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KEPCO set four major strategic directions and eight tasks under the sustainable management vision of ‘Creative Energy Leader for Sustainable Future Values’. The company has developed a sustainable management system by drawing core issues for each task to analyze the crises and opportunities and present core performances and short and long-term goals. After considering the level of urgency, importance, and influence for each sustainable management strategic task, we will draft a mid-to-long-term plan for sustainable management to realize sustainable value with our customers, local communities and executives and employees.

Creative Energy Leader for Sustainable Future Values

Strategic system & Mid and long-term objectives
Strategic
direction
Strategic
task
Performance
index
Goal for 2015 Perfor
mance
for 2015
Achieve
ment
Rate (%)
Goal for
2016
Mid & Long-Term
Goal
(2020)
etc
Creating economic value
Stabilizing the supply and demand of electricity
Load rate (%)
75.8
76.5
101
75.9
Over 76.1
KRW 4.9 trillion Overseas sales / 43 cases Securing core strategic technology / 2,203 persons Future-oriented HR Pool
Amount of peak reduction (10,000 kW)
70
Not Implemented 1)
-
100
100 2)
Creating new future growth engines
Overseas sales (in trillions of KRW)
4.8
4.9
102
4.7
20(2025)
Securing core strategic technology (case, total)
43
43
100
54
105
Future-oriented HR Pool (person)
2,100
2,203
105
Over 10% of all employees
Over 10% of all employees
Realizing eco-friendly energy
Expanding green management
Distribution underground lines (%)
16.4
16.69
102
16.9
Over 21 (2022)
16.69 % Distribution of underground lines / 3.60 % T&D loss rate / KRW 3.8 trillion Expenses for environmental investment
T&D loss rate (%)
Below 3.7
3.60
103
Below 3.7
Below 3.7
Coping with climate change
Expense for environmental investment (in 100 millions of KRW)
40,000
38,391
96
40,500
40,500
Amount of GHG emissions (1,000 tons CO2e)
1,590
1,309
121
1,610
1,610
Reinforcing partnership with stakeholders
Improving customer value
Customer satisfaction (score)
98.8
90.6
94
91.5
94.4
10.26 minutes Power cut time / 16.5 hours Hours of voluntary work per person / 70.4 % Ratio of purchasing SME products
Power cut time (minute)
10.53
10.26
103
9.90
7.91
Realizing sharing and mutual growth
Hours of voluntary work per person (hr./person)
16.5
16.5
100
17
20
Number of voluntary work (number)
12,000
12,160
101
12,205
13,000
Support for eye-opening surgery (person)
100
153
153
100
Total 1,004 (2021)
Ratio of purchasing SME products (%)
70.0
70.4
101
70.5
71 이상
Export performance of overseas market development for SMEs (USD 10,000)
30,282
31,584
104
31,837
38,000
Pursuing a human-oriented workplace
Securing the best of future-oriented and talented people
Hours for training and education (hr./person)
95
93
98
95
100
93 hours Hours for training and education per person / 24.7 % Ratio of female recruitment / 79.0 scores Employee satisfaction level
Ratio of female recruitment (%)
Over 20
24.7
124
Over 20
Over 20
Creating safe and happy workplaces
Number of workers hurt in safety accidents (person)
Below 120
98
122
Below 108
Below 70
Employee satisfaction level (score)
74.2
79.0
106
79.5
80
  • 1) No peak shaving in 2015, as a result of there being no implementation of demand management due to the stabilized supply and demand status
  • 2) Integration of the demand management system for the ‘demand resource market’, maintain 1 million kW of the demand management system in case of an emergency