Putting Process Innovation into Practice

「We will further deepen the intensive use of AI and digital technologies in back-office and middle-office functions to achieve a dramatic improvement in productivity, while creating new customer experience value and improving service quality.」

「Of the more than 2,000 standardized head-office operations, we are selecting those that can be automated, prioritizing them, and working on their automation, while also developing personnel capable of developing RPA solutions. Promoting the digitization of operations has also advanced the move toward a paperless environment. In the fiscal year ending March 2023, the resulting CO2 reduction totaled 124t, substantially exceeding the plan.」

「General expenses increased by ¥1.8 billion year on year to ¥105.8 billion, mainly due to higher property-related expenses and data-processing costs, including depreciation of the new collections system.」

「General expenses increased by ¥800 million year on year to ¥70.6 billion, mainly due to higher data-processing costs resulting from increased property-related expenses and depreciation of the new collection system.」

「General expenses were ¥34.8 billion, an increase of ¥100 million year on year. Although data-processing costs increased due to the launch of the new collection system and other factors, lower credit card statement mailing costs and other expenses kept general expenses at approximately the previous year's level.」

「General expenses decreased by ¥6.4 billion year on year to ¥103.9 billion. In addition to the decrease attributable to one-off factors, the reduction reflected the benefits of process innovation initiatives, including expanding the scope of online card statements and optimising IT costs.」

「General expenses decreased by ¥5.3 billion year on year to ¥69.7 billion. In addition to a decrease attributable to one-off factors, we offset the increase in expenses associated with higher transaction volume and other factors by further accelerating process innovation initiatives, including expanding the scope of Web-based card statements and optimising IT costs.」

「General expenses decreased by ¥2.6 billion year on year to ¥34.7 billion. We offset the increase in expenses associated with higher transaction volume and other factors by further accelerating process innovation initiatives, including the launch of Web-based card statements for major partners, resulting in a level broadly in line with the previous year excluding one-off factors related to the points-reward business.」

「General expenses decreased by ¥400 million year on year, while excluding one-off factors, the decrease was ¥3.2 billion year on year, reflecting the success of cost controls through process innovation.」

「General expenses increased by ¥1.9 billion year on year. However, excluding the one-off factor related to the points-reward programme (a ¥4.3 billion increase), general expenses decreased by ¥2.3 billion year on year, partly due to the benefits of process innovation.」

「General expenses increased by ¥2.4 billion year on year. However, excluding the one-off factor related to the points-reward programme (¥4.5 billion), general expenses decreased year on year, partly due to the benefits of process innovation.」

「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, we recognize the importance of strengthening the implementation of process innovation, a core strategy under the medium-term management policy, and establishing a robust earnings base to build a foundation for a leap forward after the COVID-19 pandemic subsides.」

「We will rigorously pursue an approach based on six core strategies: implementing digital innovation, implementing process innovation, expanding business operations in Asia, expanding synergies across the Orico Group, strengthening consultative sales, and strengthening sustainability initiatives.」

「Through an approach based on the six core strategies—implementing digital innovation, implementing process innovation, expanding business operations in Asia, expanding synergies across the Orico Group, strengthening consultative sales, and strengthening sustainability initiatives—we aim to rebuild a robust earnings base and create new business models for the "new-era Orico."」