Improving Group Management Efficiency and Business Processes

「For the fiscal year ending March 2026, we worked to embed synergies from the large-scale absorption merger among consolidated subsidiaries carried out in the previous fiscal year, with a view to strengthening service capabilities and achieving sustainable growth.」

「Management transformation investment (¥1 billion)」

「We resolved to carry out, effective 1 April 2025, an absorption merger in which consolidated subsidiary 株式会社インフォメーション・ディベロプメント would be the surviving company and the 3 consolidated subsidiaries 株式会社ＩＤデータセンターマネジメント, 株式会社ＤＸコンサルティング, and 株式会社ＩＤ ＡＩ Ｆａｃｔｏｒｙ would be the absorbed companies.」

「We have digitalized administrative functions, automated coordination among departments and operations, and centralized information, and built a zero-trust environment to transform the internal network into a secure and flexible one. We also renewed internal systems to improve operational efficiency, enable seamless communication, and raise productivity across the group. In addition to ongoing business reform initiatives, we plan to transfer additional back-office functions to the San-in BPO Center to further improve efficiency in administrative functions.」

「We have digitalized administrative functions, automated coordination among departments and operations, and centralized information, and built a zero-trust environment to transform the internal network into a secure and flexible one. We also renewed internal systems to improve operational efficiency, enable seamless communication, and raise productivity across the group.」

「As measures to improve productivity across the group, we are continuing to digitalize administrative functions, automate coordination among departments and operations, and centralize information. Through these initiatives, we will optimize business workflows and bring about fundamental reform of administrative functions.」

「For the fiscal year ended March 2023, in addition to carrying out major organizational changes, including mergers and absorption-type company splits among consolidated subsidiaries, we worked to establish the transfer to the company of administrative functions carried out in the previous fiscal year.」

「To improve productivity across the group, we are optimizing internal systems, including centralized data management through an information-sharing platform and considering the renewal of workflow systems. We are also reallocating administrative personnel to operating divisions, reducing duplicated work, and promoting the sharing of operations.」

「We are also reallocating administrative personnel to operating divisions and have begun designing optimized internal systems.」

「Established a cross-functional “Business Reform Promotion Task” to identify organization-wide issues and recommend improvements, with the aim of advancing business reforms in administrative functions and reducing selling, general and administrative costs.」

「Launched the internal reform initiative “New Normal Adaptation Project STEP2” to transfer core administrative functions to regional locations and further improve operational efficiency and diversify risk.」

「For the fiscal year ended March 2021, we worked to strengthen internal controls by swiftly developing regulations and consolidating administrative functions at the group level, among other measures, for the 3 operating companies acquired. We also advanced the management integration process, including unifying the management platform and reorganizing the organization, to achieve effective and efficient group management following the acquisitions.」

「Regarding group management, we had previously maintained a structure in which domestic group companies were subsidiaries and overseas group companies were sub-subsidiaries. From April 2020, we changed this structure so that all domestic and overseas group companies became our direct subsidiaries. From a governance perspective, we determined that it would be more effective and efficient for us to manage all group companies directly.」

「At a meeting of the Board of Directors held on 20 January 2020, we resolved to carry out, effective 1 April of the same year, (1) a company split (absorption-type company split) under which the ITSM business of wholly owned subsidiary 株式会社フェス and the RPA promotion business of wholly owned subsidiary 株式会社インフォメーション・ディベロプメント would be transferred to the newly established 株式会社ＤＸコンサルティング, and (2) a company split (absorption-type company split) under which part of 株式会社ＩＤ社’s system operations and management business would be transferred to フェス社. We also resolved to change フェス社’s corporate name to 株式会社ＩＤデータセンターマネジメント.」

「Through close communication among 12 domestic and overseas locations (see the Global Expansion section below), we bring together their respective solutions to maximize corporate value. We will quickly obtain management information, including the human resources, expertise, and sales status of each location, and work as a group to resolve customer issues. • 株式会社フェス relocated its head office to that of its parent company to pursue business synergies and improve operational efficiency by consolidating administrative functions〔⑥〕」

「Through close communication among 12 domestic and overseas locations (see the Global Expansion section below), we bring together their respective solutions to maximize corporate value. We will quickly obtain management information, including the human resources, expertise, and sales status of each location, and work as a group to resolve customer issues. • 株式会社フェス relocated its head office to that of its parent company to pursue business synergies and improve operational efficiency by consolidating administrative functions〔⑥〕」

「Through close communication among 12 domestic and overseas locations (see the Global Expansion section below), we bring together their respective solutions to maximize corporate value. We will quickly obtain management information, including the human resources, expertise, and sales status of each location, and work as a group to resolve customer issues. • 株式会社フェス relocated its head office to that of its parent company to pursue business synergies and improve operational efficiency by consolidating administrative functions〔⑥〕」

「• Absorption merger of 株式会社テラコーポレーション〔⑥〕 • Conversion of 株式会社フェス into a subsidiary〔⑥〕」

「Through close communication among 12 domestic and overseas locations (see the Global Expansion section below), we bring together their respective solutions to maximize corporate value. We will quickly obtain management information, including the human resources, expertise, and sales status of each location, and work as a group to resolve customer issues.」

「Through close communication among 11 domestic and overseas locations (see the Global Expansion section below), we bring together their respective solutions to maximize corporate value. We will quickly obtain management information, including the human resources, expertise, and sales status of each location, and work as a group to resolve customer issues. • Absorption merger of 株式会社テラコーポレーション〔⑥〕」

「Through close communication among 12 domestic and overseas locations (see the Global Expansion section below), we bring together their respective solutions to maximize corporate value. We will quickly obtain management information, including the human resources, expertise, and sales status of each location, and work as a group to resolve customer issues. • Review of the decision-making and approval authority standards for overseas locations〔①,⑥〕 • Launch of a project team to review business processes in indirect functions〔①〕」

「This share acquisition is intended to provide greater flexibility and speed in management, while the capital increase is intended to enhance services for Myanmar and Southeast Asian countries, which have continued to achieve significant economic growth, including support for Myanmar engineers in acquiring IT infrastructure development skills and management of IT staff services.」

「In recent years, the environment in Myanmar has been changing rapidly as democratization has progressed. This share acquisition is intended to provide greater flexibility and speed in management, while the capital increase is intended to enhance services for Myanmar and Southeast Asian countries, which have continued to achieve significant economic growth, including support for Myanmar engineers in acquiring IT infrastructure development skills and management of IT staff outsourcing.」

「We will merge group companies to improve service quality, allocate strategic resources, and strengthen corporate governance. This will enable us to make maximum use of our resources, including stronger coordination in sales activities, and further improve management efficiency.」