Creative Thinking Proactive Mind Tenacious Drive

Asan’ss Philosophy and HYUNDAI’s

Asan HYUNDAI s DNA

October 28, 2010

Asan’s Foundation Spirit

Asan’s Foundation Spirit

Pioneering Positive Risk Creative

Spirit Mind Analysis Mind

Setting high Self-confidence New way of

Challenges
goals thinking
Adventurous
Bold Decisions
F t
Future-oriented
i t d S i it
Spirit C
Commitment
it t

A company is one of the most important things in a country. It is obvious

that the economy is the starting point of society's politics, economics,
and civilized living. If companies develop, every part of the country can
develop. In this sense, we as businessmen, should accept social
responsibilities and put our efforts into developing the company.

1
Asanism : Asan’s Philosophy

“If someone asks me, ‘What are the engines to become an

international company, as well as the driving force of
economic growth?’”

“I will answer, ‘An enterprising and pioneering spirit’

without hesitation
hesitation.”

2
Asanism Structure

Asan’s Philosophy

Man

A pioneering

Bussiness forr

Tallent first
Th
oriented
th

th
C
Creative

P
Positive

hrift and
F
Future-
O
On-site

ssociety
nagementt
hinking

hinking

ssaving
spirit
g
Entrepreneurship
Hyundai Spirit Management Philosophy Our Motto

Creative Thinking The creation of a Diligence

prosperous
p p future
T
Tenacious
i D
Drive
i F
Frugality
lit
through consistent
Proactive Mind challenges Caring

Hyundai’ss Corporate Culture

Hyundai

3
The DNA of Asan Philosophy : Hyundai Spirit

Creative Thinking
g

Whenever I reached a deadlock

deadlock, I sought better ideas
ideas.
In addition, I have constantly tried to make something out of nothing.

9 Having a future-oriented mind and exploring something new in

order to meet the expectations of the society and clients

9 With a creative point of view and insight into the future, Hyundai
Group has accomplished many ‘firsts’ in many different kinds of
industries

4
The DNA of Asan Philosophy : Hyundai Spirit

Proactive Mind

“II am 90% assured that ‘things

things are possible’
possible , and 10% assured that ‘II
can’. There isn’t the slightest doubt that ‘something is impossible’”

9 We’ve been confident that Hyundai’s development means the

R.O.K’s development

9 To have confident ownership and a proactive attitude

5
The DNA of Asan Philosophy : Hyundai Spirit

Tenacious Drive

A company will never get larger when people gather around

a table and only think. The future of a company is real.
If there is no accomplishment, a company will cease to exist.

9 A promising attitude to achieve goals by having a ‘can’ attitude.

9 To have self
self-assurance
assurance though you confront interruptions and
anxiety.

9 Case
Mass –transportation project in the construction of an industrial
harbor in Al-Jubayl, Speedy work on the construction of Dangje
tunnel as part of Gyungbu Expressway Project

6
The DNA of Asan Philosophy : Hyundai Spirit

Diligence
g , Frugality
g y, Caring
g

I never thought of myself as a capitalist

capitalist.
I’m still only a worker, providing profits by working.

9 A sincere attitude is always required, even in minor works

9 Don’t be arrogant with success, but go back to basics

and
d maintain
i t i a modest
d t attitude
ttit d

9 It is important not to give one-way

one way directions and manage
only as leaders but to run the company based on a merit
system

7
ASAN’s Management Philosophy

Creating
g of a Prosperous
p Future

To create a prosperous future by meeting tough challenges with

creative thinking to realize our hopes and dreams.

9 Those who think everything

y g is p
possible can accomplish
p
anything. The more we doubt, the greater the risk of
failure

9 When you view the world with a positive perspective and

live to contribute to the development of society, there are
plenty of things to do

9 We have bigger dreams and a positive blueprint to look to

the future

8
Asan’s Talent Management

Business Activities for Humanity

y

Whoever can be faithful with veryy little can also be faithful with much.
Whoever is neglectful with very little can also be neglectful with much.

• Looking for talented personnel

Talent Management
• Abolish the seniority promotion system

• Constant training for presidents, executives and staff members

Specialized Training
• First-priority treatment for on-the-spot employees

Overseas Specialized • Foreign language and local culture education for employees who
Training are working overseas since 1980

9
Leadership & Corporate Culture

Executive Leadership Organizational Culture

The Way of
Management The Standard of
Faith Value Action Thinking and
type Value-Judgment
Acting

9 Organizational culture is created by the leaders. When culture becomes dysfunctional, leadership is needed
p the g
to help group
p unlearn some of its cultural assumptions
p and learn new assumptions.
p ((Schein,1987))

9 If members believe that management style is flexible, organizations will develop friendly and progressive
cultures.
lt If employees
l see that
th t managementt is
i mechanical,
h i l organizations
i ti will
ill be
b conservative
ti and
d rational
ti l
culture. This means the CEO’s management style affects the organizational culture. (Quinn & McGrath,1985)

9 The beliefs, values and behaviors of the CEO contribute to form an organizational culture. The
communication and rewards are the parameters. (Hong Sun Ki, 2006)

10
Hyundai’s People

ƒ Anticipating the future and leading change

1. Creative
ƒ Thinking positively
People who think carefully
before acting ƒ Making decisions, acting, and taking positively
responsibilities for oneself

ƒ Making efforts for self-improvement

2. Attitude
Diligent
g People
p ƒ Hard Work/Frugality
ƒ Honesty

3. Socially Responsible ƒ Dedication to Customers

Warmhearted people ƒ Serving the nation and society
ƒ Caring about environmental issues

11
 Hyundai Group's HRD Structure

Hyundai Group’s development system is designed to create the right people by developing the group values

Image
g of q
qualified employee
p y of Hyundai
y Group:
p Creative / Attitude / Citizenship
p

Leadership Job Talent

competency competency Competency
Development of each Development of each position’s Qualification development
position’s qualification professional qualification Of new readers

Director: LAE Ind st ial Ed

Industrial Education
cation ELDP
(Executive Leader

Technical Development
Development Program)

Business Ad
Distributio
General Director: AQ – L4 HLDP

Prod
(Hyundai Leader

Marketing

Fin
Development
p Program)
g )

Sa

nance
duction

on & logistics

D
ales
Senior Manager: SQ – L3

dministration
HIDP
(Hyundai Innovator
Development Program)
Manager: EQ – L2
Globalization / Regional
g expert
p
Assistant Manager: PQ – L1 - Focused
F d on IBC/IBP -
Common sector / Language sector

Corporate culture/Value sharing Education

D
Development
l t off Engagement,
E t satisfaction
ti f ti and
d loyalty
l lt for
f the
th group
New employees All employees (Vision & Core Value / Ethics Mgmt. / Issue)

OJT / MENTORING

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Succession of Asan Philosophy

The 21st Century business environment is not easy to predict. President Chung Ju
Y
Yung’s
’ ‘B
‘Breakthrough
kh hMManagement‘, ‘ b
basedd on a pioneering
i i spirit,
i i overcame
obstacles and created a culture of success. Thus, it delivers a true meaning of
management for today’s entrepreneurs.
- Hyundai Research Institute

Hyundai Group has focused on a longlong-term

term management of the clients rather
Trust Management Hyundai Group has focused on the long-term interests of clients rather than a
than a short-term interest, which led to the positive circulation of
for Customer short-term interests. This led to the creation of new clients and loyalty of
development supported by the creation of new clients and the loyal
Satisfaction current clients.
consumption of the current clients.

Talent Management Placing the right talent in the right positions is the key to Hyundai's growth.

Positive
P iti and d Locating positive elements in the ‘impossible’
impossible and utilizing them for business
Challenging opportunities. This can be achieved through a positive-minded and
Leadership challenging leadership.

13
Hyundai Group’s New Corporate Culture, the 4Ts

Hyundai’s Corporate Culture (2004) Employee

p y Satisfaction

A culture needs to maintain A culture to be built Assignments:

and develop: up hereafter:
1 Human Resources
1 Creativity 1 Trust Management System
2 Challenges 2 Transparency 2 Work Structure
3 Initiative 3 Professionalism 3 Communication

Hyundai’s New Corporate Culture : the 4Ts

Trust Talent Tenacity Togetherness

• Ethical management, • Developing

• Training creative leader s
contributions to public welfare business management • Develop a sense of unity
• Training and securing • Strengthening reward
• Maximizing the customer satisfaction • Strengthen synergy effect
talented people system
• Building up trust • Energizing communications
• Challenging organizational
• Establish advanced human resources
culture

14
Asan Chung Ju Yung

There are nothing

Th thi ffailures
il as ffar as
being
As longlife
as II’m
think.
alive and healthy,
there
No are no
matter whatfailures to me,might
trial there only be,
possibilities
there withfailures
are nothing difficulties.
for me as
far
"Be as living alive
optimistic. andpositively"
Think healthy.
Be optimistic. Think positive."
"Be positive.

Hyundai Strives to be A Positive Force

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