CSR
Data Book
2020

Olympus Group Corporate Philosophy
Corporate Philosophy
All of our activities are based on our corporate philosophy, which consists of Our Purpose and Our Core Values.

Framework of Corporate Philosophy
The Olympus Group specifies the Basic Management Policies within the Framework of Corporate Philosophy, positioning
its Corporate Philosophy at the top. The concrete guidelines for business execution are then compiled into two structures:
Planning and Global Rules.
Basic Management Policy
Oversight by
Board ofDirectors

Corporate Philosophy

Policy forManagement
Execution

Our Core Values

Our Purpose

Olympus Global Code of Conduct
Basic Policy on Corporate GovernanceCorporate Strategy
Basic Policy on the Internal Control System

Planning Structure

Global Rule Structure
Olympus Group Corporate Governance Rules

Management
Execution

Olympus Global Rules

Business Plan

Olympus Global Business Rules

Regional Rules

Local/Individual Rules

Execution of Daily Corporate
Activities

1

CSR Data Book 2020

About the Editing Process
The Olympus Group’s CSR Data Book presents our detailed data
items from the Governance, Social and Environmental perspectives.
(Details of corporate governance are presented in the Integrated
Report.) The disclosure items are in line with the standard itemsof the Global Reporting Initiative (GRI) Sustainability ReportingStandard, the international standard for CSR reporting.
Reference Guidelines• GRI, Sustainability Reporting Standard
The report does not, however, address all of the requirements of
the “comprehensive” and “core” level options of the guidelines.
•E nvironmental Reporting Guidelines (2018) 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.

External Assurance§ Scope of external assurance

The amounts of CO2 emissions in Scope 1, Scope 2 (locationbased and market-based methods), and Scope 3: Categories 2 to8, 12, and 15; and energy consumption, water usage, and waste
discharged.

§ External Assurance Organization

Lloyd’s Register Quality Assurance Limited (LRQA)

Organizations Covered by the Report
In principle, the organizations covered by this CSR Data Book are
as follows (any change in the reporting organizations covered withrespect to a specific matter is identified separately).
• Corporate governance: The Olympus Group• Social aspects: The Olympus Group (However, some part of
information such as human resources, etc. covers Olympus
Corporation or Olympus Japan subsidiaries)•E nvironmental aspects: The Olympus Group(However, small businesses are excluded.)
Note: As the environmental performance data has beenrevised due to expansion of the coverage of information
disclosure, the data values may differ from past disclosed
environmental performance.
The descriptions used herein denote the following.
∙ Olympus Group: Olympus Corporation and subsidiaries (global)∙ Olympus: Olympus Corporation∙ Japan subsidiaries: Major subsidiaries in Japan∙ Subsidiaries outside Japan: Major subsidiaries outside Japan§ Period Covered by the Report[FY2020: April 1, 2019–March 31, 2020]
The report contains some information outside this period.

§ Publication Date

[Annual publication (Japanese and English editions)]• Japanese edition: October 30, 2020
(The previous edition was published on August 27, 2019. The
publication of the next edition is scheduled for September 2021.)• English edition: October 30, 2020
(The previous edition was published on September 27, 2019. The
publication of the next edition is scheduled for September 2021.)

Information Disclosure/Distribution MediaThe Olympus Group is ramping up efforts to disclose anddistribute information in a bid to provide stakeholders with adeeper understanding of its activities. Excluding the Integrated
Report and CSR Data Book, the principal tools used to discloseand communicate this information are as follows:• Principal corporate information disclosure and distribution
media
http://www.olympus-global.com/en/• Financial information disclosure and distribution media
https://www.olympus-global.com/en/ir/data/• Corporate Governance• Securities Reports and other materials• CSR related information disclosure and distribution media
https://www.olympus-global.com/en/csr/

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

Contents
Olympus Group Corporate Philosophy 
About the Editing Process/Contents 

1
2

Governance
ESG Initiatives Communication with Stakeholders 
Corporate Governance Compliance Tax Anti-Corruption 
Information Disclosure 
Information Security 
Personal Information Protection 
Risk Management System 

3
6
8
10
17
19
22
25
27
29

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

31
41
45
48
53
54
69
72
80

Environment
Environmental Management Environmental Performance 
Independent Assurance Statement Related toEnvironmental Data 

111

GRI Content Index 113

CSR Data Book 2020

83
91

2

GovernanceSociety

Environment

Governance

ESG Initiatives

Basic Approach andPolicyAll the activities undertaken by the Olympus Group are to respond to requests andexpectations from society and to fulfill our duties and responsibilities under our
Corporate Philosophy. We understand that Olympus as a corporation deservesto continue to exist only when we fulfill our responsibilities through dialogs withstakeholders—including customers, suppliers, shareholders, investors, employees
and their families, local communities, and international society.
The new Corporate Strategy that we announced in November 2019 opens withthe following statement: “In accordance with our Corporate Philosophy, Olympus
strives to uphold and expand our responsibilities to society and stakeholders,enabled by active engagement with ESG issues.” In this strategy, we confirmed that
we will focus on six important ESG areas and listed four distinct ESG topics as
our ESG enhancement measures. These six important ESG areas and four distinct
ESG topics reflect our management strategies, benchmarks by an external ESG
evaluation organization and stakeholders’ opinions, and have been established by
the Group Executive Committee and the Board of Directors through the proceduredescribed below:
Procedure to Establish ESG Enhancement Measures

STEP 01• Creating a list of candidate
issuesSTEP 04

STEP 03

STEP 02• Verification of the importanceof each element from insideand outside perspectives• Derivation of ESG items• Identified 4 ESG topics• Collect opinions ofexternal experts andextract six important
ESG areas

Six ESG Areas
Corporate
governance

Economicsustainability

Product
sustainability

Environment

PeopleSociety

Four ESG Topics¢ Healthcare access and outcomes¢ Compliance, product quality and safety¢ Responsible supply chain¢ Diversity and inclusion“Healthcare access and outcomes,” the first focus of the four ESG topics, is directly
linked to our core business. Therefore, we believe that we need to contribute tohuman health and communities and society in a realistic manner. Concretely, wemust provide products and services that have high medical value based on theappropriate evidence and scientific analysis, and that are affordable and safe. Above
all, it is of prime importance to offer medically valuable outcomes, improve the Qualityof Life (QOL) of patients, and provide all stakeholders with easy-to-understandinformation about the economic value that such outcomes bring. To realize this, wehave brought in a leader with expertise in this area, and restructured the Medical
Affairs Department as the Medical and Scientific Affairs Department.

3

CSR Data Book 2020

Governance

Promotion Structure

Society

Environment

The CEO will be responsible for achieving the ESG goals by determining initiative
details, setting concrete targets, and deciding the priorities through reaching
agreement on the direction of such activities in the Group Executive Committee andthe Board of Directors.
From FY2021, 10% of the remuneration of executive officers will be linked to the
ESG evaluation results based on an external benchmark. Olympus adopts the Dow
Jones Sustainability Indices (DJSI) as its benchmarks, which are reputed to be morereliable and have a wider coverage than other external ESG criteria.

Commitment toExternal Initiatives

In October 2004, Olympus joined the U.N. Global Compact,
agreeing to uphold its 10 principles.
The Global Compact (GC) is a voluntary initiative to create
a global framework within which companies can contribute togood corporate citizenship and sustainable growth throughresponsible and creative leadership. The 10 principles of the
Global Compact are incorporated into our Corporate Conduct
Charter and related policies, and are reflected in our business activities.
Olympus has supported initiatives on climate change as a signatory to the Global
Compact “Caring for Climate” since 2009, and announced its support for Global
Compact Network Japan’s “Tokyo Principles for Strengthening Anti-Corruption
Initiatives” in April 2018.

CSR Data Book 20204

Governance

External Evaluation
Regarding ESG*As of August 2020Society

Environment

Selected for Inclusion in ESG Indexes∙ Dow Jones Sustainability Asia Pacific Indices∙ FTSE4Good Index Series∙ FTSE Blossom Japan Index

External Evaluation Regarding ESG∙ Obtained an A- rating in the climate change survey and the water security survey by
CDP Worldwide, an international NGO that aims at the realization of a sustainableeconomy.
∙ Listed in the Certified Health & Productivity Management Organization Recognition
Program (White 500) for four consecutive years.
∙ Received Kurumin accreditation from the Ministry of Health, Labour and Welfare
as a company well-equipped with supports for raising children (2016 and 2019 for
Olympus, and 2020 for Olympus Medical Science Sales).
∙ Received Eruboshi certification from the Minister of Health, Labour and Welfare as
a company that actively promotes female workers (Eruboshi Grade 3 for Olympus
in 2019).

DISCLOSURE INSIGHT ACTIONWhite 500

KuruminEruboshi5

CSR Data Book 2020

GovernanceSociety

Environment

GovernanceCommunication with Stakeholders

Basic Approach andPolicyInitiatives

The Olympus Group is committed to “making people’s lives healthier, safer, andmore fulfilling.” This is our corporate philosophy and the fundamental concept
underlying our activities, enabling us to respond to the highest expectations of our
stakeholders, conduct ourselves as a model corporate citizen, and work towards
sustainable growth together with society.
In acting as a global company to address the issues of international society,
we are participating in the UN Global Compact, reporting our CSR activities tothem and conducting studies into what we can do to contribute to the Sustainable
Development Goals (SDGs).

Customers
All our businesses endeavor to promptly offer products and services, which areformulated based on an accurate understanding of diverse demands and potential
needs acquired through dialogs with our customers. We have a number of customer
call centers both in Japan and overseas to receive customers’ inquiries and help
resolve their problems. Details of these inquiries are then shared across the company
to further improve our products and services.
We have also set up a Global Task Force to ensure our business continuity
against COVID-19. Under guidance from this task force, we are particularly focusing
on our medical business to respond to demands from healthcare professionals. We
are maintaining our repair and servicing capacity while putting safety measures into
place to protect our employees from infection.

Shareholders and Investors

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

We adhere closely to the Article 27-36 of the Financial Instruments and Exchange Act(so-called “Fair Disclosure Rules”) and proactively disclose our management policies,
financial status, business activities, non-financial and corporate information in a fair,timely and appropriate manner according to the Olympus Group’s Disclosure Policy.
We also invite investors to meetings in which our senior management, including theRepresentative Executive Officer, relevant executive officers, and head of relevantbusiness divisions, present our medium- to long-term corporate strategies andbusiness plans.

Suppliers
Once a year, the Procurement Policy Meeting is held with key domestic suppliers
for each business for the purpose of sharing with them the business strategies andprocurement policy of the Olympus Group.
In addition, Compliance Helpline, a service to receive inquiries on compliance,
handles reports from the Olympus Group in Japan and from suppliers with which
Olympus has direct trade relations.
(continued on the next page)

CSR Data Book 20206

GovernanceSociety

Environment(continued from the previous page)

Employees
We conduct the Core Value Survey for all 35,000 Olympus Group employees tobuild a better corporate culture and working environment through listening to ouremployees. The results of the survey are then shared by senior management indifferent regions and utilized to create various improvement measures. We areparticularly keen on disseminating open corporate culture and work style reform, as
well as enhancing working efficiency. As a part of this movement, Olympus launched
the time-off scheme for voluntary activities and another system to allow side jobs.
We also regularly publish the Global Newsletter. By distributing news relevant to
the entire Olympus Group, such as interviews with new senior managers, to all
employees across the world, we encourage borderless communications beyond thedivisions and regions. In Olympus and its Japan subsidiaries, the Human Resources
Division takes the initiative to hold dialogs between senior management andemployees or labor unions in order to establish and operate schemes and measures
to help diverse human resources exert their full capabilities. The senior management
and labor union leaders discuss management-related issues including corporate
culture, bonuses, and future personnel system, and the results of such discussions
are shared among union members and all managers through the intranet.

Communities
We are actively conducting corporate citizenship programs in collaboration withvarious partners with the belief that gaining understanding about the activities of the
Olympus Group—a Global MedTech Company—for a wide range of stakeholders,
including local communities, schools, and corporations near our business sites,
leads to realization of our corporate philosophy. We also organize factory tours andwork experience opportunities based on the characteristics of each business site.
Other initiatives include the dispatch of its employees as instructors to schools, andparticipation in and support for community events.

National and Local Governments

 lympus Increases Support forO
COVID-19 Measures to 100 Million
Yen
https://www.olympus-global.com/
news/2020/nr01677.html

7

CSR Data Book 2020

We are actively involved in a wide range of corporate citizenship programs incooperation with national and local governments. Olympus and its Japan subsidiaries
hosted a class in primary schools and junior high schools to learn about cancer andits prevention. We had school students operate the medical endoscopes as a partof their curriculum of active learning and cancer prevention learning. Also, working
together with the Japan International Cooperation Agency (JICA) Thailand Office, wehold an “Endoscope Class for Kids” in a Japanese international school in Bangkok
to teach how endoscopes are used in cancer screening.
In Japan, we concluded a cancer prevention agreement with multiple prefectural
governments. Through this agreement, we create and provide a leaflet to explain
endoscopic examinations, aiming to encourage people to undertake stomach andcolon cancer screening.
We also donated funds and personal protective equipment to charity
organizations across the world as a contribution to COVID-19 countermeasures.

GovernanceSociety

Environment

GovernanceCorporate Governance

Basic Approach andPolicyAll our activities are based on our corporate philosophy of “Making people’s lives
healthier, safer and more fulfilling.”
In accordance with this philosophy, the Board of Directors seeks to develop,
operate, and continuously improve the corporate governance structure to ensure
the appropriateness and reliability of financial reporting and the effectiveness andefficiency of business operations.

Basic Policy for Corporate Governance
The Olympus Group has created the basic policy for Corporate Governance basedon the principals of Japan’s Corporate Governance Code.
Our policy for corporate governance facilitates appropriate decision making by asic Policy on Corporate GovernBance

the Board of Directors for sustainable long-term growth. The Board approved thispolicy as part of fulfilling the company's fiduciary responsibility to shareholders andhttps://www.olympus-global.com/
company/governance/pdf/basic_policy_for_
corporate_governance_en.pdf

its overall responsibilities to stakeholders, including clients, employees and local

Promotion Structure

Corporate Governance Structurecommunities.

Aiming to be a true Global MedTech Company, Olympus transitioned to a company
with a Nominating Committee, etc. in June 2019 in order to accelerate decisionmaking in business execution, reinforce its corporate governance, and improve
management transparency. Following the General Meeting of Shareholders held on
July 30, 2020, the Corporate Governance structure is as follows.
The Board of Directors consists of 12 directors, including a majority of nineoutside directors, thereof eight independent outside directors. Tenures of directors
continue for one year. The Board of Directors convenes once every three months
and when needed. The Board of Directors determines matters related to basic
policies of management and internal control systems and other important matters,
and monitors the execution of the duties of directors and executive officers, etc. The
Board of Directors is chaired by an independent outside director. In the exerciseof supervisory functions at the Board of Directors, the nine outside directors are
expected to bring their specialist knowledge to bear on management. The Company
proactively provides directors with information to enable the effective execution of
their roles and duties. Outside directors of the Company may at all times whenneeded or when considered appropriate require clarifications and reports or thesubmission of internal documents from internal directors, executive officers, andemployees, so as to strengthen the functions of information transmission andsupervision and to create systems to ensure the soundness of management.

CSR Data Book 20208

GovernanceSociety

Environment

Corporate Governance Structure
General Meeting of Shareholders
Election/Dismissal

Election/Dismissal

Board of Directors
3 Directors, 9 Outside Directors Chairperson: Independent Outside Director

Nominating
Committee

Election/
Dismissal

Compensation Election/
Decision
Dismissal

Compensation
Committee

Audit

Audit Committee

Supervisory
function
Order
Supervision

ReportCompensation
Decision

ReportAccounting
Auditor

Audit

Executionfunction
Representative
Executive Officer
Executive Officer

Group Executive Committee

Order
ReportInternal
Audit

Audit

Functional Divisions, Business units, Corporate Divisions,and Group Companies

9

CSR Data Book 2020

Cooperation

Election/
Dismissal

Cooperation

Decision on
proposal ofelection/
Dismissal of
Directors

AuditGovernanceSociety

Environment

GovernanceCompliance

Basic Approach andPolicyBecause What We Do Matters
New Olympus Global Code of Conduct
What we do at Olympus matters to the people we serve, and how we do our work
matters to our stakeholders. To help our management team and employees put Our
Purpose and Our Core Values into practice, we developed a new single, simplified
resource, the Olympus Global Code of Conduct, which replaces the Olympus

Olympus Global Code of Conduct
https://www.olympus-global.com/company/
philosophy/code.html

Group Corporate Conduct Charter and Code of Ethics. The updated Global Codeof Conduct went into effect on September 27, 2019, and is available online in 18
languages.

Acting with Integrity Matters
The Olympus Global Code of Conduct builds on our 100-year tradition of innovation,
positive contributions to society, and our unwavering commitment to integrity.
It explains the standards of conduct expected of our management team andemployees, and guides them as they conduct business with integrity.
The Olympus Global Code of Conduct reflects a comprehensive declaration of
Olympus’ stance on CSR, and we formulate various CSR-related policies based on
this Code.
Our activities are based on Our Purpose of “making people’s lives healthier,safer and more fulfilling.” Following Our Purpose we are committed to conducting
our affairs with integrity, and accordingly, will strictly comply with all relevant laws
and regulations. The Olympus Global Code of Conduct is the foundation for ourpolicies and must be read, understood and followed by our management team andemployees. We are committed to acting in accordance with the Global Code of
Conduct in our global corporate activities.

CSR Data Book 202010Governance

Promotion Structure

Society

Environment

Compliance Promotion System
Our global Compliance functions work to raise awareness of the Olympus Global
Code of Conduct and Company policies by providing the management teams andemployees with the resources and training they need do business with integrity,
treat customers, suppliers third-party business partners fairly, and report concerns
when they arise. Led by our CCO, the Compliance function collaborates across theCompany to continuously assess whether business activities are consistent withapplicable legal requirements and Company policies and procedures. Our CCO
reports regularly to the Compliance Committee, Audit Committee of our Board of
Directors and more frequently as needed.
We have also established a Global Compliance Committee (GCC), which iscomposed of the CCO and Regional Chief Compliance Officers (RCOs), in order toimplement compliance-related policies and measures globally, understand regionalsituations and challenges, and carry out necessary corrective measures. The GCC
has meetings on a quarterly, and more frequently as needed. Policies and measuresdirected and confirmed by the GCC are applied to each region by RCOs. In addition,compliance circumstances and issues throughout the Olympus Group identified
by the GCC and RCOs are reported by the CCO on a regular basis to the Audit
Committee and are discussed at Board of Directors’ meetings as needed.

Compliance Promotion System (As of July 31,2020)
Audit Committee
Members: Independent outside directors
Reports
CCO

Global Compliance Leadership Team (GCLT)
Chairperson: CCO, Members: Regional compliance officers, Global Planning and Operations
Europe11

CSR Data Book 2020

Americas

Asia Pacific

China

Japan

GlobalGovernanceInitiatives

Society

Environment

Compliance with Laws and Regulations
In FY2020, there were no violations that caused penalties or other punitive measuresconcerning these key laws/regulations (as stated below) and other socially importantlegislation.
Strengthening Compliance with Key Laws and Regulations
Jurisdiction

Name of Law/Regulation, etc.

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

Laws, regulations
and guidelines
in other countries

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

CSR Data Book 202012

Governance

Systems andMechanisms

Society

Environment

Reporting System
The Olympus Group is committed its compliance with the laws and industrial
guidelines as well as acting based on high ethical standards.
As a system to support its practice, we implemented a reporting system thatcan be used by both our employees and suppliers.

Internal Reporting System
https://www.olympus-global.com/csr/effort/
inReport/internal_reporting.html

In April 2019, in addition to our existing Compliance Reporting System forinternal use in Japan, we established the Integrity Line, for the Olympus organizationworldwide.*

Intake Method
Overseas
employees* Excludes countries legally unrecognized.

(Anonymous* or named)―

Compliance Hotline
External window

Suppliers〇

Integrity Line (for external use only)Internal window

Employees
in Japan―〇(Anonymous*or named)―〇(Anonymous*or named)Integrity Line (Global Reporting System)
As stated in the Olympus Global Code of Conduct, all employees are responsiblefor immediately reporting any suspected violation of the Code or Company policy.
In 2019, Olympus implemented a unified incident reporting and case management
system for the Olympus organization worldwide.

Website for the Olympus Integrity Line

13

CSR Data Book 2020

GovernanceSociety

Environment

In October of 2019, we expanded efforts to promote our Integrity Line and Disclosure
Program through an internal campaign known as Compliance Month. Our Integrity
Line is operated by a third party and is available 24 hours a day, seven days a week,
365 days a year, in multiple languages. Our Non-Retaliation Policy is an essential
component of our Compliance Program. It prohibits any form of retaliation, direct orindirect, against an individual who raises a concern in good faith.
The Compliance function monitors the Integrity Line, and the new global system
offers enhanced reporting and trending capabilities which demonstrate employee
confidence that reporting can make a difference in their organizations.

FY2020 Integrity Line (Phone & Web) Reports Per 100 Employees
Americas

1.2

Asia Pacific

0.3

China

0.1

Europe,Middle East
and Africa

0.2

Japan

0.2

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

Reports Per 100 Employees* Scope:
Employees ineach region.

FY2020 Percentage of Anonymous Reports of Concern—By Region
（%）
100

87.8

90
80
70
57.6

60

Navex 2020 Survey
59.8%

50
40

31.6

30
20

15.0

FY2020 Olympus Average
36.6%

19.5

10
0

Japan

Europe,Middle East
and Africa

China

Asia Pacific Americas* Scope: Employees in each region.

CSR Data Book 2020

20,00017,23914

GovernanceSociety

Environment

Facilitating an Environment That Encourages the Use ofCompliance Hotline
At Olympus and its Japan subsidiaries, we maintain an environment that encourages
employees to use the Compliance Hotline by enhancing internal reporting systems
through appropriate revisions of various operating regulations for compliance,
while raising awareness of this system through e-learning programs, compliancehandbooks, and intranet bulletin boards. At the subsidiaries outside Japan, RCOs
are striving to promote the use of internal reporting system through both enhancing
and notifying it.

Training of Internal Reporting System Supervisors
With the aim of enhancing the internal reporting system and increasing its
trustworthiness, we conduct systematic training of internal reporting systemsupervisors at Olympus and its Japan subsidiaries. Beyond supervisors providing
guidance to their replacements, we are working to systematically and continuously
improve supervisor responsiveness by requiring them to obtain a management
ethics certification authorized by the Association of Certified Business Ethics Experts
Japan and receive training conducted by an external specialist agency.
Approximately one-third of reports are related with workplace harassment(sexual and non-sexual) in Japan. Harassment represents the largest topic of thecomplaints and the percentage has remained the same over the years. When
limited to the reports made to the Integrity Line, more than a half of such reports areconcerning the reporter’s supervisor.

Number of Reports and Inquiries (Japan)
External contact point
Integrity Line

100

Internal contact point
89(anonymous report: 53)

75

22(anonymous report: 19)60

47(anonymous report: 16)20(anonymous report: 18)

90
80
70
60
50

50

50

50

40
30

38

39

37

12

11

13

15

FY2016FY2017FY2018FY2019

20
10
0

15

CSR Data Book 2020

FY2020* Scope: Olympus and
its Japan subsidiaries

GovernanceSociety

Environment

Compliance Education
In order to raise compliance awareness and promote an understanding of importantlaws and internal rules, as well as to ensure consistent compliance with them,
Olympus and its Japan subsidiaries are enhancing their compliance education. In
Japan, the Compliance Promotion Department conducts education programs forvarious individuals using optimal tools. In addition, departments responsible for
ensuring compliance to important laws conduct education programs by selecting
course participants and training methods in accordance with the characteristics
of applicable laws. At the subsidiaries outside Japan, we undertake complianceeducation in a systematic manner at each regional headquarters according to theeducation curriculum used in Japan.

Major Results in Compliance Education (Olympus and its Japan subsidiaries)
Category

Target

MethodAll
employees

E-learningand group
training

Selected
employees

Distribute Compliance Handbooks
containing explanations of the management
philosophy and corporate code of ethics aswell as a Q&A summary(The Compliance Handbook has beenrevised with an updated Olympus Group
Corporate Philosophy.)Frequency of
program: As
neededTarget: New
employees,
midcareer
employees, etc.

Selected
employees

E-learningand group
training

Education on compliancehelpline
Provide more comprehensive
education programs todepartments and supervisorsthat are deeply involved withkey laws and regulations
related to management

Frequency of
program: 1
Number ofparticipants:
12,456(employees inmedical carerelated business)Group
training

Educational programs
required for management
and executive personnel,
employees who havebeen promoted, and new
employees

Frequencyof program:
As needed inaccordance withthe plan

Intranet

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

Message fromthe CCOFrequency of
program: 1(October)Townmeetings

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

Small town hallmeeting by the
RCO
Frequency of
program: 1
Number ofparticipants: 71(10 divisions)

General

Education
in Important
Laws and
Regulations

People at
Rank-Specificspecific
Education
ranks

MessagesAllfrom Senior
employees
Management

Management Managers
andDialogOpportunities employees

Description

Results

Education on compliancehelpline

Frequency of
program: 1
Number ofparticipants:
13,618

CSR Data Book 202016

GovernanceSociety

Environment

Governance

Tax

Basic Approach andPolicyOn April 1, 2020, we established the Olympus Group Tax Policy based on our
corporate philosophy and Olympus Global Code of Conduct, in order to undertakeand maintain appropriate tax procedures.

Olympus Group Tax Policy
Our Corporate Philosophy and Global Code of Conduct set out the legal and ethicalprinciples that we apply to our business and defines our relationships with all of our
stakeholders, which includes tax authorities. Our Corporate Philosophy, “Our Core
Values”, includes Empathy and Integrity. We earn trust and empathy with patients,
customers, healthcare professionals, authorities and the communities with integrityin all aspects of our operations, and “Our Core Values” governs the way we operate
our business.
Group Tax Policy
This Group Tax Policy outlines the principles of how Olympus people are expected tooperate with respect to tax matters. The Policy is set out in detail below.
1. Compliance with laws, rules and regulations:
Olympus is committed to observing all applicable tax laws, rules, regulations, andreporting and disclosure requirements, wherever there is a requirement to do so as
a result of our business presence and transactions, in line with “Our Core Values”,“Integrity”, as described in the Corporate Philosophy and Global Code of Conduct .
A dedicated tax function (Group Tax) collaborates with the Group’s businesses toprovide advice and guidance necessary to ensure compliance, obtaining external
advice where necessary. There are clear management responsibilities, backed up
by regular monitoring and review, carried out by members of Group Tax with thenecessary experience and skill set and where necessary support is provided byexternal professional advisors.
2. Consistency with Group strategy:
Tax decisions are made at all times in a manner which is consistent with andcomplements the Group’s overall business strategy. Key business decisions are
made cognisant of the tax consequences. Group Tax partners with the businesses
to ensure there is consistency.
(continued on the next page)17

CSR Data Book 2020

GovernanceSociety

Environment(continued from the previous page)
3. Governance, Assurance and Tax Risk Management:
Responsibility and accountability for the Group’s tax affairs is clearly definedin accordance with a Tax Responsibility Matrix, and decisions are taken at an
appropriate level, determined by formal Group Delegation of Authority.
Diligent professional care and judgement are employed to assess tax risks inorder to arrive at well- reasoned conclusions on how the risks should be managed.
Olympus has a conservative approach to tax risks and seeks to mitigate tax risks
as far as possible. Where there is uncertainty as to the application or interpretationof tax law, appropriate written advice evidencing the facts, risks and conclusions
may be taken from third party advisers to support the decision-making process.
In reviewing the risks of a tax action or decision, the following would be considered:•	The legal and fiduciary duties of directors,•	The requirements of our Group compliance and ethics policies,
The maintenance of corporate reputation, having particular regard to the•	
principles regarding the way we interact with the stakeholders around us,
embodied in the Group’s approach to the stakeholders as described in the
Corporate Philosophy of Olympus, “Empathy”,•	The tax benefits and impact on the Group’s reported result comparative to thepotential financial costs involved, including the risk of penalties and interest,•	The wider consequences, as a double taxation where a specific income istaxed by multiple countries, of potential disagreement with tax authorities,
and any possible impact on relationships with them.
Group Tax employs various risk management processes and systems to provide
assurance that the requirements of the Group Tax Policy are being met. This
includes compliance and risk monitoring systems and internal audit reviews of tax
compliance activity across the Group.
4. Relationships with tax authorities:
Olympus is committed to the principles of openness and transparency in its
approach to dealing with tax authorities wherever we operate around the world.
Where there is uncertainty as to the application or interpretation of tax law, wesecure certainty by consultation with advance information disclosure. All dealings
with the tax authorities and other relevant bodies are conducted in a collaborative,
courteous and timely manner. The aim would be to strive for early agreement on
disputed matters, and to achieve certainty wherever possible.
5. Tax Planning
Olympus pays its fair share of taxes in the countries where it operates, andconsiders this a part of its contribution to community. Olympus does not undertake
aggressive tax planning or artificial tax arrangements.
Olympus maintains and follows a transfer pricing policy that is based on OECD
Transfer Pricing Guidelines and the Base Erosion and Profit Shifting (“BEPS”) Action
Plan which is the international framework to prevent cross-border tax avoidance
activities.
In particular, Olympus adhere to the principle that profits should accrue where
economic value is created and that tax follows business reality and is underpinnedby business substance.
6. Incentives and reliefs:
Olympus believes that it should pay the amounts of tax legally due in any territory.
There will, however, be circumstances where this amount may not be clearly
defined, or where alternative approaches may result in differing tax outcomes. The
Group uses its best judgement in determining the appropriate course of action,using available reliefs and incentives where possible for tax cost optimization.

CSR Data Book 202018

GovernanceSociety

Environment

GovernanceAnti-Corruption

Systems andMechanisms

Prevention of Bribery
The Olympus Group will never engage in actions that could be deemed to be bribery
in its dealings with any of its business partners, such as government officials, andemployees of government agencies (including international agencies), or any otherparties. In addition to having established our own rules based on key laws andregulations and thoroughly educating our employees on those rules, we are working
on the prevention of actions that could be interpreted as bribery by tightening therules governing external business dealings and internal approval system as well as
by implementing process controls.
Having formulated guidelines covering the prevention of bribery and in addition

 lympus Group guidelines coveringO
the prevention of bribery
https://www.olympus-global.com/csr/effort/
anti-bribery.html

to “Requesting Your Support for the Olympus Group Guideline and Your Cooperationin Fighting Corruption” set out below, the Olympus Group has been disclosing its
guidelines on its website.

Requesting Your Support for the Olympus Group Guideline and Your
Cooperation in Fighting Corruption
The Olympus Group does business throughout the world and seeks to earn andmaintain the respect and trust of all of our stakeholders - patients, physicians,
customers, governments and shareholders. Olympus expects that each and every
one of our employees act in a manner that is consistent with law, Olympus policies
and our values. We also expect and require that third parties who act on Olympus’
behalf operate in the same manner.
Olympus has developed policies, procedures and training on key issues, such as
the prevention of bribery and the support of fair competition to help assure that we
provide our employees with the tools to meet these expectations. We encourage all
our employees to speak up and share any concerns they might have. We will continue
to hold ourselves to high standards but are always working to improve, so that we canmeet or exceed high expectations. The Guideline below summarizes our approach.
We invite you to support these efforts, and let us know if we have areas in which we
can improve.
Thank you in advance for reading through the Guideline and for your continued
cooperation and support.

19

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GovernanceSociety

Environment

Exclusion of Antisocial Forces
The Olympus Group will have no involvement with organized crime syndicates, or
any other antisocial forces that threaten the order of society, and will never engage
in actions that could support their activities.
We will respond resolutely and in accordance with the law to any fraudulent
demands from antisocial forces. In July 2012, “Regulations for the Elimination ofAntisocial Forces” covering the Olympus Group were formulated.
For Olympus and its Japan subsidiaries, in principle, we conclude contracts ormemorandums of understanding incorporating provisions relating to the exclusionof antisocial forces with all new business partners (including clients and suppliers aswell as partners in joint research) of.
For subsidiaries outside Japan, we are confirming that our business suppliers
and partners do not have any ties with antisocial forces in compliance with the“Regulations for the Elimination of Antisocial Forces.”

Prevention of Insider Trading
The Olympus Group is determined to ensure the fairness and soundness of security
markets and earn the trust of shareholders and investors by working to prevent
insider trading. Formulated in June 2012, the Insider Trading Prohibition Regulations
clearly forbid use of undisclosed information gained through activities related to
trading in stocks, and continuous education and training about these regulations isprovided to all employees.
We have adopted rules, such as those concerning the buying and selling of ourown shares by directors and employees, and we consistently comply with thoserequirements, including the submission of notices concerning such transactions.
In FY2020, an e-learning program to prevent insider trading was implemented
for all employees of Olympus Group in Japan. At the same time, lecturers wereinvited once a year from the Tokyo Stock Exchange to training sessions for those
employees from our corporate divisions who have ample opportunity to come into
contact with insider information. There have not been any insider trading matters in
FY2020, same as past years.

CSR Data Book 202020

GovernanceSociety

Environment

Security Export Control and Appropriate Import Declaration* AEO (Authorized Economic Operator):
A program that offers relaxed orsimplified custom processes to operators
certified as having sufficient security andlegal compliance systems in place formanaging shipments, in order to ensureboth security and smooth operations ininternational distribution. In Japan, theprogram is certified by Japan Customs.

The Olympus Group works in compliance with security export control regulations
around the world in order to contribute international peace and safety. In Japan,
we set up an export control system that conforms to the Compliance Programs
designated by the Ministry of Economy, Trade and Industry. Since 2007, we havecertified as an Authorized Economic Operator (AEO)* by Japan Customs andreceived preferential treatment as a company with superior export controls. To
maintain and improve this system, we provide specialized training for employees
involved frequently in export/import transaction and training programs to covernearly all executives and employees in Japan.
We are also establishing a global system in cooperation with the regional
headquarters to respond to extraterritorially applied regulations and enhancements inexport regulations in countries concerned. Sharing with them regulatory informationand classification data for products and technologies, we maintain and improve
the security export control with this global system. In FY 2020, export control wasstrengthened by addressing issues specific to each region and in compliance with
the Corporate Strategic Plan.
The following activities were prioritized.
•
Third-party evaluation of trade control operations in Japan by external
consultants and implementation of recommended improvement measures• Startup in the use of tools that enable global sharing of item classification data
for each product item under the laws of different countries.
On the other side, paying the appropriate tax for imported goods is also an
important area of responsibility as a company. Therefore, as a general rule withrespect to products and parts procured from overseas, it is assumed that the importmanagement divisions of Olympus and its Japan subsidiaries will have assessed
the import declaration price, which forms the basis of the tax payment, prior to theplacement of the order from FY 2018. Such activities for Olympus and its Japansubsidiaries continued in FY2020 to prevent import declarations with inappropriate
prices and revisions to customs declarations.
Implementation Status of Training Designed to Maintain Security Export Control
and Appropriate Import Declaration (Olympus and its Japan subsidiaries/FY2020)
Aim/Description of Training

Number of
Attendees

Employees with
ample opportunity for
involvement inimport-export duties

Point to be aware of business practice forsecurity export control• Export: customer classification/item
classification/ transaction screening• Import: declaration priceExport/Importtraining:
24

Nearly all directors andemployees working
in Japan (including
subsidiaries)

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

11,244

Target21

CSR Data Book 2020

GovernanceSociety

Environment

Governance

Information Disclosure

Basic Approach andPolicyTo gain the understanding and trust of all its stakeholders, the Olympus Group
complies with the fair disclosure rules set out in Article 27-36 of the Financial
Instruments and Exchange Act in Japan and discloses corporate information
including its management policies, its financial status, business activities, othernon-financial activities, etc., fairly, appropriately and actively in accordance with its“Information Disclosure Policy.”
Since 2016, the Olympus Investor Day has been organized for the (then)company president, relevant executive officers and general managers of relevantbusiness divisions to give direct presentations on the company’s medium- and longterm management strategies and business strategies.
In 2019, a presentation was held on Transform Olympus, a plan for corporate
innovation and new corporate strategies it has developed for sustainable growth asa truly global med-tech company.
On our website, we are working to improve disclosure of information that hasa significantly influence on the Olympus Group’s corporate value, including such
events, both in English and Japanese to upgrade the quality of information disclosure.
Olympus Information Disclosure Policy
Olympus’s corporate philosophy states “making people’s lives healthier, safer andmore fulfilling,” and serves as the fundamental idea for all its corporate activities. To thisend and in order to gain proper understanding and confidence of all the stakeholders,
Olympus shall disclose its management policies, business activities, non-financial
and other corporate information in a fair, timely, appropriate and proactive manner.
1. Information Disclosure Standards
In disclosing its information, Olympus shall comply with the laws and the Financial
Instruments Exchange rules, and shall disclose information in compliance therewith.
Olympus shall also proactively disclose those information which may have a material
impact on its corporate value evaluation in accordance with the Article 27-36 of the
Financial Instruments and Exchange Act (so-called “Fair Disclosure Rules”) and theInternal Information Disclosure Criteria regardless whether such disclosure is not
required by the laws or the rules.
2. Method for Information Disclosure
Olympus shall disclosure information, as required by the Timely Disclosure Rulesof the Tokyo Stock Exchange, will be disclosed through the Timely Disclosure
network (TDnet) of the Tokyo Stock Exchange in general. Such information will then
immediately be posted on our website. Furthermore, any information not requiredby the laws or the rules will be disclosed through a press release or via the website.
3. Handling of Undisclosed Material Information
If any non-public material information is disclosed only to certain third parties andis considered that may have a significant impact on the corporate value evaluationof Olympus, Olympus shall immediately disclose such information.
4. Quiet Period
In order to prevent any divulgation of financial closing information, the period fromthe end date of financial closing until the date of announcement of financial results
shall be set as a “quiet period,” during which officers and employees shall refrainfrom making comments or answering questions that relates to financial results.
Provided, however, the same shall not apply in the case where any event subject toTimely Disclosure occurs or if the actual financial results materially diverges fromthe forecast, Olympus Shall disclosure such information as required by the Timely
Disclosure Rules of the Tokyo Stock Exchange.
(Applicable Scope)
The Information Disclosure Policy of Olympus is applicable to all Olympus groupcompanies.
Revised on February 1, 2020.

CSR Data Book 202022

GovernanceSociety

Environment

Disclosure of Medical Business Information
Ethics Committee
Developing and manufacturing medical equipment such as endoscopes, Olympus
and its Japan subsidiaries held an Ethics Committee meeting and assessed propriety
from the points of view of ethics, science and reliability as well as conflicts of interest
in its medical research to comply with the “Declaration of Helsinki (Ethical Principles
for Medical Research Involving Human Subjects)” and the “Ethical Guidelines
for Medical and Health Research Involving Human Subjects.” We ensured the
independence of the Committee by having it comprise internal and external experts
not directly involved in the research.
The scope of the assessment was all of the medical research conducted by
Japan subsidiaries to which the Ethical Guidelines for Medical and Health Research
Involving Human Subjects applies. For greater transparency of the Ethical Committee,
we disclose the Committee’s rules, list of members and summary of proceedings
by registration on the Ethical Review Committee Reporting System of the Ministry of
Health, Labour and Welfare.
Transparency Guidelines
Olympus and its Japan subsidiaries have established Transparency Guidelines
for Relations between Corporate Activities and Medical Institutions and Other
Organizations described below and is working to assure and increase transparency
based on full disclosure of information on payments made to medical institutions andpersonnel in accordance with the Guidelines.

23

CSR Data Book 2020

GovernanceSociety

Environment

Olympus Group “Transparency Guideline for the Relation between
Corporate Activities and Medical Institutions and Other Organizations”
1. Basic Policy
The Olympus Group hereby declares compliance with the statutory laws andregulations and pledges to uphold high ethical standards to assure that all
executive officers and employees observe “what is right” and behave responsibly.
Under all circumstances, Olympus will consistently apply the spirit of complianceand will never tolerate any actions that contravene laws, regulations, social norms
or internal corporate rules. To ensure that society at large is aware that it conducts
its corporate activities in accordance with these ethical values in the context of its
relationships with medical institutions, etc., Olympus has adopted these guidelinesand discloses information about payments to healthcare organizations, etc., in
accordance with the “Transparency Guidelines for the Medical Device Industry andits Relationships with Medical Institutions and Other Organizations,” as compiledby the Japan Federation of Medical Devices Associations (JFMDA), of which is a
corporate member.
* These guidelines apply to Olympus and its Japan subsidiaries that are membersof the Japan Federation of Medical Devices Associations (JFMDA).
2. Scope of Applicationn Olympus
Olympus and its Japan subsidiaries that are members of the Japan Federation of
Medical Devices Associations (JFMDA)n Medical institutions and other organizations

Scientific societies, medical schools (their affiliated hospitals), hospitals andclinics, associations of paramedical staff, research institutes, research groups,
other facilities that provide medical care or conduct research, development or
clinical trials, and healthcare professionals
3. Disclosure Methods
Related information for the previous fiscal year will be disclosed on the Olympus
website.
4. Timing of Disclosure
Information about payments to healthcare organizations etc. in each fiscal year will
be disclosed after the announcement of financial results for that fiscal year.
 FMDA Transparency Guidelines forJ
the Medical Device Industry and its
Relationships with Medical Institutions and Other Organizations
http://www.jfmda.gr.jp/wp-content/
uploads/2019/11/Transparency-Guidelinesrevised-2019-April.pdf

5. Scope of Disclosure
The scope for information disclosure of the payment by Olympus to healthcareorganizations and healthcare professionals covers in the categories of researchand development expenses, academic research grants, manuscript writing fees,
etc., expenses related to information provision, and other expenses.
For more details on the “Scope of Disclosure” please visit the website of the Japan Federation of Medical
Devices Associations (JFMDA)
http://www.jfmda.gr.jp/e/

CSR Data Book 202024

GovernanceSociety

Environment

Governance

Information Security

Basic Approach,
Policy and Promotion
Structure

In recognition of the proper handling and protection of information as a social
responsibility, the Olympus Group formulated the “Information Security Policy” andworks to protect information security.
Information security is recognized as major risks and incorporated in ourbusiness plan, and the Board of Directors is responsible for supervising it. Under
the Chief Information Security Officer (CISO) and the division responsible, we are
maintaining and upgrading information security levels for the entire Olympus Groupby introducing organized and comprehensive global governance in information
security. These efforts are targeted at regional headquarters for Japan, the Americas,
Europe, China and Asia-Oceania and other subsidiaries.
Specifically, it is responsible for organizing a security governance system
for the execution and management of measures and programs that coordinate
business operations, functions and regions with the focus on the fields of IT security,
confidential information security and product security.
In the area of IT security, sweeping innovations to the existing IT security framework
are being implemented through global IT, optimization projects, introduction ofcloud systems, etc. to create a higher level of IT security. In confidential information
security, we are monitoring business processes and internal operations and systems
in compliance with the statutory frameworks of various countries, represented by
the EU’s General Data Protection Regulations (GDPR) and the California Consumer
Protection Act (CCPA) of the US. Security measures are being applied to prevent data
leaks and regulatory violations according to each country’s laws and regulations.
A process has been established to introduce product security to products andservices to assure product security measures and to provide products and services
that are both safe and reliable.
To ensure these activities are implemented, we have implemented effective
security governance through monitoring the operating status with regular internal
information security assessments, as well as providing regular information security
training for directors and all employees. Through these efforts, we are continuing totake actions to maintain and improve a comprehensive level of information security.

25

CSR Data Book 2020

GovernanceSociety

Environment

Information Security Policy
All our activities are based on our corporate philosophy, “Making people’s lives
healthier, safer and more fulfilling”. Following this philosophy, The Olympus Groupappropriately protects and manages all the information and our information systems
we handle (“Information assets”), as well as customer information on our products
and services while making proactive use of them and will continuously review andimprove these activities.
1. Compliance with Laws and Regulations
We will comply with the laws, regulations, and contractual duties related to
information security in all countries and regions where we operate.
2. Management and Protection of Information
We will manage and protect the information assets (customer and internal)
appropriately in our business activities. We will also implement measures to preventthe inappropriate use (e.g., violation of laws and regulations related information
security) of these assets detrimental to Olympus and any acts that might decrease
the value of the assets, such as falsification, destruction, leakage and abuse.
3. Establishment of an Information Security Organization Structure
To ensure the appropriate management and protection of our information security
related the Olympus Group business, we will establish an information security
organization structure led by Chief Information Security Officer (CISO) and clarify
the related responsibilities.
We will make effort to manage and establish information security under the global
governance structure that should comprehensively covers Olympus every regions
and functions (product, IT, data protection, and so on) initiated by CISO, and fulfill
accountability to our stakeholders.
4. Establishment of Rules
We will establish the in-house rules to clarify the measures to be implemented
to ensure information security. We will also revise these rules, processes andcontrols continuously.
5. Education
We will increase information security awareness among all affiliates and provide
them with necessary education and training on information security.
6. Emergency Responses
We will work to prevent information security-related incidents. If an information
security incident occurs, we will make prompt responses to it and implement
measures to prevent the reoccurrence of similar problems.
We will implement countermeasures promptly, not to spread the impact ofaccidents, such as information sharing with authorities or information disclosurefor customers.

CSR Data Book 202026

GovernanceSociety

Environment

Governance

Personal Information Protection

Basic Approach andPolicyWe have established the Olympus Group Personal Information Protection Policy toensure that the personal information of customers and other stakeholders of the
Olympus Group is properly protected and handled, and are ensuring compliancewith our requirements. We have also clarified our guidelines on personal information
protection in the Olympus Global Code of Conduct.
Personal Information Protection Policy
The Olympus Group recognizes the importance of protecting personal information in
the network society and believes that it is the Olympus Group’s social responsibility
to properly handle and protect personal information. Accordingly, the Olympus Groupshall implement the following measures.
1. Implementation of an Internal System
The Olympus Group shall implement its internal system for the protection of
personal information and educate all of its Directors, Auditors and employees toenable proper handling of personal information. In addition, in order to ensure that
initiatives to protect personal information are being accurately implemented, theOlympus Group shall periodically hold audits.
2. Proper Handling of Information
The collection of personal information shall be limited to the appropriate scope
and amount and may only occur after the person who provides his or her
personal information (the “Information Provider”) has been clearly informedof the intended purpose and use of such information. In addition, the Olympus
Group shall not handle any personal information outside the appropriate scopeand shall accommodate an Information Provider’s requests for disclosure,correction, deletion or discontinued of use of his or her personal information withina reasonable period following such request. Furthermore, the Olympus Groupshall handle Specific personal information only within the scope of purpose of useprescribed by law.
3. Limitation of Provision and Disclosure of Personal Information to Third Parties
Unless consent of the relevant Information Provider is obtained or otherwise
required by law, the Olympus Group shall not disclose or otherwise provide
personal information to third parties.
Furthermore, unless required by law, the Olympus Group shall not disclose orprovide any Specific personal information the Olympus Group hold to any third
party, regardless of whether the relevant Information Provider consents to thedisclosure.
If the Olympus Group engages a third party on a matter that involves disclosureof personal information (maintained by the Olympus Group) to the third party, theOlympus Group shall cause such third party to enter into a contract that obligatessuch party to properly maintain and manage personal information.
Further, in such situations, the Olympus Group shall supervise and provide
directions to such third party in connection to the protection of personal information.
4. Ensuring of Accuracy and Safety
The Olympus Group shall make efforts to maintain accurate and up-to-datepersonal information, and take appropriate security measures against risks suchas unauthorized access to personal information, loss, destruction and falsificationof personal information, and unauthorized disclosure of personal information.

Handling of Personal Information
https://www.olympus-global.com/products/
policy/privacy_management/

27

CSR Data Book 2020

5. Compliance with Laws and Regulations, and Continuous Improvements
The Olympus Group shall comply with laws, regulations and standards applicableto the protection of personal information and review and make continuous
improvements to the above-mentioned measures.

Governance

Promotion Structure

Society

Environment

The division dedicated to personal information protection under the Chief Information
Security Officer (CISO) is responsible for activities to promote personal information
protection across the Group while providing direction and supervision.
We have created a global promotion system for compliance with foreign laws
and regulations on personal information protection such as the EU General Data
Protection Regulation (GDPR), with regional headquarters in Japan, Europe, theAmericas, Asia/Oceania and China.

Initiatives

In developing a personal information database for Olympus and its Japansubsidiaries, prior approval of the administrator of the various business divisions
owning such personal information has become mandatory. Additionally, we try toincrease the security level of this information with the use of personal information
management ledgers. The division responsible requests all divisions to check theledgers regularly and handles requests for disclosure, correction and discontinued
use of our customers’ personal information, and complaints.
In FY2020, we did not have any violations that required a report to the Personal* A Japanese administrative organizationthat ensures the proper handling of
personal information

Information Protection Committee.*

CSR Data Book 202028

GovernanceSociety

Environment

GovernanceRisk Management System

Basic Approach andPolicyBased on the Policy of Risk Management and Crisis Response, the Olympus Groupmanages risk from the proactive aspect of aggressively taking risks that are soundto achieve sustainable growth and create corporate value as well as the defensive
aspect of preventing fraud or accidents.
A crisis management process has also been established to minimize the impactof unforeseen incidents on corporate value.
Risk Management
Risk management in each region and organization under the Olympus Group areassessed and managed by the manager of the respective businesses or functions
under the guidance of executive officers and with a focus on priority measures in thebusiness plan. The plan is used to manage our businesses with risk transparency
from the medium- to long-term perspective and in line with the changes in both theinternal and external environments.
Crisis Management
Any major incident that is highly likely to affect business management in the Olympus
Group is reported promptly to the president and directors and handled appropriatelyby the managers in coordination with relevant divisions.
We prioritize business continuity plans (BCPs) for preparedness in the eventof major earthquakes as a key part of our risk reduction activities. We continue toimprove our disaster prevention and mitigation activities, and hold various activities
to enhance BCP effectiveness through training and drills.
In response to the increase in devastating natural disasters in Japan, such as theheavy rains in western Japan and the succession of giant typhoons, we conductedsurveys to assess the potential flooding and landslide disasters at our business sitesaround Japan.
Prior to the arrival of the storms that struck Japan in September and October
2019 (Typhoon Faxai and Typhoon Hagibis), we enacted applicable safety measuresacross our nation-wide business sites to make preparations to the secure the safetyof employees. We also implemented appropriate actions after the typhoons had
passed.
In the course of the COVID-19 pandemic, we set up the Global Task Forceto ensure business continuity (in Japan, the task force was led by the regional
representative officer). The team implements every possible measure to keep our
products and services available to our customers, giving the highest priority to thehealth and safety of our employees, medical staff, patients, and communities.

29

CSR Data Book 2020

GovernanceSociety

Environment

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

Promotion Structure

Risk Management Structure (FY2021)
CEO

Crisis Response Team

Responsible for Group Risk Management(activated in the event of a crisis)

Office of CEO

Executive Officers

Risk Management OfficeInternal Control, Global
Risk Management Promotion Office

Each Business/
Function/Region

CSR Data Book 202030

GovernanceSociety

Environment

Society

Product Responsibility

Basic Approach andPolicyQuality Assurance
The Olympus Group has established Olympus Group Quality Policy based on the
Olympus Group Corporate Philosophy. We continue creating and implementing
measures to disseminate the Guiding Principles based on our Quality Policy
throughout all members of the Olympus Group, through which we create thecorporate culture that values the safety and quality of our products and services.
Olympus Group Quality Policy
The Olympus Group will pursue value that is genuinely wanted by our customers,
act with the utmost focus on quality and will sustainably deliver safe products andservices that are useful to society.
To this end, the Olympus Group will continue to maintain and improve the effectivenessof its quality management system in full conformance with regulatory requirements.
Guiding principles for ensuring the utmost focus on quality
1. Customer-centric approach
We will keep our customers and patients in mind, fully focus on their safety andneed, and act in a sincere manner.
2. Ensuring compliance with laws, regulations and social norms
We will strive to fully and correctly understand and comply with all relevant laws,
regulations and social norms, as this understanding and compliance forms thefoundation for the delivery of safe, reliable products and services to our customers
and patients.
3. Constant quest for quality
We will never be content with the status quo when it comes to the quality of all
relevant business processes, which will boost the safety and quality of our
products and services.
4. Appropriate communication
We will provide useful and accurate information in an appropriate manner to ourcustomers and patients in order to ensure their safety and peace of mind.

In FY2020, we reinforced the medical business process based on the new
management strategy and corporate philosophy. The revised process enables
prompt communications with administrative authorities and external experts
concerning legal and social compliance and risk judgements, ensuring we canmake appropriate decisions and take action. We particularly focused on keeping
transparent communications with the administrative authorities. For this purpose,
we proactively employed human resources in the key regions that are responsiblefor quality-related legal compliance (Americas, Europe, China, etc.) to make prompt
judgements and take action from a global viewpoint. The global rules for the medical
business were renewed based on the laws and regulations in each country toreinforce the general legal compliance system, and education for these changes isnow being provided.

31

CSR Data Book 2020

GovernanceSociety

Environment

We are continuing and improving these FY2020 measures in FY2021. We also plan
to revise the global management rules to ensure product quality, legal complianceof products, and submission to executive officers of regular reports on the productregistrations required for medical equipment. Through the new rules, we clarify
group-wide issues and maintain a clear process of allocating appropriate resources
to resolving such issues.
Creating a Safety- and Quality-Oriented Corporate Culture
The Olympus Group leads activities to create a corporate culture that values productsafety and quality to avoid any product-derived issues. The Chief Quality Officer(CQO) holds a seminar through which he directly discusses the importance of quality
assurance and past quality issues to raise awareness among the major membersof our development and production sites. In FY2020, the seminars were held infactories and technology research centers in Japan and attended by more than 500
employees.
Customer-Centric Approach
We employ doctors for our medical businesses in the USA, Europe, and Japan toenable global decision-making based on the doctors’ opinions regarding the safetyof medical equipment. By adopting experts’ opinions quickly and globally, we keep
the quality of our products high and maintain effective risk management for patients’safety.
Ensuring Compliance with Laws, Regulations and Social Norms
The Olympus Group is encouraging its business divisions and subsidiaries toobtain ISO 9001 and ISO 13485 certification, the international standards for quality
management. At the same time, we have established quality management systems
adapted to local laws and regulations to assess the status of market quality. We arethus promoting measures to maintain and improve product quality and increasecustomer satisfaction. We have also organized seminars and e-learning programsfor training in quality management systems adapted to local laws and regulations.
Constant Quest for Quality
We take measures to minimize infection risks during endoscopic examinations.
We are providing hands-on training programs to medical professionals, and giving
presentations in international conferences to emphasize the necessity of endoscope
reprocessing. We are also actively engaged in the committees setting international
standards and guidelines of endoscope reprocessing to establish and improve
international rules indispensable for the safety of our patients and users.

CSR Data Book 202032

GovernanceSociety

Environment

Appropriate Communication(Case 1)The Olympus Group has gathered information on handling environment-related
substances, regulatory trends, etc., in countries around the world and establishedControl Rules for Environment-Related Substances Used in Products, which are lympus Group Control Rules forO
Environment-Related Substances
Used in Products
https://www.olympus.co.jp/csr/effort/pdf/
annexA_Ver12_en.pdf

published on our corporate website. We explicitly define the criteria for environmentrelated substances found in Olympus Group products to assure safe product use by
our customers and patients.
(Case 2)Olympus offers advanced information on endoscopes, and examinations using
endoscopes and techniques through “Medical Town,” a membership website.
Although the main site can be viewed only by registered medical professionals,
medical safety information, such as corrective actions, recall letters regarding
Olympus equipment and warnings are available to non-members.

 edical safety information in Japan
M(Only in Japanese)
https://www.medicaltown.net/safetymanagement/Important Customer Information in
the USAhttps://medical.olympusamerica.com/
customer-resources/customer-information/
important-customer-information

33

CSR Data Book 2020

GovernanceInitiatives

Society

Environment

Example of Quality Evaluation at the Development StageAs a part of quality evaluation during the development phase of Olympus Group
products, our intra-company test and evaluation center conducts calibrations,Electromagnetic Compatibility (EMC), product safety testing, usability evaluations,mechanical and environmental tests, material analyses, electronic component
analyses, and failure analyses. As these tests and evaluations are important for
ensuring our products’ quality and safety, we insist that they are conducted in a fairand reliable manner. To verify this, our test center has obtained certification as athird-party testing laboratory.
Calibration
Calibration is a process used to maintain the accuracy of measuring instruments byensuring that all components are functioning correctly. The precision of measuring
instruments can vary from day to day in response to changes in environmental*1 ILAC-MRA International Laboratory
Accreditation Cooperation—Mutual
Recognition Agreement

conditions. Olympus is using its own third-party ILAC-MRA-certified testinglaboratory to perform accurate calibration of its measuring equipment.
Electromagnetic Compatibility (EMC)
Electromagnetic compatibility (EMC) testing is carried out to ensure that electricaland electronic equipment will not emit electromagnetic noise that exceeds
acceptable levels of other equipment, and that it will not malfunction in the presenceof such emissions. As the significance of EMC is being recognized more widely inrecent years, its related regulations were enforced in various countries. We test our*2 10 m anechoic chamber
Olympus has three 10 m anechoic
chambers that were certified for use
in electromagnetic testing under
the National Voluntary Laboratory
Accreditation Program (NVLAP) of theUnited States.
*3 Electromagnetic field immunity test
chamberThis chamber is used to confirm thatelectrical and electronic devices do
not malfunction by exposing them tospecific electromagnetic fields. With thedissemination of wireless communication
devices, action is underway to expand thetest frequency range and upgrade testinglevels.
We own two test chambers, and bothchambers at Olympus are capable oftesting at frequency ranges of 80 MHz–6
GHz and a maximum test level of 30 V/m.

products in a 10 m anechoic chamber*2 and an electromagnetic field immunity test
chamber*3.
Product Safety Testing
For medical equipment, it is particularly important to conduct product safety tests.
Olympus is using its own certified third-party testing laboratory to perform appropriate
product safety testing for compatibility assessment (IEC60601-1 compliance).
Mechanical and Environmental Testing
Taking account of various conditions of usage, storage, and transportation,mechanical tests assess product strength and life expectancy. Tests include avibration test, drop test, and environmental tests, including operational humidity
and temperature, to confirm that products will maintain their performance andhave sufficient strength and life. In response to the introduction of more rigorous
standards in transport packaging tests in recent years, the vibration test equipment
has been updated and increased in FY2020.

CSR Data Book 202034

GovernanceSociety

Environment

Materials Analysis
Olympus not only analyzes and assesses parts and materials, but also uses various
analytical systems to identify defects and other issues through detailed analyses
carried out after products have been brought to market.
Findings from these analyses are used to eliminate the causes of problems andprevent recurrences.
Electronic Component Analysis and Failure Analysis
We conduct electronic component analyses to prevent the components used in a
new product from causing failures. We also analyze failures that have occurred in
test products and commercialized products.

35

CSR Data Book 2020

GovernanceSociety

Environment

Valuing Bioethics in Evaluating Product Efficacy and Safety
Olympus and its Japan subsidiaries may conduct animal research to develop
medical equipment, assess product efficacy and safety, and promote the correct
usage of the products. We are keen to ensure that the research we carry out isethical from both the scientific and animal welfare viewpoints, because we value thelives of animals.
Olympus and its Japan subsidiaries introduced their animal research corporate
rules based on the Act on Welfare and Management of Animals, Basic Guidelines for
Animal Research in Institutions under Management of the Ministry of Health, Labourand Welfare and other related laws and guidelines. We established the Institutional
Animal Care and Use Committee (IACUC) based on the animal research corporate
rules to rigorously review all our animal research plans and ensure that they arebased on the 3Rs of animal testing —Replacement (of animal testing with alternative
methods), Reduction (of the number of animals to be used), and Refinement (of thetesting method to minimize animals’ suffering). We are committed to the ethical andhumane handling of the animals used in our research, paying extra attention to their
physical and psychological well being. Self-inspections are also conducted, verifying
our compliance with the research corporate rules for animal research. Our practiceis accredited under the Accreditation for Laboratory Animal Care and Use by theJapan Health Sciences Foundation.

CSR Data Book 202036

GovernanceSociety

Environment

Improvement of Sales/After-Sales Service Quality(Responses to Inquiries/Repairs)
The Olympus Group has systems in place to respond to customer inquiries aroundthe world for different product fields and in different regions. As regards points ofcontact for inquiries, information relating to aftersales services in general is provided
via a Product Support page on our website. Important information concerning
safety or consumer protection is made known via Important Announcements for
Customers page on our website.
We have developed a repair service network to meet user needs in each region
and product category. Outlines of customer response activities in each businessfield and of the efforts of the repair service network are set out below.
Support Services
https://www.olympus-global.com/products/

Calls Received at Customer Support Centers (Japan)
Imaging

https://www.olympus-global.com/news/

Medical(Number of calls)

Scientific Solutions

Important Customer Information

176,115
142,050 140,905 140,074
142,279 138,878 143,589

120,141

129,079
99,824

18,127

17,733

17,864

16,604

18,276FY2016FY2017FY2018 FY2019

FY2020* In Medical Business, the number ofcalls only by telephone until FY2018. The
number has been including inquiries at
website since FY2019.

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

100

SLR cameras
Audio

Compact Digital Camera

90

80

37

CSR Data Book 2020

FY2016 FY2017 FY2018 FY2019 FY2020(%)

GovernanceSociety

Environment

Customer Response Structures in Each BusinessBusiness
Field

Outline of Activities

Medical[Japan]■ 
Olympus has developed service systems designed to ensure the safety and reliability of healthcare environment.
• Establishment of Endoscopes Customer Support Center, a call center dedicated to providing an information service forhealthcare professionals.
• Formation of a special team for offering information on how to handle medical devices, troubleshooting, etc.
• More than 95% immediate telephone connection rate
• Major medical devices are retained inside the call center so we can provide accurate answers to inquiries• Introducing advanced technologies such as AI to improve quality of response• Immediate response system based on coordination and interaction among call centers and Olympus sales/service
personnel or authorized vendors in various area.
• Medical Town, a membership website that offers up-to-date information on medical endoscopes and related medical
treatment for healthcare professionals.
• Initiatives to share call center inquiry contents inside the company for the purpose of product and service
improvements.
• Call center operations are continuing at a full scale during the COVID-19 pandemic through remote working to support
healthcare professionals.
• Published COVID-19 FAQs and other related information through our membership website, Medical Town.
[USA]
■ 
Enhanced information on the corporate website• We set up a special COVID-19 page on the corporate website to publish webinars covering infection prevention
measures during endoscopy cases, contact information for related organizations, PDF customer letters, COVID-19
Q&As etc. Customers can also register themselves to receive updates by following a link on the website.
[Europe]■ Enhanced information on the corporate website• We set up a special COVID-19 page on the corporate website to publish infection prevention measures, endoscope
reprocessing procedures, equipment handling cautions against COVID-19 (tutorial videos), etc. The website also offers
PDF files in 10 different languages that compile a summary of the above information and a list of relevant contacts forour customers.
[Global]■ 
Established call centers in major cities.
• Call centers have also been set up in major cities in the USA, China, and Europe for localized and extensive services.
• We publish infection prevention measures during the COVID-19 pandemic period, maintain availability of the repair
service centers in each country, and respond to repair demands at the highest level possible.
• We are appropriately responding to customer requests for loaners during repairs so that endoscopy cases cancontinue running.

Scientific
Solutions[Japan]■ Call Center• Running Customer Support Center to solve customers’ problems in using our products■ Technical assistance• Running the Olympus Techno Lab for customers to experience our products and evaluate their performance• Holding Microscope Training Program for customers to learn how to use the product correctly
[USA]
■ 
E xpanding training opportunities• In addition to training programs for customers in the safe use of Olympus products, a program has been createdto train engineers in nondestructive inspection. Because nondestructive inspection devices are widely used in theinspection of petroleum pipelines, etc., Olympus products have been donated to a university in Pasadena, Texas,
known prominently for its ties with the petroleum industry, for training in the use of our products.
[Europe]■ 
Olympus Academy activities• Manned by specialist staff, the Olympus Academy provides training in products and applications for subsidiaries
and sales distributors in various countries. Product and application seminars are then held for customers by thesubsidiaries and sales distributors that have undergone such training themselves.
[Global]■ 
New customer support through websites and blogs• In response to the spread of COVID-19, we started customer support activities through websites and blogs. We set up
specific COVID-19 pages, and started offering a range of information and services, including virtual demonstrations
through a video conferencing system and webinars.

CSR Data Book 202038

Governance

Environment

Business
Field

Outline of Activities

Imaging[Japan]■ Call center staffed seven days a week, including national holidays(Note: Excluding system maintenance days and year-end/New Year holidays)■ 
Consolidating telephone responses by the various service bases in a call center to integrate inquiries on product repair
and usage. The customer support system has been strengthened as a one-stop service operation.
■ 
The communication skills and product knowledge required by the personnel handling product inquiries by phone or email
have been strengthened to upgrade service quality through email questionnaire surveys and “mystery shopper” surveys
by external organizations.
■ 
The corporate website now offers a special page for chat support and Q&As, which has successfully reduced the numberof enquiries through telephone calls and emails.
■ Supervision and management of global response results[Global]■ 
Olympus has established call centers in major cities.
• Call centers have also been set up in major cities in the USA, China, and Europe to provide detailed responses tailoredto the areas they cover.

Olympus’s Response to COVID-19(including Response to Customers)
https://www.olympus-global.com/news/
covid19/

39

Society

CSR Data Book 2020

GovernanceSociety

Environment

Repair System per Business Field and Improvement Efforts
Business
Field

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

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

Scientific
SolutionsBack-to-base repair services
Portable devices and those that may require extensive repairs are collected and repaired at service bases across theworld.
On-site repair services
For installation-type products, technical staff is dispatched to provide on-site services, including repairs,
calibration and maintenance inspections.
Service contracts
Depending on the product, Olympus offers a number of maintenance service contracts.

Imaging

Greater repair service convenience with a variety of services and schemes
In Japan, the following services are provided by the Hachioji Repair Center, Olympus Plaza Tokyo, Olympus Plaza Osakaand the service stations in Sapporo and Fukuoka:(1) Pickup service via website and telephone(2) On-line repair booking and estimating service
Internet-based repair service offering applications for servicing and information on repair fees and repair status(3) Camera cleaning service(Applied to Olympus digital cameras and interchangeable lenses)
Simple inspection and exterior cleaning services on a reservation basis. Providing free cleaning services at the new
products events in addition to those at the Olympus Plaza (Tokyo and Osaka) and the service stations.
(4) D igital Camera Maintenance Seminar
Hands-on-style seminars for digital camera owners on cleaning their cameras and interchangeable lenses under
instruction were held in Olympus Plaza in Tokyo and Osaka, and other service stations in Sapporo and Fukuoka.
(5) Olympus Owners Care Plus (OOC+)The OOC+ service offers Olympus camera owners functional diagnoses, maintenance services, and rental
lenses. The periodic “Maintenance Package” for E-M1 Mark III and other three models are provided, and we offer
customers safety for our products.
For worldwide repair services
Repair services tailored to the areas they cover are provided by repair bases in the USA, Portugal, Republic, Russia,
Australia, China, South Korea, Hong Kong, Singapore, Thailand and Malaysia.
Improving the on-time rate for back-to-base repairs
One of our target indicators for customer satisfaction is the on-time rate for back-to-base repairs, theachievement rate of which we verify on an annual basis.

CSR Data Book 202040

GovernanceSociety

Environment

Society

Procurement

Basic Approach andPolicyThe Olympus Group aims to strengthen supply chain management (SCM) within
the context of business continuity and sustainable value creation. In 2005, theOlympus Group formulated the Olympus Group Procurement Policy. Since then,
The Olympus Group has disclosed its basic stance on procurement both internallyand externally through its website and training sessions, while strengthening
compliance with laws, regulations and social norms. We have also established the“Request to Suppliers” as a concrete guideline for complying with laws, regulations
and social norms, including respect for human rights and the elimination of antisocial
forces, prohibiting corruption and bribes, promoting fair and lawful transactions, andtaking the environment into consideration. In selecting new suppliers, we review theircurrent response to compliance with social norms and environmental issues as oneof our screening criteria.
Based on these two principles for procurement activities, The Olympus Group
strives to create and strengthen good relationships with its suppliers through fair, justand transparent transactions.

41

CSR Data Book 2020

GovernanceSociety

Environment

Olympus Group Procurement Policy
In line with the following principles and based on our corporate philosophy of“Making people’s lives healthier, safer and more fulfilling,” which provide the basis
for all corporate activities, the Olympus Group procures the materials and services
necessary for the manufacture of our products.
1. Compliance with Laws, Regulations, and Social Norms
Olympus complies with applicable laws, regulations, and social norms including
those concerning the respect for human rights, including the prohibition of childlabor and forced labor, and anti-corruption and, carries out our corporate activities
in a sound and fair manner. We ask the suppliers of the materials and services usedin manufacturing our products to do the same.
2. Green Procurement and Consideration for the Environment
In establishing green procurement standards in line with our Environmental Policy,
and in its procurement activities, we endeavors to build a society that has a soundenvironment and that is capable of supporting sustainable development.
3. Promotion of Fair and Impartial Trade
We open our doors wide to current suppliers and future suppliers all over the world.
We conduct fair and impartial trade with its suppliers according to the policies andprocedures disclosed to suppliers.
4. Selection of Suppliers
Olympus selects suppliers based on a comprehensive decision on key elements
for the appropriate procurement, including the management of compliance withlaws, regulations, and social norms, environmental considerations, quality andsafety assurance and a stable supply, management stability, technical capabilities,
security of information, respect for the intellectual property of other parties,
compliance with the designated delivery date and appropriate pricing.
5. Reinforcement of Partnership with Suppliers
Olympus endeavors to establish and maintain a relationship of trust with our
suppliers based on mutual understanding.
6. Prohibition on Accepting Personal Interests
Olympus prohibits its employees from accepting any improper personal gifts,
benefits or entertainment from suppliers.

CSR Data Book 2020

42

Governance

System, Mechanisms
and Initiatives

Society

Environment

Sharing Business Strategies and Procurement Policy
Once a year, Olympus holds the Procurement Policy Meeting with key suppliersin Japan (about 1,000 companies extracted from our business condition) for
each business for the purpose of sharing with them the business strategies andprocurement policy of the Olympus Group.
In FY2020, 554 representatives from 866 suppliers participated. We explainedcompliance matters that all suppliers should know, such as conflict minerals andhuman rights issues, and asked for their cooperation in tackling these problems.

Supplier Survey and Improvement Activities
Once a year, Olympus conducts a web-based survey of its main suppliers aroundthe world with which it has ongoing business transactions. The survey covers 121
questions, of which 24 are related to CSR, related to management information, CSR
initiatives, and BCPs.
In FY2020, survey was conducted on 906 companies, including overseas
suppliers. Responses were received from almost all companies. If the survey results
show that a supplier does not satisfactorily comply with legal and social norms andenvironmental protection and needs to improve, on-site audit is conducted and theymust implement corrective actions in order to meet the points listed in our Request
to Suppliers. At the same time, wherever possible, we recommend self-improvement
actions to prevent the risk of incidents. We conduct studies for risk assessment incollaboration with concerned divisions within the Group.
Key Evaluation Items in Supplier Survey for Initiatives with Suppliers
Evaluation
Management
information

CSR Data Book 2020

Corporate information, Financial condition

CSR

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

BCP

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

Environmentand quality

43

Criteria Details

Acquisition of ISO 14001, ISO9001 and ISO 13485
Procurement and process management (5Ms (materials, methods,
measurement, machinery, manpower), change information, noncompliant
treatments)

Delivery

Production plans, Progress and distribution management

Information
protection

Personal and confidential information, Intellectual property,
Computer security

GovernanceSociety

Environment

Response to Conflict Minerals*Conflict minerals
The Democratic Republic of the Congo(DRC) and surrounding countries produce
minerals such as tantalum, tin, tungsten,and gold. Armed groups in the DRC,
where the civil war continues, use theseminerals to raise funds, causing humanrights violations (child labor and sexual
violence), as well as environmental
damage. These four minerals are definedas conflict minerals in the United Statesand Europe, and actions are executedin earnest to cut off the supply of funds
to armed groups. Other movements byinternational organizations, governments,
NGOs and industry organizations to solve
this problem include the publication of theDue Diligence Guidance for Responsible
Supply Chains of Minerals from ConflictAffected and High-Risk Areas by theOrganization for Economic Cooperation
and Development (OECD).

The Olympus Group upholds international efforts to resolve the problem of conflictminerals*. On behalf of the Olympus Group, Olympus participates in a committee
established by the Responsible Minerals Trade Working Group of the Japan
Electronics and Information Technology Industries Association (JEITA).
Working together with suppliers, such as by discussing the conflict minerals
at procurement policy meetings, we ensure transparency in our supply chains andcontinue the procurement of parts and materials that does not cause human rights
violations.

Education for Adhering to Subcontract Act
The Subcontract Act is regarded as one of the important applicable laws by
Olympus, and Olympus engages in a wide range of activities to ensure compliance.
The participation rate for the Subcontract Act e-learning programs for all employeesof Olympus and its Japan subsidiaries has reached 99.5%.
The Subcontractor Act Promotion Committee was established in FY2020,
and internal workshops were organized for the manufacturing divisions. These
workshops drew a total of 510 participants and fostered greater understanding of
the Subcontractor Act.
We will continue to confirm group-wide compliance and organize training
programs to enhance our observation of the Subcontract Act.

CSR Data Book 2020

44

GovernanceSociety

Environment

Society

Human Rights

Basic Approach andPolicyOlympus supports the United Nations Declaration of Human Rights and Global
Compact. To put international initiatives into practice in our business activities, wehave also clearly spelled out the respect for human rights in the Olympus Global
Code of Conduct (see page 10). In addition, we have formulated the Olympus
Group Human Rights and Labor Policy and strive to respect human rights in the
management of our businesses. We also urge our business partners to comply withthe protection of human rights.
Olympus Group Human Rights and Labor Policy
All our activities are based on our corporate philosophy, “Making people’s lives
healthier, safer and more fulfilling.” Following this philosophy, we support the
Universal Declaration of Human Rights, which was adopted by the United Nations in1948 and the international norms on human rights, including the United Nations Global
Compact’s principles on human rights and labor. Accordingly, we are committed torespecting human rights in our business management and also expect our business
partners to respect the protection of human rights.
1. Provision of Fair Opportunities
Employees are our most valuable assets. We respect diversity, character,personality and the human rights of all employees, and provide them withequal opportunities to fulfill their potential and improve their abilities as well as
opportunities to work, develop their abilities and gain promotion according to theirlevel of competency.
2. Safe and Comfortable Working Environment
We strive to create workplaces where employees can work in a safe and healthy
setting both physically and mentally, and to provide all our employees with anenvironment that will help them work with enthusiasm.
3. Respect for Human Rights
We support and respect the protection of internationally proclaimed human rights
within our sphere of influence, and ensure that we are not complicit in human rights
abuses.
4. Respect for the Rights of Workers
We respect the rights of workers to organize labor unions and bargain collectively
in line with local laws and established practice.
5. Elimination of Forced Labor
We pledge not to use any forced or bonded labor in the production of our products
or services.
6. Elimination of Child Labor
We comply with local minimum age laws and requirements and do not employ
child labor.
7. Elimination of Discrimination
We strive to eliminate discrimination based on race, belief, gender, age, social
status, family lineage, nationality, ethnicity, religion, disability, or of any other typein all our business activities.

45

CSR Data Book 2020

GovernanceInitiatives

Request to Suppliers
https://www.olympus-global.com/csr/
procurement/pdf/procurement_request.pdf

Society

Environment

Initiatives with Suppliers
Olympus has adopted the “Request to Suppliers,” a document defining its
expectations toward suppliers in such areas as respect for human rights, compliancewith laws, regulations and social norms, including the laws concerning the exclusionof antisocial elements, the prohibition of corruption, bribery and similar behavior, thepromotion of fair and equitable trading, and consideration for the environment. Onceeach year, we use a Web-based system to conduct a corporate survey in this regard
targeting major suppliers all over the world, and the survey results are utilized forwork procedure improvement to avoid problematic incidents (see page 43). There
have been zero incidents so far. In cases where we find problems related not only tocompliance with local regulations and social norms but also respect for human rights
in our on-site audits and if the supplier does not comply with Olympus’s request to
make improvements, we may terminate our business with them.

Human Rights Due Diligence eports and related materials ofR
Caux Round Table Japan
https://crt-japan.jp/en/portfolio/humanrights-due-diligence-workshop/

ILO Centenary seminar on Labour
Dimension of CSR (Only in Japanese)
https://www.sophia.ac.jp/jpn/event/2019/itd24t000003vtwu-att/0531_Flyer_v10.pdf

Olympus participates in various research groups to verify and strengthen initiatives
that target human rights issues within the Olympus Group.
From 2012 to 2017, we took part in Human Rights Due Diligence Workshops,
a stakeholder engagement program organized by the Caux Round Table Japan,
thereby determining key human rights issues in the manufacturing sector along thevalue chain.
Since 2017, we have been a member of the human rights education
subcommittee of Global Compact Network Japan (GCNJ), whose headquarters areat the United Nations Information Center (UNIC). Research has been conductedon themes aimed at a greater understanding of the UN Guiding Principles on
Business and Human Rights and a wider awareness among businesses, with theaim of developing a human rights educational tool regarding the rights of women,
persons with disabilities, LGBT and other gender minorities, child labor and foreigner
in Japan that can be employed internally by participating companies. In FY2020, asa joint secretary company of a subcommittee of the GCNJ, we hosted lectures byexperts and held discussions among member companies covering the human rights
issues about which the United Nations Commission on Human Rights (UNCHR),
made recommendations to Japan toward achieving its SDGs. These issues included
abuse and harassment in workplaces, human rights of foreign workers, and women’s
rights. We also participated in the International Labour Organization (ILO) Centenary
seminar on Labour Dimension of CSR under the theme of “Efforts of Government,
Employers and Workers towards Decent Work of Migrant Workers.” We plan toutilize the insights we gained through these discussions to build better employment
environment for foreign workers, create harassment prevention measures, andpromote understanding of human rights, to further the global expansion of the
Olympus Group.

CSR Data Book 2020

46

GovernanceSociety

Environment

Preventing Harassing Behavior
The Olympus Global Code of Conduct states that “Our Behaviors” are the expressionof “Our Core Values” through our day-to-day activities. The Code of Conduct places
the highest value on “Respectful Behavior.” Olympus Group does not tolerateharassment or discrimination based on personal characteristics such as gender,
age, nationality, ethnicity, skin color, political views, sexual orientation, religious
beliefs, social background, or disability. Olympus makes every effort to prevent
workplace harassment by itemizing concrete prohibitions on sexual and other typesof harassment in the employment regulations.
Olympus and its Japan subsidiaries have also established a Harassment
Hotline in each business site and subsidiary as a preventive means and to provide
a prompt and pertinent solution if a problem arises. Our Hotline officers are trainedwith the skills and knowledge to handle complaints appropriately, which include theprotection of the privacy of the consulter or harassment victim, ensuring consultation
confidentiality, and preventing any adverse consequences from the consultation. In
FY2019, we delivered 16,500 copies of the Harassment Prevention Guidebook to all
employees of the 17 Japan subsidiaries. In the new edition, a description of genderminorities, such as LGBT, was also included. We keep up-to-date with the expanding
scope of harassment, which covers power harassment and gender harassment,
including maternity, paternity, and LGBT issues. Accordingly, the coverage of ourinternal consultation manual has been revised and enhanced. In June 2020, the socalled “Power Harassment Prevention Act,” which stipulates that companies musttake preventative measures regarding harassment, was enforced. In preparation
for this and to avoid potential incidents we provide an e-learning course to help
employees to understand the key points of the law and what could be seen as power
harassment.
We also hold regular harassment prevention training programs for managers,
who are responsible for creating a respectful culture in the workplace and to promotefurther understanding to achieve harassment-free offices.

 lympus UK and Ireland: SLAVERYO
AND HUMAN TRAFFICKING STATEMENT (In English only)
https://www.olympus.co.uk/company/media/
content/pages/newsroom/publications/miscellaneous/ui/slaverty-and-humantrafficking-statement-1-april-2020.pdf

47

CSR Data Book 2020

Response to the UK Modern Slavery Act
Olympus KeyMed, the Olympus Group company in the UK, has issued the statementin accordance with the provisions of Article 54, Clause 1, of the 2015 Modern Slavery
Act in the UK.

GovernanceSociety

Environment

Society

Employment

Basic Approach andPolicyThe Provision of Fair Opportunities section of the Olympus Human Rights and Labor
Policy (see page 45) clearly states that “Employees are our most valuable assets.
We respect diversity, character, personality and the human rights of all employees,
and provide them with equal opportunities to fulfill their potential and improve theirabilities as well as opportunities to work, develop their abilities and gain promotion
according to their level of competency.” We endeavor to reflect this stance.
In April 2019 we introduced a corporate transformation plan Transform Olympus,
a global-scale human resources development system that serves as the basis forour global employees to follow our Corporate Philosophy (Our Purpose and Our
Core Values), and to encourage each employee to take on ambitious challenges for
personal growth. Under our transformation plan, we will assign employees in themost efficient way without regard to nationality or gender to encourage our diverse
human resources to work effectively.

Promotion Structure

In the Olympus Group, the President is ultimately responsible for our strategy forhuman resources including human resource development and labor management,
while the senior executive officer in charge of employment and labor issues
implements our group-wide human resource strategy through the functions of the
HR division at the headquarters.
We are implementing measures to ensure that we follow labor-related regulationsin the various countries in which each subsidiary and division operate in compliancewith the Group’s human resource strategy to ensure diversity in human resources for
optimal business management.
Olympus and its Japan subsidiaries are sometimes located in one facility. Eachfacility has its own general manager to ensure comprehensive implementation ofpolicies and measures involving personnel and labor issues.
Organization of Human Resource Strategy Promotion (Olympus and its Japan subsidiaries)
President

Director in charge of
personnel and labor issues

Human Resources Division

Facility General Manager…… P roposes and implements humanresource strategies and systems

Facility General
Manager

Facility General
Manager

Facility General
Manager…… L abor
management
and other
activities atindividual
facilities

Managers of Business Divisions such as Affiliates and Business Groups

CSR Data Book 2020

48

GovernanceInitiatives

Society

Environment

Recruitment in FY2020
Olympus hired 328 employees (only full-time employees) in FY2020, down by 5%
over the previous year. Of these, mid-career employees accounted for 27% of thetotal.
Also, the hiring of women was actively promoted in line with the Act on Promotionof Women’s Participation and Advancement in the Workplace, and the percentage
of female employees increased by 4% to 28.7%.

Employment of People with Disabilities
Olympus works proactively to employ people with disabilities (physical, mental andintellectual). After recruitment, they work in a wide range of fields, including generaladministration and engineering fields that include manufacturing technology and IT* Special-purpose subsidiary
A subsidiary approved by the Ministerof Health, Labour and Welfare under
the provisions of Article 44 of the Act on
Employment Promotion, etc., of Persons
with Disabilities as an organizationthat gives special consideration to theemployment of people with disabilities
and is deemed as one of the businessoffices of its parent company.

development. Established in April 2009, our special-purpose subsidiary* Olympus
Support Mate is now in its tenth year and hires essentially persons with intellectual
disabilities. We have created working environments and working conditions that areappropriate both for the nature of each individual’s disabilities and the operational
requirements required to ensure that they can continue to work there. In April
2019, a cleaning service group was created by Olympus Support Mates at the
Aizu Olympus to provide jobs and fulfilling lives for persons with disabilities in thelocal communities. The number of companies recognized and operating as groupof the special-purpose subsidiaries under the Act on Employment Promotion, etc.,
of Persons with Disabilities, was increased five to eight in April 2019, we are further
working to promote employment these groups of people. On June 1, 2020, we
achieved an employment rate of 2.47%, exceeding the statutory employment rate for
the Olympus Group of 2.2%. Olympus Terumo Biomaterials employs athletes who
aspire to participate in the Paralympic Games and actively supports their activities.

Employment of the Elderly
Olympus and its Japan subsidiaries have a system to continue employing employees
who want to work for the Company after reaching the retirement age of 60 until they
become 65 years old.
In FY2020, 106 people qualified for the system, and 100% of the employees
requesting continued employment were hired accordingly.

49

CSR Data Book 2020

GovernanceSociety

Environment

Employee-Related Data (Japan)
Olympus
Corporation

Overall Japan
Subsidiaries*1

397

499

30s and younger

193

215

40s and older

54

22

30s and younger

84

218

40s and older

66

44

4.6

7.88

30s and younger

6.8

12.46

40s and older

1.5

1.87

30s and younger

11.3

20.06

40s and older

14.3

10.28

Number of staff leaving (FY2020) (persons)

274

176

Of which number of voluntary
leavers140

127

30s and younger

64

60

40s and older

53

15

30s and younger

17

46

40s and older

6

6

91

78.6

Men

93

85

Women

87

71

96

93.2

Number of new graduates in2016 (persons)

218

221

Number of those who
remain the company as ofMarch 2019. (persons)

210

206

Number of newly employed (FY2020)
(persons)
Men
Breakdown

Women

Rate of newly employed*2(%)
Men
Breakdown

Women*1 The following 14 companies: Olympus
Medical Science Sales, Nagano Olympus,
Aizu Olympus, Aomori Olympus,
Shirakawa Olympus, TmediX, Olympus
Digital System Design, Olympus Terumo
Biomaterials, Olympus Memory Works,
Olympus Logitex, Olympus-Supportmate,
AVS, Olympus Systems, and Olympus
RMS.
*2 Includes both new graduates and midcareer employment.
*3 The percentage of those who remainin the company as of April 1, 2019, out of
those employed in FY2018 (including new
graduates and mid-career employment).
*4 The percentage of those who remains
in the company at March 31, 2019 outof those employed as new graduates in
FY2016.

Employee-Related Data (Olympus
Group: including data by segments)(Only in Japanese)
https://www.olympus.co.jp/ir/data/pdf/
annual152PA.pdf#page=14

Breakdown

Men

Women

Job retention rate
(Only full-time employees)*3(%)
Breakdown

Job retention rate for new graduates*4(%)

Breakdown

CSR Data Book 202050

GovernanceSociety

Environment

Employee-Related Data (Japan)*1 The following 14 companies: Olympus
Medical Science Sales, Nagano Olympus,
Aizu Olympus, Aomori Olympus,
Shirakawa Olympus, TmediX, Olympus
Digital System Design, Olympus Terumo
Biomaterials, Olympus Memory Works,
Olympus Logitex, Olympus-Supportmate,
AVS, Olympus Systems, and Olympus
RMS.
*5 Based on original employer companies(ignoring whether on-loan or not).

Olympus
Corporation
Number of employees(As of the end of March 2020)

Full-time
employees

Total*5

7,755

4,417

Men’s total

6,550

2,902

965

835

30s

1,878

891

40s

1,953

679

50s or older

1,754

497

Women’s total

1,205

1,515

20s and younger

300

632

443

455

40s

370

317

50s or older

92

111

Total

795

1,916

Men’s total

Breakdown
Excludingfull-time
employees

Seniormanagement

Juniormanagement

Foreign employees

CSR Data Book 2020

6,333

Women 30s

471

612

20s and younger

5

206

30s

27

181

40s

32

97

50s or older

407

128

Women’s total

324

1,304

20s and younger

20

232

Women 30s

89

441

40s

123

416

50s or older

92

215

Total

229

62

Men

226

62

Women

3

0

Total

1,478

198

Men

1,427

196

Men

51

8,550

(persons)

20s and younger
Men

Overall Japan
Subsidiaries*1

Women

51

2

Total

55

16

Men

32

6

Women

23

10

GovernanceSociety

Environment

Olympus
Corporation
Percentage of employees with disabilities(As of the end of March 2020)*6

Overall Japan
Subsidiaries*1

2.33(Eight specialpurpose
subsidiaries)―

Number of employees with disabilities (persons)95(Eight specialpurpose
subsidiaries)

Number of reemployed retired workers*7
(persons)

381

124

Number of corporate-certified advanced
technicians(persons)

141

146

MM

4

6

MS

18

23

MA

119

117

146

162

Men

21

9

Women

125

132

828

272

Men

432

182

Women

396

90

4

0

Men

3

0

Women

1

0

Average overtime hours (hours/fiscal year)

141.4

121

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

11.9

11.4

167

Breakdown

Number of employees taking childcare leaves*8
(persons)*1 The following 14 companies: Olympus
Medical Science Sales, Nagano Olympus,
Aizu Olympus, Aomori Olympus,
Shirakawa Olympus, TmediX, Olympus
Digital System Design, Olympus Terumo
Biomaterials, Olympus Memory Works,
Olympus Logitex, Olympus-Supportmate,
AVS, Olympus Systems, and Olympus
RMS.
*6 Eight special-purpose subsidiaries(Olympus, Olympus Medical Systems,
Olympus Medical Science Sales, Nagano
Olympus, Aomori Olympus, Shirakawa
Olympus, Aizu Olympus, OlympusSupportmate)*7 Number of reemployed retirees.
*8 Taken in FY2020.
*9 Number of individual employees in
FY2020 (not total usage).
* Figures are for full-time employees
unless otherwise stated.

Breakdown

Work-at-home system users*9(persons)
Breakdown

Usage rate of leave for volunteer activities
Breakdown

CSR Data Book 202052

GovernanceSociety

Environment

Society

Labor Relations

Basic Approach

The Olympus Group values protection of the rights of individual employees in order
to offer better value to society.
We implement appropriate measures based on human rights viewpoints andthe labor-related laws of each country.

Initiatives

Global Employee Survey for the Improvement of Employee
Engagement
We conduct an employee survey called the Core Values Survey for about 35,000
Olympus Group employees in 43 countries biannually and use the results to improve
our corporate culture and workplace environment. The findings are shared by top
management and regional management officers and reflected in various measuresand policies. In particular, we are taking action to develop an open corporate culture,reform working styles and improve operational efficiency. We have also introduced
systems that allow leave for volunteer activities and permission for side jobs.

Labor-Management Consultations (Japan)
The Olympus top management provides regular opportunities to engage in labormanagement consultations, both centrally and at individual facilities, such as during
its twice-annual Central Labor-Management Council with the Olympus Labor Union.
Such councils serve as a forum for discussing improvements in labor conditions andcorporate culture reforms.
In FY2020, labor-management talks confirmed that deliberations on humanresource development systems in general will continue and that the basic salary ofunion members will not be raised.
As of April 1, 2020, 5,902 employees (other than management) were membersof the labor union, which covers 78% of all employees.

53

CSR Data Book 2020

GovernanceSociety

Environment

Society

Occupational Safety and Health

Basic Approach andPolicyOlympus Global Code of Conduct
https://www.olympus-global.com/company/
philosophy/code.html

The Olympus Group has stated its policies on occupational safety and health andits basic approach to employee health management and the actions necessary toachieve them in the Olympus Global Code of Conduct.
Under the Code of Conduct, we are developing working environments that
ensure safety and health for our employees.
Safe and Healthy Workplace
Occupational health and safety is a major priority. We take proactive steps to prevent
accidents and occupational illnesses at work. We want our employees to work in an
ergonomic and work-friendly environment. At Olympus, we promote good health andwellness.
What We Do:l Use good judgment and act in a manner that is safe for you and others.
l Report safety concerns and work-related injuries or illnesses.
l Never joke about violence and report any violent threats or warning signs fromothers.
l Comply with applicable health and safety regulations.

Promotion Structure
and Initiatives

Global Safety and Health Organization
The annual environment, health and safety (EHS) activity policy is based on the basic
approach, policy and targets for safety and health in the Olympus Group following
the Olympus Global Code of Conduct. The policy is implemented at global sites by
the Safety and Health Division at the Olympus Head Office, and safety and healthactivities are organized at individual sites in each region.
The Safety and Health Division at the Olympus Head Office regularly monitors
the activities and performance in each region and shares best practices from othersites to make improvements to regional safety and health activities.
External Certification (Occupational Safety and Health Management
Systems)
For the maintenance and continual improvement of our occupational safety and healthmanagement systems and to retain the trust of our customers and stakeholders,
we are acquiring international certification for our occupational safety and healthmanagement systems. Shirakawa Olympus Co., Ltd., (Japan), KeyMed (Medical &Industrial Equipment) Ltd. (UK) and Olympus Scientific Solutions Americas Corp.
(US/Canada) have already acquired OHSAS 18001 certification, and are currently
working to migrate to ISO 45001 certification.

CSR Data Book 202054

GovernanceSociety

Environment

Sites

Certification

Aizu Olympus Co., Ltd.

JISHA (Japan Industrial Safety and
Health Association) Standards

Shirakawa Olympus Co., Ltd.

OHSAS 18001

Aomori Olympus Co., Ltd.

JISHA (Japan Industrial Safety and
Health Association) Standards

Olympus Scientiﬁc Solutions Americas Corp.

OHSAS 18001

KeyMed (Medical & Industrial Equipment)
Ltd.

OHSAS 18001

Olympus Iberia S.A.U.

OHSAS 18001

Safety Promotion Structure in JapanA Safety & Health Promotion Committee headed by the manager of the EHS Promotion
Division has been set up at Olympus and its Japan subsidiaries to implement the
Olympus Global Code of Conduct. The Committee consists of representatives of thesafety & health promotion committees at each business site.
The Safety & Health Promotion Committee deliberates on, promotes andimplements group-wide measures for the annual safety and health policy toachieve targets in Japan. In addition, the committee monitors general safety andhealth management activities at each business site. The committee also sharesinformation on preventive measures and the causes and corrective measures forindustrial accidents, information on improvement indicators and on related statutory
amendments, in efforts to upgrade the quality of group-wide activities.
The operational activities of the safety & health promotion committees at eachbusiness site are headed by the responsible safety and health manager, who isthe facility general manager, and by the company president at subsidiaries. The
committees implement safety & health and health management suited to the scaleand characteristics of each business operation.

Safety & Health Promotion Committee in Japan
Chairman(Function Leader of EHS)
Secretariat

55

CSR Data Book 2020

Representative of
subsidiaries

Representative of
subsidiaries

Facility Representative

Facility Representative(Safety and Health Division at
the Olympus Head Ofﬁce)

Principal activities of the Safety &Health Promotion Committee• Development of annual safety andhealth policy & targets for Japan• Deliberation, execution and promotionof group-wide measures for Japan• Sharing of safety & health and healthmanagement activities among businesssites• Analysis of causes of industrial
accidents & decision-making on
improvements based on trends• Development of policy for compliancewith laws and regulations

GovernanceSociety

Environment

Industrial Accident Data
Tabulation and analysis of data on industrial accidents had been limited to Olympus
Corporation alone until now. Starting in FY2020 however, the scope of the data andtheir analysis has been expanded to cover major sites in the Olympus Group (North
America & manufacturing sites and repair bases; regional headquarters in Europe
and its manufacturing and repair bases; and manufacturing sites and repair basesin Asia).
Number of Industrial Accidents
Japan

North America

EuropeAsia/Oceania (including China)(cases)
160
140

10

120

20

100
55

80
60
40
20

64

55

48

50

56

FY2019FY20200FY2016FY2017FY2018

Number of Lost Time Injuries
Japan

North America

EuropeAsia/Oceania (including China)(cases)
40
35

8

30
6

25
20
15

20

10
14

5

11

10

6

0
FY2016FY2017FY2018FY20194

FY2020CSR Data Book 2020

56

GovernanceSociety

Environment

Lost Time Injuries (of one day or more) Frequency Rate*1 (LTIFR)
All industries(Japan)*2
Japan
Europe（%）

2.50

Manufacturing industries(Japan)*2
North America
Asia/Oceania(including China)

2.00

1.83

1.93

1.66

1.63

1.61

1.80

1.50
1.20

1.15

1.06

1.20
1.07

1.02

1.00

*1: Lost time injury frequency rate =number of lost time accidents ÷ (average
number of employees for that fiscal term× work hours) × 1,000,000*2: Survey on Industrial Accidents,
Ministry of Health, Labour and Welfare*3: Occupational illness frequency rate =number of cases of occupational illness
that result in lost time ÷ (average numberof employees for that fiscal term × work
hours) × 1,000,000*4: Industrial accidents found in thelist of occupational diseases of the
Ministry of Health, Labour and Welfare(Appended Table 1-2 of the Ordinance for
Enforcement of the Labor Standards Act(Ordinance of the Ministry of Health andWelfare No. 23 of August 30, 1947))

0.50

0.77

0.51

0.39

0.34
0.20
0.13

0.00
FY2016FY2017FY2018FY2019FY2020Occupational Illness Frequency Rate*3 (OIFR)

Japan

FY2016FY2017FY2018FY2019FY2020

0.07

0.07

0.07

0.07

0

The scope of the data on industrial accidents is as follows.
Japan: FY2016, FY2017 & FY2018 for Olympus Corporation and its 11 major Japan subsidiaries
FY2019 & FY2020 for Olympus Corporation and its 14 major Japan subsidiaries
North America: Olympus Corporation of the Americas (regional headquarters) and its major subsidiaries
Europe: Olympus Europa SC & Co. KG (regional headquarters) and its major subsidiaries
Asia/Oceania (including China): Major manufacturing sites

Number of Fatal Industrial Accidents
FY2016FY2017FY2018FY2019FY2020

Japan

0

0

0

1

0

North America

ー

ー

ー

ー

0

Europe

ー

ー

ー

ー

0

Asia/Oceania and
China

ー

ー

ー

ー

0

The scope of the data on industrial accidents is as follows.
Japan: FY2016, FY2017 & FY2018 for Olympus Corporation and its 11 Japan subsidiaries
FY2019 & FY2020 for Olympus Corporation and its 14 Japan subsidiaries
North America: Olympus Corporation of the Americas (regional headquarters) and its major subsidiaries
Europe: Olympus Europa SC & Co. KG (regional headquarters) and its major subsidiaries
Asia/Oceania (including China): Major manufacturing sites

57

CSR Data Book 2020

GovernanceSociety

Environment

To reduce industrial accidents, Olympus and its Japan subsidiaries have formed
an industrial accident control task force consisting of safety and health officers at
subsidiaries with sizable workforces.
The task force analyzes past accidents and organizes activities that focus on
falling accidents that are significantly high in number, with the emphasis on falling
accidents on stairs, which are likely to result in serious injury. In addition to training
programs for all employees, task force members conduct inspections of all staircases
at major sites to install improved lighting in staircase areas, post warning seals on
handrails and increase employee awareness of the danger with warning signs on
walls, etc. This has led to a significant reduction in the number of staircase-related
falling accidents and a reduction in lost time and in the lost time injury frequency rate.
Employee Training
To raise employee awareness of safety and health, the Olympus Group implements
a variety of safety and health training programs, led by the safety and health officers
at each facility.
1. Basic training (for all employees)(1) Basic safety and health training for new employees and for each fiscal term(2) S afety awareness refresher training(3) F irefighting & evacuation training(4) M ental health training
2. Specialized training (for employees in designated workplaces)(1) Hazard awareness (near-miss) training: Safety Dojo (Training Center) azardous goods handling training(2) H

CSR Data Book 202058

GovernanceSociety

Environment

Regional Activities
Activities in Japann Hazard Awareness Training
Industrial accidents occur when unsafe
conditions in the workplace coincide withunsafe human behavior. Until now, theOlympus Group has focused on reducing
hazard risks that are founded on unsafe
conditions in the workplace. However, wehave decided to follow Aizu Olympus in its
pioneering practice of training focused on
unsafe human behavior, a characteristic of the manufacturing industry. In FY2020,
similar training programs were introduced at three other manufacturing sites (Aomori
Olympus, Shirakawa Olympus and Nagano Olympus) to train all employees at thesesites. This training program is now a requirement for all new employees (both new
graduates and midcareer employees) prior to job assignment.

Training Programs Using Simulation Equipment• Entanglement Experience Training
In this training, the employee experiences
the hazard of getting their fingers or clothingentangled in a machine.
To raise awareness of the high level ofhazard, trainees experience the force involvedin an entanglement by observing mockupsof fingers being entangled in a machine andthe edge of their uniform being caught in themachine. They learn how dangerous it is to insert their hand into a machine and how
important it is to wear the right type of clothing.
• Stabbing Experience Training
The hazard involved in assembly/disassembly
work using a screwdriver is demonstrated. A
simulated hand is used to show the dangerof the screwdriver slipping when components
are not being fixed in place. Trainees
receive hands-on experience of the danger
involved when the screwdriver slips, and theunexpected force with which it can impact
the hand holding the components in place.

59

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GovernanceSociety

Environment

Activities in North America•E mployee Near-Miss Reporting(Olympus Corporation of the Americas )At Olympus Corporation of the Americas, all the employees and locations areencouraged to report all incidents where an injury or illness could have occurred
but fortunately did not result in injury or illness. The corrective actions resulting fromthese incidents will assist in preventing an injury or illness to other employees.
Activities in Europe• I nternational SOS(Olympus Europa SE & Co. KG )Olympus Europa SE & Co. KG (OEKG) has a support system for employees on
business trips to inform them about possible risks, health hazards and possible
special conditions of the countries to be travelled through. OEKG especiallyprepares for business trips to countries with difficult political situations, problematic
medical care and infrastructure, or the effects of natural disasters. ISOS provides
daily updated information on its homepage on all important questions concerning
the trip and the countries involved. In addition, it provides support before and during
the business trips such as medical emergencies, searches for Western standard
hospitals, evacuation in the event of unrest, and advice on unusual incidents such astheft. The assistance centers are open 24/7.
•M anagement System Surveillance Visits(KeyMed (Medical & Industrial Equipment) Ltd.)As part of our certification to the ISO 14001 and OHSAS 18001 Management
Standards, KeyMed (Medical & Industrial Equipment) Ltd. (OKM) participates in sixmonthly surveillance visits to audit compliance levels against the relevant clauses inthe standard. OKM recently hosted the BSI to complete visits against both the above
standards and on each occasion, the level of compliance was found to be good andno non-conformances were raised.
 ental Health First Aid•M(KeyMed (Medical & Industrial Equipment) Ltd.)At KeyMed (Medical & Industrial Equipment) Ltd. (OKM), current first aid qualified
staff and managers across the business will be participating in additional training
to learn more about mental health first aid. Recent promotions have brought thissubject to the attention of organizations and the general population encouraging
people to talk and share their concerns and experiences. All first aiders will sign up
for a two-day training course with an external provider (course held on site at OKM)
with the intention of training them to recognize symptoms of mental health issues.

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GovernanceSociety

Environment

Activities in China•A ward Received from Shanghai Free-Trade Zone
(Olympus Trading (Shanghai) Limited)
Olympus Trading (Shanghai) Limited has
developed a safety production management
system that includes manufacturing safety,
industrial health and workplace environment
evaluations in compliance with the basic
requirements of corporate safety production
standards mandated by the Shanghai
Emergency Management Bureau. The
A letter of appreciation from the Shanghai
Emergency Management Bureau
company received a letter of certification
as a manufacturing safety standardizationcompany for the first time in June 2015. The company has established a policy
and targets for manufacturing safety, set up a committee, assigned detailed
responsibilities and produced an emergency response manual, all aimed at putting
top priority on safety, prevention and total management. It also organizes annual
emergency response drills. The company analyzes the risks and looks at casestudies of manufacturing safety on a regular basis, at the same time working to
improve employee awareness of manufacturing safety through a range of training
programs. There have been zero industrial accidents since FY2016. In FY2019,
further improvements in manufacturing safety led to an award from the Shanghai
Free-Trade Zone.
•F irefighting & Evacuation Drills in 2019
(Olympus (Guangzhou) Industrial Co., Ltd.)
Olympus (Guangzhou) Industrial Co., Ltd., organizes annual firefighting & evacuation
drills as part of its efforts to raise employee awareness of safety. This is aimed
at raising coordination among firefighting organizations, upgrading leadershipcapabilities, improving the capabilities of firefighting team in evacuation, rescue andfirefighting, as well as in improving employee awareness of firefighting and safety.
Activities in Asia/Oceania
 abor Safety Training•L(Olympus Vietnam Co., Ltd.)
Olympus Vietnam Co., Ltd. (OVNC) provides labor safety training at least once a year
based on Vietnamese regulations.
Since OVNC has a large number of employees, up to about 5,000, it uses
internal and external venues to hold trainings.
OVNC is commited to training and improving knowledge on occupational safety
and sanitation for employees to ensure compliance with the principles and rules oflabor safety in the factory. To all people—support the criteria: “Safety comes first.”

61

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GovernanceSociety

Environment

Society

Occupational Safety and Health
Health Management

Basic Approach andPolicyIntroduction of Olympus Health Declaration
In April 2018, Olympus and its Japan subsidiaries introduced the Olympus Health
Declaration to help maintain and improve the health of its employees and theirfamilies.
In line with the announcement of the Health Declaration, banning smoking on
corporate premises is to be made a priority. At the same time, we are introducing
measures to help employees to become healthy and stay healthy, including
advice with lifestyle improvements, recommendations and financial assistancewith screenings to catch cancer at an early stage, and how to avoid mental healthproblems.
In this way, the Olympus Group wants to create a corporate culture thatencourages employees to be healthy, both physically and mentally and for everyone
to lead healthy and happy lives.
Olympus Health Declaration—Realization of a Better Livelihood and HappinessOur corporate philosophy is to contribute to society by “Making people’s lives
healthier, safer and more fulfilling.” We believe this is possible with the support ofhealthy employees and their families with vitality.
Olympus places top priority on the health of its employees and their facilities throughthe following activities.
1. 
Olympus regards employee health as an important management issue and iscommitted to a corporate culture that places top priority on employee safety andhealth.
2. Olympus will continue to create a workplace environment where employees areable to work with vitality and good physical and mental health.
3. 
Olympus cooperates with the Health Insurance Association to support better
health to each and every employee and their families.

Health Management System
In addition to the health management activities that form part of its industrial healthand welfare program, Olympus and its Japan subsidiaries work with its Health
Insurance Association to enable collaboration and coordinated action between thecompany and the Health Insurance Association. In addition, its industrial health andwelfare organization has been maintained and strengthened with the appointment
of dedicated industrial physicians, health care workers and nurses proportionate to
the scale of the facilities.
Industrial physicians, healthcare workers and nurses are active in various
academic societies for continued improvement of their skills. In the FY2020 Japan
Society for Occupational Health Congress, Olympus medical staff’s presentation on
their activities was selected for the Society’s good practice samples (GPS) to serveas teaching material in the lifelong training of industrial healthcare specialists.
In addition, in FY2020 healthcare workers and nurses at Olympus expanded thescope of their prevention promotion activities, reinforcing the nationwide organization
focused on improving first aid skills.

CSR Data Book 2020

62

GovernanceInitiatives* White 500 organized jointly by the
Ministry of Economy, Trade and Industry
and Nippon Kenko Kaigi, is a certification
program to highlight outstanding large
enterprises engaging in efforts to advance
health and productivity management.

Society

Environment

Health Improvement Activities (Japan)
Recognized under White 500, the2020 Certified Health and Productivity
Management Organization Recognition
Program
Olympus’s

activities

in

employeehealthmanagement, implemented strategically froma management point of view, have won fouryear consecutive recognition since 2017 fromWhite 500*, the Certified Health and Productivity
Management Organization Recognition Program.
Olympus and its Japan subsidiaries emphasize the development of a healthyand vibrant working environment for employees’ minds and bodies and is proactively
implementing measures that include our system for industrial health activities, a rangeof health examinations, the prevention of lifestyle-related diseases, implementationof cancer screening tests such as tests using endoscopes, and improvements inmental health services.
Olympus and its Japan subsidiaries plan to continue to work in cooperation with
the Health Insurance Association, for continuing effort in building a better working
environment and good health for both the employees and their families. We intend towork actively in promoting health among employees of the Japan subsidiaries and tocontribute to society through promotion of health among its customers through ourbusiness activities.
Health Examinations and Health Counseling
Olympus and its Japan subsidiaries cooperate with the Health Insurance Association
regularly to upgrade their lineup of health examinations. Options include endoscopic
screenings.
In addition, events such as counseling on mental health and other issues, weare organizing exercise seminars and a quit smoking program to reduce lifestylediseases.

63

CSR Data Book 2020

GovernanceSociety

Environment

Cancer Screening
Olympus is also enhancing its cancer screening program of endoscopic screenings
for the early detection of cancer. Endoscopic screenings are given to employees withfinancial assistance from the Health Insurance Association. The program is noted for
its high screening rates (more than 70% for gastrointestinal endoscopy and morethan 60% for colonoscopy).
Computerized patient call/recall program, which selects employees who
satisfied certain conditions in their previous health examination and who have been
recommended for health examination (cancer screening) for the current year, is also
in operation.
Lectures by prominent speakers have also been organized to raise the healthexamination rate.
Cancer Screening (screening rates)
（%）

100
84.9
80
60

70.8

65.0

60.2

40

56.6

33.6
26.3

20

G

as

tr
en oindo tessc tin
op al
Lu
y
ng
C
o
lo
ca
n
nc
os
er
co
sc
py
B
re
(b reae
re sning
as t ct u an(C
ltr ce
T)
as r
Br
on sc
ea
r
st
og ee
ca
ra nin
ph g
( n
C
y)
er ma cer
m s
vi
ca
m cr
e
o
lc
e
g
n
Ab (ce anc rap ing
h
rv e
do
ic r s y)m
al cincy ree
al
to ni
ul
lo ng
tra
gy
so
)
no
gr
ap
hy

0

Cancer Screening Test Support System*Consultation encouraged: For those whohave not yet taken the exam from thetarget age to retirement (depending onitem) (call/recall)Examination Item

Target

Health Insurance
Cost Subsidy

Years Consultation
Encouraged*

Stomach cancer(endoscope)

35 years andolder

100% coverage

Once every two years

Stomach cancer(pepsinogen examination)

35 years andolder

100% coverage

Year that Gastrointestinalendoscopy is not undertaken

Colorectal cancer(endoscope)

35 years andolder

100% coverage

Once every three years(40 years and older)

Colorectal cancer(fecal occult blood test)

35 years andolder

100% coverage

Year that Colonoscopy is notundertaken

Breast cancer/
Cervical cancer

Women of allages

100% coverage

Once every two years

Prostate cancer(PSA marker)

Men 50 years
and older

100% coverage

Once every two years

Abdominal
ultrasonography

40 years andolder

100% coverage

Once every two years

Lung cancer(lung helical CT)

40 years andolder

50% (Limit of ¥5,000
including tax)

Individual decides whether
to receive health exam

CSR Data Book 202064

GovernanceSociety

Environment

Preventing Mental Health Problems
Japan subsidiaries offers assistance with mental health prevention and job
reinstatement to employees who report problems, in combination with the following
mental health care.
Self-care

Mental health training such as e-learning programs, mental
toughness seminars, etc., for employees.

Line care

Activities to support employees in the workplace, such as mental
health seminars for managers.

Care by industrial
health care personnel atbusiness sites

Consultation and daily care service provided by industrial doctors
and other health staff. Activities organized by industrial healthcare
workers in cooperation with the Human Resources Division for the
returning to work program for those with health problems.

Care provided byresources outside thebusiness site

Consultation service and seminars provided by external
psychologists

In addition, we are holding training workshops conducted by psychiatrists andother specialists in clinical practice for healthcare workers and nurses to support
mental health care for employees.
We conduct the statutory stress checks all together in Olympus and its Japansubsidiaries. In fiscal 2018, the participation rate was 95%, with interviews andpersonalized follow-up provided according to results. The program was completed
satisfactorily. We continue to review its effective application, as part of our mental
health program.
Activities to Quit Smoking
A complete ban on smoking inside all buildings and structures at business sites
belonging to Olympus and its Japan subsidiaries was introduced at the end of March
2020. Further action to prevent passive smoking will be introduced with a complete
smoking ban at all Olympus premises in Japan by the end of March 2021. The Health
Insurance Association is currently implementing a program to help employees to quit
smoking (recommendation of online quit smoking program & financial assistance) toachieve a 12% smoking rate by the end of March 2023. The smoking rate was 22%
in fiscal 2018 and has fallen to 19% in fiscal 2020.
Quit smoking treatment by the Health Insurance Association, outpatient care forthe online quit smoking program approved in 2017, is in service, with the Association
covering the expenses in full (part covered by the employee in case of failure to quit
smoking).
Action on Infectious Diseases

 lympus’s Response to COVID-19
O(including safety and health)
https://www.olympus-global.com/news/
covid19/65

CSR Data Book 2020

The following activities are being conducted to prevent infectious diseases.
·Vaccination of employees traveling overseas on business assignments andaccompanying family members (vaccines recommended for the destination region)· E xamples: Hepatitis A, hepatitis B, tetanus or DTP vaccination· Partial coverage of expenses for influenza vaccination· Starting in FY2020, rubella antibody test conducted with the health examination(in response to additional action on rubella announced by the Ministry of Health,Labour and Welfare for men born between 1962 and 1978)

GovernanceSociety

Environment

Preventing Lifestyle Diseases
Activities under the Specific Health Guidance program are being conducted to prevent
lifestyle diseases. Specific health guidance for Olympus and its Japan subsidiaries
is provided by healthcare workers and nurses working in the health management
offices of each company, through counseling and guidance. Personalized exercise
guidance is also provided upon request. Quantitative measurement of visceral fat is
made with visceral fat meters for all employees in the program and is utilized in giving
exercise guidance.
In addition, some facilities introduced healthy cuisine created by healthcare
workers and nurses at employee dining halls. Healthy dishes have been developed
and are provided on request to employees in the Specific Health Guidance program.
Health Promotion Activities and Campaigns
To foster greater awareness and provide support for employees to manage theirhealth, the portal site WellsPort Navi was introduced under the initiative of the Health
Insurance Association to promote health management for individual employees in
Olympus and its Japan subsidiaries.
Health campaigns have been actively organized, including campaigns forwalking, weight control during new year holiday, stopping smoking and dental health.
Effective activities are being introduced, such as the formation of groups atsome facilities run by employees who have participated in internal exercise seminars
and plan to continue exercising.
Support for Treatment and Continuing to WorkTo help employees who are undergoing treatment to retain financial stability andcontinue their outpatient treatment and to raise employee incentive, various support
programs have been introduced, including paid leave, flexible working hours andwork-at-home system. To provide greater employee assistance, a special leave
program was introduced in April 2020 for employees suffering from a disease forwhich the Ministry of Health, Labour and Welfare recommends support.
Health Management for Expatriate Employees
In addition to the statutory health examinations for expatriate employees requiredon departure and return to Japan, employees can have a health examination (forthe items in the complete medical examination) during a temporary return to Japan.
Health management is provided not only for the employee but also for their family
members.
Industrial physicians, healthcare workers and nurses are assigned to provide
everyday health counseling before departure and on returned to Japan.
Industrial physicians are dispatched on a regular basis to overseas subsidiaries
to upgrade the quality of health management for expatriate employees.

CSR Data Book 202066

GovernanceSociety

Environment

Health Improvement Activities (Outside Japan)
Activities in North America•C igna Health Assessment(Olympus Corporation of the Americas)
By taking Cigna Health Assessment, employees at Olympus Corporation of theAmericas gain knowledge about what they are doing well and areas that may needwork when it comes to things like nutrition, exercise, managing their own stress, life/
work balance. With this knowledge employees will have the power to make positivechanges in their lives.
•B eWell Wellness Program(Olympus Corporation of the Americas)
Olympus Corporation of the Americas (OCA) practices this program with the goalof instilling health and wellness in our corporate culture across the Americas. OCA
formed a new committee to create health communities based on employee interests
and work on four programs that specifically meet the employees’ needs: healthy
meal, exercise, well-being and wealth planning.
Activities in Europe
 olon Cancer Awareness Campaign•C(Olympus Europa SE & Co. KG)
Olympus Europa SE & Co. KG (OEKG) provides employees with the opportunity
to a fecal occult blood test for colorectal cancer where early detection and early
treatment are important. OEKG conducted a campaign to raise the awareness ofcolorectal cancer to more employees and offered all the employees one additional
test for a friend or a family member of each of them.
•M edical Checkup 50+(Olympus Europa SE & Co. KG)
Olympus Europa SE & Co. KG works with the Hanseatic Centre for Occupational
Medicine (hanza) and the company physicians at the branch offices in Düsseldorf,
Leipzig, Munich, Berlin and Münster to create programs that help employees
proactively improve their health. In particular, people over the age of 50 have an
increased risk of developing age-related illnesses, but due to problems such as
waiting time at hospitals, examinations by different doctors, and examination costs,
appropriate preventive measures should be taken by employees themselves. This
program contributes to the improvement of the situation that is left behind.

67

CSR Data Book 2020

GovernanceSociety

Environment• Alzheimer Awareness(KeyMed (Medical & Industrial Equipment) Ltd.)At KeyMed (Medical & Industrial Equipment) Ltd., employees participated in theclassic board game, Cluedo to raise their awareness of Alzheimer’s disease. All of
this participation fee was donated to the Alzheimer’s Association which promotes
and raises awareness of Alzheimer’s disease.

CSR Data Book 2020

68GovernanceSociety

Environment

Society

Training and Education

Basic Approach

Human Resource Development
The Olympus Group regards “people” as its most important management resource
and respects individuals. At the same time, we strive to be an organization that
responds swiftly and systematically to changes in the business environment. Toward
this end, we believe that it is important for each employee to transform themselves
into a self-reliant professional with a mature character and to acquire the ability torespond to changes in society.
We believe it is important to trust in the motivation and vitality of our employees,
provide a fair evaluation of the results based on their specialties and abilities, andtreat them fairly. For this purpose, capacity development guidelines have been
established as part of the personnel system for the outcome and achievements
required of each employee. At the same time, support is provided to enable each
employee to actively develop their career by improving their competences throughthe introduction of a goal management/evaluation system.
For non-managerial employees of Olympus, we have implemented the goal
management system, MBO-S that places emphasis on “better communication
to improve self-management abilities.” Based on the Capability Development
Guidelines that define each job-related qualification, we set goals for each six-monthinterval and establish a development cycle to achieve the goals. For managers, asystem to improve job performance has been introduced, in which annual targets
are set based on each job function. The level of achievement is then evaluated, andfeedback is provided. A “Career Management Sheet” is used once every year toorganize information on career planning and to facilitate communication between
managers and employees.
Furthermore, to ensure swift improvements in the performance of our humanresource development system, we monitor the development of each employee andthe effect on our investment in human resources.

69

CSR Data Book 2020

Governance

Promotion Structureand Systems

Society

Environment

Promotion Structure of Training and Education
In developing our human resources globally, we are coordinating our actions to
upgrade the human resources management system on which that development isbased. At the same time, we have started a globally unified training program todevelop a common language in the Group.
Olympus established an Education & Training Division in April 2016. Since then,that division has been providing training and learning content chiefly for the basic
training shared by all companies. To enhance the development of organizations andpeople who can implement strategies, in April 2020 the divisions responsible for
specialized technical training were merged and strengthened as the HR Development
division. With the changes in the human resource development systems in April
2019 (replacement of the Japanese-style experience-based qualifications system
by a globally standardized job grade system for managerial employees), the training
system based on the concept of “increasing readiness” has been reorganized toenable the development of the skills and mindset that are essential to each job
position and assignment.

Training and Education System (Olympus and its Japansubsidiaries)
For Olympus and its Japan subsidiaries, a platform for developing job performancecapabilities named Olympus College Plus is being implemented to provide several
hundred different training programs a year, both online and for group training. With
the strengthening and reorganization of HR Development, the supervisory division at
Olympus head office, in April 2020, we are working to create an effective and efficientsystem for the development of job performance capabilities. Specifically, promptedby the need for measures to cope with COVID-19, we changed various grouptraining programs including new employee training to an online format in a shortperiod of time. At the same time, we are restructuring the Learning Management
System (LMS) and related systems to keep in step with the global unification ofhuman capital management system.
In addition, new program designed to train selected prospective candidates tobe future executives has been introduced, and we have coordinated our activities
with organizations responsible for talent management to progressively strengthen
human resource development. Collaborating with activities to establish a global
leadership competency policy, we are optimizing our programs to develop humanresources capable of leading a global medtech company.

CSR Data Book 202070

GovernanceSociety

Environment

Manufacturing Technicians Training Program
The Olympus Group regards its manufacturing technicians as an important sourceof added value.
The manufacturing sites in Japan provide them with functional training throughthe Manufacturing Technicians Training Program. In the Manufacturing Technicians
Training Program, we classify skills of manufacturing technicians into 6 stages, aiming
at a planned level-up. Level 1 to 3 new employees are “general technicians,” Level 4
and above are certified as “advanced technicians” with high technical skills. Level 4
employees are referred to as Manufacturing Advisors (MA), Level 5 as Manufacturing
Supervisors (MS), and the highest level 6 as Manufacturing Masters (MM). From new
recruits to MMs, we nurture our employees in a planned manner according to theirlevel. As of April 1, 2020, the cumulative number of advanced technicians reached141.
We provide training programs oriented toward certification and programs thatallow higher ranking certified technicians to provide assistance to raise the motivationof each employee.
At Olympus Vietnam Co., Ltd., where medical products are manufactured, acertification system for bonding and soldering work has been introduced. This isdesigned to upgrade the training and education programs and contribute to thecreation of a global manufacturing system.
Skill level of Manufacturing Technicians Training Program(Manufacturing sites in Japan)

Level 6
MM
Level 5MS

Advanced Technicians
Entry to the National Skills Grand Prix,
instructing in external organizations andSkill Dojo (Training Center)

Level 4
MA
Level 3
Level 2
Level 171

CSR Data Book 2020

General Technicians
Training in OTS and Skill Dojo,taking external qualification exams

GovernanceSociety

Environment

Society

Diversity and Equal Opportunity

Basic Approach

For the Olympus Group, which is propelling its business globally, utilization ofdiverse human resources has a significant influence in our business. We believethat maintaining an awareness of the importance of diverse human resources inprogressing every aspect of our human resource strategy provides work satisfaction
to each employee.
In addition to the promotion of female workers, which we have been working
on over the years, we are building a working environment where people in different
situations—including people with disabilities or long-term illnesses and those of asexual minority (LGBT etc.)—can work fully.

The Olympus Group’s Approach on
the Human Resources Utilization toward Sustainable Growth

Sustainable
GrowthEnhancing Productivity

Personal Growth
Workstyle Reform & Diversity
Creating an environment where all areable to realize their abilities
Compliance
Cutting down on long working
hours and promoting paid leave

Expectations of Society
Building a better
work environment

CSR Data Book 202072

Governance

Systems andMechanisms

Society

Environment

Work-Life Integration
In 2011, the Olympus Group introduced the concept of Work-Life Integration to help ourdiverse employees progress their careers regardless of the life events they are facing.
We also implemented a range of activities
under this concept among Olympus and
its Japan subsidiaries, and are aiming tofurther enhance these measures, which
Work-Life Integration
we believe can lead to synergetic fulfillment
NursingChildcareWorkin both work and life. The measures are
Carebeing implemented under four themes: (1)Promotion of diversity (see page 76 Diversity
and Equal Opportunity); (2) Nurturing thenext generation (see page 78 Diversity and
Civil
Voluntary
Housework
Activities
Activities
Equal Opportunity); (3) Enhancing work
productivity; and (4) Promoting health (seepage 62 Occupational Safety and Health).
We also started Work-Life Integration training for managers on a regular basis in
FY2016 in order to disseminate an understanding of the importance of a management
approach that will empower a diverse range of human resources. In FY2018, wepublished a booklet describing our systems concerning Work-Life Integration andcase studies, to promote usage of such systems, as well as providing know-how
about achieving a good work-life balance.

WLI

Promoting Workstyle Reform and Productivity Enhancement
Olympus and its Japan subsidiaries embarked on the Business Process Reengineering (BPR) Project in July 2016 to strengthen our business and managementfoundation and to make best use of our organizational strengths. From April 2020,
we set up a new function for Workstyle Reform in the Human Resources Division inorder to upgrade organizational productivity and further motivate employees throughchanges in workstyles and awareness. We are implementing this project as a twosided program consisting of reforms in action, aimed at building a better working
environment, and reforms in awareness aimed at improving workplace productivity
and changes in workstyles for each employee.

Effects Anticipated by Workstyle Reform
Company
Organizational
productivity

73

CSR Data Book 2020l Enhancing productivity
l Employing excellent
human resourcesl Responding to social
needs

Contribution
Support

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

Motivation

GovernanceSociety

Environment

In April 2016, the teleworking scheme has been expanded from workplaces wherediscretionary work practiced to other workplaces, in order to make the scheme
available to other employees, with the revision of the work regulations and labor
agreement. In June 2020, the limitations on the use of the teleworking scheme—
originally only for childcare and nursing care purposes—were discarded and thescheme is now available for all Olympus employees. Teleworking has been introduced
at Olympus Medical Science Sales in FY2019, extending workstyle reform to sales
personnel as well.
In FY2020, we have been participating in the Smooth Biz campaign led by the
Tokyo Metropolitan Government, which promotes new workstyles through the 2020
Transportation Demand Management (TDM) project, flexible working, and teleworking
toward the Tokyo 2020. We conducted a field trial of efficient transportation under acollaboration among our divisions promoting teleworking and the logistics division
during the summer Smooth Biz promotion period. This effort won the Promotion
Prize under the Smooth Biz Promotion Grand Prizes.

Personnel Evaluation System
Olympus and its Japan subsidiaries manage their own goal management andevaluation system, to allow employees to proactively pursue their business themes
and develop their abilities to grow towards their goals. Employees have regularindividual interviews with their line managers to confirm the degree to which they
have achieved their quantitative and qualitative targets and to set goals for the next
term.
Repeatedly attending interviews and improving their abilities not only allows
employees to make temporary improvements in performance, but also allows themand their company to pursue mid- to long-term growth.
Furthermore, some senior management are to set and evaluate goals on a
global scale to strengthen and promote integrated group management.

CSR Data Book 202074

GovernanceSociety

Environment

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

Major Welfare System
System75

CSR Data Book 2020

Description

Coverage

Pension

Legally designated system

Across the Olympus Group(including non-full-time
employees)

Childcare
leave

Longer than legally specified
number of days

Olympus and its Japansubsidiaries

Governance

Promotion Structure
and Initiatives

Society

Environment

At Olympus and its Japan subsidiaries, the Human Resources Division serves as
the center for dialogue with employees and the labor union, providing systems to
support an active role for diverse human resources and appropriately drafting andimplementing measures. In FY2018, we established the dedicated organization fordiversity to reinforce our promotion structure.
The organization for diversity has the following five missions:
1. Creating the Diversity Policy and announcing it inside and outside the Group2. Managing diversity promotion
3. Creating and promoting the Olympus diversity measures (women’s
empowerment, employment of people with disabilities, and reemployment
after retirement)
4. Providing Olympus diversity education and managing legal compliance
5. Promoting workstyle reforms
In FY2018, we established rules specific to Japan to promote diversity in the six
priority areas of gender (women), persons with disabilities, nursing caregivers, theelderly, sexual minorities and foreigners.

D&I initiatives at Olympus
Corporation of the Americas
https://olympusamerica.com/corporate/social_responsibility/diversity-inclusion.asp

Olympus Corporation of the Americas (OCA), our American headquarters, set up
OCA-authorized networks for Diversity and Inclusion (D&I) called CANs (Colleague
Affinity Networks) in 17 affiliate offices. At present, there are 12 Affinity Networks andall of the CANs have management as their owners to support D&I activities. These
groups are working to create new value through respecting individual employees’
personalities, characteristics, cultural backgrounds, religions, nationalities, andhuman rights.
The groups under the CANs work on the following themes.

12 CANs (Colleague Affinity Networks)• Women’s• LGBTQ• Veterans• Interfaith• InterAbilities• Emerging Professionals• Asian• Hispanic-Latino• African American• Speech and Language Empowerment• Intercultural (San Jose)• Sustainability

CSR Data Book 202076

GovernanceSociety

Environment

Promoting the Advancement of Women
Olympus adopts gender equality in employment opportunities, employee promotions,and salary increases. We also actively appoint highly skilled and ethical people toappropriate positions. The advancement of women is in progress. At Olympus and
its Japan subsidiaries, female managers count 65 (122% over the previous year) andfemale managerial candidates increased to 247 (116% over the previous year) as ofthe end of April 2020.
As well as establishing these welfare systems that support career progress while
facing typical life events, we are also actively promoting the usage of such systems
by publishing and distributing the leaflet concerning balancing work and child/elderly
caring. We also hold related workshops in each department.
In FY2020, we have established a new common employer action plan based on
the Act on Promotion of Women’s Participation and Advancement in the Workplace.
Because measures implemented under the action plan established in FY2017 were
found to be effective in improving the empowerment of women, the FY2020 plan will
strengthen measures aimed at further career advancement for women to promote
this empowerment, while maintaining the basic framework for the plan’s goals. We
will continue expanding the scope of employees qualified for the work-at-homesystem, Work-Life Integration (WLI) training for managers focusing on systematic
career development for women, and training of managerial candidates to encourage
the appointment of female managers, a mentoring system for female workers, andpost-childcare training for early return to work. Since April 2020, we started a special
leave scheme through which employees can continue working while receiving
treatment for cancer, long-term illnesses, fertility, etc. to optimize their work-life
integration (WLI). In FY2020, we also started new initiatives that offer networking
opportunities for employees on childcare leave to communicate with each other, anda workshop to empower female sales staff members.
Support is also provided for career development for women, based on anticipating
life events and applying the concept of feedforward to provide experience and work
opportunities at an earlier stage.

GrowthConcept of Feedforward
If there is no childcare
event
Feedforward
Current status

Shorter hours
Maternity leave/
childcare leave

Accelerate
Accelerate

Start

Age

77

CSR Data Book 2020

GovernanceSociety

Environment

Employer Action Plan Based on the Next-Generation Act
Olympus and its Japan subsidiaries have formulated a general business operator
action plan based on the Act on Advancement of Measures to Support Raising NextGeneration Children (Next-Generation Act). We are building a working environmentthat supports employees’ child caring by expanding eligibility for the work-at-homesystem to all full-time employees and establishing childcare facilities in our businesssites. Our nursery established in Shirakawa Facility in September 2018 was the firstof its kind built in a production site in Japan. In April 2020, we built another nursery
General Business Operator
Action Plan Based on the Act on
Advancement of Measures to
Support Raising Next-Generation
Children (Only in Japanese)
http://www.olympus.co.jp/jp/csr/innovation/
lively/actionplan/* Ikuboss refers to a manager who
considers their staff members’ work-lifebalance and provides the necessary
support, playing the role as a model
work-life balancer while at the same time
generating successful business results inthe organization.

in Hachioji Facility, in which the highest number of our employees are working. In thisway, we proactively provide work-life integration support to enable our employees tofulfill both work and child caring commitments.
We also offer the same type of support to working parents in subsidiaries outside
Japan, such as through the Olympus America Child Care Center in Pennsylvania,
U.S.
Fukushima Prefecture in Japan hosts the Ikuboss Declaration program, to which
companies can register themselves to encourage their managers to pay attention to
the work-life balance of their staff members. Aizu Olympus and Shirakawa Olympus,
both located in the prefecture, are registered with the program.

Support for Childcare and Work
KuruminOf the companies that formulate action plans under the Act on Advancement of
Measures to Support Raising Next-Generation Children (Next-Generation Act), thosethat achieve the targets specified in those action plans and meet certain standards
may apply to be recognized as companies that support the raising of children andreceive Kurumin certification from the Minister of Health, Labour and Welfare.
To date, Olympus and its Japan subsidiaries has developed action plans to
implement the Act on Advancement of Measures to Support Raising Next-Generation
Children. Olympus obtained Kurumin certification in 2016 and 2019 from the Ministerof Health, Labour and Welfare. Olympus Medical Science Sales newly got Kurumin
certification from the Minister of Health, Labour and Welfare in 2020.

CSR Data Book 202078

GovernanceSociety

Environment

Eruboshi
Of the companies that formulate action plans under the Act on the Promotion andAdvancement of Women, those that achieve the targets specified in those actionplans and meet certain standards may apply to be recognized as good companies
that implement measures for promotion and advancement of
women and receive Eruboshi certification from the Ministerof Health, Labour and Welfare.
In 2019, Olympus received Eruboshi certification at thehighest grade 3 from the Minister of Health, Labour andWelfare.

Employer Action Plan Based on the Act on the Promotion of
Women
Olympus and its Japan subsidiaries have formulated a general business operator
action plan based on the Act on the Promotion of Women’s Participation andAdvancement in the Workplace (Act on the Promotion and Advancement of Women),which was adopted in August 2015.
The number of female managers is increasing thanks to the expanding a mentor
program for female workers and continuing provision of training programs to develop
female leaders. To date, our efforts to promote women include introducing nurseries
in the Shirakawa and Hachioji Facilities, expansion of the scope for teleworking
and shorter working hours for childcare, and the introduction of a special leave
scheme in April 2020 for long-term medical treatment, including fertility treatment.
Implementation of the work-life balance systems are also steadily progressing
through the creation of a database to exchange company information to retain their
General Business Operator Action
Plan Based on the Act on the
Promotion and Advancement of
Women (Only in Japanese)
http://www.olympus.co.jp/jp/csr/innovation/
lively/woman/79

CSR Data Book 2020

career connections while on childcare leave and so on.
The female employment rate is also increasing by focusing on womencandidates in our recruitment campaigns and by holding job fair presentations for
women candidates.

GovernanceSociety

Environment

SocietySocial Contribution Activities

Basic Approach andPolicyIn order to advance our social contribution activities, the Olympus Group revised
our conventional Social Contribution Policy in September 2016, and established two
new global policies: the Corporate Citizenship Policy, and the Charitable Donationsand Grants Policy. We added procedural guidelines for the Charitable Donationsand Grants Policy to maintain transparency in the donating and granting process.
In October 2020, we revised the Corporate Citizenship Policy to reflect our new
corporate strategies and corporate transformation plan “Transform Olympus.” We
aim to revise the Charitable Donations and Grants Policy in the same manner within
FY2021.
Olympus Group Charitable Donations and Grants Policy
The Olympus Group (hereinafter, “Olympus”), all our activities are based on our
corporate philosophy, “Making people’s lives healthier, safer and more fulfilling.”
Following this philosophy, in addition to creating social value through our business
operations, commits to gain trust from society. Through charitable donations andgrants, we live up to our commitment and responsibility to address social issues.

 lympus Group Social Contribution
O
Activities
https://www.olympus-global.com/csr/C haritable donations by Olympus
and its Japan subsidiaries (Only inJapanese)https://www.olympus.co.jp/csr/effort/
donations ata on grants of Olympus and its
DJapan subsidiaries are publishedon its corporate website according
to the Transparency Guideline for
the Relation between Corporate
Activities and Medical Institutions
and Other Organizations (see page24). We disclose information aboutscholarship donations of academic
research grants, general donations,academic conference donations as
stated in section B, which are paid
to healthcare organizations andhealthcare professionals. (Only inJapanese)https://www.olympus.co.jp/csr/effort/
transparency

 lympus’s Response to COVID-19
O(including social contribution
activities)
https://www.olympus-global.com/news/
covid19/

1. Priority Areas and Activities
Our charitable donations and grants efforts are focused on following areas:“Medicine and Health”, “Culture and the Arts”, “Global Environment” and “Scienceand Technology”. Also, our contributions shall be socially just and shall follow
ethical norms.
(1) Charitable Donations
We provide monetary aid and/or in-kind donations to philanthropic activities,
and contribution activity for local community based on CSR for humanitarianaid. Aid and donations provided for disaster relief will also be consideredcharitable donations.
(2) Grants
We provide monetary aid and/or in-kind donations to education as well as
research activities, conducted by organizations for public welfare, that relate
to four priority areas: “Medicine and Health”, “Culture and the Arts”, “Global
Environment”, and “Science and Technology”.
2. Compliance with Legal Regulations and Social Norms
We will fully comply with both Japanese and non-Japanese law and industry
guidelines in respect to charitable donations and grants.
3. Rules and Organizational Systems
We clearly separate charitable donations and grants from any Olympus
commercial activities, and establish guidelines and operational structures toensure transparency.
4. Information Disclosure
We will fully comply with Japanese and non-Japanese law and industry guidelines,
will assuredly record charitable donations and grants activities, and will commit
to disclose information in a timely and appropriate manner. Furthermore, throughinformation disclosure and active communication, we will commit to deepen
mutual understanding with stakeholders.
Partially revised in June 2020.

CSR Data Book 202080

GovernanceSociety

Environment

Olympus Group Corporate Citizenship Policy
At the Olympus Group (hereinafter, “Olympus”), our corporate activity is based on
Olympus’ corporate philosophy and the Olympus Global Code of Conduct.
Olympus implements appropriate corporate citizenship activities as a leading global
med-tech company, while taking a long-term view in an effort to achieve Our Purposeof “Making people’s lives healthier, safer and more fulfilling.”
Olympus is committed to fulfilling its responsibilities to society and its stakeholders
by proactively carrying out the activities that benefit global and local communities.
1. Three Priority Areas
As a leading global medtech company, Olympus conducts its citizenship activities
in healthcare. In an effort to leverage the spirit of monozukuri (excellence inmanufacturing fostered by Olympus for over a century), our activities also focus
on fostering scientific and technological progress, as well as environmental
sustainability. These three areas have been selected as priorities in which our
corporate citizenship activities will be rolled out globally.
“Healthcare”:
An area in which we can take advantage of the insights we have gained from
our Medical business“Science and Technology”:
An area in which we can take advantage of the insights we have gained fromour Scientific solutions business“Environment”:
Activities that future generations would be able to enjoy a rich naturalenvironment.
In addition to the priority areas listed above, we are engaging in humanitarian andcharitable activities to nourish the world, to combat poverty, emergency disaster
relief assistance as well as local community involvement programs.
2. Approach to Activities(1) Respect for local cultures and customs
While society expects a multinational company like Olympus to take action toaddress shared challenges on the globe, we still need to respect local culturesand customs and take into account local needs when launching local voluntary
activities.
(2) Meaningful partnership
We work in partnership with NGOs, NPOs, local and national governments
and international organizations, etc., as appropriate for each area of activity,
to achieve greater speed and efficiency in addressing social issues. We utilize
the findings, experiences, know-how that we gain in order to improve our future
actions, which leads to our continuous growth.
(continued on the next page)81

CSR Data Book 2020

GovernanceSociety

Environment(continued from the previous page)(3) Developing the next generation of leaders
We foster people who will support the sustainable growth of society in the future
by imparting the insight and know-how we have gained during our corporate
activity over the past century to future leaders through providing learning
opportunities and conducting awareness-raising activities.
(4) Enhancing employee participation
Olympus believes that its employees should become more connected with theworld around them through volunteer activities, which not only have positiveeffects on society, but also help employees broaden their horizons and improvetheir sensitivity. Olympus encourages its employees to get involved in societyon their own initiative by providing them with opportunities to volunteer.
3. Information Disclosure
To fulfill our responsibilities to society and our stakeholders, we proactively
disclose information on the corporate citizenship activities we have implemented
in the past in a timely and appropriate manner.

Centennial Celebration Activities
https://www.olympus-global.com/csr/
activities/100years/

4. Continuous Improvement
By reflecting on the outcomes of past corporate citizenship activities and listening
to feedback from society and our stakeholders, we will strive to improve ouractivities.
Revised on October 1, 2020.

Concept of Olympus Group Corporate Citizenship Policy

CSR Data Book 202082

GovernanceSociety

Environment

Environment

Environmental Management

Basic Approach andPolicyThe Olympus Group’s environmental initiatives are founded on its Corporate
Philosophy, the Olympus Global Code of Conduct and the Environmental Policy.
The Olympus Global Code of Conduct sets out our policy on the environment andthe actions required. The objectives are described with clarity and detail in theEnvironmental Policy.
Placing great importance on reducing environmental impact throughout value
chain, we are actively working to improve the environmental performance of our
products, facilities, and logistics processes.
Environmental Policy
All our activities are based on our corporate philosophy, “Making people’s lives
healthier, safer and more fulfilling.” Following this philosophy, the Olympus Group
respects people’s security and health and the natural mechanisms that realize this.
We will contribute to the realization of a sustainable society and sound environment
by working to make the environment and economy compatible in our business
operations.
1. Participation by All
Each employee enriches their understanding of environmental activities and eachone of us will participate in the environmental activities conducted in considerationof the local features.
2. Promotion of Environmental Management
We will maintain the environmental management system and mechanism on a
global scale so that we can continuously improve our environmental activities.
3. Compliance with Laws, Regulations, and Social Norms
We will fully comply with the laws and regulations, agreements with our
stakeholders, and our voluntary standards in respect to the environment.
4. Reduction of Environmental Impact
Toward the solution of environmental issues, prevention of pollution, sustainable
resource use, climate change mitigation and adaptation, and protection of
biodiversity, we will reduce environmental impact or our products, services andbusiness activities.
5. Development of Technologies to Foster Harmony with the Environment
We will develop the technologies that contribute to environmental protection andwill make use of the results in our manufacturing processes, products and services.
6. Attributing Importance to Environmental Communication
We will proactively dispatch information about our environmental activities within
and outside Olympus to deepen mutual understanding with our stakeholders.

83

CSR Data Book 2020

Governance

Promotion Structure
and Initiatives

Society

Environment

The Olympus Group recognizes the need to address environmental issues
throughout the entire value chain encompassing product development, procurement,
manufacture, logistics, sales and repair. Based on this understanding, the Chief
Executive Officer (CEO) who manages business operations for the entire Group andthe Chief Administrative Officer (CAO) who controls management functions have been
appointed top executive officers for the environment. The Human Resources Head
who manages human resource development and general affairs, including mattersrelated to the environment, health and safety (EHS) serves as the top management
for environmental affairs for the entire Group. Under the leadership of the Human
Resources Head, the EHS Division is responsible for developing an environmental
policy for the entire Group, as well as planning and promoting environmental
measures and monitoring environmental initiatives across the entire Group, including
progress made in achieving energy reduction targets and implementing measures.
We have environmental management divisions for each business division andGroup company. The EHS Division is responsible for environmental management for
the entire Group. Since FY2015, the EHS Division has created an information platform
for the entire Group to enable efficient gathering of information on environmental
initiatives at various global sites that are essential to environmental management, as
well as environment-related data and the status of these sites in complying with laws
and regulations.
Moreover, our major production facilities, as well as logistics and sales
subsidiaries around the world, have ISO 14001 certification, and we are continuously
improving our environmental management system through audits and by othermeans. In FY2020, the six sites of the Olympus Corporation of the Americas,
Olympus Surgical Technologies America Inc. and Gyrus ACMI Inc. acquired ISO
14001 certification after development of an environmental promotion structure andenvironmental management systems.
For further reinforcement of environmental governance and improved
environmental management efficiency, the Olympus Group is promoting efforts
to obtain ISO 14001 multi-site certification. In addition to the startup of a unified
environmental management system for 12 subsidiaries in Japan and Asia, including
the EHS division, we conducted environmental internal audits on environmental
managers at each business site under the leadership of the EHS division, to maintainand improve the effectiveness of environmental supervision at each site, andobtained ISO14001 multi-site certification in August 2020. We aim to further expand
ISO 14001 multi-site certification to global locations in order to promote rapid andaccurate responses to environmental issues.

CSR Data Book 202084

GovernanceSociety

Environment

Environmental Management Structure
CEO/CAO(Highest Environmental Responsible Officer)
Human Resources Head (Environmental Management Officer)
EHS Management Division
Regional Headquarters
Japan

Americas

Europe/Middle East

Asia/Oceania

Subsidiaries/
Facilities

Subsidiaries/
Facilities

Subsidiaries/
Facilities

Subsidiaries/
Facilities

List of ISO 14001 Certified Sites/Offices(Name of sites and offices areas they were at time of the certification.)

Date ofCertification

Sites/Office*1 The scope of certification includes
the EHS division for Olympus Group andheadquarters, and its medical business
management functions.
*2 The scope of certification includes
the administrative functions at Sasazuka
Facility in Tokyo and the customer
support for the medical products.

Olympus Corporation*

4*3 It had been included in the scope of
the ISO 14001 certification of Olympus
Corporation until March, 2020.

Japan*4 It is included in the scope of the ISO
14001 multi-site certification of the
Olympus Group.

Olympus Medical Systems
Corporation*4

Headquarters (Shinjuku)*1

August 2020

Sasazuka Facility*

August 20202

Technology ResearchCenter (Ishikawa)

March 2000

Technology ResearchCenter (Utsugi)

March 2000

Technology ResearchCenter (Takakura)

February 2018

Nagano Facility (Tatsuno)

February 1998

Nagano Facility (Ina)May 2014

Shirakawa Facility

October 1998

Technology ResearchCenter (Ishikawa)

March 2000*3

Technology ResearchCenter (Utsugi)

March 2000*3

Hinode Plant

July 1998

Nagano Olympus Co., Ltd.*

February 1998

Aizu Olympus Co., Ltd.*

October 1998

4

4

Shirakawa Olympus Co., Ltd.*4

October 1998

Aomori Olympus Co., Ltd.*

November 1998

4

Olympus Terumo
Biomaterials Corp.*4
Olympus Logitex Co., Ltd.*4

Mishima Plant

August 2020

R&D Center

August 2020

Distribution Center in
Sagamihara

November 2003

Olympus Medical Science Sales Corp.*4

March 2004
(continued on the next page)85

CSR Data Book 2020

GovernanceSociety

Environment(continued from the previous page)

Date ofCertification

Europe/Middle East

Americas

Sites/Office
Olympus Surgical Technologies America National Service
CenterDecember 2005

Olympus Scientific Solutions Americas Corp.

July 2010

Olympus Scientific Solutions Technologies Inc.

July 2010

Olympus NDT Canada Inc.

July 2010

Olympus Corporation of the Americas• Center Valley Pennsylvania Regional Headquarters• Breinigsville Pennsylvania Distribution Center

September 2019

Olympus Surgical Technologies America• Bartlett Tennessee Manufacturing Facility• Brooklyn Park Minnesota Manufacturing Facility• Norwalk Ohio Manufacturing Facility

September 2019

Olympus Respiratory America• Redmond Washington Manufacturing Facility

September 2019

Olympus Winter & Ibe GmbHMay 2001

KeyMed (Medical & Industrial Equipment) Ltd.

March 2002

KeyMed (Ireland) Ltd.

March 2002

Algram Group Ltd.

January 2007

Medical Physics International Limited

October 2012

Olympus Iberia S.A.U.

September 2018

Olympus (GuangZhou) Industrial Co., Ltd.*

October 2004

Olympus Trading (Shanghai) Limited*4

February 2012

Olympus Vietnam Co., Ltd.*

April 2013

Olympus Australia Pty Ltd

August 2017

Olympus New Zealand Limited

August 2017

4

Asia Pacific*4 It is included in the scope of the ISO
14001 multi-site certification of the
Olympus Group.

4

CSR Data Book 202086GovernanceSociety

Environment

Major Environmental Activity Results in Fiscal 2020
Primary Policy

Measures

Improveeffectiveness andefficiency of theEnvironmental
Management System• Maintenance of ISO
14001 certification

 ew ISO 14001•Ncertification of six businesssites in the Americas•P rovided training for newly
appointed environmental
promotion officers inJapanese sites andEnvironmental Secretariat,
and compliance training
for the Environmental
Secretariat (12 persons )•P rovided training forinternal environmental
audit leaders and auditors(35 persons)

Ensure appropriate
response toindicated points
in internal
environmental
audit and ISO14001
certification audit• Activities aimed at
ISO 14001 multi-site
certification• Environmental internal
audits of 10 sites in Japanand three sites in Asia

Acquisition of ISO
14001 multi-site
certification

Continue to improve
the process tocomply withenvironmental laws
and regulations• Enhance inspection
for compliance status
with environmental
laws and regulations• On-site risk assessment
for environment and safety
in three sites in Japan

Expand target sites
for theEnvironmental/
health and safety
risk assessment
Continue to improvethe environmental
regulatorycompliance process
for products andfacilities

Product-related
initiatives

Create Olympus
Eco-Products• Create products thatare environmentallyconscious andtailored to businesscharacteristics• Created new Eco-Products
in all business units (28new, bringing total to 655)

Continue to create
products that areenvironmentallyconscious andtailored to businesscharacteristics

Facilities-related
initiatives

Energy consumption
intensity: improveby 7.73% or more(compared to
FY2013), by FY2021
Water use intensity:
improve comparedto FY2019
Emission recycling
rate: improvecompared to FY2019
Expand use ofrenewable energy• Continue to
implement
improvements
such as improving
manufacturing
processes, savingof energy andmaterial resources
and introduction ofrenewable energy,
etc., in accordance tolocal characteristics• Energy consumption
intensity:
improve by 14.8%• Water use intensity:
improve by 1.4%
• Emission recycling rate:
decrease by 2.8%

CO2 emission:
reduce 15%
compared to FY2018
Energy consumption
intensity: improve
1% compared to
FY2020
Renewable energy
rate: more than 10%
Emission intensity:
improve 6%
compared to FY2018
Water use intensity:
improve by 6%
compared to FY2018

Enhancement ofenvironmental
governancesystemPromotion ofenvironmental
management

Environmental
risk reduction
activities

Environmental
initiative
throughout
product life
cyclesAchievements and Resultsin FY2020

Target• Continue to improve therelated internal rules for
products and facilities

FY2021 Target** The FY2021 targets for facility have been amended as follows as the Olympus Group increases its efforts to achieve a sustainable society.
Energy: The current energy consumption intensity target has been achieved by a wide margin. For accelerated action, new targets have been establishedsuch as the absolute CO2 emission and renewable energy use rate.
Water & Emission: To achieve a reduction continuously over the long-term, the standard year has been established in setting targets.

87

CSR Data Book 2020

Governance

Systems andMechanisms

Society

Environment

Environmental Risk Management
The Olympus Group identifies and evaluates business risks and opportunities
when making its business strategy and business plans. These activities cover risks
involved in transitions in regulations and technologies in the area of climate change
and other environmental issues and physical risks due to natural disasters. Items
that have been identified as risks or opportunities are assessed by their impact on
our business and their probability of occurrence over the next five years. Those thatwill have a significant impact on business are managed in the business plans of each
Olympus Group organization. To prepare for natural disasters such as floods andtyphoons, business continuity plans have been developed and tested to ensure thatthey are viable and functional where necessary.
Olympus Group recognizes climate change, represented by the frequent extreme
weather events and stronger demands from the international community promptedby the adoption of the Paris Agreement to prevent global warming, as a major
environmental issue that affects our business activities. If the 2°C scenario (in which
the rise in global average temperatures is to be less than 2°C above pre-industrial
levels) and the 4°C scenario (in which the rise in global average temperatures is to beless than 4°C above pre-industrial levels ) proposed by the International Energy Agency(IEA) is to be implemented in the future, the introduction of a carbon tax in various
countries, reinforcement of CO2 emissions regulations and a rise in the demand for
products that contribute to reducing CO2 emissions are expected to take place. It
will become increasingly important to strengthen compliance with environmental
laws and regulations and to develop energy conservation technologies.
Environmental
Changes

Stronger2°C
regulatory action
scenario for a low carbon
society

Risks

Opportunities<Transition risks>· Increase inbusiness costs
due to carbon
tax, carbon
emissions trading
and stronger
regulatory action
on CO2 emission· Evaluation by
by various
stakeholders
countries<Physical risks>· Supply chain
Rise indisruption caused
4°C
temperature &by growing
scenario increased extreme
scale of natural
weather events
disasters, suchas typhoons,floods, etc.

Measures· Improvements inenergy efficiency·W ider use ofrenewable energy·D iversification of
suppliers· Environmentallyconscious designin the product/
service design &development stage· Development
and provision of
products/services
that contributeto resolving
environmental
issues in society

CSR Data Book 202088GovernanceSociety

Environment

Chemical substances in products, violation of laws and regulations on effluent
from manufacturing sites and contamination of soil and groundwater are serious
environmental risks that affects our management in ways that include suspensionof business operations, cost of restoring sites to their original state, decrease incorporate value, etc. For this reason, we are making efforts to reduce environmental
risks by developing and maintaining internal rules adapted to statutory requirements,
training environmental managers and related personnel and monitoring andimproving on-site management.
In view of the great global interest in water risk, Olympus Group employs
Aqueduct, a water risk evaluation tool from the World Resources Institute (WRI) anddisaster prevention maps to evaluate physical water stress and regulatory risks that
apply to the water resources for its key development and production sites to confirm
that they are not located in high-risk regions. Although the impact on the businessactivities of Olympus Group is minimal, business sites are being set up in locations
with abundant water resources, water consumption by our business activities
is being reduced, managers are being appointed at our wastewater facilities andregular measurements are conducted on wastewater.
Compliance with Environmental Laws and Regulations (FY2020)
There are no violations or incidents related to environmental laws and regulations
excluding relatively minor violations in FY2020. Also, there are no claims, penalties
and fines.

Biodiversity Conservation
There is a concern that the loss of biodiversity will have a serious impact on the
global environment and our lives.
The Olympus Group is working to conserve biodiversity, including themanagement of water use and wastewater and the maintenance of green spaces,
through cleanup and forest conservation activities in areas surrounding its facilities.

Green Procurement

Olympus Group Green Procurement
Standard
https://www.olympus-global.com/csr/effort/
involvement.html

89

CSR Data Book 2020

Olympus published the “Olympus Group Green Procurement Standard” in 2001.
The Green Procurement Standard, which is also posted on our website, explains the
Olympus Group’s approach to its environmental activities to all suppliers.
In addition, in our corporate survey that we conduct once a year targeting major
suppliers around the world with whom we have ongoing business, we verify whether
the suppliers have acquired ISO 14001 certification, reduced CO2 emissions, water
use and waste, and what measures they have taken against chemical substances.
In this way, we are working to raise the level of our environmental activities with
suppliers.

GovernanceSociety

Environment

Environmental Education and Awareness Activities
The Olympus Group recognizes the importance of greater environmental awarenessby each and every employee and full participation in environmental activities under
the Olympus Group Environmental Policy. We are running more environmental
awareness activities such as the Olympus Environment Month, a global group-wide
event. In FY2020, an environmental e-learning program was conducted involving all
Group employees, to promote group-wide awareness of important environmental
issues, such as climate change and marine plastic pollution, and the state ofenvironmental activities throughout the Group. In addition, environmental awarenessevents adapted to regional characteristics have been organized in various sitesaround the world.
We have also introduced special training programs to improve our environmental
management system and implement it effectively. These include programs on
Olympus Environment Monthhttps://www.olympus-global.com/csr/
environment/2019/

compliance with environmental laws and regulations, and ISO 14001 internal audits
at facilities around the world.
Major Environmental Education Programs(Olympus and its Japan subsidiaries/FY2020)
Number ofParticipants

TargetPurpose/Description

Environmental
managers

Understanding the responsibilities and rolesof environmental managers (key points incompliance with environmental laws andregulations, and development of an effective
EMS)

5

Environmental
Secretariat staff
at facilities

Training to improve skills for environmental
officers(Understanding new developments inenvironmental laws and regulations, andpractical application of the amended Act on
Rational Use and Proper Management of
Fluorocarbons, etc.)

13

Environmental
audit leaders

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

13

Environmental
auditors

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

22

CSR Data Book 202090GovernanceSociety

Environment

Environment

Environmental Performance

The Olympus Group is implementing a variety of environmental activities whileassessing the environmental impact of its business activities with precision andwith awareness of the scale of the impact on and risk to the environment. Also,
following the diversification in our suppliers and with an awareness of climate change
as a major environmental issue impacting our business activities, we continue to
implement measures to assess information on energy conservation and regulations
on reducing CO2 emissions and responding to sudden flooding.
At the same time, we actively develop and market environmentally conscious
products that contribute to resolving issues with climate change and water risk andproducts designed to resolve environmental issues.

Basic Approach

Initiatives
Material Balance (FY2020)
Resource and Energy Input

Business Activities

272,570MWh (1％) ★
1 kl (-50％)★
Electric powerr 163,015 MWh (0％)★ Gasoline
3
Hot
water
1,855
GJ (17％)★
★
City gas 3,958 thousand m (-4％)
LPG
1,427 t (3％)★ District heat 2,000 MWh (0％)★
LNG
800 t (5％)★ Green electricity
20,651 MWh (25％)★
Heavy fuel oil
207 kl (3％)★
Solar power (internal)
Kerosene
60 kl (0％)★
533 MWh (-1％)★
Diesel fuel60 kl (650％)★ Solar heat (internal) 481 GJ (5％)★

Energy (total)

Development
andManufacturing

1,182 thousand m3 (-1%)★

Piped water

522 thousand m3 (1%)★

Ground water

660 thousand m3 (-2%)★

Research &Development

Production

Transportation Fuel
Gasoline, diesel fuel, etc.

91

NOx

60 t (2％)

SOx

0.3 t (0％)

Chemical Substances (PRTR substances emitted and transferred)
19.3 t (3％)*Production sites in Japan only
1,182 thousand m3 (-1％)

Discharge to Water Systems

Water discharged (public waters) 493 thousand m3 (-5％ )689 thousand m3 (2％ )1 t (0％)7,000 t (5％ )★

Amount recycled

5,390 t (1％ )★

Other waste

1,610 t (19％ )★

Landfill

107 t (7％)★

Hazardous waste

310 t (-2％)★

Sales and
Logistics

CO2 Emissions during Transportation (total)
46,415 t-CO2e (-12％ )★

Sales

Product Shipments

1,268 t (6%)
734 t (8%)

Paper

275 t (6%)

Plastic

224 t (3%)

Metal

0 t (-100%)Glass

0 t (0%)Other

35 t (0%)

CSR Data Book 2020

4 t-CO2e (-33％)★

Logistics

Cardboard★：Indexes certified by the Assurance Statement.

CO2 not generated from energy

Discharge (total)

212 t (0％)

Use of Packaging Materials (total)

87,539 t-CO2e (-1％)★

BOD

Office Supplies

Transportation

CO2 generated from energy

Water discharged (sewage)

Raw Materials and Sub-Materials*Production sites in Japan only
MetalsSteel, aluminum, brass
Plastics
Optical plastics, ABS, PC,polyethylene, polypropylene

Copy paper

87,543 t-CO2e (-1％)★

Greenhouse Gases (Total)

Substances Emitted

Chemical Substances (PRTR Substances Handled)42.5 t (9％)*Production sites in Japan only
Water (total)

Discharge of Environmental Load Substances

Medical Business (Endoscopes)
Repair andService

Medical Business(Endoscopes) 1,408 t (-1%)
Scientific Solutions Business(Microscopes) 844 t (14%)

2,795 t (6%)

Imaging Business(Digital cameras,
Recorder)543 t (8%)

Percentage change from previous year in brackets

GovernanceSociety

Environment

Energy/Atmospheric Release
Internal (Scope 1, 2) Results
FY2020 Targets

FY2020 Results
Energyconsumption
intensity:
improved by

Energyconsumption
intensity:
improve byor more(compared to
FY2013)

6.79%

Expand use ofrenewable energy

14.8%(compared to
FY2013)CO2 emissions:
reduced by

24.6%(compared to
FY2013)
Amounts ofrenewable energy:

22,019 MWh(improve by 23.5%
compared to
FY2019)Main Measuresl Ongoing
implementationof manufacturing
improvement
activitiesl Introduction ofenergy saving
equipmentl Ongoing
implementationof energy-saving
activities on a daily
basis, including
switching off lights
and adjusting
air-conditioning
temperaturesl Effective use ofrenewable energy

FY2021 Targets

CO2 emissions:
reduced by

15%(compared to
FY2018)Energyconsumption
intensity:
improve by

1%(compared to
FY2020)
Renewable energy
rate:

10% or more

The Olympus Group set a target of improving its energy consumption intensity
by 7.73% or more, compared with FY2013, by FY2021 and among its energyreduction activities is engaged in reducing its CO2 emissions. In FY2020, continual
improvements in manufacturing, energy-saving measures and the use of renewableenergy were introduced at sites around the world. At Hachioji Facility, the activities
involved reducing energy transfer losses by relocating the steam boiler closer to thefacility using the steam. At the Nagano Facility, more efficient air conditioning andheat source equipment were introduced and lighting was upgraded to LED lighting.
We have also focused our attention on the construction and renovation offacilities. At Olympus Europa SE & Co. KG and Olympus Winter & Ibe GmbH, facility
construction and renovation are underway with German Sustainable Building Council*DGNB certification: Environmental
certification for architectural structures
issued by the German Sustainable
Building Council to reduce theenvironmental impact of structures.
Certification is given after assessmentof the environmental performance ofthe building and confirmation that thestructure satisfies certain criteria.

certification (DGNB certification*). For wider use of renewable energy, studies arefocusing on the state of dissemination, economic feasibility and other factors in eachcountry. During FY2020, the renewable energy use rate at Gyrus ACMI, Inc., of theAmericas increased from 18% to 36%. This led to an increase in renewable energy
consumption in FY2020 over FY2019, with the renewable energy use rate vis-à-vis
total electric power consumption rising to 11.8% (compared to 9.7% the previousyear). In FY2021, we will implement further action to cut energy consumption withthe addition of CO2 emissions reduction targets.

CSR Data Book 202092GovernanceSociety

Environment

Green Energy Certificates
Zertifikat
Erneuerbare Energie

OUR CONTRIBUTIONTOWARD A SUSTAINABLE
ENERGY FUTURE

Hiermit bestätigen wir unserem Kunden
Olympus Europa SE & Co. KG
Wendenstr. 14-18
20097 Hamburg

KEYMED (MEDICAL &INDUSTRIAL EQUIPMENT)LIMITEDdass im Umfang seines Stromverbrauchs im Zeitraum von
01.01.2020 bis zum 31.12.2020 Strom in Erneuerbaren-Energie-Anlagen erzeugt und in das öffentliche Stromnetz eingespeist wird.

Olympus Surgical Technologies
participates in Renewable*Connect®
to power this building with clean
wind and solar energy.

Ihr Beitrag zum Klimaschutz
Sie tragen damit zu einer Einsparung von jährlich ca.

4.248.118 kg CO2
gegenüber dem deutschen Strommix bei.

Vielen Dank für Ihren Beitrag zur Förderung erneuerbarer Energien.
1.1.2020 Hamburg

E.ON Energie Deutschland GmbH

Matthias Wendel
Regionaldirektor
E.ON Energie Deutschland GmbH

Otmar Zisler
Geschäftsführer
E.ON Energie Deutschland GmbH

Kelly Power - Head of Indirect Sales

15/10/2019

xcelenergy.com | © 2020 Xcel Energy Inc. | Xcel Energy is a registered trademark of Xcel Energy Inc. | 20-06-111

Olympus SurgicalTechnologies America (Gyrus
ACMI, Inc.) (U.S.A.)

Olympus Europa SE& Co. KG (Germany)

KeyMed (Medical & Industrial
Equipment) Ltd.
(U.K.)

External (Scope 3 [Category 4 Upstream transportation and distribution]) Results
FY2020 Results

CO2 emissions: reduced by

16.8%(compared to FY2013)

Main Measuresl Enhanced loading efficiency by improving
packaging size and strengthl R educed transportation weights by improving
packing and packaging methodsl S hortened lead times and transportation
distances by improving logistics routes

The Olympus Group is engaged in reducing logistics-related CO2 emissions at eachof its sites. We continued our modal shift in international transportation from aircraft
to ships as improvements in logistics routes. In FY2020, greater efficiency wasachieved in shipments with consolidation of storage of sales promotion goods in theAmericas. Also, greater efficiency in the logistics route between mainland China and1. 医療製品のOVNC 発OCA
向け直送の開始
Hong Kongfor a scientific instrument (Model CX 23 microscope) manufactured by
Olympus (Guangzhou) Industrial Co., Ltd., and rerouting shipments of some medical
products manufactured by Olympus Vietnam Co., Ltd. (OVNC) straight to Olympus
Corporation of the Americas (OCA) rather than through its Hong Kong warehouse
have resulted in reducing the distribution distance.

Hong Kong
香港倉庫
warehouse

OVNC

Rerouting of medical products shipments
without any detour

Page 193

No data copy / No data transfer permitted

CSR Data Book 2020

OCA

GovernanceSociety

Environment

Internal Energy Consumption

FY2020272,570（MWh ）

300,000

MWh★ Indexes certified by external

assurance.

292,171

267,569
308,823

269,118 272,570 ★

280,565

200,000

100,000* Scope: The Olympus Group.
However, small businesses are
excluded. Conversion coefficient
based on Enforcement Regulation for
the Act on the Rational Use of Energy

0

FY2013 FY2016 FY2017 FY2018 FY2019 FY2020

Renewable Energy Consumption

FY202022,019（MWh ）

25,000MWh

22,019★

20,000★ Indexes certified by external

assurance.

* Scope: The Olympus Group.
However, small businesses are
excluded. Conversion coefficient
based on Enforcement Regulation for
the Act on the Rational Use of Energy* Renewable energy includes green
electricity, solar power (internal), solar
heat (internal) and hot water.

15,866 15,674 16,065

15,00010,00017,836

9,322

5,000
0

FY2013 FY2016 FY2017 FY2018 FY2019 FY2020

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GovernanceSociety

Environment

Breakdown of Internal Energy Consumption(MWh)

FY2016FY2017FY2018FY2019FY2020City gas

42,816

39,16445,37552,437

51,77649,760★

LPG

10,08615,01319,92819,70819,467

20,140★

LNG

15,655

12,764

12,954

12,454

11,533

12,132★

Heavy fuel
oil

4,163

3,525

2,492

2,072

2,183

2,252★

Kerosene

505

536

574

548

612

614★

Diesel fuel43,957

184

132

229

80

624★

0

4

3

5

15

14★

117,182

71,19081,45887,45385,66685,536★

Electricity

180,051

178,431

181,327

186,508

163,621163,015★

Hot water

324

519

687

682

597

701★

District heat

2,268

2,082

2,106

2,145

1,995

2,000★

Green
electricity

8,700

14,99014,423

14,763

16,576

20,651★

Solar power(internal)

168

251

479

497

536

533★

Solar heat
(internal)

130

106

85

123

127

134★

Subtotal

191,641

196,379

199,107

204,718

183,452

187,034★

Total

308,823

267,569

280,565

292,171

269,118

272,570★

Direct

FY2013Gasoline

Indirect

Subtotal★: Indexes certified by external assurance.

CO2 Emissions/Basic Unit (Scope 1, 2)

FY202087,543（t-CO2e）150,000

t-CO2e116,083★ Indexes certified byexternal assurance.

* Scope: The Olympus Group.
However, small businesses are
excluded.
* Reporting based on thefollowing GHG Protocol scopes.
Scope 1: Greenhouse gas
emission from direct use offossil fuels
Scope 2: Greenhouse gas
emission from secondary use,such as electric power purchase95

CSR Data Book 2020

Scope 1

100,000
Scope 2

Scope 2

109,487

108,742(t-CO2e/¥100 million)
Basic unit ofconsolidated sales
30
107,948

18.4

91,41850,000

13.6

14.5

13.7

95,92393,247

91,411

Scope 1088,15287,543 ★

11.1

11.0

71,941

71,295 ★

24,665

13,564

15,495

16,537

16,211

16,248 ★

FY2013

FY2016FY2017FY2018FY2019FY202020

100GovernanceSociety

Environment

CO2 Emissions (Scope 3 [Category 4 Upstream transportation and distribution])

FY202046,415（ t-CO 2e ）60,000t-CO2e★ Indexes certified by external

assurance.

Sources for CO2 Conversion
Coefficients●Electricity
Japan: Coefficients publishedannually by the national
government under the Act on
Promotion of Global WarmingCountermeasures and coefficients
after adjustment for each power
utility per fiscal year. FY2019
conversion coefficient used for
FY2020.
Outside Japan: Utilized the data per
country per year published by theInternational Energy Agency (IEA).
FY2018 conversion data wasused for the data after FY2019.
For the U.S. and Canada, thedata per state as published by
the United States Environmental
Protection Agency (EPA) andthe United Nations Framework
Convention on Climate Change(UNFCCC) was used.
*The conversion coefficient is zerofor electric power from purchased
renewable energy and our own
solar panels.
●FuelsJapan/outside Japan: Conversion
coefficients based on Act on
Promotion of Global WarmingCountermeasures employed.
Coefficients for Converting GHG
to CO2e
From 2015 onward:
100-year GWP in IPCC Fourth
Report used.
Up to and including 2014:
100-year GWP in IPCC Second
Report used.
Basic Unit of Consolidated Sales
Companywide CO2 emission(t-CO2e) / Consolidated sales (100million yen)

Logistics
55,758 56,207

51,125 50,779 52,486

46,415 ★

40,00020,0000FY2013 FY2016 FY2017 FY2018 FY2019 FY2020

CSR Data Book 202096GovernanceSociety

Environment

CO2 Emissions for the Entire Supply Chain

Category

Scope 3Calculation Method (Assumptions)

FY2019FY202016,211

16,248★

Market-based method

71,941

71,295★

Location-based method*

77,431

78,660★

1. Purchased goods andservices

83,01975,040Calculated by multiplying raw materials and parts ofleading products by basicunit

2. Capital goods

199,918

184,026★

Calculated by multiplying facility investment value bybasic unit

3. Fuel- and energyrelated activities (notincluded in Scope 1,
Scope 2)

5,029

4,995★

Calculated by multiplying electric power and fuelpurchased by basic unit

4. U pstreamtransportation anddistribution

52,486

46,415★

Calculated by multiplying transport ton/kg of leading
products by basic unit (including delivery logistics)

5. Waste generated inoperations

5,063

5,398★

Calculated by multiplying worksite waste output by basicunit

6. Business travel

19,58816,601★

Calculated by multiplying business travel expenses bybasic unit

7. Employees’ commuting

13,811

13,867★

Standard commute model defined by region andcalculated by multiplying the number of employees inregion by basic unit

8. Leased assets(upstream)

14,116

13,448★

Calculated by multiplying gasoline consumption forcorporate & leased vehicles by basic unit

9. D
 ownstream
transportation anddistribution−−

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

10. Processing of soldproducts−−

Excluded due to small impact scale and difficulty intabulation in this category

Scope 1
Scope 2CO2 Emissions(t-CO2e)11. Use of sold products

93,39880,738Calculated by multiplying electric power consumption,etc., for lifetime of sold product by basic unit

12. End-of-life treatment ofsold products

2,057

2,889★

Calculated by multiplying product disposal weight bybasic unit for waste material

13. L eased assets(downstream)−−Calculation including use of sold products, althoughsome products are leased

14. F ranchises−−

Not calculated due to absence from Olympus’s businessrange

15. I nvestments

3,971

1,575★

Calculated by multiplying Scope 1 & Scope 2 emissions
at investment targets by investment ratio

Scope 1: Direct emissions from facilities owned or controlled by the company (e.g., emission from use of town gas or heavy oil)
Scope 2: Emission from generation of energy consumed at facilities owned and controlled by the company* CO2 conversion coefficient used in calculating the location standard
Japan: Conversion coefficient for FY2019 is based on the national average coefficient announced annually by the Japanese government, underthe Act on Promotion of Global Warming Countermeasures.
Outside Japan: The FY2018 conversion coefficient is based on the coefficient published by the International Energy Agency (IEA).
Scope 3: Other indirect emissions excluding Scope 1 and Scope 2★: Obtained external assurance (Page 111-112) for total CO2 emissions in Scope 1 and Scope 2, and assurance for Category 2-8, 12, 15 in Scope 3 in
FY2020.

97

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Environment

NOx Emissions

FY2020

60

（t）
100

t
62

64

66

FY2016FY2017FY201859

60

FY2019FY20200.3

0.3

FY2019FY202050* Scope: The Olympus Group.
However, small businesses are
excluded.

0

SOx Emissions

FY2020

0.3

（t）
0.6

t
0.4

0.4
0.3
0.2

0.2

* Scope: The Olympus Group.
However, small businesses are
excluded.

0

FY2016FY2017FY2018

CSR Data Book 202098GovernanceSociety

Environment

Water/Emission
Water Use/Wastewater Results
FY2020 Targets

FY2020 Results

Main Measures

Water use intensity: Water use intensity: l I mprovements
improved by
improve byin water use
processesl Implementation ofcompared to(compared toanti-leak measures
FY2019FY2019)during equipment
inspections

1%

1.4%

FY2021 Targets
Water use intensity:
improve by

6%compared to
FY2018The Olympus Group uses water mainly in production processes, such as for cleaning
components and cooling, as well as in its dining halls. We implement thoroughwastewater control by adopting stricter standards than the legal requirements in eachregion, and we continue to reduce water consumption and wastewater emissions bysetting targets in those sites that have high water consumption.
In Japan, the cooling water used for solvent washers at the Nagano Facility
has been used to wash components since FY2020. At Aizu Olympus, water
consumption is being reduced with shorter washing times under running water andby the introduction of ultrasonic washers. The accuracy with which groundwater
use is being measured at the Hachioji Facility (Ishikawa & Utsugi), Nagano Facility(Tatsuno) and Aizu Olympus has been improved by updating the measuring
instruments. At the same time, the amount of groundwater pumped is measured
and facilities are inspected daily to ensure that water consumption and its impact
on the local environment are monitored in detail. In the Americas, Olympus SurgicalTechnologies America (Gyrus ACMI, Inc.) was recognized for its compliance with
the industrial wastewater control program required by King County in the state ofWashington and was awarded the Gold Prize for Commitment to Compliance.

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Environment

Water Use

FY20201,182

Groundwater(thousand m3)

Piped water(thousand m3/¥100 million)
Basic unit ofconsolidated sales
0.20

2,000
0.17

0.17

1,500
1,338
Piped water

1,269

1,279

629

589

Groundwater 709

thousand m3★ Indexes certified byexternal assurance.

1,000

0

0.15

0.15

1,193

1,182 ★

623

518

522 ★

680

656

675

660 ★

FY2017FY2018FY2019FY2020

0.15

0.10

0.05

500

* Scope: The Olympus
Group. However, small
businesses are excluded.

0.16

FY20160.00

Wastewater

FY2020

1,182(thousand m 3)
2,000

Public water areas

Sewage systems

thousand m3
1,500

1,000

500

* Scope: The Olympus
Group. However, small
businesses are excluded.

0

1,338

1,269

1,279

1,193

1,182

780

674

689

Sewage 737
systems

739

Public
water
areas

601

530

499

519

493

FY2016FY2017FY2018FY2019FY2020CSR Data Book 2020

100

GovernanceSociety

Environment

Emission Results
FY2020 Targets

FY2020 Results

Main Measures

FY2021 Targets

Emission recycling
rate: improvecompared to FY2019

Emission recycling
rate:
Less thanl Reduction ofprocess defectsl Promotion ofrecycling by
thorough separationl Promotion ofreusing package
materialsl Use ofbiodegradable
plastics

Emission intensity:
improve bycompared to
FY2018

2.8%

6%

The Olympus Group is working continually on reducing losses in manufacturing
processes by making improvements to them and efficient use of resources, including
thorough waste separation to reduce waste discharge, extract valuable materials
and promote recycling.
In FY2020, Olympus Logitex replaced the disposable stretch film used toprevent load shifting with recyclable packaging bands to reduce packaging material
waste. In addition, returnable containers are increasingly being used and cushioning
materials are being reused. Olympus Shirakawa Facility has made its use ofresources more efficient by extracting valuable materials from used organic solventsand facilities. In addition, safe chemical alternatives are being introduced at various
facilities, resulting in a lower hazardous waste discharge compared with FY2019.
However, the waste recycling rate was only reduced marginally over FY2019 dueto the increase in the total waste discharge resulting from the increased production
at facilities outside Japan. However, the various sites are continually working tocomprehensively separate their waste to improve their recycling rates. At Olympus
Corporation of the Americas, use of plastic dishes and straws was discontinued at
employee dining halls, and the internal social network are used to raise employee
awareness to introduce more comprehensive recycling.

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Environment

Emission/Landfill

FY2020 (Emission)

7,000

t

FY2020 (Landfill)

107

（t）
8,000

Emission (Landfill

Other
waste 6,149
6,000
1,060

Amount recycled
Other waste)(t/¥100 million)
Basic unit of consolidated sales
1.00
7,000
★
6,743
6,697
6,390
1,610 ★
1,245
0.9
1,079
1,352
0.85

0.86

t

★ Indexes certified by

4,000

external assurance.

0.76
5,311
5,089

2,000
Amountrecycled* Scope: The Olympus
Group. However, small
businesses are excluded.

0

0.88
0.84

0.8 17,239
5,390 ★

5,498

5,345

0.7

Landfill
107 ★

147

129

149

100

FY2016FY2017FY2018FY2019FY2020315

310 ★

FY2019FY2020

0

Hazardous waste discharged

FY2020

310

（t）
400

t

★ Indexes certified by

300

external assurance.

263

271

FY2017FY2018

210
200

100

* Scope: The Olympus
Group. However, small
businesses are excluded.

0

FY2016

CSR Data Book 2020102

GovernanceSociety

Environment

Chemical Substance Safety and Control
FY2020 Results

Main Measures

Emissions and Movementsof PRTR Class 1-DesignatedChemical Substances:
decreased by(compared to FY2013)6.8%

 Substitution of PRTR-designated chemicals withother substances through material developments Reduced usage of PRTR-designated chemical
substances

The Olympus Group is striving for appropriate management and emissions reductionof chemical substances subject to the PRTR regulations in order to minimize theimpact on people and the environment. In FY2020 there was an increase in thevolume of PRTR substances emitted and transferred due to a rise in usage volume oforganic solvents etc. caused by an increase in production. However, Nagano Facility
has reduced the use of 1-bromopropane as a cleaning agent through improvements
to the component cleaning process. Chemical substance management has been
consolidated and a new chemical substance management system introduced at
Hachioji Facility, resulting in dramatic improvements in the chemical substancemanagement efficiency.

Emissions and Movements of PRTR Class 1-Designated Chemical Substances

FY2020

19.3

（t）
30

t
20.7
20

19.3

18.0

17.7

18.8

19.3

10

0

*Scope: Manufacturing anddevelopment sites in Japan103

CSR Data Book 2020

FY2013 FY2016 FY2017 FY2018 FY2019 FY2020（Base year）

GovernanceSociety

Environment

Olympus Group Site Data (FY 2020)

Company/Facility

Japan

Amountrecycled
(t)

8,648

106

398

398

Technology Development
Center, Utsugi Facility

Hachioji-shi, Tokyo

2,945

28

287

287

Technology Development
Center, Takakura Facility

Hachioji-shi, Tokyo

375

5

14

14

Nagano Facility Tatsuno

Tatsuno-machi, Kamiinagun, Nagano

17,480

365

570

563

Nagano Facility Ina

Ina-shi, Nagano

2,091

16

91

83

Hinode Plant

Hinode-cho, Nishitama-gun,
Tokyo

1,318

6

47

47

Aizu Olympus Co., Ltd.

Aizu-Wakamatsu-shi,
Fukushima

13,877

192

487

450

Aomori Olympus Co., Ltd.

Kuroishi-shi, Aomori

4,452

37

265

265

Shirakawa Olympus Co., Ltd.

Nishigo-mura,Nishishirakawa-gun,
Fukushima

3,917

41

414

337

Mishima Plant

Nagaizumi-cho, Suntogun,
Shizuoka

1,412

8

10

8

Research and development
CenterNagaizumi-cho, Suntogun,
Shizuoka

23

0.02

1

1

Olympus RMS Corporation

Hachioji-shi, Tokyo

33

0.03

0.7

0.7

Olympus Logitex Co., Ltd.

Sagamihara-shi, Kanagawa

634

−

393

393

Olympus Corporation of the Americas

Pennsylvania, U.S.A.

4,309

16

490

490

Olympus Scientific Solutions Americas Corp.

Massachusetts, U.S.A.

1,071

22

242

81

Gyrus ACMI, Inc.

Massachusetts, U.S.A.

4,577

18

641

282

National Service Center

California, U.S.A.

601

15

251

251

Olympus Terumo Biomaterials
Corp.

Americas

Emission(t)

Hachioji-shi, Tokyo

Olympus Medical Systems
Corp.

Europe/Middle East

CO2
Water usedemissions(thousand m3)(t-CO2e)Technology Development
Center, Ishikawa Facility

Olympus Corporation

Asia/Oceania

Location

Olympus SurgicalTechnologies America
Olympus Winter & Ibe GmbH

Hamburg, Germany

571

15

345

345

Olympus Medical Products Czech spol s.r.o.

Olomouc, Czech Republic

703

1

18

0

KeyMed (Medical & Industrial Equipment) Ltd.

Essex, U.K.

859

24

384

303

Algram Group Ltd.

Devon, U.K.

42

2

107

75

Olympus (GuangZhou) Industrial Co., Ltd

Guangzhou, China

319

3

111

107

Olympus Trading (Shanghai) Limited

Shanghai, China

244

1

10

5

Olympus Vietnam Co., Ltd.

Dong Nai Province, Vietnam

13,341

223

1,174

454

Olympus Australia Pty Ltd

Victoria, Australia

343

2

61

32

* Olympus Group’s production sites around the world

CSR Data Book 2020

104GovernanceSociety

Environment

Product Life Cycle Assessments
The Olympus Group works to develop products and production technologies
that show consideration for safety and for the environment. Having in FY2004
established its Eco-Products Administration Rules, a voluntary standard relating
to the environmental considerations of our products, we continue to certify our
products as Olympus Eco-Products.
In addition, a life cycle assessment (LCA) is performed at each stage of a product’s
life cycle to assess its impact on the environment at the product development stage
and from procurement through manufacture, distribution, use and final disposal.
Clarifying the environmentally conscious aspects that differ for each product, wehave set them as items for the environmental consideration standard.

Examples of Environmentally Conscious Products
The Olympus Group works to show consideration for the environment through the
products in each of its business fields.

Medical Business• Endoscopy System EVIS X1<Main Product Features>
1. ‌EVIS X1 supports accurate screening andconfident diagnosis through introducing new
and easy-to-use technologies as follows.
(1) EDOF: Extended Depth of Field(2) RDI: Red Dichromatic Imaging(3) TXI: 
Texture and Color Enhancement
Imaging(4) NBI: Narrow Band Imaging<Environmentally Conscious Aspects>·Reduction in product weight, reduction inenergy consumption and longer life span oflight sources.

105

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Scientific Solutions Business• Slim LED Transmitted Light Illumination Base for SZX2 and SZ2 Series
Stereo Microscopes and the MVX10 Fluorescence Microscope<Main Product Features>
1. ‌
Cartridge-type slim LED transmitted lightillumination base brings satisfaction to a wide
range of observation methods with a single
microscopy system.
<Environmentally Conscious Aspects>
Maintenance free for the entire product life.

CSR Data Book 2020

106

GovernanceSociety

Environment

Imaging Business• Interchangeable Lens Camera OLYMPUS OM-D E-M1 Mark III<Main Product Features>*1 Among interchangeable lens camerason the market as of February 12, 2020.

1. The world’s best 7.5 shutter speed steps*1of compensation and new image processing
engine TruePic IX achieve high image quality
in a compact, lightweight body
2. Dustproof, splashproof, freezeproof
design offers absolute reliability in harshenvironments
3. High-speed, high-precision AF systems
such as the new Starry Sky AF and Advanced Face Priority / Eye Priority AF• IC Recorder Voice-Trek VP-20<Main Product Features>
1. Slim IC recorder equipped with “Recording Scene
Select” settings for the recording environment
enables recording from a pocket or a bag.
2. Omnidirectional stereo microphone that captures
audio from all directions and “Anti-Rustle Filter.”
3. “One-Touch Recording” to instantly start recording
and self-timer feature.
<Environmentally Conscious Aspects>(shared by both products)l In accordance with the “Act on Promotion of Recycling of Small Waste Electrical*1 Act on Promotion of Recycling of
Small Waste Electrical and Electronic
Equipment (Ministry of the Environment)
http://www.env.go.jp/recycle/recycling/raremetals/law.html (Only in Japanese)*2 Assessment Guide for Easy Removableof Secondary Battery for Digital Camerasver. 1.0 (Camera & Imaging Products
Association)
http://www.cipa.jp/env/documents/j/
assessmentguide_20160419.pdf(Only in Japanese)107

CSR Data Book 2020and Electronic Equipment”*1 and the guidelines formulated by the Camera &Imaging Products Association (CIPA)*2, battery recycling is encouraged by having
not incorporated the batteries into the device bodies and by having adopted arechargeable battery and a retractable battery compartment cover to facilitate
battery removal.
l Reduced power consumption when in use and when on standby

GovernanceSociety

Environment

Products that Contribute to Solving Environmental Issues
Utilized even at the forefront of automobile and aircraft development with the aim of
improving the efficient use of energy and the recycling facilities, Olympus products
contribute to solving environmental issues.

• X-ray Fluorescence (XRF) Analyzers
Assisting in hazardous substance analysis and resource recycling.
< Main Product Features >1. Nondestructive measurement of substances (elements) in the target object bytype and content.
2. Durability and toughness for use under rigorous conditions.
3. Use for quality inspections at production sites, selecting recycled raw materials,
inspecting hazardous metals, etc.

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

CSR Data Book 2020108

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Environment

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

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Environment

Environmental Conservation Costs

Grouping(Millions of yen)

FY2018FY2019FY2020Investment

Cost

Investment

Cost

Investment

Cost

184

263

104

236

292

376

Prevention of Public
Nuisance Cost

24

119

31

113

22

184

Global Environmental
Conservation Cost

144

8

73

3

240

40

Resource Circulation Cost

16

136

0

120

30

152

In Upstream Costs

0

64

0

109

0

149

In Downstream Costs

0

3

0

5

0

1

Environmental Management Activity Costs

0

342

0

355

0

345

R&D Costs

0

695

0

468

0

62

Costs of Social Activities

0

6

0

6

0

1

Costs inside Business Area

Content

Costs for Damaged Environment
Total

0

0

0

0

0

0

184

1,373

104

1,179

292

934

Environmental Conservation Effects
Quantitative Effects of Environment
Preservation

Effects Inside
Business Area

FY2018FY2019FY2020CO2 Emissions (t-CO2e)55,092

56,761

57,206

Waste Discharged (t)

2,633

2,827

2,977

Water Usage (1,000 m3)

783

819

804

Chemical Substances
Transferred/Discharged (t)

18

19

19

(Millions of yen)

Economic Benefits of Environmental Protection
Revenue Benefits

Cost Savings

Change from Previous Fiscal Year

Revenues from Sales of Valuable Recycled Substances-1

Energy Costs

18

Costs of Water Usage

5

Disposal Contracting Costs

0

Target period: April 1, 2017–March 31, 2020
Scope: Head office functions, manufacturing companies and distribution companies in Japan
Notes:
1) Tabulation based on “Environmental Accounting Guideline 2005.”
2) Cost and depreciation that cannot be separated clearly in environmental management are not divided proportionately.
Full amount has been excluded from the calculations.

CSR Data Book 2020110

GovernanceSociety

Environment

Independent Assurance Statement
Related to Environmental Data
Independent Assurance Statement Related to Environmental Data (1/2)

LR Independent Assurance Statement

Relating to Olympus Corporation’s Environmental Data within its
CSR Data Book 2020 for the fiscal year 2019
This Assurance Statement has been prepared for Olympus Corporation in accordance with our contract but isintended for the readers of this report.

Terms of engagement

Lloyd’s Register Quality Assurance Limited (LR) was commissioned by Olympus Corporation (“the Company”) to
provide independent assurance on its environmental data within its CSR Data Book 2020 (“the report”) for the
fiscal year 2019, that is, from 1 April 2019 to 31 March 2020, against the assurance criteria below to a limited levelof assurance and at the materiality of the professional judgement of the verifier using ISAE 3000 and ISO 14064 3 for greenhouse gas (“GHG”) data.
Our assurance engagement covered the Company’s and its consolidated subsidiaries’ operations and activities inJapan and overseas and specifically the following requirements:• Verifying conformance with the Company’s reporting methodologies• Evaluating the accuracy and reliability of data for the selected indicators listed below: 1
GHG Emissions 2• Energy consumption 3 (MWh equivalent)• Scope 1 GHG emissions (tonnes CO2e)• Scope 2 GHG emissions (Location-based and Market-based) (tonnes CO2)
• Scope 3 GHG emissions (Category 2-8, 12, 15) (tonnes CO2e)
Other environmental data
• Water consumption volume 3 (m3)
• Waste generated (tonnes) 3
Our assurance engagement excluded the data and information of the Company’s suppliers, contractors and any
third-parties mentioned in the report.
LR’s responsibility is only to the Company. LR disclaims any liability or responsibility to others as explained in theend footnote. The Company’s responsibility is for collecting, aggregating, analysing and presenting all the dataand information within the report and for maintaining effective internal controls over the systems from which thereport is derived. Ultimately, the report has been approved by, and remains the responsibility of the Company.

LR’s Opinion

Based on LR’s approach nothing has come to our attention that would cause us to believe that Company has not,in all material respects:• Met the requirements above• Disclosed accurate and reliable GHG emissions and other environmental data
The opinion expressed is formed on the basis of a limited level of assurance and at the materiality of theprofessional judgement of the verifier.
Note: The extent of evidence-gathering for a limited assurance engagement is less than for a reasonable assurance engagement. Limited
assurance engagements focus on aggregated data rather than physically checking source data at sites. Consequently, the level of assurance
obtained in a limited assurance engagement is substantially lower than the assurance that would have been obtained had a reasonableassurance engagement been performed.

1

LR undertook a limited assurance engagement of the environmental data marked with ★ within the CSR Data Book 2020.

2

GHG quantification is subject to inherent uncertainty.

3

The scope is covered the breakdown of each selected indicators.
Page 1 of 2111

CSR Data Book 2020

GovernanceSociety

Environment

Independent Assurance Statement Related to Environmental Data (2/2)

LR’s approach

LR’s assurance engagements are carried out in accordance with ISAE 3000 and ISO 14064 – 3 for GHG data. The
following tasks though were undertaken as part of the evidence gathering process for this assurance engagement:• Auditing the Company’s data management systems to confirm that there were no significant errors,omissions or mis-statements in the report. We did this by reviewing the effectiveness of data handlingprocedures, instructions and systems, including those for internal verification;• Interviewing with key people responsible for compiling the data and drafting the report;• Sampling datasets and tracing activity data back to aggregated levels;• Verifying the historical GHG emissions and other environmental data and records for the fiscal year 2019; and• Visiting Olympus Corporation Nagano Facility Tatsuno to assess whether the data management systems
have been effectively implemented.
• By implementing the Company’s “No Visitor” Policy due to the global infection spread of COVID-19,
conducting the remote verification of Shirakawa Olympus Co., Ltd. and the headquarter of Olympus
Corporation to assess whether the data management systems have been effectively implemented via e-mail,CISCO WebEx, and Microsoft Teams.

Observations

The Company should further demonstrate the completeness, accuracy and reliability of its future environmental
data reporting. This is particular to establish robust internal data control systems at consolidated subsidiarylevels.
LR’s standards, competence and independence
LR implements and maintains a comprehensive management system that meets accreditation requirements for
ISO 14065 Greenhouse gases – Requirements for greenhouse gas validation and verification bodies for use inaccreditation or other forms of recognition and ISO/IEC 17021-1 Conformity assessment – Requirements for bodies
providing audit and certification of management systems – Part 1: Requirements that are at least as demanding as
the requirements of the International Standard on Quality Control 1 and comply with the Code of Ethics forProfessional Accountants issued by the International Ethics Standards Board for Accountants.
LR ensures the selection of appropriately qualified individuals based on their qualifications, training andexperience. The outcome of all verification and certification assessments is then internally reviewed by senior
management to ensure that the approach applied is rigorous and transparent.
This is the only work undertaken by LR for Company and as such does not compromise our independence or
impartiality.
SignedDated: 14 July 2020

Norihiko Kinoshita
LR Lead Verifier
On behalf of Lloyd’s Register Quality Assurance Limited
10th Floor, Queen's Tower A, 2-3-1 Minatomirai, Nishi-ku, Yokohama, JAPANLR reference: YKA4005278
Lloyd's Register Group Limited, its affiliates and subsidiaries, including Lloyd’s Register Quality Assurance Limited (LRQA), and their respective
officers, employees or agents are, individually and collectively, referred to in this clause as 'Lloyd's Register'. Lloyd's Register assumes noresponsibility and shall not be liable to any person for any loss, damage or expense caused by reliance on the information or advice in thisdocument or howsoever provided, unless that person has signed a contract with the relevant Lloyd's Register entity for the provision of thisinformation or advice and in that case any responsibility or liability is exclusively on the terms and conditions set out in that contract.
The English version of this Assurance Statement is the only valid version. Lloyd’s Register Group Limited assumes no responsibility for versions
translated into other languages.
This Assurance Statement is only valid when published with the report to which it refers. It may only be reproduced in its entirety.
Copyright © Lloyd's Register Quality Assurance Limited, 2020. A member of the Lloyd’s Register Group.
Page 2 of 2

CSR Data Book 2020

112

GRI Content Index
The information contained within the OLYMPUS CSR Data Book 2020 and some of the information on our Website
conform to the Global Reporting Initiative (GRI) Sustainability Reporting Standards.
This report refers to the GRI Sustainability Reporting Standards below.

Indicator

Item

Page

102

GENERAL DISCLOSURESGRI 102:

General Disclosures 2016

1

Organizational profile

102-1

Name of the organization

Consolidated Company Outline

https://www.olympus-global.com/company/
profile/top.html

102-2

Activities, brands, products, andservices

Business Domains

https://www.olympus-global.com/company/
profile/business.html

102-3

Location of headquarters

Consolidated Company Outline(Head Office)https://www.olympus-global.com/company/
profile/top.html

102-4

Location of operations

Worldwide Office Locations

https://www.olympus-global.com/company/
base/

102-5

Ownership and legal form

Consolidated Company Outline(Company Name)

https://www.olympus-global.com/company/
profile/top.html

102-6

Markets served

Consolidated Company Outline(Revenue by Region)

https://www.olympus-global.com/company/
profile/top.html

102-7

Scale of the organization

Consolidated Company Outline(Consolidated Headcount)
Worldwide Office Locations
Financial Results

https://www.olympus-global.com/company/
profile/top.html
https://www.olympus-global.com/company/
base/
https://www.olympus-global.com/ir/data/
brief/2020.html

102-8

Information on employees and otherworkers

Employee-Related Data (Japan)

50-52

102-9

Supply chain

System, Framework and Initiatives(Procurement)

43102-10Significant changes to theorganization and its supply chain——

102-11

Precautionary Principle or approach

Risk Management System
Commitment to External Initiatives
Environmental Risk Management

29-30, 4, 88-89

102-12External initiatives

Commitment to External Initiatives

4102-13

Membership of associations

Olympus Group “Transparency Guideline
for the Relation between Corporate
Activities and Medical Institutions andOther Organizations”
Response to Conflict Minerals
Recycling Small Rechargeable Batteries,
Containers and Packaging Materials

24, 44, 109

2

Strategy102-14

Statement from senior decisionmaker

Message from the President

https://www.olympus-global.com/company/
message/102-15Key impacts, risks, andopportunities

Basic Approach and Policy (ESG Initiatives)
Risk Management System

3, 29-30

3Ethics and integrity

102-16

Values, principles, standards, andnorms of behavior

Olympus Group Corporate Philosophy
Basic Approach and Policy (Compliance)

1, 10

102-17

Mechanisms for advice andconcerns about ethics

Compliance Promotion Structure
Systems and Mechanisms (Compliance)

11, 13-15

4

Governance102-18Governance structure

Corporate Governance Structure
Corporate Governance Structure

8-9
https://www.olympus-global.com/company/
governance/structure.html

102-19Delegating authority

Promotion Structure (ESG Initiatives)

4102-20Executive-level responsibility foreconomic, environmental,and social
topicsPromotion Structure (ESG Initiatives)

4102-21

Consulting stakeholders on
economic, environmental,and social
topics——102-22Composition of the highest
governance body and its
committees

Corporate Governance Reporthttps://www.olympus-global.com/company/
governance/pdf/report_of_corporate_
governance_2020.pdf

113

CSR Data Book 2020

Indicator

Item

Page

102-23Chair of the highest governancebody

Corporate Governance Structure

8-9

102-24

Nominating and selecting thehighest governance body

Corporate Governance Reporthttps://www.olympus-global.com/company/
governance/pdf/report_of_corporate_
governance_2020.pdf

102-25

Conflicts of interest

Corporate Governance Reporthttps://www.olympus-global.com/company/
governance/pdf/report_of_corporate_
governance_2020.pdf

102-26

Role of highest governance bodyin setting purpose, values,andstrategy

Promotion Structure (ESG Initiatives)

4102-27

Collective knowledge of highest
governance body

Corporate Governance Reporthttps://www.olympus-global.com/company/
governance/pdf/report_of_corporate_
governance_2020.pdf

102-28

Evaluating the highest governancebody’s performance

Corporate Governance Reporthttps://www.olympus-global.com/company/
governance/pdf/report_of_corporate_
governance_2020.pdf

102-29Identifying and managing
economic, environmental, andsocial impacts

Promotion Structure (ESG Initiatives)
Risk Management System

4, 29-30

102-30Effectiveness of risk management
processes

Risk Management System

29-30

102-31

Review of economic, environmental,
and social topics

Promotion Structure (ESG Initiatives)

4102-32Highest governance body’s role insustainability reporting——

102-33

Communicating critical concerns

Risk Management System

29-30

102-34Nature and total number of criticalconcerns

System and Framework (Compliance)

13-14

102-35

Remuneration policies

Corporate Governance Report
Promotion Structure (ESG Initiatives)

https://www.olympus-global.com/company/
governance/pdf/report_of_corporate_
governance_2020.pdf
4102-36

Process for determining
remuneration

Corporate Governance Reporthttps://www.olympus-global.com/company/
governance/pdf/report_of_corporate_
governance_2020.pdf

102-37

Stakeholders’ involvement inremuneration

Extraordinary Report (Results of the
Exercise of Voting Rights)

https://www.olympus-global.com/ir/stock/pdf/
meeting152p_06.pdf

102-38Annual total compensation ratio——

102-39Percentage increase in annual totalcompensation ratio

—

—

5

Stakeholder engagement102-40

List of stakeholder groups

Communication with Stakeholders

6-7

102-41

Collective bargaining agreements

Labor-Management Consultations (Japan)

53

102-42

Identifying and selecting
stakeholders——

102-43

Approach to stakeholder
engagement

Communication with Stakeholders

6-7

102-44

Key topics and concerns raised

Communication with Stakeholders

6-7

6Reporting practice102-45

Entities included in the consolidated
financial statements

Organizations Covered by the Report
Financial Results

2
https://www.olympus-global.com/ir/data/
brief/2020.html

102-46

Defining report content and topic
Boundaries

Basic Approach and Policy (ESG Initiatives)

3

102-47

List of material topics

Basic Approach and Policy (ESG Initiatives)

3

102-48

Restatements of information

Organizations Covered by the Report2102-49Changes in reporting

Basic Approach and Policy (ESG Initiatives)

3

102-50

Reporting period

Period Covered by the Report2102-51

Date of most recent report

Publication Date2

102-52

Reporting cycle

Publication Date2

102-53

Contact point for questions
regarding the report

Inquiries on this CSR Data Book2

102-54Claims of reporting in accordancewith the GRI Standards

Reference Guidelines

2

102-55

GRI content index

This GRI Content Index

113-119102-56External assurance

External Assurance
Independent Assurance Statement
Relating to Environmental Data2, 111-112

GRI 103:

Management Approach 2016

103-1

Explanation of the material topic
and its Boundary

Basic Approach and Policy (ESG Initiatives)

3

CSR Data Book 2020114

Indicator

Item

Page

103-2

The management approach and its
components

Basic Approach and Policy, Promotion
Structure (ESG Initiatives)
Basic Approach and Policy (Compliance)
Promotion Structure (Compliance)
Olympus Group Tax Policy
Olympus Information Disclosure Policy
Olympus Group “Transparency Guideline
for the Relation between Corporate
Activities and Medical Institutions andOther Organizations”
Information Security Policy
Personal Information Protection Policy
Risk Management Structure
Olympus Group Quality Policy
Olympus Group Procurement Policy
Olympus Group Human Rights and Labor
PolicyInitiatives (Human Rights)
Organization of Human Resource Strategy
Promotion
Basic Approach and Policy (Occupational
Safety and Health)Global Safety and Health Organization
Promotion Structure of Training and
Education
Personnel Evaluation System
Promotion Structure and Initiatives(Diversity and Equal Opportunity)
Olympus Group Charitable Donations andGrants Policy
Olympus Group Corporate Citizenship
PolicyEnvironmental Policy
Promotion Structure and Initiatives(Environmental Management)

3-4, 10, 11, 17-18, 22, 24, 26, 27, 30, 31, 42, 45,
46-47, 48, 54, 70, 74, 76, 80, 81-82, 83, 84-85

103-3

Evaluation of the management
approach

—

—

200

Economic

Economic PerformanceGRI 201:

Economic Performance 2016

201-1

Direct economic value generated
and distributed

Consolidated Financial Results for the
Fiscal Year Ended March 31, 2020

https://www.olympus-global.com/ir/data/
brief/pdf/Olympus_FY2020_Consolidated_
Financial_Results_E.pdf

201-2

Financial implications and otherrisks and opportunities due toclimate change

Environmental Risk Management

88

201-3

Defined benefit plan obligations andother retirement plans

—

—

201-4

Financial assistance received fromgovernment——

Market PresenceGRI 202:

Market Presence 2016

202-1

Ratios of standard entry level
wage by gender compared to local
minimum wage

—

—

202-2

Proportion of senior management
hired from the local community——

Indirect Economic Impacts
GRI 203:

Indirect Economic Impacts 2016

203-1

Infrastructure investments andservices supported

—

—

203-2

Significant indirect economic
impacts

—

—

—

—

—

—

Procurement Practices
GRI 204:

Procurement Practices 2016

204-1

Proportion of spending on local
suppliers

Anti-corruption
GRI 205:

Anti-corruption 2016

205-1

Operations assessed for risks
related to corruption

115

CSR Data Book 2020

Indicator

Item

Page

205-2

Communication and training
about anti-corruption policies andproceduresCompliance Education
Prevention of Bribery

16, 19205-3

Confirmed incidents of corruption
and actions taken

Compliance with Laws and Regulations

12

Compliance with Laws and Regulations

12

Anti-competitive Behavior
GRI 206:

Anti-competitive Behavior 2016

206-1

Legal actions for anti-competitive
behavior, anti-trust,and monopoly
practices

Tax
GRI 207:

Tax 2019

207-1

Approach to tax

Olympus Group Tax Policy

17-18

207-2

Tax governance, control, and risk
management

Olympus Group Tax Policy

17-18

207-3

Stakeholder engagement andmanagement of concerns related
to taxOlympus Group Tax Policy

17-18

207-4

Country-by-country reporting

—

—

300

Environmental

Materials
GRI 301:

Materials 2016

301-1

Materials used by weight or volume

Material Balance
Emission Results

91,101

301-2

Recycled input materials used

—

—

301-3

Reclaimed products and theirpackaging materials——

EnergyGRI 302:

Energy 2016

302-1

Energy consumption within theorganization

Energy/Atmospheric Release

92-98

302-2

Energy consumption outside of theorganization

Energy/Atmospheric Release

92-98

302-3

Energy intensity

Energy/Atmospheric Release

92-98

302-4

Reduction of energy consumption

Energy/Atmospheric Release

92-98

302-5

Reductions in energy requirements
of products and services

Energy/Atmospheric Release

92-98

Water
GRI 303:

Water 2018

303-1

Interactions with water as a sharedresource

—

—

303-2

Management of water dischargerelated impacts

Water/Emission

99-104303-3

Water withdrawal

Water/Emission

99-104303-4Water discharge

Water/Emission

99-104303-5

Water consumption

Water/Emission

99-104

Biodiversity
GRI 304:

Biodiversity 2016

304-1

Operational sites owned, leased,managed in, or adjacent to,protected areas and areas of highbiodiversity value outside protected
areas

—

—

304-2

Significant impacts of activities,
products, and services on
biodiversity

—

—

304-3

Habitats protected or restored

—

—

304-4

IUCN Red List species andnational conservation list species
with habitats in areas affected byoperations——

Emissions
GRI 305:

Emissions 2016

305-1

Direct (Scope 1) GHG emissions

Energy/Atmospheric Release

92-98

305-2

Energy indirect (Scope 2) GHG
emissions

Energy/Atmospheric Release

92-98

305-3

Other indirect (Scope 3) GHG
emissions

Energy/Atmospheric Release

92-98

305-4

GHG emissions intensity

Energy/Atmospheric Release

92-98

305-5

Reduction of GHG emissions

Energy/Atmospheric Release

92-98

CSR Data Book 2020116

Indicator

Item

Page

305-6

Emissions of ozone-depleting
substances (ODS)

—

—

305-7

Nitrogen oxides (NOX ), sulfur oxides(SOX ), and other significant air
emissions

Energy/Atmospheric Release

92-98

Water/Emission

99-104Effluents and Waste
GRI 306:

Effluents and Waste 2016306-1

Water discharge by quality anddestination

306-2

Waste by type and disposal method

Water/Emission

99-104306-3

Significant spills

Environmental Risk Management

89

306-4

Transport of hazardous waste

—

—

306-5

Water bodies affected by water
discharges and/or runoff——

Environmental Risk Management

89

Environmental Compliance
GRI 307:

Environmental Compliance 2016

307-1

Non-compliance with environmental
laws and regulations

Supplier Environmental Assessment
GRI 308:

Supplier Environmental Assessment
2016

308-1

New suppliers that were screenedusing environmental criteria

—

—

308-2

Negative environmental impacts inthe supply chain and actions taken

Initiatives with Suppliers
Green Procurement

43, 89400

SocialEmployment
GRI 401:

Employment 2016

401-1

New employee hires and employee
turnoverRecruitment in FY2020
Employee-Related Data (Japan)

49, 50401-2

Benefits provided to full-time
employees that are not provided totemporary or part-time employees

—

—

401-3

Parental leave

Employee-Related Data (Japan)

52

—

—

Labor/Management Relations
GRI 402:

Labor/Management Relations 2016

402-1

Minimum notice periods regarding
operational changes

Occupational Health and Safety
GRI 403:

Occupational Health and Safety
2018

403-1

Occupational health and safety
management system

Global Safety and Health Organization

54

403-2

Hazard identification, risk
assessment, and incident
investigation

Industrial Accident Data

56-58

403-3

Occupational health services

Industrial Accident Data

56-58

403-4

Worker participation, consultation,and communication on
occupational health and safety

—

—

403-5

Worker training on occupational
health and safety

Industrial Accident Data
Regional Activities (Occupational Safety
and Health)58, 59-61

403-6

Promotion of worker health

Introduction of Olympus Health Declaration
Health Improvement Activities(Occupational Safety and Health, HealthManagement)

62, 63-68

403-7

Prevention and mitigation ofoccupational health and safety
impacts directly linked by business
relationships

—

—

403-8

Workers covered by an
occupational health and safety
management system

Health Management System

62

403-9

Work-related injuries

Industrial Accident Data

56-57

403-10Work-related ill healthIndustrial Accident Data

56-57

—

—

Training and Education
GRI 404:

Training and Education 2016

404-1

Average hours of training per year
per employee

117

CSR Data Book 2020

Indicator

Item

Page

404-2

Programs for upgrading employee
skills and transition assistanceprograms

Training and Education

69-71

404-3

Percentage of employees receiving
regular performance and careerdevelopment reviews

Personnel Evaluation System

74

Diversity and Equal Opportunity
GRI 405:

Diversity and Equal Opportunity
2016

405-1

Diversity of governance bodies andemployees

Employee-Related Data (Japan)
Diversity and Equal Opportunity

50-52, 72

405-2

Ratio of basic salary andremuneration of women to men

Promoting the Advancement of Women77

Training of Internal Reporting System
Supervisors
Preventing Harassing Behavior

15, 47

System, Framework and Initiatives(Procurement)
Initiatives with Suppliers (Human Rights)

43, 46

System, Framework and Initiatives(Procurement)
Initiatives with Suppliers (Human Rights)

43, 46

System, Framework and Initiatives(Procurement)
Initiatives with Suppliers (Human Rights)

43, 46————

Non-discrimination
GRI 406:

Non-discrimination 2016406-1

Incidents of discrimination andcorrective actions taken

Freedom of Association and Collective Bargaining
GRI 407:

Freedom of Association andCollective Bargaining 2016

407-1

Operations and suppliers in which
the right to freedom of associationand collective bargaining may be
at riskChild LaborGRI 408:

Child Labor 2016

408-1

Operations and suppliers at
significant risk for incidents of childlabor

Forced or Compulsory LaborGRI 409:

Forced or Compulsory Labor 2016409-1

Operations and suppliers at
significant risk for incidents offorced or compulsory labor

Security Practices
GRI 410:

Security Practices 2016

410-1

Security personnel trained in humanrights policies or procedures

Rights of Indigenous Peoples
GRI 411:

Rights of Indigenous Peoples 2016

411-1

Incidents of violations involving
rights of indigenous peoples

Human Rights Assessment
GRI 412:

Human Rights Assessment 2016

412-1

Operations that have been subject
to human rights reviews or impact
assessments

—

—

412-2

Employee training on human rights
policies or procedures

—

—

412-3

Significant investment agreements
and contracts that include humanrights clauses or that underwent
human rights screening——

Local Communities
GRI 413:

Local Communities 2016413-1

Operations with local community
engagement, impact assessments,
and development programs

—

—

413-2

Operations with significant actualand potential negative impacts on
local communities——

Supplier Social Assessment
GRI 414:

Supplier Social Assessment 2016414-1

New suppliers that were screenedusing social criteria

—

—

414-2

Negative social impacts in the
supply chain and actions taken

System, Framework and Initiatives(Procurement)

43

—

—

Public Policy
GRI 415:

Public Policy 2016

415-1

Political contributions

CSR Data Book 2020118

Indicator

Item

Page

Customer Health and Safety
GRI 416:

Customer Health and Safety 2016

416-1

Assessment of the health andsafety impacts of product andservice categories

—

—

416-2

Incidents of non-complianceconcerning the health and safety
impacts of products and services——

Marketing and Labeling
GRI 417:

Marketing and Labeling 2016

417-1

Requirements for product andservice information and labeling

—

—

417-2

Incidents of non-complianceconcerning product and service
information and labeling

—

—

417-3

Incidents of non-complianceconcerning marketing
communications——

Initiatives (Personal Information Protection)

28

Compliance with Laws and Regulations

12

Customer Privacy
GRI 418:

Customer Privacy 2016

418-1

Substantiated complaints
concerning breaches of customer
privacy and losses of customer data

Socioeconomic Compliance
GRI 419:

Socioeconomic Compliance 2016

419-1

Non-compliance with laws andregulations in the social andeconomic area

119

CSR Data Book 2020

Olympus Corporation

Olympus Global Homepage

CSR Activities

https://www.olympus-global.com/csr/