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Wellness Management

OMRON’s Health Management Declaration and related activities

Basic Policy
Employee Health Management

Basic Policy

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

Maintaining and improving employee health energizes organizations

We at the OMRON Group believe that the health of every employee is the basis required for us to solve social issues. In July 2017, we issued Employee Health Management Declaration, with top management taking the initiative in promoting health management. In pursuing these activities, we established group-wide Boost5 indicators, striving to achieve these targets.

The three axes of health management and Boost5

Our health management activity policy consists of three axes.

The first is to foster innovative people and organizations. We endeavor to create environments that encourage a positive attitude in taking on challenges and that make work rewarding and enjoyable.

The second is to foster states of mental and physical health for employees to enjoy their lives. We encourage employees to lead health-conscious lifestyles and enjoy not only their work, but also their personal hobbies and interests.

The third is to fill the company with employees who will continue to be active in society, even after they graduate from OMRON. If these employees maintain and improve their health, they will remain active in the future and lead fulfilling lives while contributing to society.

To promote health management, we at the OMRON Group in Japan also established five specific indicators to support company-wide health along these three axes. We call these indicators Boost5. Boost5 refers to (1) exercise, (2) sleep, (3) mental health, (4) food, and (5) tobacco (stop smoking), all of which are essential for improving concentration and performance. To achieve the goals for each of these indicators, we establish special themes as a focus for each fiscal year.

Visible results and data usage

Based on the results of surveys conducted during fiscal 2019, we learned that those employees who achieved more on the Boost5 indicators also performed at higher levels on the job.

We at the OMRON Group in Japan collect data regarding the level of achievement in each of the Boost5 indicators through annual employee health and stress checks. We publish the results in an annual OMRON Health White Paper, and use the data to formulate future initiatives.

Health management strategy map

In our pursuit of health management, we created a health management strategy map to identify health issues that will lead to the solutions for management issues. We will incorporate these issues into measures and specific initiatives. By clarifying our health management strategy and story in this way, we enhance the effectiveness of our initiatives.

Health promotion structure

The OMRON Group included employee health initiatives as one of the key sustainability issues in our medium-term management plan. We pursue specific initiatives based on annual targets and plans approved by the Executive Council. Our Board of Directors monitors and supervises these initiatives based on reported details and progress.

The division responsible for health management works with professionals such as industrial physicians and industrial health staff. The division also coordinates with the health insurance association to resolve issues to achieve the targets across the entire organization.

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 management action framework (Japan)

  • *Boost 5:We selected five factors related directly to the ability to concentrate at work and live a fulfilled life (exercise, sleep, mental health, nutrition, smoking). Under this program, we focus on improving employee ability to concentrate based on these factors.

Health promotion activities

To address new health issues, including a lack of exercise and less activity due to the risk of COVID-19, during fiscal 2020, we distributed videos of radio calisthenics and held online seminars on yoga, muscle training, etc., as forms of exercise employees can perform as they continue to live and work from home. We continued the OMWALK (OMRON Walking) in fiscal 2020, which is an in-house walking event and health promotion activity for employees (held between December and January with 1,079 participants), encouraging employees to exercise in their daily lives. As a result of various events and measures designed for behavioral change among employees, the percentage of employees who regularly exercised at least twice a week increased from 30.6% in fiscal 2019 to 34.4% in fiscal 2020.

In addition, in April 2020, the OMRON Group (in Japan) institutionalized a no-smoking policy during working hours (including lunch breaks) in accordance with employment regulations. In preparation for this company-wide non-smoking policy, we have been engaged in gradual workplace environment changes at every work location since fiscal 2019. In addition, as a measure to support smoking cessation and in cooperation with health insurance societies, we held a company-wide anti-smoking event, the Smoking Cessation Marathon. We also provided assistance to smoking cessation outpatients among our employees. As a result of these efforts, the company-wide smoking rate (as of July 2020) decreased by 4.9 percentage points year on year to 16.3%, the largest decrease in the company's history.

In addition, OMRON actively promotes disease prevention and health improvement through joint projects with health insurance societies (Collabo-Health). We introduced cancer screening*3 as part of regular health checkups, and we also promote a Health Point program, which allows employees to exchange points for health-related goods. We are also providing health data analysis to our employees.

  • *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 2020 was 96.2% overall. A total of 11,630 individuals were eligible, with 11,186 participating.

Furthermore, since fiscal 2017 we have been using e-learning for self-care. Fiscal 2020 saw 97.6% online and off-line attendance, with 11,032 participants out of 11,303 individuals eligible for the program.

We will continue to improve content into fiscal 2021 and beyond.

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.

We were one of the first companies to establish a group task force in response to the recent COVID-19 pandemic. While fulfilling our responsibility to supply products and services, we are also asking employees to work from home, limiting the number of those coming to the office in accordance with the laws and regulations, policies, instructions, and guidance from local governments. In addition to our employees, we are also asking temporary and contract workers at our premises to comply with the same requests we established for our employees to ensure the safety and health of every individual and their families.

Based on government policies, the Group in Japan began work-site vaccinations in fiscal 2021.

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]
Total actual working hours

[Target]
Total actual working hours of 1,800 – 1,899 per employee for FY2020

[Implementation]
We maintained or improved productivity while achieving our target of 1,800 – 1,899 total actual working hours per employee.

*Reference
- Total actual working hours: 2,009 hrs in FY2014 to 1,887 hrs in FY2020
- 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
  • ·Eliminated core time requirements from the flextime program, adopting a super-flextime program in FY2021
  • ·Introduction of telecommuting: Abolished eligibility limit in FY2019, eliminated maximum allowable days in FY2021
  • ·Satellite office usage
  • ·Introduction of hourly based paid leave: Expanded eligibility in FY2019
  • ·Adopted shortened work hours in FY2019 and more

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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