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

To realize Our Purpose, Olympus Corporation promotes diverse work styles with the aim of creating a healthy organizational culture in which every employee can perform at their best.
In April 2021, we revised our remote work policy, by significantly reviewing the eligibility criteria, maximum number of days, and work location, 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 hourly increments of paid annual leave, satellite offices and other measures. Furthermore, from April 2025, we abolished core working hours and expanded 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 Balancing Childcare and Career Development
• External Evaluations

Fostering an Inclusive Culture

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

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 FY2026, inclusion kick-off events were held in multiple regions around the world, including Japan. The Chief Officer of Inclusion (COI) explained that inclusion is a key management strategy that supports sustainable growth and innovation and spoke about the company’s commitment to achieving an inclusive culture where everyone can demonstrate their full abilities with fair opportunities. The COI also shared the company’s inclusion strategy, examples of initiatives in different regions, and measures to encourage active participation by employees. More than 1,000 employees participated globally, including about 250 in Japan.

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 2026, at Olympus Corporation, the ratio of female employees in managerial positions is 11.9%. Our training program 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 take ownership of career development through dialogues with mentors.
Furthermore, since FY2024, we have held cross-company workshops with other companies. These workshops aim to drive a shift in mindset towards participant’s career growth, which is facilitated through networking with participants from different industries, conversations with role models from each company, and group discussions reflecting on their own leadership goals.
We also hold networking events for female employees in managerial positions. To date, we have held events, including a panel discussion with female employees in managerial positions from various cultural backgrounds and a tie-up seminar with other companies to consider female health issues. The satisfaction rating among participants has been excellent, with an average rating of 4.9 or higher (out of 5 points) at each event, and these events have also facilitated post-event networking among participants.

Tie-up Workshop with Other Companies

Support for Balancing Childcare and Career Development

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

To achieve a good balance between private life and career development, we have introduced various initiatives 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).

Particularly with regard to childcare leave, we have set targets and are undertaking initiatives to achieve these targets, as one of the priority areas in our ESG Strategy. We are also encouraging dialogue at an early stage between employees who take childcare leave and their supervisors by using video content on the experiences of managers whose subordinates have taken childcare leave, a guidebook that supports the balance between childcare and work for both leave-takers and supervisors, and childcare leave planning worksheets. As a result of these initiatives, the childcare leave utilization rate in FY2025 reached the target of 100%.

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 2025

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 2024	March 2025	March 2026
Female officers	16.1%	16.7%	11.9%
Female section supervisors	13.9%	14.1%	15.7%
Female employees	19.5%	23.4%	24.1%
Female new graduates recruited*1	34.6%	34.6%	28.4%
Female mid-career hirings	25.6%*2	27.8%	44.8%
Male years of continuous employment	14.1 years	15.8 years	15.5 years
Female years of continuous employment	10.5 years	13.1 years	12.8 years

Note:For the percentages of female section supervisors and female employees, 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.

【Foreign nationals and other】

	March 2024	March 2025	March 2026
Officers with foreign nationality	43.0%	50.0%	45.5%
Persons with disabilities*	2.85%	2.89%	2.92%

*Eight companies of the special group

【Childcare related】

	FY2024	FY2025	FY2026
Men who took childcare leave*1	88.0%	98.2%	101.4%*1 *Target: 100% (FY2026)
Women who took childcare leave	100%	94%*2	97.3%*2
Childcare leave period (males)	53.9 days	59.6 days	66.8 days
Childcare leave period (females)	354.1 days	312.8 days	386.1 days
Women who returned to work following childbirth	100%	100%	100%

*1Men who took childcare leave includes those employees who were eligible to take special paid leave when their wives gave birth. Because the numerator also includes employees whose spouses had given birth before FY2025 but who took childcare leave in FY2025, the rate exceeds 100%.

*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 97.3%.

【Workstyle】

	FY2024	FY2025	FY2026
Annual leave	14 days	14.1 days	13.9 days
Average legal overtime hours per month*1	10.5 hrs	14.6 hrs	17.43 hrs
Telecommuting use*2	5,280 people	5,671 people	5,365 people

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

*2Employees affiliated with Olympus and Olympus Medical Systems.