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Talent Management

Talent Management Framework

Talent Management Strategy

HL D&I Halla recognizes human capital as a key driver of corporate growth and defines HR as a strategic partner that organically connects the growth of individual employees with the growth of the Company. Based on the HL Group’s HR philosophy of “All for One, One for All,” the Company’s ultimate goal for talent management is to establish a virtuous cycle of growth in which employees and the organization grow together through mutual trust. To this end, HL D&I Halla has established “An Organization that Designs an Environment Where Talent Aspires to Grow” as its HR mission, thereby strengthening the foundation for employees to independently develop their capabilities and embrace new challenges. In particular, the role of HR is expanding beyond the administration of systems to become a function that designs growth. This includes fair, performance- and competency-based HR management, advanced leadership, enhanced digital and AI capabilities, and a systematic talent development framework. Through these core strategies, HL D&I Halla aims to restore employees’ voluntary engagement and organizational trust and establish an advanced talent management framework in which individual challenges and achievements translate directly into the Company’s sustainable performance.

Talent Recruitment

HL D&I Halla uses the HL Group’s Leadership Fundamental as the foundation for its talent philosophy and has internalized it into the Followership Fundamental in line with the characteristics of the organization. The Company regards these principles as key standards for talent management. By harmonizing leadership and followership, HL D&I Halla focuses on securing outstanding talent aligned with the organization’s values and strategic direction. The Company operates a fair and transparent recruitment process that prioritizes job competency and growth potential. Throughout the recruitment process, discrimination based on personal characteristics such as gender, age, region, or religion is strictly prohibited, ensuring equal opportunities for all applicants. Reflecting the characteristics of the construction industry, the Company places particular emphasis on recruiting talent equipped with both job expertise and collaborative capabilities. HL D&I Halla continuously identifies outstanding talent through diverse recruitment channels and links recruitment with a systematic development roadmap so that selected employees can grow together with the organization under the Company’s leadership principles.

HL D&I Halla Talent Profile

Employee Diversity

HL D&I Halla is building an inclusive organizational culture by promoting gender balance and expanding employment opportunities for vulnerable groups. The Company establishes and systematically manages annual recruitment targets to expand the development and appointment of female talent to managerial positions. It also strives to create an environment in which female employees can fully demonstrate their capabilities. As a result of these efforts, the proportion of female managers reached 4.7% in 2025, exceeding the initial target of 3.1% by 1.6 percentage points. HL D&I Halla also actively supports the participation of vulnerable groups in society by recruiting athletes with disabilities in sports such as table tennis, billiards, and shooting. In 2025, the number of employees with disabilities increased by five year on year, demonstrating a substantive expansion of employment opportunities.

Medium- to Long-term Employee Diversity Targets

(Unit: %)
Category Target
Short-term Target (2025) Medium-term Target (2026) Long-term Target (2027)
Female Employee Ratio 10.3 10.6 10.9
Female Employees1) 3.1 3.3 3.4

1) Managers refer to employees at the section manager level or above.

Employment of Women and Persons with Disabilities

Female Employees1)

Female Managers2)

Employees with Disabilities3)

1) Ratio of female employees to total employees

2) Ratio of female managers to total managers

3) Ratio of employees with disabilities to total employees

Talent Recruitment

HL Group Recruiting

In 2025, HL Group conducted group-wide campus recruiting sessions at major universities across Korea. During these recruitment events, incumbent employees from HL Group affiliates visited recruitment booths and provided one-on-one consultations to students, sharing the Company’s vision, distinctive organizational culture, key business activities, and detailed recruitment information. Through direct and engaging communication with current employees, the program actively attracted prospective core talent across various job functions in the construction industry. The initiative also served as an opportunity to enhance the overall brand recognition of HL Group beyond individual affiliates and maximize recruitment synergies among Group companies.

HL Group Recruiting Event

Employee Capacity Reinforcement

HL D&I Halla operates a systematic training framework to support employees’ job expertise and self-directed growth. The HL Group is responsible for common competency training, including talent development and leadership programs, while HL D&I Halla independently provides business-specific training in areas such as ESG, occupational health and safety, and construction project management to strengthen employees’ practical capabilities. The Company also enhances its global competitiveness through job-specific professional training, technical workforce training, language education, and overseas training programs. In addition, HL D&I Halla supports employees’ self-directed learning and career development across different life stages through self-development courses, AI training, e-learning, an electronic library, and retirement and career-transition support programs. In particular, the Construction Project Management program strengthens project execution and collaboration capabilities. The Company also systematically develops talent capable of driving future growth through core-talent development, site-manager training, and executive programs. HL D&I Halla has established a phased training framework by position and competency level to provide employees with customized growth opportunities.

Employee Training Programs

Core-Talent Training
Group Core-Talent Development Program
Site-Manager Development Program
Academic Training Support
Executive Programs
Self-Development Training
Self-Development Courses for Executives and Team Leaders
e-Learning
Telephone-Based Foreign Language Training
Electronic Library
Retirement and Career-Transition Support Training
(e.g., career planning and re-employment training)
Job Training
Finance, Marketing, and HR Training
ESG and Occupational Health and Safety Mindset Training
Project Management
Training for Construction Engineers and Technical Personnel
Global Competency Development Training
Global Talent Development Language Training
Intensive Individual Language Training
Overseas Language Training Programs
Training by Position Level / Basic Training
Introductory Training for New Employees
Training for Newly Appointed Team Leaders
Training for Newly Appointed Executives
Competency Enhancement Program for Team Members
Special Lectures for Employees

Core-Talent Management Programs

Evaluation of Training Effectiveness and Follow-up Management

HL D&I Halla operates a training performance and effectiveness evaluation system to enhance the practical impact of its training programs. For professional training by job function and position level, the Company manages key indicators such as training completion rates, applicability to work, and improvement in employees’ understanding of relevant laws and regulations. The effectiveness of major job training programs in areas such as fair trade, occupational health and safety, and quality management is also assessed in connection with improvements in worksite operations. Following each program, HL D&I Halla comprehensively analyzes satisfaction survey results and changes in employees’ job understanding and productivity before and after training. The evaluation results are reflected in improvements to the following year’s training curriculum and the selection of external training institutions, thereby continuously enhancing training quality.

New Employee Onboarding Program

Introductory Training for New Employees

HL D&I Halla operates an introductory training program to support new employees in performing their duties effectively and adapting smoothly to the organization. In 2026, the Company reorganized its existing introductory training program into an AI application-oriented program in response to the digital transformation of the work environment, enabling new employees to apply AI to their duties from the beginning of their employment. The program goes beyond theoretical instruction on AI and focuses on hands-on exercises that can be applied to actual business situations. It is designed to help new employees develop practical familiarity with AI and naturally incorporate it into their daily work. Through the program, employees develop automation capabilities for repetitive and standardized tasks and build a foundation for using AI in a wide range of business areas, including data analysis and report preparation. Key training topics include: Automation of repetitive tasks Prompt-based work instructions Data-driven analysis Preparation of AI-assisted reports Integrated analysis of qualitative and quantitative data Use of AI tools focused on practical workplace applications Security and ethical standards for the use of AI Through this training, HL D&I Halla continuously supports new employees in adapting quickly to a digital work environment and enhancing their work efficiency and problem-solving capabilities through the use of AI.

Introductory Training for New Employees

New Employee Work Manual

“Buddy” Mentoring Program

HL D&I Halla operates the one-on-one “Buddy” mentoring program to facilitate the early integration and organizational adaptation of new employees, while also bridging generational gaps through communication between senior and junior employees. The program serves as an emotional support system that not only transfers practical work know-how but also helps new employees quickly become familiar with the organizational culture and internal processes. Through close communication with their buddies, new employees develop job expertise and a sense of belonging within their teams, while buddies guide the growth of new talent based on their extensive experience. HL D&I Halla actively supports the development of trust through regular feedback and communication so that such relationships can contribute to greater harmony across the organization. To enhance the effectiveness of the program, HL D&I Halla operated the Buddy System for ten new employees in 2025. Following quarterly performance reviews, one Outstanding Buddy Team demonstrating the most exemplary performance was selected and recognized with a plaque and award at the year-end closing ceremony, thereby encouraging voluntary participation and a healthy communication culture. The Company also assesses the effectiveness of the long-running Buddy Program through its VoE (Voice of Employee) channel and has confirmed that employees continue to demonstrate a high level of satisfaction with the overall program.

Outstanding Buddy Award

Monthly Development Log

Key Performance

2025 Outstanding Buddy Award

To demonstrate the effectiveness of its mentoring program through an exemplary case, HL D&I Halla selected the Urban Development Team as the Outstanding Buddy Team of 2025. Over a five-month period, the team completed a structured development roadmap designed to help new employees progressively acquire key practical competencies, including an understanding of publicly solicited projects and urban redevelopment projects, as well as the preparation of project feasibility and profitability statements. In particular, the new employee was assigned to an actual project and prepared a work manual, thereby promoting self-directed growth. The selected buddy and mentee noted that the program served as a practical driver of the new employee’s early job adaptation and the establishment of a collaborative framework within the team, and expressed a high level of satisfaction.

Q What positive impact did the Buddy System have on the new employee?

I believe the Buddy System helped the new employee adapt more quickly by providing opportunities for job training, questions, and conversations, even if it was used only as a framework. The new employee was also able to gain practical experience by preparing a work manual and submitting official documents after joining the Company.

New employees are required to learn various tasks within a short period, making it easy to overlook certain details unless the information is systematically organized. By preparing a work manual through the Buddy System, I was able to improve my understanding of the purpose and overall structure of my duties. When assigned tasks similar to those covered in the manual, I was also able to perform them more independently.

Q How has your experience with the Buddy System contributed to collaboration?

Based on the understanding of the team’s work acquired through the Buddy System, the new employee developed the fundamental capabilities required to receive and carry out work assignments and was able to integrate naturally into the organization.

Communication with my buddy became more active through the Buddy System, and a team culture was created in which I could comfortably ask questions and share opinions with the team leader during meetings.

Onboarding Training Program for Contract Employees

HL D&I Halla operates a systematic onboarding training program to support the smooth organizational adaptation and practical competency development of new employees. In 2025, the Company expanded the existing training program, which had primarily focused on regular employees, to include contract employees, with the aim of sharing the organization’s common value system and creating a stable work environment. The program helps newly hired contract employees understand the Company’s vision and core values and strengthens their sense of belonging. It also provides guidance on essential internal systems and administrative procedures to support early adaptation. In consideration of the characteristics of construction sites, the Company enhanced training on occupational health and safety and quality management standards, thereby strengthening employees’ site-based risk prevention capabilities. In 2025, the program was conducted in four sessions from June through August for a total of 279 participants, including existing contract employees and new hires. Separate training sessions tailored to the job characteristics of each worksite were also provided to enhance the practical effectiveness of the program. HL D&I Halla will continue to advance its support framework so that all employees, regardless of employment type, can share the organization’s core values and fully demonstrate their capabilities.

New Contract Employee Manual

Welcome Kit

HL D&I Halla provides a Welcome Kit designed to foster a sense of belonging among new employees from the beginning of their employment. The kit includes not only a Company brochure and practical work guidebook but also branded merchandise and office supplies reflecting the Company’s identity. It has been carefully designed to help new employees ease psychological tension and develop a sense of pride in the organization.

Welcome Kit

Re-employment Support Training

HL D&I Halla operates re-employment support training to assist employees approaching retirement in making a stable transition to the next stage of their lives and careers. In 2025, the Company provided a two-day training program for 29 employees scheduled to retire. The curriculum covered change management, self-understanding and career planning, financial planning, exploration of support systems, and career exploration and design. Through the program, HL D&I Halla supported participants in planning their lives after retirement, while also contributing to stronger organizational trust and productivity by enhancing psychological stability and confidence during the transition process. The Company will continue to provide re-employment support training to improve the quality of life of employees approaching retirement and establish a foundation for the organization’s sustainable growth.

Key Content of the 2025 Re-employment Support Training

Change Management
Self-awareness and psychological stability during life transitions
Self-understanding and Career Planning
Career preference and career anchor assessments,
Career asset analysis
Financial Planning
Development of financial plans for stable living after retirement
Exploration of Support Systems
Introduction to government support programs
Information on vocational training and certification support
Career Exploration and Design
Learning from career cases through N Job School
Practice in preparing a career plan

Employee ESG Training

HL D&I Halla provides annual ESG training to proactively respond to rapidly evolving global ESG regulations and legislative trends and to raise the overall level of sustainability management capabilities across the organization. The Company’s ESG training is tailored to the roles of each position level. It aims to enhance the strategic insight of executives while simultaneously strengthening employees’ awareness of human rights and ethics, thereby narrowing the gap between management strategies and on-site implementation. Training for executives focuses on strengthening responsible management capabilities through strategic risk management topics, including macro-level ESG trend analysis and supply chain due diligence. For employees, the Company shares practical topics closely related to day-to-day operations, including the previous year’s ESG performance and human rights impact assessments, with the aim of embedding ESG management into everyday work practices. HL D&I Halla will continue to advance its training programs so that all employees can develop expertise as active participants in sustainability management and enhance corporate value through the internalization of ESG principles.

2025 ESG Training Curriculum

Target Training Content
Site Employees
  • Impact of ESG and sustainability management on the construction industry
  • HL D&I Halla’s ESG management policies and key implementation measures
  • ESG responsibilities and roles of site personnel
Executives and Site Managers
  • Key content and future direction of the FY2024 Sustainability Report
  • ESG trends and strategies for responding to key risks
  • Sharing the results of partner ESG assessments and human rights impact assessments
  • Results of human rights impact assessments and improvement tasks
All Executives
  • Key FY2024 sustainability management achievements and areas for improvement
  • ESG-related legislative trends and responses
  • Overview and procedures of partner ESG assessments and human rights impact due diligence
  • Results of the 2025 partner assessment
  • Results of human rights impact due diligence, including key risks and directions for improvement

Fair Performance Evaluation and Compensation

HL D&I Halla operates a comprehensive evaluation system that reflects not only quantitative performance but also job competencies and growth potential. The Company organically links performance evaluations, competency evaluations, and multifaceted assessments to identify the multidimensional growth of employees. The results are used throughout HR management, including compensation, promotion, training, and placement, thereby motivating employees. In particular, HL D&I Halla promotes a performance culture in which the visions of the organization and individuals are aligned through a multidimensional approach that considers both quantitative growth and potential competencies.

Assessment Criteria

Among the various evaluation methods, performance evaluation focuses on simultaneously pursuing the achievement of organizational goals and the mutual growth of employees. Clear goal-setting and a continuous feedback system ensure the transparency and reliability of evaluations, while comprehensive support is provided so that employees can use evaluation results as milestones for self-directed growth. HL D&I Halla also provides regular training for evaluators to strengthen objective, criteria-based evaluation capabilities, thereby establishing a highly trusted performance evaluation culture across the organization.

Performance Evaluation Process

Step 1

Goal Setting

  • Set goals by organization and team to achieve the business plan
  • Establish individual goals linked to organizational goals through interviews and consultations with team leaders and managers
Step 2

Performance Management

  • Continuously register work performance and provide feedback
  • Review and supplement progress toward goals
Step 3

Performance Evaluation and Calibration

  • Conduct annual evaluations based on work performance against established goals
  • Discuss and calibrate individual performance through Calibration Sessions by business division and C-Level
Step 4

Evaluation Results and Feedback

  • Determine final ratings through a matrix combining performance and competency evaluations
  • Operate an appeal process
  • Provide one-on-one feedback on evaluation results

Improvement of Organizational Culture

HL D&I Halla promotes a flexible and efficient work culture based on active communication and collaboration among employees. To this end, the Company is breaking away from conventional ways of working by eliminating unnecessary documentation and formal meetings and encouraging employees to leave work on time every Wednesday, thereby creating an environment in which employees can concentrate on the essential value of their work. To establish a horizontal organizational culture, HL D&I Halla also regularly conducts internal campaigns and training for leaders and provides relevant reading materials, thereby internalizing the value of mutual respect throughout the organization.

Labor-Management Cooperation

In accordance with the Trade Union and Labor Relations Adjustment Act, HL D&I Halla fully guarantees employees’ freedom to join and participate in labor union activities. The Company continues to promote trust-based communication and mutually beneficial cooperation through the Labor-Management Council. The Company’s labor union consists of three standing members, including the chairperson. The Labor-Management Council consists of an equal number of representatives from management and employees, thereby pursuing fair and balanced decision-making. Through collective bargaining with the labor union, HL D&I Halla enters into collective agreements every two years, establishing an institutional foundation for protecting employee rights and improving working conditions. The Company also convenes the Labor-Management Council at least four times a year to discuss key issues in depth, including employee welfare, safety management, and grievance handling, and to identify practical improvement measures. In 2025, a total of four Labor-Management Council meetings were held, and a wage agreement was concluded through labor-management consultation. Through these efforts based on mutual respect, HL D&I Halla has continued to conduct amicable wage negotiations without labor disputes for 37 consecutive years since the establishment of its labor union in 1989. The Company will continue to strengthen its cooperative partnership based on a mature labor-management culture and establish a corporate culture in which labor and management grow together.

Labor Union Membership Rate (%)

Key Performance

Conclusion of Wage and Collective Bargaining Agreements without Labor Disputes for 37 Consecutive Years

In 2025, HL D&I Halla successfully concluded wage and collective bargaining agreements without labor disputes, with the participation of management and the labor union. This marks 37 consecutive years of amicable agreements since the establishment of the labor union in 1989 and represents a symbolic achievement demonstrating the Company’s strong relationship of mutual trust between labor and management. During the collective bargaining process, union members voted on the tentative agreement in accordance with democratic procedures, and the agreement was approved with an overwhelming approval rate of 88.33%. The high level of support reflected a shared understanding of the complex challenges currently facing the construction industry and a common commitment to overcoming the crisis through solidarity. HL D&I Halla regards this exemplary labor-management partnership as a key driver of management stability and will continue to reinforce a virtuous cycle of mutual growth based on trust.

Family-Friendly Programs

Maternity Protection

HL D&I Halla respects employees’ work-life balance and operates effective maternity protection programs to alleviate the burdens associated with childbirth and childcare. Through childcare leave and reduced working hours during pregnancy and childcare, the Company strives to create a stable working environment tailored to employees’ life-cycle needs. In particular, HL D&I Halla provides leave exceeding statutory requirements to support employees’ healthy childbirth and childcare. Under the collective agreement, an additional 90 days of leave is provided in addition to the statutory maternity leave, enabling employees to take a total of 180 days of maternity leave. This helps employees recover after childbirth and form strong emotional bonds with their children.

Flexible Work

HL D&I Halla operates flexible work arrangements to enhance employees’ quality of life while improving organizational productivity and competitiveness. Depending on individual job characteristics and circumstances, we offer various options, including flexible working hours, staggered working hours, and remote work, to enhance work efficiency and support a healthy work-life balance.

Flexible Work System

Category Details
Three-month flexible working hours system Flexible working hours are applied over a three-month period. Additional wages are paid for overtime in accordance with applicable standards.
Staggered working hours system Employees may choose their start time between 8:00 and 10:00 a.m., based on an eight-hour workday.
Compensatory leave system Compensatory leave is provided in accordance with statutory requirements for overtime work.
Deemed working hours system Eight hours of work per day are recognized for domestic business trips, leave, training, and reservist training.

Employee Welfare

Under the belief that improvements in employees’ quality of life lead to corporate growth, HL D&I Halla strives to create an environment in which employees can remain satisfied and fully engaged in their work. The Company continuously improves its employee welfare programs to reflect employees’ diverse needs and changing lifestyles, thereby enhancing satisfaction with the organization. HL D&I Halla will continue to listen to employees’ voices, create a better workplace through a supportive welfare environment, and foster a corporate culture in which the Company and its employees grow together.

Detailed Employee Welfare Programs

Category Details 설명
Statutory Welfare Benefits Industrial Accident Compensation Insurance Enrollment in industrial accident compensation insurance and payment of annual premiums to ensure prompt and fair compensation for employees’ occupational injuries and to protect employees
National Health Insurance Enrollment in health insurance to prevent and treat illnesses and injuries affecting employees and their families and to promote their health
Employment Insurance Enrollment in employment insurance to prevent unemployment, promote employment, and develop and enhance employees’ vocational competencies, thereby supporting livelihood stability and capability development
National Pension Enrollment in the National Pension Scheme to support employees’ welfare in old age, with old-age, disability, and survivor pensions provided after the applicable contribution period
Employee Housing Support Housing Loan Support Provision of low-interest loans at an annual interest rate of 3% to support employees in purchasing or leasing housing and achieving residential stability
Accommodation Subsidies Provision of accommodation subsidies to employees working at construction sites
Relocation Expense Support Reimbursement of actual residential relocation expenses arising from site transfers, considering the region and travel distance
Health Checkup Support Health Checkups Regular health checkups for all employees to protect employee health and prevent disease
Customized Comprehensive Health Checkups Regular comprehensive health checkups for employees of specified ages, all employees, and their spouses
Support for Family Events Family Event Support Provision of bereavement and congratulatory leave, allowances, and wreaths in the event of family occasions
Operation of Mutual Aid Association Promotion of employee welfare and mutual assistance
Support for In-house Activities In-house Club Support Financial support for in-house clubs, including football, marathon, board games, hiking, and tennis clubs
Financial Support Employee Stock Ownership Association Priority allocation of up to 20% of newly issued shares to members of the Employee Stock Ownership Association in the event of a capital increase
Company Anniversary Programs Long-service awards and company anniversary grants
Seasonal Allowance Support Support for vacation allowances, homecoming travel expenses, and kimchi-making allowances
Expense Support Support for domestic and international business travel expenses, relocation expenses, vacation allowances, homecoming travel expenses, and seasonal kimchi-making allowances
Transportation Expense Support Transportation subsidies and support for employee shuttle buses
Welfare Points Provision of welfare points to promote employee welfare
Scholarship Support Support for childcare expenses and kindergarten, middle school, high school, and university tuition fees for employees’ direct descendants

Welfare Benefit Expenses (Unit: KRW 100 million)

Employee Mental Health Support

HL D&I Halla operates psychological counseling and recovery programs in cooperation with specialized institutions to support employees’ mental health and psychological stability. All employees may receive free counseling through the Employee Assistance Program (EAP) for a wide range of concerns, including work-related stress and family issues. All counseling information is kept strictly confidential, and early intervention is provided when concerns arise so that employees can remain psychologically stable and fully engaged in their work. The Company also operates a post-traumatic stress disorder (PTSD) prevention program for employees who have experienced serious accidents or hazardous situations. Through professional counseling and regular follow-up care designed to minimize psychological trauma, HL D&I Halla supports affected employees in restoring their emotional stability and returning smoothly to the workplace.