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 group companies in Japan 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, in 2022, Olympus obtained “Platinum Kurumin Certification,” which recognizes companies that are committed to high standards while promoting ongoing initiatives.
Furthermore, Olympus Marketing, Aizu Olympus, and Aomori Olympus were accredited as “Kurumin Certified Companies” in 2020, 2022, and 2024 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
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
- Encouragement of male employees to take parental leave
- 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.
Since FY2023, we have continued to hold DEI events with the objective of raising company-wide awareness by providing opportunities for employees to exercise “ownership” of DEI. In FY2024, a total of approximately 2,300 employees have participated in lectures for those in managerial positions given by outside experts, as well as experience-based events, caregiving seminars, talk sessions on childcare, 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 successfully provided an opportunity for the acquisition of knowledge among the 40% of employees who had low understanding or awareness of the subject before taking the course.
In addition, we held a workshop to facilitate a deepened understanding of DEI among employees in managerial positions and to make DEI a common language globally, with approximately 230 employees in managerial positions from Japan taking part.
Experience-based events
Promoting the Advancement of Women
Olympus and its group companies in Japan 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 2024, Olympus has 114 female employees in managerial positions with a ratio exceeding 9%.
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 Facility and the Global Headquarters (Ishikawa-machi, Hachioji-shi).
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, and training for employees returning to work after childcare leave to support early start-up of operations after returning.
Furthermore, in FY2024, we held cross-border workshops jointly with other companies. These workshops have as their aim the transformation of mindsets and attitudes towards participant careers, facilitated through the building of networks with companies in different industries, dialogues with role models from each company, and career work involving participants reflecting on their own leadership.
We also hold networking events for female employees in managerial positions. In 2024, these events were held twice, with the participation of a total of 45 employees. One of these events consisted of a joint panel discussion with Terumo Corporation, led by female officers.
A Networking Event for Female Employees in Managerial Positions
Olympus Kids Garden, an In-house Childcare Center at the Global Headquarters (Ishikawa-machi, Hachioji-shi)
Encouragement of male employees to take parental leave
Olympus and its group companies in Japan have long supported both men and women in balancing childcare and their careers.
From FY2024, we have established the target of male employees in particular taking childcare leave as one of the priority areas in our ESG Strategy, and are undertaking initiatives to achieve this. In FY2024, we created and made available internally video content of employees in managerial positions with subordinate employees who have availed of childcare leave sharing their experiences. In addition, since April 2024, we have provided a guidebook on supporting the reconciliation of raising children and work to encourage dialogue between supervisors and their subordinates availing of childcare leave, as well as providing measures for the revision of work duties and the utilization of external resources accompanying childcare leave and measures to provide financial support for childcare leave at the time of births.
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.
In addition to this, Aizu Olympus and Aomori Olympus received Eruboshi Stage 3 certification in 2023 and 2024, respectively.
PRIDE Index 2023
Olympus has established a dedicated consultation office in Japan to promote understanding and support for sexual minorities. We have also established an internal intranet to promote understanding of LGBTQ issues, and organize ALLY activities led by volunteers.
As a result of these activities, we received a "Silver" certification in the "PRIDE Index 2023," an evaluation index for LGBTQ initiatives in Japan.
Targets and Achievements Data (Olympus Corporation)
【Female】
Changes in Females in Managerial Positions
Note:Until FY2023, seconded employees were counted as employees of the seconding company in percentages of female employees in managerial positions. From FY2024 onwards, seconded employees are counted as employees of the company to which they are seconded.
| April 2022 | March 2023 | March 2024 | ||
|---|---|---|---|---|
| Female officers | 8.8% | 9.1% | 16.1% | |
| Female section supervisors | 14.0% | 15.4% | 13.9% | |
| Female employees | 20.1% | 20.6% | 19.5% | |
| Female new graduates recruited*1 | 25.9% | 27.9% | 34.6% | |
| Female mid-career hirings | 25.3% | 24.7% | 25.6%*2 | |
| Male years of continuous employment | 14.10 years | 16.02 years*3 | 14.1 years | |
| Female years of continuous employment | 10.90 years | 13.01 years*3 | 10.5 years | |
Note:Until FY2023, seconded employees were counted as employees of the seconding company in percentages of female section supervisors and female employees. From FY2024 onwards, seconded employees are counted as employees of the company to which they are seconded.
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.
*1Female new graduates are calculated for regular employees.
*2From FY2024, the percentages of female mid-career hires are calculated for regular employees.
*3Years of continuous employment for males and females for FY2023 are calculated for regular employees.
【Foreign nationals and other】
| April 2022 | March 2023 | March 2024 | ||
|---|---|---|---|---|
| Officers with foreign nationality | 32.4% | 33.3% | 43.0% | |
| Persons with disabilities* | 2.8% | 2.8% | 2.9% | |
*Eight companies of the special group
【Childcare related】
| FY2022 | FY2023 | FY2024 | ||
|---|---|---|---|---|
| Men who took childcare leave*1*2 | 41.3% | 70.2% | 88.0% *Target: 100% (FY2026) |
|
| Women who took childcare leave | 100% | 94%*3 | 100% | |
| Childcare leave period (males) | 41.1 days | 26.5 days | 53.9 days | |
| Childcare leave period (females) | 367.4 days | 354.1 days | 354.1 days | |
| Women who returned to work following childbirth | 100% | 98% | 100% | |
Note:Seconded employees were counted as employees of the seconding company in FY2022. From FY2023 onwards, employees seconded to the Company and to subsidiaries are excluded.
*1From FY2023 onwards, for the purpose of calculating the percentage of men who took childcare leave, seconded employees are counted as employees of the company to which they are seconded.
*2Men 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 | FY2024 | ||
|---|---|---|---|---|
| Annual leave | 13 days | 12 days | 14 days | |
| Average legal overtime hours per month | 7.0 hrs | 8.6 hrs | 10.5 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 |
79.0% of eligible employees used service at least one day per month |
|
Note:Seconded employees were counted as employees of the seconding company in FY2022. From FY2023 onwards, employees seconded to the Company and to subsidiaries are excluded.
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.