OMRON : Presentation Materials of Medium-Term Roadmap SF 2nd Stage w Script (20251107 SF 2nd Stage presentation script e)

Good evening, everyone. My name is Tsujinaga, the President of OMRON. Thank you very much for taking the time out of your busy schedules today to attend the Q2 financial results briefing and the Mid-term roadmap SF 2nd stage briefing. I hope you will stay with us to the end.

Today, I am pleased to share with you SF2030 2nd stage, OMRON's roadmap from 2026 to 2030, which will start in April 2026.

Here is today's agenda.

First, as we begin this roadmap, I would like to talk about what I am aiming for and what I am committed to, and how I will lead OMRON. This will be followed by a detailed explanation of the 2nd stage roadmap.

First, let me share my thoughts with you.

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In the SF 2nd stage, we will not change our original long-term vision of SF2030 and our three social issues.

This roadmap was formulated not to refine our vision and strategy, but rather to focus on what we will do and how we will continue to deliver results in response to OMRON's future goals.

My goal as CEO over the next five years is to achieve growth through both offensive and defensive management. I will once again put OMRON on a growth trajectory and lead it to become a company that is valued by all of its stakeholders.

Offensive management includes aggressive investment for growth. We will aggressively invest in IAB and our focus businesses. We will also continue to invest in corporate transformation in GEMBA DX, which will be explained later.

On the other hand, for defensive management, we will rebuild our portfolio with no sacred cows in order to maximize capital efficiency and investment capacity. In addition, although structural reforms were completed in September of this year, we will continue to implement reforms. In particular, management is committed to improving the efficiency of fixed costs and further expanding the GP margin, which was mentioned earlier in the financial results announcement.

My Particular Focus in 2nd Stage

Rigorously strengthen execution capability to become an organization that continuously delivers results

Governance

Executive governance framework for the 13 focus businesses

and key corporate initiatives under the leadership of the CEO

Management

Speed

Dynamic delegation of authority, acceleration of DX for

each operational function

Nurture 100 individuals capable of disciplined results-

Human resources oriented focus and execution for management leadership

Combine meticulous attention to detail x venture spirit

Corporate culture in taking on challenges

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In this 2nd stage, my focus is to create an organization that will continue to produce results. To this end, I intend to thoroughly strengthen our ability to execute. As you can see on the slide, I have four major focus points.

The first point is executive governance. This executive governance does not mean the governance of the directors, but the governance of our executive team to the field. We will strengthen the CEO-led management governance of the execution. We will pursue results by working together with the field in a hands-on manner on priority projects and company-wide key initiatives.

Second, we will implement speed management in order to keep up with and overtake major environmental changes in the market. We will promote greater delegation of authority and encourage BC to become more self-reliant and self-sufficient in the field. We also intend to actively promote DX of business processes.

Third, and above all, the source of our ability to execute is our human resources. We are committed to a shift to a results-oriented approach. We will make major changes to our evaluation and compensation systems, and strive to develop human resources with a focus on results. At the same time, we would like to train 100 management personnel. Of course, it is primarily the human resources department that will be in charge of this, but I would like to personally join them in their efforts to train 100 people.

The fourth point is to upgrade the corporate culture. OMRON would like to go back to the basics once again, and to pay meticulous attention to detail. We aim to build a culture where doing the obvious is done without compromise. In addition, we will evoke the venture spirit that was the spirit of our founder. We would like to upgrade OMRON by creating a new corporate culture that combines the culture of "try first, take on challenges" with meticulous attention to detail.

From here, I would like to explain to you what we are aiming for in the 2nd stage of SF2030.

Our policy for the 2nd stage is Trusted Growth. This policy reflects our strong desire to deepen the relationship of trust with our customers and once again achieve strong growth in order to transform ourselves into a GEMBA DX company.

Devices positioned as growth driver up to 2030

Restore competitive advantage by growing device sales to boost probability of achieving GEMBA DX

Transition period for realization of

GEMBA DX

Prioritize strengthening the competitiveness of the

device business through 2030,

while driving growth and establishing the foundation for GEMBA DX

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2030

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OMRON has solved many customers' problems and grown together with them through its numerous products and devices. We will go back to the basics once again and thoroughly refine our competitiveness, which will serve as the foundation for our transformation into a GEMBA DX company, over the next five years. We hope to achieve sustainable growth.

So, what exactly are we going to implement for the future? Over the next five years, we would like to focus thoroughly on enhancing our devices.

Today, devices are the source of OMRON's growth and revenue. We believe that without further solidifying this foundation, we will not be able to build new growth, including future DX and data services.

We would like to return to a long-term perspective once again and thoroughly strengthen our device business first in order to further expand and deepen the value we deliver to society. As a result of this refinement, we will evolve our business model.

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Data

Significant accumulation of diverse customer GEMBA data and knowhow owing to strong customer intimacy

GEMBA DX

In fields such as manufacturing, medical/healthcare and social infra-

structure, social issues are driving increasingly higher demand from customers for added value and enhanced efficiency, limiting the what can be done by simply providing devices.

GEMBA DX is a data service concept. We take high quality data generated from devices, an area of strength for OMRON, and harmonize it with other GEMBA data, leveraging the extensive GEMBA knowhow that we have accumulated over time to convert data into high value-added information

which is used to solve GEMBA issues.

OMRON's strength in elements of GEMBA DX

1

Devices

Device categories that are widely dispersed throughout global GEMBA where OMRON has high market share

3

Technology

Technology to harmonize GEMBA data and knowhow, converting it into valuable information

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Let me explain what we envision a GEMBA DX company to be.

GEMBA DX, which is OMRON's goal, fuses and multiplies high-quality data obtained from devices, which is one of OMRON's strengths, with other data from the field, utilizing knowledge from the field to convert this data itself into something of value. As a result, we use this data to provide data services that solve our clients' essential problems.

Nowadays, the term DX is used frequently by all companies and has become quite a buzzword. However, in our main business areas of factory automation and healthcare, the shift to DX has been very slow. We are eager to solve the DX delays in these industries by leveraging the strengths of our field offices.

So, what are our strengths? We believe it is the three points mentioned below.

The first is a group of devices with a high market share that are deployed around the world.

Second, diverse data, know-how, experience, and knowledge gained from close relationships with customers.

Third, as I mentioned earlier, is our proprietary technology that transforms these data into valuable information and valuable data.

By multiplying these three points, we hope to transform ourselves into a GEMBA DX company.