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Home Sustainability Focus Areas Employees Overview

Employees

At Hankook Tire, we recognize the vast potential of all employees and are making strong efforts to maximize their potential. Through quality training programs and an impartial personnel system, we are creating a happy workplace where employees feel their potential is being recognized.

At Hankook Tire, we recognize the vast potential of all employees and are making strong efforts to maximize their potential. Through quality training programs and an impartial personnel system, we are creating a happy workplace where employees feel their potential is being recognized.
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Context

It is the fundamental element to respect the rights and diversity of employees and support them with capacity building for the company growth as well as its employees. In various areas, especially in human resource management, it is required to pursue strategies that focus on value creation to foster and retain global talent.

Risk & Opportunity

Failures to continuously absorbing employees in their works due to a lack of communication may bring about the outflow of talents, a key factor in corporate business, as well as negative impacts on corporate reputation. Thus, fair HR systems and capacity-building programs designed to nurture and retain excellent personnel serve to fuel a company’s growth.

Future Plans and Outlook

We will increase the employment of the disabled in the short term to improve the diversity of our workforce and to advance our diversity management system in the long term. In addition, we will focus on protecting human rights of our employees through the establishment of human rights management system.

 

Progress of Health and safety

  • Our Approach

    Hankook Tire’s declaration about employee value creation, management responsibility and governance

    Declaration

    Hankook Tire shares its vision through open communication and provides its employees with fair opportunities. This commitment ensures shared growth between the organization and individual and healthy and pleasant workplace.

    Management Responsibility and Governance

    Employee Committee
    • • Chaired by: Human Resource Management Department Director
    • • Supervised by: HRM Team
    • • Members: CSR Team, Proactive University, Corporate Communications Team, DP) KP) Human Resource Team, KOR) Culture Planning Team, DP) KP) Labor Relations Team, KOR) Culture Communications Team, R&D HR Team, Production & Engineering Corporate Management Team, Global Production Innovation Education Team
  • 2015 Achievements

    2015 major achievements and accomplishments

    2015 Achievements

    ● Completed ◐ Partially Completed ○ Not Completed
    2015 Achievements
    Code Key Managerial Issues Goals Achievements Completion
    EV1 Open communication Enhance global communication contents
    • Completed the digital workplace (DWP) development plan
    • Published the Global CEO Letter every quarter
    • Published the Executives’ Insight every month
    Publish mobile corporate magazine
    • Published mobile corporate magazine (from Jun.)
    Establish a labor-management culture pursuing trust and co-prosperity through diverse communication channels
    • Hosted the Communication Day event and discussion meetings
    • Installed mini boxes for compliment and suggestion
    EV2 HR system to offer fair opportunities Establish the global HK human rights management system guided by the ‘UN “Protect, Respect and Remedy” Framework for Business and Human Rights’
    • ‌‌Established the human rights management system and registered it as a standard
    • Declared the human rights management
    • Trained team managers on human rights
    Continue to manage the global diversity of workforce (hire more female and disabled employees and offer training on diversity)
    • ‌‌Established a subsidiary company for the disabledand increased disabled recruitment
    EV3 Growth-fostering Training Systems Develop CDP for employee competency enhancement (reinforce the CDP of R&D workforce and design the CDP of engineers)
    • ‌‌Designed and arranged the CDP for new R&D employees
    • Selected target employees for job rotation
    Cultivate experts with production technology (strengthen educations on machinery and electricity through operating GTR)
    • Completed the construction of GTR room (GEC)
    • ‌‌Trained about the craftsman plant maintenance, hydraulic control and PLC
    Expand common training courses offered in Korea to global business sites (promote the capacity-building of locally-hired staff)
    • ‌‌Cultivated in-house instructors in the core value internalization course
    • Conducted the Proactive Leadership (PL) course for operators at Korea and Indonesia Plants
    EV4 Work-life balance Enhance family-friendly management
    • ‌‌Operated a family experience program (‘Daddy, Where Are We going?’: 204 participants)
    • Invited families to plant tour (214 participants)
    Launch the flexible working hour system (mainly for female staff)
    • Test operation of the flexible working hour system
  • 2016 Plans

    2016 plans and relevant office

    2016 Plans

    2016 Plans
    Code Key Managerial Issues Commitments Key Index Deadline Team in Charge
    EV1 Open communication Enhance global communication contents
    • ‌‌Enhance communication channels linked with DWP
    • Upgrade visuals and create new contents
    Dec. Corporate Communication Team
    Improve mobile corporate magazine
    • Expand visual contents such as films
    • ‌‌Add communication function to mobile corporate magazine
    Dec. Corporate Communication Team
    Create ‘Fun & Smart’ working environment
    • ‌‌Increase employee satisfaction by creating great workplace (GWP campaign, etc.)
    • Build creative office infrastructure to increase concentration (Smart Mail, Green Desk, etc.)
    • Listen to opinions of Indonesia and Tennessee Plants, respond to complaints, and share GWP best practices
    Dec. Production & Engineering Corporate Management Team
    EV2 HR system to offer fair opportunities Settle the global HK human rights management system and reinforce human rights promotion
    • Settle the global HK human rights management system by enhancing competency of staff in charge of human rights and training employees
    • Improve human rights assessment tools and adopt zero tolerance for effective human rights management
    Dec. Human Resource Management Team
    Establishment of diversity management system
    • Subdivide management indices
    • Regular monitoring
    Dec. Human Resource Management Team
    EV3 Growth-fostering Training Systems Expand the Proactive Leadership (PL) course throughout the company
    • Nurture in-house instructors among local operators and implement PL course
    • Develop locally tailored education materials
    Dec. Proactive University
    Develop capabilities to cultivate experts with production technology
    • ‌‌Secure infrastructure for practical trainings and develop curricula to sharpen competitiveness of global plants
    Dec. Global Production Innovation Education Team
    EV4 Work-life balance Expand the flexible working
    hour system and support
    infant and senior citizen care
    • ‌‌Expand the flexible working hour system (OE division in 2015 → female employees and development & test department staff in 2016)
    Dec. R&D HR Team

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