ESG
Human Rights

Environmental
Social
Governance

ESG

Human Rights
Governance
Risk Management
Talent Management
Evaluation and Compensation
Welfare
KPIs

Human Rights Management


Respecting the human rights of all members and fostering an inclusive working environment is an important foundation for sustainable management as a global CDMO company.
If human rights risks are not properly managed, they can lead to various management risks, including a deteriorating work environment, legal disputes, and damage to corporate reputation. Accordingly, ST Pharm conducts regular human rights impact assessments based on the Group Human Rights Charter, guarantees a living wage for all employees, and operates clear grievance channels. This human rights protection framework enhances the trust and engagement of our employees while reinforcing our credibility as a responsible partner to global clients.
Human Rights Management Governance
Category
Organization
Leadership
Composition
Roles & Responsibilities                     
Highest Decision-Making Body
Board of Directors
Chairman
Internal Directors
Outside Directors
  • Review and approve human rights management goals, plans, and performance
  • Review and approve information security and personal information protection management goals, plans, and performance
Company-wide Oversight Committee
Social Responsibility Management Committee
CEO
Management
  • Review and approve human rights management-related matters
  • Review and approve strategic human rights management initiatives
  • Evaluate human rights management performance (KPIs) and review and approve goals
Working-Level Committee
Human Rights Committee
Head of Business Administration Division
HR & General Affairs Team
  • Decision-making body determining human rights-related standards (HR, labor, welfare, diversity, recruitment, talent development)
Subcommittees
Grievance Committee
CEO
  • Head of Business Administration Division
  • Labor Union Branch Chair
  • Head of HR & General Affairs Team
  • Persons in charge at each worksite
  • Decision-making body responsible for investigating reported grievances and  establishing and implementing measures to prevent recurrence
  • Whistleblower protection (confidentiality, protection of identity and status, and mitigation of liability)
Labor-Management Council
-
  • Employer Representatives,
  • Employee Representatives
Consultative body that communicates regularly to promote employee welfare and foster sound organizational development through participation and cooperation
Implementing Organization
HR & General Affairs Team
-
-
Manage human rights and maintain labor standards
Management Planning Team
-
-
  • Comply with information protection policies and regulations
  • Maintain and manage standards for compliance with information protection-related laws

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

Human Rights Risk Management

 
 
Human Rights Risk Management Framework
To systematically manage human rights risks, ST Pharm conducts regular human rights due diligence. Human rights due diligence is carried out in the form of a Group-wide human rights impact assessment, and we evaluate 11 key human rights issues each year based on the "Business and Human Rights Checklist" of the National Human Rights Commission of Korea. The assessment reviews human rights risk inspection items centered on key stakeholders, including employees and other members as well as the supply chain, customers, and local communities. Based on the analysis of the assessment results, we identify key human rights risks, establish corresponding improvement tasks, and implement and monitor them. In addition, we transparently disclose the results of our human rights impact assessment and improvement activities to stakeholders through our sustainability report.

Human Rights Impact Assessment Results
ST Pharm’s 2025 human rights impact assessment confirmed improvements in the establishment of a human rights management system and non-discrimination in employment, both of which had been identified as key human rights risks in the previous year. In particular, the establishment of a human rights management system rose 30 points year on year, a significant improvement. For areas that remained relatively insufficient, we plan to establish improvement tasks and manage and implement them on a continuous basis.
 
Effectiveness Assessment of Risk Mitigation Measures
Issue
Score Before Improvement
Score After Improvement
Improvement Measures

Establishment of
a human rights management system

51

81
  • Implementation of measures necessary to institutionalize human rights management
  • Participation in the "Specialist Course on Grievance Handling for Workplace Harassment and Sexual Harassment" to strengthen the expertise of grievance handling procedures

Non-discrimination in employment

82

100
  • Improvement of related systems based on internal employment rules
  • Continued efforts to expand the employment of people with disabilities
  • Although some wage differentials based on military service previously existed, the wage system was unified from 2025 to operate without discrimination

 

Future Improvement Tasks
Issue
Improvement Plan

Establishment of a human rights management system
  • Operation of a grievance handling system and establishment of procedures for responding to human rights violations

Responsible supply chain management
  • Inspection of partners' human rights protection status
  • Request for corrective action when human rights violations occur at partners

Grievance Handling Process

Reporting and receipt
(In-house) Grievance Counseling Center
(Group-operated) CLEAN :D, K-Whistle
↓
     confidentiality, status protection, and immunity from liability for whistleblowers
Verification and reporting
After verifying whether a human rights violation occurred,
eport to the Grievance Committee and table the agenda item
↓
     fair and prompt investigation based on objective facts.
Fact-finding and review
Hearing of statements and review of written statements,eliberation by the Grievance Committee
(referral to the Disciplinary Committee if necessary)
↓
     zero-tolerance principle
Corrective action
Notification of deliberation results, request for implementation,
and corrective orders
↓
 
Follow-up management
Establishment of measures to prevent recurrence, implementation of secondary-harm prevention education, and monitoring

Living Wage Guarantee

Based on the concept of a living wage aligned with the UN Sustainable Development Goals (UN SDGs), ST Pharm maintains and manages a reasonable wage level that can guarantee employees' basic livelihood. To this end, we review employee wage levels every year and assess the status of our living wage guarantee.

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 hires
 
Expanded 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 enhance 
their 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.

Fair 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.

 


Goal setting
• Executive and organizational goals ↔ Team KPIs ↔ Individual goals for team members
↓
  

Interim evaluation
• Feedback on and revision of team KPIs by division 
• Interim evaluation of goals and interview with the primary evaluator
↓
 
Final evaluation
 • Preparation of achievement evaluation and interview with the primary evaluator
• Conduct of competency and achievement evaluations
• Convening of the Evaluation Committee (associate manager and above)
↓
 

Results and Feedback
 • Interviews between evaluators and evaluatees on the evaluation results

 
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. 

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 post￾retirement 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.
Human Rights Management
Category Unit 2023 2024 2025
Grievance management Grievance reporting cases 1 4 4
Grievance handling cases 1 4 4
Grievance handling rate % 100 100 100
Human rights performance Percentage of internal employees included in
he living wage analysis		 % 100 100 100
Percentage of employees paid less than
he living wage		 % 0 0 0
Percentage of employees who are minors1) % 0 0 0
1) This is the result of reviewing the employment status of workers under the age of 18 as defined by the Labor Standards Act of Korea.
Parental Leave
Category Unit 2023 2024 2025
Number of employees eligible for parental leave Total persons 101 96  119
    Male persons 88 79 99
    Female persons 13 17 20
Number of employees who have taken parental leave Total persons 9 6 23
    Male persons 3 2 7
    Female persons 6 4 16
Number of employees who returned after parental leave Total persons 6 9 7
    Male persons 1 4 1
    Female persons 5 5 6
Number of employees still employed 12 months after returning from parental leave1) Total persons 5 6 7
    Male persons 1 1 2
    Female persons 4 5 5
Return-to-work rate after parental leave Total % 86 100 78
    Male % 50 100 50
    Female % 100 100 86
Employment retention rate after return Total % 71 100 78
    Male % 50 100 50
    Female % 80 100 100
1) Number of employees among the previous year's returnees from parental leave who continued working through December 31 of the current year
Diversity
Category Unit 2023 2024 2025
Executives By gender Male persons 15 13 11
Female persons 0 0 0
By age Under 30 persons 0 0 0
30 to under 50 persons 1 2 2
50 and over persons 14 11 9
Senior Manager By gender Male persons 57 62 66
Female persons 5 6 6
By age Under 30 persons 0 0 0
30 to under 50 persons 40 43 46
50 and over persons 22 25 26
Manager By gender Male persons 95 103 106
Female persons 40 41 53
By age Under 30 persons 0 1 1
30 to under 50 persons 127 135 150
50 and over persons 8 8 8
Assistant & Associate Manager By gender Male persons 242 242 257
Female persons 127 132 147
By age Under 30 persons 154 145 151
30 to under 50 persons 201 210 233
50 and over persons 14 19 20
Staff
(including temporary employees) 		By gender Male persons 86 81 117
Female persons 5 7 17
By age Under 30 persons 56 41 72
30 to under 50 persons 34 44 61
50 and over persons 1 3 1
Other Diversity
Category Unit 2023 2024 2025
Female employees Percentage of female employees % 26 27 29
Percentage of female executives % 0 0 0
Percentage of female in management positions1) % 23 22 26
Percentage of female in senior management positions2) % 8 9 8
Percentage of female in junior management positions3) % 30 28 33
Percentage of female employees in revenue-generating departments4) % 7 7 6
Percentage of female employees in STEM departments5) % 37 34 37
Employees with disabilities Number of employees with disabilities persons 7 6 7
Percentage of employees with disabilities % 1.0 0.9 0.9
Foreign employees Number of foreign employees persons 7 5 6
Percentage of foreign employees % 1.0 0.7 0.8
1) Based on senior management and junior management combined
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
Performance Evaluation1)
Category Unit 2023 2024 2025
Percentage of employees
ho completed performance evaluation1)		 By gender Male % 100 100 100
Female % 100 100 100
By position level Executives % 100 100 100
Senior Manager % 100 100 100
Manager % 100 100 100
Assistant & Associate Manager % 100 100 100
Staff % 100 100 100
1) The proportion of employees who completed performance evaluation was recalculated to include temporary employees, and the 2023 and 2024 data were recalculated accordingly.
Employee Training1)
Category Unit 2023 2024 2025
Training hours and costs Total annual training cost KRW 1 thousand 221,235 194,242 201,592
Average training cost per employee2) KRW 1 thousand per employee 329.22 282.74 258.45
Total annual training hours hours 52,594 77,672 98,570
Average training hours per employee3) hours per employee 78.26 113.06 126.37
Training performance Environment Climate change awareness training4) hours - 58 354
Environmental job-specific training hours 4,902 4,932 6,170
HR Job-specific training5) hours 4,914 3,930 7,751
Talent development & training6) hours 5,439 8,286 12,850
Human rights Workplace harassment prevention training hours 666 679 765
Sexual harassment prevention training hours 666 679 765
Disability awareness training hours 666 679 765
Information security training hours 77 89 1,413
Safety and health Safety and health training hours 28,104 33,916 37,133
Quality Quality training7) hours 7,030 24,269 29,955
Ethics ABMS training hours 130 155 645
Fair trade training8) hours - - 4.5
1) Includes safety, health, and environment training hours for 3 on-site subcontractors (cafeteria, cleaning, security, wastewater) at ST Pharm business sites ('23-'24: 30 persons; '25: 32 persons)
2) Average training cost per employee = total annual training cost / total number of employees (cannot be broken down by gender or position)
3) Average training hours per employee = total annual training hours / total number of employees (cannot be broken down by gender or position)
4) Implemented from 2024          
5) New-hire and department-specific job training
6) Group and in-house onboarding training, Soo Seok Universität, job training, customer-centric mindset training, English training, team-leader training, external training, etc. (excluding statutory mandatory training)
7) Quality training hours began to be identified following the introduction of the Training Management System (TMS) in 2023
8)Conducted for the Sourcing & Procurement Team from 2025
Recruitment and Turnover
Category Unit 2023 2024 2025
New hires Total persons 115 90 187
By gender     Male persons 67 53 120
    Female persons 48 37 67
By age     Under 30 persons 85 59 125
    30 to under 50 persons 29 29 62
    50 and over persons 1 2 -
Turnovers and resignation Total   persons 91 80 89
By gender     Male persons 57 53 60
    Female persons 34 27 29
By age     Under 30 persons 49 34 34
    30 to under 50 persons 40 37 44
    50 and over persons 2 9 11
Turnover rate % 13.5 11.6 11.4
Involuntary turnover rate % 0.3 2.0 1.7
Voluntary turnover rate1) % 13.2 9.6 9.7
1) Voluntary turnover rate = number of voluntary leavers / total number of employees
Wage Gap
Category Unit 2023 2024 2025
Ratio of entry-level wage to
inimum wage		 All employees % 137 138 136
Male % 139 138 136
Female % 134 138 136
All employees Base pay ratio (female to male)1) % 81 79 85
Average base pay - male KRW 1 million 58 61 59
Average base pay - female KRW 1 million 47 48 50
Executive2) Base pay ratio (female to male)1) % - - -
Average base pay - male KRW 1 million 227 205 214
Average base pay - female KRW 1 million - - -
Average total compensation - male KRW 1 million 243 226 222
Average total compensation - female KRW 1 million - - -
Management
position3)		 Base pay ratio (female to male)1) % 78 80 85
Average base pay - male KRW 1 million 71 72 74
Average base pay - female KRW 1 million 55 57 63
Average total compensation - male KRW 1 million 84 86 80
Average total compensation - female KRW 1 million 62 68 60
Non-management
position4)		 Base pay ratio (female to male)1) % 100 91 97
Average base pay - male KRW 1 million 44 49 48
Average base pay - female KRW 1 million 44 45 46
Average total compensation - male KRW 1 million 64 73 61
Average total compensation - female KRW 1 million 50 53 44
Median base pay ratio (female to male) % 91 90 93
Average performance bonus ratio (female to male) % 76 76 100
Median performance bonus ratio (female to male) % 93 93 100
1) Based on average base pay
2) No female executives
3) Management position: manager – senior manager
4) Non-management position: associate manager and below
Employee Participation
Category Unit 2023 2024 2025
Human capital1) Return on Investment (ROI) in human capital % 1.42 1.36 1.62
Employee Stock Ownership Plan (ESOP) Number of employees eligible for ESOP2) persons 669 686 778
Employee satisfaction and engagement3) Job engagement rate % 58.8 61.8 -
Organizational engagement rate % 42.7 47.0 -
Employee satisfaction (happiness) rate % 41.7 47.6 -
1) Consolidated basis
2) Eligibility: all employees excluding registered executives
3) Not conducted in 2025 (system reorganization)
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