OMRON’s policy and initiatives for recruitment and training in conformance with OMRON Principles of “Respect for All”
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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).
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.
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.
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:
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.
In Japan, 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. Through appropriate goal setting, evaluation, and treatment, we intend to heighten the sense of satisfaction while maximizing motivation. We plan to review the treatment of employees regardless of age, length of service, and personal attributes, pursuing promotions for young employees.
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.
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.
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.
OMRON Group employees (including overseas group companies) received an average of roughly 17 hours per person in training and development time during fiscal 2021. Standard training common for all OMRON Group employees (in Japan) averaged 16 hours per person for the year.
|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|
|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|
|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|
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.
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.
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. As a result, we achieved our target to increase the ratio of women in managerial roles in Japan to 8% by the end of fiscal 2021.
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 2021, the OMRON Group (globally) had 483 (16.9%) women in management positions. This figure includes 360 (27.1%) female managers overseas and 123 (8.0%) female managers in Japan.
We have five female directors in Japan, including one outside director, three executive officers, and one president of an affiliated company.
As of the end of fiscal 2021, 45 of the 56 key Group (global) 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 2021, the Group employed 139 foreign nationals in Japan, 17 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-year VG2.0 term from fiscal 2017 to fiscal 2021, we have hired 844 cumulative mid-career professionals in Japan, 72 of whom serve in managerial roles. During the most-recent fiscal year of fiscal 2021, we hired 201 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 2021, the ratio of non-Japanese in key managerial positions overseas was 80%*. We will keep working to maintain the figure exceeding 80% again in fiscal 2022.
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.
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.
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 2022, female director and officers numbered 5 in Japan (1 outside director, 3 executive officers, and 1 president of affiliated company). Female managers (managerial or upper-level positions or with specialist status) numbered 123, or 8.0% of managers. 530, or 10.1% 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 123, 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.
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.
Revised in March 2022
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:
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.
OMRON employs people with disabilities across the globe. A total of 151 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 2021)
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 2021: Brazil, Italy, the Netherlands, France, Germany, Spain, Turkey, India, Indonesia, Malaysia, Vietnam, the Philippines, China, Taiwan, and South Korea.
As of June 2021, the percentage of employees with disabilities at the OMRON group in Japan was 3.1%. In total, 261 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.
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.
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.
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.
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.
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.
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.
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 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.
In cooperation with the OMRON Group employee mutual-aid association, we provide childcare support services such as a childcare subsidy system support for finding a childcare center, and support for renting breast-pumping equipment.
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, 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.
The Group is encouraging male employees to take childcare leave. The rate of male employees taking childcare leave rose from 10% in fiscal 2020 to 18% in fiscal 2021. Further, we are seeing wider use of paid leave (up to 5 days) for births by spouses. A full 70% of employees take advantage of this leave, averaging to 3.6 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.
|Number of applicants for childcare leave||114 (Male: 43, Female: 71)|
|Number of applicants for short working hours for childcare||24 (Male: 0, Female: 24)|
|Return to work rate after taking childcare leave||100%|
|HR Development / Promotion||
|Work Style Reform||
|Workplace Culture / Continuing Employment||
|Recruitment / Employment||