Omron 2007 Annual Report Download - page 41

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CORPORATE SOCIAL RESPONSIBILITY (CSR)
CSR Management System
It is Omron’s firm belief that alignment of CSR with its busi-
ness strategy and embedding it into its business operations is
absolutely essential. In efforts to enhance the effectiveness and
thoroughness of Omron’s CSR-oriented management by ensuring
that CSR is more fully integrated into the business strategy, we
established the CSR Management Department, within the
Corporate Strategic Planning Headquarters, as a body under the
direct control of the President & CEO.
The CSR Management Department is responsible for the
planning and general control of CSR within the company.
Specific CSR activities, which include environmental conserva-
tion, respect for human rights, promotion of appropriate labor
standards, compliance and corporate ethics, and community
relations, have been put into practice by assigning a CSR
Manager at each internal business company. In addition, the
CSR Promotion Committee coordinates CSR across the vari-
ous divisions at headquarters.
Under this committee there are also working groups which
take up to various CSR themes and issues. Under this system,
during the current second stage of GD2010, the Omron Group
is promoting CSR activities built on three pillars, with particu-
lar focus on four key issues.
The Basic Philosophy of CSR
— Working for the Benefit of Society
Companies today are judged not only on the basis of their
profitability and growth. How a company fulfills its responsibility
to society and how it contributes to promoting sustainable devel-
opment have also come to be considered important criteria in
judging a company. In addition to the change in the company’s
raison d’être, the expansion and globalization of Omron’s busi-
ness and the subsequent diversification of our stakeholders*
prompted us to review and reorganize the platform of our cor-
porate philosophy, and we have rearranged it in the form of the
new Omron Principles announced in May 2006. This review
process resulted in our reaffirmation of the importance of our
corporate core value: “Working for the benefit of society” which
we have upheld since our founding. This is the very spirit behind
our Corporate Motto established in 1959: “At work for a better
life, a better world for all,” Omron has been managed on the
basis of this corporate core value since its formulation. The
Omron Group once again places this corporate core value at the
center of the new Omron Principles and puts it into action with
even stronger conviction. We are convinced that serving society
is the true fulfillment of a company’s CSR.
Omron intends to continue its management in conformity
with the belief that only companies that add value and meet social
needs can earn trust and respect from society as good corporate
citizens, and thus successfully continue to exist as businesses.
As society’s needs become more diversified and wide-ranging,
and the social responsibilities that companies assume become
even more multifaceted and evolving, it is crucial that companies
meet society’s expectations.
Disseminating and instilling The Omron Principles in All
Staff at Omron
The Omron Principles take on real meaning only when each
and every employee of the company can describe them in his or
her own words and put them into practice. This is because our
people are the driving force for all of our corporate activities.
Therefore, in 2006 when we announced the new Omron
Principles, we distributed a booklet entitled the “Introduction
to The Omron Principles” to all staff worldwide. However, our
efforts did not stop at simply distributing these booklets. We
also prepared two action guidelines and distributed these to all
staff in the Omron Group in Japan. The first set of guidelines,
CSR Practice Guidelines, specify the Group’s basic policy for
addressing important CSR issues, which is a reflection of current
worldwide trends, as well as define what all Omron Group direc-
tors and employees should or should not adopt in conformance
with this policy.
The second booklet is “Implementing the Guiding
Principles for Action,” which stipulates the key points of prac-
tices for Omron Group directors and employees to put Guiding
Principles for Action into practice in day-to-day operations.
Following the distribution of the booklets, discussions at
workplace meetings were held throughout the Omron Group in
Japan on three occasions in May, July and December to January.
The third meeting on the theme of the CSR Practice Guidelines
evoked particularly meaningful discussion because a total of 42
briefings were given for all managerial class people in Japan
before the meeting.
*Stakeholders: Omron considers as its stakeholders employees and poten-
tial employees, business partners, customers, shareholders & investors,
and society (in other words, all those interested parties who are affected by
Omron’s activities).
Since the founding of our Company, Omron has held the belief that a company exists to serve society, and that only when
this is accomplished should a company earn profits and enjoy sustainable growth. We take pride in being a company under-
pinned by the corporate core value of working for the benefit of society and we are committed to fulfilling our corporate social
responsibility for the sustainable development of society as we live up to the expectations of all of our stakeholders.
CSR Management Structure
President of
Business
Companies
BC CSR
Managers
President
& CEO
Corporate
Strategic
Planning
Headquarters
CSR
Management
Department
Head Office
Administrative
Divisions
Business
Divisions
Japanese Affiliated
Companies
Working Groups
CSR Promotion
Committee
Internal Business Companies
*1 CSR Promotion Committee:
consists of administrative divisions, with the CSR
Management Department at the center.
*2 Head Office Administrative Divisions:
Corporate Resources Innovation Headquarters,
Business Process Innovation Headquarters,
Monozukuri Innovation Headquarters, etc.
*2
*1
Overseas Affiliated
Companies