Establishment of key goals and growth roadmap for each 3-5-7 year period to complete the vision

• Competitive edge for the future

  ~2026

  Foundation creation period

  Securing future growth resources
  Strengthening holding capacity
  Diversification of target markets (personal strengthening, etc.)

  • Establishment of a long-term plan for cost reduction and commencement of business
  • Planning of key tasks to prepare for 2030 led by the holding company
  • Preparation for new business until major shareholder eligibility issue is resolved
  • Establishment of bank’s customer-centered marketing
  • Laying the foundation for a digital management system

• A leap forward as a substantial comprehensive financial group

  ~2028

  Deep development period

  Improved two-bank inefficiency
  Full-fledged growth of non-banking subsidiaries
  Incorporation of new subsidiary

  • Realization of practical effects of two-bank inefficiency improvement tasks, such as joint use of IT between two banks
  • Creating visible results through diversification of business structure of non-banking subsidiaries
  • Full-scale promotion of new insurance business

• Completion of a superior financial group that overcomes limitations

  ~2030

  Vision completion period

  Creating results in the metropolitan area
  Advancement of digital management system
  Completion of core business ecosystem

  • Expansion of value creation in the metropolitan area market to a meaningful level
  • Completion of digital work efficiency and securing business opportunity capabilities for all employees using digital
  • Securing differentiated competitive advantage through building a core business ecosystem (individuals, companies, etc.)