Policy and initiatives for promoting diversity with the aim of encouraging diverse talent to fully display unique potential
Promoting empowerment of women
Employment of Persons with Disabilities
Other Support Initiatives for Diversity
"Respect for all" is one of Our Values in the OMRON Principles. As such, OMRON group strives to become an organization in which people with varied beliefs and value perceptions will be able to fully demonstrate their capabilities and bring out their unique potential. In the OMRON Group’s VG2.0 medium-term management plan, the Human Resources strategy focuses on promotion of diversity as one of the core strategies.
OMRON encourages a diverse group of people to take on challenges with a shared ambition based on the OMRON Principles. By so doing, OMRON strives to create innovation and resolve social issues through business.
Reflecting these challenges, we received the fiscal 2017 "New Diversity Management Selection 100" project and the fiscal 2018 "Nadeshiko Brand" designation, sponsored by the Ministry of Economy, Trade and Industry (METI) for the second consecutive year.
In 2012, OMRON set up a dedicated department to promote diversity at work. The department is continuously promoting diversity by improving working conditions so as to empower and motivate a diverse range of employees to take on more responsible roles in the global workplace.
The OMRON Group is committed to recruiting talented people in various areas without regard to gender, while also working to establish a workplace environment that can motivate them to put their capabilities to the fullest use.
To increase opportunities for women to play more active roles at work, the Group supports their career development and maintenance of work-life balance in tandem. Through this dual support, the Group strives to foster a diversity of role models for female workers. As part of career development support, the Group offers a female leader training program. Moreover, female employees are encouraged to build and expand women’s networking, and are given opportunities for self-study and development through participation in seminars, workshops, and information exchange meetings organized at each site. To help women achieve work-life balance, the Group is actively working with employees to improve working conditions. This is done through various measures that allow each member to put her capabilities to the fullest use. Examples include the issuance of guidelines, setup of a consultation office, and revision of personnel management systems.
As a result of these efforts, the number of female leaders has gradually risen across the OMRON Group. As of April 2019, female director and officers numbers 4 (outside director 1, executive officer 2, and president of affiliated company 1). 430, or 7.6% women were in assistant-manager positions for the OMRON Group as a whole. However, female managers (managerial or upper-level positions or with specialist status) numbered 85, or 5.2% of managers. The Group plans to increase the percentage of female managers to 8% in April 2021.
Going forward, the Group will continue to cultivate a corporate culture that makes it no longer special for all highly motivated employees have equal opportunities to assume leading roles at work. The Group will also promote initiatives to encourage female employees working at OMRON to make an even greater contribution to raising OMRON's corporate value.
The Act on Promotion of Women's Participation and Advancement in the Workplace came into effect on April 1, 2016. In response, OMRON created a set of specific goals and an action plan for promoting the role of women, based on the circumstances within each OMRON Group company. We have formally published these goals and our action plan for public reference.
Through this initiative, we hope to further expand the role of women within the OMRON Group. At the same time, we hope to foster an awareness and build a culture in which any employee can excel, growing as an individual together with the OMRON Group.
Revised: March 2019
|HR Development / Promotion||
|Work Style Reform||
|Workplace Culture / Continuing Employment||
|Recruitment / Employment||
This initiative gives hiring preferences to former employees who want to return to work after experiencing ongoing extenuating circumstances. Such circumstances may include relocation due to marriage or job transfer of a spouse, pregnancy, giving birth, care for a child or an elderly or ill family member, etc. The reentry application period is within three years after resignation, and reentered persons are employed as regular employees.
In fiscal 2005, OMRON Corporation and some Group companies in Japan introduced a special leave for infertility treatment. Employees who require longer leave than annual paid holidays for advanced infertility treatment are eligible for taking this special leave (a maximum of 365 days, may divide a year into portions). Moreover, the OMRON Group employee association in Japan, named "WITH", began providing subsidies for infertility treatment in fiscal 2005. Should an employee or his/her spouse receive infertility treatment, the employee association provides a subsidy of up to 200,000 yen in total for two years maximum, provided that the sum of the public subsidy from the respective municipality and the subsidy from the association does not exceed the actual cost paid for treatment.
Going forward, OMRON will continue to meet employees’ needs for career plans that achieve a work-life balance.
In May 2016, I began participating in the Council of Male Leaders Promoting Women’s Roles in Society, sponsored by the Cabinet Office. In addition, I joined the Council of Male Leaders Supporting Women's Roles in Society in Kyoto in July 2017. Promoting the active role of women in Japan is one of the most important issues facing Japan. At the same time, women are an indispensable part of the OMRON push for diversity.
This declaration closely resembles how OMRON is supporting diversity in our company. Moving forward, I will continue to take opportunities to spread the message of diversity both inside our company and in public. I hope to help foster an environment in which every individual can exercise their own initiative and develop their own potential.
President and CEO
In 1972, OMRON established OMRON Taiyo Co., Ltd., a factory run by people with disabilities, pioneering the employment of people with disabilities. Since then, the OMRON Group as a whole has been actively committed to increasing work opportunities for people with disabilities through its business, while also expanding opportunities for them to assume roles of greater responsibility in society. By so doing, the Group seeks to create a society in which those with disabilities can enjoy a more fulfilling life and rewarding work.
As of June 2018, the percentage of employees with disabilities at the OMRON group in Japan was 2.5%. This level includes employees at special subsidiaries charged with providing particular considerations for employees with disabilities. In total, 232 employees with disabilities are at work in various sites throughout the OMRON Group in Japan. In addition to these people, OMRON Taiyo and OMRON Kyoto Taiyo work in collaboration with Japan Sun Industries (Taiyo-no-Ie) to provide more people with disabilities with opportunities for work and training.
Outside Japan, 13 OMRON Group production companies employ people with disabilities.
Going forward, OMRON will continue to promote the employment of people with disabilities and empower them in their work. This will help make diversity in the workplace a key engine for the OMRON Group's growth, while at the same time allowing the Group to fulfill its social responsibilities.
In 1972, OMRON Taiyo Co., Ltd. was established as Japan’s first factory run by people with disabilities. It reflected the philosophy of Dr. Yutaka Nakamura, founder of Japan Sun Industries (Taiyo-no-ie), an organization engaged in vocational training and support for people with disabilities. Dr. Nakamura’s enthusiastic drive to expand work opportunities for people with disabilities resonated with OMRON founder Kazuma Tateishi. This led to the establishment of OMRON Taiyo and another similar factory, OMRON Kyoto Taiyo Co., Ltd., in 1985. At present, the two companies have been certified as special subsidiaries under the Act on the Promotion of the Employment of Disabled People, providing many challenged people with work opportunities.
OMRON Taiyo and OMRON Kyoto Taiyo also are dedicated to empowering people with disabilities in the workplace. Interviews with employees with disabilities are organized on a regular basis to listen to their requests and needs and provide considerations depending on the type of disability. Examples include the setup of studded paving blocks for visually impaired employees and automatic doors, as well as priority seats at the cafeteria for those in wheelchairs.
At production sites, OMRON Taiyo and OMRON Kyoto Taiyo leverage various OMRON technologies and employees’ creative ideas in order to create a workplace environment in which people, both with and without disabilities, can work easily and comfortably. This motivates all employees to fully demonstrate their skills and capabilities at work while also encouraging personal development. As a result, both companies successfully produce high-quality products.
A factory tour is also arranged for visitors from other companies, in order to widely disseminate OMRON’s knowhow in employing people with disabilities throughout society. In this way, OMRON is committed to expanding employment opportunities for people with disabilities.
OMRON promotes the employment of people with disabilities outside Japan as well. As such, 13 OMRON Group companies are staffed with employees with disabilities.
Inspired by the factory tour of OMRON Taiyo, the OMRON factory in Indonesia has also begun to employ physically challenged people. To create a factory in which all staff members with or without disabilities can work together in a team, regardless of the type of disabilities, the factory made various workplace adjustments and improvements and used specially designed tools and devices. OMRON Indonesia's efforts led to a contribution to Indonesian society that was recognized by the International Labor Organization as a Best Practice for the Employment of People with Disabilities.
Overseas production sites in which people with disabilities are employed include the U.S.A, Mexico, Brazil, Italy, Indonesia, Malaysia, China, and South Korea.
The OMRON group in Japan has always been committed to offering support for employees who are willing to continue working even after experiencing changes caused by major life event, such as marriage and childbirth. Available support initiatives are also designed to help them achieve a balance between work and personal life. See Initiatives to Empower Women above for details about employee support initiatives.)
OMRON also established measures to help employees who are engaged in care of elderly or sick family members to achieve a balance between work and family care. Specifically, OMRON conducts seminars on elder care issues and provides information through the web and other media. Along with the setup of a consultation center, OMRON is committed to strengthening support initiatives for family caregivers, such as leave and short working hours for care of sick/elderly family members. These initiatives help employees to be prepared for the need of taking care of aging family members, and balance work and family life once care needs to be given. Also since fiscal 2015, OMRON has been focusing on helping ease the worries and concerns of those handling family care, in cooperation with the OMRON Group employee association, "WITH".
In recognition of the company’s extensive support initiatives for employees with children, OMRON was granted the "Kurumin" certification by the Ministry of Health, Labour and Welfare in 2008. In 2015, OMRON acquired the "Tomonin" symbol mark, recognizing its extensive support initiatives as well as its commitment to creating a work environment that helps employees achieve work-family care balance.
|Number of applicants for childcare leave (start)||37 (Male:2, Female:35)|
|Number of applicants for short working hours for childcare (start)||42 (Male:2, Female:40)|
|Return to work rate after taking childcare leave||100%|
|Retention rate after taking childcare leave||100%|
OMRON implements various initiatives to support diverse members to work actively and comfortably
Aiming to create a workplace that anyone can work in comfortably, OMRON began engaging with LGBT (sexual minority) issues. As a first step, OMRON hosted a workshop in March of 2016 to increase understanding of the diversity of gender, and to consider how to deal with LGBT in the workplace. Maki Muraki, the representative of Nijiiro Diversity, a specified nonprofit organization engaged in strengthening public understanding of LGBT and providing support, was invited to give a speech. Listening to her speech, OMRON employees who participated in the workshop were able to deepen their understanding about the difficulties and problems that LGBT people face.
In March 2017, those in charge of human resources management and recruitment from OMRON and other companies, as well as students who belong to LGBT circles from 12 universities in the Kansai region, assembled to exchange opinions and ideas about how to create an LGBT-friendly workplace in which a diversity of people can work together comfortably.
By leveraging what they have learned through these activities, OMRON staff is considering how to support LGBT employees, and is conducting a review of organizational systems.
In recognition of these activities, in October 2017 OMRON was designated as a Gold standard workplace in the PRIDE Index by Work with Pride, an NGO established to promote LGBT diversity management.
OMRON Corporation and its Group companies in Japan have introduced a re-employment system for retirees. Targeting all retirees at the age of 60 as a basic rule, this system is intended to provide them with the opportunity to work until the age of 65 via re-employment agreements, as long as all requirements are mutually met.
To encourage those who have reached retirement age to continue making maximum use of the knowledge and experience they have developed even after retirement, OMRON conducts an interview with retirees about targets and results.
Going forward, OMRON will continue to devise initiatives aimed at empowering those over 60, so that they can assume leading roles in the workplace and enjoy fulfillment at work.
A breakdown of OMRON Group employees by region is shown below:
A breakdown of OMRON group employees (Japan) is shown below:
In fiscal 2017, the turnover rate of OMRON employees in Japan was 3.2%. The average length of service at OMRON was 17.7 years. That of male employees was 18.5 years, while that of female employees was 14.8 years.