Due to a system failure such as ATM by Mizuho Bank, the parent company "Mizuho Financial Group" announced the disposition of officers and measures to prevent recurrence.
However, it has been pointed out that the background of a series of obstacles is a corporate culture such as a weak customer's perspective, and the issue of regaining trust is whether or not the organizational constitution can be fundamentally changed.
Tatsufumi Sakai, president of Mizuho Financial Group, held a press conference on the 15th due to the problem that Mizuho Bank caused four system failures in less than two weeks until mid-March. In addition to disposing of 11 officers with reduced remuneration, we announced measures to prevent recurrence, such as strengthening the organizational structure.
However, according to the investigation report of the third-party committee, Mizuho Bank confirmed that there were more than 1800 cases of bankbooks being taken into ATMs in 2018, but sufficient consideration is given to prevent such troubles. I didn't go to.
In addition, important information such as revealing that Koji Fujiwara, who was the largest in the ATM failure at the end of February, learned from the Internet news at around 1:30 pm, more than 3 hours after the outbreak, was available. It wasn't ready to be quickly communicated to management.
A third-party committee sternly pointed out the background of a series of system failures, "There is a corporate culture in which weaknesses in the customer's perspective cannot be easily improved. Officers and employees lack a positive and voluntary attitude." Therefore, the challenge for regaining trust is whether or not the constitution of the organization can be fundamentally changed.