Message From Mr. Byungseo Yoo (Chief Financial Officer)
Dear my Hana people
One-sixth of 2025 has already passed. As we have emphasized many times, this year is one of the most crucial in Hana Microfinance’s history. It will determine whether we continue to grow into a great company or remain just an average one. This is not only important for our company but also for all global channels within Hana Financial Group. With this in mind, I want to share three key priorities that Hana Financial Group is emphasizing this year in a simple and impactful way.
Firstly, Building a Performance-Oriented Culture
Hana Financial Group's great success is rooted in a strong performance-driven culture. While this culture is well-established in Korea and serves as a key growth driver, global channels, including Myanmar, are still in the early stages of adopting it. To become a strong subsidiary of Hana Financial Group, we must urgently establish a true performance-oriented culture. Currently, we are at the lowest level in the group in this regard, and it is a critical challenge for us to overcome.
Secondly, Strengthening a Field-Oriented Sales Culture
If there is one defining characteristic of Hana’s brand, it is our focus on field operations. As I have shared before, the Chairman of Hana Financial Group, the CEO of Hana Capital, and the President of Hana Bank all come from field operation (FO) backgrounds. Of course, our CEO, Min Min Zaw, is also from FO background. Field operations should always be our top priority. Every employee must support our branches so they can focus on operation without unnecessary burdens.
Lastly, Having a Deep Sense of Gratitude for Our Customers
Our customers are the reason we receive our salaries and have jobs at Hana Microfinance. They are the foundation of our work. We must ask ourselves “How truly grateful are we to our customers?” Let’s reflect on this and ensure that we serve them with appreciation and respect. As CFO, I understand we all come from different backgrounds, with different experiences and perspectives. I fully understand that these differences may sometimes make understanding one another challenging. However, we must respect and embrace these differences while working toward a common goal. Beyond the differences we each have, I hope that we can work together to achieve our Mission and Vision, Value, and share the results of our success, simply because we are all members of Hana Financial Group.
As our CSO recently delivered message, I will end my message with the same words: I believe in Hana Culture here, so "United as One (Hana), Hana Can Do!" Let’s Grow Together and Share Happiness Together!
Thank you. Byungseo Yoo CFO
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