DX Strategy

The DX We Are Aiming For

• Strategy 1) Enhance competitiveness by utilizing technology
• Strategy 2) Become a leading marketing company by deepening DX
• Strategy 3) Realize a learning organization based on digital technology and data, and develop and secure human resources to support it

Overview of Our DX

10-Year Vision (DX Vision)

DX Strategy

Based on the DX promoted in the previous medium-term management plan, we will continue to create new value that will both expand our business and solve social issues for our customers and society at large by further promoting the use of digital technology and data. In order to be a financial group that will be continuously chosen by our customers, the goal of this medium-term management plan is to “enhance organizational capabilities in technology and create new financial models”. To realize this, we will pursue various measures based on the following three strategic axes:

• Strategy 1) Enhance competitiveness by utilizing technology
• Strategy 2) Become a leading marketing company by deepening DX
• Strategy 3) Realize a learning organization based on digital technology and data, and develop and secure human resources to support it

Strategy 1) Enhance competitiveness by utilizing technology

Under strategy 1), we will primarily aim to improve our Group's productivity and revitalize its sales activities by promoting the utilization of data and technology.
With regard to credit, we plan to expand the utilization of the AI credit review model that we jointly developed with Money Forward X, Inc. in the previous fiscal year and take on the challenge of providing credit to customer segments that we have not been able to fully address in the past.
With respect to collections and operations, we will utilize technology, including generative AI, to significantly enhance productivity and increase our competitiveness vis-à-vis competitors. In particular, the promotion of automation in our contact centers, where it is becoming increasingly difficult to secure the necessary personnel on an ongoing basis, is a pressing issue, and we have already begun work on this.

Strategy 2) Become a leading marketing company by deepening DX

Under strategy 2), we will utilize data and technology primarily to support sales to member merchants and financial institutions, and to expand service provision to users.
First, through the utilization and application of data, we will provide data services that are useful for the business and marketing strategies of member merchants and financial institutions to build solid relationships with them. We will also link this to improvements in the level of products and services we provide to our customers.
In addition, to stimulate the development of new businesses and new products, we will promote initiatives based on customer issues and needs through cooperation and coordination among business divisions and group companies, and create a model for new business development that is unique to us. Moreover, from the perspective of open innovation, we will continue to make effective use of the Orico Digital Fund, collaborate with companies that incorporate technologies and business models that are outside our repertoire, and digitize our products and services with an awareness of UI/UX.

Strategy 3) Realize a learning organization based on digital technology and data, and develop and secure human resources to support it

Under strategy 3), we will concentrate even more than in the previous medium-term management plan on instilling a culture that supports the aforementioned strategies 1) and 2), and on developing and securing human resources.
Per our DX human resource development strategy outlined in the previous medium-term management plan, more than 3,300 employees—roughly our entire workforce—acquired basic digital and data knowledge, and we also realized the company-wide deployment of generative AI. Going forward, we will continue to instill a culture in which employees voluntarily acquire necessary knowledge and skills, and develop human resources capable of utilizing data and generative AI.
To instill a culture in which employees actively learn necessary knowledge and skills, we will provide a variety of learning opportunities for employees, increasing, for example the amount of workshop-style training we provide that includes team discussions, as well as more practical training in which employees bring in work-related issues and use data and digital tools to find solutions.
Concerning human resource development, during the period of this medium-term management plan, we plan to train 500 citizen data scientists who will utilize business intelligence tools to analyze data and solve issues. In addition, over the next three years, we plan to develop 3,000 generative AI-utilizing human resources who will acquire basic knowledge and skills in generative AI and apply them to their work. We also plan to train 100 generative AI experts during the period of this medium-term management plan. These experts will have a deep understanding of the theory and practice of generative AI and lead business development and business transformation using generative AI in our divisions and groups. We have established this development of human resources who will work with data and generative AI as part of our KPIs.

DX Promotion Structure

We have created a DX Promotion Headquarters headed by our President and Director that overlooks all divisions and groups to establish systems that promote our DX strategy throughout the entire company. Under this structure, with the President and Director acting as Chair, we have held regular DX promotion meetings with the participation of the various division and group heads. This fiscal year, however, we started including the participation of group companies as well. Furthermore, we plan to encourage the participation of employees with digital knowledge and a desire for change, including those who work in the field, and to make the meeting a place where even freer and more vigorous group-wide discussions can take place than in the past.