In 2025, SeAH appointed a new group of executives who have consistently demonstrated accountability and delivered exceptional results in their respective fields. As global business uncertainties intensify, the leadership required to steer the organization has never been more crucial. A common keyword that emerged from the interviews with the newly appointed executives was trust. All executives agreed that trusting employees and taking personal responsibility are the very foundations that strengthen an organization. We share the perspectives of the new leaders who will shape the future of SeAH in 2026.

In an era where uncertainty has become the norm, trust is reemerging as a pivotal organizational value. The reason is clear: the pace of change has accelerated, work methods have become more decentralized, and the values of our workforce have diversified. In an environment where regulations and systems alone can no longer ensure speed of collaboration or performance, the trust between people is what truly drives an organization forward.

Trust does not stem from authority, but rather from consistency, transparency, and accountability. This enhances the psychological stability of employees and leads to faster execution and better performance. Trust is not built overnight. We sat down with the new executives of 2026 to hear about the trust they have cultivated thus far and how they intend to carry this legacy forward.

Director Kook, Kyunghoon (SeAH Steel Holdings): As a strategy, the ultimate standard of an organization that, in my view, trust begins with competence, accountability, and ethical integrity. When a leader demonstrates expertise through results and takes ownership of both the process and the outcome, it alleviates organizational anxiety and builds collective trust. I believe leaders should have genuine love for SeAH and a strong sense of integrity must serve as the foundation even before competence. Moving forward, I will strive to be a leader who earns the trust of others. I also hope to contribute to building a resilient organization capable of adapting to the rapidly changing internal and external environments. In addition, by coordinating and supporting affiliate operations through collaboration across affiliates, I will do my utmost to ensure that SeAH Steel Holdings continues to grow upon a stable financial structure.

Director Kim, Jaehong (SeAH Steel): While leading, there were many moments when I had to make difficult decisions among delivery schedules, quality standards, and costs. In making those decisions, I chose to openly share the situation with my team and work together to find solutions. I believe that providing clear direction, taking responsibility for decisions, and standing at the forefront rather than behind my team members in challenging situations are what ultimately build trust. Going forward, I aspire to become an executive who builds a foundation for sustainable growth, beyond short-term performance. I will foster an environment where employees feel that working with integrity leads to recognition. Furthermore, I will carry out my tasks with the constant recognition that an organizational culture built on trust ultimately defines SeAH's competitiveness.

Director Ahn, Sangryeul (SeAH Steel): I believe that a leader who inspires trust is, above all, someone who consistently acts upon his words. When commitments are upheld, principles remain unwavering, and a leader's actions match their words, employees feel a greater sense of psychological stability. If healthy communication and transparent feedback are further added, it would strengthen trust even more. Even when mistakes occur, I believe that openly discussing and resolving them together is a way of building trust and growing through the process. In an era where people feel increasingly comfortable speaking their minds, I believe trust is naturally formed through leadership that genuinely supports employees and takes accountability for the team's and organization's results. The messages of encouragement from my team members will continue striving to grow into a leader who leaves my team with a lasting memory that working with me was meaningful and appreciative.

Director Shim, Hangoo (SeAH Besteel): I believe that trust begins when words consistently align with actions. Trust is further strengthened when a leader takes full accountability for decisions and stands by them through to completion. In today's environment, it is more important for leaders to walk alongside the team and cultivate psychological stability where employees feel comfortable sharing their perspectives rather than attempting to provide all the answers alone. Without trust between leaders and members, and without trust among collaborative partners, the achievements we have built cannot be sustained. As face-to-face interactions become increasingly limited, the value of trust can easily be overlooked. This is why trust remains the core of our leadership. We are committed to fostering a mature organization where confidence and mutual respect drive us forward.

Director Lee, Yeonchi (SeAH Besteel): I believe that trust is demonstrated through a leader's consistency and perseverance when pioneering new paths together. In a business such as nuclear energy, when a leader advances step by step at the forefront and provides clear direction, employees are able to follow with confidence and trust. Even during the early stages of projects when we faced trials and errors, we did not conceal the challenges but voiced them from the beginning, promptly shared them, and resolved them through collaboration. This helped us to experience firsthand the value of trust built together. Going forward, I will present a clear and actionable vision and master plan to create an environment where employees can work with confidence and inspiration. As a leader grounded in accountability, I will devote my utmost efforts to ensuring that the nuclear energy business becomes another strong pillar of SeAH.

Director Lee, Jongho (SeAH Besteel): I believe trust is built upon predictability. When a leader's principles and standards remain unchanged, employees are able to focus on their responsibilities with a sense of psychological stability. As the rationale and background of decision-making processes are shared transparently, employees can have a better understanding of the leader's intent, strengthening the foundation upon which trust is built. I am convinced that trust must first be demonstrated before it can be earned. By opening up first, sharing my thoughts, and taking accountability, relationships naturally grow strong over time. As an executive, I will lead by example, fulfilling the goals and commitments I have set and standing firmly by them. At the same time, I will wholeheartedly support the growth of my team members and strive to be a leader who provides the necessary support throughout their journey.

Director Nam, Taehwa (SeAH CSS): I believe that trust in leadership begins not with words, but with lead by example. When leaders provide clear direction in challenging circumstances and consistently listen to and respect employees' perspectives, trust is naturally formed within the organization. Fostering a communication environment where employees feel comfortable communicating beyond formal titles is the first step in building trust. Especially in an era where ways of working are rapidly evolving, comprehensive and open communication is essential for maintaining trust. As a newly appointed executive, I will uphold the values of integrity, passion, and competence, focusing not only on organizational performance but also on the growth of our people. I will contribute to building a resilient organization that can deliver sustainable performance beyond short-term results.

Director Song, Youngseok (SeAH CSS): I believe that a leader who inspires trust is one who draws out the full capabilities and synergy of the organization through trust and respect for its members. In particular, trust within a new business organization is built by presenting clear goals and strategic direction. When objectives and strategies are articulated concisely and the rationales behind key decisions are shared transparently, employees can work with confidence even amid uncertainty. Although we must exercise judgment grounded in expertise and experience, we also demonstrate trust by stepping in proportionally to when necessary, staying open to new ideas, and taking full responsibility while seeking solutions when conditions are challenging for achieving goals. Going forward, I will focus on the successful commercialization of the titanium business and build a culture of meaningful collaboration and open communication. By practicing ethical management, I will strive to establish a trusted standard for our new business organization.

Director Lee, Changho (SeAH Special Steel): I believe that trust is the foundation for organizational vitality and performance. Trust begins with the willingness to think deeply from the other person's perspective. In early 2022, when I was assigned to a Chinese subsidiary at the Nantong plant, even basic communication was difficult because of mistrust among local employees. Rather than making top-down decisions, I initiated dialogue with the team and sought to convey my sincerity by sharing daily lunches with local employees, eating the same meals they do. As a result, we were able to restore stability at the plant. As a newly appointed executive, I will continue to respond proactively to the rapidly changing industrial environment with a sense of duty. I will focus on building an organization with strong mid-to long-term competitiveness and establish myself as a leader who grows together with the team.