Human Resources
Talent Acquisition and Development
Policy
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
-
- 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
-
- Immersion
- A state of being deeply immersed in work, losing track of time
-
- Personal Growth and Company Success
- The result of warm professionals' immersion
- Clear sense of purpose
- Teamwork
- Autonomy
Employee
- Acquiring necessary skills (company-driven)
-
- 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
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 Program
Key Capability Development Programs
SK Gas operates talent development programs based on its business transformation to a Net Zero Solution Provider and its competency matrix. We support employees with competency development programs focused on three directions: strengthening business expertise, promoting self-directed competency development, and nurturing core talents. Additionally, we measure employee satisfaction with competency development through an organization culture survey (Culture Survey) for all employees and satisfaction surveys for participants in major competency development programs. We improve the effectiveness of our competency development programs by reflecting satisfaction results and feedback gathered through communication activities with employees (such as 'Happy Seed Talk')
| 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 |
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
Diversity
SK Gas operates a diversity policy for its members to strengthen the company's competitiveness and fulfill its social responsibility. Through this policy, we strive to establish an organizational culture where talents with diverse backgrounds and experiences come together to create synergy and positively impact the corporate culture. Emphasizing social inclusion, which provides equal opportunities to socially disadvantaged groups, we have set a goal of employing 3.5% of our members with disabilities. We also operate work-life balance and maternity protection policies to ensure that female members can fully demonstrate their capabilities.
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
SK Gas has been conducting 'Happy Seed Talk,' a program where the CEO and employees meet and freely communicate, since 2020. 'Happy Seed' embodies the meaning of planting seeds for the growth of employees' happiness, and it also signifies a conversation where everyone shares happy dialogues, using 'happiness' as a surname. It also conveys the idea of a CEO who finds happiness through conversations with employees. By selecting participants by organization and topic, and proceeding with Happy Seed Talk, we actively review and promote improvements based on the content proposed by employees.
"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.
Work-Life Balance Support Program
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 |
|---|---|
| Family Support Systems |
|
|
|
|
|
|
|
| Flexible Work Arrangements |
|
|
|
|
Work-Life Balance Manual
| Category | Details |
|---|---|
| Pregnant Employees |
|
| Employees Before and After Childbirth |
|
| Employees with Young Children |
|
| Others |
|