Olympus CSR Report 2015
Toward the Realization of a Better Livelihood and Happiness

The Olympus Group’s Corporate Philosophy and CSR

Toward the Realization of a Better Livelihood and Happiness
The Olympus Group strives to realize better health and happiness for people
by being integral members of society, sharing common values, and proposing
new values through its business activities.

■ Olympus Group Corporate Philosophy

INtegrity

INnovation

INvolvement

Integrity in Society

Creating Innovative Value

Social Involvement

We aim towards establishing firm ties
with society through the three IN’s
Since 1994, the Olympus Group has regarded the “Social IN” corporate philosophy as the starting
point for management thought. The Olympus Group strives to realize better health and happiness for people by being integral members of society, sharing common values, and proposing
new values through its business activities. This is “Social IN” and it describes the basic Olympus
philosophy underlying all our activities. Social IN comes from Social Value IN the Company, aconcept of incorporating social values into the Company’s activities.

*Local communities and the international community include
general citizens, NGOs, NPOs, the government, and internationalorganizations.

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OLYMPUS CSR REPORT 2015

Social demands
and expectations

Contribution to Society
through Business:

Contribution to Society
through Other
Voluntary Activities:

By providing needed value
to society and producing
profits through business

By investing in society andestablishing a meaningful
relationship with it

Business
partners

Customers

Shareholders/
Investors

Localcommunities

Duties andresponsibilities
to society

Through its CSR activities, the Olympus Group
responds to the needs and expectations of society andfulfills its obligations and responsibilities.
We believe that to justify the continuing existenceof Olympus as a company and help people to enjoy
healthier and happier lives, we must fulfill our responsibilities through dialogue with all stakeholders (persons
and organizations with which we interact through ourbusiness activities), including customers, suppliers,
shareholders and investors, as well as employees andtheir families, local communities*, and the international
community*.

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

Approach to CSR

Employees
and theirfamilies

International
communities

Fulfilling all obligations through compliance withlaws, regulations and business ethics
EconomySocietyThe
environment

■ Editorial Policy

Contents

This report has been published to inform stakeholders about the basic philosophy
behind the CSR activities of the Olympus Group, and the results of our activities infiscal 2014. The reporting format used in this report is based on the Olympus Group
Corporate Conduct Charter. Icons have been used in this report to show the linkage
between the Corporate Conduct Charter and the seven core subjects in the ISO 26000
social responsibility guidelines. These indicate the activity report pages relating to eachof the core subjects.
■ Organizations Covered by the ReportINnovation

Editorial Policy/Contents ......................................................02
Message from the President ................................................03
Realizing the “Social IN” Corporate Philosophy ....................05
The Business Activities and Social Responsibilities of
the Olympus Group .............................................................07
Activity Report .................................................................08

This report covers Olympus Corporation, its consolidated subsidiaries and affiliatedcompanies as of March 31, 2015. The social report covers Olympus Corporation,
Olympus Medical Systems Corporation and Olympus Imaging Corporation. Other
companies are covered as indicated. The environmental report covers Olympus
Corporation, Olympus Medical Systems Corporation, Olympus Imaging Corporationand their main domestic and overseas production subsidiaries.

INtegrity

The Olympus Group’s Corporate Philosophy and CSR ........01

INvolvement

INtegrity Integrity in Society .....................................09
CSR Highlight 1
Practicing Stringent Compliance
Suited to a Global Company .............................................09■ Adherence to High Ethical Standards● Strengthening Corporate Governance ........................11● Promoting Compliance ...............................................14● Fair Business Practices ..............................................16

Organizational Fair operating
governancepractices

HumanrightsConsumerissuesLabor
practices

The
Community
environment involvement anddevelopment■ Reference Guidelines● GRI, Sustainability Reporting Guidelines Ver. 3.1● 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 when selecting items for inclusion in the report.

■ Period Covered by the Report

April 1, 2014 - March 31, 2015
The report contains some information outside this period.
■ Publication Date

■ Respect for Human Rights● Human Rights and Labor Policy .................................18● Respect for Employees’ Human Rights ......................18● Respect for Human Rights in the Supply Chain ..........19● Human Rights Due Diligence ......................................20

INnovation Creating Innovative Value ...................21
CSR Highlight 2
Personal Development through Manufacturing ..................21■ Delivering Innovative Value● Ensuring Product Quality ............................................25● Product and Service Creation from the Customer’s

Perspective ................................................................26■ Working Environments with Vitality

October, 2015
The previous edition was published in November 14, 2014. The publication of thenext edition is scheduled for September 2016.

● Human Resource Development, Fair Assessment ......29■ Contact Point for Comments and Inquiries● Safety and Health...................................................... 30

Olympus Corporation
CSR Department, CSR Division
CSR & Compliance Office
TEL: +81-3-6901-9299
Email: csr_info@ot.olympus.co.jp■ Disclaimer● Some information in this report duplicates the content of the CSR Report 2014.
● Some previous data has been reviewed according to the changes in calculation

methods.

■ Communication Tools

Nonfinancial information is provided in CSR Report while management and financial
information is included in Annual Report. In addition to these reports, Olympus also
provides up-to-date information via its website.
CSR Activities http://www.olympus-global.com/en/csr/
Investor Relations http://www.olympus-global.com/en/ir/● Creating Free and Open Workplace Environments......29● Creating Energized Working Environments .................30

INvolvement Social Involvement .........................31
CSR Highlight 3
Medical Care Awareness Activities around the World ........31
Harmony with the Environment● Environmental Management .......................................33● Environmental Initiatives

throughout Product Life Cycles ..................................35

Contribution to Society● Social Contribution Policies and Activities ...................37● Local Activities ...........................................................39

Data Section .................................................................40
Governance Data ................................................................41
Compliance Data .................................................................42
Personnel and Labor Data ...................................................43
Environmental Data..............................................................45
Assurance Statement related to GHG Emissions .................49
GRI Guideline Reference Chart ............................................51
Profile of the Olympus Group/Financial Highlights ................58

OLYMPUS CSR REPORT 2015

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Olympus’ management philosophy—
Contributing to society through ourbusiness activities
The management philosophy of the Olympus Groupis “Social IN”. Through three core principles, INtegrity,
INnovation and INvolvement, this philosophy enables
Olympus to fulfill its goals of “Realizing better healthand happiness for people by being integral membersof society, sharing common values, and proposing newvalues through its business activities.”
The Group’s medical, scientific solutions and imaging
businesses are able to contribute to the global focus on“health, the environment and energy.” Led by endoscopes, our Medical Business contributes to positive
human health. Our microscopes contribute in the same
“health” area in basic and applied scientific research.
The flaw detectors aid safety in oil refining plants andothers in the energy field, and the X-ray fluorescence(XRF) analyzers are used in metal recycling. The imaging
business is related to health and enrichment of lives. We
hope to contribute to society by making greater efforts tocreate values that match contemporary needs throughthese business activities.

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OLYMPUS CSR REPORT 2015

Emphasis on dialogue with stakeholders
Three years have passed since the establishment of the
new management structure in April 2012. During thisperiod, as a manufacturing company we chose “Backto Basics” as our management policy and worked on
restoring our stakeholders’ trust lost by the misconduct
and fraudulent financial reporting that came to light in2011. At the same time, we have been working on a
range of management issues and have been able toproduce encouraging results. Starting in April 2015, we
embarked on the formation of a new organization for
the future growth of the company. The new organizationis structured to allow a balanced integration of businessfields and functions for maximum use of the management resources within the Group and to generate themaximum output. We also plan to promote closer
communication with the employees responsible forvarious operations to elevate the quality of our products and services. We are hoping that the dialogue
with our stakeholders will lead to a swift and optimized
response to changes in the business environment andto the expectations of society, and that it will allow
us to achieve the goals of our Social IN management
philosophy.

Message from the President

Working toward sustainablegrowth together with society,under our “Social IN” philosophy

Initiatives toward the sustainable
development of society
Amid the demand to integrate diverse values and the
expectations of society into our business management,
our contribution should not only be in the form of products and services, but also through continual activities
toward the sustainable development of society. We aremaking earnest efforts in the areas of social responsibility, such as the environment and governance, as
designated in ISO 26000, the international standard onsocial responsibility. At the same time, we joined the UN
Global Compact in 2004 for continual action on the 10
basic principles including Human Rights, Labor and AntiCorruption. Additionally, we have formulated “Basic Policy
for Corporate Governance,” founded on the principles of“Corporate Governance Code” enforced this June for the
purpose of realizing the effective corporate governance oflisted companies, and on Olympus’s Social IN philosophy
for continual reinforcement in this area.
Under our Social IN management philosophy, we will
work to achieve sustainable growth for society throughdialogue with our customers, business partners, shareholders and investors, employees and their families,
local communities, and international society.

Hiroyuki Sasa
President and Representative Director

OLYMPUS CSR REPORT 2015

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Realizing the “Social IN” Corporate Philosophy

As part of its efforts to put the “Social IN” corporate philosophy into practice, Olympus has adopted the Corporate
Conduct Charter as a guideline for the conduct of all
members of the Olympus Group. We have also formulated
CSR-related guidelines, charters and policies, which arebeing applied consistently throughout the Olympus Group.
Revised versions of the Olympus Group Corporate
Conduct Charter and Code of Conduct were adopted onJune 20, 2012. The changes reflect our profound regret
about the issues that came to light in 2011 concerning
fraudulent financial reporting. As part of our efforts to build
awareness of compliance, we ensured that the revisions
would reflect the debate among workplace leaders andthe view of Olympus Group overseas employees.

■ Olympus Group’s Corporate Philosophy

INtegrity

INnovation

INvolvement

Integrity in Society

Creating Innovative Value

Social Involvement

We aim towards establishing firm ties
with society through the three IN’s

■ Olympus Group Corporate Conduct Charter

Guided by the fundamental concept of “Social IN” and a keen awareness of our responsibilities as a corporate member of society,and as a company on which diverse people with different cultures and value systems depend, the Olympus Group continues toprovide value to society by enhancing people’s lives through the products and solutions that we design and deliver.
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. We have revised the Olympus Group Corporate Conduct Charter to serve as the basis formaking appropriate decisions and taking responsible actions. All members of the management team and all employees of the
Olympus Group hereby pledge to act in accordance with the new Corporate Conduct Charter in their global corporate activities.

<INtegrity> Integrity in Society<INnovation> Creating Innovative Value<INvolvement> Social Involvement

1. Adherence to High Ethical Standards
We will prioritize the spirit of compliance under any
circumstances and will never tolerate any action that
violates laws and regulations, social norms or internal
rules. We will create an environment within the organization where no concern pertaining to compliancewill be ignored.
Moreover, we will implement training and provide
guidance to all parties concerned.
We will consistently oppose any antisocial force ororganization posing a threat to the order and safety ofcivil society and completely dissociate ourselves fromany relation with them.

3. Delivering Innovative Value
Olympus strives to play an integral role in helping
people around the world lead healthier and more
fulfilling lives. To enhance people’s lives, the Olympus
Group will continue to offer innovative value.
To that aim, we constantly seek to provide safe,
high quality products and services that engenderloyalty and affection for our brand and that are meaningful to society, while taking sufficiently stringent
measures to protect customers’ information.

5. Harmony with the Environment
Respecting the importance of people’s safety andhealth and the essential role of nature in supporting
their lives, the Olympus Group will contribute to ahealthy environment and pursue sustainable development of society through business activities and technological developments that are in harmony with nature.

2. Respect for Human Rights
In all corporate activities, the Olympus Group will
respect all internationally recognized 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.

4. Working Environments with Vitality
The Olympus Group will provide a safe and healthy
working environment where individuality and diversity
are respected and personal development is fostered.
This environment will allow employees to strive for thehighest level of skill and knowledge, and enable theinnovative creation of value sought by society.
We will aim to create working environments witha high level of transparency in management, to share
information without seeking to hide or obfuscate
unfavorable truths, and an atmosphere in which freeand vigorous discussion is encouraged.

6. Contribution to Society
The Olympus Group is always mindful of the impact
our decisions have on stakeholders and society, andwe will actively seek out the voices of stakeholders,
including customers, business partners, shareholders, employees and communities, and sincerely
respond to their questions, concerns and needs. The
Olympus Group regards itself as a citizen in each of
the communities where employees live and work, andwe recognize the importance of supporting community organizations, programs and activities.
Additionally, we will always respect the culture
and practices of the countries and regions where theGroup engages in business.
Adopted on June 20, 2012

*The Olympus Group Corporate Conduct Charter reflects the social responsibility principles required under the latest international guidelines, including ISO
26000, the 10 Principles of the United Nations Global Compact, and the 2011 OECD Guidelines for Multinational Enterprises.
Olympus Group Code of Conduct http://www.olympus-global.com/en/csr/olycsr/socialin/principle/policy.jsp■ Linkage between Corporate Conduct Charter and CSR Policies

The Olympus Group
Corporate Conduct Charter❶ Adherence to High Ethical Standards

INtegrity
Integrity inSociety

CSR-Related Basic Policies● Information Security Policy

Response Policy

INnovation
Creating
Innovative
Value❸ Delivering Innovative Value

INvolvement
SocialInvolvement❺ Harmony with the Environment❹ Working Environments with Vitality❻ Contribution to Society● Procurement Policy● Personal Information

Protection Policy● Human Rights and Labor
Policy● Quality Policy● Personal Information
Protection Policy● Human Rights and Labor
Policy● Environmental Policy● Social Contribution Policy(As of May, 2015)

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OLYMPUS CSR REPORT 2015

Corporate philosophy, Social IN● Information Disclosure Policy● Risk Management and Crisis❷ Respect for Human Rights■ From Corporate Philosophy to Policies/Plans/Actions

Group Corporate Conduct Charter

CSR-related
policies

CorporatevisionGroup Code of Conduct

Medium-term business plan
Company rules
Annual business plan

Daily business activities

Laws,
regulations
and social
normsUnited Nations Global Compact
Olympus joined the UN Global Compact, which upholds
ten principles, in October, 2004.
The Global Compact (GC) is a voluntary initiative tocreate a global framework within which companies cancontribute to good corporate citizenship and sustainablegrowth through responsible and creative leadership.
The principles of the Global Compact are incorporated
into our Corporate Conduct Charter and related policies
and reflected in our business activities.
Olympus also supports initiatives concerning climatechange under the Global Compact “Caring for Climate”
initiative, of which it has been a signatory since 2009.

The United Nations Global Compact
http://www.unglobalcompact.org

Communicating with Stakeholders
Olympus sees the reflection of public input in its management policies to share values with society as vital to
the realization of the “Social IN” corporate philosophy.
We continually listen to the views of stakeholders in thecontext of our day-to-day activities.
We also engage experts in dialogue and are currently
working on identifying medium- and long-term CSR
issues.

■ Examples of Communication with Stakeholders

Customers

Shareholders and Investors

Voice of Customer (VOC) activities are promoted throughout the Olympus
Group to reflect customer inquiries, opinions, wishes and criticisms of our
products and services.
We are also working to expand opportunities for customer contacts.
For example, we have extended the operating hours for our customer callcenters, and we also hold seminars for customers.

Olympus is committed to the fair, timely and accurate disclosure ofcorporate information, including management policies, financial data,and information about business activities and CSR activities.
When announcing our financial results, we hold IR meetings to explain
the results and publish financial data. In addition, we use our website
to distribute presentation materials and stream audio recordings of IR
meetings, including Q&A sessions.
Investor Information http://www.olympus-global.com/en/ir/

Suppliers

Employees and Their Families

In addition to dialogue in the context of day-to-day transactions, we also
hold regular briefings about our procurement guidelines. Other opportunities for dialogue include on-line questionnaire surveys. Since fiscal
2012, we have continuously conducted a CSR audit focusing on overseas suppliers.
In addition, suppliers can access our Compliance Helpline, which isused to report compliance issues or seek advice on compliance-related
matters.

Olympus actively holds town meetings that provide opportunities
for direct exchanges of views between the senior management andemployees. They are regarded as important opportunities for thecompany to communicate the thoughts and wishes of the management
and to gather employee opinions on issues they face at their workplace.
We have conducted employee questionnaire surveys for continual verification and improvement of the corporate culture.

Communities

International Community, Civil Society

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

Since 2012 we have studied human rights issues in cooperation with
NGOs and NPOs through our participation in the Human Rights Due
Diligence Workshops run by the Nippon CSR Consortium.
We are also working with various organizations, including NGOs,
NPOs, student groups, international agencies and government agencies, to raise awareness of the importance of achieving the Millennium
Development Goals (MDGs). We also undertake a wide range of social
contribution activities.

OLYMPUS CSR REPORT 2015

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The Business Activities and Social Responsibilities of the Olympus Group■ Society’s Expectations and the

Responsibilities of Olympus■ Business and Main Products
Capsuleendoscopy
systems*

Medical BusinessVideo endoscope systems
and other imaging devices
for surgical use, energy
devices, endoscopic
treatment devices and related products used in
gastrointestinal systems,
surgery, urology, gynecology, otology and the medical services business.

Video
endoscopesystems

Surgicaltreatment
devices

Electrosurgicalknives(endoscopic devices)
Surgicalvideoscopes*The logo is not displayedon actual capsules.

Scientific Solutions
Business
Optical microscopes usedin R&D in medicine, life
sciences and industries,
as well as non-destructive
inspection devices, etc.
used for qualitative improvements in manufacturing and for the inspection of aircraft and large
plants.

Surgical 3D
videoscopes

Medical Progress
Olympus offers medical devices that aid in the progress of medicine through R&D by paying close attention to the opinions of medical professionals and theneeds of their medical applications.

Improving Patients’ QOL
Olympus aims to improve patients’ quality of life (QOL)
through the development, manufacture and delivery of
medical devices used in the early diagnosis of diseases and in minimally invasive treatment that minimizes
the burden on patients.

Improving Medical Efficiency andReducing Costs
Olympus is helping to shorten hospitalization andtreatment times and reduce medical expenses by developing and supplying technology that contributes tothe early detection of diseases and facilitates minimallyinvasive procedures.

Advancing Life Science Research

Industrial
endoscopes

By supplying biological microscopes and bioimaging
systems, Olympus supports basic life science researchthat leads to new medical knowledge, including iPS
cell research and research into brain functions anddiseases.

Biologicalmicroscopes

Making Life Safer

X-ray
fluorescenceanalyzers
Ultrasonic flaw detectors

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 andengine of aircraft, roads, bridges, overpasses, power
generation facilities, chemical plants, pipelines, andwater supply and wastewater systems.

Contributing to Industrial Progress
Industrial
microscopes

Enriching the Experience of Life

Imaging Business
Interchangeable lens cameras, OM-D and PEN series, and other compact
digital cameras with longzoom lenses and toughfeatures, as well as ourmarket-leading audio recorders

Olympus contributes to industrial efficiency and progress by supplying industrial inspection equipmentused in research and quality control in such areas asmechanical and electronic parts and raw materials.

Interchangeablelens cameras

Compact digital
camerasOlympus enriches life experience by helping people
to enjoy the fun of photography and sound recording.
Our affordable interchangeable lens cameras offer superb image quality and advanced functions, while ourcompact digital cameras can be used in an expanding
range of situations thanks to their ability to withstanddust, weather, and accidental impact. Our audio recorders make high-quality recording readily available.

Building a Barrier-Free World

Binoculars
Audio
recorders

Olympus audio recorders are designed for optimalease of use. They have audio guide functions andsupport the playback of DAISY* audio books. Even inexperienced users find these products easy to operate
thanks to their logical and intuitive designs and the useof Color Universal Design to enhance visibility for people with different vision characteristics.
*DAISY (Digital Accessible Information System): DAISY is aninternational standard for digital audio books used in placeof audio cassettes by those who are unable to read printed
text, such as people with visual disabilities. This information
system is developed and maintained by the DAISYConsortium, a Swiss-based organization with member
organizations in over 50 countries.

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OLYMPUS CSR REPORT 2015

Olympus CSR Report 2015

Activity Report
CSR Highlight 1

Practicing Stringent Compliance Suited to a Global Company

INtegrity
Integrity inSociety

Adherence toHigh EthicalStandards

Respect for
Human Rights

Strengthening Corporate Governance

P11

Promoting Compliance

P14

Fair Business Practices

P16

Human Rights and Labor Policy

P18

Respect for Employees’ Human Rights

P18

Respect for Human Rights in the Supply Chain

P19

Human Rights Due Diligence

P20

CSR Highlight 2

Personal Development through Manufacturing

INnovation
Creating
Innovative
Value

INvolvement
SocialInvolvement

Delivering
Innovative Value

Working
Environmentswith Vitality

Harmony with
the Environment

P21

Ensuring Product Quality

P25

Product and Service Creation fromthe Customer’s Perspective

P26

Human Resource Development, Fair Assessment

P29

Creating Free and Open Workplace Environments

P29

Creating Energized Working Environments

P30

Safety and HealthP30

CSR Highlight 3

Medical Care Awareness Activities around the World

Contribution toSociety

P09

P31

Environmental Management

P33

Environmental Initiatives throughout Product Life Cycles

P35

Social Contribution Policies and Activities

P37

Local Activities

P39

The reporting format used in this report is based on the Olympus Group Corporate Conduct Charter. Icons have been used in this report to show thelinkage of the seven core subjects in the ISO 26000 social responsibility guidelines. These indicate the pages relating to each of the core subjects.

Relating core subjects in ISO 26000
Organizational governanceLabor practices

Fair operating practices

The environment

Human rights

Consumer issues

Community involvement and development

OLYMPUS CSR REPORT 20158

INtegrity

CSR Highlight 1

Masahito Kitamura
Chief Compliance Officer (CCO)
Executive Officer

Practicing Stringent Compliance Suited to a Global Company
Our goal is to meet the expectations and demands of society and to demonstrate
our “integrity in society.”“INtegrity” (integrity in society) is one of the three INs thatmake up “Social IN,” the corporate philosophy presented
by the Olympus Group. “Integrity,” the term presented
by the new management structure that was established in April 2012, is to be employed in the revision of
its Corporate Conduct Charter and Code of Ethics. The
Company believes that it must realize the importance of
this principle in exploring its policy direction. A particularly important application of INtegrity in actual practice
is compliance. Olympus has focused great attention
over the past three years on reinforcing compliance as a
top-priority issue.
Along with INtegrity applied around the world,“Adherence to high ethical standards” and “Respect forhuman rights” are principles to be upheld in our Corporate
Conduct Charter. However, regulations and cultures aredifferent around the world. In order to implement compliance, we have appointed Regional Compliance Officers(RCOs) in four regions across the world, and establishedan assembly in which these RCOs and the supervising
CCO regularly meet for policy decision-making and confirmation of the status of implementation. The Meeting will
be responsible for establishing our worldwide policy, andeach RCO is to develop practical rules and schemes to be
applied to their respective region, defining rules as neededin each country.

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OLYMPUS CSR REPORT 2015

We made efforts not only in establishing rules but also in
education to really implant them in our corporate culture.
In Japan, for example, we have a training curriculum foreach level of the organization, from frontline staff to top
management. Since it is also important to check whether
rules are being followed, self-assessments have been
implemented in all global subsidiaries from 2012. In
2014, a compliance awareness survey was conductedon employees worldwide. Action has also been taken todevelop and upgrade our Compliance Hotline Systems.
Olympus is committed to implementing the PDCA cycle
based on the management systems put in place throughthese activities and it will continue to work on further reinforcing and improving the functions of our compliancemanagement system.
I personally believe that compliance calls not only forour “observance of laws and regulations” but also for
us to meet the demands and expectations of society. I
believe it should serve as a benchmark in navigating to
the goals of the company accurately and confidently. The
demands and expectations of society continue to change.
We need to monitor these changes and review our business approaches and activities accordingly. We believethat we need to constantly continue making efforts in thisdirection and continue to be a company demonstrating“integrity in society” and meeting society’s demands andexpectations.

INtegrity

Integrity
in Society

Global Compliance Promotion Structure and Our Initiative
Under the new management that started in April 2012,
Olympus has appointed a chief compliance officer (CCO)
whose task is to clarify compliance-related responsibilities.
We have also established a Compliance Committee
chaired by an outside director and consisting of the CCO andindependent members, to advise the Board of Directors. As
a general rule, we hold quarterly meetings since June 2012.
The committee is responsible for supervising and improving
the compliance structure, submitting reports on compliancerelated issues to the Board of Directors and building a
structure that can prevent violations.
The Global Compliance Committee, a meeting of compliance officers from each regional head quarters worldwide andheaded by the CCO, is held (on a quarterly basis as a generalrule) to study compliance-related policies, global implementation of relevant measures, assessment of the current status of
implementation and issues in specific regions and the necessary corrective measures. The Committee met a total of 14*
times between May 2012 and June 2015.
The policies and measures issued and confirmed by theCommittee have been implemented in each regional organization, and compliance efforts are being promoted under each
RCO. Furthermore, the state of compliance and associatedissues across the entire Olympus Group assessed by theCommittee and by each RCO are reported regularly to theCompliance Committee by the CCO for review by the Boardof Directors when necessary.
*The Committee met as a “Global Compliance Meeting” in fiscal 2012.

■ Compliance Promotion Structure
General Meeting of Shareholders
Compliance Committee

Reports/Proposals

Members: Outside Directors,
Non-Olympus Members, CCO

Reports

Reports/Proposals

Requests

President

CCO

Executive
Management
Committee

Global Compliance Committees

CSR Committee

Members: CCO, Regional Compliance Officers

EuropeBoard ofDirectors

Instructions/Advice

Americas

Each
Organization

Japan

Asia

Actions undertaken by the complianceorganization in each region

Compliance Promotion
Committee

Messages from the Regional Compliance Officers
EuropeWith the increasing complexity of the global legal
and compliance framework, it is so important for
us to have the right attitude of mind to deal withthe ever-changing landscape with a cohesive
culture that fits across the global organization.
Our region, including Europe, the Middle East, andAfrica is a complex one with diverse cultures andlanguages, and each has different local legislativerequirements. To have a compliance management
system that is cohesive and efficient, we haveintroduced a matrix style management approachthat includes the appointment of dedicatedsub-regional compliance managers and investmentin the IT infrastructure. The results of the hard work
have been confirmed by the European Employee
Survey, where the Compliance and Ethics section
showed an improvement year-on-year in positive
responses of 20%.

AmericasJohn Rowe
Olympus Europa
SE & Co. KG

Asia
Compliance activities are crucial not only to safeguard Olympus group companies against theassociated risks inherent to our businesses, butalso to respond to our social responsibility. For
example, in the medical business area, in order topursue our corporate mission of improving healthcare within our society, it is essential for Olympus todemonstrate its commitment to compliance to theapplicable laws and regulations, and its conformity
to the relevant industry standards. Through ourcompliance activities in the Asia and Pacific region,a very strong message has been sent to ourcustomers, and it acts as further assurance of our
striving for excellence. Accordingly, we have been
setting up a new compliance structure and havebeen putting huge efforts into implementing newrules, policies and guidelines. As business in our
region is growing very rapidly, we plan to provide
more training and education to our employees.

The importance of integrity for a company cannot
be overstated. Integrity is the source of the quality
a company puts into its products; it is the foundation beneath the service a company gives to its
customers. Over the past three years, it has beenvery rewarding to see the way the diverse companies of Olympus have worked together to build
a more unified culture of integrity throughout theworld. There have been many positive changes ingovernance, communications, business methods,
and management process. On a global scale,by cultivating integrity with patience and grit,
Olympus has created many benefits for society
as a whole. I look forward to a future where every
employee recognizes their personal responsibility
to contribute to the Company’s culture, and where
every employee is empowered to transform integrity from idea into act.

Kevin J. Dill
Olympus Corporationof the Americas

Japan

Noboru Takagi
Olympus Corporationof Asia Pacific Limited

The definition of compliance and how it is perceived
has been changing as globalization advances. The
application of laws, chiefly those of Europe and theUS, to countries outside their sphere of influence
has led to those social norms being applied not
only to laws but also to ethics and corporate reputation and business continuity. We have worked tomaintain and improve compliance in each region
based on common schemes through the development of our Global Compliance Management
System (GCMS) and the PDCA cycle process.
Self-assessment and monitoring results showthat improvements are being made. In Japan, weare progressing steadily through the Compliance
Promotion Committee. We confidently expect tosee the boundaries for our GCMS to expand andto steadily support our business activities.

Masashi Tanaka
Olympus Corporation

OLYMPUS CSR REPORT 201510

INtegrity Integrity in Society
Adherence to High Ethical Standards

1 Strengthening Corporate
GovernanceOlympus Group has designed a corporate governance structure to secure the efficiency and efficacyof the Group as well as the integrity and credibility of
our financial reports, and we are continually working to
improve this framework.
Additionally, we have formulated the Basic Policy
for Corporate Governance, in accordance with the principles of the Corporate Governance Code.

Corporate Governance Structure

Page 41

The Board of Directors consists of 10 members, half ofwhich are outside directors. In principle, the Board of
Directors meets once per month and approves important management proposals made by the President,
the highest authority for executive management, while
exercising appropriate oversight of business execution.
The term of directors is set at one year to allow theirperformance to be evaluated on a yearly basis and toclarify responsibility for this performance. Olympus
expects the five outside directors to apply their specialized expertise in management by engaging in decision
making and oversight over the Board of Directors froman independent perspective. Furthermore, the Board of

Directors requests reports on matters that are decided
by the Executive Management Committee or by the
President. In this manner, the Company is strengthening
governance from the perspectives of sharing information and monitoring, thereby creating systems for better
ensuring the soundness of management.
Olympus employs an executive officer system, which
segregates the decision-making function and supervisory function of the Board of Directors from the businessexecution function of the executive officers. In addition,
the Company has set a maximum tenure period for the
President and a maximum age for directors and executive officers. These restraints are in place to prevent
inappropriate activities from occurring due to extended
tenures of corporate officers.
The Executive Management Committee, in principle, convenes three times a month in order to aid thePresident in making important management decisions
through discussion of these matters. This committee
consists of members including the President and headsof functional organizations. Also, audit & supervisoryboard members and the Chief Compliance Officer (CCO)
attend meetings of this committee as observers, thereby
further reinforcing the oversight function for businessexecution divisions.
(As of June 26, 2015)■ Corporate Governance Structure

General Meeting of Shareholders
Appointment/Dismissal

Appointment/Dismissal

Appointment/Dismissal

Accounting Auditor

Audit

Audit &
Supervisory
Board
Cooperation

Cooperation

Cooperation

Board of Directors

2 standing and2 outside audit &supervisory board
members

Audit

Chairperson:
Non-executive Director

Discussions/
Proposals
ReportOffice of Audit &Supervisory Board
Internal
Audit Office

5 directors
5 outside directors

Discussions/
Proposals

Reports/
Suggestions

ReportNominating Committee
Compensation
Committee
Compliance Committee

Election/Supervision

President andRepresentative Director
Executive Management
Committee

Audit

Audit

Audit

Assistance withdecision-making
Assistance withdecision-making

Chairperson: President
Observers: Auditors, CCO

CSR Committee

Functions divisions, business units, corporate divisions, and Group companies(As of June 26, 2015)

11

OLYMPUS CSR REPORT 2015

INtegrity

Integrity
in Society

Organizational
governance

Audit and Supervisory Board

Page 41

Olympus is a company with an audit & supervisoryboard system. Two of the four audit & supervisoryboard members are outside audit & supervisory board
members. One of the two standing audit & supervisoryboard members was recruited from outside Olympus toguarantee the strength of supervisory functions. Olympus
has established the office of Audit & Supervisory Board
to support audit & supervisory board members andassigned full-time employees to assist with their work. In
principle, the Audit & Supervisory Board, like the Boardof Directors, meets once per month.
In accordance with the Rules of the Audit &Supervisory Board and the Audit & Supervisory Board
Members’ Audit Standard, the audit & supervisory board
members attend important meetings, including Board of
Directors’ meetings, and periodically exchange opinionswith directors and executive officers.
Also, the auditors express their opinions on important issues involving decision-making at the Board of
Directors’ meetings and monitor the corporate management structure. In particular, the fact that the external
auditors state their opinions from their respective
specialized fields strengthens the supervisory functions.

Fiscal 2014 developments on the issue offinancial misconduct involving delays inaccounting for past losses
May 2014

Final Settlement of Litigation in the United States
The securities class action filed by individual plaintiffs
purporting to represent all purchasers of Olympus Corporation’s American Depository Receipts (ADRs) during acertain period of time was finalized on May 12, 2014 (UStime) with court approval, and the settlement procedure incourt was completed on May 13.
March 2015

Settlement of Lawsuits for Damages
On March 27, 2015, out-of-court settlements were reachedin civil actions filed by 92 entities in total, including foreign institutional investors and pension funds seeking¥36,085,384,346 in damages.
Please check Corporate Disclosure for developments since
fiscal 2014.
Investor Relations: Corporate Disclosure
http://www.olympus-global.com/en/ir/data/tes/2015/(As of June 26, 2015)

Voluntarily Established Committees
In order to make a transparent management structure, the Nominating Committee and the Compensation
Committee have been established as voluntary committees under the Board of Directors. In both committees,
independent external directors make up the majority andthe committees are chaired by an independent external
director. The Nominating Committee advises the Boardof Directors on the nomination of prospective directors
and auditors. The Compensation Committee offers its
opinions on compensation for directors and gives advice
on individual compensation scales, etc. The Board of
Directors honors the Committee’s opinions and advice tothe greatest possible extent in making its decisions.
(As of June 26, 2015)

OLYMPUS CSR REPORT 201512

INtegrity Integrity in Society
Adherence to High Ethical Standards

Internal Audit Organization■ CSR Committee and Promotion Committees

Page 42Internal audits are coordinated by the Internal Audit Office(23 people) which reports directly to the President. It
also carries out internal audits of Olympus and its groupcompanies in cooperation with the internal audit divisions (20 people) of regional headquarters in Europe,
the Americas, and Asia (as of April 2015). The Internal
Audit Office assesses the development and implementation of internal control systems under annual audit plans
and conducts management audits, including operational
audits, compliance audits and system audits. Throughthese audits, it identifies areas in which improvements areneeded and follows up remedial measures. The implemented results of internal audits are reported at regularintervals or as required to the President and Board of
Directors.
In fiscal 2014, the head of the Internal Audit Officecommunicated closely with the outside directors tostrengthen coordination.
In addition to regular reports to the Audit & Supervisory
Board, frequent exchanges are conducted with thestanding auditors and the accounting auditors, as wellas coordinated efforts, including on-site attendance at
audits.
The Office has also formed a task force with theinternal audit divisions of regional headquarters to deal
with common global issues in the Group and is discussing
measures to deal with these issues.
In the education of human resources, it participates
actively in seminars and study meetings organized by
the Institute of Internal Auditors – Japan, etc. to improveauditing skills.
We now have five Certified Internal Auditors (CIAs), two
Certified Fraud Examiners (CFEs), a Certified Information
Systems Auditor (CISA), and a Certified Public Accountant(CPA) in the Office (as of April 2015).

CSR Committee
Risk Management Promotion Committee
Information Security Promotion Committee
CSR Procurement Promotion Committee
Safety & Health Promotion Committee
Social Contribution Promotion Committee
Corporate Culture Committee

Risk Management System
A risk management system has been formed for theprevention and reduction of risk. A Risk Management
Promotion Committee has been formed as a functionof the CSR Committee to establish related regulations
and to maintain organization on a global scale, as wellas to work on risk reduction based on the results of risk
assessments. Management is monitoring progress onaction taken on a regular basis. In the event of a crisis ofgreat magnitude, information will be gathered promptly for
the President and top management, and an emergency
response organization formed for appropriate action. In
2014, a “Business Continuation Plan (BCP) against amajor earthquake” was added as an important item inrisk-reduction activities, and we are conducting drills to
prepare for such a large-scale disaster. (See Page 14)■ Risk Management System

President

Risk management leader

Task Force(activated in the event of a crisis)

Establishment of a CSR Committee
Olympus established the CSR Committee to strengthen
its CSR activities and ensure the realization of its “Social
IN” corporate philosophy. By assisting the President in
his decision-making and promoting and monitoring theimplementation of decisions, the CSR Committee helps
to disseminate and consolidate CSR within the Olympus
Group. Several promotion committees have been established under the CSR Committee. These work with the
CSR Committee to study measures and develop plans,
and promote their implementation in the functional areas
for which they are responsible.

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OLYMPUS CSR REPORT 2015

CSR Committee
CSR and Compliance
OfficeRisk Management
Promotion Committee
Risk Management
Department
Each Department
and Facility(As of April 2015)

INtegrity

Integrity
in Society

Fair operating
practices

Conducting an Emergency Drill in
Preparation for a Major Earthquake
After the occurrence of the Great East Japan Earthquake,as a company engaged in the medical field, Olympus
reviewed its business continuity plan (BCP), enhanced
related systems, and defined “BCP measures in theevent of a major earthquake” as an important risk reduction activity. In December 2014, a drill for the Central
Emergency Response Headquarters’ initial responses toa major earthquake was held with the participation of the
President, who would take charge of the Headquarters,other directors, and heads of the business units and facilities. Participants identified situations that could happen
in the case of a major earthquake and examined how todeal with them. The following were listed as important
items to be focused on: collecting information at each of
the sites immediately after the occurrence of the disaster; checking the safety of employees and their families;
identifying the level of damage caused to customers andchecking the operation of the manufacturing facilities; andensuring the supply of products after the occurrence ofthe quake. Participants discussed the initial responses
to be made for these items and proactively exchanged
opinions. For medical treatment equipment in particular,
it was agreed that details of how to establish a system toensure the supply of equipment should be examined asa first priority.
After the end of the drill, challenges to be met in applying BCP measures for major earthquakes for the next
three years were identified, and an action plan was madeto implement the measures.

President Sasa served as the head of the Central
Emergency Response Headquarters

2 Promoting ComplianceOlympus will create an organizational environment inwhich compliance concerns are never disregarded
under any circumstances. We will check our compliance level to further improve it. We will also conduct a
range of educational programs to ensure compliance.

Compliance Promotion Structure
In order to clarify who is responsible for compliance-related
issues, Olympus has appointed a Chief Compliance
Officer (CCO) as a global compliance supervisor.
We have also established a Compliance Committee,
which is composed of an outside director, external
members and the CCO. We also have the Global
Compliance Committees that are composed of compliance officers from each regional headquarters and aredesigned to implement compliance-related policies andmeasures, understand the regional situations and challenges, and carry out necessary corrective measures on
a global scale. These organizations have meetings ona quarterly basis in principle to cooperate mutually andenhance compliance.

Compliance Hotline Systems

Page 42

The Compliance Helpline, a contact system for employees
to submit their concerns about compliance, is operated byan internal contact point and also by an external contact
point managed by an independent attorney.
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, thereby providing greater assuranceof anonymity. We have also enhanced the system byrevising the related operational rules as necessary, whileraising employees’ awareness and fostering their use of
the system in a proactive manner. The number of reports
made to the Helpline in fiscal 2014 in Japan was 47. The
Compliance Helpline is also accessible to suppliers ofdomestic Olympus Group companies. This is to ensurecompliance with the laws on subcontractors and on theprevention of unfair competition enforced in Japan.
Further, overseas regional headquarters run their own
Hotline Systems covering each country.
●E ducation of Staff at Compliance Helpline

Contact Points

We educate staff in a planned manner, including encouraging them to obtain certification from the Association of
Certified Business Ethics Expert JAPAN and to participate
in external study meetings.

Initial response drill held for the Central Emergency
Response Headquarters

OLYMPUS CSR REPORT 201514

INtegrity Integrity in Society
Adherence to High Ethical Standards

Self-Assessment on Compliance

Page 42

With the aim of ascertaining the state of management
systems on a global scale, we conducted a self-assessment
survey of the compliance management systems of 90
consolidated subsidiaries and four regional headquarters
in Japan and overseas between January and March 2015.
The response rate was 100%.
The assessment results revealed that the companies
generally have compliance structures and mechanisms inplace, but at the same time, some issues to be addressed
were identified. These results were fed back to the relatedcompanies through compliance meetings and are utilized
to enhance their compliance systems and activities.

Compliance Education

Page 42In order to raise compliance awareness and promote anunderstanding of important laws and our rules, as well as
to ensure consistent compliance with them, Olympus isenhancing its compliance education.
● Systematic Education

All employees receive education on compliance in a form
suitable for their jobs and goals, including e-learning andcollective training.
Each employee is expected to take action from astrong ethical viewpoint and is provided with a compliance handbook, which explains the Olympus Group’s“Social IN” corporate philosophy and the Corporate
Conduct Charter and includes Q&A
on specific compliance cases.

Compliance Handbook

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OLYMPUS CSR REPORT 2015

● Education on Important Laws and Regulations

All employees are provided with education on importantlaws and regulations. In addition, details of the laws andregulations are regularly explained to employees whoneed the information in their jobs, such as members ofthe departments involved.
We also focus globally on education to prevent bribery.
We ensure compliance by systematically educating
employees on the issue based on the plans made byregional headquarters.
● Messages from Senior Management and

Dialogue Opportunities

The importance of compliance is repeatedly emphasized
through management messages, including speeches
and intranet messages from the President and executives. Olympus designates October as Global Compliance
Month, during which a message from the CCO oncompliance is distributed and regional measures are
implemented more strongly to further raise complianceawareness among employees.
Also, senior management and the CCO continue
to hold a series of town meetings for managers andemployees, including those of affiliated companies andoverseas subsidiaries, to ensure compliance and improve
workplace communication.

Compliance Awareness Survey

Page 42

We conduct a survey of Olympus Group employees inJapan to monitor the level of their compliance awarenessand identify any related issues. In fiscal 2014 we added
questions to the survey in order to make it possible tocompare the survey results between different regions froma global perspective.
The results confirmed that compliance awarenessis well established on a global level. We will continue to
conduct this awareness survey regularly to uncover any
issues and promote improvement measures, thereby
enhancing employees’ sense of ethics.

INtegrity

Integrity
in Society

Fair operating
practices

3 Fair Business Practices
Olympus respects laws and regulations and conducts
its business activities fairly and in accordance withsound commercial practices and social norms. We
comply with laws, regulations and social norms relating
to gift-giving, entertainment and other activities. We
prohibit any involvement in antisocial forces & activities
and maintain a sound relationship with society.

Prevention of Bribery
Olympus will never engage in actions that could be
deemed to be bribery in its dealings with government
officials (including officials of foreign governments),
employees of government agencies (including international agencies), or any other parties. To prevent such
behavior, we have established our own rules based on key
laws and regulations and educate employees thoroughly.
And we also built structures to prevent actions that could
be interpreted as bribery through process controls.
Moreover since April 2015, we have been disclosing
the guidelines that we formulated to prevent bribery on
our website, showing our basic approach to preventing
bribery and the items that we want suppliers to beaware of.

Exclusion of Antisocial Forces
Olympus will have no involvement with antisocial forcesthat threaten the order of society, and we will neverengage in actions that could support their activities. We
will respond resolutely and in accordance with the law to
any fraudulent demands from antisocial forces. We also
ask the parties with which we do business to sign agreements requiring the exclusion of antisocial forces.

Prevention of Insider Trading
Olympus is determined to ensure the fairness and soundness of security markets and earn the trust of shareholders
and investors by working to prevent insider trading. The
Insider Trading Prohibition Regulations clearly forbid use ofundisclosed information gained through activities related
to trading in stocks, and continuous education about
these regulations is provided to all employees throughe-learning courses and other means. We have adopted
rules concerning the buying and selling of our own shares,
and we consistently comply with those requirements,
including the submission of notices concerning suchtransactions.

Appropriate Trading
In our exporting and importing activities, we work tomaintain international peace and security by carryingout transactions appropriately and in compliance withsecurity export laws and regulations in Japan and othercountries concerned. We are certified as an Authorized
Economic Operator (AEO)*1 by Japan Customs as a resultof maintaining and enhancing an export control systemthat conforms to the Compliance Programs designatedby the Ministry of Economy, Trade and Industry. In fiscal
2014, we provided 480 employees with education onexport a total of 21 times and 230 employees with education on import a total of 10 times. We also implemented
e-learning programs about export and import operations
targeting all employees in Japan.
Further, we are establishing a global system torespond to the enhancement of national regulations dueto the tense international situation and the application of
extraterritorial laws with an eye to ensuring appropriate
trading. To this end, we are fostering cooperation andsharing of technical information on regulations and products between the regional headquarters in Europe, theAmericas, Asia and Japan.

Proactive Information Disclosure
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 businessactivities and CSR activities.
*1 Authorized Economic Operator (AEO) Program
A program that offers relaxed or simplified custom processes tooperators certified as having sufficient security and legal compliancesystems in place for managing shipments, in order to ensure bothsecurity and smooth operations in international distribution.
Policy for the Prevention of Bribery
http://www.olympus-global.com/en/csr/integrity/fairness/anti-bribery/
Olympus Information Disclosure Policy
http://www.olympus-global.com/en/ir/policy/disclosure/

Investigation of Our Subsidiary by the U.S.
Department of JusticeRegarding the investigation of our subsidiary, Olympus
Corporation of the Americas, by the U.S. Department ofJustice, we posted “Notice of Investigation by the U.S. Department of Justice Against Our Subsidiary” on February
6, 2015 and “Recognition of Extraordinary Loss Due to theInvestigation by the U.S. Department of Justice Against
Our Subsidiary and Notice of Differences Between Consolidated Earnings Forecast and Actual Results” on May 8,2015 in the Corporate Disclosure section of our website. For
the latest information, please refer to this section.

OLYMPUS CSR REPORT 201516

INtegrity Integrity in Society
Adherence to High Ethical Standards

Information Transparency

Reinforcement of Compliance in Relation
to Procurement Activities● The Ethics Committee

In conducting medical research targeting human beings,
we check the ethical and scientific appropriateness of
the research through the Ethics Committee, which iscomposed of experts. To enhance the transparency of theCommittee, we disclose its rules, membership list and theminutes of its meetings to the public.
● Transparency Guidelines

To ensure awareness of the fact that it conducts its
business activities in relation to medical institutions andsimilar organizations on the basis of fair and appropriate
decisions, Olympus has adopted a policy based on the“Transparency Guidelines for the Medical Device Industry
and its Relationships with Medical Institutions and Other
Organizations” of the Japan Federation of Medical Devices
Associations (JFMDA), of which it is a corporate member.
We disclose information on payments for the medical
institutions and other organization from fiscal 2013 on our
website according to the Guidelines.

Information Management
The Olympus Group recognizes the importance ofprotecting information in today’s network society andbelieves that it is the Olympus Group’s social responsibility
to handle and protect information appropriately.
● Information Security Activities

Page 42

To ensure information security, we have established theInformation Security Promotion Committee as a subordinate organization of the CSR Committee. We implement the action plans made by the committee acrossGroup companies in Japan. We have also formulated theInformation Security Policy and the Personal Information
Protection Policy, and provide employees with the education necessary to ensure that they comply with the policies. Further, to deal with information-related risks thatchange with the times, we provided all employees inJapan with e-learning sessions on social media and drills
against targeted email attacks in 2014.
● Personal Information Protection

Olympus handles personal information concerning its
customers and other stakeholders using appropriate
methods in accordance with its Personal Information
Protection Policy.

A comprehensive understanding and practice of compliance takes time. Our focus in fiscal 2014 was on thecontinuation and enhancement of existing compliancepromotion activities.
● Promotion among Suppliers

Each of our business divisions holds briefing sessions fortheir major suppliers to inform them of our procurement
policy and strategy every year.
The fiscal 2014 briefings were held under the collaboration of the procurement departments of each businessdivision, the Group Compliance Promotion Department,
CSR Department, and Corporate Procurement Planning
Department in CMIC Headquarters. The briefings
explained which compliance issues to be aware of andrequested cooperation from the suppliers.
● Enhancement of Compliance Helpline

Olympus’s contact point for compliance issues, theCompliance Helpline, was also made available to our
suppliers from June 2012. We promote the helpline toan even wider audience through our official website andprocurement policy briefing sessions.
● Continuation and Enhancement of Educationon the Subcontract Act

We regard the Act against Delays in Payment of Subcontract
Proceeds, etc. to Subcontractors (Subcontract Act) as animportant law for us and promote compliance with this law.
In fiscal 2014 we established the in-house rules oncompliance with the law and implemented e-learningand follow-up seminars to make all employees awareof the rules. We will review contents and measures on
education and continue conducting activities to further
enhance compliance with the law. Also, regarding the Act
on Special Measures Preventing and Correcting Actions
that Interfere with Shifting Consumption Tax with the
Aim to Ensure the Smooth and Appropriate Pass-on ofConsumption Tax, the appropriateness of our measures
was confirmed through the audit performed by the Japan
Fair Trade Commission. We will work continuously toensure our legal compliance.
Ethics Committee (including minutes of meetings)
http://www.olympus-global.com/en/csr/integrity/fairness/ethic/
Principle of Transparency Guidelines
http://www.olympus-global.com/en/csr/integrity/fairness/transparency/policy.jsp
Information Security Policy
http://www.olympus-global.com/en/csr/integrity/fairness/information/
security.jsp
Olympus Personal Information Protection Policy
http://www.olympus-global.com/en/privacy/policy.jsp

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OLYMPUS CSR REPORT 2015

INtegrity
Fair operating
practices

Integrity
in Society

Human rights

Respect for Human Rights■ Organization of Personnel and Labor Issues

1 Human Rights andLabor Policy

President
Human Resources Committee

Olympus supports the Universal Declaration of Human
Rights, which was adopted by the United Nationsin 1984. In October 2004, we also joined the United
Nations Global Compact, which requires signatories touphold and apply universal principles relating to humanrights and labor. Moreover we established basic policies on human rights and labor to respect human rights
in the management of our businesses. We also urge
our business partners to comply with the protection ofhuman rights.

2 Respect for Employees’ Human
RightsOlympus respects the human rights of its employees
and aims to be a good employer. We comply with local
laws in the countries where we are active, and we
implement our policies in ways that are in harmony withthe local characteristics.

Responsibility Structure for Human
Resource and Labor Issues
Olympus aims to energize both individuals and organizations. We are actively striving to create working environments in which individuals can achieve their full potential
and achieve self fulfilment, by respecting the human rights
of individuals, and by recognizing the importance ofdiverse values and individuality.

Diversity and Opportunity

Page 43

In all of its business activities, Olympus avoids discrimination on any basis, including race, beliefs, gender, age,social status, family background, nationality, ethnicity, religion or disability.
● Diversity of Human Resources

Olympus excludes any gender discrimination in termsof employment, promotion, and salary increases, andactively promotes human resources who are equippedwith highly specialized skills and an ethical approach. Asof the end of June 2015, the number of female managers
stands at 18 and 112 are registered as managerial candidates. Also, there is one female external director as of theend of June 2015.
We make proactive use of excellent human resources
regardless of their nationality by putting the right personin the right place.

Director in charge of personnel and labor issues
Human Resources Subcommittee
Personnel Department

Facility
General Manager

Facility
General Manager

Facility
General Manager

Facility
General Manager

Managers of business divisions such as affiliates and business groups*The President is ultimately responsible for personnel and labor
issues, while the director in charge of personnel and labor issues
supervises individual activities. Since, in some cases, several
subsidiaries and in-house companies are 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.

● Employment for People with Disabilities

Olympus is committed to providing amenable workplaces in which people with disabilities can enjoy working.
Olympus-Supportmate Corp.,*1 a special-purpose
subsidiary*2 established in April 2009, has created working
environments and working conditions that are appropriate
both for the nature of each individual’s disabilities, and for
operational requirements.
● Employment of the Elderly

Olympus has a system to continue employing employees
who want to work for the company after reaching theretirement age of 60 until they become 65 years old.

Respect for Individuals
Olympus works to prevent any form of harassing behavior*3
in the office, including sexual harassment, which injures
human dignity, and takes prompt and appropriate steps
to resolve such situations should they occur.
*1 Olympus-Supportmate Corp.
Established: April 1, 2009
Address: c/o Olympus Corporation, Technology Research Facilities
Utsugi, 2-3 Kuboyama-cho, Hachioji-shi, Tokyo
Employees: 79 (as of April 1, 2015)
Businesses: Cleaning of business sites and offices, sales of fertilizers, etc.
*2 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 isdeemed as one of the business offices of its parent company.
*3 Preventing harassment
Olympus has established a consultation service to deal with sexual
harassment and power harassment complaints. Any information
disclosed to consultants is kept strictly confidential and cannot be
disclosed to any other party. As part of its efforts to raise awarenessof sexual harassment, Olympus has produced a Sexual Harassment
Prevention Guidebook, which is available to all employees via the intranet.
Olympus Human Rights and Labor Policy
http://www.olympus-global.com/en/csr/integrity/humanrights/

OLYMPUS CSR REPORT 201518

INtegrity Integrity in Society
Respect for Human Rights

3 Respect for Human Rights in■ PDCA Cycle for CSR Procurement

the Supply Chain

Plan

Proposal of CSR activity
plans• Amendment of “Request
to Suppliers”•

Olympus respects internationally recognized humanrights and will never condone forced labor or child laborin any country or region throughout the world.

Olympus Group Procurement Policy
The procurement policy of the Olympus Group is basedon the “Social IN” management philosophy. In addition
to disseminating information about our basic stance on
procurement within and beyond the Olympus Group, weare also working to strengthen compliance with laws, regulations and social norms. To our suppliers, we have also
adopted “Request to Suppliers,” a document defining our
expectations toward suppliers in such areas as respectfor human rights, compliance with laws, regulations andsocial norms, including the laws concerning the exclusion of antisocial elements, the prohibition of corruption,bribery and similar behavior, the promotion of fair andequitable trading, and consideration for the environment.
Our procurement policy is defined by these two sets ofguidelines. Through our procurement activities, we strive
to build and strengthen healthy relationships based on fair,equitable and transparent trading with our suppliers.

CSR Procurement Initiatives● Continuous Supplier Survey System

Olympus conducts yearly surveys of key suppliers tocheck various aspects of their business activities, including
their financial situation, structures for the managementof quality, costs, delivery dates, and the environment(QCDE), and CSR initiatives.
This survey also aims at the promotion of understanding in voluntary CSR initiatives and procurement by
our suppliers. Improvement activities will be implemented
as needed in the future.
● On-Site Inspections of Suppliers’ Facilities

Based on our “Request to Suppliers,” Olympus hascreated a supplier checklist with the assistance of outside
experts. Using this checklist, we carry out on-site inspections of overseas and some domestic suppliers’ compliance with social and environmental requirements. In fiscal
2014, we conducted the inspections in cooperation withoutside experts. From the human rights viewpoint, weselect suppliers and coverage areas to be inspected tocontinue to reduce CSR risks.

19

OLYMPUS CSR REPORT 2015•

ActionDo

CSR Procurement
Promotion Committee
meetings▶Assessment andanalysis of activities▶Formulation ofcountermeasures▶Formulation of activity
policies for next period—External—• Presentations to raiseawareness about CSR
procurement activities• Signing of CSR-relatedagreements

Check

Implementation ofcompany surveys andanalysis of results• On-site inspections ofsuppliers’ facilities• Compliance monitoring
using external databases•—Internal—• Formulation of CSR
procurement operating
standards/rules for CSR
procurement• Implementation ofcompliance education● Basic Stance on Conflict Minerals

The Olympus Group affirms international efforts to resolve
the problems of conflict minerals*. On behalf of the
Olympus Group, the Olympus Corporation participatesin a committee established by the Responsible Minerals
Trade Working Group of the Japan Electronics andInformation Technology Industries Association (JEITA).
Working together with suppliers, we ensure transparency in our supply chains and continue the procurementof parts and materials that does not cause 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 theseminerals to raise funds, causing human rights violations (child labor andsexual violence), as well as environmental damage. In July 2010 theUnited States sought to cut off this supply of funds to armed groups
by introducing an amendment to its financial regulation law defining
these four substances as conflict minerals. Companies listed in the
United States that use conflict minerals are now required to submit
reports to the U.S. Securities and Exchange Commission (SEC). Other
moves by international organizations, governments, NGOs and industry
organizations to solve this problem include the publication of the Due
Diligence Guidance for Responsible Supply Chains of Minerals from
Conflict-Affected and High-Risk Areas by the Organization for Economic
Cooperation and Development (OECD).
Olympus Group Procurement Policy
http://www.olympus-global.com/en/csr/integrity/supply/procurement/
Request to Suppliers
http://www.olympus-global.com/en/common/pdf/procurement_
request.pdf
Japan Electronics and Information Technology Industries
Association
http://www.jeita.or.jp/english/index.html

INtegrity
Fair operating
practices

4 Human Rights Due Diligence
Olympus is working to identify issues relating to humanrights through dialogue with multiple stakeholders.

Participation in the Human Rights
Due Diligence Workshops
In 2012, Olympus took part in the Human Rights Due
Diligence Workshops*1 organized by the Caux Round
Table Japan. We clarified some of the critical issues ineach business sector through this workshop.
In fiscal 2013, efforts made to address human rights
issues within Olympus were reviewed and reorganized. We also conducted a dialogue between the CSR
Department, Group Procurement Planning Department,
and outside experts. Through this meeting, the experts
provided us with useful feedback on our current efforts
and advice for future activities, such as reinforcement ofprocurement audits and comprehensive procurement
tracking, improvement of the conflict mineral questionnaire, and organizational reinforcement against humanrights risks.*2 We will continue to participate in thisprogram to deepen our understanding of the issues onhuman rights.

Endorsement 2014

Statement of Human Rights Due Diligence
Status Check
Caux Round Table Japan herewith confirms that Olympus
Corporation has understood a holistic approach shownwithin the framework of Sustainable Navigation*, and has
undertaken the following activities: Olympus participatedin a series of Human Rights Due Diligence Workshops
at the Nippon CSR Consortium and discussed how
human rights relate to business with other participantsfrom different companies, NGOs and experts, referringto Human Rights Issues by Sector v.2. Olympus also
participated in the 2014 Global Conference on CSR and
Risk Management and deepened its understanding of thecontexts in which adverse human rights impacts could
occur in the value chain.
In addition, at the individual company level, Olympus
had a dialogue with experts in human rights and business
about their activities.
I look forward to seeing how Olympus will determine
priorities and policy, and how the policy will be put into
concrete actions.

Integrity
in Society

Human rights

Participation in International Conference
on “Business and Human Rights”
Olympus has supported the 2014 Global Conference on
CSR and Risk Management*3 (co-hosted by Caux Round
Table Japan and the UN Working Group on the Issue of
Human Rights and Transnational Corporations and Other
Business Enterprises) held in September 2014, providing
assistance in organizing the conference and participatedin deliberations concerning “business and human rights.”
In the exclusive session, the presentation by Mr.
Roger Branigin, risk consultant, co-founder of the private
consulting firm, Acuity Human Rights Advisors, andexecutive director of the Global Corporate Communityof Practice, on “Unfinished Business of Human Rights”
was followed by a workshop based on hypothetical casesof business enterprises facing human rights risks in their
supply chain.
Olympus participated in the deliberations on a study
into the specific risks and what should be done to reduceand prevent them.
Prior to the conference, separate meetings were heldwith Mr. John Morrison, executive director of the Institutefor Human Rights and Business, with Ms. Cathrine
Bloch Poulsen-Hansen, analyst on business and humanrights at The Danish Institute for Human Rights, and
Mr. Amol Mehra, director for the International Corporate
Accountability Roundtable. Exchanges of views were held
regarding human rights issues to which manufacturingbusinesses must pay careful attention.

2014 CSR and Risk Management Conference* 1 Stakeholder Engagement Program
Human Rights Due Diligence Workshop
http://crt-japan.jp/en/portfolio/human-rights-due-diligence-workshop/* 2 2013 Dialogue by Experts concerning Human Rights Issues
http://www.olympus-global.com/en/common/pdf/duediligencedialog.pdf* 3 2014 Global Conference on CSR and Risk Management
http://crt-japan.jp/en/seminar-overview/global-conference/#anchor01

Hiroshi Ishida
Executive Director,
Caux Round Table Japan* Sustainable Navigation
http://crt-japan.jp/en/project-overview/sustainable_navigation/

OLYMPUS CSR REPORT 201520

INnovation

CSR Highlight 2

Personal Development through Manufacturing
Olympus Products Help Society
Underlying Power of Training Programs in Manufacturing
Olympus contributes to society through its three business domains—medical, scientific solutions, andimaging—by producing a range of products including endoscopes used for gastrointestinal examinations andtreatment, biological microscopes indispensable for leading-edge scientific research, and digital camerasthat enrich people’s lives through photography. Such products are created using advanced manufacturing
technologies unique to Olympus and the many human resources who support and operate this technology.

Features of Olympus Manufacturing
Olympus manufacturing features “high precision & extreme
compactness” and “high-mix, low-volume” production.
For example, the smaller range of endoscopic lenses
can be less than one millimeter in diameter, and theseneed to be polished with micrometer (1/1,000 mm) accuracy. The technologies that produce such high precisioncomponents, as well as stably securing both optical andmechanical quality, enable Olympus to create extremelycompact and precisely engineered products.
These products are also produced in a high-mix andlow-volume manner. In other words, although there may
be a variety of models and combinations, still the number
produced can be as small as only several per year.
Such “high precision & extreme compactness” and“high-mix, low-volume” production, which cannot easily
be automated, are supported by our highly skilled workers
and their advanced manufacturing skills.

21

OLYMPUS CSR REPORT 2015

Manufacturing Workers Training
Program
Olympus regards manufacturing workers as an importantsource of its added value. The skills of our workers are
categorized into six levels and staff are encouraged to
improve their skill level in a planned manner. We groupthe workers with skills of level 1 to 3 into “Skilled Workers”
and those with skills of level 4 or greater as “Highly
Skilled Workers.” Highly Skilled Workers are certified asa Manufacturing Advisor (MA) at level 4, Manufacturing
Supervisor (MS) at level 5, and Manufacturing Master(MM) at the final level 6. Training is given according toeach level, from newly joining staff members to MM certificate holders.

INnovation■ Levels in the Olympus Highly Skilled Worker Incentive System

Case Study 1

Olympus Technological School Offers
Intense Basic Skills Training
Olympus Technological School (OTS) is a training organization for manufacturing workers managed by the
Manufacturing Group at Headquarters.
OTS was established in 1985 to “thoroughly train staff
members in a systematic manner so that they acquire thebasic manufacturing skills common within Olympus.” The
new graduates selected from each domestic factory study
at OTS aiming to become core manufacturing workers of
the future.
OTS provides an opportunity to “learn basic manufacturing skills by experiencing a failure (that is, a rejected
product).” Trainees learn the principles of manufacturing
through a failure, which is never allowed on the real
production line, and identifying the cause of the failure.
A one-year course provided for new employees graduating from high school comprises basic training from April
to June, specialized training from July to November, andfinal production training in December. In the basic training
months, all the trainees study the basics of etiquette as amember of society, and the basics of machinery, optics,
and assembly. Then, they proceed to more specialized training according to their career path. In the final
production training, trainees with different skills form agroup and each group experiences the entire production
process from design, procurement, and manufacturing
under an elected leader. During the course of production, they experience the true-to-life office management
issues, such as “how to recover from schedule delays andexpanded costs caused by a faulty item.” Through thisexperience, they acquire the qualities needed to work on
the frontline, including team work and problem solving.
The total number of OTS graduates has now reached
560 and many of them are playing central roles in the
manufacturing workplaces at their factories.
■ One-Year Course Overview

Basic training
All trainees study
machinery, optics,
and assembly

April to June

Creating
Innovative
Value

Specialized
training

Final production
training

Further training ineither machinery,
optics, orassembly

Compilation oftraining results

July to Nov

Dec

Highly Skilled
Workers

Level 6
MM

Entry to the National
Skills Grand Prix,
instructing in externalorganizations andSkill Dojo (Skill School)

Level 5
MS
Level 4
MA
Level 3Skilled Workers
Training in OTS and
Skill Dojo, taking
external qualification
exams

Level 2
Level 1Aiming at Becoming a Production LineCore Member by Improving Skills
I studied accounting in high school but I had a passion
for manufacturing. This is why I chose Aizu Olympus. I
first found the OTS course very difficult as every training
session was completely new to me, but I kept up with itby having my own extra training—such as how to handle
meters—in the early morning hours. Metalworking wasparticularly difficult for me, but I slowly acquired moreskill after trial and error following tips and advice fromlecturers.
In the final production training, I nominated myself for
the group leader after my challenging spirit beat my anxieties. Accomplishing the leader’s role with great support
from team members gave me more confidence.
The optics training provided at OTS, such as thenature of lenses and how to read designs, simplified myintroduction to the current lens production line. Also, theassembly-related experience I gained in OTS gave me
application skills to think about lens processing methods,
taking account of the ease of assembly in downstream
operations.
I am proud of being a part of the team that produces
endoscopes which contribute to people’s health. Utilizing
my precious experience in OTS, I would like to continue
improving my skills, aiming to become a core member
providing support for this production line.

Tsugumi Sato
Aizu Olympus Co., Ltd.

Joined Olympus and completed theOTS Optics course in 2013. Acted
as a leader in the final production
training. Is currently responsible foraligning the optical axis of the lensand the rotational axis of the mechanism in fitting the lens.

OLYMPUS CSR REPORT 201522

INnovation Creating Innovative ValueCSR Highlight 2

Case Study 2

Case Study 3

Skill Dojo To Accelerate Skill
Acquisition and Develop Factory
Workers

Aiming to Develop from a Skilled
Worker into a Highly Skilled Worker

In each of our factories, we plan and create training
programs as required to suit the different skill levels of theworkers and the types of work carried out in the factory.
Skill Dojo (Skill School) is a training program specializingin the skills required in different workplaces. In the Skill
Dojo, Highly Skilled Workers play the role of Dojo-nushi(school master), Shihan (lecturer), and Shihandai (assistant lecturer) and pass skills person-to-person to trainees.
Individual skill improvements at DOJO also maintain theskill levels in each workplace.
Aizu Olympus, where our medical endoscopes are
manufactured, has a total of ten Skill Dojos including
those for lenses, machine processing, and assembly.
For example, “Lens Skill Dojo, Hikari Juku (Light School)”teaches polishing, coating, and assembly of lenses to new
or transferred employees. The trainees start from theoretical studies, such as lens mechanisms, then proceed to a
two-month training period comprising the basic, specialty,
and practical courses. Their skills are finally refined to thepractical level though the mock-production line work
given as the final stage of training.
Nagano Olympus, which manufactures microscopes
and industrial endoscopes, offers an Assembly Skill Dojo.
The assembly line trainees undergo the basic skills training
over a two-and-a-half-month period under the instruction of Dojo-nushi, learning the techniques of bonding,soldering, and screwing. These eventually integrate into
a comprehensive set of skills for microscope assembly.

A Highly Skilled Worker is required to have a wide anddeep manufacturing knowledge. They are expected not
only to continue to refine their acquired skills, but also tohave the ability to adapt to more complex work—suchas a new product startup or process design for prototype production. Good communication skills and instructional abilities are also essential as they are responsible
for training the next generation to ensure that skills are
passed down for the future.
Olympus trains its Highly Skilled Workers by (1) internaland external qualification systems, (2) participation incompany-wide skill competitions and the National Skills
Grand Prix, and (3) providing external training courses.
Acquiring a qualification is a milestone to becominga Highly Skilled Worker. Almost all Highly Skilled Workers
have more than one qualification. Olympus provides
support through the Skill Dojos for employees to takequalification exams in each factory, including offering
equipment to practice on for demonstration exams,
lectures to increase the pass rate for theory tests, andmock exams by mentors.

Company-wide lens polishing skill competition

Technical instruction in the Skill Dojoin Aizu Olympus

23

OLYMPUS CSR REPORT 2015

The company-wide skills competition has nearly 30 yearsof history for factory workers to demonstrate their skills inlens polishing and soldering. After the qualifying rounds,
representatives from factories demonstrate their skills in atense atmosphere, as well as improving their skill level bylearning from each other.
The National Skill Grand Prix is a nationwide skill
competition held by the Ministry of Health, Labour andWelfare and other organizations every two years, and only
those qualified workers holding a first or supreme grade innational qualifications can participate in it. Through organizations such as the Highly Skilled Worker Committee
in Nagano Olympus, senior members among theHighly Skilled Workers in each factory mentor the juniormembers who are facing the challenge of the Grand Prix
both in technical and mental aspects. In 2013, a worker
from Nagano Olympus was victorious in the area of metal
milling in the Grand Prix.

INnovation

Highly Skilled Workers with Level 4 (MA) or greater are also
appointed to provide training to students and teachers intechnical high schools or other external organizations in
the local area as a part of their job. Our aim is to build
workers’ teaching skills through meeting new people andexperiencing an environment other than the factory. Theirteaching skills are further developed by taking a teachingrole as a lecturer in their factory’s Skill Dojo.
The number of certified Highly Skilled Workers in
Olympus reached 194 in total, and about 100 workers
are currently working in highly technical positions on the
manufacturing frontline.
“A factory worker cannot acquire advanced and specialized skills overnight.”
These words of Takeshi Yamashita, the founder of
Olympus, teach us the importance of steady and continuous encouragement of workers’ skills development.
As production sites have expanded to overseas in recent
years, the development of Olympus’ human resources inmanufacturing has also spread across the world. Olympus

Creating
Innovative
Value

continues to nurture manufacturing workers globally,
valuing Mr. Yamashita’s words.
■N umber of Highly Skilled Workers

Fiscal Year

2012

2013

2014

2015

No. Newly Qualified

7

6

11

6

Total Qualified

171

177

188

194

*Total number qualified includes the number newly qualified for that year.

Technical instruction by MS Highly Skilled Worker inSkill Dojo, Nagano Olympus

ColumnSupporting the Acquisition of Manufacturing Skills among Young Workers

Developing Human Resources Overseas
to Become Manufacturing Workers

The strength of Olympus manufacturing is solid basic
technologies and techniques. A microscope is made up
of numerous super-precision components. Each component must be made exactly as described in the design tofunction correctly, from the curve of the round edges tothe precise straightness of a flat plane. Only a high level ofmanufacturing knowhow can create these components.
The Production Organization to which I belong has a
Highly Skilled Worker Committee to support young people
to face the challenges of different skill qualification exams.
The Committee organizes study sessions covering boththeory and practical skills, and provides personal training
to make sure that workers can pass the exam. I personally
did not have any experience of manufacturing in mystudent days. After I joined Olympus, I have always been
helped by advice from my seniors and other colleagues
whenever I hit a wall and did not know what to do. It
is wonderful that the products we manufactured help
society, such as by identifying the cause of an illness. Not
every job is easy. However, I hope that our young workers
will experience the joy of manufacturing by overcoming
such difficulties.

Olympus also focuses on human resource development in
its overseas manufacturing sites. For example, Shenzhen
Factory in China, where digital camera and microscopeproducts are manufactured, implements an internal qualification system for lens polishing and coating skills basedon the national qualifications in Japan. This system is utilized to inspire local workers and improve their skills.
We also implement the same basic skill recognition
system provided in Japan to ensure only qualified staff
work on the production lines in our Shenzhen and Vietnam
factories. The skills subject to this recognition system include bonding and soldering. An expert from Japan visits
the local factory and provides instructions and guidance,
as well as the recognition exam. Only those who havepassed the exam can undertake bonding and soldering
work, and the system successfully nurtures the development of workers and secures stable product quality.

Masaharu Fujiwara
Nagano Olympus Co., Ltd.
Entered Olympus in 1978. An MM
certificate holder in lathing and milling.
He received an award as a “Modern
Craftsman” from the Ministry of Health,Labour and Welfare in 2013, and offers
technical and mental support to those
who are challenging for the National Skills
Grand Prix.

Taking a lens polishing exam in
Shenzhen Factory, China

OLYMPUS CSR REPORT 201524

INnovation Creating Innovative Value
Delivering Innovative Value

1 Ensuring Product Quality
With the aim of providing high quality and useful products and services to our customers, the Olympus
Group endeavors to ensure quality through a range ofactivities.

Olympus Group Quality Policy
Olympus will continue to provide products and services ofoutstanding quality to its customers, especially by listening
to them and relentlessly pursuing what is of true value.

Quality-Related Organizational Structures
We have developed quality assurance systems thatreflect the characteristics of each business segment.
We use these systems to achieve the required quality
standards through quality improvement activities at allstages from development through to production, sales
and repair services. In addition, we have also established the Corporate Quality Assurance Department,
which works across all business segments. Its task is toassess quality management activities in each businesssegment and report its findings to the President. In theunlikely event that a product flaw that may possibly impact
our customers and society is identified, Olympus has agroup-coordinated system for swift information disclosureand action in accordance with social norms and businessethics, and takes companywide action to prevent recurrence. A system has also been created and implemented
to ensure compliance with laws concerning safety,
consumer protection, the environment, etc., together withthe establishment of corporate regulations.

Enhancing Quality Evaluation
Olympus places particular importance on quality evaluation at the development stage, which is the starting point
for manufacturing. Measures to ensure product quality
at this stage include calibration, EMC and safety testing,usability assessment, mechanical and environmental
testing, and materials analysis.
Olympus Group Quality Policy
http://www.olympus-global.com/en/csr/innovation/quality/policy/
Olympus Ways

http://www.olympus-global.com/en/technology/way/
For more details about Olympus’ manufacturing and approach toproviding innovative value, see Olympus Ways.

Quality Evaluation at the Development
Stage
Calibration

Calibration is a process used to maintain the accuracy ofmeasuring instruments by ensuring that all components
are functioning correctly. The precision of measuring instruments can vary from day to day in response to changes in environmental conditions. As an entity certified under
the Japan Calibration Service System (JCSS),*1 Olympus
carefully monitors errors caused by these changes andapplies approved calibration methods to its measuring
equipment.

Electromagnetic Compatibility and Safety TestingElectromagnetic
compatibility (EMC) testing iscarried out to ensure thatelectrical and electronicequipment will not emit
electromagnetic
noise
that exceeds acceptablelevels and could affectother equipment, andthat it will not malfunction
Electromagnetic field
when exposed to such
immunity test chamberemissions. The significance of EMC is being recognized more widely in recent
years, and related regulations were enforced in various
countries. We test our products in a 10 m wave anechoic chamber*2 and an electromagnetic field immunity test
chamber*3 (build in 2014).

Product Safety Testing

For medical equipment, it is particularly important to
conduct a range of product safety tests. Olympus conducts safety tests, including a conformity assessment test(compliant with IEC 60601-1), and also employs its own
third-party certification, as needed.

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 have sufficientstrength 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 thecauses of problems and prevent recurrences.
*1 JCSS (Japan Calibration Service System)
Accreditation system of calibration laboratory*2 10 m wave anechoic chamber
Olympus’s 10 m wave anechoic chamber is one of the mostadvanced facilities of its type in the world and has been 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 specificelectromagnetic fields. With the dissemination of wirelesscommunication 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.

25

OLYMPUS CSR REPORT 2015

INnovation

Creating
Innovative
Value

Consumerissues2 Product and Service Creationfrom the Customer’s
Perspective

Olympus gathers information through marketing
research and by listening to the comments and views ofusers of Olympus products. This customer input is thenapplied to our manufacturing activities.
A scheme to ensure swift responses to customer
inquiries and, in case of product failure, swift repairs,has been established, with continual service improvements underway.

Customer-Focused Manufacturing

問い
わせ
口

ショー
■ Design and Manufacturing Reflecting Customers’ Comments
ルーム

関係部署で検討
営業・販売
開発・設計
企画

新製品・新サービスに反映

Customers

お客さまにご満足いただく品質を提供するための取り組み

ユーザ
リティ
評価

国内営業部門
販売会社
海外現地法人
代理店

お客さまからいただく声を製品やサービスに活かすための取り組み

We use methods based on the characteristics of eachbusiness field such as medical, scientific solutions, andimaging to reflect customer input to the products andservices that we create (see diagram below).
お客さま
We have also raised the level of our activities by estab問い
評価・
ご提案 ご要望 lishing interfaces for the sharing of information among our
わせご指摘
business fields, allowing each field to learn from successful
ce toinitiatives implemented by other fields.
電話
HP
E-mailace

Inquiries

ProposalsFace to Communication byFace Telephone

Customer
SupportCenterUsability
evaluation●V OC and VOC Shower Activities in the Imaging

Business

Customer support centers and repair centers of Imaging
Business receive some 20,000 inquiries and commentsfrom customers every month. From these comments, we
can identify gaps between the needs of customers andthe products and services provided by Olympus. In order
to eliminate such gaps by reflecting customers’ inputs into
our products and services, we compile complaints andrequests directly expressed by customers into the VOC
Shower newsletter, made available to all employees—
including the senior management. VOC Shower functions as a means for employees to gain insights into thethoughts, feelings, and expectations of customers andenable them to apply such knowledge to new productdevelopment and better services.
■ Aims of VOC Activities

Communicationwithcustomers

C
VOC

D

VOC-based
Delivery ofbusiness
products and management
servicesP

Planning
andexecution

RequireComments
ments

VOC Shower Activities

The CAPD cycle in VOC-based
business management

Businessstrategies
Product
strategies

Period:July 2011 through MarchResearch and2015
analysis
Identifying
Frequency of publication:issuesBi-weekly
VOC cases covered inA
VOC Shower:
Approx. 3,300
VOC issues
Number of times viewed
by employees
VOC 経営の
C・A・P・D サイクル
Decision(cumulative
total):
makingApprox. 64,000
Sharing
informationお客さまとの
C
調査分析
コミュニ
お客さまの声課題抽出
ケーション

Corporate culture based on customers’ standpoint

HP

Marketing departments
and sales companies
in Japan
Overseas subsidiaries
and agents

E-mailShowrooms

Discussions inrelevant departments
Marketing and Sales
Development and
Design Planning

Reflecting customer comments
in products and services

New products
and services
reflecting
customers’comments

D*C: Check, A: Action, P: Plan, D: Do

商品・サービス VOC 経営の提供

Customer Support System

計画と実行

Approaches
to provide
products thatcan earncustomers’satisfactionA

VOC 課題

P

経営戦略
distributors,
商品戦略

Working with overseas subsidiaries andthe Olympus Group owns a global network to provide
customer support based on product characteristics. Our
お客さま視点の風土
websites are also designed to provide clear
information
about points of contact for inquiries for different products
in different regions.

意思決定
共有化

Repair System
As part of our efforts to ensure user confidence in
Olympus products, we have established a dedicatedwebsite where users can view important announcements
and customer support about our products and services.
To minimize repair times and costs, we have developed arepair service network to meet user needs in each region
and product category.
Important Notice (Only in Japanese)
http://www.olympus.co.jp/jp/info/qinfo.jsp
Customer Support (Only in Japanese)

http://www.olympus.co.jp/jp/support/index3.jsp

OLYMPUS CSR REPORT 201526

146,120 146,120
142,638 142,638
128,083 128,083
125,016 125,016
121,450 121,450

INnovation Creating Innovative Value
16,976

15,363
16,97618,09915,36318,70018,09918,70018,292

20102010 2011

2011 20122012 20132013
2014（年度）
2014（年度）

Creating Innovative Value

18,292■ Calls Received at Customer Support Centers

Imaging■ Percentage of Repairs Completed within the Allotted Time

ImagingMedical Systems
Medical SystemsMicroscopesMicroscopes(The number(Theof calls)
number of calls)

219,189 219,189
214,926 214,926
213,255 213,255
209,546 209,546
205,644 205,644
146,120 146,120
142,638 142,638
128,083 128,083
125,016 125,016
121,450 121,450

(%)

(%)

100

100

90

90

80

80
2010

Digital SLR cameras
Digital SLR cameras
Digitalcamerascompact cameras
Audio
Audio Digital compact

16,976 16,97615,353 15,35318,099 18,09918,700 18,70018,292 18,292
2010

2010 2011

2011 20122012 2013year)(Fiscal year)
2013
2014 (Fiscal
2014■ Customer Response Structures in Each Product Field

Business
Fields

2011 201220122013

year)(Fiscal year)
2014 (Fiscal
2014
2013

■ Repair Service per Business Field and Improvement Efforts

Business
FieldsCustomer Response
Olympus has developed service systems designed
to ensure the safety and reliability of healthcare
environment.
映像2010 2011

Customer Response
Minimizing Downtime During Endoscope Failures
To minimize endoscope downtime when an endoscope fails or isbeing repaired, Medical Service Operation Centers at Shirakawa

映像医療

医療顕微鏡（件数）
顕微鏡（件数）and Nagano centrally manage repairs and courtesy equipment.
（%） （%）
デジタル一眼カメラ
デジタル一眼カメラ
information service for medical specialists
219,189 219,189
214,926 214,926
213,255 213,255 100
209,546 209,546
オーディオ
オーディオコンパクトデジタルカメラ
コンパクトデジタルカメラ
205,644 205,644
Endoscope repair 100
service
networks● Establishment of a call center dedicated to providing an

Medical● Formation of a team for specialist services offering information

repairs (such as overhauls)* are available at the following
146,120 146,120
on how to handle medical treatment devices, troubleshooting,142,638 Major
142,638
128,083 128,083
125,016 125,016
121,450 121,450
locations:etc.
Medical90
90Japan:
Medical Service Operation Centers at Shirakawa and● Immediate response system based on coordination andNaganointeraction between call centers andOlympuspersonnel
18,099 18,099
18,700 18,700
18,292 18,292
16,976 16,976
15,363 15,363
stationed in various regions
Overseas: Service centers in the United States, Germany, France,
80 United80
Czech Republic,
Kingdom, China, India, etc.
● Call centers have also been set up2010
in major cities
in the US,
2010
2011
2011
2012
2012
2013 2014
2013
2014
2010
2010
2011
2011
2012
2012
2013 2014
2013
2014
（年度）
（年度）
（年度）
（年度）
China, and Europe for localized and extensive services*Dismantling, inspection and repair of malfunctioning equipment.
Simple repairs to endoscopes and peripherals:
Available through a worldwide network of approx. 200 repair bases

Customer Satisfaction Improvement Activities
at Customer Support Centers● Assist customers in solving problems concerningJapan

all Olympus products in the scientific field, including
microscopes, industrial endoscopes, non-destructive
inspection devices, laser interferometers, microscopic
spectroscopes, X-ray analysis devices, etc.
● Customer inquiries are fed back to all divisions
to promote the delivery of the best solutions tocustomers.
● Customer satisfaction surveys are conducted
regularly aiming at improving reception quality forcustomer queries.

Back-to-Base Repair Services
Portable devices such as microscopes, industrial endoscopes,
and ultrasonic flaw detectors, as well as 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 month of receipt.

Scientific
SolutionsTechnical assistance● “Olympus Microscope Workshop” is a microscopeseminar held for customers to demonstrate themany features of a microscope and how to enjoy
using it effectively. Lecturers are also dispatched in
response to customer requests to disseminate basic
information on microscopy.

Scientific
Solutionsmaintenance service contracts.

200000Greater
repair 200000
service convenience with a variety ofservices and schemes
150000150000(1) Pickup service via website and telephone(2) On-line
repair 100000
booking and estimating service
100000Internet-based repair service offering applications for servicing andinformation on repair fees and repair status

TAC customer service

5000050000● TACs (Technical Assistance Specialists for(3) Flat-rate system for repairs(Applied to compact digital cameras and audio recorders)
0 service
0 that includes both technical services
A single charge repair
and parts

microscopes) respond to customer inquiries via
telephone.

Technical assistance● Olympus supports microscope training courses heldat the world-renowned Marine Biological Laboratory
and Cold Spring Harbor Laboratory.

Olympus Academy activities● Manned by staff specializing in technology andEuropeapplication education, the Olympus Academy offers
training in products and applications to subsidiaries
and sales agents in various countries. Subsidiaries
and sales agents that have undergone such training
then offer solutions to customers and hold productand application seminars themselves.

Seven Day Allocation of Call Center Staff
Imaging

27*Excluding system maintenance days and year end/New Yearholidays● Enhanced Telephone and E-mail Support per Product Category● We constantly check and improve customer satisfaction
through secret surveys by external organizations and customer
questionnaires, as well as by enhancing the communication skills
and product knowledge of call center staff members.

OLYMPUS CSR REPORT 2015

For installation-type products, such as laser microscopes and inline
ultrasonic flaw detectors, technical staff are dispatched to provide
on-site services, including maintenance inspections, calibration,
repairs and relocation.

Service contract
250000250000To guarantee
product
reliability, Olympus offers a number ofMicroscope Seminars (Only in Japanese)
http://www.olympus.co.jp/jp/showroom/
technolab/tokyo/plan.cfm

USA

On-Site Repair Services

Imaging(4) Quick Repair Service(Applied to mirrorless SLR camera bodies and interchangeable
lenses)Service for reducing repair time(5) Camera cleaning service(Applied to Olympus digital cameras and interchangeable
lenses)This is a reservation-based service for simplified inspection andexterior cleaning of Olympus cameras. In addition to services
provided at Olympus Plaza (in Tokyo and Osaka) and at Service
Stations (Sapporo and Fukuoka), a cleaning service caravan has
been organized to tour various cities in Japan.
Additionally, a special repair service for Olympus products (forpersonal use) is offered to municipalities covered by the Disaster
Relief Act.

Improving the On-Time Rate for Back-to-Base Repairs
One of our target indicators for customer satisfaction is the ontime rate for back-to-base repairs. We are continually working to
improve this rate through initiatives that include a review of service
procedures during busy periods. (See the tables above)INnovation

Creating
Innovative
Value

ConsumerissuesColumnFor greater customer
convenience,
Olympus Plaza Tokyo has
moved to Shinjuku.
In May 2015, Olympus Plaza Tokyo, Olympus’s
showroom, service station, and gallery for its digital
cameras and other imaging business products, has
moved to a location close to Shinjuku Station. In
this commercial district, where numerous photo-related galleries, shops, and offices are located, thePlaza has extended its closing time from 18:00 to
19:00 and is open during weekends and on holidays to offer customers greater convenience andcommunicate information on photographic culture.
Newly added to the Plaza are a seminar room,
Owner’s Lab—where customers can maintain theirown cameras—and a space to display works byparticipants of Olympus-organized photography
clinics (Creative Wall), creating venues for bothlearning and for photo exhibitions. The event
space is equipped with a screen measuring 170
cm x 580 cm (H x W), projector, and 4K monitors,
enabling photo professionals to hold photographic
seminars, and thereby offering a wide range ofphotography-related fun and learning.

Event space for photography seminars
by photo professionals

Gallery for photographic displays

OLYMPUS CSR REPORT 201528

INnovation Creating Innovative Value
Working Environments with Vitality

1 Human Resource Development,

2 Creating Free and Open

Olympus defines corporate value as the sum of thevalues of each individual. We therefore aim to develop
and implement human resource management systems
that allow every individual employee to achieve growth
and realize his or her full potential.

Olympus fosters a free and open corporate culture
based on mutual respect for individuality and diversity,in which individuals can express doubts and opinions inthe spirit of cooperation.

Fair Assessment

Management by Objectives/Assessment
Systems
Olympus has based its human resource management
systems on the belief that a company’s performance
consists not only of its business results but also of thegrowth achieved by individual employees. This is reflectedin the emphasis placed on independent challenges andgrowth.
The Management by Objectives and Self-Control(MBO-S) system, which is unique to Olympus, helps
employees decide individually what they will focus on in
their jobs and capacity development, set their operationaltargets with managers, and take action to achieve thosetargets. Salaries and bonuses are paid to employees
to reflect their level of achievement and the job abilities
they have displayed under the MBO-S system. Because
corporate performance depends on the contributions
made by employees, the funds available for bonuses arelinked to business results.

Skill Development System● Olympus College

Olympus recognizes that people are the most important
driving force for the improvement of corporate value. We
established the Olympus College as an internal education
structure that values individuality and develops professionals with the ability to adapt quickly to changes in thebusiness environment.
*Olympus College
The Olympus College offers over 250 courses centering on management
training, business training, technical training and global training.

29

OLYMPUS CSR REPORT 2015

Workplace Environments

Corporate Culture Reform Project
We frequently conduct questionnaire surveys so that we
can regularly check and improve our corporate culture. We
collect opinions on the survey results from employees andthe labor union, and refer to those opinions in discussing
how we should improve our corporate culture. As part ofthis activity, in January 2014 we launched the Oly-Com
corporate culture reform project, which has since beenpromoted by the leaders of each business division.

Dialogue between Senior Managementand Employees
Olympus actively holds town meetings for the direct
exchange of views between senior management andemployees. By fiscal 2014, the Group Chairman andPresident had held a total of 80 meetings in five countries
with more than 600 employees attending. A town meetingis an important opportunity to inform employees directly
about management thinking and aims, and to absorb
information, including employees’ views and workplaceissues.

INnovation

Creating
Innovative
Value

Labor
practices

3 Creating Energized

4 Safety and HealthWorking Environments

Page 44

Olympus helps its employees to enjoy active andfulfilling family and social lives. We have established avariety of systems in consultation with employees andunions.

Promoting Work-Life Integration
Olympus has been promoting “Work-Life Integration” tohelp employees keep their work-life balance and generate
work-life synergies, believing that they will maximize theirabilities and proactively continue their careers even during
periods when they need to take care of their children orother family members.
● Support Systems and Measures

We have introduced work at home, reentry, task flex, andreduction of working hours systems as a way to give more
support to employees who are taking care of their children
or other family members. In fiscal 2014, we held town
meetings between the President and female employees
eight times, and also provided female employees who
were taking care of their children with career training.
■U se of the Work-Life Integration-Related Systems (in fiscal 2014)

Fiscal 2014
Work at home system (persons)

5

Reentry system (persons)16

Task flex system (persons)

0Reduction of working hours
system (persons)128

Olympus has a strong commitment to the safety and healthof its workers and is determined to provide environments
in which individual employees can work with confidence.

Occupational Safety and Health,and Health Management

The Safety & Health Promotion Committee is proactive inpromoting the visualization of health and safety activities
and the sharing of information on factors that are the causeof occupational accidents, countermeasures, and measures to prevent the recurrence of problems, with a view
to improving the entire Group’s health and safety situation.

Systematic Health Management and
Health Promotion Activities
There are industrial doctors, health workers and nurses
on each of our sites in numbers appropriate to the sizeof each site to enhance our health management system.
In cooperation with the Health Insurance Association,
we have expanded the range of health examinations
available to employees and held seminars on physicalexercise for the prevention of lifestyle related disease andnon-smoking seminar to provide employees with more
opportunities to receive advice on their health, including
mental health.
■ Health Promotion Cycle Based on Lifestyle Improvement
Evaluation of healthcheckup results

Regularhealthcheckups

We provide employees with a welfare system to share themedical, childcare/nursing care and self-enlightenment
expenses they have to pay. Specifically we give priority to
implementing measures to support employees who arein need of support or strongly committed to self development, including employees who pay for home nursing
care and home bathing services, babysitting, childcare
facilities, and language learning.

Health guidance based on results

Lifestyle improvement planning●

WelfarePage 44● Lifestyle improvement (diet, exercise, etc.)
Development of physical strength, health promotion● Measures for the Early Detection of Cancer

Employees are encouraged to undergo cancer screening
tests as described below in addition to regular healthcheckups, to detect cancer at the earliest opportunity.
Most of the cost of cancer screening 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 andcolon cancer screening using endoscopes.
● All female employees are eligible for a gynecological examination (breast cancer and cervical cancer) regardless of age.
● Dependent family members aged 30 or older are also eligible
for cancer screening provided by the Association.
●● Measures for Mental Health

The following services are available, including preventive
action, treatment for the mentally ill, and support for those
returning to work after an absence due to mental illness.
Education on mental health using e-learning tools and othermethods● Consultation and daily care service provided by industrial
doctors and other health staff● Consultation service and seminars provided by external
psychologists●

OLYMPUS CSR REPORT 201530

INvolvement

CSR Highlight 3

Medical Care Awareness Activities
around the World
Olympus’ mission in the medical business is to continue contributing to a healthcare environment that cares for the mind and body of people around the world.
We not only develop equipment for the early detection of cancer and for minimallyinvasive treatment that reduces the burden on patients, but we also engage inawareness activities around the world to promote cancer screening and educate
the public about the various disease states our technologies affect.

Activities in Europe
Olympus participated in a variety of social activities in
Europe. In Germany, Olympus Europe SE & Co. KG
supports the media campaign for colon cancer screeningorganized every March by Felix Burda Foundation. Each
year, Olympus contributes €5,000 to the Foundation’s“Medicine and Science Awards” that honor projects that
achieved major progress in colorectal cancer screening.
Olympus Norge A/S participated in the worldwide
charity “Movember,” under which its employees grewmustaches for 30 days to raise awareness for prostate
and testicular cancer. In its second year, 30 men, alongwith women, participated and raised donations totaling
6,000 Norwegian crowns in 2014.
In the UK, Olympus KeyMed has been providing bothfinancial and in-kind support for more than 15 years to the31

OLYMPUS CSR REPORT 2015

British Beating Bowel Cancer charity to raise colon cancer
awareness. In 2014, Olympus aided in the production of
48,000 leaflets and 17,000 posters on colon cancer.

Movember movement

INvolvement

SocialInvolvement

Activities in the US
Olympus Corporation of the Americas follows the nationally designated month of March as “Colon Cancer
Awareness Month” and organizes various awarenessactivities. In addition to education and awareness efforts
directed at employees, their families and friends, and theirlocal communities, OCA makes contributions to charitable organizations such as the Colon Cancer Coalitionin support of the same objectives as well as support for
relevant research. In 2014, the company raised funds
totaling $21,348. It also sponsors “Get Your Rear in Gear,”the Coalition’s walk & run rally in Philadelphia. During themonth, Olympus employees wear blue to raise awareness.
Additionally, OCA contributed a story of two employees

who experienced colon cancer to a local magazine topromote the importance of early screening.

Colon Cancer Awareness Month activities

Activities in China
Olympus (China) Co., Ltd., has organized two programs
to promote gastrointestinal health awareness since 2008,
organizing various events and communicating informationin the area.
One is Olympus Public Health Salon. Inviting physicians in the field of gastroenterological medicine as
speakers, lectures are organized for middle-aged citizens aged 45 to 60 in various parts of China. Drawing
audiences of 100 to 200, these lectures are designed toencourage citizens to schedule regular gastrointestinal
screenings. In fiscal 2014, lectures were held in 9 cities,
including Guangzhou, Nanjing, Dalian and Chengdu, anddrew participation totaling 1,000. The second is the “Carefor the Stomach” event held every October. The event
marked its fifth year in 2014 and was organized as a 5km
mini-marathon held on the day before Beijing International

Marathon, urging citizens to run in Beijing for gastrointestinal health. Local singers were also invited, and exercise
mini-events were held. The program drew great attention
from the local media and communicated the importanceof medical checkups in China.

Olympus Public Health Salon

Activities in Japan
In Japan, Olympus is an official supporter of the non-profit
organization Brave Circle Steering Committee, whichorganizes the Brave Circle Campaign to eradicate colorectal
cancer. In fiscal 2014, the Committee supplied booklets
promoting wider awareness of colorectal cancer screening
and complete checkups to roughly 1,000 prefectural andmunicipal governments. Additionally, it provides information and materials necessary for organizing a “Colorectal
Cancer Quiz Rally” to 210 prefectural and municipal
governments to encourage communication of the importance of medical checkups to the citizens at large.
It also has a website on gastrointestinal health, “Onaka
no Kenko Dot Com” (http://www.onaka-kenko.com) tooffer citizens an accurate understanding of endoscopes.

Colorectal cancer screening promotion booklet
by Brave Circle Steering Committee

OLYMPUS CSR REPORT 201532

INvolvement Social Involvement
Harmony with the Environment

1 Environmental Management
We are working under the Olympus Group Environmental
Policy to maintain a healthy environment and contributeto the creation of a society capable of sustainable
development by establishing environmental management systems and reducing environmental loads.

Olympus Group Environmental Policy
The Olympus Group Environmental Charter was adopted
in August 1992 with the aim of defining our basis 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 andeconomic growth, and revised it into the Olympus Group
Environmental Policy.
Placing great importance on reducing environmentalloads throughout product life cycles, we are actively
working to improve the environmental performance of our
products, facilities, and logistics processes.

System to Promote Environmental
Management

Page 45

We have established a unit to promote environmental
management within each of our business departments
and Group companies, while the CSR Headquarters is
tasked with fostering environmental management acrossthe Group. Progress on these activities is reviewed by
the Board of Directors and the Executive Management
Committee, and measures are taken across the Group toachieve our predefined environmental targets.
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 fiscal 2014 we established an IT system thatprovides the basis for global management of the data anddocuments related to our environmental management
system.
■ Environmental Management Structure

Board of Directors andExecutive Management Committee
President
Director Responsible for Environmental Affairs
Environmental Management Supervisor
Olympus Group Environmental
Management Division(Olympus Group
Environmental Secretariat)

Business Group
Environmental
Management
Organizations

Olympus Group
Environmental Committee

Facility
Environmental
Management
Organizations

Local Overseas
Subsidiaries■ Summary of Results of Activities in Fiscal 2014

Priority Policy

Promotion ofenvironmental
management

Environmental
initiative
throughout
product life
cycles33

TargetResults

Future Plans

Enhancement of
the environmental
governance system

Establish an environmental
management system on a
global level.

Established a global
environmental management
system as well as anenvironmental information
reporting system.

Enhance the environmental
governance system at a
global level.

Compliance with laws
and regulations

Improve the system andprocess to comply withenvironmental laws.

Provided education on
environmental laws andregulations.

Improve the management
system by closer global
liaison.

Product-related
initiatives

Create Olympus EcoProducts.

Created environmentallyconscious products in all
business areas.

Continue to create productsthat are environmentallyconscious and also provide
better product functions.

Facilities-related
initiatives

Energy consumption rate:
7.73% or more reduction in
fiscal 2020 (relative to fiscal
2012; in Japan)

Energy consumption rate:
Improved by 5.1%
(relative to fiscal 2012; inJapan)

Continuously reduce
environmental loads
through improvements to
production efficiency andenvironmental improvement
activities.

Environmental
contribution activities

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

Conducted environmental
contribution activities at
global bases.
Conducted activities under
the theme of “Ocean
Legacy Project.”

Continue environmental
contribution activities
through business
operations.

OLYMPUS CSR REPORT 2015

INvolvement

The
environment

Control of Chemical Substances
Used in Products

Biodiversity Conservation

In recent years, governments worldwide have tightened
regulations relating to the reduction or control of chemical
substances.
Based on the Control Rules for Environment-Related
Substances Used in Products, which was formulated
in reference to the chemical substance-related laws
and regulations enforced in countries across the world,
Olympus conducts surveys in the product design anddevelopment stages and also in its procurement activities
to ensure that its products do not contain environment-related substances.
In fiscal 2014, we implemented measures to respond
appropriately to application of the RoHS Directive to
medical devices, which was started in July 2014.

Environmental Risk Management

SocialInvolvement

Page 45

Along with redevelopment of our facilities, we conduct
voluntary inspections of soil and water on the land. Basedon the inspection results, we take measures, including
reporting to and consulting with the government.

Monitoring and Responding to the Impactof Climate Change on Business Activities
The Olympus Group recognizes that climate change could
affect our business activities as follows.
Laws and regulations could be strengthened in suchareas as the energy efficiency of products and emissions trading.
Increased frequency of typhoons, flooding and otherdisasters could cause delays in the procurement of raw
materials and parts.
We are working to address these impacts by monitoringchanges in the laws and regulations in Japan and othercountries, and by diversifying our procurement networks.

There is concern that the loss of biodiversity will have aserious impact on the global environment and our lives.
Based on an analysis of how its business activities
are related to biodiversity, Olympus is managing water
resources and green space, also fostering environmental
contribution activities.

Green Procurement
Olympus published its approach to environmental activities as the Olympus Group Green Procurement Standard
and distributed the Standard to all suppliers. We also
continuously improve the environmental initiative contents
working together with our suppliers through surveys
covering their environmental management systems andactivities.

Environmental Education andAwareness Activities

Page 45

We work to raise the environmental awareness of all
employees and encourage them to participate in environmental activities through the Environmental AwarenessMonth program and by other means. Moreover we provide
environmental education appropriate to each department,
including education on compliance with environmental
laws and regulations and on ISO 14001-based internal
audits.
■ Main Activities in the 38th Environmental Awareness

Month・Global Environmental Photo Contest
・Basic Environmental Education (e-Learning)・Environmental Lectures

Olympus Group Environmental Policy
http://www.olympus-global.com/en/csr/involvement/management/
principle/
Olympus Group Control Rules for Environment-Related Substances
Used in Products

http://www.olympus-global.com/en/csr/involvement/management/chemical/Olympus Group Green Procurement Standard

http://www.olympus-global.com/en/csr/involvement/management/
procurement/

Included in the Climate Performance Leadership Index for the Second Consecutive Year in the CDP Japan 500
Climate Change Report 2014
Olympus was included in the Climate Performance
Leadership Index (CPLI) for two years in a row
in the survey conducted by CDP*, in recognitionof its efforts to reduce CO2 emissions throughrationalized production and energy saving andto establish systems to further reduce emissions.

*CDP (former name: Carbon Disclosure Project)
The NPO known as CDP, which is operated through cooperation between institutional investors, implements a project to urge companies todisclose their environmental strategies and greenhouse gas emissions. CDP sends questionnaires to companies across the world, analyzes andevaluates the replies, and discloses the results to investors.

OLYMPUS CSR REPORT 201534

INvolvement Social Involvement
Harmony with the Environment● Industrial Microscope DSX Series

2 Environmental Initiatives

throughout Product Life Cycles

Olympus develops environmentally conscious products
and production technologies. We assess the environmental impacts of our products through every stage of
their life cycles (procurement of materials, manufacture,
distribution, use and disposal). We work to provide morevalue to customers while striving to make our products
compacter, lighter and more energy-efficient.

2-1 Product-Related Initiatives

This series is used to observe and measure a range ofsamples, including electronic components and metals.
These microscopes provide high reliability backed by the
optical technologies that Olympus has accumulated andalso digital technology-based user friendliness that allows
for intuitive operation. In addition to the high-precisionobservation function, the adoption of LED light sources
has made the products highly energy-efficient andmaintenance-free, with low running costs.

Page 46

Product Life Cycle Assessments
In developing products, we make life cycle assessmentsof the products to estimate the impact that they will haveon the environment during their lifetimes.
■ LCA for the IPLEX RX/RT Industrial Endoscope
Distribution 0.2%

Use 6.4%

Assembly of parts
1.1%

Disposal 0.0%

Productionof parts
29.4%

Productionof rawmaterials
62.9%

Environmentally Conscious Products
We always give consideration to the environment in all
products. Moreover we established the Eco-Products
Administration Rules in 2003 as a voluntary standard
and have since been certifying products that meet thisstandard as “Olympus Eco-Products.”● Medical Videoscope GIF-H290Z

This gastrointestinal endoscope is inserted orally for theobservation of the esophagus and stomach. By adjusting
the position of the lenses located at the tip of a tubular
probe that has a diameter of about 10 mm, you canobserve the organs with a magnification factor of up to
x85.*1 Furthermore, the outer diameter has been reducedby 1 mm over the conventional model,*2 and this helps
minimize the burden on the patient.
*1 When using Olympus’s High Definition LCD Monitor OEV-262H*2 GIF TYPE H260Z: Released onto the market in November 2006

● Industrial Endoscope IPLEX RX/RT

This product is used to inspect and diagnose the insidecomponents of gas turbines and wind turbine gearboxes.
The high-definition image sensor and Olympus’s proprietary image processing technology used in the productprovide sharp and clear images so that you can detecteven minor defects and conduct highly reliable inspections and diagnoses.
The packed mass has been reduced by 47% from theconventional model.*3 The product is designed to be portable and can be easily carried to various worksites.
*3 Industrial endoscope IPLEX FX: Released in the market in fiscal 2007

● Interchangeable Lens Camera OM-D E-M1

This camera meets the Micro Four Thirds standard anddoes not require a mirror box inside
it. This product provides high-quality
images and is 45% lighter than theconventional model.*4*4 Digital SLR camera E-3: Released in themarket in fiscal 2007

● Audio Recorder Voice-Trek VN-7300

This product features easy-to-use recording
and playback functions and is also energy
saving. By developing and using a powersaving circuit in the product, we have reduced
electricity consumption by 48% compared withthe conventional model,*5 and have achieved amaximum recording time of 86 hours.
*5 Voice-Trek VN-6200: Released in the market in fiscal
2008

The tip of the GIF-H290Z is 1 mm thinnerthan the conventional model.

35

OLYMPUS CSR REPORT 2015

INvolvement

SocialInvolvement

The
environment● Effective Use of Resources

Products That Contribute to Solving
Environmental Issues
Olympus’s products are used by recycling facilities that
aim to use resources effectively as well as by developersof aircraft and vehicles who pursue higher energy efficiency for their products. By providing them with highly
reliable observation, analysis and diagnosis functions, wewill contribute to the recycling of resources and the creation of a sustainable low-carbon society.
● Handheld X-Ray Fluorescence Analyzer

This device is used to determine the types and concentrations of substances contained in the target being analyzed.
It can analyze 25 or more elements ina standard setting and provides information on the substances rapidly.
You can use the analyzer to sortglass containing lead and ceramic
glass with high precision in therecycling process. The device thus
contributes to recycling resources.

2-2 Facilities-Related
Environmental Initiatives

Page 48● Reducing Greenhouse Gas Emissions

Fiscal 2014: Reduced by 3% year on year
We are working to reduce our greenhouse gas emissions
by improving our production efficiency, introducing energysaving equipment, fuel conversion, and steady energy
conservation activities. In fiscal 2014, we consolidated
our clean rooms, replaced boilers with more energyefficient ones, limited the number ofunits of equipment being operated,
and introduced more energy-saving
lighting equipment with a view to
reducing our CO2 emissions.
We are fostering the use of naturalenergy both in Japan and abroad by
Certificate for
introducing solar panels, purchasing
green electricity
green electricity and other measures.
● Conserving Water Resources

Fiscal 2014: Increased by 2% year on year
We are conserving our water resources by developing
new manufacturing methods, encouraging the recirculation of water, and preventing water leaks through equipment inspections.
In addition, we are endeavoring to make more effective use of water resources by measures such as using
rainwater.

Fiscal 2014: Reduced by 1% year on year
We are using resources effectively by promoting productdesigns that reduce waste materials, reducing processing
losses, increasing the recycling rate, and reducing thewaste sent to final landfill sites.
In China, Olympus (Shenzhen)
Industrial Ltd. melts down
waste plastic materials from themolding process and processes
them into plastic granules. (Theamount of plastic waste reused Reuse of waste plastics
by this method totals about 100 [China: Olympus(Shenzhen) Industrial Ltd.]
tons a year.)●C ontrol of Chemical Substances

FY2014: Reduced by 7% year on year
Chemical substances are classified by rank for reduction
and control activities in compliance with the Environmentrelated Substances Used in Manufacture Process Control
Regulations that have been developed based on trends inchemical substance control.
At Aizu Olympus Co., Ltd. (Kita-aizu Factory), consumption of isopropyl alcohol (IPA) has been reduced throughreview of washing facilities and processes (reduction byapprox. 27 tons a year).

2-3 Logistics-Related
Environmental Initiatives
Fiscal 2014: Increased by 4% year on year
We are working to reduce our logistics-related CO2
emissions by making our products lighter, increasing thetransportation efficiency and increasing modal shift.*6
We are also reducing the amount of packaging materials
and encouraging the use of easily recyclable packaging
materials.
In fiscal 2014, we reviewed how we stack our products
in containers and reduced empty space in the containers
by optimizing the product package sizes to the container.
Products are now double-stacked in containers, whereas
they were single-stacked in the past. This has improved
the loading efficiency.
*6 Shift to transportation methods that produce less CO2, such as railtransportation.
Environment-related Substances Used in Manufacture Process
Control Regulations
http://www.olympus-global.com/en/csr/involvement/management/chemical/basis2.jsp

OLYMPUS CSR REPORT 201536

INvolvement Social Involvement
Contribution to Society

1 Social Contribution Policies and Activities
In the Olympus Group Social Contribution Policy, we
focus on four areas of social contribution: medicine andhealth, culture and the arts, the global environment, andscience and technology. We will use the management

resources gained through our business activities tocontribute to solving social problems, with both ourdirectors and employees engaging in social contribution activities.

Activities Relating to Medicine and Health

Activities Relating to the Global Environment

Exhibiting at MiraiExpo ’15
We participated in MiraiExpo ’15(held by the Japanese Associationof Medical Sciences in Kobe fromMarch to April 2015), which provided MiraiExpo ’15
hands-on experience of the latest
medical services. We presented the history of endoscopes, advanced technologies, and the importance of
medical checkups for the early detection of disease at the
exposition.
Report on MiraiExpo ’15 (Only in Japanese)
http://www.onaka-kenko.com/ad-intro/event/20150507.html

Becoming a Forest “Foster Parent”
In order to support Nagano
Prefecture’s project to encourage
forestation by promoting exchange
between local companies and the Becoming a “foster
community, we concluded an agree- parent” for local
ment with the forestry association forests
in Tatsuno Town to become a “foster parent” for local
forests. In fiscal 2014, employees working at our sites in
Nagano Prefecture and their families conducted forestation activities in May and September, including work to
improve nature trails.

Endoscopy Day
Since 2006, for the development and spread of endoscopy, we have been conducting annual questionnaire
surveys on people’s awareness of endoscopic tests
for “Endoscopy Day” (every July 14) established by theJapanese Foundation for Research and Promotion ofEndoscopy. In 2015 we received responses from 23,534
people across Japan and announced the results in July.

Coastal Observation and Photography ClassIn June and July 2014, Olympus organized a coastal
observation and photography class for elementary andjunior high school students in collaboration with the
Oceanic Wildlife Society (OWS), a non-profit organization.
Participants observed and photographed nature and wildlife in coastal environments and made photo frames fromseashells they had collected when cleaning up the beach.

Results of the 2015 questionnaire survey on people’s awarenessof endoscopic tests (Only in Japanese)
http://www.onaka-kenko.com/enquete-result/

Activities Relating to Culture and the Arts

Activities Relating to Science and Technology

Oyako Day
Olympus gives special
support for “Oyako
Day.” This initiative wasstarted by the photographer Bruce Osborn,to encourage oyako Oyako Day(parents and children) to
face each other and strengthen their mutual ties on the
fourth Sunday of July (Oyako Day). We participate in official events and support it in organizing photo exhibitions
in Tokyo and Osaka.

Natural Science Observation Contest
Olympus has been supporting the
Natural Science Observation Contest
for more than 50 years since its initiation. The contest is held by the Mainichi
Newspapers and the Society of ScientificPhotography to help elementary andjunior high school students develop Guidebook on
scientific ideas. The 55th contest held in prize winners
2014 saw 14,699 entries from 729 schools across Japan.

Overseas Photographic Field Work
Olympus supports the Overseas Photo Field Work
Program of the Nippon Photography Institute (NPI), in
which students visit 10 countries across Asia to receive
training to become professional photographers. The
students post their travel reports on the web in real time,
and we provide them with the necessary equipment. We
also offer places for them to exhibit their photos.

37

OLYMPUS CSR REPORT 2015

“A Century of Japanese Microscopes” Exhibition
The National Museum of Nature and Science and theJapan Microscope Manufacturers’ Association held an
exhibition named “A Century of Japanese Microscopes”
at the museum from March to April 2015. Olympus
supported a presentation on the history of optical microscopes in Japan and their possibilities, displaying a rangeof its products, including its first “Asahi” microscope andthe latest models.

INvolvement
The
environment

SocialInvolvement

Community
involvement anddevelopment

ColumnSupporting the recovery from the Great East Japan Earthquake“Tohoku Study Tour,” designed to encourage senior high school
students, who will be the next generation of leaders,to support the recovery from the disaster
Olympus has been continuing a range of recovery
support activities since the disaster happened in
March 2011, including donating money and products, dispatching employees as volunteers, andsupporting activities conducted by NGOs and student
organizations.

learned on the tour more widely to the public. Olympus
will continue to support recovery from the disaster andthe activities conducted by young people who will form
the next generation of leaders.
*Natsuki Yasuda
Born in Kanagawa Prefecture in 1987. A professional photojournalistof studio AFTERMODE, she reports on poverty and natural disasters
in mainly Cambodia, Southeast Asia, the Middle East, Africa, andJapan. Since the Tohoku earthquake her main base of operations
has been the city of Rikuzentakata, from which she has documented
developments in the disaster zone. In 2012 Yasuda won the eighth
Younosuke Natori Photography Award for her work on Uganda's HIVAIDS orphans.

Participants observed disaster control activities conducted by an NPO

From August 20 to 22, 2014, we implemented our“Tohoku Study Tour” project jointly with the photojournalist Natsuki Yasuda* to support recovery fromthe disaster and encourage young people to become
involved as future leaders.
Eleven students selected from applicants acrossJapan visited disaster-afflicted areas in Rikuzentakata
with Ms. Yasuda and Olympus staff to see for themselves
the damage caused to the areas and the recovery activities being conducted there. They talked with people
living in temporary housing and observed the activities
conducted locally by NPOs and the recovery initiatives
taken by local fishermen. They also took photos in theareas using digital cameras lent by Olympus.
The photos taken by the students were displayedon the web along with their reports, and also presented
at the exhibition held in Olympus’s galleries in Tokyoin December 2014 and in Osaka in January 2015. On
December 13, 2014, participants on the tour gatheredin the gallery with 130 visitors to talk with Ms. Yasuda
about their memories and impressions of the afflicted
areas and what they wanted to communicate to the
public through the photos they took.
The participants have also been holding report meetings and photo exhibitions voluntarily at their schools
and in the local community to introduce what they had

Participants on the tour talking in the gallery on December 13, 2014
Report made by senior high school students (on the website ofstudio AFTERMODE) (Only in Japanese)

http://aftermodepress.jp/quest/tohoku-report-2014
At the gallery, students talk about their experiences in
Rikuzentakata (Only in Japanese)

https://www.youtube.com/watch?v=lCHtWNBQG7k

A photo taken by a student on the Study Tour

Takashi Furukawa (then a third grader at a high school in Chiba)

OLYMPUS CSR REPORT 201538

INvolvement Social Involvement
Contribution to Society

2 Local Activities
Activities in Europe● Roparun for people battlingcancerIn June 2014, Olympus Europe had
numerous of its employees participating in the supporting team oras runners in Roparun, a 560-km
relay race from Hamburg, Germany,to Rotterdam, Holland, sponsoredby Roparun Foundation, a charity
foundation for terminally ill cancer
patients. Accompanying the event,
Olympus Europe colleagues fromvarious European subsidiaries raised€22,000.

Activities in the UnitedStates● Support for cutting down

hunger and poverty

Olympus
CorporationoftheAmericas engaged in Extreme New
Bethany Makeover, a project aimed
at a “makeover” of the main rooms
for local non-profit food bank/transitional housing centers by
Olympus employees. In October andNovember of 2014, the employees
collected canned foods from homes
in the CAN demonium Food Drive fordonation to local food banks. They
were able to collect 6,599 lbs. offood in total. At the same time, theyraised donations of US$45,000.

Activities in Asia
● Donating flush toilets and otherequipment to a public elementary
school in a rural village in India

Olympus Medical Systems India Private
Limited donated water supply equipment, advanced flush toilets, and otheritems to a public elementary school ina rural village in Haryana, India, where
about 400 children study. The donation, equivalent to 1.2 million rupees
in monetary value, helped improve therural school’s infrastructure.

Donating flush toilets to elementary school●W orking as volunteer photogra-

phers at nursing homes for theelderly in South Korea

560-km relay race to donate €22,000● Aid for treatment of Ebola

virus disease in Africa

To assist the activities of the international humanitarian organization“Doctors of the World” engaging intreatment of the Ebola virus diseasein Sierra Leone, Africa, Olympus
Europe SE & Co. KG donated€20,000.
● Educational support

for students in science,engineering and technology

Olympus KeyMed donated £2,500 to
the Engineering Development Trust,a British company which organized aprogram for students aged 12-14 toengage with business enterprises toexperience the real business world,and encourage young people towork in the fields of science, engineering and technology. Olympus
KeyMed also provided work-related
learning opportunities at its facilities.

39

OLYMPUS CSR REPORT 2015

“Makeover” of the local non-profit
housing centers● Donation of unused goods at

home

Olympus organized the Stuff-aTruck Donation Drive-Thru, aimed
at donating gently used clothing,bicycles, books and other items at
employees’ homes. Appliances atthe offices, such as old generationtablet PCs and digital cameras,
were collected and donated as well,helping in the reduction of wastes.
● Learning assistance tostudents

In cooperation with Communitiesin Schools, the NPO supporting“at-risk” youths, students wereinvited to OCA’s Center Valley
Headquarters.
OlympusPublicSpeaking Competition was held
as well, granting scholarships towinners.

Olympus Korea Co., Ltd. dispatchedemployees to 22 nursing homes
for the elderly, and employees took
portrait photos of the residents forthem to use at their own funerals.
In Korea, it is said that you will live
longer if you have a portrait of yourself for use at your own funeral taken
earlier. The volunteer employees took
portrait photos of about 1,000 residents of the homes, who were madeup and dressed in traditional Korean
costume. The photos were framed
and presented to the residents.
● TABLE FOR TWO scheme in Japan

Olympus Group companies in Japanare participating in the TABLE FOR
TWO (TFT) scheme to help solve
the problem of starvation in developing countries and lifestyle-relateddiseases in developed countries. At
cafeterias in the Group companies,
employees can donate money bybuying tickets for specific dishes anddrinks from vending machines. In
fiscal 2014, the TFT scheme collected
1.06 million yen from employees andthis was used to provide children indeveloping countries with school
lunches and other things.

OLYMPUS CSR REPORT 2015

Data Section

Governance Data

● Composition of Board of Directors and Position of the

Page 41● Directors

Chairman● Audit & Supervisory Board Members● Attendance at Board Meetings● Total Value of Remuneration by Director Type andNumber of Directors

Compliance Data
Page 42● Major Results in Compliance Education (Japan)● Strengthening Compliance with Key Laws andRegulations● Number of Compliance Hotline Reports and Inquiries inJapan● Self-Assessment● Compliance Awareness Survey● Major Information Security Measures● E-Learning Programs on Information Security

Personnel andLabor Data
Page 43

Environmental Data
Page 45● Status of Employees

Number of Employees / Numbers of New Graduatesand Mid-Career Employees Recruited / Turnover Rate
for Employees in First 3 Years of Service / Promotion to
Executive and Management Positions / Percentage of
Employees with Disabilities / Number of Consolidated
Employees● Labor Relations● Leave Systems and Leave Utilization Situation
Refresh Leave / Utilization of Refresh Leave / Annual
Paid Leave / Utilization of Annual Paid Leave / Leaves ofAbsence for Voluntary Activities / Utilization of Childcare &Family Care Leave and Leaves of Absence● Number of Industrial Accidents and Incidence Ratio● Environmental Management Structure

List of ISO 14001 Certified Plants & Offices / Compliancewith Environmental Laws / Soil and Groundwater /Company-Wide Environmental Education Programs
Implemented by Environmental Departments● Environmental Accounting
Environmental Costs / Environmental Effects● Greenhouse Gas Emissions for the Entire Supply Chain
FY2014 Emissions● Monitoring Environmental Impacts through Business
Activities (Material Balance)● Changes in CO2 Emissions from Manufacturing Activities
Energy Consumption / Greenhouse Gas Emissions from
Manufacturing Sites● Reduction in Transportation-Related CO2 Emissions
Transportation-Related CO2 Emissions● Conserving Water Resources
Water Use / Wastewater● Resource Conservation/Recycling
Waste Emissions● Chemical Substance Safety and Control
Emissions and Movements of PRTR Class 1 DesignatedChemical Substances● Assurance Statement related to GHG Emissions

GRI Guideline Reference Chart
Page 51
Profile of the Olympus Group/Financial Highlights
Page 58

OLYMPUS CSR REPORT 201540

Data Section
Governance Data

Composition of Board of Directors and Position of the Chairman (As of June 26, 2015)
Total Number

Internal Directors

Outside Directors

Chairperson(Chairman of the Board)

10

5

5
(all independent directors)

Directors not engaged inbusiness operations

Board of Directors

Directors (As of June 26, 2015)

Audit & Supervisory Board Members (As of June 26, 2015)

President and Representative
Director

Hiroyuki Sasa

Standing Auditors

Takashi Saito
Masashi Shimizu

Director, Senior Executive
Managing Officer

Yasuo Takeuchi

Outside Auditors

Nobuo Nagoya
Katsuya Natori

Director, Senior Executive
Managing Officer

Akihiro Taguchi

Director, Executive Managing
Officer

Shigeo Hayashi

Director, Executive Managing
Officer

Haruo Ogawa

Outside Directors

(new)

(new)

Takuya Goto
Shiro Hiruta
Sumitaka Fujita
Motoyoshi Nishikawa
Keiko Unotoro*Five of the outside directors are independent directors as defined in the
Securities Listing Regulations of the Tokyo Stock Exchange.

Attendance at Board Meetings (April 2014–March 2015)
Number of meetings

17

Attendance of outside
directors

98.1%

Total Value of Remuneration by Director Type and Number
of Directors
Total Value ofRemuneration(¥ million)

Number of
Directors/
Auditors

Directors(excluding outside directors)

369

5

Auditors(excluding outside auditors)

56

2

Outside officers

120

11

Position

41

OLYMPUS CSR REPORT 2015

*The two outside corporate auditors are independent directors as defined in the
Securities Listing Regulations of the Tokyo Stock Exchange.

Data Section

Compliance Data

Major Results in Compliance Education (Japan)
Category

Description (Method)

TargetGeneralGeneral Compliance Education (group training)

Executive officers

Education in Important
Laws and Regulations

Education in laws and regulations related to the prevention of unfair
competition, labor standards, anti-monopoly, personal information protection,
subcontractors in various countries (group training and e-learning)

All employees

Rank-Specific Education

Educational programs for management and executive personnel, foremployees who have been promoted, and for new employees (grouptraining)

People at specific rank

Messages from the President and messages from the CCO (intranet)

All employees

Town meetings

Managers and employees

Messages from Senior
Management and Dialogue
Opportunities

Strengthening Compliance with Key Laws and Regulations
Jurisdiction

Name of Law/Regulation, etc.
● Laws and regulations relating to the prevention of

unfair competition● National Public Service Ethics Act/rules of ethics● Agreements relating to fair competition● Transparency guidelines for the medical device

Laws,
regulations
andguidelines
in Japanindustry 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)● Labor Standards Act● Laws and regulations relating to insider trading● Personal information protection laws
● Laws and guidelines relating to measures against
30
anti-social forces● Foreign Corrupt Practices Act (FCPA, United
25

Laws,
regulations
andguidelines
in othercountries

States)● U.K. Bribery Act 2010 (United Kingdom) 20● Anti-Kickback Statute (United States)
15● OECD agreements concerning the prevention of
the bribery of foreign public officials in international
10
commercial transactions● United Nations agreements concerning the 5prevention of corruption● Other laws and regulations relating to the 0prevention of unfair competition● Physician Payment Sunshine Provision (UnitedStates)● Laws and regulations relating to anti-monopoly● Laws and regulations relating to measures against
antisocial forces

Number of Compliance Hotline Reports and Inquiries in Japan27■ External contact point■ In-house contact point

18

17

1

3

4

12

1st 2nd 1st 2nd 1st
half half half half half2010 2010 2011 2011 2012

5
17

2nd
half
2012

PeriodJanuary 2015 – March 2015

Target90 consolidated subsidiaries in Japan andoverseas and four regional headquarters

Surveydescription

The state of compliance management system
implementation

Response rate

100%

Compliance Awareness Survey
Compliance Awareness Survey
PeriodOctober 7–24, 2014

TargetOlympus Group employees in Japan (11,547)

Response rate

99.2%

Major Information Security Measures● Building and floor access control using authentication systems

according to different security levels● Network protection measures by comprehensive implementation ofanti-virus and firewall functions● Computer system security measures including software vulnerability

countermeasures● Easy-to-access intranet publication of company regulations,educational documents, and case studies concerning information
security● Distribution of an emergency card for use in the event of loss or theftof mobile devices● Regular security education for directors and all employees● Information security awareness raising through various events, such
as Information Security Month

5

10

6
5

27

Self-Assessment

12
1st
half
2013

15

20
3

5
17

E-Learning Programs on Information Security
22

10
2nd
half
2013

1st
half
2014

2nd
half
2014

Number of Participants

Attendance Rate

July 2012

11,126

99.8%

February 2013

10,868

99.8%

July 2013

10,97099.9%

February 2014

11,041

99.8%

August 2014

11,432

99.9%

February 2015

11,622

99.9%

OLYMPUS CSR REPORT 201542

Data Section
Personnel and Labor Data 1

Status of Employees

Number of Consolidated Employees
34,391

34,112

30,69730,702

31,540Year ended
March 2011

Year ended
March 2012

Year ended
March 2013

Year ended
March 2014

Year ended
March 2015

Totals for Olympus Corporation, Olympus Medical Systems
Corporation and Olympus Imaging Corporation

Number of Employees
Total

Males

FemalesNumber of employees

6,653

5,764

889

Average age

41.1

41.9

35.7

Average years of service

16.3

17.9

12.3

Number of employeeswith foreign
nationalities*1

18

Number of consolidated
employees*2■ (number of people)

Labor Relations

31,540*1 Number of employees with foreign nationalities working for Olympus
Corporation, Olympus Medical Systems Corporation and Olympus Imaging
Corporation*2 Total number of employees in the entire Olympus Group (excluding the
average number of casual employees, which is 1,374)

Numbers of New Graduates and Mid-Career Employees
RecruitedNew
graduates

Midcareer
recruits

Total

Males

Females

Recruited in April 2013

39

32

7

Recruited in April 2014

92

73

19

Recruited in April 2015

135

102

33

April 2012–March 2013

52

40

12

April 2013–March 2014

47

37

10

April 2014–March 2015

87

76

11

Turnover Rate for Employees in First 3 Years of Service
FY2014
Turnover rate (%)

1.4

Promotion to Executive and Management Positions
Executives(section manager or higher)
Corporate officers

Total

Males

Females

1,411

1,393

18

26

26

0

*Excluding outside corporate auditors and outside directors
As of the end of June, 2015.

Percentage of Employees with Disabilities(%)

March 31, 2013

1.81

March 31, 2014

1.98

March 31, 2015

2.07

*Total for seven companies classified as special-purpose subsidiaries

43

OLYMPUS CSR REPORT 2015

Name of labor union

Olympus Labor Union

Number of members

5,068 (as of March 31, 2015)

Data Section

Personnel and Labor Data 2

Leave Systems and Leave Utilization
Situation
Refresh Leave

Utilization of Childcare & Family Care Leave and Leaves ofAbsence
FY2012FY2013

FY2014

Number of
employees taking
maternity leave

60

76

62

7th year of
employment

Paid holidays: 5 days
Bonus: 55,000 yen

20th year of
employment

Paid holidays: 10 days
Bonus: 330,000 yen

Number of
employees taking
childcare leave

60

58

59

At the age of 55

Paid holidays: 5 days
Participation in the PLP Seminar

Subtotal: Males

1

4

3

Percentage of
employees returning
to work after leavesof absence forchildcare (%)

97.6

94.9

97.4

Population*1

Females: 53
Males: 309

Females: 69
Males: 295

Retention rate*2 (%)

Females: 98.8 Females: 89.2
Males: 87.5
Males: 100.0

Utilization of Refresh Leave
FY2012FY2013

FY20147th year of
employment

355

188

293

20th year of
employment

204

174

196

At the age of 55

78

114

132

Number of
employees taking
leaves of absence
for family care

1

1

1

*1 Population: Number of employees qualified for child care leave, classified bygenderAnnual Paid Leave*2 Retention rate: Retention rate (for one year) after end of child care leave
Number of employees with company as of March 31 of the fiscal year after
reinstatement from child care leave during the previous fiscal year ÷ Number
reinstated after child care leave during the previous fiscal year

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

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

Consecutive leavepromotion scheme(Creative Holiday)

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

Number of Industrial Accidents andIncidence Ratio

Expired annual paid
holiday saving scheme(Special Sick Leave)

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

FY2011FY2012FY2013

FY2014

Industrial accidents(work time lost)

9

4

3

9

Industrial accidents(no work time lost)

10

12

17

17

Total incidents

19

16

20

26

Incidence ratio

0.59

0.29

0.22

0.65

Utilization of Annual Paid Leave
FY2012FY2013

FY2014

Average days
available

19.7

19.9

19.9

Average days used

10.9

9.1

11.4

Utilization ratio (%)

55.4

45.9

57.3

Incidence ratio calculation formula
Covering Olympus, Olympus Medical Systems and Olympus Imaging only①
Number of workers, incl. temporary workers (average total) ×1,920
Industrial accidents (work time lost) ÷ ① × 1,000,000 = Incidence ratio

Leaves of Absence for Voluntary Activities
Number of Persons
FY2012

1

FY2013

1

FY20140*Cumulative total since 1995: 6

OLYMPUS CSR REPORT 201544

Data Section
Environmental Data 1

Environmental Management Structure
List of ISO 14001 Certified Plants/Offices

Environmental Accounting
Environmental Costs

Plant/Office(Unit: Million yen)

FY2012

Date ofCertification

Grouping

FY2013

Investment

Cost

Investment

Cost

Investment

Cost

98

354

122

447

71

363

Prevention
Cost of Public
Nuisance

21

77

51

217

36

161

GlobalEnvironmental
Conservation
Cost

42

116

71

48

34

31

Resource
Circulation
Cost

35

161

In Upstream Costs

1

94

1

77

8

10

6

8

6

376

0

415

386

1

968

0

983

Nagano Facility (Tatsuno)*

February, 1998

Hinode Plant

July, 1998

Aizu Olympus Co., Ltd.

October, 1998

Shirakawa Olympus Co., Ltd.

October, 1998

Aomori Olympus Co., Ltd.

November, 1998

Olympus (Shenzhen) Industrial Ltd.

September, 1999

Technology Research Facilities (Hachioji)

March, 2000

Olympus Winter & Ibe GmbH

May, 2001

KeyMed (Medical & Industrial Equipment) Ltd.

March, 2002

Olympus Technologies Singapore Pte Ltd

October, 2003

Olympus Logitex Co., Ltd.

November, 2003

Olympus Medical Science Sales Co., Ltd.

October, 2004

Olympus (GuangZhou) Industrial Co., Ltd.

October, 2004

Olympus America Inc., National Service Center

December, 2005

Environmental
Management
Activity Costs

Olympus Scientific Solutions Americas Inc.

July, 2010

R&D Costs

Olympus Scientific Solutions Technologies Inc.

July, 2010

Costs of Social
Activities

2

5

3

Olympus NDT Canada Inc.

July, 2010

Olympus Vietnam Co.,Ltd.

January, 2013

Costs for Damaged
Environment

2

0

0

Nagano Facility (Ina)*

May, 2014*The former Tatsuno Facility has been certified as the Nagano Facility sinceApril 2013.
*The former Ina Facility was certified in 1997. After consolidation with Tatsuno
Facility and change into repair function, it was recertified in 2014.

Compliance with Environmental Laws
Violation of law

0Lawsuits

0

Fines and penalty charges

0

Contents

Costs Inside
Business Area

In Downstream
Costs

Total

106

1,804

181

133

Soil removed and filled with clean soil in
FY2014, granted exemption from designatedarea.

Property in Omachi,
Nagano Prefecture

Pavement work done in FY2014, completing
dispersion prevention to land outside theproperty.

OlympusOkaya Facility

Substances exceeding designated levels
found in some soil in FY2014. Measures incompliance with law currently underway.

OlympusHatagaya Facility

Replacement with clean soil completed.
Groundwater monitoring in FY2014 showed
levels below.

SeminarNumber ofParticipants

Training for ISO 14001
internal auditors

559

Environmental Basic
Education (e-learning)

1

11,020*These seminars are for Olympus Group companies in Japan.

OLYMPUS CSR REPORT 2015

97

0

577

72

1,434

Quantitative Effects ofEnvironment Preservation

FY2012FY2013

FY2014

CO2 Discharged(unit: t-CO2)

50,14253,28852,288

2,100

2,096

2,103

90

86

90

22

21

19

(Unit: Million yen)

Economic Benefits ofEnvironmental Protection
Revenue
Benefits

Revenues from Sales of
Recycled Valuable Substances
Energy Costs

Cost
Savings

Change from
Previous Fiscal Year
-3
140*

Landfill Disposal Contracting
Costs

1

Resource Recycling
Contracting Costs

1

Costs of Water Usage

3*Energy cost seems to increase according to the rise of energy price, but it isassumed as ¥35 million reduction comparing to the previous year except the
influence of energy price.

Company-Wide Environmental Education Programs
Implemented by Environmental Departments
Number of Seminars
Held Annually

1

1,933

Soil and Groundwater
Aizu Olympus
Aizu Factory

171

Environmental Effects

Waste Discharged
Effects(unit: t)insideBusiness Water Usage 3(unit: 10,000 m )Area
Chemical Substances
Discharged/Transferred(unit: t)

FY201445

FY2014

Target period: April 1, 2012 – March 31, 2015
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 excludedin the calculations.
3) Close scrutiny of data shows items with differing figures for past results.

Data Section

Environmental Data 2

Greenhouse Gas Emissions for the Entire Supply Chain
FY2014 Emissions
Category

Emissions(in thousand
tCO2)

Scope 1

14

Scope 2

102

Scope 3Calculation Method (Assumptions)1

Purchased goods and services

72

Calculated by multiplying raw materials and parts of leading
products by basic unit

2

Capital goods

148

Calculated by multiplying facility investment value by basic unit

3

Fuel- and energy-related activities(not included in scope 1 or scope 2)

10

Calculated by multiplying electric power and fuel purchased bybasic unit

4

Upstream transportation and distribution

65

Calculated by multiplying transport ton/kg of leading products bybasic unit

5

Waste generated in operations

3

Calculated by multiplying worksite waste output by basic unit

6

Business travel

18

Calculated by multiplying business travel expenses by basic unit

7

Employees commuting

13

Standard commute model defined by region and calculated bymultiplying the number of employee in region by basic unit

8

Leased assets (upstream)

7

Calculated by multiplying gasoline consumption for corporate &leased vehicles by basic unit

9

Downstream transportation and distribution-

Classified as transport from dealers and sales companies to thecustomer but excluded due to small impact scale

10

Processing of sold products-

Excluded due to small impact scale and difficulty in tabulation inthis category11

Use of sold products

57

Calculated by multiplying electric power consumption, etc., forlifetime of sold product by basic unit

12End-of-life treatment of sold products

3

Calculated by multiplying product disposal weight by basic unit for
waste material

13

Leased assets (downstream)-Calculation including used of sold product, although someproducts are leased.

14

Franchises-

Not calculated due to absence in Olympus’s business range

15

Investments

10

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

OLYMPUS CSR REPORT 201546

Data Section
Environmental Data 3

Monitoring Environmental Impacts through Business Activities (Material Balance)
Business
Activities

Resource and Energy Input
2,054 TJ (–3%)

Energy (total)
Electric
power

181.98 million kWh (+2%)

City gas
LPG

3.198 million m3 （–6%)
841 t (+13%)

LNG

1,018 t (–12%)

Heavy
fuel oil

373 kl (+18%)

Kerosene

37 kl (0%)

Diesel fuel7 kl (–100%)

Gasoline

0 kl (0%)

Hot water

1 TJ (0%)

Districtheat

Development
andManufacturing

Green House Gasses (total)

115,985 t-CO2 (–3%)

CO2 generated from energy

115,943 t-CO2 (–3%)

CO2 not generated from energy

1.97 million kWh (+8%)

42 t-CO2 (–17%)

Substances Emitted
ResearchandDevelopment

Chemical Substances(PRTR substances handled)

Discharge of Environmental Load SubstancesNOx

62 t (–39%)SOx

0.5 t (+25%)

35 t (–11%)

Water

Production

Piped water

0.52 million m3 (0%)

Ground water

0.78 million m3 (+3%)

Chemical Substances(PRTR substances emitted
and transferred)

19 t (–7%)

Discharge to Water Systems

Raw Materials and Sub-Materials
Metals .............Steel, aluminum, brass

Water discharged (public waters)

0.65 million m3 (+2%)

Water discharged (sewage)

0.65 million m3 (+2%)
2 t (0)BOD

Plastics ............Optical plastics, ABS, PC, polyethylene,
polypropylene
Discharge
Office Supplies
Copy paper

170 t (–4%)

Logistics

Transportation fuel ..........Gasoline, diesel fuel, etc.

Use of Packaging Materials (total)

804 t (–4%)

Cardboard

470 t (–6%)

Paper

166 t (–5%)

Plastic

115 t (0%)

Metal

3 t (+237%)

Glass

0 t (–50%)

Others

51 t (–2%)

OLYMPUS CSR REPORT 2015

3,794 t (–1%)
71 t (–5%)

CO2 Emissions during
Transportation (total)
CO2 (Japan)
CO2 (international)

54,766 t-CO2 (+4%)
2,102 t-CO2 (+11%)
52,664 t-CO2 (+4%)

Sales

Product Shipments

Repair andService

Only production facilities in Japan

47

4,077 t (–1%)

Amount recycled
Landfill

Sales and
Logistics

Transportation Fuel

Waste discharged

Major Products(total)2,428 t (7%)

Endoscopes

1,189 t (+21%)

Digitalcameras595 t (+3%)

Microscopes

542 t (–6%)

Recorders

101 t (–26%)

Global production facilities

Difference in percentage from previous year in brackets

18.3

2007

16.7

2010

2011

2012

2014（年度）

2013■（1,000t-CO2）

15.2

Data Section
2011

2012

2013

■ Scope 1 (t-CO2e) ■ Scope 2 (t-CO2e)

3,918

2007

2014 (Fiscal year)

Basic unit of consolidated sales(tonnes CO2e/1001,428
million yen) 1,354
2,235

67
33
105,851 101,166

115,097
110,085 Data
106,009 4 98,908
Environmental

2008

P59_右1CO2 Emissions from Manufacturing Activities
Energy Consumption

101,176
26,24020.6

2008(Unit: TJ)

（年度）
2009
2010 FY2012
2011FY2013 2012
FY2010FY2011FY2014City gas ■ エネルギー系
139 （t-CO
1422） ■146
153 （t-CO
144 2）
非エネルギー系
LPG
34
36
34
38
43
(Fiscal year)
LNG
47
49
60
63
56
■ Domestic logistics (t-CO 2) ■ International logistics (t-CO 2)
Heavy fuel oil
54
50
15
12
15
DirectKerosene
11211Diesel fuel
167
160
158
86
0
Gasoline
00000Subtotal
442
438
415
353
259
Electricity
1,815
1,817
1,746
1,754
1,787
90,98799,557102,3490
water
1
1
1
1
Indirect Hot
24,29019,865
13,6368
District
heat
7
8
7
7
2,265 57 2,263
2,170
2,115 522,054
Total 56
58
52

126
105
79
76
78
*Scope: Domestic and overseas business enterprises of the Olympus Group.
18.3
However, small businesses are excluded.
16.7*Conversion coefficient based 15.2
on Enforcement Regulation for the Act on the
Rational Use of Energy

2011Greenhouse Gas Emissions from Manufacturing Sites

2012

88,21527,8772010■ Scope 1 (t-CO2e) ■ Scope 2 (t-CO2e)

2013
2014 (Fiscal year)
101,176
90,987
Basic
unit
of
consolidated
sales
26,24024,290(tonnesCO2e/100 million yen)
2011
2012

99,557
19,865
2013

102,349
13,636(Fiscal year)2014■ Groundwater (10,000 m 3) ■ Piped water (10,000 m 3)

18.2

20.6

2012 （年度）2011(Fiscal year)

16.7

15.2

4,892
86

4,278
90

4,104
74

4,077
71

Conserving Water Resources
Water Use
56
126

58
105

57
79

2010

2011

2012

52
76

2010
3,918
115,097

52
78

2013

2014 (Fiscal year)■ Waste (t) ■ Recycling (t)2001501,354 201367 201433
2011 1,428 2012
2,235
■ Groundwater
110,085
106,009 (10,000
98,908105,851
101,166m 3) ■
Piped water(10,000 m 3)
(Fiscal year)

P59_右3*Scope: Manufacturing & development sites in Japan and overseas (except sites
in North America)

695

Wastewater
67
115

2007
2007
23.5

18.3

2010

■ Domestic logistics (t-CO 2) ■ International logistics (t-CO 2)

4,464
97

2007

2009

■ エネルギー系（t-CO2） ■ 非エネルギー系（t-CO2）

2010

426

435

62
101

2008

100

375

302

68
68

●●

64
64

65
65

2009

3,918
2010
115,097

2,235
2011
110,085

2011

2012

2013

1,428 （年度）
1,354
2012
106,00998,908■ エネルギー系（t-CO2） ■ 非エネルギー系（t-CO2）

2010

67
105,851 101

2014（年度）(Fiscal year)■（1,000t-CO2）

21.2 logistics22.4
20.9
19.4(t-CO2)■ Domestic(t-CO 2) ■ International
logistics

2011

2012

2013

2014 (Fiscal year)■ Public water areas (10,000 m 3) ■ Sewage systems (10,000 m 3)

*Scope: Manufacturing & development sites in Japan and overseas (except
sites in North America)

2010

2011

2012

2013

■ Scope 1 (t-CO2e) ■ Scope 2 (t-CO2e)2014 (Fiscal year)

Basic unit of consolidated sales(tonnes CO2e/100 million yen)

*Scope: Domestic and overseas business enterprises of the Olympus Group.
However, small businesses are excluded.
*Reporting based on the following GHG Protocol scopes.
22.4 direct use of
20.9
Scope23.5
1: Greenhouse21.2
gas emission fromfossil fuels. 19.4
Scope 2: Greenhouse gas emission from secondary use, such as electric
power purchase.

Sources for CO2 conversion coefficients[Electricity]
Japan: Coefficients published annually by the national government under the Act on
Promotion of Global Warming Countermeasures and coefficients after adjustment for(Fiscal year)
2010
2012
2013 used 2014
each
power utility per2011
fiscal year. FY2013
conversion coefficientfor FY2014.
Overseas: Coefficients published by IEA that are conversion coefficients by nation■ Emissions and movements of chemicals (t)per fiscal year. FY2012 conversion coefficient used after FY2013.
[Fuels]Japan/overseas: Conversion coefficients based on Act on Promotion of Global
Warming Countermeasures employed

2007
2008
2009
P59_右1
Resource
Conservation/Recycling
2010
2011
2012
2013
2014

(Fiscal year)

Waste
56 Emissions
58
126
4,464
97

105
4,892
86

57
79
4,278
90

52
52
76
78
4,104
4,077
■ Domestic logistics (t-CO 2)
74
71

2010

2011

2012

2010

■ Groundwater (10,000 m 3) ■ Piped water (10,000 m 3)
56
58
57
2011
2012
2013
2014 (Fiscal year)

2011

126

■ International logi

2014 (Fiscal year)

2013
105

79

52
76

■ Waste (t) ■ Recycling (t)*Scope: Manufacturing & development sites in Japan and overseas (except
sites61,753
in North America)
65,39557,87950,662
52,664

Coefficient for converting greenhouse gas to CO2e100-year GWP in IPCC Second Report used.

1,792
1,898
2,102
*Olympus
processes 1,717
wastes from its1,929
sites within theirrespective homecountries and do not ship wastes internationally, regardless of hazard
designation under the Basel Convention.

Basic unit of consolidated sales
Companywide CO2 emission (t-CO2e) / Consolidated sales (100 million yen)
Note: Scope of disclosure was expanded, and previous data have been included in thereview, resulting in change in numerical figures dating back to previous disclosure data.

ChemicalSubstance
Safetyand2010
2011Control
2012
P59_右3
2010
2011
2012
2013
2014 (Fiscal year)

Transportation-Related CO2 Emissions

2010■ エネルギー系（t-CO2） ■ 非エネルギ■ Emissions and movements of chemicals (t)2013

Emissions and Movements of PRTR Class 1 DesignatedChemical Substances
23.5
67

21.2
62

2010

2011

115

101

22.4
68

20.9
64

19.4
65

2012

2013

2014 (Fiscal year)

68

64

65

Transportation-Related CO2 Emissions
61,753
1,792

2010

65,395
1,717

2011

57,8791,929

2012

50,662
1,898

2013

52,6642,102

2014 (Fiscal year)■ Domestic logistics (t-CO 2) ■ International logistics (t-CO 2)20■ Groundwater (10,000 m 3) ■ Piped wate
■ Domestic logistics (t-CO 2) ■ International logistics (t-CO 2)

2010

2011

■ Emissions and movements of chemicals (t)
2012
2013
2014 (Fiscal year)*Scope: Manufacturing & development sites 3in Japan■ Public water areas (10,000 m23.5) ■ Sewage systems(10,00022.4
m 3)
21.2

OLYMPUS CSR REPORT 2015

20.9

48

Data Section
Environmental Data 5
Assurance Statement related to GHG Emissions (1/2)

49

OLYMPUS CSR REPORT 2015

Data Section

Assurance Statement related to GHG Emissions (2/2)

OLYMPUS CSR REPORT 201550

Olympus CSR Report 2015

GRI Guideline Reference Chart
Olympus referred to Version 3.1 of the GRI*1 Sustainability Reporting Guidelines when compiling its 2015 CSR Report.
Also shown are references to the GC Principles applied by Olympus as a signatory of the United Nations Global Compact,
and IS0 26000*2.
*1 GRI: Global Reporting Initiative
This international organization was established in 1997 to create and disseminate guidelines
relating to sustainability reporting by business corporations.
*2 See page 57 of this report for the core subjects and issues covered by the Ten Principles of
the UN Global Compact and ISO 26000.

Description

Item

GC
Page Principles

ISO 26000

1. Strategy and Analysis
Statement from the most senior decision-maker of the organization (e.g., CEO, chair, or
equivalent senior position) about the relevance of sustainability to the organization and its
strategy.

Message from the President

3-4

6.2

Description of key impacts, risks, and opportunities.

The Olympus Group’s Corporate Philosophy
and CSR
Message from the President
Realizing the “Social IN” Corporate Philosophy
CSR Highlight 1
Integrity in Society (Adherence to High EthicalStandards)

1,
3-4,
5-6,
9-10,
11-15

6.2

Name of the organization.

Profile of the Olympus Group

58

2.2

Primary brands, products, and/or services.

The Business Activities and Social
Responsibilities of the Olympus Group
Profile of the Olympus Group

7,
58

2.3

Operational structure of the organization, including main divisions, operating companies,
subsidiaries, and joint ventures.

Profile of the Olympus Group

58

2.4

Location of organization’s headquarters.

Profile of the Olympus Group

58

2.5

Number of countries where the organization operates, and names of countries with either
major operations or that are specifically relevant to the sustainability issues covered in thereport.

Editorial Policy
Profile of the Olympus Group

2,
58

1.1

1.2

2. Organizational Profile
2.1

2.6

Nature of ownership and legal form.

Profile of the Olympus Group

58

2.7

Markets served (including geographic breakdown, sectors served, and types of customers/
beneficiaries).

Editorial Policy
Profile of the Olympus Group

2,
58

2.8

Scale of the reporting organization, including:• Number of employees;• Number of operations;• Net sales (for private sector organizations) or net revenues (for public sector
organizations);• Total capitalization broken down in terms of debt and equity (for private sector
organizations); and• Quantity of products or services provided.

Number of Consolidated Employees
Profile of the Olympus Group

43,
58

2.9

Significant changes during the reporting period regarding size, structure, or ownership
including:• The location of, or changes in operations, including facility openings, closings, andexpansions; and• Changes in the share capital structure and other capital formation, maintenance, andalteration operations (for private sector organizations).

Profile of the Olympus Group

58

2.10

Awards received in the reporting period.

Included in the Climate Performance
Leadership Index for the Second Consecutive
Year in the CDP Japan 500 Climate Change
Report 201434

3. Report Parameters
Report Profile
3.1

Reporting period (e.g., fiscal/calendar year) for information provided.

Editorial Policy2

3.2

Date of most recent previous report (if any).

Editorial Policy

2

3.3

Reporting cycle (annual, biennial, etc.)

Editorial Policy

2

Editorial Policy
Back cover

2,
Back
cover

Editorial Policy

2

3.4

Contact point for questions regarding the report or its contents.

Report Scope and Boundary

51

3.5

Process for defining report content, including:• Determining materiality;• Prioritizing topics within the report; and• Identifying stakeholders the organization expects to use the report.

3.6

Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint
ventures, suppliers).

Editorial Policy

2

3.7

State any specific limitations on the scope or boundary of the report.

Editorial Policy
CO2 Emissions from Manufacturing Activities

2,
48

3.8

Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations,and other entities that can significantly affect comparability from period to period and/or
between organizations.

—

None

3.9

Data measurement techniques and the bases of calculations, including assumptions andtechniques underlying estimations applied to the compilation of the Indicators and otherinformation in the report.

Environmental Accounting

45

3.10

Explanation of the effect of any re-statements of information provided in earlier reports,
and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/
periods, nature of business, measurement methods).

—

—

3.11

Significant changes from previous reporting periods in the scope, boundary, or
measurement methods applied in the report.

Editorial Policy
CO2 Emissions from Manufacturing Activities

2,
48

OLYMPUS CSR REPORT 2015

6.2

Data Section

Description

Item

GC
Page Principles

ISO 26000

GRI content index
3.12

Table identifying the location of the Standard Disclosures in the report.

This chart

51

Assurance Statement related to GHG
Emissions

49-50

Assurance
3.13

Policy and current practice with regard to seeking external assurance for the report. If notincluded in the assurance report accompanying the sustainability report, explain the scopeand basis of any external assurance provided. Also explain the relationship between thereporting organization and the assurance provider(s).

4. Governance, Commitments, and Engagement
Governance
4.1

Governance structure of the organization, including committees under the highest
governance body responsible for specific tasks, such as setting strategy or organizationaloversight.

Strengthening Corporate Governance

11-13

1–10

4.2

Indicate whether the Chair of the highest governance body is also an executive officer(and, if so, their function within the organization’s management and the reasons for thisarrangement).

Strengthening Corporate Governance

11-13

1–10

4.3

For organizations that have a unitary board structure, state the number of and genderof members of the highest governance body that are independent and/or non-executive
members.

Strengthening Corporate Governance
Promotion to Executive and Management
Positions11-13,
43

1–10

4.4

Mechanisms for shareholders and employees to provide recommendations or direction to
the highest governance body.

Strengthening Corporate Governance

11-13

1–10

4.5

Linkage between compensation for members of the highest governance body, senior
managers, and executives (including departure arrangements), and the organization’s
performance (including social and environmental performance).

Voluntarily Established Committees
Total Value of Remuneration by Director Typeand Number of Directors

12,
41

1–10

4.6

Processes in place for the highest governance body to ensure conflicts of interest are
avoided.

Strengthening Corporate Governance

11-13

1–10

4.7

Process for determining the composition, qualifications, and expertise of the members of
the highest governance body and its committees, including any consideration of genderand other indicators of diversity.

Strengthening Corporate Governance

11-13

1–10

4.8

Internally developed statements of mission or values, codes of conduct, and principles
relevant to economic, environmental, and social performance and the status of theirimplementation.

The Olympus Group’s Corporate Philosophy
and CSR
Realizing the “Social IN” Corporate Philosophy
Strengthening Corporate Governance

1,
5-6,
11-13

1–10

4.9

Procedures of the highest governance body for overseeing the organization’s identificationand management of economic, environmental, and social performance, including
relevant risks and opportunities, and adherence or compliance with internationally agreed
standards, codes of conduct, and principles.

Realizing the “Social IN” Corporate Philosophy
Strengthening Corporate Governance

5-6,
11-13

1–10

4.10

Processes for evaluating the highest governance body’s own performance, particularly withrespect to economic, environmental, and social performance.

—

—

1–10

4.11

Explanation of whether and how the precautionary approach or principle is addressed by
the organization.

Strengthening Corporate GovernanceFair Business Practices
Respect for Human Rights in the Supply ChainControl of Chemical Substances Used in
Products
Green Procurement

11-13,
16-17,
19,
34

7

4.12

Externally developed economic, environmental, and social charters, principles, or otherinitiatives to which the organization subscribes or endorses.

United Nations Global Compact

6

1–10

4.13

Memberships in associations (such as industry associations) and/or national/international
advocacy organizations in which the organization:• Has positions in governance bodies;• Participates in projects or committees;• Provides substantive funding beyond routine membership dues; or• Views membership as strategic.

Transparency Guidelines

17

1–10

6.2

Commitments to External Initiatives

6.2

Stakeholder Engagement
4.14

List of stakeholder groups engaged by the organization.

The Olympus Group’s Corporate Philosophy
and CSR
Editorial Policy
Communicating with Stakeholders

1,
2,
6

4.15

Basis for identification and selection of stakeholders with whom to engage.

The Olympus Group’s Corporate Philosophy
and CSR
Editorial Policy
Communicating with Stakeholders

1,
2,
6

4.16

Approaches to stakeholder engagement, including frequency of engagement by type andby stakeholder group.

Compliance Hotline Systems
Respect for Employees’ Human Rights
CSR Procurement Initiatives
Human Rights Due Diligence
Product and Service Creation from theCustomer’s Perspective

14,
18,
19,
20,
26-27

4.17

Key topics and concerns that have been raised through stakeholder engagement, and how
the organization has responded to those key topics and concerns, including through its
reporting.

CSR Highlight 1
Compliance Hotline Systems
Human Rights Due Diligence
Product and Service Creation from theCustomer’s Perspective

9-10,
14,
20,
26-27

Message from the President

3-4

—

—

6.2

5. Management Approach and Performance Indicators▶ Economic
Disclosure on Management Approach

1, 4, 6,7

6.2, 6.8

Economic Performance Indicators
Aspect: Economic Performance
CORE
EC1.

Direct economic value generated and distributed, including revenues, operating costs,
employee compensation, donations and other community investments, retained earnings,
and payments to capital providers and governments.

6.8, 6.8.3,
6.8.7, 6.8.9

OLYMPUS CSR REPORT 201552

Description

Item

GC
Page Principles

CORE
EC2.

Financial implications and other risks and opportunities for the organization’s activities due
to climate change.

Olympus Group Environmental Policy
Monitoring and Responding to the Impact of
Climate Change on Business Activities
Environmental Accounting
Greenhouse Gas Emissions for the Entire
Supply Chain
CO2 Emissions from Manufacturing Activities

CORE
EC3.

Coverage of the organization’s defined benefit plan obligations.

—

—

CORE
EC4.

Significant financial assistance received from government.

——

Range of ratios of standard entry level wage by gender compared to local minimum wage
at significant locations of operation.

—

—

CORE
EC6.

Policy, practices, and proportion of spending on locally-based suppliers at significant
locations of operation.

Reinforcement of Compliance in Relation to
Procurement Activities
Respect for Human Rights in the Supply Chain

17,
19

CORE
EC7.

Procedures for local hiring and proportion of senior management hired from the local
community at locations of significant operation.

Respect for Employees’ Human Rights
Status of Employees

18,
43

33,
34,
45,
46,
48

ISO 26000

7

6.5.5

1

6.3.7, 6.4.4, 6.8

Aspect: Market Presence
ADD
EC5.

6.6.6, 6.8, 6.8.5,
6.8.7
6

6.8, 6.8.5, 6.8.7

Aspect: Indirect Economic Impacts
ADD
EC8.

Development and impact of infrastructure investments and services provided primarily for
public benefit through commercial, in-kind, or pro bono engagement.

CSR Highlight 3
Social Contribution Policies and Activities
Local Activities

31-32,
37-38,
39

6.3.9, 6.8, 6.8.3,
6.8.4, 6.8.5, 6.8.6,
6.8.7, 6.8.9

CORE
EC9.

Understanding and describing significant indirect economic impacts, including the extent
of impacts.

——

6.3.9, 6.6.6, 6.6.7,
6.7.8, 6.8, 6.8.5,
6.8.6, 6.8.7, 6.8.9

Environmental Management

33-34

7, 8, 96.2, 6.5▶ Environmental
Disclosure on Management Approach

Environmental Performance Indicators
Aspect: Materials
CORE
EN1.

Materials used by weight or volume.

Monitoring Environmental Impacts throughBusiness Activities (Material Balance)

47

86.5, 6.5.4

CORE
EN2.

Percentage of materials used that are recycled input materials.

—

—

8, 9

6.5, 6.5.4

Aspect: Energy
CORE
EN3.

Direct energy consumption by primary energy source.

CO2 Emissions from Manufacturing Activities

48

8

6.5, 6.5.4

CORE
EN4.

Indirect energy consumption by primary energy source.

CO2 Emissions from Manufacturing Activities

48

8

6.5, 6.5.4

ADD
EN5.

Energy saved due to conservation and efficiency improvements.

Environmental Initiatives throughout Product
Life Cycles
CO2 Emissions from Manufacturing Activities

35-36,
48

8, 9

6.5, 6.5.4

ADD
EN6.

Initiatives to provide energy-efficient or renewable energy based products and services, andreductions in energy requirements as a result of these initiatives.

Environmental Initiatives throughout Product
Life Cycles
CO2 Emissions from Manufacturing Activities

35-36,
48

8, 9

6.5, 6.5.4

ADD
EN7.

Initiatives to reduce indirect energy consumption and reductions achieved.

Environmental Initiatives throughout Product
Life Cycles
CO2 Emissions from Manufacturing Activities

35-36,
48

8, 9

6.5, 6.5.4

Aspect: Water
CORE
EN8.

Total water withdrawal by source.

Monitoring Environmental Impacts throughBusiness Activities (Material Balance)
Conserving Water Resources

47,
48

8

6.5, 6.5.4

ADD
EN9.

Water sources significantly affected by withdrawal of water.

—

—

8

6.5, 6.5.4

ADD
EN10.

Percentage and total volume of water recycled and reused.

—

—

8, 9

6.5, 6.5.4

Aspect: Biodiversity
CORE
EN11.

Location and size of land owned, leased, managed in, or adjacent to, protected areas andareas of high biodiversity value outside protected areas.

—

—

8

6.5, 6.5.6

CORE
EN12.

Description of significant impacts of activities, products, and services on biodiversity inprotected areas and areas of high biodiversity value outside protected areas.

Biodiversity Conservation

34

8

6.5, 6.5.6

ADD
EN13.

Habitats protected or restored.

—

None

8

6.5, 6.5.6

ADD
EN14.

Strategies, current actions, and future plans for managing impacts on biodiversity.

Biodiversity Conservation

34

8

6.5, 6.5.6,
6.8.3

ADD
EN15.

Number of IUCN Red List species and national conservation list species with habitats inareas affected by operations, by level of extinction risk.

—

—

8

6.5, 6.5.6

Total direct and indirect greenhouse gas emissions by weight.

Environmental Accounting
Greenhouse Gas Emissions for the Entire
Supply Chain
Monitoring Environmental Impacts throughBusiness Activities (Material Balance)
CO2 Emissions from Manufacturing Activities
Transportation-Related CO2 Emissions

45,
46,
47,
48

8

6.5, 6.5.5

Other relevant indirect greenhouse gas emissions by weight.

Environmental Accounting
Greenhouse Gas Emissions for the Entire
Supply Chain
Monitoring Environmental Impacts throughBusiness Activities (Material Balance)
CO2 Emissions from Manufacturing Activities
Transportation-Related CO2 Emissions

45,
46,
47,
48

8

6.5, 6.5.5

Aspect: Emisions, Effluents, and Waste

CORE
EN16.

CORE
EN17.

53

OLYMPUS CSR REPORT 2015

Data Section

Description

Item

GC
Page Principles

ISO 26000

Environmental Initiatives throughout Product
Life Cycles
Environmental Accounting
Greenhouse Gas Emissions for the Entire
Supply Chain
CO2 Emissions from Manufacturing Activities
Transportation-Related CO2 Emissions

35-36,
45,
46,
48

7, 8, 96.5, 6.5.5

ADD
EN18.

Initiatives to reduce greenhouse gas emissions and reductions achieved.

CORE
EN19.

Emissions of ozone-depleting substances by weight.

—

—

8

6.5, 6.5.3

NOx, SOx, and other significant air emissions by type and weight.

Monitoring Environmental Impacts throughBusiness Activities (Material Balance)

47

86.5, 6.5.3

CORE
EN21.

Total water discharge by quality and destination.

Monitoring Environmental Impacts throughBusiness Activities (Material Balance)
Conserving Water Resources

47,
48

8

6.5, 6.5.3

CORE
EN22.

Total weight of waste by type and disposal method.

Monitoring Environmental Impacts throughBusiness Activities (Material Balance)
Resource Conservation/Recycling

47,
48

8

6.5, 6.5.3

CORE
EN23.

Total number and volume of significant spills.

Environmental Risk Management
Soil and Groundwater

34,
45

8

6.5, 6.5.3

ADD
EN24.

Weight of transported, imported, exported, or treated waste deemed hazardous under theterms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste
shipped internationally.

Waste Emissions

None
(48)

8

6.5, 6.5.3

ADD
EN25.

Identity, size, protected status, and biodiversity value of water bodies and related habitats
significantly affected by the reporting organization’s discharges of water and runoff.

Biodiversity Conservation

34

8

6.5, 6.5.3,
6.5.4, 6.5.6

CORE
EN20.

Aspect: Products and Services
CORE
EN26.

Initiatives to mitigate environmental impacts of products and services, and extent of impact
mitigation.

Environmental Initiatives throughout Product
Life Cycles

35-36

7, 8, 96.5, 6.5.4,
6.6.6, 6.7.5

CORE
EN27.

Percentage of products sold and their packaging materials that are reclaimed by category.

Facilities-Related Environmental Initiatives
Monitoring Environmental Impacts throughBusiness Activities (Material Balance)

36,
47

8, 9

6.5, 6.5.3,
6.5.4, 6.7.5

Compliance with Environmental Laws

None
(45)

8

6.5

Greenhouse Gas Emissions for the Entire
Supply Chain
Monitoring Environmental Impacts throughBusiness Activities (Material Balance)

46,
47

8

6.5, 6.5.4,
6.6.6

Environmental Accounting

45

7, 8, 96.5

CSR Highlight 1Strengthening Corporate Governance
Promoting ComplianceFair Business Practices
Respect for Human Rights

9-10,
11-13,
14-15,
16-17,
18-20

1, 3, 6

6.2, 6.4,
6.3.10——Aspect: Compliance
CORE
EN28.

Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations.

Aspect: Transport
ADD
EN29.

Significant environmental impacts of transporting products and other goods and materials
used for the organization’s operations, and transporting members of the workforce.

Aspect: Overall
ADD
EN30.

Total environmental protection expenditures and investments by type.

▶ Social

Disclosure on Management Approach

Labor Practices and Decent Work Performance Indicators
Aspect: Employment
CORE
LA1.

Total workforce by employment type, employment contract, and region, broken down bygender.

CORE
LA2.

Total number and rate of new employee hires and employee turnover by age group, gender, Status of Employees
and region.

43

ADD
LA3.

Benefits provided to full-time employees that are not provided to temporary or part-time
employees, by significant locations of operation.

Creating Energized Working Environments
Safety and Health
Leave Systems and Leave Utilization Situation

CORE
LA15.

Return to work and retention rates after parental leave, by gender.

Leave Systems and Leave Utilization Situation

44

6.4, 6.4.3
6

6.4, 6.4.3

30,
44

6.4, 6.4.3,
6.4.4
6.4, 6.4.4

Aspect: Labor/Management Relations
CORE
LA4.

Percentage of employees covered by collective bargaining agreements.

Labor Relations

43

1, 3

6.3.10, 6.4,
6.4.3, 6.4.4,
6.4.5

CORE
LA5.

Minimum notice period(s) regarding operational changes, including whether it is specified incollective agreements.

—

—

3

6.4, 6.4.3,
6.4.4, 6.4.5

Aspect: Occupational Health and Safety
CORE
LA6.

Percentage of total workforce represented in formal joint management-worker healthand safety committees that help monitor and advise on occupational health and safety
programs.

Safety and Health
Number of Industrial Accidents and Incidence
Ratio

30,
44

1

6.4, 6.4.6

CORE
LA7.

Rates of injury, occupational diseases, lost days, and absenteeism, and total number ofwork-related fatalities, by region and by gender.

Number of Industrial Accidents and Incidence
Ratio

44

1

6.4, 6.4.6

CORE
LA8.

Education, training, counseling, prevention, and risk-control programs in place to assist
workforce members, their families, or community members regarding serious diseases.

Safety and Health30

16.4, 6.4.6,
6.8, 6.8.3,
6.8.4, 6.8.8

CORE
LA9.

Health and safety topics covered in formal agreements with trade unions.

—

—

1

6.4, 6.4.6

Average hours of training per year per employee by gender, and by employee category.

——

6.4, 6.4.7

Programs for skills management and lifelong learning that support the continued
employability of employees and assist them in managing career endings.

CSR Highlight 2
Human Resource Development,
Fair Assessment

21-24,
29

6.4, 6.4.7,
6.8.5

Aspect: Training and Education
CORE
LA10.
ADD
LA11.

OLYMPUS CSR REPORT 201554

Description

Item

GC
Page Principles

ISO 26000

CSR Highlight 2
Human Resource Development,
Fair Assessment

21-24,
29

Respect for Employees’ Human Rights
Status of Employees

18,
43

1, 6

6.3.7, 6.3.10,
6.4, 6.4.3

—

—

1, 6

6.3.7, 6.3.10, 6.4,
6.4.3, 6.4.4

United Nations Global Compact
Promoting Compliance
Respect for Employees’ Human Rights
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence6,
14-15,
18,
19,
20

1, 2, 3,4, 5, 6

6.2, 6.3, 6.3.3,
6.3.4, 6.3.6, 6.6.6

CORE
HR1.

Percentage and total number of significant investment agreements and contracts that
include clauses incorporating human rights concerns, or that have undergone human rights
screening.

United Nations Global Compact
Promoting Compliance
Human Rights and Labor Policy, Respect for
Employees’ Human Rights
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence6,
14-15,
18,
19,
20

1, 2, 3,4, 5, 6

6.3, 6.3.3, 6.3.5,
6.6.6

CORE
HR2.

Percentage of significant suppliers, contractors, and other business partners that haveundergone human rights screening, and actions taken.

Reinforcement of Compliance in Relation to
Procurement Activities
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence

17,
19,
20

1, 2, 3,4, 5, 6

6.3, 6.3.3, 6.3.5,
6.4.3, 6.6.6

ADD
HR3.

Total hours of employee training on policies and procedures concerning aspects of humanrights that are relevant to operations, including the percentage of employees trained.

Promoting ComplianceFair Business Practices
Compliance Data

14-15,
16-17,
42

1, 2, 3,4, 5, 6

6.3, 6.3.5

—

None

1, 2, 6

6.3, 6.3.6, 6.3.7,
6.3.10, 6.4.3

United Nations Global Compact
Respect for Employees’ Human Rights
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence

6,
18,
19,
20

1, 2, 3

6.3, 6.3.3,
6.3.4, 6.3.5,
6.3.8, 6.3.10,
6.4.3, 6.4.5

United Nations Global Compact
Respect for Employees’ Human Rights
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence

6,
18,
19,
20

1, 2, 5

6.3, 6.3.3,
6.3.4, 6.3.5,
6.3.7, 6.3.10,
6.6.6

United Nations Global Compact
Respect for Employees’ Human Rights
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence

6,
18,
19,
20

1, 2, 4

6.3, 6.3.3,
6.3.4, 6.3.5,
6.3.7, 6.3.10,
6.6.6

—

—

1, 2

6.3, 6.3.5,
6.4.3, 6.6.6

—

—

1, 2

6.3, 6.3.6, 6.3.7,
6.3.8, 6.6.7

Human Rights Due Diligence20

6.3, 6.3.3,
6.3.4, 6.3.5

Number of grievances related to human rights filed, addressed and resolved through formal
grievance mechanisms.

——

6.3, 6.3.6

Disclosure on Management Approach

CSR Highlight 1
Promoting ComplianceFair Business Practices
Social Contribution Policies and Activities

9-10,
14-15,
16-17,
37

ADD
LA12.

Percentage of employees receiving regular performance and career development reviews.

6.4, 6.4.7

Aspect: Diversity and Equal Opportunity
CORE
LA13.

Composition of governance bodies and breakdown of employees per category according
to gender, age group, minority group membership, and other indicators of diversity.

Aspect: Equal Remuneration for Women and Men
CORE
LA14.

Ratio of basic salary and remuneration of women to men by employee category, by
significant locations of operation.

Human Rights

Disclosure on Management Approach

Human Rights Performance Indicators
Aspect: Investment and Procurement Practices

Aspect: Non-Discrimination
CORE
HR4.

Total number of incidents of discrimination and corrective actions taken.

Aspect: Freedom of Association and Collective Bargaining
CORE
HR5.

Operations and significant suppliers identified in which the right to exercise freedom of
association and collective bargaining may be violated or at significant risk, and actions
taken to support these rights.

Aspect: Child Labor
CORE
HR6.

Operations and significant suppliers identified as having significant risk for incidents of childlabor, and measures taken to contribute to the effective abolition of child labor.

Aspect: Forced and Compulsory Labor
CORE
HR7.

Operations and significant suppliers identified as having significant risk for incidents offorced or compulsory labor, and measures to contribute to the elimination of all forms offorced or compulsory labor.

Aspect: Security Practices
ADD
HR8.

Percentage of security personnel trained in the organization’s policies or procedures
concerning aspects of human rights that are relevant to operations.

Aspect: Indigenous Rights
ADD
HR9.

Total number of incidents of violations involving rights of indigenous people and actions
taken.

Aspect: Assessment
CORE
HR10.

Percentage and total number of operations that have been subject to human rights reviews
and/or impact assessments.

Aspect: Remediation
CORE
HR11.

Society10

6.2, 6.6, 6.8

Social Performance Indicators
Aspect: Local Communities
CORE
SO1.

Percentage of operations with implemented local community engagement, impact
assessments, and development programs.

——

6.3.9, 6.8,
6.8.3, 6.8.9

CORE
SO9.

Operations with significant potential or actual negative impacts on local communities.

——

6.3.9, 6.5.3,
6.5.6, 6.8

CORE
SO10.

Prevention and mitigation measures implemented in operations with significant potential or
actual negative impacts on local communities.

——

6.3.9, 6.5.3,
6.5.6, 6.8

Fiscal 2014 developments on the issueof financial misconduct involving delays inaccounting for past losses

12

Aspect: Corruption
CORE
SO2.

55

Percentage and total number of business units analyzed for risks related to corruption.

OLYMPUS CSR REPORT 201510

6.6, 6.6.3

Data Section

Description

CORE
SO3.

CORE
SO4.

Item

Percentage of employees trained in organization’s anti-corruption policies and procedures.

Promoting CompliancePrevention of Bribery
Exclusion of Antisocial Forces
Prevention of Insider Trading
Appropriate Trading
Compliance Data

Actions taken in response to incidents of corruption.

Fiscal 2014 developments on the issueof financial misconduct involving delays inaccounting for past losses

GC
Page Principles

ISO 26000

14-15,
16,
10

6.6, 6.6.3

12

10

6.6, 6.6.3

42

Aspect: Public Policy
CORE
SO5.

Public policy positions and participation in public policy development and lobbying.

—

—

1–10

6.6, 6.6.4, 6.8.3

ADD
SO6.

Total value of financial and in-kind contributions to political parties, politicians, and related
institutions by country.

—

—

10

6.6, 6.6.4, 6.8.3——

6.6, 6.6.5, 6.6.7

Fiscal 2014 developments on the issueof financial misconduct involving delays inaccounting for past losses

12

6.6, 6.6.3,
6.6.7, 6.8.7

Ensuring Products Quality
Product and Service Creation from theCustomer’s Perspective

25,
26-27

1, 8

6.2, 6.6, 6.7

Aspect: Anti-Competitive Behavior
ADD
SO7.

Total number of legal actions for anticompetitive behavior, anti-trust, and monopoly
practices and their outcomes.

Aspect: Compliance
CORE
SO8.

Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with laws and regulations.

Product Responsibility
Disclosure on Management Approach

Product Responsibility Performance Indicators
Aspect: Customer Health and Safety
CORE
PR1.

Life cycle stages in which health and safety impacts of products and services are assessed
for improvement, and percentage of significant products and services categories subject tosuch procedures.

Ensuring Products Quality
Product and Service Creation from theCustomer’s Perspective

25,
26-27

1

6.3.9, 6.6.6, 6.7,
6.7.4, 6.7.5

ADD
PR2.

Total number of incidents of non-compliance with regulations and voluntary codes
concerning health and safety impacts of products and services during their life cycle, by
type of outcomes.

—

—

1

6.3.9, 6.6.6, 6.7,
6.7.4, 6.7.5

Aspect: Product and Service Labeling
CORE
PR3.

Type of product and service information required by procedures, and percentage ofsignificant products and services subject to such information requirements.

Ensuring Products Quality
Product and Service Creation from theCustomer’s Perspective

25,
26-27

8

6.7, 6.7.3, 6.7.4,
6.7.5, 6.7.6, 6.7.9

ADD
PR4.

Total number of incidents of non-compliance with regulations and voluntary codes
concerning product and service information and labeling, by type of outcomes.

—

—

8

6.7, 6.7.3, 6.7.4,
6.7.5, 6.7.6, 6.7.9

ADD
PR5.

Practices related to customer satisfaction, including results of surveys measuring customer
satisfaction.

Product and Service Creation from theCustomer’s Perspective

26-27

6.7, 6.7.4, 6.7.5,
6.7.6, 6.7.8, 6.7.9

Aspect: Marketing Communications
CORE
PR6.

Programs for adherence to laws, standards, and voluntary codes related to marketing
communications, including advertising, promotion, and sponsorship.

Proactive Information Disclosure
Information Transparency

16,
17

6.7, 6.7.3,
6.7.6, 6.7.9

ADD
PR7.

Total number of incidents of non-compliance with regulations and voluntary codes
concerning marketing communications, including advertising, promotion, and sponsorshipby type of outcomes.

——

6.7, 6.7.3,
6.7.6, 6.7.9——

Monetary value of significant fines for non-compliance with laws and regulations concerning —the provision and use of products and services.

—

Aspect: Customar Privacy
ADD
PR8.

Total number of substantiated complaints regarding breaches of customer privacy andlosses of customer data.

1

6.7, 6.7.7

Aspect: Compliance
CORE
PR9.

6.7, 6.7.6

OLYMPUS CSR REPORT 2015

56

The Ten Principles of the UN Global Compact
Human Rights
Principle 1: Businesses should support and respect the protection ofinternationally proclaimed human rights; andPrinciple 2: make sure that they are not complicit in human rights abuses.
Labor
Principle 3: Businesses should uphold the freedom of association and theeffective recognition of the right to collective bargaining;
Principle 4: the elimination of all forms of forced and compulsory labor;
Principle 5: the effective abolition of child labor; andPrinciple 6: the elimination of discrimination in respect of employment andoccupation.

Environment
Principle 7: Businesses should support a precautionary approach toenvironmental challenges;
Principle 8: undertake initiatives to promote greater environmental
responsibility; andPrinciple 9: encourage the development and diffusion of environmentallyfriendly technologies.
Anti-Corruption
Principle 10: Businesses should work against corruption in all its forms,
including extortion and bribery.

ISO 26000: Core Social Responsibility Subjects and Issues
Core Subject
Organizational
governance

6.2

Organizational governance

Human rights

6.3.3
6.3.4
6.3.5
6.3.6
6.3.7
6.3.8
6.3.9
6.3.10Due diligence
Human rights risk situations
Avoidance of complicity
Resolving grievances
Discrimination and vulnerable groups
Civil and political rights
Economic, social and cultural rights
Fundamental principles and rights at work

6.4.3
6.4.4
6.4.5
6.4.6
6.4.7

Employment and employment relationships
Conditions of work and social protection
Social dialogue
Health and safety at work
Human development and training in theworkplace

6.5.3
6.5.4
6.5.5
6.5.6

Prevention of pollution
Sustainable resource use
Climate change mitigation and adaptation
Protection of the environment, biodiversity andrestoration of natural habitats

Labor
practicesThe
environment

57

IssuesOLYMPUS CSR REPORT 2015

Core Subject

Fair operating
practices

ConsumerissuesCommunity
involvement
anddevelopment

Issues
6.6.3
6.6.4
6.6.5
6.6.6
6.6.7

Anti-corruption
Responsible political involvement
Fair competition
Promoting social responsibility in the value chain
Respect for property rights

6.7.3

6.7.7
6.7.8
6.7.9

Fair marketing, factual and unbiased informationand fair contractual practices
Protecting consumers’ health and safety
Sustainable consumption
Consumer service, support, and complaint anddispute resolution
Consumer data protection and privacy
Access to essential services
Education and awareness

6.8.3
6.8.4
6.8.5
6.8.6
6.8.7
6.8.8
6.8.9

Community involvement
Education and culture
Employment creation and skills development
Technology development and access
Wealth and income creation
HealthSocial investment

6.7.4
6.7.5
6.7.6

Data Section

Profile of the Olympus Group■ Company Outline

Olympus Corporation
Established: October 12, 1919
Head office: Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Shinjuku-ku,
Tokyo 163-0914, Japan

Activities: Manufacture and sale of precision equipment
Capital: 124,520 million yen (As of March 31, 2015)
Consolidated headcount: 31,540 (As of March 31, 2015)

Company information http://www.olympus-global.com/en/corc/■ Main Group Companies
Main Group Companies in Japan
Olympus Corporation

Olympus Medical Science Sales Corp.

Main Group Companies in Europe

Olympus Medical Systems Corp.

Olympus Terumo Biomaterials Corp.

Olympus Europa SE & Co. KG

Olympus Imaging Corp.

Olympus Digital System Design Corp.

Olympus Soft Imaging Solutions GmbH

Nagano Olympus Co., Ltd.

Olympus-Supportmate Corp.

Olympus Deutschland GmbH

Aizu Olympus Co., Ltd.

Olympus Memory Works Corp.

Olympus Winter & Ibe GmbH

Aomori Olympus Co., Ltd.

Sony Olympus Medical Solutions Inc.

KeyMed (Medical & Industrial Equipment) Ltd.

Shirakawa Olympus Co., Ltd.

Olympus France S.A.S.

Olympus Systems Corporation

Olympus Moscow Limited Liability Company

Olympus Software Technology Corp.
Olympus Logitex Co., Ltd.
Olympus Engineering Co., Ltd.
Olympus Intellectual Property Services Co., Ltd.

Main Group Companies in Asia and Oceania

Main Group Companies in the Americas

Olympus Corporation of Asia Pacific Limited

Olympus Corporation of the Americas

Olympus Hong Kong and China Limited

Olympus America Inc.

Olympus (Shenzhen) Industrial Ltd.

Olympus Latin America, Inc.
Gyrus ACMI, Inc.

Olympus (China) Co., Ltd.
Olympus (Guangzhou) Industrial Co., Ltd.

Olympus (Malaysia) Sdn. Bhd.

Olympus Canada Inc.

Olympus (Beijing) Sales & Service Co., Ltd.

Olympus (Thailand) Co., Ltd.

Olympus NDT Canada Inc.

Olympus Trading (Shanghai) Limited

Olympus Medical Systems Vietnam Co., Ltd.

Olympus Korea Co., Ltd.

Olympus Medical Systems India Private Limited

Olympus Singapore Pte Ltd

Olympus Australia Pty. Ltd.

Olympus Imaging Singapore Pte. Ltd.

Olympus Imaging Australia Pty. Ltd.

Olympus Soft Imaging Solutions Pte. Ltd.

Olympus New Zealand Limited(As of March 31, 2015)

Financial Highlights■ Consolidated Net Sales/Operating

Income/Ordinary Income/Net Income■ Consolidated Net Sales

by Segment

Equity Ratio

EquityOther
RatioBusiness
Medical(%)
Others(Million of Yen)
Business
18.6 (2%)
18.8 (2%)
40Japan
558.3 (73%)
FY
ended
FY
ended
FY
ended
FY
ended
FY
ended
161.4
32.9
32.9
Asia/
Imaging
32.1
32.1
March Oceania
March
March
March(21%)
MarchBusiness
2011 139.3
2012
2013
2014 302015
83.8
(11%)
Net Sales
847,105 (18%)
848,548 743,851 713,286 764,671
Total
Total
Operating
20¥764.738,379 35,518 35,077 73,445 90,962
15.5
15.5 ¥764.7
Incomebillionbillion
11.0
Ordinary
23,215 17,865 13,046 50,913 1072,782
IncomeScientific
4.6
4.6
EuropeSolutions
195.2
North
Net Income
3,866 -48,985
8,020
13,627-8,737
Business(26%)
America
0103.9 (14%)
249.9
FY
FY
FY
FY
FY
FY
FY
FY
FY
(33%)
ended ended ended ended
ended ended ended ended ended
March March March March
March March March March March
20122013 20142015
2011 20122013 20142015

その他
219（3%）
アジア・オセアニア
1,187（17%）

その他事業
264
（4%）
日本
1,726
（24%）

映像事業
961（13%）■ Consolidated Net Sales

by Region■ Equity Ratio(%)

Others18.8 (2%)

40
Japan
161.4
(21%)

Asia/
Oceania
139.3
(18%)
Total
¥764.7billionEquity Ratio
Other Business18.6 (2%)

Imaging
30 Business
83.8
(11%)
20
11.0

Others18.8 (2MedicalBusiness
32.9
558.3
32.1 (73%)

Asia/
Oceania
139.3
(18%)

Total
15.5
¥764.7billion10
Europe
195.2
(26%)

North
America
249.9
(33%)

その他
219
（3%）
アジア・
オセアニア
1,187（17%）

4.6
Scientific
Solutions
0 Business
103.9
FY (14%)
FY
FY
FY
FY
ended ended ended ended ended
March March March March March2011 20122013 20142015

Europe
195.2
(26%)

その他
219
（3%

その他事業
264
（4%）
日本
1,726
（24%）

OLYMPUS CSR REPORT 2015
映像事業
961（13%）

58

アジ
オセ
1,18

Olympus Corporation
CSR Department, CSR Division
Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Shinjuku-ku, Tokyo 163-0914, Japan
Olympus Corporation Social Responsibilities Activities website

TEL: +81-3-6901-9299

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

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