
Decision on mid- to long-term management goals for 2027-2031... Securing balance between publicness and profitability
AI-generated summary
With the launch of the new CEO system, Kangwon Land has been promoting management strategy reorganization to secure future growth engines and strengthen publicness.
Establishing a new vision for 2035... Strengthening customer satisfaction and eco-friendly management
(Jeongseon = Yonhap News) Reporter Park Young-seo = Kangwon Land has completely reorganized its mid- to long-term management goals, including achieving 3 trillion won in sales.
Kangwon Land held its 236th board of directors meeting on the 26th and decided on mid- to long-term management goals for 2027 to 2031.
The existing 2030 management strategy was reorganized into a 2035-oriented system, and new vision, core values, management goals, and strategic tasks were set.
Under the new CEO system, the focus was on securing future growth engines, strengthening the responsibilities and roles of public institutions, and establishing an execution-oriented management system to create practical management results.
Kangwon Land's newly established vision is 'a global public complex resort that brings joy to the people and vitality to the region.'
The core values were redefined from respect, safety, ethics, practicality, and challenge to happiness, coexistence, innovation, and responsibility.
It contains the will to provide differentiated tourism experiences to customers and new growth opportunities to the region, and to realize sustainable management based on innovation and responsibility.
The management goal was to achieve company-wide sales of KRW 3 trillion, an excellent grade for customer satisfaction, an S grade for integrated environment, social responsibility, and corporate governance (ESG) evaluation, and an S grade for contribution to the KL-regional economy.
The plan is to secure a balanced public interest and profitability by strengthening not only financial performance but also customer satisfaction, ESG management, and contribution to the local economy.
To this end, four major strategic directions were established: securing competitiveness in experiential tourism, realizing a healthy entertainment-type casino, enhancing vitality in coal industry transition areas, and enhancing corporate value for sustainable growth.
AI outlook — possibilities, not facts
Implementation of mid- to long-term management goals from 2027 to 2031
Very likely · Within months

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