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