Human Resource Management

We create a sustainable future where people, society and the environment will coexist.

Policy

SK ecoplant has built a pipeline for human resource development in order to find, select, secure, and deploy talented staff who will lead ‘Deep Change’ and business model innovation. To ensure the continuous growth of all employees and build an optimized workforce pool, regular assessments are conducted to examine our organizations and evaluate staff capacities and aptitudes, while internship-linked recruitment, ongoing hiring, and searches for external experts result in the addition of outstanding professionals.
At the same time, SK ecoplant is working hard to improve employee diversity to enhance our organizational competitiveness and fulfill social value. As for the employment of people with disabilities, we not only meet employment metrics but actively push for more recruitment of people with physical disabilities in order to create more jobs, which supports their self-reliance and independence. To this end, we offer jobs to the disabled at our HQ and worksites and continuously work together with a variety of relevant stakeholders in the fields of sports and art. In addition, the proportion of female employees was increased in the our key talent program in order to nurture more female candidates as leaders. To the end, we provide a comprehensive talent nurturing program and continuously manage those who have completed the program, aiming to secure diversity within our leadership.
In addition, various systems and programs are in operation to help employees perform their work based on self-motivation and responsibility from the perspective of maintaining a balance between work and growth, work and leisure, and work and family. A case in point is the implementation of flexible work hours, hot desking, and work from home. Such implementation promotes flexibility in work hours and diversifies the places where work can be conducted, which, in turn, will cultivate a self-initiated and flexible organizational culture as well as an environment where staff can easily concentrate on their work. Also, employees who acquire environment-related licenses are rewarded and offered with support for environmental project training.
Moreover, employee benefits are designed based on employees’ leisure life and lifecycle in order to enhance their happiness. A wide range of systems and programs have been implemented to encourage an environment where they can perform their work in a more self-initiated and responsible manner, thus improving the happiness of our employees. In particular, our strategies of securing and nurturing talents in association with work and growth are planned on an annual basis, in line with changes and upgrades to our business models, and reported to the BOD. In 2021, we discovered employees’ growth potential through the Pathfinding Center, our happiness management platform, and supported employees’ individual growth by conducting job transfers and reassignments, which motivated individual employees from an employees’ perspective and enhanced job effectiveness from the organization’s perspective. Furthermore, we are running the ‘Eco-friendly Literacy Course’ in association with mySUNI, SK Group’s education platform, while strengthening employees’ competencies by improving our leadership evaluation system and implementing programs based on the findings in order to improve employees’ eco-friendly capabilities in line with our transition to an eco-friendly company.

HR Development Pipeline

  • 우수인재발굴/선발 Discover and select personnel that demonstrate high competence

    Use of organizational evaluations, staff counseling, pools of long-term high-performers, and the Internal Mobility Platform

  • 우수 인재 육성/Talent 획득 Secure core capabilities through implementation of intensive talent development strategies and reskill/upskill programs

    Secure new skill sets through talent acquisition

  • 적재적소 배치 Place and utilize qualified workforces in required fields

Starting 2021, SK ecoplant has been running a reemployment support service for our retired, and soon-to-be retired, employees. We encourage them to participate in the career path designing course, which involves recognition of change and designing lifecycles and career paths, and provides them with a chance to plan a second life after retirement. In addition, the process of self-review and timely feedback on performance is in place for continuous management of employee performance, so that performance evaluations can be conducted objectively based on fair procedures and data. Coupled with the absolute evaluation system, we also perform a peer review on employees’ cooperation, attitudes, and behavior to encourage employees to support each other’s success and enhance organizational performance as a whole, rather than competing with one another, with the aim of providing more comprehensive evaluations of employee performance.

Employees' Performance Evaluation Scheme

구성원 성과 평가 제도에 관한 이미지 입니다. 자세한 설명은 하단 내용을 참고하세요.
  • 상호 성공지원 및 조직성과 창출
  • Data 기반 객관적 판단
  • 개선·성장 집중
  • 1 조직 전체의 행복 기여도

    공동의 가치 추구, Self-motivation, 협력·갈등 해결, 긍정 정서 기여, 역량 발휘, 과감한 실행, 변화·혁신 추구

  • 2 행복 기여 Peer Prview 실시

    업무 과정상 보이는 협업 및 태도·행동에 대해 함께 일하는 동료 구성원과 리더가 함께 평가(비율 50:50)

  • 3 상시 성과관리 실시

    자발적인 일 관리와 적기의 피드백·코칭을 통한 연속적인 성과 관리 방식(2021년도부터 전격 시행)

  • 4 성과 절대평가 실행

    Task 별 계획된 목표 대비 달성도를 절대평가(상시 성과관리를 통해 축적된 Data를 기반으로 연말에 최종평가)

Starting 2021, SK ecoplant has been running a reemployment support service for our retired, and soon-to-be retired, employees. We encourage them to participate in the career path designing course, which involves recognition of change and designing life cycles and career paths, and provides them with a chance to plan a second life after retirement.
In addition, the process of both self-review and timely feedback on performance is in place for continuous management of employee performance, so that performance evaluations can be conducted objectively based on fair procedures and data. Coupled with the absolute evaluation system, we also perform a peer review on employees’ cooperation, attitudes, and behavior to encourage employees to support each other’s success and enhance organizational performance as a whole, rather than competing with one another, with the aim of providing more comprehensive evaluations of employee performance.
With respect to remuneration, SK ecoplant runs an Incentive Bonus Scheme, which provides employees with unique remuneration packages based on their individual and organizational performance, regardless of years of employment. In addition, stock-linked compensation is provided to facilitate the voluntary involvement of our employees, key players in leading the company’s growth, in enhancing the long-term value of the company with the same vision as that of our shareholders. The employee stock subscription plan was implemented for employees in 2021, and the stock grant plan utilizing our own shares was implemented in 2022.

Goal

SK ecoplant continues to maintain a youth employment channel through ongoing recruitment and internship-linked recruitment. To increase employee diversity, we set our goal of hiring people with disabilities at 3.5%, higher than the mandatory employment quota. To increase disabled employment in terms of quality as well as quantity, we identify new positions in the arts as well as sports, and support members with physical challenges to boost their task competency through collaboration with relevant agencies. Further, members’ talent sharing activities are promoted to provide various stakeholders with more chances of meeting with them, thus raising awareness for the disabled. Furthermore, we are planning to increase the share of female participants in the 2022 employee key talent program to 10% in order to expand our female leadership pool.
SK ecoplant continuously increases support for our employees in maintaining a balance between work and life so as to enhance their happiness. We aim to create a work environment where all employees are motivated for their work, while keeping balance and stability between work and family. With aims to be certified as a family-friendly company in 2023 and earn a score of 80 or higher in employee satisfaction in 2024, we are planning to enhance work flexibility further for a harmonious coexistence between work and family, as well as between work and leisure. Additionally, continuous improvement is to be made in relevant programs by conducting employee surveys and impact analysis. Employee needs for new systems and programs will also be identified and reflected in a more active manner.
SK ecoplant has set a strategic direction for nurturing employees in a way that effectively cultivates key capabilities required for our business growth, and runs programs in line with this direction by utilizing mySUNI, the SK Group’s education platform. Based on the subjects of environment, globalization, leadership, AI and DT, M&A, etc., employee participation and opportunities for deep-dive training courses are to be expanded continuously. In 2022, we plan to create job/position-based leadership programs, which will be provided to 700 non-managers, 300 managers, and 30 newly appointed executives. Moreover, surveys are to be conducted on program participants to measure their level of satisfaction and on managers to measure the level of contribution from a change management perspective. The results will be used to systematically manage program performance and reinforce training content.

Roadmap for Supporting Employees’ Work-Life Balance

Roadmap for Supporting Employees’ Work-Life Balance table (목표 (구성원 만족도 (컬쳐서베이 점수), 구성원 유연근무제 참여 비율), 단위, 2022, 2023, 2024)
Type Unit 2022 2023 2024
Level of employee satisfaction (Culture survey score) Score 76 78 80
Flexible work participation ratio % 45 50 55

Employee Development Roadmap

Employee Development Roadmap table (Development Program, 2022, 2023, 2024)
Development Program 2022 2023 2024
Direction Purpose Key Program KRW 9 billion KRW 9.5 billion KRW 10 billion
Core capabilities reinforcement Enhance business understanding by boosting global and job competencies
  • M&A Intensive Course
  • On-demand education service
  • Support for environment-related license acquisition
  • Support for English learning of executives and employees
Reinforcement of leadership tailored to the changing business environment Improve the communication competencies of executives, form a consensus on common goals and create team synergy
  • Leadership course per level
  • Team building program
Soft landing and transfer of expertise of newly recruited 'Top Talents' Strengthen the competency of new employees at an early stage and form a recognition and consensus on the direction of business change through expert lectures by field
  • Talent training for new hires and recruited employees
  • Special lectures by recruited experts
Nurturing of key talents Provide opportunities to enhance expertise and secure networks
  • Key talent development program(e- FLP, Future Leader Program)
Mental health support Build a safety net (mental care) to create an environment where employees can concentrate on work
  • Mental counseling program

Performance

01. Workforce

SK ecoplant has a workforce of 4,458 people as of the end of 2021. To promote diversity and strengthen fairness in the recruitment process, we expanded direct employment and raised the employment rate for people with disabilities by identifying new, sport-related job positions. As a result, our employment rate for those with disabilities rose to 3.34%, up 0.13 percentage points from last year, while the ratio of female staff rose to 13%, up 0.7 percentage points year on year. Also, our ratio of female managers increased to 5.2%, up 1.9 percentage points from last year as a result of the female leadership program, among others.

02. Employee Work-Life Balance

To practice management that boosts employee happiness, SK ecoplant established our work-life balance policy, which was developed with consideration for the lifecycle of employees, to actively collect staff opinions and manage key items. Surveys on happiness are conducted in the first and second halves of every year, and the performance of programs for work-life balance is measured and analyzed in accordance with the happiness survey findings. In 2021, we selected positive atmosphere, fairness, work-life balance, consensus on our vision, and growth and development as the five Key Factors for Success (KFS) for the enhancement of happiness, and implemented a wide range of systems and programs such as Good Impact rewards, improvement of employee benefits, establishment of EP DAUM, leadership mindset innovation training, and job postings. In addition, employees and management hold regular meetings at the Management Development Council, the company’s official labor-management body, to listen to various opinions from our employees.

03. Competency Enhancement

SK ecoplant has cultivated an environment where employees can develop and advance their careers by taking their own initiative through the Pathfinding Center and mySUNI, an education platform for SK Group members. As of 2021, a combined 4,396 permanent and non-permanent staff, or 98.6% of total staff, have taken part in training through mySUNI. With an aim to equip all employees with basic eco-friendly capabilities, we opened the eco-friendly Literacy course, which was taken by about 90% of our total staff, while also offering a separate course for employees carrying out eco-friendly projects to enhance their ‘eco-friendly core competencies’. Furthermore, a citizen data scientist (CDS) training program was set up in order to disseminate a culture of working based on data analysis in the company and the transition to a DT-based work process. A total of 44 employees were selected to take the program, and all received a badge for completion.
Additionally, other countries’ policy trends, as well as leading companies’ best practices, have been regularly shared via the company’s EP (Eco People) portal beginning in 2022 in a bid to further cultivate employee knowledge on new environmental and energy businesses. Moreover, mySUNI offers a variety of leadership programs, such as one-on-one workshops, the Leadership Transformation Program for managers, and the Ignite Leadership Program for non-managers. As of 2021, the participants gave these programs a satisfaction score of more than 90, on average. Treasure map counseling, which assesses personal tendencies and job aptitude through internal and external experts, also earned 95 percent positive feedback. Starting in 2022, we are planning to measure not only employee satisfaction on training programs but their effectiveness from a change management perspective, as well as expand the number of programs subject to such measurement – starting with the M&A Intensive Course – in line with our business status and upgrade the measurement system further.

Culture Survey Results of SK ecoplant

Culture Survey Results of SK ecoplant 테이블 (Category (Total, Detailed Questions), Questions, 2020, 2021, YOY)
Category Questions 2020 2021 YOY
Total 75.51 74.35 -1.16
Detailed Questions Effort of competency enhancement

Our employees make their own efforts to develop the competency necessary for their work.

76.10 76.65 +0.55
Personal growth

Our employees feel that their careers and competency are growing as they perform their duties.

74.92 72.04 -2.88

Key Support Programs for Employee Work-Life Balance & Performance

구성원 일과 삶의 균형 지원 주요 프로그램 및 성과 테이블 (주요프로그램 (재택근무, 시차출퇴근, 가족지원, 구성원 근무 유연성), 성과, 임팩트)
Key program Performance Impact
Work from Home
  • Work from home or remote working at employees’ own discretion by considering work nature, health, and family care situations
88% of staff satisfied Employee Happiness Score
상반기 (4월) 70.5점 / 2.8점 향상 (100점 만점 기준) / 하반기 (9월) 73.3점
Flexitime (Staggered Working Hours)
  • Self-design individual working hours
  • Support employees in leaving office at 4 p.m. on Fridays to spend time with family
95% of staff satisfied
Family Support
  • Increase in special leave: leave given to long-serving employees or the soon-to-be retired (‘Big Break’, etc.)
  • Implement quarter-day leave
  • Expand maternity leave up to 2 years
  • Run ‘Happy Wing’, a daycare center, at the HQ
Increase of 14.8% in the number of employees working more than 1 year after returning from maternity leave
Work Flexibility
  • More support for family events: same rules applied to paternal and maternal sides and wider support centering on immediate family
  • Spouse checkups: same medical checkups as provided to employees (every other year)
  • ‘Happy Umbrella’ loan program
Average satisfaction with happy support programs
4.10 on a scale of 1 to 5
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