Taking the lead in compliance culture
Best CP practices of 2022

Compliance Program (CP) activities are designed to establish a proper compliance culture in the workplace. In 2022, the Hyundai Glovis staff, recognizing the importance of compliance management culture, once again participated actively in CP activities. We met with three teams that got exceptional marks on their comprehensive compliance evaluation and listened to their stories.

CP activities become a part of corporate culture

Recognizing the importance of compliance management, Hyundai Glovis has been actively carrying out the Compliance Program (CP) activities.

Although all departments make efforts to achieve self-compliance, at the end of every year, Hyundai Glovis selects a number of teams that have achieved particularly outstanding results for the promotion of the company’s CP activities. In 2022, the Smart Logistics Business Support Team (formerly the Smart Logistics Business Strategy Team), Automotive Parts Logistics Team 2, and Europe Auto Parts (KD) Biz Team received distinguished reviews during the comprehensive CP activity evaluation.

Best CP activities and interviews

The Smart Logistics Business Support Team earns first place with effective, self-organized activities.

The Smart Logistics Business Support Team claimed first place on the CP evaluation with a total score of 120 by implementing their own effective CP activities and demonstrating a very high-performance record. One of the self-compliance activities that particularly stood out was an activity in which team members summarized legal amendments related to their responsibilities and examined case studies on compliance violations. By organizing and distributing additional examples of violations of relevant laws, the team was able to further improve their compliance knowledge and awareness of compliance violations. Since it is related to the team’s work, team members organized and summarized the amendments to the Fair Trade Commission’s standard terms and conditions that address e-commerce deliveries and couriers. They also distributed their summaries throughout the team to remind everyone about the revised regulations. The team members plan to actively use these summaries as a resource for future business development.

Q. Congratulations on first place. Please tell us about the role you played in your team’s CP activities.

First of all, I would like to sincerely thank the company for the honor. As a compliance manager, my role over the past year was to encourage compliance management and understanding about such tasks within the team. I also developed and organized contents to increase interest in legal cases that are highly relevant to the work of individual team members with the goal of creating a forum for regular discussion.

Q. What do you think helped the Smart Logistics Business Team achieve such good results?

Due to the nature of our team, much of our work involves studying new business models to actualize their direction. So, we are always evaluating legal risks in depth, and I believe these habits created the opportunity for us to share meaningful opinions on highly relevant and meaningful case studies that we read throughout the course of our CP activities, helping us to achieve good results. I would like to thank our team leader and everyone on our team for their active participation.

Q. Your team examined amendments to relevant laws as well as cases of compliance violations. What was the process like?

While we were considering the direction of our company’s non-affiliated 3PL business as a whole and reviewing our work efficiency, we also examined which laws and regulations applied to transport and delivery services, the establishment of bases, the operation of partner companies, and customer sales, and how the violations of relevant laws and regulations occurred. Examining the relationships between the laws and violations prompted us to carefully evaluate the legal risks associated with our team’s business projects.

In addition to completing our own tasks, we also try to remain aware of any issues that may arise in relation to the sales and operations teams, with which we often collaborate. We’re always thinking about ways to minimize legal risks and try to maintain a perspective and mindset that emphasize the bigger picture. By investigating and circulating case studies of violations of the Fair Trade Commission’s Standard Terms and Conditions of Delivery, the Act on Fair Transactions in Large Retail Business, the Fair Transactions in Subcontracting Act, and the Fair Agency Transactions Act, we have been promoting a better understanding of legal risks that may otherwise have been easily overlooked.

Q. What improvements have been made through your team’s CP activities and what was the reaction of your team members?

In addition to legal issues and amendments relevant to our individual areas of work, everyone on our team now understands and shares contents that can benefit our department as a whole. It’s also been suggested that our team holds discussions. In addition, we are striving to create a proactive compliance management culture. I believe that our perspectives on the legal aspects of pursuing new businesses have become broader and our breadth of understanding has become deeper through our CP activities.

Q. What areas did you focus on while conducting your CP activities?

Even though we’re all in the field of logistics infrastructure, each member of our team is in charge of a different business area, such as bases, transportation, and systems, so I wanted to reflect as many common denominators and links between business areas as possible. I researched different cases that would allow members to give each other advice and selected different cases studies that would allow them to share an array of different opinions.

Q. Any final comments regarding the CP activities?

With regards to our team being selected as team of excellence regarding CP activities, I believe that much of the credit goes to the Compliance Team, who make every effort to help us understand the importance of fair trade and help us put it into practice through diverse methods. In particular, the recent CP activities helped us prepare for a new business for which we must constantly respond to the volatility of collaborating with dozens of external partners—such as during the registration of courier services—and engage in communications with related internal departments. Thanks to the recent CP activities, we have been able to foster a compliance management mindset, maintain awareness of the gravity and importance of legal risks, and properly perform our work. As a team recognized for our CP activities, we will continue to strive to be an example for other teams and to better empathize and communicate in many areas.


Parts Logistics Team 2 proves their mettle with second consecutive award.

The Parts Logistics Team 2 took second place with 112 points on the compliance assessment by actively participating in all CP activities and even carrying out their own additional activities. The Parts Logistics Team 2 is a model team that contributes to creating a compliance management culture through its active participation in CP activities. The team has established its own self-compliance checklist to prevent legal violations and conducts an inspection on a monthly basis. The team was able to raise compliance awareness by periodically assessing risk factors, such as the abuse of trading positions and the disclosure of company secrets. In particular, the team created and distributed a checklist to remind everyone of the core contents of the company’s workplace ethics, providing every member of the team with their own hardcopy of the list. This not only garnered a huge, positive response from the team, but also had a positive effect on reinforcing compliance awareness.

Q. Congratulations on your award. Please tell us about the role you played in your team’s CP activities.

As our team’s CP manager, I shared compliance-related information and sought to minimize issues by proactively enhancing compliance awareness.

Q. What do you think helped the Parts Logistics Team 2 achieve such good results?

The active participation and support of our team members played a huge role in us winning this award, and one of our team members, who had been in charge of CP in 2021, was also a huge help.

Q. You received a positive compliance evaluation because you established your own compliance self-checklist as well as individual reporting channels. What made you do this?

I thought that it might be difficult to anticipate and improve upon our compliance while still diligently carrying out all of our regular duties. So, I felt that it would be more effective to set up a system that would allow each team member to voluntarily conduct a self-check on a monthly basis. So, I created an inspection checklist based on problems that could occur in each work area, and had our team regularly use the checklist.

Q. What areas did you focus on and what difficulties did you experience while conducting your CP activities?

I believe that the most important thing is that we internalize our compliance awareness. I hope that our team members are more aware of compliance issues not because they’re constantly receiving information on it, but because they perform their tasks in a compliant way, as if by second nature, using common sense. I thought long and hard about how to support this goal, and the CP activities were rewarding because I felt I helped with this.

Q. What sort of effect did the CP activities have on the team members and their work?

I organized our company’s workplace ethics code and then distributed it to the team members so that they could put it in their planners and carry it around with them. They told me that this helped them learn about things they had not been fully aware of, and that the resource was helpful because they had this sheet with them in their planners and could easily check relevant regulations when needed.

Q. Any final comment on the CP activities?

Since I have been put in charge of CP again in 2023, I will try my best to contribute to our team and promote even more positive activities than in 2022.


The Europe Auto Parts (KD) Biz Team takes third place by actively participating in all CP activities.

Even though the Europe Auto Parts (KD) Biz Team did not perform additional compliance activities of their own, they actively participated in all corporate CP activities that were part of the evaluation and faithfully responded to the ISO 37001 certification review, earning them a score of 110 and the much coveted third place rank. The Europe Auto Parts (KD) Biz Team is an example to other teams of how to you can be recognized for compliance by faithfully and actively participating in basic compliance indicator activities, even without having to perform additional compliance endeavors.

Even though the Europe Auto Parts (KD) Biz Team did not perform additional compliance activities of their own, they actively participated in all corporate CP activities that were part of the evaluation and faithfully responded to the ISO 37001 certification review, earning them a score of 110 and the much coveted third place rank. The Europe Auto Parts (KD) Biz Team is an example to other teams of how to you can be recognized for compliance by faithfully and actively participating in basic compliance indicator activities, even without having to perform additional compliance endeavors.

Thank you. As our team’s CP manager, I did my best to help members perform company-wide tasks for the monthly “Compliance Management Day” and shared the compliance newsletter and key case studies from the Compliance Team with our team members.

Q. What do you think helped the Europe Auto Parts (KD) Biz Team achieve such good results?

We were able to win third place thanks to the active participation of our team. Even when I was in school, I always worked diligently on my homework, even if I didn’t always do additional, self-study activities. I think it was the same for our team. Although we did not carry out a bunch of different activities on our own, our whole team faithfully performed the common activities and tasks.

Q. How did your team perform the common CP activities?

When the Compliance Team distributed key case studies, our team members freely shared their opinions about whether the distributed cases could occur while conducting KD business endeavors. This is one of the special activities that we did as a team.

Q. What did you focus on and what issues were there while conducting CP activities?

Most people believe that self-compliance is some kind of abstract concept. When people think that self-compliance is something that is abstract and separate from the daily routines of the company, CP activities feel like purposeless pretense. I actually was also one of those people. This perception made it difficult to conduct CP activities, and the area I focused on the most was changing this perception.

Q. What sort of effect did the CP activities have on your team’s work?

The Europe Auto Parts (KD) Biz Team works with parts suppliers and packaging partners in the process of supplying parts. In addition, there are also affiliated and non-affiliated customers. For this reason, it is highly likely that the work we perform will be affected by the Fair Trade Act and Subcontracting Act. We are now aware that we must take aspects of these laws into consideration when new issues come up in the course of our business operations. This “awareness” is one of the main effects of the recent CP activities.

Q. Is there anything else you would like to say about the CP activities?

CP activities help us define and reflect upon our code of conduct as we perform our work. I would like to stress that CP is not some vague concept, but an essential activity that all members of Hyundai Glovis should actively think about and participate in.

By the Editorial Department
2023.02.07