Corporate
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Global
Corporate
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Global
In light of OMRON窶冱 fundamental purpose and the changes in society toward the year 2030, OMRON launched a long-term vision, 窶彜haping the Future 2030 (SF2030),窶 in fiscal 2022. SF2030 expresses OMRON窶冱 desire for all OMRON employees to put the OMRON Principles into practice as they work together with stakeholders to create a sustainable society by applying OMRON窶冱 core technologies, 窶彜ensing & Control + Think.窶
We have attained material wealth through an 窶廬ndustrial Society窶 that values and pursues efficiency and productivity. However, people窶冱 sense of value is shifting dramatically from material wealth to spiritual wealth. For example, people窶冱 awareness of environmental issues and the values shaping their attitude to work have changed dramatically. As well as choosing sustainable products and lifestyles, people are increasingly rethinking their work-life balance as they seek work that allows them to demonstrate their abilities. OMRON believes that the transition to a new social and economic system toward 2030 will inevitably lead to clashes between old and new values, strain the current social and economic systems, and lead to the emergence of new social issues. OMRON will continue to create social value by resolving these social issues and contribute to the realization of a society where individual fulfillment is compatible with the society窶冱 affluence.
OMRON is changing the way it perceives value creation, shifting its emphasis from 窶徘roducts窶 to 窶徘roducts and services窶 in order to create social value. We pursue realization of value not only through products and other goods but also through combinations of products and services that help solve the fundamental problems confronting society. When society and markets are at a turning point, intrinsic value is not limited to products but can be in services, such as consulting services, operation support services, and upgrading services of i-BELT in the Industrial Automation Business. In addition, we will promote co-creation with partners, rather than relying exclusively on our own resources, to enhance the speed of execution and feasibility. To deliver value through the combination of products and services and co-creation with partners, establishment of a data platform to serve as a base is necessary. We will develop a data platform that links data generated by OMRON devices and services with our partners窶 data and leverage the data in development of new solutions through the combination of products and services. Based on this concept, the OMRON Group will transform its business structure over the medium to long term, transitioning to a revenue structure that includes a recurring service model in addition to a business model centering on products.
Under SF2030, our aim is to maximize corporate value by creating social value and economic value through business. In order to remain true to this purpose, material sustainability issues are fully reflected in SF2030 and the medium-term management plan 窶彜F 1st Stage.窶 In identifying material sustainability issues, we adopted three viewpoints: 窶徼he OMRON Principles and fundamental purpose,窶 窶彙ackcasting from a society envisioned for 2030 and beyond,窶 and 窶彡alls on companies to contribute to environmental and social sustainability.窶 Five material issues were identified as a result of a series of management discussions, reflecting suggestions gained through internal discussion and dialogues with external experts.
Resolving Social Issues through Our Business Creating social value and driving OMRON窶冱 sustainable growth by resolving social issues through our business
Maximizing the Capability to Innovate Driven by Social Needs Evolving business models, endowing OMRON with the competitiveness required for achieving sustainable growth, and expanding new business generation efforts
Generating Diverse Talent Taking on the Challenge of Value Creation Evolving human resources management to bring out the capabilities and skills of OMRON窶冱 diverse talent, who will be the source of OMRON窶冱 sustainable growth
Achieving Decarbonization and Lower Environmental Impact By viewing climate change from the two aspects of opportunities and risks, practicing corporate social responsibility and building further competitive advantage
Respecting Human Rights in the Value Chain As part of our corporate social responsibility, exerting our influence for the respect of human rights for workers in the value chain and at OMRON
*1 Scope 1 and 2: Direct and indirect GHG emissions from the company
*2 Scope 3, Category 11: Scope 3 corresponds to GHG emissions from the company窶冱 value chain. Category 11 of Scope 3 corresponds to emissions from use of manufactured/sold products,services, etc.
