2018_1q_omron_e
20/30 - ROIC Management 2.0
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00:23:25.7
I believe that we have shared this slide with you before at a previous results briefing, as presented by CEO Yamada. Two years ago, we unveiled ROIC Management 2.0, which is a translation formula for ROIC, as we show here. I, in my role as Senior General Manager of the Global Strategy HQ, along with my predecessor CFO Suzuki and Mr. Oue, was very deeply involved in the development and adoption of this translation formula. I believe my most important mission as CFO will be to proactively increase the management resources (variable N) necessary to create corporate value while also increasing the value we provide to our customers (variable V), although we must monitor the balance between actively allocating management resources and profitability. Furthermore, management resources being wasted or lost (variable L) that decrease the value we provide for our customers (V) must be reduced in order to maximize variable N. We will seek to ensure that the virtuous circle functions properly. As CFO, I will be keenly focused on assessing and quantifying how successful we are at linking increases in necessary investments (N) to increases in value to customers (V). VG 2.0 is a growth strategy. We will prioritize investments for future growth. That said, we will still expect a minimum of 10% in ROIC and ROE from these growth investments. Ideally, we will achieve a level between 10% - 15% during the current medium-term management plan period. Disciplined implementation of ROIC Management 2.0 will clarify the priorities for investment. As CFO, I will focus on continuing to manage our businesses with a focus on capital efficiency.
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