Olympus CSR Report 2013
Toward the Realization of a Better Livelihood and Happiness

The Olympus Group’s 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 membersof 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 the 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 happinessfor 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 ValueIN the Company, a concept of incorporating social values into theCompany’s activities.

Approach to CSR▶ The CSR Concept of the Olympus Groupjoy healthier and happier lives, we must fulfill our
responsibilities through dialogue with all stakeholders (persons and organizations with which weinteract through our business activities), including
customers, suppliers, shareholders and investors, as well as employees and their families, local
communities*, and the international community*.
*Local communities and the international communities include general citizens, NGOs, NPOs, governments, government agencies and international organizations.

1

OLYMPUS CSR REPORT 2013

Social demands andexpectations

We believe that to justify continuing existenceof Olympus as a company and help people to en-

By providing needed value
to society and producing
profits through business

By investing in society andestablishing a meaningful
relationship within it

Business
partners

Customers

Shareholders

Localcommunities
Duties andresponsibilities
to society

ety and fulfills its obligations and responsibilities.

CSR = Development of both society and Olympus

responds to the needs and expectations of soci-Contribution to Society
through Other
Voluntary Activities:

Contribution to Society
through Business:

Through its CSR activities, the Olympus Group

Employees
and theirfamilies

International
communities

Fulfilling all obligations through compliancewith laws, regulations and business ethics
EconomySociety

The environment

Message from Senior Management

We will increase our efforts to realize the aimsof our Social IN corporate philosophy
under a highly transparent corporate
governance structure.

Yasuyuki
KimotoHiroyuki
Sasa

ChairmanPresident andRepresentative
Director

Efforts over the Past Year
to Rebuild Trust in Olympus

launched in the year ended March 2013. Our corporate
management policies under this vision are expressed in
the words “Back to Basics,” “One Olympus” and “Profitable

We would like to offer our heartfelt apologies for the seri-

Growth.” Olympus was founded with the aim of con-ous difficulties and concerns experienced by stakehold-tributing to social progress through manufacturing. The

ers as a result of the financial misconduct, including the

Olympus story began over 90 years ago when its founder,

fraudulent financial reports, that came to light in 2011.

Takeshi Yamashita, had the dream of producing high-We have responded to these problems by work-

quality Japanese-made microscopes that could be used in

ing to build a new Olympus under a medium-term vision

medical and biological research and school education, and

OLYMPUS CSR REPORT 20132

when a group of engineers took up the chal-transparent corporate governance structure

lenge of turning that dream into reality. We

based on a clear separation between execu-

want all employees to go back to this found-tive management and supervision. Hiroyuki

ing spirit and work together to realize the aims

Sasa, as President, has overall responsibilityof our medium-term vision, and we therefore

for the performance of business opera-

traveled to Olympus sites in seven countries

tions, while Yasuyuki Kimoto, as Chairman,

to hold around 30 dialogue meetings withpresides over the Board of Directors. By ap-

employees. It is easy to disseminate mes-pointing outside directors, who maintain asages, but we believe that it is also importanthigh degree of independence, to the majority

to gain a first-hand understanding of what

Yasuyuki Kimotoof seats on the Board of Directors, we have

employees are thinking. To achieve that, weChairmancreated an environment in which control andvisited Olympus facilities to explain our ideas
and listen directly to the voices of front-line employees.
Our medium-term vision incorporates four basic

supervisory systems can function effectively.
The Board of Directors has become a forum for wideranging debate from a variety of perspectives.

strategies. First, we aim to rebuild our business portfolio

In addition to this reinforcement of control and supervi-

and optimize the allocation of management resources.

sory functions, we also place great importance on govern-

Second, we will review ourability, by which we mean the avoidance of all concealment

cost structures. Third, weof information. In other words, all information relating to theaim to restore our financial

activities of our executive organization is openly available

health. Fourth, we will re-so that directors can obtain answers to questions at any

structure our governance.

time. Of course, this commitment to openness is not lim-

Over the past year, weited to the Board of Directors, and we are also determined

have made steady prog-

to work in an environment of openness with all stakehold-ress in these areas.

ers, including employees.

We decided to center

In June 2013, the Tokyo Stock Exchange lifted its “se-our business portfolio

curity on alert” designation for Olympus. We see this ason the Medical Business, the Life Science & Industrial

recognition that the efforts of our entire organization to im-

Business and the Imaging Business, and to assess otherprove and develop internal control systems have resulted

business activities according to various criteria, such as

in the creation of an effective control structure. However,

the existence of synergies with these three core areas.

this does not mean that the process of improvement isWhere necessary, other businesses were sold or liquidat-

complete, and we must continue our efforts to assimilate

ed. We also undertook a global review and reorganizationthese systems as an integral part of our activities. We needof our production facilities.

to improve the quality of our systems, and to create a situ-

One consequence of these measures was the divesti-

ation in which all activities are automatically performed inture of the Information & Communication Business. Whileaccordance with the regulations. That is the goal toward

this resulted in lower net sales in the year ended March

which we are striving, and we believe that this work will

2013, operating income matched the previous year’s level,

never end.

and we were able to achieve a positive net income result.
The equity ratio also improved to over 15%. While we areof course aware that the current situation is still not one
that we can report with pride, we believe that we are mak-Manufacturing Based on the Social IN
Corporate Philosophy

ing sustained progress.
Under our “Social IN” corporate philosophy, we aim to

Building a Highly Transparent
Governance Structureearn people’s recognition by sharing common values withsociety and offering society new values. This philosophy
is the starting point for the Olympus Group’s manufacturing activities. We believe that businesses and society can

We worked hard to build an effective and highly(Based on comments made during interviews)

3

OLYMPUS CSR REPORT 2013

prosper together when values are shared. That is why weTop Message

regulations and business ethics the basis formust remain faithful to this philosophy.
The world is full of wish lists of things

determined efforts to provide our custom-that people want or prefer. Unfortunately

ers with socially significant products andwe cannot satisfy all of these wishes. We

services through our core business activities.

obviously need to select needs that we are

We must also secure jobs for our employ-able to fulfill and work steadily toward theirees, act in good faith toward our suppliers,

realization.

local communities and the global environ-

For example, Olympus can only involvement, and enhance our corporate value. We

itself in a very small part of the wide-ranging

believe that these things represent the true

field of medical science, which encompass-

Hiroyuki Sasa

es the identification of disease mechanisms,

President andRepresentative Director

preventive care, diagnosis, treatment, andmeaning of CSR.
Olympus has participated in the United
Nations Global Compact since 2004. By

prognostic care. However, Olympus technologies andreflecting social values and the expectations of the interna-

equipment are contributing to progress in those areas, andtional community in our management policies, we are able

there is value in our continuing involvement. Because weto fulfill our social responsibilities, including complianceneed to select target areas within the infinitely vast field ofwith the 10 Principles of the Global Compact, and con-medical science, we must ascertain what society needs so

tribution to the achievement ofthat we can share our values with society.

the United Nations MillenniumThis is the true meaning of the “Social IN” philosophy.

Development Goals.

It is a continuing cycle of very basic tasks, such as visit-

Unfortunately, the previous

ing customers’ facilities to identify problems and ask whatmanagement team deviatedis needed, so that we can discover clues that may allow

from fundamental aspects of

us to make small improvements. Through this process,these social responsibilities.

we are able to find out what society needs. On that basis,

However, we have made con-areas that we ourselves regard as offering a relatively highsiderable progress toward put-value and opportunities for synergies with our technologies

ting Olympus back on course

are targeted. We then concentrate our resources in thosethrough our efforts over the past

areas.

year. Our focus until now has

We have been very grateful for the support and en-

been the correction of prob-

couragement of all concerned as we have worked tolems, but from now on we will also work more actively torebuild our reputation over the past year. We attributeshow how Olympus has changed, in part as a way of rais-that support to our sincere efforts to contribute to society

ing morale within the Company.

through manufacturing activities based on the “Social IN”

Through its Medical Business, Life Science & Industrial
Business and Imaging Business, Olympus supplies prod-

philosophy.

ucts and services that help people to enjoy healthier, more

CSR is Management

fulfilling lives and greater peace of mind. Olympus employees are highly motivated and take great pride in their work.
We see the creation of an environment in which the funda-

It is not always possible to meet the expectations of allmental strengths and competitiveness of Olympus can be

stakeholders through our business activities. The impor-maximized as part of our management responsibilities. We

tant thing is to remain steadfast, and to maintain sound,

believe that these efforts will help us to win back the trust

reliable management based on long-term perspectives.

of our stakeholders, and we are determined to accelerate

As our first priority, we will make compliance with laws,

our efforts in the future.

Yasuyuki Kimoto

Hiroyuki Sasa

ChairmanPresident andRepresentative Director

OLYMPUS CSR REPORT 2013

4

Contents
The Olympus Group’s CSR ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 1
Message from Senior Management ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 2
Editorial Policy/Contents ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 5
Profile of the Olympus Group ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 6
Building the New Olympus ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 7
The Business Activities and Social Responsibilitiesof the Olympus Group ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 9

Olympus Products in Action—2013   Special Feature 1 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 11
Making Medical Treatment More Patient-Friendly

Editorial Policy
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 in fiscal 2012. The reporting format used in this report is based on the Olympus Group
Corporate Conduct Charter, as amended in 2012.
Information about recent initiatives and other aspects, including past case studies, can be found on the Olympus website. For general information about our business activities andfinancial results, please refer to the “Investor Relations” website
or the Annual Report.
Icons have been used in this report to show the linkage between
the Olympus Group Corporate Conduct Charter and the sevencore subjects of the ISO 26000 social responsibility guidelines.
These indicate the pages relating to each of the core subjects.

INtegrity   Special Feature 2 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 14
Keeping Society’s Lifelines Safe and Secure   Special Feature 3 ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 17

Organizational
governanceFair operating
practices

Consumer issues

Labor practices

The environment

Community involvementand development

Human rights

INnovation

Taking the Fun of Photography to a New Level

INvolvement
Realizing the “Social IN” Corporate Philosophy ∙∙∙∙∙∙∙∙∙∙∙∙ 20

INtegrity Integrity in Society
Adherence to High Ethical Standards ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 23

Organizations Covered by the Report

Respect for Human Rights ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 29

This report covers Olympus Corporation, its consolidated subsidiaries and affiliated companies as of March 31, 2013. The
social report covers Olympus Corporation, Olympus Medical
Systems Corporation, Olympus Imaging Corporation. Other
companies are covered as indicated. The environmental report covers Olympus Corporation, Olympus Medical Systems
Corporation, Olympus Imaging Corporation and their main domestic and overseas production subsidiaries.

INnovation Creating Innovative Value
Delivering Innovative Value ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 35
Working Environments with Vitality ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 40

INvolvement Social Involvement
Harmony with the Environment ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 43
Contribution to Society ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 52
Third Party Recommendations ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 61
Data Section

The Olympus Group’s CSR Policies ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 63
Compliance ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 65
Personnel and Labor Data ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 66
Environmental Data ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 68
GRI Guideline Reference Chart ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 71
External Awards ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 77
Communication Tools ∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙∙ 78

Reference Guidelines● GRI, Sustainability Reporting Guidelines Ver. 3.1● Environmental Reporting Guidelines (2007) of the Ministry of

the Environment, JapanThe ISO 26000 guidelines and the 10 Principles of the United
Nations Global Compact were also used as reference whenselecting items for inclusion in the report.

Period Covered by the Report: April 1, 2012–March 31, 2013
Some information refers to the period up to July 31, 2013.

Publication Date: December 20, 2013
The previous edition was published in December 27, 2012. The
publication of the next edition is scheduled for September 2014.

Contact Point for Comments and Inquiries:
Olympus Corporation
CSR Department, Group Compliance DivisionCorporate Governance Office
TEL: +81-3-6901-9299
e-mail: csr_info@ot.olympus.co.jp

Disclaimer
This report is based on information available at the date of publication. Please refer to timely disclosure data for information
about the current situation.
Some information in this report duplicates the content of the
CSR Report 2012.

5

OLYMPUS CSR REPORT 2013

Profile of the Olympus Group■ Company Outline

Olympus Corporation
Activities: Manufacture and sale of precision equipment

Head office:	Shinjuku Monolith, 3-1 Nishi-Shinjuku 2-chome, Shinjuku-ku,
Tokyo 163-0914, Japan

Capital: 73,332 million yen (As of March 31, 2013)
Consolidated headcount: 30,697 (As of March 31, 2013)

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

All Segments

Manufacturing Site (except in Japan)

Main Group Companies in Europe

Main Group Companies in Japan

Olympus Europa Holding GmbH (All Segments)
Olympus Winter & Ibe GmbH (Medical)
	Olympus Deutschland GmbH(Imaging, Medical, Life Science, Industrial)
Olympus Soft Imaging Solutions GmbH (Life Science)	Olympus France S.A.S.
(Imaging, Medical, Life Science, Industrial)	KeyMed (Medical & Industrial Equipment) Ltd.
(All Segments, Medical, Industrial)
Gyrus Medical, Ltd. (Medical)

Olympus Corporation (All Segments)
Olympus Medical Systems Corp. (Medical)
Olympus Imaging Corp. (Imaging)
Olympus Business Creation Corp. (New Businesses)
Olympus Medical Science Sales Corp.
(Medical, Life Science, Industrial)
Nagano Olympus Co., Ltd. (Medical, Life Science, Industrial)
Aizu Olympus Co., Ltd. (Medical)
Aomori Olympus Co., Ltd. (Medical)
Shirakawa Olympus Co., Ltd. (Medical)
TmediX Corporation (Medical)
Olympus Engineering Co., Ltd. (Life Science, Industrial)
Olympus Software Technology Corp. (Other Business)

Olympus Intellectual Property Services Co., Ltd.
(Other Business)
Olympus Digital System Design Corp.
(Other Business)
Olympus Terumo Biomaterials Corp. (Other Business)
Olympus Memory Works Corp. (Other Business)
Olympus Leasing Co., Ltd. (All Segments)
Olympus Logitex Co., Ltd. (Other Business)
Olympus-Supportmate Corp. (Other Business)
AVS Co., Ltd. (Medical)
Olympus Systems Corporation (Other Business)

Main Group Companies in Asia and Oceania	Olympus Corporation of Asia Pacific Limited(All Segments)	
Olympus Australia Pty Ltd(Medical, Life Science, Industrial )	Olympus Imaging Australia Pty Ltd (Imaging)	Olympus (China) Co., Ltd.
(All Segments, Life Science, Industrial)	
Olympus Imaging China Co., Ltd. (Imaging)	Olympus (Beijing) Sales & Service Co., Ltd. (Medical)
	Olympus Hong Kong and China Limited(Imaging, Medical)
	Olympus (Guangzhou) Industrial Co., Ltd. (Imaging)	Olympus (Shenzhen) Industrial Ltd. (Imaging)	
Olympus Trading (Shanghai) Limited (Other Business)	Olympus Imaging India Private Limited (Imaging)	
Olympus Medical Systems India Private Limited (Medical)

Main Group Companies in the Americas
	Olympus Corporation of the Americas (All Segments)	
Olympus America Inc. (Medical, Life Science)	
Olympus Imaging America Inc. (Imaging)	
Olympus Korea Co., Ltd. (Medical)
	Olympus (Malaysia) Sdn. Bhd. (Imaging)	
Olympus Singapore Pte Ltd (Life Science, Industrial)	
Olympus Imaging Singapore Pte. Ltd. (Imaging)	
Olympus (Thailand) Co., Ltd. (Medical)

	Olympus NDT Inc.
	Gyrus ACMI, Inc. (Industrial)	
Olympus Latin America, Inc.

	Olympus Vietnam Co., Ltd. (Medical, Imaging)	
Olympus Medical Systems Vietnam Co., Ltd. (Medical)■ Financial Highlights▶ Consolidated Net Sales(100 Millions of Yen)
(100 Millions
Millions ofof Yen)
Yen)
(100

7,439

800
12,00012,000600
10,00010,000
400
8,000
8,000
200

■ Consolidated Operating Income ■ Ordinary Income ■ Net Income
Net Sales
Sales
■Net
■
427
612
384
355
351
257
461
232
179
130
-506
525
39
-490
9,808
8,831
8,471
8,485
7,43980
9,808
8,831
8,471
8,485
7,439

800
800
10,000600
600■ Net Sales
Consolidated Operating
Operating Income
Income ■Ordinary Income
Income ■Net Income
Income■Consolidated■Ordinary
■Net
■

427
427
9,808
257
257
-506
-506

417
1,142
1,076
855
3,947

8,000
8,000
8,000
6,000
6,000
6,000
4,000
4,000
4,000
2,000
2,000
2,000
0

00

355
355
8,485
179
179
-490
-490

351
351
7,439
130
130
80
80

2009
2009
2009

2010
2011
2012
2010 (Fiscal years
2011
2012
2010
2011
ended March 31)2012

2013
2013
2013

-200
-200
2,000
-400
-400
0
-600
-600

40

-20

-40
2009
2009
2009

269
973
500
500

1,894
1,894
1,885

2,245
2,245
2,377
1,188
1,188

1,544
2,095
2,095

1,561
2,294
2,294

1,749
1,749
1,961

1,820
1,314
1,314

1,653
1,286
1,286

1,141
1,141

1,008
1,008

924
924

3,473
3,838
3,838

3,732
3,507
3,507

3,865
3,553
3,553

3,982
3,492
3,492

216
1,073
489
489

(100 Millions of Yen)
(100 Millions
Millionsof Yen)
Yen)
(100
of
10,00010,00010,000

200
1,024
417
417
1,142
1,142
1,572
1,076
1,076
855
855
1,772
2,870
3,947
3,947

8,000
8,000
8,000
6,000
6,000
6,000
4,000
4,000
4,000
2,000
2,000
2,000
0

2009
2009
2009

-60

2013
2013
2013

▶ Consolidated Net Sales by Segment

253
1,000
540
540

1,529
1,529
2,579

2010
2011
2012
2010(Fiscal years2011
2011
2012
2010
ended March 31) 2012
(Fiscal years
years ended
ended March
March 31)
31)
(Fiscal

MedicalLife Science
ScienceIndustrial
Imaging
Life&& Industrial■■■Imaging■■■
Japan ■
Americas■Medical■ Europe■ Asia/Oceania■ Others
Information && Communications*
Communications* ■Other Business*
Business*■Information■Other
■
238
1,142
1,008
1,008

80

60

00
4,000

▶ Consolidated Net Sales by Region

10,00010,000

384
384
8,471
232
232
39
39

(100 Millions of20(Fiscal years
years ended
ended March
March 31)
31)
(Fiscal(100 Millions of Yen)
(100 Millions
Millionsof Yen)
Yen)
(100
of
10,000

612
612
8,831
461
461
525
525

200
200
6,000

-200
4,000
4,000
-400
2,000
2,000
-600
00

▶ Consolidated Operating Income, Ordinary Income, Net Income(100 Millions of Yen)
(100 Millions
Millionsof Yen)
Yen)
(100
of
12,000

8,000
400
400

6,000
6,000
0

2013

2013

Established: October 12, 1919

2010
2011
2012
2010 (Fiscal years
2011
2012
2010
2011
2012
ended March 31)(Fiscal years
years ended
ended March
March 31)
31)
(Fiscal

2013
2013
2013

00

■ Medical ■ Life Science & Industrial ■ Imaging■ Information & Communications* ■ Other Business*
Japan ■
Americas ■Europe ■Asia/Oceania ■Others■Japan■Americas■Europe■Asia/Oceania■Others
■

238
238
1,008
1,142
1,142
1,529
2,579
2,579
2,245
1,188
2,377
2,377
3,838
3,473
3,473
2009
2009
2009

540
253
253
1,000
1,000
1,894

500
269
269
973
973
2,095

489
216
216
1,073
1,073
2,294

1,885
1,885
1,749

1,544
1,544
1,314
1,820
1,820
1,008

1,561
1,561
1,286
1,653
1,653
924

1,961
1,961
1,141
3,507
3,732
3,732

3,553
3,865
3,865

3,492
3,982
3,982

2010
2011
2012
2010(Fiscal years2011
2011
2012
2010
ended March 31) 2012(100 Millions of

10,00

417
200
200
1,142
1,024
1,024

1,076
1,572
1,572
855

8,00

6,00

4,00

1,772
1,772
3,947
2,870
2,870
2013
2013
2013

(Fiscal years
years ended
ended March
March 31)
31)
(Fiscal*Some of the business activities that had been included in the “Information & Communications” segment since
the year ended March 2009 are now included in the “Others” segment.
*Some of the business activities that had been included in the “Others” segment since the year ended March2010 are now included in the “Life Science & Industrial” segment.

OLYMPUS CSR REPORT 2013

6

2,00

Building the New Olympus
Information Concerning the Financial Misconduct
Following the collapse of Japan’s economic bubble, Olympus incurred substantial unrealized losses as a result of its investment
in financial assets. By the second half of the 1990s, those losses
had climbed to almost ¥100 billion. To prevent this problem fromcoming to light, Olympus transferred financial assets on which it
had incurred unrealized losses up to the year ended March 2000
into multiple “receiver funds” at book value. The effect of thisprocess was to remove these assets from the consolidated balance sheet and delay the inclusion of the losses in the accounts.
Starting in 2007, Olympus sought to dispose of the losses
in three ways. First, three domestic subsidiaries were boughtfrom the receiver funds at inflated prices. Second, massive
advisory fees were paid when Gyrus Group PLC (“Gyrus”) was
acquired, resulting in the supply of funds totaling ¥135 billion

and the elimination of the receiver funds. Third, goodwill relating
to the three domestic subsidiaries and Gyrus was shown in theaccounts as assets.
In October 2011, the problem of massive expenditure relating to the acquisition of the three domestic subsidiaries andGyrus came to light. Stakeholders began to demand an explanation of this situation, and Olympus responded by establishinga Third Party Committee, consisting of attorneys and certified
public accountants who had no conflicts of interest relating toOlympus, to carry out an investigation.
 eports from the Third Party Committee and otherR
Investigative Committees
http://www.olympus-global.com/en/info/2011b/if111206corpe.pdf< Chronology of the Schemes >Fiscal
2000

2008–
2010

November
2011

Losses on investment in financial assets expand following thecollapse of the bubble economy, reaching almost ¥100 billion by
the second half of the 1990s.
A scheme is developed by a small group of Olympus executives
to conceal unrealized losses by moving them off the balance
sheet. By the year ended March 2000, unrealized losses on theaffected financial assets had been separated from the consolidated accounts by transferring them to multiple funds at bookvalues.

December2011

Market value accounting is introduced, effectivefrom financial years starting in or after April 2000.
The off-balance-sheet losses are eliminated through the purchase of three domestic subsidiaries from the receiver funds at
inflated prices, and through transactions relating to the acquisition of Gyrus, including the payment of a large financial advisory
fee and the purchase of dividend preferred stock.

January
2012

The issue of sizeable expenditure on the acquisition of the threedomestic subsidiaries and Gyrus comes to light.
On November 1, the Third Party Committee is appointed by
Olympus to investigate past acquisitions.
On November 8, the Third Party Committee reports the facts
uncovered during its preliminary investigation, including delaysin accounting for past losses, and is asked to expand the scopeof its investigation.

March
2012
April
2012

> > > > > > > > > > > >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

Around1998> > > > > > > > > > > >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

1990s

On December 6, the investigation report is received from the Third Party Committee. In addition to reporting the facts, including delays in accounting for losses in previous financial
years, the Committee also provides recommendations on related matters, including theneed to improve governance and take steps to prevent recurrences.
On December 7, the company establishes the Management Reform Committee, Director
Liability Investigation Committee and Non-Director Liability Investigation Committee.
On December 14, amended financial statements and quarterly reports are submitted.
On December 21, Olympus becomes the subject of criminal investigations by the Tokyo
District Public Prosecutor’s Office, the Tokyo Metropolitan Police Department and the
Securities and Exchange Surveillance Commission.
On January 7, a report is received from the Director Management Liability Investigation
Committee. On January 8, a suit for damages is lodged in the Tokyo District Court seeking
to establish the liability of past and current directors.
On January 16, the report of the Non-Director Liability Investigation Committee is received,and on January 17 a suit for damages is lodged in the Tokyo District Court seeking to establish the liability of past and present corporate auditors.
On January 17, the Nomination Committee is established to nominate candidate directors
and corporate auditors for election at a special general meeting of shareholders.
On January 20, a demand for payment of a listing agreement violation penalty amounting to ¥10 million is received from the Tokyo Stock Exchange.
On January 21, Olympus is designated by the Tokyo Stock Exchange as a “security on
alert.”On March 7, the Tokyo District Public Prosecutor’s Office files charges on suspicion that
Olympus has violated the Securities and Exchange Act and the Financial Instruments and Exchange Act (fraudulent financial reporting). Indictment documents are received on March 28.
On April 20, a special general meeting of shareholders is convened. A new management
team is appointed and all members of the old management team resign.

Preventing Recurrences
In its report, the Third Party Committee identified various issues and provided recommendations for the prevention of recurrences. Basedon this report, Olympus is implementing the following preventive measures to ensure that problems of this type can never happen again.
1

Strengthen Corporate Governance Structure•	Clear separation of executive and supervisory

functions•	Reinforcement of supervisory authority andfunctions over executive functions•	Fairness in selection of outside directors andcorporate auditors, and expansion of the roles
and functions of outside directors and corporate auditors•	Active disclosure of information2

Improve Internal Control Systems•	Improvement of internal checks and balances•	A ppropriate management of business invest-

ments, subsidiaries and affiliated companies•	Prevention of fraudulent activities through improvements to human resource management
systems•	Enhancement of internal audits

3

Review Compliance Systems•	Improvement of management team’s compli-

ance awareness, and establishment of clear
accountability•	Establishment of systems to support further
reinforcement of compliance promotion•	Fostering of consistent awareness ofcompliance•	Improvement of Hotline systems

Violation of the Financial Instruments and Exchange Act
On March 6, 2012, the Securities and Exchange SurveillanceCommission reported to the Tokyo District Public Prosecutor’s
Office that Olympus was suspected of violations of the
Securities and Exchange Act and the Financial Instruments
and Exchange Act through fraudulent financial accounting.
On March 7, the Tokyo District Public Prosecutor’s Office filed
charges against Olympus that were substantially based on the

7

OLYMPUS CSR REPORT 2013

Commission’s report.
On July 3, 2013, the Tokyo District Court handed down a
verdict that imposed fines of ¥700 million on Olympus. Olympus
takes this verdict very seriously and is now working to rebuild
the trust of its stakeholders, including shareholders and customers, by complying fully with all laws and regulations andstrengthening its governance.

Medium-Term Vision Toward Realization of a New Olympus
The financial year that ended March 2013 was the first year of
a new medium-term vision adopted by Olympus. Under this vision, for which the slogan is “Back to Basics,” we aim to makea fresh start and restore the confidence of our stakeholders bytaking Olympus back to its roots so that we can create new corporate value.

Corporate Management Policies and Basic Strategies
Under the new management structure, we have designatedthree corporate management policies: “Back to Basics,” “OneOlympus,” and “Profitable Growth.” Expressing regret for ourpast misconduct, we aim to achieve growth with profitability byadopting “Back to Basics” as the principle behind all our actions and strategies. We will make a concerted effort to sharevalues and goals among all our employees around the world
with the aim of building “One Olympus” and achieving “Profitable
Growth.”With these management policies as a foundation, we will
implement the following basic strategies to rebuild Olympus andcreate new corporate value.

Corporate Management Policies
1 Back to Basics

2 One Olympus

We aim to regain the credibility of our stakeholders, rebuild
Olympus, and create new corporate value by going back to thebasic values that existed when Olympus was first establishedand looking ahead to a fresh start.

We will strive to maximize our corporate value by making a concerted effort to share values and goals among all our employees
around the world, harnessing their collective wisdom and demonstrating teamwork.

(Olympus’ founding basic values)● Our mission to contribute to society and its development
through products and solutions.
● Continuously strive to develop the world’s first and bestproducts.
● Focus on customers and customer needs.

3 Profitable Growth
We will redefine our core business domains as “Medical
Business,” “Life Science & Industrial Business” and “Imaging
Business.” This will enable us to abandon our previous excessiveemphasis on sales, comprehensively review our cost structures
and achieve growth with profitability while pursuing efficiency.

Basic Strategies
1 Rebuilding of the Business Portfolio and Optimal
Allocation of Management Resources
We have identified the “Medical Business,” “Life Science &Industrial Business” and “Imaging Business” as our core business domains. We will invest our management resources strategically, with a special focus on the “Medical Business.”
In non-business domains, we will reassess the best ways to improve the business value of each business and subsidiary.

2 Review of Cost Structures
We aim to improve the earning performance of the Group by significantly reducing COGS and SG&A expenses. Specifically, we
will implement effective measures targeting “personnel optimization,” “reduction in costs through the restructuring of production
sites and reinforcement of procurement capability,” and “acceleration of group-wide activities to curtail SG&A expenses.”

3 Restoration of Financial Health
We will secure reliable income flows and build shareholders’equity by consistently implementing our business strategies. We
aim to achieve financial stability by improving our equity ratio as
quickly as possible.

4 Restructuring of Governance
We will establish management systems based on a clear separation of executive and supervisory functions under our new
corporate governance structure. Furthermore, we will ensure that
there is no repetition of financial misconduct involving delays inaccounting for past losses, by implementing group-wide initiatives to rebuild our governance systems, including measures tofoster a commitment to high ethical standards, raise awarenessof compliance, and strengthen compliance promotion structures.

Medium-Term Vision (Medium-Term Vision Toward Realization of New Olympus) http://www.olympus-global.com/en/ir/data/plan/

Removal of “Security on Alert” Designation
On January 21, 2012, Olympus shares were designated as a “security on alert” under the regulations of the Tokyo Stock Exchange
after it was decided, as a result of past moves by Olympus to delay accounting for past losses, that Olympus needed to improve
its internal control systems.
We subsequently implemented group-wide measures to rebuild our internal control systems, while also working to rebuild
our reputation through in-depth reforms. On January 21, 2013,

the first anniversary of the “security on alert” designation, we
submitted written confirmation of our internal control systems to
the Tokyo Stock Exchange as required under the securities listing
regulations. An investigation by the Tokyo Stock Exchange foundno evidence of problems in our internal control systems or otherareas, and the “security on alert” designation of Olympus shares
was accordingly lifted as of June 11, 2013.

OLYMPUS CSR REPORT 2013

8

The Business Activities and Social Responsibilitiesof the Olympus Group
Business
Medical Business
Products include video endoscope systems, surgical endoscopes andrelated products, surgical treatment devices, and endotherapy devices.
Olympus is the leading supplier of gastrointestinal video endoscope systems in terms of global market share.

Share

53.1%

Main ProductsVideo endoscope systems, medical information systems, bronchovideoscope, endoscopic ultrasound gastrovideoscope systems, capsuleendoscope systems, endoscope peripherals, surgical endoscopes and related products, surgical treatment devices, endoscopic surgery peripherals,
endotherapy devices, etc.

Net sales:¥394.7 billion

Net saLife Science & Industrial BusinessLife Science products include biological microscopes and bio-imaging
equipment. The Industrial products category encompasses industrial microscopes, industrial endoscopes and ultrasonic flaw detectors.

Share

Main Products

53.1%
Upright and inverted microscopes, laser microscopes, stereo microscopes,
fluorescence microscopes, bio-imaging systems, metallurgical microscopes,
semiconductor inspection microscopes, flat-panel display inspection systems, measuring microscopes, industrial videoscopes, industrial rigidscopes,
ultrasonic flaw detectors, eddy current flaw detectors, phased array flaw detectors, X-ray fluorescence and X-ray diffraction analyzers, etc.

Net sales:¥394.7 billion

Share

11.5%

Net sales:¥85.5 billion

Imaging Business
Products in this business segment include the unique Olympus range ofdigital cameras, such as the PEN and OM-D series mirrorless digital SLR
cameras, as well as our market-leading IC recorders.
Main Products

Share

53.1

Share

11.5

%
%
Digital SLR cameras, compact
digital cameras, digital camera products,
lensbarrels for digital cameras, optical materials, IC recorders, linear PCM recorders, radio servers, audio accessories, binoculars, monoculars, etc.

Net sales:

9

OLYMPUS CSR REPORT 2013

¥394.7 billion

Net sales:¥85.5 billion

Share

14.5%

Net sales:¥107.6 billion

Net saSociety’s expectations and the responsibilities of Olympus

Video
endoscopesystems

Capsule endoscope
systems*

Surgical treatment devices

Surgical videoscopes

Ultrasonic flaw
detectors

Electrosurgical knives(endotherapy devices)■ Medical Progress
Olympus responds to front-line medical needs, carries out research anddevelopment in collaboration with medical professionals, and supplies
equipment that contributes to medical progress.
■ Improving Patients’ QOL
Olympus aims to improve the quality of life (QOL) of patients by reducing
suffering and lifestyle limitations through the development of equipmentthat contributes to the early detection of diseases and helps to reduce theburden on patients through minimally invasive procedures.
■ Improving Medical Efficiency and Reducing Costs
By developing and supplying equipment that contributes to the early detection of diseases and facilitates minimally invasive procedures, Olympus
is helping to shorten hospitalization and treatment times and reduce
medical expenses.
*The logo is not displayed on actual capsule endoscopes.

■ Advancing Life Science Research
By supplying microscopes and bio-imaging systems, Olympus supports
basic life science research that leads to new medical knowledge, including
iPS cell research and research into brain functions and diseases.

Industrial
videoscopes■ Making Life Safer
Olympus is helping to make the world we live in safer by supplying equipment used to maintain and inspect social infrastructure and lifelines,
such as roads, bridges, overpasses, power generation facilities, chemicalplants, pipelines, and water supply and wastewater systems.
Laser scanningmicroscopes

System biologicalmicroscopes■ Contributing to Industrial Progress
Olympus contributes to industrial efficiency and progress by supplying industrial inspection equipment used in research and quality control in suchareas as mechanical and electronic parts and raw materials.

Industrial microscopes

Compact digital cameras
Digital SLR cameras■ Enriching the Experience of Life
Olympus is helping to enrich the experience of life by helping people to enjoy the fun of photography and sound recording. Our affordable micro-SLR
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 withstand dust, weather and accidental impact.
Our IC recorders have made high-quality audio recording readily available.
■ Building a Barrier-Free World
Olympus IC recorders are designed for optimal ease of use. They haveaudio guide functions and support the playback of DAISY* audio books.
Even inexperienced users find these products easy to operate thanks totheir logical and intuitive designs and the use of Color Universal Design toenhance visibility for people with different vision characteristics.

Binoculars

IC recorders

Linear PCM
recorders*DAISY (Digital Accessible Information System): DAISY is an international standard
for digital audio books used in place of audio cassettes by those who are unable toread printed text, such as people with visual disabilities. This information system isdeveloped and maintained by the DAISY Consortium, a Swiss-based organization
with member organizations in over 50 countries.

OLYMPUS CSR REPORT 201310

Olympus Products in Action—

2013

1

Making Medical Treatment
More Patient-Friendly
The Challenge of Eradicating Cancer
Since creating the world’s first practical gastrocamera at the request of a physician, we havecontinued to develop advanced technology and equipment for use in the early detection andtreatment of cancer, while always listening carefully to input from medical professionals.
▶ Incidence of Cancer in Japan (total for males and females in all age groups)(Incidence)

Stomach160,000

Colon/Rectum

Lung

Liver

120,000
80,00040,000
0

1975

1980

1985

1990

1995

Commitment to Early Detection and
Minimally Invasive Treatment of Cancer

2000

2005

(Years)Compiled using cancer incidence
data based on national estimates(1975–2008) produced by theCenter for Cancer Control andInformation Services of the
National Cancer Center fromregional cancer registries

inside the body. They can also be combined with instruments for use in various procedures and treatments, suchas the collection of tissue for diagnosis, the delivery of

Olympus began to develop gastrocameras in 1949 after re-drugs, the excision of lesions and the control of bleeding.

ceiving a request from a surgeon, Dr. Tatsuro Uji, working at

In addition, endoscopes are helping to reduce the burden

the University of Tokyo Medical Center. Dr. Uji wanted a way

on patients through their important role in minimally invasive

to take photographs of the interior of patients’ stomachs

surgery. From their earliest beginnings as gastrocameras

as a way of diagnosing stomach cancer, the most common

used to view the stomach, endoscopes have evolved into

type of cancer in Japanese people. Olympus began by de-systems applied to various parts of the body, including theveloping a variety of element technologies, including lenses

esophagus, duodenum, colon, respiratory organs, and fields

that could capture wide views even in the limited spaceof medicine ranging from otolaryngology to urology, gynecol-

inside the stomach, ultra-compact light bulbs to provide il-ogy, neurology and orthopedics.

lumination, a film-winding system, and a tube to insert thecamera inside the patient’s body. In 1950 it succeeded indeveloping the world’s first practical gastrocamera, which
went on sale in 1952 as the GT-I Gastrocamera. Olympus

Ventricular Endoscope
Operating Microscopeengineers continued to improve the device in close coopera-

BronchoscopeThoracoscope

Gastrointestinal
Endoscope

Laparoscopetion with doctors, including Professor Sadataka Tasaka ofTokyo University’s First Department of Internal Medicine. This
work was accompanied by dramatic advances in cancer diagnostics. Since that time, Olympus has continued to listen
carefully to input from doctors and other medical professionals, and to improve its equipment by introducing the mostadvanced technology, including glass fiber, ultrasonic diagnosis, imaging sensors, and HD image resolution.
Today’s endoscopes are no longer limited to observation

11▶ Types and uses of endoscopes

OLYMPUS CSR REPORT 2013

Rhino-laryngo
Endoscope

Colonoscope
Choledocoscope
Duodenoscope
Cystoscope

Small Intestinal
Endoscope

ArthroscopeOlympus Products in Action—2013 1

Our Challenge: Developing
Technology to Create
Patient-Friendly Medical Care

reducing patient discomfort.
Olympus will continue to use its technology to meet theneeds of medical professionals and contribute to the realization of medical care that reduces the physical and psycho-

Early detection and treatment enhance the potential for

logical burden on patients around the globe.

treating cancer successfully. Medical research showed that*O lympus received the Prime Minister Prize at the 2011 National
Commendation for Invention in recognition of its invention of an endoscopic system with Narrow Band Imaging (NBI).

lesions could be discovered early by observing color changes on the surfaces of mucous membranes in the digestiveorgans. This led to the development of the staining method,*“ Narrow Band Imaging” is a registered trademark of Olympus
Corporation.

whereby dyes are sprayed onto mucous membranes suspected to facilitate early detection of lesions. This method
was used increasingly from 1970 onwards. Olympus built
on this principle to develop technology based on the use of
optical methods to highlight lesions.
A key example of this opto-digital image enhancement
technology is Narrow Band Imaging (NBI)*. With NBI, thetarget area is irradiated with light in wave bands that arereadily absorbed by hemoglobin in the blood. This highlights

EVIS LUCERA ELITE
Gastrointestinalvideoscope

the capillaries and other structures on the mucosal surface,which are difficult to observe under normal light.
In 2012, Olympus launched the EVIS EXERA III and the
EVIS LUCERA ELITE gastrointestinalvideoscope systems,
both of which have NBI. They also feature improved support systems to allow more detailed observation of lesions.
The newly developed gastrointestinalvideoscope also features new technology that improves medical efficiency while

EVIS LUCERA ELITE Colonoscope

EVIS LUCERA ELITE
Video Endoscope
System (example ofsystem composition)

OLYMPUS CSR REPORT 201312

Olympus Products in Action—2013 1

Bringing Endoscopic Medicine
to the World

encouraging people in the target age group (40 and older) toundergo diagnostic checks. We have also created a website
dedicated to gastrointestinal health, where members of the

Economic growth and demographic aging are creating apublic can obtain accurate information about endoscopes.

growing need for endoscopic medicine in emerging coun-

This website, which is supervised by doctors, provides sim-

tries. However, emerging countries have only limited num-

ple explanations about the importance of early diagnosis,

bers of doctors and hospitals capable of providing endo-

access to endoscopic examinations, and other aspects.

scopic examinations, and Olympus has undertaken a variety

In addition to these initiatives in Japan, Olympus also un-of initiatives with the aim of making endoscopic medicine

dertakes public information activities in other countries andavailable to as many people as possible. In China, for ex-

regions, including the distribution of information about trends

ample, we have established endoscopy training centers inin disease and diagnosis.

Shanghai and Beijing to assist with endoscopy training for● See Page 52 for further information about our public education
activities.

doctors and medical staff, including nurses and technicians.
Since April 2012, we have also supplied video endoscope
systems designed specifically for emerging markets in
India and several other countries. Olympus will continue tocontribute to the increased use of endoscopic medicine inemerging countries on various levels, including support for
the training of doctors and medical staff.

Website on gastrointestinal health (Japanese only)

The Shanghai Training Center

Proper maintenance is essential to the safe use of endoscopes. Olympus wants patients worldwide to feel confident
about undergoing endoscopic examinations and treatment.
We have worked to expand and enhance our service capabilities ever since the launch of our endoscope business,and today we have a worldwide network of over 200 service

Chinese version of onaka-kenko.com:
http://www.cwjk.com.cn/

Colorectal cancer awarenesssite:
http://www.crcawareness.com/(Administered by Olympus
America Inc.)

centers. To ensure that customers in every country andregion receive the same standard of service, these service
centers undergo service quality inspections under the supervision of our service engineering division in Japan.

*Brave Circle Colorectal Cancer Awareness Campaign: Olympus supports
campaign activities as an official sponsor. The campaign is administeredby the Brave Circle Steering Committee, which was granted non-profit
organization (NPO) status in 2009.

Raising Public Awareness
Cancer can only be detected and treated early if people
have medical checks. Olympus is actively working to raiseawareness by providing information to the general public.

13

Despite the rising incidence of colorectal cancer in

Olympus will continue its efforts to ensure that as many

Japan, only about 25% of people undergo screening forpeople as possible have access to endoscopic medicine bythis disease. In 2007, Olympus launched the “Brave Circle
Colorectal Cancer Awareness Campaign*” with the aim ofworking toward the improvement of medical technology and

OLYMPUS CSR REPORT 2013

systems.

Olympus Products in Action—

2013

2

Keeping Society’s Lifelines
Safe and Secure
Olympus Inspection and Analysis Technology
Olympus is helping to improve the safety, reliability and efficiency ofsocial infrastructure and advanced equipment by supplying industrial
endoscopes and microscopes, inspection and analysis equipment andother products, and by providing non-destructive inspection and analysis
solutions that allow inspections to be carried out without dismantlingand destruction, and without unnecessary shutdowns.

OLYMPUS CSR REPORT 201314

view, without the need to dismantle engines. Flaw detectors
use ultrasonic and eddy current technologies to provide an
efficient way of detecting problems in fuselages, including surface scratches, flaws and internal defects in CFRP* materials.
Olympus is helping to ensure air transportation safety
through its commitment to innovation in non-destructive
testing technology.
*Carbon fiber reinforced plastics (CFRP) are composite materials madefrom carbon fiber and plastics.

Inspecting an engine with an industrial endoscopeTechnology to Ensure Aircraft Safety
Air transportation has become an essential part of the infrastructure of today’s increasingly globalized society.
Regular inspections and checks are essential to the safe
operation of the aircraft on which modern transportation systems depend. However, major economic losses will occur if
aircraft are taken out of service for long periods to undergo
inspections, therefore there is a need for technologies thatallow aircraft to be inspected quickly without the need fordismantling.
A variety of components are installed inside aircraftInspecting the area around an aircraft fuselage with aneddy current array flaw detector

engines, including large numbers of turbine blades, andcombustion chambers with complex shapes. Aircraft fuselages are made from composite materials, in which two or
more different materials are combined to create products that

Olympus Inspection Technology
Contributing to Road and Rail Safety

minimize weight while providing the necessary rigidity. Aircraft
engine components and fuselages are exposed to many

Roads and railroads are a vital part of modern social infra-

stresses, including changes in air pressure and temperature

structure. However, these systems deteriorate due to fac-during flight, heat from fuel combustion, and impacts withtors that include vibration caused by the traffic of vehicles,

or contamination by birds and other objects. These stresses

natural disasters, such as torrential rain, strong winds andtend to cause wear and damage inside engines and de-earthquakes, and changes occurring with the elapse oflamination and internal damage in fuselage surfaces. Aircraft

time. Inspections of bridges, overpasses and other elements

operators need to detect these problems reliably and quickly.

are vital to transportation safety. Olympus supplies a wide

Olympus industrial endoscopes are used to inspect therange of non-destructive testing equipment for use in both ininteriors of jet engines, including turbine blades and combus-

inspections at the manufacturing stage and also in mainte-tion chambers. They can be inserted through tiny openings

nance inspections.

and positioned close to inspection points to capture high-Welding is used during the construction of steel struc-

resolution images that are as good as a direct naked-eyetures, such as bridges. Flaws and cracks can appear in welded areas because of problems during the welding process, or
because of deterioration with age. These problems have thepotential to reduce the overall strength of a structure.
Ultrasonic technology is used to detect internal flaws in
welds, which are not visible externally. Olympus ultrasonicinspection systems include general ultrasonic flaw detectors, which use ultrasonic waveforms to detect flaws, andadvanced ultrasonic phased array flaw detectors, which cancreate internal cross-section images of the areas being inspected. These systems and devices allow inspections to be

An engineer checks the interior of CFRP materials using an ultrasonicphased array flaw detector.

15

OLYMPUS CSR REPORT 2013carried out efficiently and with a high level of precision andare playing an important role in improving the efficiency ofOlympus Products in Action—2013 2

inspection and maintenance processes for social infrastruc-increasingly demanding standards, which means that manu-ture, including roads and railroads.

facturers require extremely precise inspection and analysis
systems capable of detecting minute defects, irregularities

Supporting Clean Energy with
Inspection Technology

or foreign matter. Manufacturers today are using parts that
require nano-level* precision, and the development methods
for inspecting those parts has become a key priority. With
the LEXT series of 3D measuring laser microscopes devel-

Wind power is a fast-growing source of renewable energy.

oped by Olympus, it is easy to measure surface roughness

Non-destructive testing systems supplied by Olympus help

in target locations. Surface patterns are displayed in 3D

to ensure the safety and generation efficiency of facilities bycolor images, allowing minute irregularities to be detected.

checking the quality of wind turbine blades at the manufac-

Simple to operate, LEXT microscopes support accurate

turing stage, and by detecting damage in structures.

inspection and measurement, ensuring not only improved

Wind turbine blades are generally made from multiple

precision but also shorter inspection times.

layers of glass fiber materials. Minute flaws or thickness
variations can cause blade peeling or breakdowns during
turbine operation, and blades must therefore be inspected
thoroughly. Olympus non-destructive testing systems areused to inspect the internal structures of blades. The blades,
which are made from composite materials, are irradiatedwith ultrasonic waves, and internal flaws are detected byanalyzing the reflected waves. Turbine towers support massive loads, including turbines and generators, and welded
sections in these towers also need to be inspected. This is
another task for Olympus non-destructive testing systems.

A LEXT OLS4100 3D measuring laser microscope

Devices with touch panel displays, such as smartphones,

Gearboxes inside generators are subjected to massive

tablets and digital cameras, have become increasingly popu-

loads and must be inspected periodically. Because gen-lar. The glass that protects touch panel displays is covered

erators are housed in small spaces at the top of towers, itwith a transparent film. LEXT 3D measuring laser micro-

would not be practical to carry up large inspection devices.

scopes are used to observe and measure the characteristics

Highly portable battery-operated industrial videoscopes pro-of this film layer, including its surface roughness.

vide clear images that can be used to determine when parts
need to be replaced.

The superb image quality and measuring capabilities ofthese products are built on the Olympus tradition of exper-

Olympus is a valuable partner for various industrial sec-tise in optics. We will continue to use that knowledge to sup-tors. By supplying non-destructive testing equipment for use

port advances in the technology of eco-cars and IT devices.

in the maintenance and management of lifeline systems, it is*Nano: One nanometer (nm) is one-billionth of a meter.

helping to improve safety and reliability.

Inspecting a wind turbine generator gearbox

3D Measurement Technology a Key
Tool for Advanced Engineering

A 3D measurement screen showing microlenses (2 μm high, 60 μm wide)
on a digital camera imaging sensor

Olympus remains committed to the development of newtechnology and the supply of high-quality systems withsuperb performance characteristics. We will continue tocontribute to the improvement of safety, reliability and pro-Environment-friendly vehicles, such as hybrids and electric

ductivity, and to social progress and safer communities bycars, are the focus of intense research and development

providing inspection and analysis solutions that meet thework. Parts for these vehicles need to be produced to meetneeds of our customers.

OLYMPUS CSR REPORT 201316

Olympus Products in Action—

2013

3

Taking the Fun of Photography
to a New Level
Helping to Enrich the Experience of Lifethrough Photography
Olympus supplies products that take the fun of photography
to a new level and open up a panorama of new possibilities.
We also help users to expand their enjoyment of photography
to include sharing as well as shooting through photography
courses and community sites.

Commitment to the Creation of
New Valuewith excellent image quality would soon take the place of
conventional film cameras. In the second half of the 1990s
Olympus introduced the immensely popular CAMEDIA series.

Since the introduction of the Semi-Olympus I in 1936,

Olympus has continually pursued innovation in its quest

Olympus cameras have continually evolved to bring the fun

to expand the possibilities of photography. We will continueof photography to more and more people through a process

to use our heritage of technology and our commitment todriven by a consistent focus on customer input and the

manufacturing excellence as the foundation for our ongoingneeds of society. In 1959 Olympus launched the OLYMPUS

efforts to develop products that go beyond existing con-

PEN. Designed to economize on the use of photographic

cepts, so that we can help more and more people to enjoy

film, which was still very expensive, while enhancing port-

the fun of photography in more and more situations.

ability, this camera encapsulated innovative concepts. The
OLYMPUS PEN triggered a boom in half-sized cameras.
Cameras had previously been regarded as luxury items, butwith the arrival of the OLYMPUS PEN, they became mass-

Olympus Pioneers the “Camera Girl”
Boommarket products and were soon in wide use as a familiar
part of the consumer lifestyle.

17

Olympus continues to supply users with innovative products

Olympus also targeted weaknesses affecting single-lensbased on new technologies. These include the OM-D mir-reflex cameras such as weight and bulkiness, and the noise

rorless digital SLR camera with an electronic viewfinder, andand shock caused by shutter operation. Uncompromising

the compact, lightweight PEN series of mirrorless digital SLR

efforts by design and manufacturing engineers resulted incameras.

the elimination of these problems through the development

The PEN series introduced a new concept in digital SLRof the OM-1. The OM-1 attracted much interest as thesystem cameras. Based on the universally attractive design

world’s smallest and lightest 35 mm SLR camera at the timeof the phenomenally popular OLYMPUS PEN F half-frameof its launch in 1973.

SLR camera, these compact, lightweight cameras have

Later Olympus shifted its resources to the development

made photography simple and easy. By combining the el-of digital cameras. Digital cameras combining ease of use

egant exterior and timeless design of the PEN with the latest

OLYMPUS CSR REPORT 2013

Olympus Products in Action—2013 3

technology, Olympus was able to create totally new value.

series, including exchangeable grips and lens caps. Users

Previously camera bodies had generally been silver andcan enjoy configuring their cameras to match their personal

black, but Olympus introduced new colors, including white

preferences while experiencing the pleasure of owning aand red, to create a more refined contemporary design thatcamera with serious photographic functions. Olympus has

still retained a retro look. In addition to their superb image
quality and support for highly original photographic expression, these cameras also offered functional beauty in a highly
portable form. They became popular not only with experienced photographers, but also with beginners who had
previously had little opportunity to use cameras. In particular,
the introduction of the PEN series heralded a boom in serious photography among women and led to the emergenceof a new buzzword: “camera girl.”
Olympus has also added functions that would expand

An image captured
using an art filter

The “Photo Story” function

the variety of expression, such as art filters to provide users
with a simple way to create photographs that express tones
or effects found in posters and paintings, without the needfor special knowledge and technical skills. With the latest
models, users can choose from a menu of 12 effects to create the ideal photographic style for each situation, allowing
them to create artistic images of everyday scenes. By combining these functions with superb image quality, Olympus
has enhanced the accessibility of self-expression throughphotographic creativity.
Olympus has further expanded the range of originality
by creating an extensive range of accessories for the PEN

Cameras can be personalized using various exchangeable accessories,
such as grips, lens caps and straps.

OLYMPUS CSR REPORT 201318

Olympus Products in Action—2013 3

opened up a new and highly personalized way of owningand enjoying cameras.

Enhancing the Enjoyment of
Photography
Olympus not only sells cameras but also offers a variety of
programs to enhance users’ enjoyment of photography. The“Digital College” system includes numerous programs ranging from introductory courses for people wishing to learn“Digital College” activities

the basics of camera work, to courses covering professional

concepts, Olympus offers people new ways to experience

techniques. There are also unique courses tailored to differ-the enjoyment of photography.

ent lifestyles. One of the most popular of these is the “Photo
Rouge” program for women. Established in response to
growth in the number of female camera users, these courses

The Fun of Sharing Photographs

are presented by female professional photographers and aredesigned to help participants express themselves throughOlympus maintains a community site dedicated to the enjoy-

photography. In each session, participants are encouraged toment of photography and cameras. Membership of the sitetake up the challenge of different photographic styles, includ-is not limited to Olympus users, and anyone can register anding town and lunchtime scenes taken while strolling around,post their photographs. The theme for this site is “Discover,as well as portrait and model photography. The course in-link, enjoy.” There are bulletin boards for various photo-cludes photography strolls, lectures, and assessment, all ofgraphic genres, based on subjects, such as towns, moun-which help participants learn the basics of camera work whiletains and flowers, or locations, such as contributors’ homeenjoying photography. The latest micro-SLR cameras andregions. Members can share their photographs on eachlenses are available for loan to participants. These courses

theme with other members or with the various communities.

have been praised for their effectiveness in expanding the

There are frequent photographic contests on a wide range

scope of photographic expression for people at all levels,of themes linked to photographic lifestyles. In addition, thefrom beginners wishing to learn correct camera techniques

various communities expand their enjoyment of photography

to those ready to acquire more advanced methods.

to encompass sharing as well as shooting through activities

Other programs include the “Photo Memory” course,which helps married couples and parents and children tothat include social gatherings and exhibitions of members’
photographs in the Olympus Gallery.

build closer relationships by learning about photography

While the number of female camera users is increasing,

together, and the “Photo Mermaid” underwater photography

many women say that they find photography difficult. In April

course, which starts with the basics. There are also courses

2012, Olympus responded to the needs of this group by es-

that allow participants to enjoy leisurely visits to various

tablishing Sweet Photo, a photography lifestyle site for women

locations, such as places famous for seasonal blossoms,

who want to create attractive photographs even when using aand temples and shrines, to engage in photography withcamera for the first time. Members can design their own blogs

professional photographers. Through these wide-ranging

and share photographs in galleries. The site also provides
information about the enjoyment of cameras as fashion ac-

Comment

cessories. The spread of blogs, social network services (SNS)Comment from Instructor for “Petit
Photo Rouge” Course

seminate information. Olympus will continue to enhance these

The “Petit Photo Rouge” course is an
introductory program for beginners who
have just bought cameras and people
who are not sure what kind of photographs to take. Women tend to place
greater importance on their own intuition Reina Kanamori
and feelings than on technical details, Born in Tokyo in 1979,
and in this sense we find that even Reina Kanamori is aphotography graduate
beginners are good at using art filters. from the Faculty of Arts
Most people join the courses as individ- of Tokyo Polytechnic
After workuals, but by the end of each course they University.
ing in the Photography
become more relaxed and friendly with Center of the Faculty ofeach other. I believe that many women Fine Arts of the Tokyo
University of the Arts,
also use these courses to find friends she became a freewho share their interest in photography. lance photographer.

and other media is enhancing the ability of individuals to disnew services to help users enjoy self-expression through photography, and to distribute and share the results.

SWEET PHOTO
http://fotopus.com/sweetphoto/

The top page of the Sweet Photo site

Olympus is determined to help users enrich their lives byenjoying both the creation and sharing of high-quality photographs. We will continue to develop and supply products
and services for this purpose.

19

OLYMPUS CSR REPORT 2013

Realizing the “Social IN” Corporate Philosophy
As part of its efforts to put the “Social IN” corporate philosophy into

▶Olympus Group’s Corporate Philosophy

practice, Olympus has adopted the Corporate Conduct Charter as
guidelines for the conduct of all members of the Olympus Group. We
have also formulated CSR-related guidelines, charters and ideals,
which are being applied consistently throughout the Olympus Group.
Revised versions of the Olympus Group Corporate Conduct
Charter and Code of Conduct were adopted on June 20, 2012. Thechanges reflect our profound regret about the issues that came tolight in 2011 concerning fraudulent financial reporting. As part of ourINtegrity

INnovation

INvolvement

efforts to build awareness of compliance, we ensured that the revi-

Integrity in Society

Creating Innovative Value

Social Involvement

sions would reflect the debate among workplace leaders and theWe aim towards establishing firm ties
with society through the three IN’sview of Olympus Group overseas employees.

▶Olympus’ 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 Corporate Conduct Charter to serve as the basis for making
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 compliance will beignored. Moreover, we will implement training andprovide guidance to all parties concerned.
We will consistently oppose any antisocial force ororganization posing a threat to the order and safetyof civil society and completely dissociate ourselvesfrom any 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, highquality products and services that engender loyalty
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 andtechnological developments that are in harmony withnature.

2. Respect for Human Rights
In all corporate activities, the Olympus Group will respect all internationally recognized human rights andwill 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 forthe highest level of skill and knowledge, and enable
the innovative creation of value sought by society.
We will aim to create working environments with ahigh level of transparency in management, to share
information without seeking 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 eachof the communities where employees live and work,
and we recognize the importance of supporting
community organizations, programs and activities.
Additionally, we will always respect the culture andpractices 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 to CSR Policies▶From Corporate Philosophy to Policies/Plans/Actions

The Olympus Group
Corporate Conduct Charter

CSR-Related Basic Policies,
Charters and Philosophies❶ Adherence to HighInformation Disclosure Policy
Information Security Policy
Procurement Policy
Personal Information Protection
PolicyHuman Rights and Labor Policy

INtegrity
Integrity inSociety

Ethical Standards❷ Respect for Human

RightsINnovation
Creating
InnovativeValue❸ Delivering Innovative

INvolvement
SocialInvolvement❺ Harmony with theValue❹ Working Environmentswith Vitality

Environment❻ Contribution to Society

Quality Philosophy
Personal Information Protection
PolicyHuman Rights and Labor Policy

Corporate philosophy, Social IN
Group Corporate Conduct Charter
Corporatevision

CSR-related guidelines

Group Code of Conduct

Medium-term business plan
Company rules
Annual business plan

Environmental Charter
Social Contribution Policy

Daily business activities

Laws,
regulations
and social
norms

OLYMPUS CSR REPORT 201320

The United Nations Global Compact
Olympus agreed with and joined the UN Global Compact in

The principles of the Global Compact are incorporated into

October, 2004.

our Corporate Conduct Charter and Code of Conduct and

The Global Compact (GC) is a voluntary initiative to cre-reflected in our business activities.

ate a global framework within which companies can con-Olympus also supports initiatives concerning climate

tribute to good corporate citizenship and sustainable growthchange under the Global Compact “Caring for Climate” ini-through responsible and creative leadership. GC signatories

tiative, of which it has been a signatory since 2009.

support and practice the ten GC principles, which relate to
the protection of human rights, the elimination of unfair labor

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

practices, protection of the environment, and the preventionof corruption, and are required to make continuing efforts,based on commitments by their own chief executive officers, toward the achievement of the Millennium Development
Goals of the United Nations.

Listening to Stakeholders
Olympus sees the reflection of public input in its manage-

issues relating to our business activities. In July 2013 wement policies as vital to the realization of the “Social IN”

held a dialogue with experts on the theme of human rights

corporate philosophy. We continually listen to the views ofissues that need to be considered by Olympus. Information

stakeholders in the context of our day-to-day activities.

about this dialogue can be found on Page 33.

We also seek input from experts about human rights▶Examples of Stakeholder Dialogue

21

Customers

Shareholders and Investors

Voice of Customer (VOC) activities are used throughout the
Olympus Group to reflect customer inquiries, opinions, wishes andcriticisms in our products and services. We are also working to
expand opportunities for customer contacts. For example, we haveextended the operating hours for our customer call centers, and
we also hold seminars for customers.

Olympus is committed to the fair, timely and accurate disclosureof corporate 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. In
fiscal 2012, we conducted a CSR audit focusing primarily on overseas suppliers. In addition, we have made it possible for suppliers
to access our Compliance Hotline, which is used to report compliance issues or seek advice on compliance-related matters.

The senior management of Olympus actively holds town meetings
that provide opportunities for direct exchanges of views with employees. In 2012, we held compliance-related meetings in all workplaces as part of our Compliance Month program. In addition, we
conducted an opinion survey of all employees of Olympus Group
companies in Japan.

Communities

International Community, Civil Society

We actively participate in various community activities as part ofour efforts to inform a wide range of stakeholders, including communities, schools and businesses located near its business facilities, about the activities of the Olympus Group. We also organize
facility tours and work experience opportunities based on thecharacteristics of each business site. Other initiatives include theprovision of instructors to schools, and participation in and support
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 NPOs, NGOs, student groups, international agencies and government agencies, to raise awareness of the importance of achieving the Millennium Development Goals (MDGs). We also undertakea wide range of social contribution and environmental contribution
activities.

OLYMPUS CSR REPORT 2013

Realizing the “Social IN” Corporate Philosophy

Main Initiatives Targeting the Realization of the “Social IN” Corporate Philosophy
Olympus Group
Corporate Conduct Charter
INtegrity(Integrity inSociety)

Main Initiatives(Page numbers refer to the 2013 CSR Report.)

1. Adherence toHigh EthicalStandards● Promoting Compliance (p. 23)

2. Respectfor Human
Rights● Employees’ Human Rights (p. 29)

Relevant Core Subject
in ISO 26000

Relevant Global
Compact Principle● Organizational

governance● Fair Business Practices (p. 25)

10● Fair operating● Strengthening Corporate Governance (p. 27)

practices● Human rights● Respect for Human Rights in the Supply Chain (p. 30)

1, 2, 3, 4, 5, 6

● Fair operating● Human Rights Due Diligence (p. 31)

practices● Providing Value through the Business Activities of the Olympus

INnovation(CreatingInnovative
Value)

3. Delivering
InnovativeValue(p. 35)● Consumer issues● Quality Assurance (p. 36)● Improving Customer Service (p. 38)

4. Working
Environmentswith Vitality

INvolvement(SocialInvolvement)Group (Special Feature, p. 9)● Product and Service Creation from the Customer’s Perspective

5. Harmony
with theEnvironment
6. Contribution
to Society● Human Resource Development, Fair Assessment (p. 40)● Creating Free and Open Workplace Environments (p. 40)● Labor practices

3, 4, 6

● Environmental Initiatives throughout Product Lifecycles (p. 46)● The environment

7, 8, 9● Social Contribution Policies and Activities (p. 52)● The environment● Safety and Health (p. 41)● Creating Energized Working Environments (p. 42)● Environmental Management (p. 43)● Environmental Communication (p. 51)● Contributing to the International Community (p. 55)● Recovery Support after the Great East Japan Earthquake (p. 56)● Local Activities (p. 57)● Community in-volvement anddevelopment▶ISO 26000: Core Social Responsibility Subjects and Issues
Core Subject

IssuesOrganizational
governance

6.2

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
and restoration of natural habitats

Labor
practicesThe
environment

Core Subject

Organizational governanceFair operating
practices

Issues
6.6.3
6.6.4
6.6.5
6.6.6
6.6.7
6.7.3

Consumerissues

6.7.4
6.7.5
6.7.6
6.7.7
6.7.8
6.7.9

Community
involvement
anddevelopment

6.8.3
6.8.4
6.8.5
6.8.6
6.8.7
6.8.8
6.8.9

Anti-corruption
Responsible political involvement
Fair competition
Promoting social responsibility in the value
chain
Respect for property rights
Fair marketing, factual and unbiased information and fair contractual practices
Protecting consumers’ health and safety
Sustainable consumption
Consumer service, support, and complaintand dispute resolution
Consumer data protection and privacy
Access to essential services
Education and awarenessCommunity involvement
Education and culture
Employment creation and skills
development
Technology development and access
Wealth and income creation
HealthSocial investment▶The Ten Principles
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 andthe effective 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
and occupation.

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 environmentally friendly technologies.
Anti-Corruption
Principle 10: Businesses should work against corruption in all its forms,
including extortion and bribery.

OLYMPUS CSR REPORT 201322

INtegrity
Integrity in Society

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 tocompliance will be ignored. Moreover, we will implement training and provide guidance to allparties concerned.
We will consistently oppose any antisocial force or organization posing a threat to the order andsafety of civil society and completely dissociate ourselves from any relation with them.

▶ Activities of the Compliance Committee

Promoting Compliance1

Meeting Date

Olympus will create an organizational environment inwhich compliance concerns are never disregarded under
any circumstances, to instill a commitment to compliancein all parties involved in our activities, and to provide compliance education.

Main Agenda Items

June 7, 2012

Election of chairperson and deputy chairperson, review ofprogress on initiatives, discussion of future activities

September 10,
2012

GCM report, review of progress on initiatives, discussion of
future activities

January 17, 2013

Confirmation of compliance policy and basic plan, GCM
report, review of progress on initiatives, discussion of future
activities

March 13, 2013

Deliberations about changes to corporate regulations

Compliance Promotion Structure
Olympus has appointed a Chief Compliance Officer (CCO)
whose task is to clarify compliance-related responsibilities.
We have also established a Compliance Committee, chairedby an outside director and consisting of the CCO and independent members, to advise the Board of Directors. The
Compliance Committee works to strengthen compliance initiatives through its meetings, which are normally held every
quarter.
Olympus holds quarterly Global Compliance Meetings(GCMs) for compliance officers from each regional headquarters worldwide. The purpose of these meetings is to examine the global and regional implementation of compliancerelated policies and measures, and to identify compliancerelated issues. Policies and measures adopted at thesemeetings are put into effect in each region. In Japan, thisprocess is the responsibility of the Compliance Promotion
Committee. The CCO uses information from GCMs andCompliance Promotion Committee meetings to compile
regular reports for the Compliance Committee about thecompliance situation across the entire Olympus Group,
and about any compliance-related issues that have been
identified. If necessary, these reports are also referred to theBoard of Directors.
▶ Compliance Promotion Structure
General Meeting of Shareholders
Reports &proposals

Compliance Committee
Members: Outside Directors,
Non-Olympus Members, CCO

Reports

Instructions& advice
Reports &proposalsRequests

CCO
Global Compliance Meeting
Members: CCO, Regional Compliance Officers

EuropeAmericas

Asia

Actions undertakenby the compliance organizationin each region

23

OLYMPUS CSR REPORT 2013

Japan
Compliance
Promotion
Committee

Board of Directors
President
Executive
Management
Committee
CSR
Committee
Eachorganization▶ Activities at Global Compliance Meetings
Meeting Dateand Location

Main Agenda Items

May 10, 2012
(Japan)Purpose of GCMs, compliance initiatives in each region
Global compliance structures/policies/systems

July 30, 2012
(U.S.A.)

Initiatives by OCA*, global compliance management
CCO town meeting, regional initiatives, etc.

September 26,
2012 (Japan)—Special meeting—Global policy/guidelines on distributor management

November 27,
2012 (Germany)

Initiatives by OEH*, compliance initiatives in each region
Third party and distributor management guidelines, etc.

March 26, 2013
(China)Initiatives by OCAP*, compliance initiatives in each region
Third party and distributor management guidelines, etc.

* OCA: Olympus Corporation of the Americas
OEH: Olympus Europa Holdings GmbH
OCAP: Olympus Corporation of Asia Pacific Limited

Integrity Hotline Systems
In the past, employees wishing to report issues in Japan
could submit their concerns via a point of contact within thecompany using the Compliance Hotline. In May 2012, an external point of contact was established to allow employees
to speak to an attorney outside of the company. This new
system provides greater assurance of anonymity, since theattorney providing the service will not, without the approvalof the whistle-blower, reveal any information that could be
used to identify the individual to staff within the company.
We have further enhanced the system, including the addition of clearly defined rules to the corporate regulations
requiring follow-up action on all matters reported, and efforts to report all matters of concern, with the aim of raisingawareness of the system and increasing its use. As a resultof these measures, the number of reports in Japan has increased more than six-fold compared with the average forthe period up to fiscal 2011, and in fiscal 2012 the numberof cases reached 45. As part of its efforts to prevent compliance problems, Olympus has also expanded access to thisINtegrity

system to include employees of suppliers that deal directlywith Olympus Group companies in Japan.
The staff responsible for the administration of theCompliance Hotline are required to be certified as Business
Ethics Experts by the Association of Certified Business
Ethics Expert Japan. They also undergo systematic training,
including participation in external seminars and study groups
with outside instructors.
Overseas regional headquarters have established Hotline
Systems covering each country.
▶ Number of Hotline Reports and Inquiries

27■ External contact point■ In-house contact point

18

10
6

2

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3

4

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All executives and employees receive education about general
aspects of compliance, including the Olympus Group Corporate
Conduct Charter, the Olympus Group Code of Conduct, laws, regulations and social norms. This type of education is provided throughe-learning and the distribution of compliancehandbooks. Where there is a need to strengthen
knowledge about particular laws and regulations,these are given prioritized coverage in education
programs.
■ Function-Based Education

Members of the corporate organization whose
work requires highly specialized knowledge
about compliance, such as staff involved in the Complianceadministration of the Compliance Hotline, and handbook
Compliance Promotion Committee members,
undergo specialized education relating to their specific functions.
This includes attendance at lectures presented by outside experts,
and participation in seminars organized by outside organizations. In
addition, units and employees repeatedly participate in educational
programs focusing on aspects of laws and regulations relating totheir work activities, such as CSR procurement, trade controls, andthe prevention of fraudulent transactions.

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20
12

2

08

08

5

07

07

4

6

09

6

■ General Compliance Education

In addition to educational programs for all employees, Olympus alsosystematically provides training activities for people at specific ranks,
including educational programs for management and executive
personnel, for employees who have been promoted, and for new
employees.

Self-Assessment
In November and December of 2012, we conducted a selfassessment survey of the compliance management systemsof 112 consolidated subsidiaries in Japan and overseas withthe aim of ascertaining the state of management systems on
a global scale. The response rate was 100%.
While the assessment results showed that the companies had generally established compliance structures andmechanisms, they also highlighted a number of areas inwhich improvements will be needed, including system review
processes, training, and distributor management. Regional
headquarters have been provided with feedback about
these results and issues, and this information will be used tostrengthen compliance structures in each region.

Improvement of Compliance Education■ Rank-Specific Education

Data
Page 65

Olympus is enhancing its compliance education with the aimof raising compliance awareness and ensuring consistentcompliance with laws, regulations, rules and other requirements. Specific educational activities are planned and implemented in each region. Outlined below are the main initiatives in Japan.
■ Educational Structure

Compliance education consists of programs focusing on functions,such as tasks within the organization and related laws and regulations, and those designed for employees at specific levels in terms ofwork history, qualifications and other factors. Education is provided
in various forms, including the distribution and deployment of educational and learning tools, as well as group education.

■ Messages from and Dialogue with Senior Management

Management messages, including speeches and intranet messagesby the President and CCO, repeatedly emphasize the importance ofcompliance. Starting in fiscal 2012, October has been designated as
Compliance Month for the global Olympus organization. (The main
activities in fiscal 2012 took place in December.) The program combines a variety of activities with messages from the CCO about thesignificance of those activities.
Senior management and the CCO are also holding a series oftown meetings for executives and employees at Olympus Groupfacilities, including the facilities of affiliated companies and overseas
subsidiaries. The aim of these meetings is to promote consistentcompliance and improve workplace communication.

Compliance Surveys and Workplace Meetings
A survey of all Olympus Group employees was carried out
to ascertain the level of compliance awareness and identify
issues. The survey covered a total of 12,370 people, and theeffective response rate was 83.6%. We also held workplacemeetings at all workplaces in Japan, including those of affiliated companies, to discuss the state of compliance andcompliance-related issues.
Findings from these initiatives confirmed that while compliance awareness has improved, further work is needed ina number of areas, including the development of workplaceculture, the creation of effective and efficient mechanisms,
measures to help employees understand key laws and regulations, and the improvement of educational programs. We
will work to resolve the issues identified, and to identify andresolve issues through regular awareness surveys.

OLYMPUS CSR REPORT 201324

INtegrity
Integrity in Society

2

Fair Business Practices

Olympus respects laws and regulations and conducts its
business activities fairly and in accordance with soundcommercial practices and social norms. We comply withlaws, regulations and social norms relating to gift-giving,
entertainment and other activities. We prohibit any involvement in antisocial activities and maintain a soundrelationship with society.

Prevention of Corruption
Olympus will never engage in actions that could be deemed
to be corrupt 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 establishedcorporate regulation based on key laws and regulations andimplemented thorough education programs. We have alsoestablished structures to prevent actions that could be interpreted as corruption through process controls.

Exclusion of Antisocial Forces
Olympus will have no involvement with antisocial forces thatthreaten the order of society, and we will never engage inactions that could support their activities. We will respondresolutely and in accordance with the law to any fraudulent
demands from antisocial forces. We also ask the parties withwhich we do business to sign agreements requiring the exclusion of antisocial forces.

Prevention of Insider Tradingfor export managers in key corporate units. Officials fromthe Yokohama Customs were invited to present the course,which dealt with methods to facilitate trade with ensuring
security under Japan’s AEO system.
In addition, we implemented an educational program
about trade controls for export managers in subsidiaries
based in Hong Kong and Singapore and surveyed the export control situation in these locations. We also assisted
local staff at production sites in China, the Philippines andother countries with stocktaking for high-precision production equipment.
Data

Protecting Information

Page 63

Olympus has formulated and published an information security policy, and we establish detailed rules and implement
information security measures based on that policy. We
have also established the Information Security Promotion
Committee to study and improve the level of information security measures.
Information security measures include the use of an IC
card system to restrict access to facilities according to thelevel of confidentiality. Measures relating to computer systems include the deployment of effective antivirus and firewall systems to prevent unauthorized external access, andimprovements to eliminate vulnerabilities in client software.
As part of our employee education programs, we havefacilitated access to corporate rules, educational resources,
case studies and other materials about information security
by publishing them in an intranet database. We also implement e-learning programs for all corporate officials andemployees. In addition, we are working to provide education
and raise awareness of information security through various
events, such as Information Security Month.
▶ E-Learning Programs about Information Security

Olympus is determined to ensure the fairness and soundness of securities markets and earn the trust of shareholders
and investors by working to prevent insider trading. We haveregulations that clearly prohibit insider trading, including theuse of undisclosed information gained through work activities to trade in stocks, and we provide e-learning about
these regulations for all employees. We have adopted rules
concerning the buying and selling of our own shares, andwe consistently comply with those requirements, including
the submission of notices concerning such transactions.

Appropriate Trade
In our exporting and importing activities, we work to maintaininternational peace and security by carrying out transactions
appropriately and in compliance with security export laws
and regulations in Japan and the other countries concerned.
In 2012, we provided trade-related e-learning programs
for all employees in Japan. We also implemented a total of
18 specialized educational programs for employees involvedin exporting. A total of 621 people took part in these programs. In addition, we implemented an educational program

25

OLYMPUS CSR REPORT 2013

Number of Participants

Attendance Rate

July 2012

11,126

99.8%

February 2013

10,86899.8%

Olympus handles stakeholders’ personal information using
appropriate methods and in accordance with the Olympus
Group Information Security Policy.

INtegrity

Dependable Corporate Communication

Data
Page 63

Olympus strives to gain the understanding and confidenceof all stakeholders, including shareholders and customers,
through fair, timely, appropriate and proactive disclosure ofcorporate information, including management policies, financial status, information about business activities and CSR
activities.
1. Information Disclosure Standards
Olympus is committed to the disclosure of information in accordance with all laws, as well as the rules of the financial instruments
exchange where the Company is listed, and to the disclosure of all
information required by laws, regulations and rules. In accordancewith its internal disclosure standards, Olympus will also proactively
disclose all information that could have a significant impact on its
corporate value, as well as all information deemed as useful to all
stakeholders, regardless of whether such disclosure is required under laws, regulations or rules.

2. Method of Information Disclosure
Disclosure information, as required by the Timely Disclosure
Rules of the Tokyo Stock Exchange, will be disclosed through theTimely Disclosure network (TDnet) of the Tokyo Stock Exchange.
Such information will then immediately be posted on our website.
Furthermore, any information not subject to disclosure under laws,
regulations or rules will be disclosed by using the most appropriate
methods, including the TDnet, our website, explanatory meetings orprinted publications.

3. Disclosing Information with Due Consideration
When disclosing information, Olympus will take care to protect personal
information and avoid infringements of the rights of any party. Olympus
will establish corporate rules concerning procedures for the disclosureof information using the aforementioned methods and all information
disclosure will be implemented in accordance with those rules.

Information Disclosure
The Ethics Committee
Olympus is involved in regenerative medicine and genomerelated business activities. These activities are reviewed froman ethical perspective by the Ethics Committee, which consists of experts. To enhance the transparency of the Ethics
Committee’s activities, Olympus publishes the committee rules
and membership list, as well as the minutes of each meeting.
 thics Committee (including minutes of meetings)
E(Japanese only)
http://www.olympus.co.jp/jp/csr/integrity/fairness/ethic/

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. In
accordance with this policy, payments to medical institutions
and similar organizations will be disclosed, starting with payments made in 2013.

Reinforcement of Compliance in Relation
to Procurement Activities
In fiscal 2012 Olympus strengthened procurement-related
compliance through a renewed commitment to the application of its basic procurement policy.

Cooperation with Suppliers
Every year we hold briefing sessions to inform our major
suppliers about our procurement policy. In fiscal 2012 webriefed suppliers about the following three aspects of compliance activities and implemented initiatives in these areas
with the cooperation of suppliers.
Prevention of Corruption and Unfair Competition
We clarified our group policy on offers of gifts and entertainment from suppliers and sought the cooperation of supplierson these matters. We also reviewed our corporate rules concerning bribery and compiled a list of specific prohibitions
and operating procedures. This information was disseminated within the Olympus organization through e-learning.
●

Elimination of Antisocial Forces
We have completed the signing of memoranda concerning
the elimination of antisocial forces with our suppliers, especially those with which we have had business transactions
over the past three years. When initiating transactions withnew suppliers, we carry out preliminary investigations.
●

Review of Integrity Hotline Systems
In June 2012, Olympus established in-house and external
contact points for employees wishing to report regulatory
violations or other problems, with the aim of preventing suchactivities or ensuring their early detection. Information about
the use of these contact points has been posted on the
Olympus website, and we are actively working to encourage
their use through various forums, such as briefings aboutprocurement policies.
●

Continuation and Expansion of Educational
Programs about the Act against Delay in Payment of
Subcontract Proceeds, Etc. to Subcontractors
We regard the Act against Delay in Payment of Subcontract
Proceeds, Etc. to Subcontractors as one of the most important laws relating to procurement. In fiscal 2012 we
implemented educational programs about this law with theaim of ensuring that not only those involved in procurement
activities but all employees are aware of the importance ofcompliance. Specifically, e-learning programs were used toeducate all employees about the basic provisions of the law,and to provide those whose work relates to procurementwith a detailed knowledge. A total of 11,084* employees
completed the programs.
*All employees with access to the e-learning environment.

Principle of Transparency Guidelines
http://www.olympus-global.com/en/csr/integrity/fairness/transparency/policy.jsp
OLYMPUS CSR REPORT 201326

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Integrity in Society

3

Strengthening Corporate Governance

We are working to enhance transparency and soundness,both to maximize corporate value, and to ensure that
there can never be any recurrence of the recent problems.

The Executive Management Committee normally meets
three times a month to assist the President with decisionmaking by deliberating on important matters. It consists of
the President, managers of business divisions, and the Chief
Compliance Officer (CCO). The Chairman and standing corporate auditors attend meetings as observers.

Corporate Governance Structure
Olympus has an executive officer system. Its governancestructure is based on a separation of roles between the executive officers, who are responsible for the performance ofbusiness operations, and the directors, who are responsible
for management decision-making and the supervision of theperformance of business operations.
Highly independent outside directors make up the majority of our 13-member Board of Directors. Normally the Boardof Directors meets every month to ensure timely decisionmaking on management strategies and other important aspects of management, and to provide appropriate oversightof the performance of business operations by executive
officers. Board meetings are chaired by the Chairman, whomust be a person other than the President. The outside
directors apply their specialized knowledge to the management of Olympus.
There are specific terms of office and age limits for
the President and executive officers. The President’s termof office is in principle six years. Olympus has further
strengthened its governance by voluntarily establishing theNominating Committee and Compensation Committee as
independent committees, each of which has a majority ofoutside directors. These committees nominate candidates
for the posts of Chairman, President, directors and corporate auditors and set remuneration standards for directors
and executive officers.

Attendance at Board Meetings
Number of meetings: 21
Attendance of outside directors: 98.4%(April 20, 2012–March 31, 2013)

Directors and Auditors(As of June 26, 2013)

Chairman:
Yasuyuki Kimoto
President and Representative Director:
Hiroyuki Sasa
Directors, Senior Executive Managing Officers:
Hideaki Fujizuka, Yasuo Takeuchi
Director, Executive Managing Officer:
Shigeo Hayashi
Outside Directors:
Takuya Goto
Shiro Hiruta
Sumitaka Fujita
Motoyoshi Nishikawa
Hikari Imai
Kiyotaka Fujii
Keiko Unotoro
Kenichiro Yoshida*Seven of the outside directors, excluding Mr. Kenichiro Yoshida, areindependent directors as defined in the Securities Listing Regulations of
the Tokyo Stock Exchange.

▶ Corporate Governance Structure
General Meeting of Shareholders
Appointment / Dismissal

Appointment / Dismissal

Appointment / Dismissal

Audit

Audit & Supervisory
Board
Cooperation

Accounting
Auditor2 standing and2 outside audit &supervisoryboard members

Audit

Cooperation

Cooperation

Audit

Group Internal
Audit Office

Audit

Audit

ReportAudit

Board of Directors

Discussions /Proposals

5 directors
8 outside directors
Chairperson: Chairmanof the board

Discussions /Proposals

Reports /Suggestions

Election /Supervision

President andRepresentative Director

ReportAssistance withdecision making

Executive Management
Committee
Chairperson: President
Observers: Chairman,
Auditors

Business divisions, corporate divisions, and Group companies

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OLYMPUS CSR REPORT 2013

Nominating Committee
Compensation Committee
Compliance Committee

CSR Committee

INtegrity

Corporate Auditors and Board of Corporate
Auditors
Olympus has adopted a corporate auditor system. To ensure the independence and neutrality of audits, one of the
two Standing Corporate Auditors is appointed from outsideof the Olympus organization, in addition to the two Outside
Corporate Auditors. A Corporate Auditors’ Office with fulltime staff has been established to assist the work of the
Corporate Auditors.
Like the Board of Directors, the Board of Corporate
Auditors normally meets once a month. The Corporate
Auditors attend important meetings, including meetings ofthe Board of Directors, and also have regular discussions
with directors and executive officers. Of particular importance are their quarterly exchanges of views with representative directors. The Corporate Auditors are briefed by theaccounting auditor about annual audit plans, items relating
to quarterly financial results, year-end audit reports and othermatters. If necessary, the Corporate Auditors also have discussions with the accounting auditor.

Corporate Auditors

Establishment of CSR Committee
Olympus established the CSR Committee under the
Chairmanship of the President to strengthen its CSR activities and ensure the realization of its “Social IN” corporate
philosophy. By assisting the President in his decisionmaking and promoting and monitoring the implementationof decisions, the CSR Committee helps to disseminate andconsolidate 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.
▶ CSR Committee and Promotion Committees
CSR Committee
Risk Management Promotion Committee
Information Security Promotion Committee
CSR Procurement Promotion Committee
Safety & Health Promotion Committee
Social Contribution Promotion Committee(As of June 26, 2013)

Standing Corporate Auditors:
Takashi Saito, Masashi Shimizu (non-Olympus)
Outside Corporate Auditors:
Nobuo Nagoya, Katsuya Natori*The two outside corporate auditors are independent directors as definedin the Securities Listing Regulations of the Tokyo Stock Exchange.

Internal Audit Organization
Internal audits are coordinated by the Group Internal Audit
Office, which reports directly to the President. It also carries
out internal audits of Olympus and its group companies incooperation with the internal audit divisions of overseas regional headquarters. The Group 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. Through these audits, it identifies areasin which improvements are needed and follows up remedial
measures.
The Group Internal Audit Office submits reports at regular intervals or as required to the President and Board of
Directors concerning the implementation or results of internal audits. It also communicates closely with the Board ofAuditors and the accounting auditor, including information
sharing about audit plans and results. In addition, the GroupInternal Audit Office collaborates with the Board of Auditors
and the accounting auditor, including on-site attendance at
audits.
In fiscal 2012, internal audits were conducted at 178
sites worldwide as part of the process of rebuilding the
Olympus Group’s internal control systems.

Risk Management System
One of the functions of the CSR Committee, which ischaired by the President, is risk management. It formulates
risk management policies, verifies risk assessments and establishes basic guidelines.
Olympus has also established a Risk Management
Department with full-time staff. Their task is to gather andassess information, formulate preventive measures and ensure the effectiveness of those measures. They also develop
a risk management system for each business site and affiliated company. When situations that could have serious
consequences arise, the Risk Management Department
quickly summarizes information for the President and CSR
Committee and implements the necessary measures.

▶ Risk Management System
President

Risk management leader

Task Force(activated in the event of a crisis)

CSR Committee

Risk managers ofBusiness units andhead office departments

Risk Management Department

Risk Management
Promotion Committee

Chairperson: President

Executive groups,
affiliated companies andhead office departments

OLYMPUS CSR REPORT 201328

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Integrity in Society

Respect for Human Rights
Olympus respects internationally recognized standards of human rights. In all of our business activities,
we reject discrimination for any reason, including race, beliefs, gender, age, social status, family
background, nationality, ethnicity, religion or disability. We also reject forced labor and child labor.

1

Human Rights and Labor Policy

Data

Diversity and Opportunity

Data

Page 63

Page 66

Olympus supports the Universal Declaration of Human
Rights, which was adopted by the United Nations in 1984.
In October 2004, we also joined the United Nations Global
Compact, which requires signatories to uphold and apply universal principles relating to human rights and labor.
Respect for human rights is a management principle under the Olympus Human Rights and Labor Policy adopted
in March 2005, which also requires our business partners
to protect human rights.

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.

2

Employees’ Human Rights

Equality of Opportunity for Males and Females
Olympus has 16 female executives at section manager levelor higher. There is no gender discrimination in relation to
recruitment or promotion, and we actively seek to employ
highly motivated people with advanced specialist skills. As ofJune 30, 2013, there was one female outside director.

Employment of Global Human Resources

Olympus 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 with local
characteristics.

Olympus actively employs skilled and talented people andstrives to place each employee in the position for which heor she is best suited, regardless of nationality. As of June 30,
2013, two people with foreign nationalities were employed
by Olympus Medical Systems Corporation, while Olympus
Imaging Corporation had one foreign director.

Responsibility Structure for Human
Resource and Labor Issues

Employment for People with Disabilities

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-fulfillment, by respecting the human rights
of individuals, and by recognizing the importance of diverse
values and individuality.
▶ Organization of Personnel and Labor Issues
President
Human Resources Committee
Director in charge of
personnel and labor issues
Human Resources Subcommittee

Olympus is committed to providing amenable workplaces inwhich people with disabilities can enjoy working. Olympus
Supportmate Corporation, a special-purpose subsidiary*established in April 2009, has created working environments
and working conditions that are appropriate both for thenature of each individual’s disabilities, and for operational
requirements. Olympus will continue to implement specificinitiatives designed to expand employment opportunities forpeople with disabilities, including active recruitment and thedevelopment of working environments. The total employment ratio for people with disabilities in the seven companies
covered by this special-purpose subsidiary group system
has reached 1.81% (as of March 2013).
*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 business office of its parent company.

Personnel Department

Respect for Individuals
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, insome cases, several subsidiaries and in-house companies are located in one facility,each facility has its own facility general manager to ensure the thorough implementation of policies and measures concerning personnel and labor issues.

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OLYMPUS CSR REPORT 2013

Olympus is working to prevent sexual harassment and otherbehavior that is damaging to human dignity, and to takeprompt and appropriate steps to resolve such situations
whenever they occur.

INtegrity

Preventing Harassment

On-Site Inspections of Suppliers’ Facilities

Olympus has established a consultation service to deal withsexual harassment and power harassment complaints. Any
information disclosed to consultants is kept strictly confidential and cannot be disclosed to any other party, including thesupervisor of the individual filing the complaint, without theconsent of the individual. As part of its efforts to raise awareness about sexual harassment, Olympus has produced a
Sexual Harassment Prevention Guidebook, which is available to all employees via the intranet.

Olympus carries out on-site inspections of suppliers’ facilities, especially those in other countries, using checklists
compiled with the assistance of outside experts. Thesechecklists, which are based on “Request to Suppliers,” cover compliance with social and environmental requirements.
In fiscal 2012 we began to require suppliers to take remedialaction concerning any deficiencies in relation to important
items concerning human rights. We will continue to use findings from surveys of overseas companies to reduce CSR
risks relating to our suppliers.

3 espect for Human RightsRin the Supply Chain▶ PDCA Cycle for CSR Procurement

Plan

Olympus respects internationally recognized human rights
and will never condone forced labor or child labor in any
country or region throughout the world.

Olympus Group Procurement Policy

Data
Page 64

The procurement policy of the Olympus Group is based on
the “Social IN” management philosophy. In addition to disseminating information about our basic stance on procurement within and beyond the Olympus Group, we are also
working to strengthen compliance with laws, regulations andsocial norms. We have also adopted “Request to Suppliers,”
a document defining our expectations toward suppliers insuch areas as respect for human rights, compliance withlaws, regulations and social norms, including the laws concerning the exclusion of antisocial elements, the prohibitionof corruption, bribery and similar behavior, the promotionof fair and equitable trading, and consideration for theenvironment.
Our procurement policy is defined by these two sets ofguidelines. Through our procurement activities, we strive to
put our management philosophy into effect by building andstrengthening healthy relationships based on fair, equitable
and transparent trading with our suppliers, as our partners inharmonious coexistence and shared prosperity.
“Request to Suppliers” (English and Chinese versions)
http://www.olympus-global.com/en/procurement/supply/

CSR Procurement Initiatives
Continuous Supplier Survey System
Olympus conducts yearly surveys of key suppliers to checkvarious aspects of their activities, including their financial
situation, their structures for the management of quality,
costs, delivery dates and the environment (QCDE), and their
CSR initiatives. In fiscal 2012 the scope of these surveys
was expanded to include suppliers that Olympus asks tocarry out development and trial production. We are continually implementing improvement activities in cooperation with
suppliers.

• Proposal of CSR

activity plans

Do• Amendment of

Action“Request to
Suppliers”—External—• Presentations to raiseawareness about
CSR procurement
activities• Signing of CSRrelated agreements• CSR Procurement

Promotion
Committee
meetings▶ Assessment
and analysis ofactivities▶ Formulation ofcountermeasures▶ Formulation ofactivity policies
for next period—Internal—• Formulation ofCheck• Implementation ofcompany surveys andanalysis of results• On-site inspectionsof suppliers’ facilities

CSR procurement
operating standards/
rules for CSR
procurement• Implementationof complianceeducation• Compliancemonitoring using
external databases

Basic Stance on Conflict Minerals
One of the effects of the continuing civil war in the
Democratic Republic of the Congo (DRC) has been theuse of minerals, including tantalum, tin, tungsten andgold, mined in the DRC and neighboring countries to raise
funds for armed groups. For many years, this practice has
resulted in human rights violations, including child labor,sexual violence and environmental damage. In July 2010
the United States sought to cut off this supply of funds toarmed groups by introducing an amendment to its financial
regulation law defining these four substances as conflictminerals. 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 thepublication of the Due Diligence Guidance for Responsible
Supply Chains of Minerals from Conflict-Affected and HighRisk Areas by the Organization for Economic Cooperation
and Development (OECD).
The Olympus Corporation is participating, on behalfof the Olympus Group, in a committee established by theJapan Electronics and Information Technology Industries
Association (JEITA) to study the responsible procurementof minerals. We will continue to work with our suppliers tomaintain transparency in our supply chains, and to ensurethat we do not support human rights violations through theprocurement of parts and materials.

OLYMPUS CSR REPORT 201330

INtegrity
Integrity in Society

Human Rights Due Diligence

Olympus worked to identify issues relating to human rights
through dialogue with multiple stakeholders.
Step 1

Step 2Gaining some insight into issuesof business and human rights

Working together to identify key
human rights issues by sector

Dialogue with representatives of
39 companies and 11 NGOs*1

Dialogue andpublic consultation

We participated in a multi-stakeholder dialogue
series held on September 21 and 26, andOctober 11, 2012, where we exchanged views
on issues of business and human rights withother members comprised of representatives
from 39 companies and 11 NGOs including ACE, Change Fusion, the CSO Network,
Amnesty International Japan, Ek Sathe, Oxfam
Japan and Polaris Project Japan.

We worked together with other companies to
identify key human rights issues in each sector,
using worksheets based on the Human Rights
Guidance Tool formulated by the United Nations
Environment Programme Finance Initiative(UNEP FI) in November 2011. Following the four
dialogue sessions held on November 2 and 15,
and December 5 and 14, 2012, and a public
consultation on its draft, “Human Rights Issues
by Sector (2012)” was issued.

Step 3

Step 3Mapping existing initiatives based on theidentified key human rights issues in the
manufacturing sector

Based on the human rights issues in the
manufacturing sector, which were identified
through Step 1 and 2, we mapped our existing
initiatives.

Olympus initiatives in response to significant human rights issues
in the manufacturing sector
Key human rights issues
in the manufacturing sector

Concrete issues
 orking hours of foreign workers at manufacturing sites in Japan andW
Asian workers in the development unit may not be controlled well.
● Unpaid overtime work

Initiatives by Olympus●

Working hours
Workplaceconditions
Health and safety

During work
Core operation/
Supply chain

Discrimination

Redundancy anddismissal

Child labor

Worst forms ofchild labor

Forced orcompulsory labor

Forced overtime

Freedom of
associationand collective
bargaining—

 onitoring of working hours through use of ID cards toMcontrol records of facility entry/exit times, promotion ofhealth and safety, including mental health, and healthmanagement → Page 41● Severe incidents causing death or injury, especially within research anddevelopment, as well as manufacturing sites● Although the percentage of male workers is high and there
are few female executives, Olympus is working to train● Long working hours may cause health problems, in particular, mental
female executives and expand career opportunities.
health problems.
→ Pages 29, 42● Health and safety issues in the supply chain (e.g. conflict minerals)● When using suppliers in Japan for the first time, Olympus● Gender inequality in training and promotion (discrimination against
carries out checks concerning CSR items. Each year we also
female workers)
carry out web-based supplier surveys that include humanrights, worker protection and other CSR items, and briefings
about our procurement policies, including CSR items.
● Foreign workers may possibly be dismissed without due cause.
→ Page 30● We use outside research firms to carry out CSR audits of● There may be possible risks in supply chains across the Asian continent.
overseas suppliers in Asia. We will also include overseas
suppliers in our web-based supplier surveys. → Page 30● Concerning conflict minerals, Olympus is participating in● Foreign technical interns in Japan may be forced to do extra work.
a committee established by the Japan Electronics andInformation Technology Industries Association (JEITA) to● Possible inequality between regular employees and non-regularstudy the responsible procurement of minerals, and in
employees, and between union members and non-union members
information gathering and other industry activities. We are● Possible absence of proper unions as representative of workers despite
also working with suppliers to ensure that we do not support
the existence of the right to collective bargaining
human rights violations through the procurement of parts● The rights of workers may not be sufficiently ensured under the unionand materials. → Page 30
shop system.
●T here have been minor environmental non-conformities
concerning wastewater management at business sites.
Wastewater standards were exceeded during work carriedout by outside contractors. Remedial measures were
implemented. → Page 44● Conflict minerals: As stated in previous item●

Community

Resources

Society andgovernment

Relations withgovernments

Consumers

Relations withcustomers

Use of natural
resources

Relations to stateswith poor humanrights records
Bribery andcorruption
Health and safetyA buse and pollution of water and land at factories and sites● Possible diversion of funds to non-state groups during procurement(e.g. conflict minerals)●●P ossible diversion of funds to non-state groups during the procurement
process (e.g. conflict minerals)●P ossible risks of bribery and corruption when entering into a contract,
as well as of being involved in corrupt practices when receiving orders
from government●

 aking positive impacts on changing consumer behaviors
M(e.g. conducting responsible marketing)●S ame as initiatives relating to overseas suppliers and conflictminerals●

 lympus provides education about laws and regulationsO
identified as particularly important. We also monitor
processes involved in decision-making routes and seek thecooperation of suppliers. → Pages 25, 26●

A ctivities to raise public awareness about healthcare→ Pages 13, 52, etc.

*1	This was carried out through participation in the Nippon CSR Consortium, a network consisting of companies, experts, NPOs/NGOs and others aiming
to promote CSR activities by business corporations. Please refer to the report of the Caux Round Table-Japan for details of the formulation process.

Human Rights Due Diligence Workshops
http://www.crt-japan.jp/EN/

31

OLYMPUS CSR REPORT 2013

INtegrity

Olympus took part in the Human Rights Due Diligence Workshops organized by
the Caux Round Table-Japan. Dialogue among participants, including CSR officers
from 39 companies and representatives of 11 human rights NPOs/NGOs, led to theidentification of key human rights issues for each sector. Olympus also sought toidentify its own issues through dialogue with experts.
Step 4

Step 5

Holding a dialogue with experts to obtain
feedback and advice

Continuing work on human rights issues

In July 2013, CSR department, Group procurement planning department and outside experts exchanged ideas regarding Olympus’ initiatives. Through the dialogue, we obtained feedback from the experts on
our existing activities and some advice for the future.
A summary of the dialogue can be found on Page 33.

Step 4

We will continue to address human rights issues following the feedback
and advice from outside experts.

Issues raised by experts at the dialogue

We held a dialogue with experts under the theme “human rights issues that
Olympus should address.” The following points were put forward as issues
to be considered.

Issues requiring consideration[Procurement audits and follow-up investigations]
Olympus conducts supplier audits with the assistance of outside researchfirms. However, decisions about whether or not problems exist are basedon local law in each country. There is still a need to improve and strengthen
human rights due diligence by basing audits on international standards andlinking them with internal checking systems. In addition, while Olympus asks
suppliers to take remedial action when problems are discovered, follow-up
investigations are inadequate.

[Conflict minerals]
Olympus is formulating a policy designed to eliminate the use of conflict minerals and plans to publish that policy before the end of fiscal 2013. However,
the response rate for inquiries and surveys about conflict minerals has notreached 100%. In areas where progress on this survey work has been inadequate, Olympus needs to improve the response rate by combining its own
checking activities with industry-level initiatives.

Endorsement
Statement of Human Rights Due
Diligence Status Check
Caux Round Table Japan herewith confirmsthat Olympus has participated in a series of
Human Rights Due Diligence Workshops at the
Nippon CSR Consortium. At the workshop,
Olympus has contributed to identifying human rights issues related to the manufacturingsector while joining in discussion, and sharedexpertise with other members from different
sectors. In addition, Olympus has mapped existing activities concerning human rights, andconducted a dialogue with stakeholders. I lookforward to seeing further progress being madeby Olympus, including prioritization of the identified issues by placing them in the value chain,and determining policy, in order to integrate
human rights into the company’s strategy, culture, and day-to-day operations.

[Organizational structures]With function-based organizations, such as those found in the manufacturing sector, it is easy to approach themes for which the objectives and scope
are clearly defined. However, compartmentalized organizations find it difficult
to prepare for risks relating to human rights, or to respond when problems
arise. Olympus needs to devise organizational structures capable of supporting initiatives that transcend existing organizational frameworks.

Hiroshi Ishida
Executive Director
Caux Round Table-Japan*2	The worksheets consist of 32 items in 10 categories (resources, security, access to land, community investment, relations with governments, workplace
conditions, discrimination, child labor, forced or compulsory labor, freedom of association and collective bargaining). Participants checked whether or notthere were significant human rights issues, and whether those issues had any relevance or little relevance to their companies. Significant human rights issues can be also checked within corresponding value chains.
*3	This is a methodology and approach for systematic and comprehensive studies to ascertain whether or not all of a company’s activities contribute tovalue creation. In today’s debate, companies are expected to implement initiatives that take into account all stages from the procurement of raw materials to the use and disposal of products by the final consumers who purchase them.

OLYMPUS CSR REPORT 201332

INtegrity
Integrity in Society

Our Efforts to Identify CSR Issues

Dialogue with Experts Concerning Human Rights Issues
In July 2013, CSR Department, Group Procurement Planning Department and outside experts
exchanged ideas regarding Olympus’ initiatives relating to human rights, including evaluation ofexisting activities and consideration on the issues to be prioritized. Moreover, the experts also gavesome feedback and advice on the direction of those initiatives.
Theme: Human rights issues that should be targeted by Olympus
Date:
Thursday, July 18, 2013
Venue: Conference room, Shinjuku Monolith
Participants:
Hiroshi Ishida
Professor, Institute of Business and Accounting,
Professional Graduate School, Kwansei Gakuin University
Executive Director, Caux Round Table-Japan

Kaori Kuroda
Executive Director, CSO Network Japan

Makoto Teranaka
Visiting Professor, Faculty of Contemporary Law, Tokyo Keizai University
Olympus Corporation
Hitoshi Esaki General Manager, CSR Department
Minoru Matsuzaki CSR Department
Shuuichi Hada
Manager,
Corporate Procurement Planning Department CMIC Headquarters
Gaisuke Noguchi
Corporate Procurement Planning Department CMIC Headquarters
Facilitator
Yoshihiko Yamabuki
General Manager of Corporate Communication Dept.,
Adviser of CSR Innovation Room, Cetus & General Press Inc.

Based on the key human rights issues in the manufacturingsector that were identified through the Human Due Diligence
Workshop (see pp. 31–32) held between September andDecember 2012, we exchanged ideas regarding what Olympus
should do to address the identified issues with three outside experts, Professor Hiroshi Ishida, Ms. Kaori Kuroda, and Professor
Makoto Teranaka, all of whom have profound knowledge andexpertise in human rights and ISO 26000. Following our reporton existing CSR initiatives at Olympus, these three experts gave
comments on the issues to be considered as well as their expectations towards Olympus.
Prior to this dialogue, Professor Ishida provided an overview of
the Human Rights Due Diligence Workshops. Olympus representatives then presented a report on key human rights issues
in the manufacturing sector and activities within Olympus targeting specific areas of concern, such as working hours, healthand safety, and relationships with governments and consumers.
Olympus representatives also explained that Olympus aimed
to achieve further improvements in CSR procurement within its
supply chains, by requiring suppliers to observe procurement
guidelines focusing on such aspects as regulatory complianceby suppliers, human rights, health and safety and environmental
protection, and by using annual web-based surveys to ensure
the effective operation of the PDCA cycle.
During the dialogue, there were discussions centering on
specific themes relating to the aforementioned human rights
and CSR issues in the manufacturing sector, including supply
chain CSR, conflict minerals, human rights due diligence, and33

OLYMPUS CSR REPORT 2013

Program
1.	An overview of the Human Rights Due Diligence
Workshops and the Supply Chain CSR Workshops
2.	Status report regarding Olympus CSR activities
3.	CSR issues relating to the manufacturing sector anddialogue with experts

contribution to the international community. By responding to theconcerns raised by the experts, we assessed which CSR issues
should be given priority by Olympus.
We received valuable advice from Professor Ishida on anumber of topics, including the methodology for implementing
human rights due diligence, and the need to raise awareness ofhuman rights in the entire value chain, including the supply chain.
We also received though-provoking recommendations from
Professor Teranaka regarding how to address human rights
issues within our corporate activities. For example, he said thatrather than seeing these issues as things that should never exist,
it is necessary to assume that they can happen, and to determine policies and measures in advance.
Ms. Kuroda emphasized the importance of creating structures to support the integrated implementation of CSR audits ofsuppliers, external audits based on international standards, andanalyses and evaluations based on in-house assessment criteria.
We were also presented with ideas regarding various initiatives, including suggestions about human rights awarenessactivities linked to public relations strategies in the context ofcontributions to the international community.
With the help of these wide-ranging recommendations and observations from the experts, we gradually became aware of thedirection that Olympus should take in relation to human rights
issues. We will continue to hold dialogues with our stakeholders in the future as part of our ongoing efforts to improve andstrengthen our CSR activities.

INtegrity

Recommendations to Olympus
Hiroshi Ishida

Kaori Kuroda

Makoto Teranaka

Professor, Institute of Businessand Accounting, Professional
Graduate School, Kwansei
Gakuin University
Executive Director, Caux Round
Table-Japan

Executive Director,
CSO Network Japan

Visiting Professor,
Faculty of Contemporary Law,
Tokyo Keizai University

If you simply promote human rights due diligence within your organization, people will
just ask why human rights is an issue now.
The concept will be accepted more readily if
it is presented as part of risk management.
You need to take whatever steps you canbefore unexpected risk factors emerge. It is
not easy to deal with all issues, but I hopethat you will propose a report that clearlypresents related narratives, including yourstrategic direction, your perception of issues,and the processes through which you will
respond to those issues.

Topic

Through the dialogue I have become awarethat you are implementing a variety of initiatives, including some measures that are likely
to be effective. I hope that you will provide alittle more information about these initiatives
in your CSR Report. I applaud the fact that
Olympus conducts CSR audits with thirdparty participation. However, I hope thatyou will broaden your approach so that theaudit process can be linked more closely to
the workplace. For example, you could trainsome of your employees as social systemassessors under SA8000, the international
standard for the assessment of working
environments.

Human rights violations can occur in realsituations. If your approach is based on theposition that such things cannot be allowed
to occur, people will try to cover up problems
when they do arise. It is important to beready to respond when problems are discovered. In addition to knowledge and technicalaspects, CSR also has a narrative aspect.
Audits can be based on knowledge, but
knowledge alone is not sufficient to convey
the narratives. The narrative response can befound in management philosophies and policies. The question for Olympus is whether
you are informing the world about the structures you have created and the activities you
are undertaking on the basis of your Social
IN philosophy.

The Power of Photography—Focusing on the Global Child Labor Problem

Larry C. Price is an international photojournalist who has
twice won the Pulitzer Prize*1. As part of a program funded
by a long-term grant from the Pulitzer Center*2, he is currently investigating the problem of child labor in developing
countries. We asked Mr. Price to contribute an article about
his work on the child labor problem.

Child Labor
I've embarked on a long-term project to explore the issueof child labor in developing countries. I'm particularly interested in the relationship between working children at thesource of global goods and commodities and the supply
chain. Increased globalization in recent years has inflicted
an artificial pressure on many developing countries to meetquotas for delivery of goods. And unfortunately, this pressure
is causing an increase in child labor globally. My mission is
to use my eyes to be heard and bring awareness to this disturbing trend.
In the Philippines, for example, teenagers and smallchildren work with their parents in gold mines. The United
Nations Environment Programme (UNEP) estimates that
18,000 women and small children are working in the gold
mining industry in the Philippines. Similarly, many children
work with their families in gold mines in Burkina Faso, one of
the most impoverished countries in Africa. A gold rush driven
by rising international gold prices is responsible for growth in
the number of child workers.

Gear
This project has necessitated photography under toughconditions, including torrential rain and fine dust. However,I’ve been able to capture some amazing pictures with my
Olympus PENs and OM-D cameras and lenses, even in the
wet environment at the bottom of a 300-foot deep mine
shaft in the Philippines. This is a sensitive issue, and I need
to work as unobtrusively as possible. The fact that I cancarry two camera bodies and three lenses in a small bag
helps me to work discreetly without notice and capture thepictures that I need.

Child workers at a mine in Burkina Faso ©Larry C. Price

Larry C. Price
Larry C. Price is an American photojournalist.
In 1981 he won a Pulitzer Prize for his news
photography about the Liberian Civil War, andagain in 1985 for a portfolio documenting civil
conflicts in Angola and El Salvador. He has
won many other prizes, including the World
Press Photo Award. His news photography
has been featured in numerous newspapers and magazines, including The Times, Newsweek and National Geographic. Mr. Price also
took part in the “A Day in the Life of Africa” project, which was thebiggest international photography event in history. Olympus provided
full support for the project as the supplier of photographic equipment.

Website of Larry C. Price
http:// larrycprice.com*1 Pulitzer Prize: Administered by the Columbia University Graduate
School of Journalism, the Pulitzer Prize is the most prestigious
award for excellence in print journalism, literature and musicalcomposition in the United States.
*2 Pulitzer Center: The Pulitzer Center is a non-profit organizationconsisting of Pulitzer Prize-winning journalists. It exists to support
highly independent international journalism.

OLYMPUS CSR REPORT 201334

INnovation
Creating Innovative Value

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 thatengender loyalty and affection for our brand and that are meaningful to society, while taking
sufficiently stringent measures to protect customers’ information.

1

We gather information through manufacturing researchand by listening to the comments and views of users of
Olympus products. This customer input is then applied toour manufacturing activities.

Customer-Focused Manufacturing

Inquiries

ace toFace

Product and Service Creation fromthe Customer’s Perspective

customer comments
We use Reflecting
methods
basedon the characteristics of eachinproducts andservicesbusiness unit to reflect customer input in the products andCustomers
services that we create. We have also raised the level of ouractivities
by establishing interfaces for the sharing of inforRequire- Comments
Proposalsments
mationamong our business units, allowing each unit to learn
from successful initiatives implemented by other units.

Communication
by Telephone

Customer
supportcentersHP

E-mail▶ Design and Manufacturing Reflecting Customers’ Comments

Marketing departments andsales companies in Japan
Overseas subsidiaries andagentsInquiries

Showrooms
Customers
Proposalsand compliments about products and services sold by
Olympus Imaging Corporation. This information is used to
identify gaps between the needs of customers and the products and services provided by Olympus.
We strive to close these gaps by reflecting customer
input in our products and services. To achieve this, we
compile complaints and expectations expressed directly bycustomers into the “VOC Shower” newsletter, which is available to all employees, including the President and directors.
By reading “VOC Shower,” employees gain insights into thethoughts, feelings and expectations of customers and apply
this knowledge to the development of new products and theprovision of services.
▶ Aims of VOC Activities

The CAPD cycle in VOC-based business management

Reflecting customer comments
in products and services

Requirements

C

Communication
with customers

VOC

Research and analysis
Identifying issues

D

VOC-based
A
Delivery ofbusiness
products and management VOC issues
services
Comments

Discussions inrelevant departments
Face to Communication
sability
HP
Marketing and sales
Faceby Telephone
aluation
Development and designing
Planning
Marketing departments andCustomersales companies in JapansupportNew products and services
Overseas subsidiaries andreflecting customers’ centerscomments agents

E-mailShowrooms

Approaches to provide productsthat can earn customers’ satisfaction
Discussions inrelevant departments
Usability
Marketing and sales
evaluation
Development and designing
Planning

P CAPD cycle in VOC-based business managem
The

Planning andexecution

Business
Decision-making
strategies
Sharing information
Product
C
Communication
strategies
with customers
VOC

Research a
Identifying

Corporate culture based on customers’ standpoint

D

VOC-basedA*C: Check, A: Action, P: Plan,
D: Do of
Deliverybusiness
products and management VOC issues
servicesP▶ VOC Shower Activities
Customers

Customer
support centers

Planning andexecution

Businessstrategies
President/
Product
Directors
strategies

Decision-m
Sharing info

Corporate culture based on customers’ standpoint
New products and services
reflecting customers’ comments

Requests/complaints
directly from customers

Report to business
management meetings
Bi-weekly delivery of“VOC Shower”

Approaches to provide productsthat can earn customers’ satisfaction

VOC and VOC Shower Activities in the Imaging
Business Segment
Each month our points of contact with customers, such as
customer support centers and repair centers, receive around
20,000 inputs, including inquiries, expectations, complaints

35

OLYMPUS CSR REPORT 2013

Employees
VOC Shower activities Frequency of publication: Bi-weekly
Period: July 22, 2011
through
March 31, 2013

Delivered to: President, directors and all the employees
VOC cases covered in VOC Shower: 1,748
Number of times viewed by employees(cumulative total): 37,644

INnovation

VOC Response Case Studies—Faster GPS positioning——Expansion of photographic field—

In 2011 Olympus launched the Olympus Tough TG-810, a
compact digital camera with the ability to use GPS functions
to record the location of each photograph. A customer commented that the GPS system in the camera took too longto determine the position. In response to this comment, weredesigned the GPS system used in the Olympus SH-25MR
and Olympus Tough TG-1 digital cameras, which went onsale in 2012, to improve the positioning speed. A further
dramatic improvement in positioning speed was achieved
through the addition of a GPS assist function that allows users to pre-load satellite orbital data into their cameras fromcomputers.

In response to a comment from a customer who wanted totake photographs with higher magnification of the subjects,
we added a super-macro function to the Olympus Tough
TG-1, which was launched in 2012 as the flagship model in
the Tough series. With this function, the photographer cancapture images at distances as little as 1 cm from the endof the lens to the subject. The popular super-macro function
was further enhanced in the Olympus Tough TG-2, which
went on sale in February 2013. When combined with thecamera’s super high resolution zoom capability, this function
provides the 35 mm equivalent of 7–14x zoom at a distanceof 1 cm, allowing the photographer to capture microscopic
images of a world that would be invisible to the naked eye,including insects, leaf veins and snow crystals.
Normalphotography

SH-25MRThe camera uses GPS to calculate
locations at specific intervals,
creating a record of movements.

2

Quality Assurance

Quality assurance activities are implemented throughout the
Olympus Group to ensure that our products and services
are reliable and can be used with confidence by customers.

Quality Philosophy

Data
Page 64

The Olympus Group realizes its quality philosophy by ensuring that all employees approach their manufacturing andservice tasks from the customer’s perspective.

Quality-Related Organizational Structures
To ensure that customers can use our products and services with confidence, we have developed quality assurance
systems that reflect the characteristics of each businesssegment. We use these systems to achieve the required
quality standards through quality improvement activities at
all stages from development through to production, sales
and repair services. We have also established the Corporate
Quality Assurance Department, which works across all business segments. Its task is to assess quality management
activities in each business segment and report its findings to
the President.

Reviews by Senior Management
Since 1995, the President and the directors responsible
for each business segment have continuously worked to

TG-2
Super macromode

improve quality by regularly visiting Olympus business sites
to carry out reviews concerning the implementation of thequality philosophy, compliance with policies and standards,
and the functioning of management systems. Since 2008,
items relating to the environment and occupational healthand safety have also been included in these reviews. This
review process helps to raise the level of our activities, since
improvement directives are issued whenever review findings indicate that remedial measures are needed. Reviews
are carried out not only at facilities in Japan, but also at the
Olympus Group’s overseas business sites around the world.

3

Quality Evaluation at the Development
Stage

One of the ways in which Olympus ensures that its
products and services can be used with confidence bycustomers is through quality checking, including checks
based on various international certification standards. We
have established systems for this purpose, and we arecontinually working to improve those systems.

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 thisstage include calibration, EMC and safety testing, usability
assessment, mechanical and environmental testing, andmaterials analysis.

OLYMPUS CSR REPORT 201336

INnovation
Creating Innovative Value

Calibration

Usability Evaluation

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

Multifunctional high-tech products are complex to operate,and some people experience usability problems. Olympus
aims to supply products and services that provide optimal
usability for as many people as possible. We are continually
exploring the characteristics that reflect the values sought bycustomers so that we can incorporate those characteristics
into products and services that customers can use in safety,
with confidence and with ease.

Mechanical and Environmental Testing

Using three-dimensional measurement
equipment

Electromagnetic Compatibility and Safety
Testing
Electromagnetic compatibility (EMC) testing is carried out toensure that electrical and electronic equipment will not emit
electromagnetic noise that exceeds acceptable levels andcould affect other equipment, and that it will not malfunction
when exposed to such emissions. There is growing awareness of the significance of EMC, and many countries, including the United Statesand European countries,
are introducing laws toregulate EMC.
A 10 m wave anechoic chamber built by
Olympus in 2004 is oneof the most advanced
facilities of its type in
EMC testing in a 10 m wave anechoic
the world and has been chamber
certified for use in electromagnetic testing under the National Voluntary Laboratory
Accreditation Program (NVLAP) of the United States.
It was also the first safety testing facility for electromedical devices in Japan to be certified by the Japan
Accreditation Board for Conformity Assessment (JAB) under
ISO/IEC 17025:2005*, which is the international standard
for the certification of testing facilities. As a testing laboratory
accredited under the ILAC-MRA system, this facility is also
used to conduct compliance evaluations for electro-medical
equipment under the IEC 60601-1 standard.
*ISO/IEC 17025:2005 : This standard defines general requirements forthe competence of testing and calibration laboratories.

37

OLYMPUS CSR REPORT 2013

Mechanical testing is used
to assess the effect of usage and storage conditions
on product quality and theeffects of vibration and dropping during packaging, transportation, delivery and otheris subjected to aprocesses. Other aspects Packaging
dropping test.
assessed include strengthand product life. Environmental testing is based on various
scenarios reflecting the conditions under which products will
be used by customers.

Materials Analysis
Olympus not only analyzes
and assesses parts and materials at the development
stage, but also uses various
analytical systems to identify
defects and other issues
through detailed analyses Materials Analysis Laboratory
carried out after products
have been brought to market. Findings from these analyses
are used to eliminate the causes of problems and prevent
recurrences.

INnovation

4

Improving Customer Service

Product
FieldsOne of the keys to customer satisfaction is the ability torespond promptly to inquiries and provide timely repair
services on the rare occasions that faults occur. Olympus
has developed systems to meet these needs and is continually improving its capabilities in this area.

Microscope Seminars

Microscopes

Customer Support System

Availability of Inquiry Response Personnel
Olympus staff are ready to respond to customer requests
everyday of the week, including weekends and public
holidays (except on system maintenance days and the yearend/New Year period).
Improving Customer Response Quality
Imaging

Imaging

Medical Systems

Microscopes(Calls)219,000

197,361

205,644

209,546

117,933

121,450

125,016

128,083

15,97017,054

16,976

15,35318,099

2008

2009

2010

2011

2012 (Fiscal year)

206,483

102,362▶ Customer Response Structures in Each Product Field (Japan)
Product
FieldsCustomer Response System
Olympus has developed service systems designed toensure the safety and reliability of medical equipment.

MedicalSystems

We help customers to use our medical equipment safely andwith confidence by responding to technical inquiries about
the use of products and procedures to follow in the eventof malfunctions. We have also deployed specialist teams to
respond to inquiries about the cleaning and sterilization of
medical equipment, the use of high-frequency equipment,
and filing methods. We are continually enhancing ourability to respond quickly to user needs. For example, if
necessary field service personnel will immediately visit
medical workplaces to resolve problems on site. In addition
to weekdays, our call center is also open from 8:45 to 15:00
on Saturdays.
Customer Satisfaction Improvement Activities at
Customer Support Centers

Microscopes

Customer Support Centers play a key role in improving
customer satisfaction and meeting customer expectations.
For example, our staff listen carefully to customer
comments, and even views expressed by a small minorityof customers are fed back to development, production andmarketing departments. We are also enhancing our ability toprovide optimal solutions to customer-specific requirements.
Centralized Management of E-Mail Inquiries
In addition to telephone-based assistance, Customer
Support Centers also provide centralized management of
e-mail inquiries to ensure that questions and requests areresolved in an efficient and timely manner.

When customers make telephone inquiries or visit our
website, we take the opportunity to inform them about
Olympus Microscope Seminars. The purpose of these
programs is to provide as many customers as possible
with opportunities to learn about the fascinating world of
microscopy and use their microscopes more effectively.
We also run on-site biology and clinical testing seminars forstudents at universities and technical schools.
Details of these seminars can be found at the following
address.
http://www.olympus.co.jp/jp/showroom/technolab/tokyo/
plan.cfm

The Olympus Group has established systems to provide
customer support based on product characteristics. We areworking with overseas subsidiaries and distributors to enhance our global inquiry and repair systems in each productcategory. These activities are always guided by our awareness of the customer’s perspective. Our websites provide
customers with clear information about points of contact intheir regions for inquiries about their products.
▶ Calls Received at Customer Support Centers

Customer Response System

We are working to raise customer satisfaction by improving
the communication skills and product knowledge oftelephone and e-mail inquiry response staff. To facilitate
access to assistance on technical matters, we have createda system that supports product-specific inquiries.
We monitor customer satisfaction with our response
quality by commissioning blind surveys by outside researchorganizations and conducting e-mail surveys. Findings fromthis research are used to improve customer satisfaction
further.

Repair System
As part of our efforts to ensure user confidence in Olympus
products, we have established a dedicated website whereusers can view important announcements about our products and services. To minimize repair times and costs, wehave developed a repair service network to meet user needs
in each region and product category.
Important Notice (Japanese only)
http://www.olympus.co.jp/jp/info/qinfo.jsp
Customer Support (Japanese only)
http://www.olympus.co.jp/jp/support/index3.jsp

Medical Systems
All endoscope overhauls * 1 in Japan are carried out at
the Medical Service Operation Center Shirakawa (SORC
Shirakawa). For overseas users, this service is provided atservice centers in locations that include the United States,
Germany, France, the Czech Republic, the United Kingdom,
China and India. Relatively simple repairs to endoscopes
and peripheral equipment are available through a worldwide
network of 200 repair sites.
At SORC Shirakawa, integrated management of repairs
and rental equipment ensures fast repair of malfunctioning
products and minimizes downtime*2.
We have also set up a Customer Environment
Replication Room, where we can efficiently identify thecauses of failures by reconstructing problems on systems
similar to those used by customers. We have further enhanced customer-based services by welcoming customers

OLYMPUS CSR REPORT 201338

INnovation
Creating Innovative Valueto our facilities and using our training equipment to provide
workshops on how to handle products.
*1 An overhaul involves the dismantling, inspection and repair of malfunctioning equipment.
*2 Downtime is the period during which operations are interrupted or
equipment is idle, preventing the provision of normal services thatmeet customer expectations.

Microscopes■ Back-to-Base Repair Services for Microscopes

Back-to-base repair services are provided for small equipment that is relatively easy to transport, or for items requiring
major repairs or dismantling for inspection and repairs.
Back-to-Base Repair Services (Japanese only)
http://www.olympus.co.jp/jp/support/ind-micro/service/detail/leave.cfm■ Reducing Repair Times

Even in cases that require major repairs or dismantling, we
aim to complete repairs within the times requested by users
and deliver repaired equipment within one month of its return
to base. We will continue our efforts to improve customer
satisfaction by further reducing repair times and enhancing
our after-sales services.

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

In addition to repair services provided through retailers orservice stations, Olympus also offers a repair pick-up service, whereby items requiring repair are collected from thecustomer’s location in response to requests submitted by
telephone or via a website. There is also an on-line repair
booking/estimation system, which allows customers to request repairs and check charges via the Internet. To provide
greater certainty about repair charges, Olympus introduced aflat-rate system*2 for compact digital cameras in December
2010. In February 2013, this system was extended to IC recorders. Information is available on our website.
We offer special repair services for Olympus products(personal products) in communities covered by the Disaster
Relief Act.
*2 Flat-rate system for repairs: Repair services are covered by a single
charge that includes both technical services and parts (excluding consumables and accessories).

■ On-Site Repair Services for Microscopes*1

Information about Repair Services (Japanese only)
http://www.olympus.co.jp/jp/support/cs/digital/service/

Technical staff specializing in microscopes are based inTokyo and Osaka to provide on-site services, including
maintenance inspections, calibration, repairs and relocation.

Improving the On-Time Rate for Back-to-Base
Repairs*1 Inquiries and service requests can be submitted through a membersonly website.

 ervices for Members with Biological Microscopes
S(Japanese only)
http://www.olympus.co.jp/jp/support/bio-micro/service/member/index.cfm
 ervices for Members with Industrial Microscopes
S(Japanese only)
http://www.olympus.co.jp/jp/support/ind-micro/service/member/index.cfm

Industrial Videoscopes
IPLEX Series videoscopes and other videoscopes and fiberscopes that require repairs are returned to repair centers
located at the respective manufacturing facilities. Because
repairs are carried out under the same conditions that exist
on production lines, Olympus is able to ensure that repaired
products meet the same quality standards as newly manufactured products. Operating efficiency and access to parts
are also the same as on production lines. This means that
repairs can be completed within three weeks of accepting
products for repair at sales outlets.
To reduce customers’ lifecycle costs while providing optimal support, Olympus offers maintenance contracts for its
IPLEX Series products.
Repair Services
http://www.olympus-ims.com/en/service-and-support/
service-centers/

39

Imaging Products

OLYMPUS CSR REPORT 2013

One of our target indicators for customer satisfaction is theon-time rate for back-to-base repairs. We are continuallyworking to improve this rate through initiatives that include a
review of service procedures during busy periods. We further
reduced the time required for back-to-base repairs by introducing a “Quick Repair Service” for micro SLR cameras andexchangeable lenses. Customers using the pick-up service
and on-line repair booking service can check the progress ofwork on the Internet or from mobile phones.
▶ Percentage of Repairs Completed within the Allotted Time
(%)

100

80

60

40

Digital compact cameras
Digital single-lens reflex cameras
Audio
2008

2009

2010

2011

2012 (Fiscal year)

INnovation

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

1

 uman Resource Development,
H
Fair Assessment

Olympus defines corporate value as the sum of the valueof 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.

Global Management/Assessment Systems
Encouraging Challenge and Growth with MBO-S(Management by Objectives and Self-Control)
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 the growthachieved by individual employees. This is reflected in theemphasis placed on independent challenges and growth.
One of the key systems for this purpose is MBO-S(Management by Objectives and Self-Control). Under thissystem, each employee creates his or her own themes forbusiness operations and skill development within the framework of policies set by senior management. Employees andsupervisors plan and implement initiatives based on these
themes as work targets.
The aim of this system is to motivate individual employees and help them to achieve their goals, and priority istherefore given to the enhancement of communication between employees and supervisors. At half-yearly meetings,
employees tell their supervisors about their own aspirations
and challenges, while supervisors express their expectations
to their subordinates.

Fair and Reasonable Treatment
Salaries and bonuses reflect each individual’s activities. The
criteria used are the level of achievement under the MBO-S
system and the skill displayed in work activities. Because
corporate performance depends on the contributions madeby employees, the funds available for bonuses are linked tobusiness results.

Skill Development System
Olympus College
Olympus recognizes that people are the most important
driving force for the improvement of corporate value. Ourconcept, which emphasizes respect for the individual, calls
for the development of professionals with the ability to adapt
quickly to change in the business environment. We haveestablished the Olympus College as an internal education
structure for this purpose.
The Olympus College offers over 250 courses centeringon management training, business training, technical training
and global training. Employees can take courses that reflect
their own needs.
Employees generally apply for courses after consulting
their supervisors, but supervisors may also advise employees to take courses.

Advanced Technician/Engineer Incentive System
Olympus has set up an advanced technician/engineer incentive system to support a structured approach to theimprovement of technical and practical skills, and to ensurethat those skills are passed on to future generations ofworkers. The level of individual employees is evaluated using the Skill Level Evaluation Table. Employees that meetthe qualification requirements are awarded the special titleof Advanced Technician/Engineer and given a bonus. As of
April 2013, there were more than 100 qualified techniciansworking for Olympus.

2

 reating Free and Open Workplace
C
Environments

Olympus fosters a free and open corporate culture basedon mutual respect for individuality and diversity, in which
individuals can express doubts and opinions in the spiritof cooperation.

Corporate Health Assessment ProjectIn August 2012, we conducted a questionnaire survey about
our corporate culture. The survey covered the approximately
6,000 employees of Olympus Corporation, Olympus Medical
Systems Corp. and Olympus Imaging Corp., and the effective response ratio was 97%. The questions were selectedon the basis of a debate about the future vision for Olympus
by a project team consisting of seven planning executives
from each business area, and seven members of the union’s
executive committee.
The results of the assessment were shared with all
employees who had taken part in the survey through

OLYMPUS CSR REPORT 201340

INnovation
Creating Innovative Value

management forums (forums for executives from Olympus
Group companies in Japan), and workplace meetings. This
led to a launch of the GT-PJ Project as a framework for astudy of approaches to the improvement of the corporate
culture by leaders in each business division. After gathering
input about the assessment results from employees and theunion, these people reported the results of their study to senior management.
We will now explore specific measures based on recommendations from the GT-PJ Project. These measures will
be implemented collaboratively by senior management andemployees as part of our efforts to foster a better corporate
culture.

Dialogue between Senior Managementand Employees

Health Promotion Activities

Olympus actively holds town-hall meetings as opportunities
for direct exchanges of views between the senior management and employees of the Olympus Group. In fiscal 2012,
the Group Chairman and President held approximately 30 ofthese meetings in seven countries. There were also numerous meetings involving other senior executives.
A town hall meeting is an important opportunity to inform
employees directly about management thinking and aims,
and to absorb information, including employees’ views andworkplace issues.

3

Safety and Health

Olympus has a strong commitment to the health andsafety of its workers and is determined to provide environments in which individual employees can work withconfidence.

Occupational Safety and HealthManagement

Data
Page 66

Safety & Health Promotion Committee
Efforts to create safe working environments are led by Safety& Health Committees in each workplace. These carry out
various activities designed to eliminate hazards from workplaces and improve the health environment, including safety
and health risk assessments, regular patrols, and roadsafety education. In addition, the Safety & Health Promotion
Committee has been established under the CSR Committee.
Chaired by the President, this committee promotes safety
and health activities throughout the Olympus Group andworks to prevent recurrences of problems by sharing information about initiatives by group companies, the causes ofaccidents, and countermeasures.

Physical and Mental Health Consultation
To promote the better mental and physical health of ouremployees, doctors, health workers and nurses employed
by Olympus follow up regular medical checkups with subsequent health advice, medical examinations and interviews to41

OLYMPUS CSR REPORT 2013

prevent health problems stemming from overwork, as wellas private health counseling sessions. An external healthconsultation service is also provided to offer employees freeadvice on health care and other matters by telephone.
In addition to mental health counseling services provided
within the corporate organization, employees also haveaccess to a wider range of support services, including consultations with specialist counselors outside of the Olympus
organization. We also actively provide education and training
programs and workplace management support from theperspectives of self-care and line care (employee care bysupervisors). Other aspects of the extensive support systems developed by Olympus include preventive measuresand support structures for employees returning to work after
leave.

Health Promotion Activities
Olympus helps its employees to improve their health so thatthey can enjoy greater fulfillment in their lives. In cooperation
with the Health Insurance Association, we have expanded
the range of health examinations available. We have also
created an environment in which employees have accessto advice about mental health and the alleviation of lifestylediseases.
In addition to regular health checkups, Olympus encourages employees to monitor their health status by undergoingtests for cancer including stomach, colorectal, lung, breast,uterine and prostate cancer, as well as brain scans anddental examinations. We also work to increase participation
rates for medical examinations. From the age of 35, employees also have access to endoscopic gastrointestinal andcolorectal examinations. Another feature of our programs isthe fact that there is no age limit for breast and uterine cancer examinations. The Health Insurance Association meets
most of the cost of cancer examinations, which are alsoavailable to dependent family members for a fraction of the
cost.
Apart from mental health counseling services within the
Olympus organization, employees have free access to counseling services throughout Japan. These services are alsoavailable to employees’ families.

Campaign to Eradicate Colorectal Cancer
Olympus has been promoting endoscopic colorectal examinations and fecal occult blood tests since fiscal 2007 withthe aim of eradicating colorectal cancer. These examinations
have been available to employees aged 40 and older since
fiscal 2008, and in fiscal 2009, the eligibility was extended to
employees aged 35 and older. In fiscal 2012, about 1,800
employees underwent examinations. This campaign has
contributed to the early detection of the disease.

INnovation▶ Health Promotion Cycle Based on Lifestyle Improvement
Evaluation of healthcheckup results

Health guidance
based on results

Regular healthcheckups
Lifestyle improvement
planning● Lifestyle improvement (diet, exercise, etc.)● Development of physical strength, health promotion

Health Insurance Association Introduces Health
Examination System for Dependent Family Members
Health examinations are now provided for employees’ dependents aged 30 and older as a way of promoting family
health. Family members are required to pay only a small portion of the cost of these examinations. Services are available
at medical institutions contracted by the Health Insurance
Association, of which there are approximately 1,200
nationwide.

Support for Lifestyle Improvement
Olympus helps employees to improve their lifestyles throughvarious activities arranged in cooperation with the Health
Insurance Association. These include, specific health advice,
walking campaigns, exercise seminars, quit smoking seminars, diet improvement seminars and health seminars.

4 reating Energized Working
C
Environments

Data
Page 67

Olympus helps its employees to enjoy active and fulfillingfamily and social lives. We have established a variety ofleave systems and welfare programs in consultation with
employees and unions.

Helping Employees Enjoy Their Work andHome Lives
The following systems and measures have been implemented in Japan.

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

Refresh Plan and PLP Seminar
These systems are designed to reinvigorate long-service employees by providing them with opportunities to review theirlives and renew their motivation for work. They are also intended as recognition for the long years of support provided
by family members of long-service employees. Employees
are eligible for special paid leave and bonuses after sevenyears and 20 years of continuous service. Employees also
receive paid leave at the age of 55 and can use part of thatleave to attend the Age 55 Pension Life Plan (PLP) Seminar,
which is provided for employees nearing retirement age tohelp them plan their post-retirement lives. By participatingin these seminars, employees and their spouses can learn
about life after retirement from three viewpoints: money, objectives, and health.

Promoting of Work-Life Integration
Olympus has implemented work-life integration initiatives
designed to help employees achieve synergies between
work and life through support from both perspectives. Our
aim is to allow employees to achieve their full potential andmaintain active careers when this becomes difficult for various reasons, such as the need to care for children or aging
relatives.
In April 2013, we introduced three new systems: theWork at Home System, the Reentry System and the Task
Flex System.
Work at Home System
This system provides opportunities for a flexible approach to work byallowing employees to work at home.
Reentry System
This system gives employees the opportunity to return to an activerole in Olympus after they have previously resigned due to unavoidable circumstances, such as a spouse’s work transfer or the need tocare for children or aging relatives.
Task Flex System
This system allows executives who temporarily need to devote theirenergies to childcare or care for aging relatives to reconcile their workand care responsibilities by setting aside their executive tasks for a
specific period.
Reduction of Working Hours
This system exceeds the statutory entitlement to reduced working
hours for childcare purposes (two hours until the end of April in thechild’s first year of elementary school, one hour until the end of April inthe child’s fourth year of elementary school). Reduced working hours
are also available for employees caring for aged relatives.
Olympus also operates its own working hour reduction program for
pregnant employees.
Support Plan for Child-Raising Activities
Olympus has established a general employer action plan as required
under the Act on Advancement of Measures to Support Raising NextGeneration Children.

Enhancing workplace management
Newly appointed executives undergo training courses, during which they study guidelines and methods for enhancing
the potential of the entire organization by exercising appropriate labor management and bringing out the full potentialof each individual employee. The curriculum covers time
management methods and safety requirements under laborlaws and other basic rules for labor management, including
consideration for mental health.

OLYMPUS CSR REPORT 201342

INvolvement
Social Involvement

Harmony with the Environment
Respecting the importance of people’s safety and health and the essential role of nature insupporting their lives, the Olympus Group will contribute to a healthy environment and pursue
sustainable development of society through business activities and technological developmentsthat are in harmony with nature.

1

Environmental Management

Promotion System for Environmental
Management

We are working under the Olympus Group Environmental
Charter 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
Charter

Data
Page 64

The Olympus Group Environmental Charter was adopted
in August 1992 (amended in October 2005) with the aim ofdefining our basic philosophy on environmental issues andlinking that philosophy to concrete action.
We place great importance on the reduction of environmental loads throughout product lifecycles, and weare actively working to create environmentally-conscious
products, to consider the environment at our businesssites, and to improve the environmental performance of ourlogistics processes. Progress on these initiatives is reviewed
by the Board of Directors and the Executive Management
Committee as part of efforts to achieve environmental load
reduction targets through continual improvement.

▶ Environmental Management Structure
Board of Directors and Executive Management Committee
President
Director Responsible for Environmental Affairs
Environmental Management Supervisor

Responsible for promoting environmental
management for the entire Olympus Group

Priority Policy
Reinforcement ofenvironmental management
structure

Business Group
Environmental Management
Organizations

Provision of environmentallyconscious products andservices

Target einforcement of environmentalRrisk response structure● xpansion of range of Olympus
E
Eco-Products●

Manufacturing-related CO2
emissions: 15% reduction fromFY 2007 level● Waste: 15% reduction from FY
2007 level●●

Reduction of environmentalloads resulting from businessactivities

Improvement ofenvironmental
communications

43

OLYMPUS CSR REPORT 2013●

 aising of environmentalR
awareness throughrevitalization of environmental
communications

 9 Olympus Eco-Products created4(cumulative total: 467)

 5% reduction through fuel conversion,
1
production rationalization and other measures● 30% reduction through use of liquid waste
concentrators, improvement of processing
methods and other measures
 lobal implementation of educational activitiesG
to raise environmental awareness(Environmental Awareness Month)● In-house and public environmental photographycompetitions●

Olympus Group Environmental Committee
Deliberates on important items related
to the corporate environmental measuresand implements those measures.
Eco-Products Approval Committee
Conducts standards setup
and approval of Eco-Products

Facility Environmental
Management Organizations

Results
 xpansion of scope of ISO 14001 certificationE● Implementation of environmental complianceeducation programs●●

Page 68

Olympus has established an organizational unit responsible
for the promotion of environmental management in groupcompanies and business units. The Quality & Environment
Administration Division is also working to promote environmental management throughout the Olympus Group.
We regard environmental management systems as essential environmental management tools, and we are progressively expanding the scope of our certification underthe ISO 14001 standard. Certification has been obtained
for all production facilities and key logistics and distribution
subsidiaries in Japan. We are also obtaining certification at a
growing number of key overseas production facilities, including Olympus Vietnam Co., Ltd., which achieved certificationin fiscal 2012.

Olympus Group
Environmental Management Division(Olympus Group Environmental Secretariat)▶ Summary of Results of Activities in Fiscal 2012

Data

Local Overseas Subsidiaries
Environmental Management
Organizations

Future Plans
 ontinual improvement of environmentalCmanagement systems● Enhancement of environmental education●●Creationof environmentally-conscious productsthat reflect business characteristics●

 eduction of environmental loads throughR
improvement of production efficiency andenvironmental improvement activities● ontinuation of global educational activities
C
designed to raise environmental awarenessExpansion of environmental contribution
initiatives based on business activities●

INvolvement

Data

Compliance with Environmental Laws

Environmental Accounting

In fiscal 2012 there were no environment-related lawsuits,fines or penalty charges. However, there were environmental
non-conformities relating to the control of chemical substances in products and the management of wastewaterfrom business facilities.
We verified and improved our processes concerning themanagement of chemical substances in products using theChemical Substances Management Guidelines formulatedby the Joint Article Management Promotion-Consortium(JAMP).
Wastewater standards were exceeded at Nagano
Olympus during work performed by an outside contractor.
In accordance with an administrative directive from the local
authorities, we carried out an environmental risk assessment, issued a specific warning to the contractor concerned,
and implemented measures to prevent recurrences.

Olympus monitors the costs and benefits of environmental
protection efforts. We also quantify the economic effects
as accurately as possible. This work allows us to shareexamples of effective and efficient environmental activities
and promote environmental management throughout the
Olympus Group. In fiscal 2012 we continued our efforts
to achieve a sustained reduction in environmental loads,
primarily through research and development relating toenvironmentally-conscious products, and through efforts at
production sites, especially power saving activities.

Page 68

Global Warming Prevention Measures
Monitoring and Responding to the Impact of Climate
Change on Business Activities
Climate change could affect the business activities of the
Olympus Group in various ways. For example, laws and regulations could be strengthened in such areas as the energy
efficiency of products and emissions trading. In addition, theincreased frequency of typhoons, flooding and other disasters could cause delays in the procurement of raw materials
and parts.
We are responding to these possible impacts by monitoring information about laws and regulations in Japanand other countries, and by diversifying our procurement
networks.
Data

CO2 Emissions during Product Lifecycles

Page 68

Greenhouse gas emissions are recognized as a cause of
global warming, and Olympus regards the reduction of theseemissions as an important priority. Our Basic Environmental
Plan calls for a 20% reduction in CO2 emissions by fiscal
2014 (from the fiscal 2007 level), and we have implemented
various initiatives toward the achievement of that target.
Even after adjustment for reduced production, the targetof a 20% reduction by fiscal 2014 (from the fiscal 2007 level)
was achieved ahead of schedule in fiscal 2012 through a
combination of environmental improvement initiatives, including the development of lighter, more compact and moreenergy-efficient products, the improvement of production
efficiency, and modal shifts in our logistics activities.

Green Purchasing
Under its green procurement policy, Olympus preferentiallyselects environment-friendly items when purchasing officeproducts, office automation equipment, motor vehicles andother items for business use.
In addition, drivers are encouraged to practice ecodriving* and switch off engines when vehicles are parked.
*Eco-driving: This is generally defined as driving techniques designed tominimize exhaust emissions, including the use of idle-stop systems andthe avoidance of sudden acceleration and wasteful fluctuations in speed.

▶ Number of Company-Owned Vehicles in Japan(FY2012, as of March 31, 2013)
Facilities/Office

Total
VehiclesOwned

Number of
Eco-Cars

Eco-CarRate (%)

Olympus Corporation Head Office,branches and business offices
throughout Japan

342

339

99

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

13

9

69

Olympus Corporation,
Nagano Facility

16

13

81

Olympus Medical Systems Corp.,
Shirakawa Facility

9

7

78

Aomori Olympus Co., Ltd.

5

4

80

Aizu Olympus Co., Ltd.

5

3

60

Olympus Terumo Bio MaterialCo., Ltd.

17

17

100

Olympus Medical Science Sales
Co., Ltd.

580

545

94

8

7

88

995

944

95

Olympus Logitex Co., Ltd.
Total

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

OLYMPUS CSR REPORT 201344

INvolvement
Social Involvement

Biodiversity Conservation

Environmental Impact

There is concern that the loss of biodiversity will have a serious impact on the global environment and our lives.
In fiscal 2012, Olympus contributed to biodiversity protection through initiatives relating to aquatic environments.
Based on our biodiversity conservation guidelines, these
initiatives centered on environmental contribution activities
relating to the management of water resources and green
areas.

Olympus is working to monitor and reduce environmentalloads throughout product lifecycles, including the use of resources to produce and distribute products, the disposal ofwaste products, and recycling.
In fiscal 2012, we introduced alternative cleansing
agents and reduced energy inputs by switching from heavy
fuel oil to city gas and liquefied petroleum gas (LPG). We
also reduced groundwater use and wastewater emissions
through improved control of water supply systems and water
conservation activities.

*Information about contribution initiatives relating to water circulation
can be found on page 53 in the section headed “Community-Based
Voluntary Environmental Activities—Water Circulation in Forests, Rivers
and Seas.”

Business
Activities

Input of Resources and Energy
Energy (total)

1,770 TJ (−2%)

Electric power

138.18 million kWh (−3%)

Heavy fuel oil

383 kl (−70%)

25.01 million m3 (+3%)

Kerosene

50 kl (+49%)LPG

656 t (0%)

Diesel fuel4,296 kl (−2%)

LNG

1,183 t (+32%)

Gasoline

35 kl (−10%)

City gas

Chemical Substances (PRTR substances handled)

45 t (−2%)

Water (total)

1.24 million m3 (−18%)

Piped water

0.45 million m (−3%)

Ground water

0.79 million m3 (−25%)

Development
andProduction

Discharge of Environmental Load Substances
Green House Gasses (total)

101,199 t-CO2 (−4%)

CO2 generated from energy

101,166 t-CO2 (−4%)

CO2 not generated from energy

33 t-CO2 (−51%)

Substances Emitted

Research andDevelopment

NOx

126 t (−3%)

SOx

0.5 t (−70%)

Chemical Substances (PRTR substances emitted)

3

Production

Raw Materials and Sub-Materials (total)
Metals (steel, aluminum, brass)
Plastics (optical plastics, ABS, PC,polyethylene, polypropylene)

21 t (−3%)*This figure represents emissions of chemical substances that wereadded to the PRTR system in fiscal 2010, together with substancesthat were already being monitored.

Discharge to Water Systems (total)

1.24 million m3 (−18%)

Water discharged (public waters)

0.68 million m3 (−32%)

Water discharged (sewage)

0.56 million m3 (+10%)
2 t (−31%)

BOD

Discharge
Office Supplies
Copy paper

97 t (−3%)

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

Waste discharged

3,924 t (−12%)

Amount recycle

3,636 t (−11%)

Sales and
Logistics

CO2 Emissions during Transportation (total)
CO2 (Japan)

1,929 t-CO2 (+12%)

Logistics

CO2 (international)

57,879 t-CO2 (−11%)

59,808 t-CO2 (−11%)

Sales
Use of Packaging Materials (total)

1,888 t (+3%)

Cardboard

1,357 t (+6%)

Paper

285 t (−4%)

Plastic

191 t (−9%)

Metal

0 t (0%)Glass

0 t (0%)

Only production facilities in Japan45

OLYMPUS CSR REPORT 2013

Global production facilities

Product Shipment
Major Products (total)

Repair and Service

3,144 t (−1%)

Endoscopes

548 t (−6%)

Digital cameras

Microscopes

506 t (+9%)

Recorders

Difference in percentage from previous year in brackets

1,872 t (−3%)
217 t (+3%)

INvolvement

2

E nvironmental Initiatives throughout
Product Lifecycles

Olympus develops environmentally-conscious products
and production technologies and supplies the benefits ofthat work to society. We assess environmental impacts
and work to minimize those impacts at every stage of
product lifecycles, including development, procurement,
production, sales and use.

In fiscal 2012, 49 products were added to the list of
Olympus Eco-Products, bringing the cumulative total to 467,
including nine Super Eco-Products.
Olympus will continue these efforts to reduce the environmental impact of every product that it manufactures andsells. As a manufacturer, we are determined to supply environmentally harmonious products.
▶ Cumulative Total of Olympus Eco-Products
467

418
349

Product-Related Initiatives
Olympus has established its own Olympus EcoProducts Standards to guide its efforts to provide
environmentally harmonious products. Used as standards for environmentally responsible design, thesestandards take into account the characteristics ofeach business area and product.

Olympus Eco-Products
Olympus aims to supply environmentally-conscious products designed to minimize environmental loads at all stages,
including the use and processing of raw materials, productassembly, transportation and disposal.
Under the Eco-Products Administration Rules formulated
in 2003, Olympus certifies products that meet its own standards for environmentally-conscious products as “Olympus
Eco-Products.” In developing these standards, Olympus referred to the Type II environmental labeling requirements stipulated under the international standard, ISO 14021. Throughthis approach, Olympus is seeking to reduce environmentalloads across entire product lifecycles. The scope of the standards has been expanded to include not only products andtheir packaging, but also production and logistics processes.
Assessments are based on four items: safety/environmental
protection, energy conservation, resource conservation, andinformation disclosure.
In fiscal 2010, Olympus added new environmentally
responsible design standards that are even more rigorous
than the Eco-Products Standards. Under these new standards, products that make significant contributions to the
reduction of environmental loads are classified as “Super
Eco-Products.”

The Olympus
Eco-Product mark7

3

Number of products

402003 2004 2005 2006 2007 2008 2009 2010 2011 2012 (Fiscal year)

List of Certified Super Eco-Products
http://www.olympus-global.com/en/csr/involvement/products/
eco-products/listsuper.jsp
List of Certified Eco-Products
http://www.olympus-global.com/en/csr/involvement/products/
eco-products/list.jsp▶ Eco-Products System
Super Eco-Products Standards
Super Eco-Products must meet either one of thefollowing requirements in addition to the Olympus
Eco-Products Standards.

Super
Eco-Products

1. Compared to the predecessor as its
basis*1, the rate of greenhouse gas
emissions reduction is 50% or more*2.
2. Compared to the predecessor as its
basis*1, the rate of mass reduction is
30% or more*3.
3. Equipped with innovativeenvironmentally-conscious technology.
4. Received environment-related awards
from outsiders.

Eco-Products*1 Normally in comparison with FY2007 products*2 Calculated on an LCA basis*3 Total mass, including the product, accessories and packaging

Eco-Products Standards

Production

Packaging

Logistics

Management/reduction of chemical substances
Compliance with related laws/regulations

Safety/Environmental
protection●Energy conservation

●

—

●

Resource conservation
Extension of product life
● Use of recyclable andrecycled materials● Design for easy to dissolve● Recyclable design●

Recyclable design●Improvement oftransportation
efficiency●—Reduction of power consumption●Disclosure of Environmental
information

190
130

92

Products

Resource conservation
(3Rs)

286

Resource
conservation
Use of recyclable
and recycledmaterials● Recyclable design●●

Use of returnablecontainers fortransportation●Disclosure of LCA, waste data, energy consumption data
Use of Olympus Eco-Product mark●●

OLYMPUS CSR REPORT 201346

INvolvement
Social Involvement

Green Procurement

Olympus Product Life Cycle Assessments
To create environmentally-conscious products, we firstneed to identify the ways in which each product affects theenvironment.
Olympus products can be divided into two categories.
First, there are products which are largely manufactured inhouse, starting with the production of parts. These include
medical and industrial endoscopes and microscopes. The
second category consists of products that are mostly assembled from components manufactured by suppliers, suchas cameras and IC recorders. Products in these two categories affect the environment in different ways, and environmental loads can be reduced most effectively by matching
our approach to the specific environmental loads associatedwith each type of product.
We use the concept of Olympus Life Cycle Assessment(OLCA) to identify each product’s environmental impact. The
effect of products on global warming can be measured interms of lifecycle CO2 emissions, which in the case of industrial endoscopes occur mainly during the production of raw
materials and parts. For this reason, we work at the design
stage to reduce environmental loads during the productionof parts.
Environmental loads relating to digital cameras are generated mainly at the distribution stage, which accounts forabout one-half of total emissions. Distribution-related environmental loads can be significantly reduced by switchingfrom air transportation to marine transportation, and we are
therefore working to increase the percentage of products
transported by sea.

We are working to reduce environmental loads in partnershipwith our suppliers.

Green Procurement Activities
Olympus informs all suppliers about its environmental
concepts, including the Olympus Environmental Charter,
environmental philosophy, and the Environmental Action
Guidelines. We work with suppliers to improve environmental initiatives in various ways, including environment-related
surveys, and questionnaire surveys about environmental
management systems.
 lympus Group Green Procurement StandardO(Japanese, English and Chinese versions)
http://www.olympus-global.com/en/csr/involvement/products/
procurement/

Control of Chemical Substances Used in Products
In recent years, governments worldwide have tightened
regulations relating to the reduction or control of chemical substances that affect human health or the environment. In 2003, Olympus established the Control Rules
for Environment-Related Substances Used in Products.
We rigorously control chemical substances according
to control levels based on local regulatory requirements,
such as the RoHS Directive and the REACH and CLP
regulations in Europe, and the Act on Confirmation, etc.,
of Release Amounts of Specific Chemical Substancesin the Environment and Promotion of Improvements to
the Management Thereof (Kakanho) and the Act on the
Evaluation of Chemical Substances and Regulation of Their
Manufacture, etc. (Kashinho) in Japan, as well as other criteria, including social trends. In addition, we have established
Environmentally
Environmentally
the Environmental Regulation Liaison
Committee
as an inConscious
Conscious
Products
Products on environmental
ternal forum for the sharing of information
Existing
Existing
regulations, and for deliberations
on Environmentally
related measures.
Environmentally▶ Concept of Olympus Life Cycle Assessment (OLCA)
Environmentally
Conscious
Products
Existing
Products

Environmentally
Conscious
DesignEnvironmental Environmental
Load Analysis Load Analysis(Olympus(Olympus Life Cycle) Assessment)Life Cycle
Assessment▶ OLCA for the IPLEX TX Industrial Endoscope

Use 0.6%

ductionaw
terials
7%

Distribution
46.5%

Assembly of parts 0.3%

47

OLYMPUS CSR REPORT 2013

▶ OLCA for the E-PM2 Micro Four Thirds Digital Camera

Production
Use12.1%
0.0%
of raw Disposal 12.1% Disposalmaterials
Distribution 0.3%
11.0% Distribution 0.3%
Assemblyof parts
1.5%
Productionof parts
39.0%

OLCA

OLCA

OLCA

(Olympus Life Cycle Assessment)

Disposal 2.6%

Plan

Plan

Environmental
Load Analysis%

Products

 lympus Group Control Rules for Environment-RelatedO
Substances Used in ProductEnvironment
Environment
http://www.olympus-global.com/en/csr/involvement/products/
ImpactImprovement Improvement Impact
procurement/
Assessment
Assessment

Environment
ImpactAssessment

Improvement
Plan

Conscious Products
DesignConscious
DesignAssemblyof parts
1.5%
Productionof parts
29.3%

Disposal 2.6% Disposal 2.6%
Productionof raw
Use 0.6% materials
Use 0.6%
11.0%

Use 0.0%

Productionof Productionrawof parts
materials
29.3%
56.7%

Productionof rawmaterials
56.7%

Distribution
46.5%

Distribution
46.5%
Productionof parts
39.0%

Assembly
Assembly of parts
0.3% of parts 0.3%

Productionof rawmaterials
11.0%

Productionof parts
39.0%

INvolvement

Monitoring Chemical Substances
Olympus monitors environment-related substances in thematerials and parts used in its products in accordance withmechanisms established by the Joint Article Management
Promotion-Consortium (JAMP)*1. We ask suppliers to analyze environment-related substances in their materials andparts, and to provide information. We also conduct in-house
analyses when necessary. Information about environmentrelated substances in procured products is stored in a database and verified by development and purchasing staff. This

information is used to select or change materials, parts andsuppliers as part of our efforts to ensure that our products
do not contain environment-related substances.
*1 The Joint Article Management Promotion-Consortium (JAMP) is anorganization established to support compliance with international
substance management systems by promoting the establishment of
mechanisms to ensure the appropriate management of information
about chemical substances contained in articles, and the efficient dissemination of that information through supply chains.

▶ Outline of the Chemical Substance Management Database

Suppliers

OlympusMaterial manufacturers

Research & Development
Division

Chemical substancemanagement database
Request an
investigation

Parts manufacturers
OutputSet manufacturers*

Send

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

contained in parts

Quality & Environment
Management Division* Manufacturers that procureparts internally or externally,
process/assemble them andsell the finished products

OLYMPUS CSR REPORT 2013

48

INvolvement
Social Involvement

Manufacturing-Related Initiatives
Olympus is contributing to the realization of a recyclingoriented society through its efforts to conserve a wide
range of resources, including energy, water, minerals
and biological materials.

Reducing Manufacturing-Related
CO2 Emissions

In fiscal 2004 we completed applications for all of our facilities concerning the early disposal of transformers, capacitors and other electrical equipment containing PCBs, which
are now in storage. As soon as processing at designatedfacilities begins, we will dispose of these items appropriately.
*Volume reduction: This intermediate stage in the waste disposal process
is used to reduce the volume of waste requiring disposal.

Total Copy Paper Consumption
Data
Page 69

Results of Activities in Fiscal 2012
Manufacturing-related CO2 emissions: 101,199 tons,
reduction of 15% from the 2007 level

Total copy paper consumption was 97 tons. At manufacturing sites, paper consumption is being reduced through theapplication of IT, including document digitization and the useof projectors at meetings instead of printed materials. Bothmanufacturing sites and administrative departments are actively working to reduce the use of paper.

Fiscal 2014 target: 20% reduction from the fiscal 2007 level

CO2 emissions from facilities in fiscal 2012 amounted to101,199 tons. This represents a year-on-year reduction of
4% and is 15% below the fiscal 2007 level.
In addition to our efforts to reduce electricity consumption at individual facilities, we also switched from heavy fueloil to LNG, which produces less CO2, and removed heavy
fuel oil tanks from the former Ina Plant, as part of the integration of manufacturing operations in the Nagano area.
In addition, we are actively switching to renewable energy
systems, including the installation of solar panels and thepurchase of green electricity.
We are also working to reduce non-energy greenhousegas emissions associated with substances used in cleansing, etching and other processes, such as HFCs, PFCs andSF6, by developing alternative technologies.
Most of the energy that we use consists of electric power.
Initiatives to reduce power consumption include day-to-day
energy conservation activities, the use of renewable energy,
loss visualization by means of electricity monitoring, and thedevelopment of energy- and resource-efficient manufacturing
technologies. These activities form an important part of ourefforts to improve the environmental performance of ourmanufacturing activities.

Reducing Waste andRecovering Resources

Data
Page 69

Waste emissions: 3,924 tons,
30% reduction from the 2007 level
Fiscal 2014 target: 20% reduction from the fiscal 2007 level

Waste emissions in fiscal 2012 were 12% lower year-on-yearand 30% below the fiscal 2007 level at 3,924 tons. At the
Ishikawa Research and Development Center, we expanded
the capacity of vacuum distillation facilities used to concentrate wastewater from cleansing processes and achieve
volume reduction*. We will continue to enhance our resource
productivity through efforts on various levels, including the
reduction of disposal at landfills, the improvement of recycling ratios, the reduction of processing losses, and the design of products to minimize waste.

OLYMPUS CSR REPORT 2013

Data
Page 70

Results of Activities in Fiscal 2012
Water used: 1.24 million m3,
47% reduction from the fiscal 2007 level
Fiscal 2014 target: 20% reduction from the fiscal 2007 level

Water is used for many purposes, including the washing ofparts, and is an extremely important resource for the business activities of the Olympus Group. We set targets for the
reduction of water consumption, and we also develop manufacturing methods that help to minimize the amount of water used. In addition, we regularly inspect facilities to ensurethat all water leaks are repaired. We also work to minimize
environmental impacts by maintaining and managing water
treatment facilities and monitoring the quality of wastewater.

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

Chemical Substance Safety and Control: Policies

Results of Activities in Fiscal 201249

Conservation of Water Resources

The Olympus Group controls environmentally sensitive
chemical substances used in production processes under
its Control Rules for Environment-Related Substances Usedin Products, which reflect trends in chemical regulations inforce throughout the world. Under these regulations, thesubstances used by Olympus are managed in four categories: completely discontinued substances, substancesscheduled to be completely discontinued, limited use substances, and substances requiring appropriate management.
Olympus aims to minimize environmental risks by reducing
emissions of chemical substances into the environment, andby maintaining appropriate management systems.
 ontrol Rules for Environment-Related Substances UsedCin Products
http://www.olympus-global.com/en/csr/involvement/
manufacturing/chemical/basis2.jsp

INvolvement

Data

Results of Activities in Fiscal 2012

Page 70

Emissions and movements of PRTR substances: 20.6 tons,
3% reduction from the fiscal 2011 level*1
Fiscal 2014 target: 20%*2 reduction from the fiscal 2007 level*1 Because of changes to the PRTR system, year-on-year comparisonsare based on the sums of newly monitored substances, which havebeen covered by the system since fiscal 2010, and existing monitored
substances, which have been covered since before fiscal 2009.
*2 The target for fiscal 2014 is based only on existing monitored substances that have been covered by the system since before fiscal
2009.

Since fiscal 2000, the Olympus Group has conducted surveys under the PRTR system* to ascertain the amounts ofsubstances requiring appropriate management that havebeen handled, emitted or moved. Any PRTR substance of
which more than 10 kg is handled per year at any businesssite is subject to control requirements and measures to reduce emissions and movements.
In fiscal 2012, the total amount of PRTR substances
handled was 45.0 tons, and the amount emitted or transported was 20.6 tons (3% reduction from the fiscal 2011
level).
*T he Pollutant Release and Transfer Register (PRTR) system covers
chemical substances with the potential to cause harm to human healthor ecosystems. Under the system, businesses monitor the amountsof these substances emitted from their business sites into the environment (atmosphere, water, soil) or moved from their business sites inwaste or other forms. The results are reported to government agencies,
which aggregate and publish the data. In Japan, the PRTR regulations are based on the Act on Confirmation, etc. of Release Amountsof Specific Chemical Substances in the Environment and Promotion of
Improvements to the Management Thereof, which came into force in
2001. Following amendments to the law in 2008, the number of Type 1
designated substances subject to monitoring under the PRTR system
has stood at 462 since fiscal 2010.

Air Pollution Prevention

Data
Page 70

Olympus is working to reduce emissions of nitrous oxides(NOx) and sulfur oxides (SOx) by managing boilers, which
are the source of NOx emissions, under its own standards,
which are more stringent than the regulatory requirements.
Specifically, the standards require the maintenance, management and improvement of facilities through ongoing facility inspections and combustion management, and throughthe measurement of exhaust gases at least twice a year.
Moreover, Olympus has been shifting from heavy fuel oil,which emits SOx, to other fuels.
Olympus has also adopted its own standards for thecontrol of volatile organic compounds (VOCs). We are working under these standards, which are more stringent thanthe official standards, to maintain, manage and improvetreatment facilities.

Logistics-Related Initiatives
Olympus is reducing environmental loads by improving packaging and using transportation methods thathave low CO2 emissions.

Reducing Transportation-Related
CO2 Emissions
Olympus is working to reduce transportation loads by reducing product and packaging weights. We are also cutting
transportation related CO2 emissions by improving transportation efficiency and expanding our modal shift to transportation methods that produce less CO2.

Results of Activities in Fiscal 2012

Data

Transportation-related CO2 emissions: 59,808 tons,
58% reduction from the fiscal 2007 level

Page 70

Fiscal 2014 target: 20% reduction from the fiscal 2007 level

In fiscal 2012, CO2 emissions were 11% below the previous year’s level at 59,808 tons. While this reduction resulted
in part from lower sales volumes, it was mainly achieved
through the increased use of marine transportation for international shipments.

Improving Transportation
Olympus Logistics Corporation, an Olympus logistics subsidiary, investigated an increase in the use of shuttle transport services between the Tokyo Center and the Nagano
Facility. This investigation revealed that the increase was attributable to the use of non-stackable packages.
To solve this problem, Olympus Logistics Corporation introduced the “Wacopon,” a returnable container that is ideal
for use on its shuttle transportation services. This measure
has reduced logistics loads in Japan.

Non-stackable boxes(before the improvement)

A Wacopon returnable andstackable container(after the improvement)

OLYMPUS CSR REPORT 201350

INvolvement
Social Involvement

3

Environmental Communication

Main Activities in Environmental Awareness Month
Activities

Olympus implements environmental education and awareness for all employees with the aim of developing humanresources capable of playing a positive role in its environmental activities.

Global Environmental Photo Contest
The aim of this contest is to raise environmental awareness. The
theme was “Saving the Blessings of Nature for the Future.” Winning
entries were exhibited at Olympus facilities in Japan.
Basic environmental education for all employees in Japan(e-learning)

Environmental Education and Awareness
Activities

All employees in Japan took part in activities focusing specifically on
the environmental demands of society and the Olympus environmental philosophy. Through this program, employees gained a renewed
awareness of their role in environmental initiatives through their work
activities. (Written materials were distributed to employees who wereunable to use computers.)

The Olympus Group is implementing in-house environmental
education programs with the aim of raising awareness ofenvironmental issues and involving all employees in efforts
to reduce environmental loads. We are actively committed
to environmental initiatives as part of our contribution tosociety.

Environmental lectures
Environmental officers and staff in each business division attended
lectures about trends in the regulation of chemical substances andactions in response to those trends. This program was designed tofoster a shared understanding about future strategies and recent
developments.

Company-Wide Environmental Education
Olympus provides environmental education for all employees. Programs are designed to match the roles and aims ofparticipants and the types of business activities in which they
are involved. Each Olympus site sets its own internal targets
for personnel training and systematically trains employees tobecome environmental and occupational safety and healthspecialists.
Company-Wide Environmental Education Programs
Implemented by Environmental Departments
SeminarNumber of Seminars
Held Annually

Number ofParticipants

Training for ISO 14001
internal auditors

5

68

Follow-up training forthe revised ISO 14001

1

20*These seminars are for Olympus Group companies in Japan.

“Light Down Campaign” by the Ministry of the Environment, Japan
Neon advertising signs in Hachioji and Hatagaya were switched off onJune 21 and July 7, 2012.

ECOLY—Points Program for Environmental Activities
In fiscal 2009, Olympus launched the ECOLY (ECO +Olympus) points program for environmental activities. Thisin-house program is designed to encourage as many employees as possible to join in environmental activities byplacing interesting information about the environment and related activities, such as CO2 reduction, 3Rs (Reduce, Reuse,
Recycle) activities, and the conservation of water resources,on the intranet. The aim is to make ecological action fun. For
example, employees who participate in the ECOLY program
earn points according to their level of environmental contribution and can redeem those points for eco-goods.

Environmental Awareness Month Program
In June 2012 we launched the 37th Environmental
Awareness Month program for Olympus Group companies
in Japan and overseas. The theme was “Working steadily
together on environmental activities—Even small improvements count.” We also implemented global environmental
photo contest in which all Olympus Group employees were
eligible to compete.

Winning Entries in the Global Environmental Photo Contest“Colors” (Japan)“Lake Raystown” (U.S.A.)“Arctic Poppies” (Germany)

Global Environmental Photo Contest
http://www.olympus-global.com/en/csr/involvement/communication/photocon/2013.jsp

51

OLYMPUS CSR REPORT 2013

“Flowering Amid Destruction”(Singapore)

INvolvement

Contribution to Society
The Olympus Group is always mindful of the impact our decisions have on stakeholders and society, and we will
actively seek out the voices of stakeholders, including customers, business partners, shareholders, employees andcommunities, 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 the Group engages in business.

1

 ocial Contribution Policies andS
Activities

an official sponsor of the Brave Circle Steering Committee(non-profit organization).

Olympus will continue to use management resources
gained through its business activities to help people enjoy
better lives.
Data

Social Contribution Policy

Page 63

BRAVE CIRCLE (Japanese only)
http://www.bravecircle.net/

Support for the Japanese Foundation for Researchand Promotion of Endoscopy
The Japanese Foundation for Research and Promotion ofEndoscopy, a public interest incorporated association, wasestablished to contribute to the development of medicine
and the improvement of the welfare of humankind by encouraging and subsidizing research into endoscopic medicine. It was launched with a donation from Olympus in 1982.
In fiscal 2012, the Foundation provided research support to42 recipients. Every year, Olympus gives donations to theFoundation to support its activities.

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

 apanese Foundation for Research and Promotion ofJ
Endoscopy (Japanese only)
http://www.endo-jfe.or.jp/

Activities Relating to Medicine and Health

Activities Relating to Culture and the Arts

Colorectal Cancer Awareness Campaign in
Cooperation with Government Agencies

Oyako DayIn February 2007, Olympus launched the Brave Circle
Campaign to eradicate colorectal cancer. The aim of thiscampaign is to reduce the number of deaths from colorectal
cancer by informing people in the target age group (40 andolder) about the importance of having diagnostic checks. In
July 2009, the Brave Circle Steering Committee was granted
the status of a non-profit organization (NPO), and the initiative has since evolved into a public service activity involving
many companies and organizations.
In fiscal 2012, Olympus distributed explanatory booklets
about diagnostic checks to recipients of the government’s
free colorectal check coupons in collaboration with 850 municipalities. We also encouraged people to undergo colorectal checks by staging various events, including the Colorectal
Cancer Quiz and the Intestine Tunnel Adventure, at 27 locations throughout Japan in cooperation with central and local
governments. Olympus actively supports these activities as

In 2012 we celebrated the 10th anniversary of Oyako Day*.
Olympus was profoundly impressed by a suggestion fromphotographer Bruce Osborn that the fourth Sunday in Julyshould be set aside as a day dedicated to parent-child communication. Since becoming the first corporate sponsor of
the Oyako Day Promotional Committee in 2004, Olympus
has supported efforts to popularize the concept and has
continued to play an active role. For example, Olympus
employees participate in official Oyako Day events asvolunteers.
One such event is the Oyako Day Super-Photo Session.
In 2012, 100 parent-child groups were photographed, andthe images were displayed in the Olympus Galleries in Tokyo
and Osaka. Olympus also supports other Oyako Day events,
including photography and essay competitions and the
Oyako Award.
Olympus supports Oyako Day activities because of
our belief that the power of photography can be used tostrengthen and enrich the emotional bonds between parents
and children at a time when there is growing awareness of
the importance of parent-child relationships.
*Oyako Day was approved by the Japan Anniversary Association in 2005.

Tokyo Health Walk
2012

A collaborative
event with Chiba
Prefecture(September)

An event staged with Miyagi
Prefecture (November)

Oyako Day
http://www.oyako.org/en/top.html

OLYMPUS CSR REPORT 201352

INvolvement
Social Involvement

Olympus Presents
The First Friendship Concert

Comment

Olympus Imaging Corporation, which sells linear PCM recorders capable of capturing high-quality audio recordings,
sponsored the “Friendship Concert” for players from threehigh schools and one wind orchestra as a way of publicizing
its products while also supporting wind orchestra activities
for young people. Held in Tokyo, the concert gave the participants an excellent opportunity not only to perform, but also
to listen carefully to performances by other wind orchestras.
A recording of the concert, made using Olympus LS-14
Linear PCM Recorders, is available on the Olympus website.

The 1st Friendship Concert

The concert wasrecorded using LS-14
digital recorders.

Olympus Presents—Friendship Concert (Japanese only)
http://olympus-imaging.jp/pcm/jp/review/friendship/

Overseas Photographic Field Work
Olympus is helping to train world-class documentary
photographers by supporting the Overseas Photo Field
Work Program of the Nippon Photography Institute (NPI).
Sebastiao Salgado is the honorary adviser for this program,which is the first of its type in the world. In 2012, the seventhgroup of students took up the challenge of a continuous
183-day photographic tour throughout Asia. Olympus provided photographic equipment and also helped to administer a blog that allowed participants to communicate theirexperiences on the tour in real time from overseas.
During the Singapore stage of the photographic tour, local staff from Olympus Imaging Singapore Pte. Ltd. (OISP)
created an opportunity for contact with local people bystaging a special exhibition of the participants’ work in the
Olympus booth at the PC Show 2012, the biggest IT trade
fair in Singapore.

The Olympus boothat the PC Show 2012
(Photo courtesy of NPI)

An NPI student speaks
about the photographs.
(Photo courtesy of NPI)

Activities Relating to the Global Environment
Voluntary Environmental Activities—Water Circulation in Forests, Rivers and Oceans
Olympus employees and their families at business facilities inJapan and overseas participate in voluntary activities focusing on water circulation in forests, rivers and oceans. The
aim of these activities, which are tailored to local characteristics, is to contribute to the creation of a society capable

53

OLYMPUS CSR REPORT 2013

Nippon Photography InstituteComments about the Overseas Photo Field
Work Program
Students in the first Overseas Photo Field Work Program
spent almost half-a-year carrying out practical photography studies in 10 Asian countries in 2006. Eachyear since then, Olympus Group companies in Japanand overseas have provided extensive support for the
program, including the supply of digital cameras so thatparticipants can share their experiences on blogs, andassistance with the staging of photographic exhibitionsin Singapore, which is one of the countries covered by
the program, to enable the students to display their workoverseas.
Particularly important for the students was the opportunity to participate in exhibitions overseas, which would
not have been possible without the superb support
provided by Olympus staff from the preparatory stage,
including the selection of venues.
The students have benefited enormously from theprogram, which has enabled them to experience forthemselves a world that they had previously seen only on
television or the Internet. It has also given them a firsthand awareness of the expressive potential of images.
None of this would have been possible without the
Olympus Group’s understanding of and support for theadvancement of imaging culture through photographic
education. We would like to express our sincere gratitude for the kind support provided by Olympus staff,
including overseas staff.
Overseas Photo Field Work
http://www.npi.ac.jp/pfw/en/of sustainable development, and to raise awareness of theenvironment.
*See the section headed “Local Activities” on page 57 for descriptions ofactivities in each location.
■ Forest Conservation

Olympus regularly organizes tree-planting programs, including fund-raising and the recruitment of volunteers, as part ofits contribution to the protection of local ecosystems.
■ River Conservation
Projects are regularly organized to remove litter from roads,
parks and rivers across wide areas around Olympus sites.
■ Ocean Conservation—Ocean Legacy ProjectIn August 2012, Olympus organized a coastal observationand photography class for elementary and junior high school
children in collaboration with the Oceanic Wildlife Society(OWS), a non-profit organization. Participants used Tough
Series compact digital cameras, which provide excellent resistance to water, dust and impacts, to photograph and observe wildlife and natural phenomena on the Miura Peninsulain Kanagawa Prefecture. They also helped to clean up thecoastal environment. Seashells and other materials gathered
during the clean-up work were used to make photo frames.
The program also gave the children an opportunity to gaina deeper understanding about the sea by studying images
taken by professional photographers.

INvolvement

In July 2012, Olympus organized a coral-planting andunderwater photography project in cooperation with the
Chura-Umi Save the Coral Reef Organization, a non-profit
organization.

A coastal wildlife photography class for elementary and junior high school
childrenDonation of Olympus/WWF Calendars
Since 1986 Olympus has been producing Olympus/WWF
Calendars and donating them to WWF*1 Japan. Proceedsfrom sales of these calendars, which depict the wonders ofnature and are designed to raise awareness of the importance of conservation, are used to support the conservation
activities of WWF Japan.
The photographs in
the 2013 calendar, the28th in the series, depict
Namibia’s vast natural
panoramas and the vigorous wildlife that inhabits
those environments. The
images were captured
The 2013 Olympus/WWF Calendar
by wildlife photographer
Mitsuaki Iwago using an
Olympus E-5 digital single-lens reflex camera.
The calendars were manufactured using environmentfriendly materials. Instead of PVC binders, binders madefrom non-polluting materials were used, and the calendars
were printed on FSC-certified paper*2 from appropriately
managed forests. In addition, the calendar was certified under the Color Universal Design (CUD)*3 system.
*1 World Wide Fund for Nature (WWF): Supported by over five million
people and active in around 100 countries, the WWF is one of theworld’s biggest nature conservation organizations. It was founded
in 1961 to protect species at risk of extinction. Today it is tackling awider range of environmental problems, including global warming andtoxic chemical pollution, while also promoting the sustainable use ofnatural resources such as wood and fisheries. Its goal is the creationof a society in which humanity and nature can coexist in harmony.
*2 FSC-certified paper: This is paper that has been certified as having
been produced in accordance with the Forest Stewardship Council(FSC) standards, which are an international certification system forforests.
*3 Color Universal Design (CUD) certification: This independent certification system is administered by a non-profit organization, the Color
Universal Design Organization (CUDO). Certification is available only to
products and facilities in which color universal design principles havebeen used to ensure clarity for as many people as possible, regardlessof individual variations in color perception.

Activities Relating to Natural Science
Wakuwaku Science Workshops
Established to encourage children to take an interest in science, the Wakuwaku Project (literally: “Exciting Project”) isa voluntary organization of Olympus employees, who run

science classes for children at elementary and junior highschools near the Olympus Technology Research Institutes in
Hachioji City, Tokyo. In fiscal 2012, Olympus employees visited five schools and presented workshops that were attended by approximately 900 children. During the workshops,
the children experienced experimental events focusing on
various topics, including the mechanisms and mysteries oflight, an area in which Olympus has extensive knowledge.
To date around 10,000 children have participated in a
total of 40 Wakuwaku Science Workshops in the 10 years
since the inception of the program in 2003. Olympus support for this program includes the provision of experimental
materials and the loan of products and equipment.
The program has expanded
to other Olympus business sites.
In 2010 staff volunteers from theTokyo Office also began to runworkshops, and in fiscal 2012 staff
visited three elementary and juniorhigh schools in the Shinjuku district A Wakuwaku Scienceof Tokyo to present six workshops Workshop at Tama Daiichi
Elementary School in Tamathat were attended by around 200 City
children.
In 2012 staff at the Shirakawa Facility also became
involved and presented workshops for year 5 and 6 children at two elementary schools in the local community incooperation with local authorities. The children said that theworkshops had made science more interesting and that they
hoped that the Olympus staff would visit their schools again.
A total of 37 staff took part in the program, which was a joint
management-employee initiative.
Wakuwaku Science Workshops (Japanese only)
http://www.olympus.co.jp/jp/event/wakuwaku/

Natural Science Observation Contest
The Natural Science Observation Contest (Shizecon) is
sponsored by the Mainichi Newspapers and the Societyof Scientific Photography. The contest has become widely
known as an opportunity for elementary and junior highschool students to publish the results of summer vacation
projects in the categories of free research and science. The
53rd contest in 2012 attracted a record 18,759 entries from937 schools nationwide.
Olympus recognizes the need to foster scientific thinking
in children by encouraging them to discover questions thatinterest them and find the answers through their own efforts.
It has been a co-sponsor for the contest for over half-acentury since its inception in 1960. Olympus has supported
the contest by creating websites tohelp participants select and carry out
their free research projects. It has also
been involved in the administration of
the contest, including the preparationof entry instructions, the judging process and the award ceremony.
 he website of the Natural
T
Science Observation Contest(Japanese only)
http://www.shizecon.net/

Winning entries in the
53rd Natural Science
Observation Contest

OLYMPUS CSR REPORT 2013

54

INvolvement
Social Involvement

2

Contributing to the International
Community

In 2002, Olympus was a premium sponsor for A Day in theLife of Africa, one of the biggest photographic events ofall time. Since then, we have continually undertaken education and awareness initiatives in Japan and overseas
focusing on the Millennium Development Goals (MDGs),
which challenge the international community to achievegoals that include the eradication of poverty and hunger.

Touring Photographic Exhibition Dedicatedto the Realization of the MDGs
“Picture This: We Can End Poverty”
In 2009 and 2010 Olympus ran MDG-themed photography competitions in collaboration with the United Nations
Development Programme (UNDP) and the AFP Foundation (afoundation established by Agence France-Presse). The 2010
competition, the theme for which was “Picture This: We Can
End Poverty,” attracted a worldwide total of over 3,400 photographs promoting initiatives toward the achievement of the
MDGs.
In September 2010, an exhibition of the winning entries
was staged at the United Nations Headquarters in New Yorkin conjunction with the United Nations Millennium Summit
with the aim of informing national delegations about the efforts of those working to achieve the MDGs.
In Japan Olympus has continued to exhibit the photographs nationwide in cooperation with the Japan
International Cooperation Agency (JICA), the Japan NGO
Center for International Cooperation (JANIC) and other organizations providing support for MDG-related activities. In
October 2012, an exhibition was staged at the venue for the
Civil Society Policy Forum during the International Monetary
Fund (IMF) and World Bank annual general meeting in Tokyo.
Also in October 2012, the photographic exhibition was used
to promote awareness of the MDGs during Global Festa
Japan 2012 and Yokohama International Festa 2012.
As a member of the international community, Olympus
will continue to use the power of photography in advocacy
activities targeted toward the achievement of the MDGs.
Picture This: We Can End Poverty (Japanese only)
http://www.olympus.co.jp/jp/event/picturethis2010/
A Day in the Life of Africa
http://www.olympus-global.com/en/event/DITLA/

Donation of Microscopes to the Republic of
Benin
Contribution to the Achievement of MDG6: Combat
HIV/AIDS, Malaria and Other Diseases
In February 2013, Olympus donated CX22LED biological microscopes to the Republic of Benin in Africa. The
microscopes were presented to President Yayi Boni, who
was making a state visit to Japan, by Olympus Chairman
Yasuyuki Kimoto. They are being used at the Centre National
Hospitalier Universitaire, a national hospital in Benin, to diagnose malaria and other infectious diseases.
Every year around 600,000 children in sub-SaharanAfrica are infected with cerebral malaria, which claims the
lives of one in five of those children. Malaria victims accountfor 43% of admissions to the Centre National Hospitalier
Universitaire. The donation resulted from an approach by Dr.
Daiki Murakami, the Medical Officer and First Secretary at
the Embassy of Japan in Benin. Dr. Murakami told Olympus
about the medical situation and the need for medical equipment in Benin after hearing our efforts to raise awareness of
the MDGs.

Olympus representatives with
President Yayi Boni of Benin(center), and the Beninese
Ambassador to Japan,
Mr. Zomahoun Idossou Rufin(far right)

An Olympus microscope in use
at the Centre National Hospitalier
Universitaire in Benin

Comment
The microscopes donated to the Centre National
Hospitalier Universitaire in Benin are being used in
the hospital’s laboratory. Previously the laboratory
had only three microscopes, so the donation has
dramatically improved the facility’s
testing capacity. One of the technicians who actually use the equipment
told me that the laboratory staff compete for the Olympus microscopes,
w h i c h a re e x t re m e l y e a s y t o u s e
thanks to their wide field of visionand bright light sources. I hope that
this contribution will lead to further Dr. Daiki
growth in international cooperation Murakami
involving government-private sector First Secretary/
Medical Officer atcollaboration in Africa.
the Embassy ofJapan in Benin

The exhibition booth at Yokohama International Festa 2012

55

OLYMPUS CSR REPORT 2013

INvolvement3 ecovery Support after the Great East
R
Japan Earthquake

Olympus has contributed to recovery efforts following theGreat East Japan Earthquake of March 11, 2011 by donating money and goods, and by arranging for employees totravel to the affected areas to undertake voluntary work. In
fiscal 2012, we also carried out recovery support activities
based on the power of photography.

CP+ Stage Show—The Power of
Photography

The 2012 program consisted of five series on the theme of
Tohoku festivals. In addition to lectures and practical workin Tokyo, participants also visited Morioka City in Iwate
Prefecture for a photography session at the Morioka Sansa
Odori Festival on August 4. An exhibition of the resulting
photographs was held in September.
 esults of the Tohoku Summer Festival 2012 PhotoR
Contest (Japanese only)
http://fotopus.com/photocon/tohoku2012/results/
 eport on the PhotoArtist 2012 Course Focusing on
RTohoku Summer Festivals (Japanese only)
http://fotopus.com/naviblog/college/2012/2012artist/
004201207-09/

CP+, which is sponsored by the Camera and Imaging
Products Association (CIPA), is Japan’s biggest generalcamera and imaging show. Held over a four-day period between January 31 and February 3, the 2013 CP+ at Pacifico
Yokohama attracted over 60,000 visitors.
Using a stage performance area in its booth at CP+,
Olympus presented nine talk shows focusing on the use of
the power of photography to support recovery efforts in areas hit by the Great East Japan Earthquake. Photographers
working in the disaster areas presented their work and told
audiences about wonderful communities in the Tohoku
Region where people have continued to work undaunted torebuild their lives after the disaster. Videos of the on-stage
sessions were streamed for those who were unable to attend the events in person.

I TIE☆—Oyako Day Support Projectfor Disaster Areas

The Power of Photography (Japanese only)
http://fotopus.com/school/special/power_of_photo/

I TIE☆—Oyako Day Support Project for Disaster Areas(Japanese only)
http://i-tie.jp/

Bruce Osborn, Tadashi Kumagai and other photographers
had the idea of sharing the power of photography withyoung people in the disaster areas in the hope of inspiringthem to move forward toward a better future. This concept
led to the I TIE☆—Oyako Day Support Project for Disaster
Areas, which targets junior and senior high school students who experienced the Great East Japan Earthquake.
Olympus supports this project, and in 2011 we continued
to provide high-spec compact digital cameras for use inphotography workshops in which participants studied photographic techniques and learned to understand the powerof photography.

A talk show in the Olympus boothat CP+

Tohoku Summer Festival Photographic
Contest and Photography Course
A photo sharing community run by Olympus Imaging
Corporation, hosted the “Another Hot Summer—Tohoku
Summer Festival Photography Contest 2012.” The aim of
this initiative was to encourage as many people as possible
to visit the Tohoku region by running a contest for photographs of summer festivals in the region. Using a special
web page created for the contest, the organizers worked tostimulate interest in Tohoku by posting content that included
a photographic report on the Tohoku Rokkon Festival, in
which the leading festivals from the six Tohoku prefecturesare staged together in Morioka City, and a gallery of Tohoku
images captured by professional photographers.
The PhotoArtist photography course is designed to help
participants express themselves through their photography.

OLYMPUS CSR REPORT 2013

56

INvolvement
Social Involvement

4

Local Activities

The Olympus Group implements environmental initiatives
and social contribution activities targeted toward local
communities.

Initiatives at Business Sites in Japan

Research and Development Center
Cleaning and Beautification Activities in Areasaround Facilities
Olympus Supportmate
Corporation, a specialpurpose subsidiaryestablished to provide
employment for people
with disabilities, carries
out weekly clean-up
projects along roads
near the Research andDevelopment Centerand at bus stops and Tending flowers in planters
the west exit of JR KitaHachioji Station, which employees use when commuting
to work. Olympus Supportmate also donated 25 planters
to JR Kita-Hachioji Station. The seasonal flowers in theseplanters are tended and watered by Olympus Supportmate
personnel and fertilized with Ecoyuki organic fertilizer, which
is manufactured and sold by Olympus Supportmate usingorganic waste from the employee dining room. The flowers
themselves are purchased from an institution where they aregrown by people with disabilities.

Hinode Plant

57

Shirakawa Facility
Participation in Community Clean-Up Event
The Shirakawa Plant islocated in Nishigo Village,
F u k u s h i m a P re f e c t u re .
Every July a clean-up
project is launched covering the entire community.
As a member of the local
community, the Shirakawa
Plant supports this activity, Cherry trees purchased with income
from bazaars
which also forms part of
the Environment Awareness Month program. In 2012 around
130 employees helped to gather litter along roads aroundthe facility. About 20 kg of waste was collected.

Recycling Bazaar
A recycling bazaar is held each year with the aim of raising
environmental awareness. Employees bring unwanted items
from their homes to sell at the bazaar, and the proceeds
are used to plant cherry trees in the grounds of the plant.
Local residents enjoy viewing the spring blossoms on the 20
cherry trees that have so far been planted as a result of thisactivity.

Industrial Internships
The Shirakawa Plant has accepted industrial interns from local high schools for over 20 years. In 2012, two second-year
students from Fukushima Prefectural Shirakawa Industrial
Senior High School underwent practical on-site training forfive days from June 11 to 15. Activities covered by the training included the packaging and unpacking of equipment,
and the entry of records into computers.

Tokyo Office

Clean-Up Projects

Community Clean-Up Projects

The Hinode Plant is located in the Miyoshino Industrial Parkin Hinode-machi, which is part of the Nishitama district ofTokyo. Every March and July, personnel from the Hinode
Plant carry out clean-up projects in the local area as part ofcommunity wide clean-up campaigns. Over 50 employees
have taken part in these projects, which in 2012 resulted in
the collection of 2.2 kg of burnable waste and 13 kg of nonburnable waste.

Since 2010, the Tokyo Office has carried out clean-up
projects in the area around the Shinjuku Monolith Building,where Olympus has its headquarters. The goal is to carryout four projects each year, and a cumulative total of over
100 employees have so far taken part. During Environmental
Awareness Month in June, the scope of this activity was
expanded to include not only the Monolith Building but alsoneighboring buildings.

Participation in Regional Firefighting Skill Competition

Science Class for Junior High School Students

Hinode Plant employees havecontinuously taken part in firefighting skill competitions forin-house firefighting squads
for the past 20 years as partof efforts to raise awarenessof fire safety and build closer A firefighting skill competition for
in-house firefighting squads
ties with the local community.
Workplace participation in selecting and supporting theyoung employees for the competition teams helps to raiseawareness of the importance of fire prevention. The Hinode
Plant team was placed second in the 2012 competition.

Approximately 60 junior highschool students were invited
to a microscopy class at the
Olympus Techno Lab, a facility
used to demonstrate microscopes and bio-related equipment. Olympus later received
letters of appreciation from Learning about microscopic
observation
the students, who enjoyed theopportunity to observe images of intricate mechanical equipment and biological organisms that cannot be seen during
normal school classes.

OLYMPUS CSR REPORT 2013

INvolvement

Aomori Olympus Co., Ltd.
Tree-Planting at a World Heritage Site
One of the environmental conservation activities
undertaken by employees of Aomori Olympus
involves tree-planting in
the Shirakami Mountains, Employees and their families takewhich have been desig- part in a tree-planting program.
nated a World Heritage Site.
Under the guidance of the Shirakami Mountain Preservation
Society, the employees are helping to conserve local ecosystems by planting beech seedlings grown from seeds
dropped by indigenous beech trees. This activity has been
carried out each year since 2007, and to date a total of 750
trees have been planted.

Support for Local Technical and Occupational Education
Aomori Olympus is helping to train young skilled workers byassigning employees to act as technology instructors at local industrial high schools. The company is also contributing
to the development of local industry by informing local companies about its employee training programs.

Aizu Olympus Co., Ltd.
Participation in Local Environmental Events
In October 2012, Aizu Wakamatsu City staged the 20th
Environment Festa in Aizu. Aizu Olympus has participated inthis event every year, providing local people with opportunities to learn about the environment and the company’s environmental initiatives. Activities in the current year included
the distribution of fertilizer produced using organic wastefrom the employee cafeteria, and a craft workshop in whichchildren made items from recycling cardboard.

Agano River Clean-Up Walk
In October 2012, employees and their families took part in ahealth and clean-up walk with the aim of raising environmental awareness and promoting health. Participants walked
approximately 10 kilometers along the river while picking up
litter, which was taken to two designated collection points
along the course.

Nagano Facility
Donation of Books and Clothing
Each year since 2008,
employees have broughtbooks and clothing to
the Nagano Plant as partof a donation program.
The items collected are
donated to developing
countries through local
libraries and the Japan Sorting donated clothing
Relief Clothing Center(JRCC), a non-profit organization.

Participation in Tenryu River Basin Clean-Up Activities
In May 2012, 165 employees took part in the 19th Tenryu
River Basin Environmental Picnic organized by the Nagano
Techno Foundation, a public service organization. Together
with other participating organizations, the Olympus employees helped to collect litter along rivers in the Tenryu River
Basin in the Ina and Tatsuno districts.

Support for Local Park Development
Wednesday each week has been designated as a no-car
commuting day. Employees donate part of the value of thegasoline saved to fund the purchase of Japanese maple
trees for planting in Kojinyama Park in Tatsuno-machi. To
date 100 trees have been planted.

Olympus Medical Science Sales Co., Ltd.
Eco-Office Activities
Eco-office initiatives undertaken by Olympus Medical
Science Sales since 2003 include electricity and water
conservation, the management of interior temperatures,and green purchasing. The Koriyama Office was designated an eco-office by Koriyama City in 2009, and in 2010
the Hirosaki Office was granted the same designation by
Hirosaki City. In addition, the Kyoto Office, Osaka Branch,
Namba Office and Izumisano Office received eco-officedesignation under the Kansai Eco-Office campaign basedon a separate certification scheme operated by the seven
prefectural governments that make up the Union of Kansai
Governments.

Table for Two Campaign—Gold Supporter
Award in Two Consecutive Years
Olympus supports the Table for Two campaign, which
was launched with the dual aims of alleviating hunger
in developing countries and reducing lifestyle diseases
in advanced counties. Since October 2010, Table for
Two menus with prices that include donations havebeen available in employee cafeterias and drink vending
machines at Olympus Group facilities in Japan. Whenemployees buy Table for Two items, they donate ¥20
per meal or ¥10 per beverage through Table for Two
International, an organization involved in specified nonprofit activities. The funds areused to purchase school meals
for children in developing countries, where ¥20 is sufficient forone meal.
In fiscal 2012, donations totaling ¥625,400 were collectedfrom employees. For the second consecutive year, Olympus
was selected from among 560
participating companies andorganizations as one of 23 gold
supporters and received a letter A letter of appreciationof appreciation.
from Table for Two
International

OLYMPUS CSR REPORT 201358

INvolvement
Social Involvement

Initiatives at Overseas Business Sites

EuropeOlympus Surgical Technologies Europa(OSTE)
Using Renewable Energy
In fiscal 2012, all electricity used at the Hamburg facility
was produced using renewable energy. The purchase ofelectric power from renewable energy sources is also being
extended to the Berlin facility. This initiative is reducing CO2
emissions by approximately 2,500 tons per year. In addition, lighting fixtures are being replaced with energy-efficientequipment.

Environment-Friendly Commuting
OSTE again encouraged employees to commute using
methods other than private cars on World Environment Day
this year. This has become a regular annual initiative and isbeing used to promote the use of non-car commuting methods at other times.
*Olympus Group medical equipment manufacturing companies in Europe
are commonly referred to as “OSTE.”

medical treatment for patients, this project also creates training opportunities for doctors and contributes to the improvement of local medical infrastructure for ophthalmology. The
long-term goal is to improve the environment for ophthalmological care in Myanmar.

Support for Bicycle Commuting
During the summer months,
employees are encouraged
to commute by bicycle. To
support employees who use
this environment-friendly
commuting method, a mechanic was invited to the
A mechanic services bicycles incompany facilities on World the bicycle parking area.
Environment Day to provide
bicycle safety checks and servicing free of charge.

North America
Olympus Corporation of the Americas (OCA)
Olympus America Inc. (OAI)
Olympus Imaging America Inc. (OIMA)
Support for Early Detection and Treatment of Cancer

KeyMed (Medical & Industrial Equipment)
Ltd. (KeyMed)
We produced nine posters onthemes that included the ISO
50001 Energy Management
System, efforts to reduce logisticsrelated greenhouse gas emissions,promotional activities in conjunction with World Environment
Day, and environment-conscious
An environmental awarenessdesign. These posters were used poster
year-round in activities designed to Reducing transportationrelated greenhouse gas
raise the environmental awareness emissionsof employees. We also displayed
posters about flora and fauna living in the “wildlife urban corridor” along a stream that flows near Olympus KeyMed’s mainbuilding.

As an inspiration to educate about the importance of early
detection of and treatment for cancer, two Olympus employees shared their personal stories of colorectal cancer survival. Their inspiring stories not only touched the hearts of many
at Olympus, but also captured the attention of the media.
Other activities commemorating Colon Cancer Awarenessmonth at Olympus locations included our third annual “Be aStar” campaign, which raised more than $4,000 for cancer
research and prevention. This sum, together with a donation from the company, was donated through Olympus
Corporation of the Americas Medical Grants Committee
for use in patient supportand educational activities
for healthcare professionals.
Our award-winning company
band, “Peripheral Vision,”
also helped to fight cancer
by performing at fund-raising Peripheral Vision is an awardwinning band made up of
events.
Olympus employees.

Contributing to Environmental Conservation

Environmental Initiatives

We also designed and printed leaflets used by Essex Wildlife
Trust to raise funds to build a wildlife education centre in a
local nature park. In addition, the company and employees
gave donations.

This year Olympus hosted two electronic recycling events at its corporate
headquarters. Employees and local
residents brought in unwanted electrical
goods, including televisions, microwave
ovens and computers, which wererecycled using environment-friendly
methods. Many employees worked as
Key project workers
volunteers for this initiative.

Raising Environmental Awareness

Olympus Europa Holding GmbH (OEH)
Contributing in the Area of Medicine and Health
We continued to support Project Vision, an NGO working toprevent blindness in Myanmar. In February 2013, four doctors spent a month working with local doctors in a region
where there is a shortage of eye specialists, providing examinations and surgery free of charge. In addition to providing

59

OLYMPUS CSR REPORT 2013

INvolvement

Olympus America Inc. National Service
Center (NSC)
Quarterly Charity Events
We ran a project, known as the “Back to School Drive,” todistribute backpacks and school supplies to low-income
children. Cash donations totaling approximately $1,500
were raised, and over 100 backpacks full of school supplies
were distributed. The company also donated approximately$4,660.
We also organized events to support the American
Cancer Society’s Daffodil Day campaign and purchased
large numbers of daffodils, which are symbols of hope in thefight against cancer. There was also an option to purchase ateddy bear for a child cancer patient being treated at a local
children’s hospital. In addition, donations were made to theAmerican Cancer Society and a food bank.

Olympus Surgical Technologies America(OSTA)
Environmental Activities
As part of efforts to raise environmental awareness andreduce CO2 emissions, employees planted 330 trees. On
World Environment Day we organized a fair at which employees learned about environment-friendly commuting,energy conservation in the home, recycling, gardening andother activities.

Social Contribution Activities
In addition to participation incolon cancer awareness activities, employees from several OSTA sites also helped
to clean up litter and provide
beautification services at naOlympus employees helped
ture centers and city parks.
with litter removal and park
From late November in beautification.
2011 to early January in 2012,a holiday light drive was held to collect old or non-working
holiday lights. Light strands donated by employees were
given to the Recycling Association of Minnesota, which is a
nonprofit organization that employs over 200 individuals with
developmental disabilities.
*Olympus Group medical equipment manufacturing companies in North
America are commonly referred to as “OSTA.”

Olympus NDT Inc. (ONDT)
Environment Initiatives
Olympus NDT is actively working to reduce environmentalloads. We have installed highly efficient lighting and lighting
sensors and improved our air conditioning systems and programs. As a result of kaizen activities, we have also reduced
the amount of space required for offices and manufacturing
operations. These efforts have resulted in lower CO2 emissions in five consecutive years. To encourage employees tocommute by bicycle, we have modified our buildings to provide safe bicycle storage, and we have also provided locker
rooms and showers.

Olympus NDT also participates in Club Développement
Durable (the Sustainable Development Club), through which
we share ideas about sustainable development with local
companies. We also try to contribute to local community
development. For example, when choosing recycling companies, we give priority to local companies, in addition toconsideration of the cost and the services provided.

Olympus Canada Inc. (OCI)
Social Contribution Activities
OCI employees and family members collected C$5,000
in donations by taking part in a bicycle race held to foster
awareness and raise money for the Canadian Digestive
Health Foundation. OCI staff also donated food items andtoys through the local fire department to the Richmond Hill
Food Bank, which distributes food and other items to lowincome people. In addition, a “Dress in Blue Day” on March
11, 2013 raised C$315 to support a colorectal cancer
awareness campaign. This amount was matched by thecompany.

Asia
Olympus (Shenzhen) Industrial Ltd. (OSZ)Awards for Waste Reduction and Clean Manufacturing
In fiscal 2012, Shenzhen City commended OSZ for excellence in waste reduction and clean manufacturing in recognition of its efforts to reduce and reuse waste and discharges
and manage and conserve energy.

Improving the Energy Efficiency of Buildings
In fiscal 2012, with the assistance of Olympus Corporation,
OSZ conducted an energy conservation audit of its facilities, including electric power, air conditioning and water
systems, using environmental industrial engineering (IE)
methods. A total of 240 items requiring action were identified
through this process, and improvement and repair work was
implemented.

Olympus (China) Co., Ltd. (OCN)
2012 Award for the Most Influential CSR Activity
In 2012 Olympus (China) received the award for the mostinfluential CSR activity, which is presented jointly by three
Chinese organizations involved in public relations, public
service and CSR. The award was in recognition of the major
contribution that Olympus (China) has made to the advancement of public health by generating widespread public interest through its efforts to promote the concept of gastrointestinal health management
to the general public. The
purpose of the award program is to encourage companies to create and promote
CSR projects by recognizing Olympus received the 2012
award for the most influential CSR
excellence.
activity.

OLYMPUS CSR REPORT 201360

Third Party Recommendations
Mr. Toshihiko Fujii
Visiting Professor, Graduate School of Economic Science, Saitama University
Mr. Fujii graduated with a degree in economics from the University of Tokyo in 1987 and completed an MBA at
Washington University in 1994. In 2000 he became Secretary General of the Japan Business Council in Europe (JBCE) in
Brussels and spent four years lobbying the EU in that capacity. He also participated in the formulation of CSR policies for
the EU. Since 2010 he has been a Visiting Professor in the Graduate School of Economic Science at Saitama University.
Major published works include Yoroppa no CSR to Nippon no CSR [European CSR and Japanese CSR] (JUSE Press).

“I hope that you will take the Social IN corporate philosophy further.”
The tangible progress that you have made toward the restorationof confidence in Olympus is impressive. Compliance with laws
and regulations is a fundamental requirement for business activities, and the reinforcement of compliance is an ongoing priority
for every company. This report is an honest and sincere description not only of your efforts to fulfill your social responsibilities,
but also of your commitment to meeting social expectations. The
report covers many issues, but I would like to comment in particular about your acceptance of social responsibilities beyond
the requirements of laws and regulations, specifically from theviewpoints of human rights and the environment.
I welcome your dialogue with NGOs in the field of humanrights. The content of the dialogue with experts is excellent, andI hope that many readers will study that material. There is a tendency to focus solely on overseas human rights issues, such as
child labor, so I am pleased to see that you are also aware of issues in Japan, such as working conditions for technical trainees,
and the gap between formal and informal employment.
However, I believe that the improvement of human rights due

diligence should be a priority. For example, specific steps should
be taken in relation to the aforementioned human rights issues inJapan, and there should also be a shift from standards based onnational laws and regulations to international standards.
You are making steady progress on environmental matters, including the early achievement of your target for productlifecycle CO2 emissions. Also of interest are the references tomeasures to deal with the effects of climate change, such as
the increased frequency of typhoons and floods. The time hascome not only for efforts to prevent climate change, but also for
preparations to deal with the effects of change. I hope that you
will expand the scope of your efforts to include the direct effects
of a rise in the average temperature.
By developing and continuously implementing long-termbusiness strategies within the context of your relationship withsociety, you should be able to achieve sustainable corporate
growth while also helping to solve society’s problems. I hope thatyou will take the Social IN corporate philosophy further.

Ms. Reiko Taniguchi
Fundraising Coordinator, Amnesty International Japan
Ms. Taniguchi is a graduate of the Graduate School of Humanities of Hosei University. Since 2003 she has been in
charge of fundraising, supporter development and membership administration for Amnesty International Japan. Amnesty
International Japan collaborates with supporting organizations, such as labor unions, business corporations and religious
groups, on human rights issues.

“How Should Olympus Approach CSR?”
I have been very impressed by the way in which Olympus has
provided detailed reports about the reasons for the past financial misconduct, described the steps that it is taking to prevent
recurrences, and presented a vision for its rebirth. The message
from senior management shows a strong commitment to theprevention of recurrences.
However, if you are serious about creating a new Olympus,
you will need a strong message to link the three management policies expressed in the words “Back to Basics,” “OneOlympus” and “Profitable Growth.” By maintaining a strong
commitment to that message and reflecting it in your corporate
philosophy, you should be able to prevent any deviation fromyour specific basic policies.
That message could be an undertaking to comply with laws
and regulations while engaging in your core business activities.
However, regulatory compliance is not the aim of CSR management but simply a means for achieving it. Even while complying
with laws and regulations, Olympus will always need to indicate
what its aims are.
For example, the achievement of the statutory ratio for theemployment of people with disabilities is not a goal in its own

right. By employing diverse people and creating working environments that are amenable for people with disabilities, you shouldbe able to achieve CSR management and move closer to yourgoal of “Profitable Growth.”
Similarly, new approaches will become available if your policy
on conflict materials is based not on acceptance of the inevitability of complying with related laws, but rather on an awareness ofthe background of this issue. If you expand your environmental
initiatives based on product lifecycles to include the four conflictminerals among the materials targeted for recycling, you will
have made a significant contribution to efforts to cut off the funding sources for armed groups.
One of the unique initiatives undertaken by Olympus is its
support for the achievement of the Millennium Development
Goals (MDGs) as a way of fulfilling its Social IN philosophy. Yourefforts to use the power of photography to raise awareness andyour adoption of the ambitious goal expressed in the words “We
Can End Poverty” are a reflection of your commitment to humanrights through your core business activities. That commitment is
the key to making the new Olympus something more than “Backto Basics.”

Response to the Third Party Recommendations
Under the new management structure established in April
2012, we have formulated a new medium-term vision andstrengthened our compliance structures with the aim of creating a new Olympus and preventing any recurrence of thefinancial misconduct. We have also redefined our Social IN
corporate philosophy, and we are now working actively torecognize and fulfill our role as a member of society, meet
our responsibilities and make a contribution through CSR
initiatives.
This CSR report was produced not only to inform thepublic about our activities, but also as a retrospective analysis
of our own activities, and as a mechanism for seeking theappraisals and views of stakeholders and experts. We will

61

OLYMPUS CSR REPORT 2013

carefully consider the opinions expressed by Mr. Fujii and Ms.
Taniguchi and reflect them in our future activities.
We will continue our efforts to build Olympus into a strong
company, a good company, and a company capable ofevolving into a truly global enterprise while fulfilling its responsibilities and contributing to society.

Masahito Kitamura
Executive Officer and Chief Compliance Officer,
General Manager, Corporate Governance Office
Olympus Corporation

Olympus Corporate Social Responsibility Report 2013

Data Section

The Olympus Group’s
CSR Policies● Olympus Information Disclosure Policy● Olympus Group Procurement Policy● Information Security Policy (Extract)● Quality Philosophy▶ p 63● Olympus Personal Information● Olympus Group Environmental Charter

Protection Policy● Olympus Human Rights and Labor

Policy (Extract)

Compliance● Strengthening Compliance with Key● Status of Employees● Leave Systems and Leave Utilization

Programs Provided for Employees in
Fiscal 2012 (Japan)

Number of Employees
Numbers of New Graduates and MidCareer Employees Recruited
Promotion to Executive and Management
Positions
Percentage of Employees with Disabilities▶ p 66● Labor Relations● Number of Industrial Accidents andIncidence Ratio

Environmental Data
▶ p 68Situation

Utilization of Refresh Leave
Utilization of Annual Paid Leave
Leaves of Absence for Voluntary Activities
Utilization of Childcare Leave and Leaves ofAbsenceChildcare and Family Care Support System
General Business Operator Action Program
under the Act for Measures to Support theDevelopment of the Next Generation● Conservation of Water Resources

List of ISO 14001 Certified Plants/Offices

Water Use
Wastewater
Biological Oxygen Demand (BOD)● Global Warming Prevention Measures● Environmental Accounting

Environmental Costs
Environmental Effects● Manufacturing-Related CO2 Emissions

Energy Consumption
CO2 Emissions at Manufacturing Sites
CO2 Emissions Generated/Not Generated
from Energy● Resource Conservation/Recycling

Waste Emissions
Total Copy Paper Consumption

GRI Guideline Reference Chart▶ p 71▶ p 77

Laws and Regulations● Environmental Management Structure

Product Lifecycle CO2 Emissions

External Awards(Extract)● Record of Main Compliance Education▶ p 65
Personnel and Labor Data

● Olympus Social Contribution Policy● Major Awards Received in Fiscal 2012

● Air Pollution Prevention

Emissions of Nitrogen Oxides (NOx) and
Sulfur Oxides (SOx)
Emissions of Volatile Organic Compounds(VOCs)● Transportation-Related CO2 Emissions

Transportation-Related CO2 Emissions● Chemical Substance Safety and Control

Emissions and Movements of PRTR
Substances

Data Section
The Olympus Group’s CSR Policies

Olympus Information Disclosure Policy
The Olympus Group (hereinafter “Olympus”) works in all its corporate activities through a fundamental philosophy called the “Social IN” management philosophy. The Social IN management philosophy expresses ourcommitment to help all people achieve health and happiness in their lives
by working as an integral member of society, by sharing our values andby offering new values to society through our business activities. In accordance with this philosophy, Olympus strives to gain the understanding
and confidence of all stakeholders, including shareholders and customers, through fair, timely, appropriate and proactive disclosure of corporate
information, including management policies, financial status, information
about business activities and CSR activities.

1. Information Disclosure Standards
Olympus is committed to the disclosure of information in accordance withall laws, as well as the rules of the financial instruments exchange where
the Company is listed, and to the disclosure of all information requiredby laws, regulations and rules. In accordance with its internal disclosure
standards, Olympus will also proactively disclose all information that could
have a significant impact on its corporate value, as well as all information
deemed as useful to all stakeholders, regardless of whether such disclosure is required under laws, regulations or rules.

2. Method of Information Disclosure
Disclosure information, as required by the Timely Disclosure Rules of theTokyo Stock Exchange, will be disclosed through the Timely Disclosure
network (TDnet) of the Tokyo Stock Exchange. Such information will then
immediately be posted on our website. Furthermore, any information not
subject to disclosure under laws, regulations or rules will be disclosed byusing the most appropriate methods, including the TDnet, our website,
explanatory meetings or printed publications.

3. Disclosing Information with Due Consideration
When disclosing information, Olympus will take care to protect personal
information and avoid infringements of the rights of any party. Olympus
will establish corporate rules concerning procedures for the disclosure of
information using the aforementioned methods and all information disclosure will be implemented in accordance with those rules.
(Applicable Scope)
The Information Disclosure Policy of Olympus is applicable to all Olympus
group companies.

Information Security Policy (Extract)• Olympus recognizes that all the information it handles and its information systems (“information assets”) are a critical management resource.
In the handling of information assets, Olympus believes it is important
to appropriately protect, manage and utilize its information assets while
strictly following related laws and social norms.
• This Olympus Information Security Policy applies to all Olympus groupcompanies globally.
• Olympus maintains information assets to efficiently and effectively execute business operations. Employees are basically restricted from using
these information assets for non-business purposes.
• Olympus appropriately manages confidential information related to
product and technological know-how, personal information and all othersecret information. This confidential information is only disclosed on aneed-to-know basis for business purposes. In particular, personal information about customers is managed under strict control to protect theirprivacy.
• Olympus has company rules that clearly address issues for ensuring thesecure management of information.
• Olympus provides its employees with education on information security
as needed.

Olympus Personal Information
Protection Policy
The Olympus Group (the “Olympus Group”) recognizes the importance ofprotecting personal information in the network society and believes that
it is the Olympus Group’s social responsibility to properly handle and protect personal information. Accordingly, the Olympus Group shall implement the following measures.

63

OLYMPUS CSR REPORT 2013

1. Implementation of an Internal System
The Olympus Group shall implement its internal systems for the protection of personal information and educate all of its Directors, Auditors andemployees to enable proper handling of personal information. In addition,in order to ensure that initiatives to protect personal information are being accurately implemented, the Olympus Group shall periodically holdaudits.

2. Proper Handling of Information
The collection of personal information shall be limited to the appropriate
scope and amount and may only occur after the person who provides hisor her personal information (the “Olympus Provider”) has been clearly informed of the intended purpose and use of such information. In addition,
the Olympus Group shall not handle any personal information outside
the appropriate scope and shall accommodate an Information Provider’srequests for disclosure, correction, deletion or discontinued of use of hisor her personal information within a reasonable period following such
request.

3. Limitation of Disclosure and Disclosure of Personal
Information to Third Parties
Unless consent of the relevant Information Providers is obtained or otherwise required by law, the Olympus Group shall not disclose or otherwise
provide to personal information to third parties. If the Olympus Group
engages a third party on a matter that involves disclosure of personal
information (maintained by the Olympus Group) to the third party, theOlympus Group shall cause such third party to enter into a contract thatobligates such party to properly maintain and manage personal information. Further, in such situations, the Olympus Group shall supervise andprovide directions to such third party in connection to the protection of
personal information.

4. Ensuring of Accuracy and Safety
The Olympus Group shall make efforts to maintain accurate and upto-date personal information, and take appropriate security measuresagainst risk such unauthorized access to personal information, loss,
destruction and falsification of personal information, and unauthorized
disclosure of personal information.

5. Compliance with Laws and Regulations, and Continuous
Improvements
The Olympus Group shall comply with laws, regulations and standards
applicable to the protection of personal information and review and makecontinuous improvements to the above-mentioned measures.
*The “Olympus Personal Information Protection Policy” shall be applicableto the Olympus Group in Japan (except for the listed companies that
establish their own policy separately).

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

Data Section

Olympus Group Procurement Policy
Striving to realise better health and welfare for people by being an integral
member of society, sharing common values, and proposing new values
through our business—this concept, called Social IN, is the management
philosophy for all corporate activities of the Olympus Group (hereinafter
Olympus). Based on the concept of Social IN, we hereby adopt thisOlympus Group Procurement Policy for the procurement of materials andservices to be used for the production of Olympus products, which is applicable to all Olympus group companies globally.

1. Compliance with Laws, Regulations, and Social Norms
Olympus complies with applicable laws, regulations, and social norms
including those concerning the prohibition of child labor and forced labor,anti-corruption and carries out corporate activities in a sound and fairmanner. Olympus requests the suppliers of materials and services to be
used for the production of its products to do the same.

2. Green Procurement and Consideration for theEnvironment

Olympus Group Environmental Charter
Environmental Principles
The Olympus Group respects people’s security and health and the natural
mechanisms that realize this. We are also contributing to the realizationof a sustainable society and sound environment through environmentallycompatible technological development and corporate activities.

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

1. Technology Development
We will develop products, services and production technologies with acareful and conscientious regard for safety and environmental protection.
Furthermore, we will make the results of such developments available toeverybody.

In establishing green procurement standards in line with its Environmental
Charter (the Environmental Protection Declaration and the Guidelines forEnvironmental Action), and in its procurement activities, Olympus endeavors to achieve a society with a sound environment and capable of supporting sustainable development.

2. Drawing up Norms and Assessing Results

3. Promotion of Fair and Impartial Trade

3. Protection of Natural Resources and Prevention of
Pollution

Olympus opens its door wide to suppliers and future suppliers all over theworld. Olympus conducts fair and impartial trade with its suppliers according to the policies and procedures disclosed to suppliers.

4. Selection of Suppliers
Olympus selects suppliers based on a comprehensive judgment of key
element for the appropriate procurement, including the management ofcompliance with laws, regulations, and social norms; environmental considerations; quality and safety assurance and stable supply; management
stability; technical capability; security of information; respect for the intellectual property of other parties; compliance with the designated delivery
date and appropriate pricing.

5. Reinforcement of Partnership with Suppliers
Olympus endeavors to establish and maintain a relationship of trust with
suppliers based on mutual understanding.

6. Prohibition of Acceptance of Private Interests
Olympus prohibits its employees from accepting any improper private gift,
benefit or entertainment from suppliers.

Quality Philosophy

We will take the initiative in setting up our own pioneering standards andnorms. We will make general environmental impact assessments at eachstage of our operations from development through to production andsales to realize continuous improvements.

We will make a united effort to conserve natural resources and save energy. At the same time, we will promote activities based on the effective useof resources, including reducing waste generation and recycling waste,
and endeavor to reduce environmental loads and prevent pollution.

4. Compliance and Activity Support
We will comply with environment-related laws and regulations, and cooperate with environmental measures recommended by government bodies.
We will actively participate in the environmental protection activities being
carried out by regional and international communities.

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

6. Structure to Promote Activities
Under our Director responsible for environmental protection, we will makeclear our responsibilities in promoting environmental protection, and establish a structure through which we can take appropriate measures todeal with changes as they occur, both inside and outside Olympus.

Quality Philosophy
1. Realization of genuinely world-class “Total Quality” in all aspects of theorganization.

Olympus Social Contribution Policy (Extract)

2. Provision of the highest quality products and services to customers.

• Olympus will contribute to the enhancement of the quality of life on
various levels, from local communities to the global environment, by actively utilizing its management resources, including technologies gained
through business activities and human resources, in non-businessareas.

Core Principles(1) All actions to reflect a customer-oriented approach.
(2) Develop “Win-Win” relationships with all partners.
(3) Be disciplined in following the appropriate procedures and, in dayto-day operations, continuously strive for improvement, avoiding
complacency.

• This Social Contribution Policy applies to all Olympus group companies
globally.
• Olympus will strive to establish systems and develop a corporate culture under which individual employees can take pride in their status asmembers of the Olympus Group, while contributing as private citizens
through their own voluntary activities.
• Olympus will actively contribute to society, especially in the four areas,
namely, medicine and health, culture and the arts, the global environment, and natural science.

OLYMPUS CSR REPORT 201364

Compliance

Record of Main Compliance Education Programs
Provided for Employees in Fiscal 2012 (Japan)
Item

Target Group

Number/Percentage
of Attendees
11,204
98.6%

From July 9, 2012

E-learning: Compliance Confirmation Test
(Introductory)

From August 7, 2012

Distribution of Compliance Cards

From December 13, 2012

E-learning: Compliance Confirmation Test
(Practical) Part 1

From December 17, 2013

Distribution of Compliance Handbooks

From December 2012

Workplace compliance meetings

From January 9, 2013

E-learning: Compliance Confirmation Test
(Practical) Part 2

10,905
98.6%

From February 9, 2013

E-learning: Compliance Confirmation Test
(Practical) Part 3

10,873
99.1%—
10,95798.0%
Officers andemployees, etc.
in Japan——*The Compliance Confirmation Test (Introductory) e-learning program involves study and confirmation tests based on explanatory
sheets. The purpose of the course is to foster understanding and awareness of the Olympus Group Corporate Conduct Charter, theOlympus Group Code of Conduct, and the expanded Compliance Helpline system.
*The Compliance Confirmation Test (Practical) e-learning programs consist of Q&A tests (multiple choice questions) based on various
scenarios, together with explanatory material designed to foster understanding and awareness of practical aspects.
*Normally e-learning is used for intranet users, while paper materials are available if required for those without intranet access.

Strengthening Compliance with Key Laws and Regulations
Jurisdiction

Name of Law/Regulation, etc.
Act on Prohibition of Private Monopolization and Maintenance of Fair Trade(Antimonopoly Act)●

Laws and regulations relating to the prevention of unfair competition●

Act against Delay in Payment of Subcontract Proceeds, etc. to Subcontractors(Subcontract Act)●

Laws, regulations andguidelines in Japan

National Public Service Ethics Act/rules of ethics●

Agreements relating to fair competition●

Laws and regulations relating to insider trading●Transparency guidelines for the medical device industry in relation to medical institutions,etc. (formulated by the Japan Federation of Medical Devices Associations)●

Laws and regulations relating to corruption●

Laws and regulations relating to the prevention of unfair competition●

Laws and regulations relating to measures against antisocial forces●

Laws, regulations andguidelines in other countries,
international standards

OECD agreements concerning the prevention of the bribery of foreign public officials ininternational commercial transactions●

United Nations agreements concerning the prevention of corruption●

Foreign Corrupt Practices Act (FCPA, United States)●

U.K. Bribery Act 2010 (United Kingdom)●

Patient Protection and Affordable Care Act, Section 1128G (medical insurance reform
act, United States)●

65

OLYMPUS CSR REPORT 2013

Data Section

Personnel and Labor Data 1

Status of Employees

Labor Relations

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

Name of labor union: Olympus Labor Union
Number of members: 5,071 (as of June 1, 2013)

Number of Employees
Total

Males

FemalesNumber of employees

6,832

5,799

1,033

Average age

40.1

41.0

35.0

Average years of service

15.3

Number of employees withforeign nationalities*1

27

Number of consolidated
employees*2

16.3

10.3

30,697*1 Number of employees with foreign nationalities working for Olympus
Corporation, Olympus Medical Systems Corporation and Olympus
Imaging Corporation

Number of Industrial Accidents andIncidence Ratio
FY 2010

FY 2011

FY 2012

Industrial accidents(work time lost)

5

9

4

Industrial accidents(no work time lost)

11

10

12

Total incidents

16

19

16

Incidence ratio

0.33

0.31

0.30

*2 Total number of employees in the entire Olympus Group (excluding the
average number of casual employees, which is 2,240)

Numbers of New Graduates and Mid-Career Employees
RecruitedNew
graduates
Midcareer
recruits

Total

Males

Females

Recruited in April 2012

88

75

13

Recruited in April 2013

39

32

7

April 2011–March 2012

93

68

25

April 2012–March 2013

52

40

12

Promotion to Executive and Management Positions
Total

Males

Females

Executives (section
manager or higher)

1,379

1,363

16

Corporate officers

27

27

0

Percentage of Employees with Disabilities
March 31, 2011

1.71

March 31, 2012

1.82

March 31, 2013

1.81

(%)

*Total for seven companies classified as special-purpose subsidiaries

Number of Consolidated Employees
36,50335,37634,391

34,112

30,697

Year ended
March 2009

Year ended
March 2010

Year ended
March 2011

Year ended
March 2012

Year ended
March 2013

OLYMPUS CSR REPORT 201366

Personnel and Labor Data 2

Leave Systems and Leave Utilization Situation
Utilization of Refresh Leave

Refresh Leave

FY 2010

FY 2011

FY 2012

7th year of employment

207

305

355

20th year of employment

144

173

204

At the age of 55

90

120

78

7th year of
employment

Paid holidays: 5 days
Bonus: 55,000 yen

20th year of
employment

Paid holidays: 10 days
Bonus: 330,000 yen

At the age of 55

Paid holidays: 5 days
Participation in the PLP Seminar

Utilization of Annual Paid Leave
FY 2010

FY 2011

FY 2012

Average days available

19.7

19.6

19.7

Average days used

14.0

10.4

10.9

Utilization ratio (%)

62.8

53.1

55.4

Leaves of Absence for Voluntary Activities
Number of Persons Taking
Leaves of Absence
FY 20100

FY 20111

FY 2012

1*Cumulative total since 1995: 6

FY 2010

FY 2011

FY 2012

36

60

60

39

45

60

4

1

1

3

0

1

100.0

95.6

97.6

Childcare and Family Care Support System
Leave ofabsence

Pregnancy

Family careChildcare

Reduction ofworking hours

67

Within one year, up to the child’s second birthday (may be
extended for an additional six months in special cases)
2 hours until the end of April in the child’s first year ofelementary school
1 hour until the end of April in the child’s fourth year ofelementary school

Exemption from
Until the child’s third birthday
overtime work
Exemption from
Until the end of April in the child’s fourth year ofovertime andelementary schoolnight-time work
The following numbers of paid leave days until the end of
March in the year when the child starts elementary school
Nursing care(adjusted according to the number of children)leave
1 child: 5 days per year
2 or more children: 10 days per year
Leave ofUp to one year per person in need of care per condition
absence
Reduction in
Up to one year per person in need of care per condition
working hours
per year
Exemption fromovertime andAs mandated by law
late-night work
The following number of paid leave days (according to
number of family members requiring care)
Family care
1 person: 5 days per yearleave
2 or more persons: 10 days per year

Reduction ofworking hours

One hour per day reduced working time

OLYMPUS CSR REPORT 2013

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.)

Expired annual paid
holiday saving scheme(Special Sick Leave)

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

General Business Operator Action Program under the Act for
Measures to Support the Development of the Next Generation

Utilization of Childcare Leave and Leaves of Absence
Number of employees taking
maternity leave
Number of employees taking
childcare leave
Subtotal: Males
Number of employees taking
leaves of absence for family care
Percentage of employees
returning to work after leaves ofabsence for childcare (%)

Annual Paid Leave

Olympus has explored work-life integration initiatives designed torealize synergy benefits and motivate employees by helping them tobalance their work and home lives. This emphasis on work-life balance reflects the fact that there are many highly skilled and motivatedemployees who are unable to achieve their full potential or are forced
to cut short their careers due to family circumstances, such as theneed to care for children or relatives.
Olympus has responded to this problem by providing support for
long-term human resource development based on long-term careerformation, with the aim of increasing the work options for employeeswith child care and family care responsibilities. The following plan has
been formulated to enable these workers to enjoy fulfilling work andhome lives.

1. Plan Period
January 1, 2013–January 31, 2015

2. Content of Plan(1)	Provision of support to enable employees with childcare responsibilities to reconcile their work life with their home life
Objective 1:	We will introduce a work-at-home system for employees withchildren in the third year of elementary school or younger,
where both parents are working or the family is a single-parent
household.

—Measures—■ Establishment

of rules for work-at-home system (April 2013)■ Disseminationof information using leaflets, etc. (from April 2013)
Objective 2: We will implement awareness-raising activities to encourage
male employees to take childcare leave or leaves of absence.

—Measures—■ Disseminationof information using leaflets, etc. (from April 2013)(2) Development of diverse working conditions to help employees
review their work styles
Objective 3: We will implement measures to enable workers to review theirwork styles as part of efforts to facilitate work-life integration.

—Measures—■ Preparationof management guides suitable for employment
management for use in dissemination of information in-house(from April 2013)

Data Section

Environmental Data 1

Environmental Management Structure

Global Warming Prevention Measures

P7̲ 左1

List of ISO 14001 Certified Plants/Offices
Plant/Office
Nagano Facility(Tasuno)*
Hinode Plant
Aizu Olympus Co., Ltd.
Shirakawa Olympus
Co., Ltd.
Aomori Olympus Co., Ltd.
Olympus (Shenzhen)
Industrial Ltd.
Technology Research
Facilities (Hachioji)
Olympus Winter & Ibe
GmbH
KeyMed (Medical &Industrial Equipment) Ltd.
Olympus Logitex Co., Ltd.
Olympus Medical Science
Sales Co., Ltd.
Olympus (GuangZhou)
Industrial Co., Ltd.
Olympus America Inc.,
National Service Center
Olympus NDT Inc.
Olympus Vietnam
Co., Ltd.

Product Lifecycle CO2 Emissions

Date ofCertification

Location
Tatsuno-machi, Kami-ina-gun,
NaganoHinode-machi, Nishitama-gun,Tokyo
Aizu-Wakamatsu-shi,
Fukushima
Nishigo-mura, Nishishirakawagun, Fukushima
Kuroishi-shi, Aomori

November, 1998

Shenzhen, China

September, 1999

Hachioji-shi, Tokyo

March, 2000

695

526

426

435

375

556

2007

2009

2010

2011

2012

2014 (Fiscal year)
TargetFebruary, 1998
July, 1998
October, 1998
October, 1998

■ (1,000 t-CO 2)

Hamburg, Germany

May, 2001

Southend-on-Sea,
United Kingdom
Kawasaki-shi, Kanagawa

November, 2003

Shinjuku-ku, Tokyo

October, 2004

Panyu, Guangzhou City, China

October, 2004

San Jose, CA, USA

December, 2005

March, 2002

P7̲ 左3
5,588
5,624
5,120
4,290
4,473
3,924
5,211
5,168
4,684
3,900
4,104
3,636

6 business sites including the
September, 2010
one at Waltham, MA, USA
8 Street, Long Thanh Industrial
Zone, Dong Nai Province,
January, 2013
Vietnam

4,470*The former Tatsuno Facility has been certified as the Nagano Facility since April
2013.

Environmental Accounting
2007
FY 2010Grouping

FY 2011

Cost

Investment

Cost

Investment

Cost

73

538

73

677

99

418

22

126

20

133

21

111

48

208

53

349

2

204

0

195

1

181

1

91

Prevention Cost of Public
Nuisance
Global Environmental
Conservation Cost
Resource Circulation Cost

In Upstream Costs
In Downstream Costs

12

8

43
116
P8̲
左2
35
191
2

71
165

104

0

331

1

407

6

387

R&D Costs

30

669

1

1,059

1

968

Costs of Social Activities

0

2

1

2

8

11

2

Costs for Damaged Environment

Environmental Effects

Effects
insideBusiness
Area

80

8 136

Environmental Management Activity Costs

Quantitative Effects ofEnvironment Preservation

2009

FY 2012Investment

Costs Inside Business Area

Contents

2008

2010

2011

2012

2014 (Fiscal year)
Target■ Waste(t) yen)■ Recycling (t)(Unit:
MillionEnvironmental Costs

Period: April 1, 2012 to March 31, 2013
Targets of aggregation: Major targets in this report (offices and plants in Japan and China) andOlympus’ head office and affiliated logistics companies in Japan.
1) Calculation is made with reference to theEnvironment Accounting Guidelines (FY2005).
2) The proportions of cost and depreciation expenses that cannot be clearly separated into
those for environmental preservation and those
72
57
51
56
for other purposes are not calculated, and their
119
115
101
68
totals are not included for the purposes of environmental accounting.
3) Some items may differ from historical figures
because of corrections to the data.

(Unit: Million yen)
FY 2010

FY 2011

FY 2012

CO2 Discharged(unit: t-CO2)

93,531

100,162

95,249Waste Discharged(unit: t)

3,371

3,501

2,955

(Unit: Million yen)

(Fiscal year)
2007
2008
2009
2010
2011
2012
Percentage
Change from Change
Change from
Economic
Benefits offromPrevious
Previous■ Previous
Public water areas (10,000m 3) ■ Sewage
systems (10,000
m 3)
Environmental
Protection
Fiscal Year
Fiscal Year
Fiscal Year
Revenues from Sales
Revenue-4,914-5%of Recycled Valuable-6
Benefits
Substances-546

Water Usage(unit: 10,000 m3)

167

146

119

-26

Chemical Substances
Discharged/Transferred(unit: t)

22

21.2

20.6

-0.6

Energy Costs

-16%

P8̲右1

-18%

Cost
Savings

-3%

165
4.6

152
2.7

149
1.7

14

Landfill Disposal Contracting
Costs
Resource Recycling
Contracting Costs
Costs of Water Usage

136
1.8

130
1.6

126

-7
3
7

0.5

OLYMPUS CSR REPORT 201368

Environmental Data 2

Manufacturing-Related CO2 Emissions

2

Energy Consumption

3,592
8,583

78,342
28,992

73,13427,02780,51825,253

Direct

2008

2009

2010

2011

Indirect2)
1 (t-CO2) ■ Scope 2 (t-CO

77,504
23,613

City gas(Unit: TJ)

2007

2008

2009

2010

2011

2012

56

62

92

104

106

109

95,105

LPG

26

33

23

33

33

33

LNG

15

55

44

47

49

65

Heavy fuel
oil

138

82

50

54

50

15

Kerosene

9

10

11

1

1

2

Diesel fuel

226

202

205

176

171

167

Subtotal
469 year)445
20122014 (Fiscal

425

415

410

391

ElectricityTarget1,508 1,526 1,467 1,424 1,399 1,376

Total

CO2 Emissions at Manufacturing Sites

83,51235,36983,59228,583435695101375526
100

2007

2008

P7̲ 左1
526
137

426
100

78,342
28,992

73,13427,027556426
97

2009

2010

80,51825,25377,504
23,613

95,105

435

375

556

2011

2012

■ Scope 1 (t-CO2) ■ Scope 2 (t-CO2)

2009
2008
0 t-CO 2)

2010
2009

CO2 Emissions Generated/Not Generated from Energy
3,918
115,097

2,235
110,085

1,428
106,009

1,354
98,90867
105,851

2007

2008

2009

2010

2011

2011
2009
2007
2012
2010
2011
■ (1,000 t-CO 2)(Fiscal year)
2014
2010
2011
2012 (Fiscal year)
Target20122014 (Fiscal year)
Target2014 (Fiscal year)
Target

P7̲右3

33

P7̲
左3
Waste Emissions
137

100

101

100

4,290
4,473
3,924
624
5,120
4,290 5,588
4,473 5,624
3,924 5,120
4,470
3.8
2.9 3,900 2.9
1.9
5,211
5,168
3,900
4,104
3,636
5,168
4,684
4,104 2.8
3,636 4,684

2007

2008

2009

2010

2011

97

4,470

P7̲右2

P7̲左1
左2
P8̲

P7̲ 左2

P8̲ 左1
63
173

126
137
20.5
19.0
16.6

100
17.9
21.6

2012 (Fiscal year)

2012

2014 (Fiscal year)
Target*The target for fiscal 2014 relates to waste emissions.
*Olympus disposes of waste from each facility within the country where
the facility is located and does not transport it across international borders, regardless of whether or not the waste is designated as hazardous
under the Basel Convention.

P8̲ 左3

69

46
126

45
105

45
79

101126100137
97100
16.5
16.5
16.4
21.2
20.6

101

100

2007

2011

2012

2008

2009

2010

2007
2008
2009
2007
2008
2009
2010
■ (t)

2010
2007
2011
■ (t)

2011
2008 2012
2009
2010(Fiscal year)
2012
2014 (Fiscal year)
Target2011■ Emissions and movements of chemicals (Substances already*Scope:The mainmonitored)(t) organizations in Japan as listed in the CSR Report

P8̲右3■ Emissions and movements of chemicals (New and existing
monitored substances) (t)

6.3

3.8

2.9

2.9

2.8

1.9

P8̲左4
左3
P8̲

57 71
87
11516551 80
88101136

56 72
84
68119

57
115

51
101

56
68

2.9
6.3
3.8
2.9
2.96.3
2.83.8
1.92.9137,939 105,821 86,020 Please
61,753see65,395
also pp.57,879
49–50 of112,236
the main report.
2,356
2,168
1,914
1,792
1,717
1,929

2010

2011

2012 (Fiscal year)

P8̲ 左2

72
91
119

54
136

■ Groundwater (t) ■ Piped water (t)

2008
2009
2010 20072011 20082012 20092010 year)20112014 (Fiscal
2008
2009
2010
2011
2012 (Fiscal year)
Target(t) ■ Recycling (t)■ Waste (t) ■ Recycling (t)

80
94
136

63
153

P7̲右3
P7̲右3
Total Copy Paper Consumption
P8̲右3

■ (t)

左2
2

2012 (Fiscal year)*Changes at all manufacturing sites only.
*Olympus reports in the following categories under the GHG Protocol.
Scope 1: Greenhouse gas emissions resulting from the direct use of
3,918
2,235
1,428
1,354
67
fossil fuels
115,097
110,085 106,009
98,908105,851
Scope 2: Greenhouse gas emissions resulting from secondary utilization, such as the purchase of electric power*The Greenhouse Gas Protocol conversion coefficients are as follows.
83,512
83,592
78,342
73,134
83,512 Calculations
83,592 78,342
73,13480,51877,504
Japan:
than
were basedon 80,518 77,504
95,10563
63
54for items
46other35,369
45 electric
45power28,992
35,36928,58328,992
27,02725,25328,583
23,61327,027 25,253 23,613
189
thestipulatedin
173
153conversion
136 coefficient
126
105
79the Greenhouse Gas
Emission Methodology and Reporting System. Conversion
coefficients published each year by the Federation of ElectricPower Companies of Japan were used for electric power. The
electric power figures for FY2012 were calculated using the
FY2011 coefficient.
Overseas: Calculated using the Greenhouseconver- 2010
2007Gas (GHG)
2008Protocol
2009
2011
sion coefficient as officially announced.
■CO2
generatedfromenergy■ CO2 not generat(http://www.ghgprotocol.org)*Calculated using the figures stipulated in the enforcement order for the
Law Concerning the Promotion of the Measures to Cope with Global
2007
2008
2009
2010
2007
2011
2008
2012
2009
2010year) 201120122014 (Fiscal
Warming.
2007
2008
2009
2010
2011
2012
2014
Target(Fiscal year)2) energy:■ ScopeAmount2 (t-CO)Scope) gas■ Scope2 (t-CO2)
1 (t-CO■2of
1 (t-CO2Target*C O■2 Scope
generatedfromgreenhouseemissions■ Groundwater(t) energy■ Pipedwater1(t)generatedby using(scopesand 2 in accordance with the GHG
Protocol).

Resource Conservation/Recycling
126

33
101,166■ CO2 generated from energy ■ CO2 not generated from energy

1,988 1,971 1,892 1,839 1,809 1,767

P7̲ 左2

31

P7̲右2

20.5

19.0

P8̲ 左3

16.6

17.9
21.6

16.5
21.2

16.5
20.6

2.8

OLYMPUS CSR REPORT 2013
2007

2008

2009

2007

2008

2009

2010

2011

2012

8

2009

2010

2011

2012

■ Recycling (t)2007

P7̲ 左2

2014 (Fiscal year)
Target

2009

2010

2011

2007

2012

■ (1,000 t-CO 2)

137

80
136

100

72
119

2014 (Fiscal year)
TargetEnvironmental
Data
32010
2007
2008
2009

2011
2012 (Fiscal year)
101
100
97 73,134 80,518 77,504
83,512
83,592
78,342
95,105■ CO228,583
generatedfrom energy
CO2 not 23,613
generatedfrom energy
35,36928,992
27,027 ■25,253

57
51
P7̲
左3101
115

56
68

P8̲ 左1

2008

2009

2010
2011
2007
2008
2009
2010
63
63
542012 (Fiscal
46 year)2011
45
173
153
126
■ Scope2 (t-CO105
2)■
Scope 1(t-CO2) 136

2008

2009

2010

2011

P7̲右2
2007
2008

2012
45
79

2014 (Fiscal year)
189
Target2012 (Fiscal year)

P7̲右3

2009

2010

■ Waste (t) ■ Recycling (t)
3,918
2,235
1,428
115,097
110,085 106,009

149
1.7

2011
1,354
98,908

2007
2008
2009
2010
2011
2.91262.81371.9100101■ Groundwater (t) ■ Piped water (t)P8̲ 左2

130
1.6

126

Wastewater
71
165
2007

P8̲右3

2007

2008

2012 (Fiscal year)

P7̲右2Data Section

2009

2010

2011

2007
63

63

2012

■ Scope 1 (t-CO2) ■ Scope 2 (t-CO2)■ Public
water areas■
Sewage79
systems189(10,000m ) 98,908
173
153
136 (10,000126m ) 115,097
105
110,085
106,009
P8̲
左3
2008

2009
46

54

3.8

2.9

3

2010
45
3,918

2011
452,235

2012 (Fiscal year)
1,428
1,354
3

2.9
2.8
P7̲右3

126
Air Pollution Prevention

67
105,851

20
Tar

10

1.9

137

P8̲右1

100

101

100

80
136
2008

(Fiscal year)
2007
2008
2009
2012
2007 130
2008 2014
2010
2011
2
165
152
149 2010 1362011
126 2009
4.6
2.7(t) ■ Piped
1.7 water (t)1.8
1.6 Target
0.5energy ■ CO2 not generated fr■ Groundwater■ CO2 generated
from

2007

2012
67
105,851
2012
100

2014 (Fiscal year)
Target33
101,166
2014 (Fiscal year)
97
Target*The target for fiscal 2014 is based on the total amount of water used.
136
1.8

2011

2008

2010

2011

57
115
2010

51
101
2011

2007

P8̲右3
2007

2012 (Fiscal year)

P8̲ 左1

2008

2009

2010

2011

2

45
79

18

■ (t)

2008

2009

P8̲右2

■ NOx (t)■ SOx16.6
(t)
20.5
19.0

17.9
21.6

2010

2011

16.5
63
21.2
173

16.5
63
20.6
153

2012 (Fiscal year)
54
16.4
136

46
126

45
105

Emissions of Volatile Organic Compounds (VOCs)
84

0.5
72
119
2009

2009

■ (t)

ater areas (10,000 m 3) ■ Sewage systems (10,000 m 3)

2
2.7

2010

Emissions of Nitrogen Oxides (NOx) and Sulfur Oxides (SOx)

Water Use

2.9

2009

P8̲ 左1

6.3

5,588
5,624
5,120
4,473
3,924
4,470
Conservationof4,290
Water
Resources
5,211
5,168
4,684
3,900
4,104
3,636

3.8

2008

■ (t)

94

87
P8̲
左388

91

56
68
2012 (Fiscal year)

6.3

84

3.8

2.9

2.9

2.8

■ CO2 generated from energy ■ CO2 not generated from energy

2008

2009

2010
2007
20.5
■ (t)

008

2009

■ SOx (t)2010

(Fiscal2011
20122008 16.6
2009
2010
19.0
17.9 year)
16.5
21.6
21.2

2011

2011
16.5
20.6

2012 (Fiscal year)
16.4

2011

2012 (Fiscal year)

2012 (Fiscal year)

P8̲2007左1 20082009

P8̲ 左32010■ Public water areas (10,000 m 3) ■ Sewage systems (10,000 m 3)
63
63
54
46
45
45
189
173
153
136
126
105
79

Biological Oxygen Demand (BOD)

94

2008

91

2007
87 6.3

2008
2009
2010
88 3.884 2.9

2011
2.9

2012
2.8

2014 (Fiscal year)
1.9
Target■ Emissions and movements of chemicals (Substances alreadymonitored) (t)■ Emissions and movements of chemicals (New and existing
monitored substances) (t)

2007

2008

2009

2010

2011
2012
2014 (Fiscal
2007
2008
2009
2010year) 2011
Target■ Groundwater (t) ■ Piped water (t)■ Emissions
andmovementsof chemicals
already
2007
2008
2009
2010 (Substances
20112012 (Fiscal year)
monitored) (t)(t)■■ Emissions and movements of chemicals (New and existing
monitored substances) (t)
2007

P8̲右3

P8̲ 左4

2009

152
2.7

P8̲ 左4

2008

149
136
1.7
1.8
2010
2011

2009

130
1.6
2012

■ Groundwater (t) ■ Piped water (t)
2010
2011
2012 (Fiscal year)

2007 105,821
200886,0202009
137,939
61,753 2010
65,395
2,356
1,914
1,792
1,717
■ (t) 2,168

137,939 105,821 86,020
2,356
2,168
1,914

61,753
1,792

Chemical Substance Safety and Control

2007
2008
P8̲右3

2009

2010

2011

2012 (Fiscal year)■ NOx (t) ■ SOx (t)Emissions and Movements of PRTR Substances

20.5
19.0
P8̲右2

16.6

17.9
21.6

16.5
21.2

16.5
20.6

2007
84

2008
2009
2010
94
91

2011
87

2012
88

2007

2008

2011

2012

16.4

2014 (Fiscal year)
84
Target■ International logistics (t-CO 2) ■ Domestic logistics (t-CO 2)

2009

2010

2010

2011

2

65,39520.5
1,717

57,879
19.0
16.6
17.9
112,236
1,929
21.6

16.5
21.2

16.5
20.6

16

P8̲右2

126
0.5
2014 (Fiscal year)
Target2011
2012 (Fiscal year)
57,879112,236
1,929

2009

20
Tar

Transportation-Related CO2 Emissions

P8̲右1
165
4.6
2007

2008

Transportation-Related■CO2 Emissions
(t)

2012

84

2007

2008

2009

2010

94

2011
2007

91

87

88

2012
2008

2014 (Fiscal
2009
2010year) 2011201220
TargetTar■ International logistics (t-CO 2) ■(t-CO 2) of chemicals (Substances alre
■ Domestic
Emissionslogistics
and movements
monitored) (t)■ Emissions and movements of chemicals (New and existinmonitored substances) (t)
2007
2008
2009
2010
2011
2
■ (t)

P8̲ 左4
137,939 105,821 86,020
2,356
2,168
1,914

61,753
1,792

65,395
1,717

57,879
112,
1,929

2011

2012

*Existing monitored substances are substances that have been monitored
since before fiscal 2009. The target for 2014 was based on the existing list

2014 (Fiscal year)of monitored substances.
Target(Fiscal year) *New monitored substances are substances that became PRTR substances
2007
2008
2009
2010
2011
2012
■ Emissions and movements of chemicals (Substances alreadymonitored)
(t)
■ (t)
■ Emissions and movements of chemicals (New and existing
monitored substances) (t)P8̲ 左4in fiscal 2010 because of the revision to the PRTR system.
2007

2008

2009

2010

20
Tar
■ International logistics (t-CO 2) ■ Domestic logistics (t-OLYMPUS CSR REPORT 201370

GRI Guideline Reference Chart
Olympus referred to Version 3.1 of the GRI*1 Sustainability Reporting Guidelines when compiling its 2013 CSR
Report. The table below indicates some of the relevant pages on the website. 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 22 for the core subjects and issues covered by the 10 Global Compact Principles and ISO 26000.

Description

Page

Item

GC
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.

2-4

Message from Senior Management

6.2

Description of key impacts, risks, and opportunities.

1,
2-4,
7-8,
20-22,
23-28

The Olympus Group’s CSR
Message from Senior Management
Building the New Olympus
Realizing the “Social IN” Corporate Philosophy
Integrity in Society (Adherence to High EthicalStandards)

6.2

Name of the organization.

6

Profile of the Olympus Group

2.2

Primary brands, products, and/or services.

6,
9-10

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

2.3

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

6

Profile of the Olympus Group

2.4

Location of organization’s headquarters.

6

Profile of the Olympus Group

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.

5,
6

Editorial Policy
Profile of the Olympus Group

2.6

Nature of ownership and legal form.

6

Profile of the Olympus Group

2.7

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

5,
6

Editorial Policy
Profile of the Olympus Group

1.1

1.2

2. Organizational Profile
2.1

Scale of the reporting organization, including:Number of employees;
6,
Number of operations;• Net sales (for private sector organizations) or net revenues (for public sector organizations);
66• Total capitalization broken down in terms of debt and equity (for private sector
78
organizations); and• Quantity of products or services provided.

Profile of the Olympus Group
Number of Consolidated Employees
Communication Tools

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).

6

Profile of the Olympus Group2.10

Awards received in the reporting period.

58,
60,
77

Local Activities
Initiatives at Business Sites in Japan
Local Activities
Initiatives at Overseas Business Sites Asia
Major Awards Received in Fiscal 2012

•
•

2.8

3. Report Parameters
Report Profile
3.1

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

5

Editorial Policy

3.2

Date of most recent previous report (if any).

5

Editorial Policy

3.3

Reporting cycle (annual, biennial, etc.)

5

Editorial Policy

Contact point for questions regarding the report or its contents.

5,
Back
cover

Editorial Policy
Back cover

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

5,
20-22

Editorial Policy
Realizing the “Social IN” Corporate Philosophy

3.6

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

5

Editorial Policy

3.7

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

5

Editorial Policy

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.

44,
47,
68

Olympus Product Life Cycle Assessments
Environmental Accounting

3.4

Report Scope and Boundary

3.5

71

•
•

OLYMPUS CSR REPORT 2013

6.2

Data Section

Description

Page

GC
Principles

Item

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.

None

—

71-76

GRI Guideline Reference Chart——

ISO 26000

GRI Content Index
3.12

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

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.

27-28

Strengthening Corporate Governance

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).

27-28

Strengthening Corporate Governance

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.

27-28

Strengthening Corporate Governance

1-10

4.4

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

27-28

Strengthening Corporate Governance

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).

—

—

1-10

4.6

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

27-28

Strengthening Corporate Governance

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.

27-28

Strengthening Corporate Governance

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.

27-28

Strengthening Corporate Governance

1-10

4.9

Procedures of the highest governance body for overseeing the organization’s identificationand management of economic, environmental, and social performance, including relevantrisks and opportunities, and adherence or compliance with internationally agreed standards, 20-22
codes of conduct, and principles.

Realizing the “Social IN” Corporate Philosophy

1-10

4.10

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

—

—

1-10

6.2

Commitments to External Initiatives

4.11

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

25-26,
27-28,
30,
47,
49

Fair Business Practices
Strengthening Corporate Governance
Respect for Human Rights in the Supply Chain
Green Procurement
Chemical Substance Safety and Control

7

4.12

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

21

The United Nations Global Compact

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.

26

Transparency Guidelines

1-10

6.2

Stakeholder Engagement
4.14

List of stakeholder groups engaged by the organization.

1,
5,
21

The Olympus Group’s CSR
Editorial Policy
Listening to Stakeholders

4.15

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

1,
5,
21

The Olympus Group’s CSR
Editorial Policy
Listening to Stakeholders

4.16

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

23,
29-30,
31-34,
35-36

Promoting ComplianceIntegrity Hotline Systems
Employees’ Human Rights
CSR Procurement Initiatives
Human Rights Due Diligence
Product and Service Creation from theCustomer’s Perspective
Customer-Focused Manufacturing

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.

23,
31-34,
35-36,

Promoting ComplianceIntegrity Hotline Systems
Human Rights Due Diligence
Product and Service Creation from theCustomer’s Perspective
Customer-Focused Manufacturing

2-4

Message from Senior Management

6.2

6.2

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

1, 4, 6, 7 6.2, 6.8

OLYMPUS CSR REPORT 201372

Description

Page

Item

GC
Principles

ISO 26000

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

CORE
EC2.

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

43,
44,
68,
69

Olympus Group Environmental Charter
Global Warming Prevention Measures
Global Warming Prevention Measures
Manufacturing-Related CO2 Emissions

6.5.5

CORE
EC3.

Coverage of the organization’s defined benefit plan obligations.

—

—

CORE
EC4.

Significant financial assistance received from government.

——

Aspect: Market Presence
ADD
EC5.

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

——

6.3.7, 6.4.4, 6.8

CORE
EC6.

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

26,
30

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

6.6.6, 6.8, 6.8.5,
6.8.7

CORE
EC7.

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

29,
66

Employees’ Human Rights
Status of Employees

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.

52-60

Contribution to Society

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

43-45

Environmental Management

7, 8, 96.2, 6.5▶Environmental
Disclosure on Management Approach
Environmental Performance Indicators

Aspect: Materials
CORE
EN1.

Materials used by weight or volume.

45

Environmental Impact

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.

69

Manufacturing-Related CO2 Emissions

8

6.5, 6.5.4

CORE
EN4.

Indirect energy consumption by primary energy source.

69

Manufacturing-Related CO2 Emissions

8

6.5, 6.5.4

ADD
EN5.

Energy saved due to conservation and efficiency improvements.

49,
50,
69,
70

Manufacturing-Related Initiatives
Reducing Transportation-Related CO2
Emissions
Manufacturing-Related CO2 Emissions

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.

49,
50,
68,
69,
70

Manufacturing-Related Initiatives
Reducing Transportation-Related CO2
EmissionsGlobal Warming Prevention Measures
Manufacturing-Related CO2 Emissions

8, 9

6.5, 6.5.4

ADD
EN7.

Initiatives to reduce indirect energy consumption and reductions achieved.

49,
50,
68,
69,
70

Manufacturing-Related Initiatives
Reducing Transportation-Related CO2
EmissionsGlobal Warming Prevention Measures
Manufacturing-Related CO2 Emissions

8, 9

6.5, 6.5.4

Aspect: Water
CORE
EN8.

Total water withdrawal by source.

49,
70

Conservation of Water Resources

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.

45

Environmental Impact

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.

45

Biodiversity Conservation

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.

45

Biodiversity Conservation

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

73

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Description

Page

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Principles

Item

ISO 26000

Aspect: Emissions, Effluents, and Waste

Total direct and indirect greenhouse gas emissions by weight.

45,
49,
68,
69

Environmental Impact
Reducing Manufacturing-Related CO2
EmissionsGlobal Warming Prevention Measures
Environmental Accounting

8

6.5, 6.5.5

Other relevant indirect greenhouse gas emissions by weight.

45,
68,
69

Environmental Impact
Environmental Accounting
Global Warming Prevention Measures
Manufacturing-Related CO2 Emissions

8

6.5, 6.5.5

ADD
EN18.

Initiatives to reduce greenhouse gas emissions and reductions achieved.

49,
50,
68,
69,
70

Manufacturing-Related Initiatives
Reducing Transportation-Related CO2
EmissionsGlobal Warming Prevention Measures
Manufacturing-Related CO2 Emissions

7, 8, 96.5, 6.5.5

CORE
EN19.

Emissions of ozone-depleting substances by weight.

49

Reducing Manufacturing-Related CO2
Emissions

8

6.5, 6.5.3

CORE
EN20.

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

45,
70

Environmental Impact
Air Pollution Prevention

8

6.5, 6.5.3

CORE
EN21.

Total water discharge by quality and destination.

49,
70

Conservation of Water Resources

8

6.5, 6.5.3

CORE
EN22.

Total weight of waste by type and disposal method.

49,
69

Reducing Waste and Recovering Resources

8

6.5, 6.5.3

CORE
EN23.

Total number and volume of significant spills.

44

Compliance with Environmental Laws

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.

None
(69)

Waste Emissions

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.

45

Biodiversity Conservation

8

6.5, 6.5.3,
6.5.4, 6.5.6

CORE
EN16.

CORE
EN17.

Aspect: Products and Services
CORE
EN26.

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

46,
47

Olympus Eco-Products
Olympus Product Life Cycle Assessments

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.

45

Environmental Impact

8, 9

6.5, 6.5.3,
6.5.4, 6.7.5

44Compliance with Environmental Laws

8

6.5

45

Environmental Impact

86.5, 6.5.4,
6.6.6

Total environmental protection expenditures and investments by type.

44,
68

Environmental Accounting

7, 8, 96.5

Disclosure on Management Approach

23-24,
25-26,
27-28,
29-34,
63

Promoting ComplianceFair Business Practices
Strengthening Corporate Governance
Respect for Human Rights
Olympus Human Rights and Labor Policy(Extract)

1, 3, 6

6.2, 6.4,
6.3.10Aspect: Compliance
CORE
EN28.

Monetary value of significant fines and total number of non-monetary sanctions fornoncompliance 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.
▶Social

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, —and region.

—

ADD
LA3.

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

41-42,
66,
67

Occupational Safety and Health Management
Status of Employees, Labor Relations
Leave Systems and Leave Utilization Situation

6.4, 6.4.3,
6.4.4

CORE
LA15.

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

67

Leave Systems and Leave Utilization Situation

6.4, 6.4.4,

6.4, 6.4.3,
6

6.4, 6.4.3,

Aspect: Labor/Management Relations
CORE
LA4.

Percentage of employees covered by collective bargaining agreements.

66

Labor Relations

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.

41,
66

Health and Safety
Number of Industrial Accidents and Incidence
Ratio

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.

66

Number of Industrial Accidents and Incidence
Ratio

1

6.4, 6.4.6

OLYMPUS CSR REPORT 201374

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Principles

Description

Page

Item

ISO 26000

CORE
LA8.

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

41-42

Occupational Safety and Health Management,
Health Promotion Activities
Helping Employees to Enjoy Their Work andHome Lives

1

6.4, 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.

41

Occupational Safety and Health Management

1

6.4, 6.4.6

Aspect: Training and Education
CORE
LA10.

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

——

6.4, 6.4.7

ADD
LA11.

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

40

Human Resource Development, Fair
Assessment

6.4, 6.4.7,
6.8.5

ADD
LA12.

Percentage of employees receiving regular performance and career development reviews.

40

Human Resource Development, Fair
Assessment

6.4, 6.4.7

29,
66

Employees’ Human Rights
Status of Employees

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

21,
23-24,
29-30,
31-32,
63

The United Nations Global Compact
Promoting Compliance
Human Rights and Labor Policy (Extract)
Employees’ Human Rights
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence

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.

21,
23-24,
29-30,
31-32,
63

The United Nations Global Compact
Promoting Compliance
Human Rights and Labor Policy (Extract)
Employees’ Human Rights
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence

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.

26,30,
31-32,
64

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

1, 2, 3,4, 5, 6

6.3, 6.3.3, 6.3.5,
6.4.3, 6.6.6

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

23-24,
25-26,
65

Promoting ComplianceFair Business Practices
Record of Main Compliance Education
Programs Provided for Employees in Fiscal
2012 (Japan)
Strengthening Compliance with Key Laws andRegulations

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

21,
29-30,
31-32,
33-34,
63,
64

The United Nations Global Compact
Human Rights and Labor Policy (Extract)
Employees’ Human Rights
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence
Our Efforts to Identify CSR Issues
Olympus Group Procurement Policy

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

21,
29-30,
31-32,
33-34,
63,
64

The United Nations Global Compact
Human Rights and Labor Policy (Extract)
Employees’ Human Rights
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence
Our Efforts to Identify CSR Issues
Olympus Group Procurement Policy

1, 2, 5

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

21,
29-30,
31-32,
33-34,
63,
64

The United Nations Global Compact
Human Rights and Labor Policy (Extract)
Employees’ Human Rights
Respect for Human Rights in the Supply Chain
Human Rights Due Diligence
Our Efforts to Identify CSR Issues
Olympus Group Procurement Policy

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

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

ADD
HR3.

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.

75

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

OLYMPUS CSR REPORT 2013

Data Section

GC
Principles

Description

Page

Item

ISO 26000

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

31-32

Human Rights Due Diligence

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

23-24,
25-26,
52,
64

Promoting ComplianceFair Business Practices
Social Contribution Policy and Activities
Olympus Social Contribution Policy (Extract)

Aspect: Assessment
CORE
HR10.

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.

45

Biodiversity Conservation

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

Aspect: Corruption
CORE
SO2.

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

7

Information Concerning the Financial
Misconduct

10

6.6, 6.6.3

CORE
SO3.

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

23-24,
25

Promoting CompliancePrevention of Corruption
Exclusion of Antisocial Forces
Prevention of Insider Trading
Appropriate Trade

10

6.6, 6.6.3

CORE
SO4.

Actions taken in response to incidents of corruption.

7

Information Concerning the Financial
Misconduct

10

6.6, 6.6.3

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

7

Information Concerning the Financial
Misconduct

6.6, 6.6.3, 6.6.7,
6.8.7

35-39

Delivering Innovative Value

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 fornoncompliance 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.

35-39

Delivering Innovative Value

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.

9-10,
35-39

The Business Activities and Social
Responsibilities of the Olympus Group
Delivering Innovative Value

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.

35-36

Product and Service Creation from theCustomer’s Perspective

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.

26,
63

Dependable Corporate Communication
Information Disclosure
Olympus Information Disclosure Policy

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

—

—

—

—

Aspect: Customer 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.

Monetary value of significant fines for noncompliance with laws and regulations concerning
the provision and use of products and services.

6.7, 6.7.6

OLYMPUS CSR REPORT 201376

Data Section

External Awards

Major Awards Received in Fiscal 2012
Olympus products and services were selected for the following external awards.
Award

Product, etc.
OLYMPUS PEN E-P3 mirrorless digital SLR camera

Red Dot Design Award *1
Product Design 2012

Linear PCM Recorder LS-10 (high-quality audio recorder)
IPLEX UltraLite industrial videoscope2012 Edison Award (Gold)*2

SCALEVIEW-A2 specimen transparency enhancer and objective lens
THUNDERBEAT/SONICBEAT surgical energy devices*4
EVIS EXERA III gastrointestinal video scope system
IX3 Series research inverted microscope2012 Good Design Award *3
IPLEX UltraLite industrial videoscopes*4
DSX 100 opto-digital microscope
OLYMPUS OM-D E-M5 mirrorless digital SLR camera
DSX Series opto-digital microscopes*6
iF Design Awards 2013*5

OLYMPUS OM-D E-M5 mirrorless digital SLR camera
OLYMPUS STYLUS XZ-2 compact digital camera

International Engineering Fair MSV 2012*7 (Gold)

IPLEX TX industrial videoscopes*1	These international product design awards are presented by the German organization, Design Zentrum Nordrhein Westfalen.
*2	Named after Thomas Edison (1847–1931), these prestigious awards are given in recognition of innovation in new products and services.
*3	This comprehensive design award program is administered by the Japan Institute of Design Promotion.
*4	The THUNDERBEAT and SONICBEAT surgical energy devices and the IPLEX UltraLite industrial videoscope have also been included in the “Good
Design 100,” a list of 100 designs that attracted the interest of the judging panel as being indicative of future trends in design.
*5	This design award program is administered by the Industry Forum Design Hanover (iF), an international organization based in Germany with the aim ofpromoting good design.
*6	The selection of the DSX Series opto-digital microscope for a gold award indicates that it was one of the best products submitted for the iF DesignAwards in 2013.
*7	These awards are given to products in innovative fields of industry at one of the world’s biggest industrial equipment exhibitions. The program is supported by the Czech government and various industry organizations.

IPLEX UltraLite Industrial Videoscopes
Winner of the 2012 TPM Excellence Award (Development)
In 2012, the Japan Institute of Plant Maintenance (JIPM) selected the IPLEX UltraLite
handheld industrial videoscope for a Total Productive Maintenance (TPM) ExcellenceAward. The TPM Excellence Awards are presented with the aim of encouraging thedevelopment of new technology relating to maintenance equipment. With the IPLEX
UltraLite, Olympus has dramatically reduced both size and weight to create a systemthat can be held in one hand. The development of the product was guided by the concept of creating a system suitable for front-line maintenance operations. For example,
the IPLEX UltraLite is resistant to dropping and features a temperature alarm to prevent
malfunctions resulting from use in high-temperature inspection environments. It also has
an all-weather body for additional durability under harsh conditions. These features havebeen reflected in strong user support.
In 2012, the IPLEX UltraLite won both the Red Dot Design Award for Product
Design and the Good Design Award.

77

OLYMPUS CSR REPORT 2013

Communication Tools
The Olympus Group tailors its information disclosure to meet the needs of its stakeholders. Nonfinancial information is provided in Olympus CSR Report 2013 while management and financial
information is included Annual Report 2013. In addition to these reports, which are publishedannually, Olympus also provides up-to-date information via its website.

Non-Financial Reports

Financial Reports

CSR Report 2013

Annual Report 2013

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

IR Information
http://www.olympus-global.com/en/ir/■■ We also have established dedicated websites covering specific CSR activities.
“Picture This: We Can End Poverty” (Japanese only)
http://www.olympus.co.jp/jp/event/picturethis2010/

This website displays entries from a photo contest that Olympus ran in collaboration with
the United Nations Development Programme (UNDP) and the AFP Foundation on thetheme of the Millennium Development Goals (MDGs). Also available on the website is adocumentary video on the photo contest broadcast by Japan International Broadcasting(JIB), an English-language international television station based in Japan.

A DAY IN THE LIFE OF AFRICA
http://www.olympus-global.com/en/event/DITLA/On February 28, 2002, around 100 photographers from around the world captured images
in 53 countries across the African continent for “A Day in the Life of Africa,” the biggest
photographic event in history. As a premium sponsor, Olympus provided full support for the
event. The photographs on this website provide a fascinating glimpse of Africa’s diversity.

Onaka no Kenko Dot Com (Japanese only)
http://www.onaka-kenko.com/

This site, which is supervised by doctors, provides general users with information about
gastrointestinal health. Visitors can learn about gastrointestinal ailments and the early
discovery of problems. There is also information about endoscopes and endoscopic examinations, as well as simple checking procedures that can be used by individuals to assess
their own gastrointestinal health and lifestyles.

Waku Waku Science Seminars (Japanese only)
http://www.olympus.co.jp/jp/event/wakuwaku/

The Waku Waku Project is a voluntary organization run by Olympus employees, who present Waku Waku Science Seminars at local elementary and junior high schools. Experiments
and projects used in past seminars are described on the website for use in learning activities at home or at school.

OLYMPUS CSR REPORT 201378

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

TEL: +81-3-6901-9299

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

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