Corporate
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Global
Corporate
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Global
The OMRON Group unveiled the declaration and program in light of a long-held commitment to solving social issues by putting the OMRON Principles into practice. The Group considers it is essential to maintain the vitality and enhance the potential of diverse talents to drive ongoing innovation that addresses the challenges of a fast-changing world.
The OMRON Group regards employees窶 health maintenance and improvement as indispensable for the development of the Group as well, and thus formulated 窶廢mployee Health and Productivity Management* Declaration窶.
OMRON aims to be a pioneer in creating social needs, and the health of our employees is accordingly fundamental to our business. We OMRON Group will unite to do our utmost to create positive working environments full of smiles and vitality so all of our people can innovate to solve various social issues.
President and CEO
Our health and productivity management activity policy consists of three axes.
The first is to foster innovative people and organizations. We endeavor to create environments that encourage a positive attitude in taking on challenges and that make work rewarding and enjoyable.
The second is to foster states of mental and physical health for employees to enjoy their lives. We encourage employees to lead health-conscious lifestyles and enjoy not only their work, but also their personal hobbies and community activities.
The third is to fill the company with employees who will continue to be active in society, even after they graduate from OMRON. If these employees maintain and improve their health, they will remain active in the future and lead fulfilling lives while contributing to society.
OMRON has been promoting the health and well-being of its employees companywide with the aim of reducing future health risks. OMRON's health and productivity management initiatives will continue to evolve into human capital management aimed at improving human creativity*. It is a transformation from practicing traditional health promotion to building a foundation for each individual to continue to fulfill his or her potential. OMRON actively invests in human resources who take on the challenge of solving new social issues and creating value and creates environments in which each employee can continue to utilize his or her diverse and versatile personality and abilities to the fullest extent.
In our pursuit of health and productivity management, we created a health and productivity management strategy map to identify health issues that will lead to the solutions for management issues. We will incorporate these issues into measures and specific initiatives. By clarifying our health and productivity management strategy and story in this way, we enhance the effectiveness of our initiatives.
At OMRON, we aim to enhance human creativity by practicing health and productivity management, thereby embodying our corporate philosophy of 窶徭olving social issues through our business窶 and fostering and attracting a diverse workforce capable of consistently delivering full performance.
To achieve this, we focus on the synergistic effect of:
縲1. Improving Absenteeism (work absence due to health issues)
縲2. Improving Presenteeism (working while experiencing health problems)
縲3. Enhancing Employee Engagement
These three elements are set as Key Goal Indicators (KGIs) for health and productivity management. Leveraging their respective strengths, the Human Resources Department, medical professionals, and the Health Insurance Society are working together to implement initiatives that drive these improvements.
The specific activities of us at the OMRON Group for employee health are based on annual goals and plans. The Board of Directors monitors and supervises these goals and plans based on reports of content and progress.
The division responsible for health and productivity management works with professionals such as industrial physicians and industrial health staff. The division also coordinates with the health insurance association to resolve issues to achieve the targets across the entire organization.
In order to accelerate these health and productivity management initiatives, we have established unique standards*1 for the placement of industrial physicians, nursing staff, counselors, and other occupational health staff that surpass those mandated in laws and regulations, and have put in place a detailed health management service they can respond to the needs of every employee.
Additionally, employee health information is consolidated in a health management system*2 which lets medical staff, health supervisors, and leaders assigned to each division share information necessary for their roles.
At OMRON, we have positioned the improvement of absenteeism as one of the Key Goal Indicators (KGI) of our health and productivity management, with the aim of maintaining employees窶 physical and mental well-being. Working in good health is not only the foundation of each employee窶冱 life, but also a critical factor that affects productivity and business continuity for the company.
To this end, OMRON focuses on the early detection and treatment of mental health conditions such as depression and adjustment disorders - major causes of long-term absence - as well as physical illnesses prone to becoming severe, such as cancer and diabetes. Specifically, we analyze employee health data, HR data, and workplace environment data from multiple perspectives to assess risks and design effective health initiatives.
OMRON places particular emphasis on preventing the onset and recurrence of mental health conditions that may lead to long-term leave, such as depression and adjustment disorders. We have established related indicators as Key Performance Indicators (KPI) to monitor progress.
In FY2024, the stress check participation rate across domestic group companies reached 96.7% (10,131 eligible employees; 9,799 completed). The high response rate enabled us to utilize the data for group analysis, allowing for more accurate identification of workplace risks and steady implementation of improvement measures. For workplaces with high health risks, we aim for 100% implementation of workplace improvement activities, striving to create environments where employees can work with peace of mind.
To prevent repeated leave due to mental health issues, we have revised and standardized group-wide guidelines for return-to-work assessments under the supervision of occupational physicians. These guidelines are being introduced and operated across group companies in collaboration between HR and medical professionals.
OMRON is actively working to detect and prevent the progression of physical illnesses that are prone to becoming severe, such as diabetes. To support this, we utilize anonymized data from medical claims and health checkups to create a Health Risk Landscape*.
This map segments employees by stage - from healthy to high-risk - and visualizes their distribution, enabling us to identify target groups. We focus on employees categorized as high-risk, pre-symptomatic, or untreated, and have set the improvement of their proportions as a KPI.
Since FY2023, we have been working to further improve the follow-up examination rate, a key action in our health management initiatives, by strengthening collaboration among the Human Resources Department, the Health Insurance Society, and medical professionals, as well as by engaging management lines.
In addition to recommendations from medical professionals, we introduced follow-up encouragement from department heads and HR representatives. As a result, the follow-up examination rate reached 82.1% in FY2023, marking a significant increase of +22.4 points compared to the previous year. In FY2024, the rate remained high at 80.2%.
This achievement was supported by measures such as explicitly stating the company窶冱 commitment to health management and employee well-being in the work regulations, encouraging department heads to communicate closely with each employee, and creating an environment that allows employees to undergo examinations during working hours. These efforts have contributed to both the improvement and maintenance of high follow-up examination rates.
| KPI | FY2022 | FY2023 | FY2024 |
|---|---|---|---|
| Follow-up Examination Rate | 59.7% | 82.1% | 80.2% |
| Participation Rate in Specific Health Guidance (Initial Interview) | 72.5% | 75.4% | 76.7% |
| Participation Rate in Severe Condition Prevention Program | - | 11.6% | 11.6% |
OMRON actively promotes disease prevention and health improvement through Collaborative Health, joint initiatives with the Health Insurance Society. We have introduced cancer screening* as part of regular health checkups to increase participation rates. In addition, we utilize a healthcare platform that enables employees to make use of their health checkup data and other relevant information to encourage effective prevention and healthier lifestyles. Furthermore, we analyze health data such as medical checkup results, medical fee statement data, and employee survey responses to enhance our initiatives.
At OMRON, we place great importance on employees’ ability to perform at their best as part of our health and productivity management practices. We view Absenteeism as “an opportunity to enhance performance by ensuring attendance” and have set the “percentage of employees without long-term absence or leave due to health issues” as one of our monitoring indicators for improving absenteeism.
Thanks to years of initiatives, the percentage of employees without absences or leave of one month or longer due to health issues has exceeded 98%.
To ensure that all employees can perform at their best in the workplace, we remain committed to improving the remaining 2%. Our efforts focus on addressing the primary causes of long-term absence, such as depression and adjustment disorders, severe conditions like myocardial infarction and cerebrovascular disease, and cancer.
As the ultimate outcome (KGI) of health and productivity management, OMRON aims to create a state where every employee maintains both physical and mental well-being and can fully demonstrate their capabilities. To achieve this, we focus on improving Presenteeism - a state in which employees cannot perform at their full potential due to health issues.
We recognize that major factors contributing to presenteeism include high stress levels, unhealthy lifestyle habits, insufficient coping with health concerns, and women-specific health issues. To address these, we implement initiatives that drive behavioral and condition changes (KPIs) through health actions, such as promoting the 窶廝oost 5窶 program, encouraging self-care, and improving health literacy.
These initiatives are based on the OMRON Health Management Reverse Tree, which aims to enhance employees窶 creativity and productivity by reducing presenteeism and unlocking their full potential.
In FY2024, we strengthened measures targeting key factors of presenteeism -such as stress, lifestyle habits, and self-reported symptoms - to drive behavioral and condition changes (KPIs).
Among these, the promotion of 窶廝oost 5窶 has steadily gained traction within the company alongside the concept of health and productivity management. In FY2024, 93% of employees recognized the initiative, and 72% achieved three or more of the five indicators, demonstrating tangible progress in establishing healthy behaviors. Building on this foundation, we continue to advance initiatives that promote self-care and improve health literacy.
In FY2024, we focused on helping employees incorporate healthy habits into their daily lives by promoting health practices based on 窶廝oost 5窶 and organizing events that encourage self-awareness of symptoms and self-care.
Since its introduction, Boost 5 has set a continuous goal of having more than 80% of employees achieve at least three out of the five indicators. We have pursued this goal through various events and initiatives.
We provide employees with a health app that tracks and visualizes their daily steps, creating an environment that encourages regular physical activity. In FY2024, 2,100 employees participated in our annual group-wide walking event, 窶廾M-Walk窶, helping to establish exercise habits.
To encourage employees to review their eating habits, we organized vegetable intake measurement sessions and distributed information to support ongoing dietary improvements. By leveraging opportunities such as regular health checkups, we created an accessible environment for participation, resulting in 5,531 employees joining the sessions.
Survey results showed that 90% of participants reported increased awareness of their eating habits, and 83% took actions to improve their diet.
We launched a new event, 窶廴y Select Challenge窶, where employees choose health actions related to Boost 5 indicators based on their personal health needs and commit to them for three months. During the challenge, we provided ongoing support through information sharing to encourage continuity. Among 1,845 participants, 814 met the practice standards set for each indicator.
Participant satisfaction reached 88%, and 87% reported improved awareness and behavioral changes toward healthier habits.
The OMRON Group companies in Japan evaluates the achievement status of Boost 5 annually through employee surveys. Results are shared individually with employees to help them set future health goals. Employees who achieve all five indicators are recognized as 窶廝oost 5 Meisters窶 for their outstanding health practices. At the organizational level, trend analysis results are used to improve health support measures.
In FY2024, achievement rates by indicator were as follows: Tobacco (non-smoking) 84.3%, Mental Health 76.6%, both maintaining high levels. Diet (healthy weight) reached 61.1%, and Sleep improved by +2.2 points to 51.5% year-on-year. Exercise was 40.3%, slightly lower than the previous year. Overall, 71.6% of employees achieved three or more indicators, remaining nearly flat compared to the previous year (72.6%).
To help employees recognize stress and manage it appropriately, we provide self-care training for employees and line-care training for managers through e-learning programs.
In FY2024, across the entire group in Japan, the participation rate for self-care training was 96.6% (9,558 participants out of 9,898 eligible employees), and for line-care training, 97.5% (1,218 participants out of 1,249 eligible managers), maintaining consistently high levels.
As a result of these initiatives, at OMRON Corporation, the proportion of employees identified as high-stress decreased from 6.1% to 5.1% compared to the previous year, while the proportion of employees with high work engagement increased from 14.0% to 14.9%, indicating an overall positive trend.
We will continue to promote the prevention of mental health issues and foster a healthy workplace filled with smiles and vitality.
In April 2020, the OMRON Group in Japan implemented a group-wide smoking ban during working hours, including lunch breaks, as stipulated in the work regulations. To prepare for this initiative, we took phase-out steps at each site starting in FY2019.
In addition, as part of smoking cessation support measures in collaboration with the Health Insurance Society, we organized group-wide events such as the 窶弉uit Smoking Marathon窶 and provided subsidies for smoking cessation outpatient programs.
Even after the group-wide smoking ban was introduced, we have continued smoking cessation support measures led by the Health Insurance Society. As a result, the overall smoking rate across the group was 15.7% as of November 2024, remaining in the 15% range and steadily declining over the long term.To improve health literacy on women-specific health issues, we conducted e-learning programs and online seminars in collaboration with the Health Insurance Society, with 781 employees across the group participating.
Among these, a breast cancer seminar held in January 2025, led by a breast surgeon with 251 participants, covered topics such as breast cancer risks, the importance of early detection, screening methods, and the latest treatments. It also introduced Breast Awareness, a new concept emphasizing the habit of noticing changes in one窶冱 body.
According to the post-event survey, all participants were satisfied with the content, and 99.4% of female employees reported increased awareness of screenings and motivation for preventive actions.
For the first time, we conducted a survey targeting all female employees to understand how women-specific health issues affect daily work and performance. Based on these results, we will strengthen measures addressing women-specific health issues identified in the OMRON Health Management Reverse Tree and expand support tailored to life stages and physical condition changes, aiming to improve Presenteeism.
To help employees maintain and improve healthy habits and lead fulfilling lives well into the future, we hold annual online health seminars for employees aged 56 to 59 and their spouses or partners. In FY2024, we conducted five sessions, with a total of 330 participating employees.
The seminars addressed three aspects of health - physical, mental, and social -and included feedback based on pre-seminar self-check results such as physical fitness tests, Boost 5 scores, happiness levels, and health literacy surveys. These results were aggregated and shared during the sessions to identify challenges and discuss countermeasures.
According to post-seminar surveys with response rate of 99.7%, the most common feedback was increased awareness of declining physical strength and a desire to engage in exercise. The seminars received consistently high evaluations, with an average understanding score of 4.4 and satisfaction score of 4.2 on a five-point scale, maintaining the strong ratings seen in previous years.
Using the OMRON Health Management Reverse Tree, we analyze how the implementation of health initiatives and employees窶 health status relate to presenteeism. The analysis revealed that employees who actively utilize health promotion initiatives tend to achieve better results on Boost 5 health behavior indicators, and are more likely to perceive themselves as high performers.
This trend indicates that leveraging health initiatives contributes to reducing presenteeism through improvements in health behaviors. We will continue to reflect these insights in the effective development of future health initiatives.
Furthermore, using multi-year data, we analyzed how improvements in employees' health behaviors are associated with changes in presenteeism.
As one example, we examined the distribution of performance levels among 823 employees who had achieved two or fewer Boost 5 indicators in 2023 but improved to three or more in 2024.
The analysis revealed a trend indicating that improvements in health behaviors were linked to reduced presenteeism.
At OMRON, we aim to enhance human creativity.
To this end, we have set an engagement indicator - statistically linked to business growth and corporate attractiveness - as a Key Goal Indicator (KGI) for improving engagement through health and productivity management.
We have implemented comprehensive initiatives to enhance both work engagement and employee engagement.
Since 2017, based on the results of our biennial global engagement survey, we have identified company-wide and organizational challenges and implemented actions to address issues that influence engagement indicators and are common across the organization.
In FY2024, OMRON redefined "work engagement" as a factor influencing improvements in presenteeism and established its enhancement as a new KGI. Based on survey results from employees in Japan, we analyzed the impact of factors such as quantitative and qualitative workload, physical strain, and stress caused by workplace conditions - including noise, lighting, temperature, and ventilation - on work engagement. We are also examining the effects of fatigue and physical complaints, such as eye strain, headaches, and stiff shoulders, on both work engagement and presenteeism. These findings will inform the development of initiatives to promote self-care and improve health literacy.
Going forward, we will continue to implement actions that address these challenges from a health and safety perspective, aiming to improve work engagement through health and productivity management and ultimately enhance human creativity.
Across OMRON Group's regional sites out of Japan, we provide programs to raise employees' health awareness and organize events open to all employees focusing on exercise, mental health, nutrition, smoking cessation, and sleep.
At our production site in Indonesia, occupational physicians develop health improvement plans based on annual health checkup results. Employees requiring detailed examinations or treatment are identified and supported through health consultations and improvement programs. In FY2024, ergonomics exercises were implemented in all work sections during Safety Month to reduce the risk of lower back pain.
In Korea, we have enhanced access to external counseling services, strengthening mental health measures. Similarly, in China, Europe, and the Americas, initiatives are tailored to address region-specific health challenges.
Globally, we prioritize mental health by providing learning contents and establishing counseling services as part of unique initiatives.
OMRON holds regular liaison meetings with on-site partner companies to which we outsource services to provide information and exchange opinions on health and productivity management initiatives.
We also invite business partners' employees to participate in health-related and other events to support their health and productivity management initiatives.
OMRON has identified "extending healthy life expectancy" as a key social issue in its long-term vision and aims to address challenges faced by the Japanese industry, including "improving employee health," "ensuring the financial soundness of health insurance societies," and "contributing to the reduction of medical costs."
With the mission of "revitalizing Japanese companies through employee health and ensuring the sustainability of health insurance societies," OMRON co-established the Health Management Alliance in 2023. As a lead organizer, we work with other steering companies and member organizations to promote and elevate health and productivity management.
OMRON leverages healthcare data to maintain and improve employee health and prevent severe conditions. By sharing these outcomes with member companies and organizations of the Health Management Alliance, we contribute to realizing a healthier society.
Five group companies, including OMRON Corporation, have been recognized as an Outstanding Listed Enterprises Engaged in Health and Productivity Management (White 500) enterprise by the Ministry of Economy, Trade and Industry (METI). The White 500 program recognizes companies that are committed to health management. OMRON Corporation and OMRON Healthcare Co., Ltd. have been selected for nine consecutive years as members of the 窶弩hite 500,窶 which recognizes the top 500 large corporations with outstanding health and productivity management. OMRON Social Solutions Co., Ltd. has been selected for four consecutive years, and OMRON Expert Link Co., Ltd. has received the certification four times to date.
In the category for small and medium-sized enterprises, OMRON Taiyo Co., Ltd. has been certified as one of the 窶廸ext Bright 1000.窶
OMRON Healthcare, and OMRON Expert Link have been recognized by the Sports Agency as Sports Yell Companies for 2025 for their active efforts to implement sports as a means to promote employee health. OMRON Healthcare was awarded Silver status as companies that have been recognized seven or more times.
The entire Group in Japan has been working to establish exercise habits through app-integrated walking and fun-run events, encouraging sports activities through participation in the Kyoto Marathon (cosponsored by OMRON), and by improving office environments to encourage breaks from long hours of sitting. We have been praised from various corners for our efforts in this area.
