Environmental
Social
Governance
ESG
Human Rights
Human Rights & Labor Policy
ST Pharm is committed to fair treatment of employees, organizations, and members, while respecting their fundamental freedoms and rights.
This policy provides a foundation for complying with laws, regulations, procedures, and manuals, ensuring respect for individual human rights and fostering sustainable business practices. It is based on the 『The Code of Corporate Ethics』, reflecting our responsibilities as a global company and our mission as an “The Innovative company saving lives.”
This policy outlines the principles and methods by which ST Pharm treats its employees, organizations, and members.
Fair and consistent labor standards and HR management principles are critical for sustainable management. We strive to ensure that every employee, regardless of their organizational affiliation, is treated with respect and provided with equal support and opportunities to grow.
Human Rights & Labor Policy PDF
Human Rights Management Goals
Organizational Culture Diagnosis
To realize the Dong-A Socio Group's corporate slogan of “New Flow, New Shift,” ST Pharm conducts an annual organizational culture diagnosis to foster an organizational culture in which employees are happily engaged. This process allows us to objectively evaluate the current state of the organization and pursue continuous improvements based on active communication with employees. The diagnosis is based on a framework designed around the concept of “employee and organizational happiness,” a core value of ST Pharm.
Town Hall Meeting
On January 26, 2024, ST Pharm held a town hall meeting to strengthen communication with employees and share an update on the management direction. The event was attended by the CEO and key executives to explain the company's 2023 performance and 2024 management plan. The town hall meeting was an opportunity for employees to reflect on the company's performance and consider future strategies and goals together. We plan to continue our efforts to create a corporate culture that grows alongside our employees by transparently sharing management information and encouraging active communication.
Strengthening Labor-Management Relations
ST Pharm guarantees our employees the freedom to organize groups with common goals, and respects their right to negotiate with the company.
Collective Bargaining Agreement
ST Pharm engages in collective bargaining with labor unions every two years to agree on working conditions and other aspects of labor relations, and concludes a collective agreement.
Operation of Labor-Management Council
ST Pharm holds regular labor-management councils to promote employee welfare and the healthy development of the organization based on the participation and cooperation of the company and employees. Labor-management councils are held quarterly to collect employee opinions and strengthen communication between labor and management. We actively review improvements derived from the consultations, and reflect them in our management policies to continuously improve the working environment.
Fireside Chat
ST Pharm held a direct dialogue between the CEO and employees to facilitate two-way communication. During the discussion, we explored strategies to enhance employee satisfaction, including establishing a system that provides career development opportunities through internal job posting and offering refreshment and reward leaves for long-term employees. The company emphasized that it would support continuous organizational growth and the career development of employees by increasing the opportunities for training to strengthen capabilities and enhance the professionalism of leadership talent. We will continue to
strive to create a corporate culture that actively reflects employee opinions in policy and grows together.
strive to create a corporate culture that actively reflects employee opinions in policy and grows together.
Work-Life balance
ST Pharm offers various welfare programs that help employees maintain a healthy work-life balance and focus on their work, creating a healthy and stable work environment. These programs are more than just benefits; they are an important factor in improving quality of life and employee satisfaction. They are also a key element that fosters loyalty to the organization and attracts top talent. We operate a wide range of benefits programs and strive to create a more balanced work culture through their continuous improvement.
Operation of Workplace Daycare Center
ST Pharm signed an agreement with ASV Joint Workplace Children's Daycare Center located near our business sites to jointly operate a workplace daycare center. In 2024, we opened it up to the preschool children of our employees, and provide monthly support for special activities at the daycare center.Expansion of Paid Fertility Treatment Leave
To create a family-friendly work environment, ST Pharm improved the welfare system, to be effective from 2025 to provide employees with three days of paid leave per year if they or their spouses undergo fertility treatment, such as artificial or in vitro fertilization. This exceeds Korea's legal requirement that the first two days of fertility leave per year be paid. We will continue to support our employees in achieving a work-family balance.Retiree Assistance Program
ST Pharm has a systematic support program designed to help employees lead meaningful lives after retirement. To this end, we provide life planning, stress management, reemployment assistance, and guidance on postretirement administration and pension management. In addition, we help retirees design new careers by providing information on promising certifications and customized recruitment information, and help them prepare for a stable second life.Family Friendly Business Certification
Confirming our commitment to cultivating a corporate culture that promotes work-life balance for our employees, ST Pharm was certified as a Family Friendly Business for the first time in 2021 and renewed the certification in 2024. The certification is awarded to companies that are recognized for their family-friendly systems and working environment, and is expected to improve a company's social image, strengthen its brand for recruitment, and inspire employee loyalty.Talent Attraction and Development Framework
ST Pharm has adopted a system to attract and nurture talented people who will lead the company's sustainable growth, based on the mission and management philosophy of Dong-A Socio Group. We are continuously updating our systematic talent recruitment and development strategy to cultivate competitive talent in an ever-changing global environment, as a foundation that will enable the company to grow together with its employees.
Attracting the Right Talent
The Group's ideal talent is linked to its core values and is defined as a “Problem Solver” who resolves humankind's issues, a “Change Leader” who leads change based on expertise, and a “Trust Builder” who establishes a sustainable system. To find the desired talents, we set clearer standards for leadership and job competencies in the recruitment process, and proceed with the recruitment process in accordance with such standards. Based on the concept of talent, we thoroughly verify applicants' job suitability and competence, and focus on selecting the ideal talent who can create performance and realize innovation in the organization.Cultivating Top Talent
ST Pharm's talent development system offers customized training courses tailored to individual growth stages and job characteristics to enhance employees' capabilities and secure a differentiated source of competitiveness for the organization. The talent development program is comprised of four academies, each of which offers customized courses that are segmented by position and job characteristics to maximize the effectiveness of training.Talent Development Program
• Leadership Academy: A layered leadership course focusing on specific knowledge and skills for leadership, with the goal of enhancing the leadership competency model
• Job Academy: Common competency curriculum aimed at securing differentiated competitiveness across all business areas (32 courses in management/finance/accounting, sales/marketing, production quality, and R&D)• Career Academy: Various experiences and courses based on the five basic areas of life (finance, family, leisure, health, and retirement) to help employees plan for different stages of life and provide a positive experience through a happy work-life balance.
• Value Academy: Supports growth by addressing issues and fostering communication at all levels of the organization (teams, offices, divisions)
Enhancing Training for New Hires
ST Pharm has improved the onboarding training track to facilitate a seamless transition and competency building for new hiresExpanded New Hire Training
We increased the length of the collective training course for new hires from five days to ten days to provide them with a more structured training experience. This has helped new hires adapt quickly to the organization's culture and effectively acquire practical skills.Dong-A Mentoring Program
We operate a mentoring program to help new hires adapt to the organization, build human networks, and enhancetheir psychological stability. New hires are paired with senior employees in a mentor-mentee relationship, through which they receive know-how and support. This promotes smooth communication and collaboration within the organization, allowing everyone to grow together.
Leadership Training
We provided leadership training to new team leaders to strengthen their organizational management and team operation capabilities, enabling them to lead effectively and promote collaboration with their team members. Moving forward, we will continue to enhance our training programs for new hires and managers to establish a more robust organizational foundation.Performance Evaluation System
Performance management at ST Pharm is not just a means of evaluation, but a continuous process for improving employee performance and fostering growth. We evaluate performance based on fair standards, and provide reasonable rewards and opportunities based on the results to actively support employees' motivation and development.
Systematic Performance Evaluation
ST Pharm conducts annual performance evaluations, using unique criteria for each position to ensure a precise analysis of performance. Rather than merely a classification system, the evaluation results serve as key indicators of employee growth and compensation. By reflecting the evaluation results in promotions, compensation, personnel transfers, and educational opportunities, we guarantee our employees fair opportunities within the organization. We also make it mandatory for employees to meet with managers during the evaluation process to provide feedback and ensure fairness. With this fair and systematic performance evaluation system, we actively support the performance improvement and competency development of all employees, promoting their continuous growth and development.
Enhancing Fairness in Performance Evaluation
ST Pharm has established a fairer and more systematic evaluation system by reviewing the KPI evaluation system that reflects the organization's characteristics. In this way, we are promoting a performance-oriented organizational culture by effectively reflecting evaluation results in compensation and promotions, and strengthening the criteria for setting goals and KPIs that are aligned with the goals of the higher organization. We are also actively implementing training on evaluation fairness to improve evaluators' capabilities.
Recruitment and Turnover
|
Classification
|
Unit
|
2022
|
2023
|
2024
|
||||||||
|
New employees
|
person
|
154
|
115
|
90
|
||||||||
|
By gender
|
Male
|
person
|
109
|
67
|
53
|
|||||||
|
Female
|
person
|
45
|
48
|
37
|
||||||||
|
By age
|
Under the age of 30
|
person
|
115
|
85
|
59
|
|||||||
|
Between the age of 30 and 50
|
person
|
38
|
29
|
29
|
||||||||
|
Over the age of 50
|
person
|
1
|
1
|
2
|
||||||||
|
Turnovers and resignation
|
person
|
78
|
91
|
80
|
||||||||
|
By gender
|
Male
|
person
|
43
|
57
|
53
|
|||||||
|
Female
|
person
|
35
|
34
|
27
|
||||||||
|
By age
|
Under the age of 30
|
person
|
42
|
49
|
34
|
|||||||
|
Between the age of 30 and 50
|
person
|
35
|
40
|
37
|
||||||||
|
Over the age of 50
|
person
|
1
|
2
|
9
|
||||||||
|
Turnover rate
|
%
|
12.1
|
13.5
|
11.6
|
||||||||
|
Involuntary turnover rate
|
%
|
0.3
|
0.3
|
2
|
||||||||
|
Voluntary turnover rate1)
|
%
|
11.8
|
13.2
|
9.6
|
||||||||
Diversity Status
| Classification |
Unit |
2022 | 2023 | 2024 | |||||||||
| Executive | By gender | Male |
Person |
16 | 15 | 13 | |||||||
| Female | 1 | 0 | 0 | ||||||||||
| By age | Under the age of 30 | 0 | 0 | 0 | |||||||||
| Between the age of 30 and 50 | 2 | 1 | 2 | ||||||||||
| Over the age of 50 | 15 | 14 | 11 | ||||||||||
| Senior Manager | By gender | Male | Person | 53 | 57 | 62 | |||||||
| Female | 4 | 5 | 6 | ||||||||||
| By age | Under the age of 30 | 0 | 0 | 0 | |||||||||
| Between the age of 30 and 50 | 40 | 40 | 43 | ||||||||||
| Over the age of 50 | 17 | 22 | 25 | ||||||||||
| Manager | By gender | Male | Person | 84 | 95 | 103 | |||||||
| Female | 33 | 40 | 41 | ||||||||||
| By age | Under the age of 30 | 0 | 0 | 1 | |||||||||
| Between the age of 30 and 50 | 110 | 127 | 135 | ||||||||||
| Over the age of 50 | 7 | 8 | 8 | ||||||||||
| Assistant & Associate Manager |
By gender | Male | Person | 242 | 242 | 242 | |||||||
| Female | 117 | 127 | 132 | ||||||||||
| By age | Under the age of 30 | 149 | 154 | 145 | |||||||||
| Between the age of 30 and 50 | 200 | 201 | 210 | ||||||||||
| Over the age of 50 | 10 | 14 | 19 | ||||||||||
| Staff1) | By gender | Male | Person | 89 | 86 | 81 | |||||||
| Female | 5 | 5 | 7 | ||||||||||
| By age | Under the age of 30 | 63 | 56 | 41 | |||||||||
| Between the age of 30 and 50 | 31 | 34 | 44 | ||||||||||
| Over the age of 50 | 0 | 1 | 3 | ||||||||||
Other Diversity Status
| Classification | Unit | 2022 | 2023 | 2024 | ||||||||||
| Female employees | Percentage of female employees | % | 25 | 26 | 27 | |||||||||
| Percentage of female executives | % | 6 | 0 | 0 | ||||||||||
| Percentage of female in management positions1) |
% | 21 | 23 | 22 | ||||||||||
| Percentage of female in senior management positions2) |
% | 7 | 8 | 9 | ||||||||||
| Percentage of female in junior management positions3) |
% | 28 | 30 | 28 | ||||||||||
| Percentage of female employees n revenuegenerating departments4) |
% | 7 | 7 | 7 | ||||||||||
| Percentage of female employees in STEM departments5) |
% | 35 | 37 | 34 | ||||||||||
| Employees with disabilities |
Number of employees with disabilities | Person | 7 | 7 | 6 | |||||||||
| Percentage of employees with disabilities | % | 1.1 | 1.0 | 0.9 | ||||||||||
| Foreign employees | Number of foreign employees | Person | 6 | 7 | 5 | |||||||||
| Percentage of foreign employees | % | 0.9 | 1.0 | 0.7 | ||||||||||
2) Senior management positions: Senior managers
3) Junior management positions: Managers
4) Revenue-generating departments: Corporate & Business Development and Development & Manufacturing personnel
5) Science, Technology, Engineering and Mathematics (STEM) departments: Research & Development, Quality, Facility Operation & Supporting, EHS, Warehouse Operation personnel
Human Resource Management
| Classification | Unit | 2022 | 2023 | 2024 | ||||||||||||
| Employees with erformance reviews completed1) |
By gender | Male | % | 96 | 97 | 98 | ||||||||||
| Female | % | 99 | 98 | 97 | ||||||||||||
| By position level | Executive | % | 100 | 100 | 100 | |||||||||||
| Senior Manager | % | 100 | 100 | 100 | ||||||||||||
| Manager | % | 100 | 100 | 100 | ||||||||||||
| Assistant & Associate Manager | % | 100 | 100 | 100 | ||||||||||||
| Staff | % | 77 | 79 | 82 | ||||||||||||
| Human capital2) | Return on Investment (ROI) in human capita | % | 1.25 | 1.42 | 1.36 | |||||||||||
| Employee Stock Ownership Plan (ESOP) |
Number of employees eligible for ESOP3) | Person | 641 | 669 | 686 | |||||||||||
| Employee satisfaction and engagement |
Job engagement rate | % | 61.5 | 58.8 | 61.8 | |||||||||||
| Organizational commitment rate | % | 43.9 | 42.7 | 47.0 | ||||||||||||
| Employee satisfaction (happiness) rate | % | 43.0 | 41.7 | 47.6 | ||||||||||||
2) Consolidated basis
3) Eligibility: All employees except registered executive officers
Employee Training1)
| Classification | Unit | 2022 | 2023 | 2024 | |||||||||
| Training hours and costs |
Total annual training cost | KRW 1,000 | 112,632 | 221,235 | 194,242 | ||||||||
| Average training cost per employee2) | KRW 1,000 per employee | 174.89 | 329.22 | 282.74 | |||||||||
| Total annual training hours | Hours | 44,628 | 52,594 | 77,672 | |||||||||
| Average training hours per employee3) | Hours per employee | 69.30 | 78.26 | 113.06 | |||||||||
| Training performance |
Environment | Climate change awareness training4) | Hours |
- |
- |
58 | |||||||
| Environmental job-specific training | Hours | 4,530 | 4,902 | 4,932 | |||||||||
| Human resources | Job-specific training5) | Hours | 3,864 | 4,914 | 3,930 | ||||||||
| Talent development & training6) | Hours | 3,998 | 5,439 | 8,286 | |||||||||
| Human rights | Workplace harassment prevention training | Hours | 637 | 666 | 679 | ||||||||
| Sexual harassment prevention training | Hours | 637 | 666 | 679 | |||||||||
| Disability awareness training | Hours | 637 | 666 | 679 | |||||||||
| Information security training | Hours | 67 | 77 | 89 | |||||||||
| Safety and health | Safety and health training | Hours | 30,099 | 28,104 | 33,916 | ||||||||
| Quality | Quality training7) | Hours | - | 7,030 | 24,269 | ||||||||
| Ethics | ABMS company-wide training | Hours | 108 | 101 | 119 | ||||||||
| ABMS internal auditor training | Hours | 52 | 29 | 36 | |||||||||
2) Average training cost per employee = Total annual training cost / Total number of employees (not categorized by gender or position)
3) Average training hours per person = Total annual training hours / Total number of employees (not categorized by gender or position)
4) Implemented from 2024
5) New employee and department-specific job training
6) Onboarding training, online training aligned with Soo Seok Universität, Group new employee collective training, and training outsourced to external institutions (excluding statutory training)
7) Started identifying quality training hours in accordance with the introduction of TMS in 2023