Diversity and Equal Opportunity

Basic Approach

For the Olympus Group, which is propelling its business globally, utilization of diverse human resources has a significant influence in our business. We believe that maintaining an awareness of the importance of diverse human resources in progressing 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, nursing caregivers, and those of a sexual minority (LGBT etc.)—can work fully.

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

The Olympus Group's Approach on the Human Resources Utilization toward SustainableGrowth/SustainableGrowth/Enhancing Productivity/Personal Growth/Workstyle Reform&Diversity Creating an environment where all are able to realize their abilities/Compliance Cutting down on long working hours and promoting paid leave/Expectations of Society Building a better work environment

Systems and Mechanisms

Work-Life Integration

In 2011, the Olympus Group introduced the concept of Work-Life Integration to help our diverse employees progress their careers regardless of the life events they are facing. We also implemented a range of activities under this concept among Olympus and its Japan subsidiaries, and are aiming to further enhance these measures, which we believe can lead to synergetic fulfillment in both work and life. The measures are being implemented under four themes: (1) Promotion of diversity, (2) Nurturing the next generation, (3) Enhancing work productivity and (4) Promoting health (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, we published a booklet describing our systems concerning Work-Life Integration and case studies, to promote usage of such systems, as well as providing know-how about achieving a good work-life balance.

Work-Life Integration/Childcare/Work/Nursing Care/Housework/Voluntary Activities

Workstyle Reform

Olympus and its Japan subsidiaries embarked on the Business Process Reengineering (BPR) Project in July 2016 to strengthen our business and management foundation and to make best use of our organizational strengths. In 2020, the Human Resources Division established a project to review working styles to address and control the spread of COVID-19. We developed a basic policy on new working styles at Olympus. We then conducted studies on our teleworking scheme, policy on commutation allowance, approach to office design, application of IT, etc., in coordination with the IT, security and other relevant divisions. We are promoting initiatives on working styles and developing a working environment founded on a self-reliant approach to work, to build a corporate culture that delivers high performance through the application of advanced specialized skills by each employee and a company that offers a sense of fulfillment at work and opportunities for growth.

Effects of Workstyle Reform

Workstyle Reform/Organizational productivity/Company/Enhancing productivity,Employing excellent human resources/Responding to social needs/Contribution/Support/Employees/Promoting,Fulfillment in both work and life,Trust in company and workplace/Career development/Motivation

Starting in June 2020, we removed the requirements to qualify for our teleworking scheme to enable more employees to participate, expanding its use to all full-time employees by lifting the restrictions on use of our childcare and nursing care schemes. When all employees started using the scheme for COVID-19 countermeasures from March 2020, because application of the system had been expanding gradually while monitoring any issues, it was implemented without major confusion. At the same time, we deployed Office 365 as a communication tool in April 2020, earlier than planned. In addition to promoting a hybrid work scheme combining work in the office and work at home, the teleworking scheme was revised in April 2021. We reviewed the ceiling on the number of workdays and working venues of our previous teleworking scheme, making it into a new teleworking scheme.
In addition, we created a work environment that offers versatile working styles and that is not restricted by time or location by introducing paid annual leave that is granted in units of hours, introducing satellite offices and other measures.

We have also introduced a flextime work system*, which allows employees to decide freely when to start and finish work during core time, to create a workplace culture that values their initiative, to improve their working efficiency and increase their mental and physical motivation. In June 2020, we revised our core time to 11:15-13:30, which was shorter than before.

* Employees who are involved in work that requires regular working hours may not be eligible.

Personnel Evaluation System

Olympus and its Japan subsidiaries manage their own goal management and evaluation system, to allow employees to proactively pursue their business themes and develop their abilities to grow towards their goals. Employees have regular individual 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 them and 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.

Welfare System

The Olympus Group implements welfare systems suited to different countries and regions.
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 are strongly committed to self-development.

Major Welfare System

System Description Coverage
Pension Legally designated system Olympus Group
Childcare leave Longer than legally specified number of days Olympus Group

Promotion Structure and Initiatives

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 and implementing measures. In FY2018, we established a dedicated organization to reinforce our diversity promotion structure. To further develop a corporate culture and environment in which diversity is valued, we assigned the role of diversity promotion to the departments responsible for organizational development in April 2021. We are committed to continuing working on this issue.

We conducted a range of activities to promote understanding and support for sexual minorities. Such activities include establishing a dedicated consultation office, providing seminars to promote awareness, hosting an LGBT Week (an awareness-raising campaign through e-learning and videos) and establishing a voluntary group called "LGBT ALLY." As a result of such efforts, we received the Silver rating under the PRIDE Index 2021, a Japanese index to evaluate a corporation’s performance in LGBTQ inclusion.

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 to appropriate positions. The advancement of women is in progress. At Olympus, as of the end of April 2021, 75 women were in managerial positions and the female candidates for managerial positions increased to 252. As well as establishing these welfare systems that support career progression irrespective of different major 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 2016 were found to be effective in improving the empowerment of women, the 2019 plan strengthened 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 Work-Life Integration (WLI) training for managers to learn a management approach that will empower a diverse range of human resources, and training of managerial candidates to encourage the appointment of female managers, a mentoring system for female workers, and post-childcare training for early return to work.
In FY2021, we created online networking opportunities for employees on childcare leave to communicate with each other.
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 March 2021, we held an internal event on International Women’s Day. The event was opened with a message from the President and followed by an online town hall meeting presented by the CAO and the HR Executive Officer, lectures by external experts and role models from within our Companies. The event succeeded in promoting a culture that embraces diverse human resources.
We support the career development of women by taking the "feed forward" approach through which we offer opportunities to plan goals and work tasks in advance of assumed future life events.

Concept of Feedforward

Concept of Feedforward

Employer Action Plan Based on the Next-Generation Act

Olympus has formulated a general business operator action plan based on the Act on Advancement of Measures to Support Raising Next- Generation Children (Next-Generation Act). We revised the Plan in April 2021.
We are building a working environment that supports employees’ child caring by expanding eligibility for the work-at-home system to all full-time employees and establishing childcare facilities in our business sites. Our nursery established in Shirakawa Facility in September 2018 was the first of its kind built in a production site in Japan. In June 2020, we built another nursery in Hachioji Facility, in which the highest number of our employees are working. In this way, we proactively provide work-life integration support to enable our employees to fulfill 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.

* Ikuboss refers to a manager who considers their staff members' work-life balance and provides the necessary support, playing the role as a model work-life balancer while at the same time generating successful business results in the organization.

Support for Childcare and Work

At Olympus, employees can take maternity and childcare leave and nursing care leave (by the day and hour) and be exempt from overtime work as laid down by the law. Shorter working hours also apply to employees with a child older than three years, which is for longer than the law specifies. A lump-sum allowance for childbirth is provided by the Health Insurance Association for female employees who give birth and male employees whose spouses give birth and who are dependents on their health insurance.
We are working to support the balance between work and child care in the following ways.



Of the companies that formulate action plans under the Act on Advancement of Measures to Support Raising Next-Generation Children (Next-Generation Act), those that achieve the targets specified in those action plans and meet certain standards may apply to be recognized as companies that support the raising of children and receive Kurumin 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 Minister of Health, Labour and Welfare. Olympus Terumo Biomaterials Corporation got Kurumin certification in 2018, and Olympus Medical Science Sales got it in 2020.



Of the companies that formulate action plans under the Act on the Promotion and Advancement of Women, those that achieve the targets specified in those action plans 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 Minister of Health, Labour and Welfare.
In 2019, Olympus received Eruboshi certification at the highest grade 3 from the Minister of Health, Labour and Welfare.

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