Section 4. Further Strengthening of the Corporate Structure and Group Reorganization

1. Strengthening Information Systems

In 1986, Daibiru introduced office computer systems and developed systems for tenant management, facility management, general accounting, budgeting, human resources, and profit planning. Since then, those systems have been upgraded and modified to handle consumption tax, to connect to the central monitoring and control system, and to handle the Y2K problem.

Personal computers became widespread and the use of email became commonplace in the 1990s, so in 1995, Daibiru introduced personal computers into the workplace, and each employee had their own machine by 1999. Furthermore, the company began networking all company computers on September 1, 1999 in order to build the company’s information infrastructure. In March 1997, the company launched a website to provide company information, sales information, job information, and news updates.

Later, the Information Systems Management Subcommittee was formed and tasked with ensuring that computers were used in a trouble-free, safe, and efficient manner. Accordingly, the company’s computers were connected to the Internet, and an email system was introduced in September 1999.

With the improvement of PCs in the 2000s, Daibiru switched its focus to client–server systems that involved PCs connected to servers via networks. Because the company had already developed an environment for integrating various systems under client–server systems, it switched the general accounting system and sales system over to client–server systems as well.

For the accounting system, a new system went into partial operation in August 2002, and full-scale operation began in October, with the exception of the parts that needed to link to the new sales system. For the sales system, a New Sales System Development Committee was established in November 2001 to define the requirements, and full-scale operation began in December 2002.

In order to promote paperless and more streamlined operations through the further use of the latest technology, a Core System Upgrade Project Team was established in July 2019 to upgrade company systems. The objectives of this team were to improve operational efficiency through systemization of manual work and input centralization, to centralize data through consistent data linkages between systems, and to introduce paperless digital workflows. To implement these changes, the team selected the most useful package system while confirming the wishes of those in the workplace and adopted methods that would enable operational efficiencies by adapting tasks to the selected systems as much as possible. The team introduced new systems one after another—accounting and billing management, construction order acceptance inspections and asset management, budget management, electronic approval, expense reimbursement, and account management. All were operational by July 2022.