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Human Resource Management

Wellness Management

OMRON’s Health Management Declaration and related activities

Basic Policy
Employee Health Management

Basic Policy

Employee Health Management Declaration

The OMRON Group unveiled the declaration and program in light of a long-held commitment to solving social issues by putting the OMRON Principles into practice. The Group considers it is essential to maintain the vitality and enhance the potential of diverse talents to drive ongoing innovation that addresses the challenges of a fast-changing world.

The OMRON Group regards employees’ health maintenance and improvement as indispensable for the development of the Group as well, and thus formulated “Employee Health Management Declaration”.

OMRON Employee Health Management Declaration

OMRON aims to be a pioneer in creating social needs, and the health of our employees is accordingly fundamental to our business. We OMRON Group will unite to do our utmost to create positive working environments full of smiles and vitality so all of our people can innovate to solve various social issues.

President and CEO
Y.Yamada

Employee Health Management

Initiatives to Improve the Wellness of our Employees

Up until now, with the aim of providing a work environment that ensures the safety and security of workers based upon the OMRON Group Sustainable Conduct Policies and OMRON Group Rules for Ethical Conduct concerning labor health and safety, we have been working on formulating systems, human resource development, and developing an organizational culture. Having healthy employees is an essential part of all human resource strategies, and thus we have been promoting health management throughout the company since 2017.

In July 2017, we issued the employee health management declaration, which put forth exercise, sleep, mental health, nutrition, and smoking as five factors directly linked to concentrating at work and an affluent life. For these factors, we started initiatives unique to OMRON focused on improving employee concentration. This provides support by visualizing health, providing information to employees, offering guidance from industrial physicians and nursing staff, and educational opportunities, promoting employee awareness and formation of good habits. This also aims to decrease health risks looking forward, and through continuous, year-round approaches in all five of these areas hopes to bring about employees who are healthy both mentally and physically, creating a welcoming, cheerful workplace.

Health Promotion Structure

In order to accelerate these health management initiatives, we have established unique standards*1 for the placement of industrial physicians, nursing staff, counselors, and other occupational health staff that surpass those mandated in laws and regulations, and have put in place a detailed health management service they can respond to the needs of every employee.

Additionally, employee health information is consolidated in a health management system*2 which lets medical staff, health supervisors, and leaders assigned to each division share information necessary for their roles.

  • *1: Standard with which one public health nurse is assigned to locations with 300 or more employees.
  • *2: A system for managing health information such as periodic employee health checkups, interviews with doctors, and results of stress checks using occupational health staff, as well as work hours and leave hours, and information regarding employment measures.

Health Promotion Activities

In fiscal 2019, we are continuing to support OMWALK, an ongoing initiative to promote employee health, and creating an organizational culture that promotes the incorporation of exercise in their daily lives.

Additionally, as a joint collaborative health project with Society-Managed Health Insurance, as well as incorporating cancer screenings*3 in regular health checkups, we are also working on a health points program in which points can be exchanged for health goods, and on health data analysis.

Furthermore, fiscal 2019 has as its theme the prevention of passive smoking, and support for stopping smoking. In collaboration with Society-Managed Health Insurance, we are providing employees with the challenge of quitting smoking for three months, as well as providing outpatient support for smoking cessation.

  • *3: The joint collaborative health project conducts gastric cancer risk screening, prostate cancer screening, and colorectal cancer screening for specific age groups at the same time as regular health checkups.

Mental Health Initiatives

Based upon stress checks, the OMRON Group within Japan conducts organizational diagnostics, workplace interviews, and workplace environment improvement activities through the support of occupational health staff, etc., and is working to create a workplace conducive to both mental and physical health.

We are conducting mental health surveys at all Group companies within Japan, and the consultation rate for these for fiscal 2018 was 94.9% overall.

In education and training, OMRON has put in place an educational framework based upon the stipulations in the Industrial Safety and Health Act in accordance with the Guidelines for Maintaining and Promoting the Mental Health of Workers issued by the Ministry of Health, Labor and Welfare, for when implementing mental health education and training for managers.

Furthermore, since fiscal 2017 we have been working on using e-learning for self-care, with a 95.6% online and off-line consultation rate for fiscal 2018 for Group companies in Japan.

We will continue to improve content into fiscal 2019.

Preventing Group Infections and Hazards to Health

In the OMRON Group (within Japan), employees are required to report infectious diseases as a part of day-to-day health management, and thus prevent workplace outbreaks through awareness-raising activities regarding their prevention.

Additionally, we have decided upon Global New Infectious Disease Control Guidelines as a Group. In the event of new strains of influenza and other diseases that could pose a serious health hazard to the lives of employees and their families, we will respond using these guidelines.

Promotion of Work Style Options

Maintaining and promoting the health of all employees, demonstrating creativity, and improving productivity are all connected to creating sustainable growth for both individuals and the company, and therefore we are working to reform work styles.

[Target indicators]
Per-hour output (productivity) = Added value / Total actual working hours

[Target]
Per-hour output (productivity) in fiscal 2020: 134%
(*Fiscal 2014 result: 100%)

[Implementation]
Per-hour output (productivity) was up as follows:
Fiscal 2018 per-hour output (productivity): 111% (Fiscal 2014 result: 100%)

*Reference
- Total actual working hours: 2,009 hrs (Fiscal 2014) to 1,961 hrs (Fiscal 2018)
- OMRON Group companies in Japan

[Details of initiatives]
OMRON is promoting flexible work styles, and from 2010 has been taking measures such as setting no overtime days, and having five consecutive paid holidays. From 2015, we have been further developing these initiatives, launching the following measures;

(1) Expand opportunities to improve and acquire capabilities, for added value
  • ·Expansion of e-learning opportunities
  • ·Support for expensive external learning opportunities
  • ·Support for internal study meetings
  • ·Holding of company-sponsored seminars outside of work hours, etc.
(2) Prepare workplace infrastructure for productivity improvements through diverse work styles
  • ·Introduction of telecommuting
  • ·Introduction of satellite offices
  • ·Expansion of flextime to wider range of employees
  • ·Introduction of hourly based paid leave
  • ·Promotion of 5 consecutive days paid leave for management, etc.

In order to make a reality the innovation driven by social needs as in the Omron Principles, it is important that we create a work environment in which employees can have a good work-life balance, and enjoy their work. Looking forward, we will continue to make improvements in work styles.

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