Governance

Risk Management3.4.3

Hyundai Steel seeks to identify and respond proactively to potential management risks through a systematic risk management process. We identify specific management indicators by analyzing and selecting key risk factors, and work to minimize the market impact of these risks by monitoring them on a regular basis. Indicators and data identified in addition to these are updated based on internal and external market conditions. Furthermore we define and manage risks in each sector based on risk governance.

Risk Management Process

  • Step 1:
    Identify key risks
    • Risk pooling
    • Risk priority assessment
    • Identify key risks
  • Step 2:
    Establish risk management system
    • Risk profiling
    • System review
    • Management planning
  • Step 3:
    Risk monitoring and response
    • Monitoring
    • Response planning and response activities
    • Feedback on response

Risk Governance

Risk Identification and Response

Considering the mid- to long-term changes in the business environment occurring in the domestic and overseas markets, Hyundai Steel has identified and selected key high-priority risks through objective assessments, including analyses of risk candidates, their impacts and our vulnerabilities, and expert surveys across the Group.
For indicator-type risks, we evaluate risk according to four levels(attention, caution, warning, serious)based on the monitoring of leading and lagging indicators, and respond immediately according to management processes when a high level of risk is detected. For scenario-type risks, we prepare specific crisis scenarios and predict potential impacts, and sector-specific crisis management response groups analyze opportunities and risk factors to formulate responses accordingly. For disaster-type risks such as earthquakes, which cannot be predicted but have recently been frequent, we have established a response manual and conduct regular response drills as part of our efforts to prevent damage and injury.
Furthermore, we conduct an annual review of our indicators to reflect changes in the business environment and issues pertaining to market demand while calculating and managing potential risks. We also track and manage indicators of safety, security and trade.

Responding to Key Risks

Hyundai Steel conducts regular monitoring of key risks that affect the industry as a whole to calculate the risk impact, and we establish and apply effective countermeasures in response. In 2020, through a company-wide risk analysis, we identified 23 key risks and carried out processes to address them. Also, as part of organizational restructuring, the Management Planning Division is operating a task force to reinforce legal compliance management and improve our competitiveness in the steel industry as we work to strengthen our risk response systems.
Key Risks
Classification Improvement projects Number of projects
Planning Organization of the risk management system, revision of the regulations on the delegation of discretionary powers, etc. 7
Marketing Expansion of sales to global automakers and automotive parts manufacturers 1
Safety Examination and assessment of the current implementation of company-wide safety activities 1
Quality Establishment of a company-wide comprehensive examination management system, etc. 3
Human Resource Enhancement of personnel management based on the segregation of duties 1
Labor Creation of labor-management relations based on principles 1
Corporate Culture Enhancement of the flexibility of organization culture, etc. 3
IT Construction of a disaster recovery system, etc. 2
Core Tasks [Planning] Review the reorganization of business structure
[Procurement] Establish response measures for the fluctuations in raw material prices
[HR] Overcome rigidity in the management of the manpower
[Labor] Review the improvement of sub-contract operation model
4

Emerging Risks

Hyundai Steel monitors potential risks that could directly or indirectly impact the business and engages in efforts to respond proactively to these risks.

Market Change Risks from Climate Change Regulation

Abnormal weather variations and climate agreement failures were ranked as the top two risks in the Global Risks Report released by the World Economic Forum (WEF). As such, the current environmental situation is globally recognized as an existential crisis, and consumers, the international community, and investors have recently begun to strongly demand that companies attain "carbon neutrality". Currently, 110 countries have set Net Zero targets, and 32 countries, including Korea, the United States, Europe, Japan, and China, have reflected these targets in national policies. Moreover, by legislating the Carbon Border Adjustment Mechanism(CBAM), the EU plans to impose a tax on steel products whose manufacture results in greater carbon emissions than products produced within the Union, beginning in 2023. Domestic steel products are hence expected to be subject to up to KRW 375.7 billion in tariffs, depending on EU carbon prices and emissions differences. Under these circumstances, car manufacturers, Hyundai Steel's main customers, are implementing an energy transition1) and reducing the weight of their vehicles, which is predicted to reduce demand for automobile steel plates by up to 15 percent after 2030. Consequently, steel companies are facing a situation that necessitates a fundamental transformation of their energy sources and a reorganization of their business portfolios in accordance with changing market risks.
  • 1) This involves transitioning from vehicles equipped with existing engines and tailored to the production of electric vehicles, to vehicles with internal batteries.
Keeping in step with the needs of key stakeholders for eco-friendliness, Hyundai Steel is striving to establish a foundation to lead the next generation hydrogen ecosystem. In October 2020, Hyundai Motor, Korea Gas Corporation, HyNet, and Hyundai Glovis, amongst others, signed a memorandum of understanding for the development of the hydrogen distribution industry for hydrogen vehicles, and announced a business plan to supply high purity hydrogen and expand related infrastructure. Moving forwards, to foster the hydrogen business area as a new avenue of growth into the future, Hyundai Steel plans to ¡ã Establish and expand hydrogen production and distribution facilities ¡ã Introduce FCEV at key business sites and expand usage of hydrogen vehicles ¡ã Establish an eco-friendly, hydrogen fuel cell generation system. Further, we will prepare for sluggish growth in the manufacturing sector by strengthening our electric furnace capacities and expanding downstream(e.g. by entering the automotive components business, expanding hot stamping operations, etc.), and will respond to the decrease in steel trade – caused by saturation of the domestic market and carbon borders – by securing our overseas supply chain and establishing a global steel association.

Supply Chain Risks from a Surge in Demand for Eco-friendly Materials

In line with strengthened eco-friendly regulations on the construction industry, the supply of eco-friendly raw materials and carbon neutrality across the supply chain are expected to emerge as key issues in the steel industry as the demand for eco-friendly materials increases. With green building regulations tightening around the world, the demand for eco-friendly materials in steelmaking is naturally on the rise. In the U.S., the state of California has mandated the installation of solar panels for new homes since 2020, and public buildings in South Korea will also be required to undergo green modelling beginning in 2025. The government(Ministry of Land, Infrastructure and Transport) is seeking to promote green buildings and has recently announced a "Green Building Revitalization Plan for Carbon Neutrality", which includes support tasks for green remodeling and zero-energy buildings. Construction companies are one of Hyundai Steel's main customers, and we expect sales of eco-friendly steel products to increase as the demand for eco-friendly construction increases. Moreover, in the future, it is expected that eco-friendly materials will not only be mandatory for public construction, but also for other areas of construction, too – and this will have a positive impact on our revenue. To proactively respond to the supply chain risks that can arise from such market changes, Hyundai Steel has obtained eco-friendly certification and is currently developing new business opportunities. In 2020, we obtained EPD certification for our steel plate products, such as hot-rolled, cold-rolled, plated, and thick plates, and hence established a bridgehead for entering the European market, which has strict environmental regulations. In the same year, we also laid the foundation for strong sales growth by obtaining GR certification from the Ministry of Trade, Industry & Energy for the first time. On top of this, Hyundai Steel is working with customers to conduct research on reducing the weight of steel battery cases. This will secure our competitiveness in the electric vehicle market and proactively ensure a source of demand, with the commercialization of steel battery cases expected to generate a demand for steel of approximately 100,000 tons(by 2025) – representing 1 million electric vehicles. Furthermore, Hyundai Steel holds technology expositions to provide improved opportunities for our suppliers to expand their markets and foster their capabilities to manage climate change risks. At the Hyundai Steel Tech Show 2020, which was conducted virtually in compliance with government COVID-19 quarantine guidelines, we held a ‘procurement system briefing' for 244 suppliers to improve their understanding of procurement policies, as well as selecting outstanding eco-friendly proposals and eco-certified suppliers for the ‘eco-partnership certification’. Moving forwards, Hyundai Steel will proactively respond to increasing domestic and international environmental regulations and strive to dominate the electric vehicle market. Going further, we will also develop methods for recycling slag, produced as a by-product of electric furnace processes, in asphalt concrete – and by pivoting to such research that enhances our electric furnace-related capabilities, we will expand our production of eco-friendly construction materials and manage risks across our supply chain.

Risks from the spread of infectious diseases

The economy has experienced significant contraction due to the global pandemic. Accordingly, Hyundai Steel is seeking to promote sustainable growth by reinforcing our corporate fundamentals. In particular, we will reorganize our business structure to focus our capabilities on our core businesses and high value-added products. We are also operating a company-wide emergency response system to minimize production disruptions caused by the spread of infectious diseases. Company-wide codes of conduct were established in response to the spread of infection and all employees are encouraged to comply. We are also striving to establish a preemptive risk response system through which we can respond to threats and opportunities, and monitor and predict changes in the environment inside and outside of the company.

Productivity risk due to innovation in smart manufacturing technology

Productivity risks associated with innovation in smart manufacturing technologies are the most critical issue that must be addressed for sustainable corporate growth. Recently, convergence with new IT technologies, such as big data and AI, have emerged as a new way to significantly increase productivity. Companies that fail to respond to such innovation and simply keep existing measures of improving productivity can expect to lose competitiveness in the market. Aware of such risks, and as part of the Smart Enterprise innovation project, we introduced a big data-based ‘raw material operation optimization system' to a 120-ton electric furnace at the Incheon Steelworks in April 2020, following the one for a blast furnace at the Integrated Steelworks. Since the second half of 2020, we have been considering rolling out this system to electric furnaces at all of our business sites. In order to achieve sustainable growth, we plan to host special lectures by experts on smart manufacturing technology innovation to help change the way we work. At the same time, we will complete the Smart Enterprise innovation project by 2025, thereby operating customer-oriented processes and establishing an optimized decision-making system.

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