I. Strategic Goals

The success or failure of the Korean New Deal is meaningful in creating a successful model for bench-marking and expanding into a global New Deal Initiative Enforcement (GENIE: Genie is the name of a fairy that grants three wishes in Aladdin's magic lamp).

Capital markets are classified into (1) stock and bond markets made up of companies (2) real estate and tangible asset markets (3) creative factory-type production activities; 

The strategic direction and goal of "GIIB" is to feed the world economically, intellectually, culturally and spiritually through these appeals, taking advantage of the strengths that Korea does best in the world. Therefore, the Ministry of Strategy and Finance, the Ministry of Land, Infrastructure and Transport, KDI, LH, KIND (Korea Overseas Infrastructure and Urban Development Corporation), MDB (World Bank, ADB, AIIB, EDCF) and overseas infrastructure funds (Global Infra Hub (in Australia)) , GIP (New York-based, President Yong Kim), Infrastructure Asia (Singapore)), etc., have future tasks that need to be managed in an integrated way.

II. Direction of Korean New Deal 

(1) Establishment of digital infrastructure

    - Data collection and utilization basis (financial, medical, transportation, public, industrial, small business) 

    - Network advancement such as 5G 

    - Expansion and advancement of AI infrastructure 

(2) Non-face-to-face industry development

    - Distance education 

    - On-line Medicine 

(3) SOC digitization

    - Digitization of aging facilities and infrastructure such as roads and railroads 

    - Establishment of digital logistics service system 

(4) Strengthening the D.N.A ecosystem

    - D: Data 

    - N: Network 

    - A: AI 

(5) Establishment of the basis for the diffusion of new and renewable energy

    - Promotion of large-scale R&D demonstration projects such as solar power, wind power, and hydrothermal power 

    - Conversion to eco-friendly vehicles (electricity, LPG) 

III. Action plan

(1) Market Sounding: It resonates and impresses the global market and instills confidence that it can be done.

(2) Establishment of the best global bench-marking case: A strategy to combine Korea’s development experience, urban development, and infrastructure development hardware (tangible assets) into a package with K-Culture intangible assets