Basic Policy

Basic Policy
Talent Development
Hiring, Developing, and Promoting Leaders
Respect for diversity

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.

*OMRON does not tolerate discrimination or other unreasonable treatment.

Shaping the Future 2030 (SF2030): Human Resources Strategic Vision

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 OMRON 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 to pursue their aspirations and take 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

Human creativity: Measuring the value created and delivered to the market

We measure human creativity as the value added from sales minus variable costs divided by labor costs. Value added refers to the amount of value created and delivered by OMRON to customers and markets. Labor costs are the amount of investment in the human resources that create said value. A company must obtain an appropriate added value that is used to grow and reproduce new value for the sustainable growth of the company and its employees.

Investment in human capital to support the realization of vision and ambitions

Every employee must bring their individuality and talents to bear if we are to achieve SF2030. We established a unique indicator called human creativity as a measure of the results of our human capital investment efforts.

Talent Development

Basic Policy
Talent Development
Hiring, Developing, and Promoting Leaders
Respect for diversity

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.

Global Selection Training Program

Program	Description
The Global Academy	Candidates for the next generation of management participate in discussions with executives, work on case studies and engage in deep self-reflection. The aim is to broaden their perspective and expand their executive vision.
Future Executives Network	An opportunity for middle management leaders expected to play active roles globally to engage in discussions beyond regions and businesses, acquire management knowledge, and prepare to take on more advanced responsibilities.
Women Leaders Circle	A program for female managers worldwide to build confidence and determination for higher leadership roles through dialogues with female executives inside and outside the company and proposals on management issues.
Visionary Leaders Training	Emerging managers expected to serve as next-generation leaders learn to enhance their decision-making and engagement skills, demonstrate a clear vision, and grow as leaders who inspire others to act. Training for junior managers expected to serve as next-generation leaders. The aim is to enhance their management decision-making and engagement skills, and to grow as leaders with a clear vision who inspire others to take actions.

In-House Training Programs in Japan

Category	Main training courses
For new employees	- Onboarding training - 1st-year reflection training - 3rd-year leadership challenge training
For management level	- People management training - Newly appointed manager training - Freshly promoted assistant manager training - Leadership development assessment - Management skills enhancement training
By role	- Supervisor training - New employee mentor training - Pre-overseas assignment training
Career development support	- Career design program - Life design seminar - Second career program - OMRON Women Leadership

Personal Development Support Programs in Japan

Program	Description
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 language classes* that are useful in mid/long-term career building. *25% paid for language courses
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.
Correspondence courses	Employees are reimbursed for half of course fees (subject to upper limit) if they complete the specified correspondence courses.
Incentives for acquiring public certifications	Incentive pay is provided to employees who acquire specified public certifications.

Hiring, Developing, and Promoting Leaders

Basic Policy
Talent Development
Hiring, Developing, and Promoting Leaders
Respect for diversity

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.

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.

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.

The number of female managers is increasing globally, with 20.5% female managers as of April 2025. Female leaders in the workplace in Japan are also increasing. As of April 2025, the number of female executives in the OMRON Group (Japan) numbers five (one outside director, one managing executive officer, one executive officer, one president of an affiliated company, and one director of an affiliated company). In Japan, we have 231 female managers (managerial, professional, or higher positions), and the percentage of women in managerial positions is 13.2%.

In particular, the number of female managers (in Japan) increased from 22 at the beginning of the initiative in 2012 to 231 now. These women are role models with diverse leadership styles and reflect diverse opinions regarding decision-making. We will continue to raise awareness among managers and female employees, expanding opportunities for women to play active roles in the Company and receive promotions.

Hiring, promoting and supporting foreign nationals

As of the end of fiscal 2024, the Group employed 117 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.

Especially, we implement 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.

Hiring and promoting mid-career professionals

During fiscal 2024, we hired 64 mid-career individuals in Japan, 13 of whom were hired for managerial role. We are expanding mid-career hiring to meet our business growth needs.

Respect for diversity

Basic Policy
Talent Development
Hiring, Developing, and Promoting Leaders
Respect for diversity

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, religion, marital status, gender, sexual orientation, gender identity, gender expression, or disability. We work globally to create environments in which these people can use their abilities to the fullest.

Empowering Women

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, the setup of a consultation office, and the 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 include 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 encourage 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 2025, female directors and officers numbered five in Japan (one outside director, one managing executive officer, one executive officer, one president of an affiliated company, and one director of an affiliated company). Female managers (managerial or upper-level positions or with specialist status) numbered 231, or 13.2% of managers.

The number of female managers in Japan was 22 in 2012 when we started this initiative and now the number reached 231, growing fivefold. The Group enjoys diversified role models whose voices are reflected in various decisions. We will continue to raise awareness among managers and female employees, expanding opportunities for women to play active roles in the Company and receive promotions.

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

Action plan to promote the role of women

As part of the structural reform program “NEXT 2025,” which has been underway since 2024, we are implementing an action plan to promote the active participation of women in the OMRON Group.

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 2025

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:

Taking the lead in promoting the role of women;
Disrupting the status quo; and
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

OMRON Included in the "Nadeshiko Brand 2025" | Global News | OMRON Global

Empowerment of People with Disabilities

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.

Status in Japan

As of June 2024, the percentage of employees with disabilities at the OMRON group in Japan was 3.5%. In total, 288 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

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.

Initiatives for LGBTQ+ (sexual minorities)

Aiming to create a comfortable workplace for all, the Group began fully engaging with LGBTQ+ issues in 2016.^* OMRON hosted a workshop to increase understanding of and give a thought to gender diversity related to LGBTQ+ 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 LGBTQ+ 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 LGBTQ+ circles from 12 universities in the Kansai region, assembled to exchange opinions and ideas about how to create an LGBTQ+-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 LGBTQ+ 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 LGBTQ+ diversity management, certified OMRON as a Gold Standard Workplace for eight times in total since fiscal 2017 in the PRIDE Index, a recognition program by the organization.

*LGBTQ+:Shorthand for sexual minorities who are lesbian, gay, bisexual, transgender, queer, or questioning.

OMRON Awarded the Gold Rating under the PRIDE Index
Creating a company where everyone can be themselves

Seminar at Kyoto Office

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.

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.

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.

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.

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 66% in fiscal 2023 to 72%, averaging to 79.1 days in fiscal 2024. 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 68% of employees take advantage of this leave.

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 2024 (OMRON Group in Japan)

Number of applicants for childcare leave	188 (Male: 132, Female: 56)
Number of applicants for short working hours for childcare	60 (Male: 3, Female: 57)
Return to work rate after taking childcare leave	98%

Overview of Initiatives and Environment Supporting the Success of Diverse Human Resources

Item	Typical Initiatives
HR Development / Promotion	Career development 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

Talent Attraction