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Message from the CEO
Our Mission:
To improve lives and
contribute to a better society
The spirit of this mission, first defined by
our founder Kazuma Tateishi, lives on in
the Omron Principles and in our own
beliefs. The Omron Principles are the
cornerstone of our decisions and actions.
They are what binds us together, and they
are the driving force behind Omron’s
growth. Through our businesses, we help
solve social issues and strengthen our
corporate value.
Material Management Issues and Major Initiatives
In 2011, Omron published
Value Generation 2020
(VG2020), a plan that outlined a 10-year vision for
our company. VG2020 put us on the path toward becoming a company that delivers global value in
terms of both volume and quality. Under this plan, we set a goal and defined specific activities to
achieve net sales of ¥1 trillion with an operating income margin of 15% for fiscal 2020. Fiscal 2015
represents the second year of the EARTH-1 STAGE of this plan. We have identified the following
matters as important management issues and initiatives to address moving forward.
■
VG2020 Strategies
Establish a self-driven growth structure to grow in any operating environment
▶EARTH-1 STAGE Policies
Issues Initiatives
Improve
3 Powers
Growth Power
● Dramatic growth in Asia
● Innovate to roll out new businesses more quickly
● Grow more quickly through acquisitions and partnerships
Earning Power ● Exercise ROIC- and ROE-centric management and matrix
management to improve gross prot margins (ability to earn)
Power to Deal
with Challenge
● Manage Omron as a business portfolio to allocate resources
to growth businesses
● Improve integrated global risk management
Global Human
Resources
● Globalize management by promoting talented individuals versed in global business
● Increase the ratio of women in managerial roles (particularly in Japan)
▶ Material Issues and Major Initiatives
FY2011 FY2014 – FY2016 FY2020
Net Sales
GLOBE STAGE EARTH-1 STAGE EARTH-2 STAGE
Global Human Resources Strategy
Existing Business Strategy (Maximization of IA Business)
Super-Global Growth Strategy
New Business Strategy for the Optimization Society
Profit Structure Reform
Basic Strategies Functional
Strategies
Materiality
Identification
Process
In light of our long-term VG2020 strategies, and after considerable discussion at board meetings and
other venues, we determine our most pressing issues with respect to our Growth Power, Earning
Power, and Power to Deal with Challenge. We value the feedback we receive from shareholders,
investors, and other stakeholders, communicating this information throughout our company. Every
year we conduct an internal review of important matters, disclosing our results* to the public.
* http://www.omron.com/ir/shareholder/pdfs/convocation_notice_78th.pdf
Yoshihito Yamada
President and CEO
July 2015
Integrated Report 2015 23
22 OMRON Corporation
About Omron Where We’re Headed Corporate Value Initiatives Corporate Value Foundation Financial Section