Provide Best-in-Class Work Environment

  • The best Work Environment

    S-OIL receives energy from employees’ happiness and satisfaction from work. Employees’ dynamic energy comes from “best-in-class” work environment. As a result, the company is committed to creating people-friendly office environment filled with creativity, including safe and pleasant workspace, people-oriented work areas, and warm and welcoming area design.

  • The best Welfare

    Other notable features of our work environment include our systematic and various educational and training programs and our top-of-the-line compensation and welfare packages.

Performance-based Corporate Culture Faced with intensifying competition in the business environment, it is fundamental for a company to hire highly competent individuals and create an environment where they can tap into their full potential in order to achieve sustainable growth. Also, performance-based corporate culture should be established to enhance work efficiency by means of fair evaluation and compensation.

Fair Recruitment System to Hire Talent

S-OIL hires competent and creative talent who embody the Company’s envisioned ideal values of an employee, regardless of their gender and academic background. To ensure unbiased recruitment, we deleted several potentially discriminatory items from the application form. Applicants undergo interviews where their private information including academic history is not divulged. Additionally, in our bold attempt to reduce the share of non-regular workers, S-OIL recently abolished the existing practice where newly hired experienced workers were required to sign a one-year contract before concluding their regular employment contract. S-OIL strives to hire and train female workers while working to provide job security for disabled people as well as the socially marginalized.

Zero Tolerance Policy for Discrimination

Irrational discrimination in terms of position, gender, academic background, or religion is prohibited in the entire company administration including performance evaluation and promotion at S-OIL. Regular and non-regular workers are distinguished by their roles and functions only. Not a single non-regular worker is discriminated against as long as he/she performs the same job as his/her regular counterparts. In particular, S-OIL encourages all employees to take paternity and maternity leave when required, while ensuring that they do not suffer from any employment disadvantage when returning to work as well. Furthermore, all S-OIL employees are obliged to receive education on prevention of sexual harassment once a year to promote gender equality as part of the corporate culture.

Fair Evaluation and Compensation

Fair evaluation and compensation schemes positively motivate employees to work hard, which is important in realizing shared goals across the Company. S-OIL has in place fair evaluation and compensation schemes so its employees can devote themselves to their duties, contributing to higher profitability and sustainable growth for the Company. In order to enhance accuracy in the evaluation, the evaluation scheme distinguishes between performance results and competencies and applies different criteria and procedures according to job function and grades. The Company trains and compensates employees based on these evaluation results. In order to enhance fairness of the evaluation, the Company consistently upgrades the evaluation scheme after reflecting upon all relevant feedback. Compensation for directors and employees is determined by the Compensation Committee after weighing in on corporate business results and the overall business environment. Consisting of three outside directors and one non-standing director, the members of the Compensation Committee are elected by the Board of Directors (BOD). With the objective of establishing transparent and efficient compensation scheme and determining the appropriate level of compensation, the Compensation Committee deliberates on top management’s suggestions regarding employee compensation schemes, wage increase rates, and incentive pay ratio. In order to ensure a rational decision-making process on the compensation schemes, the committee takes into account the Company’s business performances, labor relations, and wage competitiveness as well as the rate of inflation. All the procedures for deciding upon a raise in wages and incentives were reviewed by outside agencies such as Towers Watson and then looked over by the Compensation Committee before making a final decision. In 2015, compensations were made based on the guidelines set forth by these procedures and the highest amount of compensation made to any one employee was at most five times greater than the income median paid to other employees for the same period. Furthermore, the annual compensation raise rate was the same for all S-OIL employees that same year.

Reinforcement of Human Resources The comparative advantage between refiners in terms of production facilities is narrowing down due to the reduction of technological gap and fierce investment competition. Given this reality, it is imperative for businesses to strengthen human resources to gain a competitive edge by increasing operational efficiency of production facilities and making inroads into new markets. To that end, S-OIL has in place diverse education programs aimed at nurturing talented employees. In particular, we set up an Engineer Cultivation Program to reinforce engineers’ expertise and train junior engineers. Furthermore, we offer tailored education programs as well as global competency development education for the next-generation leaders.

Competency Development Based upon Varied Needs

S-OIL supports its employees’ development of core competencies through the basic competencies training course in which S-OIL’s basic values are shared, the leadership training course, and a number of specialized job training courses aimed at enhancing the employees’ expertise. In addition to various in-house collective training, S-OIL has established an external education support system to reflect the varying on-site needs of the education programs. Besides its group training, S-OIL also provides online courses on diverse topics such as business administration, the humanities, and foreign languages, creating an infrastructure in which its employees can develop their careers regardless of time or place.
Individual Development Plan (IDP)
S-OIL encourages all of its employees to design an individualized career plan, called an Individual Development Plan (IDP). This motivates them to focus more on their jobs. Under the IDP, employees set their own goals in relation to their capabilities and interests, choosing courses according to their career goals and long-term career objectives. The company then has established a “training history tracking system” to support their plans—including a Job Rotation System to enhance their career development through a variety of job experiences. This system has now been expanded company-wide, targeting top-level employees who have worked at the same job for a long period of time, and always taking their IDP into consideration. We plan to facilitate our employees’ career development and our own internal communications by operating an in-company Job Posting System in tandem with the Job Rotation System. When there are job vacancies, the Job Posting System allows employees to move to posts they want after the application and evaluation process. Besides offering employees an excellent opportunity to apply for different kinds of work, the Job Posting System is an efficient way to facilitate inter-departmental communications. It also helps the company to allocate its human resources more efficiently.
S-OIL Academy, the Specialized Job Training Course
S-OIL has been running S-OIL Academy, a specialized job training course, since 2011. After S-OIL Academy for Marketing & Sales and S-OIL Academy for Operations were phased in, 10 to 20 education modules have been improved so far for each course every year. The Academy channels its educational resources into training marketing professionals, professional engineers, and operators who can respond to the fast changing industry. S-OIL Academy for Marketing & Sales has been undergoing an advancement process since 2014, with 48 modules and 12 courses including the case of domestic oil products sales expected to be added by 2015. S-OIL Academy for Operations offered a total of 21 courses in 2014, recording a satisfaction score of 8.8 points out of 10. Based on the satisfaction survey result, we improved the programs in 2015. In order to establish a stable operational competency for each process and to develop emergency response capabilities, a training center opened in 2014 where an ‘Operation Training Simulator (OTS)’ training is offered. In addition to this, an advanced course is being developed and ready to open in the second half of 2015, aimed at supporting the building-up of competency for manager-level engineers or above through the latest technology acquisition.
ECP for Engineer Competency Enhancement
After eight months of consultancy from both internal and external experts and benchmarking of outstanding businesses at home and abroad, our Engineer Cultivation Program (ECP) was launched in 2015 with the mission to support systemic training of engineers. Under this program, engineers can refer to the job function training database ‘Pool of Refinery Training Courses (PoRT)’ and talk with their supervisors before filling out a ‘Customized Personal Training Program (CPTP)’ related to individual functions and career path. The education results are monitored via the ‘Learning Management System (LMS)’. S-OIL aims at launching an IT-based LMS by the second half of 2015. Furthermore, our ‘e-Learning’ program allows engineers access to continued learning opportunities, and ‘Intensive Overseas Training’ will be introduced in 2015 so as to cultivate engineers with a global mindset and competency.

Nurturing Next-generation Leaders

With a clear understanding of the importance of the next generation’s core talents, S-OIL has established a systematic HR development system. To nurture next generation leaders, for example, the Company selects talented employees with great potential and provides support for their MBA studies in Korea or overseas, or for their Master’s program in science and engineering offered at IFP School in France. In addition, it analyzes the competencies of the key employees, and then establishes tailored development plans and provides diverse training programs based on the results. Through this process, S-OIL’s employees will become the core of the Company’s sustainable growth engine.

Programs to Facilitate the Early Adaptation of New Recruits

Recruiting talented individuals and growing with them is the source of any company’s sustainability. As an enthusiastic supporter of its employees’ growth, S-OIL has in place a number of programs to help new recruits become adapted for the organization.
Group Training and On the Job Training (OJT)
The new recruits first undergo a group training program that is conducted for a total of eight weeks, with four weeks spent at the head office and the remaining four weeks at the company’s plants. The program is conducted to help the new employees, who have just made the transition from being students to fully participating as a member of society, change their awareness as S-OIL’s employees, establish their basic mindset, experience the organization through teamwork, and understand the company itself. Through this program, the new recruits can gain a full understanding of S-OIL and the roles played by each of its departments. After the group training they participate in the OJT program, where they can experience the company’s functional departments prior to their placement. The OJT program allows the new employees to gain experience in diverse departments through their understanding of each department and their interactions with senior colleagues, in order to help them learn about the company and its work processes and quickly acclimate. The program is conducted for six weeks for office employees and 12 weeks for those in technical posts. It has proven effective in helping the new recruits adapt after their placement.
Differentiated Mentoring Program
Once the new employees are placed in the departments of their choice after the OJT program is completed, a mentoring program is conducted to help them adapt for the company and develop their potential. For one year, each employee is paired with a mentor, who is typically an assistant manager or someone in a more advanced position. Through this, the employee grows to become a key member of S-OIL by enhancing his or her integration into the company and boosting social skills. By participating in this mentoring program, which was launched in 2009, the mentees quickly become adapted for the company while the mentors have an opportunity to develop their leadership skills as mid-level managers. One special aspect of S-OIL’s mentoring program is that during the one-year program, the mentors are changed every half year. That is, the first six months of the program is focused on helping the mentees quickly adapt for their new departments by pairing them with a mentor from the same department. Then for the latter half of the program, the mentors are chosen from outside the mentees’ departments, which allows the new employees to form their own in-house networks and vitalizes work-related communication within the company. In addition, a themed mentoring session is offered in which the mentor and the mentee choose a topic of common interest together and the latter maps out his or her life in ten years’ time based on that theme. This gives the new employees a chance to plan their future at the company from the moment of their recruitment and helps them lead successful lives at S-OIL.
Retention Program (‘Dynamic Rookies’)
Once the yearlong mentoring is completed, a retention program called “Dynamic Rookies” is conducted for the employees who are into their second year at the company. Launched in 2010, the program boosts their challenging spirit and unity and helps them understand the company’s future direction through communication with top management. It also strengthens the employees’ solidarity, thereby enhancing their satisfaction at the company. Along with the introduction of this program, the turnover rate among employees whose service year is less than two years dropped by almost half; such results show that the introduction of S-OIL’s mentoring program and Dynamic Rookies has made significant contribution to the successful adaptation of the new employees and the enhancement of their satisfaction with the company.

Diverse Efforts to Enhance Operational Excellence In today's increasingly competitive management environment, the comparative advantage between refiners in terms of production facilities, which used to be key competitive factors, is narrowing down. Therefore, it is critical to establish the most efficient working environment where employees can fully unleash their potential. In particular, given the inefficiency in work methods stands in the way of the optimized utilization of limited resources while adding to the complexity of business operation, improving inefficiency will make a significant contribution to maximizing a company's non-financial values. Furthermore, by reinforcing Work Smart through continued IT upgrade, we are able to take a more flexible response to the changing management environment, improve work efficiency, manage and utilize in-house information, and promote internal and external communication.

Improve Operational Excellence based on Company-wide Work Efficiency Survey

S-OIL recognizes infrastructure to improve operational excellence as the key component for 'performance driver', striving to enhance our HR Program to upgrade the general infrastructure. In 2015, we conducted a survey on work efficiency on all of employees, making an in-depth analysis of operation excellence in diverse areas and employees' satisfaction level. The analysis has allowed the Company to identify issues in topics including improvement of the individual career development support system, establishment of creative working environment, balance between work and family, and leadership development, which were then discussed among all of employees in a company-wide session. In 2016, based on the issues identified in the survey, S-OIL will craft and implement the phased improvement plans for career development and compensation plan for engineers and the introduction of leadership diagnosis and development system, thereby creating the work environment to let employees unleash their potential to the fullest.

Reinvigorate Collaboration and Communication

S-OIL runs Communication Portal(CP) which encourages in-house communication in the company to create a high-performing work environment based on the latest ICT. CP has ushered in a smarter working environment as it reinvigorated information and knowledge sharing between employees thanks to user-friendly interface and increased work efficiency. S-OIL saw a dramatic boost in the office productivity as the convenience of CP was strengthened following the optimization of electronic approval in CP and upgrade of webmail and messenger applications. In 2013, S-OIL set up TPMS (Turnaround Progress Management System), a system that inspects the progress of turnaround in real time. Accessible via PC and mobile devices, TPMS has facilitated the communication between affiliated companies and person in charge of the system, dramatically shortening the time spent on follow-up steps. In 2014, SSP(S-OIL Shipping Portal) system was established, making possible information sharing between sales department, release department, shipping companies, and truck drivers. SSP system has shortened working hours by enhancing efficiency in shipping schedule and truck delivery. It also raised office productivity as it minimized simple workload such as data collection and manual work by synchronizing information systems. Additionally, accurate and prompt communication is ensured as information on maritime and land release is shared seamlessly between PCs and mobile devices.

Enhance Support for Mobile Office

S-OIL employees have been using electronic approvals, checking their e-mails, and managing their schedules through a mobile application since 2008, when the company preemptively implemented a mobile office system. In 2012, we established the paper-less mobile office system, allowing all employees to access the virtual workplace with tablet PC through wireless network. Supported areas of mobile office were expanded in 2014, enhancing business efficiency between service stations and affiliated companies. S-OIL has strengthened worksite-centric support when it newly opened E-Biz portal for the purpose of reinvigorating communication.

Establish Outsourcing Process Management System of Plant Facilities

Given the nature of equipment industry, it is critical for S-OIL to ensure safe and reliable operation of the major sophisticated production facilities 24/7. To that end, we conduct inspection and maintenance of production facilities on a regular basis by signing agreement with professional partners, securing facility reliability. In 2015, we set up the Outsourcing Service Process Management, improving the existing outsourcing management process which was formerly done manually. The system has enabled us to support the maintain ace and management work by partner companies in a more inter-organic and efficient manner. In addition, by integrating the standardized outsourcing process into the IT system, we support active communication and collaboration not just for internal divisions but also partners. The enormous volume of documents generated over the manual process is electronically stored, hence raising the information reliability. Operational excellence and user convenience for partners have been secured as they can handle works by accessing a single IT system. This user-oriented system has accelerated the work process, dramatically saving time spent on task handling.

Reinforce Customer Support based on Integrated Supplier Information Management

S-OIL introduced the Partner Relationship Management in 2008, a system for the integrated management of supplier (S/S and F/S) information. Designed to seek win-win ties with our suppliers, the PRM is used for the establishment and execution of supporting policies, management and search of integrated supplier information, and effective operational support for suppliers. In reflection of the evolving sales environment and the subsequent changes in sales process, S-OIL undertook the PRM system improvement project in 2015, strengthening field-oriented work capability while improving the operational excellence in supplier management. The improved PRM system has enabled the Company to manage data in an integrated manner which had been separately handled by multiple IT systems, enhancing the consistency and availability of information. The features of the PRM system have been overhauled so as to systematically manage work history and information throughout supplier life cycle ranging from attraction of new supplier to termination of transaction.\, and to better establish and execute supporting policies for suppliers. Data on suppliers and markets can also be accessed via the PRM mobile system to support sales activities on-site.

Knowledge Management System (Jisik Plus)

While strengthening its problem-solving capabilities as well as laying the foundation for long-term growth by reinforcing expertise and knowledge sharing among employees, S-OIL introduced ‘Jisik Plus’, a company-wide knowledge management system, in October 2012. The system aims to lay the groundwork for knowledge-based management by promoting integrated knowledge management enabled through the systematic accumulation and sharing of in-house information. Jisik Plus is composed of the ‘Knowledge Q&A’ section, where knowledge is accumulated and shared through work-related questions and answers, and the ‘Knowledge Sharing’ section, where employees share and amass their knowledge through postings. In addition, a Knowledge Master is designated to answer the uploaded questions, evaluate and approve the requested information, ensuring the smooth operation of Jisik Plus.

Employee Suggestion Program

While incorporating its employees' ideas for improvement into its work processes, SOIL established and introduced the Employee Suggestion Program (Suggestion Box) in 2009 to share those ideas within the company. Since then, the program has become a win-win system in which the employees who submit their suggestions are rewarded by the company, while the latter enjoys diverse benefits that result from these ideas such as cost reduction, productivity improvement, and accident prevention. In 2015, the company launched a number of activities to enhance employee awareness regarding suggestions and encourage their participation; for example, it selected outstanding participants and the most active participants on a quarterly basis, granted the CEO's award and promotion bonus points to outstanding participants at the end of the year, and awarded KPI bonus points to departments that submitted outstanding suggestions.

Win-win Labor-Management Relations S-OIL has maintained highly exemplary labor-management relations. Indeed, not a single case of industrial dispute has taken place since 1980 when the labor union was first organized. This feat is attributable to the conviction held both by the labor union and the management that they are not the separate parties. Both the labor and management faithfully obverse labor laws while the management respects key activities by the labor union while taking heed to their voices. Building upon the cooperative labor management ties, S-OIL strives to enhance its competitiveness and improve employees' quality of life while fulfilling corporate social responsibilities. In addition, S-OIL commits to maintaining a collaborative and productive industrial relationship by operating a variety of channels such as the wage agreement and collective negotiations on a regular basis, the Labor-Management Council, the Industrial Safety and Health Committee, joint workshop, and more. As of end of 2015, a total of 2,146 employees benefit from the collective negotiations, accounting for 74.9% of the entire workforce.

Work-Life Balance S-OIL believes employees can fully engage themselves to work and contribute to boosting corporate productivity only when they live in comfort and stability. To this end, the Company is operating industry-leading welfare benefit programs that reflect employees’ needs and it continues to add items necessary for the physical and mental well-being of employees.

Industry-leading Welfare Benefits

To provide a workplace where employees can feel deeply engaged in their work, S-OIL offers industry-leading incentives and welfare benefits. In addition to the basic welfare package (4 major public insurances and congratulations and condolences program), we offer a specialized set of benefit programs tailored for life cycle to ensure that employees can fully engage in their work as well as satisfy themselves in terms of life, health, and leisure activities. In 2015, S-OIL introduced a selective welfare program to allow employees to design individual welfare items depending on their life style and preferences, bringing balance to work-family while enhancing welfare benefits in culture, sports, leisure, family life, and self-development.
Employee Assistance Program (EAP)
Launched in 2013 to provide comprehensive consultation services on personal problems and job-triggered stress, the EAP assists the Company’s efforts to bring balance to work-family, garnering favorable feedback from employees. Health support covered in EAP covers not only job-related stress or interpersonal problems at work but also psychological consultations on a wide array of topics from relationships with family members, child rearing, spouses, and relations between the genders. If an employee makes a request for consultation service to an external agency, meeting with consulting professionals with a master’s degree or above in clinical psychology is arranged in-person, via telephone, or e-mail under strict privacy control. EAP contributes not only to easing employees’ stress but also enhancing their work engagement. S-OIL understands that healthy employees boost the Company’s productivity, adding to the liveliness of the workplace.
Introduction of New Pension Program
S-OIL pays its full attention to ensuring a stable life for employees not just throughout their career but also after retirement. Given that Korea's average life expectancy is rising fastest in the world while most people cannot afford a reliable retirement plan, S-OIL became the first Korean company to introduce the "New Pension Program," a matching grant scheme where the Company pitches in for employees' post-retirement resources. Under the New Pension Program, a subscribing employee saves 10% of their monthly wage in retirement pension and the Company, in return, additionally contributes 50% of the amount the employee deposits. In 2015 when the system was introduced for the first time, 99% of total employees subscribed to the program as they could expect not only tax benefits on retirement savings but also the Company's contribution. The New Pension Program is anticipated to help our employees ease uncertainties over the post-retirement while they are at work and rest assured that their life after retirement will be stable.

Efforts to Enhance Employee Engagement

With the conviction that employee engagement is maximized only when they strike a balance between work and life, S-OIL works towards creating a family-friendly workplace. In 2013, S-OIL obtained the Family-Friendly Company certificate from the Korean government. The Company also received a commendation from the Minister of Gender Equality and Family as the best performer among family-friendly certified companies. Since its adoption in 2010, the Intensive Holiday Program has established itself as a leading work-life balance model as it gives employees chances to refresh themselves by taking two weeks of leave any time of the year. Condominiums run by the Company across the nation are also available for reservation for employees who go on vacation.
Diverse Channels for Company-wide Interactive Communication
S-OIL has diverse channels to assist in across-the-board interactive communication. Published since 2011, the quarterly online magazine HR Webzine serves as a medium for the interactive exchange of opinions among employees on the Company’s HR system and management practices. Every month, roughly 1,000 employees view the webzine. In the latter half of 2012, the bulletin board named “Let’s praise” opened an in-house intranet to single out people and share detailed achievements made by employees who had won awards within and outside the Company. By sharing success stories among employees, the bulletin board helps promote a culture of complimentary praise as well as raise morale among employees. In addition, S-OIL provides full support to diverse in-house club activities that are open to employees of all ages and positions. At the moment, approximately 2,100 employees are active in 37 clubs. Starting in 2013, the Company broadened the scope of its support to club activities by designating a monthly Club Day, offering subsidies for the event and awarding Best Club Awards at the end of every year.

Employment by Age and Gender Unit: persons

연령별 / 성별 인력 구성 : 구분, 연령, 성별, 2013, 2014, 2015 내용 테이블입니다.
Classification Age Gender 2013 2014 2015
Officers 30~50 Male 14 7 8
Female - - -
50 or above Male 29 32 29
Female - - -
Employees Under 30 Male 420 403 416
Female 70 72 80
30~50 Male 1,849 1,874 1,946
Female 137 149 148
50 or above Male 259 297 271
Female 4 4 4

Employment rate of the aged(over 55) in 2015 : 4.0%

Employment by Business Site Unit: persons

Employment by Business Site : Classification, Officers, Employees Table.
Classification Officers Employees
Total 37 2,865
Head Office 27 807
Refinery 9 1,716
District Biz. HQs 1 264
Terminals - 78

Employment Structure Unit: persons

Employment Structure : Classification Table.
Total 2,902
Officers 37
Administrative staff 1,401
Production staff 1,464

New Employment Unit: persons

New Employment : Classification, 2013, 2014, 2015 Table.
Classification 2013 2014 2015
80 42 83
Others* 78 83 66
Total 158 125 149
% of female employees 15.2% 22.4% 21.5%

Others refers to all forms of recruitment, including junior college
graduates, experienced workers, and non-regular workers, but not
university graduates.

Retirees Unit: persons

Retirees : Classification, 2013, 2014, 2015 Table.
Classification 2013 2014 2015
Total 79 82 82
Retirees by
age limit
45 36 30
Others* 34 46 52

Others refers to all causes for retirement except for by age limit, such as death, contract termination or voluntary retirement.

Return to Work Rate after Parental Leave Unit: persons,%

육아휴직 후 업무복귀 비율 : 구분, 복귀 예정 직원, 복귀 직원 (복귀 비율) 내용 테이블입니다.
Classification Staff to return Returned staff
2013 3 3 (100%)
2014 7 7 (100%)
2015 10 10 (100%)

Employment of the Disabled Unit: persons,%

Employment of the Disabled : Classification, 2013, 2014, 2015 Table.
Classification 2013 2014 2015
The disabled 49 49 47
All employees 2,792 2,835 2,902
% of the
1.8 1.7 1.6