Talent Attraction

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

Basic Policy

Basic Policy

Message from the CEO

Diversity is a driving force for OMRON’s growth. Junta Tsujinaga President and CEO

We at OMRON uphold the idea of "respect for all" as one of Our Values that we live up to as we implement the OMRON Principles.

Based on this value, we aim to become a corporate group that encourages a diverse assembly of people with varied thoughts and value perceptions to fully demonstrate their capabilities and bring out their unique potential. In such a corporate group, all people must be given equal opportunities to play an active part in the workplace without regard to nationality, religion, marital status, gender, sexual orientation, gender expression, gender identity, disability, or other attributes. If diverse people who work at OMRON challenge themselves with a shared vision and goals while living up to the OMRON Principles, it will lead to innovation.

I believe that this in turn will allow us to solve various social issues through our business. Our goal is to become a corporate group that people can always depend on, and an organization that continues to live up to the high expectations of people from all over the world.

To make this happen, we will continuously strive to embrace diversity and inclusion in our workplace.

Generating diverse talent taking on the challenge of value creation

The OMRON Group long-term vision, Shaping the Future 2030 (SF2030), emphasizes that our employees are the driving force of social value creation through our businesses. Under SF2030, we pursue global human resources policies that attract diverse talent and encourage each individual to fulfill his or her potential. We do this by forging a new company-employee relationship and by accelerating diversity & inclusion (D&I).

SF2030 Human Resources Strategic Vision
Inspired by the corporate philosophy of "contributing to a better society," the company and its employees will always choose each other and continue growing together.

A new company-employee relationship: Choosing each other and continuing to grow together

In the context of changing social and economic conditions, human resources are destined to become increasingly mobile over the next decade and the relationship between companies and their employees will shift to one of greater equality. Amid this shift, companies will be required to define clearly the opportunities for growth and empowerment, as well as the results expected. Employees will be required to demonstrate self-motivation in improving their own professional skills, lending their skills to the company on a continued basis. Based on the premise that companies and employees choose each other and build new relationships of mutual growth, our aim is that both OMRON and our employees become entities upon which society depends.

Accelerating diversity & inclusion

As social issues become more complex and widespread, it will become even more important that diverse human resources with various specialties work together on a global scale to address these issues. This is why SF 1st Stage focuses on efforts toward D&I by which we will attract and develop human resources. It is also important that a corporate culture allows every employee the freedom in pursuing their aspirations and taking on the challenge of solving social issues, without regard to country or organization. We will invest actively in creating environments and frameworks for this purpose.

OMRON’s Concept of Diversity & Inclusion
Initiatives to Accelerate Diversity & Inclusion

Investment in individuals keen to grow

The OMRON Group will proactively invest in human resources in order to help those who are motivated to enhance their abilities and to help those who have been promoted acquire the abilities needed to achieve higher performance.

Under SF 1st Stage, we intend to invest 6 billion yen (cumulative 3 years) in human resources development. This figure is three times more than we have ever invested in the past in this area. We will develop human resources skills for all employees globally, focusing on the three areas:

  1. Development and promotion of leaders
  2. Attraction of diverse and versatile human resources
  3. Shift from product value perspective to essential value perspective

Specifically, we will expand programs to acquire and strengthen new skills (DX, etc.) necessary for business transformation; develop leaders through study abroad and secondments to outside institutions; and encourage feedback and interaction (coaching, mentoring, etc.). In addition, we intend to expand our job posting system and accelerate project-based team building on a global basis across countries and regions to offer diverse career and work-style options. Through these initiatives, we will transform OMRON into an organization in which all employees can fully demonstrate their capabilities and fulfill active roles.

Job-based human resources system with defined roles, responsibilities, and specialties

We will clarify the criteria for job roles and duties to ensure that the right person is assigned to the right place at the right time, based on the abilities, expertise, and motivation of each individual.
Furthermore, through appropriate goal setting and evaluation/compensation processes (once a year) using Management by Objectives (MBO), as well as frequent and agile one-on-one dialogues for mutual communication, we aim to enhance satisfaction and maximize motivation.
We plan to review the treatment of employees regardless of age, length of service, and personal attributes, pursuing promotions for young employees.
In addition, our domestic bonus system incorporates performance evaluation factors for individual business units, as it allows each employee to be dedicated to the performance of the respective business unit employee belongs to, that is, team-based performance, and rewards them for their contribution to achieving results.

Initiatives and programs to share achievements of resolution of social issues

We will continue to evolve The OMRON Global Awards (TOGA) as a means to put our corporate philosophy into practice and to share examples of how we solve social issues.

As part of initiatives to share achievements of resolution of social issues, we introduced stock-based compensation as a Medium-term Incentive Plan for employees in managerial positions at the OMRON Group worldwide in fiscal 2022.

In Japan, we have been expanding the job-based human resources system for key managerial positions (managers, experts, and specialists) to non-managerial positions.

Investment in human capital to support realization of vision and ambitions

SF2030 defines human creativity* as a quantitative indicator to measure how effectively OMRON utilizes human capital to enhance corporate value. We set a target of improving this indicator by 7% in fiscal 2024 compared to fiscal 2021. We use this value as an indicator of growth for value creation by using individual employee capabilities effectively. This indicator is an important strategic goal for OMRON.

  • *Human creativity: Value added per labor cost unit, or value added (sales minus variable costs) divided by total labor cost

Talent Development

Training programs tailored to specific needs of employees

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. See the table below for specific training details.

Average training hours

OMRON Group employees (including overseas group companies) received an average of 26.5 hours per person in training and development time during fiscal 2022.

Global Common Training Programs

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
Mentoring Program Opportunity for mutual development, including one-on-one career development and role modeling
Management Training Acquisition of skills and mindset to bring out the best performance from our diverse human resources
The Global Academy An opportunity to grow as a global leader who embodies the OMRON Principles and achieves results together with colleagues, while also confirming preparedness to be a top manager in the OMRON Group
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

In-House Training Programs in Japan

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
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

Personal Development Support Programs in Japan

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

Hiring, Developing, and Promoting Leaders

Fostering leaders who take on core positions

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.

Hiring, developing, and empowering diverse talent

An important part of our human resources strategy is to recruit, train, and encourage top performance from a diverse base of human resources.

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.

Ensuring diversity in promoting leaders

Promoting women to managerial roles

The OMRON Group pursues initiatives to increase the number of female managers and management candidates. We do this by expanding opportunities for female employees and providing training to female employees. We also strive to raise awareness and foster a corporate culture within the company to achieve this goal.

Under SF 1st Stage, we set a goal to increase the ratio of women in managerial roles to 18% globally. We will continue initiatives to nurture female candidates for management in Japan and overseas, raise awareness among supervisors, improve training, and select young managers.

As of the end of fiscal 2022, the OMRON Group (globally) had 504 (16.6%) women in management positions. This figure includes 367 (25.3%) female managers overseas and 137 (8.7%) female managers in Japan.

We have seven female directors in Japan, including one outside director, one managing executive officer, two executive officers, two presidents of affiliated companies, and one director of an affiliated company.

Hiring and promoting foreign nationals

As of the end of fiscal 2022, 48 of the 60 key Group (globally) managerial positions overseas are filled by foreign nationals (non-Japanese) representing 80% of the total. We will continue to assign the right people to the right positions, regardless of nationality.

As of the end of fiscal 2022, the Group employed 136 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.

Hiring and promoting mid-career professionals

During fiscal 2022, we hired 271 such individuals, 42 of whom we hired for managerial roles. We will continue to hire the mid-career professionals necessary for strengthening our businesses.

Optimal personnel allocation at the global level

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.

Localizing key positions overseas

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 2022, the ratio of non-Japanese in key managerial positions overseas was 80%. We will keep working to maintain and improve the figure exceeding 80% in fiscal 2023 and beyond.

Ratio of Non-Japanese in Key Managerial Positions Overseas

Promoting Empowerment of Women

The OMRON Group stated in SF2030 that employee diversity is the driving force to achieve innovation driven by social needs and create a better society. To this end, we strive to employ talented people in various fields regardless of nationality or gender. We work globally to create environments in which these people can use their abilities to the fullest.

Global initiatives

We engage in various initiatives to expand the number of women in leadership roles. We exercise gender balance in the selection and development of global management candidates, and provide leadership training (WLP) and mentoring programs for women.

In addition to encouraging women to aspire to leadership roles, we also provide training for managers regarding unconscious bias and enhancing psychological safety. In this way, we endeavor to draw out a diversity of ideas and opinions based on employee individuality, knowledge, personal history, and experience. We strive to foster a corporate culture in which employees express their opinions freely, regardless of their position in the company, in the pursuit of results and value creation.

As a result of these efforts, we are seeing a global increase in the number of women in management roles. The OMRON Group will continue to accelerate efforts toward the goal of increasing the ratio of women in managerial roles to 18% globally, as stated in SF 1st Stage.

Initiatives in Japan

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. In order to accelerate these initiatives, the Group offers programs to help female employees to envision their career with medium- to long-term point of view and realize the career path, such as annual career/skill development interviews with their managers to support self-reliant career development, as well as “Application System” or “Open Recruitment System”.

As a result of both implementing career support through programs tailored to each individual and offering flexible workstyle, the Group has achieved to promote growth of diverse members.

We have also introduced a mentoring program that takes advantage of diagonal relationships (not direct supervisors), creating opportunities for mutual growth and networking through awareness from multiple perspectives. Further, performance evaluation indicators for managers includes organizational capacity improvement targets (organizational operations, human resources development) to foster the development of diverse human resources. By strengthening our capability to manage diversity, we are achieving changes in mindset and culture that encourages self-driven improvement and personal growth.

As a result of these efforts, the number of female leaders has gradually risen across the OMRON Group. As of April 2023, female director and officers numbered 7 in Japan (1 outside director, 1 managing executive officer, 2 executive officers, 2 presidents of affiliated companies, and 1 director of affiliated company). Female managers (managerial or upper-level positions or with specialist status) numbered 137, or 8.7% of managers. 566, or 10.9% women were in assistant-manager positions for the OMRON Group in Japan.

The number of female managers in Japan was 22 in 2012 when we started this initiative and now the number reached 137, growing fivefold. The Group enjoys diversified role models whose voices are reflected in various decision makings. Furthermore, we have set a target of having at least 200 female managers by the end of March 2025, and we are continually working to reform the awareness of managers and female employees, expand opportunities for women to thrive, and promote them.

Number and Ratio of Women in Managerial Roles in the OMRON Group in Japan

  • *2019 and before: Include OMRON Automotive Electronics Co., Ltd (OAE). OMRON’s shares in OAE were transferred in October 2019.

Action Plan to promote the role of women

The Act on Promotion of Women's Participation and Advancement in the Workplace came into effect on April 1, 2016 in Japan. In response, the OMRON Group in Japan 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.

Action Plan

Revised in March 2022

OMRON Corporation Diversity Action Plan

Participation in the Council of Male Leaders Promoting Women’s Roles in Society

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.

The Council issued a declaration based on three concepts:

  1. Taking the lead in promoting the role of women;
  2. Disrupting the status quo; and
  3. Developing networks of like-minded leaders.

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.

Junta Tsujinaga
President and CEO

Empowerment of People with Disabilities

Promoting employment of people with disabilities, considering diversity as a driver of corporate growth

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.

Global Initiatives

OMRON employs people with disabilities across the globe. A total of 169 people with disabilities (based on the legally mandated employment ratio in each country) work at 27 OMRON Group sites overseas. (as of the end of fiscal 2022)

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 types 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 sites in which people with disabilities are employed at the end of fiscal 2022: Brazil, Italy, the Netherlands, France, Germany, Spain, Turkey, Indonesia, Malaysia, Vietnam, China, Taiwan, South Korea, India, Portugal, and Thailand.

Status in Japan

As of June 2022, the percentage of employees with disabilities at the OMRON group in Japan was 3.1%. In total, 262 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.

As the OMRON Group, we will continue to fulfill our social responsibility, encouraging the employment and activities of people with disabilities as we acknowledge diversity as a driver of OMRON development.

Ratio of Employees with Disabilities - the OMRON Group in Japan

  • *Fiscal 2018 and before: Prior to the stock transfer of OMRON Automotive Electronics Co., Ltd.

Special subsidiary initiatives

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 types of disabilities. 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, in order to widely disseminate the OMRON Group’s knowhow in employing people with disabilities throughout society. In this way, the Group is committed to expanding employment opportunities for people with disabilities.

Top: Creativity and ingenuity create work environments tailored to the individuality of each employee
Bottom left: Members of OMRON Kyoto Taiyo Co., Ltd.
Bottom right: Members of OMRON Taiyo Co., Ltd.

Environments Supporting Diverse Human Resources

Policy on improving internal environments

The OMRON Group (Japan) is committed to creating environments in which diverse human resources play active roles, fostering a corporate culture of highly motivated members who contribute actively as a matter of course. We also pursue activities by which every member working for the OMRON Group drive improved corporate value.

Supporting foreign nationals

The OMRON Group implements a variety of measures to help foreign nationals in Japan work comfortably and express their individuality. We offer multilingual communications methods, multilingual documentation, internal social networks for employees to share information, informal meetings, and more, offering an environment in which employees can share information, regardless of nationality. We conduct personal interviews to learn more about individual circumstances related to religion and culture, providing options upon requests.

Re-employment system for retirees

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. With regard to re-employed retirees aged 60 to 65, the Group improved the system in fiscal 2020 in which their compensation is based on the roles and achievements of each individual. Our aim is to help them best demonstrate the developed abilities to the same extent they did before their retirement. As a measure to secure employment opportunities for those up to the age of 70, the Group adopted a system in fiscal 2021 that allows employees to continue to work after the age of 66 through reemployment or outsourcing.

Further, we support the self-directed career plans of senior employees through Second Career Training (for employees aged 50 and 55). This training allows each employee plans the direction of their own career and eventual retirement, serving as an opportunity for employees to reassess their career at OMRON. This training offers basic knowledge on life planning design and provides support at a crossroads in which employees can select their career path looking ahead to retirement.

Initiatives for LGBT (Sexual minorities)

Aiming to create a comfortable workplace for all, the Group began fully engaging with LGBT issues in 2016.* OMRON hosted a workshop to increase understanding of and give a thought to gender diversity related to LGBT employees, inviting Ms. Maki Muraki, representative of specified nonprofit organization Nijiiro Diversity as a lecturer. Through the workshop, employees gained a deeper understanding about the concerns of LGBT persons and their challenges.

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.

In March 2019, OMRON revised the definition of family (spouse) per internal rules to include same-sex partners. In April 2021, OMRON updated the definition of family to include those who have been certified in-house as spouses in common-law marriages.

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 initiatives, work with Pride, a voluntary organization that supports the promotion and acceptance of LGBT diversity management, certified OMRON as a Gold Standard Workplace for five years in a row since fiscal 2017 in the PRIDE Index, a recognition program by the organization.

  • *LGBT:Shorthand for sexual minority, who are lesbian, gay, bisexual, or transgender
  • Seminar at Kyoto Office

Support for long-term work-life balance and childcare/home care

We focus on creating environments in which employees continue to work while balancing work and home life, even in the face of changes associated with life events such as childbirth, childcare, and nursing care.

Career reentry initiative

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.

Leave for infertility treatment

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 mutual-aid association in Japan 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.

Childcare support

OMRON has various systems and measures in place to ensure that employees can handle childbirth and childcare with peace of mind.
Interviews are held with female and male employees to confirm their intentions regarding childcare leave to ensure that employees who wish to take childcare leave can do so while receiving the support of their colleagues in order that their work proceeds as planned. In addition, return-to-work seminars are offered so that employees can share their experiences and tips for balancing work and childcare. In addition, the following systems are in place:

  • Maternity leave (8 weeks before delivery, 8 weeks after), aprox.10% of normal salary paid by company as allowance, aprox.66% - by Omron Health Insurance Society
  • Childcare leave (by the march of year when child become 2 years old, benefit paid through employment insurance)
  • Shortened working hours (normal working time may be shortened max. for 2 hours) till the child graduates from junior high school
  • Nursing care leave (paid, 5 days for one family member, in case there are more than 2 children – 10 days)
  • Maternity/Paternity leave allowance
  • Child education allowance, enrollment bonus

In cooperation with the Mutual Aid Society, we also have a childcare subsidy program (home helper subsidy, maternity and childcare gifts).
For maternal health care, female employees with children under one year of age are offered breaks (at least 30 minutes twice a day) that can also be used for breastfeeding and milking. The health counseling room can be used as a place for milking and resting.
Childcare facilities and nursing rooms for employees are also available at some production sites in Asia-Pacific, China, and Europe.

Childcare leave for male employees

The Group is encouraging male employees to take childcare leave. The rate of male employees taking childcare leave rose from 18% in fiscal 2021 to 41% in fiscal 2022. Furthermore, we are seeing wider use of spousal maternity support leave (paid, up to 5 days), which can be taken before and after childbirth. A full 55% of employees take advantage of this leave, averaging to 3.8 days.

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.

Home care support

The OMRON Group 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, we are expanding our nursing care support system, which includes nursing care leave, shortened working hours for nursing care, shortened working days for nursing care, special caregiving leave (paid, 5 days), special nursing care leave (paid, 5 days per eligible family member; 10 days per child if there are two or more children), and nursing care assistance support funds.
The Group conducts seminars on elder care issues and provides information through the web and other media. Along with the setup of a consultation center, the Group 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, the Group has been focusing on helping ease the worries and concerns of those handling family care, in cooperation with the OMRON Group employee mutual-aid association.

Total Number of Applicants for Employee Support Initiatives (Group Companies in Japan including OMRON Corporation)

Applicants for Employee Support Initiatives in Fiscal 2022 (OMRON Corporation)

Number of applicants for childcare leave 68 (Male: 47, Female: 21)
Number of applicants for short working hours for childcare 28 (Male: 2, Female: 26)
Return to work rate after taking childcare leave 100%

Environments Supporting the Success of Diverse Human Resources

Item Typical Initiatives
HR Development / Promotion
  • Career development/skill development interview
  • Leader training, career training and networking opportunities for female employees
  • Staff development training for managers
  • 360 Feedback of managers to value their actions of practicing OMRON Principles
  • Elimination of classification of employees into main career track and general staff work (2015)
  • Program to change job categories and employment systems
  • Set targets for the number of female managers (April 2025: ≥200)
  • Introduction of “Application System” and “Open Recruitment System”
Work Style Reform
  • Flexible work hours (no core hours)
  • Working from home arrangement
  • Shortened working hours (for employees raising children or caring for family members)
  • Shortened working days (4-day workweek or 3-day workweek depending on nursing care, nursing care, hospital visits, etc.)
  • No overtime days
  • Successive holidays taken by each employee (5 days)
  • Leaving work by 8 pm, keeping overtime within 2 hours per day
  • Satellite offices
  • Home office
  • Half-day/hourly paid leave
  • Support initiatives to encourage self-development, health promotion, and personal/family lives
Workplace Culture / Continuing Employment
  • Establishment of a Diversity & Inclusion promotion department
  • In-company diversity seminar/training
  • Awareness enhancement for entire workplace
  • Delivery of top executive messages/introduction of role models
  • Seminar on elderly care issues
  • Participation in "Iku Boss (managers who support working women) Alliance"
  • Establishment of support initiatives to achieve balance between work and family care
  • [Overall]
  • Leave for moving to a new home due to job transfer of spouse, area-limited work arrangement, commuting by Shinkansen bullet train, and returning to work (career reentry initiative) ★
  • Work at limited area (exemption from transfer involving location change)
  • Special nursing care leave (for family members up to the second degree of kinship, paid, half-day or hourly leave) ★
  • Shortened workdays (4-day or 3-day workweeks depending on caregiving, nursing, hospital visits, etc.) ★
  • [Pregnancy/giving birth]
  • Leave for infertility treatment (365 days max., may divide a year into portions) ★
  • Maternity leave (8 weeks before and 8 weeks after childbirth) ★
  • Paternity leave (maximum 5 days, paid) ★
  • Postnatal childcare leave (Postnatal leave for male employees)
  • [Childcare]
  • Childcare leave (Until the end of March at the child's age of 2 years max.) ★
  • Short working hours for childcare (Until the child graduates from elementary school) ★
  • Nursing care leave (paid, 5 days for one family member, in case there are more than 2 children – 10 days)
  • [Care for sick/elderly family]
  • Leave for care of sick/elderly family member (365 days max., may divide a year into portions) ★
  • Short working hours for care of sick/elderly family member (Until the need for care is eliminated, may divide into portions) ★
  • Special caregiving leave (for family members up to the second degree of kinship, paid, half-day, time-credit available) ★
Recruitment / Employment
  • Proactive publicity
  • Mid-career employment of female leaders
  • ★ exceeds legal standards

Related data

Number of Employees by Area

Employment Status, OMRON Group in Japan

OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON EXPERTLINK Co.,Ltd., OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON Corporation, OMRON EXPERTLINK Co.,Ltd., OMRON Automotive Electronics Co. Ltd., OMRON SOCIAL SOLUTIONS Co.,Ltd., OMRON SOCIAL SOLUTIONS Co.,Ltd.