Inclusion in Japan

• Changes to Inclusion Initiatives in Japan
• Systems and Mechanisms
• Initiatives
• Targets and Achievements Data

Changes to Inclusion Initiatives in Japan

Action Plan

• General Employer Action Plan Based on the Act on Advancement of Measures to Support Raising Next-Generation Children and the Act on Promotion of Women's Participation and Advancement in the Workplace

Systems and Mechanisms

Effects of Workstyle Reform

To realize the purpose of our existence, Olympus Corporation promotes diverse work styles with the aim of creating a healthy organizational culture in which each and every employee can perform at their best.
In April 2021, we revised the system, particularly in terms of teleworking, by significantly reviewing the eligibility criteria, maximum number of days, and places of work, in order to enable flexible work styles.
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 hourly increments of paid annual leave., introducing satellite offices and other measures. Furthermore, from April 2025, we abolished core working hours while expanding flexible working hours to allow employees to work while independently choosing their own start and end times. Through these efforts, we aim to improve productivity, achieve work-life balance for employees, and create a workplace culture that values their initiative.

List of Childcare-Related Systems

Initiatives

• Fostering an Inclusive Culture
• Promoting the Advancement of Women
• Support for the Balancing of Childcare Duties and Employee Careers
• External Evaluations

Fostering an Inclusive Culture

Olympus Corporation respects all forms of diversity and takes action to develop a climate based on mutual acceptance and to help employees understand and address the unique challenges faced by each individual.

Since FY2023, we have continued to hold educational events with the objective of raising company-wide awareness by providing opportunities for employees to exercise “ownership” of inclusion. In FY2025, we held lectures for those in managerial positions given by outside experts, experience-based events, caregiving seminars, exhibitions of photographs by employees with disabilities, and other programs, with a total of approximately 2,200 employees having participated.

In addition, we held workshops for employees in managerial positions to facilitate a deepened understanding and establish a common language globally among managers. At the workshops, approximately 700 participants, when combined with participants for FY2024, learned about “unconscious bias” and “psychological safety.”

Promoting the Advancement of Women

Olympus Corporation actively recruits and promotes professional and talented people and provides them with opportunities to work in our company so that all employees can demonstrate their abilities in recruitment, promotion, or salary increases.

• Employment

As of March 2025, at Olympus Corporation, the ratio of female employees in managerial positions is 10.1%. Our training for female managerial candidates is implemented on an ongoing basis. We offer both workshops which aim to facilitate reflection on their careers among participants through dialogues with role models and mentoring programs to encourage participants to think independently about their careers through dialogues with mentors.
Furthermore, since FY2024, we have held inter-company 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, conversations 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 FY2025, we held these networking events a total of three times, including a panel discussion with female employees in managerial positions from various cultural backgrounds and a tie-up seminar with Terumo Corporation to consider female health issues, with a total of 58 participants. The satisfaction rating among participants was excellent, with an average rating of 4.97 (out of 5 points), and these events are also serving to facilitate post-event networking among participants.

A Networking Event for Female Employees in Managerial Positions

Support for the Balancing of Childcare Duties and Employee Careers

Olympus Corporation has supported both men and women in balancing childcare and their careers.

To achieve a good balance between private life and career development, we have introduced various systems for employees with children, including extended periods of shorter working hours beyond 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).

For the taking of childcare leave in particular, we have set targets and are undertaking initiatives to achieve these targets, as one of the priority areas in our ESG Strategy. We have also created video content of employees in managerial positions with subordinate employees who have taken childcare leave and shared this internally. In addition, since April 2024, we have published a guidebook to support the balancing of childcare duties and work to encourage dialogue between supervisors and their subordinates availing of childcare leave toward the systematic acquisition of childcare leave, and have begun to implement measures for the revision of work duties during childcare leave as well as for the utilization of external resources.

Olympus Kids Garden, an In-house Childcare Center at the Global Headquarters (Ishikawa-machi, Hachioji-shi)

External Evaluations

Platinum Kurumin

Eruboshi

Persons with Disabilities

PRIDE Index 2024

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.

	March 2023	March 2024	March 2025
Female officers	9.1%	16.1%	16.7%
Female section supervisors	15.4%	13.9%	14.1%
Female employees	20.6%	19.5%	23.4%
Female new graduates recruited*1	27.9%	34.6%	34.6%
Female mid-career hirings	24.7%	25.6%*2	27.8%
Male years of continuous employment	16.0 years*3	14.1 years	15.8 years
Female years of continuous employment	13.0 years*3	10.5 years	13.1 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.

*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】

	March 2023	March 2024	March 2025
Officers with foreign nationality	33.3%	43.0%	50.0%
Persons with disabilities*	2.8%	2.9%	2.9%

*Eight companies of the special group

【Childcare related】

	FY2023	FY2024	FY2025
Men who took childcare leave*1	70.2%	88.0%	98.2% *Target: 100% (FY2026)
Women who took childcare leave	94%*2	100%	94%*2
Childcare leave period (males)	26.5 days	53.9 days	59.6 days
Childcare leave period (females)	354.1 days	354.1 days	312.8 days
Women who returned to work following childbirth	98%	100%	100%

*1Men who took childcare leave includes those employees who were eligible to take special paid leave when their wives gave birth.

*2The 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】

	FY2023	FY2024	FY2025
Annual leave	12 days	14 days	14.1 days
Average legal overtime hours per month*1	8.6 hrs	10.5 hrs	14.6 hrs
Telecommuting use*2	2,727 people	5,280 people	5,671 people

*1Employees affiliated with Olympus and Olympus Medical Systems. For FY2024, employees affiliated with Olympus

*2Employees affiliated with Olympus and Olympus Medical Systems. For FY2023, employees affiliated with Olympus