Sustainability issues identified through decision process, FY2020 goals, and OMRON's initiatives
In fiscal 2017, OMRON set key sustainable issues based on it sustainability policy, which are made up of two main areas. The first are social issues OMRON should solve through the focus business domains defined in its VG2.0 medium-term management plan. The second are issues that should be addressed by building a strong platform to carry our VG2.0 to meet the expectations of stakeholders. OMRON set fiscal 2020 goals and is working since fiscal 2017 to achieve the goals. By aligning visions and directions of sustainability initiatives with VG2.0, OMRON is working toward sustained enhancement of corporate value.
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Issues to respond to stakeholder expectations | ||
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Social Issues |
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2020 Goals | Generate applications to embody the concept of innovative-Automation*1 in our four focused industries, establish control technologies, and develop new products—Generate Control Technologies for Manufacturing Innovation— |
2019 Progress |
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Achievement |
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Social Value | Contribute to economic development by improving social productivity |
Examples embodying innovative-Automation were showcased at "IIFE2019" held during November 27-29, 2019, Tokyo Big Sight
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Social Value | Contribute to healthy lives by extending healthy life expectancies and reducing medical expenses (initiatives to expand blood pressure monitoring at home and achieve vision of zero heart attacks and strokes; early detection and treatment of asthma via nebulizers and wheeze sensors) |
As well as aiming for zero events (preventing the onset of serious disorders (events) such as strokes and myocardial infarctions that are caused by high blood pressure) and zero asthma attacks, we are aiming to solve social issues by achieving personalized medicine.
Social Issues |
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2020 Goals |
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Social Value |
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Under VG2.0, our human resources strategy calls for creating a strong company where employees grow, enjoy their work, and improve performance continually. OMRON envisions an organization in which individual members of a diverse workforce can put their unique talents to use and achieve personal growth on their own initiatives. By so doing, these workforce members drive the growth of OMRON by contributing to customers and society as a whole, through improvements of productivity and added value.
OMRON’s Initiatives |
<Human Resources Strategy>
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2020 Goals |
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2019 Progress |
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Social Value |
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OMRON’s Initiatives |
<Diversity and Inclusion>
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2020 Goals |
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2019 Progress*2 |
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Case Studies |
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Social Value |
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OMRON’s Initiatives |
<Wellness management>
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2020 Goals |
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2019 Progress |
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Case Studies |
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Social Value |
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*Boost5: Five areas of physical and mental health: Exercise, Sleep, Mental Health, Nutrition, Smoking
OMRON’s Initiatives |
<Health and Safety related Management System and Improvement Activities>
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2020 Goals |
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2019 Progress |
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Case Studies |
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Social Value |
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OMRON’s Initiatives |
<Human Rights related Management System and Improvement Activities>
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2020 Goals |
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2019 Progress |
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Case Studies |
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Social Value |
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By putting the OMRON Principles into practice in a way that complies with its Manufacturing Policy*, OMRON will create social value and strives to contribute to sustainable manufacturing. In conformance with OMRON’s Purchasing Policy, OMRON also seeks to achieve sustainable procurement together with suppliers through purchasing practices that conform to our guidelines.
OMRON’s Initiatives |
<Advancing Group-Wide Product Quality Management>
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2020 Goals |
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2019 Progress |
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Case Studies |
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Social Value |
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*OMRON Group Rules: Internal rules established as a foundation for management in order to ensure transparency, fairness, and globality of management, and to ensure appropriate and prompt decision-making. These encompass 24 separate topics, including ethical conduct, risk management, unauthorized control, information security, safety assurance business management, IT controls, accounting and funding, labor and occupational health, environmental management, procurement, and brand logo management.
OMRON’s Initiatives |
<Engagement with Partners>
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2020 Goals |
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2019 Progress |
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Case Studies |
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Social Value |
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OMRON’s Initiatives |
<Advancement of Green OMRON 2020>
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2020 Goals |
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2019 Progress |
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Case Studies |
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Social Value |
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OMRON’s Initiatives |
<Advancement of Green OMRON 2020>
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2020 Goals |
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2019 Progress |
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Case Studies |
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Social Value |
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OMRON promotes risk management that integrates all risk-related activities at the global level, in order to ensure business continuity and the achievement of goals, while also fulfilling its social responsibilities. By disseminating the polices and rules established in-house, OMRON seeks to build long-term relationships of trust with stakeholders while helping employees engage in work and business with pride and a sense of security.
OMRON’s Initiatives |
<Enhanced compliance program>
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2020 Goals |
Continuous evolution of group governance
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2019 Progress |
Completed construction of group governance system
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Case Studies |
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Social Value |
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*OMRON Group Rules (OGR): Internal rules established as a foundation for management in order to ensure transparency, fairness, and globality of management, and to ensure appropriate and prompt decision-making. These encompass 24 separate topics, including ethical conduct, risk management, unauthorized control, information security, safety assurance business management, IT controls, accounting and funding, labor and occupational health, environmental management, procurement, and brand logo management.
OMRON’s Initiatives |
<Rebuilding an Information Security Management System>
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2020 Goals |
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2019 Progress |
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Case Studies |
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Social Value |
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*OMRON Group Rules (OGR): Internal rules established as a foundation for management in order to ensure transparency, fairness, and globality of management, and to ensure appropriate and prompt decision-making. These encompass 24 separate topics, including ethical conduct, risk management, unauthorized control, information security, safety assurance business management, IT controls, accounting and funding, labor and occupational health, environmental management, procurement, and brand logo management.
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