Corporate
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Global
Corporate
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Global
In producing and editing this year窶冱 Integrated Report 2025 (hereinafter referred to as 窶徼his issue窶), we paid particular attention to highlighting 窶徇anagement issues and the value creation story窶 and to responding to 窶彳xpectations for the production and editing of the integrated report.窶 To highlight 窶徇anagement issues and the value creation story,窶 we emphasized three items throughout the report. To start, the results and issues of Structural Reform Program NEXT 2025. In particular, we focused on describing, based on integrated thinking, the initiatives in fiscal 2025, which marks a turning point toward the next medium-term management plan. Secondly, highlighting a growth story from a medium- to long-term perspective that looks beyond structural reforms. This issue is structured according to the five material sustainability issues so that our value creation story synchronizes social sustainability with OMRON窶冱 sustainability. Thirdly, ongoing initiatives to further enhance effectiveness in the area of corporate governance. In this issue as well, we aimed to clearly communicate initiatives by the Board of Directors, focusing on interviews with the Chairman of the Board of Directors and Outside Directors.
We also address three points with regard to 窶彳xpectations for the production and editing of the integrated report.窶 To start, significant reduction in the number of pages of the printed version. Based on feedback from our readers, we reviewed the content and structure of the report and reduced the number of pages to less than half of last year窶冱 (from 126 pages to 58 pages). Secondly, along with the reduction in the number of pages of the printed version, we redefined the role of the web version and redesigned its relationship with other disclosure information (see table below). Specifically, we enhanced the website content with supplementary information to the key points presented in the printed version so as to meet the needs of readers seeking more details and concrete information. Thirdly, as a measure to facilitate AI crawling, in addition to adopting HTML structures that enhance the readability of web information by machines, we minimized the use of charts and illustrations in an effort to describe information as much as possible in text.
We will continue according great value to our dialogue with you. It is our earnest desire that this issue will facilitate your deeper understanding of OMRON.
OMRON窶冱 Integrated Report aims to create a virtuous cycle of 窶彷ostering mutual understanding窶 and 窶彳nhancing our management窶 through dialogue with all stakeholders. In editing, we refer to the 窶廬nternational Integrated Reporting Framework窶 of the International Financial Reporting Standards Foundation (IFRS), the 窶廨uidance for Collaborative Value Creation 2.0窶 of the Ministry of Economy, Trade and Industry (METI), the Guidelines for Governance of Intellectual Property and Intangible Assets Ver. 2.0 of the Cabinet Office, and the resources of The World Intellectual Capital/Assets Initiative (WICI). We are striving to strengthen communication of OMRON窶冱 value creation story in an integrated manner encompassing all corporate reporting, centering on the Integrated Report, while also endeavoring to enhance the quality of dialogue.
As a general rule, this report covers 164 companies in the OMRON Group, consisting of OMRON Corporation, 154 subsidiaries, and 10 affiliates (as of March 31, 2025).
Fiscal 2024 (April 1, 2024 through March 31, 2025). However, this report includes some disclosure items and business activities that were initiated after April 2025.
Performance forecasts and other forward-looking statements are based on information available at the time, as well as on certain assumptions deemed reasonable by OMRON Group management. Actual results may vary materially depending on a variety of factors. Please see 窶廡Y2025 Plan窶 for the conditions assumed in the performance forecasts, as well as for cautions regarding use of the performance results.
