One of the OMRON Group’s Management Commitments is “maximum customer satisfaction.” Living up to this philosophy, OMRON has consistently strived to provide customers with first-rate service in a timely manner, while always keeping the customer’s perspective in mind.

To enable customers to make correct judgments in the purchase, use and disposal of products and services, OMRON makes sure to supply a sufficient amount of accurate and appropriate information through specifications sheets, instruction manuals, leaflets and its website.

The Industrial Automation Company (IAB), engaged in manufacture and marketing of control components/equipment and factory automation systems, established the Global Service Center (GSC) in fiscal 2006. IAB conducts a customer satisfaction survey at the site level throughout the world, aiming to further upgrade the level of customer support and standardize its service menu to ensure that customers can receive consistent service without regard to location.

With its policy of pursuing maximum convenience for customers, IAB has been concentrating its efforts on improving customer support by incorporating feedback mainly from customers in Japan.

In fiscal 2009, the key concept of IAB’s customer service and support was "Get customer’s equipment into operation quickly, and avoid stoppage of equipment already in operation." Under this concept, IAB strived to provide the highest-quality service and support in its industry, by integrating pre- and post-purchase service contact points, extending the call center hours, and making specialized staff available to respond to technical inquiries concerning individual products.

As a result of these efforts, in fiscal 2010 IAB Japan’s website ranked first in the overall evaluation category of the B2B Site Survey conducted by Japan Brand Strategy, Inc. This was the fourth consecutive year that IAB achieved the number one position. To ensure that customers feel more comfortable using OMRON products and can depend on them, IAB will continually strive to offer easy-to-understand product information and upgrade the level of its customer support and service.

In 2003, OMRON Healthcare Co., Ltd., engaged in healthcare and medical equipment business globally, set up a customer support center that provides one-stop service ranging from response to inquiries to parts sales and handling repair requests. OMRON Healthcare has consistently incorporated the input from customers gathered at the customer support center in the development of new products.

In 2010, OMRON Healthcare integrated its service/support and quality management functions in Japan in order to speed the establishment of a global support system.

In fiscal 2011, OMRON Healthcare launched a long-term plan targeting fiscal 2020, which sought to "make OMRON fans of all customers who have contacted the customer support center" as its customer service department’s goal. To ensure quick and easy connection to the call center, OMRON Healthcare will verify the current call reception system and assign appropriate personnel. Education programs will also be upgraded to improve the quality of response to customer inquiries/requests and nurture professionals in hospitality. Efforts will also be concentrated on rebuilding the Customer Relationship Management (CRM) system and promoting the Voice of the Customer (VOC) initiative in order to create products with higher quality and greater appeal.

To supply products that are easy to use for anyone, OMRON Healthcare Co., Ltd. conducts universal design evaluation at every stage of product development to secure a high level of usability. The company also asks about 1,200 consumers to use and monitor products that are under development, and seeks to incorporate feedback and suggestions into products.

Even after a product is released, opinions and requests from customers who actually used the product for some time are analyzed based on inquiries received by the support center, information gathered through user cards and findings from customer satisfaction surveys. OMRON Healthcare staff occasionally visit customers to observe how products are actually used, in order to identify possible issues. By collecting information through various means, OMRON Healthcare seeks continual improvements in usability.

In recent years, with the advancement of CSR initiatives, there are a growing number of companies that extend their CSR commitment to cover not only in-house matters but the entire supply chain as well. CSR procurement, which requires suppliers/business partners to practice CSR, is also being promoted by OMRON's client companies, requiring OMRON to meet their CSR requirements and cooperate in CSR-related surveys.

In fiscal 2010, several customers asked OMRON, mostly its Electronic and Mechanical Components Company (EMC), which mainly handles electronic components, to participate in a survey for CSR practices, or confirm the company's stance of upholding their CSR procurement policies. OMRON thoroughly checked the specifics of these requests and sincerely responded to them whenever possible. In general, the number of such requests is steadily increasing throughout the world, with requests from overseas customers becoming increasingly prominent.

In the U.S., the Dodd-Frank Wall Street Reform and Consumer Protection Act enacted in July 2010 made it mandatory for companies to disclose the use of minerals mined in disputed regions (conflict minerals). Accordingly, OMRON received many requests to survey the use of such minerals from customers around the world. In view of detailed regulations for implementation to be stipulated for the Act, OMRON plans to ask for similar surveys from its suppliers in order to correctly meet requests from its client companies without delay.

Targeting its main suppliers, OMRON has also conducted a meeting to present its basic attitude toward CSR procurement and a survey to assess the status of their CSR practices.

To enhance the effectiveness of its CSR efforts and boost their benefits to society, OMRON will continue meeting customers' requests in a sincere manner based on its awareness of its responsibility as a part of customers' supply chains.