Employee Values
Employees are the biggest asset and competitive edge needed for the growth and development of SK Square. Therefore, we provide unstinted support for all employees so that they can demonstrate their competencies and grow.
Recruitment Principles
SK Square recruits diverse talented professionals with expertise and potential based on job competency. In order to secure diversity in recruitment and prevent discrimination, we clearly state this in recruitment, HR, and ethics regulations. In particular, Article 5, Paragraph 1 of the Employment Regulations stipulates recruitment and selection based on basic qualifications and job expertise, and the Code of Ethics stipulates the prohibition of unfair discrimination against employees.
Employee Diversity
| Percentage of female employee | |
|---|---|
| Unit | % |
| 2021 | - |
| 2022 | 22 |
| Percentage of female executive | |
|---|---|
| Unit | % |
| 2021 | - |
| 2022 | 17 |
| Percentage of disabled employee | |
|---|---|
| Unit | % |
| 2021 | - |
| 2022 | - |
| Percentage of international employee | |
|---|---|
| Unit | % |
| 2021 | - |
| 2022 | 2 |
| Category | Unit | 2021 | 2022 |
|---|---|---|---|
| Percentage of female employee | % | - | 22 |
| Percentage of female executive | % | - | 17 |
| Percentage of disabled employee | % | - | - |
| Percentage of international employee | % | - | 2 |
Human Resources Development Policy
SK Square recruits talented individuals who practice the will to compete and win based on the faithfulness in management philosophy. To nurture talented professionals that match our ideals and continuously develop the capabilities of our employees, we have established and systematically supports the talent development system.
Internalization of SK Square's core values
Support for leadership development and exercise by senior managers and prospective managers
Support for bolstering professional competency for each major job
In addition, SK Square recognizes that employees who can actively respond to the rapidly changing business environment affect the growth of the company. Therefore, we strive to foster human resources that can flexibly cope with changes in the external environment such as new technologies, market trends, and competitive environments.
Strategies for fostering human resources in line with changes in the business environment
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Fair Evaluation and Compensation
SK Square establishes measurable performance evaluation items to evaluate the performance of employees and conducts individual and team performance evaluations at least once a year through a transparent and reasonable process. Relevant matters are specified in the Guidelines for Ethical Management Practices to prohibit acts that hinder transparency, such as unfair discrimination in the evaluation process. We also operate an appeal procedure and feedback channels for performance evaluation results for more reasonable evaluation process and results. SK Square determines the compensation(including performance bonuses) and promotions of all employees, excluding registered executives, based on the performance evaluation results. These decisions are finalized through discussions in the HR Committee. In 2022, 100% of the employees underwent performance evaluations with the performance evaluation system.
Customized Training Programs
SK Square operates customized training programs for employee competency development and growth, and improves the quality of training programs through regular employee feedback. In addition, we operates SK Group's Common Management Development Program (FLP, HLP, etc.) to foster core talent with leadership capabilities, and all programs are operated for all employees, including contractors and part-time workers.
Performance of Employee-customized Training Programs
| Total training hours | |
|---|---|
| Unit | Hour |
| 2021 | - |
| 2022 | 2,008 |
| Total training cost | |
|---|---|
| Unit | KRW 10,000 |
| 2021 | - |
| 2022 | 18,076.1 |
| Number of trainees | |
|---|---|
| Unit | Person |
| 2021 | - |
| 2022 | 86 |
| Training hours per employee | |
|---|---|
| Unit | Hour |
| 2021 | - |
| 2022 | 23.1 |
| Training cost per employee | |
|---|---|
| Unit | KRW 10,000 |
| 2021 | - |
| 2022 | 207.8 |
| Category | Unit | 2021 | 2022 |
|---|---|---|---|
| Total training hours | Hour | - | 2,008 |
| Total training cost | KRW 10,000 | - | 18,076.1 |
| Number of trainees | Person | - | 86 |
| Training hours per employee | Hour | - | 23.1 |
| Training cost per employee | KRW 10,000 | - | 207.8 |
Objectives of Operating Employee-customized Training Programs
| Total training sessions | |
|---|---|
| Unit | Session |
| 2023 Target | 4 |
| Total training hours | |
|---|---|
| Unit | Hour |
| 2023 Target | 620 |
| Category | Unit | 2023 Target |
|---|---|---|
| Total training sessions | Session | 4 |
| Total training hours | Hour | 620 |
Work & Life Balance
(Welfare Programs for Employees’ Happiness)
SK Square is forming a culture in which all employees can work more enthusiastically through stability in their family life and their own growth. Accordingly, various welfare programs are operated to enhance employees’ work-life balance and establish a family-friendly culture within the company. Welfare programs to balance employees' work and life and create a family-friendly culture are available to all employees, including contract workers, part-time and full-time employees. We are also strengthening active communication and collecting feedback from members through the operation of the “Communication Lounge’”channel. In addition, “Culture Survey” is conducted at least once a year to listen to various opinions in consideration of the changing working environment and employees, and the results of the survey are used to improve our welfare programs.
Policies for Employees' Work and Life Balance
Management Principles - Improving overall life satisfaction through employees' own growth and stabilization of their family life, Measure the effectiveness(impact) of welfare programs operated for employees(including full-time, part-time, contract workers) Improvement, advancement, and communication based on the results of the effectiveness measurement
Focused Areas - The harmonization of employees' work with the followings: Family, Leisure, Growth
Work and Family (Family-friendly programs)
| Work-from-home | |
|---|---|
| Description | Employees can work from home instead of commuting to the office |
| Participants (Person) | 75 |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | 100 |
| Work-from anywhere | |
| Description | Operate an external hub office for employees who are far from work or do not have sufficient work environment at home |
| Participants (Person) | - |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | - |
| Selective working hours | |
| Description | Working hours selection system that allows the start and end times of work to be decided by the employee |
| Participants (Person) | 75 |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | 100 |
| Shorter working time during pregnancy | |
| Description | Working hours reduction during childcare or pregnancy, for family care, etc. |
| Participants (Person) | - |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | - |
| Maternity leave | |
| Description | A leave for pre- and post-natal care for employees and their spouses, and fetal examination |
| Participants (Person) | 1 |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | 100 |
| Parental leave | |
| Description | A leave for pregnant female employees to protect maternity or a leave for a parent to raise children under the age of 8(or 2nd grade in elementary school) *52 weeks, applies equally to primary/non-primary caregivers |
| Participants (Person) | - |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | - |
| Family care leave | |
| Description | A leave for employees to take care of their grandparents, parents, spouse, spouse's parents, children, or grandchildren due to illness, accident, or old age |
| Participants (Person) | - |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | - |
| Leave to take care of first-year school children | |
| Description | A leave for employees to take care of their children’s admission to elementary school |
| Participants (Person) | - |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | - |
| Personal Events | |
| Description | Support for subsidies, consumables, petition leave, etc. in the event of a member's congratulatory and condolatory events |
| Participants (Person) | - |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | - |
| Educational | |
| Description | Tuition support for employees with children from kindergarten to college students |
| Participants (Person) | - |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | - |
| Program | Description | Participants (Person) | Participation rate (no. of people take the leave/ total no. of employees entitled to take the leave)(%) |
|---|---|---|---|
| Work-from-home | Employees can work from home instead of commuting to the office | 75 | 100 |
| Work-from anywhere | Operate an external hub office for employees who are far from work or do not have sufficient work environment at home | - | - |
| Selective working hours | Working hours selection system that allows the start and end times of work to be decided by the employee | 75 | 100 |
| Shorter working time during pregnancy | Working hours reduction during childcare or pregnancy, for family care, etc. | - | - |
| Maternity leave | A leave for pre- and post-natal care for employees and their spouses, and fetal examination | 1 | 100 |
| Parental leave | A leave for pregnant female employees to protect maternity or a leave for a parent to raise children under the age of 8(or 2nd grade in elementary school) *52 weeks, applies equally to primary/non-primary caregivers |
- | - |
| Family care leave | A leave for employees to take care of their grandparents, parents, spouse, spouse's parents, children, or grandchildren due to illness, accident, or old age | - | - |
| Leave to take care of first-year school children | A leave for employees to take care of their children’s admission to elementary school | - | - |
| Personal Events | Support for subsidies, consumables, petition leave, etc. in the event of a member's congratulatory and condolatory events | - | - |
| Educational | Tuition support for employees with children from kindergarten to college students | - | - |
Work and Leisure
| Happy Friday | |
|---|---|
| Description | A system that allowed employees to take every other Friday off if they worked 160 hours in a 4-week period |
| Participants (Person) | 87 |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | 100 |
| Holidays and Sabbatical Leaves | |
| Description |
*Spending allowance is provided to all regular employees in accordance with internal policy to enhance their holiday experience. |
| Participants (Person) | 87 |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | 100 |
| Program | Description | Participants (Person) | Participation rate (no. of people take the leave/ total no. of employees entitled to take the leave)(%) |
|---|---|---|---|
| Happy Friday | A system that allowed employees to take every other Friday off if they worked 160 hours in a 4-week period | 87 | 100 |
| Holidays and Sabbatical Leaves |
* Spending allowance is provided to all regular employees in accordance with internal policy to enhance their holiday experience. |
87 | 100 |
Work and Growth
| Educational Support | |
|---|---|
| Description |
|
| Participants (Person) | 87 |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | 100 |
| Health Support | |
| Description |
|
| Participants (Person) | 87 |
| Participation rate (no. of people take the leave/total no. of employees entitled to take the leave)(%) | 100 |
| Program | Description | Participants (Person) | Participation rate (no. of people take the leave/ total no. of employees entitled to take the leave)(%) |
|---|---|---|---|
| Educational Support |
|
87 | 100 |
| Health Support |
|
87 | 100 |
SK Square has improved the working environment to improve the efficiency and satisfaction of employees. Considering the characteristics of office workers who work indoors most of the time and use electronic devices for a long time, indoor air quality is managed by air purifiers and plant arrangements in the workplace. In addition, the visual fatigue of the members was reduced by managing the illumination in the workplace using surface-emitting LED lighting. We support ergonomic working environment by supporting all employees' Herman Miller chairs and providing standing desks.
SK Square provides benefits in various ways throughout employees' lives, including their families, growth, and health, and actively operates welfare programs. Recognizing that innovation through employees’ happiness and life stability is a key factor for SK Square to grow, we will continue to improve our programs for employees’ happiness.
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Work-Life Balance Regulations |
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Employee Engagement
SK Square strives to nurture a culture of high employee engagement where all employees are encouraged to take ownership of their performance, career and professional growth, all under the overarching philosophy of SK Happiness.
Our employee engagement survey, developed by the SK Group for use by affiliated companies, is conducted at least annually. The survey measures whether our approach to drive high level of employee engagement (including performance, growth and career development) is successful and how we can improve it to achieve SK Happiness.
Since the incorporation of our company in November 1, 2021, our first and most recent employee engagement survey was conducted in 2022. 100% of our regular employees were invited to participate in the survey and as a result, the response rate was 82%. The average employee engagement score was 83.9 (on the scale of 1 to 100). This score was the highest among all of the SK group companies that performed the survey. The respondents responded with the following responses (on a scale of 1 to 10) in the 2022 survey:
After the survey was completed, we have engaged in regular discussions with the Joint Management Council (comprised of the representatives of the employees) to analyze the 2022 employee engagement survey results and identify potential areas for improvement and implementation.
Management Council
SK Square operates the Management Council to establish fair labor-management relations based on communication with employees and to promote common interests between labor and management. Through the Management Council, we regularly collect opinions with the goal of enhancing employee values, such as education and training, welfare, and grievance settlement.
Management Council Structure
Key Matters Discussed
| Recruitment, placement, and education and training of employees |
| Handling employees grievances |
| Promoting employees health and welfare |
| Improvement of personnel and labor management system |
| Productivity improvement, performance distribution, etc. |
Management Council Regulations
| Management Council Regulations |
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