GS Energy has formulated and is implementing a strategy to secure talents who will lead the future of the energy industry with overflowing passion and creative challenges,
and follows the following Way of Work.
As GS Energy operates in various business fields, departments have the autonomy to allocate budgets for job training. Additionally, each year, outstanding employees are selected to enroll in graduate schools and special courses to support their personal development, expertise enhancement, and network expansion.
In particular, as the global business sector plays a significant role, the company has implemented various foreign language learning support programs, including online, telephone, video conferencing, face-to-face, and individual learning.
In line with the changes brought about by Digital Transformation, the company Data and DX education programs for those who wish to participate. The company also organizes Hackathons to explore various issues and solutions.
Catalyst and Facilitator are fostering programs conducted by the 52g Group Open Innovation Group. Through these programs, GS Energy identifies on-site issues, initiates various projects, and discovers solutions to implement them.
| Category | 2020 | 2021 | 2022 |
|---|---|---|---|
| The number of Employees and Executives | 154 | 168 | 199 |
| Total Training Costs* | 275 | 276 | 399 |
| Training Costs per Employee | 1.78 | 1.64 | 2.00 |
* Total Training Costs: Total Training Account Costs (Excluding New Employees)
Unit: people, million KRW, million KRW per person
GS Energy pursues a role and collaboration-based HR system. In line with this, the company established a role-centric job grading system, and when making promotion decisions, the company evaluates various aspects of the readiness to perform higher-level roles, not just based on seniority or performance.
Single title 'Manager' is used for a horizontal culture. Job titles are classified based on roles, and evaluations, compensation, and promotions are linked to explicit role expectations.
Promotion is assessed based on the readiness to perform higher-level roles, not solely on seniority and performance accomplishments.
GS Energy aims for both organizational growth and the growth of its members, allowing employees to gain diverse experiences and focus on substantial expertise and expanding their influence.
Performance management and evaluation are conducted through ongoing, multi-faceted, and observation-based absolute assessment rather than annual relative evaluations of objectives.
- Frequent Goal Setting
- Frequent Feedback
- Peer and Manager Reviews at Goal Completion
- Year-End Evaluation (Absolute Assessment)
The company ensures fairness and competitiveness in compensation based on the scope of roles, recognizing and rewarding diverse contributions.
Employees and executives voluntarily set their individual goals based on the organization's objectives and can continuously grow through ongoing feedback with their supervisors and peers. Goals are created and closed throughout the year, and closed goals are documented with performance results and reviews from supervisors and peers.
Year-round goals are evaluated comprehensively, considering objective achievements and the expected level relative to individual competencies. This process is conducted through absolute evaluation.
- Company-wide performance bonus
- Individual performance bonus
- Team performance bonus
- One Team Present
The results of the evaluation are used as indicators for development and feedback and are primarily decoupled from compensation, except for some high-performance individuals.
Promotions are based on expected roles, considering performance and peer reviews, with no restrictions beyond a minimum tenure of 2 years based on role grade. The company operates various incentive programs from the perspective of collaboration and organizational rewards.
In addition to company-wide performance bonuses, the company also adopts an individual performance bonus based on personal achievements, team bonuses based on team performance, and incentive programs like "one team present" to express mutual gratitude for collaboration.
The company holds regular management status meetings each year to share the company's direction and performance with various topics for open discussions with executives, including the CEO.
(Labor-Management Council)
GSE Round is the labor-management council of GS Energy, where representatives from employees and management come together to communicate and establish consensus on various issues. This platform allows for discussions and exchange of opinions on key management status, working conditions, and system improvements, contributing
to the healthy development and communication within the company.
The company operates Change Leader, a member-centered suggestion system where members directly raise various issues concerning the company's policies, environment, and work methods and work collaboratively to find solutions.
To support the diverse interests and hobbies of our employees and help them network within the company, the company provides opportunities for various club activities.
These club activities, which were temporarily suspended due to the COVID-19 pandemic, have resumed since 2023.
