A Bank with Integrated Financial Service
Hana aims to be among 100 best banks in terms of asset and market capitalization
Hana Bank aims to increase its profit this year by expanding its market share, maximizing synergy and systemic personnel management. The bank plans to increase its LCF business, including CMS, escrow and salary transfers, in addition to making retirement trust and pension funds its major area of transactions. It also plans to attract the customers who sever their transactions with other banks.
The bank also plans to expand the development of special financial products, especially those tailored to the needs of its customers. It will also strengthen its linkage business in the area of RM and IB, along with increasing market share in the growth area and the number of growth industries.
In order to increase synergy in its operation, the bank will evaluate the performance results of its operation units, especially, their progresses in meeting assigned business targets, which is aimed at building an organized cooperative system. Through the system, it plans to strengthen its support to lending large amounts of loans, joint search for business development, and the personnel exchange. The bank will also improve the lending authority to its unit managers. The personnel management will be professionalized and systematized to improve its personnel management.
In the household banking sector, the bank plans to expand its marketing to raise its profitability. It plans to increase core low-interest deposits and increase its indirect financial products. Hana will expand its operation of SOHO and loans on credit. It will also expand the weight of its fee income, hike sales through its credit card operation and promote stable growth of its bancassurance business.
Hana will also strengthen its capacity to develop new financial products. It will upgrade the quality of existing highly profitable products and make them its representative products. It will also try to double it's the market penetration of its new financial products by maximizing its strategy to take advantage of the 2006 World Cup in Germany, diversifying its mortgage products in cooperation with the derivative finance team. The bank will also develop representative financial products under its new marking strategy for its new financial products.
Hana will also work on the development of new products and improve the management of infrastructure this year. It will work on the improvement of the system to determine the interest rates including SOHO. It will work on raising the utilization of new product development network including derivative products and the risk sector. It will build a product factory and take advantage of it fully. It will also expand loans on credit through the realistic use of the CSS system. The bank will increase the training for its manpower assigned to sell funds, along with personnel for new product development and its diversification by developing the award system for those who come up with good ideas for the development of new products.
Hana Bank's ultimate vision is to be developed enough to be a superior financial network to provide an integrated financial service in this rapidly changing financial environment and based on its core capacity. The bank will try to go about achieving the vision through the four missions of customer satisfaction, the maximization of shareholders'value, and the creation of employee value and contribution to the common entity. The bank aims at making the 100 list of best banks in the world by 2009, the 50th anniversary of its founding, in terms of asset and market and capitalization value. The bank will shoot for maintaining such key indicators as ROE at upwards of 20 percent, ROA more than 1.25 percent, and NPL below 1 percent under the slogan of "Achieve Excellence Together."In the first stage of growth in 2003, the bank drew up the new vision and ranked third in terms of assets in the country. In the second stage in 2004, the bank set up the private banking group and provided segregated products and service and ranked the first in terms of productivity and soundness among domestic banks. In the third stage, the bank aims to achieve good results from outside traditional banking area of business such as credit card, asset management, consumer finance, investment banking,and international banking so that it will rank among 100 largest banks in the world this year in terms of asset and own capital. By 2009, the bank will be among the 100 largest banks in terms of market capitalization and become a bank with quality excellence with superior integrated financial service. nw
Hana Bank President Kim Jong-yeol |