Linking people to the future with OMRON窶冱 perspective on cutting edge technology
According to the Valuable 500--an international collective of CEOs committed to ending disability exclusion--one-in-five people experience disability in some form. In the U.S., this figure rises to one in four. Despite the enormity of the issue and global progress on this front, professional opportunities for disabled workers remain severely limited in some countries and sectors.
"In my view, DEI is about nurturing diverse perspectives, giving equal importance to each opinion and creating a workplace where everyone can express themselves," says Christina Connelly, VP of Human Resources at OMRON Americas and Executive Sponsor of its DEI Workgroup.
Connelly explains that as firm supporters of equitable practices for over five decades, the global technology leader "brings together people with different abilities, personalities and perspectives, and empowers them to take on challenges while creating value for society."
Understanding that DEI efforts require ongoing discussion, four experts from around the world came together to share the challenges, outcomes and hopes associated with inclusive integration. The following conversation features Tim Hill, Head of Stakeholder Engagement at OMRON Americas; Yolanda Bolaﾃｱos, HR Director at OMRON Latin America & Canada; Teng Zhang, HR Manager at OMRON Robotics & Safety Technologies Inc.; and Caroline Casey, Founder of the Valuable 500.
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Yolanda Bolaﾃｱos: DEI is linked to OMRON's values, especially our core principle of "Respect for All." We want to create a work environment--a safe space--where people can express themselves and realize their unique potential. Beyond safety, it's also about creativity. If I feel safe, then my potential and creativity go beyond what I can imagine. That's really where the human capabilities in autonomy and decision-making come in.
Caroline Casey: I find that with many Japanese Valuable 500 companies, this energy and intention exists from the beginning. They're well ahead in this concept of dignity and respect for all because that's what they speak to, and it's represented in their organizational cultures. OMRON especially didn't wait for the title of DEI to arise--it's been leading without a label because inclusion is part of its DNA. It's important to note that there's a history here. It's not something "added on."
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CC: First, I want to pick up on the fear of the language around disability. "Disability" covers a vast spectrum of lived experiences, and it's okay to say the word. Sometimes, discomfort with the language can mask this diversity. I am registered legally blind, but my experience is incomparable to those of others. Eighty percent of disability is unseen, so unless there are what Yolanda describes as "safe spaces" for employees to self-declare disability, normalization is impossible. That's why we need to demystify these terms through meaningful conversations and accessible services that elevate those voices.
Tim Hill: These perspectives can also be platformed in ways that offer more human connection. One of our HR analysts, Keigo Tozawa--also a member of our Americas DEI workgroup--underwent inclusive leadership training and experiential learning at OMRON Taiyo in Kyushu, Japan. He discovered a system started by a mentally disabled employee who struggled with expressing himself: workers would write their daily feelings and concerns on a whiteboard, in a highly visible area on the factory floor. This exercise helped employees relate to one another and was a valuable best practice shared with our workgroup. That's why disabilities shouldn't be magnified as weaknesses. We encourage all employees to transform their unique potential into value through mutual knowledge, cooperation and ingenuity.
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YB: We see this not only from a business perspective, but a societal one. Some governments and organizations are trying to bring disabled people to the table. At the same time, OMRON has been pioneering inclusivity for over 50 years--it's a collaboration between business and society.
CC: What business values and includes, society follows. There is no chance that we're going to end the exclusion crisis without organizations like OMRON because when they share what they're willing to learn from us, that will trickle into society. Business is the most powerful force for change on this planet, and you can't force integration unless companies understand the value. The consumer spending power in this market is $13 trillion. Leaders are realizing that to serve those markets and as a point of growth and differentiation, they need this talent in their ranks.
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Teng Zhang: At OMRON Robotics in California, not far from Silicon Valley, we collaborate with a local school district training program, providing internship and employment opportunities for disabled students. For two years, we have helped them translate their learning from classrooms to work environments. The dialogue between trainers, supervisors and interns is frank and important. It was enlightening to learn that in order to form meaningful connections, we need to be honest even in moments of discomfort. We're also working with a disability inclusion strategist identified by our workgroup to plan future initiatives.
YB: We feel inspired when we touch somebody's life. You don't just impact the disabled person; you impact their surroundings, family and friends. We are very proud of OMRON Robotics' disability inclusion program and are developing something similar in Brazil.
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YB: We can leverage such valuable experiences and insights to build a future with enhanced diversity, flexibility and collaboration. I hope safe, welcoming work environments become standard for generations to come.
TZ: I would love for company leaders to recognize unconscious biases toward disability inclusion and acknowledge when they feel discomfort or awkwardness. I hope to see mutual respect and disabled talent in the leadership of tomorrow.
TH: This is not about charity. We consider diversity a driver of corporate growth and believe in the empowerment of unique capabilities. OMRON celebrated its 90th anniversary last year, and for at least five decades, it has worked with people with disabilities. Only through constant discourse and interaction could we achieve this. We value trust and the potential of people, whether they have disabilities or not. My hope is that OMRON continues to lead with inclusive principles, creating meaningful opportunities to empower people with any kind of developmental disability.
