현대제철 통합보고서

Mission of Talent Management

Ideal employees

• Challenger
  

  Challenge the status quo and pioneer new and uncharted paths

• Creator
  

  Take on change with a proactive and creative mindset

• Specialist
  

  Strive to be the best in one's field with expert knowledge and competence

• Collaborator
  

  Maintain good relationship and cooperate with coworkers

Mission

HRD Direction

• 01 Nurture innovative leaders creating new values
• 02 Cultivate leaders with world-class expertise
• 03 Build a learning ecosystem supporting self-directed growth

Employment Status

As of December 31, 2021, Hyundai Steel has 11,499 employees with an average length of service of 13 years. We have 221 employees with disabilities and 341 employees with national merits. Across our overseas subsidiaries, we have 684 employees in Asia, 233 employees in America, and 223 employees in Europe. In management, there are 254 women, accounting for 7.7% of total management positions. There is no pay disparity between male and female employees as base pay is determined by job rank and seniority. Whether in a management position or not, all employees are paid the same base pay by job rank with no otherwise pay disparity.

Talent Recruitment

Introduction of Occasional Recruiting System

Hyundai Steel operates an occasional recruiting system in order to attract talented and qualified applicants. Each division recruits talents with its own hiring plan, and cross-checks its screening results with the head office to ensure transparency in the recruitment process. This system helps to reduce socio-economic cost as applicants do not have to accumulate irrelevant work experience, and improve satisfaction of applicants and employees by expediting the recruitment process. In addition, we have a policy, in accordance with the law, to support the underprivileged in our recruitment process, including individuals with national merit. Going forward, we will continue working to boost engagement among new employees and reduce their turnover by introducing recruitment method optimized for jobs and assigning new employees to departments that match their individual needs.

Non-Face-to-Face Recruitment

Hyundai Steel introduced a non-face-to-face recruitment process for the first time in 2020 due to the COVID-19 pandemic and continued non-face-to-face recruitment also in 2021. Hyundai Motor Group Aptitude Test(HMAT), which is a paper-based test, was replaced with a computer-based test(CBT) and AI screening. All interviews were conducted online through video conferencing. As security and identification procedures are important in the non-face-to-face recruitment process, applicants were required to sign an information protection agreement and preliminary calls with applicants were organized. As such, the introduction of non-face-to-face recruitment enhanced convenience for applicants and reduced recruitment costs.

Respect for Diversity

Policies and Activities to Respect Diversity

Hyundai Steel carries out various activities to promote diversity among its members. We provide all employees with a mandatory education course to enhance their awareness of the disabled. Further, various HR and welfare programs are operated to support the work-life balance of employees, such as flextime, shorter working hours during pregnancy, telecommuting, and in-house daycare centers.

Grievance Handling System

Hyundai Steel operates a grievance handling system and provides detailed information on its procedures, including reports, disciplinary measures, and monitoring, and responsible departments. We also operate psychological counseling centers where employees with physical or mental distress due to family issues, interpersonal relationships and stress can receive psychological counseling by experts. Employees can report their grievances to the grievance handling department in their workplace or through outside psychological counseling centers in partnership with the Company. We will continue our efforts to ease the psychological distress of our employees.

Talent Cultivation

Master Certification System

Hyundai Steel established the Master Certification System for technical employees in charge of steel manufacturing sites. It is designed to lay an institutional foundation to give them motivation for growth, and more opportunities to learn and transfer technology. Any technical employees can participate in growth activities, earn growth points and, after verification and evaluation, obtain recognition for their technical skills. Growth activities are divided into three categories; self-development, technology transfer, and innovation activity. Self-development includes taking job training, obtaining certifications, and publishing academic thesis, while technology transfer includes working as an in-house instructor, conducting job training, and patent applications. Innovation activities include suggesting activities, divisional group activities, and self-improvement coaching. Through this system, technical employees earn growth points and gain recognition as experienced worker, innovator, expert, and master in that order, by satisfying certification requirements corresponding to growth points. We expect the master certification system will enhance the status of technical employees by providing opportunities for growth and certifying and utilizing highly-skilled employees, and drives a positive change in organizational culture.

Human Rights/Law abiding Education

As part of its efforts to build a fair and transparent organizational culture and foster a healthy work environment, Hyundai Steel has included mandatory compliance training in the onboarding program for newly promoted team leaders and new employees since 2017. In particular, we provide all employees with training courses to prevent sexual harassment and bullying in the workplace and enhance awareness of the disabled. In 2021, training courses on these three topics were provided to a total of 11,119 employees for a period of five months from August to December. These courses were conducted online and through cascade training in consideration of the COVID-19 pandemic, with a 100% completion rate of all employees. Since 2021, we have provided a gender sensitivity course to all team leaders and new promotions (to senior manager positions) in an effort to lead the promotion of a healthy corporate culture. 273 out of 304 team leaders and 128 out of 148 employees promoted to senior manager positions company-wide have completed this course. With that, we expect to internalize a mature organizational culture based on mutual trust and understanding among employees and to cultivate ethical awareness of individual employees.

Education of Retiring Employees

Every year, Hyundai Steel provides education to employees due to reach the legal retirement age so that they can adapt to a new environment after retirement and plan on their second chapter in life. In 2021, education was provided to 184 retiring employees, of whom 174 employees completed the education courses. Our program received positive reviews for designing educational consulting tailored to the sentiments and characteristics of technical employees at manufacturing sites, responding to their needs for re-employment, and organizing training contents reflecting the characteristics of the job group. Our education program was presented as a best practice in「The 2021 Best Practice Booklet of Re-employment Support」published by the Labor-Management Development Foundation under the Ministry of Employment and Labor.

기업과 근로자의 행복 프로젝트

Individual Development Plan(IDP)

Since 2019, Hyundai Steel has operated the Individual Development Plan(IDP) with the goal of systematically supporting the career development and growth of our employees. Through this policy, all employees plan their development path customized to their duties and roles, and the entire process is managed in the form of quantitative data. Further, IDP has been used as a reference indicator(team members' capacity building) in team leaders' performance evaluation since 2020 so that team leaders are encouraged to provide active support and feedback promoting employees' capacity building.
In 2021, the IDP process was partially modified in ways to elaborate indicators and thus improve the quantity and quality of training, and to ensure continuous training. The evaluation criteria was changed to training hours in order to measure training progress in a more reasonable manner. The minimum training hours per year was set at 50h/person. Also, the period to establish IDP was extended to year-round, so as to encourage employees to continue self-development throughout the year. Further, IDP progress indicators are gauged in the form of a status value(e.g. passive, active, or passionate) rather than percentage(%) for the purpose of encouraging more active participation in learning. In 2021, the total training hours under the IDP system was 189,283 hours, an increase of about 41% compared to the previous year(134,179 hours). The average training hours per person was 73.6 hours, up 50% from the year before(49.3 hours).Drawing on the results of IDP implementation in 2021, the Company will make necessary improvement and make the IDP system more effective in 2022.

Total training hours (employees required to establish IDP)

Average training hours per person (employees required to establish IDP)

Education to Enhance ESG Mindset

Hyundai Steel provided the 'ESG Mindset' training for all employees to internalize an ESG mindset companywide. The contents of this training course include ESG overview, ethics, human rights, safety, and environment. It was conducted for employees in Korea(including executives, general researchers, and dispatched contract workers) and overseas expatriates for one month and a half since February 2022 and its completion rate was 99.86%. Our efforts to enhance the ESG awareness of employees will be continued going forward.

Healthy Corporate Culture

Corporate Culture

In order to create a horizontal corporate culture, Hyundai Steel is making various efforts to motivate employees and enhance their leadership through continuous implementation of corporate culture meetings(by business site/job rank) and coaching workshops for leaders. In addition, a variety of activities are implemented to improve the way we work, including awareness improvement, so that we can make fundamental improvement in the meeting/reporting culture, thus internalizing efficient and smart way of work. The 'Organizational Culture Council' was established in each organization to encourage continuous improvement of organizational culture, and actively supported by the Company, so they can serve as a driver of autonomous and tangible changes. We also grant a range of leaves to help our employees enjoy work-life balance by taking time off work; leader's insight leave, refresh leave, and promotion leave. For the purpose of more reasonable and flexible working hour management, our employees can choose their working hours the Company operates flextime letting employees schedule working hours on their own, and has adopted a PC-off system whereby computers are automatically controlled after their planned working hours end. Recently, the range of selectable working hours expanded, along with actively implementing other systems. In order to establish a family-friendly corporate culture, the Company provides one year of parental leave in addition to one year of statutory parental leave(incentive payment within the period) for both mothers and spouses, and operates a shorter working hours for pregnant employees. In addition, we are making efforts the work and life balance of executives and employees by expanding lactation facilities and operating daycare centers to take care of our employees' children in all business sites. In recognition of these efforts to operate exemplary, family-friendly systems, Hyundai Steel was certified as a 'family-friendly company' by the Ministry of Gender Equality and Family.

Customized Platform for Communication

Hyundai Steel takes the lead in fostering a flexible corporate culture by invigorating communication across job ranks. A case in point is customized channels of communication led by the CEO. 'To.CEO' is an official channel of communication through which any employees can send their opinions to the CEO. Various opinions suggested to 'To.CEO' resulted in tangible improvements. Through the year-round 'CEO Talk', the CEO meets face-to-face with employees, shares his management philosophy and encourages employees. This program contributes to the psychological security of our employees and helps to build a consensus companywide. We also have the 'From.CEO' program whereby the CEO communicates corporate management status, major issues, and messages he wants to share with employees through various media and easy ways to enhance their understanding. On the 'Future Board',  junior employees identify and address issues from their perspective as next generation leaders. It is operated under the leadership of the CEO and its members are selected every year. Members of the Future Board spread positive changes across the Company. Hyundai Steel will continue to introduce various programs to invigorate communication with employees to make sure that a positive and vibrant organizational culture can take roots.

Work-Life Integration Program

Hyundai Steel introduced the Work Life Integration Program designed to foster a healthy corporate culture for mutual growth by promoting psychological security and work efficiency. This program was developed by drawing on the result of the 2020 Culture Survey conducted together with Hyundai Motor Group, and the analysis is based on the feedback of 380 employees(general/research employee) who retired between 2018 and July 2021, and consists of 11 courses in four categories: work, life, integration, vision & insight. In 2021, three courses were implemented; 'Work: praise · recognition + fair evaluation', 'Life: encouragement, mind care', and 'Life: power of relationship, adaptation to organization'. Among them, the 'Work: praise · recognition + fair evaluation' course was evaluated to be very useful and timely, as it was conducted during the period of performance reviews for evaluators, and scored high(72.5 points) according to the Net Promotor Score(NPS). The 'Life: encouragement, mind care' course and the 'Life: power of relationship, adaptation to organization' course were prepared for the purpose of preemptively coping with corona blue and stress caused by the issue of non-regular workers. These courses were conducted online and in real time, and attended by 314 employees. They scored 53.5 points on average in NPS and diagnosis score increased by 0.9 points after-training versus pre-diagnosis. The 'Life: encouragement, mind care' course was provided first to employees in the manager position which shows a relatively higher turnover rate, and after-training score improved by 1.1 versus pre-diagnosis. Provided in Gather Town, a metaverse platform, this course was evaluated to have raised concentration and engagement. We plan to provide all 11 courses in the future, and contribute to fostering a healthy organizational culture.

• Work
  • · Praise · recognition + fair evaluation
  • · Improve the way we work
  • · Coaching · feedback
• Life
  • · Mind care(stress management)
  • · Self-esteem
  • · Positive mindset, resilience
  • · Self-awareness · reflection
• Integration
  • · Communication
  • · Cooperation
• Vision & Insight
  • · Shared vision and direction
  • · Innovation · trend

Work Life Integration

Work-life integration program

Fair evaluation and compensation system

Improvement of Evaluation and Promotion

Hyundai Steel has introduced new HR systems in order to enhance employees' confidence in performance evaluations and promotions, and so improve corporate culture and strengthening capabilities. To ensure fairness in selection of talents and evaluation based on performance, organizational goals are shared with all employees, based on which they discuss targets to achieve in detail with their superiors. They are encouraged to discuss their progress on targets and issues with superiors for the purpose of year-round performance management. Through this process, individual employees' performances are evaluated by progress versus. target and comparison with peer groups(employees in the same rank). Promotions are determined on the basis of reasonable criteria, not seniority, and we are minimizing one-size-fits-all standards by introducing evaluation criteria tailored to the characteristics of each department, while optimizing the criteria according to the required competencies and expected roles of each value chain. By doing so, we are able to select the right person for each department while increasing employee satisfaction with our HR system.

Introduction of the Reward System

Hyundai Steel provides a range of employee reward programs aimed at building a culture of innovation and pioneering spirit. The previous system of year-end rewards was replaced with an occasional reward system, which gives authority to each department to provide rewards independently. In addition, we are implementing a long-term incentive system that returns a certain part of the economic effect of the idea to executives and employees who have contributed to cost savings or increase in profitability through the new special reward system established in 2020. The newly introduced reward systems will serve to increase motivation among employees and help build a healthy corporate culture.