Achievement of Final-Year Targets under the Medium-Term Management Plan and Acceleration of Transformation

「The Group launched a five-year medium-term management plan beginning in the current fiscal year. The plan calls for completing at an early stage, during the first three years, the business structure reforms initiated under the previous medium-term management plan, strengthening a competitively advantaged business foundation, and harvesting the resulting gains during the final two years. <Management Targets and Results> Fiscal year ending March 2026 (Actual) Fiscal year ending March 2028 (Target) Fiscal year ending March 2030 (Target) Ordinary profit ¥14.4 billion More than ¥25.0 billion More than ¥50.0 billion ROE 5.3% 7.5% or higher 12% or higher General expenses to operating revenue 63.3% Below 60% Low 50% range」

「Against this backdrop, we launched a five-year medium-term management plan based on the basic policy of resolving social issues and enhancing corporate value, after redefining “the society we aim for and our desired state in 10 years.” The destination for the final year is “Establishing a Financial Model Unique to Orico.” For the fiscal year ending March 2026, the first year of the medium-term management plan, we will focus on business structure reform, reallocating the management resources generated thereby to growth areas, and strengthening a competitively advantaged business foundation.」

「Against this backdrop, in the fiscal year ending March 2024, the second year of the medium-term management plan, we have adopted “Transformation Now!—Toward a New-Era Financial Services Group Creating Value from the Customer’s Perspective” as our slogan and are steadily advancing four business strategies: (1) deepening focus markets and exploring new businesses, (2) establishing market-in sales centered on customer needs, (3) creating new services through collaboration with companies in other industries and advanced companies, and (4) deepening process innovation.」

「Against this backdrop, in the fiscal year ending March 2024, the second year of the medium-term management plan, we will continue to use “Transformation Now!—Toward a New-Era Financial Services Group Creating Value from the Customer’s Perspective” as our slogan and steadily advance four business strategies: (1) deepening focus markets and exploring new businesses, (2) establishing market-in sales centered on customer needs, (3) creating new services through collaboration with companies in other industries and advanced companies, and (4) deepening process innovation.」

「Against this backdrop, we launched the three-year medium-term management plan “Transformation Now!—Toward a New-Era Financial Services Group Creating Value from the Customer’s Perspective,” with the fiscal year ending March 2025 as its final year. In addition to promoting four business strategies—(1) deepening focus markets and exploring new businesses, (2) establishing market-in sales centered on customer needs, (3) creating new products and services through collaboration with companies in other industries and advanced companies, and (4) deepening process innovation—we have designated the enhancement of our management foundation, including governance and human resources strategy, as a key strategy.」

「With sustainability as the axis of management and a long-term perspective aimed at achieving both social and corporate value, we have defined the society and our desired state in 10 years and launched a three-year medium-term management plan beginning in the fiscal year ending March 2023, working backward from that vision. Under the slogan “Transformation Now!—Toward a New-Era Financial Services Group Creating Value from the Customer’s Perspective,” we will make an evolutionary departure from the traditional consumer finance model and, with digital, green initiatives, and open innovation as our focus areas, contribute to society and enhance corporate value through transformation into a new-era financial services group.」

「With sustainability as the axis of management and a long-term perspective aimed at achieving both social and corporate value, we have defined the society and our desired state in 10 years and launched a medium-term management plan beginning in the fiscal year ending March 2023, working backward from that vision to formulate the next three years. Under the slogan “Transformation Now!—Toward a New-Era Financial Services Group Creating Value from the Customer’s Perspective,” we will make an evolutionary departure from the traditional consumer finance model and, with digital, green initiatives, and open innovation as our focus areas, create value from the customer’s perspective through transformation into a new-era financial services group, contributing to society and enhancing corporate value.」

「For the final year of the medium-term management policy, we have adopted “Innovation for Next Orico—A Great Advance Toward Orico in the New Era” as our basic policy. We have positioned the year as one in which to establish a foundation evoking a “leap forward” after the COVID-19 pandemic subsides and connect to the next stage. We are steadily advancing initiatives under 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. Although little time remains in the current medium-term management policy, while maintaining our previous direction, we will further accelerate initiatives based on the six basic strategies and pursue the realization of a sustainable society and further enhancement of corporate value.」

「For the final year of the medium-term management policy, we have adopted “Innovation for Next Orico—A Great Advance Toward Orico in the New Era” as our basic policy. We have positioned the year as one in which to establish a foundation evoking a “leap forward” after the COVID-19 pandemic subsides and connect to the next stage. We are steadily advancing initiatives under 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. Although only six months remain in the current medium-term management policy, while maintaining our previous direction, we will further accelerate initiatives based on the six basic strategies and pursue the realization of a sustainable society and further enhancement of corporate value.」

「Against this backdrop, for the final year of the medium-term management policy, we have adopted “Innovation for Next Orico—A Great Advance Toward Orico in the New Era” as our basic policy. We have positioned the year as one in which to establish a foundation evoking a “leap forward” after the COVID-19 pandemic subsides and connect to the next stage. We will accelerate initiatives under 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.」

「The fiscal year ending March 2022 is the final year of the medium-term management policy, but due in part to the impact of COVID-19, it has become difficult to achieve the consolidated management targets announced in May 2019. Against this backdrop, for the fiscal year ending March 2022, we will adopt “Innovation for Next Orico—Building the Foundation for the Next Leap” as our basic policy, establish a foundation that evokes a leap forward after the COVID-19 pandemic subsides, and further accelerate the six basic strategies so that the year serves as a bridge to the next stage.」

「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.」

「For the fiscal year ending March 2021, the second year of the medium-term management policy, we believe it is important to prioritize crisis management and respond flexibly and appropriately to changing circumstances. We will pursue our initiatives under the basic policy of “Innovation for Next Orico—Steady Progress Toward Orico in the New Era.”」

「Against this backdrop, in the current fiscal year, the first year of the 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.」

「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.」

「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.」

「During the five-year medium-term management plan beginning in the fiscal year ending March 2016, the Company adopted “Realizing a New Growth Model through the Challenge of Transformation” as its basic policy and steadily advanced toward sustainable growth by continuing various transformation initiatives, including restoring dividend payments for the first time in 11 fiscal years, partially redeeming the first series of Class I preferred shares, and launching a new core system. Meanwhile, the environment surrounding the Company has changed significantly since the medium-term management plan was formulated, including the introduction of negative interest rates, the publication by the Japanese Bankers Association of its agreement concerning lending to consumers by banks, a sharp acceleration in efforts to expand the cashless payment ratio following the formulation of the “Cashless Vision,” and the provision of proprietary payment services using advanced technologies by internet businesses and others. To respond appropriately to these environmental changes and pursue sustainable growth, in October 2018 we formulated a new three-year medium-term management policy beginning in the fiscal year ending March 2020.」

「Against this backdrop, in the current fiscal year, the fourth year of the medium-term management plan, we adopted “Evolving and Embedding the Challenge of Transformation” as our basic policy and worked to achieve sustainable growth in our business scale and earnings by further advancing various initiatives aimed at realizing a new growth model.」

「Against this backdrop, in the current fiscal year, the fourth year of the medium-term management plan, we have adopted “Evolving and Embedding the Challenge of Transformation” as our basic policy. We aim to achieve sustainable growth in our business scale and earnings by further advancing various initiatives aimed at realizing a new growth model. The environment surrounding the Company has also changed significantly, including the introduction of negative interest rates, the publication by the Japanese Bankers Association of its agreement concerning lending to consumers by banks, a sharp acceleration in efforts to expand the cashless payment ratio following the formulation of the “Cashless Vision,” and the development of proprietary payment services using advanced technologies by internet businesses and others. To respond appropriately to these environmental changes and pursue sustainable growth, we have formulated a new three-year medium-term management policy beginning in the fiscal year ending March 2020.」

「Against this backdrop, in the current fiscal year, the fourth year of the medium-term management plan, we have adopted “Evolving and Embedding the Challenge of Transformation” as our basic policy. We aim to achieve sustainable growth in our business scale and earnings by further advancing various initiatives aimed at realizing a new growth model.」

「Against this backdrop, in the current fiscal year, the third year of the medium-term management plan, we have adopted “Evolving the Challenge of Transformation” as our basic policy and aim to achieve sustainable growth in our business scale and earnings by further advancing various initiatives aimed at realizing a new growth model.」

「Against this backdrop, in the current fiscal year, the third year of the medium-term management plan, we have adopted “Evolving the Challenge of Transformation” as our basic policy and aim to achieve sustainable growth in our business scale and earnings by further advancing various initiatives aimed at realizing a new growth model.」

「Against this backdrop, in the current fiscal year, the third year of the medium-term management plan, we have adopted “Evolving the Challenge of Transformation” as our basic policy and aim to achieve sustainable growth in our business scale and earnings by further advancing various initiatives aimed at realizing a new growth model.」

「In the fiscal year ending March 2018, the third year of the medium-term management plan, we have adopted “Evolving the Challenge of Transformation” as our basic policy. We aim to realize a new growth model by further advancing various initiatives aimed at the sustainable growth of our business scale and earnings.」

「Against this backdrop, in the current fiscal year, the second year of the medium-term management plan launched in the previous fiscal year, we have adopted “Accelerating and Fully Implementing the Challenge of Transformation” as our basic policy. We are accelerating the implementation of key measures aimed at the sustainable growth of our business scale and earnings, while undertaking various initiatives to realize a new growth model and achieve the targets for the final year of the medium-term management plan.」

「In the current fiscal year, the second year of the medium-term management plan launched in the previous fiscal year, we have adopted “Accelerating and Fully Implementing the Challenge of Transformation” as our basic policy. We are accelerating the implementation of key measures aimed at the sustainable growth of our business scale and earnings, while undertaking various initiatives to realize a new growth model and achieve the targets for the final year of the medium-term management plan.」

「In the current fiscal year, the second year of the medium-term management plan launched in the previous fiscal year, we have adopted “Accelerating and Fully Implementing the Challenge of Transformation” as our basic policy. We are accelerating the implementation of key measures aimed at the sustainable growth of our business scale and earnings, while undertaking various initiatives to realize a new growth model and put ourselves on track to achieve the targets for the final year of the medium-term management plan.」