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Business And Finance
Strategic Planning Priorities and Goals
Aligned With the Aims of the N2025
Business and Finance (B&F) initiated a Strategic Planning and Inclusive Excellence Roadmap process in Summer of 2019 with an end goal of identifying Business and Finance Strategic Priorities that are aligned with the goals and priorities of the university by the Fall of 2021. The major milestones and inputs of this process included: A Climate Survey conducted across all B&F departments; B&F leaders held workshops using data from climate survey, N2025 draft and Diversity and Inclusion Special Report to establish a common set of Values and Principles for Business and Finance ; B&F staff conducted department promise workshops to set departmental level Customer Service Strategies ; B&F leaders began a Diversity and Inclusive Excellence (D&IE) education series hosted by the Office of Diversity and Inclusion, and established an Inclusive Excellence Statement for Business and Finance ; B&F leaders established a Business and Finance Strategic Plan that includes priorities that directly align with the goals of the university and support the Principles and Values of Business and Finance.
- Business & Finance Climate Survey Summer 2019
- University 2025 Goals & Inclusive Excellence Fall 2019
- Business & Finance Principles and Values Winter 2019
- Department Promise Workshops Spring 2020
- D&IE Education Series Begins and IE Statement Development Winter 2020
- Business & Finance Strategic Priorities Spring 2021
What follows are the overarching Strategic Priorities within Business and Finance that integrate the Aims of the N2025 Strategic Plan . In addition to this plan, each individual department manages additional strategic priorities of their specific operations.
B&F Goal: By providing a safe, smart, and reliable environment for learning and research in world-class facilities, we deliver innovative opportunities that are customer-focused and strategic to help enrich the student experience.
Smart and healthy buildings.
- Department(s) Responsible: Operational Technologies (OT) & Building Systems Maintenance (BSM)
- Key Objectives/Strategies/Outcomes: Productive, Smart Buildings (PSB) framework is being supported by APPA at the full organization scale with participation from multiple peer institutions and UNL as the primary institution on the development committee. Determining the PSB evaluation metrics has been completed, and refinement of facility assessment tools and scoring methods is on track for completion at the end of July. The assessment benchmarking and dashboarding tools will be integrated as an APPA product (free to use for members) and are targeted to be completed at the end of the summer. UNL expects to complete PSB assessments by December 2022, along with additional supporting analytics/dashboards. Our current efforts to convert pneumatic building controls to intelligent digital controls are ongoing and expected to be completed by FY25. Updated 6-13-2022
Next Generation Building Automation System
- Department(s) Responsible: Operational Technologies (OT) & Building Systems Maintenance (BSM)
- Key Objectives/Strategies/Outcomes: OT and BSM will leverage students to develop approachable and competitive services, provide unique learning opportunities, use data to support operations, and partner with industry leaders to bring cutting-edge strategies to the UNL campus as well as improve services (networking, scheduling and security) and reduce costs by implementing an open protocol building automation system (software implementation has begun with the capatability layer deployed to all buildings by July 1, 2022, complete deployment FY24), harnessing data analytics, and integrating automation with broader campus infrastructure. Updated 6-13-2022
Expand Landscape Services Student Internship Program
- Department(s) Responsible: Landscape Services and Waste Management (LSWM)
- Key Objectives/Strategies/Outcomes: LSWM will provide opportunities for UNL students to become lifelong learners and contributors to the sustainability workforce in Nebraska and the world by adding internships (FY21), designing projects and timelines, and helping students meet their development goals.
Sustainability Learning Lab Program
- Department(s) Responsible: Office of Sustainability
- Key Objectives/Strategies/Outcomes: By identifying key facilities personnel to find pathways to connect to UNL sustainability master plan goals, and establishing partnerships with Academic Affairs and Student Affairs, the Office of Sustainability will establish a sustainability program (FY23) to provide learning opportunities for students within the campus physical environment to accomplish sustainability master plan objectives.
License Plate Recognition and Occupancy System
- Department(s) Responsible: Parking and Transit Services
- Key Objectives/Strategies/Outcomes: Parking and Transit Services will innovate by replacing the current parking permit and enforcement management system with a license plate recognition system (FY22, completed), creating a virtual permit using the customer’s vehicle license plate (eliminating standing in lines and reducing customer permit order time, UNL Today story ) and implementing a campus wide occupancy system for parking lots (FY24) by studying and investing in technology that enhances space management, customer experience and service delivery. Updated 7-7-22
Parking Lot Infrastructure and Safety Enhancements
- Key Objectives/Strategies/Outcomes: Parking and Transit Services will replace 50 surface lot lighting poles and fixtures annually (completed for FY21), renovate aging surface parking lots, implement storm water strategies for 10 parking areas annually, and add an electric vehicle charging station to create a safe, sustainably accountable environment (FY23 and ongoing) by investing in an infrastructure plan (FY22) to enhance safety as well as updating environmental responsibilities. (ongoing) Updated 5-20-2022
Enhance Parking and Transit Services Customer Experience
- Key Objectives/Strategies/Outcomes: Parking and Transit Services will expand and modify key services to enhance customer parking experiences by identifying and implementing additional parking permit and hourly locations to serve campus parkers, and maximize parking space utilization by identifying alternative locations for users in underutilized garage spaces and surface lots using expanded customer data by expanding the use of existing data sets (FY23) and adding new data sets to the data warehouse (FY22) to develop predictive models (FY23).
Increased Participation in Student Programs and Outreach Opportunities
- Department(s) Responsible: Student Accounts
- Key Objectives/Strategies/Outcomes: Student Accounts will develop training and outreach opportunities for students in order to teach and promote financial responsibility for their long-term financial health and well-being by updating communications to strategically increase effectiveness and participation (FY22 and ongoing).
Back to the Full List of Goals
B&F Goal: By reimagining and designing new systems and processes, we will empower the campus community to make informed, efficient decisions that enhance UNL’s trajectory as a leading Research university.
Incentive-based budget implementation.
- Department(s) Responsible: University Budget
- Key Objectives/Strategies/Outcomes: University Budget will create an integrated data structure to allow for campus-wide analysis and decision support. In collaboration with campus stakeholders, they will also support an IBB governance structure with necessary planning, process and reporting tools for successful implementation and operation by designing an incentive-based resource allocation budget model (IBB) that is simple, transparent, and adaptive to the University’s evolving strategic missions. (ongoing) Updated 2-21-23.
Improve Business Process Efficiencies through Software solutions
- Department(s) Responsible: Business Systems
- Key Objectives/Strategies/Outcomes: Business Systems will increase the promotion of efficiencies across campus, empower data-driven decisions and streamline business center processes reducing those that are paper-based (ongoing) by utilizing current software to analyze data to support the IBB implementation (FY22, completed) and implementing electronic forms using Frevvo for various business functions across campus. (ongoing) Updated 4-20-22
Service Delivery Initiative
- Key Objectives/Strategies/Outcomes: Business Systems will provide better customer service, enhanced career growth opportunities, improved compliance, increased accountability, increased data governance, and consistent/accurate data entry by transitioning from generalist staff within each college who conduct administrative and business operations, to specialized business centers that will support several colleges or departments, staffed by people who bring a deep knowledge in a certain area or process, enhanced use of technology, reorganization of workflow, and effective use of metrics to guide day-to-day work efforts. Learn more on the SDI site . (ongoing)
B&F Goal: By increasing collaboration across the city, NU System, state, country and the world, we will form even stronger and more diverse partnerships.
Increase collaboration with city of lincoln to improve waste diversion, start recycling pilot project.
- Department(s) Responsible: Landscape Services and Waste Management (LSWM), Custodial, Recycling, Office of Sustainability
- Key Objectives/Strategies/Outcomes: By improving the ability to identify recycling procedures, outcomes, and determining what items within the waste system can be recycled, LSWM will engage with LPS and the City of Lincoln to better understand and improve waste diversion for the good of the community. As part of this priority, a Recycling Pilot Project began operating in eight pilot buildings on city and east campuses in FY21. All participating buildings utilized custom Clean River Transition TIM waste stations to provide clarity on materials accepted for recycling on campus. Through the alignment of containers and collection processes, the pilot project successfully revealed trends of decreasing overall landfill waste being generated on campus and fewer recyclables being incorrectly placed into the landfill stream, and reduced contamination within recycling streams. Based on the success of the pilot project, the Chancellor and Executive Leadership Team approved the development of a phased implementation plan to establish the tenets of the pilot project as the campus-wide recycling standard, now referred to as the All in the Hall recycling program. The All in the Hall program has been implemented in 29 campus buildings as of the start of the Spring 2023 semester, with plans for additional phased implementation during summer 2023. Updated 2-3-23
Increase collaboration with NU Campuses
- Department(s) Responsible: Business Systems, Emergency Preparedness and Security
- Key Objectives/Strategies/Outcomes: By expanding the relational network of experts across all NU campuses and working together on initiatives such as Procure-to-Pay , the Business Systems and Emergency Preparedness and Security teams will collaborate with community and industry partners to gather and regularly learn new software and systems (ongoing) to standardize and create consistent policies and best-practice procedures across the NU system. The multi-campus collaboration (FY24) will also create new workshops/conferences, data experts group meeting (FY22), establish SDI Governance Groups (completed) and a budget/analyst group (FY23). Updated 4-20-22
Diversify community, industry and global partnerships with the public sector
- Department(s) Responsible: Custodial Services, Inventory and Key Shop, Moving Services and Asset Management, Print, Copy, Mail and Distribution Services, Fleet Management
- Key Objectives/Strategies/Outcomes: The departments of Custodial Services, Inventory and Key Shop, Moving Services and Asset Management, Print, Copy, Mail and Distribution Services, and Fleet Management will be intentional about broadening engagement to control costs and add value to the community as a whole (FY22) by focusing on diversity with every partnership.
B&F Goal: By creating an inviting, inclusive community of respect, kindness, and encouragement, we will spark our imagination through diverse ideas and open exchange. We are committed to diversity, inclusion and equity as a purposeful and conscious fabric of our daily existence and will demonstrate a welcoming and engaging workplace culture centered on civility, respect and understanding.
Implement app-based incident reporting on campus .
- Department(s) Responsible: Office of the Vice Chancellor for Business and Finance
- Key Objectives/Strategies/Outcomes: By analyzing/researching the existing TIPs incident reporting system (FY20), the VCBF Office will create (FY21, completed), test (FY21, completed) and implement (FY21, completed) an app-based Incident Reporting System with an efficient and streamlined user interface called UNL Report . UNL Report will “go live” (FY22, completed) and be promoted continually to the campus community (FY22, Ongoing). Updated 5-20-22
Infuse diversity and inclusion principles in the physical campus environment through the current campus master plan update
- Department(s) Responsible: Campus Planning
- Key Objectives/Strategies/Outcomes: Campus Planning will identify specific inclusion principals and strategies to set diversity and inclusion as a key priority and initiative within the campus master plan update (FY21-22) by identifying how other campus communities are infusing diversity and inclusion into the physical campus environment (through research of various professional organizations and networks).
Incorporate Diversity and Inclusion Initiative in Staff Evaluations and Professional Development Training
- Department(s) Responsible: Human Resources
- Key Objectives/Strategies/Outcomes: Human Resources will create a systemic way to evaluate the campus climate and embed inclusive excellence and development into our systems (FY22, completed) by updating the Human Resources performance evaluation template and through professional development and communication to include Diversity and Inclusion Initiatives (Ongoing).
Review and Update Translation and Special Needs Services for EAP
- Department(s) Responsible: Employee Assistance Program
- Key Objectives/Strategies/Outcomes: The Employee Assistance Program will communicate more effectively with customers with English as a second language or special needs by identifying two new translation resources and completion of forms in 1-3 new languages (FY22, 3 completed: Spanish , Arabic , Mandarin Chinese ) by exploring translation and special needs services that are currently being used on campus and further exploration into translation and service providers in Lincoln. (Completed) Updated 7-7-22
Enhance Diversity and Inclusion efforts in recruiting
- Department(s) Responsible: Employee Relations and Compensation
- Key Objectives/Strategies/Outcomes: Human Resources will enhance recruitment during FY23-FY24 by: implementing campus usage of recruitment tools and resources: LinkedIn; expanding participation in external recruitment fairs; creating and hosting University recruitment fairs opportunities; developing relationships with HBCU’s and other diverse universities to create pathways for graduates to be informed of U of Nebraska as an employer; partnering with DEI to explore additional resources and opportunities for recruitment strategies. Updated 10-25-22
Implement Stay and Exit Interviews
- Key Objectives/Strategies/Outcomes: Employee Relations and Compensation will build trust, measure engagement and job satisfaction, and intentionally seek feedback about how to be a better, more diverse, and inclusive employer by creating and implementing a stay/exit interview process (Completed). Updated 10-25-22
- Department(s) Responsible: University Police
- Key Objectives/Strategies/Outcomes: By assessing current initiatives and level of engagement (FY21, ongoing), University Police will enlist a diverse pool of campus members to provide input regarding police engagement, identify specific populations and campus units with which engagement has been previously lacking and develop initiatives to improve engagement. This will also allow University Police to extend communication and collaborative partnerships to additional campus units and restart officer engagements with Residence Life to enhance student safety experiences (FY21, ongoing). It will also allow the ability to institute the Procedural Justice philosophy (Fairness in process, Transparency in actions, Opportunities for voice, Impartiality in decision making) into interactions with the campus and larger community, including video reviews to evaluate police/citizen contacts. (FY22, completed). Updated 4-20-22
Commitment to Diversity, Inclusion and Equity
- Department(s) Responsible: All departments in Business and Finance
- Key Objectives/Strategies/Outcomes: Each department within Business and Finance has committed itself to prioritizing diversity, inclusion, and equity, within their departmental strategic plans. Some of these departmental efforts include: Increasing diversity and inclusion training for staff, fostering a supportive work environment, demonstrating inclusiveness, leveraging campus resources to expand inclusive excellence and diversity, expanding campus outreach and recruitment with a focus on diversity, and exploring new opportunities to engage in campus communities of diverse backgrounds.
B&F Goal: By actively seeking to enhance individual and team capabilities and looking at each day as an opportunity to demonstrate our commitment to delivering value, we believe in the team by valuing the unique strengths and abilities of individuals.
Professional development of staff.
- Key Objectives/Strategies/Outcomes: Each department within Business and Finance has committed itself to prioritizing the professional growth of their team members within their departmental strategic plans. Some of these departmental efforts include: Creating a formalized structure to invest and instill professional development within the department, increasing diversity and inclusion training for staff, fostering career development and self-leadership for all department members, creating a career advancement program, developing a culture of participative decision-making, enhancing employee development and training, developing and implementing career paths for each work group, engaging in Clifton Strengths Training to promote team success, enhancing staff development and department agility, prioritizing staff growth and development, supporting staff through professional development, and career planning and improved performance management.
B&F Goal: Our plan adds "Aim 7", which builds on the “Responsible Stewardship of Resources” section in the N2025 plan. We see this added Aim as an essential component of our operation and Strategic Planning efforts. In response to this Aim, we will strive to be organizationally and operationally efficient and effective, commit to maximizing our value to meet the mission of the university, invest in physical and technological infrastructure, and be committed to sustainability in every department.
Enhanced delivery of services, communications, and collaborations with stakeholders.
- Department(s) Responsible: Environmental Health and Safety (EHS)
- Key Objectives/Strategies/Outcomes: Environmental Health and Safety will expand use of technology to facilitate campus stakeholders access to EHS services and data, and support EHS resource allocation and planning (FY22-24), thereby strengthening EHS communication and collaboration with faculty and staff, and aligning EHS programmatic actions to support the broader University mission and identified grand challenges by organizing in a manner that best supports campus needs, maximizes efficiency and provides long-term stability (FY22-23, completed). Updated 4-20-22
Implementation of Business and Finance Business Center
- Department(s) Responsible: Business and Finance (BF) Business Center
- Key Objectives/Strategies/Outcomes: The BF Business Center team will create areas of expertise, build a framework for continuous service and process improvement, provide training and development ( developed new hire paperwork manual and electronic new hire paperwork forms FY23, completed) as well as service agreements with customers (FY23), and establish a qualitative and quantitative scorecard to measure performance and improvement for business operations by combining and integrating the Business and Finance business offices into a single business center (FY22, completed). B&F Business Center Website (completed) Updated 3-10-23
Improve the Viability of the NCard Program
- Department(s) Responsible: NCard Office
- Key Objectives/Strategies/Outcomes: The NCard Office will hire a program manager (FY23), research options and opportunities, develop and implement a marketing strategy to promote the program (FY24), create engagement proposals with academic deans (FY24) and establish campus partnerships (FY25-26), all in an effort to improve the viability of the NCard program on campus through intentional engagement with the UNL academic community.
Review of Human Resource policies to identify opportunities for increased efficiencies
- Department(s) Responsible: Human Resources (HR)
- Key Objectives/Strategies/Outcomes: Human Resources will assist Nebraska Business Information Systems (NeBIS) with creating an electronic new hire document portal (FY25), create electronic payroll forms and utilize newly created business centers (FY23) to focus training of personnel to improve payroll processing (SDI) by reviewing processes to improve efficiencies and streamline procedures with a focus on electronic processes for gathering of information and storage of documents as well as partnership and support of the Service Delivery Initiative (SDI). Future projects include assisting NeBIS with implementation of a new ESS (Employee Self Service) time clock system. Updated 9-2-22
Improved communication (Internally and Externally) from Human Resources
- Key Objectives/Strategies/Outcomes: Human Resources will address the climate survey at HR meetings (including holding weekly staff and one-on-one meetings) (Ongoing), create formal links from UNL HR to unit HR partners (Monthly meetings are held), and explore an additional formal communication system for faculty, staff, and students regarding HR issues (FY22-23, Ongoing) by creating additional opportunities for campus stakeholders to connect and discuss HR strategy and operations with HR staff members (1-1 meetings with AVC), expanding external communications to HR partners and being more transparent and effective with external communications to the UNL campus. Updated 10-25-22
- Department(s) Responsible: Automation and Energy Management (AEM) & Business Systems Maintenance (BSM)
- Key Objectives/Strategies/Outcomes: By building energy benchmarking, integrating sustainability goals set forth by the Environment, Sustainability and Resilience Master Plan into campus design guidelines (FY22-23), and developing a list of “shovel-ready” energy projects, AEM and BSM will attain a common method to identify Energy Use Intensity (EUI) of every building on campus including identifying a baseline EUI of each building per ASHRAE standard 100. Additionally, AEM and BSM will develop a dashboard/visualization report identifying the differential between current EUI and the target EUI to help identify and prioritize campus energy projects (FY22), integrate specific items into the campus design guidelines, and develop quantifiable progress on a project list (to attain $2-to-5 million worth of projects) to begin work as soon as funding is available. Updated 4-13-2022
Establish KPIs and Goals in regard to utility use to inform decision making
- Department(s) Responsible: Utility Services
- Key Objectives/Strategies/Outcomes: Utility Services will combine advanced analysis of operational data with stakeholder feedback through an annual survey to drive decision making and provide safe and reliable utility production and distribution (Ongoing) by defining key performance indicators and benchmarking of existing performance (FY23), creating targets for improvement (using goals to prioritize future repairs or upgrades) and communicating/publishing results (FY22-23).
Develop sustainability training video for Business and Finance and Campus Stakeholders
- Key Objectives/Strategies/Outcomes: The Office of Sustainability, in partnership with UNL Communications, will create a digital sustainability engagement and training resource to promote a culture of sustainability for Business and Finance and campus stakeholders (FY23) by researching and identifying key training topics through meetings with department leaders and experts, and identifying best practices in sustainability (FY23). Updated 6-30-22
Implementation of SAP Accounts Receivable Module
- Department(s) Responsible: Accounting
- Key Objectives/Strategies/Outcomes: By seeking input from department users to understand their needs, gaining input from other functional offices, identifying the project phases, ideal workflow, system capabilities through collaborations (with University of Nebraska Office of the President, other campuses and NeBIS through weekly meetings on a focused topic), and developing process documentation, Accounting will identify a campus business partner who can provide sample data and test the system, provide training for the end users and offer ongoing support, and implement a timely outlay of the SAP Accounts Receivable Module (FY23-24). Currently, accounts receivable tracking is done at the department level and submitted to Accounting to be recorded in SAP once a year (year-end). Implementing the module will allow the University to understand who owes the University money, how much, and improve the accuracy of the financial reporting. The module will also give departments an automated option to replace previous paper/Excel tracking methods, thus becoming more efficient. Updated 9-12-22
Refine credit card processes and PCI compliance to fully utilize available technologies and create efficiencies
- Department(s) Responsible: Bursar
- Key Objectives/Strategies/Outcomes: The Bursar Office will refine the credit card process and PCI compliance to fully utilize available technologies, thereby eliminating multiple systems performing the same functions thus reducing the burden of PCI compliance, creating efficiencies and saving resources (FY23) by preparing and reviewing a list of credit card software that departments on campus are currently using and identifying a preferred solution for the entire campus, updating the UNL PCI (Payment Card Industry) compliance website for current processing options and preferred solutions, and coordinating the transition to the new systems.
Educate Functional Offices on Campus on the strategic use of data, reporting, technical resources, and systems
- Key Objectives/Strategies/Outcomes: By reviewing and restricting access to sensitive data by reducing SAP licenses (FY23) and adapting training materials for the new operational structures on campus, Business Systems will develop educational materials for training (FY24), and create Ask the Expert Sessions for various data solutions (FY25, Ongoing), including BI, Tableau, PAF Toolbox and Financial Toolbox. Updated 6-23-22
Increase collaboration between Student Accounts and campus partners to improve reporting
- Key Objectives/Strategies/Outcomes: Student Accounts will fulfill data requests timely and fully and track volumes and lead times annually, and deliver on its commitment to diversity training, professional development, and financial responsibility training (Ongoing, All Student Accounts Staff have completed the following trainings: Title IX, FERPA, Red Flag, GLBA, Dealing with Difficult Customers) by improving and updating existing training materials, using external resources to stay up to date on changes to policy and laws, developing collaboration opportunities, meeting regularly to discuss needs and ideas, and developing needed skills to manage data requests. Updated 5-20-22
Create a planning resource document that fuses priorities across individual unit planning documents
- Key Objectives/Strategies/Outcomes: Campus Planning will create a central document highlighting key elements of each Business and Finance units and auxiliaries plan as a single “quick” resource to show where overlaps, gaps, and priorities occur and where efficiencies in resources can be achieved (FY23) by identifying and analyzing current planning documents for various Business and Finance units and auxiliaries to zone-in on key elements/projects/strategies.
Submit for and attain a Gold rating from the Association for the Advancement of Sustainability in Higher Education’s (AASHE) Sustainability Tracking, Assessment and Rating System (STARS)
- Key Objectives/Strategies/Outcomes: Office of Sustainability collected data and developed a submission for the AASHE STARS v2.2 rating system (FY23), with the intention of attaining a Gold rating. With an updated rating from AASHE, UNL's commitment to sustainability will be recognized as competitive among Big Ten, national, and international peers (potentially leading to increased national sustainability recognition, ranking, and student recruitment opportunity) and drive further sustainability progress at UNL through increased visibility and infusion within the campus culture. Updated 2-17-23
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Compare our finance plans, including hire purchase and leasing, and find the plan that’s right for you.
Ford acquire, ford options cashplan, ford personal contract hire.
A type of hire purchase (sometimes called Personal Contract Purchase) where your monthly payment is lower when compared to a Ford Acquire agreement of the same length and deposit.
Take a look at the video below to see how Ford Options works. You can find more information here.
HOW IT WORKS
- Deposit : This is deducted from the price of the car
- Monthly Payments : Calculated by deducting the Deposit and Optional Final payment from the price of the car. The balance, plus any interest and fees is then split into equal monthly payments depending on the length of your agreement.
- Optional Final Payment : also deducted from the price of the car and is due at the end of your agreement. It is the anticipated future value of your car assuming its mileage and condition is as agreed when you signed your agreement.
You have three options at the end of your agreement:
Renew Choose another car
Your chance to drive another new Ford Car. You can trade your old car in or sell it privately. Once you’ve fully settled your account (including the Optional Final Payment) any money left may be used as deposit for your new Ford Car.
Return Hand the car back
Assuming all monthly payments have been made, you’ll have nothing further to pay, providing the car is in good condition and the agreed mileage hasn’t been exceeded.
Retain Keep the car
If you decide to keep the car, assuming all monthly payments have been made, you just need to pay the Optional Final Payment plus the purchase fee and it’s yours to drive away.
Finance subject to status. Freepost Ford Credit.
Visit ford.co.uk to configure your new Ford car or visit your nearest Dealer
Once you have chosen the vehicle you want to buy then you will need to make a few decisions about your:
- Agreement length – choose from 24 or 36 months
- Anticipated annual mileage
- The amount of the deposit you wish to pay (Maximum deposit of 35%)
Your monthly payment can then be calculated
The car is yours at the end of the agreement assuming all payments plus the purchase fee have been made.
Pay a deposit followed by monthly payments - you own the car at the end of the agreement.
Take a look at the video to see how it works or find more information here .
- Deposit : Your deposit is deducted from the price of the car
- Monthly Payments : The balance plus any interest and fees is divided in to equal monthly payments depending on the length of your agreement.
- Agreement length – choose from 24 to 48 months
- Deposit - the amount you,ve chosen to pay upfront
Just an advance payment and an Optional Final Payment. No monthly payments to make.
- Advance Payment : This is the difference between the purchase price of the car and the Optional Final Payment and includes any interest charges and the Facility Fee. This is paid up front
- Optional Final Payment : This is due at the end of your agreement. It is the anticipated future value of your car assuming its mileage and condition is as agreed when you signed your agreement.
You’ll have nothing further to pay, providing the car is in good condition and the agreed mileage hasn’t been exceeded.
If you decide to keep the car, assuming all payments have been made, you just need to pay the optional final payment plus the purchase fee and it’s yours to drive away.
- Your anticipated annual mileage
Your dealer will then calculate your Advance Payment
No vehicle ownership - you hand the vehicle back at the end of the agreement. Take a look at the video to see how it works or find more information here.
An advance rental followed by fixed monthly rentals. The vehicle is returned at the end of the agreement.*
- You pay an advance rental and then fixed monthly rentals.
- Your road fund licence is included for the duration of the agreement.
- At the end of the agreement you return the car to Ford Lease*
There are no part exchange or disposal issues.
At the end of the agreement you simply return the vehicle to us*
Your Dealer can discuss your new car requirements and provide you with a new quote for Ford Personal Contract Hire.
If you are interested then take out a new agreement and collect the latest model.
Finance subject to status. Guarantees and Indemnities may be required. Ford Personal Contract Hire is provided by ALD Automotive Ltd trading as Ford Lease BS16 3JA.
- Agreement length - between 24 and 48 months
- Maintenance - talk to your Dealer if you are interested in adding one of our maintenance plans (at additional cost)
- Annual mileage - additional charges will apply if you exceed this
- Advance rental - how many would you like to put down?
Your Dealer will then provide you with an instant quotation showing your Advance Rental and Monthly Rentals
FIND YOUR PERSONAL FINANCE PLAN
Compare our personal car leasing and finance options to find a car payment plan that may suit you.
View Business Finance Plans
^ Subject to all payments (including Purchase Fee) being paid.
OTHER FINANCE PLANS
We offer a range of finance plans for business cars and commercial vehicles, as well as complete funding and management solutions for large fleets.
FINANCE FOR MY BUSINESS
Choose from a range of business vehicle finance options for cars and commercial vehicles. Designed to simplify the process of getting your business on the road.
Business Vehicle Finance
FINANCE FOR MY FLEET
Looking for fleet funding? Ford Fleet Management is our one-stop-shop for bespoke fleet management and funding solutions.
Ford Fleet Management
Ford Credit is a trading style of FCE Bank plc. Registered in England: No 772784. Registered Office: FCE Bank plc, Arterial Road, Laindon, Essex, SS15 6EE. FCE Bank plc is authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority under firm reference number 204469.
† Ford Options is a hire purchase agreement with an Optional Final Payment due at the end. Your deposit (maximum 35%) and the Optional Final Payment are deducted from the price of the car. The balance plus interest is then split into equal monthly instalments depending on the length of your agreement. As Ford Options is a mileage based agreement, it is important that your anticipated mileage is reflected correctly as it cannot be changed mid-contract.
*Ford Personal Contract Hire is provided by ALD Automotive Ltd, trading as Ford Lease, Oakwood Drive, Emersons Green, Bristol, BS16 7LB. ALD Automotive Ltd is registered in England no. 987418. Finance subject to status. Guarantees and indemnities may be required. ALD Automotive Ltd and FCE Bank plc are authorised and regulated by the Financial Conduct Authority.
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Imagery and information shown throughout this website may not reflect latest UK specifications, colours may vary, options and/or accessories may be featured at additional cost and locations and vehicles used may be outside of the UK. Ford policy is one of continuous product development. The right is reserved to change specifications, colours of the models and items illustrated and described on this website at any time. ⁰ The identified dealer fitted accessories are carefully selected third party supplier branded accessories and may have different warranty conditions, the details of which can be obtained from your Ford Dealer. Dealer fitted accessories are fitted after registration and could have an impact on your vehicle’s fuel consumption. The Combined Fuel Consumption and Combined CO 2 Emissions (WLTP) figures do not include dealer fitted accessories.
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- Running a business
- Finance, accounting and profit
Business finance essentials
Plan your business finances.
- Plan your finances
- Costs to start and run your business
- Accountants, bookkeepers and tax agents
- Business tax requirements
- Record keeping
- Fund your business
- Cash flow, invoices and payments
- Break-even and profit
- Financial statements
- Budgets and forecasts
- Manage risks
- Track your performance
Setting up and managing finances is essential to the success of your small business. You can learn about basic financial processes, planning for good financial management and discover what financial policies you need to be aware of.
Basic financial requirements
- Work out how much it will cost to set up your business . It is better to overestimate than underestimate.
- Plan how you will fund your business .
- Research other businesses to understand your potential costs by benchmarking your business .
Pricing for products and services
- Research your competitors to find out what they are charging for similar products or services.
- Review competitors' websites and online promotions.
- Learn more about what to charge for your products or services .
Income and profit
- Calculate key figures such as break-even point, gross profit and net profit . This will help you estimate the level of sales you need to cover costs and make a profit.
- Know your potential profitability .
- If you need to borrow money, develop a business plan for your lenders or investors, and a cash flow projection. There will also be lending criteria to follow.
- Estimate how long your business can survive without making a profit. Consider factors such as interest rates and your ability to borrow more money.
- Develop a budget to manage your money until your business starts earning income.
- Engage an accountant, bookkeeper or tax agent to help you prepare cash flow forecasts and develop record-keeping processes .
- Find out about your tax obligations .
Seek professional advice
Work with your accountant or financial adviser for tailored recommendations and advice on how to set up finances for your business type or industry.
There are many banking options available, each with advantages and disadvantages, to suit different types of businesses.
A transaction banking product provides day-to-day banking facilities accessible online.
This option is suitable for a wide range of business types ranging from sole traders to larger companies. Any company that deals with cash or invoices can benefit from a transaction banking product.
Most transaction products will provide:
- cash availability at ATMs
- EFT payments online
- same-day payments
- accounting software linking.
Some products will provide:
- free accounts for limited transactions
- debit cards
- lines of credit
Transaction banking products often have associated fees that increase with increased levels of transactions.
Merchant facilities are the services that allow businesses to accept credit and debit card payments. They include EFTPOS terminals and online banking options.
This option is suitable for any business requiring on-the-spot payments (e.g. retail markets or cafes).
Merchant facilities allow:
- greater flexibility for customers
- contactless payments
- simple or differential rates for different types of card transaction
- different merchant facilities (e.g. EFTPOS terminals, handheld or tablet-based devices).
- can have high costs (often higher if payments are processed online)
- generally do not accept all cards
- may only settle accounts once per day
- rely on internet reliability to operate
- have cost associated with servicing machines.
Debtor finance allows your business to overcome cash-flow issues. These facilities give your business access to a percentage of customer invoice amounts before the customer is due to pay under normal business terms.
This option is suitable for businesses that have long payment terms on their invoices (e.g. 30, 60, or 90 days) or for larger and more established businesses requiring early access to funds.
Debtor facility finance provides businesses with:
- a short-term cash solution
- access to 80% of the value of an invoice within 24 hours
- an online dashboard.
Disadvantages can include:
- only available to businesses that have been trading for at least 12 months
- not all customer invoices are eligible
- cost of service fees.
Credit cards provide businesses with access to a line of credit issued by a bank that must be paid off later.
This option is suitable for businesses that have a short-term need for funds to make purchases while they wait for income.
Business credit cards provide:
- access to a line of credit that a business might otherwise not have
- a period of no interest.
Credit cards will typically have high interest rates after the no interest period. They also come with annual fees.
BPAY is a method of transferring funds online from a bank to a registered biller. The transfers can be one-off or scheduled.
This option is suitable for any business that regularly bills customers or accepts part payments, and for businesses wanting to provide a no fee, no credit card option to customers.
- enables a no fee, no credit card option for customer payments
- allows businesses to choose the timing of their payment
- provides a trusted payment method
- creates unique customer reference numbers and codes for financial reconciliation
- provides a secure platform for electronic funds transfer.
The disadvantages of BPAY include:
- some transfers may be difficult to refund
- transfers may not be immediate
- establishing costs
- transaction fees.
Managing your own finances
You can learn basic skills as a small business owner to give you confidence to manage your own finances. These skills will help you:
- understand accounting basics
- be confident in financial terms
- interpret financial statements
- identify how cash flows through a business
- understand cost of goods sold
- use financial information to make business decisions.
Skills such as budgeting, calculating taxes, setting price points and setting revenue and success rates will give you control over your own financial decisions.
Remember to clearly separate your business finances from your personal finances and accounts.
Putting together a budget can be as simple as creating a spreadsheet. At the end of every month, compare your actual spending to your budget. If it doesn't match, review where your money was spent and make adjustments for next month.
Learn more about budgeting .
Expenses are things you have to pay for to run your business, such as overheads (e.g. rent, electricity) and employee salaries.
Understanding your expenses can save you money when applying for a loan or negotiating deals with suppliers.
Learn about the costs to start and run your business .
Cash flow is how money moves in and out of your business. You can track your cash flow on a simple spreadsheet or in your accounting software. Small businesses starting out may have dramatic changes in income and expenses each month.
Record every purchase, withdrawal, cost and sale in your spreadsheet or accounting software. This will help you understand:
- where your money is going
- your highest expenses
- your most profitable products
- high revenue months or periods
- what an average month looks like.
Learn more about managing your cash flow .
Before borrowing money, compare terms, interest and fees from multiple lenders using an online comparison service or a broker. Read the fine print and understand the loan's limitations and requirements.
Find options for funding your business .
Your personal credit rating can affect your ability to apply for business loans and credit.
Speak to your accountant or financial adviser for more information on managing your credit rating.
Improve your financial knowledge
Grow your financial knowledge to help you better understand how to run your business. You could:
- review and research business books and online resources
- subscribe to finance newspapers, magazines, newsletter and blogs
- listen to business podcasts
- attend business events , including workshops and webinars
- consider enrolling in further training, including vocational education and training or tertiary education
- participate in financial education programs, events or webinars offered by business associations (such as the Business Chamber Queensland ) or professional bodies (such as CPA Australia ).
Use the Queensland Skills Gateway to find available training courses in Queensland.
Financial policies and procedures
Financial policies set out the 'rules' for how you will manage your business's finances. They should reflect the core values and culture of your business.
Clear financial policies and procedures will ensure:
- staff are aware of their obligations
- financial decisions are consistent and reliable
- client or employee disputes are less likely
- professional operating standards are in place.
Types of financial policies and procedures
Your policies and procedures will depend on the nature of your business. Think about your preferences for:
- who you will authorise to complete specific tasks
- cash handling and managing your business's day-to-day finances, such as petty cash and invoicing
- how you will choose and work with new suppliers
- buying and purchasing processes such as stocktake and purchase orders
- overdue invoices or accounts payable (creditors)
- sales and accounts receivable (debtors)
- engaging and managing customers or clients
- processing wages, sick leave and overtime
- business insurance and risk management.
Creating financial policies
Financial policies should:
- align with your business plan and goals
- reflect the values and the culture of your business
- explain why policies have been put in place
- be easily understood by everyone in your business.
Creating financial procedures
Financial procedures set out clear instructions under a policy and should:
- be factual, informative and detailed
- be presented simply using clear instructions and visual supports such as flow charts, images and checklists
- include references and links to forms.
When writing your financial policies and procedures:
- highlight your objectives
- involve your employees in the decisions
- write and review each day, or as you complete tasks, to keep manageable.
- Read about choosing an accountant, bookkeeper or tax agent .
- Find out about the costs to start and run your business .
- Learn more about funding your business .
- Last reviewed: 20 Dec 2021
- Last updated: 23 Mar 2023
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- Business and Management Plan
JFC has formulated the following Business and Management Plan for the period from FY2022 on.
Business and Management Plan（FY2022-2024）
The roles strongly required of JFC as a policy-based financial institution, of which there is renewed awareness as a result of its responses to the COVID-19 pandemic, are to continuously review operations to ensure that they are capable of addressing largescale crises with the premise that such crises may occur in the future and to demonstrate reliable safety net functions under all circumstances.
JFC collaborates with relevant organizations to support business creation and new businesses including the start-up and other companies that will lead the new society in the post-COVID era, promote exports of agricultural, forestry, fishery and food products, and provide strong support in growth strategy areas such as business succession, which is a management issue for many clients. By supporting SMEs, micro/small businesses, and agriculture, forestry, fisheries and food business operators, which function as the foundations of regional economies, JFC is contributing to regional revitalization.
JFC also promotes further digitalization so that it can provide such policy-based financial services broadly and promptly. In addition, JFC will contribute to the achievement of the Sustainable Development Goals (SDGs) in order to create a sustainable society by supporting these types of clients and contributing to communities.
In accordance with this approach, each employee, as a policy-based finance operator, will undertake the following with a sense of mission to demonstrate their roles to connect this policy to its various business endeavors.
First, when performing its safety net functions, JFC will support clients that were affected by the COVID-19 pandemic and steadily and agilely provide support for recovery from and restoration following other natural disaster including earthquakes and typhoons.
Next, JFC will focus its efforts on Strategic Fields of Growth, etc. including start-ups, new business, business revitalization, business succession, social business, overseas expansion, new development of agriculture, forestry, and fisheries business operators, environmental and energy measures, promotion of digital transformation (DX), and support for customers undertaking business restructuring with an eye toward the post-COVID era for the future development of the Japanese economy. Of these, we are responding to the increasing need for business succession by placing particular emphasis on enhancing information collection capabilities and collaborating with relevant organizations to provide effective consulting including matching. With regard to overseas development, we will bolster support for overseas expansion and export growth.
Furthermore, in order to contribute to regional revitalization, JFC carefully ascertains the circumstances surrounding regions and businesses, taking into consideration the changes in the business environment during the COVID-19 crisis in particular, and adopts a bird's eye perspective of regions to work together in order to solve their problems. In doing so, we will perform our function of connecting the various relevant organizations while using our nationwide network of 152 branches to utilize the unique characteristics of the JFC and promote further collaboration with local communities.
Also, given the significance of the policy finance function, we are working to perform an appropriate risk-taking function, and to provide high-quality services by focusing on demonstrating our consulting functions and our policy recommendation abilities, as well as consistently promoting publicity activities.
In carrying out our affairs, we will follow the principle of "doing ordinary tasks with excellence" while maintaining a high level of awareness of compliance and steadily and appropriately building on each individual task. In addition, taking a bottom-up approach to management as our motto, we aim to gain an accurate understanding of customer and regional needs, respond empathetically, and become a more familiar and reliable presence. To this end, we are working to reinforce our nationwide network of 152 branches. In particular, the integrated branch office manager will continue endeavoring to fulfill the role of the cornerstone of the network. Furthermore, in order to reinforce policy-based finance functions, taking into consideration responses to the COVID-19 crisis, we will address organizational operations by reinforcing organizational response capabilities by securing personnel and taking other measures during emergencies, promoting further digitalization, and undertaking measures to carry out proposals made from an on-site perspective to continuously streamline administration including abolishing unnecessary procedures and raise the efficiency of operations. When carrying out IT strategies, we will deeply analyze the trends of digitalization of private financial institutions, select the methods most suitable for JFC. We will also address human resource development and utilization and promote diversity by creating rewarding workplaces where employees can maximize their abilities through measures such as telework and staggered commuting times.
Business Operation Plans
1.respond carefully to the needs for safety net services, provide a stable supply of funds, and collaborate with private financial institutions.
- (1) Support clients affected by the COVID-19 Crisis.
- A. Respond in a supportive manner to loan, repayment and other inquiries from clients affected by the COVID-19 crisis.
- (a) Effectively and prompt provide detailed responses by the COVID-19 Special Consultation Desk.
- (b) Provide loans in a timely and appropriate manner through COVID-19 Special Loan Program, COVID-19 Hybrid Subordinated Loan Program, Special Loans for Agricultural, Forestry, and Fisheries Business Operators, and other programs.
- (c) Respond attentively and swiftly to repayment inquiries.
- (d) Respond in detail and at a timely manner through insurance for Safety-net Guarantees No. 4 and 5.
- B. Appropriately implement Operations to Facilitate Crisis Responses to cope with any crises recognized as COVID-19 Related Matters.
- C. Collect and disseminate case studies of business maintenance and development for overcoming the COVID-19 crisis and demonstrate consulting functions through follow-ups after the provision of loans.
- (2) Support for reconstruction from the Great East Japan Earthquake.
- A. Respond sincerely to earthquake-affected customers seeking advice on financing and repayments, etc.
- (a) Respond smoothly, promptly, and carefully through special consultation desks for the Great East Japan Earthquake.
- (b) Provide loans in an appropriate and timely manner through the Great East Japan Earthquake Recovery Special Loan and the Special Earthquake Loan for Agricultural, Forestry and Fishery Business Owners and for Food Business Operators.
- (c) Respond attentively and swiftly to repayment inquiries and issues with overlapping debt.
- (d) Endeavor to make prompt and precisely tailored responses through credit insurance such as the Great East Japan Earthquake Recovery Emergency Guarantee Program.
- B. Make precisely tailored responses to reconstruction projects implemented in affected areas.
- (3) Make precisely tailored responses to the needs of customers for safety net services. Safety net financing such as funding support.
- (a) Provide precisely tailored support to SMEs and micro/small businesses confronted with changes in the management environment as a result of natural disaster, pandemic, economic circumstances, or other factors and working towards business improvement.
- (b) Provide safety net functions to agricultural, forestry, and fishery business owners who have suffered the effects of natural disasters, infectious livestock diseases, pandemic, falling prices of farm produce, or some other adversity, and those working towards business improvement.
- (4) Provide funds to customers in a timely and efficient manner.
- A. Support the funding needs, etc., of customers. Swiftly handle the funding needs of customers such as various loans, funding programs, and securitization.
- B. Promote online applications through follow-ups after financing for the effective provision of capital even during emergencies.
- C. Respond quickly to emergencies and conduct operations in a prompt and smooth manner. Facilitate precise operations to facilitate crisis responses.
- (5) Steadily implement the Credit Supplementation System.
- A. Support for SMEs and micro/small businesses through the Credit Supplementation System.
- (a) Respond appropriately to demands for safety net services related to credit guarantees.
- (b) Respond appropriately to various systemic and operational revisions by collaborating with relevant institutions.
- B. Strengthen collaboration with Credit Guarantee Corporations, etc.
- (6) Enhancing initiatives for collaborative measures with private financial institutions.
- A. Continue efforts to promote cooperative loans with private financial institutions, etc. such as in growth strategy areas and reinforce collaboration relating to responses to clients affected by the COVID-19 crisis.
- B. Encourage organizational dialogue including on the officer level and spread collaborative situations to management.
- C. Hold practical level meetings, refer customers from JFC to private financial institutions, and reinforce measures for effective news releases.
- D. Create and promote cooperative loan products.
2.Supply funds with priority given to Strategic Fields of Growth, etc.
JFC supports active responses to new development of start-ups, new business, business revitalization, business succession, social business, overseas expansion, and agricultural, forestry, and fisheries business operators, promotion of digital transformation (DX), and environment and energy measures including decarbonization with an eye toward the post-COVID era.
- A. Support for business start-ups and new businesses. Contributing to the creation and development of start-ups, the leaders of innovation.
- (a) Contribute to regional innovation and job creation through increased support to business start-ups. New development loans (number of companies) (before establishment and within one year after establishment): 25,000
- (b) Reinforce the provision of capital to start-ups in the seed and early stages and support business development through events such as the Venture Meet-Up from the Local Region JFC Version.
- (c) Proactively supply funds and support growth of SMEs engaged in new business activities. Number of companies contracted with for provision of loans to companies engaged in new business and entrepreneurs:1,250
- (d) Promote the Start-up Support Package, a pillar of growth support, by reinforcing the provision of capital to start-ups, providing opportunities for business talks, and taking other measures.
- (e) Reinforce collaboration with institutions such as universities engaged in venture capital and innovation creation that support start-ups and new business.
- (f) Hosting of High School Student Business Plan Grand Prix.
- B. Support for business revitalization.
- (a) Strengthen support functions for business revitalization. Number of loan agreements with businesses undertaking business restructuring: 2,300
- (b) Enhanced collaboration with Revitalization Support Council, etc.
- (c) Promotion and reinforcement of fundamental revitalization financing support such as DDS and DES.
- (d) Appropriately implement operations of two-step loans for business restructuring and business adaptation (excluding decarbonization) pursuant to the Industrial Competitiveness Enhancement Act.
- C. Support for business succession.
- (a) Promote consulting including matching through collaboration with relevant organizations such as business succession support organizations, private financial institutions, tax accountants, and other outside professionals.
- (b) Proactively participate in regional business succession networks and contribute to the revitalization of networks.
- (c) Support funding needs for diverse business succession.
- D. Social business support.
- (a) Response to requests for funds. Number of loans to businesses engaged in social business: 11,000
- (b) Expansion of support services for the resolution of business challenges.
- (c) Strengthen coordination with organizations supporting social business.
- E. Support for overseas expansion.
- (a) Facilitate support for fundraising by SMEs engaged in overseas development and steadily provide direct financing support for overseas subsidiaries (Standby Letter of Credit Program, cross-border loans). Number of loan agreements with businesses undertaking overseas development: 600
- (b) Support the overseas development of micro/small businesses planning to expand sales channels through use of crossborder EC and other means. Number of loans with businesses conducting overseas development: 1,200
- (c) Provide support integrated with subsidies and tax systems to agricultural, forestry and fisheries business operators, food businesses, etc. that plan to enhance their export capabilities in accordance with the Act on Facilitating the Export of Agricultural, Forestry, and Fishery Products and Food and the government's strategy on expanding exports while collaborating with regional agricultural bureaus, prefectural governments, private financing institutions, and others. Number of loans to businesses engaged in exporting agricultural, forestry and fishery, and food products: 230
- (d) Provide information to customers seeking to expand overseas.
- (e) Collaboration with institutions that support overseas expansion.
- F. Support for new expansion by agricultural, forestry, and fisheries businesses.
- (a) Support business improvement initiatives for corporations and large family businesses while utilizing valuation techniques with an emphasis on profitability. Number of loans provided to agricultural management entities seeking to grow: 6,200
- (b) Support efforts to secure new agricultural leaders. Number of borrowers of people entering agricultural management and agricultural management entities hiring new farmers: 2,000
- (c) Support for agricultural, forestry, and fishery businesses initiatives to improve businesses in the "Sixth Industrialization" sector.
- (d) Support efforts to promote the use of domestic timber by large-scale wood-related businesses.
- (e) Support fishery production enhancement, construction of ships to replace fishing boats, and enhancement of cultivation foundations.
- (f) Support for food businesses engaged in expansion of domestic and foreign demand through increased collaboration with agricultural, forestry, and fishery businesses.
- (g) Provide information such as policy and technology information and results of various surveys.
- G. Support for DX and digitalization.
- (a) Support for DX and digitalization by SMEs and micro/small businesses.
- (b) Support for smart technologies used by agriculture, forestry and fishery businesses and measures using eMAFF.
- H. Support environmental and energy measures.
- (a) Promote initiatives supporting environmental and energy measures by SMEs and micro/small businesses.
- (b) Support environmental and energy measures by agricultural, forestry and fisheries business operators.
- (c) Gather and provide information to promote understanding inside and outside JFC regarding environmental and energy measures.
- (d) Appropriate implementation of two-step loans for specific businesses based on the Low Carbon Investment Promotion Act.
- (e) Appropriately implement operations of two-step loans and interest subsidies for business adaptation (decarbonization) pursuant to the Industrial Competitiveness Enhancement Act.
- I. Contribute to equal educational opportunities.
- (a) Disseminate information on educational loans to reduce the burdens of educational expenses.
- (b) Effectively use media to conduct public relations activities.
- (c) Appropriately respond to diverse consultations needs.
- J. Support development, provision, and introduction of advanced information and communications systems.
- Appropriately implement two-step loans for development, supply, and so on based on the Act on Promotion of Developing/Supplying and Introducing Systems Making Use of Specified Advanced Information Communication Technologies.
3.Contribution to local and regional revitalization through collaboration with local communities
- (1) Reinforce collaboration with local government through active participation in regional comprehensive strategies.
- A. Contribute to implementation and promotion of various measures relating to local comprehensive strategies and the like.
- B. Provide information to local governments.
- (2) Provision of useful service that meets customer and local needs.
- A. Promote efforts to utilize our nationwide network of 152 branches.
- B. Promote matching customers.
- C. Holding of consultancy meetings and seminars.
- (3) Performance of the role of connecting relevant organizations.
- A. Adopt a bird's eye perspective of regions, perform functions unique to JFC including collaborating with various relevant organizations, and promote measures in close partnership with relevant organizations to solve the problems that clients and regions are facing including business maintenance and management during the COVID-19 crisis.
- B. Reinforce collaboration with relevant organizations including Chambers of Commerce and Industry, Societies of Commerce and Industry, and tax accountants.
4.Improve customer service and demonstrate policy significance
- (1) Promote various measures such as enhancing the consultation capability to improve services and appropriately perform a risk-taking function.
- A. Appropriately perform a risk-taking function.
- B. Provide useful information consistent with customer and local needs and enhance consultation capability.
- (a) Provide to clients that have been affected by the COVID-19 useful information and conduct consulting that contributes to business continuity and supports growth in cooperation with private financial institutions with an eye toward the post-COVID era.
- (b) Strengthen management support in combination with financing through financial assessments, income and expenditure simulations, etc.
- (c) Promote appropriate proposals and advice for customers. Promote the provision of customer support tools tailored to the needs of customers.
- (d) Cooperation with network of outside specialists.
- C. Promote branch management and various service improvements from the customer's point of view through implementation of customer satisfaction surveys, etc.
- (2) Promote public relations activities such as through strengthening information dissemination.
- A. Promote public relations activities with mass media.
- B. Promote public relations activities by enhancing the content of the PR magazine.
- C. Promote public relations activities by utilizing the special characteristics of various media such as the Internet.
- (3) Enhance surveys and research and reinforce policy proposals to further demonstrate think tank functions.
- A. Pursue high research levels through original methods that utilize field work unique to JFC thanks to its large number of SME clients.
- (a) Regularly conduct economic conditions research.
- (b) Conduct thematic surveys and publish research results based on these surveys.
- B. Improve evaluations of think tanks through the strengthening of external communication capabilities.
- (a) Edit and publish periodical publications, books, etc.
- (b) Expand opportunities for external presentation of research results.
- (c) Disseminate research results through lectures, etc. at universities.
- (d) General academic publication of survey data.
- C. Strengthen and expand networks with outside organizations.
- (a) Hold and participate in domestic and international research presentations, information exchange sessions, etc.
- (b) Participate in external research groups and research projects.
- (c) Enhance personnel exchanges with outside organizations by individual researchers.
- D. Support measures for the provision of advice on SME policy in Japan.
- (a) Conduct surveys and research with abundant policy implications.
- (b) Collaborate with government agencies, relevant organizations, and business units engaged in policy advice.
- (4) Efforts to improve systems and measures through policy recommendations that conform to customer feedback and the needs on-site.
- A. Collect the views expressed by customers, and reflect them in policy recommendations and measures. Allow customer trends and the opinions of SMEs, micro/small businesses, and agricultural, forestry, and fisheries businesses to be reflected in our business management (new establishment and improvement of loan program).
- B. Understand the challenges for the region, and promote policy recommendations aimed at resolving them. Gain a detailed understanding the needs of the region regarding policy-based finance, and allow them to be reflected in policy recommendation and business management.
5.Appropriate management of credit risk
Appropriately manage credit risks taking into consideration outstanding loan balances and the substantial increase in clients in conjunction with COVID-19 Special Loan Program.
- A. Implementation of appropriate credit management.
- B. Appropriate management of credit cost.
- C. Reinforcement of insurance underwriting risk management system.
- D. Maintenance of a risk management system for loss compensation transactions.
- Initial default rate (%)
- Upward-downward transition of debtor segment (number, etc.) [Agriculture and forestry/SMEs]
- Credit related expense ratio (%)
- A. Steadily promote digitalization in accordance with a digitalization promotion plan and other plans.
- (a) Steadily promote digitalization measures, such as expanding the functions of our membership-based online services (JFC Direct) and introduce electronic contracts, in order to achieve the business strategies of the JFC as a whole and respond to changes in the JFC's environment.
- (b) Steadily implement system update work and investigate optimal information systems in order to achieve stable operation of systems in the future and raise development efficiency.
- (c) Step-by-step shift systems created in data centers to cloud infrastructure.
- (d) Determine the trends of other financial institutions, research the latest IT technologies such as AI, investigate optimal IT use by JFC in light of responses during the COVID-19 crisis, and promote digitalization.
- (e) Improve system functions according to the operations of each business unit.
- B. Reinforce preparations relating to information systems in anticipation of emergencies. Undertake system development including increasing the capacity to process online applications in order to ensure continued and effective operations even during emergencies.
- C. Enhance system quality and implement comprehensive security measures.
- (a) Prepare high-quality requirements definitions and carry out detailed system tests through collaboration by business divisions and the IT department.
- (b) Reinforce effective security measures based on the status of cyber security and the latest developments in technology.
- (c) Greater efficiency in systems development, taking stable operation into consideration.
- (d) Promote smooth and efficient system operation.
- D. Reinforce internal stance to promote digitalization.
- (a) Develop digital human resources who can create strategies and business models that use digital technologies to contribute to improving customer service and improving operational efficiency.
- (b) Cultivate personnel who can enhance the quality of and stable operate information systems and respond to cyber security threats.
- (c) Improve employee IT literacy and strengthen the support organization.
- (d) Recruit mid-career IT specialist personnel.
- E. Appropriate enforcement of system audits.
2.Enhancing branch office functions
- A. The branch office manager will faithfully exhibit its role.
- The branch office manager will carefully ascertain the circumstances surrounding regions and businesses and adopt a bird's-eye perspective of regions to work towards solving their problems.
- B. Strengthen our nationwide network of 152 branches.
- C. Continuously strengthen the branch management framework based on a bottom-up approach to management including implementation of measures intended to solve branch operational issues that have become clear as a result of responses to the COVID-19 pandemic.
3.Conduct efficient and effective operations
Solve organizational management problems that were noticed as a result of responses to the COVID-19 crisis.
- A. Review administrative work and take other measures to enable timely and detailed responses to the rapid increase in applications.
- B. Broadly collect opinions and requests from worksites and implement measures to use them in operational improvements.
- C. Implement fair procurement procedures.
- D. Improve branches and other facilities based on the needs of customers and branches.
- E. Implement environmentally-conscious measures including encouraging the use of products and services that contribute to reduced environmental impact.
- F. Implementation of appropriate expense management.
4.Foster and utilize human resources
- A. Enhance staff training for the realization of high-quality customer service and to nurture high-level management capabilities and expertise.
- (a) Consensus and understanding of the basic philosophy, management policy, and business management plan. Build a consensus and raise understanding including background through conferences, training, study groups, and so on.
- ① Employee awareness survey item "Awareness level of basic philosophy and management policy" 100%
- ② Employee awareness survey item "Awareness level of business management plan" 100%
- (b) Establish a training system that is consistent for all employees from new personnel to senior management.
- (ⅰ) Collaborate to implement a personal development system, and training at all levels in addition to those particular to each business unit.
- (ⅱ) Promote self-initiated measures that contribute to regional coordination and client support.
- (ⅲ) Promote the use of online tools and the like through training.
- (c) Strengthen management capabilities.
- (ⅰ) Carry out smooth implementation and content enhancement for human resources academy courses.
- (ⅱ) Quality content for level-specific training (newly appointed senior level position and above).
- (ⅲ) Perform multifaceted observations and provide feedback on the results.
- B. Appropriately operate personnel payroll system.
- (a) Efforts to operate appropriately personnel payroll system.
- (ⅰ) Conduct monitoring of the operational status of human resource and payroll systems (special transfer system, regional comprehensive employment system, re-employment system, etc.).
- ① Employee awareness survey item "Monitoring of business objectives (properly monitor with sufficient interviewing)" 80%
- ② Employee awareness survey item "Feedback on personnel evaluations (sufficient)" 90%
- (ⅱ) Monitor the operational status of personnel changes (transfer cycles, transfers over wide areas, consecutive transfers unaccompanied by family, etc.).
- (b) Efficiently execute salary payment work, etc.
- C. Promote effective utilization of human resources.
- (a) Make proactive use of personnel transfers between business units, etc.
- (b) Expand scope of activities for area employment through administrative employment training systems, etc.
- (c) Increase awareness of recruitment activities, etc.
- (d) Promote further utilization of senior employees.
- D. Increase expertise.
- (a) Implement internal promotion and hiring of experienced personnel.
- (b) Promote training to improve expertise.
- (c) Promote programs to help individuals obtain SME Management Consultant and Agricultural, Forestry and Fishery Management Advisor certifications, and effectively utilize those certified.
- (d) Implement corporate dispatch training.
- ・Number of certified SME management consultants.
- ・Number of certified Agricultural, Forestry and Fishery Management Advisors.
5.Promote diversity and improve the workplace environment
- A. Create a workplace where diverse human resources can fulfill their potential.
- (a) Implement measures to promote diversity at the Head Office and branch offices.
- (ⅰ) Further promote proactive participation by all employees and diversity.
- (ⅱ) Raise employee awareness to create workplaces that employees find rewarding.
- (b) Practice work-life management (WLM).
- (ⅰ) Encourage the further use of systems that enable flexible work style including telework.
- (ⅱ) Promote a varied working style and increase working time productivity.
- (ⅲ) Encourage men to participate in housework, childcare, and family care. Ratio of male employees to take vacation time or leave for at least one month for childcare. 90%
- (c) Create a workplace that makes an effort to encourage every employee to maintain his or her health.
- (ⅰ) Conduct training on health and encourage medical examinations pursuant to specified health guidance.
- (ⅱ) Enforce 2 no-overtime days per week. Rate of enforcement of 2 no-overtime days per week. 90%
- (d) Understand management issues through employee awareness surveys.
- B. Promote women's empowerment including actively appointing women to management positions.
- (a) Implement measures for career development of women.
- (b) Conduct training and implement other measures to support the development of management candidates in order to actively appoint women to management position.
- ① Ratio of female managers 7% (By April, 2023)
- ② Employee awareness survey item "Management support to develop capabilities of female employees (females)" 80%
- Ratio of numbers of female manager and manager candidates (female senior management positions) in each year compared to the number of female manager positions equivalent to plan values.
- C. Strengthen harassment prevention.
- Strengthen measures to prevent harassment (same initiative as "6. Establishment and strengthening risk management, compliance structures, and risk management framework").
6.Establishment and strengthening of risk management and compliance structures
- A. Carry out appropriate risk management in response to policy requests.
- (a) Formulate and ensure implementation of risk management programs.
- (b) Continuously monitoring of the status of risk management including the effects of the COVID-19 crisis on credit risks by the Corporate Governance Committee and so on.
- B. Carry out appropriate monitoring together with establishing and strengthening compliance awareness.
- (a) Formulate and ensure implementation of compliance programs.
- (b) Continuously monitoring of the status of implementation of compliance programs by the Corporate Governance Committee and so on.
- (c) Reinforce the attitude of exclusion of antisocial forces (members of organized crime groups and their supports) and other comparable persons (persons participating in fraud and persons subject to economic sanctions).
- (d) Reinforce compliance awareness to ensure that officers and employees maintain high ethical standards as members of a policy-based financial institution and act responsibly to uphold the reputation of the JFC.
- (e) Thorough reporting and consultation concerning compliance.
- (f) Branch managers should properly fulfill their roles in handling compliance concerns.
- C. Further strengthen risk management framework.
- (a) Promote understanding of response procedures regarding COVID-19 at all workplaces and continue implementing rapid responses.
- (b) Based on responses to COVID-19, reinforce BCP with the spread of infectious disease as a possible disaster.
- (c) Reinforce BCP and continue conducting disaster response headquarters training and safety confirmation training based on the assumption of earthquakes occurring in the Tokyo Metropolitan area.
- (d) Raise the crisis awareness of each employee and conduct training and drills to prepare for the risk of damage in each region.
- (e) Branch managers should properly fulfill their roles in handling risk management.
- (f) Prepare contingency arrangements including personnel systems for emergency situations.
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