buildings
were constructed, current estimates indicate that it should bepossible to achieve the required reductions without purchasing
emission rights.

Long-Term Targets
Olympus emits greenhouse gases through the use of energy
and CFC substitutes in its business activities. Global warming
is becoming an increasingly serious problem, and we regard
the reduction of greenhouse gas emissions as a vital priority.
We are working actively to achieve our long-term goal of reducing total CO2 emissions throughout product life cycles by 50%
from the fiscal 2007 level by fiscal 2020.
This logo symbolizes the Olympus Group’scommitment to its long-term environmental
target for the prevention of global warming.

Responding to Climate Change
Climate change is likely to cause extreme climatic trends andweather events in the future, including concentrated heavy
rainfall, floods, droughts, and temperature changes. Olympus
is reviewing its position in relation to current and future changes
and regulatory systems.

Results of Activities in Fiscal 2010
Manufacturing-related CO2 emissions: 100,071 tons
16% reduction from fiscal 2007 level
FY2014 target: 20% reduction from fiscal 2007 level● Physical Changes, Cost Changes

Total CO2 emissions from business sites in fiscal 2010 amounted to 100,071 tons, a reduction of 16% compared with fiscal
2007 and 7% compared with fiscal 2009. In addition to production cuts caused by the recession, these reductions werealso the result of day-to-day energy conservation efforts andother measures, including a shift to the use of natural energy.
Olympus stepped up the pace of its efforts to improvethe environmental performance of its manufacturing activities.
Measures include the use of power monitors to identify electricity wastage, and the development of alternative technologies toreplace non-energy greenhouse gases, such as HFC, PFC andSF6, which are used in cleaning, semiconductor etching andother processes. In March 2011, Olympus completely eliminated the use of HFC solvents for lens cleaning processes.
Olympus will continue to accelerate its efforts to improvethe environmental aspects of its manufacturing activities.
Specific measures in relation to electric power, which accounts
for the bulk of energy consumption, include the use of powermonitors to identify electricity wastage, and the developmentof manufacturing technologies that contribute to energy andresource conservation.

Abnormal weather patterns could cause physical damage toinfrastructure and other assets, while weather events, suchas concentrated heavy rainfall and floods, could lead to delays in deliveries of production supplies and products for sale.
Olympus is mitigating this risk by diversifying its transportation
networks.
Countermeasures against climate change are also expected to result in higher energy prices, leading to increased operating costs at business sites. The Olympus Group’s responseto this problem includes an increased commitment to energy
conservation efforts.
In addition to these risks, there are also likely to be increased opportunities to supply Olympus products and services, such as non-destructive testing equipment, because of
the heightened possibility of damage to water pipes and otherinfrastructure as a result of abnormal weather events.
● Compliancewith Global Warming-Related Laws
and Regulations

In Japan, the Olympus Group is developing energy management systems and facility management standards in responseto amendments to the Act on the Rational Use of Energy.

Olympus Corporate Social Responsibility Report 201154

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For the Environment

Environmental Manufacturing

Energy Consumption

City gas

Fiscal
2006
60

Fiscal
2007
56

Fiscal
2008
62

Fiscal2009
87

Fiscal
2010
104

22

26

33

23

33

LPG
LNG
DirectHeavy fuel oil

Energy Conservation Initiatives(Unit: TJ)

0

14

49

44

46

151

138

82

50

54

Kerosene

12

11

11

11

1

Diesel fuel

224

226

202

205

176

Subtotal

469

472

440

421

415

Indirect Electricity

1,417

1,545

1,553

1,479

1,425

Total

1,887

2,017

1,993

1,900

1,839

● Implementation of Environmental IE(May–September 2010)

Environmental IE is a method for visualizing environmental loads
and identifying technical issues on production lines. Olympus
developed its own environmental IE methods and implemented
an employee education program in preparation for the introduction of this technology at all plants in Japan.
●O lympus Production Innovation Meeting(February 2011)

The main theme for the meeting was “Manufacturing for theEnvironment—Becoming the Best Manufacturing Group in theWorld.” Participants presented case studies relating to production innovation on a global scale, including micro-factories andenvironmentally-conscious factories.

CO2 Emissions at Manufacturing Sites■ Scope 1 ■ Scope 2(t-CO2)140,000
73,566

84,722

84,63578,70773,045100,000

95,802●P romoting Electricity Saving at Work and Home

(March 2011)

60,00037,31735,031

20,000
0

2006

2007

30,7002008

28,7982009

Olympus produced educational materials about electricity
saving and energy conservation measures that can be implemented at work or at home. This initiative was undertaken in
response to major electricity shortages caused by the Great
East Japan Earthquake, and as a way of raising employee
awareness about the need to conserve electricity and energy.

27,02620102014 Target(Fiscal year)

CO2 Emissions Generated/Not Generated from Energy
140,000
6,710

100,000

Utilization of Natural Energy■ CO2 generated from energy■ CO2 not generated from energy(t-CO2)
3,714

105,010● Installation of Solar Panels

Olympus Surgical Technologies Europe (OSTE) has businesssites in Germany, the Czech Republic and elsewhere, at which
it develops, manufactures, sells and services medical endoscopes. It is implementing a range of environmental measures
based on local conditions at its facilities. The company incorporated every possible environmental measure into a new service base opened in the Czech Republic in November 2009,
with the aim of achieving the first Class A environmental rating for an industrial facility in Central Europe. Energy-related
measures include the use of energy-efficient lighting systems,
heat pumps and heat recovery compressors, as well as theinstallation of rooftop solar panels to generate electricity andcollect heat. These measures have reduced power demand at
the facility by 74% compared with a conventional facility.

2,240

116,177

1,428
1,354
113,211106,147
98,81860,00020,000
0

2006

2007

2008

2009

2010
(Fiscal year)*Changes at all manufacturing sites only.
*Olympus reports in the following categories under the GHG Protocol.

Scope 1: Greenhouse gas emissions resulting from the direct use of fossil
fuels
Scope 2: Greenhouse gas emissions resulting from secondary utilization,such as the purchase of electric power● Green Electricity Purchasing

In addition to its efforts to reduce energy consumption at its
development, production and sales site in Germany, OSTE
also worked with Olympus Europe Holding GmbH, the holding company for European subsidiaries,
to implement an electric power purchasing policy under which it would purchase
only naturally produced hydroelectric
power. In this way, CO2
emissions relating toelectric power were reduced to zero, reducing total emissions byGreen electricity
approximately 2,700
certificates issued
tons per year.
to Olympus Europa*The Greenhouse Gas Protocol conversion coefficients are as follows.

Japan: Calculations for items other than electric power were based on theconversion coefficient stipulated in the Greenhouse Gas Emission
Methodology and Reporting System. Conversion coefficients published each year by the Federation of Electric Power Companies ofJapan were used for electric power. The electric power figures for
FY2010 were calculated using the FY2009 coefficient.
Overseas: Calculated using the Greenhouse Gas (GHG) protocol conversion
coefficient as officially announced.
(http://www.ghgprotocol.org)*Calculated using the figures stipulated in the enforcement order for the Law
Concerning the Promotion of the Measures to Cope with Global Warming.

*CO2 generated from energy: Amount of greenhouse gas emissions gen-erated by using energy (scopes 1 and 2 in accordance with the GHG
Protocol).

GmbH (OEH) andOSTE

Olympus Corporate Social Responsibility Report 201155

For Customers

For Suppliers

For Employees and Their Families

For the Environment

For Society

For the Environment

Environmental Manufacturing

Reducing Waste and Recovering
Resources

Conservation of Water Resources
Results for Activities in Fiscal 2010

Results of Activities in Fiscal 2010
Total waste: 4,451 tons (20% reduction relative to 2007 level)

Water used: 1.73 million m3(28% reduction relative to the FY 2007 level)

FY2014 target: Reduce waste by 20% relative to the FY2007 level

FY2014 target: 20% reduction relative to the FY2007 level

In fiscal 2010, the amount of waste was reduced by 20% fromthe fiscal 2007 level (13% year on year ) to 4,451 tons. In addition to our efforts to reduce waste disposal at landfills andimprove the recycling rate, we are also reducing the amountof waste generated. Besides, we are working to minimize processing losses by developing production technologies, and bytargeting waste reduction at the product design stage. Throughthese approaches, we are striving to enhance the resource
productivity of our manufacturing operations.
In fiscal 2004, Olympus completed advance applications
and registrations for the disposal of electrical equipment, including transformers and capacitors, containing PCB at all of
its business sites. These items, which are currently in storage,
will be disposed of appropriately as soon as processing commences at the designated disposal sites.

Water is used for many purposes, including the washing of parts,
and is an extremely important resource for the business activitiesof the Olympus Group. We also recognize the importance ofwater resources from the viewpoint of biodiversity conservation.
We are committed to the reduction of water consumption
in our business operations through cascading (the repeateduse of water between the intake and discharge stages),
the development of production methods that reduce water
consumption, leak prevention through facility inspections, andother methods. At the wastewater discharge stage, we strive tominimize the environmental impact through various measures,such as the maintenance and management of wastewater
treatment facilities, and wastewater quality control.
Water Use

(t)
6,000
5,000

4,962
4,527

5,588
5,211

5,624
5,168

■ Waste ■ Recycling
5,120
4,684

4,000

■ Groundwater ■ Piped water(10,000 m3)
300

Waste Emissions

68

58
4,451
4,053

66

200

4,470

173

166

57
153

136

100

3,000

193

47
126

2,000
0

1,000
0

2006

2007

2008

2009

2010

2014 Target(Fiscal year)

2008

2009

2010

2014 Target(Fiscal year)

Wastewater

facility is located and does not transport it across international borders,regardless of whether or not the waste is designated as hazardous underthe Basel Convention.

■ Public water areas ■ Sewage systems(10,000 m3)
300
95

101

● Total Copy Paper Consumption

110

104

200

Total copy paper consumption was 100 tons. At manufacturing sites, paper consumption is being reduced through the application of IT, including document digitization and the use of
projectors at meetings instead of printed materials. Both manufacturing sites and administrative departments are actively
working to reduce the use of paper.

0

2006

85

146

124

100

109

2007

2008

89

88

2009

2010 (Fiscal year)

2.9

3.0

2009

2010 (Fiscal year)

BOD

Total Copy Paper Consumption

(t)
7

(t)
200

6.4

6
124

138

146

5
110

100

4

100

4.0

3.9

3
2

50
0

2007

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

*The target for fiscal 2014 relates to waste emissions.
*Olympus disposes of waste from each facility within the country where the

150

2006

1
2006

2007

2008

2009

2010 (Fiscal year)

0*The scope of the data is as same as the main scope of the Olympus CSR

2006

Report 2010.

Olympus Corporate Social Responsibility Report 2011

56

2007

2008

For Customers

For Suppliers

For Employees and Their Families

For the Environment

For Society

For the Environment

Environmental Manufacturing

Chemical Substances

Emissions and Movements of PRTR Substances

Olympus is working to reduce environmental risks by carefully
monitoring the emissions and movements of chemical substances used in production processes.

■ Emissions (existing monitored substances)■ Movements (existing monitored substances)■ Emissions (new and existing monitored substances)■ Movements (new and existing monitored substances)

(t)
30

20

Chemical Substance Control: Policies
The Olympus Group controls environmentally sensitive chemical substances used in production processes under internal
rules based on chemical regulations in force throughout theworld. Under these regulations, the substances used by
Olympus are managed in four categories: completely discontinued substances, substances scheduled to be completely
discontinued, limited use substances, and substances requiring appropriate management. Olympus aims to minimize environmental risks by reducing emissions of chemical substances
into the environment, and by maintaining appropriate management systems.

10

0

12.6

9.5

8.8

8.8

10.0

2006

7.8

9.4

8.9

2007

2008

8.4

2009

18.9

8.2

9.7

2010

9.0

2010 Target for 2014
(Fiscal year)*New monitored substances are substances that have been covered by

the PRTR system since fiscal 2010.
Existing monitored substances are substances that were monitored prior
to the end of fiscal 2009. The target for 2014 was based on monitored
substances.

Preventing Atmospheric Pollution
Olympus is working to reduce emissions of nitrous oxides (NOx) andsulfur oxides (SOx) by managing boilers, which are the source ofNOx emissions, under its own standards, which are more stringent
than the regulatory requirements. Specifically, the standards
require the maintenance, management and improvement offacilities through ongoing facility inspections and combustion
management, and through the measurement of exhaust gases atleast twice a year. SOx emissions are being reduced through ashift to fuels other than heavy oil, which is a key source.
Olympus has also adopted its own standards, which are
more stringent than the official standards, for the control of volatileorganic compounds (VOCs). Under these standards, Olympus isworking to maintain, manage and improve treatment facilities.

WEB	Environmental-related Substances Used in Manufacture
Process Control Regulations
	http://www.olympus.co.jp/jp/corc/csr/environment/data/basis2.cfm

Chemical Substance Control: Activities in FY2010
Results of activities in fiscal 2010
Emissions and movements of PRTR substances: 17.9 tons
(10% year on year increased)*
Target for fiscal 2014: 20% reduction from 2007 level**Neither results for fiscal 2010 nor the target include substances that wereadded or excluded as a result of amendments to the PRTR system.

Since fiscal 2000, the Olympus Group has conducted surveys
under the PRTR system* to ascertain the amounts of substances requiring appropriate management that have been handled,emitted or moved. Any PRTR substance of which more than
10 kg is handled per year at any business site is subject tocontrol requirements and measures to reduce emissions andmovements. In fiscal 2010, the amount of PRTR substances
emitted or transported increased by 10% year on year to 17.9
tons. The higher figure reflects increased production. If substances that first became subject to monitoring in fiscal 2010
are included, the total amount handled was 47.0 tons, and total emissions and movements amounted to 21.6 tons.

NOx and SOx Emissions■ NOx ■ SOx

(t)
200
161

165

150

152

149

2.7
2008

1.7
2009

136

100
50

0

5.0

4.6

2006

2007

1.8
2010

(Fiscal year)

Emissions of Volatile Organic Compounds (VOCs)*The Pollutant Release and Transfer Register (PRTR) system covers

(t)
100

chemical substances with the potential to cause harm to human healthor ecosystems. Under the system, businesses monitor the amounts ofthese substances emitted from their business sites into the environment(atmosphere, water, soil) or moved from their business sites in waste or otherforms. The results are reported to government agencies, which aggregate
and publish the data. In Japan, the PRTR regulations are based on the Act
on Confirmation, etc. of Release Amounts of Specific Chemical Substancesin the Environment and Promotion of Improvements to the Management
Thereof, which came into force in 2001. Following amendments to the law
in 2008, the number of Type 1 designated substances subject to monitoring
under the PRTR system has stood at 462 since fiscal 2010.

80
60

94

91

2008

2009

84

87

59

40
20
0

2006

2007

Olympus Corporate Social Responsibility Report 2011

57

2010

(Fiscal year)

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For the Environment

Environmental Logistics
In addition to its efforts in relation to products and manufacturing operations, Olympus is also working to minimize
environmental burdens at the packaging and logistics stages by developing systems that are more friendly to theenvironment.

Reduction of CO2 Emissions
Generated from Transportation

Reducing Packaging through New
Technology

Olympus strives to reduce the weight of shipments by making products and packages lighter. We are also reducing CO2
emissions at the logistics stage by improving transportation efficiency, and by expanding the scope of modal shifts to transportation methods that emit less CO2.

The packaging used at the logistics stage can cause environmental burdens. As part of its efforts to apply the 3R (reduce,reuse, recycle) concept to packaging, Olympus has developed
pulp injection molding (PIM)* technology and is now working to
put it into practical use.
We have confirmed the following benefits resulting fromthe application of this technology. (1) Because materials canbe molded into the required shape in a single process, there isgreater design freedom, and packaging materials can be assembled more easily. (2) Shock-absorption performance can easily
be controlled by adjusting the composition of the materials.
The use of this packaging technology is expected to reduce
the amount of CO2 emitted during packaging manufacture andtransportation to between one-third and one-half of levels withconventional styrene and containerboard packaging.

Results of Activities in Fiscal 2010
Transportation-related CO2 emissions:
60% reduction from 2007 level
FY2014 target: 20% reduction from 2007 level

Transportation-related CO2 emissions in fiscal 2010 amounted to 53,499 tons, a reduction of 33% from the fiscal 2009
level. Olympus Imaging Corporation expanded the scope of its
modal shift from air to sea freight for international shipments
and also reduced the weight of shipments by reducing the volume and weight of digital cameras and their packaging materials. In fiscal 2011, we will continue to reduce CO2 emissions at
the logistics stage by reducing the sizes and weights of products and packages.

*PIM is an injection molding technology whereby shapes are formed by fillingmolds with materials made from paper, starch and water and then coolingthem. The basic technology was jointly developed by the Yokoi Laboratory
at the Institute of Industrial Science, University of Tokyo, Daiho IndustrialCo., Ltd. and Nissei Plastic Industrial Co., Ltd. Olympus carried out applied research concerning the use of PIM technology to reduce packaging
volumes as a member of the PIM Consortium, which was established under
the auspices of the Foundation for the Promotion of Industrial Science toexplore applications for the new technology.

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

 omparison of Environmental Burdens with Conventional
C
Packaging Based on Life Cycle Inventory*1 (LCI) Analysis

128,976
100,000

105,066

98,760(kg-CO/kg)
1,500

77,69260,00053,4991,104

20,0000■ Raw Materials ■ Molding ■ Logistics

1,000

2,356
2,168
1,914
1,792
2007
2008
2009
2010 Target for 2014 (Fiscal year)

723
492
500

For Better Packaging
Olympus Imaging Corporation changed the package for xD
picture cards from a plastic box to a paper box. By using papermaterials, which are easily recycled, the company improved its
recycling efficiency and reduced plastic consumption by 80%,
compared with the existing plastic package. As a result, theamount of plastic waste disposed of in landfills was reduced
by about 83 tons.

0

38
49
PIM Technology*2

83
28
ESP

16
61
Cardboard*1 This is an LCA method used to compile input-output accounts relating toenvironment burden items, using data for resource and energy inputs andproduction or product and waste outputs.
*2 The data for the PIM technology were estimated by Olympus based on
production-related observations. LCI analyses for packaging methods
other than PIM were estimated using statistics published by related organizations, including the Plastic Waste Management Institute and theJapan Business Machine and Information System Industries Association.

Olympus Corporate Social Responsibility Report 201158

For Customers

For Suppliers

For Employees and Their Families

For the Environment

For Society

For the Environment

Biodiversity Conservation
As a company dedicated to the realization of human health and happiness through business activities guided by
its “Social IN” management philosophy, Olympus respects all life on Earth.

Biodiversity Conservation

Biodiversity Initiatives by the Olympus GroupOlympus researchers working on the development of a new
microscope capable of capturing fluorescent images via a CCD
became aware of a firefly species in Malaysia in the course of
their research into reagents that would fluoresce more brightly.
In line with the Access and Benefiting Sharing principle (ABSprinciple) concerning the utilization of overseas biological resources, Olympus worked with Nimura Genetic Solutions Sdn.
Bhd., a Malaysian bioprospecting company with local production facilities and research teams, to share the benefits, including research expenditure and intellectual property rights, with
Malaysia. The research and development project was guided
by commitment to the equitable sharing of benefits with thecountry that owns the biological resource. (See Page 22 fordetails.)

The reduction of biodiversity could have serious future implications, not only for humanity, but for every species on Earth.
Growing international awareness of the need for global efforts
to preserve biodiversity has been reflected in various initiatives,
including the 10th meeting of the Conference of the Parties(COP10) to the Convention on Biological Diversity in Nagoya
in October 2010.
Under its “Social IN” management philosophy, Olympus
is working to fulfill its role as a company dedicated to business activities that help people to enjoy happy and healthy lives
by actively contributing to the maintenance of biodiversity, on
which all life on Earth depends.
Biodiversity brings many benefits that help Olympus tomaintain its business activities, including water resources andclimate adjustment. Olympus accordingly sees biodiversity
conservation as a fundamental requirement for business continuity and has assessed the dependence and impact of its
business activities on biodiversity.
Starting in fiscal 2011, Olympus has life cycle activity assessments and biodiversity impact surveys at its business sites
with the assistance of independent specialist organizations.
This work will form the basis for administrative structures tosupport continuous efforts to maintain biodiversity, and forenvironmental contribution activities in partnership with local
communities.
Through its business activities, Olympus is working at theorganizational level to reduce environmental loads that affectbiodiversity. It is also implementing environmental contribution
activities for local communities.

Biodiversity Conservation Activities
Biodiversity(genes, species,
ecosystems)
Benefits
Reducing
the biodiversity
impact ofbusiness activities

Ecological services(supply, adjustment,
culture, etc.)

Expansion ofenvironmental
contribution activities
for society

Dependence

Business activities

Links between Business Activities and Ecological Services
Ecological services
with close links tobusiness activities

SupplyAdjustment

CultureWood and wood fiber

Use of copier paper

Fresh water

Use of water to clean work areas

Genetic resources

Use of luminescent substancesfrom fireflies in the development ofluminescence microscopes

Air quality adjustment

Emission of chemicals as a resultof business activities

Climate adjustment

Release of greenhouse gases as aresult of business activities

Water cleansing/waste disposal

Disposal of waste at landfills

Water recycling

Use of water in business activities

Ethical values (scenery/
existence of living
creatures)

Photography, microscopic
observation

Olympus Corporate Social Responsibility Report 2011

59

Main focus of linkage

For Customers

For Suppliers

For Employees and Their Families

For Society

For the Environment

For the Environment

Environmental Communication
Olympus regards human resource development as a basic aspect of manufacturing. Through our educational
programs, we encourage all employees to take an active role in environmental activities.

Education and Awareness Activities

Environmental Awareness Month

The Olympus Group is promoting in-house environmental education as a way of sharing values through two-way communication about environmental issues. We will involve all employees
in efforts to reduce the Olympus Group’s total environmental
burden. We are actively committed to environmental initiatives
as part of our contribution to society. Detailed information canbe found on Pages 45-46.)

In June 2010, Olympus Group companies in Japan and overseas observed the 35th Environmental Awareness Month. The
aim of this initiative is to review your usual lives, Eco-Action inyour workplace and homes. This year’s program included the
distribution of messages from the President and the activities
described below. We also took our efforts to learn environmental improvement efforts in usual lives and raise continuous
environmental awareness of by providing e-learning programs
for all employees as the basis for operational reviews and an
improved understanding of initiatives undertaken by Olympus.

Company-Wide Environmental Education
Olympus provides environmental education for all of its employees in Japan and overseas. Programs are designed to matchthe roles and aims of participants and the types of businessactivities in which they are involved. Each Olympus site sets its
own internal targets for personnel training, and systematicallytrains employees to become environmental and occupationalsafety and health specialists.

Main Activities in Environmental Awareness Month
Activities
Basic environmental e-learning education for all employees
All employees in Japan received basic environmental education about global
warming issues and environmental actions via the intranet. (For those who
don’t have access to computers, written materials are distributed.)
Environmental improvement ideas

 ompany-Wide Environmental Education Programs
C
Implemented by Environmental Departments

Environmental improvement ideas and cases in own workplace and home
are collected and shared between all employees in Japan by in-house points
program for environmental activities, ECOLY.

Number of Seminars
Held Annually

Number ofParticipants

Training for ISO14001 internal
auditors

469

Advertising neon signs were turned off, and all business facilities wereencouraged to reduce lighting.

Training for ISO14001 internal
auditors for employees withexperience of ISO9001, etc.

442

In-House Poster Photograph Contest

Follow-up training for the revised
ISO14001

1

20

Basic training for new graduation
employees (hired by HQ)

2

59

SeminarBlack Illumination

Employees at worksites in Japan and overseas were invited to submit
photographs on the themes of environmental improvement efforts as CO2
reduction and biodiversities. Posters showing the winning entries weredisplayed.

ECOLY—Points Program for Environmental Activities*Seminars are aimed at Olympus Group companies in Japan.

In fiscal 2009, Olympus launched the ECOLY (ECO + Olympus)
points program for environmental activities. This in-house program is designed to encourage as many employees as possible to join in environmental activities by placing interesting
information about the environment and related activities, suchas CO2 reduction, 3R (Reduce, Reuse, Recycle) activities, andthe conservation of water resources, on the intranet. The aim
is to make ecological action fun. For example, employees who
participate in the ECOLY program earn points according totheir level of environmental contribution and can redeem thosepoints for eco-goods.

 umber of Personnel with Environmental Management
N
Qualifications
Qualifications

Pollution
ControlManagers

Number of Internal
Personnel Standard

Number of
Legally-Qualified
Personnel

Air

28

12

2

Water Quality

80

26

16

Noise

9

6

0

Vibration

6

6

0

58

16

14

Managers for Industrial Waste
Requiring Special Treatment*This information refers only to Olympus Group companies in Japan.

Olympus Corporate Social Responsibility Report 201160

Local Activities
The Olympus Group implements unique environmental initiatives and social contribution activities targeted
toward local communities. A selection of these activities is introduced on this page. Detailed information can befound on our website.
WEB

Activities in Japan (Only in Japanese)WEB

Activities in other countries

http://www.olympus.co.jp/jp/corc/csr/social/domestic/

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

Japan
Research and Development Center● Manufacture and Sales of Organic

Fertilizer by People with Disabilities
Organic waste from dining rooms is converted into organic fertilizer using in-housefertilizer manufacturing facilities. Olympus
Supportmate Corporation, a special-purpose
subsidiary established for employees withdisabilities, packages the fertilizer for sale tolocal farmers and at roadside rest areas.
● Establishment of CO2 Reduction

Promotion Committee
Olympus has established a CO2 Reduction
Promotion Committee made up of members
selected from nine areas of activity within its
business sites. The task of the committee
is to promote the efficient reduction of CO2
emissions from business sites, and to ensure compliance with the amended Tokyo
Metropolitan Ordinance on Environmental
Preservation. It meets five times a year to
discuss measures to reduce energy andelectric power consumption.

Hinode Plant● Waste Reduction through MFCA

Process Analysis
Material waste was reduced by 40% andmaterial consumption by 30% throughmodifications to raw material formats andprocessing procedures. The changes werebased on process analyses of parts processed at the Hinode Plant using material
flow cost accounting (MFCA) techniques.

Tatsuno Plant● Donations Used to Fund Tree-Planting

to collect donations to support a local treeplanting program. A total of 52 Japanesemaple trees were planted in local parks as
a result of this initiative, which was warmly
welcomed by local residents.
● 80% Employee Participation in

No-Car Days
Employees at the Tatsuno Plant have observed no-car days every wednesday since2008. Each year over 80% of employees
have participated in this program, which has
reduced CO2 emissions by 60 tons per year.
Participation has reached almost 100%
during no-car weeks implemented in June,
which has been designated as Environment
Month. This high level of support ensured
even greater results.

Ina Plant● Plant Tour for Community
PHOTO 1
Environmental Workers
In response to a request from community
environmental workers in Ina City, a plant
tour was arranged for approximately 50
people. The tour, which included a briefing
on environmental initiatives at the plant andfuture plans, made an important contribution to environmental communication withthe local community.

● Work Experience Program
PHOTO 2for High School Students
The Ina Plant provides work experience opportunities for students from local junior andsenior high schools. Participants learn about
the satisfaction and challenges of work andare given experiences that would only bepossible in a microscope plant, including
practical training using lens components,
and instruction in microscopic observation.

● Greenhouse Gas Emissions Reduced

through Process Review and Solvent
Changes
A new IPA vapor system was installed, allowing lenses to be dried after washing with
IPA vapor instead of HFCs. The amount ofsolvents used was also reduced. Where it
was not possible to avoid the use of solvents despite the process modification, thesolvents used previously were replaced with
HFE-7100, which has a low greenhousegas conversion coefficient. These initiatives
reduced CO2 emissions by approximately
1,000 tons per year.

Shirakawa Plant● Proceeds from Sale of Recycled Goods

Used to Fund Cherry Tree Planting
Proceeds from the 14th annual recycledgoods bazaar in November were used
to fund the planting of cherry trees in the
grounds of the Shirakawa plant.
● Wheelchairs Donated

PHOTO 3

When two wheelchairs provided for the useof visitors to the plant were replaced, the oldwheelchairs were donated to a social welfare group in Nishigo Village.

● Raising Environmental Awarenessthrough No-Car Days
In addition to comprehensive clean-up
programs in the surrounding area, theShirakawa Plant also helped to improve environmental awareness and reduce greenhouse gas emissions by implementing nocar days for employees. Operations at theplant were suspended for one month after
the Great East Japan Earthquake. However,the plant was quickly repaired, and environmental initiatives were resumed as soon as
production commenced.

No-car days were used as an opportunity

PHOTO 1

Community environmental workers
from Ina City tour the Ina Plant.

PHOTO 2Students gain workplace experience in a
microscope manufacturing facility.

Olympus Corporate Social Responsibility Report 201161

PHOTO 3Wheelchairs that were no longer
required were donated to a social
welfare organization.

Local Activities● Internship Program

Tokyo Office● Community Clean-Up Program

PHOTO 4

In December employees from the Tokyo
Office cleaned streets in the surroundingarea as a community contribution initiative.
Despite extremely cold weather, participants
gathered and sorted significant amounts oflitter.

● Training in AED Use

PHOTO 5Vending machines in employee lounges
on each floor of the Tokyo Office were recently replaced with models equipped with
automated external defibrillators (AEDs). To
ensure that as many employees as possible
would be capable of using these devices, instructors from the Shinjuku Fire Station wereinvited to the office to present lectures onbasic lifesaving. Approximately 160 people,
consisting mainly of members of the inhouse fire-fighting team, attended the lectures and received lifesaving certificates.

Aomori Olympus Co., Ltd.
● Instructor Provides Coaching for

National Mechanical Inspection
Qualification Tests
Aomori Olympus sent an instructor to
Aomori Technical High School to provide
coaching in the use of measurement equipment and help students prepare themselvesmentally for measurement tasks. Six of thestudents who attended the lectures passed
the exams and became the first students in
Aomori Prefecture to qualify as mechanicalinspectors.

In August 2010, Aomori Olympus acceptedinterns from technical colleges, universities
and graduate schools. The schools that requested the internships were very pleased
with the program, saying that it provided
their students with an opportunity to experience work at first hand, to discover theirshortcomings, and to consider what theyneeded to study in their courses.

● Ongoing Tree-Planting Program incourage employees to commute using public transport or other methods that reduce
CO2 emissions, instead of motor vehicles.
This year this initiative reduced CO2 emissions by approximately 3 tons. In the fall,awards were presented to the five employees that made the biggest contribution to
the reduction of emissions.

Olympus Logitex Co., Ltd.

the Shirakami Mountains Area PHOTO 6
Since 2007, Aomori Olympus employees
have been contributing to nature conservation and the local community by planting
trees in the Shirakami Mountains, a registered World Heritage site. This year approximately 55 employees planted around 120
beech trees under the supervision of the
Shirakami Mountain Preservation Society.
Aomori Olympus also supported this nonprofit organization by donating second-handbooks collected within the company.

● Modal Shift for Pallets Used for

Aizu Olympus Co., Ltd.

● Participation in Early Morning● Engineer Seconded to Local HighPHOTO 7
SchoolIn 2010, an engineer from the Aizu Olympus
Skills Training Center was seconded to Aizu
Technical High School to provide instruction in basic lathe skills. The participating
students won a convincing victory in the
Tohoku regional finals of a manufacturing
skills competition for high school students.

PHOTO 8
Shipments from Suppliers
CO2 emissions were reduced by 16 tons per
year through the active use of rail transportation not only for product shipments fromfactories and transfers between warehouses in Kawasaki and Osaka, but also for the
return of pallets used to ship goods fromsuppliers.

Olympus Medical Science Sales
Co., Ltd.
Voluntary Community Clean-Up
PHOTO 9Campaign
All employees at the Hachinohe Office participated in this voluntary environmental
beautification program, which was organized as a collaborative initiative by citizens
and the City of Hachinohe. Participants got
up early on two weekend mornings to clean
beaches and city areas.

● Awards for Eco-Friendly Commuting

Every spring and fall, Aizu Olympus runs
eco-friendly commuting campaigns to en-

PHOTO 4

Employees clean streets around theplant.

PHOTO 6

Tree-planting in the Shirakami
Mountains

PHOTO 8Olympus Logitex has implemented amodal shift for the return of empty pallets used for shipment from suppliers.

PHOTO 5

Instructors from the Shinjuku Fire
Station were invited to present lectures
on basic lifesaving.

PHOTO 7

Victory in the Tohoku finals of amanufacturing skills competition forhigh school students

PHOTO 9

Employees of Olympus Medical
Science Sales participate in voluntarycommunity clean-up program.

Olympus Corporate Social Responsibility Report 201162

Local Activities

Overseas
EuropeNorth America

Olympus Europa Holding GmbH(OEH)

Olympus Corporation of
the Americas (OCA)/
Olympus America Inc. (OAI)/
Olympus Imaging America Inc.
(OIMA)[Corporate Headquarters]● Bicycles Used to Promote
PHOTO 1
Environmental AwarenessIn addition to the purchase of green electric power (see Page 55), OEH also supports bicycle commuting for its employees
during the summer (June–August). The
purpose of this program is to reduce environmental loads resulting from commuting.
On Environment Day (June 11), professional
mechanics checked and adjusted bicycle
brakes, gears and lighting free of charge inthe company parking lot. OEH also installedbicycle-powered generators to provide employees with a better understanding of theamount of effort required to produce electrical energy.

KeyMed (Medical & Industrial
Equipment) Ltd.
● Independent Verification of Energy

Savings
Twelve groups chosen from within the company proposed and implemented singleyear programs as part of the company’s
five-year environmental improvement plan.
These programs yielded significant results,
including reductions in electric power consumption, which were verified independently
by the British Standards Institute (BSI).

Olympus Surgical Technologies
Europe (OSTE) [Hamburg]● Wastewater Reduction Facilities

Installed
OSTE saves the equivalent of 2,333 tons of
CO2 per year by purchasing green electric
power (see Page 55). Like electric power,
water is also a valuable resource, and OSTE
worked to reduce the amount of wastewater produced by preparing for the start-up ofwater recycling systems in June 2011. The
new facilities will allow the company to treat
water on-site.

PHOTO 1OEH is encouraging employees tocommute by bicycle.

● Community Contribution through the

Visionary Volunteers Program
Employees and their families contributeto the communities in which they residethrough the Visionary Volunteers Program.
One of the areas targeted is an historic canal following the course of the Lehigh Riverin Pennsylvania, where volunteers are engaged in conservation efforts, including the
replanting of vegetation in areas affectedby erosion. Volunteers also took part in
the International Coastal Cleanup on Long
Island.
● Supporting Patient Safety

Olympus America (OAI) provides financial
support to the Association of periOperative
Registered Nurses (AORN), an organization
dedicated to patient safety. Funds donated
to AORN are used to provide scholarships
for nurses as part of efforts to improve safety for patients undergoing surgery.

● Ongoing Initiatives to Raise

Awareness of Colorectal Cancer
PHOTO 2Olympus America (OAI) is engaged in a continuing effort to educate the public aboutcolorectal cancer. In partnership with Fight
Colorectal Cancer, the Prevent Cancer
Foundation and other groups, OAI supported a colorectal cancer examination event inWashington DC and implemented various
initiatives in cooperation with government
officials and medical professionals.

electric power and resource consumption
at corporate headquarters, activities also
include initiatives in partnership with the utilities that supply electric power to households
to make effective use of landfill waste, thevolume of which is high in the United States
because of the limited use of incineration.
Examples include the use of waste to generate electric power.

Olympus America Inc.
[National Service Center (NSC)]● Donations through Corporate Events

NSC donated $5,600 and 100 poundsof canned tuna to the Second Harvest
Food Bank of Santa Clara and San MateoCounties. The funds were collected by employees at lunchtimes and through bowlingand hula hoop competitions. There was also
a $1,390 donation to the American Cancer
Relief Society.

● Environmental Load Reduction Efforts

Based on Regional Characteristics
Efforts to reduce environmental loads continued in 2010. For example, a 5% year on
year reduction in water use was achievedby modifying sprinkler systems. This saving was particularly significant because of
the serious drought affecting San Jose,
California. Initiatives during Environment
Month included not only efforts to prevent
global warming and increase resource recycling, but also water conservation throughthe planting of drought-resistant species ingreen areas around the plant.

● Launch of Olympus Green Team
PHOTO 3The Olympus Green Team was established
as a vehicle for employee initiatives to improve the attractiveness and safety of worksites and communities by reducing environmental loads. In addition to efforts to reduce

PHOTO 2OAI supports events to promotecolorectal cancer examinations.

Olympus Corporate Social Responsibility Report 201163

PHOTO 3A panel display concerning the activities of the OCA Olympus Green Team

Local Activities

Olympus Gyrus Inc. (OGA)● Community-Focused Voluntary
PHOTO 4
Activities
Voluntary activities continued throughout theyear. Community-based initiatives included
food donations and a clean-up program at
the Stamford Museum & Nature Center. In
addition, donations were made to victims ofthe tsunami caused by the Great East Japan
Earthquake.

● Safety Included in Environment Day
PHOTO 5
Activities
In June all employees took part in eventsstaged at corporate headquarters to raiseawareness of safety and the environment.
There were lectures by local police, firefighters and suppliers about safety and energy
conservation. Other topics covered included
resource recycling, such as the 100% recycling of paperboard boxes and wooden
pallets, and the purchasing of eco-friendly
office and home products. In addition, ecobags were distributed to raise the environmental awareness of participants.

Other Regions
Olympus (Shenzhen)
Industrial Ltd. (OSZ)● Book Recycling Initiative by

Employees
During a six-month period, 300 books wereshared within the company under an initiative to encourage employees to recycle

books and magazines that they have finished reading with other employees. This
program was welcomed not only as a wayof reducing waste, but also because of its
value as an efficient approach to the acquisition of new knowledge.
● Installation of “Green Curtains”
PHOTO 6“Green curtains” were created along theouter walls of the factory and administrativebuildings by planting a variety of species, including Momordica charantia (bitter melon),
loofah and Japanese honeysuckle. These
curtains will reduce indoor temperatures byreducing exposure to the sun in summer. In
addition, employees are able to enjoy thevegetables and flowers produced by theplants while also gaining a first-hand awareness of environmental issues.

Olympus (Beijing) Industry &Technology Ltd.
[PanYu Factory](OGZ)● Environmental Education andFirefighting and Evacuation Drills for
PHOTO 7All Employees
During Environment Month, OGZ ran a lecture program for all factory employees. The
aim of this initiative was to foster awareness of the environment, both at work andat home, by presenting case studies about
environmental contamination accidents andteaching day-to-day environmental protection skills. In November, the company also
strengthened safety preparedness by implementing evacuation, emergency rescue andfirefighting drills based on a fire disaster
scenario.

Olympus Optical Technology
Philippines, Inc. (OPI)● Continued Commitment to Tree-

Planting Program
OPI employees undertook a tree-planting
project as part of a nature conservation
initiative that began in 2005. In 2010, mangrove trees were planted on Olango Island,
Cebu.
● Emphasis on Environmental

Education for Employees
Priority is being given to environmental education for new employees. In addition to basic education about the causes and effects
of environmental problems, employees also
learn about the maintenance and improvement of environmental management systems. The aim is to train employees to be
more environmentally aware and better able
to contribute to environmental protection.

Olympus Singapore Pte Ltd. (OSP)● Voluntary Activities by Employees
PHOTO 8OSP contributes to local communities
through voluntary welfare activities. In
September, employee volunteers created
opportunities for friendship encounters withresidents at Singapore Cheshire Home, acenter for people with disabilities. Ongoing
activities include the invitation of residents tovisit the Singapore Flyer, which is one of theworld’s biggest observation wheels.

PHOTO 4

Clean-up activities in Nesher, Israel

PHOTO 6“Green curtains” at OSZ

PHOTO 8PHOTO 5

Employees receive eco-bags.

PHOTO 7A fire drill at OGZ

PHOTO 8Olympus Corporate Social Responsibility Report 2011

64

Friendship encounters with residents at
a center for people with disabilities

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

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

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

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

Olympus Group employee orfamily member 7%

Not very impressed 0%
Very good 38%

Resident near Olympus Groupbusiness site 4%

So-so 17%

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

CSR/environmentalorganization 7%

Good 45%

Media worker 0%
Supplier 4%

Research/education
worker 4%

Government
administration 4%

Shareholder/investor 11%

Circumstances of donation survey participants (total responses: 502)
Resident near Olympus Groupbusiness site 0%Assessments by donation survey participants (total responses: 502)

Others 9%

Not impressed 0%

Not very impressed 1%
Very good 19%

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

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

Media worker
0.2%
Research/
education
worker 2%

Good 53%
Supplier 1%

Government
administration 0.4% Shareholder/investor 2%

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

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

Resulting changes to the Olympus Corporate Social Responsibility Report

There should be detailed information about risks andother key items.

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

There should be descriptions of activities in eachsegment.

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

Olympus Corporate Social Responsibility Report 201165

Corporate Profile/Financial Highlights

Foreword to the Olympus CSR Full Report

Please visit investor relations website for
updates and detailed information.

We have decided to publish the CSR Reports for 2011
in PDF form only because of concerns about possible
shortages of paper and ink resulting from the unprecedented devastation caused by the Great East Japan
Earthquake. We apologize for any inconvenience that
this may cause to stakeholders.
This year’s CSR Report consists of the Digest, theFull Report and information on our website. The Digest
provides a general overview, while detailed information
can be found in the Full Report and on the website.
We developed this structure with the aim of informing
stakeholders as clearly as possible about the CSR initiatives of the Olympus Group.
We have also made changes to the survey implemented in conjunction with the CSR Report, which isan important tool for communication with stakeholders. Instead of the paper survey form included in thereports in previous years, we have actively expanded
the use of the website for this purpose. We hope thatas many stakeholders as possible will participate in thissurvey, so that we can apply this valuable input to our
future CSR activities.
Our Corporate Strategic Plan (CSP) includes acommitment to work toward the solution of social issues from a global perspective. We are fulfilling thatcommitment by focusing on the needs of society bothwithin and beyond our business areas, and by carefully identifying global issues and working toward theirsolution.
In addition to specific descriptions and detailed
data about our initiatives, this year’s CSR Report also
provides easy-to-understand information, including
highlights, results of key initiatives, and our efforts in
response to the Great East Japan Earthquake. There isalso information about CSR management, such as theestablishment of the CSR Committee, the reinforcement of compliance systems, the improvement of education, and the promotion of CSR procurement.
We will continue to identify social issues and values from a global perspective within the framework of
our “Social IN” management philosophy, and to build
dialog with stakeholders by providing with clear information about the results of activities through the CSR
Report and other forms of communication.

WEB	Investor Relations
http://www.olympus-global.com/en/corc/ir/summary/● Olympus Corporation

Established
October 12, 1919
Head office	Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome,
Shinjuku-ku, Tokyo 163-0914, Japan
Activities	Manufacture and sales of precision equipment
Capital¥48,332 million
Consolidated net sales, operating income, net income■ Consolidated net sales■ Operating income■ Net income(Millions of yen)

1,200,000

1,061,786

1,128,875
980,803

800,000

883,086 847,105

400,000
112,623

98,729060,14934,587-200,000

57,96947,763-114,810
2009
2007
2008

35,36047,7792006

 egment contributions toS
978,127
consolidated
net sales infiscal 2010
Others 5.9%

2010 (fiscal years)

 onsolidated net sales byCmarket in fiscal 2010

Medicalsystems
42.0%

Information
andCommunication
24.7%

7,381

62,523

Others 3.2%
Asia/
Oceania
11.5%

Japan
45.6%

28,564
2005

Imaging
Systems
15.5%

Life Science& Industrial
11.9%

Europe18.2%

North America
21.5%

Consolidated number of employees
40,00032,95835,77236,50335,376

2007

2008

2009

34,391

30,00020,00010,0000

2006● Business Fields

Medical Systems

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

Life Science & Industrial

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

Imaging Systems

Manufacture and sale of digital cameras andrecordersHisashi Mori
Executive Vice President andExecutive Officer in charge ofCSR Division
Olympus Corporation

Information and Communication
Sale of mobile telephones, etc.

Other Activities

Development of systems, manufacture and sale ofbiomaterials, etc.

Olympus Corporate Social Responsibility Report 2011

66

2010 (fiscal years)Olympus Corporation

Contact

CSR Department, CSR Division
Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Tokyo 163-0914, Japan TEL: +81-3-6901-9299 FAX: +81-42-642-9017 E-mail: csr_info@ot.olympus.co.jp
Olympus Corporation Social Responsibilities Activities website http://www.olympus-global.com/en/corc/csr
Translated Japanese version of October issued on November 7, 2011. Next volume scheduled for issue in August 2012.