Fuyo General Lease DX Strategy｜IR｜Fuyo General Lease Co., Ltd.

Incorporating digital technology and working to solve social problems

Creating long-term shared value by embracing digital technologies and continuously adapting the value we provide to society to changes in the external environment President and Chief Executive Officer Hiroaki Oda

Fuyo General Lease's Vision for DX

Based on the philosophy of CSV (Creating Shared Value), Fuyo General Lease aims to solve various social problems and realize economic value simultaneously through its businesses.
As digitalization continues to reshape the structure of society, data has become a critical business asset and a key source of competitive advantage.
We recognize that leveraging data strategically is fundamental to our sustained growth. Through the proactive use of digital technology, we will continuously enhance the value we deliver and adapt flexibly to a changing external environment, driving long-term growth in corporate value and the creation of sustainable shared value.

1.Fuyo General Lease DX Strategy

Fuyo General Lease has formulated four strategies to create shared value through DX.

Strategy 1

Efforts to expand new business areas
Strategy 2

Increasing the value we provide through advanced products and services
Strategy 3

Digital support for sales activities
Strategy 4

Radical improvements in the efficiency and sophistication of business operations, flexible work styles, and business process reform

2.Strategic Objectives

Strategy 1 Efforts to expand new business areas: Business development support such as recurring subscriptions, etc.
Strategy 2 Increasing the value we provide through advanced products and services: Cloud solution deployment

Helping partner companies build DX products
Strategy 3 Digital support for sales activities: Upgrading and enhancing sales management systems

Advancing marketing activities through data integration and analysis
Strategy 4 Radical improvements in the efficiency and sophistication of business operations, flexible work styles, and business process reform: Promoting the efficiency of internal business processes using digital technologies

IT & DX personnel reskilling

3.DX strategy promotion system

(1) Creation of “DX･Marketing Strategy Div.”: In April 2022, the DX･Marketing Strategy Div. was established as the department responsible for promoting the DX strategy
(2) Creation of “DX Strategy Promotion Committee”: The “DX Strategy Promotion Committee” (established in April 2022), of which the President is the Chairperson, discusses and reports on (1) the organizational and institutional development necessary for promoting the DX strategy, (2) promotion of the sales DX strategy, and (3) development of an environment for the utilization of IT systems and digital technologies that support the DX strategy.
Also, our DX leader holds authority to participate in management decision-making processes and is driving transformation from a company-wide perspective.
The progress of each initiative is continuously monitored by the Board of Directors and other governing bodies, and we operate a governance framework that allows us to revise our DX strategy swiftly based on those discussions.

The DX Strategy Promotion Committee (Chairman: President, Secretariat: DX･Marketing Strategy Div.) conducts data analysis, IT systems, digital technology, and DX human resources, promotes DX strategies, incorporates digital technology, and provides value to society. Realize the creation of long-term shared value by continuously adapting to changes in the external environment.
The DX strategy is [1, expansion of new business areas (support for building businesses such as recurring subscriptions)], 2 provision of advanced products and services (support for building DX products of partner companies, cloud solution development)], [3, digital support for sales activities (sophistication of marketing through data linkage and analysis, sophistication of sales support system)], [4, Business process reform (improving the efficiency of internal business processes using digital reskilling of IT/DX human resources)].

4.DX Human Resource Development Program

(1) Objectives of Program Development

As Fuyo Lease moves forward with its “DX Strategy,” the company believes it is essential for every employee to develop digital literacy, and has therefore formulated and launched a “DX Human Resource Development Program” for all employees.
Through this program, we will help our employees recognize the need to transform our company and business model through digital technology, foster a strong sense of ownership, and acquire the skills necessary to effectively utilize technology and data.

Furthermore, in light of the rapid advancements in technology in recent years and the resulting diversification of required skills, we will continue to expand and refine this program to support our employees’ efforts to take on new challenges and grow.

(2) Three Types of DX Human Resource

In this program, we have categorized DX Human Resource at Fuyo General Lease into three types and, based on the “Digital Skills Standards” established by the Ministry of Economy, Trade and Industry and the Information-technology Promotion Agency, among other references, have defined the roles and required skills for each type.
In addition, we will work to improve digital literacy company-wide by implementing career advancement opportunities based on role and promoting personnel rotation between the business and IT departments.

Human Resources Whot “Use” Digital Technologies[Target: All Employees]: To improve and enhance operational efficiency, they are proactively acquiring knowledge about digital technology and DX and putting the use of digital tools into practice.

Possesses a basic understanding of business and technology and is able to identify customer needs and challenges.
Human Resources Who “Create” Digital Technologies[Target: Business Department]: Possesses advanced knowledge of business and technology, as well as the skills required from identifying challenges through to commercialization.

Possesses data analysis skills that contribute to strategy formulation, planning, and sales support.
Human Resources Who “Build” Digital Technologies[Target: Systems Department]: As key contributors to building the IT infrastructure that supports the DX strategy, they possess IT skills tailored to their respective areas of responsibility.

(3) Skill Visualization and Career Development Support

At Fuyo General Lease, we are implementing initiatives to visualize employee skills in order to assess their current status based on defined skill sets and to facilitate ongoing development.
In fiscal year 2023, we conducted a DX assessment by an external vendor for all core and general staff members to assess the level of each individual’s DX skills and competencies.
We are using the results of this assessment to support career development, such as by assigning employees to DX-related training programs based on their individual skill levels. Going forward, we will establish a system to incorporate these visualized skills into our human resources policies, further strengthening our efforts to develop and secure talent capable of leveraging data and digital technologies.

(4) Program Content (Example)

Category	Target	Sample Menu
“Use”	All Employees	DX Practical Seminars (on-demand), Excel Training (Business Efficiency Edition), encouraging employees to obtain DX-related certifications, and incentive programs for obtaining them, etc.
“Create”	Business Department	Business Development Training (transformational mindset, ideation techniques, customer understanding, etc.), Excel Training (Data Analysis), etc.
“Build”	Systems Department	Develop customized menus for each employee in the Systems Department based on their respective areas of responsibility and roles.

*

As of April 2024

5.Strategy promotion status, etc.

The status of DX strategy promotion at the end of March 2026 is as follows.

Strategy 1 Efforts to expand new business areas: Under this strategy, we will advance the development of value-added services that utilize IT, and work on new businesses that have been difficult to deal with in the past.
Regarding our strategic objective of "supporting the development of recurring and subscription-based business models," we have completed the internal IT infrastructure needed to enable usage-based and subscription billing by collecting and utilizing operational data from equipment used by our customers.
We have already secured contracts for new service models using this framework, contributing to our customers' labor-saving and efficiency goals.
Strategy 2 Increasing the value we provide through advanced products and services: Under this strategy, we will continue to improve the added value of existing services utilizing IT.
Alongside the rollout of "BPS: Business Process Services," our solution for providing comprehensive support to customers undergoing operational transformation and DX, the Fuyo Lease Group is also advancing collaboration with startup companies that offer DX solutions leveraging algorithmic and AI technologies.
Specifically, we are developing high-value businesses that combine data and digital technology, including platforms that use AI to digitize and store a wide range of unstructured customer information, enabling analysis across a variety of indicators.
Strategy 3 Digital support for sales activities: Under this strategy, we aim to establish systems that support sales activities using digital technologies in order to contribute to the creation of new businesses and the improvement of customer service.
We have begun using data from the sales management system, which we upgraded in January 2024, to support reporting and internal meeting operations. We are also conducting technical trials of AI-powered automatic scoring for sales activity evaluation, using analysis of activity records accumulated in the system.
In parallel, we are building a shared customer data platform and data analytics environment across the Group.
We will continue to advance initiatives that leverage digital technology to support our sales activities.
Strategy 4 Radical improvements in the efficiency and sophistication of business operations, flexible work styles, and business process reform: Under this strategy, we will use digital technology effectively to achieve middle and back office business process reforms.
To further streamline business processes using generative AI and other tools, and to explore a fundamental overhaul of our overall workflows and existing IT systems, we have established a new "Business Process and IT Systems Reform Project Team." Going beyond simple system modernization, we have begun developing a grand design concept centered on redesigning business processes with "human-AI collaboration" as a core principle, alongside a cloud-first approach to rebuilding our systems.
Also, as we move forward with our “DX Strategy,” we believe it is essential for every employee to develop digital literacy, and we have therefore formulated and are implementing a “DX Human Resource Development Program” for all employees.
As part of rolling out our development program, we conducted a DX assessment through an external provider for all management-track and general-track employees, visualizing each individual's DX skills and aptitude as data.
We then assigned employees to DX-related training programs matched to their skill levels, supporting their broader career development.

In 2022, Fuyo General Lease formulated its “DX Strategy” and is driving the transformation of the company and its business model by addressing various challenges and themes, both internally and externally.
Now in 2026, we are entering our fourth year of implementation, and as outlined above, each strategy is steadily advancing toward its respective goals.
We view our “DX Strategy,” along with “Investment in Human Resources,” as initiatives that support the implementation of CSV (Creating Shared Value) as outlined in our medium-term management plan.
I believe that “people” are the driving force behind the steady advancement of our “DX Strategy.”

Within the broader "Human Capital Investment" framework of the Medium-Term Management Plan, we set a target of increasing per-employee training and education expenditure to 300% of fiscal 2021 levels, and we are pleased to have achieved this two years ahead of schedule.
We intend to continue investing actively in the area of DX Human Resource Development and to support our employees as they take on new challenges.

As part of our company-wide effort to raise DX literacy, all officers and employees completed a year-long DX e-learning program.
As President, I made a point of leading by example and participating myself, and found it to be a genuinely eye-opening experience.
Currently, we are also placing particular focus on the adoption of generative AI, which not only improves day-to-day efficiency but also serves as a sounding board that encourages employees to take initiative and develop ideas, helping to nurture employee insights and innovation.
We have run generative AI workshops in a reverse mentoring format between executives and junior employees, as well as role-specific training for new hires, branch managers, and other groups.
Through these efforts, we are confident that psychological safety, diversity, and digitalization will work together to accelerate the growth and ambition of every individual employee.
Moving forward, we will work as one company to implement our “DX Strategy,” with the goal of becoming a group that continues to earn our customers’ trust and create value together with them.

May 2026
President and Chief Executive Officer
Hiroaki Oda