“The Answers to Our Problems Are in the Field”

Q1. What is the Safety and Health Planning Group responsible for? Could you briefly introduce each of its teams?

The Safety and Health Planning Group is responsible for developing and managing safety policies and systems across the entire company. We are composed of the Safety Policy Team, the Health Policy Team, and the Safety and Health Tech Team. The Safety Policy Team and Health Policy Team develop and update company standards and policies based on feedback from the field, while the Safety and Health Tech Team manages technical systems and safety investments.

As the company places a strong emphasis on safety, we invest over KRW 200 billion annually in safety. Due to this large scale, we have a heightened sense of responsibility to ensure that the funds are used effectively and appropriately. Furthermore, given the diverse operational sites and the large number of workers, we strive to set common standards, and elevate overall safety levels in a uniform way across the company.

Q2. What efforts do you make to foster a positive organizational culture?

When I was first appointed as group head last year, I wrote a handwritten letter to each of the 29 group members. More than half of the members were recruited as experienced professionals, and our work often involves dealing with unexpected tasks.  I appreciated how well both experienced staff and new recruits have collaborated and communicated, conducting research and incorporating feedback from the field to manage our policies. I also felt humbled and grateful for how the team leaders stepped up to make rational decisions when unexpected situations arose. I wrote the letters to encourage them, and to show my appreciation. (Laughs)

I still occasionally send emails to group members for feedback and communication. I also try to offer detailed and constructive feedback when they come to report on their work.

Q3. What is your philosophy as a leader?

Last year, we introduced the slogan “H-S.O.S (Hyundai-Steel One Safety)” and four key strategic initiatives. As a leader, my core philosophy is to reinforce and advance these four strategic pillars. One of my favorite mottos is “The answers to our problems are in the field.” I always emphasize this to underscore the importance of focusing on the field when planning and executing safety-related tasks.

From an organizational culture perspective, I emphasize the importance of paying attention to one’s personal happiness. To be satisfied in your work life, attending to personal aspects such as family, financial planning, and self-development are as important as job satisfaction. Employees who are personally happy perform better at work, bringing a positive mindset to their tasks.

Q4. What are your aspirations as a leader this year?

Frankly, when I became group head last year, I was really overwhelmed. Just like in the TV program “No Way I’m an Adult,” I suddenly found myself in the role of group head after navigating various staff positions. (Laughs) Looking back on the past year, I feel I could have made some better decisions and been a better leader.

Last year, I focused on developing a strategic framework. This year, I aim to concentrate on enhancing field execution in line with that framework. More than anything, many safety issues are difficult to address without the CEO’s involvement. However, since CEO Seo personally leads weekly safety meetings and emphasizes the importance of safety, we have gained some strong momentum in driving our initiatives forward. We also hold weekly safety reinforcement meetings in which we share incident reports with approximately 600 field team leaders and safety managers. We are striving to raise awareness about the importance of safety, and to foster a shared commitment to ensure that safety is maintained at all times.

Q5. What would you like to see from your group members?

Our group members who oversee the company’s safety planning, bear a heavy burden and face significant challenges. I would like them to feel free to come to me if they encounter any issues during their work. Having experienced most of the hands-on tasks in the area of safety myself, I’m eager to provide practical coaching that can be helpful. The best coaching allows employees to realize and understand solutions on their own, and I hope to support and enhance this process.

Additionally, and I have emphasized this many times, I want to ask them to develop policies and standards that are suited to the field. Even the best-designed policies may not be suitable to the company if they don’t align with the realities of the field.

Q6. Which of the Steel Recipe principles do you think work best for your group?

Since we oversee safety, I would choose “Paying attention and actively participating create a true path to safety.” To reinforce (Laughs)my commitment to safety, I always keep on my desk posters featuring “100-Year Safety Steelworks,” the Steel Recipe, and “H-CORE Safety.”(Laughs)

Staff from other departments and safety managers work tirelessly around the clock to prevent accidents on-site. I hope these efforts translate into a strong focus on safety and execution among field employees and become a key part of Hyundai Steel’s safety culture. (Smiles)

Q7. Is there a Steel Recipe you would like to expand on and apply in your group?

Yes, it’s “Past methods are only for reference. New approaches are the beginning of change.”While my senior colleagues and I can offer ideas based on our experience, they may not always be suited to current needs. For this reason, I encourage incorporating insights from the field to approach tasks in new and relevant ways.Of course, they are doing really well even now, but I chose this recipe to encourage a little more reflection and innovation.