Financial and business continuity measures in response to COVID-19
First written in FY2020. 3 of 6 entries say "Restated". Latest entry: FY2022.
Fukuoka Financial Group moved to the "Worse" side of this theme in 2022.
1 other company's latest entry also says "Reframed".
- FY2022ReframedAnnual report
「For corporate clients, we will provide support not only for cash-flow management but also for a range of management issues, including business strategy development, M&A and business succession. For individual customers, we will strengthen consulting focused on asset building and life planning while making use of remote channels.」
The company has expanded its response to COVID-19 beyond cash-flow support and business continuity to support for corporate management issues, individual asset building and the use of remote channels. - FY2021AdvancedAnnual report
「For corporate clients, we will provide support not only for cash-flow management but also for a range of management issues, including business strategy development, M&A and business succession. For individual customers, we will strengthen consulting focused on asset building and life planning while making use of remote channels.」
As part of its response to COVID-19, the company has expanded its support from cash-flow management to business strategy, M&A and business succession, and for individuals has outlined support for asset building and life planning using remote channels. - FY2021-Q3RestatedAnnual report
「In fiscal 2020, based on the realization of a virtuous cycle between contributing to regional economic development and enhancing FFG's corporate value, which is set out as the basic policy of this plan, we will pursue various strategies and initiatives by positioning business transformation, establishment of a new investment trust business, Minna Bank, and the merger of The Shinkin Bank and The Eighteenth Bank as the most important strategies, and adding the response to the COVID-19 pandemic, an immediate top priority.」
The company continues to incorporate its response to COVID-19 into its plan as the most important immediate priority for fiscal 2020. - FY2021-Q2RestatedAnnual report
「In fiscal 2020, based on the realization of a virtuous cycle between contributing to regional economic development and enhancing FFG's corporate value, which is set out as the basic policy of this plan, we will pursue various strategies and initiatives by positioning business transformation, establishment of a new investment trust business, Minna Bank, and the merger of The Shinkin Bank and The Eighteenth Bank as the most important strategies, and adding the response to the COVID-19 pandemic, an immediate top priority.」
The company continues to incorporate its response to COVID-19 into its plan as the most important immediate priority for fiscal 2020. - FY2021-Q1RestatedAnnual report
「In fiscal 2020, based on the realization of a virtuous cycle between contributing to regional economic development and enhancing FFG's corporate value, which is set out as the basic policy of this plan, we will pursue various strategies and initiatives by positioning business transformation, establishment of a new investment trust business, Minna Bank, and the merger of The Shinkin Bank and The Eighteenth Bank as the most important strategies, and adding the response to the COVID-19 pandemic, an immediate top priority.」
The company continues to incorporate its response to COVID-19 into its plan as the most important immediate priority for fiscal 2020. - FY2020First statedAnnual report
「We will work to provide rapid and sufficient funding and facilitate finance, including preventive financing, not only to clients already affected but also to those who may be affected in the future. To reduce infection risks, in addition to staggered working hours and teleworking, we are separating essential head-office functions for business continuity, including lending, administrative operations and systems, from other departments.」
For fiscal 2020, the company identified funding for clients, financial facilitation, teleworking, staggered shifts and the separation of critical departments as measures in response to COVID-19.