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.
Olympus and its Japan subsidiaries have developed action plans to implement and continue to work on the Act on Advancement of Measures to Support Raising Next-Generation Children. As a result, Olympus in 2022, Olympus obtained “Platinum Kurumin Certification,” which recognizes companies that are committed to high standards while promoting ongoing initiatives. Furthermore, Olympus Terumo Biomaterials was certified a “Platinum Kurumin Certified Company” in 2021, and Olympus Marketing and Aizu Olympus were certified “Kurumin Certified Companies” in 2020 and 2022, respectively.
Promotion of DEI in Japan
- Changes to DEI Initiatives in Japan
- Systems and Mechanisms
- Initiatives
- Targets and Achievements Data
Changes to DEI Initiatives in Japan
Action Plan
- General employer action plan based on the Act on Promotion of Women's Participation and Advancement in the Workplace
- General employer action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children
Systems and Mechanisms
Effects of Workstyle Reform
To realize the purpose of our existence, Olympus promotes diverse work styles with the aim of creating a healthy organizational culture in which each and every employee can perform at his or her best.
In April 2021, we revised the system, particularly in terms of teleworking, by significantly reviewing the eligible employees, maximum number of days, and places of work, in order to enable flexible work styles.
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. Through these efforts, we aim to improve productivity, achieve work-life balance for employees, and foster an autonomous workplace culture.
We have also introduced a flextime work system Core Time*1, which allows employees to decide freely when to start and finish work during core times*2, to
create a workplace culture that values their initiative, to improve their working efficiency and increase their mental and physical motivation. We are promoting initiatives that ensure a balance between the needs of the company and the day-to-day experience of our employees.
*1In June 2020, we revised our core time to 11:15-13:30.
*2Employees who are involved in work that requires regular working hours may not be eligible.
List of Childcare-Related Systems
Initiatives
- Fostering an Inclusive Culture
- Promoting the Advancement of Women
- Women's Activity Promotion Training System
- External Evaluations
Fostering an Inclusive Culture
The Olympus Group respects all forms of diversity and takes action to develop an open organizational climate based on mutual acceptance and to help employees understand the unique issues of each individual and overcome them.
Starting in FY2023, we held a DEI event with the objective of raising company-wide awareness by providing opportunities for employees to exercise “ownership” of DEI. A total of approximately 1,000 employees participated in lectures by outside experts, experience-based events, seminars for specific attributes, and other programs.
During the DEI event period, we also distributed e-learning for all employees, including employees of subsidiaries. The participation ratio for Olympus was 93%. Through this program, we continuously raised the awareness of the 50% of employee who had knowledge before taking the course and provided an opportunity for an additional 40% of employees to gain knowledge.
Experience-based events
Promoting the Advancement of Women
Olympus and its Japan subsidiaries actively recruit and promote high quality professional and talented people and provide them with opportunities to work in our company so that all employees can demonstrate their abilities without discrimination based on gender in recruitment, promotion, or salary increases.
As of March 2023, Olympus has 105 female employees in managerial positions with a ratio of exceeding 7%. The ratio of female assistant managers and section heads who are candidates for managerial positions is 15.4%, and the overall ratio of female employees is 20.6%, both of which are higher than in the previous fiscal year.
To achieve a good balance between private life and career development, we have introduced various systems for employees with children, including shorter working hours for periods that exceed legal requirements. We have also established the Olympus Kids Garden, an in-house childcare center, at our Shirakawa and Hachioji business sites.
Our training system is implemented on an ongoing basis and is designed to develop next-generation leaders, support their careers, and foster a corporate culture. We also provide training for female leaders to strengthen the skills of candidates for management positions, a mentoring system that encourages female leaders to think about their careers through dialogue with mentors, support for balancing their work with their career path by providing a place for employees on childcare leave to network, training for employees returning to work after childcare leave to support early start-up of operations after returning, and training for managers to learn about the management of diverse human resources.
We also hold networking events for female employees in managerial positions. In FY2023, we had held lectures by an outside expert and a female Corporate Officers, with total participation of 40 employees.
A networking event for female employees in managerial positions (the CHRO and RRO also attended)
Training for managers to promote understanding
Olympus Kids Garden, an in-house childcare center at the Hachioji business site
Women's Activity Promotion Training System
External Evaluations
Platinum Kurumin
Eruboshi
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.
PRIDE Index 2022
Olympus has established a dedicated consultation office in Japan to promote understanding and support for sexual minorities.
We also conducted e-learning and ALLY activities by volunteer to promote understanding of LGBTQ issues.
As a result of these activities, we received a "Silver" certification in the "PRIDE Index 2022," an evaluation index for LGBTQ initiatives in Japan.
Targets and Achievements Data
【Female】
| Female officers | April 2022 | March 2023 | April 2023 | |
|---|---|---|---|---|
| 8.8% | 9.1% | 9.1% | ||
Changes in Females in Managerial Positions
| April 2022 | March 2023 | ||
|---|---|---|---|
| Female section supervisors | 14.0% | 15.4% | |
| Female employees | 20.1% | 20.6% | |
| Female new graduates recruited* | 25.9% | 27.9% | |
| Female mid-career hirings | 25.3% | 24.7% | |
| Male years of continuous employment* | 14.10 years | 16.02 years | |
| Female years of continuous employment* | 10.90 years | 13.01 years | |
Note:Seconded employees were counted as employees of the seconding company.
Note:In 2023, the scope of employees included in calculations was expanded from regular employees to directly-employed employees, and the calculation period has been changed from April to March.
* Female new graduates recruited and years of continuous employment are calculated for regular employees.
【Foreign nationals and other】
| April 2022 | March 2023 | ||
|---|---|---|---|
| Officers with foreign nationality | 32.4% | 33.3% | |
| Persons with disabilities* | 2.8% | 2.8% | |
*Eight companies of the special group
【Childcare related】
| FY2022 | FY2023 | ||
|---|---|---|---|
| Men who took childcare leave*1*2 | 41.3% | 70.2% *Target: 100% (FY2026) |
|
| Women who took childcare leave | 100% | 94%*3 | |
| Childcare leave period (males) | 41.1 days | 26.5 days | |
| Childcare leave period (females) | 367.4 days | 354.1 days | |
| Women who returned to work after childcare leave | 100% | 98% | |
Note:Seconded employees were counted as employees of the seconding company in FY2022, and employees seconded to the Company and to subsidiaries were excluded in FY2023
*1In FY2023 for the purpose of calculating the percentage of men who took childcare leave, seconded employees were counted as employees of the company to which they were seconded.
*2 Men who took childcare leave includes those employees who were eligible to take special paid leave when their wives gave birth.
*3The percentage of employees who took childcare leave in the relevant fiscal year was 100%, but maternity leave for women who gave birth is included in the childcare leave period, and consequently, the calculated percentage is 94%.
【Workstyle】
| FY2022 | FY2023 | ||
|---|---|---|---|
| Annual leave | 13 days | 12 days | |
| Average legal overtime hours per month | 7.0 hrs | 8.6 hrs | |
| Telecommuting use* | 65.0% of eligible employees used service at least one day per month |
70.0% of eligible employees used service at least one day per month |
|
Note:Seconded employees were counted as employees of the seconding company in FY2022, and employees seconded to the Company and to subsidiaries were excluded in FY2023
Note:In 2023, the scope of employees included in calculations was expanded from regular employees to directly-employed employees.
*Seconded employees who telecommuted were counted as employees of the seconding company.