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and corruption. Although we have measures in
place to respond to these risks, we believe we
must strengthen related activities. For
example, we have held regular training related
to corruption prevention at our locations
throughout the world. Moving forward, we plan
to introduce more detailed controls according
to the situation within each Group company.
speed of our business at the Group company
level, as well as for the Omron Group as a whole.
　We are committed to advancing integrated
risk management activities that promote
greater globalization and speed, helping
strengthen the ability of the Omron Group to
respond to change.
transaction planning, and so forth.
　In our M&A activity as well, we must instill in
our new members a commitment to the
Omron Principles, our rules, and our integrated
operations aligned with business strategy. I am
convinced that failure to do so will mean failure
of the acquisition. I believe this is a clear
example of business risk, as well as active risk
management in the integration post-merger/
acquisition. We studied the risks involved in the
companies we acquired during fiscal 2014 and
2015, taking steps to address the risks
identified in our integration plan. We must raise
our skill level in analyzing risk and planning
efficient/effective measures if we are to
respond correctly to M&A involving any type of
company in any country around the world.
Business Risk and Operating Risk
Future Issues and Initiatives
Risk Management and ESG
In our global risk analysis last autumn, we noted
rising demands for ESG, and concluded that an
improper response to ESG matters could result
in a number of issues. Emerging economies in
particular have started to introduce stricter
laws as they struggle with national issues
related to pollution, bribery and corruption, and
labor conditions. Early on, we identified Group
risks related to the environment, labor safety,
As discussed above, we plan to instill an
understanding of risk management in each Group
company as we engage in more activity across
the world. Our vision is that each locale becomes
capable of analyzing their own risks, taking
effective action quickly while the risks are still
small and manageable. This will accelerate the
We defined comparatively short-term financial
risks as business risk and longer-term non-
financial risks related to earnings and corporate
value as operating risk. The activities we have
described thus far have mainly been related to
operating risk.
　In addition to risk management, I also have
responsibility for legal affairs, which relates to
business risk in terms of important contracts and
issues arising during the course of conducting
our business. In these cases, I communicate
with business divisions about both legal risks
and important business risks, offering advice
regarding any needed measures. However, I
believe we must look for risk and provide advice
much earlier in the business process, during
product development, individual business and
Integrated Report 2016 63
Where We
re HeadedAbout Omron Corporate Value Initiatives Corporate Value Foundation Financial SectionCorporate Value Foundation