Our founder, Kazuma Tateishi, believed that solving social issues through business to create a better society required the ability to anticipate future social needs.
He believed that a company needed a compass to help predict the future.
As our compass, Mr. Tateishi formulated the SINIC predictive theory, which projects the future based on the cycle of interrelationships between Science, Technology, and Society.
OMRON first announced this predictive theory to the world at the International Future Research World Congress in 1970.
Since then, the SINIC Theory has been our compass for projecting into the future.
* SINIC：Seed-Innovation to Need-Impetus Cyclic Evolution
OMRON value creation is anchored to future social needs as we work toward our vision of a better society.
Innovation driven by social needs means creating new value through inspired solutions to social issues.
At OMRON, we base value creation on the OMRON Principles and the SINIC Theory (future predictive model).
In drafting VG2.0, our medium-term management plan launched in fiscal 2017, we forecast future world trends and social changes, incorporating these projections of the future into our strategies. VG2.0 also reflects considerations of the SINIC theory (OMRON’s unique future predictive model) and Sustainable Development Goals*. Innovation driven by social needs. It is a core tenet of the OMRON Principles and a concept driving us to solve social issues through leveraging open innovation with customers and partners. To achieve this, we have set four focused domain in growing market where we can exhibit our strength: Factory Automation, Healthcare, Mobility, and Energy Management. And OMRON has aligned sustainability targets with our VG2.0 goals to pursue sustainable corporate value through the generation of social value. Based on the OMRON Sustainability Policy, we identified social issues in VG2.0 to be solved through four focus business domains, while selecting core sustainability issues to support our execution of VG2.0 as well as answer the expectations of our stakeholders. We set goals in these areas to achieve by fiscal 2020, and began working toward these goals in fiscal 2017.
* Goals for sustainable development adopted by the United Nations.
In fiscal 2018, OMRON established a company-wide management structure aimed at achieving our fiscal 2020 Sustainability Goals. We have made steady progress in solving individual issues through Sustainability Promotion Committee and Executive Council discussions and engagement activities in response to stakeholder evaluations. The Board of Directors receives reports from operating divisions, oversight and supervising initiatives related to sustainability issues.
Bring innovation to manufacturing by automation, to enrich lives of people all over the world.
PDF DownloadProvide Leading-Edge Electronic and Mechanical Components Globally Through Advanced Manufacturing Capabilities
PDF DownloadContributing to a Seamless Relationship Between People and Automobiles in the Future Car Society
PDF DownloadCreating a Society in Which the People of the World Live in Safety, Security, and Comfort ~Achieving a Smart Society~
PDF DownloadAll for Healthcare, To help realize healthy and comfortable lives for people around the world
PDF DownloadUsing Energy Conversion and Control Technologies to Popularize the Use of Renewable Energy and Contribute to a Sustainable Society
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OMRON engages in three unique processes to place our human resources strategy in position to raise the ability of all employees to practice the OMRON Principles. These processes strengthen the OMRON Principles by creating understanding and general awareness, encouraging empathy and resonance, and incorporating monitoring and improvement activities.
The first process is to create an understanding and general awareness of the OMRON Principles internally. Here, management engages directly with employees through dialogues to further employee understanding and inspire employees to demonstrate leadership in practicing the OMRON Principles.
The second process is to share examples of employees putting the OMRON Principles into action to encourage empathy and resonance. A major part of this process is The OMRON Global Awards (TOGA), which we have held every year since fiscal 2012.
The third process is VG OMRON Interactive Communication with Employees (VOICE), an engagement survey to monitor issues identified directly through employee input, which we then use to improve management issues.
TOGA encourages employees to set their own goals to help them experience the connection between their work and the OMRON Principles.
The aim of this initiative is to foster a culture of ongoing aspirations to put the OMRON Principles into practice. We share and publicly praise OMRON Principles practiced in everyday work and workplaces, expanding the circle of empathy and resonance in practicing the OMRON Principles.
OMRON Corporation established the OMRON Corporate Governance Policies based on the Basic Stance for Corporate Governance. Since establishing the Management Personnel Advisory Committee in 1996, we have spent more than 20 years formalizing and strengthening our framework of corporate governance. We intend to continue our pursuit of ongoing corporate governance improvement as we develop our own unique vision of governance.
As stated in our Sustainability Policy, OMRON cultivates strong relationships with our stakeholders through responsible engagement. We see these strong relationships as invisible assets important for our sustainable growth. These relationships are also an indispensable part of creating innovation driven by social needs. We engaged in responsible Dialogues with our stakeholders to improve corporate value and contribute to a better society through our businesses by using marketing, corporate, and investor communications.
OMRON engages in Dialogues with customers for the co-creation of value. Our Industrial Automation Business has opened 35 Automation Centers worldwide. At these centers, OMRON sales engineers regularly meet and discuss current production floor issues with customers from leading companies across all industries. The knowledge we gain from these Dialogues has led to the creation of the i-BELT production floor data service and other new products.
OMRON Kyoto Taiyo Co., Ltd., a special subsidiary of OMRON, encourages the employment of people with disabilities. Since the singing of an agreement with Kyoto Prefecture and Kyoto City on creating an environment related to employment of persons with disabilities in 2016, we have leveraged the strengths of each of these parties to bolster activities encouraging the hiring and employment support of persons with disabilities. We work every day to increase the employment of persons with disabilities throughout Kyoto and the rest of Japan.
OMRON strives to raise corporate value through dialogue with shareholders and investors. In fiscal 2018, we held the 81st Ordinary General Meeting of Shareholders, as well as the second ESG Meeting. In these meetings, we took the opportunity to explain OMRON’s business and governance initiatives. We fielded many questions and listened to opinions from the shareholders and investors who participated. The knowledge we receive from interaction with our shareholders has led to improvements in our management initiatives. This has also contributed to external recognition, including being awarded the IR Special Award.
