OMRON’s policy and initiatives for recruitment and training in conformance with OMRON Principles of “Respect for All”
Basic Policy
Fulfillment Personnel
Personnel Allocation
Training Programs
Reward for Inventions
Related Information
The OMRON Group's mission is to solve social issues through business as defined in the OMRON Principles. To fulfill this mission, the Groups is working to develop individuals who can lead innovation and demonstrate diverse talents. Based on “Respect for All,” one of Our Values in the OMRON Principles, and a firm belief in human potential, the Group has a basic employee personal development policy to help all Group employees put their capabilities to the fullest for personal growth.
The human resources (HR) strategy is one of the key strategies of the OMRON Group's medium-term management plan called “VG2.0”, which covers the four years beginning in fiscal 2017. OMRON has also set its VG2.0 HR goal as “create a strong company in which people can grow, enjoy work, and continuously perform at high standards.”
To fulfill this goal, the OMRON Group has engaged in workplace environment and other measures, focusing to foster and develop human resources: those who can lead the Group's management and businesses; possess and can demonstrate diverse strengths; can autonomously work on self-transformation and self-growth on his/her own will.
In fiscal 2021, working on the next long-term vison that starts in fiscal 2022, the Group has been reviewing VG2.0 achievements and issues to set a new HR strategy.
One of the medium/long-term HR strategies is to foster leaders who assume core positions. In order to realize group-wide sustainable growth, the OMRON Group is working to allocate optimal human resources on a global level, as well as to globally foster candidates for the next-generation management team through hiring and training.
One of the measures specified in the VG2.0 medium-term management plan's HR strategy is to hire, develop, and empower diverse talent.
Especially, the OMRON Group is working to proactively hire excellent people, including DX (digital transformation) specialists who can lead business innovation, those with technical skills related to AI, IoT, and robotics that have been positioned as the focused technology areas, as well as field application engineers capable of proposing solutions to customers.
At the same time, by strengthening efforts in in-house human development and diversity promotion, the Group seeks to establish work environments and bolster support systems for diverse human resources from a variety of experiences, expertise, and opinions to demonstrate their talents to the fullest, regardless of gender, nationality, or age.
As of the end of fiscal 2020, the Group had 479 female managers globally, representing 17.5% of managerial roles. This number includes 377 female managers overseas (30.9%) and 102 female managers in Japan (6.7%).
In Japan, the Group has four females serving in executive roles (1 outside director, 2 executive officers, 1 president of an affiliated company).
As we work toward the goal of increasing ratio of women in managerial roles in Japan to 8% of the total by the end of fiscal 2021, the number of candidates for management positions has increased steadily. This development reflects our progress in raising awareness, fostering a corporate culture, expanding opportunities for female employees to play active roles, and providing training for female employees.
To achieve our target, we will continue to pursue initiatives that include developing female management candidates in Japan, raising awareness and bolstering training among supervisors, and identifying younger employees.
As of the end of fiscal 2020, 42 of the 56 key Group (global) managerial positions overseas are filled by foreign nationals (non-Japanese) representing 75% of the total. We will continue to assign the right people to the right positions, regardless of nationality.
As of the end of fiscal 2020, the Group employed 146 foreign nationals in Japan, 16 of whom serve in managerial roles. We hire and promote employees regardless of nationality, and these individuals serve in various departments, including production, technology, development, quality assurance, and human resources. In addition, we strive to improve work environments through multilingual documents and career support consultation desks.
In the four years since fiscal 2017, we have hired 643 (cumulative) mid-career professionals in Japan, 62 of whom serve in managerial roles. During the most-recent fiscal year of fiscal 2020, we hired 91 such individuals, 10 of whom we hired for managerial roles. We will continue to hire the mid-career professionals necessary for strengthening our businesses.
The OMRON Group promotes assignment of the right persons to the right places within each company, each region, and at the global level. This will drive business growth and empower employees to put their individual capabilities to the fullest use, while also helping them in career development.
Focusing on the development and assignment of global leading members of a next-generation management team, the Group offers rank-specific training opportunities on a global basis under the management of OMRON headquarters, along with the speedy assignment of the right persons to the right places.
To facilitate smooth placement of personnel beyond regional or national boundaries, globally common personnel transfer rules have been adopted to ensure fair and equal treatment for dispatched personnel at a new workplace.
As the globalization of business is accelerated within the OMRON Group, enhancement of local management is essential. Acknowledging this, the Group believes it is best to have people from a given country or region carry out management practices in that country/region. As such, for core positions to lead group management and businesses, the Group is committed to assigning local people within the region. In fiscal 2020, the ratio of non-Japanese in key managerial positions overseas was 75%*, well over fiscal 2020 goal of 66%. The Group will keep working to remain the figure again in fiscal 2021.
Globally common training programs or those specific to region, company, and business are offered in a way to meet each employee's abilities and tasks.
With OMRON's VG2020 long-term vision, the human resources strategy focuses on the following programs to foster human resources capable of taking the lead in the implementation and promotion of the long-term strategy.
In Japan, a new training session for improving practical management skills has been offered since fiscal 2016. This training is intended to allow candidates for the upcoming management team to learn competences required for management at an early stage and acquire a high level of management skills through hands-on practice. Since fiscal 2016, 271 employees have participated in the training session. With regard to the training and self-education support programs common to all employees at Group companies in Japan, average hours per employee was about 16 hours a year.
With regard to the entire OMRON Group including the global sites, average training hours per employee in fiscal 2020 was about 12 hours a year.
| Category | Objectives | Main training courses |
|---|---|---|
| Management training | Strengthen on-site management capabilities | New manager training, training for strengthening problem-solving capabilities |
| Rank-specific training | Understand difference in roles required for each qualification, and obtain awareness, knowledge and skills to fulfill given roles | New employee entering training and follow-up training, to-be assistant manager training when promoted, and mid-career follow-up training |
| Role-specific training | Acquire the knowledge and skills required for each work role | Supervisors' training, and training before stationed abroad |
| Assessment training | Create diagnosis/development plans for required capabilities | Management skill assessment training, and leadership assessment training |
| Career development support training | Encourage employees to take a "self-inventory" and examine their career plans by providing them with the opportunity to review their careers | Intermediate career plan training, new career training, second career training, and "new life plan" training |
| Core issue training | Solve core issues related to business | Women's leadership training |
| Job-specific training | Acquire specialized knowledge and skills required to perform tasks according to job category and duty | Conducted by head office department and each business company |
| Program | Description |
|---|---|
| e-Learning and Correspondence courses | Employees are reimbursed for half of course fees (subject to upper limit) if they complete the specified correspondence courses |
| Expensive external courses | Employees are reimbursed for half of fees for expensive external courses if they complete the courses costing more than 100,000 JPY (with upper limit). The courses include MBA/MOT courses and foreign language classes that are useful in mid/long-term career building |
| In-house study sessions | In-house study sessions organized by volunteer groups are given free in-house meeting rooms and financial support of up to 10,000 JPY per group for books, documents, and light meals |
| After-work & weekend seminars | Offering seminars on a wide range of themes from business knowledge & skills to mental/physical health promotion, as well as lectures by experts |
| Incentives for acquiring public qualifications | Incentive pay is provided to employees who acquire specified public qualifications |
| Program | Description |
|---|---|
| For new employees | New employees learn about basics they need to know as OMRON Group employees, such as corporate philosophy, history, basic data, business strategies, compliance and rules |
| For new senior managers | New senior managers learn about what they need to know as OMRON Group senior managers, such as labor management, finance, and rules |
| For new directors | Newly appointed directors learn about what they need to know as OMRON Group board of directors and Group company management, such as labor/ finance management, governance, and audit from management's point of view |
