CSR DATA BOOK

2018

The Olympus Group’s Corporate Philosophy and CSR
All the Olympus Group’s activities are founded on its corporate philosophy: “Our Purpose” and “Our Core Values.”
OUR PURPOSE

Making people’s lives healthier,safer and more fulfilling

INTEGRITY

We are trustworthy
and act in good faith

UNITY

We are strongest
when we work
together as a team

EMPATHYOUR COREVALUES

We care about allof our stakeholders

LONG-TERM VIEW
LONG-TERM
VIEWAGILITY
AGILITY
We challenge the statusWetheminds,
statusquochallengewith open
quo
with
open
minds,
focus andspeed
focus and speed

We look beyond the
We look tobeyondpresent
deliverthe
present
to deliver
future value
future value

Our Purpose
Making People’s Lives Healthier, Safer and More Fulfilling
Supporting cutting-edge medical procedures and scientific discoveries. Helping make people feel safer andmore secure. Capturing life’s most precious moments. Through our business activities, we aim to contribute to
global society by making these things happen. This is the purpose of our existence.

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

Approach to CSR
Through its CSR activities, the Olympus Group responds to the needs and expectations of society and fulfills its
obligations and responsibilities.
We believe that to justify the continuing existence of Olympus as a company and contribute to “making
people’s lives healthier, safer and more fulfilling, we must fulfill our responsibilities through dialogue with all
stakeholders (persons and organizations with which we interact through our business activities), including
customers, suppliers, shareholders and investors, as well as employees and their families, local communities*,
and the international community*.
*Local communities and the international community include general citizens, NGOs, NPOs, the government, and international organizations.

OLYMPUS CSR DATA BOOK 20181

About the Editing Process

External Assurance

From 2018, the Olympus Group’s Annual Report is being
published as an integrated report. Detailed information related
to CSR will be published in the Olympus CSR Data Book 2018,
rather than in the CSR Report.
The reporting format used in this report is in line with thestandard disclosure items of the Global Reporting Initiative (GRI)
Sustainability Reporting Standard, the international standard for
CSR reporting. The report also contains details of the Group’s
corporate governance structure and policies as well as wide-ranging
activities from each of the social and environmental perspectives.

Scope of external assurance: The amounts of CO2 emissions andenergy consumption
Scope 1, Scope 2, and Category 4 (emissions from upstream
transportation and distribution) of Scope 3
External Assurance Organization: Lloyd’s Register Quality
Assurance Limited (LRQA)¢ Publication Date
[Annual publication (Japanese and English editions)]l Japanese edition: September 5, 2018
(The previous edition was published on August 31, 2017. The
publication of the next edition is scheduled for August 2019.)
l English edition: September 28, 2018
(The previous edition was published on September 30, 2017. The
publication of the next edition is scheduled for September 2019.)

Reference Guidelinesl GRI, Sustainability Reporting Standard
The report does not, however, address all of the requirements of
the “comprehensive” and “core” level options of the guidelines.
l
Environmental Reporting Guidelines (2012) of the Ministry of
the Environment, JapanThe ISO 26000 guidelines and the 10 Principles of the United
Nations Global Compact were also used as reference whenselecting items for inclusion in the report.

¢ Information Disclosure/Distribution MediaThe Olympus Group is ramping up efforts to disclose anddistribute information in a bid to provide stakeholders with adeeper understanding of its activities. Excluding the integrated
report and CSR Data Book, the principal tools used to discloseand communicate this information are as follows:l Principal corporate information disclosure and distribution media
http://www.olympus-global.com/en/• The Olympus Group websitel Financial information disclosure and distribution media
https://www.olympus-global.com/en/ir/data/• Financial Results• Medium-Term Management Plan
• Corporate Disclosure• Securities Reports and other materialsl CSR related information disclosure and distribution media
https://www.olympus-global.com/en/csr/• CSR activity website

Period Covered by the Report
Organizations Covered by the Report
This report covers the activities of the Olympus Group, which forreporting purposes covers Olympus Corporation as well as its 98
consolidated subsidiaries and two affiliated companies as of March
31, 2018.
In principle, the organizations covered by the report are as
follows (any change in the reporting organizations covered withrespect to a specific matter is identified separately).
lCorporate governance: The Olympus Groupl
Social aspects: The Olympus Group (However, some part of
information such as human resources, etc. covers Olympus
Corporation or domestic Olympus Group)l
Environmental aspects: Olympus Corporation, Olympus
Medical Systems Corporation, and their main domestic andoverseas business enterprises. (However, small businesses are
excluded.)

Inquiries on this Data Book:
https://contact.olympus.co.jp/webapp/form/20709_nqeb_15/index.doDisclaimer
This report includes past and present performance details of
the Olympus Group, and outlines the Group’s plans and outlook
as of the date of publication, along with forecasts based on
management plans and policies. These forecasts represent
assumptions and determinations based on information available tomanagement as of the date of the report. Accordingly, the actual
results of future activities and events may differ materially fromforecasts due to a variety of factors.

Note: As the environmental performance data has been revised due toexpansion of the coverage of information to be disclosed, the data
values may differ from past disclosed environmental performance.

Period Covered by the Report [April 1, 2017–March 31, 2018]
The report contains some information outside this period.

Contents
The Olympus Group’s Corporate Philosophy and CSR 
About the Editing Process Society

1
2

Employment and Labor Relations 
Occupational Safety and Health Training and Education 
Diversity and Equal Opportunity 
Human Rights Fair Business Practices Product Responsibility Social Contribution Activities 

ProfileCompany Outline Business Overview and Markets Served Communication with Stakeholders 3
4
7

GovernanceCompliance 
CSR Management 

8
13

18
20
25
27
33
35
41
47

Environment*Please refer to the Integrated Report regarding the Group’s Corporate
Governance.

Environmental Management Environmental Performance 

49
54

Assurance Statement related to GHG Emissions 
GRI Content Index 

63
65

OLYMPUS CSR DATA BOOK 20182

Profile

GovernanceSociety

Environment

ProfileCompany Outline
Company Name: Olympus Corporation
Established: October 12, 1919
Head Office: Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Shinjuku-ku, Tokyo 163-0914, Japan
Business Lines: Manufacture and sales of precision machineries and instruments
Capital: 124.56 billion yen (As of March 31, 2018)
Consolidated headcount: 35,933 (As of March 31, 2018)
http://www.olympus-global.com/en/corc/o_top/

Financial Highlights◎ Net Sales/Operating Income (Consolidated) (billion yen)
Net Sales

Operating Income
120

1,200

104.5
91

900

73.4
600

764.7

804.6

71.2

90

81
786.5

713.3
740.6

60
*From the FY2017 consolidated cumulative first quarter, the Olympus
Group voluntarily started utilizing the International Financial
Reporting Standards (IFRS) in its consolidated financial statements.
For comparison purposes, we also present the FY2016 consolidated
financial statements in IFRS format.

30

300
Net Sales

0

2013

2014

2015

2016

2017

(FY)

0

◎Share of Net Sales by Business Segment (Consolidated) (billion yen)

◎Net Sales by Region (Consolidated) (billion yen)

Other
9.9 (1.3%)

Other
18.7 (2.4%)

Medical616.3 (78.4%)

Imaging60.3 (7.7%)
Scientific Solutions
100 (12.7%)
Endotherapy
79.1

786.5 billion(FY2017)Japan
153.8 (19.6%)

Asia and Oceania
160.5 (20.4%)

Endoscope
336.8

786.5 billion(FY2017)

Europe191.1 (24.3%)

North America
262.5 (33.4%)

Surgical
200.4

Business Areas
The Olympus Group has continued to expand its global business activities since its foundation in 1919.
Please refer to the following website for details regarding specific locations, names and profiles of Group companies.
https://www.olympus-global.com/company/base/

OLYMPUS CSR DATA BOOK 20183

Profile

GovernanceSociety

Environment

Business Overview and Markets Served
The Olympus Group works diligently to both create and provide new value as a part of efforts to contribute tosociety through its Medical, Scientific Solutions, and Imaging businesses.

Medical BusinessBusiness Overview
At Olympus, we work with health care professionals every day, matching our innovative capabilities in medical
technology and precision manufacturing with their skills to provide the best possible outcomes for patients andsociety. As the healthcare industry focuses on early detection of diseases and minimally invasive procedures,
Olympus is there to deliver the diagnostic and therapeutic technologies they need to treat their patients.
Social Responsibility and Expectations
Medical Progress
Olympus engages in activities that aid in the progress of medicine through its R&D endeavors and efforts toprovide medical devices while paying close attention to the opinions of medical professionals.
Improving Patients’ QOL
Olympus is making every effort to help improve the quality of life (QOL) of patients both during and after treatmentby providing medical devices that are used in the early diagnosis of diseases and in minimally invasive therapy.
Reducing Medical Costs
The early diagnosis of disease as well as minimally invasive therapy help to shorten the periods that patients are
hospitalized and require treatment. Olympus is in turn helping to reduce medical expenses by supplying mainly
endoscopes and other medical devices.
Markets Served
GI&R (gastrointestinal and respiratory) Business Unit
Gastrointestinal endoscopes, bronchoscopes, ultrasound endoscopes, endoscope reprocessors, endotherapy
devices, capsule endoscopes, endoscopic information systems
GS (general surgery) Business Unit
Surgical videoscope systems, surgical energy devices, operating room systems integration
Uro/Gyn (urology/gynecology) Business Unit
Urology (Bladder, renal pelvis endoscopes), gynecology (hysteroscopes), resectoscopes, urinary stone treatment
devices
ENT (ear, nose, and throat) Business Unit
Rhino-laryngo endoscopes, Multidebriders, bipolar electrosurgical units
MS (medical service) Business Unit
Repair and maintenance of Olympus-manufactured products, single- and multi-year repair and maintenancecontracts

Video endoscope systems

Surgical energy devices

Resectoscopes

OLYMPUS CSR DATA BOOK 20184

Multidebriders

Profile

GovernanceSociety

Environment

Scientific Solutions BusinessBusiness Overview
Olympus globally contributes to the health and safety of society in numerous ways through R&D in healthcare,life science and industrial fields. Other services provided by Olympus include production site quality control andinspections of social infrastructure, such as large industrial plants and aircraft.
Social Responsibility and Expectations
Advancing Life Science Research
By supplying biological microscopes and bioimaging systems, Olympus supports basic life science researchthat leads to new medical knowledge, including regenerative medicine research and research into brain
functions and diseases.
Providing Safety
Olympus is helping to make the world we live in safer by supplying equipment used to maintain and inspectsocial infrastructure and lifelines, such as the body and engine of aircraft, roads, bridges, overpasses, power
generation facilities, chemical plants, pipelines, and water supply and wastewater systems.
Contributing to Industrial Progress
Olympus contributes to industrial efficiency and progress by supplying industrial inspection equipment used inresearch and quality control in such areas as mechanical and electronic parts and raw materials.
Markets Served
Biological Microscope Systems
System biological microscopes, inverted biological microscopes, stereo microscopes, confocal laser scanningmicroscopes, single-molecule fluorescence detection systems, microscope system equipment, and peripherals
Industrial microscope systems
Metallurgical microscopes, semiconductor inspection microscopes, flat-panel display inspection systems, laser
microscopes, measuring microscopes, digital microscopes, and peripherals
Remote visual inspection products and non-destructive testing products
Industrial videoscopes, industrial fiberscopes, industrial rigidscopes, peripherals, ultrasonic flaw detectors, eddy
current flaw detectors, phased array flaw detectors, X-ray fluorescence analyzers

Biological microscopes

Industrial microscopes

Industrial videoscopes

OLYMPUS CSR DATA BOOK 20185Ultrasonic flaw detectors

Handheld X-ray
fluorescence analyzers

Profile

GovernanceSociety

Environment

Imaging BusinessBusiness Overview
Olympus creates innovative digital cameras that include a mirrorless interchangeable lens camera, the OM-D
series which incorporates a built-in electronic viewfinder, the compact and lightweight PEN series, and the
TOUGH series of compact digital cameras. These products offer sophisticated and innovative features and haveestablished a new style of photography that opens up new possibilities for digital cameras.
Social Responsibility and Expectations
Enriching Lives
Olympus contributes to enriching people’s lives by offering them the “joy of photography and expression bypushing the envelope of photography,” delivering high resolution, high performance and highly mobile mirrorlessinterchangeable lens cameras, high optical performance interchangeable lenses, dust, water, freeze and shock
proof compact digital cameras, and the “joy of living with voice and sound” through audio recorders capable ofhigh-quality recording in all recording environments.
Building a Barrier-Free World
Olympus provides audio recorders equipped with audio guide functions designed for optimal ease of use. BothIC recorders and digital cameras employ a logical and intuitive user interface design and Color Universal Design
to enhance visibility for people with different vision characteristics.
Markets Served
CamerasInterchangeable lens camera body and lenses, compact digital cameras, accessories
Other
Audio recorders, linear PCM audio recorders, binoculars

Interchangeable Lens Camera OM-D E-M1 Mark II

Compact Digital Camera TG-5

OLYMPUS CSR DATA BOOK 20186

Linear PCM Audio Recorder LS-P4

Profile

GovernanceSociety

Environment

Communication with Stakeholders
Under our corporate philosophy, “Making people’s lives healthier, safer, and more fulfilling,” Olympus responds tostakeholders’ expectations at a high level, conducts itself as a model corporate citizen, and aims at sustainablegrowth together with society.
We also disclose corporate information, such as management policy, financial condition, status of businessactivities, CSR activities and our product & service information in a fair, timely, appropriate and active mannerbased on our Information Disclosure Policy (see page 38), in order to gain the correct understanding and trust of
all our stakeholders.

Examples of Communication with Stakeholders
Customers
The Olympus Group actively promotes dialogue
with its customers through each of its Medical,
Scientific Solutions, and Imaging businesses. In
doing so, the Group strives to better understanda wide range of diverse latent needs and to
propose and provide products and services in atimely manner.
To solve customers’ issues, Olympus has
set up customer call centers for each businessin Japan and overseas and is expanding
opportunities to interact with its customers
through seminars and other initiatives.

Shareholders and Investors
Olympus will disclose corporate information,such as management policy, financial condition,
status of business activities and CSR activities
in a fair, timely, appropriate and active manneraccording to its “Information Disclosure Policy.”
When announcing our financial results, wehold IR meetings to explain the results and publish
financial data. In addition, we use our website to
distribute presentation materials and stream video
images of IR meetings, including Q&A sessions.

Suppliers
Once a year, the Procurement Policy Meetingis held with key domestic suppliers for eachbusiness for the purpose of sharing with them
the business strategies and procurement policyof the Olympus Group.
In addition, suppliers can access ourCompliance Helpline, which is used to reportcompliance issues or seek advice on compliancerelated matters.

Employees and Their Families
In addition to drawing out the opinions of
employees and workplace issues, Olympus
actively holds town meetings that provide
opportunities for direct exchanges of views
between the senior management and employees.
Furthermore, we conduct employeequestionnaire surveys for continual verificationand improvement of the Group’s corporate
culture. The results of these surveys are reflectedin various initiatives including Group-wide events
that include the participation of employees andtheir families.

Communities
We actively participate in various community
activities as part of our efforts to inform a wide
range of stakeholders, including communities,
schools and businesses located near ourbusiness facilities, about the activities of the
Olympus Group.
We also organize facility tours and work
experience opportunities based on thecharacteristics of each business site. Other
initiatives include the provision of instructors toschools, and participation in and support forcommunity events.

International Community, Civil Society
Since 2012 we have studied human rights issues
in cooperation with NGOs and NPOs throughour participation in the Human Rights Due
Diligence
Workshops run by the Nippon CSR Consortium.
In addition to reviewing our company’s
approach to contributing to the UN Sustainable
Development Goals (SDGs), we are also involvedin various social contribution activities.

Investor Information https://www.olympus-global.com/ir/

OLYMPUS CSR DATA BOOK 20187

Profile

GovernanceSociety

Environment

Compliance
Basic Stance & Policy
Olympus Group Corporate Conduct Charter
We adopted the Olympus Group Corporate Conduct Charter and Code of Ethics in September 2004 as thebasis of all Group employee actions. As the Olympus Group Corporate Conduct Charter and Code of Ethics are
a comprehensive declaration of Olympus’ stance on CSR, we formulate various CSR-related policies based onthese codes.
In response to a series of problems concerning false statements for the purpose of deferring record oflosses in the Annual Securities Reports uncovered in 2011, we revised the Olympus Group Corporate Conduct
Charter and Code of Ethics in June 2012 to promote thorough compliance by reflecting discussions among
workplace leaders as well as the opinions of domestic and overseas Group employees. These revisions reflect
our basic philosophy on social responsibility required by ISO 26000, UN Global Compact, OECD Guidelines
for Multinational Enterprises 2011, and other international guidelines. We modified the Olympus Corporate
Philosophy in May 2018, and the Corporate Conduct Charter has been revised accordingly.
Olympus works to raise awareness of the Olympus Group Corporate Conduct Charter and Code of Ethics
through various employee-oriented materials, training for new hires, during promotions, and at all levels, ande-learning programs.
◎ Olympus Group Corporate Conduct CharterAll our activities are based on our corporate philosophy of “Making people’s lives healthier, safer and more
fulfilling.” Following this philosophy, at the Olympus Group, we are committed to conducting our affairs
with a strong sense of ethics, and accordingly, will strictly comply with all relevant laws and regulations.
All members of the management team and all employees of the Olympus Group hereby pledge to act inaccordance with the Corporate Conduct Charter in their global corporate activities.
1. Adherence to High Ethical Standards
We will prioritize the spirit of complianceunder any circumstances and will nevertolerate any action that violates laws andregulations, social norms or internal rules.
We will create an environment within theorganization where no concern pertaining
to compliance will be ignored.
Moreover, we will implement training
and provide guidance to all parties
concerned.
We will consistently oppose anyantisocial force or organization posing
a threat to the order and safety of civilsociety and completely dissociateourselves from any relation with them.
2. Respect for Human Rights
In all corporate activities, the Olympus
Group will respect all internationallyrecognized human rights and will prohibit
forced labor, child labor or discrimination
based on race, beliefs, gender, age,social position, family lineage, nationality,
ethnicity, religion or disability.

3. Delivering Innovative Value
Olympus strives to play an integral rolein helping people around the world leadhealthier and more fulfilling lives. To
enhance people’s lives, the Olympus Groupwill continue to offer innovative value. To
that aim, we constantly seek to provide
safe, high quality products and services
that engender loyalty and affection for ourbrand and that are meaningful to society,while taking sufficiently stringent measures
to protect customers’ information.
4. Working Environments with Vitality
The Olympus Group will provide a safeand healthy working environment whereindividuality and diversity are respected
and personal development is fostered.
This environment will allow employees
to strive for the highest level of skill andknowledge, and enable the innovative
creation of value sought by society. We will
aim to create working environments with ahigh level of transparency in management,
to share information without seeking tohide or obfuscate unfavorable truths, andan atmosphere in which free and vigorous
discussion is encouraged

5. Harmony with the Environment
Respecting the importance of people’ssafety and health and the essential roleof nature in supporting their lives, theOlympus Group will contribute to a healthy
environment and pursue sustainable
development of society through businessactivities and technological developmentsthat are in harmony with nature.
6. Contribution to Society
The Olympus Group is always mindfulof the impact our decisions have on
stakeholders and society, and wewill actively seek out the voices of
stakeholders, including customers,
business partners, shareholders,
employees and communities, and sincerely
respond to their questions, concerns andneeds. The Olympus Group regards itself
as a citizen in each of the communities
where employees live and work, and we
recognize the importance of supporting
community organizations, programs andactivities. Additionally, we will always
respect the culture and practices of thecountries and regions where the Group
engages in business.
Revised on April 27, 2018

Olympus Group Corporate Conduct Charter
https://www.olympus-global.com/csr/effort/charter.html
Olympus Group Code of Ethics
https://www.olympus-global.com/csr/effort/principle.html

OLYMPUS CSR DATA BOOK 20188

Profile

GovernanceSociety

Environment

Promotion System
Compliance Promotion System
In order to clarify who is responsible for compliance-related issues, Olympus has appointed a Chief Compliance
Officer (CCO) as a global compliance supervisor. (A deputy CCO was also appointed in fiscal 2017)
Moreover, we have also established a Compliance Committee, which is composed of outside directors, theCCO, and an external member (external lawyer in fiscal 2017), which serves as an advisory body to the Boardof Directors. The chair is elected by mutual vote from outside directors. Meeting on a quarterly basis in principle,
Compliance Committee members oversee and improve compliance systems, report compliance-related mattersto the Board of Directors, and upgrade related systems to prevent compliance infractions.
We have also established the Global Compliance Committee (GCC), which is composed of the CCO andRegional Chief Compliance Officers (RCOs), in order to implement compliance-related policies and measures
globally, understand regional situations and challenges, and carry out necessary corrective measures. The
GCC has meetings on a quarterly basis in principle. Policies and measures directed and confirmed by the
GCC are applied to each region by RCOs. In addition, compliance circumstances and issues throughout the
Olympus Group identified by the GCC and RCOs are reported by the CCO on a regular basis to the Compliance
Committee and are discussed at Board of Directors’ meetings as needed.

◎ Compliance Promotion Structure
General Meeting of Shareholders
Compliance Committee
Members: Outside Directors, Non-Olympus Members, CCO

Reports

Reports/Proposals
Instructions/Advice

Board of Directors

Reports/Proposals

President

Requests

Chief Compliance Officer (CCO)

Executive Management
Committee

Global Compliance Committees (GCC)CSR Committee

Members: CCO, RCO

Each Organization
Each Regional Headquarter
Regional Chief Compliance Officers (RCO)

OLYMPUS CSR DATA BOOK 2018

9

Profile

GovernanceSociety

Environment

Systems and Mechanisms
Compliance Hotline Systems
In an effort to maintain compliance, Olympus has established compliance hotline systems for each regional
headquarter in accordance with the laws of individual countries. For its compliance hotline system in Japan,
Olympus has established the Compliance Helpline based on the Whistleblower Protection Act and operates two
contact points, an internal one as well as an external one managed by an independent attorney. Regarding theexternal contact point, the attorney providing the service will not, without the approval of the whistle-blower, reveal
any information that could be used to identify the individual to staff within the company of the internal contact
point, thereby providing greater assurance of anonymity. In keeping with the laws on subcontractors and on theprevention of unfair competition, this system receives reports not only from executives and employees, but also
from suppliers that have direct business relationships with domestic Olympus Group companies.
Regional headquarters have established internal/external contact points (hotline) in Europe and the Americas
as well as external reporting lines in Asia/Oceania. Internal contact points in the United States are overseen by
employees who are certified lawyers.
In cases where reports are received by contact points across regions in Japan and overseas, the relevant
regional headquarters are expected to take action in cooperation with the Regional Chief Compliance Officer (RCO)
and the RCO for the relevant regional headquarters will address these issues in coordination with other RCOs.
■ Facilitating an Atmosphere That Encourages the Use of Compliance Helpline
In Japan, we maintain an atmosphere that encourages employees to use the Compliance Helpline by enhancing
internal reporting systems through appropriate revisions of various operating regulations, while raising awarenessof this system through e-learning programs, compliance handbooks, and intranet bulletin boards. In addition, we
explain how to use the Compliance Helpline to suppliers at supplier briefings held at the beginning of the fiscal year.
Overseas, Olympus promotes the use of internal reporting systems through enhancements and raisingawareness, both of which are the responsibility of RCOs.
■ Training of Internal Reporting System Supervisors
With the aim of enhancing the internal reporting system and increasing its trustworthiness, we conduct
systematic training of internal reporting system supervisors in Japan. Beyond supervisors providing guidance totheir replacements, we are working to systematically and continuously improve supervisor responsiveness byrequiring them to obtain a management ethics certification authorized by the Association of Certified Business
Ethics Experts Japan and receive training conducted by an external specialist agency.
Furthermore, the number of cases of harassment (power harassment, sexual harassment, etc.) is higher thanin any other category, and accounts for a third of all the reports received in Japan, regardless of the fiscal year.
◎ Number of Compliance Hotline Reports and Inquiries in Japan
External contact point
50

47

Internal contact point

50

50

50

38

39

37

40

32
30
20

39

Internal contact point

22

10
0

10

8

2013

2014

12

11

2015

2016

13
2017

External contact point(FY)

OLYMPUS CSR DATA BOOK 201810

Profile

GovernanceSociety

Environment

Compliance-related Monitoring of Domestic Affiliated Companies
The status of compliance with important laws and regulations in domestic affiliates of the Olympus Group(14 companies*) is being monitored on a quarterly basis. Specifically, every quarter, Compliance Promotion
Committee members in each company submit responses on the status of compliance with Class A laws (lawsrelated to subcontractors, occupational health and safety, labor issues, anti-monopoly issues and preventionof unfair business transactions) enacted in fiscal 2017, along with risk assessments based on their compliancestatus (high, medium or low) and status of corrective action. The findings are published by the Compliance
Promotion Committee and shared together with responses from the principal business divisions responsible formonitoring important laws and regulations, to contribute to reinforcing compliance at affiliates in Japan.
*The following 14 companies: Olympus Medical Systems, Olympus Medical Science Sales, Nagano Olympus, Aizu Olympus, Aomori Olympus, Shirakawa
Olympus, TmediX, Olympus Digital System Design, Olympus Terumo Biomaterials, Olympus Memory Works, Olympus Logitex, AVS, Olympus Systems,
and OLYMPUS RMS.

Compliance Education
In order to raise compliance awareness and promote an understanding of important laws and internal rules, aswell as to ensure consistent compliance with them, Olympus is enhancing its compliance education. In Japan,
the Compliance Promotion Department conducts education programs for various individuals using optimal tools.
In addition, departments responsible for ensuring compliance to important laws conduct education programsby selecting course participants and training methods in accordance with the characteristics of applicable laws.
Overseas, we undertake compliance education in a systematic manner at each regional headquarters according
to the education curriculum used in Japan.
◎ Major Results in Compliance Education
Category

MethodExecutive
officers

Group training

Outside instructors conduct lectures on
management compliance.

Frequency of program: 1
Number of participants: 19

Allemployees

E-learning andgroup training

Education on compliance helpline

Frequency of program: 1
Number of participants:
13,234Alldomestic
employees

Distribute compliance handbooks containing explanations of the
management philosophy and corporate code of ethics as well as a
Q&A summary

Education in
Important Laws
and Regulations

Allemployees

E-learning andgroup training

Education on compliance helpline
Provide more comprehensive education
programs to departments and supervisorsthat are deeply involved with key laws andregulations related to management

Frequency of program: 1
Number of participants:
7,600 (employees inmedical care-related
business)

Rank-SpecificEducation

People at
specific
ranks

Group training

Educational programs required for
management and executive personnel,
employees who have been promoted, andnew employees

Frequency of program:
As needed in accordancewith the plan

Messagesfrom Senior
ManagementAll
employees

Intranet

Messages distributed from the President,
executives, and the CCO
CCO messages are sent out during,Compliance Month (October).

Message from the CCO
Frequency of program: 1(October)Management
DialogOpportunities

Managers
and
employees

Town meetings

At town meetings, Group company top
management explains the importance ofcompliance.
Town meetings held on an ongoing basis(include affiliates and local corporations)

Small town hall meeting by
the RCOFrequency of program: 1
Number of participants: 55(9 divisions)

GeneralDescription

実績

TargetOLYMPUS CSR DATA BOOK 201811

Frequency of program:
As needed
Target:New employees, midcareer employees, etc.

Profile

GovernanceSociety

Environment◎ Strengthening Compliance with Key Laws and Regulations
Jurisdiction

Name of Law/Regulation, etc.

Laws, regulations andguidelines in Japan

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

Laws, regulations andguidelines in othercountries

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

Small Town Hall Meeting Led by the RCO
In response to the message from the CCO released during October, which is the Internal ComplianceReinforcement Month, stating that "all employees must renew their awareness that compliance is part oftheir everyday duties and remember that there is a compliance team to support their efforts," small town hallmeetings led by the RCO were organized to replace the compliance awareness questionnaire survey.
At the first such meeting, nine business divisions from the Olympus Group in Japan were selected to avoid
duplicating business activities and functions. The meeting, which was attended by all employees except for
those in managerial positions, encouraged employees to freely express the doubts and dissatisfaction they feelwith our day-to-day business performance. There were lively exchanges of views and a question-and-answer
session held with the RCO.
The findings from the meeting were shared with the Compliance Promotion Committee. At the same time,
all questions were relayed to the compliance division, so that they could relay their answers to the relevantbusiness divisions.

Status of Legal Compliance
Ruling on the Lawsuit Claiming Damages against Former Olympus Executives and Proposal for Appeal
In relation to the claim for damages Olympus filed against six former Olympus executives over the issue related
to deferment of losses, on April 27, 2017, the Tokyo District Court ruled that the former executives should pay
compensation for the damage caused. Olympus filed an appeal in the Tokyo High Court on May 11, 2017 tochallenge part of the ruling.
For latest updates, please see Olympus Investor News:https://www.olympus-global.com/ir/data/announcement/2017.html

OLYMPUS CSR DATA BOOK 201812

Profile

GovernanceSociety

Environment

CSR Management
CSR Promotion Structure and Risk Management
CSR Promotion Structure
To enhance the CSR promotion structure, Olympus established the CSR Committee in fiscal 2010. Under theumbrella of this CSR Committee, Olympus has set up a number of promotion committees to plan and advanceindividual CSR-related initiatives.
The CSR Committee meets at least twice a year and is chaired by the CSR Division Manager and members
include managers from functional organization. Olympus aims to spread and entrench CSR throughout
the Group by having the CSR Committee support the decisions made by the president, who is ultimately
responsible for CSR, and overseeing the promotion and progress of important matters.
◎ CSR Committee and Promotion Committees (Fiscal 2017)
CSR Committee
Risk Management Promotion Committee……Deliberates on and advances activities related to risk management and BCP
shares information and responds in the event of a crisis

Information Security Promotion Committee……Deliberates on and advances activities related to information security

CSR Procurement Promotion Committee……Advances CSR procurement

Safety & Health Promotion Committee……Advances activities related to safety and health management

Social Contribution Promotion Committee……Advances activities that contribute to society

Environmental Promotion Committee……Advances environmental activities

Grants Committee……Advances grants program activities

Risk Management System
Olympus Group has established a global risk management system to prevent risks from occurring and to
mitigate risks, based on its Risk Management and Crisis Response Policy and its Rules on Risk Management
and Crisis Response.
Specifically, Olympus established the Risk Management Promotion Committee as a promotion function of
the CSR Committee to promote important risk management measures at departments and worksites.
The risk management implementation status in each region and organization is reported to the head officethrough international meetings. We have also begun enhancing risk assessment perspectives throughout theprocess of creating business plans and policies and priority measures in order to improve business management
efficiency.
As for plans concerned with reducing risks from major earthquakes, which could have a significant impact
across all our business activities, we established an individual implementation structure as part of the overall
Business Continuation Plan. We then organized chronological action processes based on experiences in the
Great East Japan Earthquake and 2016 Kumamoto Earthquake into the Action Procedure for Staff to Save Their
Lives, Initial Action Procedure in Each Worksite, and Action Procedure for Business Recovery. These action
procedures were then allotted to different organizations and their roles and compiled as manuals, and drills
based on these manuals are conducted regularly.
Any major incident is reported to the president and directors, and then addressed by managers in therelevant departments.

OLYMPUS CSR DATA BOOK 201813

Profile

GovernanceSociety

Environment

Policy of Risk Management and Crisis Response
Based on the Corporate Conduct Charter as well as on our corporate philosophy of “Making people’s lives healthier, safer andmore fulfilling,” which provide the basis for all corporate activities, the Olympus Group will conduct global risk-management
activities to obviate and to mitigate the risks that might prevent the achievement of its group management objectives. In theevent that a risk materializes, the Olympus Group will promptly and appropriately take actions to minimize any crisis anddamage.
1. Basic Purpose■To secure the safety of customers, regional residents, officers, employees and their families■To keep the managerial resources intact and ensure the continuity of business■To improve the quality of business management and increase the corporate value
2. Action Guidelines■ We respond to stakeholders' expectation by managing risks integrally on a company-wide basis, and through responses
implemented with sufficient consideration for social demand and/or change.
■ We incorporate risk management into our day-to-day global business activities.
■ We integrate risk management consciousness throughout our organizations and members, and continuously increase our risk
response ability, through global risk management activities.
■ We take prompt, responsible actions prioritizing human life and safety in case of emergency.
3. Establishment of a Risk Management System■ We will establish a risk management system and a crisis response system, and clarify the related responsibilities in order toensure conducting risk mitigation activities and making appropriate management and responses in case of emergencies.
4. Establishment of Rules■ We will establish the in-house rules to clarify the measures to be implemented, in order to ensure conducting appropriate risk
mitigation activities and making appropriate responses in case of emergencies.
5. Education■ We will provide necessary education and training so that each organization and all personnel in the Group will be able to act
appropriately in line with the Action Guidelines to meet the Basic Purpose as described in this policy.

OLYMPUS CSR DATA BOOK 201814

Profile

GovernanceSociety

Environment

CSR in Procurement Activities (Supply Chain)
Basic Policy on Procurement
The Olympus Group aims to strengthen supply chain management (SCM) within the context of business
continuity and sustainable value creation in its three business segments: the Medical Business, the Scientific
Solutions Business and the Imaging Business.
In 2005, Olympus formulated the Olympus Group Procurement Policy. Since then, Olympus has disclosed
its basic stance on procurement both internally and externally through its website and training sessions, whilestrengthening compliance with laws, regulations and social norms. We have also drawn up the “Request to
Suppliers” as a guideline for complying with laws, regulations and social norms, including respect for humanrights and the elimination of antisocial forces, prohibiting corruption and bribes, promoting fair and justtransactions, and taking the environment into consideration.
Based on these two principles for procurement activities, Olympus strives to create and strengthen good
relationships with its suppliers through fair, just and transparent transactions.
Olympus Group Procurement Policy
In line with the following principles and based on our corporate philosophy of "Making people's lives healthier, safer and more
fulfilling," which provide the basis for all corporate activities, the Olympus Group procures the materials and services necessary
for the manufacture of our products.
1. Compliance with Laws, Regulations, and Social Norms
Olympus complies with applicable laws, regulations, and social norms including those concerning the respect for human rights,
including the prohibition of child labor and forced labor, and anti-corruption and, carries out our corporate activities in a soundand fair manner. We ask the suppliers of the materials and services used in manufacturing our products to do the same.
2. Green Procurement and Consideration for the Environment
In establishing green procurement standards in line with our Environmental Policy, and in its procurement activities, we
endeavors to build a society that has a sound environment and that is capable of supporting sustainable development.
3. Promotion of Fair and Impartial Trade
We open our doors wide to current suppliers and future suppliers all over the world. We conduct fair and impartial trade with its
suppliers according to the policies and procedures disclosed to suppliers.
4. Selection of Suppliers
Olympus selects suppliers based on a comprehensive decision on key elements for the appropriate procurement, including
the management of compliance with laws, regulations, and social norms, environmental considerations, quality and safetyassurance and a stable supply, management stability, technical capabilities, security of information, respect for the intellectual
property of other parties, compliance with the designated delivery date and appropriate pricing.
5. Reinforcement of Partnership with Suppliers
Olympus endeavors to establish and maintain a relationship of trust with our suppliers based on mutual understanding.
6. Prohibition on Accepting Personal Interests
Olympus prohibits its employees from accepting any improper personal gifts, benefits or entertainment from suppliers.

OLYMPUS CSR DATA BOOK 201815

Profile

GovernanceSociety

Environment

System and Framework■ Initiatives with Suppliers● Share business strategies and procurement policy

Once a year, the Procurement Policy Meeting is held with key domestic suppliers for each business for the
purpose of sharing with them the business strategies and procurement policy of the Olympus Group.
In fiscal 2017, 855 representatives from 520 suppliers participated. We explained compliance matters thatall suppliers should know, such as conflict minerals and human rights issues, and asked for their cooperation intackling these problems.
◎ Key Evaluation Items in Supplier Survey for Initiatives
with Suppliers● Supplier survey and improvement activities

Evaluation

Once a year, Olympus conducts a web-based surveyof its main suppliers in Japan and overseas withwhich it has ongoing business transactions. The
survey covers 121 questions, of which 24 are related
to CSR, related to management information, CSR
initiatives, and delivery deadlines.
In fiscal 2017, survey was conducted on roughly
1,000 companies, including overseas suppliers.
Responses were received from approximately 95%.
We have put in place a system that encourages
suppliers to make improvements to prevent incidents
on their own initiative, and we consult privately
with suppliers on remedies if we believe they haveroom for improvement. We conduct studies for risk
assessment in collaboration with specialized divisions
within the Group companies.

Management
information

Criteria Details
Corporate information
Financial condition

CSR

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

BCP

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

Environmentand quality

Acquisition of ISO 9000 and ISO 14000
Procurement and process management (5Ms (materials,
methods, measurement, machinery, manpower), change
information, noncompliant treatments)

Delivery

Production plans
Progress and distribution management

Information
protection

Personal and confidential information
Intellectual property
Computer security● Response to Conflict Minerals

The Olympus Group upholds international efforts to resolve the problem of conflict minerals*. On behalf of the
Olympus Group, the Olympus Corporation participates in a committee established by the Responsible Minerals
Trade Working Group of the Japan Electronics and Information Technology Industries Association (JEITA).
Working together with suppliers, such as by discussing the conflict minerals at procurement policy meetings,
we ensure transparency in our supply chains and continue the procurement of parts and materials that does notcause human rights violations.
*Conflict minerals
The Democratic Republic of the Congo (DRC) and surrounding countries produce minerals such as tantalum, tin, tungsten, and gold. Armed groups in
the DRC, where the civil war continues, use these minerals to raise funds, causing human rights violations (child labor and sexual violence), as well as
environmental damage. These four minerals are defined as conflict minerals in the United States and Europe, and actions are executed in earnest to
cut off the supply of funds to armed groups. Other moves by international organizations, governments, NGOs and industry organizations to solve thisproblem include the publication of the Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas by
the Organization for Economic Cooperation and Development (OECD).

■ Education for Adhering to Subcontract Act
The Subcontract Act is regarded one of the key legislations for Olympus, and e-learning programs wereorganized for all employees, including those in Group companies in Japan. Additionally, an awareness survey
across our Group companies in Japan was conducted to assess their state of compliance with the Act.
We will continue to confirm group-wide compliance and organize training programs to enhance ourobservation of the Subcontract Act.
■ Expansion of Scope of Compliance Helpline
Since June 2012, suppliers have had access to the Compliance Helpline, the internal reporting system at
Olympus. In conjunction with guidance provided on our website, we proactively engage with suppliers, such as
through procurement policy meetings.

OLYMPUS CSR DATA BOOK 201816

Profile

GovernanceSociety

Environment

Commitment to External Initiatives
In October 2004, Olympus joined the U.N. Global Compact, agreeing to uphold its 10 principles.
The Global Compact (GC) is a voluntary initiative to create a global framework within
which companies can contribute to good corporate citizenship and sustainable growththrough responsible and creative leadership. The 10 principles of the Global Compact
are incorporated into our Corporate Conduct Charter and related policies, and arereflected in our business activities.
Olympus supports initiatives on climate change as a signatory to the Global
Compact “Caring for Climate,” and announced its support for Global Compact Network
Japan’s “Tokyo Principles for Strengthening Anti-Corruption Initiatives” in April 2018.

External Evaluation of CSR Management (Fiscal 2017)
FTSE4Good Global Index Series
Olympus has been selected as a stock for inclusion in the FTSE4Good Global IndexSeries, an investment index consisting of the best companies in the world in terms ofsocial responsibility.
FTSE Blossom Japan Index
Olympus has been selected to FTSE Blossom Japan Index, designed to measure theperformance of Japanese business enterprises showing excellence in the environmental,social and governance (ESG) criteria.
MS-SRI
Olympus has been selected as a stock for inclusion in the Morningstar Socially
Responsible Investment (MS-SRI) Index.

OLYMPUS CSR DATA BOOK 201817

Profile

GovernanceSociety

Environment

Labor Practices and Decent Work

Employment and Labor Relations
Basic Approach and Policy
Olympus Group recognizes that its employees are its most valuable assets. We respect diversity, character,personality and the human rights of all our employees, and provide them with equal opportunities to fulfill theirpotential and improve their abilities as well as opportunities to work, develop their skills and gain promotion
according to their level of competency.

Promotion Structure
Employment and Labor Management Systems
In the Olympus Group, the president is ultimately responsible for personnel and labor issues such as humanresource strategy, human resource development and labor management, while the director in charge of
personnel and labor issues supervises individual activities.
We are working to implement measures relating to labor-related regulations in various countries in eachGroup company and divisions in compliance with the Group’s human resource strategy for optimal business
management utilizing diverse human resources.
As multiple subsidiaries and in-house companies in Japan are sometimes located in one facility, each facility
has its own facility general manager to ensure the comprehensive implementation of policies and measuresconcerning personnel and labor issues.
◎ Organization of Personnel and Labor Issues (Japan)
President
Human Resources Committee
Director in charge of
personnel and labor issues
Human Resources Subcommittee
Personnel Department

Facility General Manager

Activities include providing advice
on systems related to Group human…… resource strategies and humanresource development, as well as thedeliberation of promotions…… Proposes and implements human resource strategies and systems

Facility General Manager

Facility General Manager…… Labor management
and other activities atindividual facilities
Managers of business divisions such as affiliates and business groups

OLYMPUS CSR DATA BOOK 201818

Facility General Manager

Profile

GovernanceSociety

Environment

Employment
The Provision of Fair Opportunities section of the Olympus Human Rights and Labor Policy (see page 33) clearlystates that “Employees are our most valuable assets. We respect diversity, character, personality and the humanrights of all employees, and provide them with equal opportunities to fulfill their potential and improve theirabilities as well as opportunities to work, develop their abilities and gain promotion according to their level ofcompetency.” We endeavor to reflect this stance.
We employ people on the assumption that employment will be long-term. Our salary system is based on
job-related qualifications and performance, and we have in place human resource systems aimed at cultivating
employee growth over the long term.
Recruitment in Fiscal 2017
Olympus hired 363 employees in fiscal 2017, down by 27.2% over the previous year. Of these, mid-career
employees accounted for 41.5% of the total.
Also, the hiring of women was actively promoted in line with the Act on the Promotion and Advancement of
Women, and the percentage of female employees is now 16%.
Employment of People with Disabilities
Olympus works proactively to employ people with disabilities (physical, mental and intellectual). At Olympus
Support Mate, the special-purpose subsidiary* established in April 2009, we create working environments andworking conditions that are appropriate both for the nature of each individual’s disabilities and for operational
requirements and strive to ensure ongoing employment.
*Special-purpose subsidiary
A subsidiary approved by the Minister of Health, Labour and Welfare under the provisions of Article 44 of the Act on Employment Promotion, etc., of
Persons with Disabilities as an organization that gives special consideration to the employment of people with disabilities and is deemed as one of thebusiness offices of its parent company

Employment of the Elderly
In Japan, Olympus has a system to continue employing employees who want to work for the Company after
reaching the retirement age of 60 until they become 65 years old.
In fiscal 2017, 95 people qualified for the program, and 100% of the employees requesting continued
employment were hired accordingly.
Continued employment does not involved changes in working conditions, paid annual leave or special leave.
The employee welfare program (Cafeteria Plan) is suspended for these employees.

OLYMPUS CSR DATA BOOK 2018

19

Profile

GovernanceSociety

Environment

Labor Practices and Decent Work

Occupational Safety and HealthOccupational Safety and Health
Basic Approach and Policy
In order to prevent industrial accidents and maintain healthy working environments with vitality, Olympus has set
forth “Ensuring Occupational Safety and Health” in the “Olympus Group Code of Ethics” and established the“Occupational Safety and Health Basic Policy.”
Olympus Group Code of Ethics
http://www.olympus-global.com/en/csr/olycsr/socialin/principle/policy.jsp

Basic Policy on Group-Wide Occupational Safety and Health
1. The Olympus Group will support the mental and physical health of all employees while working diligently to promote a
workplace environment in which employees can carry out their duties in comfort and with peace of mind.
2. The Olympus Group will observe the Industrial Safety and Health Law as well as all related regulatory requirements. The Groupwill fulfill its responsibilities in ensuring the proper management of employees’ health while addressing all safety concerns.
3. The Olympus Group will implement activities aimed at preventing accidents in the workplace as a part of efforts to eliminate
any and all industrial incidents.

Occupational Safety and Health Promotion Structure
In order to implement the “Occupational Safety and◎Safety & Health Promotion Committee
Health Basic Policy,” Olympus has established the
Chairman
Personnel Department Manager“Safety & Health Promotion Committee,” which ischaired in Japan by the general manager of the
Personnel Department
Secretariat
Safety & Health Group
Human Resources Division. The members whomake up the committee are the representativesof the Safety & Health Committee established ineach business of our headquarters and in affiliatedcompanies, the labor union, and the industrial
Olympus businesses’ and affiliated companies’
doctors of each site.
Safety & Health Committees
The Safety & Health Promotion Committee
tracks general safety and health and health management activities at each site and shares the causes,
countermeasures, and preventive measures for occupational accidents with the aim of improving overall Group
activities by presenting remedial guidelines and information about legal amendments to all sites.
Overseas, we are pursuing activities based on compliance with laws and regulations in each country.
Safety & Health Promotion Activities
At the beginning of every year, Olympus establishes the “Activity Policy” for occupational safety and healthand health management in accordance with the “Occupational Safety and Health Basic Policy,” and promotes
activities utilizing the PDCA cycle.
Elimination of industrial accidents is a theme that requires continuous action, and the number as of fiscal
2017 was 31. We have promoted various measures to reduce industrial accidents without fail. In fiscal 2018,
we will reinforce our efforts to reduce industrial accidents. We will make introduction of measures to prevent
industrial accidents a top-priority theme for all Group companies to increase the synergistic effect and accelerate
implementation of the measures.

OLYMPUS CSR DATA BOOK 201820

Profile

Governance◎ Number of Industrial Accidents(work time lost/no work time lost)(Incidents)

Work timelost

30

No worktime lost26

Society◎Incidence Ratio of Industrial Accidents

31(Frequency rate)
0.8

26

0.65

25
20

0.6

20
17

15
10

17

5
0

28

15

21

5

5

2015

2016

3

Work time
lost

2017

(FY)

0.34

0.22

0.2

3
2014

0.4

No worktime lost

10
9

2013

Environment

0

2013

0.35
0.19

2014

2015

2016

2017

(FY)

*Scope: Olympus Corporation only
Number of workers, incl. temporary workers (average total) × 1,920 … (1)Industrial accidents (work time lost) ÷ (1) × 1,000,000 = Incidence ratio◎ Number of Fatal Accidents
FY2013

FY2014FY2015FY2016FY2017

0

0

0

0

0

Fatal accidents

Health Management
Basic Approach and Policy
In addition to health management activities as industrial healthcare, in cooperation with the Health Insurance
Association, we support health promotion activities for employees. In fiscal 2015, we began the “Mind and Body
Vitality Project,” which promotes activities with an emphasis on (1) prevention of lifestyle-related diseases, (2)early detection of cancer, and (3) prevention of mental health disorders.
■ Basic Policy for Activities◎Realization of a Better Livelihood and HappinessWe will promote the creation of a healthy and vibrantcorporate culture for both mind and body with oursights set on the “Realization of a Better Livelihoodand Happiness” for each and every individual.

You and your family
Realization of a high levelof health awareness andproper lifestyle
Invest in health
Increase vibrancy
and productivity■ Priority Activities(1) Prevention of lifestyle diseases(2) Early detection of cancer(3) Prevention of mental health disorders

Realization of a Better
Livelihood and HappinessGroup company
Realize healthy working
environments withvitality

OLYMPUS CSR DATA BOOK 201821

Health promotion activities
Appropriate medical
expenses

Collaboration

Health insurance(Collaborative health)

Promote the health of
employees andtheir families

Profile

GovernanceSociety

Environment

Activities in Fiscal 2017
■ Health Promotion Activities and Campaign
To foster greater awareness and provide support in activities related to health management among employees,
we introduced the portal site Wellness Port Navi under the initiative of the health insurance union to promotehealth management by individual employees.
We have actively organized health campaigns, including promotion on walking, year-end weight control
program, quitting smoking, dental health, etc.
■ Recognized under White 500, the 2018 Certified Health and Productivity Management Organization
Recognition Program
Olympus's activities in employee health management, implemented strategically from a management pointof view, won consecutive recognition in 2017 and 2018 from White 500, the Certified Health and Productivity
Management Organization Recognition Program.
The Program organized jointly by the Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi, is acertification program bestowing recognition to large enterprises with outstanding health management practices
organized in cooperation with health insurance society, etc.
Olympus emphasizes the development of a healthy and vibrant working environment for employees’ minds
and bodies and is proactively implementing measures that include our system for industrial health activities, arange of health examinations, the prevention of lifestyle-related diseases, implementation of cancer screening
tests using endoscopes, and improvements in mental health services.
We plan to continue to work in cooperation with
the Health Insurance Association, for continuing effort
in building a better working environment and good
health for both the employees and their families. We
plan to work actively in promoting health among
employees of the Group companies and to contributeto society through promotion of health among its
customers through our business activities.
■ Health Declaration and Stop Smoking Promotion
We have announced the Olympus Health Declaration to promote health awareness among employees and theirfamilies. As a priority issue, we aim to prohibit smoking completely within the premises of our group companies
across Japan by the end of March 2021.
At the same time, we are working together with the Health Insurance Association to organize support
programs for those of employees who want to stop smoking.

◆ Corporate targets• Complete smoking ban within company buildings: By the end of March 2020
• Complete smoking ban within company premises: By the end of March 2021
• Smoking ban among out-of-office workers during working hours: By the end of March 2021
◆ Health Insurance Association target: Reduce smoking rate to 12% by the end of March 2023

OLYMPUS CSR DATA BOOK 201822

Profile

GovernanceSociety

Environment

Health Management Support System
Olympus is developing and strengthening Systematic Health Management by allocating industrial doctors, healthworkers, and nurses depending on the size of the facility.
In the Health Insurance Association, we actively support the implementation of cancer screening tests,
prevention of lifestyle-related diseases, and individual health promotion activities.
◎ Number of Medical Staff and their Role
Headquarter Facilities

Headquarters
Branch/Sales Offices

Affiliates/Sales
Companies

Supervising industrial doctors

○

○

○

Industrial doctors: 7

○

○

○

Health workers/nurses: 25

○
(12)

○
(4)

○
(9)

Counselors/Psychiatrists(Contracted: 3)○―○
Workers inheadquarters facilities

Contracted industrial doctors: 9―○ (Partial)○ (Core factories)

Roles●● Hiring decision/Interview●● Overwork/Mental support●● Contracted industrial doctor follow-up●● Subsequent measures●● Specific health guidance●● Health support seminar●● Collaboration with industrial doctors/

medical care workers●● Cooperation with industrial doctors/

medical care workers■ Health Examinations and Health Counseling
In cooperation with the Health Insurance Association, we are enhancing our routine health examination offering.
In optional screening, we have introduced endoscopic tests.
We are also holding events such as seminars on physical exercise for the prevention of lifestyle-relateddiseases and non-smoking seminars to provide employees with more opportunities to receive advice on theirhealth, including mental health.
We require routine health examinations for expatriate employees sent to work abroad and we follow up
on the health management of employees and their families. We deploy industrial doctors, health workers andnurses and we interview them when they are appointed and when they return from assignment, and also
conduct daily health counseling. In addition, industrial doctors make routine site visits and we have enhanced
our health management activities for expatriates.
■ Cancer Screening Tests
Health examinations offer enhanced cancer screening tests using endoscope and support the early detection ofcancer. In fiscal 2017, lectures by prominent speakers were organized to raise the screening rate.
● Most of the cost of cancer screening tests is paid by the Health Insurance Association. (For lung and brain
cancer screening, however, employees pay half the cost.)● Employees aged 35 or older can choose to have stomach and colon cancer screening using endoscopes.
● Gynecological (breast cancer and cervical cancer) screening can be received without age restrictions.
● Dependent family members aged 30 or older are also eligible for cancer screening provided by the Association.
◎ Cancer Screening Test Support System
Examination Item

Target

Health Insurance Cost Subsidy

Years Consultation Encouraged*

Gastric cancer (endoscope)

35 years and older

100% coverage

Once every two years

Gastric cancer (pepsinogenexamination)

35 years and older

100% coverage

Year that gastroendoscope exam is notundertaken

Bowel cancer (endoscope)

35 years and older

100% coverage

Once every three years (40 years and older)

Bowel cancer (fecal occult
blood test)

35 years and older

100% coverage

Year that large bowel endoscope exam is notundertaken

Breast cancer/Cervicalcancer

Women of all ages
100% coverage

100% coverage

Once every two years

Prostate cancer (PSA marker)

Men 50 years and older

100% coverage

Once every two years

Abdominal ultrasonography

40 years and older

100% coverage

Once every two years

Lung cancer (lung helical CT)

40 years and older

50% (Limit of ¥5,000 including tax)

Individual decides whether to receive health exam*Consultation encouraged: For those who have not yet taken the exam from the target age to retirement (depending on item) (call/recall)

OLYMPUS CSR DATA BOOK 201823

Profile

GovernanceSociety

Environment■ Mental Health
Combining with the four types of care listed below, we support everything from preventive action to treatment
for the mentally ill, and those returning to work after an absence due to mental illness.
● Education on mental health using e-learning tools and other methods● Consultation and daily care service provided by industrial doctors and other health staff● Consultation service and seminars provided by external psychologists
We conduct the statutory stress checks all together in our domestic group. In fiscal 2017, the participation
rate was 94%, with interviews and personalized follow-up provided according to results. The program wascompleted satisfactorily. We continue to review its effective application, as part of our mental health program.
◎ Occupational Safety and Health Initiatives
Priority Topics

Reduce thenumber ofindustrial accident

Strict legal
compliance

Support healthpromotion
activities (datahealth)Mental support

Overseas healthmanagement

Priority Initiatives
FY2017

Next Fiscal Year●● Report to management in the event of a serious●● Report to management in the event of a serious●● Respond to new revisions based on notification●● Respond to new revisions based on notification

workrelated injury or an equivalent industrial
accident and horizontally expand recurrence
prevention●● Risk prevention training and improvement in risk
assessment●● Rigorous recurrence prevention measures in theevent of a disaster●● Establishment of priority issues in preventing
disasters and review into corrective measures:
Implementation of improvement measures●● Promotion of inspection and educational activities
for the workplace environment to prevent falling
down injuries (the Ministry of Health, Labour, andWelfare’s promotion of the “STOP! Falling-Down
Injuries Project”)●● Promotion of inspection and educational
activities for the workplace environment toprevent heatstrokes and promotion of awareness(promotion of the Ministry of Health, Labourand Welfare’s “Stop! Heatstrokes, Cool Work
Campaign”
from the Ministry of Health, Labour, and Welfare●● Reorganization of chemical substances control
system (In areas related to the environment, export
trade, and Occupational Safety and Health)workrelated injury or an equivalent industrial
accident and horizontally expand recurrence
prevention●● Risk prevention training and improvement in risk
assessment●● Rigorous recurrence prevention measures in theevent of a disaster●● Establishment of priority issues in preventing
disasters and review into corrective measures:
Implementation of improvement measures●● Promotion of inspection and educational activities
for the workplace environment to prevent falling
down injuries (the Ministry of Health, Labour, andWelfare’s promotion of the “STOP! Falling-Down
Injuries Project”)

from the Ministry of Health, Labour, and Welfare●● Improvement accuracy on chemical substances

control system

Promotion of health management activities●● Full support for health examinations (routine/
special/specific procedures, etc.) and subsequent
measures●● Thoroughly conduct doctor interviews tounderstand the overworked people being studied(including managers)●● Promotion of employee educational programs tostrengthen health management activities●● Standardization of health management and mental
health measures

Promotion of health management activities●● Full support for health examinations (routine/
special/specific procedures, etc.) and subsequent
measures●● Thoroughly conduct doctor interviews tounderstand the overworked people being studied(including managers)●● Proposal and implementation of companywide
health management measures in cooperation with
the Health Insurance Association●● Study into measures to prevent greater disease
severity and promotion of measures related tocancerPromotion of mental health measures●● Entrenchment and application of the mental healthstress check program●● Expansion of mental health education (rankspecific training, support of young workers, etc.)

Promotion of mental health measures●● Entrenchment and application of the mental healthstress check program●● Improvement in education on mental health●● Industrial physician conduct of on-site inspection●● Industrial physician conduct of on-site inspection

and individual interview, etc.
●● Regular expatriates’ health examination andpromotion of a result follow-up●● Providing stress checks

and individual interview, etc.

●● Regular expatriates’ health examinationand promotion of a result follow-up, andrecommendation for cancer screening tests●● Providing stress checks●● Implementation system for vaccination

OLYMPUS CSR DATA BOOK 201824

Profile

GovernanceSociety

Environment

Labor Practices and Decent Work

Training and Education
Human Resource Development
Basic Stance on Human Resource Development
Olympus regards “people” as its most important management resource and respects individuals. At the sametime, we strive to be an organization that responds swiftly and systematically to changes in the management
environment. Toward this end, we believe that it is important for each employee to transform themselves into aself-reliant professional with a mature character and to acquire the ability to respond to changes in society.
We believe it is important to trust in the motivation and vitality of our employees, provide a fair evaluationof the results based on their personalities and abilities, and treat them fairly. For this purpose, capacity
development guidelines have been established as part of the personnel system for the outcome andachievements required of each employee. At the same time, support is provided to enable each employee in
the Group to actively develop their career by improving their competences through the introduction of a goal
management/evaluation system.
Furthermore, to ensure swift improvements in the performance of our human resource development system,
we monitor the development of each employee and the effect on our investment in human resources.
Promotion Structure of Training and Education
In April 2016, Olympus established the Education & Training Department which charts strategies related to thetraining and career development of Group employees in Japan, and plans and implements systematic education
programs. Education & Training Department has clarified its education program content and promotion structurein the course of upgrading its training systems over a period of one year. The new training system consistsof “Company-wide Stratified Training,” which forms the basic training given to all employees in Japan, and“Functional Training,” which includes professional skills training and training programs tailored to individual
circumstances. The Company-wide Stratified Training has been designed to provide and implement an effective
system of training from a medium to long-term perspective. Over the five years starting in fiscal 2017, we will
be systematically planning and developing a succession of new programs that we will shift to from the existing
training courses.
Training and Education System
Olympus conducts more than 250 courses per year, consisting of management training, business training,technical training, global training, and so on, in the “Olympus College” Capability Development System. In
2016, we rebuilt these programs into “Company-wide Stratified Training” and “Functional Training” based on
the concept of a “new training system” aimed at effective training from the medium- to long-term perspective.
Company-wide Stratified Training is positioned as the fundamental training scheme that is conducted
throughout the entire company. It is essential training that all employees receive from the simultaneous hiring of
new graduates. With Functional Training, in addition to the training programs offered by functional departments
focusing on professional skills development, we also offer training programs that can be selected dependingon the needs and circumstances of each employee. We have worked on improving the effectiveness andefficiency of in-house training, including preparations for integrating Olympus College and e-learning, which werepreviously managed separately, to strengthen capability development.

OLYMPUS CSR DATA BOOK 201825

Profile

GovernanceSociety

Environment◎ Overview of New Training System
Company-wide Stratified Training
Role-specific Training
Management training

Qualification-specific Training

Young employee training

Mid-level
career training

Management training

Innovative mind, Leadership facilitation, etc.

Establishing a professional mind (5th year)

Contributing to organization andproblem solving in action

(4th year)

Practical communications, andapplication of problem solving(3rd year)

Role awareness and basic
problem solving(2nd year)

Basics of work and organizational
activities

(1st year)

New director training
Existing group leader training
New group leader training
Existing team leader training
New team leader training

Mentor training

Age-specificTraining

Functional
Training

Pre-retirement
training
Training for
those in their 50s
Training for
those in their 40s

Professional skill
developmenttraining

Writing skill and languages
(Prospective employees)

Manufacturing Technicians Training Program
Olympus regards its manufacturing technicians as an important source of added value, and provides them withfunctional training through the Manufacturing Technicians Training Program.
In the Manufacturing Technicians Training Program, we classify skills of manufacturing technicians into 6
stages, aiming at a planned level-up. Level 1 to 3 new employees are “general technicians,” Level 4 and above arecertified as “advanced technicians” with high technical skills. Level 4 employees are referred to as Manufacturing
Advisors (MA), Level 5 as Manufacturing Supervisors (MS), and the highest level 6 as Manufacturing Masters (MM).
From new recruits to MMs, we nurture our employees◎ Skill level of Advanced Technician Development
in a planned manner according to their level.
System in Olympus
We provide training programs oriented toward
certification and programs that allow higher ranking
certified technicians to provide assistance to raise theAdvanced
Technicians
motivation of each employee.
Level 6
Entry to the National
MM
With human resources training in overseas
Skills Grand Prix,
instructing in external
manufacturing sites becoming increasingly important,
Level 5organizations andMS
Skill Dojo (Skill School)
top experts in Japan are being dispatched to
Level 4organize and provide guidance for similar trainingMA
programs overseas. In fiscal 2017, the cumulative
number of advanced technicians reached 113.
Level 3General Technicians
At the Vietnam factory, where imaging andTraining in OTS andLevel 2Skill Dojo, taking
medical-related products are manufactured, aexternal qualification
certification system for bonding and soldering work
exams
Level 1has been introduced. This is designed to upgrade thetraining and education programs and contribute to
the creation of a global manufacturing system.

OLYMPUS CSR DATA BOOK 201826

Profile

GovernanceSociety

Environment

Labor Practices and Decent Work

Diversity and Equal Opportunity
Systems to Improve Work-Life Balance
Work-Life Integration
In 2011, the Olympus Group introduced the concept of Work-Life Integration to help our diverse employees
progress their careers regardless of the life events they are facing. We also implemented a range of activities
under this concept among domestic Group companies, and are aiming to further enhance these measures,
which we believe can lead to synergetic fulfillment in both work and life.
The measures are being implemented under four themes: (1) Promotionof diversity (see page 28 Promoting Diversity); (2) Nurturing the next
generation (see page 28 Promoting Diversity); (3) Enhancing work
Wo rk- Li fe Integ rati o n
productivity; and (4) Promoting health (see page 20 Occupational Safety
NursingChildcareWork
Careand Health).
We also started Work-Life Integration training for managers on aregular basis in fiscal 2015 in order to disseminate an understanding of theimportance of a management approach that will empower a diverse range
Civil
Voluntaryof human resources. In fiscal 2017, we published a booklet describing ourHousework
Activities
Activities
systems concerning Work-Life Integration and case studies, to promoteusage of such systems, as well as providing know-how about achieving agood work-life balance.

WLI

Promoting Workstyle Reform and Productivity Enhancement
Olympus embarked on the Business Process Re-engineering (BPR) Project in July 2016 to strengthen ourbusiness and management foundation and to make best use of our organizational strengths. In collaboration
with the Human Resources Division, the BPR Division, which is dedicated to implementing reforms, is upgradingorganizational productivity and further motivating employees through changes in workstyles and awareness. We
are implementing this project as a two-sided program consisting of reforms in action, aimed at building a betterworking environment, and reforms in awareness aimed at improving workplace productivity and changes inworkstyles for each employee.
◎ Effects Anticipated by Workstyle Reform
Company
Organizational
productivity

l Enhancing productivity
l Employing excellent
human resourcesl Responding to social
needs

Contribution
Support

Employeesl Promoting good healthl Fulfillment in both workand lifel Trust in company andworkplacel Career development

Motivation

In April 2016, we expanded the scope of application of the work-at-home system so that more employees could
take advantage of it. We expanded the system from workplaces with discretionary working hours to include
other workplaces, and revised our employment regulations and labor agreements accordingly. In fiscal 2017, we
further expanded the scope of applicable staff and now count some 1,280 users of the system, as of April 2018.
From July to August 2018, we participated in Telework Days, a teleworking promotion campaign led by
the government in collaboration with the Tokyo Metropolitan Government and economic community. We also
took a part in the Smart Commuting campaign (Jisa Biz), which is being promoted by the Tokyo Metropolitan
Government to ease rush hour traffic congestion.

OLYMPUS CSR DATA BOOK 201827

Profile

GovernanceSociety

Environment

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

Coverage

Pension

Legally designated system

Across the group (including non-full-time employees)

Childcare leave

Longer than legally specified number of days

Group companies in Japan

Promoting Diversity
For the Olympus Group, which is propelling its businessglobally, utilization of diverse human resources has asignificant influence in our business. We believe thatmaintaining an awareness of the importance of diverse humanresources in progressing every aspect of our human resource
strategy provides work satisfaction to each employee.
We are proactively promoting the empowerment of
women in workplaces in Group companies both inside andoutside Japan.

Sustainable
GrowthEnhancing
Productivity

Personal Growth

Workstyle Reform & Diversity
Creating an environment where all areable to realize their abilities

Compliance

Expectations of Society

Cutting down on long working
hours and promoting paid leave

Building a better
work environment

Promotion Structure
At Olympus, the Human Resources Division serves as the center for dialogue with employees and the labor
union, providing systems to support an active role for diverse human resources and appropriately drafting andimplementing measures. In fiscal 2017, we established the Diversity Promotion Group as a specific organization
to reinforce our promotion structure.
The Diversity Promotion Group has the following five missions:
1. Creating the Diversity Policy and announcing it inside and outside the Group2. Managing Group companies’ diversity promotion
3. Creating and promoting the Olympus diversity measures (women’s empowerment, employment ofpeople with disabilities, and reemployment after retirement)
4. Providing Olympus diversity education and managing legal compliance
5. Promoting workstyle reforms
In fiscal 2017, we started diversity promotion over six categories, gender (women), people with disabilities,
caregiver, the elderly, sexual & gender minorities, and foreigners.

OLYMPUS CSR DATA BOOK 201828

Profile

GovernanceSociety

Environment

GrowthPromoting the Advancement of Women
Olympus adopts gender equality in employment opportunities, employee promotions, and salary increases.
We also actively appoint highly skilled and ethical people to appropriate positions. The advancement of womenis in progress. As of the end of April 2018, female managers count 33 (29 in the previous year) and female
managerial candidates increased to 188 from 146 in the previous year.
◎Concept of Feedforward
As well as establishing these welfare systems that support
career progress while facing typical life events, we are also actively
If there is no childcare event
Shorter hours
promoting the usage of such systems by publishing and distributing
Feedforward
Maternity leave/
the leaflet concerning balancing work and child/elderly caring. We
childcare leave
Current status
also hold related workshops in each department.
In fiscal 2016, we formulated a general business operator action
Accelerate
plan based on the Act on the Promotion of Women’s Participation
and Advancement in the Workplace. The principal agenda of the plan
Accelerateis expanding the scope of employees qualified for the work-at-homesystem, Work-Life Integration (WLI) training for managers focusing on
systematic career development for women, and training of managerialStartcandidates to encourage the appointment of female managers.
We are also considering introducing a mentoring system for femaleAgeworkers and a post-childcare training for early return to work.
Support is also provided for career development for women, based on anticipating life events and applying
the concept of feedforward to provide experience and work opportunities at an earlier stage.
Employer Action Plan Based on the Next-Generation Act
Olympus has formulated a general business operator action plan based on the Act on Advancement of
Measures to Support Raising Next-Generation Children (Next-Generation Act). We are creating a working
environment to support the Next-Generation Act by expanding the scope of employees qualified for the work-athome system, establishing a childcare facility in Shirakawa Factory and other related activities.
General Business Operator Action Plan Based on the Act on Advancement of Measures to Support Raising Next-Generation Children (Only in Japanese)
http://www.olympus.co.jp/jp/csr/innovation/lively/actionplan/

Receiving the Kurumin MarkOf the companies that formulate action plans under the Act on Advancement of Measures
to Support Raising Next-Generation Children (Next-Generation Act), those that achieve thetargets specified in those action plans and meet certain standards may apply to be recognized
as companies that support the raising of children and receive Kurumin accreditation from the
Minister of Health, Labour and Welfare.
Olympus received Kurumin accreditation from the Minister of Health, Labour and Welfare
in March 2016.
Employer Action Plan Based on the Act on the Promotion of Women
Olympus has formulated a general business operator action plan based on the Act on the Promotion of
Women’s Participation and Advancement in the Workplace (Act on the Promotion and Advancement of
Women), which was adopted in August 2015.
Our efforts made in fiscal 2017 to develop female leaders through enhancing our training programs resulted
in a steady increase of women managers as intended in the action plan.
Implementation of the work-life balance systems are also steadily progressing through expansion of thescope of employees qualified for the work-at-home system and the short working hour system for childcare, as
well as the creation of a database to exchange company information to retain their career connections while on
childcare leave.
The female employment rate is also increasing by focusing on women candidates in our recruitment drives
and holding job fair presentations for women candidates.
General Business Operator Action Plan Based on the Act on the Promotion and Advancement of Women (Only in Japanese)
http://www.olympus.co.jp/jp/csr/innovation/lively/woman/

OLYMPUS CSR DATA BOOK 201829

Profile

GovernanceSociety

Environment

Personnel Evaluation System
Olympus manages its own goal management and evaluation system, to allow employees to proactively
pursue their business themes and develop their abilities to grow towards their goals. Employees have regularindividual interviews with their superiors to confirm the degree to which they have achieved their quantitative andqualitative targets and to set goals for the next term.
Repeatedly attending interviews and improving their abilities not only allows employees to make temporary
improvements in performance, but also allows them and their company to pursue mid- to long-term growth.
We introduce 360-degree feedback evaluations to some senior management to assess their work behavior
as well as business performance.

OLYMPUS CSR DATA BOOK 201830

Profile

GovernanceSociety

Environment

Employment and Labor Relations
The Olympus Group values protection of the rights of individual employees in order to offer better corporate
value to society.
We implement appropriate measures based on human rights viewpoints and the labor-related laws of eachcountry.
Labor-Management Consultations
The Olympus management team provides regular opportunities to engage in labor-management consultations,both centrally and at individual facilities, such as during its twice-annual Central Labor-Management Council with
the Olympus Labor Union. Such councils serve as a forum for discussing improvements in labor conditions andcorporate culture reforms.
One of the major topics in labor-management consultations in fiscal 2017 was employees’ salaries, which
resulted in revision of initial salaries for new graduates.
As of April 1, 2018, 5,749 employees (other than management) were members of the labor union, which
covers 75% of all employees.

◎ Employee-Related Data
OverallOlympus Groupin Japan*1

Olympus
Corporation
Number of newly employed(persons)(FY2017)

789

662

30s and younger

426

322

40s and older

230

26

30s and younger

121

243

Break
down

Men
Women

40s and older

12

71

(%)

10%

16%

30s and younger

16%

20%

40s and older

6%2%30s and younger

18%

25%

40s and older

3%

21%

216

278

104

211

30s and younger

41

86

40s and older

143

51

30s and younger

26

72

40s and older

6

45

93%

—

Men

93%

—

Women

91%

—

Rate of newly employed*2
Break
down

Men
Women

Number of staff leaving(FY2017)

(persons)

Of which number ofvoluntary leavers
Break
down

Men
Women

(%)

Job retention rate*3
Break
down

*1 The following 13 companies: Olympus Medical Science Sales, Nagano Olympus, Aizu
Olympus, Aomori Olympus, Shirakawa Olympus, TmediX, Olympus Digital System
Design, Olympus Terumo Biomaterials, Olympus Memory Works, Olympus Logitex,
Olympus-Supportmate, AVS, and Olympus Systems.
*2 Includes both new graduates and mid-career employment.
*3 The percentage of those who remain in the company as of April 1, 2017, out of those
employed in FY2014 (including new graduates and mid-career employment).

OLYMPUS CSR DATA BOOK 201831

Profile

GovernanceSociety

Environment◎ Employee-Related Data
OverallOlympus Groupin Japan*1

Olympus
Corporation

Men
Women

Full-time employees

Number of employees(as of March 31, 2018)

Seniormanagement

Juniormanagement

Foreign
employees

Men
Women

Excluding full-time employees

Break
down

8,244

5,819

Total*4

7,572

4,048

Men’s total

6,497

2,724

20s andyounger

714

769

30s

1,954

855

40s

2,048

670

50s or older

1,781

430

(persons)

Women’s
total

1,075

20s andyounger

234

583

30s

446

400

40s

325

257

50s and
older

70

84

Total

672

1,771

Men’s total

373

529

Percentage of employees withdisabilities(as of end of March 2018)

2%—

Number of employees withdisabilities(persons)

171

154

Number of reemployed retired
workers*5(persons)

275

122

Number of corporate-certified
advanced technicians(persons)

80

68

MM

5

2

MS

18

4

MA

57

62

80

122

Break
down

1,324

Number of employees taking
childcare leaves*6(persons)
Break
down

Men

7

3

Women

73

119

118

5

Work-at-home system users*7
(persons)
Break
down

Men

8

1

Women

110

4

0

0

Men

0

0

Women

0

0

183

111

13

12

20s andyounger

8

188

30s

29

173

40s

42

64

50s or older

294

104

Women’s
total

299

1,242

Average overtime hours
(hours/fiscal year)

20s andyounger

18

239

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

30s

90

440

40s

110

387

50s and
older

81

176

Total

373

63

Men

372

62

Women

1

1

Total

1,471

209

Men

1,390

206

Women

81

3

Total

39

27

Men

26

11

Women

13

16

OverallOlympus Groupin Japan*1

Olympus
Corporation

Usage rate of leave for volunteer
activities*8(%)
Break
down

*4 Based on original employer companies (ignoring whether on-loan or not).
*5 Number of reemployed retirees.
*6 Taken in FY2017.
*7 Number of individual employees in FY2017 (not total usage).
*8 Number of those who used the system against number of employees in FY2017.
* Figures are for full-time employees unless otherwise stated.

OLYMPUS CSR DATA BOOK 201832

Profile

GovernanceSociety

Environment

Human Rights
Basic Approach and Policy
Basic Policy
Olympus supports the United Nations Declaration of Human Rights and Global Compact. To put international
initiatives into practice in our business activities, we have also clearly spelled out the respect for human rights
in the Olympus Group Corporate Conduct Charter and the Olympus Group Code of Ethics (see page 20). In
addition, we have formulated the Olympus Group Human Rights and Labor Policy and strive to respect humanrights in the management of our businesses. We also urge our business partners to comply with the protectionof human rights.
Olympus Group Human Rights and Labor Policy
The Olympus Group upholds the concept of “Making people’s lives healthier, safer and more fulfilling” as its management
philosophy for all corporate activities, and abides by its Corporate Conduct Charter. Based on these norms, we support
the Universal Declaration of Human Rights, which was adopted by the United Nations in 1948 and the international norms
on human rights, including the United Nations Global Compact’s principles on human rights and labor. Accordingly, we arecommitted to respecting human rights in our business management and also expect our business partners to respect theprotection of human rights.
1. Provision of Fair Opportunities
Employees are our most valuable assets. We respect diversity, character, personality and the human rights of all employees,
and provide them with equal opportunities to fulfill their potential and improve their abilities as well as opportunities to work,
develop their abilities and gain promotion according to their level of competency.
2. Safe and Comfortable Working Environment
We strive to create workplaces where employees can work in a safe and healthy setting both physically and mentally, and toprovide all our employees with an environment that will help them work with enthusiasm.
3. Respect for Human Rights
We support and respect the protection of internationally proclaimed human rights within our sphere of influence, and ensurethat we are not complicit in human rights abuses.
4. Respect for the Rights of Workers
We respect the rights of workers to organize labor unions and bargain collectively in line with local laws and established practice.
5. Elimination of Forced Labor
We pledge not to use any forced or bonded labor in the production of our products or services.
6. Elimination of Child Labor
We comply with local minimum age laws and requirements and do not employ child labor.
7. Elimination of Discrimination
We strive to eliminate discrimination based on race, belief, gender, age, social status, family lineage, nationality, ethnicity,religion, disability, or of any other type in all our business activities.

Systems and Mechanisms
Initiatives with Suppliers
Olympus has adopted the “Request to Suppliers,” a document defining its expectations toward suppliers insuch areas as respect for human rights, compliance with laws, regulations and social norms, including the laws
concerning the exclusion of antisocial elements, the prohibition of corruption, bribery and similar behavior, thepromotion of fair and equitable trading, and consideration for the environment. Once each year, we use a Webbased system to conduct a corporate survey in this regard targeting major suppliers in Japan and overseas, andthe survey results are utilized for work procedure improvement to avoid problematic incidents (see page 16).
Request to Suppliers
https://www.olympus-global.com/csr/procurement/pdf/procurement_request.pdf

OLYMPUS CSR DATA BOOK 201833

Profile

GovernanceSociety

Environment

Human Rights Due Diligence
Olympus strives to verify and further strengthen initiatives targeting human rights issues within the Company.
To this end, since 2012 we have taken part in Human Rights Due Diligence Workshops, a stakeholder
engagement program organized by the Caux Round Table Japan, thereby clarifying some of the critical issues
in each business sector. In 2014, we took part in the 2014 Global Conference on CSR and Risk Management(co-hosted by Caux Round Table Japan and the UN Working Group on the Issue of Human Rights andTransnational Corporations and Other Business Enterprises and supported deliberations concerning “businessand human rights.” In fiscal 2017, we continued to participate in the Human Rights Due Diligence Workshop,
determining key human rights issues in the manufacturing sector along the value chain.
Reports and related materials of Caux Round Table Japan
http://crt-japan.jp/en/portfolio/human-rights-due-WEB diligence-workshop/

Preventing Harassing Behavior
Olympus makes every effort to prevent workplace harassment by declaring in the Olympus Corporate Code of
Ethics its determination to eliminate any form of harassing behavior that injures human dignity, and further byitemizing concrete prohibitions on sexual and other types of harassment in the employment regulations.
We have also established a Harassment Hotline in each business site and subsidiary as a preventive means
and to provide a prompt and pertinent solution if a problem arises. Our Hotline officers are trained with the skills
and knowledge to handle complaints appropriately, which include the protection of the privacy of the consulteror harassment victim, ensuring consultation confidentiality, and preventing any adverse consequences from theconsultation.
We also hold regular harassment prevention training programs for managers, who are responsible forcreating a respectful culture in the workplace and to promote further understanding to achieve harassment-freeoffices.
Response to the UK Modern Slavery Act
Olympus KeyMed, the Olympus Group company in the UK, has issued the following statement in accordancewith the provisions of Article 54, Clause 1, of the 2015 Modern Slavery Act in the UK.
Olympus UK and Ireland: SLAVERY AND HUMAN TRAFFICKING STATEMENT（In English only）
https://www.olympus.co.uk/company/en/news/publications/

OLYMPUS CSR DATA BOOK 201834

Profile

GovernanceSociety

Environment

Fair Business Practices
Systems and Mechanisms
Prevention of Bribery
Olympus will never engage in actions that could be deemed to be bribery in its dealings with any of its business
partners, such as government officials, both nationally and internationally, and employees of government
agencies (including international agencies), or any other parties. In addition to having established our own rules
based on key laws and regulations and thoroughly educating our employees on those rules, we are working on
the prevention of actions that could be interpreted as bribery by tightening the rules governing external dealings
and internal consensus decision-making as well as by implementing process controls.
Having formulated guidelines covering the prevention of bribery and in addition to “Requesting Your Support
for the Olympus Group Guideline and Your Cooperation in Fighting Corruption” set out below, the Olympus
Group has been disclosing its guidelines on its website since April 2015.
Olympus Group guidelines covering the prevention of bribery
https://www.olympus-global.com/csr/effort/anti-bribery.html

Requesting Your Support for the Olympus Group Guideline and Your Cooperation in Fighting Corruption
In line with the Corporate Conduct Charter, the Olympus Group insists that each director and employee of the Group will
resolutely uphold legal compliance under any circumstances and will not tolerate any act or behave in such a manner which iscontrary to any laws, social norms or Olympus internal rules or policies. Olympus has made a strong commitment to conduct all
aspects of its business in an honest and highly ethical manner throughout the world.
Olympus is adopting stricter policies and has established an effective preventative mechanism to deal with the corruption andunfair competition for which compliance with laws and social ethics is being reinforced globally.
I am writing to inform you once again of Olympus’ basic approach to the prevention of bribery and corruption. We have
prepared a guideline that summarizes what actions you will need to take in order to support Olympus’ initiatives. We believethat our (Olympus’) efforts alone will not be sufficient to achieve full compliance. We need your support and action to achieve
this vitally important social and ethical contribution to our society.
Thank you in advance for reading through the Guideline and for your continued cooperation and support.

Exclusion of Antisocial Forces
Olympus will have no involvement with organized crime syndicates, or any other antisocial forces that threaten
the order of society, and will never engage in actions that could support their activities.
We will respond resolutely and in accordance with the law to any fraudulent demands from antisocial forces.
In July 2012, “Regulations for the Elimination of Antisocial Forces” covering the Company and domestic Group
companies were formulated.
In principle, we conclude contracts or memorandums of understanding incorporating provisions relating
to the exclusion of antisocial forces with all new business partners (including clients and suppliers as well as
partners in joint research) in Japan.
Overseas, we are confirming that our business suppliers and partners do not have any ties with antisocial
forces in compliance with the “Regulations for the Elimination of Antisocial Forces.”
Prevention of Insider Trading
Olympus is determined to ensure the fairness and soundness of security markets and earn the trust ofshareholders and investors by working to prevent insider trading. Formulated in June 2012, the Insider Trading
Prohibition Regulations clearly forbid use of undisclosed information gained through activities related to tradingin stocks, and continuous education and training about these regulations is provided to all employees.

OLYMPUS CSR DATA BOOK 201835

Profile

GovernanceSociety

Environment

We have adopted rules, such as those concerning the buying and selling of our own shares by directors
and employees, and we consistently comply with those requirements, including the submission of notices
concerning such transactions. In fiscal 2017, an e-learning program to prevent insider trading was implemented
for all employees. At the same time, lecturers were invited twice from the Tokyo Stock Exchange to training
sessions for those employees from our corporate divisions who have ample opportunity to come into contact
with insider information.
Security Export Control and Appropriate Import Declaration
Olympus works in compliance with security export control regulations in Japan and other countries concerned.
Since 2007, as a result of having set up an export control system that conforms to the Compliance Programs
designated by the Ministry of Economy, Trade and Industry, we received certification as an Authorized Economic
Operator (AEO)* by Japan Customs and received preferential treatment as a company with superior export
controls in Japan. To maintain and improve this system, we provide training programs including executive
training given by outside lecturers, specialized training for employees involved frequently in export/importbusiness and basic e-learning programs to cover nearly all executives and employees in Japan. In fiscal 2017,
we increased our support for the development of the necessary organizations and their export inspection
operations to raise the export control level of all our related companies in Japan that engage in exports at thesame level as Olympus.
We are also establishing a global system in cooperation with the regional headquarters to respond to
extraterritorially applied regulations and enhancements in export regulations in countries concerned. We sharewith them regulatory information and classification data for products. Based on our medium-term plan, in
fiscal 2017 we utilized our global export control systems centered on our regional headquarters to assess andimprove export control for our group companies around the world.
On the other side, paying the appropriate tax for imported goods is an important area of responsibility as acompany. Therefore, as a general rule with respect to products and parts procured from overseas, it is assumed
that the Trade Compliance Department will have verified the import declaration price, which forms the basisof the tax payment, prior to the placement of the order. In fiscal 2017, we also expanded measures to coverdomestic group companies engaged in import to prevent imports being declared and revised at inappropriate
prices all across Japan.
*AEO (Authorized Economic Operator)
A program that offers relaxed or simplified custom processes to operators certified as having sufficient security and legal compliance systems in place
for managing shipments, in order to ensure both security and smooth operations in international distribution. In Japan, the program is certified by Japan
Customs.

◎ Implementation Status of Training Designed to Maintain Security Export Control and Appropriate Import Declaration(Japan/Fiscal 2017)
Aim/Description of Training

Number of
Attendees

Directors

Guest lecturers presented case studies on violations andthe subsequent response to foster understanding of theimportance of export control and the risks involved.

19

Employees with ample opportunity for
involvement in import-export duties

Point to be aware of business practice for security export
control• Export: customer classification/item classification/transaction screening• Import: declaration priceExport/Importtraining: 249

Directors and employees working in Japan(including affiliated companies)

Basic awareness of import-export controls (e-learning
program)

TargetOLYMPUS CSR DATA BOOK 201836

10,970Profile

GovernanceSociety

Environment

Disclosure of Medical Business Information■ Ethical Committee
Developing and manufacturing medical equipment such as endoscopes, Olympus held an Ethical Committee meeting
and assessed propriety from the points of view of ethics, science and reliability as well as conflicts of interest in its
medical research to respond to the “Ethical Guidelines for Medical and Health Research Involving Human Subjects”
that was revised in May 2017. We ensured the independence of the Committee by having it comprise internal andexternal experts not directly involved in the research. The scope of the assessment was all of the medical research
conducted by the Company and Group companies in Japan to which the ethical guidelines apply. We disclose theCommittee’s rules, register and summary of proceedings by registration on the Ethical Review Committee Reporting
System of the Japan Agency for Medical Research and Development (AMED).

■ Transparency Guidelines
With the advances in medical technology in recent years, medical equipment is being used in the diagnosis and treatmentof a growing number of patients and has become a major contributor to the health and welfare of people in Japan.
On the other hand, efforts to develop new technologies, launch products on the market and optimize their use
after launch require coordinated efforts with various people in the medical industry. In paying the expenses incurred, it
is essential not only to comply with the relevant laws and regulations, the “Olympus Group Corporate Conduct Charter”
and regulations in the medical equipment industry, but also to increase the transparency of these transactions.
Olympus has established Transparency Guidelines for Relations between Corporate Activities and Medical
Institutions and Other Organizations described below and is working to assure and increase transparency based on full
disclosure of information on payments made to medical institutions and personnel in accordance with the Guidelines.
Olympus Group “Transparency Guideline for the Relation between Corporate Activities and Medical Institutions andOther Organizations”
1. Basic Policy
The Olympus Group hereby declares compliance with the statutory laws and regulations and pledges to uphold high ethicalstandards to assure that all executive directors and employees observe "what is right" and behave responsibly. Under all
circumstances, Olympus will consistently apply the spirit of compliance and will never tolerate any actions that contravene laws,
regulations, social norms or internal corporate rules.
To ensure that society at large is aware that it conducts its corporate activities in accordance with these ethical values in
the context of its relationships with medical institutions, etc., Olympus has adopted these guidelines and discloses information
about payments to medical institutions, etc., in accordance with the “Transparency Guidelines for the Medical Device Industry
and its Relationships with Medical Institutions and Other Organizations,” as compiled by the Japan Federation of Medical
Devices Associations (JFMDA), of which it is a corporate member.
*These guidelines apply to Olympus Corporation and Olympus Group companies in Japan that are members of the Japan
Federation of Medical Devices Associations (JFMDA).
2. Scope of Application■ Olympus
Olympus Corporation and Olympus Group companies in Japan that are members of the Japan Federation of Medical Devices
Associations (JFMDA)■ Medical institutions and other organizations
Scientific societies, university medical departments (affiliated hospitals), hospitals and clinics, associations of technologists,
research institutes, research groups, other facilities that provide medical care or conduct research, development or clinical
trials, and persons employed in the medical sector
3. Disclosure Methods
Related information for the previous fiscal year will be disclosed on the Olympus website.
4. Timing of Disclosure
Information about payments to medical institutions and other organizations in each fiscal year will be disclosed after theannouncement of financial results for that fiscal year.
5. Scope of Disclosure
The information disclosed by Olympus will apply to payments made by Olympus to medical institutions and other organizations,in the categories of research and development expenses, academic research support expenses, manuscript writing fees, etc.,
expenses related to information provision, and other expenses.
For more details on the “Scope of Disclosure” please visit the website of the Japan Federation of Medical Devices Associations (JFMDA)
http://www.jfmda.gr.jp/e/
JFMDA Transparency Guidelines for the Medical Device Industry and its Relationships with Medical Institutions and Other Organizations
http://www.jfmda.gr.jp/wp-content/uploads/2016/10/120524_clear_02_e.pdf

OLYMPUS CSR DATA BOOK 201837

Profile

GovernanceSociety

Environment

Proactive Information Disclosure
In line with its “Information Disclosure Policy,” Olympus strives to gain the understanding and trust of all
stakeholders, including shareholders and customers, through fair, timely, appropriate and proactive disclosure ofcorporate information, including management policies, financial status, information about business activities andCSR activities.
In fiscal 2017, we improved website accessibility to make it easier for various customers, such as seniorcitizens and users with disabilities, to comfortably use our website. We chose the Web Content Accessibility
Guidelines (WCAG) 2.0 as our international model and have been working to improve our website design tocomply with these guidelines.

Olympus Information Disclosure Policy
All our activities are based on our corporate philosophy of “Making people’s lives healthier, safer and more fulfilling.” Following
this philosophy, Olympus strives to gain the understanding and confidence of all stakeholders, including shareholders andcustomers, through fair, timely, appropriate and proactive disclosure of corporate information, including management policies,
financial status, information about business activities and CSR activities.
1. Information Disclosure Standards
Olympus is committed to the disclosure of information in accordance with all laws, as well as the rules of the financial
instruments exchange where the Company is listed, and to the disclosure of all information required by laws, regulations andrules. In accordance with its internal disclosure standards, Olympus will also proactively disclose all information that could havea significant impact on its corporate value, as well as all information deemed as useful to all stakeholders, regardless of whether
such disclosure is required under laws, regulations or rules.
2. Method of Information Disclosure
Disclosure information, as required by the Timely Disclosure Rules of the Tokyo Stock Exchange, will be disclosed throughthe Timely Disclosure network (TDnet) of the Tokyo Stock Exchange. Such information will then immediately be posted on our
website. Furthermore, any information not subject to disclosure under laws, regulations or rules will be disclosed by using themost appropriate methods, including the TDnet, our website, explanatory meetings or printed publications.
3. Disclosing Information with Due Consideration
When disclosing information, Olympus will take care to protect personal information and avoid infringements of the rights of any
party. Olympus will establish corporate rules concerning procedures for the disclosure of information using the aforementioned
methods and all information disclosure will be implemented in accordance with those rules.
(Applicable Scope)
The Information Disclosure Policy of Olympus is applicable to all Olympus group companies.

OLYMPUS CSR DATA BOOK 201838

Profile

GovernanceSociety

Environment

Information Security
In recognition of the proper handling and protection of information as a social responsibility, the Olympus Group
formulated the “Olympus Group Information Security Policy” and works to protect information security.
In specific terms, we established an Information Security Promotion Committee as a subordinate
organization of the CSR Committee and implemented the action plans made by the Committee across Group
companies in Japan. In addition, we have placed managers responsible for information security managementat our regional headquarters in Europe, the Americas, and Asia/Oceania while engaging in activities that aremanaged by each region.
Among the concrete measures taken are basic physical measures. For example, offices were divided into
zones with different security management levels and access to these zones is now controlled by ID cards andbiometric devices.
Several new technical measures are also being adopted, including antivirus and information protection
measures on PCs and other IT devices, taking account of external attacks through network communications.
Another area concerns HR measures, such as promoting information security awareness among bothmanagement and employees. Inside Japan, we are updating security-related warnings and news through our
intranet, and regularly hold e-learning security education sessions, as well as submitting related articles throughemail magazines. On the global scale, we have designated February as our Global Information Security Month,and every year we organize a range of information security checks and emergency drills, for example, against atargeted email attack.

Olympus Group Information Security Policy
Based on the Corporate Conduct Charter as well as on our corporate philosophy of "Making people's lives healthier, safer andmore fulfilling," which provide the basis for all our corporate activities, the Olympus Group considers all the information we
handle and our information systems ("information assets") to be a critical management-resource.
1. Compliance with Laws and Regulations
We will comply with the laws, regulations, and contractual duties related to information security in all countries and regions
where we operate.
2. Management and Protection of Information
We will manage and protect the information assets appropriately in our business activities. We will also implement measures toprevent the inappropriate use of these assets detrimental to Olympus and any acts that might decrease the value of the assets,such as falsification, destruction, leakage and abuse.
3. Establishment of an Information Security Organization Structure
To ensure the appropriate management and protection of our information assets, we will establish an information security
organization structure and clarify the related responsibilities.
4. Establishment of Rules
We will establish the in-house rules to clarify the measures to be implemented to ensure information security. We will also revise
these rules, processes and controls continuously.
5. Education
We will increase information security awareness among all who handle the information assets and provide them with necessary
education and training on information security.
6. Emergency Responses
We will work to prevent information security-related incidents. If an information security incident occurs, we will make prompt
responses to it and implement measures to prevent the reoccurrence of similar problems.

OLYMPUS CSR DATA BOOK 201839

Profile

GovernanceSociety

Environment

Personal Information Protection■ Basic Approach and Policy
Olympus protects personal information concerning all its stakeholders, including its customers, using
appropriate methods and, in order for proper handling to be performed, clarifies its policies relating to
information protection in the Olympus Group Code of Ethics. In Japan, we have stipulated The Olympus Group
Personal Information Protection Policy and works to adhere to that policy.
The Olympus Group Personal Information Protection Policy
Note: This Personal Information Protection Policy is based on Japanese law, and thus is applicable only to Olympus Group
Companies in Japan (excluding companies with their own personal information protection policy in place).
The Olympus Group (the “Olympus Group”) recognizes the importance of protecting personal information in the network
society and believes that it is the Olympus Group's social responsibility to properly handle and protect personal information.
Accordingly, the Olympus Group shall implement the following measures.
1. Implementation of an Internal System
The Olympus Group shall implement its internal system for the protection of personal information and educate all of its
Directors, Auditors and employees to enable proper handling of personal information. In addition, in order to ensure that
initiatives to protect personal information are being accurately implemented, the Olympus Group shall periodically hold audits.
2. Proper Handling of Information
The collection of personal information shall be limited to the appropriate scope and amount and may only occur after the person
who provides his or her personal information (the “Information Provider”) has been clearly informed of the intended purpose
and use of such information. In addition, the Olympus Group shall not handle any personal information outside the appropriate
scope and shall accommodate an Information Provider’s requests for disclosure, correction, deletion or discontinued of use of
his or her personal information within a reasonable period following such request.
Furthermore, the Olympus Group shall handle specific personal information only within the scope of purpose of use prescribedby law.
3. Limitation of Provision and Disclosure of Personal Information to Third Parties
Unless consent of the relevant Information Provider is obtained or otherwise required by law, the Olympus Group shall notdisclose or otherwise provide personal information to third parties.
Furthermore, unless required by law, the Olympus Group shall not disclose or provide any specific personal information the
Olympus Group hold to any third party, regardless of whether the relevant Information Provider consents to the disclosure.
If the Olympus Group engages a third party on a matter that involves disclosure of personal information (maintained by the
Olympus Group) to the third party, the Olympus Group shall cause such third party to enter into a contract that obligates suchparty to properly maintain and manage personal information.
Further, in such situations, the Olympus Group shall supervise and provide directions to such third party in connection to theprotection of personal information.
4. Ensuring of Accuracy and Safety
The Olympus Group shall make efforts to maintain accurate and up-to-date personal information, and take appropriate security
measures against risks such as unauthorized access to personal information, loss, destruction and falsification of personal
information, and unauthorized disclosure of personal information.
5. Compliance with Laws and Regulations, and Continuous Improvements
The Olympus Group shall comply with laws, regulations and standards applicable to the protection of personal information andreview and make continuous improvements to the above-mentioned measures.

■ System
In Japan, Olympus Group has in place supervisory personal information protection administrators and promotes
personal information protection activities across the Group in Japan while providing direction and supervision.
■ Personal Information Protection Measures
With regard to the creation of a personal information database in Japan, in addition to incorporating a systemfor obtaining the prior approval of the administrator in each department, we utilize a personal information
management register and works to improve the register’s accuracy. In addition, we inspect the register on aregular basis to better understand the actual situation with regard to the management of personal information.
Requests for the disclosure, correction or deletion of personal information provided by customers are accepted
at a predetermined point of contact.
In response to enforcement of the EU’s General Data Protection Regulation (GDPR) in May 2018, we
reinforced personal information protection measures by forming a joint protection scheme coordinated among
the regional headquarters in Europe, the Americas, and Asia/Oceania.

OLYMPUS CSR DATA BOOK 201840

Profile

GovernanceSociety

Environment

Product Responsibility
Quality Assurance
Basic Approach and Policy
Olympus has established its Olympus Group Quality Policy based on the Olympus Group Corporate Philosophy
and the Olympus Group Corporate Conduct Charter. The policy was revised in October 2017 to define theGroup’s basic policy direction in activities aimed at improving quality and safety, and to define a code of conduct
to ensure the utmost focus on quality, which defines the fundamental direction of the Group’s quality activities toprovide products and services for society that are beneficial, safe and of high quality.
Olympus Group Quality Policy
The Olympus Group will pursue value that is genuinely wanted by our customers, act with the utmost focus on quality and willsustainably deliver safe products and services that are useful to society.
To this end, the Olympus Group will continue to maintain and improve the effectiveness of its quality management system in full
conformance with regulatory requirements.
Code of conduct for ensuring the utmost focus on quality
1. Customer-centric approach
We will keep our customers and patients in mind, fully focus on their safety and need, and act in a sincere manner.
2. Ensuring compliance with laws, regulations and social norms
We will strive to fully and correctly understand and comply with all relevant laws, regulations and social norms, as thisunderstanding and compliance forms the foundation for the delivery of safe, reliable products and services to our customers
and patients.
3. Constant quest for quality
We will never be content with the status quo when it comes to the quality of all relevant business processes, which will boost
the safety and quality of our products and services.
4. Appropriate communication
We will provide useful and accurate information in an appropriate manner to our customers and patients in order to ensure
their safety and peace of mind.

In fiscal 2017, the second year of the Group’s medium-term management plan adopted in 2016, efforts weredirected to reorganizing the quality management system for the entire Olympus Group, including revising the
Olympus Group Quality Policy, and reinforcing its global compliance organization by providing quality andproduct regulations. In fiscal 2018 we will focus on greater employee awareness of quality and improvements inbusiness operations to ensure products that are safe and of high quality and to strengthen the product-related
statutory compliance process.
■ Quality Management System
Each business unit and group company in the Olympus Group actively seek certification under an international
quality control standard—either ISO 9001 or ISO13485. They also build individual quality management systems
that comply with the legal requirements in each country, while accurately understanding the quality demandsof our markets, maintaining and improving the quality of existing products, and aiming to enhance customer
satisfaction toward further global business expansion.
■ Quality Improvement Activities
Our medical, scientific solutions, and imaging business units are improving their quality management system
across the globe. They gather data concerning customer inquiries and quality-related issues and utilize the data
analysis results in making quality improvements.
The Olympus Group also vigorously invests in human resource development through quality management
seminars focused on ISO9001, ISO13485, and the relevant laws and regulations of each country, as well as
utilization of an e-learning system. We also utilize external consultants aiming at better quality management
through their assessments and reviews.

OLYMPUS CSR DATA BOOK 201841

Profile

GovernanceSociety

Environment■ Improvement in Product Usability and Safe UsageThe Olympus Group manages risks concerning product safety, providing information for customers on using
our products safely and effectively through instruction manuals and product labeling, in conformance with thelaws and regulations of each country. We also have our own medical product usage training centers in Tokyo,
Germany, China (Shanghai, Beijing, and Guangzhou), Thailand and Korea. These provide training on endoscopeknowledge and handling for medical staff so that they can use our medical equipment safely. We establishedOlympus Korea Medical Training & Education Center (K-TEC) in 2017 to offer product demonstrations andtraining sessions for medical staff in Korea and contribute to the development of medical industry.
■ Efforts in Health and Safety
The Olympus Group publishes the “Olympus Group Control Rules for Chemical Substances Used in Products,”
based on the latest information concerning chemical substance handling and the legal frameworks in eachcountry. These rules clarify the chemical substance standards used in Olympus Group products to ensure thehealth and safety of customers and patients who use the products. The latest version of the Control Rules,
updated in fiscal 2018 is Edition 12 and is available on the following website:
Olympus Group Control Rules for Chemical Substances Used in Products
https://www.olympus.co.jp/csr/effort/pdf/annexA_Ver12_en.pdf?page=ir

Example of Quality Evaluation at the Development StageAs a part of quality evaluation during the development phase of Olympus products, our intra-company test andevaluation center conducts calibrations, Electromagnetic Compatibility (EMC), product safety testing, usability
evaluations, mechanical and environmental tests, material analyses, electronic component analyses, and failure
analyses. As these tests and evaluations are important for ensuring our products’ quality and safety, we insist
that they are conducted in a fair and reliable manner. To verify this, our test center has obtained certification as athird-party testing laboratory.
■ Calibration
Calibration is a process used to maintain the accuracy of measuring instruments by ensuring that allcomponents are functioning correctly. The precision of measuring instruments can vary from day to day inresponse to changes in environmental conditions. Olympus is accredited as an ILAC-MRA*1 member andcarefully monitors errors caused by these changes and applies approved calibration methods to its measuring
equipment.
■ Electromagnetic Compatibility (EMC)
Electromagnetic compatibility (EMC) testing is carried out to ensure that electrical and electronic equipment will
not emit electromagnetic noise that exceeds acceptable levels and could affect other equipment, and that it will
not malfunction when exposed to such emissions. The significance of EMC is being recognized more widelyin recent years, and related regulations were enforced in various countries. We test our products in a 10 m
anechoic chamber*2 and an electromagnetic field immunity test chamber*3.
*1 ILAC-MRA International Laboratory Accreditation Cooperation—Mutual Recognition Agreement*2 10 m anechoic chamber
Olympus has three 10 m anechoic chambers that were certified for use in electromagnetic testing under the National Voluntary Laboratory Accreditation
Program (NVLAP) of the United States.
*3 Electromagnetic field immunity test chamberThis chamber is used to confirm that electrical and electronic devices do not malfunction by exposing them to specific electromagnetic fields.
With the dissemination of wireless communication devices, action is underway to expand the test frequency range and upgrade testing levels. The
chamber at Olympus is capable of testing at frequency ranges of 80 MHz–6 GHz and a maximum test level of 30 V/m.

OLYMPUS CSR DATA BOOK 201842

Profile

GovernanceSociety

Environment■ Product Safety Testing
For medical equipment, it is particularly important to conduct product safety tests. Olympus conducts safety
tests, including a conformity assessment test (compliant with IEC 60601-1), as a third-party testing laboratory.
■ Mechanical and Environmental Testing
Taking account of various conditions of usage, storage, and transportation, mechanical tests assess productstrength and life expectancy. Tests include a vibration test, drop test, and environmental tests, including
operational humidity and temperature, to confirm that products will maintain their performance and havesufficient strength and life.
■ Materials Analysis
Olympus not only analyzes and assesses parts and materials, but also uses various analytical systems to identify
defects and other issues through detailed 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.
■ Electronic Component Analysis and Failure Analysis
We conduct electronic component analyses to prevent the components used in a new product from causing
failures. We also analyze failures that have occurred in test products and commercialized products.

OLYMPUS CSR DATA BOOK 201843

Profile

GovernanceSociety

Environment

Valuing Bioethics in Evaluating of Product Efficacy and Safety
Olympus conducts animal research as required to develop medical equipment and evaluate equipment efficacy
and safety. We are keen to ensure that the research we carry out is ethical from both the scientific and animal
welfare viewpoints, because we value the lives of animals.
Olympus introduced its animal research corporate rules based on the Act on Welfare and Managementof Animals, Basic Guidelines for Animal Research in Institutions under Management of the Ministry of Health,Labour and Welfare and other related laws and guidelines. We established our Animal Research EthicalCommittee based on the animal research corporate rules to rigorously review all our animal research plans
and ensure that they are based on the 3Rs of animal welfare —Replacement (of animal testing with alternative
methods), Reduction (of the number of animals to be used), and Refinement (of the testing method to minimize
animals’ suffering). We are committed to handling all the animals used in our research ethically and humanely,
paying extra attention to animal welfare. We also conduct regular self-inspections to ensure that our animal
research is carried out appropriately and our practice is accredited under the Accreditation for Laboratory
Animal Care and Use by the Japan Health Sciences Foundation.
Improvement of Sales/After-Sales Service Quality (Responses to Inquiries/Repairs)
Olympus has systems in place to respond to customer inquiries and repairs in Japan and overseas for different
product fields and in different regions. As regards points of contact for inquiries, information relating to aftersales services in general is provided via a Product Support link on our website. Important information concerning
safety or consumer protection is made known via Important Announcements for Customers on our website.
We have developed a repair service network to meet user needs in each region and product category.
Outlines of customer response activities in each business field and of the efforts of the repair service
network are set out below.
◎ Calls Received at Customer Support Centers(in Japan)
Imaging

Medical◎ Percentage of Repairs Completed within the
Allotted Time in Imaging Business (in Japan)

Scientific Solutions(Number of calls)

100

SLR cameras
Audio

Compact digital cameras(%)

214,926 213,255
200,000

176,115
142,050

100,000

146,120 142,638 142,279 138,878

140,905
124,736

18,70018,292

18,127

17,733

17,684

2013

2014

2015

2016

2017

(FY)

90

80

2013

2014

OLYMPUS CSR DATA BOOK 2018

44

2015

2016

2017

(FY)

Profile

GovernanceSociety

Environment◎ Customer Response Structures in Each BusinessBusiness Field

Outline of Activities[Japan]llOlympus has developed service systems designed to ensure the safety and reliability of healthcare
environment.

•• Establishment of Medical Customer Information Center, a call center dedicated to providing an information

service for medical specialists.

•• Formation of a team for specialist services offering information on how to handle medical treatment devices,troubleshooting, etc.

•• More than 95% telephone connection rate•• Major medical devices are retained inside the call center so we can provide accurate answers to inquiries

Medical•• Immediate response system based on coordination and interaction among call centers and Olympus sales/

service personnel or authorized vendors in various regions.

•• Medical Town, a special website that offers up-to-date information on medical endoscopes and related

medical treatment for medical specialists.

•• Share call center inquiry contents inside the company leading to product and service improvements•• Advanced efforts utilizing AI to improve customer responses[Overseas]
llOlympus has established call centers in major cities.
•• Call centers have also been set up in major cities in the USA, China, and Europe for localized and extensive
services.
[Japan]llCall Center•• Running Customer Support Center to solve customers’ problems in using our products

llTechnical assistance•• Running the Olympus Techno Lab for customers to experience our products and evaluate their performance•• Held Microscope Training Program for customers to learn how to use the product correctly[USA]
Scientific
SolutionsllOpening of Olympus Discovery Center in the University of Texas at Dallas•• Under collaboration with the University of Texas at Dallas, we opened a product training center for users.

llOffering support for Mexican Navy and a rescue team•• After the 2017 Central Mexico earthquake, Olympus donated an industrial videoscope to the Mexican Navyand the Topos de Tlatelolco, a non-profit emergency rescue team, to help in the search for survivors who
may be trapped under collapsed buildings and rubble.

[Europe]llOlympus Academy activities•• Manned by specialist staff, the Olympus Academy provides training in products and applications for

subsidiaries and sales agents in various countries. Product and application seminars are then held forcustomers by the subsidiaries and sales agents that have undergone such training themselves.

[Japan]llCall center staffed seven days a week, including national holidays(Note: Excluding system maintenance days and year-end/New Year holidays)

llEnhanced telephone and e-mail support per product categoryllEnhancing responses at call center•• Enhancing the quality of telephone responses by various means, including improving the communication

Imagingskills and product knowledge of call center staff members, through “mystery shopper” surveys undertaken
by external organizations and by e-mailing customer questionnaires•• From August 2015, lines into the call center changed to a nationwide call-handling service
llQ&A and other information made public via our website
llSupervision and management of global response results[Overseas]

llOlympus has established call centers in major cities.
•• Call centers have also been set up in major cities in the USA, China, and Europe to provide detailed

responses tailored to the areas they cover.

OLYMPUS CSR DATA BOOK 201845

Profile

GovernanceSociety

Environment◎ Repair System per Business Field and Improvement Efforts
Business Field

Outline of Activities
Minimizing downtime of endoscope
To minimize endoscope downtime during malfunction or repair work, both Shirakawa and Nagano service
centers (Domestic Repair Division) collectively control and carry out repair operations as well as handling ofloaners.

MedicalEndoscope service networks
Major repairs (Repairs in need of overhaul)
Japan: Medical Equipment Service Operation Centers located in Shirakawa and Nagano
Overseas: Service centers in the United States, Germany, France, Czech Republic, United Kingdom,
Russia, China, India, etc.
Simple repairs (to endoscopes and peripherals):Available through a worldwide network of approx. 170 repair bases
Providing repair services to the same high level at service bases across the world
The following services are provided at domestic and overseas manufacturing sites, sales subsidiaries andcontracted agents•• Microscopes: Back-to-base repairs, on-site repair services, function inspections, precision calibration,
service contracts, delivery installation•• Industrial endoscopes: Back-to-base repairs, function inspections, service contracts•• Non-destructive testing devices: Back-to-base repairs, on-site repair services, function inspections,precision calibration•• X-ray analytical systems: Back-to-base repairs, function inspections

Scientific
SolutionsBack-to-base repair services
Portable devices and those that may require extensive repairs are collected and repaired in an environment
equivalent to the production line. Devices that are collected for repair are normally returned within one monthof receipt.
On-site repair services
For installation-type products, technical staff is dispatched to provide on-site services, including repairs,
calibration and maintenance inspections.
Service contracts
Depending on the product, Olympus offers a number of maintenance service contracts.

Imaging

Greater repair service convenience with a variety of services and schemes
In Japan, the following services are provided by the Hachioji Repair Center, Olympus Plaza Tokyo, Olympus
Plaza Osaka and the service stations in Sapporo and Fukuoka:(1) Pickup service via website and telephone(2) On-line repair booking and estimating service
Internet-based repair service offering applications for servicing and information on repair fees and repair
status(3) Quick Repair Service(Applied to mirrorless SLR camera bodies and interchangeable lenses)
Service for reducing repair time(4) Camera cleaning service(Applied to Olympus digital cameras and interchangeable lenses)(5) Digital Camera Maintenance Seminar
Hands-on-style seminars for digital camera owners on cleaning their cameras and interchangeable lenses
under instruction were held in Olympus Plaza in Tokyo and Osaka, and other service stations in Sapporo
and Fukuoka.
(6) Olympus Owners Care Plus (OOC+)The OOC+ service offers Olympus camera owners functional diagnoses and camera servicing,customization (e.g. changing colors of external parts), and rental lenses. A Maintenance Package service
for our flagship model, the E-M1 Mark II, also started to coincide with the commencement of sales.
For worldwide overseas repairs
Overseas, repair services tailored to the areas they cover are provided by repair bases in the USA, Portugal,
Czech, Republic, Russia, Australia, China, South Korea, Hong Kong, Singapore, Thailand and Malaysia.
Improving the on-time rate for back-to-base repairs
One of our target indicators for customer satisfaction is the on-time rate for back-to-base repairs, theachievement rate of which we verify on an annual basis.

OLYMPUS CSR DATA BOOK 201846

Profile

GovernanceSociety

Environment

Social Contribution Activities
Basic Approach and Policy
Olympus Group’s Policy for Social Contribution
In addition to its contribution through business, Olympus will contribute to society in various other ways throughthe use of its management resources, including its technology and human resources. In order to advance oursocial contribution activities, we revised our conventional Social Contribution Policy in September 2016, andestablished two new global policies: the Corporate Citizenship Activity Policy, and the Donation and Grant
Policy (see page 48). We further added procedural guidelines for the Donation and Grant Policy to maintaintransparency in the donation and granting process.
Under the Corporate Citizenship Activity Policy, we stipulated the four areas on which Olympus intends tofocus: Medicine and Health; Culture and the Arts; Global Environment; and Science and Technology. We are
now carrying out a range of activities in these areas.

Olympus Group Charitable Donations and Grants Policy
Based on our corporate philosophy of "Making people's lives healthier, safer and more fulfilling" that provides the basis for all
corporate activities, the Olympus Group (hereinafter, "Olympus") is committed to gain trust from society, in addition to creatingsocial values through our business operations. Through charitable donations and grants, we live up to our commitment andresponsibility to address social issues.
1. Priority Areas and Activities
Our charitable donations and grants efforts are focused on following areas: “Medicine and Health”, “Culture and the Arts”,“Global Environment” and “Science and Technology”. Also, our contributions shall be socially just and shall follow ethicalnorms.
(1) Charitable Donations
We provide monetary aid and/or in-kind donations to philanthropic activities, and contribution activity for local
community based on CSR for humanitarian aid. Aid and donations provided for disaster relief will also be consideredcharitable donations.
(2) Grants
We provide monetary aid and/or in-kind donations to education as well as research activities, conducted byorganizations for public welfare, that relate to four priority areas: “Medicine and Health”, “Culture and the Arts”, “Global
Environment”, and “Science and Technology”.
2. Compliance with Legal Regulations and Social Norms
We will fully comply with both Japanese and non-Japanese law and industry guidelines in respect to charitable donations andgrants.
3. Rules and Organizational Systems
We clearly separate charitable donations and grants from any Olympus commercial activities, and establish guidelines andoperational structures to ensure transparency.
4. Information Disclosure
We will fully comply with Japanese and non-Japanese law and industry guidelines, will assuredly record charitable donations
and grants activities, and will commit to disclose information in a timely and appropriate manner. Furthermore, throughinformation disclosure and active communication, we will commit to deepen mutual understanding with stakeholders.

OLYMPUS CSR DATA BOOK 201847

Profile

GovernanceSociety

Environment

Olympus Group Corporate Citizenship Policy
Based on our corporate philosophy of "Making people's lives healthier, safer and more fulfilling" that provides the basis for
all corporate activities, the Olympus Group (hereinafter, "Olympus") is committed to contributing to society through various
corporate citizenship activities, in addition to creating social value through our business operations, with the goal to build
positive relationships with communities and to contribute to sustainable growth of both society and Olympus.
We carry out corporate citizenship activities that reflect the uniqueness of Olympus and leverage our technologies,
expertise and other assets to address social issues.
1. Priority Areas and Activities
Our corporate citizenship efforts are focused on the following areas: “Health and Medicine”, “Culture and Arts”, “Global
Environment” and “Science and Technology”. To solve social issues that fall into one of these areas, we prioritize the threefollowing activities:(1) Contributing to the solution of global social issues, realizing our responsibility as a global company(2) Contributing to the effective solution of social problems through activities relevant to our business(3) Conducting awareness-raising activities and providing education and training support to new generations of leaders byleveraging our technologies and know-how
Furthermore, in addition to the aforementioned priority areas and activities, we are committed to providing disaster relief
assistance and humanitarian support for the alleviation of hunger and poverty.
2. Compliance with Social Norms
We are committed to social development and strive to build long-lasting relationships with society, by ensuring regulatorycompliance and respect to local cultures and customs.
3. Rules and Organizational Systems
Along with raising the awareness of our executives and employees about the importance of social contribution, we establish
robust systems and regulations, and design effective measures to enhance our corporate citizenship activities.
4. Information Disclosure
We promote effective stakeholder communication and accommodate community requests to ensure the quality andcontinuity of our corporate citizenship activities. Furthermore, we are committed to making the information about ourcommunity activities available to a wide audience.

For more details about Olympus corporate citizenship activities, refer to the following
https://www.olympus-global.com/csr/global_activities/

OLYMPUS CSR DATA BOOK 201848

Profile

GovernanceSociety

Environment

Environmental Management
Basic Approach and Policy
Olympus Group Environmental Policy
The Olympus Group Environmental Charter was adopted in August 1992 with the aim of defining our basic
philosophy on environmental issues and linking that philosophy to concrete action. In order to foster solutions tosocial problems through our business operations, in May 2015 we added an item to the Environmental Charteron compatibility between environmental protection and economic growth, and revised it into the Olympus Group
Environmental Policy. Placing great importance on reducing environmental loads throughout product life cycles,
we are actively working to improve the environmental performance of our products, facilities, and logistics
processes.
Olympus Group Environmental Policy
Based on our corporate philosophy of “Making people’s lives healthier, safer and more fulfilling” that provides the basis for all
corporate activities, the Olympus Group respects people’s security, health and the natural mechanisms. We will contribute to
the realization of a sustainable society and sound environment by working to make the environment and economy compatible
throughout our business operations.
1. Participation by All
Each employee enriches their understanding of environmental activities and each one of us will participate in theenvironmental activities conducted in consideration of the local features.
2. Promotion of Environmental Management
We will maintain the environmental management system and mechanism on a global scale so that we can continuously
improve our environmental activities.
3. Compliance with Laws, Regulations, and Social Norms
We will fully comply with the laws and regulations, agreements with our stakeholders, and our voluntary standards in respect
to the environment.
4. Reduction of Environmental Impact
Toward the solution of environmental issues, prevention of pollution, sustainable resource use, climate change mitigation andadaptation, and protection of biodiversity, we will reduce environmental impact or our products, services and business activities.
5. Development of Technologies to Foster Harmony with the Environment
We will develop the technologies that contribute to environmental protection and will make use of the results in our
manufacturing processes, products and services.
6. Attributing Importance to Environmental Communication
We will proactively dispatch information about our environmental activities within and outside Olympus to deepen mutual
understanding with our stakeholders.

System and its Activities
System to Promote Environmental Management
We have established a unit to promote environmental management within each of our business units andGroup companies, while the Olympus Group Environmental Management Division is tasked with fostering
environmental management across the Group. Progress on these activities is reviewed by the Board of
Directors and the Executive Management Committee, and measures are taken across the Group to achieve ourpredefined environmental targets. We are collecting environmental measures, the status of legal compliance andthe environmental data necessary for our environmental management system from each of our global sites. We
established an efficient information infrastructure to collect and share these data across the Group and put it into
operation in fiscal 2014.
Moreover, our major production facilities, as well as logistics and sales subsidiaries in Japan and overseas,
have ISO 14001 certification, and we are continuously improving our environmental management systemthrough audits and by other means. In June 2018, all group business sites and offices certified with ISO 14001
completed their certification update to ISO14001:2015, the revised certification for 2015.
OLYMPUS CSR DATA BOOK 201849

Profile

GovernanceSociety

Environment◎ Environmental Management Structure
Board of Directors andExecutive Management Committee
PresidentGroup Environmental Management Officer ……Oversight for Environmental Activities
Olympus Group Environmental
Management Division

Olympus Group Environmental
Committee……Verification of Deliberation and Progressof Environmental Activity Policies(Olympus Group Environmental Secretariat)….Promotion Secretariat forEnvironmental Activities

Business Group Environmental
Management Organizations

Facility Environmental Management
Organizations

Local Overseas Subsidiaries*Covered businesses are consolidated Group companies both in Japan and overseas.

◎ List of ISO 14001 Certified Sites/Offices

March, 2000

Technology ResearchCenter (Utsugi)

March, 2000

Technology ResearchCenter (Takakura)

February, 2018

Japan

Nagano Facility(Tatsuno)
Nagano Facility (Ina)
Olympus
Medical Systems Hinode Plant
Corporation

February, 1998
May, 2014
July, 1998

Aizu Olympus Co., Ltd.

October, 1998

Shirakawa Olympus Co., Ltd.

October, 1998

Aomori Olympus Co., Ltd.

November, 1998

Olympus Logitex Co., Ltd.

November, 2003

Olympus Medical Science Sales Co., Ltd.

Asia Oceania

Technology ResearchCenter (Ishikawa)

Sites/Office

EuropeOlympus
Corporation

Date ofCertification

Americas

Sites/Office

March, 2004

Olympus (Shenzhen) Industrial Ltd.

September,
1999

Olympus (GuangZhou) Industrial Co., Ltd.

October, 2004

Olympus Trading (Shanghai) Limited

February, 2012

Olympus Vietnam Co., Ltd.

April, 2013

Olympus Australia Pty Ltd

August, 2017

Olympus Winter & Ibe GmbH

May, 2001

KeyMed (Medical & Industrial Equipment)
Ltd.

March, 2002

Olympus America Inc., National Service
CenterDecember, 2005

Olympus Scientific Solutions Americas
Corp.

July, 2010

Olympus Scientific Solutions
Technologies Inc.

July, 2010

Olympus NDT Canada Inc.

July, 2010

OLYMPUS CSR DATA BOOK 201850

Date ofCertification

Profile

GovernanceSociety

Environment◎ Major Environmental Activity Results in Fiscal 2017
Primary Policy

Enhancementofenvironmental
governancesystemTargetEnhance theenvironmental
governance systemon a global level

Promotion ofenvironmental
management

Environmental
risk reduction
activities

Continue to improve
the process tocomply withenvironmental laws

HCFCs risk
countermeasures
Replacement
planning andimplementation

Environmental
initiative
throughout
product life
cyclesFiscal 2017
Achievements andResultsllRespond to ISO
llCompleted updating
14001 revisions
to ISO14001：2015
certification in eightdomestic business sites
llProvided practicaltraining forenvironmental
promotion officers
and Environmental
Secretariat (24 people)
llProvided training forauditors on the revised
ISO standard (130persons).
llImproved wastewater llCompleted pollution
management
prevention processinspections in 30 global
llExamined complianceproduction sites
with environmental
laws and regulations
llOn-site inspection
in non-manufacturingof compliance withsites
environmental laws
and regulations insix domestic nonmanufacturing sites
llContinue to improve theenvironmental regulatorycompliance process for
products and facilities
llIdentify HCFCllCompleted HCFCcontaining devices
containing device
and create
survey in each global
replacement plansite and completed
replacement planning
Measures

Productrelated
initiatives

Create Olympus
Eco-Products (noquantitative target)

Facilitiesrelated
initiatives

Energy consumption
rate: improve by
7.73% or more(compared to
FY2012), by 2020
Water use rate:
improve compared to
FY2016
Waste discharge rate:
improve compared to
FY2016

Environmental
contribution
activities

Environmental
contribution activities
under the theme of“Water Circulation—
Protection of Forests,
Rivers, and Oceans”

llImplement
environmentallyconscious
designs tailoredto each products’
characteristics
llConduct ongoing
manufacturing
improvement
activities

llCreated new EcoProducts in all business
units (12 new, bringing
total to 584)

llConductenvironmental
contribution activities
at global sites
llConduct activities
under the themeof “Ocean Legacy
Project”

llConducted river cleanups and local greening
activities at global sites
llConducted ongoingcoral planting andnature school (2 times)

OLYMPUS CSR DATA BOOK 201851

llEnergy consumption
rate: improved by 6.6%
llWater use rate:
improved by 5.9%
llWaste discharge rate:
0.0% (same as previous
fiscal year)

Fiscal 2018 Target
Improve operation
efficiency for theEnvironmental
Management
System incompliance with
ISO 14001:2015

Trial forenvironmental risk
diagnosis
Continue toimprove theenvironmental
regulatorycompliance
process for
products andfacilities

Continue to create
products that areenvironmentallyconscious andtailored to businesscharacteristics
Carry out activities
to improvethe energy
consumption ratein accordance
to localcharacteristics
such asmanufacturing
improvement,
energyconservation,
introduction ofnatural energy, etc.
Continueenvironmental
activities

Profile

GovernanceSociety

Environment

Systems and Mechanisms
Environmental Risk Management
Violations of laws and regulations related to chemical substances contained in products, effluent fromproduction sites, and soil and groundwater contamination are important environmental risks that affect Olympus
Corporation’s management such as by shutting down operations, generating recovery costs and reducing
corporate value. Therefore, we maintain and revise rules and regulations for regulatory compliance, educate
environmental promoters, monitor and improve local investments, and work to reduce environmental risks.
The advance of global warming is causing more frequent cases of extreme weather. As concluded by theParis Agreement, climate change is a serious environmental factor that can have a serious impact on businessactivities. We experience this as business continuation risks deriving from climate change. For example, wemight experience increases in business costs due to tougher CO2 reduction regulations in different countries,
emissions trading and carbon taxes. Or our supply chain may be cut off by ever more destructive natural
disasters, such as typhoons and floods. As countermeasures against these risks, we are working to improveenergy usage efficiency, increase our use of renewable energy, and broaden our range of suppliers. Waterrisk, which is a global concern, is another factor that may have an impact on our business operations throughincreases in business costs due to reinforcement of wastewater regulations and water shortages—although
the scope of those impacts may be limited. We are now establishing business sites in areas where water
is abundant and reducing water usage in our business activities as a way of hedging the risks. To monitor
wastewater, we appoint wastewater facility managers and regularly measure our wastewater volumes.
Olympus also sees the business opportunities presented by environmental risks and actively develops andsells environmentally conscious products as well as products that contribute to the resolution of environmental
issues accordingly.
◎ Compliance with Environmental Laws (FY2017)*
Company/Facility
Olympus America Inc.

Description & Cause

Countermeasures

Failed to change organic solvent handlingclassifications

In addition to a check by solvent managers on thequantity of organic solvents, we have now added amonthly check by compliance managers.

*Relatively minor violations have been excluded.

Biodiversity Conservation
There is a concern that the loss of biodiversity will have a serious impact on the global environment and our lives.
Olympus is working to conserve biodiversity, including the management of water use and wastewater and themaintenance of green spaces, through cleanup and forest conservation activities in areas surrounding its facilities.
Green Procurement
Olympus published the “Olympus Group Green Procurement Standard” in 2001. The Green Procurement Standard,
which is also posted on our website, explains Olympus’ approach to its environmental activities to all suppliers.
In addition, in our corporate survey that we conduct once a year targeting major suppliers in Japan andabroad with whom we have ongoing business, we verify whether the suppliers have acquired ISO 14001
certification, reduced CO2 and waste, and what measures they have taken against chemical substances. In thisway, we are working to raise the level of our environmental activities with suppliers.
Olympus Group Green Procurement Standard
http://www.olympus-global.com/en/csr/involvement/management/procurement/

OLYMPUS CSR DATA BOOK 201852

Profile

GovernanceSociety

Environment

Environmental Education and Awareness Activities
To promote environmental activities with the participation of all employees based on the “Olympus Group
Environmental Policy,” Olympus works to raise environmental awareness through activities implemented during
the Olympus Environmental Awareness Month, such as the “Global Environmental Photo Contest.”
Moreover, we provide environmental education appropriate to each department, including education oncompliance with environmental laws and regulations and on the ISO 14001 internal audit.
Global Environmental Photo Contest
http://www.olympus-global.com/en/csr/involvement/management/WEB education/2016.jsp◎ Major Environmental Education Programs (Japan/FY2017)
TargetPurpose/Description

Number of Participants

Environmental managers

Thorough notification of revisions to environmental laws, alongwith necessary changes in operations at facilities
Understanding the ISO14001：2015 requirements

10

Environmental Secretariat staff
at facilities

Training to improve skills for environmental officers(Understanding key points for efficient usage of the Environmental
Information Management System and related discussions)

14

Environmental audit leaders

Training to improve internal audit skills(Understanding key points in audit indications and improvement
proposals, audit role playing, etc.)

63

Environmental auditors

Audit training based on ISO 14001:2015(Understanding the revisions to ISO 14001, audit experience, etc.)

272

OLYMPUS CSR DATA BOOK 2018

53

Profile

GovernanceSociety

Environment

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

Material Balance (Fiscal 2017)
Business
Activities

Resource and Energy Input
Energy (total)
Electric
powerCity gas
LPG
LNG
Heavy
fuel oil
Kerosene
Dieselfuel

291,935 MWh (4%)

0 kl (0%)

186,974 MWh (3%) Gasoline
4.125 million m3 (14%) Hot
water
1,397 t (-1%) District
heat
821 t (-4%) Green
electricity
191 kl (-17%) Solar power

1,804 GJ (-1%)

Development
andManufacturing

14,677 MWh (2%)
497 MWh (4%)

54 kl (-5%) Solar heat

444 GJ (44%)

22 kl (73%)

114,091 t-CO2e (3%)

CO2 generated from energy

114,083 t-CO2e (3%)

CO2 not generated from energy

8 t-CO2e (-28%)

Substances Emitted
Research &Development

1.281 million m3 (1%)

Piped water

0.622 million m3 (5%)

Ground water

0.659 million m3 (-3%)

Production

67 t (4%)

SOx

0.2 t (-17%)

18 t (-2%)

Discharge to Water Systems

1.281 million m3 (0.6%)

Water discharged (public waters)

0.452 million m3 (-5%)

Water discharged (sewage)

0.829 million m3 (4%)

BOD

Raw Materials and Sub-Materials
MetalsSteel, aluminum, brass
Plastics
Optical plastics, ABS, PC,polyethylene, polypropylene

2 t (5%)

Discharge

Office Supplies
Copy paper

NOx

Chemical Substances(PRTR substances emitted and transferred)

36 t (-2%)

Water (total)

174 t (-8%)

Sales and
Logistics

Transportation Fuel
Gasoline, diesel fuel, etc.

Use of Packaging Materials (total)

Greenhouse Gases (Total)

2,145 MWh (2%)

Chemical Substances(PRTR Substances Handled)

Transportation

Discharge of Environmental Load Substances

Logistics

Waste discharged

6,721 t (6%)

Amount recycled

5,465 t (4%)

Landfill

117 t (23%)

CO2 Emissions during
Transportation (total)

1,203 t (6%)

Cardboard

695 t (4%)

Paper

261 t (10%)

Plastic

212 t (7%)

Metal

2 t (-9%)Glass

0 t (0%)Other

33 t (-3%)

50,779 t-CO2 (-1%)

Product Shipments
Sales

Major Products(total)Repair andService

Medical Business(Endoscopes)
Scientific Solutions
Business(Microscopes)
Production sites
in Japan only

OLYMPUS CSR DATA BOOK 2018

54

2,626 t (-3%)
1,319 t (0%)
717 t (6%)

Imaging
Business
DigitalcamerasRecordersGlobal production
sites

589 t (-16%)

Percentage change fromprevious year in brackets

Profile

GovernanceSociety

Environment■ Energy/Atmospheric Release◎ Internal (Scope 1, 2) Results

FY2017 Results

Main Measures

Energy consumption rate:

llOngoing implementation of manufacturing
improvement activities
llIntroduction of energy saving equipment
llOngoing implementation of energy-saving
activities on a daily basis, including
switching off lights and adjusting airconditioning temperaturesllEffective use of renewable energy

5% or more

GHG Emissions:

1.0%(compared to FY2012)

reduced by(compared to FY2012)

Olympus set a target of improving its energy comsumption rate by 7.73% or
more, compared with fiscal 2012, by fiscal 2020 and among its energy-reduction
activities is engaged in reducing its CO2 emissions. Olympus continued
production procedure improvements in factories across the world in fiscal 2017
following its preset targets, such as installing energy-saving facilities, space
usage reduction, and lead time reduction. We installed energy-saving elevatorsand replaced conventional lighting with LEDs in Nagano Facility Ina, and started
using renewable energy (green power) in Gyrus ACMI, Inc. (Norwalk).

Energy consumption rate:
improve by

6%

or more(compared to FY2012)

CHAMPIONS CIRCLE CERTIFICATE OF

CHAMPIO

Environmental Stewardship
CIRCLENSA R D S H IP

Energy consumption rate:
improve by

EW

6.6%

improved by(compared to FY2012)

FY2018 Targets

EN

ST

FY2017 Targets

VIR O

N M ENTA

L

PROUDLY POWERED BY

Gyrus ACMI, Inc.

is hereby recognized for the acquisition of 932 Wind Renewable Energy Credits

Environmental Stewardship◎ External (Scope 3 [Category 4 Upstream transportation and distribution]) Results
FY2017 Results
GHG Emissions: reduced by(compared to FY2012)

Main Measures

8.9%

llEnhanced loading efficiency by improving packaging size and strength
llReduced transportation weights by improving packing and packaging methods
llShortened lead times and transportation distances by improving logistics routes
llEliminating packaging materials by using returnable containers

Olympus is engaged in reducing logistics-related CO2 emissions at each of its business sites. We continued ourmodal shift in international transportation from aircraft to ships. Fiscal 2017 focuses also included reduction ofwaste materials by expanding usage of returnable containers, revision of transportation routes of products to be
sold in China, and switching domestic freight deliveries to truck transportation.
◎ Internal Energy Consumption(MWh)287,358

300,000

304,358◎ Breakdown of Internal Energy Consumption
291,935

266,926
279,982

263,831200,000

Direct100,000

City gas

42,81644,571

41,742

39,16445,37551,825LPG

9,567

10,556

11,891

15,01319,92819,708

LNG

14,29815,34813,38812,764

12,954

12,454Heavy fuel
oil

4,163

3,417

3,178

3,525

2,492

2,072

Kerosene

484

379

378

536

574

548

Diesel fuel43,95523,791

1,002

184

132

228

Gasoline
Subtotal

0Electricity

2012

2013

2014

2015

2016

2017

*Scope: Domestic and overseas business enterprises of the
Olympus Group. However, small businesses are excluded.
Conversion coefficient based on Enforcement Regulation for the
Act on the Rational Use of Energy(MWh)

FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

(FY)

4

2

4

3

3

98,067

71,587

71,19081,457

86,837

177,484 174,615 174,148 177,788 180,743 186,974

Hot water

324

332

277

519

687

682

District
heat

2,268

1,823

1,969

2,082

2,106

2,145

8,700

12,213

15,53614,99014,423

14,677

Indirect Green
electricity
Solar
power

168

181

175

251

479

497

Solar heat

130

129

143

106

85

123

Total

OLYMPUS CSR DATA BOOK 201855

0
115,283

304,358 287,358 263,831 266,926 279,982 291,935

Profile

GovernanceSociety◎ GHG Emissions/Basic Unit (Scope 1, 2)(t-CO2e)

Scope 1150,000

115,279 116,700
100,000

Scope 2

18.3
90,97250,00060,00030

55,75847,194

108,574 108,388 110,904 114,091

16.4
96,851◎ GHG Emissions (Scope 3 [Category 4 Upstream
transportation and distribution])(t-CO2e)
Logistics(t-CO2e/¥100 million)
Basic unit ofconsolidated sales

Scope 215.0

Environment20

40,00010

20,00051,40456,207

51,125 50,779

14.5

14.2

13.5

94,991

94,82595,409 97,664

13,583

13,563

15,495

16,42720162017 (FY)

Scope 10

24,307 19,849
2012

2013

Logistics

2014

2015

0

0

2012

2013

2014

2015

2016

2017 (FY)*Scope: Domestic and overseas business enterprises of the Olympus Group. However, small businesses are excluded.
*Reporting based on the following GHG Protocol scopes.
Scope 1: Greenhouse gas emission from direct use of fossil fuels
Scope 2: Greenhouse gas emission from secondary use, such as electric power purchase

Sources for CO2 Conversion Coefficients● Electricity

Japan: C oefficients published annually by the national government under the Act on Promotion of Global WarmingCountermeasures and coefficients after adjustment for each power utility per fiscal year. FY2015 conversion
coefficient used for FY2016.
Overseas: C oefficients published by the IEA that are conversion coefficients by nation per fiscal year. FY2014 conversion
coefficient used from FY2015 onward.
● Fuels
Japan/overseas: Conversion coefficients based on Act on Promotion of Global Warming Countermeasures employed.
Coefficients for Converting GHG to CO2e
From FY2015 onward: 100-year GWP in IPCC Fourth Report used.
Up to and including FY2014: 100-year GWP in IPCC Second Report used.
Basic Unit of Consolidated Sales
Companywide CO2 emission (t-CO2e) / Consolidated sales (100 million yen)

◎ GHG Emissions for the Entire Supply Chain
Category

FY201615
95

FY201716
98

1. Purchased goods and services

82

85

2. Capital goods
3. F uel- and energy-related activities (notincluded in Scope 1, Scope 2)

199

198

11

10

4. Upstream transportation and distribution

51

51

5. Waste generated in operations
6. Business travel

7
21

8
20

7. Employees’ commuting

14

14

8. Leased assets (upstream)

11

14

9. Downstream transportation and distribution－－

10. Processing of sold products－－

11. Use of sold products

57

66

12. End-of-life treatment of sold products

3

3－

Scope 1
Scope 2

Scope 3Emissions(in thousands t-CO2)

13. Leased assets (downstream)－

14. Franchises－－

15. Investments

1010

Calculation Method (Assumptions)

Calculated by multiplying raw materials and parts of leading
products by basic unit
Calculated by multiplying facility investment value by basic unit
Calculated by multiplying electric power and fuel purchased by basic
unit
Calculated by multiplying transport ton/kg of leading products bybasic unit (including delivery logistics)
Calculated by multiplying worksite waste output by basic unit
Calculated by multiplying business travel expenses by basic unit
Standard commute model defined by region and calculated bymultiplying the number of employees in region by basic unit
Calculated by multiplying gasoline consumption for corporate &leased vehicles by basic unit
Classified as transport from dealers and sales companies to thecustomer but excluded due to small impact scale
Excluded due to small impact scale and difficulty in tabulation in thiscategory
Calculated by multiplying electric power consumption, etc., forlifetime of sold product by basic unit
Calculated by multiplying product disposal weight by basic unit for
waste material
Calculation including use of sold products, although some products
are leased
Not calculated due to absence from Olympus’s business range
Calculated by multiplying Scope 1 & Scope 2 emissions atinvestment targets by investment ratio

Scope 1: Direct emissions from facilities owned or controlled by the company (e.g., emission from use of town gas or heavy oil)
Scope 2: Emission from generation of energy consumed at facilities owned and controlled by the company
Scope 3: Other indirect emissions excluding Scope 1 and Scope 2*Obtained external assurance (Page 63) for total GHG emissions in Scope 1 and Scope 2, and assurance for “Category 4. Upstream transportation and distribution” in Scope 3,
because it is more important than the others and emissions are close to the actual value.

OLYMPUS CSR DATA BOOK 2018

56

Profile

GovernanceSociety◎ NOx Emissions

Environment◎ SOx Emissions
(t)

(t)

0.6

150

101

100

0.4

0.4

61

61

0.4

0.4

0.3

67

64

0.2

0.2

50

0

2013

2014

2015

2016

2017

0

(FY)

*Scope: Domestic and overseas business enterprises of the Olympus Group.
However, small businesses are excluded.

2013

2014

2015

2016

2017

(FY)

*Scope: Domestic and overseas business enterprises of the Olympus Group.
However, small businesses are excluded.

■ Water/Waste◎ Water Use/Wastewater Results
FY2017 Targets

FY2017 Results

Main Measures

Water use rate:

Water use rate:

improvecompared to FY2016

improved by(compared to FY2016)

FY2018 Targets

llImprovements in water use processes
llImplementation of anti-leak measuresduring equipment inspections

5.9%

Water use rate:
improvecompared to FY2017

Olympus uses water mainly for cleaning components and other purposes during production processes aswell as in its dining halls. We carefully control the chemicals in wastewater emitted from our facilities by setting
stricter criteria than the levels designated by regulations in different regions. In the facilities where water
consumption is high, we set targets for individual facilities to reduce water consumption and emissions. In fiscal
2017, Nagano Facility continued inspections and repairs of water leakages from underground pipes to minimize
water losses. Shirakawa Facility and Aizu Olympus also reduced water usage by shortening washing hours in
the rinsing process during production.
◎ Water Use
Groundwater(thousand m 3)

2,000

1,500

0.19

Piped water

0.18

0.17

1,400

1,343

619

616

632

1,000
500
Groundwater

755
2013

Basic unit of consolidated sales

784
2014

711
2015

0.17
1,273
590

683
2016

0.16
1,281
622

0.20

2,000

0.15

1,500

1,374

1,400

1,343

0.10

1,000

736

745

747

Sewage systems

0.05

500

659
2017

Public water areas(thousand m 3)

(thousand m 3/¥100 million)

1,374

Piped water0◎ Wastewater

(FY)

0

*Scope: Manufacturing and development sites in Japan and overseas(Some production sites in North America and small businesses are excluded.)

1,273

1,281

796

829

638

655

596

477

452

2013

2014

2015

2016

2017

Public water areas

0.00

Sewage systems*Scope: Manufacturing and development sites in Japan and overseas(Some production sites in North America and small businesses are excluded.)

OLYMPUS CSR DATA BOOK 2018

57

(FY)

Profile

GovernanceSociety

Environment◎ Waste Results
FY2017 Targets

FY2017 Results

Main Measures

Waste discharge rate:

Waste discharge rate:llReduction of process defects
llRecycling organic solvents
llImprovement in recycling rate by thoroughseparation and other measures

0.0%

improvecompared to FY2016

FY2018 Targets(same as previous fiscal
year)

Waste discharge rate:
improvecompared to FY2017

Olympus is advancing methods to reduce the amounts of waste produced and disposed of at landfills at each ofits business facilities.
Waste emissions in fiscal 2017 increased due to additional usage of packing materials for transferringproduction lines from one facility to another; however, we continued to reduce processing losses in each facility
by improving production procedures. Nagano Facility and Shirakawa Facility use a condenser to reduce acid andalkaline wastes. KeyMed (Medical & Industrial Equipment) Ltd. promoted thorough waste management among its
employees to improve the recycling rate by distributing an original waste separation guidebook inside the company.
◎ Waste discharged/Landfill and Recycle Rate
(t)

8,000
6,000

Waste discharged

Landfill

6,089

6,038

(t/¥100 million)

Basic unit ofconsolidated sales

6,108

6,322

1.00

0.85

0.85

0.9

What happens

our waste
Hand sifted byrecycled in thecontractor andappropriate manner.

0.7

121
2013

84

116

95

2014

2015

2016

117
2017

(FY)

METAL & PAPER

separately.
These are recycled
on
Rebates are obtained
these items.

0
Original waste separation guidebook,
The A-Z of Waste*Scope: Manufacturing & development sites in Japan and overseas(Some production sites in North America and small businesses are excluded.)◎ Chemical Substance Safety and Control
FY2017 Results

Main Measures

Emissions and Movements of PRTRClass 1-Designated Chemical Substances:
decreased byused for RDF
Shredded andrubbish which(bales of shredded energy).
forare then burnt

waste streams.
use our on sitewhere possible,
the Environmental
Providers should,of, you must inform
External Service
that we haveto be disposed
we can ensures which needstage) so thatlarge quantitie
of, youIf there are any
ly at the planningneeds to be disposed
opportunity (preferab
OUS waste which
team at the earliest
is any HAZARD
routes. If there
ental team.
Environmtheadequate disposal
must contact
are disposing
If the items youin the corrals.
not under
bins
Do
ate
ent.
left in the appropri
the HS&E Departm
Waste must be
must contact
cannot be foundbin, then you
Anything thatthe allocatedcorral.
into
the
fit
in
not
of do
able waste
Department.
leave unidentifi
contact the HS&E
any circumstances
doubt then pleaseor if you are innt
within these pages
electronic equipme
for Olympus-branded
serial numbers
can be issued.
You must supply
e of destruction
so that a certificat

Landfill0

to our waste?

CARDBOARD,FOOD WASTE- food waste
Anaerobic digestion generates
andis broken down
for energy.
bio gas used

0.76

2,000

NG

GENERAL WASTE
RECYCLING

0.8

Waste discharged

RECYCLI

WASTE

0.85

0.80

4,000

OF
THE A-Z

6,721

llSubstitution of PRTR-designated chemicals with other substances throughmaterial developments
llReduced usage of PRTR-designated chemical substances

1.7% (compared to FY2016)

Olympus is striving for appropriate management and emissions reduction of chemical substances subject to
the PRTR regulations in order to minimize the impact on people and the environment. Nagano Facility reduced
usage of 1-bromopropane, a cleaning solvent, by optimizing the component cleaning process.
◎ Emissions and Movements of PRTR Class
1-Designated Chemical Substances

(t)

30

20

20.9

19.3

19.3

2014

2015

18.0

17.7

2016

2017

10

0

2013

(FY)

*Scope: Manufacturing and development sites in JapanOLYMPUS CSR DATA BOOK 2018

58

Profile

GovernanceSociety

Environment◎ Olympus Group Site Data
Company/Facility

Location

CO2(t-CO2e)
9,131

99

489

489

Technology Development Center, Hachioji-shi, Tokyo
Utsugi Facility

2,498

21

105

105

Technology Development Center, Hachioji-shi, Tokyo
Takakura Facility

372

4

15

15

Tatsuno-machi,
Kamiina-gun, Nagano

17,304

312

498

495

Nagano Facility Ina

Ina-shi, Nagano

2,155

17

84

77

Hinode Plant

Hinode-cho,Nishitama-gun, Tokyo

1,360

6

53

53

Aizu-Wakamatsu-shi,
Fukushima

13,591

249

428

396

Aomori Olympus Co., Ltd.

Kuroishi-shi, Aomori

4,217

33

233

233

Shirakawa Olympus Co., Ltd.

Nishigo-mura,Nishishirakawa-gun,
Fukushima

3,642

36

368

309

Olympus Terumo Mishima Plant
Biomaterials Corp.

Nagaizumi-cho,Suntogun, Shizuoka

1,439

6

10

8

Olympus Logitex Co., Ltd.

Sagamihara-shi,
Kanagawa

667

－

350

350

Olympus (Shenzhen) Industrial Ltd.

Guangdong Province,
China

25,977

163

539

477

Olympus (GuangZhou) Industrial Co., Ltd.

Guangzhou, China

370

3

91

88

Olympus Trading (Shanghai) Limited

Shanghai, China

456

1

15

15

Olympus Vietnam Co., Ltd.

Dong Nai Province,
Vietnam

9,326

170

1,019

543

Olympus Australia Pty Ltd

Victoria, Australia

362

1

74

41

1,226

14

328

313

954

27

381

342

Japan

Nagano Facility Tatsuno

Olympus Medical
Systems Corp.

Asia/Oceania

Aizu Olympus Co., Ltd.

EuropeAmountrecycled(t)Technology Development Center, Hachioji-shi, Tokyo
Ishikawa Facility

Olympus
Corporation

Americas

Waste
Water used discharged(thousand m3)(t)

Olympus Winter & Ibe GmbH

Hamburg, Germany

KeyMed (Medical & Industrial Equipment) Ltd.

Essex, U.K.

Algram Group Ltd.

Devon, U.K.

54

3

121

52

Gyrus ACMI, Inc.

Massachusetts, U.S.A.

5,999

18

357

118

Olympus Scientific Solutions Americas Corp.

Massachusetts, U.S.A.

2,293

44

145

80

Olympus America National Service Center
Inc.

California, U.S.A.

1,204

11

252

252

* Olympus Group’s production sites in Japan and overseas

OLYMPUS CSR DATA BOOK 2018

59

Profile

GovernanceSociety

Environment

Environmentally Conscious Products
Product Life Cycle Assessments
The Olympus Group works to develop products and production technologies that show consideration for safety
and for the environment. Having in fiscal 2003 established its Eco-Products Administration Rules, a voluntarystandard relating to the environmental considerations of our products, we continue to certify our products as
Olympus Eco-Products.
In addition, a life cycle assessment (LCA) is performed at each stage of a product’s life cycle to assess its
impact on the environment at the product development stage and from procurement through manufacture,
distribution, use and final disposal. Clarifying the environmentally conscious aspects that differ for each product,
we have set them as items for the environmental consideration standard.
Examples of Environmentally Conscious Products
The Olympus Group works to show consideration for the environment through the products in each of its
business fields.

Medical Business

ORBEYE Surgical Microscope System< Main Product Features >1. The 4K 3D high-definition digital images support precision surgery.
2. The large 55-inch monitor with 4K 3D quality contributes to teamsurgery and reduces the burden on physicians.
3. Significant downsizing of the microscope component (95% volume
reduction compared to previous model) ensures sufficient space forsurgery and shortens system setup time.
< Environmentally Conscious Aspects >llRunning cost reduction due to less power consumption.
llCO2 emissions reduction from product transportation through reducing
the weight of the product and the packaging volume.

Scientific Solutions Business

Semiconductor & FPD Inspection Microscopes MX63 & MX63L< Main Product Features >1. The newly added MIX observation unit provides better visibility foreasier identification of faults previously difficult to detect.
2. LED light source enables observation under stable conditions
over a prolonged period regardless of light source brightness.
3. The focus aid function enables quick and accurate focusing
without the lens accidentally coming into contact with the sample.
< Environmentally Conscious Aspects >Adoption of LED light source prolongs bulb lifetime and reduces
power consumption.

OLYMPUS CSR DATA BOOK 201860

Profile

GovernanceSociety

Environment

Camera and Audio Business

Interchangeable Lens Camera OLYMPUS PEN E-PL9< Main Product Features >1. Art Filters, together with beautiful blurred backgrounds, enable impressive
photos with a versatile range of photographic expressions to be easily
created.
2. Easy connection to a smartphone and handy image transfer function toshare photos over SNSs.
3. Compact and lightweight body with simple, high quality design, makes the camera an all-the-time companion.
4. Five-axis image stabilizer creates high quality photos in any conditions and the Auto mode delivers highperformance basic functions with simple operations.

Linear PCM Recorder LS-P4<Main Product Features>
1. Three-dimensional microphone system using TRESMIC technology creates a wide
frequency response recording, faithful to the original sound.
2. Lossless compression FLAC format has been adopted.
3. Equipped with Bluetooth® compatibility to wirelessly connect with headphones andother peripheral devices.
4. V arious pre-installed editing functions, including Fade-in & Fade-out.
<Environmentally Conscious Aspects> (shared by both products)
llIn accordance with the “Act on Promotion of Recycling of Small Waste Electrical and Electronic Equipment”*1
and the guidelines formulated by the Camera & Imaging Products Association (CIPA)*2, battery recycling
is encouraged by having not incorporated the batteries into the device bodies and by having adopted arechargeable battery and a retractable battery compartment cover to facilitate battery removal.
llReduced power consumption when in use and when on standby*1 For more details please visit:
http://www.env.go.jp/recycle/recycling/raremetals/law.html (Only in Japanese)*2 For more details please visit:
http://www.cipa.jp/env/documents/j/assessmentguide_20160419.pdf (Only in Japanese)

Products that Contribute to Solving Environmental Issues
Utilized even at the forefront of automobile and aircraft development with the aim of improving the efficient use ofenergy and the recycling facilities, Olympus products contribute to solving environmental issues.
VANTA X-Ray Fluorescence Analyzer
Assisting in hazardous substance analysis and resource
recycling< Main Product Features >1. Nondestructive measurement of substances (elements) inthe target object by type and content
2. Small and light for easy measurement on the spot
3. Complies with dustproof and waterproof standard IP65*3.
4. U
 se for quality inspections at production sites, selecting
recycled raw materials, inspecting hazardous metals, etc.
*3 International standard on dust and moisture resistance established by the International Electrotechnical Commission. The tens digit shows the dust
resistance grade and the ones digit shows the moisture resistance grade

OLYMPUS CSR DATA BOOK 2018

61

Profile

GovernanceSociety

Environment

IPLEX NX Industrial Videoscope
Contributing to the realization of a society that emits
only small amounts of CO2< Main Product Features >1. Used in the inspection and diagnosis of the internal
parts of machinery
2. Reproduces even the slightest defect in a sharp, clear
image
3. Used for inspections of wind power generation facilities
and of automobiles competing on low fuel consumption as well as of aircraft engines

Recycling Small Rechargeable Batteries, Containers and Packaging Materials
Under the Act on the Promotion of Effective Utilization of Resources and as a member of the Japan Portable
Rechargeable Battery Recycling Center (JBRC), Olympus is cooperating in collecting and recycling small
rechargeable batteries. Containers for individual packaging and packaging materials used for products are being
identified to allow sorted collection. Under the Act on the Promotion of Sorted Garbage Collection and Recyclingof Containers and Packaging and as a member of the Japan Containers and Packaging Recycling Association,
Olympus is also cooperating in recycling. At the same time, we are making efforts to promote effective use ofresources to cut down the volume of container and packaging materials used.

Environmental Accounting◎ Environmental Conservation Costs
Grouping
Costs inside Business Area
Prevention of Public
Nuisance Cost
Global Environmental
Content
Conservation Cost
Resource Circulation Cost
In Upstream Costs
In Downstream Costs
Environmental Management Activity Costs
R&D Costs
Costs of Social Activities
Costs for Damaged Environment
Total(Millions of yen)

FY2015Investment
Cost
278
778
30

FY2016
Investment
Cost
328
588

565

38

247

35

1
1
0
0
0
0
0
279

178
86
8
366
96
6
0
1,340

FY2017
Investment
Cost
183
263

397

24

119

290

35

144

8

0
1
0
10
0
0
0
339

156
70
5
379
34
1
0
1,077

16
0
0
0
0
0
0
183

136
64
3
342
695
6
0
1,373

◎Environmental Conservation Effects
Quantitative Effects of Environment
Preservation
Effects inside
Business Area

CO2 emissions (t-CO2e)
Waste Discharged (t)Water Usage (10,000 m3)
Chemical Substances
Transferred/Discharged (t)FY2015FY2016FY201751,5932,367
82

54,8882,531
81

56,368
2,633
78

19

18

18
(Millions of yen)

Economic Benefits of Environmental Protection
Revenue Bene­fits
Cost Savings

Revenues from Sales of Valuable Recycled Substances
Energy Costs
Costs of Water Usage
Disposal Contracting Costs

Change from Previous Fiscal Year
6
63
4
9

Target period: April 1, 2015–March 31, 2018
Scope: Head office functions, manufacturing companies and distribution companies in Japan
Notes: 1) Tabulation based on “Environmental Accounting Guideline 2005.”
2) Cost and depreciation that cannot be separated clearly in environmental management are not divided proportionately.
Full amount has been excluded from the calculations.

OLYMPUS CSR DATA BOOK 201862

Assurance Statement related to GHG Emissions◎ Assurance Statement related to GHG Emissions (1/2)

OLYMPUS CSR DATA BOOK 201863◎ Assurance Statement related to GHG Emissions (2/2)

OLYMPUS CSR DATA BOOK 2018

64

GRI Content Index
The information contained within this report conforms to Global Reporting Initiative (GRI) Sustainability ReportingStandards. (Contains some information of the Integrated Report and Website.)

Indicator

Item

102
GRI 102:

General Disclosures
General Disclosures 2016

1

Organizational profile

102-1
102-2
102-3
102-4
102-5
102-6

Name of the organization
Activities, brands, products, and services
Location of headquarters
Location of operations
Ownership and legal form
Markets served

102-7

Scale of the organization

102-8
102-9
102-10Information on employees and other workers
Supply chain
Significant changes to the organization and its supply chain

102-11

Precautionary Principle or approach102-12102-13External initiatives
Membership of associations

2

Strategy102-14102-15

Statement from senior decision-maker
Key impacts, risks, and opportunities

3

Ethics and integrity

102-16

Values, principles, standards, and norms of behavior

102-17

Mechanisms for advice and concerns about ethics

4

Governance102-18Governance structure102-19Delegating authority

102-20102-21Company Outline
Business Overview and Markets Served
Company Outline
Business Areas
Company Outline
Business Overview and Markets Served
Company Outline
Financial Highlights
Employee-Related Data—
N/A
CSR Promotion Structure
Risk Management System
Commitment to External Initiatives
Environmental Risk Management
Commitment to External Initiatives
Disclosure of Medical Business Information

3
4-6
3
3
3
4-6

—
Risk Management System—
13

The Olympus Group’s Corporate Philosophy and
CSR
Olympus Group Corporate Conduct Charter
Compliance Promotion System
Compliance Hotline Systems

Executive-level responsibility for economic, environmental, andsocial topics
Consulting stakeholders on economic, environmental, and social
topics102-22Composition of the highest governance body and its committees

102-23Chair of the highest governance body102-24

Nominating and selecting the highest governance body102-25

Conflicts of interest

102-26

Role of highest governance body in setting purpose, values, andstrategy102-27102-28

Collective knowledge of highest governance body
Evaluating the highest governance body’s performance102-29Identifying and managing economic, environmental, and social
impacts

3
31-32
—
—
13, 17, 52
17
37

1, 8
9, 10

Corporate Governance Structure (Integrated
Report)CSR Promotion Structure
Corporate Governance Structure (Integrated
Report)13

CSR Promotion Structure

13

—

—

Corporate Governance Structure (Integrated
Report)Corporate Governance Structure (Integrated
Report)Corporate Governance Structure (Integrated
Report)Standards for Judging the Independenceof Outside Directors and Outside Audit &Supervisory Board Members (Integrated Report)
Corporate Governance Report (Web)
Corporate Governance Structure (Integrated
Report)CSR Promotion Structure——
Corporate Governance Structure (Integrated
Report)Risk Management System

OLYMPUS CSR DATA BOOK 2018

65

Page

13
—
—

13

Indicator

Item

102-30Effectiveness of risk management processes

102-31
102-32

Review of economic, environmental, and social topics
Highest governance body’s role in sustainability reporting

102-33

Communicating critical concerns

102-34Nature and total number of critical concerns

102-35

Remuneration policies

102-36

Process for determining remuneration

102-37

Stakeholders’ involvement in remuneration

102-38102-39Annual total compensation ratio
Percentage increase in annual total compensation ratio

5

Stakeholder engagement102-40

List of stakeholder groups

102-41
102-42

Collective bargaining agreements
Identifying and selecting stakeholders

102-43

Approach to stakeholder engagement102-44

Key topics and concerns raised

6

Reporting practice102-45

Entities included in the consolidated financial statements

102-46102-47102-48102-49102-50102-51
102-52102-53102-54102-55

Defining report content and topic Boundaries
List of material topics
Restatements of information
Changes in reporting
Reporting period
Date of most recent report
Reporting cycle
Contact point for questions regarding the report
Claims of reporting in accordance with the GRI Standards
GRI content index

102-56External assurance

103

Management Approach

GRI 103:
103-1

Management Approach 2016
Explanation of the material topic and its Boundary

Corporate Governance Structure (Integrated
Report)Risk Management System
CSR Promotion Structure—
Corporate Governance Structure (Integrated
Report)CSR Promotion Structure
Compliance Promotion System
Corporate Officer Compensation (Integrated
Report)Corporate Officer Compensation (Integrated
Report)Corporate Officer Compensation (Integrated
Report)——Examples of Communication with Stakeholders
Customers
Labor-Management Consultations—
Examples of Communication with Stakeholders
Customers
Examples of Communication with Stakeholders
Customers

103-2

The management approach and its components

103-3

Evaluation of the management approach

13
13

13
9

—
—

7
31
—
7
7

Organizations Covered by the Report
Securities Reports——
N/A
Organizations Covered by the Report
Period Covered by the Report
Publication Date
Publication Date
Inquiries on this Data Book
Reference Guidelines
This chart
External Assurance
Assurance Statement related to GHG Emissions

2—
Compliance Promotion System
CSR Promotion Structure
Risk Management System
Employment and Labor Management Systems
Occupational Safety and Health Promotion
Structure
Health Management Support System
Promotion Structure of Training and Education
Promoting Diversity
Personnel Evaluation System
Systems and Mechanisms (Human Rights)
Systems and Mechanisms (Fair Business
Practices)
Olympus Group “Transparency Guideline for
the Relation between Corporate Activities andMedical Institutions and Other Organizations”
Olympus Information Disclosure Policy
Olympus Group Information Security Policy
Olympus Group Personal Information Protection
PolicyOlympus Group Quality Policy
Olympus Group Charitable Donations and Grants
PolicyOlympus Group Corporate Citizenship Policy
Olympus Group Environmental Policy
System to Promote Environmental Management——

OLYMPUS CSR DATA BOOK 2018

66

Page

—
—
—
2
2
2
2
2
2
65-69
2
63-64

9, 13, 18, 20,
23, 25, 28-29,
30, 33, 35, 37,
38, 39, 40, 41,
47, 48, 49—

Indicator

Item

200

Economic

GRI 201:

Economic Performance 2016

201-1

Direct economic value generated and distributed

201-2
201-3
201-4
GRI 202:
202-1
202-2
GRI 203:
203-1
203-2
GRI 204:
204-1
GRI 205:
205-1
205-2
205-3
GRI 206:
206-1

Financial Results (Tanshin) for the Three Monthsof the Fiscal Year Ending March 31, 2018

Financial implications and other risks and opportunities due toclimate change
Defined benefit plan obligations and other retirement plans
Financial assistance received from government
Market Presence 2016
Ratios of standard entry level wage by gender compared to local
minimum wage
Proportion of senior management hired from the local community
Indirect Economic Impacts 2016
Infrastructure investments and services supported
Significant indirect economic impacts
Procurement Practices 2016
Proportion of spending on local suppliers
Anti-corruption 2016
Operations assessed for risks related to corruption
Communication and training about anti-corruption policies andprocedures
Confirmed incidents of corruption and actions taken
Anti-competitive Behavior 2016
Legal actions for anti-competitive behavior, anti-trust, andmonopoly practices

300

Environment

GRI 301:
301-1
301-2
301-3
GRI 302:
302-1
302-2
302-3
302-4
302-5
GRI 303:
303-1
303-2
303-3
GRI 304:

GRI 306:

Materials 2016
Materials used by weight or volume
Recycled input materials used
Reclaimed products and their packaging materials
Energy 2016
Energy consumption within the organization
Energy consumption outside of the organization
Energy intensity
Reduction of energy consumption
Reductions in energy requirements of products and services
Water and Effluents 2016
Interactions with water as a shared resource
Management of water discharge-related impacts
Water recycled and reused
Biodiversity 2016
Operational sites owned, leased, managed in, or adjacent to,protected areas and areas of high biodiversity value outside
protected areas
Significant impacts of activities, products, and services on
biodiversity
Habitats protected or restored
IUCN Red List species and national conservation list species with
habitats in areas affected by operations
Emissions 2016
Direct (Scope 1) GHG emissions
Energy indirect (Scope 2) GHG emissions
Other indirect (Scope 3) GHG emissions
GHG emissions intensity
Reduction of GHG emissions
Emissions of ozone-depleting substances (ODS)
Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant
air emissions
Effluents and Waste 2016306-1

Water discharge by quality and destination

306-2

Waste by type and disposal method

306-3
306-4
306-5
GRI 307:
307-1

Significant spills
Transport of hazardous waste
Water bodies affected by water discharges and/or runoff
Environmental Compliance 2016
Non-compliance with environmental laws and regulations

304-1
304-2
304-3
304-4
GRI 305:
305-1
305-2
305-3
305-4
305-5
305-6
305-7

Page

—

—

—
—

—
—

—

—

—

—

—
—

—
—

—

—

—
Compliance Education
Prevention of Bribery
Status of Legal Compliance

—

—

—

Material Balance
—
—

54
—
—

Energy/Atmospheric Release
Energy/Atmospheric Release
Energy/Atmospheric Release
Energy/Atmospheric Release
—

55-57
55-57
55-57
55-57

Water/Waste
—
—

57-59
—
—

—

—

—

—

—

—

—

—

Energy/Atmospheric Release
Energy/Atmospheric Release
Energy/Atmospheric Release
Energy/Atmospheric Release
Energy/Atmospheric Release
—

55-57
55-57
55-57
55-57
55-57
—

Energy/Atmospheric Release

55-57

Material Balance
Water/Waste
Material Balance
Water/Waste
Environmental Risk Management——
Environmental Risk Management

OLYMPUS CSR DATA BOOK 201867

11, 3512

54, 57-59
54, 57-59
52
—
—
52

Indicator
GRI 308:
308-1
308-2

Item

Supplier Environmental Assessment 2016
New suppliers that were screened using environmental criteria
Negative environmental impacts in the supply chain and actions
taken

400

Society

GRI 401:
401-1

Employment 2016
New employee hires and employee turnover
Benefits provided to full-time employees that are not provided totemporary or part-time employees
Parental leave
Labor/Management Relations 2016
Minimum notice periods regarding operational changes
Occupational Health and Safety 2016

401-2
401-3
GRI 402:402-1
GRI 403:403-1

Workers representation in formal joint management–worker healthand safety committees

GRI 405:

Types of injury and rates of injury, occupational diseases, lostdays, and absenteeism, and number of work-related fatalities
Workers with high incidence or high risk of diseases related totheir occupation
Health and safety topics covered in formal agreements with tradeunionsTraining and Education 2016
Average hours of training per year per employee
Programs for upgrading employee skills and transition assistanceprograms
Percentage of employees receiving regular performance andcareer development reviews
Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies and employees

405-2
GRI 406:
406-1
GRI 407:

Ratio of basic salary and remuneration of women to men
Non-discrimination 2016
Incidents of discrimination and corrective actions taken
Freedom of Association and Collective Bargaining 2016
Operations and suppliers in which the right to freedom of
association and collective bargaining may be at riskChild Labor 2016

403-2
403-3
403-4
GRI 404:
404-1
404-2
404-3

407-1
GRI 408:408-1

Operations and suppliers at significant risk for incidents of childlabor

GRI 409:

Forced or Compulsory Labor 2016409-1

Operations and suppliers at significant risk for incidents of forced
or compulsory labor

GRI 410:410-1
GRI 411:411-1
GRI 412:
412-1
412-2
412-3
GRI 413:
413-1
413-2
GRI 414:
414-1
414-2
GRI 415:415-1
GRI 416:
416-1
416-2

Security Practices 2016
Security personnel trained in human rights policies or procedures
Rights of Indigenous Peoples 2016
Incidents of violations involving rights of indigenous peoples
Human Rights Assessment 2016
Operations that have been subject to human rights reviews or
impact assessments
Employee training on human rights policies or procedures
Significant investment agreements and contracts that include
human rights clauses or that underwent human rights screening
Local Communities 2016
Operations with local community engagement, impact
assessments, and development programs
Operations with significant actual and potential negative impacts
on local communities
Supplier Social Assessment 2016
New suppliers that were screened using social criteria
Negative social impacts in the supply chain and actions taken
Public Policy 2016
Political contributions
Customer Health and Safety 2016
Assessment of the health and safety impacts of product andservice categories
Incidents of non-compliance concerning the health and safety
impacts of products and services—
Initiatives with Suppliers
Green Procurement—

Employee-Related Data

31-32

—

—

—

—

—

—

Occupational Safety and Health Promotion
Structure
Labor-Management Consultations
Occupational Safety and Health Promotion
Structure

16, 5220, 31
20

—

—

—

—

—
Human Resource Development
Personnel Evaluation System

—
25-26
30

Personnel Evaluation System

30

Promoting diversity
Employee-Related Data
—

28-29
32
—

—

—

Initiatives with Suppliers
Human Rights Due Diligence16, 34

Initiatives with Suppliers
Supplier Survey and Improvement Activities
Human Rights Due Diligence16, 34

Initiatives with Suppliers
Supplier Survey and Improvement Activities
Human Rights Due Diligence16, 34

—

—

—

—

—

—

—

—

—

—

—

—

—

—

—
Initiatives with Suppliers

—
16

—

—

—

—

—

—

OLYMPUS CSR DATA BOOK 2018

68

Page

Indicator
GRI 417:
417-1
417-2
417-3
GRI 418:
418-1
GRI 419:
419-1

Item

Marketing and Labeling 2016
Requirements for product and service information and labeling
Incidents of non-compliance concerning product and service
information and labeling
Incidents of non-compliance concerning marketing
communications
Customer Privacy 2016
Substantiated complaints concerning breaches of customer
privacy and losses of customer data
Socioeconomic Compliance 2016
Non-compliance with laws and regulations in the social andeconomic area

—

—

—

—

—

—

—

—

Status of Legal Compliance

12

OLYMPUS CSR DATA BOOK 2018

69

Page

Olympus Corporation

Olympus Corporation Social Responsibilities Activities website

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