Talent Acquisition and Diversity Promotion

Recruiting and Retaining Top Talent

In line with the paradigm shift toward a semiconductor- and AI-centered industry, SK ecoplant operates a “Preemptive Demand Forecasting Management” system to secure top talent in a timely manner for business portfolio innovation. The company secures talent with the expertise and leadership suited to new businesses through various methods, such as internship-linked recruitment, rolling recruitment, and expert-targeted hiring. To nurture internal capabilities and support employees’ proactive career development, SK ecoplant operates an internal recruitment system called “Job Posting,” which assigns the right talent to the right positions. In 2025, 47 employees transitioned to new positions through the Job Posting system, realizing autonomous career development. Going forward, the job posting system will continue to operate in alignment with strategic business direction.

Promoting Employee Diversity

SK ecoplant aims to strengthen organizational competitiveness and realize social value by ensuring employee diversity. To this end, the company continuously monitors diversity metrics, To expand employment opportunities for persons with disabilities, female candidates with disabilities were prioritized for administrative support positions at headquarters. Subsequently, to provide diversified high-quality jobs for persons with disabilities while supporting their independence and self-fulfillment, SK ecoplant expanded employment for persons with disabilities—which had previously been limited to administrative support roles—to include the sports sector. As a result, the company has gradually expanded its hiring scale by establishing and operating a “Team of Athletes with Disabilities” composed of athletes from five different sports since 2020.

In 2025, SK ecoplant fielded a team of 45 athletes competing in 13 summer and winter sports, participating in and medaling at the Paris Paralympics and various international parasports competitions. Additionally, to foster female leaders, the company expanded the proportion of females selected for group and in-house key talent training programs to at least 25%. Moving forward, SK ecoplant plans to provide comprehensive development programs to ensure gender diversity in leadership positions. Through the continued employment of persons with disabilities, the company aims not only to improve awareness within but also to expand its positive influence in promoting inclusivity and diversity throughout society.

Roadmap for Enhancing Employee Diversity

CASE	SK ecoplant’s Min-kyu Hwang Finishes a Personal Best 6th in Alpine Skiing Giant Slalom

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Min-kyu Hwang, a member of the SK ecoplant Team of Athletes with Disabilities, competed in the men’s alpine skiing giant slalom for visually impaired athletes at the 2026 Milan·Cortina d'Ampezzo Paralympic Winter Games. Despite a torn knee ligament, he displayed remarkable determination and achieved his personal best finish of 6th place.

Alpine skiing giant slalom is an event that tests speed and turning technique as athletes zigzag through gates spaced far apart. In the visually impaired category, athletes team up with a non-disabled guide; the athlete listens to the guide’s instructions via a Bluetooth microphone while racing down the snow-covered slope. Hwang, who competed in his third consecutive Paralympics following the 2018 PyeongChang and 2022 Beijing Games, improved his result by one place from the 7th-place finish he achieved in the 2022 Beijing Super Combined event. SK ecoplant operates the Team of Athletes with Disabilities to realize the values of diversity and inclusion. The company actively supports athletes through systematic programs, such as providing special training grants to help them focus on training and matches, in addition to supporting their participation in domestic and international competitions.

Talent Development

Talent Development System

SK ecoplant operates various talent development programs to proactively secure human capital and foster an environment conducive to growth. The competency development framework, established in alignment with business strategies, consists of four areas: “Leadership Competency,” “Global Competency,” “Professional Competency,” and “Foundation Competency.”

Each framework begins by defining the competencies required for specific businesses and job roles. Based on this, SK ecoplant sets specific competency development levels and goals, and implements a variety of measures—ranging from internal training programs to external talent recruitment—to achieve these goals. In addition, the company operates an organizational adjustment support program to help employees achieve psychological stability and organizational adaptation. Through the psychological support system “EpiCare,” employees receive support in resolving personal difficulties and enhancing their work engagement.

In 2025, as part of its organizational revitalization efforts, SK ecoplant fostered active participation and drove change by helping employees build growth capabilities and regain confidence in embracing change. To this end, the company launched the “Epi C.O.R.E. (Change Mindset, Open to AI/OI, Ready to be Great, Encourage Synergy) Enhancement Project,” an online program designed to strengthen core competencies. This was operated in conjunction with various learning programs and incentive schemes that encouraged voluntary employee participation.

Competency-Based Development Framework

Support for Business Strategy-Linked Competencies

Leadership Competency Enhancement

SK ecoplant operates a systematic leadership development framework that encompasses all levels, from professional staff to executives. In 2025, the company actively leveraged SK Group-wide leadership development resources to progressively strengthen employees’ leadership competencies, focusing on group-wide programs tailored to specific job levels, such as the Future Leaders Program (FLP), New Leaders Program, and New Executives Program. These programs helped employees internalize the Group’s management philosophy and leadership principles, while providing a learning environment that facilitated networking and the collective intelligence sharing through exchanges among affiliates. SK ecoplant also planned and conducted a one-day “Leader Workshop” to address the company’s current business situation and revitalize the SUPEX Spirit. The workshop was designed with a three-tier structure—establishing the fundamentals of leadership, in-depth discussions based on the Group’s management system, and communication between management and leaders—to provide an immersive learning experience where lectures, discussions, and presentations were organically integrated.

Results of the Leadership Competency Enhancement Program

Developing Global Competencies

SK ecoplant operates an “English Learning Support Program” to enhance the global language proficiency of all employees, including executives. The company also provides a multitude of learning channels tailored to learners’ goals and preferences, such as learning apps, phone-based English lessons, video-based English lessons, and conversation sessions with native speakers.

In 2025, SK ecoplant improved its operational system to enhance learning accessibility and effectiveness. The company introduced a new language learning app and strengthened incentives, allowing employees to enroll in premium courses upon completing a certain level of coursework. As a result of these improvements, the number of participants in language learning programs in 2025 increased by approximately 17% compared to the previous year. Both the average course completion rate and satisfaction levels improved significantly year-over-year, leading to enhanced employee engagement and performance.

In addition, by operating a separate native-speaker conversation program for executives to strengthen their communication skills in the global business environment, SK ecoplant established a foundation for global communication capabilities that spans both management and working-level staff. SK ecoplant plans to continue enhancing learner convenience and learning effectiveness to help employees develop the language skills necessary to thrive in the global business environment.

Global Competency Development Program Performance

Professional Competency Development

To enhance the quality of its internal capabilities, SK ecoplant has designed an education system centered on core technologies. The company also operates systematic upskilling and reskilling programs to address employees’ needs for career transitions and technical advancement. SK ecoplant has developed practical, job-specific curricula for fields such as design, construction, and project management, and is strengthening technology-driven organizational culture through lectures by in-house experts and support for obtaining professional certifications. In particular, to secure specialized expertise in future technology business areas such as semiconductors and AI data centers, the company is operating a master’s program in collaboration with Sungkyunkwan University’s Department of High-Tech Solutions. A customized transition training program is offered for employees pivoting to the Solutions business, which includes practical training and support for adapting to the new work environment. Furthermore, starting in 2025, SK ecoplant has signed corporate training agreements with six major domestic cyber universities to ensure self-directed learning opportunities for employees through tuition support and non-competitive admission processes.

Professional Competency Development Program Performance

Foundation Competency Development

SK ecoplant continues to strengthen “Foundation Skills”—the core foundational competencies that employees must possess to effectively respond to future changes. In 2025, the company launched the “Epi C.O.R.E. Enhancement Project,” a company-wide online program designed to improve employees’ understanding of new business models and their ability to apply this knowledge in practice. “C.O.R.E.” is an acronym formed from the first letters of four core competencies: Change Mindset (an open mind toward change), Open to AI/OI (understanding of AI and operational improvement), Ready to be Great (striving for excellence), and Encourage Synergy (strengthening synergy-based collaboration). The program offered theme-based curricula covering the Group’s management system, AI utilization skills, and OI (Operational Improvement). As a result, employees fostered a strong, employee-driven learning culture through voluntary participation.

Additionally, through “Epi-Learn & Run Together”—a special lecture program held during lunch breaks featuring invited external experts—SK ecoplant hosted lectures on various topics, including AI trends, the practical workplace application of generative AI, and global business issues. The company expanded accessibility by enabling learning without time or location constraints through real-time online participation and mySUNI video-on-demand (VOD) replays.

SK ecoplant is also actively utilizing the SK Group’s competency development system. The Group-wide program is designed as a three-phased, progressive structure—ranging from understanding basic concepts (focused on VOD and online learning) to internalizing practical application skills (workshop-based) and cultivating experts (PBL-based Talent courses)—and covers all job functions, including strategy, business development, marketing, finance, HR, SCM, legal affairs, work practices, and SV-ESG. By participating in these group programs according to job role and career stage, employees share collective intelligence across affiliates and strengthen their competencies in multiple ways through synergy with training programs.

CASE	Operation of the Department of High-Tech Solutions Master’s Program

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Since 2022, SK ecoplant and its subsidiary SK ecoengineering have been operating the “Department of High-Tech Solutions” master’s program in collaboration with Sungkyunkwan University. This program, officially accredited by the Ministry of Education, grants a Master of Engineering degree upon graduation. The curriculum focuses on foundational high-tech construction engineering technologies— including the construction of semiconductor manufacturing facilities (FABs)—as well as specialized expertise in cutting-edge technologies such as AI, BIM (Building Information Modeling), and digital twins. Any employee with a four-year bachelor’s degree and at least three years of full-time work experience is eligible to apply. Those selected through screening receive full financial support covering all costs associated with the degree throughout the 1.5-year program. Salaries and benefits remain unchanged during the program, and the time spent in the program counts toward seniority. Under the close guidance of an academic advisor, students conduct thesis research focused on solving real-world industry challenges, thereby enhancing both their academic achievements and practical skills.

All eight graduates of the third cohort, who graduated in February 2026, have been placed in semiconductor- related roles, while the 11 graduates of the second cohort are also working in the semiconductor and AI data center sectors. The fourth cohort is currently underway, with the selection process for the fifth cohort scheduled for the first half of 2026, ensuring a sustainable supply of specialized talent. Through the Department of High-Tech Solutions program, SK ecoplant plans to cultivate interdisciplinary experts equipped with both technical expertise and practical skills, leveraging them as core assets to realize its new vision.

Psychological Safety and Organizational Adjustment Support

EpiCare EAP (Employee Assistance Program)

SK ecoplant operates “EpiCare,” a psychological counseling program designed to promote the mental well-being of employees and their immediate family members (spouses and children), creating a psychologically stable environment that helps alleviate stress-related difficulties and enables employees to focus on their work. Introduced in June 2022, this counseling program offers comprehensive support ranging from personal emotional issues such as anxiety and depression to work-related stress, parenting challenges, and family conflicts. Users can choose from a variety of online and offline channels—including in-person, phone, video call, and mobile messenger—based on their convenience. The program is fully covered up to five sessions per year, with additional support available depending on the individual’s mental health needs. In addition, a “Self-Assessment Service” is provided through a dedicated website, allowing employees to diagnose their own stress factors and receive personalized advice on solutions. SK ecoplant has established a user environment that guarantees anonymity by strictly managing information on whether counseling was provided and specific content in accordance with the principle of confidentiality.

Since 2023, SK ecoplant has been operating a psychological support system designed to proactively identify and address employee stress. When employees working on-site or across the country experience psychological difficulties, the company promptly identifies the issue and provides tailored support—such as recommending counseling or, if necessary, dispatching a counselor directly to the site. EpiCare was able to establish itself as a professional mental healthcare program as a result of these efforts, with the cumulative number of counseling sessions reaching 2,169 as of the end of 2025, surpassing 2,000 just three years and six months after introduction. Notably, the proportion of family members—including spouses and children—utilizing EPiCare exceeds 50%, establishing it as a welfare program that extends beyond individual employees to encompass the mental health of entire families. Participant satisfaction is continually rising as well.

Performance of the Organizational Adjustment Support Program

Improving Employee Work Efficiency and Promoting an AI Culture

CASE	Implementation of a Customized AI Solution to Improve Work Efficiency

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SK ecoplant has rolled out “EpiAI,” an in-house generative AI solution designed to improve company-wide operational efficiency and productivity. EpiAI is an OpenAI-based generative AI service developed to enhance work convenience and efficiency while limiting the use of external generative AI tools that pose security risks. It offers features such as creating and sharing AI chatbots, searching for and utilizing various in-house AI chatbots, and providing HR and work support guides. By establishing an integrated pipeline system that links with the company’s internal system databases and applies AI, users can leverage more accurate and reliable data-driven AI services.

In the future, “EpiAI” is slated to expand and evolve beyond a simple utility tool to become an integrated in-house AI portal. By managing the AI agent lifecycle (creation, utilization, and decommissioning), integrating the management of AI resources and commercial licenses, and monitoring AI usage status, SK ecoplant will establish a safe and systematic foundation for AI operations. The company plans to conduct a company-wide pilot of Microsoft Copilot to verify its effectiveness before rolling it out in full starting in the second half of the year. Through this, SK ecoplant will simultaneously standardize and systematize AI usage across the company while securing a foundation for secure governance.

Fair Performance Evaluation and Compensation

Performance Evaluation System

SK ecoplant conducts annual, data-driven, fair, and objective performance evaluations for all employees, and the results are utilized in various human resources management activities, including compensation, development, selection, and placement. Individual performance goals are established in alignment with organizational goals, ensuring that employees and the company share and realize the same core values. Additionally, performance management activities are encouraged through year-round meetings and feedback sessions with leaders, to ensure that the process of achieving constructive results leads to tangible outcomes. Peer evaluations are also conducted to enhance objective and multidimensional assessment.

Principles of Employee Performance Evaluation

Fair Compensation

SK ecoplant grants annual performance-based incentive bonuses to all employees, to fairly recognize and reward both individual and organizational achievements. The compensation system is operated fairly, reflecting each employee’s contribution to performance. In addition to performance-based rewards, an Employee Stock Ownership Plan (ESOP) is in place to encourage employee participation in the company’s long-term value creation. The employee stock ownership association has a participation rate of approximately 53%, and all employees are free to join or withdraw from the association at any time during their tenure. All members are also free to acquire shares held by the association, depending on the number of shares made available by retiring or transferring members. Information regarding the gender composition of employees, average tenure, and compensation is disclosed annually in our annual report.

Pursuit of Employee Happiness

Support for Work-Life Balance

SK ecoplant operates various programs under two key areas—Work and Growth and Work–Family Balance—to enable employees to perform their duties autonomously and responsibly. Under Work and Growth, flexible work arrangements such as staggered working hours, remote work, and a hot-desking system are provided to enhance focus and engagement. The company also actively supports employee development by offering access to SK Group’s online learning platform (mySUNI), graduate school tuition assistance, and language programs. Under Work– Family Balance, diverse support systems are tailored to employees’ age and life stages. These include maternity protection programs such as parental leave and enhanced support for pregnancy and childbirth, as well as family-friendly benefits such as the Happy Umbrella loan program, on-site daycare centers, and family health check-up support.

Work-Life Balance Programs

To enhance employees’ quality of life, SK ecoplant has continuously expanded its welfare programs, including the Happy Umbrella loan program, transportation cost support for field workers, long-service awards and special leave, English education support for employees’ families, a family accompaniment policy for overseas assignments, and psychological counseling support for employees and family. In 2025, reflecting employees’ diverse family structures, the company expanded the scope of family health check-up support from spouses to include immediate family members. SK ecoplant is committed to creating a family-friendly work environment where employees can feel psychologically and physically secure both at home and at work.

Work-Life Balance Program Performance

Pre-Retirement Support Program

Since 2021, SK ecoplant has operated a Re-employment Support Service for employees approaching retirement and retirees. In 2024, the program was enhanced to combine online group training with in-person consulting by professional career counselors, improving accessibility and user satisfaction. Additionally, up to two follow-up consultations are offered upon request to ensure more practical and effective support for retirees. As a result, the completion rate of the Re-employment Support Service in 2025 increased by 10 percentage points year-over-year, reaching 87%. SK ecoplant plans to continue expanding and refining the reemployment support service to help retirees design a healthy, proactive, and financially stable life after retirement.

Effectiveness Management

SK ecoplant regularly conducts employee surveys to measure and manage the effectiveness of various programs operated to support work–life balance. According to the 2025 survey results, the Happiness with Company Life score was 72.9 points, while the Overall Life Satisfaction score was 78.5 points. SK ecoplant will continue to actively communicate with employees and address areas for improvement to enhance employee happiness and future outlook.

Employee Survey Results

Building a Culture of Communication

Employee Engagement Survey

SK ecoplant shares SK Group’s strong belief that employee happiness and the creation of economic and social value are interlinked in a virtuous cycle. Happy employees voluntarily and willingly engage their brains, and such VWBE—Voluntarily, Willingly, Brain Engagement—employees pursue the Super Excellent Level (SUPEX), the highest possible level achievable by human capability. This, in turn, enables the company to become a sustainable SUPEX Company. Based on this philosophy, SK ecoplant conducts an annual Culture Survey to assess employee sentiment regarding the company’s vision and direction, evaluate the effectiveness of ongoing policies and programs, and apply the findings to refine corporate policies and happiness-enhancement initiatives. In 2024, the survey was conducted across all employees from executives to professionals, resulting in a score of 75 points with a 79% response rate.

SK ecoplant is committed to strengthening employee-centered management based on trust. Various initiatives are carried out to create a work environment where employees can work with joy and purpose, and organization revitalization programs are also operated to reflect the unique characteristics of each business unit. Additionally, ongoing discussions are held to improve systems and processes that may hinder employee happiness. SK ecoplant will continue to promote greater understanding and engagement in happiness-centered management so that employees can take ownership of their own well-being.

Healthy Labor-Management Communication

SK ecoplant operates the “Management Development Council” to discuss employee welfare enhancement and the organization’s long-term management strategies. The council consists of 5 employee representatives and 5 management committee members. Quarterly meetings attended by executives, along with empathy meetings led by working-level staff, are held to share and discuss management issues and employee grievances. In 2025, a total of sixteen regular and empathy meetings were conducted, while the groundwork for more proactive communication with employees and addressing their grievances was established through an employee communication program. Meanwhile, one grievance case was submitted through the 2025 Management Development Council. It was resolved through status assessment and coordination with relevant departments.