1

Managing Present & Future Employees

through

OMRON’s Principles Based Management

Virendra ShelarExecutive Officer

GM- Global Human Resources Strategy

OMRON Corporation

14-Sep 2021

2

Contents

01 Introduction to OMRON

02 How we do it at OMRON?

03 The Way Ahead

3

01 Introduction to OMRON

4

OMRON’s Global Presence

Europe

Greater

China

China

North

America

Asia

Pacific

KoreaJapan

Taiwan

Hong Kong

Philippines

Malaysia

Singapore

Indonesia

Australia

New Zealand

Vietnam

India Thailand

South Africa

Canada

Mexico

U.S.A.

Brazil

Argentina

Russia

Poland

Sweden

Finland

Norway

Denmark

U.K.

Portugal

FranceBelgium

Spain

SwitzerlandItaly

Turkey

Czech Republic

Slovakia

Austria

Hungary

Netherlands

Germany

88 Years of Innovation

28,000 Employees

120 Countries

200,000+ Products

9000+ Patents

Net Sales

\655.5Billio

n(Fiscal 20-21)

5

Our Presence in APAC

3 BUSINESSES

3 FACTORIES

11 COUNTRIES

5500+ EMPLOYEES \ 61,763 MIL SALES

6 AUTOMATION CENTRES

6

Unique

OMRON

Value

Factory Automation Healthcare Business Electronic & Mechanical Components

Innovations to manufacturing by automation

Bring innovation to mfg. to enrich lives of people

all over the world

Optimal health for all through personal daily vital

sign and lifestyle information

To help realize healthy and comfortable lives for people

around the world

Providing components for industrial, C&C (consumer and

commercial), automotive sectors.

Realization of a prosperous society in which people continue to live in

safety, security & comfort

Our current Businesses in APAC Region

What We Mean

by Better Society

7

OMRON Principles

OMRON’s Founder:

Kazuma Tateishi(Born in 1900-9-20)

Established in 1959

Our Mission: To improve lives and contribute to a better society

• Companies have an

obligation to serve society

• The determination to be a

pioneer in driving social

change

In 1959, OMRON Founder Kazuma Tateisi created the motto behind our growth: Solving social

issues through our business

The spirit embodied in

the founder’s motto

8

OMRON Principles

• The Principles are embodied

in how we conduct our

business

• We have created a culture

that is rooted in “Our Values”

• Our global employees are

capable of taking initiative

independently

Principles Based Management

9

02 How we do it at OMRON?

10

SINIC Theory: The Future of Society by 2033

SINIC Theory predicts Autonomous Society after Industrial Society via Optimized Society

SINIC Theory was announced by Kazuma Tateisi at the

International Future Research World Congress in

1970.

11

The Future Described by SINIC Theory

1876 1945 1975 2005 2025 2033

Automatic Control Electronic Control Organism Control Mental Biometric Parapsychological

Optimization SocietyAutonomous

Society

Natural

SocietyCybernation

Society

Automation

Society

Automation

Society

Industrial Society

Machines Humans

Harmony

Solving social issues by utilizing

IoT, Artificial Intelligence, &

Automation

HumansMachines

Collaboration

(Cases of evolution of information communication terminals)

HumansMachines

Replacement

12

The Current Society

Urbanization

Crowed Workplaces

MassProduction

Mass Disposal

13

Future Social Changes will be aiming for Autonomous Society

From “Current Society” To “Autonomous Society”

Centralized

Real

Controlled

Linear

Distributed

Digital

Autonomous

Circular

14

The Future : Emerging Social Issues

Changes in

Manufacturing

New Automation Needs

Changes in Medicine

Need for remote medical

treatment

Changes in Society and

Services

Needs for remote and

labor-saving solutions for

station services

COVID-19 is accelerating the pace of social change. Social issues, business opportunities

expected in the future materializing now

15

WP

-F

WP

-F

WP

-F

OMRON Group HRM Transformation (From-To)

PAST PRESENT FUTURE

BUSINESS FOCUS

Identify social needs and Provide high-quality

products and systems mainly designed to meet

domestic needs of clients in Japan

BUSINESS FOCUS

Identify and solve social needs globally become

value generator for earth that is quantitatively and

qualitatively superior

BUSINESS FOCUS

New vision for the future to identify and solve social

issues globally through technology for aging society

and environment

HR Management Stance

HR Programs were specific to each region and developed

for individual company and country

HR Management Stance

OMRON Group HR is connected globally and adopting to

global common programs & initiatives

HR Management Stance (Hypothesis)

OMRON Group HR must adapt to changing business

environment, technology, and workforce needs to stay

competitive in future

OM

RO

N

WP

-A

WP

-B

WP

-C

WP

-D

WP

-E

JAPAN NON JP JAPAN OUTSIDE JAPAN GLOBALO

MR

ON

WP

-A

WP

-B

WP

-C

WP

-D

WP

-E

OM

RO

N

WP

-A

WP

-B

WP

-C

WP

-D

WP

-E

Accelerate OMRON globalization However

HR Management was still localized and

country based

Started HRM Globalization

Global HR Initiatives

• Global Core Position Strategy

• TOGA, VOICE, 360 feedback

• Global HRMS Project

• Global Training (VLT, GA)

Real HRM Globalization Journey

Global HR Initiatives

• Maximize diverse employee strength

• Borderless employment, Self-driven career growth,

Pay for performance

• Decision by data using Global HRMS

• Employer branding for talent hiring

HR Management Focus

• Longer term employment perspective

• Job roles and duties are imprecise

• Same location and workstyle

• JP Expats for key positions overseas

Future HR Focus

• Engage and Empower employees

• Self-driven career growth

• Managers responsible for retention

• Diverse workforce with new workstyle

Current HR Focus

• Provide environment for performance

• Precise jobs roles & duties defined

• Jobs transfer with new workstyle

• Local talent for overseas key positions

16

Vision for OMRON Group HR Management

Omron Group Policy:

Achieve self-driven growth by creating innovation originated by technological evolution

Practice OMRON PRINCIPLES

• Right talents with Right Capability in Right

Place at Right Time.

• Provide growth opportunities based on

capability, potential & motivation

• Provide right compensation based on size of

the job/role and performance

• Take responsibility for their own career

growth & raise hands to take bigger roles

• Proactively develop their skills, knowledge,

experience to develop capability

• Maximize their potential by enhancing

performance and delivering results

OMRON EMPLOYEES

Omron Group HR Management Policy:

Create a sincere & strong company where people can grow, enjoy work, and continuously improve performance

Build culture which helps to

EMPOWER & ENGAGE

OMRON & our Employees to

embody our principles and deliver

higher results

17

Direction of OMRON Group HRM Strategy

Biz Strategy Biz

Results

Qualitative• Improve

competitive

• High talent

engagement

• Rapidly respond to

change in market

situation

Quantitative• Achieving Sales

and OP targets

• Achieve Y-o-Y

growth target &

increase market

share

• Accelerate mid

and long-term

strategy

EMPOWER

& ENGAGE• Culture

• Policies

• Diversity

• Organizations

• Global HRMS

Global HR Initiative Implementation (PDCA)

Performance Monitoring, Analysis and Reports (PDCA)

Develop & Assess• Strong Global Leaders

• Managers,

• Technical (R&D)

• Functional (HR/Fin)

Deploy• GCP Strategy

• Succession Plan

• Org. Restructure

Attract Talents• Workforce Planning

• Employer Branding

• Talent Sourcing

• Diversity

Retain & Reward• Total Reward

• Recognition

• Engagement

• Performance Mgt.

RIGHT TALENTSCurrent and future talent

needs of OMRON for a

sustainable growth

RIGHT CAPABILITYRight knowledge, skills and

experience needed to deliver

higher results

RIGHT POSITION• Global Core Positions,

• BC Key Positions,

• Regional Key Positions

• WP Key Positions

RIGHT TIMETalent needs driven by

business strategy to deliver

defined goals

18

Overview of our Efforts

OMRON is creating leaders who can drive innovation, and both acquire and train diversely talented employees to

solve social issues through our businesses

Social Value

Key Initiatives

Progress

• Identification of Current &

Future Talent: for a

sustainable growth incl.

Women and Specially-

abled (2% at ID Factory)

RIGHT TALENTS

• Localization of ASEAN

core positions: Ratio of

non-Japanese in Key

ASEAN Position:

(<80% Localization)

• Workstyle Improve: New

HRMS systems

• Talent development :

360FB, Talent Reviews,

OJT and OFF-JT Training

• Strongly driven by

business strategies:

Hiring local talents based

on business needs.

RIGHT CAPABILITY RIGHT POSITION RIGHT TIME

• Fostering Global Leaders : with an adequate successor planning

• Empower & engage : provision of a workplace environment that can attract and empower the diverse talent necessary for business growth

(Sustainability Employment Index: 76%)

• Securing and training : of next-generation leaders (candidates for important positions)

• Encouraging self-motivated employees : who can achieve self-transformation and development

• Visualizing Human Resources and Organization: Technology investment

19

Key Recognitions in HR domain

• Recognized by WSJ : Ranked 6th out of top 10 companies for

employee and workplace issues management under the Human

Capital leaders category, October 2020 (and ranked 44th amongst

top 100 most sustainably managed companies)

• Health and Productivity Stock Selection (3rd consecutive year,

2019) in Japan

• Selected by Government Pension Investment Fund (GPIF) for

・MSCI Japan ESG Select Leaders Index

・MSCI Japan Empowering Women Index (WIN)

20

03 The Way Ahead

21

UNCERTAIN

NEED

FLEXIBILITY

NEED REMOTE

CONNECTIVITY HYBRID

WORKFORCE

New variants of virus coming

in

Vaccination status not clear

Next wave of Covid

DYNAMIC

Fundamental shift from

employer to employees

Health of work force

Covid compliances

How will the

economy fair ?

Is my company

strong & sound ?

Is my job safe ?

New virus strains

Hurry for vaccinations

3rd wave coming in

The Current Working Environment

22

All this has led Organizations to Realize

They need to

be heard &

valued

They no longer

want pre –

pandemic ways

or working

They want

more

purposeful

jobs with

emphasis on

mental well

being

Employees

are at Loyalty

Inflection

Point

• Businesses not actively catering to the evolving needs and demands of

employees' risk “sleepwalking towards a talent exodus”.

• In the US, data indicate, a record 4 million people quit their jobs in April alone

• A recent PwC survey found that employees increasingly want to be

compensated for their work not just with money, but with flexibility.

23

It’s time for HR to

press the

“Reset Button!”

24

1 2 3REVIEW RENEW REFRESH

Your practices trying to imagine

what the society is going to look

like in future

Identify & the initiatives that

we should continue

irrespective of what the

world looks like

• Technology Investment

• Digitization

• Optimization- More collaborative

workplaces, Review the processes

that don’t add value

• Consolidate services

• More Authority

Look at the impact of the

ongoing societal changes

• Complete work-from-home /Hybrid

work environment

• Borderless Employment

• Flexibility

• More communication and

interaction - listen to what people

are actually saying.

Follow the “3Rs” Approach

25

So we must sow the seeds now to reap

fruits in the future ☺

26

Thank You !!!