TOGA Begins as the Passion of One Employee
The inspiration for TOGA began in the vision of Irawan Santoso, president of OMRON Manufacturing of Indonesia (OMI), as a means to practice the OMRON Principles in our Indonesian production centers. Santoso' s aspiration for the OMRON Principles ranged far beyond OMRON' s manufacturing plants to include nearby factories and the Indonesian government in a program to employ disabled individuals. At the 2012 event to celebrate OMRON' s founding, Santoso was recognized with the Special Challenge Award, citing his outstanding example of practicing the OMRON Principles.
At this time, OMRON CEO Yoshihito Yamada thought: "I believe there are many more stories out there of employees putting the OMRON Principles into practice. We would like to uncover these current and future stories, in order to recognize, support, and share the efforts of OMRON employees." Thus TOGA was born. The circle of empathy and resonance of the practice of the Principles has expanded now outside OMRON as well, and has become a significant driving force for OMRON' s growth.
The Circle of Empathy and Resonance Expanding throughout the World
TOGA encourages employees to set their own goals for solving social issues with the aim of fostering a culture of ongoing aspiration toward putting the OMRON Principles into practice. We share and publicly praise the OMRON Principles practiced in everyday work and workplaces, expanding the circle of empathy and resonance in practicing the OMRON Principles. TOGA program is ongoing throughout the year. The teams that pass preliminary selections from our organizations around the world are invited to come to Kyoto to present their initiatives for practicing the OMRON Principles at the OMRON Global Meet on May 10, the OMRON Group Founder’s Day. These teams bring back news of how other team initiatives were received to their local workplaces, sharing their experiences with their co-workers and expanding the circle of empathy and resonance throughout the world.
TOGA Keeps Evolving
TOGA is designed based on the SECI* Model of knowledge management in which the tacit knowledge of an individual is drawn out to become shared knowledge throughout an organization. OMRON engages in a cycle of setting inspirational goals, taking action, and reviewing progress to share information and encourage buy-in throughout the entire year.
*SECI Model: A knowledge management mechanism produced by Hitotsubashi University professor Ikujiro Nonaka that focuses on knowledge creation activities. Through a conversion process of socialization, externalization, combination, and internalization, organizations can take the tacit knowledge of an individual and create shared knowledge throughout a group or organization. (Source: Globis University, Graduate School of Management MBA Glossary)
The number of entries per employee is rising year by year, our approximately 28,000 employees surpassing themselves in fiscal 2020 with participant lists (counting multiple entries per person separately) totaling 51,033 for 6,461 entries. TOGA has taken root as a process to share and recognize voluntary employee initiatives in practicing the OMRON Principles and is run by employees in each region worldwide. Recent years have seen an increase in initiatives aimed at practicing the OMRON Principles through cooperation across departments and with external partners in the aim of further innovation driven by social needs. The circle of empathy and resonance with the passionate desire to fight to solve social issues is also expanding beyond the Company. Approximately 200 people external to the company—including partner companies, investors, media personnel, and students—participated in our 8th (2019) TOGA Global Meet, which brought attendees together from all over the world in a live online format due to the COVID-19 pandemic.