ESG Report 2022-2023 - Flipbook - Page 44
HIGHLIGHTS
INTRO
ESG MANAGEMENT SYSTEM
PRIORITY AREA
APPENDIX
Corporate Culture in Pursuit of Change
Improving our corporate culture
Innovating the way we work
We conduct biennial organizational immersion surveys to
To create a work environment that efficiently engages
improve our corporate culture. As 2021 happened to be the
employees, we launch the Less for Better campaign to address
survey year, we surveyed all our office workers in Korea and
internal issues identified through organizational immersion
abroad. The questionnaire included a total of 56 questions
surveys, including the leadership of immediate supervisors and
in 22 areas, and the questions were customized for different
meeting/reporting practices, to manage and keep current with
organizations and regions. The survey results were analyzed
evolving work methods. We also perform internal surveys to
based on demographic statistics by gender, job position and
monitor our employees’ satisfaction with our meeting/reporting
organization to identify cultural issues from the multi-dimensional
practices. In 2021, satisfaction with meeting and reporting
angle, and were shared among top management, company-
practices amounted to 68% and 66% respectively, which
wide executives and team leaders to engage in discussions for
remained unchanged from the previous year. For organizations
possible improvement. A total of seven improvement tasks were
scoring low on the satisfaction metric, we offer them our
identified across the board and are currently being implemented,
recommendation to identify internal issues and make the
and each responsible unit organization independently developed
necessary improvements.
425 improvement tasks to improve our organizational
immersion.
Proactive LAB for creativity,
self-initiated challenge and innovation
Innovating the way we communicate
We build a culture of horizontal communication at all levels. Our
employees address one another by ‘Mr. or Ms’ rather than by
job title, and communication is bolstered through wide-ranging
We operate an in-house idea suggestion platform to create a
virtual channels. TA-NEW (tires delivering news) communicates
culture that empowers employees to come forward to present
our company-wide key news in an informal newsletter format,
their creative ideas. This essentially encourages a culture that is
and the Hankook Broadcasting System, our informal video
tolerant of failure, as multiple attempts are often needed to push
channel, hosts in-house IR events to share key management
the limit and discover innovative solutions. A total of 21 in-house
performance. Such initiatives help us effectively share our
venture teams in Class 7 are currently under operation under
corporate news and communicate with our employees.
our Proactive LAB program: an employee who originated an idea
organizes his/her project team and puts the idea into action. In
2021, the first in-house venture ‘Town Car’ officially launched its
service.
Hankook Tire & Technology ESG Report 2021/22
44