Economic Indicators and Efforts for Sustainability
Cross-Sectional Efforts Supporting Business Strategies _ BPR Strategy II
[Changes] Transitioning to a holding company structure/Centralizing common and overlapping
operations
lyogin Holdings
Securities
Systems
Lease
Banking
Credit cards
Guarantee
Capital
Centralizing common and overlapping
operations
→ Utilizing group functions and
digital technologies
[Current situation] Effect of headquarters workload reduction (Working
hour reduction)
Reduce headquarters operations, including abolishment and review of operations,
through automation of operations utilizing BPR and RPA
With development and maintenance structures for application flow database and RPA,
entirely created in-house, build internal management structures
(Thousand
hours)
200
As of September 30,
2022
146 Thousand
Hours Reduction
150
Centralizing common and overlapping
operations dispersed
Think tank
Equalizing and improving work levels
Minimizing administrative and routine
works
100
Development, operation and
maintenance of system
RPA
BPR
50
Licensed
[Compared to fiscal
2017]
200 Thousand hours
146 Thousand hours
Quill
0
Fiscal 2017 Fiscal 2018
Fiscal 2019
Fiscal 2020
Fiscal 2021
First half of Fiscal 2023
Fiscal 2022
Plan
[Future] Based on changes and current situation, expanding efforts for productivity improvement to
the entire group
Centralizing common and routine
operations
Expanding RPA (including BPR) to the
entire Group
Establishment and maintenance
of business infrastructure
Expense
payment
Document
preparation
Centralize
$
III
DB
RPA
development development
team
team
Expense Document
payment
preparation
¥
$
Improving productivity by minimizing
routine works
Digitalization of application procedures
RPA automation
Going paperless
Horizontal expansion of proven RPA following
obtaining the license
Copyright 2022 lyogin Holdings, Inc. All Rights Reserved.
Groupware
Electronic contracts
Electronic approvals
I Sharing and effectively using resources
Horizontal expansion of proven BPR measures as cross-
sectional efforts on a group-wide basis
Consideration of sharing and reallocation of resources
within the group
Taking into account the holding company structure
and renovation of the head office, further accelerate
BPR to achieve workstyle reforms
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