2022 Integrated Report of Doosan Enerbility

Contents
About this Report
FEATURES OF THE REPORT 
This is the Integrated Report of Doosan Enerbility, a report that introduces the various systems, 
activities and accomplishments of the company for the purpose of enhancing corporate 
sustainability. The report includes not only a detailed description of Doosan Enerbility’s business 
strategies and the new businesses regarded as drivers of future growth, but also activities and 
performance results related to the company’s sustainability efforts in the areas of the environment, 
society and governance. Doosan Enerbility has published the report annually as a way to 
continuously communicate with our stakeholders. 
REPORT CRITERIA
This report has been prepared based on the Core Options of the GRI (Global Reporting Initiative) 
Standards, the global standard for report preparation. Through third-party verification, it has been 
confirmed that the report meets all relevant requirements. The details of the GRI Standards Index 
are provided in the appendix. The report adequately reflects industry standards as required by 
the Sustainability Accounting Standards Board (SASB) and adheres to the principles of the UNGC 
Communication on Progress (CoP) and the climate-related Financial Disclosures (TCFD). 
DURATION AND SCOPE OF REPORT 
The report was prepared using financial and non-financial performance results from January 1, 
2021, to December 31, 2021. Significant matters with an impact on stakeholder decision-making 
have been covered for the period up to the first half of 2022. Some quantitative performance data 
from the past three  years are presented so that trends can be observed. The financial performance 
data has been prepared using consolidated financial statements based on the K-IFRS (Korean 
International Financial Reporting Standards). If the information presented in the previous report 
has been either corrected or rewritten, the changes are explained with footnotes. The scope of the 
report includes all projects of Doosan Enerbility, both domestic and overseas. Where necessary, the 
report also presents the activities and performance of overseas subsidiaries. 
REPORT VERIFICATION
To ensure the reliability and quality of the contents of this report, the non-financial information 
has been verified by an external agency. The financial information has been reviewed by an 
independent audit firm, with the audit results being reflected accordingly. The non-financial 
information was verified by the Korea Foundation for Quality. Each verification opinion can be 
found on pages 120.
ADDITIONAL INFORMATION
The report will be published and distributed in Korean and English. It will be available for 
downloading in the PDF format on the Doosan Enerbility website. Any opinions or comments can 
be conveyed to the contact number provided below.
Homepage  www.doosanenerbility.com
Address  155, Jeongjail-ro, Bundang-gu, Seongnam-si, Gyeonggi-do
Telephone  031-5179-2696            Department in Charge  Credo/ESG Team
Company Overview
CEO’s Message
02
Company Profile
04
Environmental
Responding to Climate Change
48
Management of  
Environmental Efficiency
51
Governance
Ethical Management
82
Information Security
85
Risk Management
87
Establishment of Sound 
Governance Structure
90
Appendix
ESG Data
94
Safety & Health Guidelines
105
Environmental Guidelines
110
UN SDGs
111
Creation of Social Value
112
Materiality Assessment
113
Stakeholder Engagement
114
GRI Standard Index
115
SASB Index
118
TCFD Index
119
UN Global Compact
119
Third Party Assurance Statement 120
Membership Status
122
Commitment to Sustainability
Our New Strategy
08
Acceleration of Portfolio Conversion
10
ESG Management and  
Execution Roadmap
16
Our Business & Value Creation
Four Key Growth Drivers
22
Gas Turbine
24
Renewable Energy
26
Hydrogen
28
Next Generation Nuclear Power Plant
30
New Business Overview
32
3D Printing
34
Eco-Friendly Lithium Recovery
35
Proprietary Material Development
36
Digital Transformation
37
Existing Businesses
38
Plant EPC / Water EPC
40
Power Plant Equipment /  
Steam Turbine / Services Business
42
Nuclear Power / Casting & Forging 
44
Social
Employees
56
Human Rights Management
56
Talent Development and Retention
60
Healthy & Safety Management
64
Partners
70
Shared Growth
70
Supply Chain Management
72
Customers
74
Quality Management· 
Customer Satisfaction
74
Local Communities
76
Social Contribution
76
Energy Toward 
Sustainability
2022 Integrated Report of 
Doosan Enerbility

The name “Doosan” is an amalgamation of the word “Doo 斗,” a unit of measure for grain, 
and the word “San 山,” which stands for mountain, to represent the meaning “becoming like 
a mountain by piling up soil slowly but steadily, one sack at a time.” Backed by its corporate 
philosophy and beliefs that were built over the course of its 126-year history, Doosan aims to 
achieve great goals by constantly pursuing change and innovation.
Doosan Group Introduction
becoming like a mountain by piling up soil 
slowly but steadily, one sack at a time.
In a business environment that is changing more rapidly than ever, Doosan aims to lead the global market by weaving the capabilities it has 
accumulated over the years into the flow of change, and the new CI symbolizes Doosan’s commitment to pursuing innovation.
  Overview of the Doosan Group Companies
  Group Vision
Doosan Corporation
Auxiliary Institutions
Doosan Group
Doosan Electro-Materials
Doosan Fuel Cell Power
Doosan Digital Innovation
Doosan Corp. Retail
Doosan Yonkang Foundation
Doosan Art Center
Doosan Leadership 
Institute (DLI)
斗
山
두산
The word “Endeavor” in “Endeavor Blue,” the color newly 
selected to represent Doosan, implies that Doosan is a 
company that constantly strives to achieve something new.
Proud Global 
Doosan
People-centered
management that
views talented people
as a source of global
competition
Operating a process 
that meets global 
standards
Doosan’s human resources, i.e., “Doosan People,” refers to all our employees who are capable of and willing to contribute to the organization 
and practice the Doosan Credo, while continuously striving to improve their capabilities. Doosan people’s behavior reflects the importance 
placed on the Doosan core values and the traits required of Doosan people. The inherent traits of Doosan people are as follows:
Limitless Aspiration
Cultivating People
Inhwa
Open Communication
Tenacity & Drive
Prioritization & Focus
Doosan Credo
Aspiration
The Doosan Credo embodies the management philosophy and business method that have been upheld by Doosan for the over 
one hundred twenty years. The Doosan Credo contains 9 core values. The core values serve as the standard for all decision 
making and actions implemented by Doosan. Doosan aims to achieve its ultimate goals based on these core values. The Doosan 
Credo consists of the Aspiration and Core Values of Doosan.
Doosan’s ultimate goal is to become a “Proud 
Global Doosan”. “Proud Global Doosan” refers to 
the aspiration of having all stakeholders, including 
the employees, feel pride in being associated with 
Doosan. For employees, this means feeling pride 
for being a member of the Doosan organization, 
and for customers, it means becoming proud 
consumers of Doosan’s quality products and 
services. For shareholders, it would mean being a 
proud shareholder of a company that provides fairly 
generated, high profits.
Core Values
Doosan people seek to uphold the nine core values of 
the Doosan Credo wherever Doosan business takes 
place to ensure that a “Proud Global Doosan” can be 
realized. The way we operate our business, the way 
we treat one another and the way we work together 
with our partners are all embodied in the core values. 
Those nine core values of Doosan are as follows.
People
Inhwa
Profit
Cultivating People
Customers
Social  
Responsibility
Integrity & 
Transparency
Technology & 
Innovation
Safety & 
Environment
Major Subsidiaries
Doosan Enerbility
Doosan Bobcat
Doosan Industrial Vehicle
Doosan Fuel Cell
Doosan Mecatec
Doosan Tesna
Doosan Robotics
Doosan Mobility Innovation
Doosan Logistics Solutions
Oricom
Hancomm
Doosan Magazine
Doosan Bears
Doosan Cuvex
* Sale of Doosan Mecatec in progress
Doosan
Doosan Credo _ Our Beliefs and Philosophy
New CI and Journey Toward Innovation
Doosan People
Contents
Energy Toward 
Sustainability
2022 Integrated Report of 
Doosan Enerbility
Company Overview
CEO’s Message
02
Company Profile
04
Environmental
Climate Change Response
48
Management of  
Environmental Efficiency
51
Governance
Ethical Management
82
Information Security
85
Risk Management
87
Establishment of Sound 
Governance Structure
90
Appendix
ESG Data
94
Safety & Health Guidelines
105
Environmental Guidelines
110
UN SDGs
111
Creation of Social Value
112
Materiality Assessment
113
Stakeholder Engagement
114
GRI Standard Index
115
SASB Index
118
TCFD Index
119
UN Global Compact
119
Third Party Assurance Statement 120
Membership Status
122
Commitment to Sustainability
Our New Strategy
08
Acceleration of Portfolio Conversion
10
ESG Management and  
Execution Roadmap
16
Our Business & Value Creation
Four Key Growth Drivers
22
Gas Turbine
24
Renewable Energy
26
Hydrogen
28
Next Generation Nuclear Power Plant
30
New Business Overview
32
3D Printing
34
Eco-Friendly Lithium Recovery
35
Proprietary Material Development
36
Digital Transformation
37
Existing Businesses
38
Plant EPC / Water EPC
40
Power Plant Equipment /  
Steam Turbine / Services Business
42
Nuclear Power / Casting & Forging 
44
Social
Employees
56
Human Rights Management
56
Talent Development & Retention
60
Healthy & Safety Management
64
Partners
70
Shared Growth
70
Supply Chain Management
72
Customers
74
Quality Management· 
Customer Satisfaction
74
Local Communities
76
Social Contribution
76

03
03
02
  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
CEO’s Message
Dear Esteemed Stakeholders,
I would like to express my deepest gratitude to you for the unwavering support you have provided to our company, Doosan 
Enerbility. Through our latest Integrated Report, we will present the direction being pursued by our company to lay the foundation 
for sustainable growth and how we aim to move forward as a leading eco-friendly energy company. 
Under the new company name, Doosan Enerbility aims to reach an advanced level of  
sustainable management.
In early 2022, we changed our company name from “Doosan Heavy Industries & Construction” to “Doosan Enerbility.” We decided 
that the name we had been using since 2001 was no longer adequate in capturing the company's current image and future 
aspirations. Hence, we wanted to communicate with stakeholders through a new name, one that corresponds to the changing 
business environment and suggests the future vision of the company. 
The name "Enerbility" in Doosan Enerbility was newly coined by combining the words “energy” and “sustainability,” as a portrayal 
of our aspirations to enable the achievement of sustainability with our energy technologies. The word "Enerbility" represents 
the intrinsic core values of Doosan Enerbility’s business, and reflects our commitment to achieving sustainable management by 
enriching people’s lives and making Earth a cleaner planet with our energy technologies. 
Doosan Enerbility intends to practice sustainable management by upgrading the ESG management system. First, the ESG 
Committee was restructured into a more action-oriented body. In addition, the position of CSHO (Chief Safety & Health Officer) 
was newly established to bolster safety management, and the greenhouse gas reduction target was newly adjusted to strengthen 
our response to climate change. We will be continuing with this series of efforts to maximize the creation of social value.  
We will accelerate the transition of our business portfolio to be centered around eco-friendly energy.
In a global effort to respond to climate change, there has recently been a movement led by the EU to further strengthen the 
related policies and systems. In Korea, carbon neutrality is emerging as a key criteria for sustainable management, and the market 
demand for eco-friendly energy sources is growing. 
Doosan Enerbility regards this change as an opportunity rather than a crisis, and as such, is rapidly shifting the focus of our 
business portfolio to eco-friendly energy. The interest shown by the market in our four key growth drivers - gas turbines for which 
transition to hydrogen gas turbines is currently underway, renewable energy, hydrogen and next generation nuclear power plant- 
is stronger than ever. As our business achievements become more visible, we plan to expand the share of projects related to the 
four major growth drivers. 
We will also continue with our investments to develop and foster the growth of new businesses. 
We are continuously making investments in new businesses. We are pushing ahead with businesses such as 3D printing, which 
is key to achieving manufacturing innovation, resource recycling using waste resources and digital transformation. These new 
businesses, which are in alignment with Doosan Enerbility’s future plans, are forecast to continuously grow as businesses that will 
guarantee the company’s sustainability.
With the renaming of the company this year, Doosan Enerbility is aiming to take a new leap forward as a leader of the eco-friendly 
energy market. 
We look forward to your continued interest and unwavering support. 
Thank you.
Chairman & CEO  Geewon Park

05
05
04
  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Energy Toward Sustainability
Company Profile
The word “Enerbility” in our new corporate name “Doosan Enerbility” 
is an amalgamation of the words “Energy” and “Sustainability.” It also 
connotes the word “Enable,” representing the ability to align energy 
with sustainability. The new corporate name expresses the intrinsic core 
values ​of the company's business, while also conveying the commitment 
to secure sustainability by making people’s lives richer and the earth 
cleaner with the energy technologies created by Doosan Enerbility. 
Doosan Enerbility promises to seek growth as a leading global company 
that leads market changes in response to the rapidly changing global 
technology trends.
Overseas Subsidiaries / Branches / R&D Centers
Global Network
Doosan Histroy
Classification
Number of 
Companies
Entity / Branch Name
  Overseas 
subsidiaries
12
Asia
Doosan Power Systems India (India), Doosan Vina (Vietnam), Doosan Power Systems Arabia (Saudi)
Europe / Africa
Doosan Power Systems (UK), Doosan Babcock* (UK), Doosan Enpure (UK), Doosan Lentjes (Germany),  
Doosan Skoda Power (Czech Republic)
America
Doosan Power Services America (US), Doosan HF Controls (US), Doosan GridTech (US),  
Doosan Turbomachinery Services (US)
  Overseas Entities, 
Branches / Offices 
(Sales Office / 
Other)
19
Asia
Riyadh, Dubai, Abu Dhabi, Kuwait, Hanoi, Jakarta, Taipei, Manila, Bangkok, Tokyo, Beijing, Shanghai,  
Middle East Operation Center (UAE)
Europe / Africa
Cairo, Frankfurt
America
New Jersey, Newington (US), Pittsburgh, Corvallis 
  R&D Centers
2
ATSE(Switzerland), ATSA(US) 
* Sale of Doosan Babcock (U.K) is in progress.
•Founded in 1962
1982
•Completed construction 
of Changwon General 
Machinery Plant  
(the world’s largest)
2001
•Became privatized and name 
changed to Doosan Heavy 
Industries & Construction
2006
•Acquired Mitsui Babcock and 
secured boiler technology
2009
•Acquired Skoda Power and 
secured original steam turbine 
technology.
•Completed construction of 
Doosan Vina Manufacturing Plant 
in Vietnam
2011
•Acquired AE&E Lentjes and 
secured original CFB technology.
•Acquired the water treatment 
solution provider Enpure Limited.
•Declaration of the Doosan Credo
2016
•Acquired the U.S.-based ESS 
(Energy Storage System) specialist 1 
Energy Systems (Currently Doosan 
GridTech)
2017
•Obtained 5.5MW wind turbine 
technology
•Acquired the U.S.-based gas turbine 
service provider ACT(Currently DTS)
2020
•Transition to an Eco-friendly Energy 
Company
  - Completed Doosan’s large 
industrial gas turbine development
  - Signed a contract to build the first 
hydrogen liquefaction plant in 
Korea
2022
•Corporate name changed to Doosan 
Enerbility
1962~1980
1981~2000
2001~2011
2012~
The Beginning & Challenges
Growth & Development
Growth into a Global Enterprise
Strengthening our Eco-Friendly Portfolio
Company 
Established
September 20, 1962
Representative 
Directors
Geewon Park, Yeonin Jung, Sanghyun Park
Business Type
Manufacturer of Machineries and Equipment
Locations
Headquarters   22 Doosan Volvo-ro, Seongsan-gu,  
Changwon City, Gyeongnam Province
Bundang office  155, Jeongjail-ro, Bundang-gu,  
Seongnam-si, Gyeonggi-do 
Doosan Enpure
Doosan Power Systems 
India
Doosan Power Systems 
Arabia
Doosan Babcock
Bundang Doosan Tower
Changwon HQ
Doosan GridTech
Doosan HF Control
Doosan Power System 
America
Doosan Turbomachinery 
Services
Doosan Vina
Doosan Power 
Systems
Doosan Skoda Power
Doosan Lentjes
* Consolidated accounting basis as of the end of 2021
* As of the end of 2021
Total Assets
Revenue
Operating Profits
KRW 23.7 trillion
KRW 11.3 trillion
KRW 877.9 trillion
Number of  
Employees
National Quality  
Meisters
Korean Tech.  
Meisters
5,622 people
11 people
4 people

07
  Commitment to Sustainability
  Appendix
  Governance
  Social
  Environmental
  Our Business & Value Creation
  Company Overview
06
07
Commitment to 
Sustainability
08
Our New Strategy
10
Acceleration of Portfolio Conversion
16
ESG Management and Execution Roadmap

09
09
08
  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Our New Strategy
Acceleration of 
Portfolio Conversion
ESG Management and 
Execution Roadmap

11
11
10
  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Global Energy Market Trends
The global energy market is witnessing significant changes around the world. The transition from dependence on fossil fuels to eco-friendly energy 
sources, such as renewable energy, gas energy, hydrogen and nuclear power, is expanding.
In the global market, the renewable energy sector is growing as part of efforts to achieve Carbon Neutrality, but the need for stable power sources has 
increased due to the recent emergence of energy security issues. The EU Commission is planning to include nuclear power and gas turbines in the Green 
Taxonomy, and the role of existing power sources in the eco-friendly energy sector is being re-evaluated. Accordingly, as the overall movements of the 
nuclear power market are boosted, interest in SMR, the next-generation nuclear power plant, as well as the existing large-scale nuclear power plant 
market is increasing.
In addition, as the major developed countries raised their targets for their 2021 Nationally Determined Contributions (NDC), the national greenhouse gas 
reduction target for Carbon Neutrality and investments in renewable energy and hydrogen are also expected to increase. 
In Korea, while complementing K-Taxonomy, we are considering ways to increase the utilization of nuclear power plants along with renewable energy in 
line with the global energy market trends. Announcing the Basic Plan for Implementing a Hydrogen Economy, the Korean government is making active 
efforts to invigorate the hydrogen economy, such as facilitating the transition to a clean hydrogen supply system, building infrastructure, and introducing 
the Clean Hydrogen Energy Portfolio Standards (CHPS). As such, increase in the utilization of hydrogen, such as the use of hydrogen fuel cells and 
hydrogen gas turbines in domestic energy generation and various industries, is expected.
Acceleration of Portfolio Conversion
  Doosan Enerbility’s Portfolio
Growth Strategy for Doosan Enerbility 
With the newly acquired name Doosan Enerbility, the company is now taking bold strides to dominate the eco-friendly energy industry. In addition, to 
secure leadership in the global market, the global perspective of eco-friendliness and the impact that changes in the energy industry are having on the 
company were analyzed to derive a new growth strategy.
In order to respond to changing global trends and industry trends, Doosan Enerbility is focused on transformation of its business to an eco-friendly 
energy portfolio and diversification of business models to include gas turbines, renewable energy, hydrogen energy and next generation nuclear power 
plants which have been identified as the company’s four key growth drivers. Doosan Enerbility is also pursuing manufacturing innovation and resource 
recycling, which are expected to directly or indirectly reinforce and supplement the four key growth drivers. 
For the four key growth drivers and portfolio transition, Doosan Enerbility is making efforts to achieve technology advancement, preemptively 
secure a solid track record and expand business based on its technological competitiveness. At the same time, along with the expansion of the O&M 
and the recurring businesses, which are needed for the diversification of business models to secure continuous revenue, we are strengthening our 
competitiveness  by combining eco-friendly technologies with the existing businesses to create synergy. Doosan Enerbility has laid the foundation for 
carbon neutrality (Net Zero) by converting its business portfolio and seeks to respond to the rapidly changing global energy market with the four major 
growth drivers, new businesses and existing businesses and to conduct sustainable management. 
Existing Businesses
New Businesses
Four Key 
Growth Drivers
Water Projects
Large Nuclear Power Plants
Thermal Power Plants
Construction
Gas Turbine
Renewable Energy
Hydrogen
Next Generation  
Nuclear Power Plant
3D Printing
Circular Economy
Digital Solutions

13
13
12
  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Target for the Four Key Growth Drivers 
In 2021, Doosan Energy restructured its business portfolio to focus more on eco-friendly businesses, and has been making efforts to accelerate the 
transformation. In 2022, the order intake for the key growth driver businesses is expected to reach 37% of the total order intake, which is more than a 
1.7-fold increase from the 2021 performance of 21%. 
Doosan Enerbility aims to increase the share of the growth driver businesses to 62% by 2026 and secure additional profits through new businesses. 
Doosan Enerbility will raise its position as a global energy leader by transforming our business portfolio and diversifying our business models in response 
to changes in the market environment.
Vision for New Businesses
Doosan Enerbility is focusing on R&D investments for new businesses to enter the market while converting its business portfolio to focus on the four 
growth driver businesses. The new businesses include the largest innovative 3D printing manufacturing business in Korea, an eco-friendly lithium 
recovery process in the field of resource recycling, an innovative material business that enables the economical replacement of existing materials, and the 
digital transformation business. 
As a short-term plan, we will expand the 3D printing business area and the materials scope. We will also push ahead with the lithium recovery technology 
demonstration and initial production. In the long term, we will pursue the commercialization of proprietary materials acquired through technology 
development efforts.
Doosan Enerbility is focusing most of its R&D investments on strengthening the capabilities of the four growth engines and new eco-friendly businesses. 
To expand our new businesses, we plan to increase the proportion of R&D investment in new businesses from 6% in 2021 to more than 30% after 2024 
to help Doosan Enerbility achieve sustainability and the promised vision of decarbonized energy solutions. 
  R&D Investments
  New Businesses 
  4 Growth Drivers 
  Existing Businesses
62% + α
37%
38%
63%
Existing Businesses
Existing Businesses
Growth Drivers
Growth Drivers
Order Forecast for
2022
Order Forecast for
2026
(Forecasted Figures as of Mar. 2022)
* α: Securing additional orders 
through new businesses
After 2024
64%
34%
2%
2021
92%
6%
2%
2022
85%
12%
3%
Acceleration of Portfolio Conversion

15
15
14
  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Previous 
Achievements
In Progress
Strategic Plan
•Built Korea’s largest 3D printing facility, 
acquired international certification for 
quality management system 
•Developed optimal processes for  
about 10 metal steel types and secured 
technology for the entire service  
life cycle
•Mass production of gas 
turbine combustor parts and 
commercialization of repair parts
•Commercialization of 3D printed parts 
for aviation/national defense sectors
•Widening the application scope of  
3D printing to other industries
•Advance into overseas projects
•Developed eco-friendly lithium 
recovery technology to promote the 
waste battery recycling business
•Building initial foundation and pursuing 
eco-friendly lithium recovery projects
•Expansion of the waste battery 
recycling business
•Supplied prediction & diagnostics 
solution - Public Power Companies  
& IPPs
•Supplied Soot Blowing Optimization 
solution: Gheco One Power Plant in 
Thailand
•Expansion of the supply for failure 
prediction & diagnostics solutions
•Supply combustion optimization 
solution: 1000MW USC power plant
•Supply gas turbine solution: Gimpo 
Combined Heat and Power(CHP) Plant 
•Reinforcement of digital 
competitiveness for growth driver 
businesses: Renewable O&M solutions, 
SMR non-destructive examinations, 
upgrading of gas turbine solutions
•Widening solution application: Roll out 
to energy and manufacturing sectors
3D Printing
Circular Economy
Digital
Manufacturing innovation linked 
with digital technology
Waste recycling for  
sustainability
 Optimization of
Big Data and AI application
New Business Areas
Portfolio Transition Process
To take advantage of the eco-friendly energy related business opportunities that are being pursued with the goal of achieving carbon neutrality, Doosan 
Enerbility has devised detailed strategies for each business division and accelerated the eco-friendly business portfolio transition, while striving to securing 
new business opportunities to respond to environmental changes.
  Portfolio Transition Strategy
Four Growth Drivers
•Manufacturability verification 
completed for NuScale and orders 
for key components secured 
•Expanded SMR business  
(design & engineering service 
agreement with X-energy)
•Equipment supply for NuScale’s 
initial order (UAMPS) and  
follow-up projects
•Engineering & manufacturing of 
SMR components with X-energy
•Build Global SMR Foundry  
→ Secure leadership position 
in global manufacturing 
technology 
  → Diversification of reactor 
products 
Next Generation  
Nuclear Power Plant
Build SMR Foundry with 
competitive edge
•Successfully conducted rated 
load testing for large gas turbines
•Development of hydrogen gas 
turbine combustion technology 
(Dual-fuel combustion rate at 
30% )
•Large gas turbine demonstration 
project in Korea
•Supply of new gas turbine 
parts, O&M service delivery and 
replacement of outdated power 
generation facilities in Korea 
(R&M)
•Increase the domestic market 
share by using high-efficiency 
gas turbine models and penetrate 
overseas markets
•Respond to Carbon Neutrality 
goal through hydrogen gas 
turbine readiness
Gas Turbine
Develop high-efficiency 
turbines
Accelerate conversion to 
hydrogen gas turbines
•Produced and deployed  
8MW wind turbine
•Business expansion of the  
large-sized ESS in Australia
•Demonstration of 8MW wind 
turbine in Korea
•Large-scale offshore wind farm 
project in Korea
•Solar energy EPC project
•Continued pursuit of ESS projects 
in Australia and US
•Continue to develop  
next-generation wind turbine 
models
•Expansion of the recurring 
business model based on 
renewables + ESS
Renewable Energy
Secure next generation 
model for offshore wind 
power 
Recurring businesses 
•Started construction of Korea’s 
first hydrogen liquefaction plant
•Obtained business license for 
100MW fuel cell project, Korea’s 
largest fuel cell project to date.
•Development and demonstration 
of core hydrogen power 
generation technology utilizing 
boiler / turbine OEM capabilities
•Fuel cell / Hydrogen liquefaction 
plant business
•Clean hydrogen supply business
•Expansion of the hydrogen power 
generation business  
→ Hydrogen gas turbines, 
Ammonia dual-fuel, etc. 
Hydrogen
 Secure hydrogen power 
generation technology
Enter the hydrogen 
supply business 
Acceleration of Portfolio Conversion

17
17
16
  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
ESG Management and Execution Roadmap
Doosan Credo and ESG
The Doosan Credo embodies the management philosophy and business method that have been upheld by Doosan the over one hundred twenty years. 
It consists of the company’s goal (Aspiration) of becoming a “Proud Global Doosan” and nine core values, each of which is aligned with the ESG values. 
We endeavor to do our best to fulfill our social responsibilities to all stakeholders, including the customers, shareholders, employees, partners and local 
communities, by reporting the ESG practices and plans to the ESG Committee and monitoring them.
Cultivating People
Safety & 
Environment
Inhwa
Integrity & 
Transparency
People
Customer
The Restructured ESG Committee
Doosan Enerbility decided to upgrade the ESG management system to effectively manage the various social issues caused by business activities 
and maximize the creation of social value. We restructured the ESG Committee into a Business Group-oriented structure in the first half of 2022 to 
strengthen the organization’s execution power. The new ESG Committee is chaired by the COO, with the heads of the business divisions overseeing 
the Environmental, Social and Governance pillars. The Committee holds corporate-level discussions and devises response measures for the various ESG 
issues (i.e., major issues found through analysis of the needs of stakeholders and global trends observed from multiple perspectives). The Committee 
sets up an execution plan, taking into account the characteristics of the businesses and organizations, and manages the company’s ESG performance in 
alignment with the company’s overall strategic direction. 
By doing so, we have the performance of the individual organizations managed at a corporate-wide level. In addition, the execution plan and performance 
evaluation of each organization will act as a starting point for the ESG KPI assessments, which are linked to the senior management’s compensation 
scheme.
Execution-focused
KPI setup for execution org and disclosure of performance
* Due to the organizational structure, the Social pillar is responsible for carbon neutrality and waste recycling at the business sites to cope with climate change 
Doosan Credo & 
ESG Values
Doosan Enerbility realizes the ESG values in the 
process of pursuing the nine core values.
Social 
Responsibility
Profit
Technology & 
Innovation
  ESG Committee Organization Chart
Committee Chairman
COO
Plant EPC BG
Power Services BG
Nuclear BG
Coordinator
Credo/ESG
E
•Coping with climate change  
(expansion of green technology/portfolio) 
Strategy / Innovation
S
•Coping with climate change (business site management*)
•Safety & Health
•Supply Chain Management
•Work Environment /Human Rights and Just Transition
EHS / Management
G
•Disclosure of ESG performance 
•Ethics/Anti-Corruption Process Management
•Information Security
Finance
E
S
G
S
G
S
G
S
G
E
S
E
S
G
E
S
G
S
S
E
S
G
Environmental
Social
Governance

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Future Direction of ESG Committee  
From a practical point of view, the adoption of such a framework ensures that ESG management is embedded across the organization and we can be 
assured that the company's sustainability efforts do not end up being words only, with no action.  
The Environmental pillar, led by the Strategy & Innovation Division Head, establishes and manages the corporate direction and goals for expanding our 
business portfolio through development of green technology and new growth drivers to effectively cope with climate change. Each business group will 
support our company’s sustainable growth by tailoring technologies and products in line with the specific needs of the business group.
The Social pillar, led by the EHS/Management Division Head, monitors the company’s current status for various social issues, such as safety & health, 
supply chain management, working conditions & human rights and just transition, and cooperates with each Business Group to devise practical 
improvement plans in response to social risks. In addition, given that the organization is the one that manages the company’s facilities and EHS matters, 
this pillar is responsible for managing the greenhouse gas emissions of business sites and achieving tangible results in this area.
The Governance pillar, led by the Finance Division Head, will lay the foundation for more transparent, ethical and responsible management by 
transparently disclosing the ESG performance, improving the ethical/anti-corruption process, and reinforcing information security capabilities.
Strategy
* Due to the organizational structure, the Social pillar is 
responsible for carbon neutrality and waste recycling in 
the business sites to cope with climate change
Increase sales of new growth drivers  
through development of  
green technology & products
E   Strategy / Innovation
S   EHS / Management
G   Finance
Achieve carbon neutrality  
by 2050
Improve execution ability by  
strengthening executives’  
ESG responsibilities
Acceleration of Conversion to  
Low Carbon Energy
2050 Re:SET*
ESG KPI Management  
for Executives
Early realization of new growth driver  
biz expansion plan
•Coping with Climate Change 
(Expansion of green technology 
& portfolio)
•Coping with Climate Change 
(business site management*)
•Safety & Health
•Supply Chain Management
•Work Environment /  
Human Rights and Just Transition
•Disclosure of ESG performance 
•Ethics/Anti-Corruption Process 
Management
•Information Security
Expansion of renewable energy  
supply at Changwon plant
Responsible ESG management by  
linking it to performance
Expansion of product / technology 
sustainability
Operation optimization and new 
technology application for production
Strengthened communication  
with stakeholders
Response to  
business change  
reflecting ESG trend
Strengthen  
ESG management in  
operation and finance
* Re:SET: Renewable Energy + Carbon Offset
ESG Management and Execution Roadmap

21
  Our Business & Value Creation
  Appendix
  Governance
  Social
  Environmental
  Commitment to Sustainability
  Company Overview
21
20
Our Business & 
Value Creation
22
Four Key Growth Drivers
24
Gas Turbine
26
Renewable Energy
28
Hydrogen
30
Next Generation Nuclear Power Plant
32
New Business Overview
34
3D Printing
35
Eco-Friendly Lithium Recovery
36
Proprietary Material Development
37
Digital Transformation
38
Existing Businesses
40
Plant EPC / Water EPC
42
Power Plant Equipment / Steam Turbine / 
Services Business
44
Nuclear Power / Casting & Forging

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Four Key Growth Drivers
Gas Turbine
Next Generation 
Nuclear Power Plant
Renewable Energy
Hydrogen

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Four Key Growth Drivers
Gas 
Turbine
Completed Development of  
Korea’s First Gas Turbine for Power Generation
Recognizing the growth potential of gas-fired power market, Doosan 
Enerbility started the in-house development of gas turbine in 2013 in 
order to secure competitiveness in the industry through localization, 
went through basic and detailed design stages, succeeded in final 
assembly of the prototype in November 2019, and completed the first 
stage verification test in July 2020. 
Furthermore, the first domestic gas turbine, the development of which 
was completed in April 2022, is being installed at the Gimpo Combined 
Heat and Power (CHP) Plant. Korea’s Doosan Enerbility, after the US, 
Germany, Japan, and Italy, has made a giant stride forward as the world's 
fifth company to develop large-scale gas turbine technology.
In the past, Korea was entirely dependent on foreign companies for gas 
turbine manufacturing, as it required highly sophisticated technologies. 
The successful localization of gas turbines heralds Korea’s entry into the 
global gas turbine market, and we can expect to export Korean-style 
gas-fired Combined Cycle Power Plants (CCPP) in the near future.
Transformation and Convergence :  
Convergence of Hydrogen and Gas Turbine
Doosan Enerbility is accelerating technology development to convert 
all gas turbine models for power generation, the core of the existing 
business, to hydrogen turbines by 2027. A hydrogen turbine is a system 
that produces high-temperature/high-pressure combustion gas by 
burning compressed air and carbon-free fuel, hydrogen, based on the 
existing gas turbine technology, to run the generator and produce 
electricity while meeting the goal of reducing carbon.
When we look at the trends in the global energy industry, the year 
2027, which Doosan Enerbility has set as the target year for complete 
conversion to large-scale hydrogen turbines, is more than three years 
ahead of the timeline set by existing competitors, making Doosan 
Enerbility the First Mover in the industry to take on the challenge of fully 
converting to a hydrogen turbine. 
Manufacturing Plant
Independently developed Gas Turbine Model
>> Participation in Korea’s National Development Project 
for Standard Gas-fired CCPP
Project
Standard Gas-fired CCPP Model & Testbed Construction 
Technology Development
Duration
May 2021 ~ April 2026
Objective
•Promote high-efficiency standard gas-fired CCPP 
differentiated for the Korean market 
•Define and develop the standard model
  Standard Gas-Fired Combined Cycle Power Plant (CCPP) Turbine Model Development Roadmap
2005
Developed 5MW  
gas turbine for power 
generation
2013
Started development of 
large-capacity gas turbine 
for power generation
2017
Completed  
basic design
2019
Completed Prototype 
production
2020
Performance & reliability 
verification
2022
Installation in progress at 
Gimpo CHP
  Hydrogen combustor development 
  Development completed
  Hydrogen Turbine Conversion Plan by Stages
Large-scale 
dual-fueled 
(270/380MW)
F Class Retrofit 
(Imported GT)
Large-scale 
hydrogen-fueled 
(380MW)
Medium-scale 
hydrogen-fueled
5MW hydrogen-
fueled
Dual-fuel 
combustor
100% 
hydrogen-
fueled 
combustor
2021
2022
2023
2024
2025
2026
2027
Commercialization of 100% 
hydrogen combustion fully 
prepared in 2027
H2 Model
The hydrogen-only fueled gas turbine technology, which will be 
developed through the transformation and convergence of the existing 
businesses and four growth driver businesses, will further develop 
the sustainable value of Doosan Enerbility’s 『Eco-friendly Low Carbon 
Technology』, and in the process, accelerate the growth of the new value 
chain of the hydrogen business.

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Renewable 
Energy
Wind Power
ESS
Our position in the domestic offshore  
wind power sector
Doosan Enerbility is solidifying its position as a company with the biggest 
wind turbine supply references in Korea, by supplying 97 wind turbines 
with a total capacity of about 340 MW nationwide, including Jeju Island 
and the West Sea. Among them, we have a record of constructing an 
offshore wind farms of 60 MW in the southwest region and 30 MW 
in the Tamra region of Jeju, and we are also constructing a 100 MW 
Projects Won By Consortium
The consortium of Doosan Enerbility  
and Doosan GridTech, our US subsidiary,  
won an ESS project worth about 110 
billion won in Australia in December 
2021. The consortium plans to 
complete the ESS installation project 
in the Jerrabomberra area of ​Canberra, Australia by March 2023 using 
the EPC method. We will also provide maintenance services (O&M) for 
20 years after the completion of the project. The ESS has a capacity 
of 200MWh, a large-scale project that can supply electricity to about 
25,000 households daily. For the ESS deployment this time, we will 
apply the DG-IC(Doosan GridTech-Intelligent Controller), Doosan 
GridTech’s control software. This has the advantage of being able to 
supply electricity flexibly by storing electricity during times of low power 
usage and supplying it during times of high usage. 
Doosan Enerbility and Doosan GridTech are successfully carrying out the 
project by leveraging our very own ESS software technology, system 
engineering and EPC capabilities that were secured through years of 
executing power generation projects.
offshore wind farm in the Hallim region of Jeju.
Doosan Enerbiligy started developing wind turbines in 2005, and has 
since narrowed the technological gap with foreign leaders by securing  
our own technology and continuously developing more advanced 
technologies. In line with the trend of larger wind turbines in the 
future, we launched development of an ultra-large 8 MW wind turbine 
model optimized for domestic wind speed in 2018, which will be 
commercialized soon after the development is completed through 
prototype demonstration / certification in 2022.
ESS Linked with Offshore Wind Power
An ESS, which stands for energy storage system, refers to a storage 
device that can stores in advance renewable energy, such as solar or 
wind power, that may be difficult to immediately supply at a desired 
time, to use when needed later on. Doosan Enerbility is also adopting 
eco-friendly sustainable management in its offshore wind power 
promotion strategy.
Height
>> Participation in national project of offshore  
wind turbine model development
Project
8MW large-scale offshore wind turbine model 
development (Y180EZ)
Duration
June 2018 ~ December 2022
Objective
Development of large-scale and highly efficient model 
specialized in domestic offshore wind power
  Doosan Enerbility Wind Power Generator Model Lineup
Offshore Wind Power
ESS
•Expansion of domestic 
offshore wind power market 
using our own 8MW wind 
turbine model 
•Diversification of models, 
i.e. inclusion of 10MW wind 
turbine model
•Pursuit of next generation 
large-scale model to gain 
global competitiveness
•Strengthening market 
presence in Australia and the 
Americas
  - Combination of Doosan 
Enerbility’s EPC capabilities 
and Doosan GridTech’s 
digital solution software
•Market expansion to regions 
with ESS growth such as 
Southeast Asia and Europe
Expand domestic 
wind power 
generator by 
more than 23GW 
by 2034
Large-scale offshore wind power
Doosan Enerbility is moving toward development of large-scale wind 
turbine with a capacity of 17MW+ which is beyond 8MW, and this large-
scale offshore wind turbine uses System Integration Technology which 
considers the wind quality, which is relatively lower speed compared to 
Europe due to geographical conditions.
We participate in national projects for localization of parts, conducting 
various researches on materials, parts, and equipment partnering with 
400 SMEs in an effort to achieve win-win growth. In the process of 
technological development, we use domestic supply chain to create an 
industrial ecosystem for offshore wind power to respond to supply chain 
risks.
205m
140m
134.4m
100m
242.5m
180m
157m
125.5m
130m
236.7m
140m
100/
110m
90/
120m
80m
80m
91.3m
3.0MW
3.0MW
3.3MW
5.56MW
8.0MW
Model name
WinDS3000/91
WinDS3000/100
WinDS3300/134
WinDS5500/140
WinDS8000/205 (Developing)
N Seoul Tower
  Rated capacity 
  Rotor diameter 
  Hub height
Wandoan PJT, Australia
Four Key Growth Drivers

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Hydrogen
Doosan Enerbility’s Hydrogen Business Model  
Doosan Energy plans to establish an end-to-end business model 
by securing unrivaled hydrogen power generation technologies and 
providing a clean hydrogen supply solution for power generation. 
In the field of hydrogen power generation, we are securing core 
technologies for hydrogen power generation conversion, such as 
developing 100% hydrogen-fueled / 50% hydrogen dual-fuel combustion 
technology for gas turbines and ammonia dual-fuel combustion 
technology for boilers by leveraging our capabilities as the sole gas / boiler 
power generation OEM company in Korea. By doing so, Doosan Enerbility 
will be able to respond to demands from various businesses and secure a 
leading position in the hydrogen power generation ecosystem. 
Furthermore, Doosan Enerbility is collaborating with Doosan Fuel 
Cell, a subsidiary of Doosan Enerbility, to create synergies in the field 
of fuel cell power generation. Doosan Enerbility is strengthening the 
market dominance of Doosan Fuel Cell by using Doosan Fuel Cell’s fuel 
cell products in our fuel cell power generation projects. By applying 
Doosan Enerbility’s EPC / Plant operational capabilities, we anticipate 
the successful delivery of fuel cell power plant construction projects 
going forward. In addition, through cooperation on the green hydrogen 
production business using water electrolysis facilities, we expect that we 
will be able to contribute to revitalizing the domestic hydrogen economy 
and expand our business opportunities. 
In the area of clean hydrogen production, Doosan Enerbility is securing 
blue hydrogen production capabilities in the short term, and is in the 
process of developing the necessary capabilities to respond to the green 
hydrogen era in the mid to long term. In the area of blue hydrogen, 
Doosan Enerbility has signed a ‘MoU on Hydrogen Liquefaction Plant 
CCUS Project Implementation at Changwon National Industrial Complex’ 
with Hychangwon Co. and Changwon City. In the area of green 
hydrogen, Doosan Enerbility plans to secure green hydrogen production 
capabilities by 2024 via participation in the national demonstration 
projects in Jeju (linked with wind power) and East Sea (linked with solar 
power), the first green hydrogen demonstration projects in Korea. We 
are also preparing a clean hydrogen production business using nuclear 
power by collaborating with domestic and foreign nuclear companies.  
In addition, we are reviewing the option of participating in a project 
that involves importing clean hydrogen in the form of ammonia to 
secure clean hydrogen in anticipation of the growing demand expected 
for clean hydrogen following revitalization of the domestic hydrogen 
economy, particularly hydrogen power generation. The development 
of ammonia cracking technology for re-hydrogenation after import of 
ammonia is also under review.
Doosan Enerbility’s Hydrogen Roadmap 
Doosan Enerbility plans to expand the hydrogen business in each area 
through a phased approach.  
View of Hydrogen Liquefaction Plant
Aerial View of Changwon Fuel Cell Project
>> Participation in national project
Project
East Sea Solar PV 
Power Plant P2G 
System Engineering 
& Business Model 
Development
Development and 
Demonstration of 
Jeju Rated Wind 
Turbine Power-
based Hydrogen 
Production & 
Storage Technology
Design of Large-Scale 
Clean Hydrogen 
Production & Storage 
Plant and Research 
to Prepare for Plant 
Licensing
Duration
May 2019 ~  
April 2024
Nov 2020 ~  
April 2023
April 2022 ~ March 
2023 (2 years)
Objective
Development and 
demonstration of 
2MW green hydrogen 
production system
Development and 
demonstration of 
3MW green hydrogen 
production system
Defining nuclear 
hydrogen concept 
(including justification) 
and selecting 
verification sites
Nuclear Hydrogen
Green Hydrogen Demonstration
Hydrogen Power Generation
Homegrown technology development for clean 
hydrogen-fueled power generation facilities 
Clean, Low Carbon Hydrogen Production
Secure clean hydrogen production system / 
plant technology
Hydrogen Supply
Establish cooperation between  
supply & demand
Hydrogen 
Gas  
Turbine
Ammonia 
Dual Fuel
Fuel-Cell
Green 
Hydrogen
Nuclear 
Hydrogen
Blue 
Hydrogen
Overseas 
Hydrogen
•Development and 
verification of hydrogen 
single fueled/dual fueled 
combustion for all gas 
turbine lineups 
•Hydrogen fuel conversion 
technology for gas turbines 
in operation
•Ammonia dual fuel 
combustion technology 
for active coal-fired power 
generation
•Power generation using  
fuel cells and participation 
in EPC project
•Water electrolysis plant 
engineering and operation 
technology using renewable 
energy
•Secure foundation for 
domestic clean hydrogen 
production using nuclear 
power for energy security
•Secure natural gas/
ammonia reforming and 
carbon capture technology
•Adopt hydrogen from 
overseas through business 
cooperation, i.e., H2 Star 
Project
E2E Model
Nuclear Power
Applying SMR and  
high-temperature water 
electrolysis 
Green
Participation in overseas 
large-scale production 
project
Adoption from Overseas
Increasing projects and 
areas of participation
Ammonia Reforming
Verification and 
commercialization
•Link to hydrogen turbine 
demonstration 
Ammonia Dual-Fuel
Expansion of dual-fuel rate 
and related projects
Hydrogen Gas Turbine
Expansion of domestic 
demonstrations & 
projects, overseas market 
penetration
Short-Term
Mid-to-Long-Term
Produc-
tion
Supply
Power 
Gene-
ration
Nuclear Power
Verification and 
commercialization of 
low temperature water 
electrolysis 
Green
Verification of domestic 
production
•Renewable energy EPC  
and O&M
Adoption from Overseas
Establishment of 
collaboration system
Ammonia Reforming
Core technology 
development
•Development of core 
technology such as for 
combustor
Ammonia Dual-Fuel
Technology development 
and verification
Hydrogen Gas Turbine
Core technology and  
model development
Four Key Growth Drivers

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
>> NuScale Small Module Reactor
Next 
Generation 
Nuclear 
Power  
Plant 
Strategic Partnership with NuScale Power
In 2018, Doosan Enerbility participated in a project bid to manufacture 
the first SMR order for the Utah Associated Municipal Power 
Systems (UAMPS), NuScale Power’s first SMR project in the US. Our 
manufacturing technology was highly valued by NuScale, which led 
to NuScale proposing to us participation in an equity investment and 
production.
In 2019, we secured equipment supplier rights and established a strategic 
partnership with NuScale by making a total equity investment of 44 
million dollars in NuScale with a group of domestic financial investors. In 
2021, with an additional 60 million dollars invested in NuScale, Doosan 
Enerbility secured business opportunities worth trillions of won.
SMR Construction Agreement with NuScale Power
The need for nuclear power is being re-evaluated globally to achieve 
carbon neutrality. Major countries, such as the US, Canada and Europe, 
have announced government support plans for new nuclear power plant 
construction and technology development such as the SMR. In line with 
this global trend, NuScale is expanding its business through construction 
agreements for SMR in Europe, including Romania and Bulgaria, as well 
as for projects in the US.  We plan to participate in more than 10 projects 
currently under review by NuScale after the UAMPS project.
Plans for the SMR Business
Based on our strategic partnership with NuScale, we are participating 
in the initial production project at UAMPS (Utah Associated Municipal 
Power System) in Idaho, which is scheduled to be completed in 
2029. As a first step, we signed the service agreement to review the 
manufacturability of NuScale Power Module (NPM, NuScale SMR) in 
August 2019 and successfully completed the review in January 2021.
In April, 2022, we signed an agreement with NuScale to start NPM 
production. Starting with the cast and forged materials manufacturing at 
the end of 2022, we plan to start production of the NPM to be supplied 
to UAMPS in 2023.
Based on our capability to produce the main equipment for nuclear 
power plants, we are solidifying our partnership with NuScale Power, 
X-energy and other SMR design engineering companies. In addition, 
starting with the UAMPS project, we plan to expand our business in line 
with the growth of the global SMR market. On the domestic front, we 
will participate in technological development for innovative SMR design 
and aim to supply the innovative SMR in the future.
Country
Partner Institution
Agreement Signing
UK
Shearwater Energy
Jan 2021 
Madhvani International
June 2021 
Canada
Prodige Clean Energy
May 2021 
US
Grant Country PUD
May 2021 
Poland
Getka/UNIMOT
Sep 2021 
KGHM
Feb 2022 
Bulgaria
Bulgarian Energy Holding
Oct 2021 
Rumania
SN Nuclearelectrica S.A.
Nov 2021 
Kazakhstan
Kazakhstan Nuclear Power Plants
Dec 2021 
US
Dairyland Power Cooperative
Feb 2022 
Nucor
Apr 2022 
Associated Electric Cooperative
May 2022
Imagined aerial view of NuScale’s SMR Plant
Inside NuScale’s SMR Reactor Building 
NuScale Power Module
  Strategy for Expanding SMR Business
Phase 1 (~2024)
Preemptive entry into 
the SMR market based 
on successful delivery of 
the first SMR production 
project with NuScale
Phase 2 (~2026)
Secure new orders 
through follow-up 
projects and upgrade 
manufacturing 
capabilities
Phase 3 (2027~)
Establish SMR mass 
production system  
and secure 
competitiveness as 
supplier
With the number of aged nuclear power plants increasing in Korea as 
well as worldwide, we expect increased opportunities in the nuclear 
decommissioning and spent nuclear fuel dry storage cask businesses. 
Thus, we are aiming to dominate the market early on by leading 
technology development in the field of Back-end Fuel Cycle. We own 
our own model as we had secured the technology for designing spent 
nuclear fuel transportation & storage casks. In 2021, we supplied a 
cask to the Three Mile Island (TMI) Nuclear Power Plant in the U.S., 
becoming the first Korean company to export a nuclear fuel cask 
overseas. In 2022, we obtained design certification for our storage 
cask from the US Nuclear Regulatory Commission (NRC), an authority 
of nuclear regulations and licensing. In addition, we are preparing to 
win the project for Korea’s first nuclear cask project. Based on our 
nuclear power plant operating services technology, we have developed 
core decommissioning technologies for nuclear reactors and steam 
generators through participation in a national project. We plan to lead 
the domestic nuclear power plant decommissioning business and seek 
participation in overseas markets based on these core technologies we 
have developed.
SMR
Back-end Fuel Cycle –  
Nuclear Fuel Cask & Decommissioning
Containment Vessel
Reactor Vessel
Pressurizer
Steam Generator
Hot Riser
Reactor Core
Four Key Growth Drivers

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
New Business Overview
3D Printing
Digital 
Transformation
Proprietary Material 
Development
Eco-Friendly 
Lithium Recovery

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
New Business Overview
Doosan Enerbility, through continuous technology development efforts, has secured the technologies required 
across the entire 3D printing process, from the design to final assembly and quality inspection. We hold notable 
strengths in the field of Power Bed Fusion (PBF) 3D printing.
To improve the performance of the gas turbine which we are independently developing, we applied 3D printing 
manufacturing technology to the combustor parts and successfully conducted demonstration tests of the gas 
turbine. We started mass production of the product this year. Doosan Enerbility plans to expand the scope of 3D 
printing applications to the aviation and defense industries to strengthen the competitiveness of our core business. 
We are also participating in joint development projects with customers in various industries, and such efforts are 
coming to fruition, such as in the form of prototype production and successful demonstration tests. In addition, we 
have also implemented an internationally certified quality management system (AS9100, ISO9001) which satisfies 
the quality requirements. 
Doosan Enerbility has built a 3D printing fabrication shop (the largest in Korea, 1,100m
2) that is capable of technology 
development and mass production. We are operating a total of five 3D printers, including the world’s largest 3D 
printer, and we plan to continuously expand our 3D manufacturing capabilities in connection with our business plan. 
One of the key elements of Doosan Enerbility’s eco-friendly resource recycling business is the lithium recovery 
technology to recover lithium from waste batteries. The procedure of extracting lithium from used batteries 
involves heat treatment, acid leaching (dissolving the material with an acid solution), evaporative concentration, and 
crystallization and this normally involves the use of large amount of chemicals, including sulfuric acid.  
Doosan Enerbility has succeeded in developing an eco-friendly technology to recover lithium from waste batteries 
by developing a new lithium extraction method that does not use any chemicals. 
Doosan Enerbility is preparing for rapid growth of the waste battery recycling market, which is expected to reach the 
size of KRW 68 trillion globally by 2040. To secure the reliability of our independently developed lithium recovery 
technology, Doosan Enerbility is planning to demonstrate and verify the performance of a commercial model. In 
2022, we plan to start designing a commercial model for lithium carbonate production. 
3D Printing
Eco-friendly 
Lithium Recovery
  Eco-friendly Lithium Recovery Process
Changwon 3D Printing Fabrication Shop
Heat treatment furnace
Li Recovery
Process
Lithium Separation 
& Extraction
Lithium Carbonate
Extraction
Waste Battery
Recycling of Lithium-ion Battery
Use of Distilled Water After 
Heat Treatment
Electro-absorption 
Crystallization Technology*
* Create crystals by 
electrochemically 
concentrating lithium 
carbonate in water

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
The digital solutions that Doosan Enerbility is seeking to commercialize 
are the solutions developed by integrating the unique capabilities of 
Doosan with various IT technologies (AI, Cloud, Big Data). They can be 
classified as follows: (1) Prediction & Diagnostics, (2) Optimization, (3) 
Digital Twin, (4) Data Analytics solutions.
The Prediction & Diagnostics solution is a solution that detects abnormal 
signs of equipment or facilities in advance and diagnoses the causes 
to prevent future failures and improve availability. As our prediction & 
diagnostics solution has the advantage of being applicable to not only 
specific devices, but for general purposes, its utilization is expected to 
increase even further when a solid track record has been built by applying 
this solution to different types of plants or devices, not to mention power 
plants. We are expanding business opportunities based on our success 
in commercializing the prediction & diagnostics solution with the Korea 
East-West Power Co. in 2019 and Narae Energy Service in 2021. We are 
also seeking to apply the solution to wind turbines, gas turbines and may 
other types of plants and devices of the Doosan Group.  
In the optimization solutions area, we have integrated the three solutions 
- the combustion optimizer, soot blowing optimizer and coal blending 
advisor - and are seeking to commercialize the integrated solution for power 
companies at home and abroad. Among these, the combustion optimizer 
was recognized as a solution that minimizes the emission of pollutants, such 
as NOx, through a demonstration at the Sasan Power Plant of Reliance Power 
Company in India in 2018 and a pilot project of the combustion optimizer 
solution is currently in progress at the Shinboryeong Power Plant of Korea 
Midland Power Co. The Soot Blowing Optimizer solution was implemented at 
Thailand’s Gheco Power Plant in 2021. In the water business sector, we have 
developed optimization solutions, such as Energy Management Solution, 
to minimize power consumption at seawater desalination plants and the 
DAF Chemical Dosing Optimizer to optimize chemical injection optimization 
solutions and are pursuing commercialization of the solutions.
The Digital Twin virtualizes devices or facilities and allows the virtualized 
device data to be reflected in the design and operation of the actual 
devices through real-time data integration with IoT sensors and 
simulations. A conformance test for the solution has already been 
completed on wind turbines and we expect that the digital twin can be 
used for various purposes, such as O&M of the wind turbines, gas turbines 
and nuclear power plant components supplied by Doosan Enerbility.
Data analysis is an image analysis service that finds product defects by 
analyzing non-destructive examination (NDE) images (radiographic, 
ultrasonic inspection) of welded parts based on AI technology. This in-
house developed non-destructive defect detection solution has been 
used internally since the end of 2019 to analyze data from various 
devices, facilities and O&M data to reflect the findings in our actual 
operation. It was also introduced as a representative innovation case at 
the “Google Cloud Digital Manufacturer Summit” hosted by Google Cloud, 
and we plan to expand the scope of application to various business fields 
in cooperation with Google Cloud.
Doosan Enerbility holds material engineering capabilities that cover the entire process from development and 
manufacturing of materials to evaluation of the material properties for various types of materials used across all the 
related industries, including the equipment parts manufacturing, shipbuilding, maritime and power plant sectors.
We completed implementation of the D-MAPs, the platform for our material properties database and we plan to 
continuously update the database with the latest data and have it maintained properly, so that we may continue to 
stably offer the materials data required during any stage of the value chain. Furthermore, through the convergence 
of D-MAPs-based digital materials technology with materials-related AI technology, we plan to expand into more 
diverse businesses, such as the development of materials for the renewable, clean energy sector (i.e., hydrogen 
energy), lightweight materials for the aerospace industry and carbon composite materials.   
Furthermore, we plan to strengthen our own material competitiveness and expand our business by developing 
economical and high-yielding new steel grades with excellent physical and chemical properties and by developing 
materials for fuel cells parts that can help secure price competitiveness.
Proprietary 
Material 
Development
Digital 
Transformation
  Use Cases of DT
  Role of DT
Digital Technology                        AI  |  IoT  |  Big Data
4   Data Analytics
3   Digital Twin          Planning    Design    Manufacturing    Operation
1   Prediction & Diagnostics
2   Optimization
Case Discovery (1)
Conversion to 
digital solution (3)
Securing business competitiveness
Prediction & Diagnostics
Common Digital Service
Optimization
Gas turbine
Desalination
Wind power
Boiler
Data analysis
Hydrogen Drone
Digital Twin
Diagnostics Center 
Establishment
RPA and AI-driven  
business innovation
IBM Watson  
AI document search
PreVision: Plant prediction  
& diagnostics
DOOVES: Rotor Diagnostics
Gas PED: GT Performance 
Prediction & Diagnostics
DCAT: Combustor Auto 
Tuning
Combustion Optimization
Soot Blowing Optimization 
Coal Blending Advisor
DCO (Chemical Optimization) 
EMS (Energy Optimization) 
MMO (Performance 
Management)
Super Vision (integrated 
control solution) 
Smart Maintenance (Planned/
Emergency Maintenance) 
Power-up (Performance 
Optimization)
D-Vision (Non-destruction 
testing defect detection)
DIVE (Big Data Analysis 
System)
D-MAPs (Doosan-MAterial Properties System)
New Business Overview

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Existing Business
Nuclear Power / 
Casting & Forging 
Plant EPC/ Water EPC
Power Plant Equipment 
/ Steam Turbine  
/ Services Business

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Existing Business
As climate change accelerates, regional variations in precipitation are widening, and water scarcity is becoming a 
serious problem. However, most (97%) of the Earth’s water is salt water, and less than 1% is actually potable water. 
This is the reason why many countries around the world are focusing on the seawater desalination business to 
overcome the water shortage issue.
Doosan Enerbility is actively participating in the desalination business based on its world-class technology and market 
share, and is producing approximately 8 million tons of freshwater per day through 32 projects. This is equivalent to 
the volume of water that can be used daily by about 26 million people, half of the population of Korea.  
Doosan Enerbility has its own technology for the pretreatment system and seeks to maximize customer satisfaction 
through various business models, from the EPC turnkey business to plant operation and maintenance services, based 
on Doosan Enerbility’s unparalleled technology.
In January 2022, Doosan Enerbility signed a memorandum of understanding with “Hassan Allam,” a leading 
developer and large-sized construction firm in Egypt, and Almar Water Solutions, a company formed through a Saudi 
Arabia-Spain joint venture, to form a comprehensive cooperative system for a seawater desalination project with a 
capacity of 1 million tons per day in Ismailia, Egypt. This is expected to serve as a bridgehead for Doosan Enerbility’s 
entry into the Egyptian market. 
Efforts to Strengthen Our Competitiveness
Doosan Enerbility is carrying out various activities to strengthen our EPC capabilities.
In the engineering area, we are striving to improve design integrity through digitalization activities. We are also 
maximizing the efficiency of design schedule management through digital technology-based Power BI activities. 
In the procurement area, we rely on Global Sourcing to purchase and supply optimal products that respond to the 
needs of the client. Finally, in the construction area, manpower with abundant construction experience is assigned 
to the sites to run the projects, while various career development programs are being conducted to discover and 
nurture key talents for the construction and commissioning process.
Plant EPC
Water EPC  
Doosan Enerbility, as a global leader in the power generation sector, possesses EPC capabilities for executing 
activities across the entire value chain from plant design to equipment supply, construction and commissioning. 
Based on these capabilities and references, we are carrying out numerous projects at home and abroad, especially 
in Vietnam. We are further solidifying our position as an EPC player by winning many projects in succession, starting 
with the Mong Duong 2 Thermal Power Plant in 2010 to Vinh Tan 4 and Nghi Son 2 thermal power plant projects. 
Recently, despite increasing efforts from the Chinese EPC companies to keep Doosan Enerbility in check, in October 
2021, we won the 1,200MW Vung Ang 2 Power Project in the Vung Ang Special Economic Zone, Ha Tinh Province, 
in the northern central part of Vietnam and we are applying our accumulated on-site experience to the construction 
for the plant that is currently successfully in progress. Although the share of coal-related orders has been high for 
the past 10 years for Doosan Enerbility, we are in the process of converting our mid- to long-term business portfolio 
by reducing the share of coal-fired power plant business and increasing the share of low-carbon energy plants to 
become a company that specializes in eco-friendly power generation. In the case of Guam’s combined cycle power 
plant for which the contract was signed in December 2020, we are building an eco-friendly power plant with 
ultrafine dust emissions that are only one-ninth of that of coal-fired power plants, and air pollutants such as sulfur 
oxides are less than a third of that emitted from coal-fired power plants. Doosan Enerbility is expanding the EPC area 
to renewable energy-based power plants, such as fuel cell power plants and will be making more aggressive effort 
to increase our presence in the combined cycle power plant and renewable energy plant market based on our EPC 
capabilities, technology and delivery performance.
Based on our competitiveness in EPC projects, we are actively diversifying our business portfolio to include not 
only power generation, but also other business areas such as construction. In the domestic private sector, we are 
contributing to creating a comfortable living space by executing various construction projects such as the 5th 
apartment complex in Deokgye, Yangsan, and an officetel, a multi-purpose building with residential and commercial 
units, in Dapsimni. Also, in the public sector, we have won a contract for the construction of storage tanks for Dangjin 
LNG Units 1-4, the largest in Korea, ordered by Korea Gas Corporation. We are in the process of constructing four 
storage tanks of 270 thousand kiloliters and supplying equipment such as cryogenic pumps. 
Shoaiba RO Phase 4 Desalination Plant in Saudi Arabia
Fadhili Combined Cycle Power Plant in Saudi Arabia
Kazakhstan’s Karabatan CCPP
Engineering Power BI System
Yanbu 4 IWP Construction in Saudi Arabia

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Doosan Enerbility has the capabilities to design, manufacture and install the main components of boilers. In particular, 
our own heavy oil-fired boilers and 1000MW USC boilers have been recognized as world-class products. We also 
acquired the German company AE&E Lentjes, which helped to further strengthen our capabilities in the equipment 
manufacturing business at home and abroad, as we came to own the technologies for AQCS, Waste-to-Energy 
(WtE) plants and CFB boilers. In addition, through the acquisition of Skoda Power, we have strengthened the 
competitiveness of our existing flagship products, such as steam turbines and generators, and plan to continue to 
secure stable orders intake and profits. At the same time, we are continuously winning new orders in the gas-fired 
power generation sector by providing comprehensive solutions that can be applied to various gas turbines models, 
based on our solid track record in the domestic and overseas CCPP (Combined Cycle Power Plant) markets. 
Boiler Business Conversion
In response to changes in the thermal power plant market, Doosan Enerbility is pursuing a business transition from 
the existing coal-fired boiler business to the WtE (Waste to Energy) business and the development of ammonia 
dual-fuel boiler technology. We were able to prove the competitiveness of our eco-friendly solution technology by 
wining the Olsztyn WtE EPC project in Poland in 2020, followed by the Warsaw WtE EP project in Poland and the 
Wiesbaden WtE EP project in Germany in 2021, based on the WtE technology held by our subsidiary Doosan Lentjes.
In addition, we are developing ammonia dual-fuel technology that can reduce carbon emissions by applying ammonia 
dual-fuel to existing power generation boilers, a high-carbon consumption business with high carbon emissions. In 
the existing domestic boiler market, the installation of 1000MW class USC boilers has increased rapidly since 2019. 
Although USC boiler is a boiler that has adopted a carbon emission reduction technology compared to existing 
boilers, it is a large facility with very large carbon emission compared to other power generation energy sources and 
since the remaining life of USC boilers is more than 30 years per plant, high-carbon emission of these boilers must be 
addressed from a carbon-neutral point of view. However, there is a dilemma that the sudden disposal of large coal-
fired power plants can cause a new problem directly related to national security, namely, electric power instability,  
and for this reason, it remains as a national challenge. 
Under these circumstances, ammonia dual-fuel power generation can be a stable implementation plan for carbon 
neutrality and energy conversion, and it is one of the core contents of the eco-friendly energy sources included in 
the 2050 carbon neutral scenario that the government has been planning. Dual-fuel combustion refers to burning 
two or more fuels. An ammonia dual-fuel boiler has adopted a new technology that reduces carbon emissions by 
mixing and burning ammonia, a fuel that does not emit carbon, and thermal fuels such as coal. Ammonia dual-fuel 
boiler is a technology that reduces carbon by 20% when 20% ammonia is used in combustion. Doosan Enerbility 
is participating in the development of a technology that reduces carbon while maintaining the same calorific value 
during dual-fuel combustion. This was possible due to Doosan Enerbility's experience as an OEM company with 
a track record of supplying many existing boilers in Korea that separates Doosan Enerbility from others, and such 
experience will support our transition to ammonia fuel-cell boiler business through the realization of remodeling 
technology for ammonia dual-fuel combustion.
As an OEM provider of power plant equipment, Doosan Enerbility is carrying out the services business for various 
areas like sales, design, procurement, manufacturing, project management and quality assurance, as well as plant 
engineering (PE) and construction. Our service capabilities are specialized in power plant diagnoses & assessments, 
reverse engineering of other OEM main equipment, field engineering, local operation and RMS (Remote Monitoring 
System). By leveraging these specialties, we won the facility improvement project for Dangjin AQCS (Air Quality 
Control Systems) #1~4 in 2021. Based on the experiences of executing various types of projects at home and abroad, 
we expect to be able to firmly establish our services business at an early stage and to improve the stability of our 
business portfolio, not only by expanding our supply of routine/planned maintenance services and related spare parts 
for the OEM power plants that we have built and supplied main equipment for, but also by winning more Non-OEM 
service orders for the power plants supplied by other companies. 
Strengthening the Capabilities of Service Specialist TAs (Technical Advisors)
The fundamental element of the services business is to secure maintenance service orders for customers’ power 
plants and to stably supply and install the parts designed and manufactured by Doosan Enerbility to ensure proper 
maintenance. The key success factor in the services business is the competence of the service specialist TAs who 
work at the point of contact with customers. We are striving to improve the capabilities of our services business 
by newly forming the Technical Service Center Team, an organization dedicated to nurturing service specialist TAs, 
developing training curriculum and carrying out activities to improve competitiveness linking with our overseas 
subsidiaries. 
Expansion of Services Market
Based on our extensive experience and know-how in the power generation services business, we won the 
maintenance contract for the UAE BNPP (Barakah Nuclear Power Plant) in 2019, securing the basis for further 
expanding the nuclear power plant services business. As we have identified the need for fuel conversion (coal / 
petroleum → gas) in the thermal power plants of the Middle East and South America, we are actively targeting these 
markets by leveraging our fuel conversion technologies. We also have service capabilities for combined cycle power 
plants such as the one we demonstrated by executing the Oseong CCPP O&M project.  We are expanding our service 
business scope by securing service technology for various types of power generation.    
Development of Digital Solution
In order to generate additional revenue and secure competitiveness in the service business, Doosan Enerbility has 
digital solutions that include predictive diagnosis solution (PreVision), Power-up solution, and Smart maintenance 
solution. In addition, we are continuously reviewing to secure a digital solution as an enabler to strengthen the 
business competitiveness of solar power and ESS. 
We are scheduled to supply a gas turbine solution (DooCare package*) to the Gimpo Combined Heat and 
Power(CHP) Plant. We plan to strengthen the competitiveness of our gas turbine and secure differentiating factors 
that separate our gas turbine from others by leveraging our digital solutions to increase efficiency and reliability.  
Dooves, our diagnostics solution for a rotor, has been implemented on a domestic site as a pilot implementation and 
its performance is currently being monitored and reported on a regular basis. Doosan Enerbility plans to secure and 
upgrade our vibration diagnostics solution for all rotors including gas turbine. 
Doosan Enerbility signed an MOU with SK C&C for cooperation in the area of smart manufacturing platform and 
plans to provide various digital solution technologies such as predictive diagnostic solutions and digital twins, actively 
considering joint business opportunities at the same time.
* DooCare Package Solution: A digital solution package that optimizes and monitors the performance of Doosan Enerbility’s gas turbine. DooCare 
Package Solution consists of combustor automatic tuning solution (DCAT), performance diagnostics solution, and predictive diagnostics solution 
(Prevision).
Power Plant 
Equipment
Service 
Business 
Leveraging 
Our Power 
Generation 
Competency
2009  Skoda Power 
M&A
Acquisition of original 
steam turbine 
technologies
2011  AE&E Lentjes 
M&A
Acquisition of original 
technologies for CFB 
boiler/FGD/WtE boiler
Steam Turbine 
Business
We plan to obtain optimization technologies in the field of high-efficiency STGs and 
BOP (Balance of Plant) systems for domestic combined cycle power plants through 
successful execution of the scheduled CCPP Power Package Solution projects. In 
2021 we won the Shinsejong thermal power plant (210MW×1), Daegu thermal 
power plant (124MW×1), and Cheongju thermal power plant (124MW×1) projects 
by working together with a domestic EPC company, and we plan to continue to 
strengthen partnerships with domestic EPC companies to increase overseas CCPP 
STG order intake. In addition, we succeeded in winning a contract for Quang Trach 
(701.5MW×2) in Vietnam based on the technology and price competitiveness 
we have secured through a partnership with a domestic EPC company. Through 
cooperation with major domestic EPC companies, we have won numerous domestic 
and overseas projects, demonstrating Doosan Enerbility’s excellent technology and 
business competitiveness.
Steam Turbine Generator
Existing Business

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Nuclear Component Manufacturing & Power Plant Services
Doosan Enerbility holds the track record for having supplied the most nuclear power plant components across the 
globe over the past three decades, and we are recognized as being the global leader for our expertise in engineering 
and manufacturing nuclear power plant components. We are also the only company to have manufactured the 
main components for both the Korean-type APR1400 reactor and the U.S. AP1000TM reactor. The Korean-type 
nuclear components manufactured by Doosan have been verified for its safety and design, as reflected in the full 
design certification received from the NRC, the US regulatory authority, and the user requirements certification 
in Europe. The competitiveness of our prices, delivery time and product quality were also proven through the 
successful execution of the UAE Barakah Nuclear Power Plant Project, our first nuclear export project. Backed by our 
competitiveness in manufacturing nuclear power plant components and as a Key Player of the Team Korea that we 
have formed together with Korea Hydro & Nuclear Power (KHNP) and Korea Electric Power Corporation (KEPCO), 
we are actively carrying out the development and design demonstration of reactors to win orders for the Korean 
style nuclear power plant in the Czech Republic and Poland. 
Based on our engineering capabilities and experience in main component manufacturing, Doosan Enerbility 
is expanding its services business, such as replacement and repair / maintenance of main components in the 
operational nuclear power plants. 
Since 2012, we have been manufacturing and constructing steam generators / reactor heads for replacement of 
components in operational nuclear power plants in Korea and have been continuously providing main equipment 
repairs/maintenance, preventive maintenance, and performance improvement services to power plants. 
In the international market, starting with the supply of replacement steam generators for the Sequoyah Nuclear 
Power Plant in the United States in 2003, we have been manufacturing and supplying replacement reactor heads, 
steam generators and pressurizers for nuclear power plants in operation in the United States. In 2019, we won the 
maintenance services contract for the UAE Barakah Nuclear Power Plant for which we had previously won the 
nuclear new build project and by doing so, successfully entered the overseas market for plant maintenance services.
Nuclear Power
View of Hanul Nuclear Power Plant
Castings & 
Forgings
Efforts to Strengthen Our Competitiveness
In response to the advancement of industries, we are endeavoring to acquire more competitiveness by making 
investments in remelting facilities required for production of high purity steel, along with investments in optimal 
infrastructure for manufacturing highly-functional metal, all of which will help us deliver value to our customers. 
Furthermore, by developing new products aimed at achieving external growth and profitability, we are stepping up 
our efforts to improve our business portfolio. We are leveraging our expertise to keep up the steady supply of our 
company’s products to the local Korean market, as well as to the wider global market, including China, Southeast 
Asia, Europe and the States. We were recognized by the Ministry of Trade, Industry and Energy (MOTIE) for our 
outstanding product manufacturing technology and exporting competitiveness when eight of our products, including 
our mold steel, marine crankshaft, work roll and low-pressure turbine rotor shaft, were awarded as World-Class 
Products. 
PCHE (Printed Circuit Heat Exchanger), which we are pursuing as a new business, is a high-efficiency heat exchanger 
that has been reduced to one-tenth the size of conventional heat exchangers. As it can increase the heat exchange 
rate by more than 90% and maximize the heat exchange effect in a limited area, the scope of application of PCHE is 
expanding to hydrogen refueling stations, LNG carriers, and power plant parts, etc. In October 2020, we started the 
commercial operation of the 600-ton hot press (high-temperature diffusion bonding), an essential facility for PCHE.  
In 2021, we successfully entered the market by starting mass production of PCHE for hydrogen charging stations and 
PCHE for fuel cells. We anticipate new sales opportunities in the shipbuilding, maritime and power generation sectors 
will further increase as we hold the Flow Path Design Capability, which is a core technology for PCHE. 
Production Process for Major Casting & Forging Products
17,000-ton Forging Press
Heat Treatment of Ingots
View of ShinHanul unit 1, 2
Existing Business

47
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  Commitment to Sustainability
  Our Business & Value Creation
 Environmental
  Social
  Governance
  Appendix
46
47
Environmental
48
Responding to Climate Change
51
Management of  
Environmental Efficiency

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  Commitment to Sustainability
  Our Business & Value Creation
 Environmental
  Social
  Governance
  Appendix
To address the risk of rising costs caused by the increase in CO2 emissions 
and price hike of carbon credit purchasing costs, we are continuously 
monitoring the government’s regulations on the emissions trading 
system. Internally, we are carrying out emission reduction activities 
through the improvement of energy efficiency and energy consumption, 
and externally, we are making efforts to secure emission rights by 
participating in domestic and overseas reduction projects. We participated 
in the project to provide cooking stoves to low-income households in 
Myanmar and we plan to convert the emissions reduction results from 
such projects into  emission rights that can be used in Korea.
Risk Management
Doosan Enerbility is effectively operating an integrated risk management 
process to secure the company’s sustainability and to prevent risks 
that have a negative impact. The process is carried out in four stages: 
Identification of Risks & Opportunities, Gate Keeping, Evaluations 
& Assessments, Response & Reporting. At each stage, company-
wide discussions are conducted through the relevant management 
organization’s internal consultative body. We are also increasing the 
Business Groups’ participation and expanding their roles to strengthen 
detailed level execution. The progress and results of the risk identification 
and mitigation programs are reported directly to the top management, 
and if they are classified as critical risks in consideration of their impact on 
management activities, they are submitted to the Board of Directors to 
reach the most optimal decision.  
Doosan Enerbility has raised its carbon emissions target by reflecting 
the Nationally Determined Contribution (NDC) target for 2030, which 
represents the country’s commitment to greenhouse gas reduction, and 
by analyzing various scenarios.  We have established a systematic carbon 
neutrality roadmap and are making efforts to improve energy efficiency, 
as well as the process and system for emissions calculation. 
Governance
Doosan Enerbility has established a preemptive response strategy at the 
company-wide level by identifying and analyzing climate change risks 
and opportunities by the relevant sub-committes.
The ESG Committee consists of three sub-committees: the 
Environmental, Social, and Governance sub-committees. For each sub-
committee, a minimum of three meetings are convened each year, 
including the working level manager meetings and the ESG Champions 
meetings to discuss the ESG issues. At the annual ESG committee 
meeting held at the end of the year, the final decision is made on the 
issues raised through the working-level meetings and the Champion 
meeting. The management and the board of directors will reflect 
the key management items in the KPIs and continue to monitor the 
progress to manage the climate change issues through their respective 
implementation organizations. 
Category
Factors
Period
Management Scope
Physical Risks
Sudden Risks
•Costs for recovery when large disasters occur (e.g., earthquakes, heavy rain, thunderstorm)
Short-term
Company, Suppliers
Constant Risks
•Increase in manufacturing facility operating costs owing to climate change
Mid-term
Company
Transition 
Risks
Policy / Law
•Rise in carbon credit purchasing costs owing to the increase in CO2 emissions and rising carbon 
credit prices
•Additional costs expected from purchase of renewable energy
Long-term
Company
Technology
•Increase in investments owing to rising number of eco-friendly, low-carbon facilities
•Fierce competition expected in the development of eco-friendly technology
Long-term
Company
Market
•Downsizing of existing businesses and markets caused by market restructuring
Long-term
Company, Customers
Opportunities
Product / 
Service / 
Market
•Growing demand of businesses for high-efficiency, eco-friendly energy
•Due to promotion of the renewable energy sector, possible to adopt various types of new 
technology and renewable energy, e.g. blue, green hydrogen
•Growing market for digital technology-based power plant services, such as energy saving solutions
•Increase in intangible assets, such as greater brand value, expected once reputation is established 
as an eco-friendly company
Long-term
Company, Customers
TCFD Recommendations
Strategies to Counter Climate Change
Climate Change-Related Risks & Opportunities
In order to devise strategies to effectively respond to climate change, 
Doosan Enerbility analyzes and identifies physical/transition risks 
and opportunities in terms of business strategy and financial impact 
according to scenarios, time period, and management scope, and 
develops countermeasures to mitigate each risk. 
Strategy and Countermeasures to Address Physical Risks 
In order to prevent an increase in business operating costs that may occur 
due to physical risks, we are implementing various measures such as early 
risk management, and Quality Gate system to systematically manage 
the risks and are also making efforts to strengthen Green Tech related 
technologies with the goal of achieving sustainable management. As 
earthquakes/floods occur with increasing frequency due to climate change, 
Doosan Enerbility is conducting situational assessments and making related 
investments on a regular basis to respond to these physical risks.
Strategy and Countermeasures to Address Transition Risks
Doosan Enerbility has defined the expedited transition to an eco-friendly 
business portfolio as its key strategic direction to effectively respond to the 
rapidly changing market conditions and intense technological competition 
caused by climate change. We will focus on growth and investment in 
the four areas - renewable energy, gas turbines, hydrogen and small 
modular reactors. In the short term, we will be focusing on completing the 
development of our clean energy business model in Korea, and by leveraging 
our successful track record in Korea, we aim to expand into the overseas 
market to ultimately become the global leader of the clean energy sector.
Organization Chart
CEO
COO
Plant EPC BG
Domestic 
Construction Sites
Overseas 
Construction Sites
Nuclear BG
Factories
Power Services BG
Factories
Environmental, Social, 
Governance  
Sub-committees
Company-wide Response
Governance
Led by our management and board of directors, we are 
upgrading the climate change issue management system, 
managing climate change issues through the ESG committee, 
and reflecting ESG items in our performance management KPIs.
Strategy
To establish a response strategy for climate change, we identify 
risks and opportunities, comprehensively analyze risk factors 
and their impact on business, and prepare countermeasures to 
mitigate each risk. 
Risk Management
We have implemented an ESG-based risk/opportunity 
management process and the results identified throughout the 
process are reflected to increase the participation of executives 
and promote continuous monitoring.
Metrics & Targets
We have defined the metrics and targets to manage risks 
and opportunities of climate change and are disclosing our 
greenhouse gas emissions information.
Risk Factors
Countermeasures & Investments
•Reinforce sewage treatment-related 
facilities and increase investment
•Design and build sewage pipelines in 
cooperation with Changwon City
•Invest about KRW 1.8 billion to 
reinforce earthquake resistance 
(Dec 2021) → Secured first grade 
earthquake resistance 
Sewage facility overflowing due to 
changes in precipitation (heavy rain) 
at Changwon Plant
Risk of building collapse in case 
of earthquake magnitude of 5 or 
greater identified during earthquake-
resistance performance evaluation of 
Changwon main building
Identification of Risks & Opportunities
•Monitor trends 
•Identify, analyze and prioritize risks   
•Review risk countermeasures
Response & Reporting
•Report to the management & 
board of directors
•External communication and 
respond to external evaluations
Gate Keeping
•Establish risk management plan
•Operate risk mitigation 
program
Evaluations & Assessments
•Analyze the result of program 
activities 
•Check actual results against 
target for each KPI  
Risk & Opportunity Management Process and Analysis
Responding to Climate Change 
Recognizing the seriousness of rapid climate change, Doosan Enerbility is 
setting a course of action for effectively responding to climate change by 
devising measures that at minimum meet the TCFD recommendations. 
By analyzing both risks and opportunities, we are taking preemptive 
measures aimed at preventing risks in advance. We are also taking strategic 
action of identifying business opportunities and having these opportunities 
reflected accordingly into our business plans.

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  Commitment to Sustainability
  Our Business & Value Creation
 Environmental
  Social
  Governance
  Appendix
Metrics and Reduction Targets
Greenhouse Gas Reduction Target and Action Plan
Doosan Enerbility has devised greenhouse gas reduction targets and the 
Net Zero Roadmap as a way to effectively address the risks related to 
climate change. We applied the Science Based Targets initiative(SBTi)’s 
absolute contraction approach to conduct an analysis on the 
government’s Nationally Determined Contribution(NDC) target and the 
greenhouse gas emissions reduction trend identified in climate change 
scenarios showing temperatures well below 2℃ and 1.5℃. Along with 
this, we considered the domestic renewable energy market situation 
and economic viability to set our greenhouse gas reduction targets. 
We set a target of achieving a 19.4% reduction by 2030 compared to 
the 2017 emissions level, bringing it down from 258,000 tons in 2017 
to 208,000 tons by 2030, with the ultimate goal being to reach Net 
Zero by 2050 through improvement of energy efficiency at business 
sites, increase of renewable energy use, execution of reduction projects 
(offset), and application of new technologies. We plan to validate 
this target based on the SBTi. To achieve the target greenhouse gas 
reduction, we have established and implemented an annual greenhouse 
gas reduction execution plan. Our reduction efforts include energy 
efficiency improvements, conversion to renewable energy, greenhouse 
gas offset programs, and application of new production technologies 
to reduce greenhouse gas emissions at business sites and factories. We 
also estimate greenhouse gas emissions based on scenario analyses by 
climate change risk factors and measure their financial impact..
Metrics and Targets 
Doosan Enerbility is managing the greenhouse gas metrics through the 
GEMS(Green Energy Management System). With the GEMS, greenhouse 
gas reduction targets are set at a corporate-wide level, as well as for 
the Changwon plant, Construction sites and individual departments, all 
in alignment with the national greenhouse gas emissions allowance and 
the company’s carbon neutrality goals. The monthly greenhouse gas 
emissions based on energy consumption is monitored in real time to 
effectively manage greenhouse gas emissions at a corporate-wide level 
and to facilitate achievement of the targets. 
Greenhouse Gas Emissions 
Doosan Enerbility’s greenhouse gas emissions in 2021 was 200.3 
thousand tCO2eq, a reduction of 13% compared to the previous year. 
Scope 1 emissions amounted to 84.7 thousand tCO2eq, a reduction of 
20% compared to the previous year, and the Scope 2 emissions amount 
was 115.6 thousand tCO2eq, a 7% reduction compared to last year. We 
are striving to achieve our greenhouse gas reduction goals by carrying 
out improvement activities based on the real-time monitoring system 
for greenhouse gas emissions at worksites.. 
Greenhouse Gas Emissions (Scope 1 & 2)
(Unit: 1,000 tCO2eq)
Management of  
Environmental Efficiency
Doosan Enerbility is making every effort to reduce the environmental 
impact that occurs in the course of business activities based on our people 
and nature-oriented business philosophy. Furthermore, we are making 
considerable investments in preserving the environment and implementing 
eco-friendly policies. We have also set up key strategic goals that are used 
to constantly monitor and execute related initiatives. 
Environmental Policy & Organizational Operation
Doosan Enerbility is operating the Environmental Management System 
(EMS) to efficiently consume resources and minimize negative impacts 
on the environment.
The EMS manages the key aspects of environmental management: 
purpose and goal, role, responsibility & authority, compliance with 
laws and requirements, continuous improvements, understanding of 
stakeholders' needs and expectations, environmental education, and 
performance evaluation. Important agenda items are reported to the 
board of directors and managed accordingly. Furthermore, in order 
to manage and maintain these key aspects in accordance with global 
standards, we have obtained the International Standard Organization's 
certification on environmental management system (ISO 14001). In 
2021, as part of our continuous efforts to reduce the emission of 
environmental pollutants and to reflect our stakeholders’ expectations 
and internal/external issues, we invested a total of KRW 3.04 billion in 
installing 12 units of the telemonitoring system (TMS) for the purpose of 
reducing the emission of environmental pollutants.
Vision and Strategy
Establish an advanced/scientific environmental management system centered around people and  
nature to achieve results in the energy/environment sector and drive sustainable business growth
Reaching Global Top Tier Level in Energy & Environment
  Scope 1 
  Scope 2
108.7
105.4
84.7
142.9
123.9
115.6
251.6
229.3
200.3
Target Management Activities & Performance  
In order to achieve the greenhouse gas reduction goal, Doosan Enerbility 
has defined three areas of action: improving energy efficiency, securing 
carbon credits, and establishing a climate change response system. We 
define our annual action plan in the three areas, conduct the activities 
according to the plan and evaluate the results. In 2021, we reduced 
about 2,000 tons of greenhouse gas emissions through replacement of 
existing lightbulbs of our offices with 1,800 high-efficiency LED lamps, 
replacement of air compressor with inverter air compressors and energy 
saving activities at worksites, and generated about KRW 500 million in 
profits from the sale of carbon credit. 
•Replaced lightbulbs in annex buildings and 
offices with 1,800 LED lamps
•Replaced air compressors at worksites with 
Inverter Air Compressor 
•Currently reviewing fuel conversion for  
heat treatment and heating furnace at 
production sites.
•Working to convert the carbon credit obtained 
from the ‘Cooking Stove’ project in Myanmar to 
a domestic carbon credit
•Establishing a plan to participate in the 
government's greenhouse gas reduction 
support project 
•Improve the system to expand the scope of 
management for greenhouse gas emissions
Improvement 
of energy 
efficiency
Securing 
carbon credit
Set up  
climate change 
response 
system
Organization Chart
CEO
COO
 EHS / Management
Enterprise response
Plant EPC BG
Nuclear power BG
Manufacturing  
factory
Power service BG
Manufacturing  
factory
2019
2020
2021
Develop eco-friendly products and technology
Contribute to building resource-circulating society
Build preemptive response system for domestic/
overseas regulations 
Adopt advanced, scientific environmental management system & processes
Build “Green” manufacturing system
GEMS(Green Energy Management System)
Domestic 
construction sites
Overseas 
construction sites

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
 Environmental
  Social
  Governance
  Appendix
Expansion of Waste Management Scope
•Doosan Enerbility is taking active measures to respond to the 
Resource Circulation Act, which has been in effect since 2019. In order 
to increase the circulation of eco-friendly resources and minimize 
environmental pollution, we are carrying out activities to suppress the 
generation of waste and promote recycling. Our waste management 
strategy was built on the basic principles of refraining from the simple 
burying and incineration of waste and taking actions to increase 
recycling and fundamentally reduce waste emission. 
•We have implemented processes to separate and reuse waste 
refractory materials in the steelmaking process, sort and recycle 
waste paint and organic solvent iron containers, and select and reuse 
incineration target waste materials with high calorific values as solid 
fuel to increase the recycling rate. 
•In addition, we are making efforts to minimize incineration/landfill 
waste by discovering new recycling companies to improve the 
recycling rate and we closely monitor whether the companies are 
properly handling the waste by conducting on-site inspections of 
waste treatment companies on an annual basis. 
Management of Air Pollutant Emissions 
Doosan Enerbility is managing air pollutants generated from emission 
facilities through process control and facility investments to reduce the 
generation of air pollutants. In 2021, we emitted 107 tons compared to 
the total permitted emissions quota (NOx, SOx) of 226 tons, and have 
managed to keep the air pollutant emissions level at 50% or less than 
the assigned quota.  We have effectively reduced air pollutant emissions 
by installing dust collector systems, such as a rooftop hoods for electric 
arc furnaces.  In order to adhere to the total emissions regulations, we 
invested KRW 2.75 billion in 2021 to install and operate telemonitoring 
systems (TMS) on 12 furnaces of forging facilities. In addition, we 
invested KRW 200 million to install low-NOx burners to 12 absorption 
coolers & heaters used in restaurants and offices to reduce nitrogen 
oxide emissions and comply with legal emission standards.
In 2019, an agreement was made with the Gyeongnam Provincial Office 
to pursue the voluntary reduction of fine dust, and we have set up a 
yearly reduction plan that extends up to 2024. In 2021, we succeeded in 
reaching our goal by emitting only 30 tons, which was 51% of the 2021 
target emissions of 59 tons.
Contamination levels are regularly inspected to check on the generation 
of contaminants in the production processes and the environmental 
impact on areas near workplaces. We also measure pollution level on the 
boundaries of the production facilities and communicate with the local 
communities on regular basis.
Activities to Reduce Water Pollutants
Wastewater generated at Doosan Enerbility is processed safely using 
the internal wastewater treatment facilities, and the water is not directly 
released, but is transferred to the water recycling center of the local 
government for additional purification in order to minimize the risk of 
river contamination. 
Moreover, in order to monitor the effectiveness of wastewater treatment 
and compliance with the water release standards, water quality is 
measured once a week by an external water quality inspection company. 
Also, we conduct pollution level analysis on the rainwater collected 
from the storm drain canals around the business site and the seawater 
collected from near the Yongho village and the pier.
Strengthening of Chemical Substance Management
Doosan Enerbility established DCIS (Doosan Chemical Information System) 
to manage the entire lifecycle of chemical substances from their purchase to 
usage. Abiding by the principle of requesting prior approval for all chemical 
substances delivered to our business sites, we thoroughly control the entry 
and exit of hazardous chemicals. 
Three chemicals (sulfuric acid, caustic soda and 2-furanmethanol) are 
designated as hazardous substances at the Changwon plant. We are 
constantly endeavoring to reduce their usage, having lowered it to 137.14 
tons in 2021 compared to the 403 tons of permitted annual usage. 
Implementation of Integrated Energy System
Doosan Enerbility has established a mid-to-long term plan for energy 
efficiency improvement and carbon emissions reduction to achieve its 
Net Zero goal by 2050. We are pursuing the integration of the energy 
system in phases based on big data related to energy efficiency.
2019 
2020
2021
•Prediction model developed by linking energy 
consumption structure with ICT (Information & 
Communications Technology)
•Efficient management plan devised based on data 
obtained from reviewing the distributed energy 
supply to manufacturing plants
•Energy consumption data of domestic construction 
sites linked with ERP system and monitored on the 
GEMS.
•Gas supply monitoring infrastructure set up at the 
Changwon plant 
•Energy alert system, set up by oil type and linked 
with Google map, implemented.
KPIs and Performance of Environmental Sector
Provision of Environmental Training Programs
Topic
Target Group
Contents of Training
Chemical 
Substances
Workers at Changwon 
Plant (including 
workers of partners)
(Changwon) Status review of hazardous 
chemicals usage and countermeasures 
in case of leakage
Hazardous 
Chemicals
Managers and 
Chemical Handlers
Guidelines on the handling of hazardous 
chemicals and management of 
hazardous chemicals storage facilities
Establishment 
of Waste 
Sorting Culture
Partner Companies
Guidelines on waste sorting and 
disposing of specific waste, such as 
paint waste.
  Target 
  Actual
201.5 tons
137.1 tons
Hazardous 
ChemicalSubstances
Management of Permitted  
NOx & SOx Quotas and Emissions
Emissions kept at below 50% of the quota
(Actual emission of 107 tons compared to the quota of 226 tons)
Waste Recycling Rate
Waste recycling rate managed at 91% 
against the target rate of 90%
Management of Processed Water
Processed water’s pollution level is kept at 20% 
of Against emissions standard (legal standard)
90%
91%
Waste Recycling  
Rate
3.03 billion
3.04 billion
Environmental 
investment
Management of Hazardous Chemical Substances
Actual usage controlled to less than 34% 
of allowed usage
(Emitted 137.1 tons compared to 403 tons of permitted usage)
225.6 tons
107.3 tons
Air Pollutant  
Emission
Gas Leak Detector Map
40%
20%
Management of  
Final Effluent
(Concentration of water pollutants)
Over-target management
Under-target management

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Appendix
  Governance
  Social
Social
56
Employees
56
Human Rights Management
60
Talent Development and Retention
64
Healthy & Safety Management
70
Partners
70
Shared Growth
72
Supply Chain Management
74
Customers
74
Quality Management·Customer Satisfaction
76
Local Communities
76
Social Contribution

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Human Rights Management
At Doosan Enerbility, we are dedicated to respecting human rights in our 
business management. All employees and stakeholders display their mutual 
respect for one another by practicing the Code of Conduct, and their 
dignity and value as human beings are protected. We conduct human rights 
assessments and human rights due diligence to ensure that a proper human 
rights management system can be firmly established at the company. 
Moreover, we strive to promote a corporate culture that respects human 
rights and embraces diversity.
Human Rights Management Policy and Commitment  
•Doosan Enerbility respects the human rights of all our employees and 
stakeholders with whom we do business. We also recommend the 
same level of human rights management from third parties, such as 
our suppliers and business partners, as well.
•As a lead group signatory of the UN Global Compact, we will abide by 
the 10 Principles of the UN Global Compact relating to human rights, 
labor, the environment and anti-corruption. Based on the Universal 
Non-Discrimination in Employment, 
Guarantee of Freedom of Association 
and Collective Bargaining
Prohibition of Forced 
and Child Labor
Guarantee of 
Industrial Safety; 
Responsible 
Supply Chain 
Management
Protection of Local 
Residents’ Human Rights 
and Environmental Rights
Protection of Customers’ 
Human Rights
Organization in Charge
Operation of Company’s Human Rights Committee
•The Human Rights Committee is composed of Corporate HR and 
Business Group (BG) HR people with a compliance officer assuming a 
consulting role. The committee plans for and operates company-wide 
human rights management activities
•In the event of a human rights issue, the Human Rights Committee 
addresses it promptly in accordance with the process for handling 
complaints under the principle of ensuring confidentiality and 
protecting whistleblowers
Human Rights Impact Assessment
Doosan Enerbility has created a human rights management checklist as 
a means of establishing a human rights management system, with which 
it performs annual assessments. Each organization assesses the human 
rights management status in the relevant categories according to the 
checklist, plans and implements improvements to address insufficiencies, 
and reports on the performance results.
Human Rights Committee
Corporate Human Rights 
Manager
Director
Advisor
Legal Affairs &  
IP Manager
(Compliance 
Officer)
HR Executive
Corporate HR Team Leader
Plant EPC
POWER  
SERVICES
NUCLEAR  
POWER
BUSINESS 
DIVISIONS
Plant EPC  
HR Team
Power Service  
HR Team
Nuclear Power  
HR Team
Division  
HR Team
Human Rights Steering Committee
•The HR Executive heads the Human Rights Steering Committee
•The Steering Committee assesses the human rights management 
situation on a regular basis and makes supplementations and 
improvements as needed.
•The Steering Committee is responsible for the overall process of 
Human Rights Impact Assessment, which includes assessment of 
the status of the company’s human rights management situation, 
establishment of a human rights risk management plan, execution of 
the plan, and monitoring of the results.
Composition of Human Rights Steering Committee
Director
ESG/HR Managing Executive
Tech. HR
Shared Growth
Management
Support
EHS
QA
Legal / IP
Security Audit
Credo / ESG
Corporate HR
Employees
Declaration of Human Rights and the UN Guiding Principles on 
Business and Human Rights: Ruggie Framework, we have established 
the human rights due diligence framework to assess the human rights 
management practices and inspection system.
•We comply with labor principles and ordinances related to child labor, 
forced labor, human trafficking, and equal remuneration recommended 
by ILO and ratified by the government.
Doosan Enerbility strives to grow continuously as a 
company by establishing a human rights management 
system that prevents human rights infringements,  
making the best of efforts to resolve human rights issues,  
and constantly pursuing improvements.
Pilot assessment in Korea and overseas subsidiaries 
(Vietnam, India)
Checklist revised based on corrections / 
supplementation to 2019 assessment
Human rights assessment in Korea and overseas 
subsidiary (Vietnam) with revised checklist
Identification of improvement needs after Human 
Rights Impact Assessment & Reporting on 
performance results of improvement plans
2019 
2020 
2021 
2022 
Human Rights 
Management
Results of Human Rights Impact Assessment
The 2021 human rights management checklist assessment results 
satisfied all the sub-categories of “Consumer Human Rights Protection 
(Category 10),” and “Respect and Communication (Category 11)” out 
of the 12 categories assessed. Under “Respect and Communication,” 
we received a positive review for establishing and operating the cyber 
reporting center and the workplace bullying and sexual harassment 
prevention center. Meanwhile, we found weaknesses in ‘Responsible 
Supply Chain Management (Category 7)’ which we plan to continuously 
address and make improvements.
Risk Mitigation
Major Human Rights Issues
Target Group
•Continuously roll out 
training to executives and 
managers on preventing 
unfair labor practices
•Offer advanced training 
programs on human 
rights protection
•Specific provisions 
relating to human rights 
protection to be clearly 
inserted when renewing 
contracts (at year-end)
•Review partners’ ESG 
areas in general (inclusion 
of human rights 
protection provisions)
Guarantee of Freedom 
of Association and 
Collective Bargaining
•Unfair labor practices
Responsible Supply Chain 
Management
•Failure to offer advanced 
human rights training 
program to security 
personnel
•Human rights protection-
related provisions only 
partially included in 
agreements
•Failure of partners to 
include provisions on 
respecting human rights 
in agreements
Workers
Partners

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Development of Human Rights Management Checklist
•We developed the human rights management checklist, taking into 
consideration the characteristics specific to our business, and using the 
National Human Rights Commission of the Republic of Korea (NHRCK)’s 
guidelines and checklist.
•The checklist was revised to consist of 182 metrics related to a total of 
12 categories and 50 sub-categories by adopting the two additional 
categories of “Respect and Communication” and “Privacy Protection” 
in 2020.
Activities to Reinforce Respect of Human Rights
Operation of Complaint Handling Hotline
Under the responsibility of respecting human rights, we have adopted 
a system for handling human rights-related complaints and providing 
remedies to help employees whose human rights have been violated. 
The entire process is based on the three basic principles of ensuring 
anonymity, preventing any disadvantage from being given to the 
informant and providing feedback.
Number of Human Rights Complaints Resolved
Category
2019
2020
2021
Official Count of Complaints Filed
10
2
7
% Cases Handled
100%
100%
100%
No. of Cases Resolved
10
2
7
Resignations
2
0
0
Disciplinary Actions
1
1
2
Cases Closed / No Consultations
7
0
5
Other Measures  
(transfer to different team, etc.)
0
1
0
(Unit : Case)
Operation of Reporting Center
We have established a system for ensuring fair investigation and efficient 
handling of reports filed through our company’s reporting center. The 
reporting center is where reports can be filed on any violation of the law 
or company policies, such as the Doosan Credo or Code of Conduct, as 
well as any unfair business practices. It runs under the operating rules of 
the company’s whistleblowing policy. 
Reports can be filed online or via other various channels according to 
the operating rules and the informant’s identity and the contents of the 
report will remain confidential to ensure that the informant is not put at 
any disadvantage for the report s/he filed in good faith. 
Cases filed through the reporting center are investigated by the 
managing departments to verify the facts, and the results are then 
reported to the CEO. If the investigation results call for disciplinary action 
against the violator, appropriate action is taken by the department in 
charge of disciplinary action after the reporting. When all the necessary 
procedures are completed, the department in charge reports on the 
details to the CEO and notifies the informant of the results.
Establishment of Center for Prevention of Workplace 
Bullying and Sexual Harassment
Doosan Enerbility complies with the Labor Standards Act and Act on  
the Equal Employment Opportunity, and respects the diversity of our 
employees, thereby ensuring there is no discrimination committed based 
on gender, disability, religion, or any other external factors. In 2021, 
we established the Center for Prevention of Workplace Bullying and 
Sexual Harassment. The center uses an external channel for the filing of 
reports in order to guarantee objective discernment and to minimize the 
psychological burden for informants. 
The report filing and initial interviews are handled by an external agency 
for objective confirmation of the facts, after which the cases are passed 
on to Doosan Enerbility to carry out the ensuing internal processes. 
Training to Reinforce Human Rights at Workplace
Doosan Enerbility is endeavoring to cultivate a healthy work culture 
and actively promote human rights awareness among its employees 
by offering various training programs to all its employees, including 
programs such as the “Prevention of Sexual Harassment at Workplace,” 
which aims at eliminating gender discrimination at work, “Improving 
Awareness of the Disabled at the Workplace,” which aims at eliminating 
any discrimination and prejudice against the disabled at work, and 
“Prevention of Workplace Bullying,” which is a program aimed at 
preventing the physical and mental pain of workers. 
Human Rights Impact Assessment Process
  Assessment Categories 
  Target Group
Establishment of human rights 
management system
Responsible supply chain 
management
Workers
Partners
Protection of local residents’ 
human rights
Local residents
Consumer human rights 
protection
Customers
Respect and communication
Workers
Privacy protection
Customers, Workers
Guarantee of  
environmental rights
Local communities
Non- discrimination in 
employment
Women
Guarantee of freedom of 
association and collective 
bargaining
Workers
Prohibition of forced labor
Workers
Prohibition of child labor
Children
Guarantee of industrial safety
Workers
Conduct human rights impact 
assessment
Confirm weaknesses and  
high-priority improvement areas
Execute improvement plan  
and report results
Report on improvement results to 
top management, i.e., Managing 
Executive, BG Head, COO
Devise improvement  
plan
Prepare improvement plan, e.g., 
training communication,  
internal control etc.
Review assessment  
results
Review assessment results and 
appropriateness of selected 
improvement areas
Case Reporting and Handling Process
Filing of 
report
Measures 
taken
Consultation 
and 
investigation
Reporting to 
committee 
head and 
organization 
leaders
Center for 
Prevention of  
Workplace Bullying  
and Sexual Harassment

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Doosan People
Talent Development and 
Retention
Doosan Enerbility performs a wide range of activities aimed at transforming 
our business portfolio to one that is environment-friendly and seeks to 
optimize our ESG management system, all the while upholding the traits 
unique to “Doosan People.” We strive to become a company that supports 
the employees’ continuous growth as experts and to foster a sound corporate 
culture, one that is based on the mutual trust and happiness of its employees. 
Doosan People
“Doosan People” are firmly committed to contributing to the company. 
They put this mindset into practice and are always striving to achieve 
self-improvement. They place ultimate importance on the Doosan core 
values and work to constantly put them into practice.    
Doosan Enerbility seeks to provide its employees with a happy business 
environment and as such, has a clearly defined set of strategies and 
system for people development, one that aims at developing training 
programs and creating a corporate culture that supports the growth of 
its employees to become talents befitting “Doosan People.” 
Employees
Direction of Talent Cultivation
Doosan Enerbility cultivates talents who hold both leadership skills and 
functional expertise. Our employees create their own development plans 
according to their strengths and competency level, and participate in 
various training programs aligned to their development needs.
Doosan Enerbility offers a variety of training programs to its employees, 
as well as self-initiated learning programs and individually customized 
development programs, all for the purpose of cultivating environment-
friendly talents. Recently, as the company is switching its business portfolio 
over to eco-friendly one, organizational restructuring is planned/under 
way. In line with this, OJT is strengthened and implemented for those 
deployed to other departments in order to support their early onboarding.
Wide Variety of Leadership and Functional Training 
Programs Offered
Doosan Enerbility continuously develops leadership and functional training 
programs and provides various contents to support the development of 
its employees. In 2021, the New Leader Assimilation Training Program was 
devised, offering newly appointed leaders the chance to share their vision 
and goals for the organization as a means of supporting the effective 
operation of the organization. 
Open Communication
We promote open 
communication.
Cultivating People
We genuinely care for the 
people and their development.
Tenacity & Drive
We exhibit tenacity and drive to 
achieve results.
Inhwa
We practice Inwha, which is 
teamwork based on dignity and 
generosity in the truest sense of 
the word.
Limitless Aspiration
We have limitless aspirations. 
Prioritization & Focus
We focus on the priority items.
Level 1
Level 2
Level 3
Gain basic field 
knowledge
Strengthening work 
competency through 
advanced theory and 
case studies
Strengthening 
problem-solving skills 
by gaining expertise
Main Functional Training Programs
GT Academy
Wind Power 
Academy
New Business 
Academy
(Planned for 2022)
•Understanding the overall process of GT from bidding/
winning of contract to O&M
•Helping to secure advanced development & design 
know-how for core technologies of GT
•Learning about status and vision/strategy of wind 
power business and related operations
•Advanced understanding of core technology and 
products of wind power
•Cultivating experts on environment-friendly new 
businesses, such as SMR, ESS, ammonia dual-fuel 
combustion, etc.
GT Academy
Cultivating a Culture That Promotes Employees’  
Self-Development 
In line with the new corporate trend of encouraging employees’ 
voluntary efforts for competency enhancement,  Doosan Enerbility has 
strengthened its program offerings to promote employees’ self-initiated 
learning.
We offer an on/offline special “Class of the Month” lecture by inviting 
inspiring lecturers who are active trend leaders or providers of insight, 
while also providing access to an audio book and e-book library to 
support employees’ growth via self-initiated learning. In response to the 
coronavirus situation, we have also equipped ourselves with an online 
studio and online training kits, thereby establishing a solid foundation for 
providing quality online training programs in a timely manner whenever 
needed. 
Class of the Month
Main Leadership Programs
New Leadership 
Assimilation 
Program
New Team 
Leader Course
Special Class 
of the Month 
– Leadership / 
Functional
Online 
Leadership / 
Management 
Course
Supporting the effective operation of  
the organization by having new leaders 
share their vision, goals, and leadership 
style, etc.
Building the mindset and skillsets required 
of competent team leaders
Team Leaders
Special lecture given on a trendy topic 
reflecting the current internal /  
external issues
Supporting employees’ self-development 
by creating year-round learning contents, 
i.e. leadership, business management, 
language programs.
Organization 
Leaders
팀장
All  
Applicants
All 
Employees
Program
Content
Participation

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Employee Benefits for  
Work-Life Balance 
Celebratory gift for pregnancy  
and childbirth
Flexible working hours, e.g.,  
different clock-in / clock-out time
Children’s tuition support
Dormitory support for employees’ 
children entering university in Seoul 
metropolitan region
Maternity protection,  
e.g. parental leave, shortened  
working hours during pregnancy
Financial support on  
fertility procedure 
Childcare center at workplace
Financial support on spouse /  
children’s operation and medical fees
Work at home
Paid family care leave
Establishment of Mutual Trust and a  
Happy Corporate Culture
Doosan Enerbility operates a variety of programs aimed at promoting 
mutual communication between employees and leaders. We have a 
corporate culture that encourages open communication through which 
we seek to establish a more horizontal organizational structure and we 
endeavor to offer our employees a most optimal working environment.
Program for Mutual Communication with Executives (DEP)
Through the Dynamics Enhancement Program (DEP), which is held in 
the form of online meetings, the vision and strategy of the organization 
is cascaded down from the executives to the employees. This allows the 
sharing of the organization’s future plans, which are aligned with changes 
in the internal and external business environment, as well as any key 
messages from the leadership. 
This program aims to promote mutual communication between the 
executives and team members by encouraging discussions on the 
challenges faced by the organization and providing the team members with 
opportunities to make suggestions to the executives on work methods. 
Program for Promoting Teamwork (Team-Up Program)
We offer the Team Up Program for the purpose of promoting flexible 
communication and mutual understanding within the organization. 
Through the Birkman assessment of individuals, members gain an 
understanding of each others’ strengths and characteristics, enabling 
collaboration to be achieved at a higher level as a whole. 
Raising the Happiness Index of Employees’ Families
We offer various maternity protection programs, such as maternity leave, 
parental leave and shortened work hours for family care purposes, all of 
which are provided to help employees achieve a good work-life balance. 
We also have an in-house childcare center at which childcare services 
are offered for our employees’ children.
On account of such family-friendly arrangements, we conducted a 
“Work-Life Balance Satisfaction Survey” in 2021, which resulted in us 
being certified once again as a family-friendly company by the Ministry 
of Employment and Labor. The satisfaction survey aims to assess 
whether the company is operating the family-friendly system in an ideal 
manner, and ultimately to create a social environment where workers 
can enjoy a good work-life balance. Among the survey findings, the 
score is generally high on the item of colleagues’ consideration in case 
one is having personal issues.
We will continue to improve upon our system in order to create a happy 
corporate culture for our employees.
* Refer to Appendix for details on employee benefits
Establishment of Sound Industrial Relations
Doosan Enerbility has maintained a dispute-free workplace for 
16 consecutive years (2016~2021) by upholding a stable labor-
management relationship. On 24 November 2021, we held the signing 
ceremony for the collective bargaining agreement after going through 
32 rounds of negotiations, and we are continuing to discuss ways to 
improve the working environment and employee welfare through 
various committees, such as the Labor-Management Council and Policy 
Improvement Committee. In 2022, starting off with the collective 
bargaining meeting on May 17th, we have currently finished conducting 
the 13th working-level negotiations, and are seeking to guarantee that 
the employees get the opportunity to freely participate in the decision-
making processes by promoting smooth industrial relations. Individual 
communication channels were also set up within the Business Groups/
Divisions  to reflect the employees’ suggestions and promote harmony 
between labor and management.
Doosan Compentency Model 
(DCM)
Management By  
Objectives(MBO)
Competency Evaluation and  
Performance Management 
DCM and MBO evaluation results are linked to the company’s compensation 
scheme, i.e., annual salary, bonus and promotions. As such, these act as 
drivers for individual growth and the strengthening of competencies
A defined set of 
competencies required to 
grow as a “Doosan Person”
Consists of the Doosan Core 
Competency Model(DCCM) 
and Doosan Leadership 
Competency Model(DLCM)
DCCM defines “virtuous 
behavioral traits to be 
pursued by  
all Doosan People”
DLCM defines “optimal 
leadership traits required in 
line with changing role” for 
leaders
Setting individual business 
goals mapped against 
company’s mid-to-
long term strategy and 
annual business plan, and 
measuring progress in 
attaining annual goals
Setting an objective 
and measurable key 
performance indicators and 
managing the performance 
transparently
Message Preparation  executives in charge
•Summary of Executive Message
•Implications/Requests for organizations
Submission of Questions  employees 
•Questions about internal/external business  
environment changes
•Proposals on improving work methods
Alignment of Organization’s Goals / 
Direction  responsible organization
➊ Orientation (BG HR)
➋ Executive Speech
➌ Preliminary Questionnaire/ Open Q&A Session
Summary of results
•Manager of relevant team
•Email distribution within organization
•Cross-organizational sharing
D-10
D-day
D+5
Prepare
Alignment
Sharing
Preparation for Mutual Communication
Online Meeting Using Prepared Questionnaire
Sharing of Mutually Agreed Upon Organization 
Operation Plan & Results 
Reemployment Program
Doosan Enerbility offers a reemployment program for regular full-time 
employees of the age 50 or older who face involuntary retirement. 
The program consists of online courses on change management after 
retirement, life planning and self-development, and the development 
of job-specific functional competencies and business skills. Upon 
completion of the training, individuals receive support on creating 
a roadmap outlining their individual career paths for the sake of 
ensuring successful life planning and career shifts. In 2021, a total of 33 
employees volunteered to participate in the program. We will continue 
to support the participants in designing their life and career paths by 
offering diagnoses and consultations on their talents, aptitude, and work 
experience from a life-long perspective. 
Team-up Program activity
2021 Doosan Enerbility Collective Bargaining Agreement Signing Ceremony

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Safety & Health Management
Doosan Enerbility regards safety and health as top priority in business 
management and as such, we are constantly striving to effectively manage 
the safety and health of our employees. As part of these efforts, we have 
defined the prevention of critical disasters, management of high-risk work 
processes and sites, and improvement of capabilities for managing partners’ 
safety as our key strategic initiatives for building a safe workplace. 
Safety & Health Implementation System
At Doosan Enerbility, the Head of the EHS / Management Division is 
assigned to oversee the General Safety & Health Management and 
leads the Industrial Safety & Health Committee, which deliberates over 
and decides on major issues related to occupational health and safety. 
Details of the important decisions and deliberations are ultimately 
reported to and approved by the Board of Directors. The Occupational 
Health and Safety Committee consists of an equal number of people 
from the employer and employee sides and plays the role of planning 
and inspecting the various activities related to employees’ health and 
safety. Doosan Enerbility has an ISO 45001-certified health and safety 
management system which dictates all health and safety protocols.  
Furthermore, in order to help prevent industrial disasters from occurring 
at partner companies, much effort is being invested into supporting the 
safety and health of partners’ employees, such as operating a Council for 
Partners’ Health & Safety. 
EHS Strategy
Doosan Enerbility aims to achieve zero serious accidents to create an 
eco-friendly workplace that is accident-free. Under the EHS policy,  
we focus on preventing “serious industrial accidents” by not only 
strengthening execution through the promotion of workers’ engagement,  
but also by upgrading the partners’ operations to eliminate unstable 
conditions and unsafe behaviors for the sake of effective action and 
systematic management. 
By applying a scientific safety & health management system, Doosan 
Enerbility is constantly striving to identify hazardous risk factors at 
business sites and prevent major disasters. We are also striving to 
improve our safety & health management competencies and raise overall 
safety awareness across the entire value chain at our headquarters, work 
sites and partner companies. 
Employees
Safety & Health Managing Organization
CSHO
Board of Directors
Industrial Safety & Health 
Committee
Corporate EHS Executive 
Executives of Nuclear, Power Services 
and Plant EPC BG EHS
BG EHS Team
On-site Supervisor
EHS Planning Team
Safety & Health Team 
Environment / Firefighting Team
•Setting quantitative safety & 
health KPIs (maintain leading 
and lagging indicators)
•Setting safety & health plan and 
reporting to BoD for approval
•Identifying all hazardous risks by 
applying the 4M* technique
•Identifying risk factors of PSM** facilities 
which have high risks of explosion / fire
•Identifying risk factors in workers’ 
actions via video assessments
•Managers of high-risk processes brought in
•Executive-level MSLT conducted
•Internal safety and health audits 
(investigations / assessments)
•Program for observing safety activities  
of workers
•Inspection of machines and tools with 
hazardous risk factors
•Preliminary examination for EHS investment
•Patrol during vulnerable hours
•Prioritizing and integrating 
quantitative goals and executing 
plans for all hazardous risk factors
•Setting detailed safety & emergency 
measures by applying 4M technique
•Setting standard safety procedures
•Holding EHS leadership and  
mind improvement training for  
executives / plant managers
•Conducting TBM* for workers
•Holding EHS training for new 
process workers
•Promoting compliance to  
Golden Safety Rules
Reporting of 
incident
Safety & Health Management System
Doosan Enerbility assesses all the hazardous EHS risk factors at 
production sites, prepares countermeasures and conducts a strict 
training program for all workers including partners, followed by a 
constant monitoring process. Moreover, we constantly endeavor to 
identify EHS issues, make improvements and to actively address the 
numerous environmental changes in our surroundings.
Our senior management and related managers have been showing their 
commitment to safety and working to identify any on-site difficulties by 
regularly conducting Management Safety Leadership Tours (MSLTs) at 
the sites of high-risk processes and operations.
Response to Safety Incidents & Emergencies
Safety Incident Handling Process
Whenever a safety incident occurs, Doosan Enerbility follows the rules 
and processes outlined in the company’s safety incident management 
protocol to swiftly deal with the matters. For the investigations, we 
utilize the incident simulation and RCA (Root Cause Analysis) techniques 
to identify the root causes. Not only do we take follow-up actions, but 
we also take preventive measures, such as ongoing safety management 
and training programs. 
Emergency Response System and Drills
In case of unexpected incidents or disasters, we have secured an 
emergency response manual and process and conduct emergency drills 
at productions sites and offices at least 60 times a year.
Overseas Subsidiaries’ Certification on Safety & Healthy 
Management System
* As of end of 2021
United Kingdom  
(Doosan Babcock)
ISO 45001
Vietnam  
(Doosan VINA)
ISO 45001
Czech Republic  
(Doosan Skoda Power)
ISO 45001
Germany  
(Doosan Lentjes)
ISO 45001
Safety Incident Handling Process
Forming an 
investigation 
team
Investigate 
incident
Hold meeting 
on recurrence 
prevention
Check on 
follow-up 
measures
1   Setting goals & plans
2   Assessing risks
5   Monitoring the EHS risks
3   Setting countermeasures
4   Conducting training programs
EHS 
Management
•EHS Review Sessions held
•Occupational Safety and Health 
Committee meetings held
•EHS Committee meeting held 
per Business Group
6   Reviewing & Improving  
upon issues
* TBM(Tool Box Meeting)
* 4M(Man, Machine, Media, Management)
** PSM(Process Safety Management)
EHS Policy
Emergency Response Training
Emergency Training

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Strengthening Site Safety Management Actions
Actions to Eliminate Unsafe Behaviors
To prevent unsafe behaviors of workers, we have adopted 13 Golden 
Safety Rules of which five are “Core Safety Rules” relating to critical high-
risk disasters.
Strengthening the Safety Management for  
High-Risk Processes
We have focused on expanding each of the following activities to 
effectively manage the safety of high-risk processes and lower the 
accident rates at the Changwon plant, while continuously performing  
EHS risk monitoring.
>> Safety Management for High-Risk Processes
1   Get managers of high-risk processes engaged
2   Conduct preliminary safety inspection on outsourced 
construction work and obtain early permit for high-risk 
operations
3   Adopt special EHS patrol system during vulnerable hours 
(weekends, evening time)
4   Prohibit mixed operations and clarify R&R to eliminate  
blind spots
5   Adopt entry restriction process on high-risk sites
6   MSLT to be conducted by executives
Establishment of Smart EHS
We have equipped various high-risk facilities, sites, equipment and 
environmental control facilities with new digital technologies for the 
purpose of implementing an integrated monitoring system that enables 
managers to  identify risk situations in real time and make timely 
responses.  In case of the integrated monitoring system adopted for gas 
leak detectors that help prevent fires and explosions, the system relies 
on wired or wireless connections which allow the detectors’ digitally 
processed signals to be transmitted to a server, making it possible for 
managers to perform real-time detections at any time from anywhere.  
We have completed implementing the system at 55.2% of all sites to date.
Establishing Doosan EHS Safeguarding Environment
By strengthening the mobile technology functions adopted at 
construction sites, this has led us to benefit from real-time risk alerts & 
halting of operations and enhanced business efficiency, thereby creating 
an environment where we can concentrate more on safety activities.
SIMS (Site Information Management System) Upgrade
We are working to digitalize our EHS system by implementing a Smart 
Safety Management System, which enables more efficient safety 
management for construction sites, allowing us to effectively focus on 
safety management activities aimed at accident prevention. 
2022 Development Timeline
1Q
Finalize sites 
and UI(mobile 
configuration)
2Q
Request & obtain 
approval on 
construction 
equipment entry, 
Sign up for safety 
training program
3Q
Work permit, 
inspection of 
construction 
equipment and 
safety training
4Q
Mobilization of 
workers/ heavy 
equipment, 
safety-related 
communication, 
emergency 
evacuation alerts
System Implementation Timeline for 2022
2Q
Re-organization of 
existing and  
new SIMS categories
3Q
Screen configuration 
and development
4Q
Development 
completion and  
user training
EHS System
Partner Company 
Employees
HQ and On-site 
EHS organizations
Relevant 
Organization
Management and 
Leadership
New EHS
(EHS Hierarchy)
EHS Data 
Integration
Dashboard
Dashboard
Establishment of General Control Center
We established a general control center to 
conduct ongoing monitoring of risk factors 
at domestic and overseas construction sites, 
while using CCTVs and the DSC (Doosan 
Safety Cam) to perform monitoring without 
any restrictions in time or location. As a part 
of this safety and health monitoring system, we installed 250 movable 
CCTVs at Korean and overseas sites to strengthen control over high-risk 
operations.
General Control Center
New SIMS
(Field Hierarchy)
DSC
Improving the efficiency and effectiveness of on-site safety management duties 
using various communication (image, photo, voice transfer, etc.) tools of Neck-cam
Monitoring and 
Situation Control
Smart Neck-cam
Centralized 
control
Smart 
Device
Storage of 
records
•Remote diagnosis
•Collaboration between 
site and head office
•Real-time monitoring
•Used during internal and 
external inspections
•Response to emergencies
* Must be used for health and safety management duties
Wireless 
communication (LTE)
Real-time image and 
two-way voice calls 
(live streaming), image 
recording, snapshot 
features
System for Restricting Access & Monitoring High-Risk Equipment  
at Forging Shop
Integrated Monitoring of Gas Leaks for Preventing Fires / Explosions 
Operator 
control
Central 
control room
Emergency warning / alert
Danger monitoring
Prevention of 17,000 ton 
press crane jamming accident
Collision prevention for  
crane rail worker
Monitoring to prevent collision 
between upper and lower cranes
TCM collision  
prevention system
Wireless 
communication 
(NB-IoT)
Wireless 
communication 
(NB-IoT)
Communication 
module
Integrated  
EHS monitoring
Gas leakage 
detector
Data collection 
server
Wired connection 
(4~20mA signal)
Intranet
비상정지 기능
Doosan EHS Safeguarding 
Application Screen
Golden Safety Rules
Core Safety Rules

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Actions Taken in Response to Serious Industrial 
Accidents Punishment Act
In response to the Serious Industrial Accidents Punishment Act enacted 
on 27 January 2022, we prepared the Guidelines on Serious Industrial 
Accidents Punishment Act and trained all the managers at the Changwon 
plant and domestic construction sites. Moreover, we implemented a 
dashboard to monitor the compliance to Serious Industrial Accidents 
Punishment Act to ensure that there is no violation.
Implementation of Real-Time Monitoring Dashboard
Guideline Book and On-Site Training
Yr 2022 Eight Key Initiatives for  
Preventing Serious Industrial Accidents
We selected eight key initiatives for the prevention of serious industrial 
accidents and implemented them at the Plant EPC Business Group’s 
domestic and global construction sites.
Employee Health Management
Operation of Shoulder Disorder Program
In an effort to prevent and manage employee illnesses, we inspect 
activities that could cause musculoskeletal disorders and have each 
department submit and deliver an annual improvement plan upon finding 
jobs that involve such activities. By running a musculoskeletal disorder 
prevention program, we endeavor to minimize musculoskeletal disorders 
among employees, and for departments where musculoskeletal disorders 
are frequent, an in-house physical therapist provides customized 
stretching lessons. If individuals show symptoms of musculoskeletal 
disorder, physical therapy and exercise physiology treatments are offered 
under the supervision of physicians at affiliated medical clinics.
Operation of In-house Clinic
Doosan Enerbility has been operating an in-house medical clinic, 
equipped with doctors, nurses, physical therapists and trainers, to offer 
one-stop medical treatment to its employees. We provide influenza 
vaccinations each year for our employees, their families and partner 
companies’ employees, with a total of approximately 5,400 vaccinations 
having been provided in 2021. Vaccinations for endemic diseases 
prevalent in each region / country (e.g., malaria, typhoid, yellow fever) 
are provided  as well to prevent diseases that may be contracted abroad. 
Furthermore, doctors at affiliated clinics check the health of workers 
and provide EHS training and over-the-counter medicine before their 
departure to foreign countries. Arrangements are also made for medical 
personnel to go on overseas visits regularly to workplaces with poor 
medical infrastructure to provide health consultations and treatment to 
the locals.
General Health Checkups
For employees who have been employed for 5 years or longer at the 
company or are aged 35 or higher, we support general health checkups 
for such employees and their spouses once a year, and for employees who 
have been employed for 20 years or longer or are aged 45 or higher, 
PET-CT scans or cardiovascular MRA scans are additionally offered. 
To manage work-related diseases, we provide special and general 
health checkups at least once a year, and for those with symptoms, 
we offer medicine prescriptions, sports therapy, training and follow-
up management. Furthermore, to effectively manage cardiovascular 
diseases, we provide annual cardiovascular disease risk examinations and 
offer specialist consultations and follow-up management to high-risk 
employees through our in-house clinic. 
Psychological Counseling Program
“Misodam,” an in-house counseling center, is operated to treat employees 
suffering from stress and grievances through counseling sessions with 
professional counselors. There were a total of 869 counseling cases 
(226 internal counseling and 643 external counseling) and a total of 
324 visitors in 2021. We also offer the same counseling services to the 
employees’ family members via an external counseling center.
Healthcare Programs Customized for Age Groups
Doosan Enerbility offers lifetime healthcare programs for its employees, 
customized to suit the needs of their age group starting from the time of 
their employment to retirement. We have a partnership with five large 
hospitals located in Seoul and Busan, as well as an arrangement with 14 
orthopedic and dental clinics near our construction sites. We also make 
sure our employees, their spouses and offspring get access to healthcare 
benefits by offering financial support in the form of medical subsidies 
that amount to a maximum of KRW 20 million per person in case of 
accidents or illnesses.
Safety Management Support for Partner Companies
Doosan Enerbility requires its partners to comply with the Industrial 
Safety and Health Act, appoint safety managers, conduct employee 
training and medical examinations and to conduct other various health & 
safety related activities starting from the stage of partner selection and 
contract signing. In order to reinforce safety management and prevent 
accidents in the gray zone areas of sites for partners, we provide support 
on obtaining certification for the safety management system (KOSHA 
MS) and financial support on examination costs. Moreover, we support 
50% of the labor costs for our partners’ safety managers to help them 
improve the safety of dangerous work sites and to enable them to hire 
more safety managers. 
Operation of Safety Training Programs
Doosan Enerbility conducts health & safety training programs for its 
employees and partner companies to roll out safety training at a wider 
level and to enhance the overall safety awareness.
Training Programs
EHS Mind-Set
Specialized 
Training for Risk 
Assessment
TBM Execution
Specialized 
Training for 
Forklift Drivers
Training for 
Partners’ Safety 
Managers
Training for 
Partners’ New 
Hires
Training program conducted for all employees to provide 
an understanding of the EHS role for each employee 
level and to strengthen the related competencies.
Competency training for site managers / supervisors on 
discovering risk factors and making improvements
Conducting TBM prior to each job to ensure learning and 
understanding of safety measures needed to address 
the risk factors involved in the job
Hands-on training (other than legally required training) 
for forklift drivers
Training for enhancing the skills of partners’  
safety managers
Health & safety training program (other than legally 
required training) offered to all the new employees
Safety gear/ protective gear 
provided to partners in a 
timely manner
Advance warning of 
collapse of protective walls 
& support structures
Real-time joint-inspections 
conducted with HQ
Regular inspections 
conducted on provisional 
facilities
Activities for improving 
health & safety with 
participation of workers
Strengthened control of 
high-risk operations 
Reinforcement of workers’ 
authority to stop work in 
risky situations
Prevention of jamming 
accidents involving 
construction equipment
Key Initiatives
Expected Results
Safety Help Room
System for 
Preventing Risks 
of Collapse
DSC Operation
Provisional 
Facilities’ QR Code 
Inspections
Listening to 
Workers’ Opinions 
on Health & 
Safety
Operation of 
Movable CCTVs
Authorizing 
Workers with 
Rights to Suspend 
Work
Installation of 
Human-Detection 
Cameras on 
Construction 
Equipment

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Offering Financial Support
•Direct Support Fund without interest for 
partner companies
•Operation of Shared Growth Fund 
(Combined Support) 
•Network Loans for Partner Companies 
(Based on Purchase Order/Performance 
Results)
•Offer safety management expenses 
•win-win payment system
Reinforcing Partners’ Competitiveness
•Operation of a support program to 
improve competitiveness 
•Project on improving EHS Safety & 
Health through mutual cooperation 
•Consortium of National Human 
Resources Project 
•Partners Training on Quality Guidance & 
Improvement
•Benefit-sharing system and  
technology repository system
Shared Growth
Doosan Enerbility is pursuing supportive activities aimed at building a 
strong trust-based partnership with suppliers to ultimately achieve shared 
growth. By preparing a supply chain for new businesses and operating an 
advanced supplier development program to help strengthen suppliers' 
capabilities, we endeavor to build a mutual growth system in which we can 
grow together with our partners. 
Promotion Strategy for Shared Growth
Establishing a Virtuous Cycle-based Partnership
Doosan Enerbility has established a virtuous cycle-based partnership 
system, whereby all our partner companies can benefit from Doosan 
Enerbility’s technology and business systems to improve their management 
capabilities. Through this system, Doosan Enerbility aims to raise the 
competitiveness of our supply chain network and contribute to the local 
and national economies by achieving shared growth with our partners.
Shared Growth Call Center
Doosan Enerbility’s shared growth call center receives consultation cases 
and reports filed on unfair subcontracting, acts of unfair trade, violation 
of fair trade self-compliance rules, etc. The call center strictly guarantees 
confidentiality of the internal / external reports and strives to manage 
the cases in a prompt and fair manner.
Shared Growth Activities
Shared Growth Support Program
Doosan Enerbility actively operates shared growth programs in the 
following four areas in order to achieve mutual growth with partners 
- Improving competitiveness, supporting overseas expansion, financial 
support, and stronger communication. In particular, regular / irregular 
communication activities with its partners led to the company’s more 
active reception / resolution of the partners’ difficulties and suggestions. 
For instance, after the enforcement of the Severe Accidents Punishment 
Act, it designated a safety manager to secure safety of partners’ 
employees and supports relevant management expenses.
Evaluation of Shared Growth Indicators
Doosan Enerbility pursues various shared growth activities together with 
partner companies and manages the performance using the Fair Trade 
Commission’s Fair Trade Agreement Evaluation Metrics and the Shared 
Growth Committee’s Shared Growth Performance Indicators.
Set up dedicated 
organization
Central manager and BG managers set up, along 
with a dedicated department, for managing the fair 
trade compliance
Conduct 
training 
program on 
shared growth
Hold training program for  the relevant employees 
to instill proper mindset on achieving shared growth 
with partners in regard to fair trade.
Inspect cases 
of violation and 
take measures
Regularly inspect all subcontractor agreements in 
order to identify violations of subcontractor laws 
and implement self-corrective measures. To prevent 
recurrence, discipline and educate employees who 
have violated fair trade practices/ principles
Preparing for New Businesses with Partner Companies
In line with our plans for transitioning our business portfolio, we are 
engaging in various technology exchanges with our partners for the new 
businesses, and jointly carrying out the preparations and implementation 
process for new businesses as part of our efforts to achieve shared 
growth and foster growth of our partners.  
Progress of New Business Establishment
Standard Gas-fired
•Established supply 
chain for each item of 
Gimpo CHP PJT
Wind Power
•Established 
supply 
chain for 
8MW model 
development
SMR, CASK, WtE
•Currently in process of establishing 
supply chain for new business
•Continuously being updated in 
line with market and supply chain 
situation, etc.
2019
Good
2021
In progress
2020
Good
Shared Growth 
Indicators 
Evaluation 
Results
2018
Good
2017
Excellent
Supporting Overseas Expansion
•Jointly venturing into Overseas 
Construction Sites 
•Support process of obtaining PQ 
(Prequalification) approval from  
overseas clients 
•Support participation in overseas 
exhibitions
Strengthening Communication
•Establishment & Regular Convening of 
Doosan Enerbility Cooperation Council 
•Increase in visits by CEO and executives 
to Partner Companies 
•Operation of Shared Growth Call Center 
•Lunar New Year / Chuseok (Korean 
Thanksgiving) gifts to partners’ 
employees
Shared 
Growth
Steering Committee
Convened 2 times
Visit partner companies
(listening to their hardships 
& suggestions)
150 companies
Lunar New Year/Chuseok 
Gifts to Partners’ Employees 1,960 employees
>>  Strengthening Communication
>>  Supporting Partners’ Expansion into Overseas Markets
Support on getting approval 
from overseas clients
176 cases
Jointly venturing into 
overseas sites
6 companies, 6 cases
>>  Financial Support to Partner Companies
Shared Growth 
Fund
KRW 10.6 bn loan support 
Mutual Partner 
loan
KRW 83 bn to primary partners
Nomubi.com
KRW 249.6 
bn to non-primary partners
Direct Financing
KRW 100 m to one company
Accomplishments in Supporting Partners
>>  Accomplishments in improving fundamental competitiveness of 
partner companies
Technology Repository 
System
Supported fee for 20 cases
Benefit-Sharing 
System
Discovered 24 new projects, 
11 projects approved
National Human Resources Consortium
509 ppl, 66 companies
Partners Training on Quality Guidance 
& Improvement
487 ppl, 156 companies
Co-prosperity plan for partners to invigorate the  
nuclear power industry
Doosan Enerbility joined the government’s trend in reinforcing the 
competitiveness of the nuclear power industry and announced the  
5 Co-prosperity Plan for Nuclear Partners of job creation, financial 
support, support for sharpening technological prowess, support for 
discovering new growth engines and support for overseas advancement, 
vigorously pushing forward with the plan.
Shared Growth Management System
Fair Trade Self-Compliance Program
To ensure self-compliance to fair trade laws and regulations, Doosan 
Enerbility has implemented a fair trade self-compliance program which is 
our internal compliance system for self-establishing and operating training 
programs and inspections to further enhance transparency and fairness.
Preparation of Self-Compliance Manual
Doosan Enerbility has prepared and is distributing to the employees a 
manual providing an easy and clear explanation of the anti-corruption / 
unfair trade laws and guidelines related to fair trade self-compliance.
Virtuous
Cycle-Based
Partnership
System
Doosan 
Enerbility
Partner
Companies
Transfer of Technical Capabilities  
& Business System
Competitiveness Reinforcement 
of Supply Chain
Partners

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Supply Chain Management
Doosan Enerbility endeavors to uphold “Inwha” for continuous growth, a 
customer-oriented philosophy, transparent management practices and 
innovativeness for heightened competitiveness, while also delivering on its 
corporate social responsibilities. We periodically conduct overall competency 
assessments on our partners, with ESG included as a key evaluation metric, 
as part of our efforts to establish an effective supply chain ESG management 
system. This is used to regularly assess and manage the economic, 
environmental and social risks that may exist  in the supply chain.
Supply Chain ESG Guidelines
Doosan Enerbility announced the release of its “Doosan Enerbility 
Supplier ESG Guidelines” which are based on the Ten Principles of the 
UN Global Compact for human rights, labor, environment and anti-
corruption. All vendors are required to comply with these guidelines. The 
guidelines also outline the prohibition of using minerals of conflict. The 
Supplier ESG Guidelines are available on our company website. 
* https://www.doosanenerbility.com/kr/management/growth_esg
Establishment of Supply Chain  
ESG Management System
Doosan Enerbility is seeking to establish a structured evaluation system 
to ensure effective ESG management for the supply chain. We are 
endeavoring to refine our supply chain evaluation system, as well as 
other related systems, and seek to also change the perspective of 
employees and vendors. Through a virtuous cycle of measurement, 
assessment and improvement of the supply chain evaluation system, we 
intend to embed ESG management across the entire supply chain.  
Partners
Size of Major Partners
Implementation
Growth
Stabilization
2022
Evaluation / Embedding / Systemization
Online Assessment / Due Diligence,  
Review current ESG status of Supply Chain
Training of Internal / External Stakeholders
Refine the system, incl. policies, procedures, 
external assessments, etc.
2023~2024
Expansion & Adoption of ESG Activities
Set target rate for strong / weak groups
Expand / Adopt target group for evaluations
Support activities for establishment of  
supply chain ESG
2025~
Establishment of Supply Chain with  
Outstanding ESG Capabilities
Adopt self-initiated supply chain ESG system
Devise and operate optimized  
ESG evaluation standards
Suppliers
Vendors with founding history of at least 1 year,  
that passed internal criteria  
(quality, finances, technology, capacity, etc.)
* 2,948 partners in domestic market, 348 partners overseas
Primary Suppliers
Primary vendor that records supply of more than 
KRW100mn worth of strategic or collaboration items
KeyPrimary 
Suppliers
Partners among primary vendors with outstanding 
capabilities in terms of quality, price, delivery date, and 
ESG in continuously supplying core strategic items
857 companies 
124 companies
(as of end of 2021)
Labor
Human 
Rights
Environment
Anti-
Corruption
Minerals of 
Conflict
Supply Chain
ESG 
Risk  
Assessment
Categorize suppliers 
by transaction type 
and detailed business 
functions, and 
conduct reasonable 
assessments using a 
pool of standardized 
evaluation metrics.
Systemization & 
Implementation
Conduct training 
for internal/external 
stakeholders to 
improve their 
mindsets, and 
internally organize 
various policy and 
procedure manuals.
Improvement & 
Management
Plan management 
method that 
is aligned with 
supplier’s price/
delivery date/quality 
evaluations and ESG 
risk assessments, 
and manage in a 
way that encourages 
suppliers to take 
initiative  in pursuing 
improvement 
projects.
Adoption of Supply Chain Evaluation System
Doosan Enerbility has established its own supply chain ESG evaluation 
system by benchmarking best practices and receiving consultation from 
external specialists. We are developing the evaluation system to become 
more sophisticated by incorporating categories like labor & human rights, 
health & safety, environment and fair competition, which are reflective 
of the Global Supply Chain ESG Evaluation Standards and government 
policies.
Supplier ESG Evaluation System
Establishment of Supply Chain ESG KPIs
Doosan Enerbility aims to expand and upgrade its supplier ESG 
management in line with the newly updated Supply Chain ESG 
Management System and as such, has devised a set of KPIs that are to 
be applied to the supply chain ESG management starting in 2022. 
Renewed KPI Categories
Rate of Evaluated 
Suppliers,
Evaluation Grades
Supplier’s 
Execution Rate of 
ESG Improvement 
Tasks
Training Rate & 
Satisfaction Level
•Rate of suppliers assessed in the annual evaluation, 
Rate of outstanding/weak supplier grades
•Improvement tasks to be defined by vendor
•Monitoring and support for goal achievement
•ESG training programs and surveys for  
internal/external stakeholders
3,296 companies

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Quality Management· 
Customer Satisfaction
As a leader of the energy sector, Doosan Enerbility’s primary goal is to provide 
customer satisfaction and create value for them by ensuring they are provided 
with products and services of the highest quality. We have acquired world-class 
engineering competencies and manufacturing capabilities by constantly pursuing 
innovation in our quality and supply chain management processes. Doosan Enerbility 
has achieved maximum customer satisfaction by adopting a quality assurance 
system, which ensures that the highest of quality is maintained throughout all stages 
of the business, from material warehousing to product shipping.
Quality Management Policy
Doosan Enerbility promotes quality management activities to secure  
world-class competency in the areas of power plant design, 
manufacturing, installation, and commissioning. Furthermore, we maintain 
a well-structured and systematic quality assurance system that meets 
global standards. This ensures that Doosan Enerbility can provide quality 
products and services without defects–the quality that customers desire 
and deserve. All the organizations and employees of the company strictly 
adhere to the provisions of the company’s Quality Management Policy.
Acquisition of Quality Certification
Doosan Enerbility has acquired international certificatation for optimizing 
quality management and operating a quality assurance system and 
environmental & safety management system corresponding to global 
standards. We acquired a total of 55 certifications from international 
agencies in the areas of nuclear, thermal, wind power and seawater 
desalination in an effort to prove our technical prowess and win 
customers’ trust. We were the first in Korea to obtain the 2022 ISO 
19443 certification and are now equipped to export nuclear facilities to 
Europe. 
ISO 19443 Certificate
Customers
Quality Improvement Program
Improving the Non-Destructive Examination System
We have improved our non-destruction examination (NDE) system, 
which prevents tampering of NDE reports drawn up for  products 
being prepared for external clients, by setting it up in a standard Web 
environment based on information & communication technology, 
enabling us to use features like personal authentication and electronic 
approval on mobile devices.
Quality Management Training for Nuclear Power Personnel
To secure customers’ trust regarding the quality of our nuclear 
products, we conducted training programs for the nuclear power 
personnel, covering contents such as opinions voiced by the customers, 
case examples of nuclear quality issues and measures fo preventing 
recurrences, all for the purpose of improving the nuclear personnel’s 
overall mindset. 
Activities for Achieving Quality Innovation
Implementation of RT Auto-Evaluation System
We developed an AI-based automatic evaluation solution for conducting 
RT (Radiographic Testing) on the welded parts of boiler tubes, adopting 
the same exact method of reading practiced by skilled readers. By 
implementing the solution in our production process (D-Vision), we were 
able to establish the RT auto-evaluation system successfully and further 
enhance our corporate credibility.
Development of Welding Variables Monitoring System
We also maintain high quality by monitoring the voltage, electric currents 
and preheat temperature, which are major variables of welding jobs, 
remotely and in real-time, through our internally-developed welding 
variables monitoring system.
International Quality Standards Certifications DHIC Acquired
Relevant areas
Types of certifications
Number of
certifications
ASME  
(in nuclear / non-nuclear sectors)
N/NPT, U, S, etc.
17
KEPIC (in nuclear sector)
MN, SN, EN, etc.
8
ISO
9001, 1400, etc.
4
Other
PED H, Shipping Register, etc.
23
Doosan Quality Management System (DQMS) 
Doosan Enerbility has implemented the DQMS (Doosan Quality 
Management System), which digitally manages the quality-related 
information and documents. We digitalized the quality-related data for 
all stages, from the inspection planning to assessment results. The DQMS 
has helped to gain visibility on the progress of quality management and 
reinforce the execution power.  
User Management
Quality Problems
Status Monitoring
Quality Planning
Inspection Execution
Reports
Equipment and Materials
Preventive Quality
Qualifications and Education
Internal user management
QFR / NCR
Quality failure 
expenses
Quality control 
status
Customer QIP
Item / PR QC approval
Packing Photo
Basic NDE information
Defects in precedent 
numbers
Classification qualification 
management
Company account management
Supplier NCR
Welding repair rate 
of casting products
Disposal rate of 
forging products
Company standard QP / MPP
Inspection instruction TRV
Execution of inspection  
and entry of results
NDE inspection report
Outcome of mold tool steel
Cumulative heat treatment record
NDE material management
Prevention of 
PJT recurrence
Education plans
Prototype 
management
Execution of education
External user management
CAR / ADR / IR
Inspection status
Project MPP
Receipt of inspection and 
assignment of inspectors
Material certificate
NDE equipment management
Preventive quality 
activity pool
Quality personnel 
qualification management
Email sending management
Supplier SDR
Defect rate of 
supplier
Company performance 
management
Inspection instruction
Acceptance inspection 
request
Authenticity confirmation
Inspection request status
RT Film Location
Preventive quality 
activity status
Quality Assurance
QVD
Common Features
Quality Assurance Portal
QVD Template
System 
management
Gathering of 
QVD records
Community
Vendor Quality Requirement
List of materials
Pop-up 
management
Review of 
company QVD
Approval 
management
Quality Level Symbol
Storage and 
distribution of QVD
Permission 
management
Vendor Evaluation
Inquiry of report
Menu 
management
Application
Development of Mobile Welding Application
We developed and operate a mobile welding application to provide 
easy access to information, such as welder qualifications & certification, 
welding materials shipping status, welding variables monitoring data, to 
raise the quality of our welding works.
Customer Satisfaction Survey 
Doosan Enerbility conducts customer satisfaction surveys annually, 
either by online channels or in-person interviews, to secure better 
quality and competitiveness in the market. The survey is conducted on 
not only domestic customers, but also our overseas customers, with the 
aim being to provide better products and services through the objective 
analysis of our performance and by listening to the opinions voiced by 
our customers.
Category
2018
2019
2020
2021
Domestic survey results
82.1
83.3
87.1
81.0
Overseas survey results
-
94.1
-
-
* 2020 & 2021 surveys not conducted due to COVID-19
(Unit: Score)

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Social Contribution Strategy
To achieve the goal of promoting the development of local communities 
and increasing the corporate value, Doosan Enerbility adheres to the 
following three principles - Business Orientation, Community Focus, and 
Employee Engagement. Specifically, we implement three key streams 
of activity: fostering talented personnel, supporting vulnerable social 
groups, and working closely with local communities on activities to meet 
their needs. 
In line with the needs of the rapidly-changing business environment, 
the society is increasingly demanding more from the companies in 
fulfilling their corporate social responsibilities in various areas based on 
the ESG requirements. We are adapting to these changes by preparing 
new initiatives for social contribution that will help us establish our own 
unique identity as a leading social contributor.
Through our social contribution activities, which reflect our unique 
business characteristics, we aim to raise our corporate value, find ways 
to help develop the local communities by addressing the environmental 
and social issues, and to grow continuously by forming a greater coalition 
with the local communities.
Local Communities
While we had to temporarily conduct online courses due to the 
COVID-19 last year, we plan to switch back to classroom training 
programs starting in the second half of this year. In addition, Doosan 
Enerbility donated R&D equipment to Jeju National University, in support 
of the initiative to cultivate engineering experts. From 2019 to July 2022, 
the company made three-rounds of donations to the university offering 
77 types of equipment including the cooling system for superconducting 
coil while lending 40 types of equipment to the Korea Electrotechnology 
Research Institute, while also encouraging the two to use them 
alternately. Through this, the company aims to promote more active 
R&D activities in the field of superconducting coil, as well as trainings of 
experts in this field.
Education & Talent Development for Children and Youths  |  Since 
2011, we have been providing children at the childcare centers with 
which we have an affiliation, with study books every semester to help 
with their studies. The number of books distributed to the 81 childcare 
centers we have affiliations with totals 100,000 to date. To help youths 
who have athletic talent, but who face financial difficulties, we are 
participating in the “Youth Dream Up” project through which we are 
providing support to three students in the fields of archery, shooting and 
baseball. 
Social Contribution Management System
Doosan Enerbility operates a Social Contribution Committee which 
oversees the effectiveness of social contribution programs and activities, 
as well as the transparency of donations. The Social Contribution 
Committee, which consists of the managing executives from the relevant 
departments including the ESG Committee Chairman, reviews and 
discusses the public good and adequacy of support funds provided to 
the local communities. The Social Contribution Committee determines 
whether the purpose and contents of the support funds correspond 
with the direction pursued by the Company for social contribution, in 
addition to verifying the transparency and adequacy of support funds 
and beneficiaries. Furthermore, we also operate the Doosan Enerbility 
Social Volunteer Group, which is composed of our employees, as well 
as a special volunteer group formed of experts who wish to share their 
talents with the local communities. We ensure that the volunteer work 
is provided where needed in society and promote a culture where 
employees are encouraged to participate in volunteer work.
Major Social Contribution Activities
Talent Cultivation Programs
A particular area of focus for Doosan Enerbility is to foster future talents 
in accordance with Doosan Group’s management philosophy of fostering 
talented personnel. Reflecting the characteristics of our engineering 
business, we support the cultivation and hiring of engineering talents 
and offer basic education and talent development programs to children 
and youths in the local community. 
Cultivating Technical Resources  |  Through industry-academia 
cooperation with three Meister schools/special vocational high schools, 
we have been operating the “Doosan Class,” through which we offer 
a customized program for developing company-specific technical 
skills. However, as the program was temporarily suspended due to 
the COVID-19, we plan to resume the program after redefining the 
curriculum. 
The company’s Business Group for Vocational Training Consortium 
also provides technical training to those in the job market and offer the 
graduates job opportunities with our partners to help small- to mid-
sized companies find workers. 
Social Contribution Committee Organization Chart
Head of Committee
(Head of ESG Committee)
CFO
Legal Manager
ESG Manager
>>  Major Accomplishments of 2021
Program for cultivating  
technical resources
Donated R&D equipment 
Reference books support to 81 childcare centers
The Three Major Principles
Areas of Activity
Business Orientation
Community Focus
Employee Engagement
Stay close to the community
Support the underprivileged
Cultivate talents
Support the marginalized Support the 
marginalized to prevent and  
resolve social issues
•Promote employee engagement and a culture 
of sharing
•Support the building of a social safety net
Cultivate engineers by providing learning & 
development opportunities to the  
local communities
•Reflect characteristics unique to the engineering 
business and secure technical resources
•Contribute to cultivating future talents from 
the communities
Continue to pursue growth and  
development through collaboration and  
participation in the local communities
•Expand network for cooperation with the 
communities
•Promote stakeholder participation
Social Contribution
Doosan Enerbility strives to establish a reputation as a well-respected 
social contributor in the local community and to instill pride in our “Doosan 
People.” Furthermore, through social contribution activities that are 
aligned with the UN SDGs, we are endeavoring to contribute to the local 
community by implementing programs designed to meet the needs of our 
society.

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Walkathon Fundraiser Campaign  |  Doosan Enerbility conducted a 
contact-free social contribution campaign amid the COVID-19 outbreak. 
Our employees at the Bundang Doosan Tower held a walkathon 
fundraiser campaign together with the police department of Bundang 
city and raised a total of KRW 10 million, which was delivered to the 
Gyeonggi Regional Headquarters of ChildFund. Our employees in 
Changwon also took a turn in participating in season 2 of the walkathon 
fundraiser campaign in connection with the “Youth Dream Up” project 
and sponsored three young underprivileged athletes.
Category
Season1
Season2
Region
Bundang
Changwon
Goal
20mn steps
60mn steps
No. of Participants
218
415
No. of  
Donated Steps
56,181,619
74,728,778
Achievement rate
281%
124%
Sponsorships
2 underprivileged children 
with walking disability
3 underprivileged 
young athletes
Program for Staying Close to the Community
We have constructed a good cooperative network with diverse 
stakeholders of the community to support development of the local 
community and participate in various value-raising social contribution 
activities.
Recovering from Damages for COVID-19  |  We conducted various 
activities to help the small businesses, traditional markets, and farming 
villages suffering from the repercussions of the COVID-19. They 
include donating Local Love Gift Certificates to the marginalized and 
local childcare centers in association with local organizations, such as 
Changwon City and Changwon Chamber of Commerce and Industry, so 
that the certificates could be used at traditional markets to help recovery 
of the local economy. Also, for farms suffering from lack of workers 
during the harvesting season owing  to the COVID-19, we lent a helping 
hand in harvesting onions at seven farms in the Changnyeong region 
together with the local agricultural cooperative of Gyeongsangnam-do.
Protection of Marine Environment  |  In order to protect the 
environment of the local community, we are carrying out environmental 
cleanup activities along the coastal area of ​Gwisan-dong, near the 
company, together with Changwon City and the governing district 
office every year. In 2021, despite the spread of the COVID-19, about 
30 people participated and collected about 1 ton of marine waste while 
circulating around the entire coastline. Furthermore, in accordance 
with the terms of the agreement made on saving the Masan Bay in 
Changwon, we are working together with 16 civic groups and companies 
in the jurisdiction to continuously protect the local environment, such as 
by participating in sea purification activities and cooperating on marine 
pollution control activities.
Coastal Area Cleanup Activities
Program to Support the Underprivileged
Doosan Enerbility is providing support to a diverse group of 
underprivileged people who are in blind spots of the welfare system. 
We promote the culture of sharing in our company by providing 
our employees with opportunities to utilize their talents and skills in 
participating in activities that prevent social issues.
Supporting the Underprivileged in Our Community  |  To support 
the stable operation of the childcare facilities we have an alliance with 
a number of childcare centers and also sponsor the children at such 
facilities to help them grow and gain economic independence. A total 
of 3,200 of our employees have come together to raise funds for 
monthly sponsorship and we also arranged gift packages of snacks to be 
delivered on Children’s Day to 2,000 children as signs of encouragement 
to help them overcome difficulties during the COVID-19 pandemic.
Talent Sharing Programs  |  Doosan Enerbility operates volunteer 
service groups in which employees utilize their professional skills and 
talents to contribute to the local community. There are social volunteer 
groups for technical skills development, promotion of safety, career 
education, and  the monitoring of harmful environment for youths. The 
group for monitoring harmful environment for youths was organized 
with the goal to create a safe and healthy environment for the 
underprivileged youths. Despite restrictive activities during the COVID-19 
outbreak last year, 32 volunteers participated in delivering supportive 
goods and school uniforms as part of the efforts to protect the youths.
Sponsoring underprivileged children with walking disability
>>  Major Performances of 2021
Walkathon fundraiser and 
talent sharing by employees
665 employees
Support 2,000 children and 
teenagers from marginalized 
families in the community
Approx. 
2,000 students 
Invigorating the Traditional Markets
Lending a Helping Hand to Farms
>>  Major Performances of 2021
with stakeholders
COVID-19 
recovery program
small businesses and 
farm villages
Support 27
DOO! Charity 
Walk Campaign 
Poster

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Appendix
80
81
Governance
82
Ethical Management
85
Information Security
87
Risk Management
90
Establishment of Sound 
Governance Structure
  Governance

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Ethical Management
Doosan Enerbility has been cultivating an ethical corporate culture by 
putting into practice core values, such as honesty, transparency, and 
fairness, throughout its operations. While working towards the goal of ethical 
management, we have sought to establish a strong company-wide system, 
one that is based on a strict set of principles and strategies, to prevent risks 
more effectively. We have endeavored to prevent unethical behavior and 
corruption among our employees and suppliers by adopting a systematic 
approach to ethical management.
Ethical Management Policy
Code of Conduct
Doosan Enerbility has established and implemented a Code of Conduct and is seeking to raise the company’s competitiveness through Inhwa, a 
customer-centric management philosophy, transparent management and innovation. We apply the Code of Conduct to all our workplaces at home and 
abroad in an effort to realize the goal of ethical management.
Doosan’s Code of Conduct
Ethical Management System
Doosan Enerbility has been appointing a compliance officer since 2012 
to monitor business ethics and anti-corruption issues and to reinforce 
ethical management. Compliance checks are led by the compliance 
officer and the assessment details are reported and disclosed at 
the regular Board of Directors meetings, all of which serves as the 
foundation for ethical management.
The technical competitiveness of Doosan Enerbility has increased 
considerably over the years and so has the significance of research 
security and control over technology leaks. The R&D Security & Integrity 
Review Committee has been established to reinforce research security 
and to review and decide upon enactment/amendment of regulations, 
major policies and other matters related to the overall inspection and 
management of R&D integrity. 
For other illegal practices, we run the Cyber Reporting Center (i.e., 
Whistleblowing Center) to be used for filing reports on any violation of the 
law or company policies, such as the Doosan Credo or Code of Conduct. 
We guarantee anonymity and protection of the informants, making sure 
that the informant’s identity, the fact of whether or not a report was filed, 
and the contents of the report are all kept confidential. Upon request 
from the informant, we take appropriate personnel measures to protect 
the  informants against or prevent them from any disadvantage. 
Organizational Chart of Security & Ethics Review Committee
Team 2 (Strategy / Change
Management / Operation)
Team 1
(Policy / Compliance)
Chair
Chief Technology Officer
Technology Performance /
Evaluation Team Leader
Security Audit Team 
Leader
SA Team
Legal 
Office
Nuclear  
BG
Plant
EPC BG
Power
Service BG
Corporate
R&D Center
Appointment 
of Compliance 
Officer
Compliance 
Checks
Reporting to
BoD
>> Anti-Corruption and Anti-Bribery Policy
1   “Doosan People” do not receive, demand, promise or express the intention to offer direct or indirect bribes, entertainment, or any other form 
of unfair profit from or to any individual of a vendor in relationship with or having intention to have relationship with Doosan Enerbility, or any 
public worker related to the business of Doosan Enerbility.
2   “Doosan People” comply with anti-corruption and anti-bribery laws and international standards. 
3   “Doosan People” use the company’s funds for legitimate business purposes only and are prohibited from using it for one’s personal interests or 
third-party profit. 
•Status review of stakeholders, 
such as the executives and 
team leads
•Check on compliance of 
privacy protection laws and 
related internal policies
•Check on compliance in 
both the new and existing 
businesses, i.e., business 
confidentiality, unfair 
competition, fair trade, illegal 
solicitations, etc.
•Training on Code of Conduct 
and prohibition of illegal 
solicitation and bribery, etc.
•Check / Advise on domestic & 
international laws concerning 
environment, human rights, 
governance, etc. 
•Training offered to R&D 
project managers to raise 
R&D security and integrity 
awareness
Category
Frequency
Key Activities
Status Check of 
Stakeholders
Compliance 
Check of Privacy 
Regulations
Compliance 
Check of Overall 
Business 
Operations
Compliance 
Programs for 
Employees
ESG Committee 
Activities
R&D Security 
and Integrity 
Activities
Annually
Regularly
Regularly
Annually 
or 
Regularly
Regularly
Regularly
Integrity &
Transparency
Fair 
Competition
Customer
Focus, Innovation 
& Growth
Community
Development, Safety
& Environment
Inhwa
* “Bribes” refer to inducements offered in the form of money, goods and other assets, as well as other tangible and intangible benefits. Regardless of its form, anything that essentially carries 
the nature of bribery and anything in violation of laws and ordinances related to political funds are considered a bribe. 
* Doosan Enerbility has a Social Contribution Committee set up to operate as a body for deliberating over and deciding on all matters related to donations, including the decision of making 
donations, the beneficiaries and donation amounts. 
>> Operational Policy
•The Doosan Whistle Blowing Center is open to all Doosan employees 
and to the public, and enables anyone to report possible violations of 
applicable laws and internal policies, including the Doosan Credo and the 
Doosan Code of Conduct.
•Whistleblowing reports may be submitted anonymously or non-
anonymously. However, the Company may not investigate anonymous 
reports which are not supported by concrete evidence.
•The identity of the whistleblower and the contents of the report will 
be kept confidential. The Company prohibits any retaliation against 
employees for submitting reports in good faith.
•The Doosan Operational Rules of the Whistleblowing System apply to 
the whistleblowing reports submitted by employees of Doosan. These 
Rules are available on the Company’s intranet or can be obtained from the 
Company’s designated whistleblowing department.
•In addition to this online whistleblowing system, the Company accepts 
whistleblowing reports via various channels, including mail, telephone, fax, 
e-mail and meetings with the designated whistleblowing department.
Cyber Reporting Center (https://ethicshelpline.doosan.com/)

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Strengthening Ethical Management
Expanding the Scope of Domestic / Overseas Site Management
Doosan Enerbility strives to raise the level of ethical management at 
not only the domestic sites, but at the overseas subsidiaries as well. All 
employees are required to adhere to the “Code of Conduct Compliance 
Agreement” and are provided with a business ethics checklist, as well as 
a presentation explaining the basics of the checklist, as part of the efforts 
to strengthen the compliance with anti-graft laws. When signing contracts 
with overseas agencies, we strictly enforce activities calling for ethical 
management by including compliance clauses stipulating the prohibition 
of illegal / unlawful action.
Strengthening Ethical Management of Partners
We are strengthening ethical management over our partners by introducing 
our company’s Code of Conduct to them and providing guidance on how 
to file reports on violations to enable prior assessment of potential issues 
and to facilitate the reporting  of risks. We also send out letters emphasizing 
adherence to the Code of Conduct during the traditional holiday seasons 
and monitor compliance by adding compliance clauses to all our partner 
agreements, as well as check on the anti-corruption status of new partners.
Compliance Officer’s Letters for Improving Employee 
Awareness
Doosan Enerbility sends out Compliance Officer’s Letters to employees, 
touching upon topics such as important laws, systems and guidelines 
that can be applied to everyday operations, in order to ensure employee 
engagement and cooperation on establishing an ethical business culture. 
In 2022, the compliance officer sent out letters introducing amendments 
made to relevant laws, such as the revised Improper Solicitation and 
Graft Act and the Monopoly Regulation and Fair Trade Act, along with 
some case examples of violations that resulted in penalties. Such efforts 
are being made to help cultivate a corporate culture that practices anti-
corruption by raising employee awareness regarding such matters.
Ethical Management Training Programs for Employees
Doosan Enerbility holds Code of Conduct training programs for the 
employees at its Korean headquarters and overseas subsidiaries every 
year. The participants, who are from various job groups and employee 
levels, are required to submit Code of Conduct Compliance Agreements 
and are encouraged to uphold ethical business practices.
Compliance Officer’s Letter
Information Security
Doosan Enerbility has strengthened its information protection system by 
acquiring the ISO 27001 certification (international standard for information 
security) as part of our company-wide efforts to expand our global business 
and gain greater credibility for our information security. Our information 
security managing organization and customized security policies ensure the 
protection of important trade secrets and compliance with relevant laws 
and regulations. 
We are also actively investing in the expansion of security controls 
overseas by securing a system to monitor and address global 
security threats in order to preemptively manage such security risks. 
Furthermore, through regularly conducted security training and 
simulation programs aimed at identifying and preventing email hackings 
which are posing a serious threat, we are making special efforts to raise 
the employees’ security awareness.
Information Security Management System
Doosan Enerbility conducts internal audits 
on the information system to protect 
company assets and to guarantee data  
integrity and the efficient usage of data  
resources, which are delivered on our  
advanced ISO 27001-certified information  
security management system.
Information Security Policy
Doosan Enerbility enforces information protection measures and policies 
that all employees are required to comply with in order to address the 
rising importance of information security and to protect customer value. 
In the case of our overseas subsidiaries, the basic policy is to apply 
the same set of standards, but we allow leeway so that a separate set 
of security policies aligned to the local laws and environment can be 
adopted in order to meet each company’s business needs and the local 
security laws. 
DHIC’s Information Security Management System
Security Policy
Information Asset 
Security Management 
Guidelines
Security Audit 
Guidelines
HR Security
 Guidelines
Information System 
Security Guidelines
Security Incident 
Response Guidelines
Trade Secret 
Protection Guidelines
Facility Security 
Guidelines
R&D Security and 
Integrity Management 
Guidelines
Category
Total
trainee
Training
completed
Completion
rate
Domestic
Office work
3,002
2,941
98%
Technical work
1,443
1,383
96%
Overseas
Office work
891
797
89%
Technical work
1,089
1,089
100%
Total
6,425
6,210
97%
2021 Status of Ethics Training Programs

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Information Security Managing Organization
Doosan Enerbility has a Chief Information Security Officer (CISO) appointed 
to minimize the security risks within the organization and business. The 
CISO has the role of leading and supervising the company’s information 
security operations. In line with the rising importance of information 
protection, we also have a dedicated organization, led by the Security Audit 
Team, perform security planning and information system audits.
Activities and Programs for Strengthening 
Information Security
Global SOC
Doosan Enerbility has secured a global 24×7 operating system for 
monitoring and addressing security threats in real time and has 
implemented an advanced security control system that can efficiently 
detect, analyze and address IT risks via a standardized incident response 
process, one that applies AI technology and an automation platform. 
Security Control Collaboration with External Institutes
Doosan Enerbility engages in security control activities based on Big 
Data-based Threat Intelligence (TI) technology and has established and 
implemented the C-TAS (Cyber Threat Analysis and Sharing), a Korean 
threat intelligence system, in cooperation with KISA (Korea Internet & 
Security Agency). Using these systems, we systematically collect cyber 
threat information. The collected data is analyzed, after which the results 
are shared among agencies to prevent and strengthen the response to 
external infiltration threats to our IT network.
Security Incident Response & Management
Doosan Enerbility manages and responds to security incidents through 
a team exclusively in charge of incident response. In case of security 
incidents, such as malignant code attacks or ransomware infections, 
we take immediate measures by following a pre-established, efficient 
resolution process. Furthermore,  we conduct system hacking simulations 
to preemptively prevent hacking attacks and address them early on 
during the initial stage. We are also performing system monitoring to 
identify areas of weakness as a means of effectively preventing and 
dealing with security incidents.
Improvement of On-Site Security
Doosan Enerbility has strengthened its on-site security guidelines in 
order to improve the overall security at its overseas sites. We plan to 
improve the security level at all our work sites by initially performing a 
trial operation at the newly opened sites and making improvements as 
needed based on the results.  
Activities for Raising Security Awareness
Security Training Programs
Doosan Enerbility offers online training programs to the employees 
every year, with the necessary training being provided to new hires, 
newly appointed department heads and the security managers of each 
department. We also send out emails and post any changes in the 
company’s security policies and any news concerning security issues on the 
company portal to raise the employees’ awareness of information security. 
Email Hacking Simulations
In reflection of the recent trend observed for hacking incidents, Doosan 
Enerbility is conducting email hacking simulation exercises on a quarterly 
basis. The simulation is of incidents that can occur in real life, such as 
ransomware attacks, online banking frauds and information theft, so 
that the employees can have a better awareness of the dangers of such 
situations. 
Risk Management
Doosan Enerbility monitors financial, social and environmental risk factors 
to prevent and manage the various risks that can affect our projects and 
the climate change situation. To prevent management risks, we set up a 
Quality Gate system to eliminate risks in advance and in the case of risks 
categorized as critical risks due to the level of business impact, we try to 
reach the most optimal decision by raising the matters to the Board of 
Directors for review.
Risk Management System
Doosan Enerbility operates a Quality Gate system, which is essentially a 
risk management system that helps identify potential risks early on and 
prevent risks posed to the financial, environmental, and social values of 
the company. Once the decision is made to participate in a project bid, 
the company enters the bid development phase of the Quality Gate 
process and at the Gate 2 stage, checklists that were drawn up for each 
area and categorized according to specifications (5 large categories, 
10 medium categories, and 97 small categories) are used to define the 
project requirements and assess local conditions. Through this process, 
we derive a risk analysis and action plans. The risks identified are then 
Roll out the reinforced 
security guidelines to 
other sites
Established stronger 
on-site security 
guidelines
Conducted trial 
operation (Saudi Arabia, 
Indonesia sites)
Strategic 
Initiative
2H Action Plan
1H Implementation Status
Strengthening 
overseas site 
security
Security Audit Team
Chief Information Security Officer(CISO)
BG / Division HR
PI / EI Team
Management 
Support Team
BG / Division / Researcher 
Security Management
Information System 
Security Management
Facility Security 
Management
HR Security
IT Security
Facility 
Security
inquired about and answered by the client before we finalize the bid 
price, which we then submit as a bid participant.
Doosan Enerbility operates a Corporate PRM team to objectively identify 
risks in our business. The risks identified by the Corporate PRM team is 
then reported to the CFO, who remains independent from the business 
divisions. The overall risk management process at Doosan Enerbility 
starts with each business department checking on and managing risks 
at the sites. They report to the BG / Corporate PRM teams who review 
the matters. Important risks are monitored and checked on to facilitate 
timely decision-making by the management as needed.  
Risk Managing Organization
CEO
Risk 
monitoring/
confirmation
CFO
BG PRM
Nuclear power
Sales
Business management
Enterprise PRM
BG PRM
Plant EPC
BG PRM
Power service
Review / report on risks that arise prior to 
business execution or bidding / contract
Major risk  
review / report
* Business management: Management of risks in all 
processes including design, purchasing, construction and 
commissioning.
COO
>> Quality Gate Process
1   Select project
    Review key checkpoints before selecting project to bid on
2   Develop bid
    Confirm that the risks have been comprehensively evaluated and 
reflected to decide on bidding price
3   Sign contract
    Check to see risks are adequately resolved through negotiations,  
then proceed to final approval of contract signing
4  Prepare for project
    Finalize project delivery plan, then check to see that there are no new 
risks discovered
5   Execution
    Decide on details of the actual project execution. Continue monitoring 
to ensure that risks are being continuously assessed and managed as 
planned
6  Project Closing
    Evaluate project performance and share experience and know-how. 
Organize experience and know-how acquired during the project and 
provide feedback to following projects
Detect 
Security threat 
detection based on 
Threat Intelligence
Identity
24/7 security control 
considering time zone 
difference
Response
Analysis and response 
to security violation 
attempts by security 
experts
America
Asia
EU
Security 
Monitoring
Security Control and Response

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Biodiversity Management
We conduct site surveys according to our risk management system to review site conditions, which are reflected in our bid price and application. Prior 
to the project, we fill out the report on environmental impact, disclose details on any species requiring protection, and deliver on our responsibilities to 
protect the local ecosystem.
Region
Project
Priority Area of 
Management
No. of Species 
Managed
Details of Species Under Management
Oman
Sharqiyah IWP
Water
9
Turtle, whale, dolphin, fox, lizard(35), gazelle, camel, goat,  
and bird (94 kinds including eagle and seagull)
Korea
Pyeongchon General 
Industrial Complex
Fertile soil, 
Native trees
6
•Fertile soil (5,900m3): park planting soil (3,498m3) + green landscaping soil (2,402m3)
•47 oaks, 4 oaks, 3 hornbeams, 665 pines, 27 pines, 16 oaks, total 762
Suncheon Trimaje
Natural trees,  
park & green zone
2
•269 oaks (1 type), 126 Japanese oaks, total 395 
•Park: 25,157m2, Green zone: 45,834m2 
Honam Railway Zone 3
Fertile soil　
•Fertile soil 1,976m3
Ulsan Down 2 Public 
Residential Area 
Construction (Zone 1)
Damaged trees, 
animals, fertile soil
3
•280 tree transplanting, 1 old-growth tree (prunus pine), Nannophya Pygmaea Rambur
•Fertile soil 28,100m3
Gilcheongasu Road 
Expansion Work
Animals and plants
7 legally 
protected 
species
•Wild cat, mandarin duck, bean goos, white-tailed sea eagle, grey frog hawk, kestrel, 
and white-naped crane
345kV POSpower
Transmission Line 
Construction
Animals·plants,
air, water
topography·
geology resource 
circulation noise·vibration
18
•Plant: Spiny lily 
•Mammals: marten, otter, wild cat, goat, flying squirrel 
•Birds: mandarin duck, falconer, kestrel, eagle, red-bellied hawk, falcon, goshawk, 
white-necked falcon, hornbill, eagle owl 
•Fish: Yeonjun Mochi, Handuk Broiler
Gimpo CHP Plant 
Construction Office
　Animals and plants
6
•153 evergreen trees, 612 deciduous trees　
•Wild cat, goose, goshawk, kestrel, Korean frog, yellow duck
Changnyeong-Milyang 
Highway 
　Animals and plants, 
fertile soil
1 animal
1 plant　
•493 oaks, wild cat
•Fertile soil 2,526m
3
Changwondongeup-
Gimhaehallim 
Expressway 
Construction
Animals
27
•2 species of mammals (pig, otter), 1 species of amphibians (squirrels),  
2 species of reptiles (tortoises, snakes), 22 species of birds (horseback, kestrel,  
bird falcon, mandarin duck, red-bellied hawk, alligator hawk, falconer,  
yellow-billed spoonbill, great swan, gary, goose, white-headed goose, stinging duck, 
red-crowned crane, eagle owl, white-tailed eagle, goshawk, hawk, sandpiper, eagle, 
white eagle, egret)
Sejong-Anseong 
Highway
Plants
6
•Oaks, oriental oaks, Mongolian oaks, Japanese oaks, white oaks, pine trees, total 324
Hamyang-Changnyeong 
Highway (Zone 7)
Plants, fertile soil
1
•99 oaks, fertile soil 558m3, 883m3
Emerging Risks  
Doosan Enerbility identifies and analyzes emerging risk factors that could have a serious impact on our business and take preemptive measures to 
address such risks.
We are identifying additional potential business 
areas so that hydrogen-related technologies under 
development, such as hydrogen gas turbines, can be 
used for other related businesses. We are seeking 
stable ways of securing technology, such as alleviating 
the financial burden by entering into technology 
cooperation agreements with the government and 
academia.
In order to conserve biodiversity and prevent damage 
to the ecosystem, we strive to minimize ecological 
impacts during the design and construction phase, 
such as by using eco-friendly paints, designing 
foundations while considering the aquatic ecosystem, 
and applying noise and vibration prevention 
technologies during facility construction. In addition, 
the company is conducting joint technology 
development with relevant institutions to alleviate 
the burden of additional investment costs associated 
with new technology development. And to preserve 
biodiversity in the surroundings near our sites, we are 
aiming to cultivate an environment that can house 
a larger pool of fish resources, as well as promote a 
mutually beneficial relationship with the local residents. 
We are entering the hydrogen energy business which 
is drawing attention as a new source of energy. 
We are expanding our participation throughout the 
hydrogen value chain, from hydrogen production to 
hydrogen storage and transportation to hydrogen 
utilization. 
Although we anticipate market growth owing to 
the recent show of policy support, we recognize 
that there are uncertainties in the early stages of 
the business and that delays in the business may 
increase the financial burden and there may be 
a need for revision of the business strategy to 
transition  to a green business portfolio. 
As the most experienced offshore wind power 
company in Korea, we are capable of providing total 
solutions, from the supply of equipment, provision of 
EPC and O&M services to development of projects. 
We are currently closing the technology gap with 
top global players through the development and 
acquisition of our own technology. 
However, if controversy over the biodiversity 
hazards of offshore wind turbines leads to increased 
government regulations, the demand for change in 
existing technologies and reduction of business may 
cause the deterioration of profitability. Furthermore, 
it may also create additional burden, such as having 
to devise regulatory responses and developing new 
design engineering technologies, to reduce hazards.
Category
Risk Description
Counter Strategy
Business Impact
Case 1
Uncertainty 
of hydrogen 
energy 
business
Case 2
Conservation 
of biodiversity 
in offshore 
wind power 
projects
Although the hydrogen energy 
market is expanding worldwide 
in response to climate change, 
it is still in the early stages in 
terms of stable technology and 
policies. Therefore, there may be 
unaccounted factors in terms of 
profitability and rising financial 
costs, such as delays in future 
project timelines and consequent 
investment losses, due to the 
immaturity of the hydrogen 
business.
There may be changes in 
government policies and spread 
of negative perception due to 
the expansion of international 
regulations on biodiversity 
conservation and controversy over 
biodiversity hazards of offshore 
wind turbines. Finding  evidence 
of such hazards may change the 
international standards of relevant 
technologies, which may further 
incur financial loss and additional 
investment costs. 
Risk Training and Risk Management Culture
Doosan Enerbility trains employees on risk management policies and 
the risk status to reinforce our risk management process and related 
capabilities. We operate the PM Academy to help Project Managers 
and the related staff understand the risk management system and 
procedures. Not only do we promote the risk management culture 
through such training programs, but we also check on and manage the 
various risk control items and key risk factors that are needed to identify 
potential risks. Furthermore, we offer financial compensation to all the 
employees and executives based on the performance results achieved 
for risk management.
Environment and Social Risk Management Activities 
Doosan Enerbility takes extra measures to manage social risks as well 
as environmental risks. We are endeavoring to reinforce management 
to ensure that our projects cause no negative environmental and social 
impact. We identify such risks before commencing the project and take 
appropriate countermeasures. We are constantly pursuing activities 
aimed at creating a better environment. 
1, 2 - Van Phong Project 1 – Gravel on Landfill
3, 4 - Van Phong Project 1 – Futsal Court Construction and School Facility Repair
1
3
2
4
Project Name
Risk Analysis
Measures
Van Phong 
Project 1
Residential waste 
piling up on site 
and air pollution
Transported all waste to landfill and lay 
gravel on site to prevent air pollution
Complaints filed 
by local residents 
living near 
construction site
Built futsal court for the People’s 
Committee of the site’s jurisdiction, repaired 
nearby school facilities, and held events for 
children living near the cleanout site
Risk of killing sea 
creatures
Obtained approval from Vietnam’s Ministry 
of Natural Resources and Environment on 
changing plans to using landfills instead 
of the sea for waste disposal, thereby 
protecting the sea creatures.
Yanbu  
Project 4
Risk of destroying 
coral reef habitat
Created better coral reef habitat

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Establishment of Sound 
Governance Structure
Doosan Enerbility has taken various steps to enhance shareholder value and 
the rights and interests of our stakeholders by establishing a transparent 
and independent governance structure based on the principle of check 
and balance. Our senior management practices business accountability by 
leveraging their accumulated expertise and reasonable decision-making, 
while outside directors continue to take the majority seat in our Board of 
Directors. Doosan Enerbility is strengthening institutional fairness and laying 
the foundation for transparent management based on sound governance 
activities.
Governance of Board of Directors
Doosan Enerbility’s Board of Directors operates based on the four 
operating principles : responsible leadership, efficient operation, fair 
salary, and stakeholder-focus. To ensure fairness in the operation of the 
Board of Directors, directors with special interest in the matter put up 
for vote are restricted from exercising their voting rights. In principle, 
in order for a vote to be passed, the majority of the directors must be 
present at the meeting and the majority of those present must have 
voted in favor of the motion. It is possible to convene a meeting when 
more than one third of registered directors jointly call for a meeting 
while specifying the purpose of the meeting and the desired date.
Composition of the Board of Directors
As of Mar. 29, 2022, our BoD is composed of seven directors. Three 
inside directors (executive directors) including the CEO and four outside 
directors (non-executive directors) with various experiences in the 
industry. The position of the BoD Chairman is assumed by the CEO in 
a bid to enhance the efficiency of management judgments and realize 
the goal of responsible management. Although we have not segregated 
the CEO-BOD Chairman appointment structure for the sake of efficient 
business execution, we ensure the sound composition of the BoD and 
independence in operation by keeping outside members as the majority 
(50%). 
At the time of appointing the directors, we strive to form a board of 
directors in consideration of various perspectives, including gender, 
industrial experience, religion, academic discipline, race, disabilities, and 
political orientation, along with the BoD’s independence and expertise. 
In addition, when appointing outside directors, we strictly adhere to 
the company’s independence policies and review whether or not the 
candidate has any special affiliations with the company.
Four Operating Principles
Composition of Board of Directors
Position
Name
Gender
Term
Position
Career Highlights
Inside  
Directors
Park, Geewon
Male
2008.03~2023.03
Chairman & CEO
Chairman of BoD
(Currently) Chairman & CEO of Doosan Enerbility 
(Currently) Vice-Chairman of Doosan Group
Jung, Yeonin
Male
2019.03~2025.03
President & COO 
(Currently) COO & President of Doosan Enerbility
(Formerly) Head of Doosan Vina
Park, Sanghyeon
Male
2021.03~2024.03
President & CFO
(Currently) CFO & President of Doosan Enerbility
(Formerly) CEO of Doosan Bobcat
Outside 
Directors
Nam, Ickhyun
Male
2017.03~2023.03
Member of  
Audit Committee
(Currently) Professor at College of Business Administration,  
Seoul National University 
(Formerly) Director of Graduate School of Business, Seoul National University
Lee, Junho
Male
2019.03~2025.03
Member of  
Audit Committee
(Currently) Lawyer at Kim & Jang Law Firm 
(Formerly) Judge at Seoul District Court
Bae, Jinhan
Male
2021.03~2024.03
Head of  
Audit Committee
(Currently) Professor at Korea University, Business School 
(Currently) Vice President of the Korean Association of Fair Economy (KCPA)
Operation of Board of Directors
When an important management issue arises regarding economic, 
environmental and social issues, the Board of Directors jointly review the 
matter and seek to find a solution. According to the Articles of Association, 
for the sake of fast and efficient decision-making, a committee is 
established to operate under the Board of Directors. Regular BoD 
meetings are convened monthly and ad hoc meetings are held whenever 
needed. To protect the right of the shareholders and stakeholders, BoD 
information and meeting minutes are disclosed through the company’s 
website, business reports and governance reports.
BoD Performance
Category
2019
2020
2021
No. of meetings convened
11
16
18
No. of agendas voted on
35
37
39
No. of agendas modified
0
0
0
No. of agendas reported
8
7
7
Compensation for BoD Members
Doosan Enerbility pays remuneration to the board members within the 
limit set at the general shareholders meeting.
* Amount includes compensation for the resigned outside director until date of resignation 
(Mar. 30, 2021)
* Amount calculated as of the date of inside director appointment on Mar. 30, 2021
Category
No. of 
Members
Total 
Compensation
Average 
Compensation 
Per Member
Inside Director 
(excluding outside directors, members of 
Audit Committee)
3
KRW 691mn*
KRW 86mn*
Outside Director
(excluding members of Audit Committee)
1
Members of Audit Committee
3
Permanent Auditor
none
Committees
To strengthen the 
BoD’s independency
To strengthen BoD’s 
check and balance 
function based on 
expertise in accounting 
and financial matters
To enhance
transparency
Recommends candidates
to be nominated as
outside director at general
shareholders meeting
Carries out audits on the
company’s accounting
and overall business
Carries out assessments
& approvals of internal
transactions with persons
of special relation
Committee Type
Purpose
Role
Outside Director
Candidates 
Nomination
Committee
Audit 
Committee
Internal 
Transaction
Committee
RESPONSIBLE 
LEADERSHIP
FAIR SALARY
EFFICIENT
OPERATION
STAKEHOLDER
FOCUS
4 Operating
Principles of  
BoD
BoD Attendance
2019
97.7%
2019
98.6%
2020
92.2%
2020
95.4%
2021
94.4%
2021
93.4%
>>  Outside Directors’ Attendance
>>  BoD Attendance
* BoD member Daeki Kim resigned on Apr. 29, 2022 for personal reasons
* BoD member Nam Ick-hyun was appointed as an audit committee member on June 22, 2022
In 2021, 18 BOD meetings were held in total, and 39 agendas (general 
meetings of shareholders, BOD, investment and planning / management, 
accounting / finance, and other major managerial topics) were submitted 
for decision making while 7 agendas for reporting.

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  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
Appendix
94
ESG Data
105
Safety & Health Guidelines
110
Environmental Guidelines
111
UN SDGs
112
Creation of Social Value
113
Materiality Assessment
114
Stakeholder Engagement
115
GRI Standard Index
118
SASB Index
119
TCFD Index
119
UN Global Compact
120
Third Party Assurance Statement
122
Membership Status
  Appendix

95
95
94
  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
ESG Data _ ECONOMIC PERFORMANCE DATA
2020-2021 CONSOLIDATED STATEMENT OF FINANCIAL POSITION
59th Report as of December 31, 2021
58th Report as of December 31, 2020
Subject
End of 59th Report
End of 58th Report
Assets
　Current Assets
8,417,624,107,978
9,946,795,870,391
　　Cash & Cashable Asset
1,908,603,989,132
2,336,795,020,568
　　Short-Term Finances
519,150,027,683
316,762,603,159
　　Short-Term Investment Securities
197,197,204,569
268,262,018,463
　　Accounts Receivable 
921,080,464,985
2,036,954,321,016
　　Unclaimed Construction
1,632,887,643,517
1,764,133,275,013
　　Outstanding Balance
207,625,154,622
236,838,070,204
　　Prepayment
499,609,555,547
452,091,457,840
　　Prepaid Expenses
129,779,489,360
94,593,137,930
　　Short-Term Loans
62,126,808,865
149,986,369,488
　　Derivatives Evaluation Assets
30,275,102,551
58,352,499,895
　　Binding Contract Asset
45,877,394,613
5,900,766,998
　　Inventory Assets
1,788,420,159,139
1,958,721,611,748
　　Non-Current Assets Held for Sale
319,607,727,615
11,495,049,364
　　Other Current Assets
155,383,385,780
255,909,668,705
　Non-Current Assets
15,302,921,520,663
15,620,378,420,713
　　Long-Term Finances
29,271,959,777
23,367,497,135
　　Long-Term Investment Securities
301,709,821,939
926,508,778,964
　　Investments by Dependent Enterprise, 
　　Related Enterprises and Joint Enterprises 
582,045,106,081
162,973,738,141
　　Unclaimed Construction
102,739,503,644
102,739,503,644
　　Long-Term Loans
44,703,080,573
230,048,605,914
　　Tangible Assets
5,436,969,444,692
6,157,806,963,024
　　Intangible Assets
8,015,980,133,418
6,900,287,804,408
　　Real Estate Investments 
72,920,331,892
81,937,006,635
　　Derivatives Evaluation Assets
8,683,481,005
37,748,633,632
　　Binding Contract Assets
20,892,251,073
9,818,569,590
　　Security Deposits
363,655,647,884
488,311,023,811
　　Deferred Tax Assets
232,791,073,638
442,532,656,942
　　Other Non-Current Assets
90,559,685,047
56,297,638,873
　Total Assets
23,720,545,628,641
25,567,174,291,104
Liabilities
　Current Liabilities
10,125,765,540,983
13,070,548,146,216
　　Purchase Liabilities
1,880,747,776,315
2,194,328,819,387
　　Short-Term Loans
3,908,482,953,731
5,368,579,020,551
　　Securitized Liabilities
59,550,657,597
　　Accounts Payable
399,635,790,173
492,438,703,598
　　Advances Received
64,196,097,441
96,754,115,588
　　Excessively Charged Construction
1,455,693,415,375
1,666,079,090,537
　　Deposits
30,295,770,427
32,641,867,115
　　Accrued Expenses
411,290,713,603
645,041,631,439
　　Net Corporate Tax Liabilities
36,231,843,804
38,710,823,579
　　Current Maturities of Long-Term Liabilities
938,862,829,868
1,590,801,459,636
　　Derivatives Evaluation Liabilities 
211,671,916,451
61,603,742,869
Subject
End of 59th Report
End of 58th Report
Liabilities
　　Confirmed Contract Liabilities
10,120,811,188
17,401,805,083
　　Estimated Liabilities
320,457,896,603
508,536,449,621
　　Current Lease Liabilities 
64,880,159,213
66,465,579,213
　　Liabilities held for sale
273,469,051,609
　　Other Current Liabilities
119,728,515,182
231,614,380,403
　Non-Current Liabilities
4,787,184,442,937
5,390,129,463,903
　　Private Loans
848,257,259,234
1,800,160,199,498
　　Long-Term Loans Payable
1,516,918,542,299
1,183,035,254,754
　　Long-Term Securitized Liabilities
49,102,652,561
　　Long-Term Accounts Payable
14,522,398,927
14,928,812,333
　　Net Defined Benefit Liabilities
540,496,543,264
721,424,677,702
　　Deposit Securities
330,443,720,443
309,091,438,251
　　Derivatives Evaluation Liabilities
37,802,056,172
70,772,172,508
　　Confirmed Contract Liabilities
5,651,863,540
24,633,647,381
　　Deferred Corporate Tax Liabilities
462,047,648,049
334,221,214,442
　　Estimated Liabilities
312,515,735,320
370,469,192,358
　　Non-Current Lease Liabilities
316,307,158,369
171,864,529,234
　　Other Non-Current Liabilities
402,221,517,320
340,425,672,881
　Total Liabilities
14,912,949,983,920
18,460,677,610,119
Capital
　Controlling Company Proprietor’s Equity
6,091,427,146,585
3,188,385,999,809
　　Capital
2,675,624,980,000
1,937,707,325,000
　　Capital Surplus
1,865,083,188,183
2,662,214,482,750
　　Other Capital
46,159,352,713
47,907,323,727
　　Accumulated Other Comprehensive Income 
731,324,738,126
587,157,416,427
　　Retained earnings (Deficit)
773,234,887,563
(2,046,600,548,095)
　Non-Controlling Interest
2,716,168,498,136
3,918,110,681,176
　Total Capital
8,807,595,644,721
7,106,496,680,985
Total Liabilities & Capital
23,720,545,628,641
25,567,174,291,104
(Unit: KRW)
R&D INVESTMENT
STATUS OF EXPENSES BY INDUSTRIAL 
ASSOCIATIONS1)
Classification
Unit
2019
2020
2021
R&D Investment cost
KRW one million
2,391
1,674
1,692
R&D cost ratio to sales amount1)
%
6.5
4.9
4.7
Classification
Unit
2019
2020
2021
Donated by
-
SBA
SBA
SBA
Amount
KRW one million
512
262
324
1) Calculation based on the Headquarters of Doosan Enerbility
1) No donation record for political organizations and lobbyists

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  Environmental
  Social
  Governance
  Appendix
Classification
Unit
2019
2020
2021
Total number of employees1)
Persons
6,721
5,587
5,622
By country
Domestic
Persons
6,249
5,152
5,215
Overseas
Persons
472
435
407
Percentage of employees 
by country out of total 
number of employees
Republic of Korea
%
-
-
99.66
Republic of Korea (Managerial Position)
%
-
-
43.45
Ukraine
%
-
-
0.12
Ukraine (Managerial Position)
%
-
-
0.00
US
%
-
-
0.04
US (Managerial Position)
%
-
-
0.04
India
%
-
-
0.04
India (Managerial Position)
%
-
-
0.00
Others
%
-
-
0.14
Others (Managerial Position)
%
-
-
0.02
Number of employees by 
gender according to the 
employment contract
Permanent worker
Male
Persons
5,711
4,509
4,373
Female
Persons
197
167
160
Contract worker
Male
Persons
697
788
971
Female
Persons
116
123
118
Diversity of Employment
Total number of employees at managerial position or 
higher
Persons
-
-
2,443
Total number of employees at executive position or 
higher
Persons
-
-
60
Disabled
Persons
130
79
71
Disabled
%
1.9
1.4
1.3
National Merit
Persons
153
113
109
National Merit
%
2.3
2
1.9
1) The number is based on the employees as of the end of 2021 and includes the Business Group (BG) contract workers and on-site hires, but excludes consultants / advisers, external directors 
/ representative directors, and short-term assignees (based on the employees in the Business Report)
1) Science, Technology, Engineering, Mathematics
GENDER CLASSIFICATION
Classification
Unit
2019
2020
2021
Ratio of female 
employees
All employees
%
4.7
5.2
4.9
All managerial positions  
(including junior managers, medium managers and executives)
%
2.9
3.0
3.5
Junior managers
%
1.4
1.3
1.0
Executive managers (Up to 2 ranks below CEO)
%
-
-
-
Revenue-generating functions
%
2.2
3.8
3.0
Positions related to STEM1)
%
1.4
1.6
2.3
Number of female 
employees
Number of female employees at higher-managerial position
Persons
-
-
-
Number of female employees at executive managerial positions
Persons
-
-
-
NEW HIRES & TRANSFERS
Classification
Unit
2019
2020
2021
Number of New Hires1)
Total
Persons
350
532
676
By Gender 
Male
Persons
278
375
614
Female
Persons
72
157
62
By Age
Younger than 30 years old
Persons
78
154
137
Younger than 30 years old
Persons
215
249
366
Over 50 years old
Persons
57
129
173
Open positions filled by internal candidates (internal employment)
%
91.7
74.4
70.2
Employee Turnover
Total
Persons
737
1,432
214
By Gender 
Male
Persons
683
1,357
204
Female
Persons
54
75
10
By Age
Younger than 30 years old
Persons
46
43
6
30 to 50 years old
Persons
384
540
111
Over 50 years old
Persons
307
849
97
Transfer Rate (Permanent workers)
%
12.5
30.6
4.7
Voluntary Transfer Rate
%
3.1
2.5
3.1
Average years of 
employment 
Average years of employment of male employees
Years
-
-
15
Average years of employment of female employees
Years
-
-
8
ESG Data _ SOCIAL PERFORMANCE DATA
STATUS OF EMPLOYEES
1) The number is based on the employees as of the end of 2021 and includes the Business Group (BG) contract workers and on-site hires, but excludes consultants / advisers, external directors 
/ representative directors, and short-term assignees (based on the employees in the Business Report)
TRAINING FOR EMPLOYEES
Classification
Unit
2019
2020
2021
Average Training 
Hours Per Person
By Gender
Male
hours
11.4
4.4
7.9
Female
hours
4.3
3.9
7.2
By Job Group
Office Workers
hours
11.7
4.8
6.0
Technical Workers
hours
7.6
3.7
12.7
By Training Type
Classroom Training
hours
4.3
1.2
5.1
Online Training
hours
6.3
3.2
2.7
By Position
Managerial Position
hours
13.8
5.2
6.0
General Staff Position
hours
13.8
3.5
16.5
Admin.Support Position
hours
1.4
2.7
1.8
Average education hours of all employees
hours
10.6
4.5
7.8
Average Training 
Cost Per Person1)
Total cost for education & training
KRW
-
-
1,414,724,008
By Job Group
Office Work
KRW
-
-
299,211
Technical Work
KRW
-
-
123,724
Average training cost of all employees
KRW
207,558
115,088
251,641
1) Results will be released from 2021

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  Appendix
RATIO OF WORKERS COVERED BY COLLECTIVE AGREEMENT
STATUS OF MATERNITY LEAVE
RATIO OF EMPLOYEES WHO RECEIVE PERFORMANCE EVALUATION
GENDER WAGE INDICATOR1)
BASE SALARY AND INCENTIVE OF FEMALE EMPLOYEES COMPARED TO MALE EMPLOYEES1)
Classification
Unit
2019
2020
2021
Number of Workers for Membership
Persons
2,902
2,143
1,809
Labor Union, Labor 
Management Committee
Number of Memberships
Persons
1,893
1,549
1,460
Ratio of Membership
%
65.2
72.3
80.7
Classification
Unit
2019
2020
2021
Office Workers
%
100
100
100
Technical Workers
%
100
100
100
Classification
Unit
2019
2020
2021
Base salary and incentive of female employees compared to male employees
%
100
100
100
1) At the domestic business sites, employees holding the same position/duty are treated equally when it comes to promotion and compensation in accordance with the company policy.
Classification
Unit
2019
2020
2021
Average Base Salary of 
Female Employees
Executive Position (Base Salary)
KRW 1 million
-
-
-
Executive Position  
(Base Salary+Cash Incentives such as Performance Incentive)
KRW 1 million
-
-
-
Managerial Position (Base Salary)
KRW 1 million
58
58
63
Managerial Position  
(Base Salary+Cash Incentives such as Performance Incentive)
KRW 1 million
63
58
63
Non-Managerial Position (Base Salary)
KRW 1 million
31
28
27
Average Base Salary of 
Male Employees
Executive Position (Base Salary)
KRW 1 million
194
157
124
Executive Position  
(Base Salary+Cash Incentives such as Performance Incentive)
KRW 1 million
217
167
130
Managerial Position (Base Salary)
KRW 1 million
72
63
73
Managerial Position  
(Base Salary+Cash Incentives such as Performance Incentive)
KRW 1 million
81
67
78
Non-Managerial Position (Base Salary)
KRW 1 million
34
34
31
1) Number of employees with children under nine years old
2) (Number of employees who retain their position for 12 months or longer after returning to work in the base year / Number of employees who returned to work in the previous reporting 
period) × 100
Classification
Unit
2019
2020
2021
Number of employees who have the right to 
receive parental leave1)
Male
Persons
2,092
1,931
1,778
Female
Persons
79
84
82
Number of employees who have used parental leave
Male
Persons
52
42
59
Female
Persons
23
24
17
Ratio of usage of parental leave
Male
%
2.5
2.2
3.3
Female
%
29.1
28.6
20.7
Number of employees who have returned to 
work after parental leave
Male
Persons
38
39
50
Female
Persons
9
23
18
Number of employees who worked for 12 months  
continuously after returning from parental leave
Male
Persons
16
30
26
Female
Persons
14
6
18
Ratio of employees who worked for 12 months
continuously after returning from parental leave2)
Male
%
84
79
67
Female
%
64
67
78
Classification
Unit
2019
2020
2021
Employee satisfaction survey results
%
-
-
12
1) Employee satisfaction survey on family-friendly corporate environment is scored out of a perfect score of 15.
1) Including the subsidiaries’ corruption cases
EMPLOYEE SATISFACTION
STATUS OF INTERNAL REPORT ON ETHICAL MANAGEMENT
CONFIRMED CORRUPTION CASES & COUNTERMEASURES1)
Classification
Unit
2019
2020
2021
Domestic
Cases
24
23
31
Overseas
Cases
9
0
2
Total
Cases
33
23
33
Classification
Unit
2019
2020
2021
Number of confirmed corruption cases
Cases
5
2
-
Number of disciplinary actions (Layoff, suspension, etc.)
Cases
5
1
-
Number of contracts that are either terminated or not renewed with business partner  
due to corruption
Cases
0
0
0
1) In 2019-2021, the gap between the base salary and non-base salary came from overseas relocation allowances, transfers to another subsidiary, etc.

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  Social
  Governance
  Appendix
LEGAL ACTION FOR COLLUSION
Classification
Unit
2019
2020
2021
Number of legal actions
Cases
0
0
0
LEGAL ACTIONS FOR UNFAIR TRANSACTIONS
NUMBER OF COMPLAINTS OF WHICH THE VIOLATION OF CUSTOMER 
PRIVACY AND THE LOSS OF CUSTOMER INFORMATION HAS BEEN VERIFIED
Classification
Unit
2019
2020
2021
Number of legal actions
Cases
0
0
1
Classification
Unit
2019
2020
2021
Number of leaks, theft, and loss of customers’ data and related complaints
EA
0
0
0
LEGAL ACTIONS FOR CORRUPTION1)
CORRECTIVE ACTIONS FOR DISCRIMINATION1)
Classification
Unit
2019
2020
2021
Number of legal actions
Cases
0
0
0
1) No fine or penalty has been imposed for 3 years
1) The company has a system for filing reports on discrimination and strictly observes the policy of protecting the informants
Classification
Unit
2019
2020
2021
Number of reports of discrimination
Cases
5
2
1
Number of confirmed facts and actions
Cases
5
2
1
Details
Financial compensation for victims
Cases
0
0
0
Dismissal of offender
Cases
0
0
0
Punishment of offender
Cases
0
0
1
Corrective order to offender
Cases
0
0
0
PARTICIPATION IN VOLUNTEER WORK
EXPENSES FOR SOCIAL CONTRIBUTION
MAJOR NEGATIVE SOCIAL EFFECTS IN SUPPLY CHAIN AND CORRECTIVE ACTIONS
Classification
Unit
2019
2020
2021
Number of Activities
Cases
302
19
15
Participation by  
Employees
Number of Participants
Persons
1,580
101
710
Participation Rate
%
25
2
13
Hours Invested in  
Volunteer Work
Total Hours of Volunteer Work
Hours
12,016
780
5,662
Hours of Volunteer Work Per Person
Hours
1.9
0.2
1.1
Classification
Unit
2019
2020
2021
Amount of Expenses
Cash 
KRW 100 million
6.6
3.8
4.5
Goods
KRW 100 million
0.4
0.2
0.1
Operation costs
KRW 100 million
0.5
0.1
0.1
Total
KRW 100 million
7.5
4.1
4.7
Details of Expenses
Charitable donations
KRW 100 million
0.1
0.0
0.2
Investment in local community
KRW 100 million
7.4
4.1
4.5
Commercial initiative
KRW 100 million
0.0
0.0
0.0
Purpose of Activity
Fostering talented personnel
KRW 100 million
6.0
3.6
4.0
Supporting alienated social classes
KRW 100 million
0.2
0.1
0.1
Provision of support close to local community
KRW 100 million
1.3
0.4
0.6
1) Number of deliberations made by the Shared Growth Promotion Committee on disciplinary action according to the specifications in Doosan Enerbility’s Differentiation Procedure for Partner 
Companies.
Classification
Unit
2019
2020
2021
Number of subsidiaries which conducted social impact assessments
EA
148
318
318
Number of partner companies which have been confirmed of actual & potential negative  
social effects
EA
0
0
0
Ratio of partner companies which have taken consultation for improvement  
based on results of evaluation
%
100
100
100
Number of disciplinary actions for partner companies1)
EA
1
2
0

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  Social
  Governance
  Appendix
SUPPLY CHAIN STATUS AND PURCHASE AMOUNT1)
1) Calculation based on figures from Doosan Enerbility headquarters
Classification
Unit
2019
2020
2021
Number of Suppliers
Domestic
Companies
11,305
11,560
11,720
Overseas
Companies
2,298
2,344
2,511
Total
Companies
13,603
13,904
14,231
Purchase amount from 
suppliers
Domestic
KRW 100 million
20,084
17,045
13,968
Overseas
KRW 100 million
3,375
4,163
6,582
Total
KRW 100 million
23,459
21,208
20,550
Percentage of purchase from domestic suppliers
%
85.6
80.4
70.0
SAFETY & HEALTH OF EMPLOYEES
1) LTIR (Lost Time Incident Rate), U.S. OSHA (Work loss rate by the standard of Occupational Safety & Health Administration) = (Total number of suspended work hours / Total work hours) × 
200,000 
2) ODR (Occupational Disease Rate) = (Number of Occupational diseases and Patients related with occupation / Total work hours) × 200,000 
3) LWSR (Lost Workday Severity Rate) = (Total loss of work days / Total work hours) × 200,000 
* LTIR, ODR, and number of disasters follow the computation standard of all domestic and overseas business sites. LWSR follows the computation standard of all domestic business sites
Classification
Unit
2019
2020
2021
Employees
LTIR1)
Domestic
LTIR
0.16
0.27
0.37
Overseas
LTIR
0.00
0.00
0.00
Total
LTIR
0.10
0.13
0.10
ODR2)
Domestic
ODR
0.20
0.52
0.46
Overseas
ODR
0.00
0.00
0.00
Total
ODR
0.13
0.12
0.05
LWSR3)
Domestic
LWSR
25.10
80.63
155.18
Number of disasters
Domestic
Cases
10
14
17
Overseas
Cases
0
0
1
Total
Cases
10
14
18
Partner Companies
LTIR
Domestic
LTIR
0.26
0.34
0.56
Overseas
LTIR
0.00
0.00
0.00
Total
LTIR
0.06
0.10
0.15
LWSR
Domestic
LWSR
24.77
31.13
66.79
Number of disasters
Domestic
Cases
24
28
31
Overseas
Cases
0
1
1
Total
Cases
24
29
32
PRODUCT SAFETY
Classification
Unit
2019
2020
2021
Number of safety related recall incidents
Cases
0
0
0
Total number of products returned due to the issue of safety related recall
EA
0
0
0
Amount of financial sanctions in relation to product safety (penalty, fine, etc.)
KRW
0
0
0
HUMAN RIGHTS ASSESSMENT
Classification
Unit
20191)
20202)
20213)
Internal business activities
(employees)
A. Total assessment rate for past 3 years
%
23.1
-
15.4
B. Rate of severe risks identified among the assessed sites (A)
%
12.3
-
13.1
C. Rate of cases where mitigable/remedial measures were taken 
among the sites where risks were identified (B)
%
57.1
-
100
SUPPLY CHAIN PURCHASE(TOP 10 Countries)
Ranking
Country 
No. of suppliers as of the  
end of 2021(companies)
Purchase amount (Unit: KRW 100 million)
2021
2020
2019
1
Korea
2,948
23,163
17,224
19,635
2
Germany
61
2,096
591
442
3
Japan
24
1,685
1,024
458
4
Unites States
25
510
238
322
5
India
13
383
18
23
6
China
35
329
154
275
7
Vietnam
3
234
705
95
8
Czech Republic
3
188
186
162
9
Italy
24
169
238
205
10
UK
19
147
227
89
11
Switzerland
9
109
114
178
1) Conducted at Doosan Enerbility headquarters, Vietnam, and India (out of a total of 13 business sites including the HQ and subsidiaries)
2) No assessment was performed this year, as it was spent on developing the human rights management evaluation indices and review process 
3) Conducted at Doosan Enerbility headquarters and Vietnam (out of a total of 13 business sites including the HQ and subsidiaries)

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  Environmental
  Social
  Governance
  Appendix
EMPLOYEE WELFARE SYSTEM
The employee welfare system is applicable to all employees.
Category
Details
Pregnancy and childbirth gift
•Provision of gifts worth KRW 100,000 to all pregnant female workers
•Provision of congratulatory leave (10 days) and congratulatory money (KRW 100,000) to employees who give birth to a baby
Maternity protection system, 
such as maternity leave and 
reduction of working hours 
during pregnancy
•Various maternity protection schemes pursuant to relevant laws
  - Leave of absence before and after childbirth  
(90 days, 120 days for multiple births)
  - Parental leave (1 year)
  - Reduction in working hours during child rearing (1 year) 
→ Reduction by 2 hours a day for female employees who are 
within 12 weeks of pregnancy or after 36 weeks of pregnancy
  - Change in working hours for pregnant employees  
(change of clock-in/out time)
  - Paid leave for fetal examination
  - Leave for miscarriage / stillbirth
    * Same as the maternity leave policy (Paid for the first 60 days and 
unpaid for the remaining 30 days) in Article 75 of the Employment Act
  - Spouse maternity leave  
(10 days of paid leave within 90 working days after childbirth)
  - 3 days of leave for subfertility / infertility treatment  
(Paid leave for the first day and unpaid for the remaining 2 days)
  - Provision of pregnant women’s lounge and lactation room  
(Paid time-off for lactation of 30 minutes or longer provided twice 
a day)
Provision of in-house 
childcare facilities
•To support employees good work / family balance, an in-house childcare center is provided at Changwon and Bundang.
  - Specialized childcare programs / special activities by age group offered through education experts, including experts of child development 
Flexible working hours such 
as differing clock-in/out times
•Differing clock-in/out times based on agreement with team leader (Options between starting work at 7, 8, 9, or 10 o’clock for 8-hour work day)
•Operation of Remote Office at Dongdaemun Doosan Tower for employees in the Bundang / Dongtan metropolitan area to help improve work 
concentration, strengthen self-initiated work performance, and prevent loss of work time due to long commuting time
•Part-time contract worker currently employed (1 person as of June 20, 2022)
Financial support on 
treatment for subfertility / 
infertility
•In the case of subfertility / infertility treatment, one-time financial support within the range of KRW 1 million is provided,  
in addition to the government subsidy.
Support of medical expenses 
such as surgery for spouse / 
children
•Financial support on surgeries for employees, their spouses and children
  - In case of surgery / procedure due to illness or injury outside of work, and diagnosis of cancer, brain disease, cardiovascular disease, 
intractable disease, financial support of up to KRW 20 million, with no limit on minimum billing amount, is provided for the medical 
expenses (Applicable individually per employee, spouse and child)
•Subsidy of 200,000 won per month is provided for offspring under the age of 20 who were diagnosed as a Grade 3 or higher disability level.
Tuition support for children
•Tuition support is provided to offspring of employees for pre-school, elementary school, high school and college education
  - Fixed rate tuition support for elementary school students aged 3 years or older
  - Full support on admission fee, tuition and membership fees for middle and high school students
  - Support on admission fee and tuition for college students (up to 3 students)
Provision of dormitories for 
children of employees who 
entered universities located 
in metropolitan area
•Provision of apartment dormitories in Seoul area to provide housing convenience for children who have entered a four-year university in the 
metropolitan area among employees working in non-metropolitan areas (Doosan Dormitory, support for up to 2 years)
Work-from-Home
•Work-from-Home offered to those with need to prevent COVID-19 infections from those with infected family members or those who were 
in close contact, and to protect the particularly vulnerable people, such as pregnant employees and those with underlying ailments.  
(The formerly adopted rotational work-from-home scheme no longer practiced)
Family Care 
(does not include paid 
parental leave)
•Pursuant to the relevant laws, days-off for family care is permitted up to a max. of 10 days per year and leave of absence for family care is 
permitted up to a max. of 90 days per year.  
(However, if days-off for family care is used, these days will be included in the calculation of total leave of absence for family care.)
Qualifications Allowance
•Payment of incentives offered by the company as encouragement to those who acquired advanced technical qualifications specified by the 
company (fixed amount, one-time payment).
•If the company uses or appoints it for various sales purposes, a monthly flat amount allowance is paid as set per qualification level.
Pregnancy
Allowed frequency of leave request
Up to 28 weeks
Once per 4 weeks
From 29~36 weeks
Once per 2 weeks
After 37 weeks
Once per week
Safety & Health Guidelines
Based on a people-centered management philosophy and technology used to enhance the value of the planet, Doosan Enerbility set up operational 
guidelines for the safety and health management system in accordance with the Doosan Credo and EHS policy. It is our aim to create an accident-free 
and eco-friendly workplace for our employees, partners, customers and local communities and to ensure the safety of our employees. To this end, we will 
focus on the continuous identification of on-site risk factors and prevention of disasters, carry out activities for disease prevention and health promotion, 
improve our safety and health management capabilities and promote safety awareness throughout our value chain, including at our headquarters, 
business sites and partner companies. 
5   Preparation of Emergency Measures & Response to 
Emergencies
To minimize the damage to employees and financial loss in the event 
of an emergency caused by a production process, products, workers, 
equipment and service, we set up and operate an overall process that 
includes risk-specific emergency response planning, education and 
training and follow-up measures. We provide regular training by creating 
worst case scenarios and alternative scenarios. 
1   Safety & Health Goals and Management Policy Setup
We promote a business management policy that contains the 
management’s goals for employees’ safety and health and the 
commitment held for improvement of this area. We also set up and 
manage goals that can be used to assess the level of the safety and 
health management system. With regard to the management policy 
and goals, we listen to voices of the site workers to set a quantitative 
goal and have this disclosed so that it can be widely recognized and 
implemented. Pursuant to relevant laws and regulations, we report the 
results to the board of directors and go through the proper approval 
process.
2   Operation of Health & Safety Management System
The health and safety management system is established, documented, 
implemented and maintained based on the ISO 45001 requirements 
and management policies. For the sake of ensuring effective safety and 
health management at sites, the operating guidelines and standards to 
be complied with are clearly stipulated in the business manuals on goal 
management, risk assessment, learning & development, documentation/ 
data management and internal audits.
6   Safety & Health Assurance for Subcontracting, 
Outsourcing and Consignment Cases
We ensure the safety and health of not only our employees, but also 
others who work at our sites. The safety and health level is evaluated in 
order to select suppliers with the ability to prevent industrial accidents. 
The contractual conditions necessary for the assurance of safety & health 
are specified in the EHS standard terms and conditions. We promote 
shared growth by regularly evaluating the safety and health activities and 
providing financial and technical support.
3   Participation of Workers
In principle, all information related to safety and health management 
should be disclosed. We are committed to ensuring the engagement of 
workers in all processes of the safety and health management system. 
To this end, we set up the Occupational Safety and Health Committee 
formed by representatives of workers and established a process where 
each employee can raise issues about safety and health and suggest 
improvement plans.
7   Evaluations and Improvements
We conduct internal audits to identify whether all activities for safety 
and health are carried out in accordance with the systematic and 
documented procedures. We evaluate the performance of the safety 
and health management system to facilitate the achievement of the 
safety & health goals. Accordingly, we continuously improve upon 
the effectiveness and efficiency by implementing corrective actions 
for incidents and non-conformities related to the health and safety 
management system.
4   Identification, Removal, Replacement and Control of 
Risk Factors
We conduct risk assessments and determine acceptability by identifying 
risk factors, dangerous areas related to all activities, products and 
services, as well as dangerous machinery, instruments and facilities, and 
by conducting medical check-ups for workers. We define the targets that 
are subject to improvement, prioritize the countermeasures and devise 
an overall plan for removing, replacing or controlling the risks.
Pregnancy
Leave
Within 11 weeks
Up to 5 days from date of miscarriage / stillbirth
12 weeks~15 weeks
Up to 10 days from date of miscarriage / stillbirth
16 weeks~21 weeks
Up to 30 days from date of miscarriage / stillbirth

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
ESG Data _ ENVIRONMENTAL PERFORMANCE DATA
REDUCTION OF ENERGY CONSUMPTION
* All environmental performance data was compiled 
based on data from Doosan Enerbility headquarters 
(Part of the data is from domestic sites)
Classification
Unit
2019
2020
2021
Introduction of high-efficiency facilities
TJ
38
21
16
Sub total
TJ
38
21
16
USE OF ENERGY
RECYCLING OF RAW MATERIALS
TOTAL EXPENSES AND REVENUE FOR ENVIRONMENT 
Classification
Unit
2019
2020
2021
Fossil fuels
MWh
469,466
342,456
368,253
Electricity
MWh
299,913
254,225
250,853
Sub total
MWh
769,379
596,681
599,149
Energy Use (Direct)
TJ
4,708
1,339
1,423
Energy Use (Indirect)
TJ
2,699
2,441
2,411
Energy Costs
KRW 1 million
60,310
50,010
50,206
Cost Reduction
KRW 1 million
2,415
2,750
830
Classification
Unit
2019
2020
2021
Amount of environmental investment
KRW 1 million
2,200
623
3,040
Expense of cosigned waste treatment
KRW 1 million
1,759
1,378
1,865
Clean air
KRW 1 million
335
739
1,399
Water quality
KRW 1 million
297
216
646
Total environmental costs
KRW 1 million
4,591
2,956
6,950 
USE OF RAW MATERIALS
Classification
Unit
2019
2020
2021
Non-renewable 
raw materials
Scrap iron
Ton
120,300
78,915
77,368
Recovered iron
Ton
64,462
41,432
41,486
Chip
Ton
11,478
9,622
8,169
Alloy steel
Ton
6,256
4,316
4,409
Quicklime
Ton
7,742
5,294
5,259
Fluorspar
Ton
874
725
649
Lump coal
Ton
4,697
3,068
2,905
Total
Ton
215,809
143,372
140,245
Classification
Unit
2019
2020
2021
Recovered iron
Ton
64,462
41,432
41,486
Chip
Ton
11,478
9,622
8,169
Ratio of Recycled Raw Materials
%
35
36
35
QUANTITY TO TAKE FOR EACH SUPPLY SOURCE
Classification
Unit
2019
2020
2021
Surface layer water
Ton
0
0
0
Underground water
Ton
1,627
3,299
27,174
Rainwater
Ton
0
0
0
Wastewater from other business sites
Ton
0
0
0
Water system or other water supply system
Ton
1,201,208
942,262
985,282
Others
Ton
0
0
0
Total
Ton
1,202,835
945,561
1,012,456
RECYCLING AND REUSE OF WATER
Classification
Unit
2019
2020
2021
Quantity of Recycled Water
Ton
0
0
0
Quantity of alternative water
Ton
0
0
0
SUBSTANCES DISCHARGED INTO AIR
Classification
Unit
2019
2020
2021
NOx Emission Amount
Ton
0
110
104
SOx Emission Amount
Ton
0
4
3
VOC (Volatile Organic Compound) Discharge Amount
Ton
32
29
28
HAP (Hazardous Atmosphere Pollutants) Discharge Amount
Ton
0
0
0
PM (Particulate Matter) Discharge Amount
Ton
12
8
8
EMISSION OF GREENHOUSE GAS
Classification
Unit
2019
2020
2021
Direct Emissions of Greenhouse Gas (Scope 1)
1,000 tCO2eq
108.7
105.4
84.8
Direct Emissions of Greenhouse Gas (Scope 2)
1,000 tCO2eq
142.9
123.9
115.5
Total
1,000 tCO2eq
251.6
229.3
200.3
Classification
Unit
2019
2020
2021
Sales revenue of waste 
KRW 1 million
805
544
766

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  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
WASTE DISCHARGE
HAZARDOUS CHEMICALS DISCHARGE
WASTEWATER & RAINWATER DISCHARGE
Classification
Unit
2019
2020
2021
Hazardous Waste 
Recycling (Recycle rate)
Ton
608 (15.7)
637 (21.4)
712 (24.5)
Fertilization
Ton
0
0
0
Incineration
Ton
430
305
301
Landfill
Ton
2,813
2,035
1,894
Others
Ton
0
0
0
Total
Ton
3,851
2,977
2,907
General Waste
Recycling
Ton
50,732
36,865
32,747
Fertilization
Ton
0
0
0
Incineration
Ton
838
780
774
Landfill
Ton
742
601
392
Field Storage 
Ton
0
0
0
Others
Ton
0
0
0
Total
Ton
52,312
38,246
33,913
Classification
Unit
2019
2020
2021
Name of Final Discharge Place for Wastewater
-
Deokdong Water
Regeneration Center
Deokdong Water
Regeneration Center
Deokdong Water
Regeneration Center
Treatment Method for Wastewater
-
Physical & Chemical
Treatment, etc.
Physical & Chemical
Treatment, etc.
Physical & Chemical
Treatment, etc.
Discharged Amount of Wastewater (A)
Ton
144,348
94,469
84,565
Name of Final Discharge Place for Rainwater
-
Masan Bay, etc.
Masan Bay, etc.
Masan Bay, etc.
Treatment Method for Wastewater
-
Silt Protector, etc.
Silt Protector, etc.
Silt Protector, etc.
Discharged Amount of Rainwater (B)
Ton
3,059,804
3,225,230
3,311,920
Total Discharged Amount of Wastewater & Rainwater 
(A)+(B)
Ton
3,204,152
3,319,699
3,396,485
Water Quality of Discharged Wastewater
COD
mg/l
9.9
9.9
9.1
SS
mg/l
3.8
3.8
3.8
N-H
mg/l
1.0
0.7
0.2
Fe
mg/l
0.1
0.2
0.1
T-N
mg/l
1.6
1.8
3.8
T-P
mg/l
0.2
0.2
0.1
Water Quality of Discharged Rainwater
COD
mg/l
3.1
3.0
3.9
SS
mg/l
1.9
4.8
4.2
T-N
mg/l
0.9
1.0
1.1
T-P
mg/l
0.0
0.6
0.1
Classification
Unit
2019
2020
2021
Number of Substances1)
EA
3
3
3
Amount of Hazardous Chemicals Used
Ton
229
131
137
PURCHASING ECO-FRIENDLY PRODUCTS
Classification
Unit
2019
2020
2021
Purchased Amount
KRW 1 million
22,737
21,037
37,340
VIOLATION OF ENVIRONMENTAL LAWS
Classification
Unit
2019
2020
2021
Number of environmental incidents
Cases
0
0
4
Fine imposed due to incidents
KRW 1 million
0
0
5
1) No hazardous chemicals leaked during 2019-2021

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  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Environmental Guidelines
Following our people-first management philosophy and technology, Doosan Enerbility is committed to environmental protection. In this regard, Doosan 
Enerbility has established environment guidelines in alignment with our Doosan Credo. They contain company policies on environmental management 
and protection, internal protocols for working together to protect the environment, along with employees, partners, customers, and local communities.
Doosan Enerbility has implemented the following measures in order to reduce the environmental impact of our business activities.
Implementation of Sustainable Management based on 
UN SDGs
Doosan Enerbility has set goals for 2030 by selecting water, energy, climate change response, health, and education as five core areas among the 17 
goals of the UN SDGs. Since the establishment of the SDGs Commitment in 2017, we have been steadily promoting activities to achieve the goals. In line 
with the transition of our eco-friendly business portfolio, we will carry out activities to increase access to sustainable and modern energy through market 
expansion in gas turbine, renewable energy, hydrogen and small modular reactors (SMR).
Environmental Management of Production and Business Sites
For effective environmental management of production and business 
facilities, Doosan Enerbility has established 12 procedures of goal 
management, education and training, documents and records, and 
internal evaluation, as well as 40 instructions related to the environmental 
impact assessment, atmospheric environmental management, and waste 
management.
Waste Management
Doosan Enerbility has implemented a waste management system 
encompassing the entire waste management process, from generation 
to final disposal. Through this, Doosan Enerbility defines the application 
range, terminologies, and responsibilities and authorities for the generation, 
collection, disposal, and inspection of waste, as well as consigned contracts 
and monitoring. Guidelines are also provided regarding waste recycling.
Selection & Continuous Evaluation of Suppliers,  
Partner Companies and Service Providers
Doosan Enerbility conducts regular evaluations (twice annually) of the 
EHS management of partner companies. Evaluation results are utilized 
to provide incentives and impose penalties on partner companies. In 
addition, Doosan Enerbility conducts regular training for partner companies 
regarding EHS, particularly concerning the environmental standards and 
laws. Through such training, which is delivered through the consultation 
committee (comprised of partner company chairs), Doosan Enerbility 
reduces EHS risks throughout its entire supply chain.
Engineering and Maintenance
Doosan Enerbility has established an environmental manual in order to 
minimize the occurrence of environmental pollution when operating, 
maintaining, and repairing power plants installed by Doosan Enerbility.  
The aim is to fundamentally prevent environmental pollution due to 
abnormal operation. This manual, which is adapted to the characteristics of 
each power plant, helps Doosan Enerbility minimize environmental impact 
related to the operation of power plants.
Development of Products and Services
Doosan Enerbility acknowledges both the crisis and opportunity presented 
by climate change and other diverse environmental issues. Accordingly, 
Doosan Enerbility actively pursues R&D to develop products and services 
which can minimize the environmental impact of Doosan Enerbility’s 
business activities.
New Projects
Doosan Enerbility has a Project Environmental Plan which sets forth 
detailed methods of assessing environmental management before 
launching a new project. The Project Environmental Plan covers project 
policies related to water supply and waste discharge requirements, hazard 
substance management, and air pollution control.
Logistics
Doosan Enerbility has a set of operational guidelines set up to minimize 
the environmental pollution caused by its logistics process. A business 
manual was drawn up using best practices identified for each stage 
of the logistics process, from the price quotation to preliminary 
assessment, selection of logistics company, signing of contract, delivery 
(via land, barge, air) to cargo insurance.
Preliminary Due Diligence for M&As
Doosan Enerbility identifies environmental risks by conducting preliminary 
due diligence on companies before mergers & acquisitions. Major 
evaluation items include pollution of soil and underground water, asbestos, 
hazardous chemicals, environmental pollution prevention facility, and 
greenhouse gas management. The evaluation results are considered an 
important factor at the time of acquisition and merger.
Preservation of Biodiversity    
Doosan Enerbility strives to protect and manage the creatures that need 
to be preserved in the area where they live. Through the environmental 
impact assessment, we fulfill our obligation to take measures to protect 
the ecosystem and push ahead with protection activities for the 
designated protected species. We conduct monitoring to minimize and 
mitigate environmental changes and share the monitoring results with the 
client to systematically manage the changes.
Deforestation Prevention
Doosan Enerbility is working to protect and restore the forests of its 
business sites and nearby communities. Based on EMS (EHS Management 
System), we comply with laws and regulations, carry out protection and 
investment activities, and conduct corporate-wide monitoring on a regular 
basis. When necessary, we manage the risk of deforestation through the 
participation of partners and specialized companies.
By 2030, we will increase the water reserves of the Arabian Peninsula 
by more than 10% (2 billion tons) compared to BAU through the Water 
project, thereby continuously expanding the supply of water to water-
scarce areas worldwide.
By 2030, we will increase the global supply of eco-friendly power 
generation by more than 6% (40GW) compared to BAU with high-
efficiency eco-friendly power generation technology, and contribute to 
diversifying the energy mix by promoting energy technologies such as 
high-efficiency gas turbines, wind power generation and ESS.
By 2030, we will reduce greenhouse gas emissions from business 
processes in Korea by 19% (50,000 tons) compared to 2017, and 
continue to develop technologies to respond to climate change to 
reduce greenhouse gases.
By 2030, we will supply basic medicines to 80,000 underprivileged 
people in countries, including Vietnam and India, and support local 
medical care to contribute to the improvement of global health 
standards.
By 2030, through the “Youth Energy Project,” a flagship CSR program, 
we will provide 50,000 underprivileged children and adolescents with 
education and career experience opportunities customized for each 
stage of growth, thereby contributing to nurturing local talents.
Goal
Environment
Commitment
Increase water 
reserves
Ensure 
sustainable 
energy access
Reduce 
greenhouse gas 
emissions
Expand disease 
prevention and 
treatment
Nurture local 
talent
SDG 6. Clean water and sanitation
Ensure availability and sustainable 
management of water and sanitation 
for all (6.1 / 6.3)
SDG 7. Sustainable energy
Ensure access to affordable, reliable, 
sustainable and modern energy for 
all( 7.1 / 7.2 / 7.3)
SDG 13. Climate change action
Implement urgent action to tackle 
climate change and its impacts (13.1)
SDG 3. Health and welfare
Ensure healthy lives and promote 
well-being for people of all ages (3.4)
SDG 4. Quality education
Ensure inclusive and equitable quality 
education and promote lifelong 
learning opportunities for all (4.4)

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Creation of Social Value
We plan to continuously increase the positive impact not only on the financial value generated through our business, but also on the social and 
environmental aspects of our business activities. To this end, Doosan Enerbility is upgrading the system that converts social and environmental impacts 
into financial values. The resulting value calculated through social value measurement is defined as the social value created by Doosan Enerbility. We will 
continue to expand business activities that have a positive impact and promote improvement initiatives that are aimed at reducing business activities 
with negative impact.
How to measure social value
We measured the social value created by Doosan Enerbility in 2021 based on the input / output data of business activities and domestic and foreign 
statistical/research data, which were converted into financial value.
Materiality Assessment
Doosan Enerbility conducts an annual materiality assessment to identify issues of significant concern to stakeholders, as well as major issues that could 
have a large impact on the performance. The items to be evaluated in the Materiality Assessment were identified from a pool of collected issues based 
on international standards, media research and stakeholders’ requests. Doosan Enerbility discloses the results through a general report and considers 
stakeholder concerns in the decision-making and management process. The issues identified through the materiality assessment have been diligently 
disclosed in the Integrated Report of Doosan Enerbility.
Social Value Measurement Results
Environment
Social
Economy
Value Measurement Items
Greenhouse gas impact  
-
Employee impact
+
Shareholder dividend
+
Water impact
- 
Safety accident impact
-
Investor interest
+
Waste impact
- 
Partner impact
+
Government tax
+
Atmospheric environmental impact
- 
Community investment
+
Social Value Measurement Results
-127
3,084
4,645
Total Social Value
7,602
(Unit: KRW 100 million)
Core Issues in 2021
Type Core Issues (7)
Integrated Report Contents
Page
E
1   Coping with climate change
Environmental
•Coping with climate change
48-50
5   Reduction in waste and 
hazardous chemicals disposal
Environmental
•Environmental efficiency 
management
51-53
S
3   Strengthening safety 
management
Social
•Safety·health management
64-69
6   Respect for employee 
diversity and ban on 
discrimination (Elimination of 
discrimination by age, gender, 
ethnic and culture)
Social 
•Human rights management
56-59
7   Strengthening sustainability 
of partner companies and 
supporting their improvement 
+ Shared growth
Social
•Shared growth
•Supply chain management
70-73
G
2   New Business centered-
portfolio management
Our New Strategy
•Acceleration of Portfolio 
Transition
10-15
4   Technical innovation and  
R&D investment
Our Business Value & Creation
•New business overview
34-37
Social (stakeholder) interest
Business impact
1
4
2
3
5
6
7
Issue Areas for  
Sustainable Management
Doosan Enerbility has reviewed 
various global standards including 
GRI Standards, ISO 26000, DJSI, 
UNGC, SASB and TCFD and through 
such review established a total 
of 26 issue areas for sustainable 
management of Doosan Enerbility.
Identification of  
Core Issues
Based on the materiality 
assessment, Doosan Enerbility has 
identified a total of 7 core issues 
in the areas of economy, society, 
and environment, and established 
reporting protocols, including range, 
scope, and period.
Materiality  
Assessment
The importance of each issue 
was assessed according to the 
social(stakeholders) interests and 
business impact based on the 
comprehensive analysis of the issue.
Issue  
Analysis
Doosan Enerbility’s sustainability 
management performance, 
activities, and stakeholder 
interests in 2021 were identified 
by aggregating media research, 
same industry benchmarking, and 
internal data review based on the 
established issue pool.
STEP  01
STEP  02
STEP  03
STEP  04
Input / Output of 
business activities
Social cost per unit 
(financial value)
Social value according to 
environmental and 
social impact

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Stakeholder Engagement
Stakeholders’ Communication Channels
Classification System & Communication Channels
Doosan Enerbility defines the following major stakeholder groups: Shareholders, customers, employees, partner companies, the local community, 
government, and competitor companies. Doosan Enerbility actively communicates with these different stakeholder groups through various 
communication channels and considers their feedback to make improvements to the company operations. 
GRI Content Index
Universal Standard (GRI100)
Topic
No.
Title
Page
Remarks
Organizational 
Profile
102-1
Name of organization
4, 5
102-2
Activities, brands, products, and services
24-45
102-3
Location of headquarters
4
102-4
Location of operations
Business reports, 5
Status quo of the consolidated 
subsidiaries 457p
102-5
Ownership and legal form
Business reports
Shareholder agenda 419p
102-6
Markets served
4, 5
102-7
Scale of the organization
4
102-8
Information on employees and other workers
73, 96
102-9
Supply chain
5
102-10
Significant changes to the organization and its supply chain
94, 95
102-11
Precautionary Principle or approach
87-89
102-12
External initiatives
122
102-13
Membership of associations
122
Strategy
102-14
Statement from senior decision-maker
3
102-15
Key impacts, risks, and opportunities
3
Ethics and  
Integrity
102-16
Values, principles, standards, and norms of behavior
82-84
102-17
Mechanisms for advice and concerns about ethics
82-84
Governance
102-18
Governance structure
90, 91
102-19
Delegating authority
16-19
102-20
Executive-level responsibility for economic, environmental, and social topics 
16-19
102-21
Consulting stakeholders on economic, environmental, and social topics
16-19
102-22
Composition of the highest governance body and its committees
90, 91
102-23
Chair of the highest governance body
90, 91
102-24
Nominating and selecting the highest governance body
90, 91
102-26
Role of highest governance body in setting purpose, values, and strategy
90, 91
102-29
Identifying and managing economic, environmental, and social impacts
16-19
102-30
Effectiveness of risk management processes
87-89
102-31
Review of economic, environmental, and social topics
90, 91
102-33
Communicating critical concerns
87-89
102-34
Nature and total number of critical concerns
90, 91
102-35
Remuneration policies
90, 91
102-36
Process for determining remuneration
63
Communication 
Channel
Times of 
Operation
Joint programs with social welfare 
center & local children’s welfare center
Monthly
Doosan Day of Community Service
Once a year
Consultative groups of Doosan 
Enerbility’s Social Volunteer Group
Monthly, 
frequent
Doosan Enerbility Communication 
Consultation Committee with Local 
Community (Woongnam-dong)
Semi-annual, 
frequent
Social contribution-related agencies 
(Gyeongnam Province, Changwon City, 
beneficiary agency)
Frequent
Workshop for leaders of social 
contribution from enterprises in 
Gyeongnam Province
Once a year
Consultation Committee for Local 
Community Contribution
Frequent
Ocean Plant Design Study Group
Semi-annual
Communication 
Channel
Times of 
Operation
Shared Growth Committee
Frequent
Fair Trade Commission
Frequent
FKILSC
As necessary
SMEs Agriculture & Fishery Cooperation 
Foundation
As necessary
KEITI
As necessary
Safety & Health Innovation  
Leader Forum
Every quarter
PSM Consultation
Every quarter
Fine Dust Reduction Voluntary 
Agreement
Semi-annual
Fire Prevention Development 
Consultation
Monthly
Gyeongnam Province & Changwon City
As necessary
Gyeongnam Environmental Engineers 
Association
Semi-annual
Communication 
Channel
Times of 
Operation
Road show
As necessary
Technology presentation
As necessary
VOC (Voice of Customer)
Frequent
Safety education for private power 
generation company
As necessary
Technology exchange & seminars
Once or
 twice a year
Emergency action team & call center for 
power generation interruptions
As necessary
Customer Satisfaction Survey
Once a year
KHNP’s Security Council of 
Partner Company
Semi-annual
Communication 
Channel
Times of 
Operation
Industry Safety & Health Committee
Every quarter, 
frequent
Labor-Management Consultation
Every quarter
Education for employee(s) 
dispatched to overseas field sites
As necessary
Statutory education for safety & health
Regular
Management Status Presentation
Every quarter
CTO Meeting
5 times or 
more a year
Security Council
Frequent
Communication 
Channel
Times of 
Operation
Doosan Enerbility Partnership General 
Meeting
Once a year
Shared Growth Conference
Once a year
Partner Company Steering Committee
Semi-annual
Meeting for the Shared Growth of 
Primary Partner Companies
Semi-annual
Meeting for the Shared Growth of 
Secondary Partner Companies
As necessary
Doosan Enerbility Operation Committee
Monthly
Communication 
Channel
Times of 
Operation
Construction Safety Department Heads 
Consultation
Every quarter
Construction Safety Hands-on Workers 
Consultation
Every quarter
Health Managers Consultation
Every quarter
Leader’s Meeting for Chairs of Construction 
Companies for Safety & Health
Once a year
Executives and General Managers’ 
Meeting for Safety & Health
Every quarter
Technology Exchange Group
As necessary
Communication 
Channel
Times of 
Operation
IR
As necessary
Conference
As necessary
Overseas NDR(Non-Deal-Roadshow)
As necessary
Local Community
Local residents, Schools, 
Research institutions, 
NGOs
Partner Companies
Primary, Secondary
Competitors
Manufacturer of Power 
Generation Facilities,, 
Desalination Company, 
Water Treatment Plant
Government
Central government,  
Local government, 
Related agencies
Customers
Domestic public power 
company, Domestic 
private power company, 
Overseas clients
Employees
Employees at 
Headquarters, Employees 
at overseas branch offices, 
Employees of 
overseas subsidiaries
Doosan Corp., Foreign 
investors, Institutional 
investors, Minority 
shareholders
Shareholders

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  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Topic
No.
Title
Page
Remarks
Stakeholder 
Participation
102-40
List of stakeholder group
114
102-41
Collective bargaining agreements
98
102-42
Identifying and selecting stakeholders
114
102-43
Approach to stakeholder engagement
114
102-44
Key topics and concerns raised
113
Reporting  
Practice
102-45
Entities included in the consolidated financial statements
Business Reports
status quo of the consolidated 
subsidiaries 457p
102-46
Defining report content and topic Boundaries
About this report, 
Content
102-47
List of material topics
113
102-48
Restatements of information
About this report, 
Content
102-49
Changes in reporting
113
102-50
Reporting period
About this report
102-51
Date of most recent report
About this report
102-52
Reporting cycle
About this report
102-53
Contact point for questions regarding the report
About this report
102-54
Claims of reporting in accordance with the GRI Standards
About this report
102-55
GRI Index
115, 116
102-56
External Assurance
120, 121
Topic-Specific Standards
Economic Standard (GRI200)
Topic
No.
Title
Page
Remarks
Economic 
Performance
201-1
Direct economic value generated and distributed
94, 95
201-3
Defined benefit plan obligations and other retirement plans
Business Reports
Retirement Benefit Debt 
126, 254p
Indirect Economic 
Impacts
203-1
Infrastructure investments and services supported
101
Anti-corruption
205-3
Confirmed incidents of corruption and actions taken
100
Anti-competitive 
Behavior
206-1
Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
100
Environment Standard (GRI300)
Topic
No.
Title
Page
Remarks
Energy 
302-1
Energy consumption within the organization
106
302-4
Reduction of energy consumption 
106
302-5
Reductions in energy requirements of products and services
106
Water  
303-1
Interactions with water as a shared resource
107
303-2
Management of water discharge-related impacts
52
303-3
Water withdrawal
107
303-4
Water discharge
108
303-5
Water consumption
108
Biodiversity
304-2
Significant impacts of activities, products, and services on biodiversity
88, 89
 Emissions
305-1
Direct (Scope 1) GHG emissions
107
305-2
Energy indirect (Scope 2) GHG emissions
107
Social Standard (GRI400)
Topic
No.
Title
Page
Remarks
Employment
401-1
New employment & transfer
97
401-3
Parental leave of absence
99
Occupational  
Health and Safety
403-2
Risk factor identification, risk assessment, accident investigation
64-69, 87, 88
Training and Education
404-1
Average hours of training for each employee
97
Diversity and  
Equal Opportunity
405-1
Governance & Diversification of Employees
96, 97
Human Rights Assessment
412-1
Business sites for review or evaluation on human rights
56-58
Socioeconomic 
Compliance
419-1
Violations of social and economic laws and restrictions
100

119
119
118
  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
TCFD Index
UN Global Compact
As a member of the UN Global Compact since 2014, Doosan Enerbility complies with the ‘Ten Principles of the United Nations Global Compact,’ which 
covers human rights, labor, environment and anti-corruption. Doosan Enerbility has adopted international standards on socially responsible management 
and confirms its commitment to becoming a leading global enterprise, as well as a model company representing South Korea, for sustainable socially-
responsible business operations.
SASB Index
Sustainability Disclosure Topics & Accounting Metrics
Topic
Code
Title
Page
Remarks
Energy 
Management
RT-EE 130a.1
(1) Total energy consumed
106
(2) Percentage grid electricity
-
(3) Percentage renewable
-
Hazardous Waste 
Management
RT-EE 150a.1
(1) Amount of hazardous waste generated
108
(2) Percentage recycled
108
RT-EE 150a.2
(1) Number of reportable spills
108
(2) Aggregate quantity of reportable spills
108
(3) Quantity recovered
108
Product Safety
RT-EE-250a.1
(1) Number of recalls issued
102
RT-33-250a.2
(2) Total units recalled
102
Product Lifecycle 
Management
RT-EE-410a.1
Percentage of products by revenue that contain IEC 62474 declarable substances
-
RT-EE-410a.2
Percentage of eligible products, by revenue, that meet ENERGY STARⓡ criteria
-
RT-EE-410a.3
Revenue from renewable energy-related and energy efficiency-related products
26, 27
Materials Sourcing
RT-EE-440a.1
Description of the management of risks associated with the use of critical materials
24-45
Business Ethics
RT-EE-510a.1
(1) Corruption and bribery
82-84
(2) Anti-competitive behavior
82-84
RT-EE-510a.2
Total amount of monetary losses as a result of legal proceedings associated with 
bribery or corruption
100
RT-EE-510a.3
Total amount of monetary losses as a result of legal proceedings associated with 
anticompetitive behavior regulations
100
Activity Metrics
Code
Accounting Metrics
Page
Remarks
RT-EE 000.A
Number of units produced by product category
24-45
RT-EE-000.B
Number of employees
96
Classification
Details
Page
Governance
a) Describe the board’s oversight of climate-related risks and opportunities
48, 49
b) Describe management's role in assessing and managing climate-related risks and opportunities
48, 49
Strategy
a) Describe the climate-related risks and opportunities the organization has identified over the short, medium, and long term
48, 49
b) Describe the impact of climate-related risks and opportunities on the organization's businesses, strategy, and financial planning
48, 49
c) Describe the resilience of the organization's strategy, taking into consideration different climate-related scenarios,  
including a 2°C or lower scenario
50
Risk management
a) Describe the organization’s processes for identifying and assessing climate-related risks
49, 50
b) Describe the organization’s processes for managing climate-related risks
49, 50
c) Describe how processes for identifying, assessing and managing climate-related risks are integrated into the organization’s 
overall risk management
49, 50
Metrics and targets
a) Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its strategy and  
risk management process
50-53
b) Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 greenhouse gas emissions and the related risks
50
c) Describe the targets used by the organization to manage climate-related risks and opportunities and  
performance against targets
50-53
10 Principles
Page
Human Rights
Principle 1 
Businesses should support and respect the protection of internationally proclaimed human rights; and
56-58
Principle 2
Ensuring that they are not complicit in human rights abuses.
56-58
Labor
Principle 3
Businesses should uphold the freedom of association and the effective recognition of the right to collective 
bargaining;
56
Principle 4
The elimination of all forms of forced and compulsory labor;
56
Principle 5
The effective abolition of child labor
56
Principle 6
The elimination of discrimination in respect of employment and occupation.
56
Environment
Principle 7
Businesses should support a precautionary approach to environmental challenges;
48-53
Principle 8
Undertaking initiatives to promote greater environmental responsibility; 
48-53
Principle 9
Encouraging the development and diffusion of environmentally friendly technologies.
48-53
Anti-Corruption
Principle 10
Businesses should work against corruption in all its forms, including extortion and bribery
72, 82-84

121
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120
  Company Overview
  Commitment to Sustainability
  Our Business & Value Creation
  Environmental
  Social
  Governance
  Appendix
Third party Assurance Statement
Dear Stakeholders of Doosan Enerbility
Korean Foundation for Quality (further ‘KFQ’) has been requested by Doosan Enerbility to conduct an independent assurance on the 2022 Integrated 
Report for Doosan Enerbility (further ‘the Report’). KFQ has responsibility to provide an independent assurance statement in accordance with the 
standards and scope of assurance as specified below. Doosan Enerbility has sole responsibility for the preparation of the Report.
Standard and Scope of Assurance
•Standards : AA1000AS (v3), AA1000AP (2018)
•Type : Type 1 [covers the assessment of adherence to the Accountability principles of inclusivity, materiality, responsiveness, and impact.]
•Level : Moderate [limited evidence has been obtained to support our assurance statement]
•Scope : GRI Standards (2020) Core option
•Reporting Principles
•Universal Standards
•Topic Specific Standards
•Economic Performance : 201-1, 201-3
•Indirect Economic Impact : 203-1
•Anti-Corruption : 205-3
•Anti-competitive Behavior : 206-1
•Energy : 302-1, 302-4, 302-5
•Water and Effluents : 303-1, 303-2, 303-3, 303-4, 303-5
•Biodiversity : 304-2
•Emissions : 305-1, 305-2
•Employment : 401-1, 401-3
•Occupational Health and Safety : 403-2
•Training and education : 404-1
•Diversity and Equal Opportunity : 405-1
•Human Rights Assessment : 412-1
•Socioeconomic Compliance : 419-1
Methodology  
In order to assess the reliability of disclosures about the sustainability performance in the Report by applying the standards, we reviewed sustainability-
related processes, systems, internal control procedures, and available data. The documentation reviewed during the assurance engagement includes: 
•Non-financial information e.g., data provided to us by Doosan Enerbility, disclosed Business Reports, the previous sustainability report, and information 
obtained from media and/or the internet; and
•Financial information i.e., Financial statements reported on the DART (Data Analysis, Retrieval and Transfer System, http://dart.fss.or.kr), the Electronic 
Disclosure System managed by Financial Supervisory Service.
The assessment was performed by document review and inspection through teleconference. We interviewed employees who are responsible to 
prepare the Report, where we evaluated the validity of the materiality assessment processes, a stakeholder-centric approach to select material issues, 
data collection and management procedures, report preparation procedures, and validation of claims stated in the report. It was confirmed that errors, 
inappropriate information, and ambiguous expressions identified during the assessment were properly corrected prior to the Report being published.
Competency and independence
The assurance team was organized in accordance with KFQ’s internal regulations. KFQ has no conflict of interest which could threaten the independence 
and impartiality of verification, other than providing third-party audit services to the Doosan Enerbility’s business.
 
Limitations 
The completeness and responsiveness of sustainability performance in the Report has inherent limitations due to its nature and the methodology used to 
determine, calculate and estimate its performance. In accordance with the terms of the contract, assessment is conducted based on provided data and 
information without verification for original data of specified performance information which is out of assurance scope.
 
Findings and Conclusions 
As a result of the above assessment, we confirm that the content of the Report fulfills the requirements of the ‘Core option’ of GRI Standards and secured 
reasonable basis to assurance level of Type 1 in accordance with AA1000AS (v3). Within the scope of the assurance activities above, we could not find 
further significant error or inappropriate information from the final Report against the following principles: 
•Inclusivity  |  Doosan Enerbility is gathering opinions from various stakeholders including shareholders and investers, customers, employees, and 
government through communication channels such as Web Page, Satisfaction Survey, Employee Meeting, Operating Committee, Training and Board of 
Directors. Nothing came to our attention to suggest that the main stakeholders are not stated in the Report.
•Materiality  |  Doosan Enerbility identifies important issues by conducting a materiality assessment in terms of stakeholders’ Interests and business 
impacts, followed by prioritization. It is confirmed that the Report properly describes the identified issues resulting from the materiality assessment 
without any omission.
•Responsiveness  |  Doosan Enerbility consistently engages with stakeholders to respond to their feedback and main interests. Nothing came to our 
attention to suggest that its responses and performance are inappropriately described in the Report.
•Impact |  Doosan Enerbility is identifying and monitoring impacts relating to stakeholders and reporting them to the extent possible. Nothing came to 
our attention to suggest that it does not properly assess and report impacts relating to material issues.
 
Recommendation for improvement 
KFQ recommends following developmental approaches in order to systematize sustainability management in the future and to disclose results of the 
report effectively.
•Through the activities of the ESG committee reorganized in 2022, we look forward to seeing tangible results in improving the environment, society, 
and governance of Doosan Enerbility
•In the future, it is expected that the diversity and economic, environmental, and social-related expertise and experience criteria of Doosan Enerbility’s 
Board of Directors selection criteria will be reflected in actual selection results.
July, 2022
Seoul, Korea
Ji Young Song, CEO
Korean Foundation for Quality (KFQ)
000-80/V3-J9KQJ
Licensed Report

122
Headquarters /  
Changwon 
factory
22, Doosan Volvo-ro, Seongsan-gu, 
Changwon-si, Gyeongsangnam-do
Tel. 055-278-6114
Bundang 
Doosan Tower
155, Jeongjail-ro, Bundang-gu, 
Seongnam-si, Gyeonggi-do
Tel. 031-5179-2696
Date of 
Publication
July, 2022
Designed by
The Design Gonggan, Co., Ltd.
www.doosanenerbility.com
Standard
List of Associations
Common
Korea New & Renewable Energy, World Energy Council Korean Member Committee, Korea Plant Industries Association,  
The Korean Society of Mechanical Engineers, Korea association of Machinery Industry, Korea Association of Standards & Testing Organization,  
The Korean Society of Combustion, Korea Industrial Technology Association, Korea Chamber of Commerce and Industry, Korea Enterprises Federation, 
Korea International Trade Association , Korea Management Association, Korea Arab Society, Fair Competition Federation,  
UN Global Compact Network Korea, Carbon Disclosure Project, Korea Listed Companies Association, Korea Intellectual Property Assoc.,  
Korea Intellectual Property Assoc, Korean Society for Prognostics and Health Management, Korea Customs Logistics Assoc., Korea AEO Assoc.,  
Energy Alliance, Korea Plant Industries Assoc.
New business
HZKOREA, Green Ammonia Consultative Body, Korea H2 Business Summit
Plant EPC
Construction Association of Korea, Korea Mech. Const. Contractors Association, Korea Housing Builders Association,  
Korea Electrical Contractors Association, Korea Information & Communication Contractors Association, Korea Fire Facility Association,  
Korea Construction transport New technology Association, Korea Federation of Construction Contractors, International Desalination Association,  
KPDA, Korea Egypt Economic Cooperation Council, International Contractors Assoc. of Korea
Power 
Generation
Korea Institute of Electrical Engineers, Korean Society of Mechanical Engineers, Korea Society for Fluid Machinery, Korea Wind Energy Industry Assoc., 
Korea Wind Energy Assoc., Jeonnam Wind Power Assoc., Energy Transition Forum Korea
Nuclear Power
Korea Atomic Industrial Forum, Korea Nuclear Association for International Cooperation, Korean Nuclear Society, Korean Radioactive Waste Society,  
Korea Nuclear Equipment Advancement Association, Korea Hydro Power Industry Association, Korean Society of Pressure Vessels and Piping,  
Korea Defense Industry association, Korean Society for Fluid Machinery
Quality
Korean Society for Nondestructive Testing, National Quality Master Assoc., Korean Master Hand Assoc., NIAC
Membership Status
This report has been printed with soy ink on  
FSC
TM certified paper.