HYUNDAI GLOVIS WEBZINE
HYUNDAI GLOVIS WEBZINE

Another Year of Working Together for a Better Corporate Culture



Another Year of Working Together for a Better Corporate Culture

Interview with Manager Lee Myong-ho and Manager Lim Hee-jin
of the Corporate Culture Team

Since 2018, the Corporate Culture Team has been working to develop a unique corporate culture for employees of Hyundai Glovis.
The Corporate Culture Team was especially concerned about ensuring an enjoyable environment in the new office building,
where the employees will be able to work autonomously and responsibly.
Manager Lee Myong-ho and Lim Hee-jin of the Corporate Culture Team emphasize that
corporate culture is something created by everyone. So, let’s hear more about their stories.
Article. Editor’s Office


Q. How would you describe the change in corporate culture of Hyundai Glovis from 2018 to 2020, and what would be the most important thing in corporate culture?


A. The year 2018 was when Hyundai Glovis began to focus on developing a unique corporate culture. We set the vision, announced the slogan, and began introducing various programs. In 2019, we were able be more systematic about establishing a corporate culture based on our experience and learnings from 2018. We announced, “Lifestyle 11,” which includes specific action plans, and worked on getting more familiar with Lifestyle 11 in 2020. However, with the unexpected outbreak of COVID-19 communication was disrupted, so we held many discussions on how to resolve this problem.

Many of the Hyundai Glovis' corporate culture programs are related to communication. For example, we stressed communication through programs like “Complement Relay,” “Talk Talk Channel,” “CEO Meet-Up,” “Smart Move Seminar,” and “Frank Talk with Leaders.” Most recently, there were a number of non-face-to-face communication programs, including “CEO Lifestyle Salon,” and “Lifestyle Radio.” Communication will continue to form the basis of our programs.

Q. In the process of conducting the corporate culture program, I wonder how the participation and reactions of employees have changed.


A.When we started the corporate culture programs in 2018, many employees did not know how to react, which was kind of expected. However, more people started showing interest when we launched “casual day.” Wearing comfortable clothes instead of a suit and a tie made people more lighthearted, I think. “Who is the Fashionista of Hyundai Glovis?” was also very popular. On these days, we usually wear casual clothing unless we absolutely have to dress more formally for business meetings. We are able to wear what we like, and show our personalities through what we wear.

Since we began the CEO Meet-Up program in 2019, we have established a culture in which employees can comfortably share their opinions regardless of their positions. The program allowed us to communicate and participate more actively. Hyundai Glovis is a relatively young organization and the proportion of the so-called MZ Generation (comprising Millennials [born 1981-1996] and Gen Z [born 1997-2012]) is increasing. That might be why our employees are so willing to participate in the corporate culture programs and enjoy even the smallest events. Last year, when we introduced the lifestyle mascots, Dori and Taeri, many people enjoyed them and thought that it was creative. Because of the good responses from employees, we will be making merchandise items of the two characters available this year and donate the profits. Our employees help create and nurture our corporate culture.

Q. Lifestyle 11 includes a code of conduct covering every aspect of company life. How will the daily lives of Glovis people change when they comply with Lifestyle 11?


A. Lifestyle 11 started from a question, “How can we make work more efficient and enjoyable?” We wanted to come up with specific answers to the question, so we drew up a realistic guide.

For example, there is a general consensus about taking vacation without feeling guilty nowadays as we come to value work-life balance. Still, a senior might say, without realizing, "When I was a new employee, I couldn't even dream of taking a long vacation." This kind of comment can discourage juniors from going home at the end of the day even when work is done. It makes them think that they should stay until their bosses go home. So, even said as a joke, employees should refrain from making such unnecessary comments or actions about work and vacation. If we can work autonomously and responsibly and take breaks as needed, wouldn’t our daily lives become more enjoyable? Lifestyle 11 contains more detailed information on this.

That's why Lifestyle 11 is a promise that all Glovis people must keep. When we keep our promises, the corporate culture can become part of our lives.


Q. What is the direction of Hyundai Glovis' corporate culture for 2021?


A. The direction of corporate culture for 2021 is 'Thrive G-Initiative Spirit.' We are trying to make this a year of establishing the momentum of proactive lifestyle. In this regard, we came up with three plans. The first is to establish a smart work culture. To this end, we will reinforce the leaders' remote work management capabilities and feedback skills. We are also continuing to develop ways to provide diverse experiences through each space in the new office building.

The second is to nurture proactive professionalism in relation to autonomy and responsibility. We plan to change the existing culture board to an organization called 'The Zero,' so that top management can communicate easily with employees at all levels. Lastly, we are looking into ways to incorporate personal experiences into corporate culture to provide an environment that will make us want to work on our own and with responsibility. We are preparing several programs, so please look forward to being part of them!


Q. Of the things you mentioned, it is interesting that you are working to provide diverse experiences through each space in the new building. Do you think space will have an effect on corporate culture?


A. Absolutely! From the very beginning of the construction of the new building, I thought that it would be important to have spaces that not only provide an infrastructure but also an experience that promotes productivity. Having the level of satisfaction at work professionally and culturally is an important aspect for millennials and the MZ generation. It has a great influence on organizational productivity because employees' positive experiences mean growth for the company. Changing the space will lead to new ideas and make it easier to work with other departments.

Space for rest and recharge is also organized fashionably. Rather than putting all the relaxation spaces on one floor, we created different relaxation spaces on each floor so employees can take a break anywhere. We believe that corporate culture will evolve autonomously and flexibly if employees are given more autonomy and freedom.

Q. When do you feel rewarded the most as a corporate culture manager?


A. The most rewarding moment is when I hear employees saying, “The atmosphere of our company is really changing,” or “today's event was great!” Even if it's not always positive feedback, I appreciate it when they share their honest opinions. It makes me think, “Oh, we should have considered this part,” or “They know that their feedback can make a difference.”

Q. Finally, do you have anything you would like to say to the employees?


A. In the past, big name conglomerates were in the spotlight, but now companies that have established an open and unique corporate culture are gaining popularity. With the changing social atmosphere, people’s criteria for choosing a company are changing as well. Hyundai Glovis is thus putting a great deal of effort into these programs to serve employees, even more than the company. As such, we’d like to ask the employees to show more interest and participation. After all, you are the ones that help create our Hyundai Glovis culture!

2021.04.01

Interview with Manager Lee Myong-ho and Manager Lim Hee-jin
of the Corporate Culture Team

Since 2018, the Corporate Culture Team has been working to develop a unique corporate culture for employees of Hyundai Glovis.
The Corporate Culture Team was especially concerned about ensuring an enjoyable environment in the new office building,
where the employees will be able to work autonomously and responsibly.
Manager Lee Myong-ho and Lim Hee-jin of the Corporate Culture Team emphasize that
corporate culture is something created by everyone. So, let’s hear more about their stories.
Article. Editor’s Office

Q. How would you describe the change in corporate culture of Hyundai Glovis from 2018 to 2020, and what would be the most important thing in corporate culture?

A. The year 2018 was when Hyundai Glovis began to focus on developing a unique corporate culture. We set the vision, announced the slogan, and began introducing various programs. In 2019, we were able be more systematic about establishing a corporate culture based on our experience and learnings from 2018. We announced, “Lifestyle 11,” which includes specific action plans, and worked on getting more familiar with Lifestyle 11 in 2020. However, with the unexpected outbreak of COVID-19 communication was disrupted, so we held many discussions on how to resolve this problem.

Many of the Hyundai Glovis’ corporate culture programs are related to communication. For example, we stressed communication through programs like “Complement Relay,” “Talk Talk Channel,” “CEO Meet-Up,” “Smart Move Seminar,” and “Frank Talk with Leaders.” Most recently, there were a number of non-face-to-face communication programs, including “CEO Lifestyle Salon,” and “Lifestyle Radio.” Communication will continue to form the basis of our programs.

Q. In the process of conducting the corporate culture program, I wonder how the participation and reactions of employees have changed.

A.When we started the corporate culture programs in 2018, many employees did not know how to react, which was kind of expected. However, more people started showing interest when we launched “casual day.” Wearing comfortable clothes instead of a suit and a tie made people more lighthearted, I think. “Who is the Fashionista of Hyundai Glovis?” was also very popular. On these days, we usually wear casual clothing unless we absolutely have to dress more formally for business meetings. We are able to wear what we like, and show our personalities through what we wear.

Since we began the CEO Meet-Up program in 2019, we have established a culture in which employees can comfortably share their opinions regardless of their positions. The program allowed us to communicate and participate more actively. Hyundai Glovis is a relatively young organization and the proportion of the so-called MZ Generation (comprising Millennials [born 1981-1996] and Gen Z [born 1997-2012]) is increasing. That might be why our employees are so willing to participate in the corporate culture programs and enjoy even the smallest events. Last year, when we introduced the lifestyle mascots, Dori and Taeri, many people enjoyed them and thought that it was creative. Because of the good responses from employees, we will be making merchandise items of the two characters available this year and donate the profits. Our employees help create and nurture our corporate culture.

Q. Lifestyle 11 includes a code of conduct covering every aspect of company life. How will the daily lives of Glovis people change when they comply with Lifestyle 11?

A. Lifestyle 11 started from a question, “How can we make work more efficient and enjoyable?” We wanted to come up with specific answers to the question, so we drew up a realistic guide.

For example, there is a general consensus about taking vacation without feeling guilty nowadays as we come to value work-life balance. Still, a senior might say, without realizing, “When I was a new employee, I couldn’t even dream of taking a long vacation.” This kind of comment can discourage juniors from going home at the end of the day even when work is done. It makes them think that they should stay until their bosses go home. So, even said as a joke, employees should refrain from making such unnecessary comments or actions about work and vacation. If we can work autonomously and responsibly and take breaks as needed, wouldn’t our daily lives become more enjoyable? Lifestyle 11 contains more detailed information on this.

That’s why Lifestyle 11 is a promise that all Glovis people must keep. When we keep our promises, the corporate culture can become part of our lives.

Q. What is the direction of Hyundai Glovis’ corporate culture for 2021?

A. The direction of corporate culture for 2021 is ‘Thrive G-Initiative Spirit.’ We are trying to make this a year of establishing the momentum of proactive lifestyle. In this regard, we came up with three plans. The first is to establish a smart work culture. To this end, we will reinforce the leaders’ remote work management capabilities and feedback skills. We are also continuing to develop ways to provide diverse experiences through each space in the new office building.

The second is to nurture proactive professionalism in relation to autonomy and responsibility. We plan to change the existing culture board to an organization called ‘The Zero,’ so that top management can communicate easily with employees at all levels. Lastly, we are looking into ways to incorporate personal experiences into corporate culture to provide an environment that will make us want to work on our own and with responsibility. We are preparing several programs, so please look forward to being part of them!

Q. Of the things you mentioned, it is interesting that you are working to provide diverse experiences through each space in the new building. Do you think space will have an effect on corporate culture?

A. Absolutely! From the very beginning of the construction of the new building, I thought that it would be important to have spaces that not only provide an infrastructure but also an experience that promotes productivity. Having the level of satisfaction at work professionally and culturally is an important aspect for millennials and the MZ generation. It has a great influence on organizational productivity because employees’ positive experiences mean growth for the company. Changing the space will lead to new ideas and make it easier to work with other departments.

Space for rest and recharge is also organized fashionably. Rather than putting all the relaxation spaces on one floor, we created different relaxation spaces on each floor so employees can take a break anywhere. We believe that corporate culture will evolve autonomously and flexibly if employees are given more autonomy and freedom.

Q. When do you feel rewarded the most as a corporate culture manager?

A. The most rewarding moment is when I hear employees saying, “The atmosphere of our company is really changing,” or “today’s event was great!” Even if it’s not always positive feedback, I appreciate it when they share their honest opinions. It makes me think, “Oh, we should have considered this part,” or “They know that their feedback can make a difference.”

Q. Finally, do you have anything you would like to say to the employees?

A. In the past, big name conglomerates were in the spotlight, but now companies that have established an open and unique corporate culture are gaining popularity. With the changing social atmosphere, people’s criteria for choosing a company are changing as well. Hyundai Glovis is thus putting a great deal of effort into these programs to serve employees, even more than the company. As such, we’d like to ask the employees to show more interest and participation. After all, you are the ones that help create our Hyundai Glovis culture!