Delta has retained its title of the world’s most valuable airline brand for the seventh year running.

Now in its 15^th year, the report is the longest-running study of its kind, ranking the world’s most valuable and strongest airline brands. This year’s research spans 30 markets, includes insights from over 30,000 respondents, and evaluates 124 brands. According to Brand Finance research, Delta’s brand value increased by 38% to USD14.9 billion, driven by strong financial performance, premium revenue growth, and continued investments in customer experience and sustainability.

Key highlights include:

• Malaysia Airlines re-enters the ranking after a decade as the fastest-growing airline brand, brand value up 209%
• Total airline brand value jumps 29% as demand for premium travel and global connectivity rebounds
• Southwest and ANA lead in brand strength
• Heathrow and Changi airports remain world’s most valuable and strongest airport brands, respectively

Savio D’Souza, Senior Director, Brand Finance, commented:

“Airlines are capitalising on the rebound in international mobility, with the total brand value of the top 50 airlines rising 29% year-on-year to USD132.4 billion. This growth is being driven by shifting consumer preferences: premium and loyalty revenue streams now account for over half of total income at leading carriers like Delta. As demand accelerates for high-quality, long-haul travel experiences, brands that deliver reliability and service excellence are pulling ahead of the competition. However, this momentum is not without potential challenges. Economic uncertainty, including the impact of new tariffs and operational challenges like delayed jet deliveries, could dampen expansion plans and brand growth. The months ahead will be a test of how airline brands balance ambition and resilience.”

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Amazon remains the world's most valuable retail brand for the 10th consecutive year. In 2025, its brand value grew 15% to USD356.4 billion, making it the fourth most valuable brand in the world, according to Brand Finance’s Global 500 ranking. 

Key highlights include:

• Total brand value of the world's top 100 most valuable retail brands has risen 9% to USD1.3 trillion
• Walmart is the fastest-growing brand in the top 10, surging 42% to USD137.2 billion
• Australia's Kmart is the fastest-growing brand in the sector globally, with a 79% increase in brand value to USD2.2 billion
• Swedish grocery chain ICA has entered the ranking for the first time and claimed the title of the world’s strongest retail brand
• Retail brands in the pharmaceutical sector, such as Walgreens (brand value down 6% to USD14.4 billion) and Boots (brand value down 24% to USD2.4 billion) have experienced declines in brand value as e-commerce reshapes consumer purchasing habits

Annie Brown, Valuation Director, Brand Finance commented:

“Pharmacies are the latest in a chain of specialist retailers facing the challenges of replacement by e-commerce. From bookshops to electronics stores, Amazon has changed the game making it harder for traditional bricks and mortar specialists to survive, unless they significantly adapt and leverage their potential advantage in customer experience. With Sycamore Partners set to acquire Walgreens Boots Alliance, announced in March 2025, we are excited to see how Walgreens and Boots will evolve their brands and customer experience offers as a result of its private equity injection."

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Hilton’s brand value has increased 30% to USD15.1 billion in 2025, according to Brand Finance’s US 500 report - reflecting strong growth across its brand portfolio and continued investment in innovation.

Chris Silcock, President, Global Brands & Commercial Services at Hilton, shares how the brand is evolving the guest experience - pairing cutting-edge technology with personalised service, and expanding its presence across luxury, lifestyle, and extended stay segments.

Interview with Chris Silcock

Hilton has been a leader in hospitality for more than a century. How has the company continued to evolve, and what role does innovation play in shaping the guest experience?

Hilton was founded on the belief that travel can make the world a better place, and that vision continues to inspire us today. For more than 100 years, we’ve built our reputation on delivering reliable and friendly hospitality—welcoming guests with exceptional service, no matter where or why they travel.

At the same time, innovation has always been a part of our DNA. We continue to evolve the guest experience through product, service, and technology to meet the ever-changing needs of travelers. Whether through design-forward spaces, elevated service, or enhanced wellness and food and beverage offerings, our focus is on making travel more personalized and rewarding, informed by deep customer research and insights.

Technology plays a critical role in this evolution—innovations like Digital Key, in-app room customization, and guest messaging allow guests to take control of their stays like never before. By integrating partners like Peloton and Calm into our Connected Room Experience, we’re making it easier for travelers to feel at home on the road. This will enable a new level of digitally powered engagement and service at every touchpoint of the customer journey.

Hilton has achieved record-breaking growth in recent years. What’s driving this success, and how is the company expanding to meet demand?

Our growth is built on the power of our industry-leading brands, strong owner relationships and returns, and hyper-focus on the customer experience. With one of the most diverse brand portfolios in hospitality, our goal is to provide an offering at every price point for every trip occasion.

In 2024 alone, we opened nearly 100,000 rooms, marking the largest single-year increase in Hilton’s history. This momentum is fueled by expansion in the lifestyle and luxury segments, including the additions of Graduate by Hilton and NoMad, as well as our exclusive partnership with Small Luxury Hotels of the World (SLH). With nearly half of our openings last year in the luxury and lifestyle category, this portfolio has now grown to more than 900 hotels worldwide.

We’re also seeing record growth across other chain scales. Spark by Hilton, which is redefining the premium economy category, has already surpassed 100 trading hotels across multiple countries. LivSmart Studios by Hilton, our long-stay brand designed to meet rising demand for extended-stay accommodations, is preparing to open its first hotel this summer, with hundreds more in development.

With more than 8,400 properties worldwide, Hilton continues to expand into new markets with huge opportunities, recently debuting in Paraguay, Nepal, and Bonaire. Today, we operate in 140 countries and territories, welcoming more than 224 million guests last year, more than any year in our history.

Hilton has been recognized as a great place to work year after year. How do you foster a strong culture?

Our culture is the foundation of everything we do. At Hilton, we believe hospitality starts with our Team Members, and that’s why we invest in creating an environment where they feel valued, supported, and empowered to succeed. When our Team Members thrive, they deliver exceptional stays—every hotel, every guest, every time.

For the eighth consecutive year, Hilton was named the best hospitality workplace in the world by Great Place to Work and Fortune. This recognition reflects our commitment to fostering an inclusive, purpose-driven culture, where Team Members are entrusted with making meaningful contributions that fulfill our mission of filling the earth with the light and warmth of hospitality.

We do this by creating a flexible culture that offers a fully human experience at work, and that also provides long-term career paths for those who want them. From industry-leading benefits and career development programs to initiatives that support well-being and work-life balance, we want to ensure our Team Members have the resources and opportunities to grow, thrive, and make an impact.

What key trends do you see shaping the hospitality industry in the coming years?

Luxury and lifestyle travel continue to expand across generations. Younger travelers are increasingly willing to spend at luxury levels, seeking immersive, high-end experiences that go beyond traditional stays. Hilton’s luxury portfolio has surpassed 500 properties worldwide, thanks to our luxury brands—Waldorf Astoria, Conrad, and LXR—and our partnership with SLH, which allows us to unlock unique destinations for our most valued guests, our Hilton Honors members.

As business and leisure travel continue to intersect, Hilton All-Inclusive meets this growing demand, catering to groups, meetings, and events of all sizes delivered alongside our incredible leisure offerings and amenities. Guests can enjoy elevated food and beverage and on-property activities with innovative meeting and event spaces – all without having to leave the resort.

Adventure tourism is another major driver, as proven by Hilton’s 2025 Trends Report—with more than two-thirds of respondents saying they want to stay active while traveling and 1 in 4 planning outdoor adventures in 2025. We answered this demand through our exclusive partnership with AutoCamp, which brings boutique outdoor lodging into the Hilton ecosystem, and of course, our properties around the world curate locally inspired adventures every day.

What’s next for Hilton in 2025 and beyond?

Exciting things on the horizon for Hilton—in 2025, we will welcome some of our most highly anticipated luxury and lifestyle properties, including Waldorf Astoria New York, Conrad Athens, and Waldorf Astoria Osaka, which I recently had the pleasure of visiting during a trip to Japan. Our global footprint will continue to grow, with hotels set to debut in Bermuda and Mexico, as well as continued growth in key markets such as India and Egypt. And, a number of brands are set to celebrate major milestones, as DoubleTree approaches its 700^th property and Hilton Hotels & Resorts will expand into its 100^th country.

As always, our top priority is the Stay. We will continue to focus on delivering a superior experience through product, service, and technology innovation at every stage of the customer journey.

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QNB is the Middle East’s most valuable banking brand with a brand value of USD9.4 billion, an 11% increase year-on-year. QNB’s Brand Strength Index score has also increased to 86.3/100 with AAA brand rating.

Heba Al-Tamimi, Senior Executive Vice President of Group Communications at QNB Group, reflects on the brand’s 60-year journey and shares insights on its future ambitions.

Interview with Heba Al-Tamimi

What defining moments or milestones have shaped and strengthened the QNB brand?

QNB Group, celebrating its 60th anniversary in 2024, delivered another year of strong financial performance and strategic progress.

As one of the leading financial institutions in the Middle East and Africa (MEA) region, QNB has played a pivotal role in Qatar's economic development over the past six decades, expanding its presence to 28 countries across Asia, Europe, and Africa.

QNB’s Brand value has grown by 11% to reach USD 9.4 billion, maintaining its position as the most valuable banking brand in the Middle East and its status of a top 50 globally.

The Group also unified its brand across its operations in Egypt and Turkey.

Its Brand strength is one of the highest globally at AAA, with only 10% of banks having a rating of AAA or AAA+ globally.

In 2024, QNB achieved robust financial results despite a challenging global economic environment. The Group reported a net profit of QR16.7 billion, an 8% increase from the previous year, while operating income grew by 6% to reach QR41.3 billion.

The Group's financial strength and performance have been recognized by leading credit rating agencies, with high ratings from Standard & Poor's (A+), Moody's (Aa2), and Fitch (A+)1.

“As the QNB brand celebrates its 60^th anniversary it has demonstrated its resilience and strength through its regional banking leadership. The QNB brand continues its unique role contributing to the growth of the company, the economy and Qatar’s soft power globally.”

What role do sponsorships play in building QNB’s brand?

Our sponsorship strategy is aligned with our CSR strategy and support the Qatar national vision; it plays a key role big role in sustaining brand strength but also contributes to building perceptions of the Qatari nation brand globally.

One of our long-term partnerships is in football with Paris Saint-Germain. It has helped build broad visibility for the brand and has helped support key CSR objectives for the company and the nation. We have learned the importance of activating sponsorships to maximize their effectiveness. We activate our sponsorships which helps provide customers and prospects memorable experiences while also building community engagement.

What future plans and strategies does QNB have in place to further strengthen its brand and continue the growth of its brand value?

Looking ahead, QNB remains committed to maintaining adequate levels of capital, liquidity, and asset quality to ensure resilience against potential market volatility.

The bank continues to invest in its capabilities to maintain its leading market position while focusing on innovation and sustainability.

Sustainability is a key pillar of the group’s strategy. The brand’s purpose is to promote prosperity and sustainable growth across the markets served, fully integrating the topic of E, S and G across the business and operating model.

This is underpinned by three pillars – Sustainable finance, Sustainable operations, and Beyond banking reflecting the holistic approach to addressing a range of material ESG topics across our network.

QNB is building on its reputation in ESG financing in the region by expanding its portfolio of green and sustainable finance products, including green bonds, sustainability-linked loans, and renewable energy project financing. This supports clients in their sustainability journeys while contributing to national and global climate goals.       

The Group's success is attributed to its sound governance, prudent risk management, and continuous improvement, complemented by technological innovation.

As QNB celebrates 60 years of excellence, it remains dedicated to promoting prosperity and sustainable growth across its markets, aligning with Qatar's broader economic and soft power objectives.

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Ranked as the 7th strongest telecoms brand globally, Singtel continues to solidify its position as a leader in digital connectivity and innovation. The brand’s value has grown by 2% to USD 4.1 billion, reinforcing its strength in a competitive global market.

Lian Pek, Vice President, Group Strategic Communications and Brand at Singtel, shares insights into the brand’s journey.

Interview with Lian Pek

Singtel manages a diverse portfolio of brands, including Optus, NCS, Nxera, that seem to operate independently of the Singtel brand identity. What is the strategic thinking behind maintaining these separate brand identities, and how does this approach support Singtel’s overall business objectives?

The Singtel Group is both a branded house and a house of brands. We started simply as the former - Singtel - the first and only telecoms company in Singapore back in the day. Over the years, as the company made strategic investments overseas to expand its telecoms footprint, it gained a presence across India, Indonesia, Thailand, the Philippines as well as Australia with the acquisition of our wholly-owned subsidiary Optus in 2001. Along the way, the opportunity to acquire NCS emerged and that’s become our ICT arm. Today, the Singtel Group includes the original business brand Singtel Singapore - which runs our connectivity business for both consumers and enterprises as well as other brands that have been added to the stable, for example, Nxera – our emerging data centre business.

The range of our brands reflects the growth of the Group and the depth of our business. Obviously, they are all highly synergistic and when any of our brands do well, the Group as a whole does well. In today’s uncertain macro-economic environment, this exposure to diverse markets and sectors is a distinct advantage

Collaboration and partnerships have become crucial elements in today’s interconnected world. What role have these partnerships played in driving innovation and brand value growth?

Being a telco and techco, we operate in a complex eco-system where partnerships are key. Two years ago, as cloud computing became increasingly crucial to enterprise digitalisation, we made a concerted move into the data centre sector with global investor KKR taking a 20% stake in our Nxera business for up to S$1.1 billion. Our decades-long expertise in running data centres locally and KKR’s global experience in the space made this partnership highly synergistic and compelling for business clients and shareholders given our shared ambition to scale the business regionally.

And we don’t necessarily have to be the lead partner to see innovation and brand value growth. For example, we may have a 40% stake in GXS-our digital banking joint venture with Grab-but our collective customer base and Grab’s digital native DNA is what gives the partnership its competitive edge.

As a company whose brand value has been built on our record of technological firsts, making breakthroughs with partners is also par for the course. After working with Ericsson to develop the world’s first 5G standalone network in Singapore in 2022, we went on to be the first to deploy 5G network slicing commercially with Taylor Swift’s Eras Tour becoming one of the first monetisation opportunities
for the technology.

By allocating dedicated mobile broadband bandwidth to the event, with high-speed data and guaranteed network quality, Swift’s devoted fanbase streamed her concert seamlessly and shared content on social media platforms with much success.

In 2024, we’ve witnessed rapid advancements in AI and 5G technology, transforming the telecommunications landscape and reshaping customer expectations. How has Singtel adapted to these developments to enhance customer experiences and drive greater operational efficiencies?

5G is a big leap forward in network infrastructure technology, without which emerging technologies like artificial intelligence, machine learning, robotics and even quantum computing cannot be exploited. This is why Singtel raced to achieve 5G nationwide coverage in 2022, three years ahead of regulatory targets, to position Singapore as a national sandbox for global innovation.

Since then, we’ve developed many new capabilities while drawing industry-leading global enterprises to Singapore to re-think and transform their businesses. From manufacturing electric vehicles and semiconductor chips to boosting the operational efficiency of our ports and homeland security, Singtel’s
5G is changing the digitalisation game with its high speeds, massive bandwidth, and low latency.

Armed with 5G, we’ve also taken the plunge into AI – both as a productivity and profit play. We’ve supercharged our network performance and developed platforms that support enterprise application
marketplaces, cloud management and more. All this has helped lower barriers to entry for enterprises keen
to leverage 5G and AI to scale their businesses.

We’ve also deployed AI in our customer engagement process, helping our customer care agents save time on repetitive tasks so they can focus more on connecting with customers and solving complex issues. At the heart of all this innovation is the intent to make things easier, faster, and better for all our stakeholders.

Singtel has made remarkable progress in advancing its ESG agenda, from accelerating net-zero targets to 2045 to being recognised as Asia’s most sustainable telecom provider. How have these initiatives influenced your operations and brand perception, and how do you plan to engage stakeholders—such as customers, employees, and partners—in achieving your ESG ambitions?

Our ESG agenda has definitely made us a stronger brand, one that goes beyond corporate vision and business goals to serve the larger purpose of empowering our communities with the technology and innovations that have become synonymous with Singtel. That said, it does take a village to achieve our collective ESG ambitions which is why engaging our customers, partners and employees across a slew of touchpoints is critical.

This ranges from forums where we encourage partners to be more forthcoming in their sustainability
disclosures, to brand campaigns that exhort the public, customers and non-customers alike, to share our support for the more vulnerable segments of our society, our national athletes, as well as the arts –be it our support for the National Gallery or the Esplanade through the Singtel Waterfront theatre. We recognise ESG must start from within, which means securing collective buy-in from Singtel staff who have a say in our ESG agenda and how we intend to advance it.

As you look ahead to 2025 and beyond, what are Singtel’s key strategic priorities, and what emerging
trends do you believe will shape your industry in Southeast Asia and globally?

Our key priority for 2025 and beyond is to build on the transformations that we’ve made in the past 3 years and keep leaning into the growth plan mapped out in our Singtel28 strategy. We intend to keep lifting business performance, capitalise on growth trends in data centres and AI to deliver sustained value realisation, while championing people and sustainability.

Besides data centres, AI is the obvious space to watch as it could prove game-changing in ways that have yet
to be seen. Recognising this opportunity, we recently launched RE:AI, an AI development and deployment
platform that combines state-of-the-art AI compute infrastructure with 5G or fixed networks.

This allows enterprises of all sizes to deploy, manage and scale AI applications without the overheads of complex infrastructure. When AI is this scalable and accessible, the implications for business and innovation
are tremendous and the impact on society and how we live even more exciting.

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TD remains Canada’s most valuable banking brand for the third year running and ranks 16th globally in the latest Brand Finance Banking 500 report.

Tyrrell Schmidt, Chief Marketing Officer at TD Bank Group, shares how the brand is strengthening trust, bringing humanity to innovation, and creating lasting community impact through purpose-led sponsorships.

Interview with Tyrrell Schmidt

How does TD continue to build and reinforce trust among its stakeholders in an evolving financial landscape? 

Understanding that to exceed our customers' expectations and meet them where they are going, we always need to be evolving. We like to say that we’re not just envisioning the future, we're creating it.

Our research has shown that no matter the interaction, customers are looking for the same thing from their financial institution – they want banking to be easy, they want value for money, and they want advice they can trust.

That rings true for every stage of the customer journey. Everything we do is focused on deepening our relationships and providing seamless experiences across all touchpoints while simultaneously making things simpler and easier for both colleagues and customers.

As an example, we recently migrated petabytes of data – in essence the entire digital memory of the Bank – to the cloud and in doing so, unlocked countless opportunities and insights that have improved speed and impact as well as potential for more personalized experiences for our customers. Innovation with purpose is what drives us, all while never losing sight of our superpower which has always been bringing humanity to banking.

Collaboration has become a crucial element in today's interconnected world. How do TD's sponsorships contribute to customer relationships and brand value growth? 

We're very proud of our strategic sponsorships and how they align to our brand promise and purpose.

We believe that banking serves a higher purpose and plays a critical role in our society and economy. At the very core of what we do is helping individuals and businesses realize their aspirations. But beyond that, as a corporate citizen we support positive change in our communities. Both sport and music are centred in connection and shared experiences and our sponsorships reflect our commitment to enriching the lives of those in our communities.

An example that showcases the intersection of sponsorship and community impact is our relationships with both the Boston Celtics and the Vancouver Canucks.

To celebrate Women's History Month this year, we worked with both franchises to help facilitate community events centred on girls in sport. Research tells us that more than 1 in 5 girls will leave sports in the teens – the purpose of these events was to dig into some of the 'why' behind that statistic and to give the participants a mentorship moment with professional female athletes both on and off the court/ice. The impact of those moments will stay with these girls long into the future as they become the leaders of tomorrow.

Employee engagement can significantly impact brand perception. How does TD involve employees in contributing to and aligning with the brand's values and goals?

At TD, we believe that people matter the most and our customers and colleagues have always been central to our brand story.

One of my favourite moments every year is our annual #TDThanksYou (#TDTY) campaign. Now in its 11th year, #TDTY demonstrates our commitment to enriching the lives of our customers and colleagues by personally recognizing and thanking them for their community contributions in new and exciting ways. We're known for our culture of care and pride ourselves on our customer relationships.

From front line interactions to behind-the-scenes processes, all 95,000 colleagues play an important role in delivering legendary experiences. We also believe that holding ourselves accountable to our customers with intention and without compromise is our key differentiator. With that in mind, we recently launched our new Customer Experience Standard.

Regardless of where colleagues sit within the Bank, the Customer Experience Standard brings the customer to the forefront of every decision, every time. It applies to all of us and challenges us to always be raising the bar.

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BNP Paribas’ brand value has increased 19% to $14.6 billion in 2025. As a leader in banking and financial services in Europe, and a first-tier international player, BNP Paribas continued to invest in its brand across 64 countries, now reaching an A+ brand rating.

Elise Hermant, Head of Group Communications at BNP Paribas, shares insights about the brand's growth and future direction in a new spotlight.

Interview with Elise Hermant

What have been the key factors influencing BNP Paribas’ reputation in the past few months?

As a leading European bank, we support all economic sectors and, subsequently, embrace all their challenges. From this perspective, 2024 was a success - our businesses remained closely connected to their clients and delivered real value, achieving unprecedented results across all our divisions.

We celebrated that with our corporate clients with our new international campaign showcasing “Those who move the world”.

This year also marked greater recognition of our commitment to sustainability. Our general management highlighted our progress in this field in front of the French Senate, at our General Assembly, and beyond.

Symbolically, our global financing for energy production reached a proportion of 75% dedicated to low-carbon solutions.

There was a general feeling that 2025 started on a more challenging note, with growing concerns on societal topics.

BNP Paribas has been questioned about this situation, offering us the opportunity to reaffirm our position: as The Bank for a Changing World, we stand by our clients and our society in a way that is both inclusive and supportive of the ecological transition.

Meanwhile, The BNP Paribas Foundation has been empowering those tirelessly working to create a better, more sustainable society, by giving them power to act.

To mark its 40th anniversary, the foundation honored difference-markers through a series of street art murals celebrating their impact. The first mural features the French conductor Zahia Ziouani, who successfully bridged two seemingly contrasting worlds: low-income neighborhoods and classical music.

How is BNP Paribas dealing with emerging technologies?

AI, and particularly Generative AI, has been at the center of discussions over the past two years. This game-changing technology raises many challenges in terms of investments, sovereignty, ethics, and environmental impact.

Our top priority is to support the tech sector, from emerging AI start-ups to unicorn companies, whether to help them scale internationally, finance their investments, or raise funds.

We are also integrating these technologies to transform our bank itself. As a native data-driven business, we have a two-century track record of leveraging the cutting-edge technology to enhance client servicing and improve efficiency. Today, close to 1,000 AI use cases have already been implemented.

This includes innovations in promoting BNP Paribas: audio, text and video content production are progressing, whether through externalised solutions or in-house tools. We also encourage change through an ambitious acculturation program available in eight languages for our 183,000 colleagues.

In an increasingly fragmented world, how are you engaging with various communities and audiences?

We are increasingly positioning ourselves as a connector brand. Actively listening to different perspectives, creating conversation opportunities, and explaining our position have become key elements of our communication strategy.

This approach is even more relevant as we find ourselves navigating a space where perspectives are often polarised, under the close scrutiny of adversarial parties.

That’s why we are strengthening our ties with the creator economy, collaborating with next-generation media, and exploring innovative engagements formats through social media, and even in real life!

After all, meaningful interactions happen beyond screens, whether it is experiencing the energy of Vivatech, attending an exclusive movie premiere, or feeling the excitement of a Roland Garros final!

"We are increasingly positioning ourselves as a connector brand. Actively listening to different perspectives, creating conversation opportunities, and explaining our position have become key elements of our communication strategy."

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KB Financial's brand value has increased 35% to USD7.3 billion. This places it among the top 20 most valuable banking brands in Asia & Pacific in 19th position, and 54th globally.

Chairman and Chief Executive Officer, Jong Hee Yang, shares insights on how KB Financial is driving brand value growth and its plans for future innovation in a spotlight interview with Brand Finance.

Interview with Jong Hee Yang

KB Financial Group has seen a 35% increase in brand value this year, along with an improved AAA brand strength rating. What key strategies have supported this success, and how do you plan to further strengthen this aspect?

KB Financial Group’s success stems from its commitment to corporate social responsibility and ‘warm-hearted partnerships’, fostering mutual growth with society. This strengthens both brand trust and value by aligning with modern consumers' expectations of sustainability.

Our key strategies include:

1. Education & Childcare Support: Collaborating with the Ministry of Education to expand all-day care services and establish after-school centers. These initiatives provide financial literacy and physical education for children while supporting dual-income families with accessible childcare solutions.
2. Youth Education & Scholarships: Offering mentorship, career development programmes, and scholarships to empower young individuals. By investing in education, KB Financial Group helps nurture future leaders and create opportunities for long-term success.
3. Cultural & Artistic Contributions: Supporting cultural events, emerging artists, and exhibitions to promote social cohesion and artistic growth. Through these initiatives, KB strengthens community ties while fostering a vibrant cultural landscape. By integrating social responsibility into its operations, KB Financial Group enhances its brand’s credibility and sustainability, ensuring continued growth and trust.

With the expansion of digital banking, what role does it play in your broader strategy, and how do you see the future of digital payments shaping customer expectations and competitive dynamics in the banking sector?

The rise of digital finance is blurring the lines between traditional financial and non-financial industries, with customers demanding faster, more convenient, and innovative services. To stay ahead, KB Financial Group is driving digital innovation to become Korea’s ‘No.1 trusted financial platform’.

1. Digital Platform Priority Strategy Based on ‘Super App’ -
   
   KB Financial Group is advancing its super app strategy through KB Kookmin Bank’s ‘KB Star Banking’, transforming it from a simple banking app into an all in-one financial platform. Integrating over 70 key services across banking, insurance, and credit, it streamlines finance, non-financial, and public services for greater convenience. Once a supplement to offline channels, digital platforms are now the primary focus, with KB committed to making them the core of customer value creation.
   
2. Channel Expansion Strategy Through Embedded Finance -
   
   KB Financial Group is embracing embedded finance by partnering with leading companies in non-financial sectors. By integrating its financial products and services into partner channels, KB is expanding its reach and creating new distribution opportunities in a landscape where the lines between finance and non-finance are increasingly blurred.
   
3. Building an Open Pay Platform: Delivering a Unique Customer Experience -
   
   With the rise of fintech and e-commerce, the digital payments market is becoming increasingly competitive, and consumer expectations are evolving. To remain competitive in this space, KB Financial Group is enhancing its ‘Open Pay Platform’, integrating new technologies to deliver a seamless and differentiated customer experience.
   
   The platform also offers overseas payment services with no currency exchange fees and enhances payment reliability with an advanced AI-based Fraud Detection System (FDS).
   
   KB Financial Group’s KB Pay offers a seamless payment experience, supporting online and offline card payments, account withdrawals, third-party cards, and QR transactions. With biometric and simplified authentication, it ensures fast, secure, and convenient transactions.

As KB Financial Group continues to innovate, what key trends do you anticipate shaping the future of banking in South Korea and globally? How is KB Financial Group preparing to lead these changes and adapt to the evolving landscape of customer needs and technological advancements?

KB Financial Group: Pioneering the Future of Finance Through Digital Innovation and ESG Leadership

KB Financial Group is shaping the future through continuous innovation, driving digital transformation, customer-centric services, and a strong commitment to of ESG (Environmental, Social, Governance) principles. In an evolving financial landscape, staying competitive requires embracing new technologies and business models. KB Financial Group is creating the future of finance by aligning itself with these changes, with a focus on digital innovation and social responsibility.

1. Digital Transformation -
   
   At the heart of digital innovation is Artificial Intelligence (AI), which enables real-time analysis of customer data to deliver more personalised financial services. Additionally, AI-based services such as Chatbots, Robo-advisors, and automated loan assessment systems are revolutionising customer experience and contributing to operational efficiency within banks.
   
2. ESG (Environmental, Social, Governance -
   
   Management Sustainable management is now a key pillar of the financial industry, shaping decisions for both investors and customers. Green finance, support for social enterprises, and climate action are becoming integral to future financial services. KB Financial has made ESG principles a core value, actively promoting green finance and introducing sustainable investment products.
   
3. Customer-Centric Business -
   
   Customers are increasingly seeking personalised services and seamless financial experiences. As ‘customer experience (UX)’ becomes ever more important, KB Financial Group is enhancing its offerings through omnichannel services and AI-driven personalisation.
   
   By leveraging customer data, KB delivers tailored services while strengthening mobile and digital banking to ensure a consistent experience. Additionally, it is restructuring key business models, such as wealth management, with a customer-first approach.
   
   KB Financial Group is at the forefront of major industry shifts, from digital innovation and AI integration to ESG-driven strategies. By staying ahead of evolving customer needs and technological advancements, KB is shaping the future of finance while fostering sustainable growth that benefits both customers and society.

"The rise of digital finance is blurring the lines between traditional financial and non-financial industries, with customers demanding faster, more convenient, and innovative services. To stay ahead, KB Financial Group is driving digital innovation to become Korea’s ‘No.1 trusted financial platform’."

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