Integrated Report 2015
統合レポート 2015
Year ended March 31, 2015
2015 年 3 月期
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5
Omron Principles represent our unchanging, unshakeable beliefs.
The Omron Principles are the cornerstone of our decisions and actions.
They are what binds us together, and they are the driving force behind Omron’s growth.
Omron Principles
We are a company that improves lives
and contributes to a better society
In 1959, Omron founder Kazuma Tateishi said, “A company is most valuable when it contributes
to society beyond the simple pursuit of profits.” Based on this idea, Tateishi created our
corporate motto stating, “With our day-to-day work, let’s improve lives and contribute to create
a better society.” Since that time, the spirit of this motto has been a driving force behind our
growth, binding us together as we create world-class innovations and contribute to higher
standards of living through our businesses. In 1990, we created the Omron Principles, built
on the foundation and spirit of our corporate motto. The Omron Principles have evolved in
response to the changing times.
Today, our businesses are growing across the world faster than ever as we pursue the long-
term vision outlined in our Value Generation 2020 (VG2020) plan. We continue to raise our
corporate value by providing answers to many of the issues our world faces today. To achieve
this vision toward 2020 and beyond, it is important for all Omron employees to act on the
Omron Principles. This is why we have decided to revise the Omron Principles to be easier to
understand and put into practice.
Omron continues to aim for a higher corporate value by
being a pioneer in finding solutions to social needs through
our business and by contributing to a better society.
Fumio Tateishi
Chairman
July 2015
1
Integrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Making the World Smaller through
Sensing and Control Technologies
Eliminations and Corporate
Omron manufactures and sells market-leading sensing and control products in over 110 countries
around the world. Our products include control equipment, electronic components, automotive
electronic components, social infrastructure, healthcare, and environmental solutions.
Other
Businesses
Identifying and developing the
next generation of Omron
businesses
1%
¥5.3
billion
10%
¥87.4
billion
Industrial Automation
Business (IAB)
Omron’s mainstay business;
innovating global manufacturing
through factory automation (FA)
Healthcare
Business (HCB)
Providing a
comprehensive lineup of
healthcare products for
home and hospital use
12%
¥100.6
billion
10%
¥80.4
billion
Fiscal 2014
Net Sales by Segment
¥847.3
billion
39%
¥331.8
billion
16%
¥137.9
billion
12%
¥103.9
billion
Asia Pacific
10 %
¥87.8 billion
Ratio of
overseas sales
to net sales
60%
Greater
China
22 %
¥181.9
billion
Fiscal 2014
Net Sales by Region
¥847.3
Japan
40%
¥337.7
billion
Europe
13%
¥113.3 billion
billion
Americas
15%
¥126.6 billion
Social Systems, Solutions and
Service Business (SSB)
Offering social infrastructure systems for a
safer, more comfortable society
Automotive Electronic
Components Business (AEC)
Electronic and Mechanical
Components Business (EMC)
Providing the global market with sophisticated
components that create seamless relationships
between people and machines
Developing new ideas in automotive electronics
to make automobiles safer and more environmentally friendly
■ Fiscal 2014 Earnings by Business Segment
(Billions of yen)
Business Segment
Net sales
Operating
income
Operating
income margin
Industrial Automation Business (IAB)
Electronic and Mechanical Components Business (EMC)
Automotive Electronic Components Business (AEC)
Social Systems, Solutions and Service Business (SSB)
Healthcare Business (HCB)
Other Businesses
Eliminations and Corporate
Total
331.8
103.9
137.9
80.4
100.6
87.4
5.3
847.3
54.6
10.2
9.2
5.0
6.5
8.4
(7.3)
86.6
16.5%
9.8%
6.7%
6.2%
6.5%
9.6%
－
10.2%
Ratio of overseas
employees to
total employees
70%
Asia Pacific
15%
5,618 employees
Fiscal 2014
Employee Ratio
by Region*
37,572
Employees
Worldwide
Greater
China
42%
15,808 employees
* As of March 31, 2015
Note: Regional categories are defined as follows:
Americas: North America, Central America, South America
Europe: Europe, Russia, Africa, Middle East
Greater China: China, Taiwan, Hong Kong
Asia Pacific: Southeast Asia, Korea, India, Oceania
Japan
30%
11,375
employees
Americas
7%
2,714
employees
Europe
6 %
2,057
employees
2
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Integrated Report 2015OMRON CorporationAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Challenging Ourselves to Make New
Technologies that Create a New Era
Evolution in automation. Omron continues to challenge traditional
ideas to create new and unique value for the market.
The Table Tennis Robot that Plays With You, Not Against You
At CEATEC JAPAN 2014, we unveiled a table tennis-playing robot that had everyone talking. This robot was our way of showing the
world how Omron sensing and control technologies create a seamless partnership between human and machine.
Omron sensing and control technologies determine what is necessary
from various information, transforming it into valuable information for
equipment control.
A robot that anticipates
human movement
The table tennis-playing robot
demonstrates a machine’s ability
to sense its surroundings and
make a correct decision. Using 3D
image processing, our robot friend
calculates movement and ball position
to return a shot easy for its opponent to
reach, keeping the volley going as long
as possible. Technology that anticipates
human movement and reacts properly
will play a core role in future industrial,
nursing, and in-home care settings.
3D Signage
Signage that uses spatial projection comes alive, expressing
information in a way that can’t be done in two dimensions.
How would you use a 2D arrow on a signboard to tell a visitor
to turn around and go back up a flight of stairs? In three
dimensions, however, the message is clear and easy to see.
Signage made with light is much safer and more space efficient
than traditional signage, to boot. You can probably imagine
a number of creative ways spatial projection can be used in
showrooms, display windows, and maybe even in your
own home.
Chicken ginseng congee
Vegetable congee
Real-Time Translation
Devices with embedded real-time translation
technology interpret and display written
characters for the user. Beyond simple
translation, we are working to incorporate
concierge technology that provides timely and
useful suggestions as well.
4
5
OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Business Model
Omron consists of six main business segments, filled with talented, skilled, and dedicated
professionals. These professionals leverage intellectual and physical capital to deliver products
and services that make the world a better place.
In each of these business segments we collect information about human will and thoughts, specified data
of a person or an object, etc., converting this information into products and services using sensing and
control technologies. This is how we go about directly serving the needs of society. For example,
our factory automation (FA) products and services support safer, higher quality of manufacturing work.
Our accurate medical equipment contributes to society by assisting in the battle against lifestyle diseases.
We take the compensation we receive from our customers and reinvest it into creating solutions
for the next generation of issues to come̶that’s the Omron style of value delivery.
Social
Issues
Labor shortages
Factory safety
and security
Quality
Anticipate
Station
overcrowding,
traffic congestion
Lifestyle
diseases
Energy shortages,
the environment
Omron
Plan / Develop / Manufacture / Sell
Industrial Automation
Business
Electronic and
Mechanical
Components Business
Automotive Electronic
Components Business
Social Systems,
Solutions and Service
Business
Healthcare Business
Other Businesses
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Manufac-
turers
B toB
&
B toC
Value
Delivery
A better life through
manufacturing
FA Equipment
Electronics
Electronic
Components
Automotive
Electronic
Components
Station Equipment,
Traffic Equipment,
Maintenance and
Services
Medical Equipment
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Automotive
Food/Pharma
Infrastructure,
Other
Railway/Roads
Pharmacies
Station/road safety,
security
Health
Environment
(Energy)
PV Inverters
Other
Housing
Construction, Other
Improve
6
7
OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
Omron Products
Control Equipment for Factory Automation
Segment Information
P. 44
The IAB provides control
equipment to automate produc-
tion lines. Devices connected
over open protocol enable high-
speed, high precision control
contributing to quality, safety,
and environmental conservation
in the factory.
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Sensing Equipment
Control Equipment
Motion Equipment
Vision
Sensors
Fiber Sensors
Programmable
Controllers
Temperature
Controllers
Inverters
Servomotors and
Servo Drivers
Safety Equipment
Emergency Stop Switches
Safety Light
Curtains
Safety Controllers
Electronic Components for Home Appliances and Other Industries
Segment Information
P. 46
Relays and switches for use in
refrigerators, microwave ovens,
air conditioners and more
Devices for use in the digital imaging and
amusement industries
Surface-Mounted
Switches
Power Relays for Printed Circuit Boards
Printer Toner Sensors
Power Supply Units for
Amusement Devices
Segment Information
P. 48
Electronic Automotive Components
Electric power steering
controllers for a
smoother, enjoyable
driving experience
Power window switches
with built-in safety features
to prevent accidental injury
Passive entry and keyless push-button starters
make driving a more enjoyable experience. The
AEC provides components to make these features
possible.
Key
Door unlocks
Engine starts
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Public Transportation
The SSB provides the technology
behind the latest automated ticket
gate and ticket vending machines
to keep traffic moving efficiently
through public transportation.
Automated Ticket Gates
Ticket Vending Machines
Segment Information
P. 50
Environment
Total solutions for energy
generation, storage, and
savings
Road Traffic
Central management
systems for traffic flow and
congestion management
Road Traffic
Management Systems
Healthcare and Medical Devices for Home Use
Medical Devices for Professional Use
The HCB helps families stay healthy, offering health
management and treatment products and services.
Medical devices and equipment that relieve
symptoms of disease and reduce medical risks
Segment Information
P. 52
Body Composition
Monitors
Thermometers
Blood Pressure
Monitors
Spot Check Monitors
Environmental Solutions
Backlights
PV inverters and other products for energy genera-
tion, storage, and savings
LCD backlights for smartphones and other devices
Segment Information
P. 54
Hybrid Storage System for Solar Power
LCD Backlights
Electric Systems and Equipment
Micro Devices
Uninterruptible power supply units provide
electricity during power outages or other emergencies.
Micro electro mechanical systems (MEMS) for
emerging applications
Electric Power
Steering Controllers
Power Window
Switches
Uninterruptible Power Supply Units
MEMS Pressure Sensors
8
9
OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
The Year in Review
Fiscal 2014 was a full and eventful year at Omron. We took strategic steps forward in creating a self-driven growth
structure. We created a venture investment subsidiary to find and fund opportunities for future growth. We acquired
a Brazilian company and partnered with others. In addition, our innovative management by ROIC program was
recognized and awarded the Corporate Value Improvement Award by the Tokyo Stock Exchange.
Manage-
ment and
Business
November 2014
September 2014
Opened the Hu-tech Environmental Laboratory.
Omron selected for the fifth
This building is a test case for completely new
consecutive year as a compo-
zero-energy building* and energy concepts
nent of the DJSI Asia Pacific
Index
*Reduce a building’s annual primary energy usage to zero through energy
conservation and efficiency.
July 2014
Established Omron Ventures Co.,
Ltd. on July 1, 2014 as a corporate
venture capital subsidiary
http://www.omron.com/media/
press/2014/07/c0701.html
October 2014
Acquired NS Industria de Aparelhos Medicos
Ltda., the No.1 nebulizer manufacturing and
sales company in the Brazilian market
http://www.omron.com/media/press/2014/09/h0909.html
Industrial Automation Business (IAB)
Electronic and Mechanical
Components Business (EMC)
Automotive Electronic
Components Business (AEC)
Social Systems, Solutions and
Service Business (SSB)
Healthcare Business (HCB)
Other Businesses
December 2014
January 2015
Launched a joint project with JIN Co., Ltd. for the
development of a new healthcare product; new product
Signed a letter of intent with Cyberdyne Inc.
scheduled to be introduced to the market in spring 2016
for a robotics business partnership
October– December 2014
First share buyback in six years (2.82 million
shares; ¥15.0 billion) and share retirement
http://www.omron.com/ir/news/2014/20141028_3.html
http://www.omron.com/ir/news/2014/20141126.html
Omron named the Grand Prix winner of the Tokyo Stock
Exchange Corporate Value Improvement Award
See P. 28 for more.
http://www.omron.com/
media/press/2015/01/
c0107.html
2014
2015
April−May
June
July
August
September
October
November
December
January
February
March
April
Products
and
Services
June 2014
Omron’s absolute
pressure sensor awarded
Semiconductor of the Year 2014
in the semiconductor devices
category
October 2014
Developed a first-of-its-kind*
Modified current Japanese
spatial projection technolo-
passive entry and engine
gy to project static 3D images using
LED lights and a transparent plate
start systems to meet needs in
emerging economies; began
* September 2014 internal survey
marketing systems in India
See P. 8 for more.
July 2014
Omron introduced the Accumil
V7000 Series, a patient monitor
offering high operability and diverse
functionality to support
safe and efficient
nursing care
Omron’s Table Tennis Robot awarded
the U.S. Media Panel Innovation
Award at CEATEC 2014*
*Award given by U.S. IT/electronics journalists to the most
innovative technologies, products, and services exhibited at
CEATEC JAPAN deemed to have a significant impact on the
future U.S. market.
http://www.omron.com/media/press/2014/10/c1010.html
December 2014
Released vision sensing
component, Hu-man Vision
Components-Consumer Model (recognizes the
status of a person and sends information to a
smartphone)
http://www.omron.com/media/press/2014/10/e1014_2.html
Cumulative production of KP Series PV
inverters for solar power systems surpasses
1 million units
February 2015
Released HEM-
7280C upper arm
blood pressure monitor with
communications feature and
backlight
January 2015
Omron’s uninterruptible power supply
(UPS) won the BCN AWARD 2015 for
the most outstanding
product in the UPS division
April 2015
Introduced the world’s
lightest, most
compact solar power
generation hybrid storage
battery system (KP48S)
Introduced the world’s fastest
machine automation controller
for the FA industry (NX701); with the
addition of the basic NJ101 model.
Omron offers control solutions for
everything from advanced production
systems to general-use equipment
*March 2015 internal survey
http://www.omron.com/media/
press/2015/04/i0401.html
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Integrated Report 2015OMRON CorporationAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
C O N T E N T S
OMRON Corporation
Integrated Report 2015
About Omron
1 Omron Principles
2 Making the World Smaller through
Sensing and Control Technologies
4
Challenging Ourselves to Make New
Technologies that Create a New Era
6 Business Model
8 Omron Products
10
The Year in Review
14
Financial Highlights
16 Non-Financial Highlights
18
11-Year Financial and Non-Financial Highlights
20
Board of Directors and Auditors
Editorial Policy
The scope of this report covers the 169 companies
of the Omron Group, consisting of 158 consolidated
subsidiaries and 11 nonconsolidated subsidiaries and
affiliates accounted for under the equity method (as
of March 31, 2015). Through its environmental and
governance-related activities, Omron is contributing to
the development of a sustainable society. Since 2012,
we have included in our annual reports information on
activities that had previously only been available in the
CSR report.
Caution Concerning
Forward-Looking Statements
Statements in this integrated report with respect to
Omron’s plans, strategies, as well as other statements
that are not historical facts, are forward-looking
statements involving risks and uncertainties. Important
factors that could cause actual results to differ
materially from such statements include, but are not
limited to, general economic conditions in Omron’s
markets, which are primarily Japan, the Americas,
Europe, Asia Pacific, and Greater China; demand for and
competitive pricing pressure on Omron’s products and
services in the marketplace; Omron’s ability to continue
to win acceptance for its products and services in these
highly competitive markets; and movements of
currency exchange rates.
Where We’re Headed
22 Material Management Issues
and Major Initiatives
23 Message from the CEO
29 Message from the CFO
32
Special Feature 1
Management by ROIC 2.0
36
Special Feature 2
Toward Effective
Corporate Governance
Corporate Value Initiatives
40
42
44
Factory Tour
Industrial Automation Business Kusatsu Plant
At a Glance
Industrial Automation Business (IAB)
46 Electronic and Mechanical Components
Business (EMC)
48 Automotive Electronic Components
Business (AEC)
50 Social Systems, Solutions and Service
Business (SSB)
52 Healthcare Business (HCB)
54 Other Businesses
Environmental Solutions Business, Backlights Business,
Electronic Systems & Equipment Business, and Micro
Devices Business
Explanation of Cover
We are all charged with the task of ensuring the
sustainability of our precious planet. Omron
embarked on the EARTH STAGE in April 2014.
In this stage, Team Omron will strive unceasingly
to create social needs, tackling all challenges
placed before it.
Corporate Value Foundation
56
Intellectual Property Strategy
57
Sustainability Management
59 Human Resources Management
62 Environmental Management
65 Corporate Governance
70
Compliance and Risk Management
72
Cultivating Strong Relationships through Responsible Engagement
74
Directors, Audit & Supervisory Board Members,
Honorary Chairman, and Executive Officers
Financial Section
78
Financial Section (U.S. GAAP)
Corporate Information/
Other Information
92
93
94
Independent Practitioner's Assurance
From the Editor-in -Chief
Corporate Information / Stock Information
12
13
Integrated Report 2015OMRON CorporationAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
Financial Highlights
Gross Profit Margin
ROIC
EPS
Cash and Cash Equivalents
39.3％
Gross profit margin
R&D expenses ratio
13.4％
Return on invested capital (ROIC)
Operating income margin
Selling, general and administrative expenses ratio (excluding R&D expenses)
(%)
50
40
30
20
10
0
34.834.8
35.135.1
26.2
25.4
37.537.5
36.836.8
37.137.1
38.538.5
39.339.3
23.0
23.5
23.4
23.5
23.4
7.7
0.9
7.2
2.5
7.8
6.7
6.5
6.8
7.0
6.7
8.8
10.2
6.2
5.7
(%)
15
10
5
0
-5
-10
1.0
-7.6
ROIC=
Net Income
Invested Capital*
(Net Assets + Interest-Bearing Debt)
*Invested capital represents prior year-end actual
and average of current year quarterly forecasts
7.8
8.6
4.8
11.3
13.4
Expected cost of
capital 6%
FY
08
09
10
11
12
13
14
FY
08
09
10
11
12
13
14
Significant growth in IAB segment revenues and profits drive
earnings improvement. Operating income margin breaks above
the 10% level for the first time in 25 years.
Our expected cost of capital for the EARTH-1 STAGE is set at 6%.
ROIC management has led to fiscal 2014 ROIC significantly higher
than our expected cost of capital.
¥283.9
Earnings per share
Cash dividends per share
Dividend payout ratio
106.4%
283.9
209.8
121.7
137.2
74.5
37.6%
25 16.0 17
24.7%
30
28
27.0%
25.3%
37
53
(Yen)
300
250
200
150
100
50
0
-50
-100
-150
-132.2
(%)
120
100
80
60
40
71
25.0%
20
0
¥102.6 billion
Cash and cash equivalents
Total interest-bearing liabilities
(Billions of yen)
120
102.6
102.6
90.390.3
74.774.7
53.0
51.751.7
46.646.6
45.5
45.345.3
55.755.7
36.6
18.8
5.6
0.5
0
90
60
30
0
FY
08
09
10
11
12
13
14
FY
08
09
10
11
12
13
14
Omron paid a record-high ¥71 per-share dividend for fiscal 2014. We
expect to record a dividend payout ratio of 30% for fiscal 2015, achieving
our stated commitment one year ahead of schedule.
We prioritize cash allocation to growth investments designed to achieve
our long-term vision (VG2020) goals. We forecast a total of ¥100 billion in
investments over the three years of our EARTH-1 STAGE plan.
Ratio of Overseas Sales to Total Net Sales
Capital Expenditures
60.1％
Overseas Total
Japan
Americas
Europe
¥38.1billion
Capital expenditures
Depreciation and amortization
Greater China
Asia Pacific
Direct Exports
(%)
60
50
40
30
20
10
0
49.7
50.3
50.7
49.3
51.4
52.2
48.6
47.8
51.1
48.9
16.4
14.8
15.7
12.8
12.0
6.4
2.0
14.7
11.7
7.6
2.0
13.7
12.0
8.1
1.9
16.3
16.3
13.5
12.1
8.5
1.8
12.4
8.4
1.6
FY
08
09
10
11
12
60.1
39.9
21.4
14.6
12.8
9.8
1.6
14
55.4
44.6
18.4
13.1
9.3
1.5
13
We continue to see revenue growth in Greater China, Southeast Asia,
and other emerging economies.
(Billions of yen)
36.8
33.5
38.1
33.7
28.3
28.3
28.3
23.2 23.0
22.6
22.5
25.1
27.0
19.5
40
30
20
10
0
FY
08
09
10
11
12
13
14
Omron plans to steadily increase capital expenditures toward sustained
growth.
14
15
Integrated Report 2015OMRON CorporationAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Non-Financial Highlights
Note: The seven non-financial indices presented here have been reviewed by Deloitte Tohmatsu
Evaluation and Certification Organization, an independent evaluation entity.
Practicing the Omron Principles (The Omron Global Awards: TOGA)
Ratio of Employees with Disabilities
No. of Entries 3,651
Employees 32,751
No. of
Participating
No. of participating employees
No. of entries
(Employees)
40,000
30,000
2,481
2,519
23,524
20,000
20,828
3,651
32,751
10,000
0
FY
12
13
14
(Entries)
4,000
3,000
2,000
1,000
0
Challenging ourselves, being pioneers, putting ourselves in the shoes
of our customers. At Omron, we practice the Omron Principles as a
means to solve social issues as well as to become a more valuable
corporation. TOGA (The Omron Global Awards) recognizes teams
from around the world that have worked together to rise to the
challenge, delivering results that exemplify the Omron Principles.
For more about TOGA:
http://www.omron.com/about/csr/omron_csr/idea/practice/
3.40%
Employees with disabilities at Omron Corporation
Japanese national average
2.882.88
3.143.14
3.113.11
3.243.24
3.403.40
1.681.68
1.651.65
1.691.69
1.761.76
1.821.82
(%)
5
4
3
2
1
0
FY
10
11
12
13
14
Note: Ratio of employees with disabilities (including special subsidiaries) is as of
June 30 each year.
Omron believes in diversity. As a matter of fact, diversity is a central tenet
of the Omron Principles. We continue to look for more opportunities to
provide disabled individuals a means to find pride in worthwhile work.
Global Net Sales to CO2 Emissions*1
Environmental Contribution*2
3.78million yen/ton-CO2
CO2 emissions of global production sites
Net sales to CO2 emissions
880,000ton-CO2
CO2 emissions of global production sites
Environmental contribution
Ratio of Women in Managerial Roles (Japan)
Ratio of Non-Japanese in
Managerial Positions Overseas
1.9%
Ratio of women in managerial roles
No. of women in managerial roles
(Women managers)
40
(%)
6
4
2
0
3030
2727
5.0%5.0%
2222
2323
1.4%1.4%
1.5%1.5%
1.8%1.8%
3.0%3.0%
1.9%1.9%
30
20
10
0
FY
12
13
14
15
16 (Target)
18 (Target)
Note: Figures represent results as of April 20.
We are well aware that the low number of women in leadership roles
in Japan is not only critical issue̶it's a lost opportunity. We plan to
raise the number of women in managerial roles to 3% by the end of
fiscal 2016 and to 5% by the end of fiscal 2018.
42%
3636
3131
4242
4242
(%)
50
40
30
20
10
0
FY
11
12
13
14
We believe that local management is the best management. This
is why we emphasize having local staff in key positions in our local
entities overseas. We will continue to train and appoint local staff
to perform managerial roles at our offices around the world.
17% Improvement vs. 2010
223,945
207,426
（ton-CO₂）
225,000
200,000
191,103 183,953
176,055
3.233.23
3.373.37
3.693.69
3.733.73
4.204.20
3.783.78
Environmental Contribution > CO2 Emissions of Global Production Sites
（ton-CO₂）
1,000,000
Targets Achieved for
Five Consecutive Years
880,561
671,953
331,222
216,467
211,364
191,103
183,953
176,055
207,426
223,945
₂）
800,000
600,000
400,000
200,000
0
FY
10
11
12
13
14
20 (Target)
FY
10
11
12
13
14
At Omron, we take pride in knowing that our businesses contribute to
a sustainable society. We track and improve global net sales to CO2
emissions and environmental contribution as two important indicators
of corporate value.
*2 Environmental Contribution = Volume of CO2 emissions reduction contributed by
society’s use of Omron Group’s energy saving, storage or generation products and services.
See our website for more about how we calculate these figures.
Environmental Contribution
http://www.omron.com/about/csr/environ/eco_products/eco_contribution/
CO2 Emissions of Global Production Sites
http://www.omron.com/about/csr/environ/eco_fac_off_lab/co2_discharge/
data_co2exhaust_volume.html
16
17
*1 Net sales to CO2 emissions = Net sales per one ton of CO2 emissions.0150,000125,000175,000054321（Million yen/ton-COIntegrated Report 2015OMRON CorporationAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section 11-Year Financial and Non-Financial Highlights
OMRON Corporation and Subsidiaries (As of and for the years ended March 31)
FY2004
FY2005
FY2006
FY2007
FY2008
FY2009
FY2010
FY2011
FY2012
FY2013
Operating Results:
Net sales
Gross profit
Selling, general and administrative expenses (excl. R&D expenses)
Research and development expenses
Operating income (Note 2)
EBITDA (Note 3)
Net income (loss) attributable to shareholders
Cash Flows:
Net cash provided by operating activities
Net cash used in investing activities
Free cash flow (Note 4)
Net cash provided by (used in) financing activities
Financial Position:
Total assets
Cash and cash equivalents
Total interest-bearing liabilities
Total shareholders’ equity
Per Share Data:
Net income (loss) attributable to shareholders (EPS)
Shareholders’ equity
Cash dividends (Note 5)
Dividend payout ratio
Financial Indicators:
Gross profit margin
Operating income margin
EBITDA margin
Return on invested capital (ROIC)
Return on equity (ROE)
Ratio of shareholders’ equity to total assets
Total return ratio (Note 6)
Capital expenditures
Depreciation and amortization
Ratio of overseas sales
Non-Financial Data (Note 7) :
Number of employees
Ratio of overseas employees to total employees
Number of patents held (Note 8)
Environmental contribution (ton-CO2) (Note 9)
CO2 emissions of global production sites (ton-CO2) (Note 10)
¥598,727
245,298
141,185
49,441
54,672
83,314
30,176
61,076
(36,050)
25,026
(40,684)
585,429
80,619
23,203
305,810
126.5
1,284.8
24.0
19.2%
41.0%
9.1%
13.9%
9.0%
10.4%
52.2%
29.1%
38,579
28,642
39.9%
24,904
58.4%
4,426
¥616,002
248,642
149,274
50,501
60,782
91,607
35,763
51,699
(43,020)
8,679
(38,320)
589,061
52,285
2,468
362,937
151.1
1,548.1
30.0
19.9%
40.4%
9.9%
14.9%
10.1%
10.7%
61.6%
47.8%
40,560
30,825
43.4%
27,408
61.1%
4,538
¥723,866
278,241
164,167
52,028
62,046
95,968
38,280
40,539
(47,075)
(6,536)
(4,697)
630,337
42,995
19,988
382,822
165.0
1,660.7
34.0
20.6%
38.4%
8.6%
13.3%
9.9%
10.3%
60.7%
49.7%
44,447
33,922
47.3%
32,456
64.9%
5,206
¥762,985
293,342
176,569
51,520
65,253
101,596
42,383
68,996
(36,681)
32,315
(34,481)
617,367
40,624
18,179
368,502
185.9
1,662.3
42.0
22.6%
38.4%
8.6%
13.3%
10.4%
11.3%
59.7%
74.7%
37,072
36,343
52.1%
35,426
65.7%
5,717
¥627,190
218,522
164,284
48,899
5,339
38,835
(29,172)
31,408
(40,628)
(9,220)
21,867
538,280
46,631
52,970
298,411
(132.2)
1,355.4
25.0
ー
34.8%
0.9%
6.2%
(7.6%)
(8.7%)
55.4%
ー
36,844
33,496
49.7%
32,583
63.4%
5,205
¥524,694
184,342
133,426
37,842
13,074
40,088
3,518
42,759
(18,584)
24,175
(20,358)
532,254
51,726
36,612
306,327
16.0
1,391.4
17.0
106.4%
35.1%
2.5%
7.6%
1.0%
1.2%
57.6%
106.7%
19,524
27,014
50.7%
36,299
68.1%
5,218
¥617,825
231,702
142,365
41,300
48,037
71,021
26,782
41,956
(20,210)
21,746
3,333
562,790
74,735
45,519
312,753
121.7
1,421.0
30.0
24.7%
37.5%
7.8%
11.5%
7.8%
8.7%
55.6%
25.2%
23,192
22,984
51.4%
35,684
67.8%
5,452
216,467
191,103
¥619,461
227,887
145,662
42,089
40,136
62,753
16,389
31,946
(26,486)
5,460
(33,492)
537,323
45,257
18,774
320,840
74.5
1,457.5
28.0
37.6%
36.8%
6.5%
10.1%
4.8%
5.2%
59.7%
37.7%
28,341
22,617
52.2%
35,992
67.7%
5,959
211,364
183,953
¥650,461
241,507
152,676
43,488
45,343
67,795
30,203
53,058
(28,471)
24,587
(18,550)
573,637
55,708
5,570
366,962
137.2
1,667.0
37.0
27.0%
37.1%
7.0%
10.4%
8.6%
8.8%
64.0%
27.0%
28,285
22,452
51.1%
35,411
67.4%
6,448
331,222
176,055
¥772,966
297,208
181,225
47,928
68,055
93,144
46,185
79,044
(31,125)
47,919
(16,298)
654,704
90,251
488
430,509
209.8
1,956.1
53.0
25.3%
38.5%
8.8%
12.1%
11.3%
11.6%
65.8%
25.3%
33,653
25,089
55.4%
36,842
69.1%
6,635
671,953
207,426
Millions of yen
FY2014
Thousands of
U.S. dollars (Note 1)
FY2014
¥847,252
$7,060,433
2,771,725
1,650,858
399,275
721,592
957,750
518.083
642.142
(329,308)
312,833
(244,192)
5,925,092
855,183
0
4,081,408
U.S. dollars (Note 1)
2.37
18.79
0.59
317,858
236,158
332,607
198,103
47,913
86,591
114,930
62,170
77,057
(39,517)
37,540
(29,303)
711,011
102,622
0
489,769
Yen
283.9
2,254.4
71.0
25.0%
39.3%
10.2%
13.6%
13.4%
13.5%
68.9%
49.1%
38,143
28,339
60.1%
37,572
69.7%
7,194
880,561
223,945
Notes: 1. U.S. dollar amounts represent translations of Japanese yen at the approximate exchange rate on March 31, 2015 of ¥120 = U.S.$1.
2. Operating income for fiscal 2005 includes an ¥11,915 million gain recorded on the return of pension assets to the government.
3. EBITDA = Operating income + Depreciation and amortization
4. Free cash flow = Net cash provided by operating activities + Net cash used in investing activities
5. Cash dividends per share represent the amounts applicable to the respective year, including dividends to be paid after the end of the fiscal year.
6. Total return ratio = (Total dividends paid + Amount of shares repurchased) / Net income (loss) attributable to shareholders (does not include repurchases of
less than one trading unit)
7. The non-financial data presented herein was reviewed by Deloitte Tohmatsu Evaluation and Certification Organization Co., Ltd., an independent practitioner.
See page 92 for more information.
8. Patent information is as of March 15.
9. Environmental contribution = Volume of CO2 emissions reduction contributed by society’s use of the Omron Group’s energy-saving, storage, or generation
products and services.
10. CO2 emissions volumes calculated based on fuel consumption and electricity purchase volumes by the Company.
Operating Income
Omron applies the single step presentation of income under U.S. GAAP (that is, the various levels of income are not presented) in its consolidated statements of income.
For comparison with other companies, operating income is presented as gross profit less selling, general and administrative expenses and research and development expenses.
Discontinued Operations
Figures for FY2006 and prior years have been restated to account for businesses discontinued in FY2007.
Long-Term Management Strategy
Grand Design 2010 （GD2010）
FY2001 – FY2003
1st Stage Establish a Profit Structure
Concentrate on cost structure reform and
restructure the Company as a profit-generating
business
Achievements
• ROE of 10%
• Withdrew from unprofitable business, spun off
Healthcare Business
• Raised the level of corporate governance to the
global standard
FY2004 – FY2007
2nd Stage Balance Growth and
Earnings
Reinforce business foundations through
aggressive investment in growth areas,
including M&A, and cost reduction
Achievements
• Increased earnings per share from ¥110.7
(FY2003) to ¥185.9 (FY2007)
FY2008 – FY2010
3rd Stage Achieve a Growth
Structure
Fortify growth businesses (high profitability)
Revival Stage (February 2009 to March 2011)
Revised 3rd-stage targets due to an abrupt
change in the business environment, imple-
mented cost reductions, and spun off Automo-
tive Electronic Components Business and Social
Systems, Solutions and Service Business
Value Generation 2020 （VG2020）
FY2011 – FY2013
GLOBE STAGE
Establishment of profit and growth
structures on a global basis
Target*1
Result
Net sales
Operating income
Gross profit margin
Operating income margin
ROE
¥750.0 billion ¥773.0 billion
¥68.1 billion
¥100.0 billion
38.5%
42.0%
8.8%
13.3%
11.6%
over 15%
FY2014 – FY2016
EARTH-1 STAGE
Establish self-driven growth structure
FY2016
Targets*2
● Net sales over ¥900 billion
● Gross profit margin over 40%
● Operating profit margin
over 10%
● ROIC approx. 13%
● ROE approx. 13%
● EPS approx. ¥290
FY2017 – FY2020
EARTH-2 STAGE
● Net sales over ¥1 trillion
● Operating profit margin15%
FY2020
Targets*3
*1 Target values are those announced at the time of the original
*2 Announced April 2014
VG2020 announcement (July 2011)
*3 Target values are those announced at the time of the
original VG2020 announcement (July 2011)
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Integrated Report 2015OMRON CorporationAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
Board of Directors and Auditors
As of June 23, 2015
Back row,
from left:
Eisuke Nagatomo
Audit & Supervisory Board
Member (Independent)
Corporate Governance
Committee Member
Kiichiro Kondo
Audit & Supervisory Board
Member
Eizo Kobayashi
Outside Director
Chairman of the Compensation
Advisory Committee
Vice Chairman of the Corporate
Governance Committee
Personnel Advisory Committee
Member
CEO Selection Advisory Committee
Member
Kazuhiko Toyama
Outside Director
Chairman of the Personnel Advisory
Committee
Chairman of the CEO Selection
Advisory Committee
Chairman of the Corporate
Governance Committee
Compensation Advisory Committee
Member
Kuniko Nishikawa
Outside Director
Personnel Advisory Committee Member
CEO Selection Advisory Committee Member
Compensation Advisory Committee Member
Corporate Governance Committee Member
Tokio Kawashima
Audit & Supervisory Board Member
Yoshifumi Matsumoto
Audit & Supervisory Board Member (Independent)
Corporate Governance Committee Member
Front row,
from left:
Koji Nitto
Director, Senior Managing Executive Officer
Senior General Manager, Global Strategy HQ
Compensation Advisory Committee Member
Yoshinori Suzuki
Executive Vice President and CFO
Personnel Advisory Committee Member
Fumio Tateishi
Chairman
CEO Selection Advisory Committee Member
Yoshihito Yamada
President and CEO
Akio Sakumiya
Executive Vice President
Vice Chairman of the Personnel Advisory Committee
Vice Chairman of the CEO Selection Advisory Committee
Vice Chairman of the Compensation Advisory Committee
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21
Integrated Report 2015OMRON CorporationAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Material Management Issues and Major Initiatives
Message from the CEO
In 2011, Omron published Value Generation 2020 (VG2020), a plan that outlined a 10-year vision for
our company. VG2020 put us on the path toward becoming a company that delivers global value in
terms of both volume and quality. Under this plan, we set a goal and defined specific activities to
achieve net sales of ¥1 trillion with an operating income margin of 15% for fiscal 2020. Fiscal 2015
represents the second year of the EARTH-1 STAGE of this plan. We have identified the following
matters as important management issues and initiatives to address moving forward.
▶ EARTH-1 STAGE Policies
Establish a self-driven growth structure to grow in any operating environment
▶ Material Issues and Major Initiatives
Issues
Initiatives
Growth Power
● Dramatic growth in Asia
● Innovate to roll out new businesses more quickly
● Grow more quickly through acquisitions and partnerships
Improve
3 Powers
Earning Power
● Exercise ROIC- and ROE-centric management and matrix
management to improve gross profit margins (ability to earn)
Power to Deal
with Challenge
● Manage Omron as a business portfolio to allocate resources
to growth businesses
● Improve integrated global risk management
Global Human
Resources
● Globalize management by promoting talented individuals versed in global business
● Increase the ratio of women in managerial roles (particularly in Japan)
Materiality
Identification
Process
In light of our long-term VG2020 strategies, and after considerable discussion at board meetings and
other venues, we determine our most pressing issues with respect to our Growth Power, Earning
Power, and Power to Deal with Challenge. We value the feedback we receive from shareholders,
investors, and other stakeholders, communicating this information throughout our company. Every
year we conduct an internal review of important matters, disclosing our results* to the public.
* http://www.omron.com/ir/shareholder/pdfs/convocation_notice_78th.pdf
■ VG2020 Strategies
GLOBE STAGE
EARTH-1 STAGE
EARTH-2 STAGE
N
e
t
S
a
e
s
l
New Business Strategy for the Optimization Society
Super-Global Growth Strategy
Existing Business Strategy (Maximization of IA Business)
Profit Structure Reform
Global Human Resources Strategy
B
a
s
i
c
S
t
r
a
t
e
g
e
s
i
S
t
r
a
t
e
g
i
e
s
F
u
n
c
t
i
o
n
a
l
FY2011
FY2014 – FY2016
FY2020
Our Mission:
To improve lives and
contribute to a better society
The spirit of this mission, first defined by
our founder Kazuma Tateishi, lives on in
the Omron Principles and in our own
beliefs. The Omron Principles are the
cornerstone of our decisions and actions.
They are what binds us together, and they
are the driving force behind Omron’s
growth. Through our businesses, we help
solve social issues and strengthen our
corporate value.
Yoshihito Yamada
President and CEO
July 2015
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Integrated Report 2015OMRON CorporationAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
1. Revised Principles and Created Management Philosophy
2. Return on Invested Capital
To succeed and grow at the highest levels,
a company must have a clear mission and
inspiring values. But, it’s not enough to simply
have a mission and values. Every employee
must believe in what the company is trying
to accomplish, putting their commitment into
everyday practice.
In 1959, our founder created our Corporate
Motto. In the half-century since that time, the
line of successive Omron leadership has held
true to the spirit of this Corporate Motto, relying
on the Omron Principles to bind the company
together and to guide our management
decisions. For Omron, our Principles drive us
to become a stronger, better company, while
at the same time they serve as the engine that
supports our ongoing growth.
In May 2015, we revised the Omron
Principles for the first time in nine years.
Management Philosophy
We believe this revision now clearly
communicates Our Mission and Our Values
in a way that resonates with and inspires
every employee worldwide. This revision
reaches out to the very front lines of our
businesses to help us all focus on the same
goals, working together to achieve the long-
term vision outlined in our Value Generation
2020 (VG2020) business plan.
We view this as an opportunity to make
a deeper connection with our roots, while
looking forward to sustained growth toward
2020 and beyond. At the same time, we
have created our Management Philosophy,
declaring to our stakeholders our stance and
approach in carrying out our business based
on the Omron Principles.
As always, our ultimate mission remains: To
improve lives and contribute to a better society.
We believe a business should create value for society through its key practices.
We are committed to sustainably increasing our long-term value by putting
Our Mission and Values into practice.
● We uphold a long-term vision in our business practices to create
solutions to society’s needs.
● We operate as a truly global company through our fair and transparent
management practices.
● We cultivate strong relationships with all of our stakeholders through
responsible engagement.
“Driving corporate value through
the Omron Principles”
Return on invested capital (ROIC) is an
important indicator that shows how effectively
a company uses its capital to offer value to
society. This indicator also shows how well
a company meets the expectations of its
shareholders.
At Omron, our businesses operate across
a wide range of formats, from business-to-
business to business-to-consumer. Using ROIC
as a yardstick provides an effective, fair means
for management to measure the performance
of these diverse businesses. Today, we
manage Omron as a portfolio of businesses,
each responsible for delivering return on
invested capital. The Down-Top ROIC Tree is
the tool we use to establish and execute on
key performance indicators tied directly to the
front lines of our businesses. As a result, we
achieved an ROIC in excess of 13% for fiscal
2014, delivering our fiscal 2016 target two
years ahead of schedule.
In January 2015, the Tokyo Stock Exchange
recognized Omron for this initiative, honoring
us as the Grand Prix recipient of the Corporate
Value Improvement Award. This award is the
highest recognition given by the Tokyo Stock
Exchange, which selects only one firm each
year from among the 3,400 publicly traded
3. FY2014 Results
companies on the exchange.
Our next challenge is to deliver even higher
levels of quality through our front-line activities.
We must communicate our values more
effectively to all employees, regardless of their
place in the company or knowledge of financial
management concepts.
During February 2015, we began a company-
wide education project led by our accounting
and finance department. Management by
ROIC 1.0 was the original name we gave to
this quantitative approach using Down-Top
ROIC Tree. Now we are operating under
Management by ROIC 2.0 *1, upgrading and
accelerating this program of management by
key indicators. We believe this approach will
help us continue to improve at the front lines
of our businesses.
*1 See P. 32 for more.
Corporate Value Improvement Award Presentation Ceremony
Fiscal 2014 was our third consecutive year
of higher revenues and profits, as well as our
second consecutive year of record earnings.
Our mainstay Industrial Automation Business
■ FY2014 Results (Management Indicators)
FY2013 Actual
FY2014 Actual
Net sales (¥ billion)
Gross profit margin
Operating income margin
ROIC
ROE
EPS (¥)
USD rate (¥)
EUR rate (¥)
773.0
38.5%
8.8%
11.3%
11.6%
209.8
100.1
134.0
847.3
39.3%
10.2%
13.4%
13.5%
283.9
110.0
138.7
Change
+9.6%
+0.8P
+1.4P
+2.1P
+1.9P
+74.1
+9.9
+4.7
24
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Integrated Report 2015OMRON CorporationAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
“We moved our plan for EARTH-1 STAGE
goals forward by 12 months”
earlier than planned
(2) Sustain efforts toward higher profitability
(GP%)
(3) Increase sales and profits in all business
segments
Our goals for VG2020 (fiscal 2020) are
net sales of over ¥1 trillion and an operating
income margin of 15%. Ongoing investment
will be key in accomplishing these goals.
We will increase the size of our growth
investments, primarily in our Industrial
Automation Business and Healthcare
Business. We also plan to increase capital
investment in our Backlights Business, where
the market is growing at a tremendous clip.
Omron builds a self-driven growth structure
not affected by the ups and downs of external
market changes.
5. Building a Better Governance Structure
We believe that Omron can help solve social
issues through technology and innovation. This
is one reason why we established the new
position of chief technology officer (CTO) in April
2015. The mission of Omron’s CTO is to (1)
strengthen our core technologies, (2) promote
open innovation by working with outside entities,
and (3) develop new technologies looking toward
fiscal 2020 and beyond.
Kiichiro Miyata, formerly president of Omron
Healthcare, is serving as our CTO. Together with
CFO Yoshinori Suzuki—himself an experienced
corporate leader—and I as CEO, we plan to
guide the Omron Group as a unified team.
The business environment changes
dynamically and on a global scale. Geopolitical
risk, labor health and safety, procurement risk,
employee safety, and other business issues
are becoming more complex. So, with the
many new and evolving issues we face, we
have decided to place risk management and
■ FY2015 Management Indicators
legal affairs directly under the office of the
president to assure that proper attention is
given to these matters.
We published the new Omron Corporate
Governance Policies in response to the
June 2015 enactment of Japan’s Corporate
Governance Code. As a company, we
continue to observe and improve our stance
regarding governance as a good corporate
citizen should.
We want Omron to be a company valued and
appreciated by the people of the world. To do
this, we must build a strong corporate culture
that combines growth, profits, and the ability to
respond to change. Our long-term management
vision looks ahead to the year 2020 and far
beyond. For Omron to be a company valued by
the people of the world, we must continue to
endeavor. I ask you for your continued support
as we pursue this vision.
Net sales (¥ billion)
Gross profit margin
Operating income margin
ROIC
ROE
EPS (¥)
USD rate (¥)
EUR rate (¥)
*3 Published April 24, 2014
FY2014 Actual
847.3
39.3%
10.2%
13.4%
13.5%
283.9
110.0
138.7
FY2015 Plan
900
39.6%
10.0%
> 13%
> 13%
306.1
115.0
130.0
EARTH-1 STAGE Goals (FY2016)*3
> 900
> 40%
> 10%
approx. 13%
approx. 13%
approx. 290
100.0
135.0
reported strong results, driving overall
performance to reach net sales of ¥847.3
billion and operating income of ¥86.6 billion.
Operating income margin came in at 10.2%,
surpassing the 10% level for the first time
in 25 years. We are steadily building a more
self-driven growth structure, particularly in
our Industrial Automation Business. At the
same time, we are building more earnings
capacity, creating a stronger portfolio of
businesses. ROIC jumped 2.1 points over the
prior fiscal year, reaching 13.4%.
■ Three-Year Total Shareholder Return Comparison*2
350
300
250
200
150
100
TSR (Annual Rate)
Omron 47%
TOPIX Electric Appliances 24%
50
2012/3/30
2012/6/30
2012/9/30
2012/12/31
2013/3/31
2013/6/30
2013/9/30
2013/12/31
2014/3/31
2014/6/30
2014/9/30
2014/12/31
2015/3/31
*2 Three-year stock trend after dividend adjustments
(March 30, 2012 = 100)
Source: Internal data; Bloomberg
In terms of shareholder value, we made
a significant repurchase of shares for the
first time in six years. During fiscal 2014, we
purchased 2.82 million shares, after which we
retired a total of 9.72 million shares including
treasury stock. Our dividends were a record
¥71 per share.
Total shareholder return (TSR) compared to
fiscal 2013 was up 29%. Over the past three
years, our TSR has been 47%, outperforming
the TOPIX average of 24% for the electric
appliances sector.
4. Future Goals
We have set fiscal 2015 targets for net sales
and operating income of ¥900 billion and ¥90
billion, moving our EARTH-1 STAGE goals up
by 12 months. We project earnings per share
to exceed our interim goal of ¥306 per share.
Similarly, we have set a target for dividend
payout ratio of 30% for fiscal 2015, 12 months
ahead of our original plan.
During fiscal 2015, we plan to work even
harder on our self-driven growth engine and
numerical targets:
(1) Achieve EARTH-1 STAGE goals one year
26
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OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
OMRON Corporation
Grand Prix Winner of the TSE Corporate Value Improvement Award for FY2014
Why Omron?
Corporate Value Improvement Award
● Investor-oriented management goals
● In-depth business portfolio
management
● Down-Top ROIC tree approach shared
throughout the organization
The award was established by TSE to encourage management toward
enhancing corporate value and contribute to raising the quality and profile of the
Japanese equities market. Selected from the entire TSE market of about 3,400
candidates, companies are recognized for raising the appeal of the market by
improving corporate value through efforts that consider capital cost and other
investor concerns.
Note: Translation of an excerpt from a Tokyo Stock Exchange advertisement in the March 16, 2015
● Management initiatives resulting in
measurable improvements
morning edition of the Nihon Keizai Shimbun
For more about the Corporate Value Improvement Award, see:
http://www.jpx.co.jp/english/equities/listed-co/award/01.html
Message from Japan Exchange Group, Inc.
The Corporate Value Improvement Award is a conscious and open effort by
TSE to encourage management toward raising capital productivity. The award
recognizes outstanding initiatives by public companies aimed at improving
corporate value.
For FY2014, we have selected OMRON Corporation for the Grand Prix
award. Omron is a truly worthy winner, demonstrating excellent management
through an ROIC approach with a strong emphasis on capital productivity. We
look forward to the continued growth of the company as it steadily pursues its
highly commendable approach toward business management.
Akira Kiyota
Director & Representative
Executive Officer, Group CEO
Japan Exchange Group, Inc.
Message from the CFO
Aiming for Corporate Value
Improvement through Portfolio
Management
We manage the Omron Group as a portfolio of
businesses. The purpose of portfolio management at
Omron is to support correct decisions in response to
changes in the business environment.
We make opportunistic management decisions for
M&A, growth acceleration, restructuring, and new lines
of business to generate growth for our company.
Our cash on hand is another effective tool we use to
invest in growth opportunities and to return profits to
our shareholders.
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Yoshinori Suzuki
Executive Vice President and CFO
July 2015
l
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28
Integrated Report 2015
29
資本生産性の向上を目指した経営が受賞の決め手「輝く、ニッポンの企業力」大賞を受賞した「オムロン株式会社」の企業価値向上への想い オムロンは資本生産性を表す経営指標である投下資本利益率（ＲＯＩＣ）を重要指標に位置づけ、現場の従業員にどうすれば企業価値が向上するのかを考えさせています。企業価値向上や資本生産性という概念は管理職でも実感しにくいと思います。それをグループ各社の隅々まで浸透させ、日々の仕事に反映させていくという難題にオムロンは取組み、その結果として高水準の成果を生み出していこうと考えています。この取組みの秘訣は、「ＲＯＩＣ逆ツリー展開」と「ポートフォリオマネジメント」の２つです。 ROICを取り入れた経営の革新が成長につながる大賞企業「オムロン」インタビュー上場会社表彰 受賞会社山田 義仁氏大大大大大大大大賞賞賞賞賞賞賞賞オムロン株式会社代表取締役社長 CEO損保ジャパン日本興亜ホールディングス株式会社株式会社ファンケル東京瓦斯株式会社TOTO株式会社ピジョン株式会社株式会社セブン＆アイ・ホールディングス企業価値向上表彰・優秀賞女性の活躍の推進に向けた積極的な取組み企業行動表彰受賞した理由は日経電子版広告特集「ニッポンの企業力」 で公開中http://ps.nikkei.co.jp/tseaward2014/」トンメジネマオリォフトーポ「定設を標目営経たし識意を点視者資投を実践自社の事業を100近い事業ユニットに細分化し、ROICなどを使って事業ユニットの選択と集中を行う「ポートフォリオマネジメント」を実践している。資本生産性を表す経営指標（ROIC※）を経営目標に掲げて、投資者との対話を深めている。※ROICとは、投下資本利益率のことをいう。同社のように借入がほぼゼロの場合、「ROIC」と「ROE」はほぼ同値となる。「逆ツリー展開」るいてれ現に果成の際実がみ組取透浸に体全織組でROIC経営を掲げて経営改革に取り組んだ結果、赤字事業が資本コストを上回る利益を獲得するまでに業績回復を果たすなど、企業価値向上の取組みが、実際に成果に現れている。全社ベースのROICを最終目標としたうえで、各事業ユニットごとにROICと関連性の高いKPIに分解する「逆ツリー展開」により、資本生産性の向上を組織全体に浸透させている。 Tokyo Stock Exchange, Inc.This year, it is Omron.Next year, your company can win it, too.Effective allocation of equity capital to broaden profit margins---.Today's companies are expected, more than ever, to improve corporate value. The vision of the Abe administration for the recovery and the reconstruction of the Japanese economy must be realized with Japanese companies effectively applying their abundant cash reserves to capital expenditure and other investments to sow the seeds of corporate growth.Tokyo Stock Exchange will continue to support companies that pursue initiatives toward improving corporate value.OMRON Corporation
1. Management of a Portfolio of 100 Businesses
Portfolio Management Categories
Omron consists of six business segments
made up of nearly 100 distinct business units.
We consider these business units to be our
portfolio of investments. So, how do we
measure the results of our portfolio? First, we
create an index with return on invested capital
(ROIC) as the X axis and revenue growth as
the Y axis. Next, we categorize each of our
businesses under one of four headings: S, A,
B, or C. Businesses we consider to be an S
demonstrate promise for strong, sustainable
growth. These are the businesses to which
we give priority investment. We pay close
attention to these businesses to drive even
more growth where we see the opportunity
for robust, ongoing earnings.
Some businesses we categorize as C
(target for profit restructuring). For these
businesses, we focus on creating and exe-
cuting plans to restructure their revenue
bases. In some cases, we pull out from the
business entirely. Over the past few years,
we have been active in exiting businesses,
closing factories, or otherwise restructuring
businesses that fall under this category.
Not every one of our business units is nec-
essarily large. As a matter of fact, you could
say that Omron is a collection of many small-
and medium-sized businesses. The important
take-away here is that Omron produces highly
competitive products based on sensing and
control technologies, marketed globally in
nearly 100 different business sectors. This
large number of businesses is precisely why
we have to exercise effective portfolio man-
agement. The type of detailed portfolio control
we conduct allows us to optimize the alloca-
tion of our resources to create more strength
within each business unit, leading to higher
levels of corporate value.
)
%
(
h
t
w
o
r
G
s
e
a
S
l
B
Expecting
Growth
S
Investment
C
Profit
Restructuring
A
Examining
Regrowth
ROIC (%)
2. Growth through Investment
As part of our strategy to rapidly grow in
emerging economies, Omron acquired NS
Industria de Aparelhos Medicos Ltda. in
October 2014. NS is a top manufacturer of
nebulizers in Brazil, and this acquisition has
vaulted our Healthcare Business to the top
share of the global nebulizer market. At the
same time, this new sales channel within
Brazil took us to the number one share for
blood pressure monitors in that market
during fiscal 2014. Prior to our investment,
the Brazilian market had presented challeng-
es in marketing our blood pressure monitors.
We have increased the pace of investment
in our Backlights Business to win a greater
share of growing demand. Our EARTH-1
STAGE (FY2014–FY2016) defined the estab-
lishment of a self-driven growth structure as
the medium-term goal for our company. To
achieve this goal, management has budgeted
¥100 billion in growth investments for the
Company as a whole, and we intend to contin-
ue to invest in our future for sustained growth.
3. Improving Shareholder Return
Between October and November 2014, we
took the opportunity to address shareholder
return and our capital structure by buying
back almost 2.82 million shares of stock for a
total of nearly ¥15 billion. In December, we
retired approximately 9.72 million shares of
new and existing treasury stock, leaving us
with a balance of approximately 140,000
treasury shares.
In terms of dividends, we committed in our
EARTH-1 STAGE plan to increase our divi-
dend payout ratio to 30% by FY2016. We
are happy to announce that we have moved
the timing up by one year, with a scheduled
30% payout ratio for FY2015. While we
have not changed our basic stance in placing
the highest priority on growth investments,
we believe offering stronger shareholder
return is another way to make efficient use
of our capital.
30
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OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
Special
Feature 1
Management
by ROIC 2.0
Takayoshi Oue
Executive Officer
Senior General Manager,
Global Finance and Accounting HQ
1. Why Management by ROIC 2.0 ?
At Omron Corporation, Management by ROIC
consists of two main components: Down-Top
ROIC Tree and Portfolio Management. Return on
invested capital is the most important indicator we
use to measure progress in our business plan.
ROIC is an excellent measure for fairly as-
sessing business performance across a number
of businesses that have different characteris-
tics. We began Management by ROIC in earnest
three years ago, making significant ROIC gains
since that time. I am confident that, at this
point, every member of management is at least
aware of the concept of ROIC and its impor-
tance as a performance indicator at Omron.
On the other hand, I am sure there are many
who have yet to link ROIC with their own
■ Down-Top ROIC Tree
■ Portfolio Management Categories
KPI
Drivers
Sales in Focus Industries / Areas
Sales of New / Focus Products
Selling Price Control
Variable Costs Reduction, Value %
Defect Costs %
Per-head Production #
Automation %
(headcount reduction)
Labor Costs-Sales %
Inventory Turnover Months
Slow-Moving Inventory Months
Credits & Debts Months
Gross Profit
Margin
Added-
Value %
Fixed
Manufacturing
Costs %
SG&A %
R&D %
Working
Capital
Turnover
Facilities Turnover
(1/N Automation Ratio)
Fixed Assets
Turnover
ROS
Invested
Capital
Turnover
)
%
(
h
t
w
o
r
G
s
e
a
S
l
B
Expecting
Growth
S
Investment
C
Profit
Restructuring
A
Examining
Regrowth
ROIC
ROIC (%)
Special Feature 1: Management by ROIC 2.0
day-to-day duties. ROIC is a relatively easy
concept for those in our strategic, accounting,
and finance departments to relate to. For our
employees in sales or development, this
financial management concept is both unfa-
miliar and difficult to internalize. Understand-
ing this, we have decided to provide a qualita-
tive interpretation that tells the story of ROIC
in more relatable terms. This is Management
by ROIC 2.0.
The following chart presents the ROIC formu-
la and our own interpretation. The simple logic
is this: Add the Necessary Management Re-
sources (N) and generate greater levels of
Value to Customers (V), while reducing
Loss-Making Management Resources (L).
Incidentally, we define loss-making resources
as those that involve Muri, Muda, Mura (waste,
unevenness, overburden).
ROIC Reverse Tree Formula and Interpreted Formula
■ Omron’s ROIC Reverse Tree Formula
■ Interpreted Formula
ROIC=
Net Profit
Sales
×
Sales
Value to Customers (Stakeholders) (V)
Invested Capital
(Working Capital + Fixed Assets)
ROIC≒
Necessary Management
Resources (N)
+
Loss-Making Management
Resources (L)
(Goods, Money, Time)
Muri, Muda, Mura
(waste, unevenness, overburden)
2. Case Study
Our Electronic and Mechanical Components
Business is a good case study to illustrate
ROIC Reverse Tree Management. This is a
business that involves significant capital invest-
ment in production equipment, which means
that production facilities turnover is an import-
ant performance indicator.
Production volume for relays and other me-
chanical components varies according to sea-
sonality and demand in the home electronics
market. In the past, we have had trouble match-
ing equipment investment with this changing
demand, adding equipment too late, thereby
decreasing our return on facilities ratios.
This business requires that we minimize wast-
ed investment in equipment, while responding
correctly to changes in demand. Accordingly,
we have focused on downsizing our production
equipment, or in other words, reducing produc-
tion equipment by a factor of 1/n.
Our first concern was to reduce Necessary Man-
agement Resources (N) , relay or switch production
equipment in this case, to the smallest unit possi-
ble to still meet the increase in demand. By down-
sizing equipment, we limited investment, floor space
requirements, and the energy required to run the
machinery. Compared to an “all-or-nothing”
approach to adding production capacity, we
avoided waste in terms of low utilization / turnover.
In other words, we successfully reduced our
Loss-Making Resources (L). At the same time, we
have enough capacity to protect against order
opportunity loss when demand rises further. From
the perspective of the customer, our adding
capacity in minimum units to meet demand in-
creases their order flexibility while reducing excess
inventory. This is a definite increase in Value to
Customers (V).
This has proven to be a much more efficient
approach to investing in capital equipment for
the Electronic and Mechanical Components
Business. As one example, we have reduced
floor space requirements to one-fifth of the
space needed just 10 years ago. We are using
this 1/n reduction factor in a number of other
areas as well, including other types of capital
equipment, manufacturing, and energy usage.
32
33
OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
Special
Feature 1
Special Feature 1: Management by ROIC 2.0
■ 1/n Reduction in the Electronic and Mechanical Components Business (Ex. Switch manufacturing line)
Before
After
24m24m
7m7m
Reduced by 2/3
3. A New Education Program: The ROIC Dojo
In February 2015, we started a new program to
spread awareness of Management by ROIC 2.0.
This program, called the ROIC Dojo, sends ROIC
Ambassadors to visit Omron employees where
they work, encouraging an awareness and proper
understanding of how we measure our progress
using return on invested capital as an indicator.
Through communicating with these Ambassadors
front-line workers are able to gain a deeper ap-
preciation of how their day-to-day activities affect
delivery of value to the customer.
Honestly speaking, even when we under-
stand the ROIC concept intellectually, we tend
to focus our efforts on incremental improve-
ments or the idea of reduction. That is why the
ROIC Dojo isn’t just about one -way communi-
cations. It’s about getting everyone to use this
knowledge to make leaps ahead in our busi-
ness. Moving forward, we must focus on prof-
itability if we are to make significant ROIC
gains. At the same time, we must invest man-
agement resources for greater growth. Our
employees will play a critical role in our success
by taking the initiative to adopt Management by
ROIC 2.0 into their own work, delivering higher
levels of customer and corporate value.
At the root of the Omron Principles is Our
Mission: To Improve Lives and Contribute to a
Better Society. Reading back over this mission,
I believe that the interpreted formula closely
mirrors this ideal. Management by ROIC en-
courages the potential of our employees (our
ultimate management resource), drives us to
create inspired solutions for the future (added
value for the customer), and inspires us to
pursue new challenges. We need the effort of
every individual as well as a consolidated com-
mitment as a team. ROIC is the measure that
binds us together towards a shared goal. You
can expect Omron to continue put the Omron
Principles into practice, welcoming new ideas
and practices to improve lives and contribute
to a better society.
Management by ROIC at Omron Automotive Electronics, Inc.
Omron Automotive Electronics, Inc. is one of
the major centers of the AEC Business, pro-
ducing and designing components for major
auto manufacturers in the U.S. and the EU.
The automobile components industry de-
mands low-cost, high-quality components
from its suppliers. Here, our use of ROIC as
a performance indicator is incredibly useful
in keeping staff and management focused on
operational efficiency. We have set key
performance indicators based on Down-Top
ROIC Tree linking our measures of
performance directly to front-line activity.
At the same time, we use portfolio manage-
ment techniques to make decisions for opti-
mal resource allocation.
Last year, we spent a great deal of time
studying whether restructuring our business
would allow us to practice ROIC management
at a higher level. As a result, we have decided
to restructure our processes for more efficient
development, production, and logistics. At the
same time, we are looking at shifting produc-
tion ratios between our Chicago plant and our
new plant in Mexico (opened in 2012) to max-
imize our ability to compete in North Amer-
ica. More specifically, we plan on assigning
production to each plant according to product
type, based on production cost structures and
the particular strengths in each location.
The automobile industry will only demand
more from its suppliers in the future. Develop-
ments in automated driving and fuel efficiency
will require high-tech, highly accurate control-
lers. This presents a unique opportunity for
Omron and our core sensing and control tech-
nologies. Working closely with our customers
in the U.S. and the EU, our AEC Business will
be in a position to create value and maximize
investment returns through ROIC-based man-
agement practices.
■ Automotive Electronic Components North America
North American Headquarters
Plants
Design Centers
Sales Offices
Omron Automotive Electronics, Inc.
(St. Charles)
Silao, Mexico
Randy Wara
President
Omron Automotive Electronics, Inc.
34
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OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Special
Feature 2
Special Feature 2: Toward Effective Corporate Governance
Interview with Fumio Tateishi and Kazuhiko Toyama
Toward Effective
Corporate Governance
Omron Corporation and Corporate Governance:
A Path, Not a Destination
Fiscal 2014 was a year in which many public companies looked to corporate governance as a means
to rebuild their earnings capacity. Following Japan's Corporate Governance Code, issued on June 1, 2015,
we met with Mr. Fumio Tateishi, Chairman of the Board of Omron Corporation, and Mr. Kazuhiko Toyama,
president and CEO of Industrial Growth Platform, Inc. and outside member of the Omron Board of
Directors to discuss Omron’s corporate governance.
― Can you give us a brief history
of corporate governance at
Omron Corporation?
Tateishi: We can trace the roots of governance at
Omron back to 1996. At the time, our chairman
Nobuo Tateishi was a member of the manage-
ment advisory group of the Organization for
Economic Cooperation and Development
(OECD). His service with the OECD instilled in
him the importance of corporate governance, and
under his guidance Omron established the Per-
sonnel Advisory Committee in 1996. In 1999, we
reduced the number of Omron board directors
from 30 to 7, and adopted an executive officer
system at the same time. This was the key
turning point for Omron as a company. Since
then, we embarked on a path of improved corpo-
rate governance. In 2001 we brought in our first
outside director, and in 2003 we separated the
positions of chairman of the board and CEO. We
also established the Compensation Advisory
Committee at that time, chaired by an outside
director. In 2006, we set up the CEO Selection
Advisory Committee, also chaired by an outside
director. And, in 2008, we established the Corpo-
rate Governance Committee, which is a commit-
tee that consists entirely of outside directors as
members. Beginning fiscal 2014, we adopted
medium-term performance bonuses. The past 20
years has truly been a path and process of Om-
ron Corporation*1 building a better and stronger
corporate compliance structure. The Omron you
see today is the cumulative result of our steady
efforts to enhance long-term corporate value
over the years.
*1 See P. 65 for more.
― Toyama-san, as a member of the Council
of Experts Concerning the Corporate
Governance Code, and Tateishi-san, from
your perspective as a corporate leader,
what do you believe is the significance of
the new Japan’s Corporate Governance
Code to Japan’s public companies?
Toyama: Governance is a means to improving a
Kazuhiko Toyama
President and CEO,
Industrial Growth Platform, Inc.
Outside Director, Omron Corporation
Fumio Tateishi
Chairman of the Board,
Omron Corporation
company, and not an end objective in itself. The
first consideration of corporate management is the
long-term growth of their company. The Corporate
Governance Code offers one model for this, but it
isn’t necessarily something that needs to be
implemented verbatim. At the end of the day, it’s
the responsibility of the company to build corporate
value. As long as they can do that—with or without
the Code—then they have accomplished their duty.
They don’t necessarily have to comply with the
Code as long as they can explain what they do. In
the same vein, corporate governance isn’t a silver
bullet. It’s something you need to address honestly
and work on over the course of time.
Tateishi: As I mentioned earlier, Omron Corpora-
tion has been engaged in a 20-year process of
improving governance to build sustained corpo-
rate value. We saw the publication of the Corpo-
rate Governance Code as another chance for us to
examine and systematize our own corporate
governance initiatives, and we view the Code as a
helpful guide in this process. The system we
formalized is what we published on June 24 in the
Omron Corporate Governance Policies*2. Every
member of our board of directors participated in
the deliberations and decisions leading up to the
announcement of this policy. It provided us an
opportunity to stand before our shareholders and
stakeholders and proudly present our beliefs
about corporate governance at Omron.
*2 See P. 65 for more.
Toyama: I don’t think Omron could have hoped for
better timing between revising the Omron Principles
and introducing the Corporate Governance Policies.
Tateishi: We officially announced the revised the
Omron Principles in May 2015. As you say, it was
very good timing. At the time that President
Yamada took over in 2011, we all felt that our
employees had come to interpret our corporate
philosophy as simply doing things correctly. We
needed more awareness of creating solutions to
social needs and challenging ourselves, which lie
at the roots of the foundation of Omron as a com-
pany. So, in January 2014, the board of directors
began discussing how to best go about improving
36
37
OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Special
Feature 2
“Omron Principles are
the basis that connects
oversight and supervision
all the way through to
business execution”
Japan’s Corporate Governance Code at about that
same time. I remember thinking what a stroke of
good timing it was.
― As the chairman of the board of directors
and as an outside director, what do you
focus on in enhancing sustainable
corporate value? What issues do you see
ahead for Omron from your individual
perspectives?
Tateishi: As chairman of the board of directors,
I believe that we must use the Omron Principles
to connect the entire process from oversight
and supervision all the way through to busi-
ness execution, speeding up decision making
to enhance corporate value. As our internal and
external environment changes, I understand
that governance is not something that is ever
“finished.” We need to humbly keep working to
move forward and build higher levels of value. I
believe that one of the issues Omron is facing is
the globalization and diversification of our board
of directors. As the first step, we were privileged
to welcome Kuniko Nishikawa as the first-ever
female outside director at Omron in 2015. Ob-
viously, we will continue to address this issue in
more ways in the future.
Toyama： In terms of oversight and supervision,
my role is almost entirely in the sphere of mon-
itoring. However, since Omron is a company
with an audit and supervisory board, I am in-
volved in several important areas that affect the
company’s continuation as a corporation. Other
than that, I essentially keep out of the business
of executive decision-making. The CEO Selec-
tion Advisory Committee, where I serve as the
chair, makes decisions about the current CEO’s
performance as a manager, as well as about
appropriate future candidates for the CEO posi-
tion. I have the chance to form my own impres-
sions of different individuals through interaction
with candidates outside formal board meetings.
I had no reservations when we selected Yamada-
san as the next president of Omron. From
my own personal dealings, I knew he was a
Fumio Tateishi
sustainable value at Omron. We identified several
issues, one of which was the conclusion that a
solely defensive approach to governance was
insufficient. We needed to employ a more active
style of governance and create even higher levels
of corporate value if we were to accomplish all of
the goals of our long-term vision (VG2020). Based
on these discussions, we embarked on a major
project to revise the Omron Principles, deter-
mined to embrace the Omron Principles in our
business to a level we had never fully achieved in
the past. Just by coincidence, the Japanese gov-
ernment began talking about establishing a
Special Feature 2: Toward Effective Corporate Governance
constantly monitoring this cycle. In my opinion,
Omron has been innovating and reforming in
terms of corporate governance for nearly 20
years. The ability to constantly evolve is perhaps
the most value intangible asset a company has.
We tend to let down our guard when the money
is rolling in, but companies that relax when things
are going well will inevitably backslide.
Tateishi: Omron will continue to focus on enhanc-
ing corporate value looking toward our 100th
anniversary and well beyond. We will continue to
work hard to earn the ongoing support and trust
of our shareholders and other stakeholders.
Kazuhiko Toyama
“Diversity in
management is one of
Omron’s challenges”
person blessed with generous talents and a
well-suited personality. I do echo Tateishi-san
in saying that board of director diversity is an
issue for Omron. People of different genders
and nationalities bring different opinions to
the debate, which I believe can only lead to a
new, heightened awareness. Diversity among
executive officers is another challenge. A lack
of diversity on the board and among executive
officers results in less-constructive discussions
than could be generated otherwise. Diversity
sharpens deliberations and decisions. I am sure
that people of different nationalities, cultures,
and histories interpret the Omron Principles in
different ways. Reconciling and understanding
different social values creates a certain kind of
conflict that results in better ideas. If Omron
Corporation is to grow as a global company,
diversity on the board and among executives
is of particular importance.
― Please tell us more about your thoughts
on Omron’s sustained long-term growth.
Tateishi: No matter how much time and effort
you put into writing guidelines and policies, they
won’t function in practice without an essential
underlying spirit or soul. The Omron Principles
are the heart and soul of Omron as a company.
As we put true spirit into policies and rules, we
increase our value as a corporation. This is what
makes Omron the company that it is, and I be-
lieve this is one of our unique strengths.
Toyama： It’s the management structure, deci-
sions, and activities as a company that determine
whether corporate policies are just for show or
whether they are truly a part of the company.
Rules for the sake of rules, true intent, formali-
ties, and reality all have a reciprocal relationship.
Decisions that are mostly formality combined
with integrity of action can create a cycle that ties
directly to a company’s ability to earn. This cycle
results in policies and principles that ultimately be-
come a true part of the company. I think this cycle
is working very effectively at Omron today. But
companies should always innovate and reform,
38
39
OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Factory Tour
Industrial Automation Business Kusatsu Plant
The Omron Kusatsu offices opened in Japan’s
Shiga Prefecture in 1961. The campus includes
the Kusatsu Plant, which produces high-
function industrial controllers and sensors.
Besides production, this plant also develops
new core technologies, standardizes production
expertise across our organization, and plays a
major role as a source of information for Omron
global development.
Kusatsu Plant
Kyoto
Small-Lot Production for
More than4,000 Products
Programmable Controller Production Process
Printed Circuit Board Installation
Programmable controllers include printed circuit boards. During the mounting process, workers install
electronic components and memory onto the circuit boards.
Kusatsu Plant
Printed Circuit Board Line
Components Mounted on Circuit Boards
Completed Circuit Board
Assembly
Printed circuit boards and other components are assembled to create a programmable controller. Workers
operate in a compact U-shaped production line with tools and components all within easy reach.
Main Products
Vision
Sensors
Programmable
Controllers
Programmable
Terminals
U-Shaped Cell Production Line
A worker assembles programmable controllers
Completed programmable controllers
Omron Improves Productivity through Information and
Communications Technology
A
b
o
u
t
O
m
r
o
n
W
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e
W
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t
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V
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n
i
t
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v
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s
l
C
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F
o
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d
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t
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o
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F
n
a
n
c
a
i
Today, we’re relying on Big Data for further productivity and quality
improvements, providing greater visibility into our production process.
We’ve installed a system that uses our own controllers to send con-
tinuous production line updates and the status of individual products
directly to a database.
This new system lets us collect much more detailed information
for greater insights into our production process. Traditionally, we relied
on worker experience and intuition to improve production efficiencies.
Today, however, we have made dramatic leaps forward in assessing
efficiency, cutting the time we take from issue identification to im-
provement implementation by more than 80%. In some areas, we
have seen as much as 30% gains in actual productivity on our lines.
Big Data still holds plenty of future potential for us. Moving for-
ward, we plan to collect and analyze all manner of data to address
issues before they happen. Eventually, we hope to create a non-stop,
perpetual production line.
Engineers identify issues based on
collected data
l
S
e
c
t
i
o
n
Direct
Conne-
ction
Database
NJ Series
Database-Connected
Model
The ongoing goal of the Kusatsu Plant is to
match machine and human in optimal ways for
production line efficiency. One example of this
technology is automated delivery of components
to the workers. Sensors detect whether correct
parts have been selected or if parts have been
overlooked by the assembly workers. This kind
of automation allows workers to maximize their
skills, while letting the plant respond flexibly to
the frequent process and demand changes that
accompany this type of low-volume, highly
diversified production.
Look at This!
A Beautiful Production
Line is an Efficient
Production Line
To Omron, beauty in manufacturing
means that the entire production
flow and any changes or unusual
activity are immediately visible. Stan-
dardized line direction, width, and
work surfaces provide a uniform lay-
out highly appraised by plant visitors.
40
OMRON Corporation
Integrated Report 2015
41
At a Glance
Notes: 1. During fiscal 2013, certain divisions of the EMC were included in the IAB due to a change in management categorizations.
Segment information for fiscal 2012 and earlier has been restated to reflect this change.
2. Fiscal 2015 forecasts are those as originally disclosed on April 27.
Industrial Automation
Business (IAB)
Electronic and
Mechanical Components
Business (EMC)
Automotive Electronic
Components Business (AEC)
Social Systems,
Solutions and Service
Business (SSB)
Healthcare Business
(HCB)
Other
Businesses
■ Net Sales/Operating Income/
Operating Income Margin
■ Net Sales/Operating Income/
Operating Income Margin
■ Net Sales/Operating Income/
Operating Income Margin
■ Net Sales/Operating Income/
Operating Income Margin
■ Net Sales/Operating Income/
Operating Income Margin
■ Net Sales/Operating Income/
Operating Income Margin
■
Operating income margin
(Billions of yen)
400
%
20
(Billions of yen)
120
331.8
345.0
300
270.8
263.0
291.7
16.5%
16.5%16.5%
15
90
83.0
84.1
97.7
103.9
%
12
109.0
10.3%10.3%
9.8%
8.9%
13.1%
11.9%
13.3%
35.4
31.3
38.8
54.6
57.0
200
100
0
10
5
0
60
30
0
6.2%
5.2%
5.1
4.4
8.7
10.2
11.2
(Billions of yen)
160
120
80
40
0
137.9
140.0
126.6
97.6
85.0
3.2%
5.1%
2.7
5.0
7.2%
6.7%
6.6%6.6%
9.1
9.2
9.3
%
12
9
6
3
0
9
6
3
0
FY
11
12
13
14
15
(Forecast)
FY
11
12
13
14
15
(Forecast)
FY
11
12
13
14
15
(Forecast)
■
(Billions of yen)
100
75
50
25
0
82.7
80.4
85.0
68.8
6.7%
6.5%6.5%
57.2
6.2%
4.2%
0.2%0.2%
0.1
2.9
5.6
5.0
5.5
FY
11
12
13
14
15
(Forecast)
%
10
8
6
4
2
0
(Billions of yen)
120
90
60
30
0
111.0
100.6
89.3
8.5%
62.4
71.5
6.5%
7.0%7.0%
6.2%
4.7%
2.9
4.4
7.5
6.5
7.8
%
12
9
6
3
0
(Billions of yen)
120
90
60
30
0
11.0%
9.6%
105.0
78.9
87.4
9.5%
53.5
59.2
4.3%4.3%
2.5
0
-3.6
8.7
8.4
10.0
%
12
6
0
FY
11
12
13
14
15
(Forecast)
FY
11
12
13
14
15
(Forecast)
■ Capital Expenditures/Depreciation
and Amortization/R&D
■ Capital Expenditures/Depreciation
and Amortization/R&D
■ Capital Expenditures/Depreciation
and Amortization/R&D
■ Capital Expenditures/Depreciation
and Amortization/R&D
■ Capital Expenditures/Depreciation
and Amortization/R&D
■ Capital Expenditures/Depreciation
and Amortization/R&D
■
(Billions of yen)
(Billions of yen)
(Billions of yen)
15.4
16.5
15.7
15.3
4.2
3.8
3.5
2.8
3.6
3.3
3.5
4.2
18
15
12
9
6
3
0
12
9
6
3
0
9.9
7.2
5.5
8.9
7.4
5.2
10.9
7.8
6.0
9.5
8.0
5.4
6.6
5.2
7.0
5.5
2.12.1
2.42.4
8.2
8.5
6.7
6.5
4.74.7
3.43.4
9
6
3
0
■
(Billions of yen)
2.2
2.2
2.5
1.5
1.11.1
1.5
1.21.2
1.11.1
0.9
2.1
1.7
1.41.4
3
2
1
0
(Billions of yen)
(Billions of yen)
5.1
5.0
5.2
3.9
2.32.3
3.1
1.91.9
6
4.5
3
2.8
1.51.5
1.5
0
5.5
3.9
3.33.3
6.9
5.5
2.52.5
4.3
4.0
2.02.0
7
6
5
4
3
2
1
0
2.8
2.1
0.9
3.0
2.5
1.41.4
FY
11
12
13
14
FY
11
12
13
14
FY
11
12
13
14
FY
11
12
13
14
FY
11
12
13
14
FY
11
12
13
14
Yutaka Miyanaga
Senior Managing Executive Officer
Company President,
Industrial Automation Company
Kenji Matsunami
Katsuhiro Wada
Managing Executive Officer
Company President,
Electronic and Mechanical Components Company
Managing Executive Officer
President and CEO,
OMRON Automotive Electronics Co., Ltd.
Toshio Hosoi
Isao Ogino
Shizuto Yukumoto
Shigeki Fujimoto
Managing Executive Officer
President and CEO,
OMRON SOCIAL SOLUTIONS Co., Ltd.
Managing Executive Officer
President and CEO,
OMRON HEALTHCARE Co., Ltd.
Managing Executive Officer
Senior General Manager,
Environmental Solutions
Business HQ
Managing Executive Officer
Senior General Manager,
Business Development HQ
42
43
Net sales ■ Operating income■ Net sales ■ Operating income Operating income margin■ Net sales ■ Operating income Operating income margin■ Capital expenditures ■ Depreciation and amortization R&D■ Capital expenditures ■ Depreciation and amortization ■ R&D■ Capital expenditures ■ Depreciation and amortization ■ R&D Net sales ■ Operating income Operating income margin■ Net sales ■ Operating income Operating income margin■ Net sales ■ Operating income Operating income margin■ Capital expenditures ■ Depreciation and amortization R&D■ Capital expenditures ■ Depreciation and amortization ■ R&D■ Capital expenditures ■ Depreciation and amortization ■ R&DAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionOMRON CorporationIntegrated Report 2015 Segment Information
Industrial Automation
Business (IAB)
Manufacture and sales of factory automation equipment
Ratio of Total Sales
(FY2014)
Market Share
(FY2014)
39%
Control-Related Equipment (Japan)
Approx. 40%
Source: Nippon Electric Control
Equipment Industries
Association
Fiscal 2014 in Review
Worldwide revenue and profit gains drive Omron earnings
Revenues in Japan were up year on year, reflecting
an uptick in the economy, as well as heavy capital
spending in the automobile and electronic compo-
nents sectors.
Overseas, a weaker yen resulted in solid earnings
performance in all regions. In the Americas, demand
in the U.S. automobile industry and growth in the oil
and gas business contributed to higher revenues.
A gradual economic recovery in Europe helped push
growth in that region. We saw major growth in sales
Fiscal 2015 Forecast and Strategies
Push toward record earnings
We have set a target of ¥345 billion for fiscal 2015
net sales (4% year-on-year gain), with operating
income scheduled to reach ¥57 billion (4.4% in-
crease). These figures will represent another record
high for our revenues and profits. In Japan, we
expect to see strength in the automobiles, electron-
ic components, and semiconductor sectors. Over-
seas, we project slowing growth in China and lower
demand in the oil and gas business due to low
crude prices. On the other hand, we forecast high-
er capital spending for automobiles and electronic
components, as well as more investment in
to the electronic component industries in Asia, despite
currency weaknesses in certain Asian nations. Great-
er China was another source of significant growth,
particularly in the electronic components market.
Operating income kept pace with net sales in-
creases for the year. A weak yen, combined with
sales of higher value-added products to emerging
economies, contributed to higher overall revenue
and profit gains compared to the prior fiscal year.
manufacturing automation among emerging countries.
The advanced nations of the world aren’t the only
ones struggling with labor problems. Lately, even
emerging economies are dealing with worker shortag-
es and rising demands for safer, higher-quality manu-
facturing. The market is changing, and we believe that
automation is going to be the long-term answer.
The Industrial Automation Business leverages our
expansive product line and global business infra-
structure and services network to deliver valuable
products and services to our customers around the
world. We grow by helping our customers grow.
Market Growth
Drivers
Emerging economies expand investment in automation
Strengths
Extensive product lineup; global business infrastructure and services network
We Solve Societal Issues
How to deal with global labor shortages
From manual inspection to automated
inspection using vision sensors
5% to 10%
Projected annual growth rate in the vision
sensor market (IMS Research, Other)
The automobile, electronic components, and food industries are relying more and more on vision sensors to
perform automated inspection work. Emerging economies have traditionally relied on manual inspections in
their manufacturing processes. But labor shortages and demands for higher quality mean that even these
nations are looking to use vision sensors in more cases. Drawbacks in the manual inspection process include
worker exhaustion, human error, and difficulty in detecting minor variances. On the other hand, vision sensors
can conduct highly precise inspections non-
stop, 24 hours a day. Vision sensors can easily
track high-speed manufacturing lines, which
would be impossible for the human eye to
follow. By providing advanced products, we
will contribute to the future development of
production lines.
■ Earnings and Projections
■ Machinery Orders Index*
■ Sales by Product (Fiscal 2014)
FY2011* FY2012*
FY2013
FY2014
(Billions of yen)
FY2015
(Forecast)*
Machinery orders index (left axis)
IAB domestic sales (right axis)
Net sales
Japan
Overseas
Americas
Europe
Asia Pacific
Greater China
Direct Exports
Operating income
270.8
123.1
147.7
29.3
55.3
25.3
36.8
1.0
35.4
263.0
116.3
146.7
31.6
50.4
24.7
39.4
0.6
31.3
291.7
119.4
172.3
36.9
61.9
28.9
43.8
0.8
38.8
331.8
126.7
205.1
47.6
67.8
34.1
55.0
0.7
54.6
345.0
137.0
208.0
44.0
66.0
37.5
60.0
0.5
57.0
Operating income margin
13.1%
11.9%
13.3%
16.5%
16.5%
R&D expenses
Depreciation and amortization
Capital expenditures
* See notes on P. 43.
15.4
4.2
3.8
16.5
3.5
2.8
15.7
3.6
3.3
15.3
3.5
4.2
100
80
60
40
20
0
(Billions of yen)
150
120
90
60
30
0
60%
Control Equipment
(Programmable Logic
Controllers, etc.)
10%
Safety Light
Curtains
Safety Equipment
(Safety Light Curtains, etc.)
30%
Sensing Equipment
(Sensors, Switches, etc.)
44
45
(FY)
11
12
13
14
Programmable Controllers
Temperature Controllers
Fiber Sensors
* Machinery orders index calculated by Omron based on
Cabinet Office (Japan) reports.
IAB domestic sales generally correspond to trends in the
machinery orders index.
About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionOMRON CorporationIntegrated Report 2015 Segment Information
Electronic and Mechanical
Components Business (EMC)
Manufacture and sales of electronic components
for consumer electronics, automobiles, mobile
devices, and amusement equipment
Ratio of Total Sales
(FY2014)
Market Share
(FY2014)
12%
Relays (Global)
Approx. 20%
Source: Internal survey
Fiscal 2014 in Review
Strong performance in sales to the consumer and
commercial products, automobile industries
In Japan, revenues underperformed prior-year
levels. With the exception of consumer electronics,
sales of products and services to the consumer and
commercial products market were level year on
year. Higher consumption tax rates placed down-
ward pressure on demand for consumer electronics
and automobiles.
Overseas, favorable exchange rates continued
to have a positive impact on segment earnings. In
particular, we leveraged new projects to expand our
share of the Greater China consumer electronics
market, reporting strong earnings in the consumer
and commercial products sector. Sales to the con-
sumer and commercial products sector in the Amer-
icas and Europe were likewise strong, while steady
demand for products in the automobile industry also
contributed significantly to earnings in Asia.
Higher revenues and ongoing cost-reduction
measures, along with favorable exchange rates,
helped push operating income higher.
Fiscal 2015 Forecast and Strategies
New businesses in new markets
We have set a target of ¥109 billion for fiscal 2015 net
sales (4.9% year-on-year gain), with operating income
scheduled to reach ¥11.2 billion (10.1% increase). Al-
though we have several new products in the pipeline,
we expect earnings in Japan to be level with the prior
year, reflecting sluggishness in certain sectors. Over-
seas, we plan on higher environment-related relay
sales and winning more demand in the automobile
industries of China and the Americas.
We forecast significant growth in the industries
that play to our strengths, including the automobile
and consumer electronics markets. We intend to
release new products that solve customer issues in
the medical and building automation sectors, which
represent new markets for us. We also have plans
to install more compact production lines. This in
turn will result in shorter lead-time from develop-
ment to mass production to market launch, allowing
us to respond quickly to changes in the markets and
customer expectations.
■ Earnings and Projections
FY2011* FY2012*
FY2013
FY2014
(Billions of yen)
FY2015
(Forecast)*
■ Global Shipments of
Electronic Components
Global shipments (left)
EMC consumer electronics sales (right)
103.9
109.0
(Billions of yen)
5,000
Net sales
Japan
Overseas
Americas
Europe
Asia Pacific
Greater China
Direct Exports
Operating income
83.0
25.3
57.7
13.2
12.9
7.6
22.7
1.3
5.1
84.1
26.7
57.4
13.1
11.3
7.1
24.6
1.4
4.4
97.7
28.1
69.6
16.6
14.7
8.7
28.7
0.9
8.7
Operating income margin
6.2%
5.2%
8.9%
R&D expenses
Depreciation and amortization
Capital expenditures
* See notes on P. 43.
5.5
7.2
9.9
5.2
7.4
8.9
6.0
7.8
10.9
24.0
85.0
19.0
15.5
12.0
38.0
0.5
11.2
10.3%
23.9
80.0
18.1
15.9
10.1
35.0
0.9
10.2
9.8%
5.4
8.0
9.5
4,000
3,000
2,000
1,000
0
(Billions of yen)
20
15
10
5
0
Market Growth
Drivers
● Higher incomes in emerging economies leading to growth in demand for
consumer electronics and automobiles
● Needs for more functionality in consumer electronics resulting in demand for more
installed components
Strengths
Manufacturing capacity (product quality, cost-reduction activities, etc.)
We Solve Societal Issues
A lifeline in times of emergency
Making gas appliances safer and more secure
100%
Share of the domestic pressure
switch market (internal survey)
Japanese laws require the installation of intelligent gas meters that automatically turn the flow of gas off
when a leak or major earthquake is detected. Pressure gas switches that detect gas leaks and vibration
sensors that detect earthquakes are two critical components that make using gas safer. These components
also play an important role in preventing secondary damages after an earthquake or other disaster. The
Electronic and Mechanical Components Business has manufactured pressure switches and vibration sensors
for more than 30 years—ever since these safety laws were introduced. We boast a 100%* share of the
domestic pressure switch market, having sold more than 50 million units on a cumulative basis, and we
continue to develop technologies that improve the
capability of pressure switches and vibration sensors to
detect dangerous events. This is just one way that we
speed the recovery process and provide a lifeline to
citizens in times of emergency.
* Internal survey
Pressure
Switch
Isolation
Valve
Metered Valve
Microcomputer
Board
Vibration
Sensor
■ Sales by Product (Fiscal 2014)
29%
Other Electronic
Components
(Amusement Equipment,
Image Sensing, etc.)
Lithium-Ion Battery
Intelligent Gas Meter
71%
Relays, Switches,
Connectors
(FY)
11
12
13
14
Source: Japan Electronics and Information Technology
Industries Association
Fiscal 2014 EMC consumer electronics sales moved
higher, in step with global shipment increases.
Image Sensing
Power Units for
Amusement Equipment
Power Relays for Printed Circuit Boards
FPC Connectors
Surface-Mounted
Switches
46
47
About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionOMRON CorporationIntegrated Report 2015 Segment Information
Automotive Electronic
Components Business (AEC)
Development, manufacture, and sales of on-board
automobile electronic components
Ratio of Total Sales
(FY2014)
Market Share
(FY2014)
16%
Body Control Units for
Miniature Vehicles (Japan)
Approx. 50%
Source: Internal survey
Fiscal 2014 in Review
Strong earnings in North America;
growth in China / Asia despite economic slowdown
Revenues in Japan were down year on year, mainly
due to higher consumption taxes and slow demand
among certain customers.
Overseas, favorable exchange rates contributed
to sharply higher earnings compared to the prior
fiscal year. A strong U.S. economy drove revenues
in North America, while a more gradual recovery in
Europe still supported revenue growth in that region.
We found revenue gains in China and the nations of
Asia, pushed by slightly weaker—but still positive—
economic growth.
Revenue growth and the weakness of the yen were
two major factors contributing to significant operating
income gains overseas.
Fiscal 2015 Forecast and Strategies
Focus on North America and emerging economies;
new business projects for greater growth
We have set a target of ¥140 billion for fiscal 2015
net sales (1.5% year-on-year growth), with operat-
ing income scheduled to reach ¥9.3 billion (0.8%
growth). We expect domestic revenues to decline,
mainly due to bearish automobile demand. Looking
overseas, we forecast overall growth, supported by
strong North American markets. At the same time,
it is difficult to predict the direction of the econ-
omies of China and other Asian nations with any
certainty.
To drive growth under the EARTH-2 STAGE
(FY2017-2020) plan, we will focus on developing
products that solve new needs arising in our car
society. We will also look beyond products that an-
swer the stated needs of our clients, actively seeking
answers to future car society issues.
We intend to answer the challenges presented by
the goals set in Omron’s long-term vision (VG2020),
winning new projects and building a foundation for
a new stage of growth.
■ Earnings and Projections
FY2011
FY2012
FY2013
FY2014
(Billions of yen)
FY2015
(Forecast)*
■ Worldwide Automobile
Production
(Millions of units)
Net sales
Japan
Overseas
Americas
Europe
Asia Pacific
Greater China
Direct Exports
Operating income
85.0
28.9
56.1
21.5
2.4
16.2
9.5
6.5
2.7
97.6
30.2
67.4
25.0
2.8
19.5
13.9
6.2
5.0
126.6
28.4
98.2
33.3
3.3
29.2
25.4
7.2
9.1
137.9
25.9
112.0
39.3
3.6
32.2
29.9
7.1
9.2
140.0
20.0
120.0
42.5
4.0
34.0
32.0
7.5
9.3
Operating income margin
3.2%
5.1%
7.2%
6.7%
6.6%
R&D expenses
Depreciation and amortization
Capital expenditures
* See notes on P. 43.
6.6
2.1
5.2
7.0
2.4
5.5
8.2
3.4
6.7
8.5
4.7
6.5
30
25
20
15
10
5
0
(FY)
China
Europe
North
America
Asia
Japan
Korea
South
America
Other
14
15*
16*
17*
18*
19*
20*
* Forecast (as of May 2015)
Source: IHS Automotive
We expect notable growth in China.
Market Growth
Drivers
● Stable growth in automobile demand; higher installation rates of electronic
automotive components in emerging markets
● Increase in electronic automotive components for safety and environmental
impact reduction
Strengths
● Development and production delivering high-quality electronic components
● Relationships of trust with a wide range of customers as an independent supplier
● Ability to work closely with customers to plan and develop products that anticipate
future car society needs
We Solve Societal Issues
A more environmentally responsible car society
Idle-off for better fuel efficiency
5% to 10%
Fuel efficiency gains
from idle-off technology
Stricter CO2 laws and rising consumer awareness of their own carbon footprint have driven improvements
in automobile fuel efficiency. One example is the popular idle-off function that has become a more visible
feature over the past few years. This function reduces the use of fuel when a driver stops their car, leading to
expected fuel efficiency gains of 5% to 10%, depending on individual driving patterns. However, electric
vehicles and hybrids can experience a dramatic drop in voltage once the car is restarted. This can interfere
with car audio and other electrical systems. To solve this problem, we invented a compact, high-function DC/
DC converter that provides stable voltage when starting after idle-off. Our business also produces a number
of other products that contribute to fuel efficiency and smaller carbon footprints, including electronic power
steering controllers, fuel pump modules,
high-output DC/DC converters for hybrid
vehicles, and more.
■ Sales by Product (Fiscal 2014)
52%
Other
(Passive Entry/Push-Button
Engine Start Systems,
Keyless Entry Systems, etc.)
23%
Switches
(Power Window Switches,
Power Seat Switches, etc.)
Power Window
Switches
Electronic Power Steering
Controllers
25%
Motor Controllers
(Electronic Power Steering
Controllers, Power Sliding Door
Controllers, etc.)
48
49
About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionOMRON CorporationIntegrated Report 2015 Segment Information
Social Systems, Solutions and
Service Business (SSB)
Solutions and services for a safer, comfortable,
more secure society
Ratio of Total Sales
(FY2014)
Market Share
(FY2014)
10%
Station Equipment (Japan)
Approx. 45%
Source: Internal survey
Fiscal 2014 in Review
Strength overall; but weak capital spending results in lower revenues and profits
While our public transportation business experienced
lower demand in the wake of last year’s spending
rush prior to Japan’s consumption tax increases in
Japan, we recorded strong revenue growth related to
station equipment upgrades. As a result, this business
reported overall net sales level with the prior fiscal
year. We struggled to move the needle higher for traf-
fic and road management system revenues, as weak
capital spending resulted in lower revenues year on
year. Second-half demand for environmental solutions
business products and services was weak among
some customers. However, sales of solar power
generation-related products remained strong through-
out the year, leading to higher year-on-year revenues
for environmental solutions.
Operating income was down year on year, mainly
due to lower revenues.
Fiscal 2015 Forecast and Strategies
Provide answers to needs for safety, security, and the environment
We have set a target of ¥85 billion for fiscal 2015
net sales and ¥5.5 billion for operating income,
representing year-on-year increases of 5.7% and
10.2%. We expect that rising demand for safety
and security in transportation hubs (stations, etc.)
will drive higher revenues for our public transpor-
tation business. Customers of our expressway
business products are also calling for more safety
and security features, which has led us to forecast
higher revenues in our traffic and road management
systems business as well. In our environmental
solutions business, we anticipate growing demand
for solar power generation-related products to drive
performance higher compared to fiscal 2014.
We plan to capture a greater share of new de-
mand for safety, security, and the environment by
offering unparalleled components and systems de-
velopment, software development, and engineering
services capabilities.
Market Growth
Drivers
Increasing social needs for safety, security
Strengths
All-in-one solutions through our components and systems development,
software development, and engineering services capabilities
We Solve Societal Issues
Business continuity planning systems
We Solve Societal Issues
Integrated power systems for energy savings and emergency backup
We offer integrated power systems that combine solar power, storage batteries, and bidirectional chargers for electric
vehicles. These systems offer customers the minimum power necessary to keep their businesses up and running in
the event of a power outage or other unexpected event. During normal operations, power created by solar power
systems is stored in batteries that power a company’s
electricity needs. This allows for both energy savings and
a reduction in carbon footprint. A company can control
electricity discharge at certain power levels from their
storage batteries during summer peak usage, generating
significant savings. However, our systems assist in
something even more important than business continuity.
Using our systems, companies can turn their facilities into
a disaster shelter for use by the local community. As you
can see, business continuity is just one way in which we
plan to contribute to a safer, more secure society.
Emergency
Command/
Evacuation Center
Solar Power Generation
Electric
Vehicle
Charger
Storage
Batteries
Electric
Vehicle
LED Lighting
LED Lighting
Emer-
gency
Office
■ Earnings and Projections
■ Railroad Passengers
■ Sales by Product (Fiscal 2014)
Net sales
Japan
Overseas
Americas
Europe
Asia Pacific
Greater China
Direct Exports
Operating income
FY2011
FY2012
FY2013
FY2014
(Billions of yen)
FY2015
(Forecast)*
57.2
56.9
0.3
0
0
0
0
0.3
0.1
68.8
68.5
0.3
0
0
0
0.1
0.2
2.9
82.7
82.4
0.3
0
0
0
0.2
0.1
5.6
80.4
79.1
1.3
0
0
0
0.3
1.1
5.0
85.0
83.5
1.5
0
0
0
0.5
1.0
5.5
Operating income margin
0.2%
4.2%
6.7%
6.2%
6.5%
R&D expenses
Depreciation and amortization
Capital expenditures
* See notes on P. 43.
2.2
1.1
0.9
2.2
1.1
1.5
2.5
1.2
1.5
2.1
1.4
1.7
50
Japan Railway Group
Private railways
(Millions)
8,000
7,000
6,000
5,000
0
(FY)
1H
2H
1H
2H
1H
2H
11
12
13
1H
14
Source: Rail Transport Overview, Ministry of Land,
Infrastructure, Transport and Tourism
The Social Systems, Solutions and Service Business is involved
in a wide range of markets. For example, our railway business
is involved in everything from IC card system integration to new
rail line construction. As such, we do not have a single
economic indicator that correlates to our business.
12%
Other
(Software
Development, etc.)
58%
Engineering, Environmental Solutions
25%
Public Transportation
(Automated Ticket Gates,
Ticket Vending Machines)
Automated
Ticket Gates
Ticket Vending
Machines
5%
Road Traffic
(Road Traffic
Management
Systems, etc.)
Road Traffic Management Systems
51
About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionOMRON CorporationIntegrated Report 2015 Segment Information
Healthcare Business
(HCB)
Manufacture, sales, and services related to home-use/
institutional healthcare and medical devices
Ratio of Total Sales
(FY2014)
Market Share
(FY2014)
12%
Home-Use Blood Pressure
Monitors (Global Share)
Approx. 50%
Source: Internal survey
Fiscal 2014 in Review
Introduction of new products and health awareness in emerging countries drive
higher revenues
Net sales in Japan increased year on year overall,
despite higher consumption taxes on medical equip-
ment and lower medical reimbursements. For home-
use health and medical devices, massagers, and other
new products—as well as in-store promotions—were
all factors that contributed to strong earnings.
Overseas net sales increased sharply for the year,
due in part to a weaker yen on the global currency
markets. While revenues in Europe struggled to reach
parity with the prior fiscal year, the North American
market provided strong demand for our transcutaneous
electrical nerve stimulation equipment and other new
products. The emerging economies have been show-
ing increasing interest in personal health, which has
been a factor aiding revenue growth in those nations.
Despite revenue gains for the year, operating in-
come underperformed prior-year levels, mainly due
to advanced investment activity and dramatic fluctua-
tions in exchange rates during the second half of the
fiscal year.
Fiscal 2015 Forecast and Strategies
Expand our sales network in emerging economies
We have set a target of ¥111 billion for fiscal
2015 net sales and ¥7.8 billion in operating in-
come, representing 10.3% and 19.8% year-on-
year growth. We believe market growth in Japan
will be led by the rise of the status of women in
society and increasing interest among younger
consumers in personal preventive health care.
Overseas, new products in North America and our
fiscal 2014 acquisition of Brazilian nebulizer manu-
facturer NS Industria de Aparelhos Medicos Ltda.
should contribute significantly to earnings. At the
same time, we expect to see major revenue gains
in China and other Asian markets.
In newly emerging economies, changes in lifestyle
customs will mean rising levels of lifestyle-related
disease. While we cannot applaud the development,
we do expect this trend to drive higher demand for
lifestyle disease-related products and services. We
also plan to expand the number of outlets for our
global products in Asia, China, India, and Brazil. We
intend to grow from 380,000 outlets currently to
450,000 outlets by the end of fiscal 2016.
■ Earnings and Projections
FY2011
FY2012
FY2013
FY2014
(Billions of yen)
FY2015
(Forecast)*
■ Japanese Blood Pressure
Monitor Market (Electronics)
Omron
Competitors
100.6
111.0
(Millions of yen)
6,000
Net sales
Japan
Overseas
Americas
Europe
Asia Pacific
Greater China
Direct Exports
Operating income
62.4
27.2
35.2
9.8
13.0
2.9
8.6
0.9
2.9
71.5
29.5
42.0
10.8
15.9
3.5
11.1
0.7
4.4
89.3
30.8
58.5
14.3
21.0
5.5
17.3
0.4
7.5
31.4
69.2
18.6
21.2
6.6
22.4
0.5
6.5
33.5
77.5
24.5
18.5
8.0
26.0
0.5
7.8
Operating income margin
4.7%
6.2%
8.5%
6.5%
7.0%
R&D expenses
Depreciation and amortization
Capital expenditures
* See notes on P. 43.
5.1
1.5
2.8
5.0
1.9
3.1
5.2
2.3
3.9
5.5
3.3
3.9
4,500
3,000
1,500
0
(FY)
11
12
13
14
Source: GfK
Slight weakening during fiscal 2014 due to higher
consumption tax rates.
Market Growth
Drivers
Increase in patients with lifestyle-related diseases in emerging countries
Strengths
Brand recognition, cooperative relationships with medical and research
institutions
We Solve Societal Issues
Treating respiratory diseases
Acquisition of Brazilian nebulizer maker extends
our reach to respiratory patients throughout South America
Approx. 25%
Global share of the nebulizer
market (internal survey)
In recent years, we have seen more cases of asthma, chronic obstructive pulmonary disease, and other
respiratory diseases in emerging countries due to pollution and smoking. We have been focused on
nebulizers for respiratory patients as the next core business after our blood pressure monitors. In October
2014, Omron acquired Brazilian nebulizer manufacturer NS Industria de Aparelhos Medicos Ltda.,
leapfrogging to the top share of the global market. Moving forward, we plan to speed up the process by
which we supply products to Brazil and throughout South America.
The acquisition of NS has made the manufacturing approval
process much quicker and easier. In the future, we plan to shift
more product development and manufacturing to Brazil, including
that of our blood pressure monitors and other products. We
believe Omron expertise combined with NS facilities will give us
a strong competitive advantage. We also intend to expand our
sales channels in emerging countries, delivering more health and
medical equipment to customers around the world.
52%
Blood Pressure
Monitors
■ Sales by Product (Fiscal 2014)
22%
Other
(Activity Trackers, etc.)
5%
Body Composition
Monitors
5%
Patient Monitors
6%
Thermometers
10%
Nebulizers
52
53
About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionOMRON CorporationIntegrated Report 2015 Segment Information
Other
Businesses
Mainly incubating Omron’s next generation of businesses
Ratio of Total Sales
(FY2014)
Market Share
(FY2014)
10%
Residential-Use
PV Inverters (Japan)
Approx. 40%
Source: Internal survey
Fiscal 2014 in Review
Environmental Solutions and Backlights Businesses contribute to revenues,
despite some weakness in demand
During fiscal 2014, we reported wide revenue gains
as a whole. On the other hand, operating income was
down year on year, mainly due to significant advanced
investment activity.
Despite some weakness during the second half
of the year, demand in the Japanese market for PV
inverters sold by our Environmental Solutions Busi-
ness remained strong—a reflection of this nation’s
growing interest in renewable energy. Accordingly,
Environmental Solutions reported higher year-on-year
revenues overall.
Our Backlights Business likewise reported higher
revenues, owing to our ability to capture new demand
for thin, high-function backlights used in smartphones.
This product is the subject of increasing demand in
Greater China and other regions.
Our Electronic Systems & Equipment Business
recorded revenue gains due to strong sales of uninter-
ruptible power supply units and industrial-use built-in
computers, as well as for contract development and
manufacturing services.
Our Micro Devices Business experienced reve-
nue gains as well, citing high demand for smart-
phone microphones.
Fiscal 2015 Forecast and Strategies
Sharply higher earnings and profits driven by energy and smartphones
We have set a target of ¥105 billion for fiscal 2015
net sales and ¥10 billion in operating income, repre-
senting year-on-year increases of 20.2% and 19.5%.
We plan to grow our Environmental Solutions Busi-
ness by generating demand and capturing market
share for solar power hybrid storage systems and
monitoring products. We intend to move ahead to
become a total energy solutions business that helps
society generate, store, and use energy intelligently.
We plan to make capital investments in our Back-
lights Business to expand our production capacity.
We also intend to reinforce specialists who will
boost our development capacity and productivity.
Given the strong demand in the market for thin
backlights used in high-spec smartphones, we
expect to see significant growth in this business.
■ Earnings and Projections
FY2011
FY2012
FY2013
FY2014
(Billions of yen)
FY2015
(Forecast)*
53.5
29.5
24.0
0
0
0
22.6
1.4
(3.6)
ー
2.8
0.9
2.1
59.2
41.4
17.8
0
0
0
16.3
1.5
2.5
78.9
51.0
27.9
0
0
0
25.6
2.3
8.7
4.3%
11.0%
3.0
1.4
2.5
4.3
2.0
4.0
87.4
45.8
41.6
0
0
0
38.2
3.4
8.4
9.6%
5.5
2.5
6.9
105.0
55.0
50.0
0
0
0
46.0
4.0
10.0
9.5%
Net sales
Japan
Overseas
Americas
Europe
Asia Pacific
Greater China
Direct Exports
Operating income (loss)
Operating income margin
R&D expenses
Depreciation and amortization
Capital expenditures
* See notes on P. 43.
■ Smartphone Shipments
Low spec (Less than HD720)
High spec (HD720 or higher)
4K class
(Millions of units)
2,000
1,500
1,000
500
0
(FY) 12
13
14*
15*
16*
17*
18*
* Forecast (as of January 2015)
Source: DisplaySearch
We anticipate the market for high-spec smartphones to
continue to grow.
In the Electronic Systems & Equipment Business,
we plan to grow sales by expanding our uninterrupt-
ible power supply lineup.
Our Micro Devices Business should see higher
revenues as well, driven by growing demand for
smartphone microphones and pressure sensors.
We Solve Societal Issues
A new energy era
Hybrid storage systems for solar power
offer energy efficiency
Approx. 5.2GW
PV inverter cumulative shipment
volume (equivalent to five power plants)
Since its introduction in 2012, the feed-in tariff scheme has driven major revenue growth in the solar power
generation market. Today, the energy-related markets in Japan are going through even more changes.
Energy laws promulgated in January 2015 have been revised to deal with output restrictions, and we will see
the complete deregulation of electricity retailing during 2016. We expect the future to bring more balanced
energy supply and demand, as well as calls for even higher levels of energy-efficient operations. Here, the
Environmental Solutions Business has responded by extending our PV inverter lineup and introducing a
hybrid storage system for solar power.
This system lets customers consume or sell electricity generated during the daylight hours. It also allows
them to store extra electricity to use during the night or in case of emergency. We have created the lightest,
most compact storage unit in the world, tailored
specifically to the Japanese housing market. This unit
offers an optimal balance between supply and demand.
We are truly meeting the needs of a new energy era.
Hybrid Storage System for Solar Power
(lightest, most compact storage battery unit in the world)
■ Main Business and Products
Environmental Solutions
PV Inverters for
Solar Power
Generation
Systems
Backlights
LCD Backlights
Electronic Systems and Equipment
Micro Devices
Uninterruptible Power
Supply Units
Micro Electro
Mechanical
Systems
54
55
About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionOMRON CorporationIntegrated Report 2015 Intellectual Property Strategy
Sustainability Management
Omron Wins the 2015 Intellectual Property Achievement Award
Environmental, Social, and Governance Initiatives
Japan’s Ministry of Economy, Trade and Industry
and the Japan Patent Office honored Omron with
the Intellectual Property Achievement award for
fiscal 2015*1. We plan to continue to leverage our
intellectual property activities to enhance our
corporate value and contribute to the
advancement of society.
Strategies to Use Intellectual Property for Competitive Advantage
Omron follows a specific policy for our intellectual
property activities, based on the Omron
Principles. We see intellectual property as the
third rail of our business, coordinating intellectual
property activities with our businesses and
research & development divisions.
Our business divisions work closely with
intellectual property staff to plan*2 business and
technology strategy for patent filings and other
intellectual property activities.
A Stronger Stance for Global Intellectual Property
To respond to business globalization, Omron is
active in securing intellectual property rights in
important markets. We anticipate the direction
of technology and business models in these
markets to secure more freedom for our
businesses to operate. In addition to Japan, we
also work with local staff to pursue intellectual
property rights in China, the United States,
Europe, and Singapore.
■ Worldwide Intellectual Property Rights
■ Intellectual Property Data (No. of Patents)
Trademark
Rights
12%
Design
Rights
12%
Overseas
Patent Rights
Utility Model
Rights
30%
Total No. of
Intellectual
Properties
12,259
(As of March 31, 2015)
Patent Rights
Utility
Model Rights
30%
Japan
Design
Rights
8%
Trademark
Rights
8%
FY
2012
2013
2014
Applications
1,084
1,040
1,129
Approvals
1,172
949
856
Patents held
6,448
6,635
7,194
*1 The Minister of Economy, Trade and Industry Award and the Patent Office Commissioner Award are announced by the Ministry of Economy, Trade and Industry/Patent Office
annually on April 18 (Invention Day). These awards recognize companies whose staff or systems have made notable contributions advancing corporate intellectual property
development and education.
*2 Reports or plans detailing the acquisition or use of technology assets
Omron is an active agent for sustainable business through environmental, social, and governance
initiatives (ESG). We engage in clearly defined ESG programs in areas that have a direct and
significant impact on our businesses. Our selection criteria for ESG issues are based partly on
discussions with socially responsible investment research and investment companies and other
outside stakeholders.
ESG
Significant Issues
Key Initiatives for EARTH STAGE
Related Pages
Social
Diversity
Environ
-ment
Eco-
Manufacturing
● Educating the next generation of top-rank
managers
Key Performance Indicator (KPI):
Ratio of non-Japanese in managerial positions
overseas
● Supporting career advancement for women
KPI: Ratio of women in managerial roles
Non-Financial
Highlights
P. 16–17
Human
Resources
Management
P. 59–61
● Providing products and services that contribute
to the global environment
KPI: Environmental contribution
● Adopting measures to combat global warming
KPI: Global net sales to CO2 emissions
Target: 30% improvement by fiscal 2020
(fiscal 2010 baseline)
Non-Financial
Highlights
P. 16–17
Environmental
Management
P. 62–64
Corporate
Governance
● Strengthening systems to improve
transparency, fairness
(Board diversity, compensation)
Gover
-nance
Risk Management
● Adopting measures against significant
Group risks
Corporate
Governance
P. 65–69
Compliance
and Risk
Management
P. 70–71
Socially Responsible Investment Index References
Omron’s sustainability initiatives are highly regarded by and included in some of the leading global
socially responsible investment indices:
Asia-Pacific (AP)
As of July 2015
56
57
About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionIntegrated Report 2015OMRON Corporation Commitment to International Corporate Social Responsibility Standards and Guidelines
Sustainability through Superior People
Human Resources Management
Global human resources strategy is a critical component of the Omron long-term vision, defined
in VG2020. In the end, our people are the thing that assures our growth in the EARTH-1 STAGE.
Finding and training our next generation of leaders is more important than ever.
Personnel System Reform in Japan
During 2012, we revised our management-level
human resources structure. Our goal was to put
the best person in the right position from an
overall group perspective. To that point, Omron
had been a typically Japanese company, rewarding
seniority as the primary factor in employment.
Under our new system, rewards are commensurate
with the importance of the role played, without
regard to age and length of employment with
Omron. From FY15, we use the same concept for
non-managerial positions, to make compensation
and rewards based solely on role and contribution.
For this step, we eliminated pre-qualification
categories for supervisors and managers. By
introducing a standardized system, we have
opened the door for younger or new employees
to advance rapidly, while providing motivation for
all to aspire to more challenging work and central
roles within our company.
A System to Identify and Develop the Next Generation of Omron Leaders
In order for Omron to continuously identify and
develop the talent of those who will become the
next generation of leaders, we created a
succession program for key group positions,
providing training, practical experience, and
career planning. As a global company, we have
been focusing on having local staff in key
positions at local entities*. Our growth drives a
critical need for more talented managers, and
we are constantly looking for new ways to
identify and develop candidates to take over and
lead future generations at Omron.
* See P. 16 for more.
Omron Corporation is committed to fulfilling our
corporate social responsibility (CSR) as a global
organization. We created the Omron Group CSR
Practice Guidelines, referencing the Universal
Declaration of Human Rights, the United Nations
Global Compact, ISO 26000, the OECD
Guidelines for Multinational Enterprises, and other
international CSR standards and guidelines.
In 2008, we declared our support for the Ten
Principles of the United Nations Global Compact
(UNGC). These principles are universally accepted
standards for human rights, labor standards,
environmental impact, and anti-corruption
practices. Currently, Omron is a member of
the local UNGC chapters in Japan and China.
We intend to continue our commitment to
international CSR policies, building strong
relationships of trust through responsible
engagement with our stakeholders.
Fumio Tateishi
Chairman
Omron Corporation
July 2015
CSR Activities and Policies
Omron contributes to social sustainability through a CSR policy incorporating three main concepts.
Please see our website for more.
http://www.omron.com/about/csr/
● Contribute to a better society through business operations
Continuously offer advanced technologies and high-quality products and services by stimulating
innovation driven by social needs.
● Show a commitment to addressing societal issues as a concerned party
Address such issues as human rights, the environment, diversity, and community relations in a way
that draws on Omron’s distinctive strengths.
● Always demonstrate fairness and integrity in the promotion of corporate activities
Promote more transparent corporate activities that maintain fairness and integrity not only through
strict compliance with laws, regulations, and social rules but also through increased accountability.
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About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionIntegrated Report 2015OMRON Corporation Developing Global Monozukuri*
Human Resources
Developing Monozukuri
Human Resources in China
Selected as a Best Company in the U.S.
One of our goals at Omron is to be the world’s
best manufacturing company which delivers
pioneering high-quality products globally. To
continue to fulfill this mission, we must develop
Monozukuri human resources from a long-term
perspective. This is why strengthening our
global human resources is such an important
part of our VG2020 strategy.
* Monozukuri: Manufacturing
China is a region of increasing strategic importance.
Therefore, in 2010, we established the Monozukuri
Human Resource Development Department in
OMRON Management Center of China to respond
to the predicted Monozukuri human resource
shortage. To date, this department has trained
more than 400 managers and more than 1,000
production and development human resources.
Increased automation in China creates the need
for securing and developing production engineers.
In order to meet this need, we have placed even
more emphasis on quickly developing line leaders
and production engineers.
Omron Class Started in Partnership with Chinese Universities
In December 2014, Omron Electronics LLC in the U.S. (Industrial Automation Business) was
selected as one of the Best and Brightest Companies to Work for. This award recognized Omron
Electronics as an excellent company in terms of staff utilization and training. Omron Electronics was
one of 101 companies from among 702 candidates selected for the honor. The company credits its
dedication to open and active communications, work-life balance, employee training, and workforce
diversity as reasons why it was selected. Omron Electronics plans to continue to build an enjoyable
work environment and culture for its employees, improving productivity and contributing to society
through Omron products and services.
The Omron Class is a program for educating talented
Chinese students on Omron’s Monozukuri. We launched
this program in 2010 in cooperation with the Shaanxi
Polytechnic Institute, and started the second program in
2014 at Guangxi Technological College of Machinery and
Electricity. This program has made a significant contribution
to modern production education in China, and has given us
an inside track to find and hire skilled human resources. To
date, more than 400 Omron Class students have graduated
to become part of the Omron family in China.
2014 graduation ceremonies at Shaanxi Polytechnic Institute
Awards Ceremony
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About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionOMRON CorporationIntegrated Report 2015 Environmental Management
The Omron Group Will Contribute to Realizing a Sustainable Society
through Our Businesses
When we updated the Omron Principles, we also took the opportunity to revise the Green Omron
2020 environmental policy to better align with our long-term vision (VG2020).
We interpret the phrase “better society” in Our Mission as our duty to help create an environmentally
sustainable society through our businesses.
New Environmental Policy
New Environmental Targets (FY2020 Goals)
Contributing to the Global Environment through Business Activities
Greater Volume of
Environmental Contribution
We intend to further reduce the CO2 emissions of the Omron Group
products and services*1 used by society (environmental contribution). Our
goal is to generate an environmental contribution in excess of our CO2
emissions as of the end of fiscal 2020.
Reduced Usage of
Toxic Substances
Our goal here is to remove 80 tons of harmful mercury from the environment as of
the end of fiscal 2020. We intend to do this by replacing mercury-based equipment
with digital thermometers and blood pressure monitors.
In line with Omron Principles, we will contribute to realizing sustainable societies, globally, by
providing eco-friendly products or services that can contribute to the global environment and by
making efficient use of management resources.
*1 Products and services related to energy conservation, energy creation, and energy storage
Reduce Impact of Business Activities on the Global Environment
1. Provide Eco-Friendly Products
or Services that can Contribute
to the Global Environment
: Contribution through business activities
2. Prevent Global Warming
: Reduce greenhouse gas emissions throughout the entire value chain
3. Use Resources Efficiently
: Efficient use of all resources needed in our manufacturing processes
4. Co-Existence with Nature
: Prevention of water, air or soil pollution including conservation activities
5. Implement Environmental
Management
: Continual improvement in environmental activities and legal
compliance
A Sustainable Society: A society that is low-carbon, recycling oriented, and co-exists with nature.
Wasted Resources
Global Warming
Ecosystem Destruction
Climate Change and
Energy / Resources
Low-Carbon
A
Sustainable
Society
Climate Change and
Ecosystems
Recycling
Co-Existence
with Nature
Ecosystems and Environmental Impact
Prevent Global Warming
Reduce CO2 emissions through efficient electricity usage, improving our net
sales to CO2 emissions at least 30% as of the end of fiscal 2020 (compared
to fiscal 2010).
Use Resources Efficiently
Achieve zero emissions*2 at our global production sites, aiming for 98% or
greater recycling as of the end of fiscal 2020.
Co-Existence with Nature
To conserve water, air, and soil, and prevent their pollution, we intend to
reduce the amount of water usage per employee, as well as reduce the
volume and number of chemicals used in our production process.
*2 Zero emissions: Completely recycle and reuse waste products of the production process to eliminate the need for external waste disposal.
Note: See P. 17 for more on Omron global net sales to CO2 emissions and environmental contribution for fiscal 2014.
Contributing to the Global Environment through Business Activities
Maximize the Effective Use of
All Management Resources
(Improve energy, resource productivity)
Products and
Services Useful to Society
(Grow our businesses that have a positive
impact on the global environment)
Reduce Our
Environmental
Impact
Greater
Efficiency
Greater Volume
of Environmental
Contribution
Greater
Contribution
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About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionIntegrated Report 2015OMRON Corporation Reducing Toxic Substances in Thailand
Omron Continually Reviews and Improves Our Corporate Governance
Structures Supporting Sustainable Value Creation
Corporate Governance
Mercury usage around the globe is major hazard—toxic
to both humans and the environment. The government
of Thailand has announced a plan to make that nation
mercury-free within 10 years; however, many hospitals
still rely heavily on mercury-based blood pressure
monitors. Here, Omron Healthcare (Thailand) Co., Ltd.
has started a digital blood pressure monitor program to
solve this social issue. During fiscal 2014, we replaced
1,000 old mercury-based monitors with new digital
ones. Moving forward, we have set a goal of replacing
more than 10,000 monitors by fiscal 2018.
Blood pressure monitors installed at a Thai hospital
Independent Assurance of Greenhouse Gas Emissions
To understand the global volume of greenhouse gas emissions from Omron businesses, Omron
management began using the Greenhouse Gas Protocol (GHG Protocol) during fiscal 2013. The GHG
Protocol is an international standard for calculating the generation of gases designated as having a
greenhouse effect.
We hired an independent assurance organization to confirm the accuracy of our data and calculations
for the following categories of emissions.
Scope
Calculation
Scope 1
Direct combustion emissions and
5-gas*1 emissions
Volume used for combustion, 5-gas emissions, each
multiplied by a CO2 emission factor for production
Scope 2
Emissions from electricity usage
Multiply electricity usage by the CO2 emission factor for
production of the electricity
Fiscal 2014
Emissions
(ton-CO2)
62,636
213,912
Scope 3
Other indirect emissions
Category 1
Purchased goods and services
Category 2
Capital goods
Category 3
Fuel/energy-related activities
Category 6
Business travel
Category 7
Employee commuting
Multiply purchase amount of product and services
components by the CO2 emission factor for production
of those components
1,067,140
Multiply the total investment in capital goods by the CO2
emission factor for production of those goods
Multiply the fuel / energy usage by the CO2 emission
factor for production for each energy type
Multiply total employee business travel costs by the CO2
emission factor for the method of travel
Multiply total employee commuting costs paid by the CO2
emission factor for the method of travel
117,859
197,558
39,173
1,329
Note: See the Omron website for more about the independent assurance report. The major categories of greenhouse gas emissions have been presented above.
http://www.omron.com/about/csr/environ/eco_fac_off_lab/co2_discharge/
*1 5 Gas: Methane (CH4), nitrous oxide (N2O), hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), and sulfur hexafluoride (SF6)
The Omron Corporate Governance Policies*
In June 2015, we established the Omron
Corporate Governance Policies—Seeking
Sustainable Enhancement of Our Corporate
Value. These policies reflect the spirit of the
Omron Principles, revised in May 2015. They
define our attitude and beliefs of how we put
the Omron Principles into practice through
our business activities.
In 1996, we established the Management
Personnel Advisory Committee (presently the
Personnel Advisory Committee) as our first
major step toward improving management
transparency and fairness. Since then, we have
continued to improve on these important
principles at the core of management
accountability. We brought in outside directors,
separated the duties of chairman of the board
and corporate CEO, established the CEO
Selection Advisory Committee, and set
up other committees and systems that make
Omron a leading example of governance among
Japanese companies. Our Corporate
Governance Policies formalize the framework
we have developed over the past 20 years,
and we intend to pursue the path of ongoing
corporate governance improvement.
* http://www.omron.com/ir/management/pdfs/20150623_governance_policies_e.pdf
■ Corporate Governance Initiatives
1999
2003
2011
President
1987: Yoshio Tateishi
2003: Hisao Sakuta
2011: Yoshihito Yamada
Chair of the Board
of Directors / CEO
President served as both
Chairman serves as chair of the Board of Directors;
president serves as CEO
Separation of
management
oversight
and business
execution
30 directors
1999: Revised articles of incorporation, setting number of board members to 10 or fewer
1999: Adopted executive officer system
Advisory Board
1999: Advisory Board
Outside Directors
2001: One
outside
director
2003: Two outside directors
(seven directors)
2015: Three outside
directors (eight directors)
Audit & Supervisory
Board (Outside Members)
1998: One
member
1999: Two members
2003: Three members
(four auditors)
2011: Two members
(four auditors)
1996: Management Personnel
Advisory Committee
2000: Personnel Advisory Committee
Advisory and Other
Committees
2003: Compensation Advisory Committee
2006: CEO Selection Advisory Committee
2008: Corporate Governance Committee
Corporate
Philosophy
1990: Omron
Principles
1998: Revised
2006: Revised
2015: Revised
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1959: Corporate MottoAbout OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionIntegrated Report 2015OMRON Corporation Corporate Governance Framework
Omron has elected to be a company with an
Audit & Supervisory Board under the provisions of
the Companies Act. The Omron Board of
Directors is made up of eight members to ensure
substantive discussion and deliberation about
important corporate matters. Omron has also
separated the management oversight and
business execution functions with the company,
creating a system whereby the majority of board
directors are not engaged directly in business
operations. We have also adopted a policy setting
the ratio of outside directors to at least one third
of the total number of directors on the Board.
To increase objectivity on behalf of the Board of
Directors, the titles and roles of Chairman of the
Board and President (CEO) are separated. The
Chairman serves as chair of the Board of
Directors, without direct corporate
representational authority.
Omron has established several advisory
Audit Functions
committees to assist the Board of Directors.
These committees include the Personnel
Advisory Committee, the CEO Selection Advisory
Committee, the Compensation Advisory
Committee, and the Corporate Governance
Committee. The Personnel Advisory Committee,
the CEO Selection Advisory Committee, and
the Compensation Advisory Committee are all
chaired by outside directors, with at least half of
the committee members being outside directors.
The chair and members of the Corporate
Governance Committee are outside directors
and outside corporate auditors, which offers yet
another layer of transparency and objectivity onto
its decision-making process.
In these policies, we have created a hybrid
governance framework, combining the best
features of a Company with an Audit &
Supervisory Board and a Company with a
Nominating Committee.
The Audit & Supervisory Board performs compliance
and validity audits related to director performance
and Board of Director supervisory duties. The Audit &
Supervisory Board works to provide a basis ensuring
the practicability of these audits.
The Global Internal Auditing HQ, which reports
directly to the president and CEO, periodically
conducts internal audits of accounting,
administration, business risks, and compliance
in each headquarters division and business
company. Internal audits are more than just a tool
to confirm compliance; they are also a valuable
means for providing feedback and advice for
operational improvement.
Selection of Outside Directors and Auditors
The Omron Board of Directors nominates and
selects outside directors and outside Audit &
Supervisory Board members as a means to
oversee business operations as a representative
of Omron shareholders and stakeholders.
Outside directors are selected based on
predefined standards of independence.
In addition to the requirements under the
Companies Act, Omron has established other
rules for governing the independence of outside
directors in compliance with independence
standards set by the relevant stock exchanges.
Based on these standard of independence,
three of Omron’s eight members of the Board of
Directors are outside directors, and two of the
four members of the Audit & Supervisory Board
are likewise outside members. Omron has
submitted filings to the relevant stock
exchanges designating these individuals as
outside independent directors.
■ Number of Major Meetings Held and Rates of
Attendance (Fiscal 2014)
Meetings of the Board of Directors:
Meetings of the Audit & Supervisory Board:
Outside Director attendance at board of director meetings:
Outside Audit & Supervisory Board member attendance at
board of director meetings:
Outside Audit & Supervisory Board member
attendance at Audit & Supervisory Board meetings:
13
13
92.3%
100%
100%
■ Corporate Governance Structure
Shareholders’ Meeting
Audit & Supervisory Board
Personnel Advisory Committee
Board of Directors
Chair: Chairman of the Board
Audit & Supervisory Board Office
Board of Directors Office
CEO Selection Advisory Committee
Accounting Auditor
Executive Organization
President & CEO
Executive Council
Compensation Advisory Committee
Corporate Governance Committee
CSR-Related Committees*
Head Office Divisions
Businesses Companies
Internal Audit Division
* Includes Corporate Ethics & Risk Management Committee, Information Disclosure Executive Committee, and Group Environment Activity Committee
Board of Directors
Makes decisions related to perfor-
mance targets and strategies; over-
sees the execution of business op-
erations.
Audit & Supervisory Board
Oversees corporate governance
structure and execution business
operations; conducts audits of day-
to-day business activities, including
those performed by directors.
Personnel Advisory Committee
Sets standards and policies related to
selecting and hiring directors, Audit &
Supervisory Board members, and
executive officers; selects candidates
and evaluates performance of current
directors and executive officers.
CEO Selection Advisory Committee
Deliberates and nominates candi-
dates for corporate president &
CEO; deliberates succession candi-
dates in the event of an emergency.
Compensation Advisory Committee
Sets policies for director and execu-
tive officer compensation; evaluates
compensation levels, deliberates
specific compensation packages.
Corporate Governance Committee
Oversees ongoing corporate gover-
nance improvement; deliberates
policies to advance management
transparency and fairness.
Executive Council
Deliberates and makes decisions
regarding important operational
matters within the scope of the au-
thority of the president and CEO.
■ Advisory Committee Composition
Title
Name
Personnel
Advisory
Committee
CEO Selection
Advisory
Committee
Compensation
Advisory
Committee
Corporate
Governance
Committee
Chairman
President and CEO
Executive Vice President and CFO
Executive Vice President
Director
Outside Director
Outside Director
Outside Director
Fumio Tateishi
Yoshihito Yamada
Yoshinori Suzuki
Akio Sakumiya
Koji Nitto
Kazuhiko Toyama†
Eizo Kobayashi†
Kuniko Nishikawa†
□
○
◎
□
□
□
○
◎
□
□
○
□
□
◎
□
Audit & Supervisory Board Member
Kiichiro Kondo
Audit & Supervisory Board Member
Tokio Kawashima
Audit & Supervisory Board Member (Independent)
Eisuke Nagatomo†
Audit & Supervisory Board Member (Independent)
Yoshifumi Matsumoto†
Note: ◎Committee Chair ○Committee Vice-Chair □Committee Member
†Independent Officer
◎
○
□
□
□
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About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionIntegrated Report 2015OMRON Corporation
Financial Incentives for Directors and Audit & Supervisory Board Members
●Separate from the compensation stated above, the Company shall issue performance-linked
The Company has introduced medium-term
performance-linked bonuses from fiscal 2014 and
issued performance-linked stock acquisition rights
in an effort to give directors incentive to achieve
the medium-term management targets and to
strengthen the governance of compensation.
In response to the introduction of the new
structure, the governance system regarding
compensation of directors, etc., consists of: (1) base
salary, (2) yearly performance-linked bonuses, and
(3) medium term performance-linked bonuses,
stock compensation, and performance-linked stock
acquisition rights. By introducing the new structure,
the Company aims for encouraging directors to
continually enhance corporate value by positively
achieving short-, medium-, and long-term
management targets.
Fundamental principles and policy for the
compensation for directors and officers are as
follows:
Basic Principles of Compensation for Directors and Executive Officers
Revised in June 2014
● Compensation for directors and executive officers shall be based on the implementation of the
Company’s mission and corporate principles (the Omron Principles).
● The Company shall pay compensation that enables it to recruit, hire, and retain talented
personnel as officers.
stock acquisition rights*2.
－－Performance-linked stock acquisition rights shall be issued under the condition of
the achievement of medium-term management targets by directors and a rise of the
Company’s stock price. The objectives are to create medium-to-long-term shareholder
value and encourage directors to own shares of the Company.
●Compensation for outside directors shall consist of a base salary only, reflecting their roles and
the need for maintaining independence.
●No retirement bonuses shall be paid.
●The level of compensation shall be determined by taking into account the levels of other
companies, based on a survey conducted by an independent compensation consultant.
*1 The guidelines for stock compensation shall consist of a fixed amount of compensation given each month to directors, who will use it to make monthly purchases of the
Company’s stock (through the officers’ stockholding association) and hold this stock during their term of office.
*2 The performance-linked stock acquisition rights are issued with charge at a price equivalent to the fair value of the stock acquisition rights, thus the amount to be paid in
exchange for stock acquisition rights is not necessarily favorable for individuals who are allotted the stock acquisition rights. Because of this, the stock acquisition rights do not
fall under the category of compensation for directors, and thus they shall be issued via a resolution by the Company’s Board of Directors.
Compensation Policy for Audit & Supervisory Board Members
●Compensation for Audit & Supervisory Board members shall consist only of a base salary that
● The compensation structure shall contribute to long-term maximization of corporate value by
reflects their roles. It shall enable to recruit, hire, and retain talented personnel.
providing motivation for directors and executive officers.
● The compensation structure shall maintain a high level of transparency, fairness, and
rationality, to ensure accountability to shareholders and other stakeholders.
・ To ensure transparency, fairness, and rationality in the compensation for individuals, each
director/executive officer’s compensation shall be set by consultation with the Compensation
Advisory Committee.
●No retirement bonuses shall be paid.
●The level of compensation shall be determined by taking into account the levels of other
companies, based on a survey conducted by an independent compensation consultant.
● The purpose of compensation shall be made clear, and a compensation plan shall be created according to
■ Fiscal 2014 Director and Audit & Supervisory Board Member Remuneration
the roles and responsibilities of each director/executive officer.
Compensation Policy for Directors
Compensation for directors shall consist of a base salary, yearly performance-linked bonuses,
and medium-to-long-term performance-linked compensation.
●The Company shall provide base salaries that enable it to recruit, hire, and retain talented
personnel capable of implementing the Company’s mission and the Omron Principles.
● The Company shall provide yearly performance-linked bonuses as performance incentives
with emphasis on yearly results.
－－The amount of yearly performance-linked bonuses shall be based on a standard
amount for each position, and shall be determined according to the degree of
achievement and growth rate for evaluation indicators for bonuses, including income
before income taxes, return on invested capital (ROIC), net income attributable to
shareholders, and cash dividends per share.
●To ensure thorough implementation of the Company’s long-term management plan, the
Company shall provide the following two types of compensation linked to medium-to-long-
term performance as incentives for meeting medium-term management targets.
－－The Company shall pay medium-term performance-linked bonuses depending on the
achievement of medium-term management targets.
－－The Company shall grant stock compensation*1 as compensation linked to maximization of
corporate value (stock value).
To promote greater objectivity and transparency, the Compensation Advisory Committee, chaired by an
outside director, offers advice, conducts deliberations, and makes recommendations regarding director
compensation. This recommendation is presented before the annual general shareholders’ meeting,
which votes on the total scope of compensation for members of the Board of Directors and members of
the Audit & Supervisory Board. Within this scope, the Board of Directors determines compensation for
each director according to Board resolution, as well as compensation for individual Audit & Supervisory
Board members pursuant to discussion and negotiation.
Classification
No. of Individuals
Basic
Compensation
Annual Performance
Bonuses
Medium-Term
Performance Bonuses
Total Compensation
(Millions of yen)
Directors
(Outside Directors)
Audit & Supervisory Board
Members
(Outside Members)
Total (Outside Directors /
Members)
8
（2）
4
（2）
12
（4）
358
（24）
82
（18）
440
（42）
236
（－）
－
（－）
236
（－）
－
（－）
－
（－）
－
（－）
594
（24）
82
（18）
676
（42）
* Basic compensation for directors (excluding outside directors) includes the amount paid as stock compensation.
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About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionIntegrated Report 2015OMRON Corporation Compliance and Risk Management
Responding to Global Change through Stronger Integrated
Global Risk Management
New Global Risk Management and Legal Headquarters placed under office of the President
and CEO
The Omron Group faces a wide range of risks related to compliance and legal issues. We employ
Integrated Global Risk Management as the basis of our activities to collect information and make plans
related to risk.
Omron’s basic policies for Integrated Global Risk Management are defined in the Board of Director
Basic Policy on Maintenance of Internal Control System. The Omron Group Rules for Integrated Risk
Management provide the framework for risk management engagement. This framework is in effect at all
Omron locations around the world.
Integrated Global Risk Management Vision
We will integrate and carry out risk-related activities from a global
perspective for the purpose of securing the continued existence of the
Companies and enabling them to achieve their targets and fulfill their
corporate social responsibilities.
Based on the Basic Rules of Integrated Global Risk Management, we
will endeavor to avoid, reduce, and transfer losses by collecting risk
information, conducting risk analyses, and implementing
countermeasures against risks.
1.
2.
3.
We will identify critical risks to the Group and enable Groupwide
responses through the Executive Council.
4.
In a time of crisis, we will make reports in accordance with established
procedures and form response teams necessary to address the crisis.
Advancement Framework
The Global Risk Management and Legal HQ acts
as the managing office administering the
operations of the Corporate Ethics and Risk
Management Committee. This committee
deliberates and carries out measures in
coordination with Omron global headquarters,
domestic business divisions, and overseas
Fiscal 2014 Initiatives
The Omron risk matrix is one specific example of
how we deal with risk across our organization.
Each year, we identify and analyze global risks.
We evaluate these risks and categorize them
according to the gravity of the issue. S-rank risks
are the most significant, while less-significant
risks are categorized as A-rank risks. Next, the
Executive Council discusses and proposes
measures to deal with risks that affect the
Company as a whole. Omron uses the PDCA
cycle (Plan, Do, Check, Act) to confirm execution
and take any corrective actions. Finally, we report
our results to the Board of Directors and to
external shareholders/stakeholders.
Looking toward fiscal 2015, we identified
several S-rank risks. These risks include business
continuity, violation of international laws (bribery,
etc.), and information/IT security. As A-rank risks,
we identified employee safety, internal fraud,
conformance with the Electronic Industry
headquarters. The Company has appointed risk
managers charged with compliance and risk
management in Group locations around the
world. These risk managers use our global
network to communicate risk information and
quickly organize to take action in response to risk.
Citizenship Coalition, conflict minerals,
occupational health and safety, and global product
safety regulations.
During fiscal years 2013 and 2014, we
conducted business continuity training to prepare
against a possible disaster at our business
headquarters locations. In terms of how we
handle personal information, we continue to
perform reviews and provide training based
on a defined plan to reduce associated risks.
During fiscal 2015, we will upgrade our use
of the PDCA cycle in integrated global risk
management, incorporating this practice as a
more critical component of our management
activities in this area. In particular, we intend to
refocus our efforts overseas, giving our global
area headquarters more responsibility and
authority to lead risk management in a manner
appropriate to their local circumstances.
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About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionIntegrated Report 2015OMRON Corporation Cultivating Strong Relationships through
Responsible Engagement
Omron takes advantage of a number of opportunities to receive feedback and opinions from shareholders,
customers, and stakeholders at large. We then communicate this information to top management. Our
evolution in ROIC management and revised director compensation are just a few of the ways Omron has
taken this feedback to heart to improve management efficiency and transparency, creating even stronger
relationships of trust.
Fiscal 2014 Shareholder/Investor Engagement
With Individual Investors
June 24, 2014 Shareholders’ Meeting
No. of Events
Total No. of Participants
32
3,245
Investor relations events, including corporate
information sessions and investor fairs
With Institutional Investors
Direct Talks
1,051times
● President’s visits to institutional investors
● IR officers’ one-on-one interviews and
telephone conferences
● Plant tours and technology seminars
Attendees
Ratio of Voting
Rights Exercised
591
84.6%
Market Intelligence
We collect and analyze questions received during
institutional investor interviews to help us
understand changes in the market and interest
trends among investors.
We report this information to management
and share data with related business divisions to
promote our two-way communications between
Omron and our shareholders.
Engagement with Shareholders
Engagement with Customers
At our last annual shareholders’ meeting, Pres-
ident Yamada reported on the state of our busi-
ness and progress toward our long-term vision.
Shareholders asked questions about Omron
technologies, share prices, the role of women
in our company, and outside directors, receiving
thoughtful answers from our president and exec-
utives on stage.
The Omron Total Fair is an event showcasing the
Omron Group’s technologies, products, and ser-
vices. We greet thousands of customers at every
fair, looking forward to this valuable opportunity to
hear from them directly.
Our December 2014 event in Jakarta, Indonesia,
attracted more than 5,500 visitors.
Engagement with Suppliers
Engagement with Employees
Each year we invite major suppliers to discuss
our purchasing policies and group business strat-
egies. Suppliers are important strategic partners
in our success. We strive to continually improve
supplier relationships through open and frank
communications.
Omron executives travel hundreds of thousands
of miles every year to meet with employees
around the globe. This kind of in-person commu-
nication is invaluable for creating a shared sense
of purpose and understanding.
Discussing purchasing policies with suppliers in Japan
President Yamada visited an automotive electronics plant in Italy
Engagement with Communities
Omron takes an active part in our communities, working together with local groups and citizens. The Tateisi Sci-
ence and Technology Foundation, the Kyoto Omron Community Fund, and the Omron Foundation in the United
States are just a few ways that we support the sciences, technological development, and social welfare.
The 77th Annual Shareholders’ Meeting
Customers view new products and technologies at the Omron Total Fair
Kyoto Omron Community Fund Humanity Awards Ceremony
Meal delivery to local senior citizens by the Omron Foundation in the U.S.
72
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About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionIntegrated Report 2015OMRON Corporation Directors, Audit & Supervisory Board Members, and Honorary Chairman
As of June 23, 2015
Directors
Chairman Fumio Tateishi
Aug. 1975 Joined Omron
Jun. 1997 Director
Jun. 1999 Managing Executive Officer
Jun. 2001 Senior General Manager, Corporate Strategy
Planning HQ
Jun. 2003 Executive Officer and Executive
Vice President; President,
Industrial Automation Company
Jun. 2008 Executive Vice Chairman
Jun. 2013 Chairman (to present)
President and CEO Yoshihito Yamada
Apr. 1984 Joined Omron
Jun. 2008 Executive Officer; President and CEO,
OMRON Healthcare Co., Ltd.
Mar. 2010 Senior General Manager,
Corporate Strategy
Planning HQ
Jun. 2010 Managing Executive Officer
Jun. 2011 President and CEO
(to present)
Executive Vice President and CFO
Yoshinori Suzuki
Apr. 1975 Joined Omron
Jun. 2003 Executive Officer and Senior General Manager,
Corporate Strategy Planning HQ
Jun. 2006 Managing Executive Officer
Mar. 2007 President, Automotive Electronic Components
Company
May 2010 President and CEO, OMRON Automotive
Electronics Co., Ltd.
Apr. 2013 Senior Managing Executive
Officer and CFO
Jun. 2013 Senior Managing Director
and CFO
Jun. 2014 Executive Vice President
and CFO (to present)
Executive Vice President Akio Sakumiya
Apr. 1975 Joined Omron
Jun. 2003 Executive Officer; President and CEO,
OMRON Ichinomiya Co., Ltd. (now OMRON
Amusement Co., Ltd.)
Mar. 2009 President, Electronic and
Mechanical Components
Company
Jun. 2010 Managing Executive Officer
Jun. 2011 Senior Managing Director
Jun. 2014 Executive Vice President
(to present)
Director, Senior Managing Executive Officer Koji Nitto
Apr. 1983 Joined Omron
Mar. 2011 Senior General Manager, Global Resource
Management HQ
Jun. 2011 Executive Officer
Mar. 2013 Senior General Manager, Global SCM and IT
Innovation HQ
Apr. 2013 Managing Executive Officer
Mar. 2014 Senior General Manager,
Global Strategy HQ (to present)
Apr. 2014 Senior Managing Executive
Officer (to present)
Jun. 2014 Director (to present)
Outside Director Kazuhiko Toyama
Apr. 1985 Joined Boston Consulting Group, Inc.
Apr. 1986 Established Corporate Direction Co., Ltd.
Mar. 1993 Director, Corporate Direction Co., Ltd.
Apr. 2000 Managing Director, Corporate Direction Co., Ltd.
Apr. 2001 President and CEO, Corporate Direction Co., Ltd.
Apr. 2003 COO & Executive Managing Director,
Industrial Revitalization
Corporation of Japan (IRCJ)
Apr. 2007 President and CEO, Industrial
Growth Platform, Inc.
(to present)
Jun. 2007 Outside Director,
Omron (to present)
Outside Director Eizo Kobayashi
Apr. 1972 Joined ITOCHU Corporation
Jun. 2000 Executive Officer
Apr. 2002 Managing Executive Officer
Jun. 2003 Representative Director and Managing Director
Apr. 2004 Representative Director and Senior Managing
Director
Jun. 2004 President and CEO
Apr. 2010 Chairman and Representative
Director
Jun. 2011 Chairman (to present)
Jun. 2013 Outside Director,
Omron (to present)
Outside Director Kuniko Nishikawa
Apr. 1986 Joined Citibank N.A.
Feb. 1996 Joined A.T. Kearney, Inc.
Sep. 2000 President and CEO, Supernurse Co. Ltd.
Aug. 2010 Established Firststar Healthcare Co. Ltd.,
President & CEO (to present)
Jun. 2013 President, Benesse MCM Corp.
(to present)
Jun. 2015 Outside Director,
Omron (to present)
Audit & Supervisory Board Members
Honorary Chairman
Honorary Chairman Yoshio Tateishi
Apr. 1963 Joined Omron
May 1973 Director
Jun. 1976 Managing Director
Jun. 1983 Senior Managing Director
Jun. 1987 President and CEO
Jun. 2003 Representative Director and Chairman
of the Board
May 2007 Chairman, Kyoto Chamber of
Commerce and Industry
(to present)
Jun. 2011 Honorary Chairman
(to present)
Audit & Supervisory Board Member
Kiichiro Kondo
Apr. 1977 Joined Mitsui Ocean Development & Engineering
Co., Ltd.
Jan. 1988 Joined Mitsui Trust and Banking Company, Limited
(now Sumitomo Mitsui Trust Bank, Limited)
Apr. 1999 Joined Omron
Apr. 2007 Senior General Manager, Public Solutions
Business Department, Social Systems Solutions
and Service Business Company
Jun. 2007 Executive Officer
Apr. 2011 President and CEO, OMRON
Social Solutions Co., Ltd.
Jun. 2011 Managing Executive Officer
Jun. 2015 Audit & Supervisory Board
Member, Omron (to present)
Audit & Supervisory Board Member
Tokio Kawashima
Apr. 1982 Joined Mitsubishi Bank Ltd. (now The Bank of
Tokyo-Mitsubishi UFJ, Ltd.)
Sep. 2008 Regional Head for Germany and General
Manager, Düsseldorf Branch,
The Bank of Tokyo-Mitsubishi
UFJ, Ltd.
Apr. 2011 Joined Omron
Jun. 2011 Audit & Supervisory Board
Member (to present)
Audit & Supervisory Board Member (Independent)
Eisuke Nagatomo
Apr. 1971 Joined Tokyo Stock Exchange, Inc.
Nov. 2001 Executive Officer
Jun. 2003 Managing Director
Jun. 2007 Advisor
Oct. 2007 Representative Director, EN
Associates Co., Ltd. (to present)
Jun. 2008 Audit & Supervisory Board
Member (Independent),
Omron (to present)
Audit & Supervisory Board Member (Independent)
Yoshifumi Matsumoto
Apr. 1989 Registered as attorney with the Osaka Bar
Association; joined Miyake Law Office (now
Miyake & Partners)
Jan. 1996 Partner, Miyake & Partners (to present)
Jun. 1997 Registered as patent attorney
with the Japan Patent
Attorneys Association
Jun. 2013 Audit & Supervisory Board
Member (Independent),
Omron (to present)
74
75
About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionIntegrated Report 2015OMRON Corporation Executive Officers
Senior Managing Executive Officer
Koji Nitto
Senior General Manager,
Global Strategy HQ
Yutaka Miyanaga
Company President,
Industrial Automation Company
Managing Executive Officers
Shigeki Fujimoto
Senior General Manager,
Business Development HQ
Kenji Matsunami
Company President,
Electronic and Mechanical
Components Company
Kiichiro Miyata
CTO and Senior General Manager,
Technology & Intellectual
Property HQ
Satoshi Ando
Senior General Manager, Global
Investor Relations & Corporate
Communications HQ
Katsuhiro Wada
President and CEO,
OMRON Automotive
Electronics Co., Ltd.
Shizuto Yukumoto
Senior General Manager,
Environmental Solutions
Business HQ
Toshio Hosoi
President and CEO, OMRON
SOCIAL SOLUTIONS Co., Ltd.
Isao Ogino
President and CEO, OMRON
HEALTHCARE Co., Ltd.
Executive Officers
Koji Doi
President, OMRON (CHINA) Co., LTD.
Takashi Ikezoe
Hideji Ejima
General Manager, Business Planning Department
and General Manager, Application Engineering
Center, Environmental Solutions Business HQ
Senior General Manager, Product Business Division
HQ, Industrial Automation Company
Seigo Kinugawa
Senior General Manager, Strategy Planning Division
HQ, Industrial Automation Company
Kiyoshi Yoshikawa
Senior General Manager, Global Manufacturing
Innovation HQ
Takashi Kitagawa
Yoshihiro Taniguchi
Representative Director and CEO, OMRON SWITCH
& DEVICES CORPORATION
Senior General Manager, Board of Directors Office
Masahiko Tomita
General Manager, Corporate Planning Department,
Global Strategy HQ
Nigel Blakeway
Chairman, President and CEO, OMRON
MANAGEMENT CENTER OF AMERICA, INC. and
Chairman and CEO, OMRON ELECTRONICS, LLC.
Munenori Odake
Senior General Manager, Sales & Marketing Division
HQ, Industrial Automation Company
Goshi Oba
Kenji Sugawa
Chairman and President, OMRON INDUSTRIAL
AUTOMATION (CHINA) Co., Ltd.
Director, Executive Vice President, and Senior
General Manager, Global Sales and Marketing Group
HQ, OMRON HEALTHCARE Co., Ltd.
Takayoshi Oue
Senior General Manager, Global Finance and
Accounting HQ
Izumi Echizen
Senior General Manager, Global Human Resources
and Administration HQ
Shuji Tamaki
Senior General Manager, Global Risk Management
and Legal HQ
Ken Tanikawa
President and Representative Director, OMRON
PRECISION TECHNOLOGY Co., Ltd.
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About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial SectionIntegrated Report 2015OMRON Corporation Financial Section (U.S. GAAP)
79
Six-Year Summary
80
Fiscal 2014 Management’s Discussion and Analysis
86
Consolidated Balance Sheets
88
Consolidated Statements of Income
89
Consolidated Statements of Comprehensive Income
90
Consolidated Statements of Shareholders’ Equity
91
Consolidated Statements of Cash Flows
For more information, please refer to the Company’s audited annual financial report:
http://www.omron.com/ir/irlib/annual.html
Six-Year Summary
OMRON Corporation and Subsidiaries
Years ended March 31
Net sales (Note 1):
Industrial Automation Business (IAB)
Electronic and Mechanical Components
Business (EMC)
Automotive Electronic Components
Business (AEC)
Social Systems, Solutions and Service
Business (SSB)
Healthcare Business (HCB)
Other Businesses
Eliminations and Corporate
(Total)
Costs and expenses:
FY2009
FY2010
FY2011
FY2012
FY2013
FY2014
Millions of yen (except per share data)
¥203,917
¥271,894
¥270,835
¥262,983
¥291,739
¥331,840
70,717
81,216
83,002
84,107
97,699
103,946
75,163
84,259
85,027
97,643
126,620
137,883
57,981
63,359
43,592
9,965
63,846
60,629
49,672
6,309
57,200
62,446
53,535
7,416
68,754
71,520
59,240
6,214
82,695
89,275
78,949
5,989
80,410
100,615
87,382
5,176
524,694
617,825
619,461
650,461
772,966
847,252
Cost of sales
Selling, general and administrative expenses
(excl. R&D expenses)
Research and development expenses
Other expenses (income), net
(Total)
340,352
386,123
391,574
408,954
475,758
133,426
142,365
145,662
152,676
181,225
37,842
2,879
41,300
6,344
42,089
6,589
43,488
4,106
47,928
6,048
514,645
198,103
47,913
(797)
514,499
576,132
585,914
609,224
710,959
759,864
Income before income taxes and equity in
earnings of affiliates
Income taxes
Equity in loss (earnings) of affiliates
Income from continuing operations
Net income (loss)
Net income attributable to shareholders
Per share data (yen):
Income from continuing operations
Basic
Diluted
Cash dividends (Note 2)
Capital expenditures (cash basis)
Total assets
Total shareholders’ equity
Financial indicators:
Gross profit margin (%)
Operating income margin (%)
Income before tax / Net sales (%)
Return on sales (%)
ROIC (Return on invested capital) (%)
ROE (Return on equity) (%)
ROA (Return on asset) (%)
Asset turnover (times)
Inventory turnover (times)
Debt / Shareholders’ equity ratio (times)
10,195
3,782
2,792
3,621
103
3,518
16.0
16.0
17.0
20,792
532,254
306,327
41,693
14,487
190
27,016
234
26,782
121.7
121.7
30.0
21,647
562,790
312,753
33,547
17,826
(631)
16,352
(37)
41,237
62,007
87,388
14,096
(2,976)
30,117
(86)
19,475
(3,782)
46,314
129
46,185
28,893
(3,937)
62,432
262
62,170
16,389
30,203
74.5
74.5
28.0
27,502
537,323
320,840
137.2
137.2
37.0
30,383
573,637
366,962
209.8
ー
53.0
32,218
654,704
430,509
283.9
283.9
71.0
37,123
711,011
489,769
35.1
37.5
36.8
37.1
2.5
1.9
0.7
1.0
1.2
1.9
1.0
4.2
7.8
6.7
4.3
7.8
8.7
7.6
1.1
4.7
6.5
5.4
2.6
4.8
5.2
6.1
1.1
4.4
7.0
6.3
4.6
8.6
8.8
7.4
1.2
4.5
0.73
0.80
0.67
0.56
38.5
8.8
8.0
6.0
11.3
11.6
10.1
1.3
5.0
0.52
39.3
10.2
10.3
7.3
13.4
13.5
12.8
1.2
4.8
0.45
Notes: 1. During fiscal 2010, the PV inverter business in the Industrial Automation Business was transferred to Other. Segment information figures for prior years
have been restated to conform to the current year presentation.
2. Cash dividends per share represent the amounts applicable to the respective year, including dividends to be paid after the end of the fiscal year.
78
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OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Fiscal 2014 Management’s Discussion and Analysis
Market Environment
■ Net Sales and Income before Income
■ Net Income Attributable to Share-
■ Total Shareholders’ Equity and Ratio
Taxes and Equity in Earnings
of Affiliates
holders and ROE
of Shareholders’ Equity to Total
Assets
Many economies around the world appear to be in
recovery to one degree or another. The Japanese
economy continued to improve throughout the fiscal
year, despite the negative impact of higher consumption
taxes on certain sectors. The European economy was
essentially flat for the year, while the U.S. continued to
recover, showing greater corporate activity and higher
personal consumption. China remains a powerhouse of
capital investment, mainly in the electronics components
industry. Both Thailand and Indonesia trended to a
moderate recovery, with the economy of Korea likewise
in recovery.
The Omron Group deals in many major markets
around the world. During fiscal 2014, the global
automobile market experienced strong capital
investment particularly so for components in markets
outside Japan. The machine tools and the smartphone
markets continue to grow, driving recovery in demand
for capital investment in these sectors, as well as for
semiconductors. We have also seen a gradual recovery
in capital investment for the consumer electronics and
electronic components markets, and strong demand
for related components in the world’s emerging
economies. While the medical devices market has
struggled somewhat due to the slowdown in the Russian
economy, demand from other emerging economies
remains strong.
Turning toward the currency markets, we saw that
the weakened yen contributed to the Group’s revenue
growth for the year. The average exchange rate for the
fiscal year was ¥110.0 to the U.S. dollar (a ¥9.9 increase),
and ¥138.7 to the Euro (¥4.7 increase). The average
per-kilo price for silver was ¥65,260, a ¥5,395 decrease
compared to the prior fiscal year. Copper cost an average
of ¥766 per kilo, which was a ¥9 increase compared to
the prior fiscal year.
■ Index of Electronic Parts and Devices
(Seasonally adjusted indices, 2010 average = 100)
■ Silver and Copper Prices
■ Exchange Rates
200
175
150
125
100
75
50
10
11
12
13
Production
Inventory
Shipments
14
(FY)
Source: Ministry of Economy, Trade and Industry
Yen/kg
120,000
100,000
80,000
60,000
40,000
20,000
0
Yen/kg
1,200
1,000
800
600
400
200
0
Yen
150
140
130
120
110
100
90
80
70
10
11
12
13
14
Silver [left axis]
Copper [right axis]
(FY)
10
11
12
13
14
USD
EUR
(FY)
Overview of Consolidated Results and Financial Condition
Note: Segment operating income is prepared using the single-step method (which does not show individual income levels) based on U.S. GAAP. For
inter-company comparison, we have defined operating income as gross profit minus selling, general and administrative (SG&A) expenses and
research and development (R&D) expenses.
The Omron Group recorded consolidated net sales of
¥847.3 billion for the fiscal year ended March 2015. This
represented a 9.6% year-on-year increase, mainly driven
by significant revenue gains in our Industrial Automation
Business. Operating income improved 27.2% year on
year, reaching ¥86.6 billion. This increase was again
mainly due to Industrial Automation Business revenues
and higher added value ratio. The Group reported income
before income taxes and equity in earnings of affiliates
of ¥87.4 billion (40.9% higher year on year) and net
income attributable to shareholders of ¥62.2 billion
(34.6% increase). In all, the Omron Group marked a third
consecutive year of revenue and profit gains, as well as
a second consecutive year of record earnings.
Total assets at the end of the period amounted
to ¥711.0 billion, which was 8.6% higher compared
to the end of the prior fiscal year. This increase was
mainly due to increases in cash and cash equivalents,
inventories, and other current assets. Acquisitions of
property, plant and equipment also contributed to this
total. Total shareholders’ equity was ¥489.8 billion at
the end of the period, up 13.8%. This increase was
mainly due to significant gains in net income attributable
to shareholders and fluctuations in foreign currency
translation adjustments. Our shareholders’ equity ratio
rose 3.1 points to 68.9% for the year-end.
Return on equity rose nearly 2 points, from 11.6% to
13.5%, while return on invested capital improved from
11.3% to 13.4%.
Billions of yen
1,000
Billions of yen
200
847.3
Billions of yen
（%）
15
Billions of yen
800
600
400
200
0
617.8
619.5
650.5
773.0
41.7
33.5
41.2
87.4
62.0
10
11
12
13
14
(FY)
Net sales [left]
Income before income taxes and equity
in earnings of affiliates [right]
160
120
80
40
0
75
50
25
0
8.7%
8.8%
11.6%
46.2
13.5%
62.2
26.8
5.2%
30.2
16.4
10
11
12
13
14
(FY)
Net income attributable to shareholders
[left]
ROE [right]
10
5
0
500
400
300
200
100
0
489.8
（%）
100
68.9%
312.8
320.8
430.5
367.0
55.6% 59.7% 64.0% 65.8%
10
11
12
13
14
(FY)
Total shareholders’equity [left]
Ratio of shareholders’ equity to total
assets [right]
80
60
40
20
0
Review and Analysis of Consolidated Statements of Income
Net Sales
The Omron Group recorded ¥847.3 billion in net sales
for the year, which represented a ¥74.3 billion (9.6%)
gain year on year. Among the goals we set in our
EARTH-1 STAGE medium-term business plan, we made
particularly notable progress in the Existing Business
Strategy (strengthening of IA business), the Super-Global
Growth Strategy, and the New Business Strategy for
Optimization Society.
Looking at our performance by region, we see that
Greater China once again reported the greatest gains in
net sales and operating income. Japan struggled
to a 2.1% year-on-year decrease, mainly due to the impact
of higher consumption taxes on first-half performance. On
the other hand, the Americas, Europe, Greater China, and
Asia Pacific all reported higher revenues, with year-on-year
gains of 22.3%, 7.4%, 27.0%, and 14.9%.
Cost of Sales and SG&A Expenses
¥70,655 for the prior year), while copper prices averaged
¥766 per kilo (compared to ¥757 for the prior year).
Selling, general, and administrative expenses rose
¥16.9 billion (9.3%) year on year. However, this increase
was generally in proportion to net sales when compared
to the prior year (23.4% for fiscal 2014 vs. 23.5% for
fiscal 2013). R&D expenses were level year on year,
falling to 5.7% of net sales, compared to a 6.2% mark for
the prior fiscal year.
Other Expenses (Income)
The Omron Group recorded a net amount of ¥0.8 billion
in other income, mainly from the sale of investment
securities. This was a ¥6.8 billion decrease year on year.
Income before Income Taxes and Equity in
Earnings of Affiliates, Net Income Attributable to
Shareholders, and Profit Distribution
The Omron Group saw cost of sales rise 8.2% for the
fiscal year. This increase was mainly in line with revenue
gains, coming in at 60.7% in cost of sales ratio, just
0.8-points lower than the prior fiscal year. The average
per-kilo price of silver fell to ¥65,260 (compared to
The Omron Group reported income before income
taxes and equity in earnings of affiliates of ¥87.4 billion,
representing a ¥25.4 billion gain year on year. Net income
attributable to shareholders amounted to ¥62.2 billion, a
¥16.0 billion increase compared to the prior fiscal year.
■ Consolidated Operating Income Analysis (YoY)
Net sales increase, added
value ratio improvement
Fixed manufacturing
cost increase
-4.1
SG&A increase
Billions of yen
＋26.4
-10.7
R&D decrease
86.6
+0.6
Forex, raw
material costs
68.1
+6.3
Gross profit +22.3
(Excluding forex and raw materials)
Operating income +18.5
FY2013 Actual
FY2014 Actual
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OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Per-share net income attributable to shareholders
amounted to ¥283.9, an increase of ¥74.1 compared to
the prior fiscal year.
The Company’s basic policy for dividend payments is
to secure sufficient internal capital resources for future
growth while at the same time providing consistent
shareholder returns. More specifically, our target for
fiscal 2014 was a dividend payout ratio of 25% or greater.
The Group has moved the fiscal 2016 payout ratio goal
of 30% up by one year to fiscal 2015. We have left our
target ratio for dividend on equity unchanged at 2%.
Given these policies, the Group was pleased to
report an annual dividend of ¥71 for fiscal 2014, ¥18 per
share higher than the prior fiscal year. Our consolidated
■ Costs, Expenses, and Income as Percentages of Net Sales
dividend payout ratio was 25.0%, with a dividend on
equity result of 3.4%. We project a ¥92 per share divided
for fiscal 2015.
■ Dividends per Share
Yen
80
70
60
50
40
30
20
10
0
71
53
30
28
37
10
11
12
13
14
(FY)
Net sales
Cost of sales
Gross profit
Selling, general and administrative expenses
Research and development expenses
Other expenses (income), net
Income before income taxes and equity in earnings of affiliates
Income taxes
Net income attributable to shareholders
FY2010
FY2011
FY2012
FY2013
FY2014
100.0%
100.0%
100.0%
100.0%
100.0%
62.5
37.5
23.0
6.7
1.1
6.7
2.3
4.3
63.2
36.8
23.5
6.8
1.1
5.4
2.9
2.6
62.9
37.1
23.4
6.7
0.7
6.3
2.2
4.6
61.5
38.5
23.5
6.2
0.8
8.0
2.5
6.0
60.7
39.3
23.4
5.7
(0.1)
10.3
3.4
7.3
Segment Information
Note: Operating income
Segment operating income is prepared using the single-step method (which does not show individual income levels) based on U.S. GAAP. For inter-
company comparison, we have defined operating income as gross profit minus selling, general and administrative (SG&A) expenses and research and
development (R&D) expenses.
Note: Inter-segment transactions
market in particular̶led to overall favorable results for
the segment. In Asia as well, we saw growth in demand
in the automobile-related industries.
Automotive Electronic Components Business
(AEC)
The Automotive Electronics Components Business
recorded net sales of ¥137.9 billion, an 8.9% year-on-year
gain. Operating income grew 1.6% to ¥9.2 billion.
Domestically, higher consumption tax rates and
slow sales among certain customers combined to drive
sales lower year on year. Meanwhile, the weaker yen
contributed to revenue gains overseas. In particular, the
Americas reported strong sales growth, supported by
the healthy U.S. economy, most notably during the fourth
quarter. Asia and Greater China, where we continue to
build market share, also reported strong sales for the year.
Social Systems, Solutions and Service Business
(SSB)
The Social Systems, Solutions and Service Business
recorded ¥80.4 billion in net sales for fiscal 2014,
representing a 2.8% year-on-year decrease. Operating
income experienced a 10.1% decrease to ¥5.0 billion.
Our railway infrastructure business delivered
strong results due to railway infrastructure equipment
facility upgrades, despite the lull in sales following the
rush of purchases during the prior year in advance of
consumption tax increases. Meanwhile, our traffic control
and road control systems business underperformed the
prior year due to the lack of capital investment in traffic
control systems and other systems. Despite a decline
in customer demand during the second half of the year,
the Environmental Solutions Business was able to show
overall sales gains, buoyed by demand for solar power
generation system-related products.
The sales figure within segment information represents sales to external customers and excludes inter-segment transactions. Conversely, operating
income includes income from inter-segment transactions before deductions of headquarters expenses and other non-allocable amounts.
Healthcare Business (HCB)
1. Review of Operations by Business Segment
Industrial Automation Business (IAB)
Our Industrial Automation Business recorded net sales of
¥331.8 billion for fiscal 2014, a 13.7% gain year on year.
Higher revenues and production efficiencies resulted in a
40.9% increase in operating income, up to ¥54.6 billion.
Japan experienced a gradual economic recovery
throughout the year, with demand particularly strong
for capital investment in the automobile and electronics
components fields. Overseas, the weakened yen
contributed to greater sales in every region. Of particular
note was the growth in the Americas, supported by strong
demand in automobiles and oil and gas. Greater China
proved again to be a strong growth market for electronics
components. The segment experienced a gradual recovery
in Europe, while demand for electronics components in
Asia was strong, driven in part by the devalued yen.
Electronic and Mechanical Components Business
(EMC)
The Electronic and Mechanical Components Business
recorded net sales of ¥103.9 billion, representing a 6.4%
year-on-year gain. Operating income was higher by
17.5% year on year, reaching ¥10.2 billion.
In Japan, demand in the consumer electronics market
and automobile industries was slow due to the increase
in consumption tax rates. While demand in the consumer
and commercial product industries other than consumer
electronics remained level with the prior year, net sales
decreased. Meanwhile, the weakened yen helped push
net sales overseas significantly higher. In the Americas
and Europe, demand for consumer and commercial
products was strong, while new customers in Greater
China̶and our growth in consumer electronics in that
The Healthcare Business reported a 12.7% year-
on-year gain in net sales, recording ¥100.6 billion in
revenues. Meanwhile, operating income fell 13.7%
to ¥6.5 billion. This decline was mainly due to our
advance investments overseas, as well as to dramatic
fluctuations in the currency trading markets during the
second half of the year.
In Japan, higher consumption taxes and a revision
in the medical payments system combined to place
downward pressure on demand for institutional medical
devices. However, successful in-store promotions and
the introduction of new products such as massagers
served to drive higher sales for our home-use healthcare
and medical devices. Overseas, a slowing Russian
economy and the political instability in Ukraine placed a
drag on sales growth in Europe. Sales of new products,
such as TENS, in the Americas helped drive earnings,
as did strong performance of healthcare and medical
devices in China, India, and other emerging countries.
Other Businesses
Other Businesses reported net sales of ¥87.4 billion, a
year-on-year increase of 10.7%. Operating income came
in at ¥8.4 billion, which was a decrease of 3.6% year on
year, mainly due to investment activity.
Despite falling demand among certain Environmental
Solutions Business customers during the second half of
the year, increasing interest in renewable energy pushed
domestic demand for PV inverters higher, resulting in
strong demand during the year overall. The Electronic
Systems & Equipment Business experienced demand
for uninterruptible power supply units, industrial-use
computers, and development and contract production
services for electronic devices. Strong markets for
smartphone microphones also helped drive earnings
growth in our Micro Devices Business. A growing
market for smartphones in Greater China has driven
demand for thin, high-performance backlights in our
Backlights Business.
■ Growth in Net Sales by Business Segment
IAB
EMC
AEC
SSB
HCB
Other
FY2012
(2.9)%
FY2013
10.9%
FY2014
13.7%
1.3
14.8
20.2
14.5
10.7
16.2
29.7
20.3
24.8
33.3
6.4
8.9
(2.8)
12.7
10.7
■ Composition of Net Sales by Business Segment
IAB
EMC
AEC
SSB
HCB
Other
FY2012
40.4%
FY2013
37.7%
FY2014
39.2%
12.9
15.0
10.6
11.0
9.1
12.6
16.4
10.7
11.5
10.2
12.3
16.3
9.5
11.9
10.3
Note: The composition of net sales is based on the classifications reported
under Six-Year Summary on P. 79.
82
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OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
2. Review of Operations by Region
Japan
Greater China
Total net sales for Japan came in at ¥337.7 billion,
representing a 2.1% year-on-year decline. Operating
income, however, grew a healthy 17.2% to ¥55.6
billion, due mainly to productivity and added value ratio
improvements.
During the fiscal year, the Japanese market
experienced strong demand for capital investment in
the automobile and electronic components sectors. This
demand helped push earnings growth in our Industrial
Automation Business. In our Healthcare Business, sales
of home-use healthcare and medical devices and other
new products made a significant contribution to earnings.
Meanwhile, the impact of higher consumption taxes was
seen widely across our businesses in Japan, causing
challenges in growing our Electronic and Mechanical
Components Business, Automotive Electronic
Components Business, and our Social Systems,
Solutions and Service Business.
Americas
Our businesses in the Americas reported net sales
of ¥123.5 billion, a 22.3% improvement year on year.
Operating income was 713.5% higher, reaching ¥1.7
billion.
The Americas are in an overall recovery economically.
Greater corporate activity, higher employment, and rising
payrolls are all indicators pointing to a clear recovery
in the United States. Strength in automobile demand
in the Americas drove significantly improved earnings
for our Industrial Automation Business and Automotive
Electronic Components Business. At the same time,
growth in the oil and gas sectors pushed demand for
our Industrial Automation Business, while consumer
and commercial product demand resulted in gains for
our Electronic and Mechanical Components Business.
Recovering consumer spending supported growth in
our Healthcare Business during the fiscal year.
Europe
In Europe, our businesses reported net sales of ¥108.4
billion, representing a 7.4% increase year on year.
Operating income came in 51.8% higher at ¥5.9 billion.
Despite the slowdown in the Russian economy and
political instability in Ukraine, the European economy
overall showed indications of a gradual recovery, with
demand essentially level with the prior fiscal year. While
our Healthcare Business in Russia and surrounding
regions had been growing, we experienced slower
growth in this region this year. However, earnings were
supported by strong demand for products in our Industrial
Automation Business and Electronic and Mechanical
Components Business.
Our businesses in Greater China reported net income
of ¥181.0 billion, 27% higher than the prior fiscal year.
Operating income amounted to ¥19.7 billion, representing
9.8% year-on-year growth. This result for revenues and
profits was the highest of any of our regions.
Experts cited concerns of a slowdown in certain
sectors of the Chinese economy during the fiscal year.
Even so, we experienced significant earnings growth
for our Industrial Automation Business, driven by higher
demand in the electronic components market and steady
capital investment. This region is demonstrating growing
interest in mobile communications, home electronics,
and electronic components for automobiles. As well,
rising interest in personal health has spurred growth
is sales of our health and medical equipment.
■ Sales Breakdown by Region
(%)
50
40
30
20
10
0
Japan
Asia Pacific
Americas
Direct Exports
Europe
Greater China
48.9
44.6
39.9
21.4
14.6
12.8
9.8
1.6
14
(FY)
16.3
12.4
8.4
12.4
1.6
12
18.4
13.1
13.1
9.3
1.5
13
Asia Pacific
Our businesses in Asia Pacific reported net sales of
¥83.1 billion, 14.9% higher year on year. Operating
income came in at ¥7.9 billion, representing an 11% gain.
Despite currency weaknesses, the economies
of Thailand, Indonesia, and Korea were generally
strong throughout the year. Our Industrial Automation
Business was supported by strong demand in the
electronic components industry. Electronic components
for automobiles and consumer health and medical
equipment likewise experienced strong demand.
Financial Condition
Assets
Total assets at the end of the period amounted to
¥711.0 billion, which was ¥56.3 billion (8.6%) higher
compared to the end of the prior fiscal year. This
increase was mainly due to increases in cash and cash
equivalents, inventories, and other current assets.
Acquisitions of property, plant and equipment also
contributed to this total.
■ Working Capital and Current Ratio
(Billions of yen)
300
240
229.0%
201.5%
180
180.7%
188.0
146.5
155.2
120
60
0
243.7%
245.6%
（%）
250
233.8
257.3
220
190
160
130
100
Liabilities and Shareholders’ Equity
10
11
12
13
14
(FY)
Working capital [left]
Current ratio [right]
Total liabilities amounted to ¥218.9 billion, which was
a ¥3.0 billion (1.4%) decrease compared to the end
of the prior fiscal year. This decrease was mainly due
to a reduction in allowance for retirement benefits.
Shareholders’ equity amounted to ¥489.8 billion, an
increase of ¥59.3 billion (13.8%). This increase was
mainly due to significantly higher net income attributable
to shareholders, fluctuations in foreign currency
translation adjustments associated with a weaker yen on
the foreign exchange markets, and a decrease in treasury
stock. As a result, shareholders’ equity ratio improved
3.1-points compared to the prior fiscal year, up to 68.9%.
Our debt/equity ratio likewise improved to 0.45 versus
0.52 in the prior year. Shareholders’ equity per share was
¥2,254.37 compared to ¥1,956.06 in the prior year.
■ Outstanding Interest-Bearing Debt and Debt/Equity Ratio
(Billions of yen)
60
45
30
15
0
45.5
0.80
0.67
18.8
10
11
0.45
0.56
0
0.52
5.6
12
0.5
13
Outstanding interest-bearing debt [left]
Debt/equity ratio [right]
(Times)
2.0
1.5
1.0
0.5
0
0.45
0
14
(FY)
Cash Flows
Cash and cash equivalents at the end of the fiscal year
amounted to ¥102.6 billion, an increase of ¥12.4 billion
compared to the end of the prior fiscal year.
Cash Flows from Operating Activities
Net cash provided by operating activities amounted to
¥77.1 billion for year, down ¥2.0 billion compared to
the prior fiscal year. This decrease was mainly due to a
lower allowance for retirement benefits stemming from
contributions to employee pension funds.
Cash Flows from Investing Activities
Net cash used in investing activities amounted to ¥39.5
billion for the year, an increase of ¥8.4 billion over the
prior year. This increase was mainly due to investments in
production and other facilities, as well as our acquisition
of a nebulizer manufacturing and sales company in Brazil.
Cash Flows from Financing Activities
Net cash used in financing activities amounted to ¥29.3
billion, an increase of ¥13.0 billion compared to the prior
fiscal year. This result was mainly due to payments of
dividends and stock repurchases.
■ Free Cash Flow
(Billions of yen)
50
40
30
20
10
0
21.7
10
5.5
11
47.9
37.5
24.6
12
13
14
(FY)
84
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OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section Consolidated Balance Sheets
OMRON Corporation and Subsidiaries
March 31, 2014 and 2015
ASSETS
Current Assets:
Cash and cash equivalents
Notes and accounts receivable-trade
Allowance for doubtful receivables
Inventories
Deferred income taxes
Other current assets
Millions of yen
FY2013
FY2014
¥ 90,251
¥ 102,622
174,216
(1,812)
97,677
22,688
13,473
178,775
(1,624)
116,020
19,941
18,362
Thousands of
U.S. dollars
FY2014
$ 855,183
1,489,792
(13,533)
966,833
166,175
153,017
Total Current Assets
396,493
434,096
3,617,467
Property, Plant and Equipment:
Land
Buildings
Machinery and equipment
Construction in progress
Total
Accumulated depreciation
26,344
140,495
171,192
7,126
345,157
(209,591)
26,721
147,120
202,149
6,619
382,609
(231,157)
222,675
1,226,000
1,684,575
55,158
3,188,408
(1,926,308)
Net Property, Plant and Equipment
135,566
151,452
1,262,100
Investments and Other Assets:
Investments in and advances to affiliates
Investment securities
Leasehold deposits
Deferred income taxes
Other assets
Total Investments and Other Assets
Total
21,349
51,117
6,950
20,918
22,311
122,645
¥ 654,704
24,318
57,106
6,971
6,366
30,702
125,463
¥ 711,011
202,650
475,883
58,092
53,050
255,850
1,045,525
$ 5,925,092
Note: U.S. dollar amounts represent translations of Japanese yen at the approximate exchange rate on March 31, 2015, of ¥120 = U.S. $1.
LIABILITIES AND SHAREHOLDERS’ EQUITY
Current Liabilities:
Short-term debt
Notes and accounts payable-trade
Accrued expenses
Income taxes payable
Other current liabilities
Millions of yen
FY2013
FY2014
Thousands of
U.S. dollars
FY2014
¥ 488
¥ −
$ −
85,218
39,897
6,340
30,764
92,702
41,942
3,680
38,438
772,517
349,517
30,667
320,317
Total Current Liabilities
162,707
176,762
1,473,018
Deferred Income Taxes
Termination and Retirement Benefits
Other Long-Term Liabilities
2,167
50,683
6,369
697
30,393
11,065
5,808
253,275
92,208
Shareholders’ Equity:
Common stock, no par value:
Authorized: 487,000,000 shares in 2013 and 2014
Issued: 217,397,872 shares in 2014
227,121,372 shares in 2013
Capital surplus
Legal reserve
Retained earnings
Accumulated other comprehensive income (loss)
Treasury stock, at cost: 144,467 shares in 2014
64,100
64,100
534,167
99,067
11,196
287,853
(15,162)
99,070
13,403
301,174
12,489
825,583
111,692
2,509,783
104,075
7,032,043 shares in 2013
(16,545)
(467)
(3,892)
Total Shareholders’ Equity
Noncontrolling Interests
Total Net Assets
Total
430,509
2,269
432,778
¥654,704
489,769
2,325
492,904
¥711,011
4,081,408
19,375
4,100,783
$5,925,092
86
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OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
Consolidated Statements of Income
OMRON Corporation and Subsidiaries
Years ended March 31, 2013, 2014 and 2015
Consolidated Statements of Comprehensive Income
OMRON Corporation and Subsidiaries
Years ended March 31, 2013, 2014 and 2015
Millions of yen
FY2012
FY2013
¥650,461
¥772,966
FY2014
¥847,252
Net Sales
Costs and Expenses:
Cost of sales
Selling, general and administrative expenses
Research and development expenses
Other expenses (income), net
Total
Income before Income Taxes and Equity in Earnings of Affiliates
Income Taxes
Equity in Loss (Earnings) of Affiliates
Net Income
Net Income (Loss) Attributable to Noncontrolling Interests
408,954
152,676
43,488
4,106
609,224
41,237
14,096
(2,976)
30,117
(86)
475,758
181,225
47,928
6,048
710,959
62,007
19,475
(3,782)
46,314
129
Thousands of
U.S. dollars
FY2014
$7,060,433
4,288,708
1,650,858
399,275
(6,641)
514,645
198,103
47,913
(797)
759,864
6,332,200
87,388
28,893
(3,937)
62,432
262
728,233
240,775
(32,809)
520,267
2,184
Net Income Attributable to Shareholders
¥ 30,203
¥ 46,185
¥ 62,170
$ 518,083
Per Share Data:
Net Income Attributable to Shareholders
Basic
Diluted
FY2012
Yen
FY2013
FY2014
U.S. dollars
FY2014
¥137.20
137.20
¥209.82
−
¥283.89
283.89
$2.37
2.37
Note: U.S. dollar amounts represent translations of Japanese yen at the approximate exchange rate on March 31, 2015, of ¥120 = U.S. $1.
Net Income
Other Comprehensive Income (Loss), Net of Tax:
Foreign currency translation adjustments:
Foreign currency translation adjustments arising during the year
Reclassification adjustment for the portion realized in net income
Net unrealized gain (loss)
Pension liability adjustments:
Pension liability adjustments arising during the year
Reclassification adjustment for the portion realized in net income
Net unrealized gain (loss)
Unrealized gains (losses) on available-for-sale securities:
FY2012
¥30,117
Millions of yen
FY2013
¥46,314
FY2014
¥62,432
Thousands of
U.S. dollars
FY2014
$520,267
22,523
(43)
22,480
(21)
(894)
(915)
18,946
(1)
18,945
326
1,375
1,701
21,846
−
21,846
227
1,316
1,543
182,050
−
182,050
1,892
10,967
12,859
Unrealized holding gains (losses) arising during the year
2,317
10,002
7,074
58,950
Reclassification adjustment for losses on impairment realized
in net income
Reclassification adjustment for net gains on sale realized
in net income
Net unrealized gain (loss)
Net gains (losses) on derivative instruments:
693
(425)
2,585
−
−
−
(1,116)
8,886
(3,062)
4,012
(25,517)
33,433
Unrealized holding gains (losses) arising during the year
(455)
(1,409)
(656)
(5,467)
Reclassification adjustment for net gains (losses)
realized in net income
Net unrealized gain (loss)
Other Comprehensive Income (Loss)
Comprehensive Income
Comprehensive Income (Loss) Attributable to
Noncontrolling Interests
Comprehensive Income attributable to shareholders
549
94
24,244
54,361
74
¥54,287
1,249
(160)
29,372
75,686
314
¥75,372
975
319
27,720
90,152
8,125
2,658
231,000
751,267
331
2,758
¥89,821
$748,509
Note: U.S. dollar amounts represent translations of Japanese yen at the approximate exchange rate on March 31, 2015, of ¥120 = U.S. $1.
88
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OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
Consolidated Statements of Shareholders’ Equity
Consolidated Statements of Cash Flows
OMRON Corporation and Subsidiaries
Years ended March 31, 2013, 2014 and 2015
OMRON Corporation and Subsidiaries
Years ended March 31, 2013, 2014 and 2015
Number of
common shares
issued
Common stock Capital surplus
Legal reserve
Millions of yen
Accumulated
other
comprehensive
income (loss)
Retained
earnings
Treasury stock
Total
shareholders’
equity
Noncontrolling
interests
Total net
assets
239,121,372
¥ 64,100
¥ 99,078
¥ 10,034 ¥ 260,557
30,203
¥ (68,433) ¥ (44,496) ¥ 320,840
30,203
¥ 840 ¥ 321,680
30,117
(86)
(8,145)
(8,145)
(8,145)
Operating Activities:
Net income
Adjustments to reconcile net income to net cash
provided by operating activities:
Depreciation and amortization
̶
(2)
(2)
Net loss on sales and disposals of property, plant and equipment
Balance, March 31, 2012
Net income
Cash dividends paid to
OMRON Corporation
shareholders, ¥37 per share
Cash dividends paid to
noncontrolling interests
Equity transaction with
noncontrolling interests
and other
Transfer to legal reserve
Other comprehensive
income (loss)
Acquisition of treasury stock
Sale of treasury stock
Retirement of treasury stock
Balance, March 31, 2013
Net income
Cash dividends paid to
OMRON Corporation
shareholders, ¥53 per share
Equity transaction with noncon-
trolling interests
and other
Transfer to legal reserve
Other comprehensive
income (loss)
Acquisition of treasury stock
Sale of treasury stock
Balance, March 31, 2014
Net income
Cash dividends paid to OMRON
Corporation shareholders, ¥71
per share
Cash dividends paid to
noncontrolling interests
Equity transaction with
noncontrolling interests
and other
Transfer to legal reserve
Other comprehensive
income (loss)
Acquisition of treasury stock
Sale of treasury stock
Retirement of treasury stock
Issuance of stock acquisition rights
(12)
842
(842)
(12,000,000)
227,121,372
64,100
99,066
10,876
24,084
(44,349)
(9)
1
28,119
(16,385)
(0)
(28,119)
253,654
46,185
(11,666)
320
(320)
227,121,372
64,100
1
99,067
11,196
29,187
(15,162)
(161)
1
(16,545)
287,853
62,170
(15,513)
2,207
(2,207)
(12)
̶
24,084
(9)
1
̶
366,962
46,185
889
160
1,801
129
877
̶
24,244
(9)
1
̶
368,763
46,314
(11,666)
(11,666)
̶
̶
29,187
(161)
2
430,509
62,170
(15,513)
154
185
2,269
262
154
̶
29,372
(161)
2
432,778
62,432
(15,513)
̶
̶
̶
(277)
(277)
2
2
̶
(9,723,500)
Balance, March 31, 2015
217,397,872
¥ 64,100
27,651
27,651
69
27,720
0
(2)
5
¥ 99,070
(31,129)
(15,054)
1
31,131
¥ 13,403
¥ 301,174
¥ 12,489
¥ (467)
(15,054)
1
̶
5
¥ 489,769
(15,054)
1
̶
5
¥ 492,094
¥ 2,325
Millions of yen
Thousands of
U.S. dollars
FY2012
FY2013
FY2014
FY2014
¥ 30,117
¥ 46,314
¥ 62,432
$ 520,267
22,452
578
3,265
(677)
1,086
153
(4,433)
3,762
(2,976)
(5,827)
8,641
21
(5,927)
3,121
1,519
(1,817)
22,941
53,058
1,658
(0)
(30,383)
457
836
(1,884)
90
141
(10)
624
25,089
1,146
804
(1,714)
501
−
(4,417)
2,170
(3,782)
(6,613)
(325)
(32)
5,824
2,277
10,883
919
32,730
79,044
2,840
(2,179)
(32,218)
75
794
209
26
(672)
−
−
28,339
3,432
137
(4,337)
166
−
(17,427)
11,938
(3,937)
3,384
(10,671)
(2,828)
1,658
(3,127)
6,318
1,580
14,625
77,057
5,274
(603)
236,158
28,600
1,142
(36,142)
1,383
−
(145,225)
99,483
(32,808)
28,200
(88,925)
(23,567)
13,817
(26,058)
52,650
13,167
121,875
642,142
43,950
(5,025)
(37,123)
(309,358)
118
768
(30)
−
983
6,400
(250)
−
(8,003)
(66,692)
−
82
−
684
Loss on impairment of long-lived assets
Net gain on sale of investment securities
Loss on impairment of investment securities
Loss on impairment of goodwill
Termination and retirement benefits
Deferred income taxes
Equity in loss (earnings) of affiliates
Changes in assets and liabilities:
Decrease (increase) in notes and accounts receivable-trade
Decrease (increase) in inventories
Decrease (increase) in other assets
Increase (decrease) in notes and accounts payable-trade
Increase (decrease) in income taxes payable
Increase in accrued expenses and other current liabilities
Other, net
Total adjustments
Net cash provided by operating activities
Investing Activities:
Proceeds from sale or maturities of investment securities
Purchase of investment securities
Capital expenditures
Decrease in leasehold deposits, net
Proceeds from sale of property, plant and equipment
Decrease (increase) in investment in and loans to affiliates
Proceeds from sale of business
Acquisition of business, net of cash acquired
Purchase of noncontrolling interests
Other, net
Thousands of U.S. dollars
Net cash used in investing activities
(28,471)
(31,125)
(39,517)
(329,308)
Number of
common shares
issued
Common stock Capital surplus
Legal reserve
Retained
earnings
Accumulated
other
comprehensive
income (loss)
Treasury stock
Total
shareholders’
equity
Noncontrolling
interests
Total net
assets
Balance, March 31, 2014
227,121,372
$ 534,167
$ 825,558
$ 93,300 $ 2,398,775
$ (126,350) $ (137,875) $ 3,587,575
$ 18,908 $ 3,606,483
Net income
Cash dividends paid to OMRON
Corporation shareholders,
$0.59 per share
Cash dividends paid to noncon-
trolling interests
Equity transaction with
noncontrolling interests
and other
Transfer to legal reserve
Other comprehensive
income (loss)
Acquisition of treasury stock
Sale of treasury stock
Retirement of treasury stock
Issue of stock acquisition rights
518,083
(129,275)
518,083
2,183
520,266
(129,275)
(129,275)
18,392
(18,392)
230,425
(9,723,500)
0
(17)
42
(259,408)
−
−
−
(125,450)
8
259,425
230,425
(125,450)
8
−
42
(2,308)
(2,308)
17
17
−
575
231,000
(125,450)
8
−
42
Balance, March 31, 2015
217,397,872
$ 534,167
$ 825,583
$ 111,692 $ 2,509,783
$ 104,075
$ (3,892) $ 4,081,408
$ 19,375 $ 4,100,783
Note: U.S. dollar amounts represent translations of Japanese yen at the approximate exchange rate on March 31, 2015, of ¥120 = U.S. $1.
Financing Activities:
Net repayments of short-term debt
Dividends paid by the Company
Dividends paid to noncontrolling interests
Proceeds from equity transactions with noncontrolling interests
Acquisition of treasury stock
Other, net
Net cash used in financing activities
Effect of Exchange Rate Changes on Cash and Cash Equivalents
Net Increase (Decrease) in Cash and Cash Equivalents
Cash and Cash Equivalents at Beginning of the Year
(13,273)
(6,164)
(5,135)
(10,566)
(2)
819
(9)
79
(18,550)
4,414
10,451
45,257
−
22
(161)
(458)
(16,298)
2,922
34,543
55,708
(853)
(12,985)
(277)
−
(15,054)
(134)
(29,303)
4,134
12,371
90,251
(7,108)
(108,208)
(2,308)
−
(125,450)
(1,118)
(244,192)
34,450
103,092
752,091
Cash and Cash Equivalents at End of the Year
¥ 55,708
¥ 90,251
¥ 102,622
$ 855,183
Note: U.S. dollar amounts represent translations of Japanese yen at the approximate exchange rate on March 31, 2015, of ¥120 = U.S. $1.
90
91
OMRON CorporationIntegrated Report 2015About OmronWhere We’re HeadedCorporate Value InitiativesCorporate Value Foundation Financial Section
Independent Practitioner’s Assurance
From the Editor-in-Chief
Omron believes the independent assurance process is important to improve the accuracy and objectivity of its Integrated
Report 2015. The following information contained in the Integrated Report was reviewed by an independent third party*1.
The process leading to issuance of the Independent Practitioner’s Assurance Report was as follows.
*1 Deloitte Tohmatsu Evaluation and Certification Organization Co., Ltd.: A related company of Deloitte Touche Tohmatsu LLC, a member firm of Deloitte Touche Tohmatsu Limited.
Independent Practitioner’s Assurance Process
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
Planning
Perform
Procedures
Reporting
Check
Final
Report
Quality
Assurance
Issue
Assurance
Report
Determine scope,
categories, proce-
Perform procedures at
Report the results of
Omron headquarters and
procedures, including
Follow up on issues
identified in Step 3
dures, and schedule
other offices (site visit,
identified issues
analytical procedures,
vouching, document
reviews, inquiries, etc.)
A professional separate
Obtain management
from the assurance
representation letter, and
team performs a quality
issue the independent
control check
practitioner’s assurance report
Scope of Independent Practitioner’s Assurance Report
● Number of employees (P. 18–19)
● Ratio of overseas employees to total employees
(P. 18–19)
● Ratio of non-Japanese in managerial positions
overseas (P. 16)
● Ratio of women in managerial roles (Japan)
(P. 16)
● Ratio of employees with disabilities (P. 17)
● Number of TOGA entries and participants (P. 16)
● Number of patents held (P. 18–19, 56)
● CO2 emissions of global production sites
(P. 17, 18–19)
● Global net sales to CO2 emissions (P. 17)
● Environmental contribution (P. 17, 18–19)
Omron began planning for integrated reporting during
fiscal 2011, issuing our first Integrated Report in 2012,
combining our financial and non-financial CSR report.
In both 2013 and 2014, we received the Award
for Excellence in Integrated Reporting from the
World Intellectual Capital Initiative Japan, a partner
with the International Integrated Reporting Council
(IIRC). Nikkei Inc., publisher of the Nikkei Shimbun,
likewise honored Omron as the 2014 winner of the
Nikkei Annual Report Awards Grand Prix, as well
as the most outstanding company in the integrated
reporting category. The Tokyo Stock Exchange
singled out Omron from among 3,400 publicly
traded firms to receive their highest recognition, the
Corporate Value Improvement Award. The award has
recognized Omron for our earnings capacity, made
possible through our management professionalism
and information disclosure practices.
We believe that issuing integrated reports over
the past three years has led us to better practice our
management philosophy: Provide the products and
services that society requires, thereby contributing
to the development of global society while growing
as a company.
At the same time, writing these reports has
helped deepen our critical integrated thinking. It has
helped us manage with an eye fixed on long-term,
sustainable corporate value improvement.
Our Integrated Report 2015 conforms to the
integrated reporting framework recommended
by the IIRC and the World Intellectual Capital
Initiative. At the same time, we worked harder on
our coverage of materiality (important management
issues) and connectivity (between financial and
non-financial information). Specifically, we have
described our process for selecting material
information to disclose, as well as visualizing our
business model. Now, we can tell a much more
effective story of how Omron keeps creating unique
corporate value.
We have also taken steps to improve reliability by
contracting an independent assurance to prove how
important management indicators are related to non-
financial information. This is in answer to the call of
the IIRC for providing more assurance in this area.
As the editor-in-chief of this Integrated Report,
I can assure the reader of the validity of the process
by which it was created, as well as the accuracy of
the content herein.
At Omron, we will continue to lead the way
in integrated reporting in Japan. I encourage you
to help us in this endeavor by sharing your frank
opinions and ideas with us.
Satoshi Ando
Managing Executive Officer
Senior General Manager
Global Investor Relations &
Corporate Communications HQ
July 2015
Omron Integrated Report 2014: Awarded for Excellence
Omron Integrated Report 2014 was selected winner of the Award for Excellence in Integrated
Reporting from the World Intellectual Capital Initiative Japan. Our integrated reporting has also
been recognized by Nikkei Inc., as the winner of the Nikkei Annual Report Awards 2014 Grand
Prix, as well as most outstanding in the integrated reporting category.
92
Integrated Report 2015
93
OMRON Corporation Corporate Information / Stock Information
As of March 31, 2015
Date of Formation
May 10, 1933
Securities Code
6645
Date of Establishment
May 19, 1948
Fiscal Year-End
March 31
Paid-in Capital
¥64,100 million
Number of Employees
(Consolidated)
37,572
Common Stock
Issued
217,398 thousand shares
Trading Unit
100 shares
Number of Shareholders
34,832
Stock Listings
Tokyo Stock Exchange,
Frankfurt Stock
Exchange
Annual Shareholders’
Meeting
June
Custodian of Register
of Shareholders
Mitsubishi UFJ Trust and
Banking Corporation
Depositary and Transfer
Agent for American
Depositary Receipts
JPMorgan Chase Bank,
N.A.
Head Office
Shiokoji Horikawa,
Shimogyo-ku, Kyoto
600-8530, Japan
Tel: +81-75-344-7000
Fax: +81-75-344-7001
Overseas Headquarters
Europe
OMRON MANAGEMENT
CENTER OF EUROPE
(The Netherlands)
North America
OMRON MANAGEMENT
CENTER OF AMERICA
(Illinois)
Brazil
OMRON MANAGEMENT
CENTER OF BRAZIL (São
Paulo)
Asia Pacific
OMRON MANAGEMENT
CENTER OF ASIA
PACIFIC (Singapore)
India
OMRON MANAGEMENT
CENTER OF INDIA
(Haryana)
Greater China
OMRON MANAGEMENT
CENTER OF CHINA
(Shanghai)
Major Manufacturing &
Development, Sales &
Marketing, and Research &
Development Centers in Japan
Manufacturing &
Development
Kusatsu Office
Ayabe Office
Yasu Office
Research & Development
Keihanna Technology
Innovation Center
Okayama Office
Sales & Marketing
Tokyo Office
Mishima Office
Nagoya Office
Osaka Office
■ Stock Price and Daily Trading Volume Tokyo Stock Exchange and Osaka Securities Exchange
Management Compass̶The SINIC Theory
Omron announced this predictive theory at the First Future Research World Congress
in April 1970. From the 1990s onward, Omron has set a long-term management vision
based on this predictive theory formulated every 10 years with the aim of achieving
sustainable growth from a long-term perspective.
Seed
Technology
Innovation
Impetus
Need
Progress-
oriented
motivation
Science
Society
ciety
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Ancient
Science
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Primitive
Technics
imitive
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P
Daily Trading Volume
Omron
TOPIX
TOPIX Electric Appliances
TSR*1 (annualized rate)
Holding Period
Omron
TOPIX
TOPIX Electric Appliances
3 years
47%
24%
24%
5 years
21%
11%
9%
10 years
10%
4%
4%
(Index)
250
200
150
100
50
0
Website
For more information, please visit our website.
(1,000 Shares)
2,000
1,600
1,200
800
400
0
2005/3
2006/3
2007/3
2008/3
2009/3
2010/3
2011/3
2012/3
2013/3
2014/3
2015/3
Notes: 1. Share index (2005/3E = 100)
2. Stock price and trading volume information is for the 1st section of the Osaka Securities Exchange before July 16, 2013, and for the 1st section of the Tokyo
Stock Exchange thereafter.
3. TSR holding period indexed to March 2015
*1 TSR (Total Shareholder Return): Total investment return, combining capital gains and dividends
■ 52-Week High / Low, Volatility*2
FY
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
High (¥)
Low (¥)
Volatility (%)
3,620
3,590
3,510
2,385
2,215
2,418
2,357
2,478
4,730
5,800
2,210
2,615
1,950
940
1,132
1,749
1,381
1,436
2,213
3,365
25.5
27.1
36.3
52.4
35.9
34.7
36.5
29.9
39.7
30.9
■ Ownership and Distribution of Shares
(%)
100
19.3%
14.5%
12.4%
80
60
40
20
0
44.1%
48.2%
5.6%
0.7%
5.5%
1.0%
47.6%
5.7%
1.8%
30.3%
30.8%
32.5%
Individuals and
others
Foreign investors
Other
corporations
Financial instru-
ments dealers
Financial
institutions
2012
2013
2014 （FYE）
*2 Volatility: Price fluctuation risk, expressed in standard deviations
94
About Omron
http://www.omron.co.jp/ (Japanese)
http://www.omron.com/ (English)
Investor Relations
http://www.omron.co.jp/ir/ (Japanese)
http://www.omron.com/ir/ (English)
CSR
http://www.omron.co.jp/about/csr/
(Japanese)
http://www.omron.com/about/csr/
(English)
INQUIRIES
Shinagawa Front Building 7F
2-3-13, Konan, Minato-ku, Tokyo 108-0075, Japan
Global Investor Relations &
Corporate Communications HQ
Investor Relations Department
Tel: +81-3-6718-3421 Fax: +81-3-6718-3429
Board of Directors Office
Corporate Social Responsibility Department
Tel: +81-3-6718-3410 Fax: +81-3-6718-3411
95
Integrated Report 2015OMRON Corporation
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Printed in Japan