オムロン株式会社のMVV分析 - Omron Reaches 100% Renewable Energy: Paving the Way for an "Autonomous Society"

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A Future Defined by 5 Billion Yen in Power Electronics Investment and a 2.07 Human Creativity Index

OMRON’s strategy for fiscal year 2025 is clearly expressed through its financial and operational targets. While the consolidated revenue forecast is presented as a range of 820.0 to 835.0 billion yen^¹ to reflect an uncertain economic environment, the company’s commitment to investing in the future remains steadfast. At the core of this commitment are two initiatives: an additional investment of 5.0 billion yen in the power electronics field^² and a plan to hire 100 specialized engineers in the same sector^³. This is not merely a business expansion; it is a strategic allocation of resources aimed at realizing the "Autonomous Society,"^⁴ a future state envisioned by the company’s "SINIC Theory" of future forecasting. Power electronics, which handles the efficient conversion and control of energy, is an essential foundational technology for the proliferation of renewable energy and electric vehicles (EVs). It symbolizes OMRON’s approach of directly linking social problem-solving with business growth.

Supporting this investment in the future is a unique perspective on human capital. OMRON has set a "Human Creativity Index" target of 2.07 for FY2025^⁵. Although the exact methodology of this index has not been fully disclosed, it is clearly an ambitious attempt to quantify the source of innovation by visualizing employee engagement and their willingness to take on challenges. This embodies the human resources vision of "Company and employees... always choosing each other and growing together,"^⁶ suggesting a management philosophy that treats investment in technology and investment in people as two wheels of the same vehicle.

Finally, the health of this management foundation is evidenced by an unwavering commitment to ESG. By FY2025, the company will achieve a 100% renewable energy ratio at all domestic sites of the DMB Group^⁷, and OMRON has already been selected for the Dow Jones Sustainability World Index for eight consecutive years^⁸. these achievements serve as a powerful external and internal testament that OMRON’s management does not merely seek profit, but aims for sustainable growth while fulfilling its responsibility as a "public entity of society."

From SINIC Theory to an Autonomous Society: A 90-Year Compass for the Future

At the foundation of OMRON’s management lies the "SINIC Theory,"^⁹ a future forecasting model announced in 1970. Based on the idea that science, technology, and society evolve through mutual influence, this theory has served as the company’s long-term compass. Even after 90 years since the company's founding^¹⁰, the theory remains relevant, suggesting that society is currently in a transitional phase toward a "shift to an autonomous society."^⁴

This grand vision is deeply connected to the company mission expressed in the Corporate Motto: "To improve lives and contribute to a better society by our job."^¹¹ Rooted in the belief that "a business should create value for society,"^¹² OMRON identifies its reason for being (purpose)^¹³ as contributing to social development through its business activities^¹⁴.

This philosophical framework is translated into specific visions for each business segment. The Industrial Automation Business (IAB) aims to "create a rich future for people, industry, and the globe through automation,"^¹⁵ while the Healthcare Business (HCB) seeks to "make the world healthy through preventive medicine."^¹⁶ These visions are all supported by the common value of "Respect for Humanity,"^¹⁷ making it clear that technology exists to maximize human potential. OMRON’s SINIC Theory compass and its steadfast corporate philosophy guide the company on a purposeful voyage, even in times of uncertainty.

Strategic Investment of 5 Billion Yen: The Intersection of Philosophy and Business

OMRON’s business strategy serves as a concrete blueprint for converting its philosophy into profit. The most prominent example is the planned 5.0-billion-yen additional investment in power electronics for FY2025^². This is a strategic decision made in anticipation of energy optimization playing a central role in the "Autonomous Society" predicted by SINIC Theory. The power conditioners developed by the company boast a 15-year lifetime^¹⁸, contributing to a stable supply of renewable energy. This directly supports SDG Goal 7 (Affordable and Clean Energy)^¹⁹ and Goal 13 (Climate Action)^²⁰, perfectly embodying the synergy between social problem-solving and business growth.

The FY2024 company-wide policy, "All for creating customer value,"^²¹ is a call to accelerate this movement. By focusing all activities on creating customer value, the company aims to rebuild its earnings base. For instance, the company plans to launch 22 new product models in FY2025^²², demonstrating a commitment to providing solutions that directly address challenges on the customer’s shop floor.

Furthermore, global business expansion is picking up speed. The plan to establish ATC Bengaluru in India^²³ will serve as a hub for quickly capturing customer needs in growth markets and integrating them into product development. By turning the future vision indicated by its philosophy into reality through specific investments and business activities, OMRON’s strategy demonstrates a powerful sense of purpose.

Human Creativity Index 2.07: The Current State of an Innovation-Nurturing Organization

OMRON positions human capital as the "driving force for practicing corporate philosophy." This uniqueness is most vividly expressed by the "Human Creativity Index" of 2.07 targeted for FY2025^⁵. This index can be seen as an attempt to maximize the creativity of every employee and implement the value of "Creating Social Needs" across the entire organization^²⁴.

Supporting this index is a concrete investment in people. The plan to hire 100 specialized engineers in the strategic growth area of power electronics^³ is proof that business strategy and HR strategy are fully integrated. By strategically securing talent with high-level expertise to lead future businesses, the company is building a foundation for sustainable innovation.

At the same time, OMRON is focusing on strengthening its risk management system, with 150 risk managers deployed as of FY2025^²⁵. This is a vital investment for proactively addressing the diverse risks faced by the 165 group companies^²⁶ operating globally and ensuring management stability.

The human resources vision of building a relationship where "company and employees... always choosing each other and growing together"^⁶ is realized through the accumulation of such specific measures. By enhancing organizational capabilities through both the maximization of human creativity and the minimization of risk, OMRON is building a resilient management foundation capable of "constant challenge."^²⁷

DJSI Inclusion for 8 Consecutive Years: "Walking the Talk" in ESG Management

OMRON’s ESG management is not just a slogan; it is backed by concrete actions and high external evaluations. A symbol of this is the company’s selection for the Dow Jones Sustainability World Index for eight consecutive years^⁸ and the Asia Pacific Index for 15 consecutive years^²⁸. This objectively demonstrates that OMRON’s sustainability initiatives are at a top-tier global level.

Progress on specific environmental measures is also steady. In FY2025, the company will achieve a 100% renewable energy ratio at all domestic sites of the DMB (Device & Module Solutions) Group^⁷. This marks a major milestone toward the goal set in FY2024 to achieve carbon neutrality at all 76 domestic sites^²⁹. Furthermore, the company is focused on reducing environmental impact across the entire supply chain, earning the highest rating in the CDP Supplier Engagement Rating^³⁰.

On the social front, the company’s commitment to human rights is noteworthy. OMRON has codified a policy to properly utilize AI and robotics while considering their impact on human rights to ensure they do not cause discrimination or privacy violations^³¹. Additionally, the "Silver" rank achieved by its Malaysia factory in the RBA-VAP audit^³² suggests that an emphasis on worker rights and health and safety has permeated every corner of the production floor. These steady efforts form the solid foundation supporting OMRON’s brand value and social trust.

Historical Context: The Trajectory from 2023 to 2025

Indicator	2023	2025	Change	Analysis
Strategic Focus	Reaffirming corporate philosophy^¹¹ and purpose^³³ on the 90th anniversary.	Deciding on an additional 5.0 billion yen investment in power electronics^² in anticipation of the "Shift to an Autonomous Society."^⁴	Evolution from reaffirming philosophy to concrete strategic investment for the future.	A clear strategic evolution is visible: deepening the focus on customer value creation^²¹ from 2023 to 2024, and then allocating specific resources to a priority area (power electronics) to maximize that value in 2025.
Human Capital Management	Advancing philosophy-led management with each division setting its own vision [REF:iab_sf2030_vision_2023, vision_hcb_2023].	Introducing the "Human Creativity Index: 2.07"^⁵ as a cross-company metric.	Deepening from the penetration of philosophy to the quantitative management of creativity.	This indicates a sophisticated management approach that views human capital as the source of innovation and seeks to visualize and maximize its potential. Strategic hiring of specialized talent^³ accelerates this trend.
Environmental Contribution	Aiming to contribute to environmental impact reduction in each business.	Achieving a 100% renewable energy ratio at all domestic DMB Group sites^⁷.	From setting targets to achieving concrete milestones.	The company is "walking the talk" toward the goal of carbon neutrality for all domestic sites set in 2024^²⁹. Continuous high ratings from ESG rating agencies^⁸ are a result of this steady progress.

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Integrating Philosophy and Practice: OMRON’s Current Position and Future Outlook

Strength: Unwavering Long-Term Strategy Centered on SINIC Theory

OMRON’s greatest strength lies in its long-term, consistent management guided by its proprietary future forecasting model, SINIC Theory. The vision of an "Autonomous Society" presented by this theory allows the company to continue bold investments in foundational areas like power electronics^² without being distracted by short-term market fluctuations. Furthermore, high ESG evaluations, such as the long-term inclusion in the DJSI^⁸, prove that this long-term strategy aligns with social sustainability, helping the company earn trust in capital markets.

Challenge: Resilience to Uncertainty and Visualization of "Creativity"

Conversely, challenges remain. The fact that the FY2025 performance forecast is presented as a range [REF:revenue_2025, operating_income_2025] suggests that business segments such as industrial automation are still susceptible to market fluctuations, revealing a degree of vulnerability in the business portfolio. The question is how to increase resilience to external uncertainty until the investments in growth areas bear fruit. Additionally, while the "Human Creativity Index"^⁵ is a commendable and advanced initiative, its calculation basis and the measures to improve it have not been fully disclosed to external parties. Resolving this "black box" and more clearly articulating the story of how human capital contributes to corporate value will be essential for gaining deeper stakeholder understanding.

Future Points to Watch

Three points will be key in evaluating OMRON moving forward. First, whether the power electronics business—where the 5.0 billion yen additional investment and hiring of 100 engineers^³ are being directed—can grow into a pillar of profit as planned. Second, whether the "Human Creativity Index" becomes more than just a KPI and successfully links with specific HR measures and organizational culture reforms to produce true innovation. Visualization of these results is highly anticipated. Finally, how the company will expand the success of achieving a 100% renewable energy ratio in the DMB Group^⁷ across all 165 group companies^²⁶ worldwide. The realization of the "better society" OMRON envisions lies beyond these challenges.

Footnotes

出典

Footnotes

OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.21, "Consolidated Financial Results (Plan)", (FY2025) ↩
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.12, "Left-side text", (FY2025) ↩ ↩² ↩³ ↩⁴
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.12, "Left-side text", (FY2025) ↩ ↩² ↩³ ↩⁴
OMRON Integrated Report 2024, p.50, "Human Resource Development for New-Era 'Technology Management' is Key to Achieving SF2030", (FY2025) ↩ ↩² ↩³
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.15, "Figure 2: PBR Decomposition Formula and ROE Tree", (FY2025) ↩ ↩² ↩³ ↩⁴
OMRON Integrated Report 2024, p.59, "CHRO Message", (FY2024) ↩ ↩²
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.31, "OUTPUT Performance", (FY2025) ↩ ↩² ↩³ ↩⁴
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.20, "External Sustainability Evaluation", (FY2025) ↩ ↩² ↩³ ↩⁴
OMRON Integrated Report 2024, p.7, "SINIC Theory: Predicting the Future through the Interaction of Science, Technology, and Society", (FY2024) ↩
OMRON Integrated Report 2023, p.4, "Vision: OMRON Corporate Philosophy", (FY2023) ↩
OMRON Integrated Report 2023, p.5, "OMRON Corporate Philosophy", (FY2023) ↩ ↩²
OMRON Integrated Report 2024, p.5, "Management Stance", (FY2024) ↩
OMRON Integrated Report 2024, p.10, "OMRON's Purpose", (FY2024) ↩
OMRON Integrated Report 2024, p.5, "OMRON Corporate Philosophy", (FY2024) ↩
OMRON Integrated Report 2023, p.34, "Industrial Automation Business (IAB)", (FY2023) ↩
OMRON Integrated Report 2024, p.35, "Transforming Home Healthcare into Preventive Medicine for Major Diseases", (FY2024) ↩
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.48, "Recognition of Human Rights Challenges toward Realizing SF2030 Vision", (FY2025) ↩
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.46, "Common Assumptions", (FY2025) ↩
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.29, "OUTCOME: Social Value Created and Corresponding SDGs", (FY2024) ↩
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.29, "OUTCOME: Social Value Created and Corresponding SDGs", (FY2024) ↩
OMRON Integrated Report 2024, p.19, "FY2024 Outlook", (FY2024) ↩ ↩²
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.11, "Business Model Transformation toward Realizing SF2030 Vision", (FY2025) ↩
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.25, "4. Strengthening Front-line Capabilities", (FY2025) ↩
OMRON Integrated Report 2024, p.5, "OMRON Corporate Philosophy: Our Values", (FY2024) ↩
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.57, "Integrated Risk Management System and Structure", (FY2025) ↩
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.3, "Scope of Organization", (FY2025) ↩ ↩²
OMRON Integrated Report 2024, p.5, "OMRON Corporate Philosophy: Our Values", (FY2024) ↩
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.20, "External Sustainability Evaluation", (FY2025) ↩
OMRON Integrated Report 2023, p.86, "Figure 1: Mid-to-Long-term Environmental Goal 'OMRON Carbon Zero'", (FY2024) ↩ ↩²
OMRON Integrated Report 2024, p.118, "Requests from Customers and Suppliers (Global)", (FY2024) ↩
OMRON Integrated Report 2023, p.97, "Downstream", (FY2023) ↩
OMRON INTEGRATED REPORT 2025 Empowering People Through Automation, p.31, "OUTPUT Performance", (FY2025) ↩
OMRON Integrated Report 2023, p.29, "Accelerating Social Challenge Solving by Strengthening Sustainability Initiatives", (FY2023) ↩