Omron 2003 Annual Report Download - page 9

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Vision that requires
consistent evolution
Corporate
Transformation
Vision
Vision that needs
to be preserved
Identity Vision
Management
Objective
Maximizing
corporate value
on a long-term
basis
Mission
Contributing to the
development of society
Self-Reliant Management
Self-Reliant Business Units
Self-Reliant Individuals
Corporate Philosophy
Core Competence
Management
Vision supporting the achievement of an ideal image
Internal Business Company Vision
Industrial Business, Social Business, Lifestyle Business
Becoming a global winner
Offering maximum
satisfaction to customers
Ideal Image of OMRON Creating a 21st century company
of highly profitable businesses, which will support maximization of the Group’s corporate value. The
value assessment standards used for this redistribution will be determined in consideration of the
new business evaluation standards mentioned earlier.
➤ Core Competence
As we work to maximize the Omron Group’s corporate value, we will practice management that
turns to technology for the sources of competitive strength in our core businesses.
In GD2010, “Sensing & Control” is positioned as the core competence of the Omron Group. In the
future, we will expedite the realization of Sensing & Control to further strengthen our technologies.
I believe that superior technologies should back not only our products but also quality
management and all of our business processes. These technologies are also core competencies that
contribute to increasing corporate value.
I aspire to the type of management where our outstanding technologies are exhibited in all our
businesses, products and business processes.
➤ Employee Self-Management
What will ultimately bring about maximization of Omron’s corporate value is people. Omron’s
management has always valued people, and I will not change that.
Omron values people by providing opportunities and compensation to employees who contribute
to increasing the Group’s corporate value and who themselves aspire to grow – in other words, self-
managing individuals who can make decisions, think and act on their own. In an increasingly volatile
business environment, this quality of self-management in employees will be needed even more.
I plan to reexamine ways to create a relationship of continuous give-and-take between Omron
and its self-managing employees, including a review of our compensation system.
Through the measures outlined here, I intend to expend every effort to advance toward
maximization of Omron’s corporate value. I ask for your support and guidance.
Annual Report 2003 • 7