Hana Bank, organizational reorganization and executive greetings… Strengthening financial consumer protection

Established consumer risk management group…Recruiting external female experts
Established a dedicated ESG department…focused on fulfilling social roles
Reorganization of the team-centered organization system…Simplified the decision-making stage

[디지털투데이 고정훈 기자] Hana Bank announced on the 28th that it has reorganized and conducted executive personnel in 2021 to promote the strategy of’NEXT 2030, Big Step’.

Key contents of this organizational reorganization and executive personnel are ▲ Establishment of the’Consumer Job Management Group’ and strengthening the financial consumer protection function by recruiting external female experts ▲ ESG focusing on execution through the establishment of the’ESG Planning Section’, a dedicated department for ESG Reinforcement of management system ▲ Reorganization of the team-centered organizational system based on the 3S (Simple, Speed, Smart) principle.

The background of this reorganization and executive personnel is due to the rapid change in the way Big Tech enters the financial industry and the way customers use finance. Hana Bank explained that the main goal is to actively respond to changes in the financial environment and actively protect consumers, moving away from the existing supplier-oriented financial services.

Through this reorganization, Hana Bank plans to provide a variety of customer-centered financial services, strengthen corporate social responsibility, and more actively invest in ESG for future generations.

Established consumer risk management group, recruited external female experts

Hana Bank decided to establish a consumer risk management group and hire female experts from outside as the group head to conduct full-scale consumer risk management.

The existing bank’s risk management group managed to manage the bank’s risk to maintain asset soundness and secure an appropriate rate of return against risk. On the other hand, the Consumer Risk Management Group plans to help customers construct an optimal asset portfolio by taking into account the customer’s asset size, risk preference, and return by managing the customer’s risk from the customer’s point of view.

Group leader Lee In-young, who was appointed as the group leader, is a professional manpower recruited from outside, and has served as a bachelor of law at Yonsei University and a doctor of law at Seoul National University, a senior attorney at Kim & Chang law office, and a director of the retail finance legal department of SC First Bank. With this reorganization, Hana Bank’s consumer protection group will be expanded into two groups: the’Guest Happiness Group’ in charge of protecting financial consumers and the’Consumer Jarisk Management Group’ in charge of consumer risk management.

Following the establishment of Hana Bank’s consumer risk management group, Hana Financial Group plans to establish the’Consumer Risk Management Committee’ directly under the board of directors through amendment of the articles of incorporation at the general shareholders’ meeting in March next year, to fully manage consumer risk for the entire group.

Established’ESG Planning Section’, a dedicated ESG department, focusing on fulfilling social roles

To support customer-first management, the’Management Planning & Support Group’ will be established by integrating the management planning group in charge of planning and budgeting and the management support group in charge of personnel and business support. With a focus on the sales floor, it was decided to oversee the sales support function in one group.

In the’Management Strategy Headquarters’ in the newly established’Management Planning & Support Group’, the’ESG Planning Section’, a department dedicated to ESG within the organization, has been newly established. Hana Bank decided to reinforce its ESG management system and focus more on fulfilling the social role of finance through active ESG management practices.

Hana Bank plans to introduce and implement the ESG philosophy in all areas of corporate activities in order to systematically promote not only the growth of the bank itself, but also with various stakeholders as a major member of our society.

Rapid decision-making by reorganizing the team-centered organizational system and simplifying the decision-making stage

Hana Bank implemented a reorganization into a team-centered organizational system based on the three organizational innovation principles of ‘3S’ (Simple, Speed, Smart). The main content is to shift the center of the work system from the upper level organization to the unit. By transferring the voting rights held by the department head to the team leader, a system was established in which practitioners could actively promote their work. The existing department decided to reduce its role and change it to a section, an organization that performs common support tasks.

Through this, the decision-making stage will be simplified to’team leader-executive-CEO’, and it will be transformed into a horizontal organization that focuses on rapid decision-making, various ideas, and efficiency.

In addition, the organization that was separated by functions such as future finance, retail, and asset management will be integrated into a customer-centered’digital retail group’. Under a consistent customer experience optimization strategy, it has laid the foundation for smooth delivery of various functions such as products, channels, marketing, and customer management around the customer’s financial journey. In addition, it plans to form and operate a cross-functional unit that integrates business, digital, and IT within the Digital Retail Group, and after optimizing the operation method, it will spread to the government.

Executive personnel

The principle of HR executives at Hana Bank is ▲ slimming the head office ▲ performance-oriented personnel ▲ finding executives with expertise. First of all, the existing 18 groups, 1 research center, and 19 headquarters (single) were reduced to 15 groups, 1 research centers, and 17 headquarters (single).

As part of the performance-oriented personnel, Seung-oh Park and Ji-hwan Park, head of CIB Group, were promoted from managing director to vice president, respectively, and Kim Ki-seok, head of Seocho Sales Headquarters, was promoted to executive director. Jeong Min-sik, head of Honam Sales Group and Gwangju Jeonnam Sales Headquarters, was also promoted to managing director.

In addition, in order to discover executives with expertise, Lee In-young, head of consumer risk management group, was recruited from outside, and a manager with excellent performance and core competency in the sales field were selected and promoted to head of the headquarters.

An official at Hana Bank said, “Through this reorganization and executive greetings, we will establish a response system that prepares for the new decade.” “We will enhance the value of all stakeholders including customers, shareholders, employees, and communities to grow together. We plan to lay the groundwork.”

Reporter Jeong Hoon [email protected]

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