Cases

We summarized interviews with prominent professors, startups, government agencies, and other experts to develop a forecast for AI technology. Based on this forecast, we categorized "what AI can do" into short-term, medium-term, and long-term capabilities. Use cases were expanded by mapping the power company's business domain on the vertical axis and "what can be done with AI" on the horizontal axis. These use cases were evaluated for their business impact and incorporated into a roadmap and action plan. We made efforts to advance the realization of near-term use cases.

To protect IT services from cyber threats, we promoted monitoring and system improvements using an attack detection system. We also advanced countermeasures against detected attacks and implemented automation to reduce the workload of monitoring operations.

In the context of the green transformation trend, we were revising the revenue structure of our existing energy business to allocate cash to new energy ventures. We were reassessing the earnings structure across the entire business and promoting cost structure reforms without preserving any sacred cows. On a B/S basis, reviewing assets with poor efficiency, and on a P/L basis, identifying wasteful business expenses. By addressing both B/S and P/L aspects, transforming into a lean business structure that can generate cash stably and efficiently without compromising the value the company provided to customers.

With the recent escalation of cyber threats, traditional perimeter defenses are insufficient, making the transition to a Zero Trust Architecture urgent. Therefore, by integrating network and security functions using SASE (Secure Access Service Edge) and accommodating cloud environments and remote work, we had strengthened security across the entire organization.

We analyzed trends in biofuels for achieving a low-carbon society, focusing on upstream resources such as bio-crude oil and bio-naphtha, as well as downstream resources like SAF biojet. Scenarios for global supply and demand trends up to 2030 were developed, considering regional characteristics, technological advancements, and corporate developments (including optimistic, baseline, and pessimistic scenarios). Based on this analysis, we identified promising areas within the biofuel industry and incorporated them into the mid-term strategy.

To realize the ideal business portfolio, we reorganized and consolidated systems to improve the current management structure. This led to a fundamental cost structure reform that eliminates inefficiencies.

Evaluated the cybersecurity management systems of financial institutions from the perspectives of rules, organization, and countermeasures. Established internal regulations and built specialized organizations such as CSIRT/SOC. Identified vulnerabilities and promoted security measures.

Developed an incident response manual for CSIRT/SOC, the core organization for responding to cybersecurity incidents, based on anticipated cyber attacks. Clarified the efficiency of information gathering required during incident detection, ensured prompt coordination with government and investigative agencies, and established appropriate communication policies for customers. Enhanced response capabilities through training and exercises.

Supported one of Japan's largest energy companies in optimizing the energy supply and demand balance. Provided assistance from both operational and IT perspectives, achieving improvements in overall business efficiency and accuracy.

Formulated the ideal approach for technology-driven plant O&M and developed a roadmap for achieving it, based on the intersection of DX utilization in leading companies and advancements in plant-related technologies.

Planned training for executives to ensure cyber resilience. After the training, analyzed their performance and provided continuing education by evaluating and giving feedback on the effectiveness of their knowledge acquisition and response capabilities.

In the development and operation processes of digital service providers, we introduced a process for implementing security from the planning and requirements definition phases, based on the concept of security by design. We also developed a system to monitor the status of security implementation and established a mechanism for continuous improvement by tracking real-time response capabilities to evolving threats.

In the B2B segment of an electricity retail business, we developed a Tableau dashboard to visualize the cost per customer and the potential range for price increases. By using this dashboard, the company was able to prevent missing out on revenue opportunities. Additionally, we visualized profitability by customer segment to enhance management accuracy. Alongside building the dashboard, we also promoted training, transferring necessary skills from data processing and formatting to analysis. This enabled the company to continuously identify customers with low gross profit margins and implement measures to improve profitability.

To achieve stable and efficient construction procurement, we pursued cost management through the "comprehensive integration of current contracts" and the "enhancement of future contracts." By integrating contracts, promoted reductions in process costs.

By dividing the automotive market into stock and flow segments, we visualized the limited near-term impact of the spread of EVs on the fuel market and formulated a plausible scenario for the future of synthetic fuels.

To advance the construction of a domestic hydrogen supply chain, we supported the identification of supply issues at ports and inland areas and the development of solutions. We proposed a method to reduce initial investment costs by leveraging existing oil transportation infrastructure.

As the fossil fuel market shrinks, the company faced the need to drastically reduce costs in related businesses. In addition to top-down cost reductions, we planned bottom-up cost reduction strategies to foster company-wide momentum. To enable each department to consider measures, we built an analysis platform that visualized all costs related to the business and allowed for analysis from various angles, such as by department, product, and business partner. By also providing user education, we fostered an environment where each department could autonomously analyze and plan measures.

We organized material costs, manufacturing costs, and transportation costs for each product and estimated the cost price for each product. By applying this to the minimum discount amount during negotiations, transformed sales price negotiations into more strategic discussions.

We provided end-to-end support, from planning a program to develop core talent committed to management and capable of overseeing new business initiatives, to evaluating the environment necessary for effective new business management. The program included defining criteria for identifying core talent candidates, establishing a monitoring policy to develop these candidates into true core talent, and creating a system to support the core talent in their roles. Additionally, we implemented a business assessment function to ensure that the developed core talent could effectively manage new business initiatives.

For a client whose IT department’s role had previously been limited to improving business efficiency, we assisted in evaluating the optimal organizational structure for accelerating aggressive DX initiatives. Divided the department into offensive and defensive units, with the offensive unit’s mission focused on leveraging digital technology to transform and create new business models, and the defensive unit’s mission centered on enhancing and streamlining business operations using digital technology. We supported the overall organizational design by formulating KGIs and KPIs aligned with each unit’s mission and defining the appropriate personnel.

We designed and implemented a training program aimed at developing DX talent and addressing real-world business challenges to promote DX at a major energy company. We trained over 250 DX professionals annually, accelerating DX initiatives.

To establish a market advantage, we planned and developed new services utilizing VR technology. By repurposing the innovative VR technology identified to our existing business, we created synergies and enhanced our competitiveness.

Using AI and process mining, we were fundamentally overhauling our business processes. For non-core operations, we had achieved cost benefits that surpass those of BPO. In core operations, we were outperforming competitors in both speed and quality.

We assessed the market situation and conducted needs surveys of both creators and client companies. By extracting insights from the voices of creators, we developed a business model with high growth potential.

When planning a new business, we aimed to establish a joint venture with a company that has maintenance capabilities. To evaluate the systems of potential partner companies, we conducted IT due diligence, examining system code and settings.

Looking ahead to the 6G era in 2030, we were developing a concept for a next-generation communication infrastructure centered on human augmentation technology. Through discussions with domestic and international experts, we had formulated an action plan for social implementation.

We modernized the research and development support systems across 14 locations nationwide simultaneously. We quickly built consensus with various stakeholders and completed the project in less time than initially planned. This contributed to national defense, where every moment is critical.

We provided comprehensive support to clients aiming to create new value through "Kotozukuri," from new business planning to system development. In this process, led the development of an AI-based driving diagnostic system.

We quantified the revenue impact of service quality. Proposed digital measures to enhance areas causing revenue decline and validated the effectiveness of these measures through surveys and other methods, translating them into a concrete vision of CX.

Based on the trends in the V2X market, we created a To-Be model that took into account the utilization of customer assets and the complementation of insufficient capabilities. In areas where a launch was possible in the near future, we designed a detailed model including operational aspects.