KFTC is effectively achieving its Vision and Mission by upgrading payment services and by reinforcing organizational capability through innovations.

While continuously improving the existing payment services in accordance with the development of Information Communication Technology (ICT), we are upgrading the level of Korean payment services by developing new payment services to meet diversifying customers' demands.
For this, we have further implemented computerization of paper-based businesses such as truncation of bills and checks through images and computerization of non-payment notifications and also we have heightened conveniences of financial institutions and customers by expanding and improving existing electronic-based payment services through expansion of CD/ATM hours, implementation of mobile banking services, using cash deposit at other banks' CD/ATMs, and introduction of exclusive Internet Giro service.

The launch of operations of the Bundang Center in 2007 allowed KFTC to set up a remote disaster recovery backup system, establishing seamless IT Business Continuity Planning. At the same time, the organization has enhanced the security of the Financial Information Network (FIN) used by financial institutions by monitoring websites that masquerade as banks for phishing scams, developing guidelines on the introduction of information protection products for KF-ISAC participating organizations, and conducting Benchmarking Tests on protection products. And to improve the efficiency of FIN, KFTC is converting the FIN protocol from X.25 to TCP/IP and reforming the financial institution identification code to prepare for the Capital Market Consolidation Act, which will soon come into effect.

To respond to the rapidly changing business environment in and out of the country and perform business efficiently, KFTC is continually seeking out and nurturing talented human resources in each division. We have also launched various organizational restructuring efforts aimed at preventing business redundancy and increasing operational efficiency. In particular, KFTC integrated related business units into one group, divided work sector-by-sector. And within each group, departments are composed of teams dedicated to managing operations, budget, business plans, personnel development and performance management.

In 2005, KFTC adopted 6-Sigma to identify the root causes of problems within the organization and resolve them through scientific methods.
Up till now, we have realized cost saving improvement of business processes as well as increasing efficiency by implementing 6-Sigma tasks such as operation of a customer center, increase of realtime confirmation processing capability of accredited certificates, improvement of National Housing Bonds Information Relaying Service processing capability, and efficiency of Internet networks. Besides, we have also achieved increased stability and efficiency of payment settlement infrastructure by improving performances of various Networks and databases.

KFTC employees are evaluated and compensated based on performance using a balanced scorecard methodology that consists of four main categories: customer satisfaction, finances, business procedure, and learning & growth. This fair and reasonable performance management system encourages employee accountability and rewards based on results.