- System Improvements
-
Unified Member Titles
Frequent Feedback-Based Absolute Evaluation
Collaboration-based Group Reward System
Autonomous Seating System
- Changes in Space
-
Agile & Innovation
Flexibility & Autonomy
Community & Diversity
Art & Heritage
Environment & Sustainability
- 1Agile involves being sensitive to changes in the business, identifying issues, and focusing the company's resources on problem-solving related to these issues.
It emphasizes small, rapid experiments and verifications by defining problems from the customer's perspective and repeatedly verifying solutions. - 2Open & Challenge represents a working style where individuals voluntarily set goals, challenge themselves, and willingly engage in tasks they have not tried before. It involves gaining practical expertise and expanding influence through experiences and learning in various fields and roles.
- 3One Team is based on the belief that innovation and growth can never be achieved alone. It emphasizes collaboration across the organization to work as one team, constantly innovating and growing together to achieve common goals, both at the organizational and individual levels.
To support these working styles, GS Energy initiated changes in job titles and performance management systems in 2020. In 2021 and 2022,
workspace transformations were carried out. In 2023, further improvements are being implemented, focusing on fine-tuning workspace and performance management to help establish these working styles effectively. Team-based change management is also being promoted from various perspectives.
From a systemic perspective, in order to promote a culture of decentralization and horizontal hierarchy, GS Energy has unified titles for employees up to the manager level under the single title of 'Manager.' The company has also introduced an ongoing feedback-based absolute evaluation system.
Furthermore, the company has decoupled performance evaluation from compensation, aiming to recognize performance from various perspectives and strengthen recognition of collaboration.
In addition to this, the company has brought about significant changes in their physical workspaces. Previously hierarchical and uniform spaces have transformed into environments represented by keywords such as "Agile & Innovation," "Flexibility & Autonomy," "Community & Diversity," "Art & Heritage," and "Environment & Sustainability."
In these new spaces, both formal interactions and various forms of casual interactions are encouraged. They allow for the fulfillment and expression of both community and individual creativity. Members can freely concentrate on their work. The new community spaces enable a coexistence of community and individuality, concentration, and relaxation. GS Energy's members can feel a sense of belonging and pride as part of the organization.
In 2022, the company introduced a fully autonomous seating system, promoting collaboration and the One Team spirit through serendipitous encounters. In 2023, it is further improving the autonomous seating system on a departmental basis to define the subject of performance as the Team and maximize team performance.
Transform
- A space where formal and casual interactions harmonize, satisfying both the community and individual creativity simultaneously
Hybrid
- An efficiency-enhancing platform that accommodates various needs of the members through flexible workspace arrangements and diverse work environments
Engagement
- A space where extroversion and introversion, individual and group activities, focus and relaxation, as well as the coexistence and balance of nature and digital elements create diverse encounters
Aesthetic
- A space that infuses contemporary aesthetics into Korean aesthetics, providing motivation, a sense of belonging, and dignified rewards
Healthy
- A space that utilizes nature to foster environmental consciousness and healing, reflecting sustainability and stability in the era of the new normal
GS Energy operates a flexible work hour system where employees can determine their working hours within the legal working time on a monthly basis.
The retirement pension system is based on defined benefit (DB) and defined contribution (DC) plans, with accumulated benefits based on length of service.
Additionally, the company supports Individual Retirement Pension (IRP) through a matching grant system and introduced a DC-type contribution system at the end of 2021 to assist employees with tax savings.
Pension System
| Category | 2020 | 2021 | 2022 | |
|---|---|---|---|---|
| Retirement Pension Operating amount | 1,852 | 3,447 | 5,741 | |
| By Type | DB(Defined Benefit Plan) | 1,800 | 3,400 | 5,660 |
| DC(Defined Contribution Plan) | 52 | 47 | 81 | |
| Company Subsidy for IRP | 390 | 436 | 513 | |
| The number of Participants in the Retirement Pension Program | 151 | 167 | 147 | |
Unit : Million Won, people
Retirement Congratulations
The company expresses gratitude for long years of service by offering long-term service congratulations, vacations, and showing respect for retirement.
In particular, it guarantees long-term retirement vacations to support retirement preparation and express our gratitude for retirement.
To support employees and executives' self-development, leisure activities, health, and more, the company operates welfare malls and welfare points systems, allowing employees and executives to use them freely.
Throughout the year, the company provides various domestic resort facilities and condos at discounted rates to the members. It also operates year-round (some fees may apply) resort facilities for employees to enjoy their breaks.
| Category | 2020 | 2021 | 2022 | |
|---|---|---|---|---|
| Maternity Leave Users | Male | 3 | 1 | 0 |
| Female | 0 | 0 | 2 | |
| Maternity Leave Returnees | Male | 2 | 0 | 1 |
| Female | 1 | 0 | 0 | |
| Maternity Leave Return Rate* | 75 | - | 100 | |
| Maternity Leave Retention** | 100 | 100 | 100 | |
* Maternity Leave Return Rate : The percentage of individuals who returned after taking maternity leave in the previous year within the same year
** Maternity Leave Retention Rate : The percentage of individuals who returned after taking maternity leave in the previous year and had worked for 12 months or more
Unit : people, %
To promote the health and well-being of employees, their spouses, and children, the company provides financial assistance for medical expenses incurred, relieving the financial burden on households and promoting stability in family life. In addition to group insurance for employees and executives, the company also offers comprehensive health check-ups for employees and their spouses, facilitating proactive health management.
(Loan Support, Workplace Childcare, Educational Support)
* Ji Yeseul Daycare Center
To promote housing stability and enhance employee welfare, the company offers low-interest loans for home purchases, marriage, and overall financial stability. Additionally, to reduce the burden of childcare for employees, a workplace childcare center is operated near GS Tower.
Furthermore, the company provides financial support for employees' children's college tuition and offers congratulatory gifts for their admission to university, high school, middle school, and elementary school. For preschool-aged children, a preschool tuition subsidy is provided for a certain period.
The company shares in the joys and sorrows of its employees and executives' families by offering support during times of congratulations and condolences, including funeral assistance.