Capturing Growth Frontiers in E-Commerce Payments, Business Customers and the Asian Market

「Credit-related costs are trending downward as tighter credit standards and a strengthened collection structure have had the desired effect. In light of the impact of geopolitical risks, including the situation in the Middle East, on individual countries, we will continue to monitor changes in the external environment, build up high-quality receivables and pursue stable growth through thorough strengthening of our governance framework.」

「In the overseas business, tighter credit standards to control credit-related expenses caused combined transaction volume at the 3 overseas subsidiaries to decrease year on year. Credit-related expenses, however, have been trending down as tighter credit standards and stronger collections structures have taken effect. The company will continue working to build a portfolio of high-quality receivables and pursue stable growth through a thorough strengthening of its governance structure. As a result, overseas business revenue was ¥12.4 billion, down 16.3% year on year.」

「Transaction volume at the three overseas subsidiaries combined decreased year on year because credit standards were tightened to contain credit-related costs.」

「In the overseas business, tighter credit standards to control credit-related expenses caused combined transaction volume at the 3 overseas subsidiaries to decrease year on year. The company will continue working to build a portfolio of high-quality receivables by strengthening its collections structure and tightening credit standards, while pursuing stable growth through a thorough strengthening of its governance structure. As a result, overseas business revenue was ¥6.5 billion, down 12.9% year on year.」

「In the overseas business, combined transaction volume at the 3 overseas subsidiaries decreased year on year, mainly due to lower transaction volume at the Thai subsidiary, while the balance of operating assets at the 3 overseas subsidiaries increased year on year. Delinquent receivables also increased in each country, and the company is focusing on rebuilding its business foundations by strengthening its credit and collections structures to control credit-related expenses. As a result, overseas business revenue was ¥10.7 billion, up 37.6% year on year.」

「In the overseas business, combined transaction volume at the 3 overseas subsidiaries increased year on year, reflecting the success of deeper relationships with merchants using data and stronger operating bases. At the same time, credit risk increased in each country, and the company is focusing on rebuilding its business foundations by strengthening its credit and collections structures to control credit-related expenses. As a result, overseas business revenue was ¥7.0 billion, up 44.3% year on year.」

「In the overseas business, combined transaction volume at the 3 overseas subsidiaries significantly exceeded the previous year, reflecting the success of deeper relationships with merchants using data and stronger operating bases. Application volumes and transaction volume continued to grow steadily through the promotion of sales initiatives and stronger merchant acquisition efforts, and initiatives to expand the business domain also progressed steadily. As a result, overseas business revenue was ¥3.4 billion, up 50.3% year on year.」

「In the overseas business, transaction volume at the 3 overseas subsidiaries significantly exceeded the previous year, supported by the normalisation of social and economic activity following the COVID-19 pandemic, the recovery of new-vehicle sales in each country to levels close to those before the spread of COVID-19, expansion of the merchant network and deeper relationships with merchants through digital tools, as well as stronger operating bases. As a result, overseas business revenue was ¥10.9 billion, up 70.7% year on year.」

「Transaction volume at the 3 overseas subsidiaries significantly exceeded the previous year, supported by economic recoveries in each country amid a decline in COVID-19 cases, as well as by the strengthening of operating bases through merchant-network expansion and stronger relationships with merchants using digital tools. As a result, overseas business revenue was ¥7.8 billion, up 70.9% year on year.」

「The 3 overseas subsidiaries significantly increased transaction volume year on year, mainly as a result of strengthening their operating bases and operating structures, particularly in Thailand. Application volumes and the number of active merchants continued to grow steadily, and the company will seek further growth in transaction volume by expanding its merchant network and strengthening relationships with merchants through digital tools. As a result, overseas business revenue was ¥4.8 billion, up 77.9% year on year.」

「In the overseas business, as the spread of COVID-19 subsided and economic recoveries in each country provided support, transaction volume at all 3 operating bases in the countries of operation significantly exceeded the previous year. Application volumes and transaction volume continued to grow steadily, and initiatives to expand the business domain also progressed steadily. As a result, overseas business revenue was ¥2.2 billion, up 104.1% year on year.」

「On 31 March 2021, the company completed the acquisition of shares in PT. Mizuho Balimor Finance and made it a consolidated subsidiary. The company aims to expand earnings in Asia by making maximum use of the expertise it has developed in Japan, Thailand and the Philippines, while differentiating itself from other companies. It will also work to contribute to the development of Indonesia's automotive market through the expansion of its auto loan business.」

「Against this backdrop, in the current fiscal year, the second year of the medium-term management policy, we have adopted “Innovation for Next Orico—Steady Progress Toward Orico in the New Era” as our basic policy and are steadily advancing the six basic strategies aimed at rebuilding a robust earnings structure and creating new business models: practicing digital innovation, practicing process innovation, expanding business operations in Asia, expanding synergies across the Orico Group, strengthening consulting-based sales, and strengthening sustainability initiatives.」

「Against this backdrop, in the current fiscal year, the second year of the medium-term management policy, we have adopted “Innovation for Next Orico—Steady Progress Toward Orico in the New Era” as our basic policy and are steadily advancing the six basic strategies aimed at rebuilding a robust earnings structure and creating new business models: practicing digital innovation, practicing process innovation, expanding business operations in Asia, expanding synergies across the Orico Group, strengthening consulting-based sales, and strengthening sustainability initiatives.」

「Against this backdrop, in the current fiscal year, the second year of the medium-term management policy, we have adopted “Innovation for Next Orico—Steady Progress Toward Orico in the New Era” as our basic policy and are steadily advancing the six basic strategies aimed at rebuilding a robust earnings structure and creating new business models: practicing digital innovation, practicing process innovation, expanding business operations in Asia, expanding synergies across the Orico Group, strengthening consulting-based sales, and strengthening sustainability initiatives.」

「In addition, the company established a finance company in the Philippines in September 2019 and entered the auto loan business there.」

「In addition, to expand its business operations in Asia, the company established a new consolidated subsidiary in the Philippines, Orico Auto Finance Philippines Inc., in September 2019 and is preparing to commence operations within the current fiscal year.」

「To expand its business operations in Asia, the company established a new consolidated subsidiary in the Philippines, Orico Auto Finance Philippines Inc., in September 2019 and is preparing to commence operations within the current fiscal year.」

「Against this backdrop, in the current fiscal year, the first year of the new medium-term management policy, we have adopted “Innovation for Next Orico—Steady Momentum Toward Orico in the New Era” as our basic policy. To rebuild a robust earnings structure and create new business models, we will thoroughly implement approaches based on six basic strategies: practicing digital innovation, practicing process innovation, expanding business operations in Asia, expanding synergies across the Orico Group, strengthening consulting-based sales, and strengthening sustainability initiatives.」

「Under its new medium-term management policy, the company has adopted “Innovation for Next Orico” as its basic policy. It classifies its card and lending businesses and payment and guarantee businesses as “growth businesses,” and its individual instalment credit and bank guarantee businesses as “core businesses.” Through an approach based on six basic strategies, namely implementing digital innovation, implementing process innovation, expanding business operations in Asia, expanding synergies across the Orico Group, strengthening consultative sales and enhancing sustainability initiatives, the company aims to rebuild a robust earnings structure for “Orico in the New Era” and create new business models.」

「In pursuing the initiatives described above for each business, we will focus on capturing growth opportunities in three areas: e-commerce payments, business customers and Asian markets.」