Human Resources
Talent Acquisition and Development
Talent Acquisition and Development Policy and System
SK Gas is dedicated to building a “happy high-performance organization.” This concept is our organizational and cultural objective for creating a “happy, warm professionals who drive personal growth and company success through joyful immersion.” To achieve this, we employ a systematic HR and recruitment process to ensure fair and rational talent selection, particularly emphasizing non-discrimination and diversity enhancement in hiring, evaluation, and placement.
Additionally, we strive to enhance employee capabilities through various programs. With the business transition to a Net Zero Solution Provider, we have developed a talent development strategy focusing on: ① Strengthening business expertise, ② Promoting self-directed competency development, and ③ Nurturing core talents.
Corporate Culture Direction
Warm professionals who are deeply engaged in their work, fostering both personal growth and company success
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- Warm Professionals
- Individuals who possess both capability and character
- Warmth: Pride, community spirit, mutual respect
- Professional: Understanding my work, setting challenging goals, thorough and enjoyable execution, knowledge sharing
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- Immersion
- A state of being deeply immersed in work, losing track of time
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- Personal Growth and Company Success
- The result of warm professionals' immersion
- Clear sense of purpose
- Teamwork
- Autonomy
Employee
- Acquiring necessary skills (company-driven)
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- Immersion of warm professionals
- Personal growth
- Company growth
- Achieving the Net Zero Solution Provider goal
- Acquiring necessary skills (self-driven)
Talent Acquisition
In alignment with the new business targets set for 2025, SK Gas conducts strategic talent recruitment, considering necessary competencies and departmental needs to strengthen organizational competitiveness. We ensure fair and rational talent selection through a systematic HR and recruitment process, emphasizing non-discrimination and diversity enhancement in hiring, evaluation, and placement.
A warm professional is the ideal talent and core value of SK Chemical's culture.
Being a warm professional means striving for improvement every day in both work and character.
SK Chemical Employees who grow, change, attempt, cooperate, and dedicate themselves daily are the ones we consider warm professionals.
- Loving one's workPride
- Pride in the meaning and value of one's work, speaking and acting positively about it
- Understanding the taskKnowing my work
- Constantly studying customers, technology, and market to set clear work goals linked to organizational objectives
- Setting big goalsChallenging goal setting
- Setting ambitious goals for exceptional performance and striving to achieve them
- Executing with joyThorough and enjoyable execution
- Working meticulously and with ownership while enjoying the process
- Helping colleaguesCommunity spirit
- Fostering emotional bonds among employees and actively helping others grow
- Respecting other opinionsMutual respect
- Listening to different opinions with trust and interest in colleagues
- Sharing know-howKnowledge sharing and capability development
- Constantly striving for skill improvement and sharing experiences and knowledge gained from work
Talent Evaluation System and Process
Policy
SK Gas’s HR system aims to create “happy, warm professionals who drive personal growth and company success through joyful immersion.” We make various efforts to achieve this goal, including objectively assessing individual performance and capabilities to ensure thorough evaluation and fair compensation.
Evaluation
We conduct regular performance and capability evaluations for employees, providing both monetary and non-monetary rewards, along with support for capability enhancement to motivate employees. Performance is managed and evaluated based on tasks set at the beginning of the year, with clear agreements on evaluation factors and expectations. Capability evaluations are conducted through Talent Development Sessions (TDS), involving discussions on personal development and feedback, ensuring growth and alignment with organizational needs. The TDS sessions include direct participation from top management, including the CEO, emphasizing the importance of talent development.
Evaluation Process (Performance/Capability Management System)
| Diagnosis/Feedback | Evaluation | |||
|---|---|---|---|---|
| Beginning of the Year | Mid-year | End of the Year | ||
| Performance | Goal Setting | Mid-term Review/Feedback | Evaluation/Promotion Review Committee | Evaluation Results 1:1 Feedback |
| Capability | Defining Necessary Skills | TDS*/Feedback | ||
* Talent Development Session
Talent Development Programs and Goals
Key Capability Development Programs
SK Gas operates talent development programs based on the competency matrix to support the transition to a Net Zero Solution Provider. We support competency development programs needed for employees, focusing on three areas: ① Strengthening business expertise, ② Promoting self-directed competency development, and ③ Nurturing core talents.
| Category | Program Title | Participants |
|---|---|---|
| Enhancing Business Expertise | Job Training Support | Support for job-specific training to improve work capabilities |
| CDS Development | Three-stage training (mySUNI learning, offline learning, mini projects) to enhance digital capabilities | |
| Onboarding for New Hires | Onboarding program to increase new hires’ understanding of our business for early productivity | |
| New Leader Course | Implementation of the Performance Supporting Session (PSS) program to enhance leadership and management skills | |
| Certification Acquisition Support | Financial support for obtaining job-related certifications to improve job capabilities | |
| Promoting Self-Directed Capability Development | mySUNI | Online learning platform with various topics such as job knowledge, AI/DT, and more, providing selfdirected learning opportunities based on employee needs |
| Language Education Support | Opportunities for language education via phone/video to improve foreign language speaking skills through self-directed learning | |
| Cultivating Core Talent | Core Talent Programs (Targeted by Position) | Participation in group-wide management development programs (FLP, WLP, etc.) to cultivate next-generation leadership capabilities |
| Support for Domestic and International Degrees | Provision of specialized educational opportunities for selected employees based on capabilities and growth potential to develop core talent |
Training Hours
| Category | Unit | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Training Hours per Employee | Hours | 51.1 | 77.7 | 66.3 | 71.3 |
| Training Cost per Employee | KRW million | 6.1 | 6.2 | 8 | 9.3 |
| Training Participation Rate | % | 100 | 100 | 100 | 100 |
Participation in Key Programs
| Category | Unit | 2020 | 2021 | 2022 | 2023 | |
|---|---|---|---|---|---|---|
| mySUNI | Training Participants | People | 368 | 523 | 562 | 600 |
| Learning Hours per Person | Hours | 39.1 | 63.5 | 70.0 | 75 | |
| Language Education Support | Monthly Average Learners | People | - | - | - | 44 |
| New Leader Training | Total Trainees | People | - | 3 | 19 | 12 |
Effectiveness of Employee Education (Culture Survey)
SK Gas measures satisfaction with competency development through organization-wide culture surveys and feedback from participants in major programs. The insights gained are used to continually improve the system, ensuring effective support for employee development.
(Unit: points)
| Category | 2021 | 2022 | 2023 | Year-on-Year | ||
|---|---|---|---|---|---|---|
| Competency Development and Growth | Total | Average satisfaction score for competency development and growth-related questions | 74.1 | 70.5 | 72.3 | +1.8 |
| Detailed Survey Items |
[Effort in capability development] Our employees strive to develop the skills necessary for their jobs |
74.6 | 73.2 | 74.4 | +1.2 | |
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[Employee Growth] Our employees feel that they are developing and growing in their careers while performing their jobs |
69.6 | 67.8 | 70.1 | +2.3 | ||
Talent Acquisition Goals
In line with the Ministry of Employment and Labor’s proactive employment improvement measures, SK Gas annually submits the gender and wage status of employees by job and grade. In response to the national policy to expand female employment amid low birth rates and an aging population, SK Gas aims to achieve a 3.5% employment rate, surpassing the legal requirement of 3.1%. We will continue to strive to enhance diversity among our workforce, including women and individuals with disabilities.
Employment Status and Goals for Disabled Persons*
| Category | Unit | 2021 | 2022 | 2023 | 2024 Goal | 2025 Goal | 2026 Goal |
|---|---|---|---|---|---|---|---|
| Number of Disabled Employees | People | 23 | 22 | 25 | - | ||
| Disability Employment Rate | % | 4.0 | 3.6 | 3.8 | |||
| Disability Employment Goal | % | 3.5 | 3.5 | 3.5 | 4.0 | ||
- * The number of employees with disabilities was calculated based on the Act on the Employment Promotion and Vocational Rehabilitation of Persons with Disabilities, a domestic legal standard
Talent Development Goals
SK Gas actively listens to employee needs to enhance capabilities and maximize potential in line with the long-term goal of becoming a Net Zero Solution Provider. We offer diverse development programs through mySUNI, promoting self-directed learning and aligning with the company's and employees' needs. We will continue to support competency development, enabling employees to grow through work and contribute to the company's success.
1) Performance and Goal of mySUNI Learning Hours per Employee
(Unit: Hours)
| Category | Measurement Method | 2021 | 2022 | 2023 | 2024 Goal | 2025 Goal | 2026 Goal |
|---|---|---|---|---|---|---|---|
| Expanding Self-directed Learning | Learning Hours per Person on mySUNI | 63.5 | 70 | 75 | 77 | 80 | 82 |
Employee Capability Development Program Roadmap
| Detailed Plan | 2022 | 2023 | 2024 | 2025 | 2026 |
|---|---|---|---|---|---|
| Support for Domestic Degree Programs | |||||
| Support for International Degree Programs | |||||
| Conducting Leadership Programs | |||||
| Support for Employee Capability Development (Language Education, Certifications, etc.) | |||||
Fair Evaluation and Compensation
Employee growth and recognition are crucial at SK Gas. To motivate employees through ‘recognition’ of their performance and capabilities, we strive to design and operate a rational compensation system. Our compensation system is based on objective and fair evaluation grades, with performance bonuses reflecting both individual and organizational achievements. We consider not only results but also business environment impacts and task difficulty in our evaluations.
We also operate non-monetary reward systems to support personal growth, such as certification and education support. By running fair and rational evaluation and compensation systems, we aim to recognize employees and support their growth, fostering a virtuous cycle that continuously generates company success.
Corporate Culture
Corportate Culture and Labor-Mangement Communication
SK Gas operates various communication channels, such as "Happy Seed Talk" with CEO, Happiness Council, and Town Hall meetings, to enhance communication between labor and management.
"Happy Seed Talk" with CEO
Since 2020, SK Gas has been conducting '"Happy Seed Talk" with CEO,' where the CEO meets with employees to engage in open dialogue. The term '"Happy Seed Talk" with CEO' signifies planting seeds of happiness for employees, fostering a culture where everyone can share and enjoy "Happy Seed Talk" with CEO, and creating a happy CEO through dialogue with employees.
Participants are selected based on their organization and topics, and the suggestions made during these conversations are actively reviewed and implemented. In 2023, the 244th Happy Conversation focused on working mothers, addressing their concerns and planning to expand maternity protection systems.
"Happy Seed Talk" with CEO
Happiness Council (Labor-Management Council)
SK Gas conducts the Labor-Management Council (Happiness Council) to enhance communication between labor and management. The Happiness Council, a representative body of employees, plays a pivotal role in fostering an employee-centric organizational culture. It consists of representatives from both management and employees, meeting quarterly to discuss and implement matters aimed at enhancing employee happiness.
2023 Happiness Council Discussion Topics
| Quarter | Main Agenda | Review Details |
|---|---|---|
| 2023.1Q | Quarter-Day Leave System | Introduction and implementation of a quarter-day leave system |
| 2023.2Q | Improvement of Medical Expense Support | Introduction of a system supporting up to KRW 50 million for severe/ incurable disease treatment |
| 2023.3Q | Raising Domestic Travel Accommodation Costs | Policy change allowing additional accommodation costs with separate approval |
| 2023.4Q | Improvement of Single Assignment Policy | Expansion of housing support for all employees upon relocation |
| 2024.1Q | Reimbursement for Personal Vehicle Use for Work | Establishment of reimbursement standards based on actual distance |
| Expansion of Maternity Support Policies | Overall expansion of maternity support policies and improvement of organizational culture | |
| Splitting of Shift Work Long- Service Leave | Guarantee to use all 5 days at the desired time |
Work-Life Balance Support Programs and Goals
Work-Life Balance Support Programs
SK Gas aims to create a high-performing, happy organization, believing that employee happiness leads to immersion and, ultimately, performance.
Recognizing that work-life balance is fundamental to employee happiness, we support this through various initiatives, focusing on ① family support systems and ② flexible working hours. These efforts aim to create a virtuous cycle where employees can enjoy a happy life with their families, enhancing their work immersion and productivity.
Programs
| Category | Details |
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| Family Support Systems |
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| Flexible Work Arrangements |
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To support the happiness of employees and their families, SK Gas actively encourages parental leave and provides a stable work environment for returning employees. We also operate life cycle support systems to reduce the burden on employees regarding childbirth and childcare.
Work-Life Balance Manual
| Category | Details |
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| Pregnant Employees |
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| Employees Before and After Childbirth |
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| Employees with Young Children |
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| Others |
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Work-Life Balance Support Goals
SK Gas will strive to ensure that all employees, except those in essential on-site roles, can utilize flexible working hours to enjoy a happy life with their families, creating a virtuous cycle that enhances psychological stability and work immersion.
Participation Rate and Goals for Flexible Working Hours
(Unit: %)
| Category | 2020 | 2021 | 2022 | 2023 | 2024 Goal | 2025 Goal | 2026 Goal |
|---|---|---|---|---|---|---|---|
| Participation Rate in Flexible Working Hours* | - | - | 87 | 88 | 88 | ||
- *Excludes employees in essential on-site roles
Work-Life Balance Implementation Plan
| Plan | ~2020 | 2021 | 2022 | 2023 | 2024 | 2025 | 2026 |
|---|---|---|---|---|---|---|---|
| [Improvement of Systems/Regulations Related to Working Hours] | |||||||
| Introduction of Flexible Working Hours (2018~) | |||||||
| Revision of Regulations on Overtime Pay (2021~) | |||||||
| [System/Infrastructure Establishment] | |||||||
| Revamping Flexible Working System (2021~) | |||||||
| Operation of Mobile Office (2020~) | |||||||
| [Changes in Working Style] | |||||||
| Campaign to Comply with Working Hours (2021~) | |||||||
| Improvement of Joint Annual Leave System (2024~) | |||||||
Effectiveness of Work-Life Balance Systems (Culture Survey)
We measure employee satisfaction with work-life balance through the Culture Survey conducted with all employees.
(Unit: points)
| Category | 2021 | 2022 | 2023 | Year-over-Year | ||
|---|---|---|---|---|---|---|
| Work-Life Balance | Total | Average satisfaction score for work-life balance questions | 71.6 | 70.0 | 71.7 | +1.7 |
| Detailed Survey Items |
[Company] I generally feel happy with my company life |
70.1 | 68.4 | 70.3 | +1.9 | |
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[Life] I generally think my life is happy |
75.0 | 74.4 | 75.3 | +0.9 | ||
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[Balance] Our employees achieve a balance between work and personal life |
68.7 | 67.4 | 68.2 | +0.8 | ||
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[Expectation] I believe I can be happier in the future at our company |
72.4 | 70.0 | 73.2 | +3.2 | ||