CHALLENGE, PASSION 
AND INTEGRITY.
SK’S 
ESG JOURNEY WITH 
2022 SK Inc. Sustainability Report

ABOUT THIS REPORT
SK Inc., as an investment specialist, published a sustainability report in 2022 to communicate with stakeholders about its 
changing growth portfolio and the ESG management at its foundation. The report includes SK Group’s ESG Story, SK Inc.’s 
ESG Strategy, and the ESG performance of consolidated subsidiaries. To demonstrate our sustainability, we will share the 
business strategies through which SK Inc. will grow, as well as the philosophy and principles through which it will pursue ESG 
management. This report has been prepared in accordance with the following standards.
REPORTING PERIOD
This report covers the financial and non-financial performances of SK Inc’s major sustainability management activities from 
January 1 to December 31, 2021, including some data from the first half of 2022. As for quantitative performance, SK Inc. has 
incorporated the results of the past four years, from January 1, 2018 to December 31, 2021, so that changes in trends can be 
shown.
REPORTING BOUNDARY
With consideration for control by SK Inc. and its impact on the occurrence of major issues, this report complies with the Korean 
International Financial Reporting Standards (K-IFRS) in terms of key boundaries for quantitative and qualitative reporting. ESG 
management and social value activities, which form the basis of pursuing the SK DBL (Double Bottom Line), includes reporting 
of qualitative performance at a group level based on the 20 member companies of the SK SUPEX Council. Further, major ESG 
and financial outcomes are disclosed on a consolidated basis, covering listed subsidiaries - mainly SK Innovation, SK Telecom, 
SK Networks, and SKC – and representing 80.3% of total revenue.
STANDARDS AND EXTERNAL VERIFICATION
This report has been prepared in accordance with the Core Option of the Global Reporting Initiative Standards and observes the 
Principles of the UNGC Communication on Progress (CoP). SK Inc. also follows the climate change recommendations of the Task 
Force on Climate-related Financial Disclosures (TCFD) and the industry-specific standards of the Sustainability Accounting 
Standards Board (SASB). To ensure the reliability of the reported content, this report has been verified by a professional 
sustainability report verification agency, and the results of this verification are presented on page 186-188 of this report.
COMMUNICATION WITH STAKEHOLDERS
The sustainability management of SK Inc. is based on communication with its stakeholders. SK Inc. communicates with its 
stakeholders through publishing a sustainability report every year. In 2022, SK Inc. actively identified the needs of stakeholders 
regarding sustainability management by conducting surveys and media research, and the findings have been incorporated in 
its management activities.

CONTENTS
PART 1
SK ESG Story
PART 2
SK Inc. ESG Strategy
PART 3
ESG Policy & Performance
PART 4
ESG Data Book
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Today, humanity is experiencing changes that are occurring more rapidly than ever 
before. Confronted by a wide range of problems, such as environmental pollution, 
climate change, and the wealth gap, people are seeking companies that can solve 
these social problems. It is time for companies to come forward with resources and 
businesses to meet this demand. 
SK has embarked on a journey to becoming a challenger, rather than a champion.  
We deliberate on our new roles as a company to secure new corporate values  
in the coming age. Our ESG Story records the challenges undertaken today  
by SK and its aspirations for a happier tomorrow, at the frontier of time.
SK ESG STORY,
FULL OF CHALLENGES.
PART 1
05	
ESG INVITATION 
06	
ESG JOURNEY 
 14	
ESG STORY
04

ESG INVITATION
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
05
SK Group Chairman and CEO, Chey Tae-won
Over the past two years, we became keenly aware of the importance of sustainable growth in the  
course of enduring the prolonged pandemic. Our heightened awareness of the climate change 
issue and of the value of life has completely overturned the fundamental objectives and directions of 
our business activities. Based on these reflections, SK set up an audacious goal of reducing carbon 
emissions by 200 million tons by 2030 and announced our Financial Story elaborating on the 
methodology for achieving this goal. 
To ensure that such promises are fulfilled, we will change priorities among our business structures, 
management activities, and resources according to a sustainable growth model. By constantly 
reviewing whether our current actions help attain our goals and corporate values, we will contribute to 
solving problems faced by the global community and enhance corporate values by innovating beyond 
conventional methods.
The management environment remains challenging this year due to factors including war, changes in 
the global environment, and inflation. Nonetheless, our employees will work toward our goals based on 
a mindset of new entrepreneurship to seek solutions through social consensus and creative innovation.
We truly appreciate the trust bestowed on us by all  
our stakeholders despite the difficult circumstances. 
SK promises to foster greater confidence and happiness 
through ongoing communication and innovation.

ESG JOURNEY,
TOWARD SUSTAINABLE HAPPINESS.
In the past, companies pursued profits. However, companies that solely chase profits can no longer secure their 
future, as their social roles and responsibilities have grown as a consequence of common global challenges such 
as climate change and COVID-19. Investors are turning their back on companies that ignore ESG values, and 
consumers are paying greater attention to value-based consumption. The roles of companies are changing, and 
the age has come for us to seek a new paradigm of entrepreneurship.
While accelerating on its journey toward ESG, SK poses a new question. How can companies add to the happiness 
of society? SK is convinced that companies can properly fulfil the new roles demanded by society and secure new 
corporate values for sustainable growth when they engage in solid ESG management by building transparent 
governance.
SK aims to create 
sustainable happiness for our society.
We will grow economically, socially, and environmentally by undertaking new challenges with ambition and trust. 
We will define new corporate goals and, together with diverse partners who share our vision, create new avenues 
for companies to enhance the happiness of society.
SK’s journey to ESG starts from  
a fundamental question.
What is the purpose of companies?
The ESG Directions of SK
Sustainable Happiness
GOAL
E
Promotion of
eco-friendly 
businesses
S
The happiness of 
stakeholders
G
Formation of 
transparent 
governance
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
06

DBL
DOUBLE BOTTOM LINE
DBL is an abbreviation for “Double Bottom Line,” referring to the concurrent pursuit of economic values and social 
values throughout our management activities. Here, the social values pursued by SK encompass all values produced 
by the company for the happiness of its stakeholders. SK contributes to economic development by utilizing its 
innovation capabilities and attains sustainable happiness based on a new paradigm of entrepreneurship. SK 
innovates its business models by growing social and economic values through DBL management.
SK has long been at the forefront of efforts to create social values. In 2004, SK adopted the pursuit of happiness for 
diverse stakeholders as its management goal instead of maximized profits, and has since strived to develop social 
consensus and tackle problems. In pursuit of even greater happiness, SK adopted “Deep Change” as the key phrase 
for guiding corporate management in 2016. We removed the phrase “creation of sufficient profits” from the Articles of 
Association of SK member companies and added the “pursuit of social values and happiness” in 2017. Through these 
processes, DBL management was fully implemented in 2018 and SK has been accomplishing business innovation 
directed at the coexistence and happiness of all members of society.
Social Value
Double Bottom Line
DBL
Economic Value
DBL is the sustainable growth methodology of 
SK and the source of its competitiveness. 
SK pursues the happiness of stakeholders by 
undertaking constant innovation based on DBL.
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
07

MEASUREMENT OF SOCIAL VALUE
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
08
Measurement is a
prerequisite for management!
Social value measurement refers to converting the social impact of corporate management activities into currency 
values, such as sales and operating profits. Similar to economic values, indicators and references are needed to 
create more social values. SK firmly believes that measuring and managing social values enable the development of 
socially desirable products and services, which makes SK’s business models sustainable in the long run. This is the 
starting point of the DBL management conducted by SK.
Furthermore, under the expectation that the meaningfulness and influence of social value measurement will grow if 
more stakeholders measure social values and share the same standards, SK has broadened the range of its internal 
and external cooperation efforts. In 2018, SK began to measure and disclose the social values produced by major SK 
member companies by conducting joint research and consultations with external experts. Moreover, SK collaborates 
with diverse academic institutions, organizations, and companies to secure objective grounds for social values 
produced by corporate activities. The Value Balancing Alliance (VBA) is a representative example. The VBA is a non-
profit corporation launched in 2019 by around 30 global enterprises, including SK, BASF, Novartis, and POSCO, as 
well as the Big 4 accounting firms, for the purpose of cooperating on the establishment of international standards for 
social value measurement.
SK generates social values in all processes of making and providing its products and services. In addition, by 
objectively measuring and transparently disclosing the positive impact of such values on our society, SK achieves 
business innovation in pursuit of coexistence and happiness for all members of society.
SV Measurement Results of the Group
Environmental performance
△28,920
△30,273 △29,787
Environment 
(process)
Products/
Services
7,550
△36,469
6,021
△35,808
△35,800
2019
2020
2021
5,527
Indirect economic contributions
193,443
119,493
131,257
Tax 
payment
Dividend
Employment
2019
2020
2021
101,058
72,684
29,196
29,378
68,271
30,803
20,419
33,742
58,643
Social performance
19,036
10,363
12,924
2019
2020
2021
Labor
Product 
services
Mutual
growth
Social 
contribution
3,191
2,011
2,923
2,237
4,361
2,397
3,433
2,734
7,670
4,632
3,431
3,303
+60%(KRW 7 trillion)
2021
2020
11.4
KRW
trillion
18.4
KRW
trillion
(Unit: KRW 100 million)

ESG is another name for 
the pursuit of social values.
ESG management, which stands for Environment, Social, and Governance, has become a major trend. Though it has 
recently emerged as a prominent global issue, the concept of ESG has existed since the early 2000s. With humanity 
now facing crises such as the COVID-19 pandemic and climate change, ESG has become a requisite for sustainable 
growth, rather than a mere recommendation.
SK promotes ESG from two perspectives: managing and responding to the needs of the capital market and external 
ESG evaluations, and innovation and transition of business based on ESG. Response to ESG evaluations refers to 
activities for managing and disclosing the ESG criteria demanded by the capital market in accordance with global 
standards. The innovation of business models based on ESG is about strengthening eco-friendly businesses and 
creating sustainable business portfolios.
SK will dedicate more attention and efforts to produce the social values that it has consistently pursued, thereby 
fulfilling the new roles that companies are expected to play in this new age and exerting a positive influence.
SOCIAL VALUE & ESG
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
09
SOCIAL 
VALUE
  
Managing and 
responding to
ESG evaluations
(minimum requirement)
Innovation of 
business models 
based on ESG

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
10
Strengthening the basics!
System for managing core ESG indicators
The systematic implementation of ESG management requires a clear understanding and continual management of ESG-
related requirements by external stakeholders. In early 2021, SK defined the essential common criteria to be managed by 
all member companies of the SK Group as core ESG indicators and built a system to manage these criteria. From 2022, SK is 
expanding the scope of its ESG management to include the subsidiaries and grandchild subsidiaries of member companies.
CORE ESG INDICATORS    The core ESG indicators, selected by analyzing and summarizing various ESG indicators demanded by 
the stakeholders of SK, such as the financial society and ESG disclosure and evaluation bodies, include the requirements 
of external stakeholders, criteria to be improved by SK member companies, and criteria for strategic ESG activities. The 
core ESG indicators comprise 34 indicators and 100 detailed management criteria, including the following: 11 indicators 
and 48 management criteria in the environment domain (greenhouse gases, climate change, waste), 13 indicators and 
32 management criteria in the social domain (safety of employees, mutual growth with business partners, support for 
local communities), and 9 indicators and 20 management criteria in the governance domain (composition of the Board 
of Directors, the Audit Committee, anti-corruption management). Furthermore, the industrial specialization areas of each 
member company have been added to reflect their respective industrial characteristics.
DATA-BASED PERFORMANCE MANAGEMENT    SK built an integrated ESG management system based on IT (Social Value 
Management System, SVMS) to manage the core ESG indicators efficiently. All member companies enter performance data 
and improvement activities related to all core ESG indicators into the SVMS on a quarterly basis, and the accumulated ESG 
data is managed in an integrated manner.
ESG PERFORMANCE EVALUATION    Progressing a step beyond the selection of the core ESG indicators and management of 
data-based performances, SK has built an in-house system for evaluating ESG performance. This organized and reliable 
system, utilizing the various evaluation methodologies of external evaluation agencies, is comprised of peer comparison 
and goal attainment. Peer comparison is designed to objectively compare differences in relation to the ESG levels of global 
peer companies within the same industrial group. The current ESG levels of SK member companies are evaluated based 
on actual data taken from peers for each indicator. For goal attainment, we establish stepwise goals to reach a global top-
tier standard and evaluate the degree of goal attainment each year. The evaluation results are included in the quarterly ESG 
performance reports and provided to the management and the BOD of each member company, enabling them to identify 
their standards of ESG and conduct ESG improvement activities.
MANAGING ESG PERFORMANCE
Required disclosure criteria (48)
11 indicators
ENVIRONMENT
Required disclosure
criteria (32)
Required disclosure
criteria (20)
13 indicators
9 indicators
SOCIAL
GOVERNANCE
1
1
indicator /      management criterion
Specialized industrial area

Indicators (13)
Required disclosure criteria (32)
Disclosure management (18)
Evaluation management (14)
Current status of 
employees
• 	Total number of employees
• 	Ratio of employees
	 -	Gender, age, regular/non-regular
• Number of new employees
• Number of disabled employees
• Ratio of female executives
• Number of female executives
•	Ratio of disabled employees
Safety of employees
•	LTIR by employee type
	 -	Internal employees/employees  
of business partners
• Number of lost time incidents
	 -	Internal employees/employees  
of business partners
• Employee death rate
• Number of employee deaths
•	Related policy/goal/performance
•	Lost time incident rate (LTIR)
Health of employees
• Occupational illness frequency rate 
(OIFR)
• 	Number of occupational illnesses 
in employees
•	Related policy/goal/performance
Human rights of 
employees
• Related policy/goal/performance
Competency development 
of employees
• 	Hours of education (HRD)
• Related policy/goal/performance
Balance of work and life
• Related policy/goal/performance
SV of products/services
• Amount of SV created by products/
services
Safety and quality of 
products/services
• Number of violations of laws  
related to product/service safety
•	Related policy/goal/performance
Protection of corporate 
data and customer 
information
• Number of corporate data and 
customer data leakage incidents
•	Related policy/goal/performance
Support for mutual growth 
with business partners
•	Related policy/goal/performance
Management of the ESG 
risks of business partners
• Number of business partners 
assessing ESG risks
• Ratio of business partners 
implementing improvement 
measures
•	Related policy/goal/performance
Support for local 
communities
•	Ratio of employees who participate 
in volunteer activities
•	Related policy/goal/performance
Support for the 
SE ecosystem
• Related policy/goal/performance
Indicators (9)
Required disclosure criteria (20)
Disclosure management (9)
Evaluation management (11)
Performance 
evaluation on 
management and 
compensation
•	Installation of the Compensation 
Committee and operating status
•	ESG-based performance evaluation on 
policy/goal/performance related to the 
management / compensation system  
Identification of 
the ESG needs of 
stakeholders
• Related policy/goal/performance
ESG-based 
business portfolio 
strategies and 
processes
 
•	Policy/goal/performance incorporating 
ESG standards for new businesses/
investments
Composition and 
operation of the 
Board of Directors
•	Operating status of the Board of 
Directors
•	Compensation policy for the Board of 
Directors
•	Evaluation status of the Board of 
Directors
•	Installation/Operating status of the 
Independent Director Candidate 
Recommendation Committee
• Policy/goal/performance regarding the 
diversity/expertise/independence of the 
Board of Directors 
• Ratio of female directors
• ESG-related policy/goal/performance 
within the Board of Directors
Operation of the 
Audit Committee
•	Installation/operating status of  
the Audit Committee
Enhancement 
of shareholder 
values
•	Policy to protect the rights of 
shareholders
•	Policy to return to shareholders
Anti-corruption 
management
•	Number of violations of anti-corruption 
regulations
•	Anti-corruption policy/goal/
performance
•	Anti-corruption education policy/goal/
performance for employees
Disclosure of ESG 
information
•	Core indicator disclosure rate
•	ESG management of subsidiaries/ 
grandchild subsidiaries
Participation 
in global 
partnerships
•	ESG-related global partnership policy/
goal/performance
INDUSTRY-SPECIALIZED INDICATORS IN THE ENVIRONMENTAL DOMAIN
INDUSTRY-SPECIALIZED INDICATORS IN THE SOCIAL DOMAIN
INDUSTRY-SPECIALIZED INDICATORS IN THE GOVERNANCE DOMAIN
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
10
Indicators (11)
Required disclosure criteria (48)
Disclosure management (31)
Evaluation management (17)
General 
energy 
consumption
• 	Total energy consumption
• 	Consumption by each direct energy 
source
• 	Consumption by each indirect energy 
source
• 	Total energy consumption (intensity)
Renewable 
energy 
consumption
• 	Total power consumption
• 	Total renewable energy consumption
• 	Consumption by each renewable 
energy source
• 	RE consumption by each procurement 
method
• 	Ratio of renewable energy
GHG emissions
•	Target GHG emissions
•	GHG reduction outcome
•	Total GHG emissions
• 	Scope 1 emissions
•	Scope 2 emissions
•	Scope 3 emissions
•	Related policy/goal/performance
•	Attainment of GHG reduction  
goal (%)
•	Total GHG emissions (intensity)
Response to 
climate change 
(TCFD disclosure)
•	Related policy/strategy/performance
Prevention of 
environmental 
pollution
•	Current status of environmental 
pollution management facilities and 
monitoring systems
•	Current status of environmental 
technologies and educational support
•	Current status of violations of domestic 
and foreign environmental laws
Air pollutant 
emissions
•	NOx emissions
•	SOx emissions
•	Dust emissions
•	VOC emissions
•	NOx emissions (intensity)
• SOx emissions (intensity)
• Dust emissions (intensity)
• VOC emissions (intensity) 
Waste 
generation
•	Total waste generation
•	Waste generation by type
•	Total waste generation (intensity)
Waste recycling
•	Total amount of waste recycled
•	Waste recycling rate
Water 
consumption
•	Total water intake
•	Water intake by intake source
•	Water intake in areas of water stress
•	Total water intake (intensity)
Water recycling
•	Total volume of water used
•	Total volume of water recycled
•	Total water recycling rate
Water pollutant 
emissions
•	COD emissions
•	BOD emissions
•	T-N emissions
•	COD emissions (intensity)
•	BOD emissions (intensity)
•	T-N emissions (intensity)
ENVIRONMENT
SOCIAL
GOVERNANCE

NEW PERSPECTIVES
Q1-1
Q1-2
ESG encompasses non-financial criteria that cannot be fully determined 
through existing financial statements. It covers desirable factors that a 
company, as a member of society, must comply with, and is an important 
measure of a company's value. Now, the importance of ESG is growing, 
alongside the financial values - such as revenue and operating income - that 
have long dominated the business world. Beyond the national level, global 
standards for ESG are being established, and companies must adhere to 
these standards if they are to maintain investment and expand their customer 
base. Considering the above, and in line with the changes and demands of 
the present, ESG management can arguably be seen as a new corporate 
management paradigm.
Is the craze for ESG management 
a momentary trend, or will it change the 
fundamentals of the corporate ecosystem?
We see why ESG management is important, 
but how can we practice it properly?
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
11
Lee Hyung-hee
SV Chairman of SK SUPEX Council
ESG has become an irreversible trend.
We must perceive the ongoing changes and respond wisely.
SK has demonstrated proactive responses to such changes based on DBL.
The essence of ESG management is in proactively responding to the risks in 
each of the Environment (E), Social (S), and Governance (G) areas and increasing 
the sustainability of companies. Money flows into ESG funds, and companies 
that adopt ESG approaches to environmental regulations are winning more 
investments. Based on these phenomena, we can see that companies can 
achieve sustainable growth through ESG management.
SK is not strengthening ESG management just to superficially create a benign image 
for the company. Whereas SK used to spend a portion of its profits on doing “good” 
deeds, it is now engaging in operations with integrity, starting from the profitmaking 
process. To SK, ESG is an intangible asset and a source of competitiveness. In 
particular, SK’s ESG management is differentiated by the quantitative measurement 
and systematic management of the social values created.
There is a keen interest in ESG management. While companies are busy responding to the ESG wave that has become mainstream 
around the world, SK consistently engages in sincere ESG management by preemptively anticipating social values and ESG.
We discussed with the employees of SK about how ESG management has entered the global mainstream, how SK responds to such changes, 
and what they envision a better tomorrow achieved through SK’s ESG management might look like.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
12
Q2
SK is said to be driving  
the flow of ESG based on DBL. 
If so, what changes are 
SK Innovation, SK Telecom, 
and SKC pursuing?
SK Innovation is transforming into  
a green energy and materials company 
by promoting “Carbon to Green” 
innovation.
SK Innovation has solidified its leadership in the market 
by demonstrating differentiated competitiveness in 
the battery and material businesses. The battery metal 
recycling (BMR) business is in the preparatory stage. 
Furthermore, SK Innovation attempts to reduce its carbon 
footprint in all business areas while continually discovering 
and expanding promising materials and eco-friendly 
technologies. We anticipate that the Financial Story of SK 
Innovation will lead to meaningful outcomes and hope to 
gain trust from stakeholders by promoting fundamental 
changes in business methods for a sustainable future.
SK Telecom aspires to become a company
that opens up a sustainable future 
alongside customers, so that they can be 
proud of its ESG activities associated with 
the telecom business.
SK Telecom declared “ESG 2.0” at the general meeting of 
shareholders held in March. In addition to making efforts 
to build transparent and sound governance to fulfill its 
promises, SK Telecom adds ESG values to its areas of 
expertise. Representative examples include eco-friendly 
growth through the green network and building a safer 
and happier society through ICT and AI technologies. While 
strengthening ESG activities that are closely associated with 
the main businesses, SK Telecom conducts ESG activities in 
which customers can participate for rewards, thus growing 
the social impact of the Financial Story fostered together 
with its stakeholders.
SKC opens up a sustainable future 
by engaging in ESG management, 
which unites the management system 
and ESG in the process of transforming into 
a “global ESG material solution company.”
In the environment domain, SKC is working toward “2040 
GHG Net Zero” and seeking a transition into ESG business 
models in areas such as secondary batteries, semiconductors, 
and eco-friendly materials. In the social domain, the “open 
platform for new materials” launched in 2017 has become 
established as a leading mutual cooperation program 
for startups and SMEs, further amplifying the meaning of 
happiness. SKC also strives to increase transparency and 
diversity in the governance domain, such as by appointing 
an independent director as the Chairperson of the Board 
of Directors and a female independent director as the 
Chairperson of the Internal Trade Committee. By the end 
of 2021, the ESG Support Group was formed to prepare the 
groundwork for strengthening ESG management.
Kwon Young-su
Head of ESG Development Office, SK Innovation
Lee Joon-ho
Head of ESG Development Group,  SK Telecom
Nah Yun-a
Head of ESG Management Office, SKC

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
13
Q3
Now, let’s listen to the stories 
of employees who are 
responsible for ESG duties 
at SK member companies. 
Please introduce the 
representative social values 
created by your company. 
What do you think SK is 
seeking to achieve 
through these efforts?
By making a transition to a differentiated green portfolio, 
including hydrogen, renewable energy, low-carbon LNG, 
and energy solutions, SK E&S proposes realistic alternatives 
to Net Zero in response to the climate crisis and contributes 
to carbon reduction efforts at home and abroad.
SK E&S strives to engage in sustainable management based 
on eco-friendly energy businesses to deliver sustainable 
happiness to all stakeholders. We will provide a stable 
supply of eco-friendly energy and facilitate the happiness 
of all stakeholders so that members of our society and 
future generations can enjoy a clean global environment.
We will write a unique growth story 
through the stable supply of sustainable, 
eco-friendly energy.
SK ecoplant pursues social values by grafting technologies 
onto its business models. As a representative example, SK 
ecoplant acquired a subsidiary for incineration technologies 
and collaborated with AWS, a global cloud service operator, 
to analyze efficient optimization points for incinerators 
and built an operating system for reducing air pollutants. 
Through this business, SK ecoplant proposed an incinerator 
model based on AI/DT.
SK ecoplant pursues happiness for all in a cleaner and safer 
environment by ceaselessly working toward the sustainable 
growth of humankind and Earth, instead of simply being 
satisfied with the characteristics of its business.
I believe that when we share values and 
consider the happiness of diverse stakeholders, 
we can fulfill our corporate social responsibility.
SK Networks innovated its business models to reduce 
the adverse impact of products and services on 
the global environment. Examples include product 
innovation through the increased use of eco-friendly 
plastics by SK Magic, reducing carbon emissions and 
fostering a circular economy through the purchase of 
used phones by Mintit, and GHG reduction through EV 
conversion by SK Rent-a-Car.
When our society is warmed by energy that is good for 
the earth, companies can gain trust, and their employees 
can experience happiness within a healthy and strong 
organization. 
I believe the goal of SK is to create 
sustainable values for everyone.
Lee Do-hyung
Manager, ESG Planning Team, SK E&S
Park Han-seong
Manager, ESG Reporting and Rating Team, SK Ecoplant
Han Hye-young
Manager, SV Implementation Team 1, SK Networks

ESG STORY 1 – ENVIRONMENTAL
Net Zero
2020
2025
2030
2035
2040
2045
2050
The path to ‘2050-  ’
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
14
Now is the time for us to converse with the planet. 
SK joins the worldwide movement to attain Net Zero for 
our one and only Earth and for our future. SK will take a step further 
into a low-carbon economy based on our new growth strategy 
for eco-friendly businesses and Net Zero attainment.
We forge a new path by turning
Net Zero into an opportunity for
sustainable growth.
•	SK Broadband
•	SK Innovation affiliates
	 - Carbon business
•	SK Materials
•	SK Inc.
•	SK E&S
•	SKC
•	SK Siltron
•	SK Ecoplant
•	SK Telecom
•	SK Hynix
•	SK Gas
•	SK Networks
•	SK Biopharmaceuticals
•	SK Chemicals
•	SK Square
•	SK Innovation affiliates
	 - Green business

In the summer of 2021, many locations across the world suffered from a series of fires occurring due to unusual 
weather conditions. In California, U.S.A., an unprecedented forest fire burned an area of 4,200 km
2, and thousands of 
residents were forced to take refuge from an immense forest fire that continued for nearly two weeks in Southern 
Europe. Over the past 20 years, icebergs in Iceland equivalent to 1.25 times the surface area of Seoul have melted. 
Experts warn that icebergs, accounting for 10% of the national territory of Iceland, may disappear entirely by 2200.
In the face of the immediate reality of the climate crisis, we must achieve “Net Zero” in order to stabilize the earth’s 
temperature. Many countries are working together for the global goal of Net Zero, including South Korea, but it is 
not easy to find a path through a terrain that has never before been experienced. 
In this period that demands courage, SK is taking up the challenge. In June 2021, 14 member companies of the SK 
Group declared their commitment to Net Zero, and established intermediate goals and implementation plans to 
ensure that our promises are fulfilled. Our ambitious goal called “2050-α” aims to attain Net Zero GHG emissions 
earlier than 2050, the global target for carbon Net Zero. Each company will exert global climate leadership in its 
respective business area. Further, we will transparently disclose the process to prove that our promises are faithfully 
carried out.
PROGRESS TOWARD ZERO BY 2050,
OR EARLIER.
2021
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
15
2050-

Net Zero refers to generating “zero” net emissions by equalizing the GHGs emitted and 
absorbed by human activities. The scope of SK’s Net Zero objective includes GHGs formed in 
the production process (scope 1), the process of generating electricity necessary for operations 
(scope 2), and throughout the value chain, including the transportation, use, and disposal of 
products (scope 3).
To accomplish Net Zero, in addition to minimizing emissions, we need to sequester remaining 
GHGs through forests or remove them using CCUS technologies
1). One of the most effective 
means to reduce carbon emissions in management activities is to reduce our reliance on 
fossil fuels. In 2020, SK became the first company in South Korea to join RE100
2) and has been 
promoting the transition to low-carbon and decarbonizing businesses. RE100 is a voluntary 
initiative of global enterprises that intends to supply 100% of electric power through renewable 
energy sources, such as wind power and solar power, by 2050. Six SK member companies have 
joined, including SK Inc., SK Telecom, SK Hynix, SKC, SK Siltron, and SK IE Technology.
SK announced an audacious goal to reduce global carbon emissions by 200 million tons by 
2030, in the process of attaining Net Zero by 2050. This amount corresponds to 1% of the global 
GHG reduction goal, which is 2.1 billion tons.
3) In addition to its renewable energy efforts, SK 
implements direct reduction by existing businesses and zero net emissions by new businesses. 
The only way to prevent the climate crisis, which is proceeding at an unprecedented rate on an 
immense scale, is to take immediate action.
SK is firmly committed to undertaking
business changes based on social values to remove 
all carbon emissions in the shortest time possible.
1)	 Carbon Capture, Utilization, and Storage (CCUS) technologies
2)	 An abbreviation for “Renewable Energy 100%,” which is a global initiative launched in 2014 by the Climate Group, a global non-profit 
organization, and the Carbon Disclosure Project (CDP), a global certification body for environmental management
3)	 Source: International Energy Agency 2021 Report
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
16
40%
5%
55%
OFFSETTING
CDM businesses (assembly 
businesses at home and abroad, 
cookstoves, etc.), purchase of 
carbon credits, etc.
DIRECT REDUCTION
Improvement of facility efficiencies, transition to eco-friendly
fuels such as hydrogen, Carbon Capture, Utilization, and Storage (CCUS), 
transition to electric vehicles (EVs), etc.
100% CONVERSION OF ELECTRIC POWER TO RENEWABLE ENERGY
REC purchases, PPA, green pricing, etc.

BATTERY ECOSYSTEM
01.
SK has noted the potential of the battery industry, which would 
allow low-carbon and green growth innovation of economic 
and social structures. From production to use, rental, charging, 
reuse, and recycling, various member companies are closely 
cooperating to build an ecosystem throughout the entire  
value chain.
EV batteries from SK On have been proven to be safe, recording 
zero fire accidents in vehicles after the supply of 270 million 
cells. Based on its independent technologies for cathode 
materials, anode materials, and modules, SK On has secured 
outstanding long-distance driving performance and can 
rapidly charge vehicles within 15 minutes.
SK IE Technology combined its chemical technologies, 
accumulated over 50 years, and cutting-edge 
nanotechnologies to develop a lithium-ion battery separator 
(LiBS), which was the first of its kind developed in South Korea 
and the third in the world. Utilizing the technological power of 
the world’s best copper foil manufacturer, SKC is fostering the 
battery materials field as its new growth engine for the future.
SK Innovation is pursuing “Battery as a Service (BaaS)” 
businesses. Metals such as nickel, cobalt, and lithium are 
retrieved from used batteries and recycled into battery 
materials through a system that monitors batteries in  
real-time.
SK Signet is building a convenient environment for driving EVs 
and offers solutions ranging from slow to super-fast chargers 
based on unrivaled technologies and professional knowledge.
As seen in these examples, SK member 
companies are creating social values by utilizing 
their business capabilities and innovating 
business models across the battery lifecycle.
SK intends to become an eco-friendly company that produces beneficial values 
for the environment. In particular, SK is concentrating its capabilities to secure
unique competitiveness, focusing our attention on batteries as a key element
that will enable fundamental changes.
BATTERY ECOSYSTEM
Providing eco-friendly solutions 
throughout the value chain
Development/Production of materials
Production
Use/Rental
Charging
Reuse/Recycling
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
17
Business Model Innovation Based on ESG

CLEAN ENERGY ECOSYSTEM
02.
HYDROGEN ECOSYSTEM
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
18
Storage and 
transportation
Use
Production
•	SK E&S
•	SK Innovation
•	SK Gas
•	SK E&S
•	SK Ecoplant
•	SK E&S
•	SK On
New and renewable energy
The future energy market will be governed by renewable 
energy and hydrogen energy, and energy solutions will 
solve the challenges that exist throughout the entire energy 
system. SK cultivates the business capabilities of its member 
companies to build an eco-friendly energy ecosystem.  
SK Inc., SK E&S, SK Innovation, SK On, SK Gas, and SK Ecoplant 
participate and cooperate in the full process, encompassing 
the production, storage, and use of renewable energy sources 
such as solar and wind power and hydrogen energy.
SK Inc. acquired shares to become the largest shareholder of 
Plug Power, a leading U.S. company in the hydrogen economy 
industry. In addition, SK Inc. has undertaken a business 
supplying water electrolysis equipment by establishing a joint 
corporation with Monolith, a U.S. company that was the world’s 
first to produce turquoise hydrogen. Such investments and 
business expansions are a testament to SK Group’s ambition to 
lead the formation of an eco-friendly hydrogen ecosystem.
SK E&S intends to complete its green portfolio through a 
business re-design. Its goal is to supply eco-friendly energy 
stably and efficiently by creating synergy among the  
low-carbon LNG, eco-friendly LNG, hydrogen, and renewable 
energy businesses. Notably, SK E&S is the largest private 
renewable energy business operator in South Korea, operating 
solar and wind power businesses. By 2025, SK E&S will become 
a global renewable energy player possessing a 7 GW pipeline.
Moreover, SK Innovation, SK On, and SK Ecoplant are improving 
their competitiveness in diverse energy solution areas, 
including the Energy Storage System (ESS) business, fuel cell 
business, microgrid business based on distributed generation, 
and mobility solution business based on EV batteries.
A future of unlimited, clean energy is imminent.  
SK will bring us closer to making this future 
a reality by innovating its business models 
through ESG.
The future envisioned by SK is powered by eco-friendly energy.
By applying various energy solutions centered on renewable energy and 
hydrogen energy, SK is speeding up the development of an eco-friendly 
energy ecosystem to prepare for the future energy market.

SK innovates to realize a green chemical ideal. The chemical member companies 
of SK are building a circular economic system throughout the plastic value chain  
by cooperating closely and utilizing advanced technologies, working together to  
promote business model innovation.
PLASTIC ECOSYSTEM
03.
VALUE CHAIN OF 
THE PLASTIC CIRCULAR ECONOMY
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
19
Raw plastic materials
Production of plastics
Manufacture of products
Collection/Transportation
Sorting/Classification
Recycling
Plastics make our lives convenient, but are the main cause of 
environmental pollution. Accordingly, SK focuses on developing 
innovative technologies to mitigate their adverse effects while 
maintaining their useful functions.
With the goal of becoming the “world’s largest urban oil field 
company” that produces petroleum by recycling waste plastics, 
SK Geocentric is accelerating its efforts to commercialize the 
pyrolysis oil manufacturing technology that decomposes waste 
plastics into naphtha for plastic products using heat and the 
depolymerization technology, which chemically decomposes 
and recycles contaminated plastic bottles and clothes.
SK Chemicals has announced its goal of replacing raw 
materials with discarded plastics and nature-derived 
biomaterials by 2030. It will achieve this by innovating 
business models and transforming the existing chemical 
materials business, which is focused on petrochemical 
products, into a business founded on green materials.
SKC has also taken the initiative to build a virtuous cycle of 
recycling large amounts of waste plastics by commencing 
an eco-friendly business that recycles waste plastics using 
pyrolysis oils.
SK Ecoplant and SK Telecom have undertaken a business to 
reduce carbon emissions by enabling consumers to recycle 
plastics in everyday life using reverse vending machines and 
reusable cup collectors.
It takes only 5 minutes to use disposable plastics but 500 years 
for them to decompose. Frans Timmermans, Executive Vice-
President of the EU Commission, warned, “If we don’t change 
the way we produce and use plastics, there will be more 
plastics than fish in our oceans by 2050.”
SK will act. By reducing the time taken to decompose  
plastics and reusing more waste plastics, 
SK will reduce our carbon footprint and contribute 
to achieving Net Zero.

ESG STORY 2 – SOCIAL
Strengthen social safety nets
Local 
communities
Creating a happy workplace
Employees
Building sustainable value chain
Business partners
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
20
Enhancing customers’ quality of life
Customers
Sustainable happiness 
FOR ALL
SK has grown with the love and support of numerous stakeholders.
Beyond the commitment and efforts shown by SK employees, it is thanks to 
the opportunities provided by customers, business partners, and 
local communities that SK has been able to achieve its successes, 
both small and large. Now, SK will return the favor by delivering happiness.
Striving toward happy participation, 
happy coexistence, and a
happy transformation for all.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
21
SUSTAINABLE HAPPINESS
SKMS
CUSTOMERS
SHAREHOLDERS
SOCIETY
BUSINESS 
PARTNERS
SK (EMPLOYEES)
Constant customer satisfaction, 
resolving pain points
Long-term investment
Trust/Choice
Corporate value creation,  
ESG, etc.
Environmental protection, 
job creation, local 
community support, etc.
Building a fair and 
competitive ecosystem
Trust in / support for 
corporate activities
Mutual cooperation/
development
SK’s purpose is to facilitate the creation of a happy society by happy employees. The SK 
Management System (SKMS), established in 1979, considers happiness to be the greatest 
value. Based on a common understanding of the essence of corporate management, the 
SKMS has been the foundation for coalescing employees and raising the caliber of business 
management.
SK conducts “happy management” based on its human-centered management philosophy, 
following the principles of SKMS. We strive for the happiness of all stakeholders, including 
employees, business partners, customers, and local communities. Recognizing that sustainable 
happiness cannot be attained alone, we aspire to create happy changes through participation 
by all. In the future, SK will continue our amazing journey toward a happier tomorrow by 
fostering the values that promote happiness.
SK pursues sustainable happiness 
for all employees and stakeholders.

A happy workplace for employees,
where human rights and diversity
are respected
CREATING A HAPPY 
WORKPLACE
01.
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
22
SK cherishes the happiness of employees, who are the core constituents of SK. Based on the belief 
that building a happy and mature community is the prerequisite for generating profit and social 
value, SK fine-tunes its various systems to maximize the happiness of employees. SK respects 
the dignity and human rights of all employees, preparing and strictly abiding by global codes of 
conduct and guidelines. Furthermore, each member company endeavors to manage the health 
and safety of employees according to specific circumstances and needs, fostering a sustainable 
workplace where employees can maintain their work-life balance and feel secure in their work.
In addition, with the belief that an inclusive corporate culture that guarantees diversity empowers 
businesses to grow and innovate, SK focuses on cultivating a culture that allows individual 
employees to express the value of diversity. All employees of SK are encouraged to cultivate their 
work capabilities by utilizing the infrastructures offered by each company and develop timely 
awareness of external trends. mySUNI is a noteworthy growth platform that helps SK employees 
to take the initiative in choosing, designing, and revising their own learning paths.
Employees of SK cultivate their own happiness 
with the conviction that greater happiness can be achieved
when they work with the SK community.
FEATURES
DIVERSITY & 
INCLUSION
•	 Expansion of women’s 
leadership
•	 Establishment of the 
diversity principles of 
the Board of Directors
•	 Corporate culture of 
inclusivity and respect
HUMAN 
RIGHTS
•	 Fulfillment of the Universal Declaration 
of Human Rights and the UN Guiding 
Principles on Business and Human Rights
•	 Establishment of human rights regulations
•	 Publication of human rights management 
reports
•	 CEO’s announcement of the human rights 
policy
•	 Prohibition on the use of conflict minerals
COMPETENCY 
DEVELOPMENT
•	 Formation of learning 
infrastructures for 
employees
•	 Operation of mid- to 
long-term career support 
programs
HEALTH & 
SAFETY
•	 Establishment of the 
safety, health, and 
environment (SHE) 
guidelines
•	 Formation of safety 
and environmental 
management systems
•	 Enhancing safety using 
smart technologies

BUILDING A SUSTAINABLE 
VALUE CHAIN
02.
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
23
FEATURES
WIN-WIN 
RELATIONSHIP
• 	Expanding technical and financial support for business partners
• 	Revitalizing communication with business partners
• 	Protecting the technologies of business partners
• 	Sharing welfare benefit systems
ESG 
MANAGEMENT
•	 Supporting the ESG management of business partners
•	 Strengthening safety management throughout the supply chain
•	 Providing SHE consulting to business partners
Building sustainable
supply chains that are fair 
and competitive
SK grows alongside business partners based on the principles of coexistence and fairness. 
Grounded in the belief that the sustainability of business partners is necessary for the 
competitiveness of SK, SK supports business partners in developing technologies through 
various means, such as financing, joint development, and patent sharing. In addition, SK assists 
business partners in strengthening their businesses by empowering employees.
Furthermore, SK offers various forms of support for business partners to manage ESG by observing 
global laws and standards. By establishing guidelines to improve ESG and building an IT platform 
at the group level, SK helps member companies conduct activities to improve ESG throughout 
the supply chain. Member companies apply the guidelines according to their management 
environment and enable business partners to reach the standards of competitiveness that are 
demanded in this era. 
Accordingly, business partners of SK
actively participate in improving ESG outcomes and 
seek measures to grow the pie of sustainable happiness.

ENHANCING CUSTOMERS’ 
QUALITY OF LIFE
03.
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
24
FEATURES
PRODUCTS WITH 
ENVIRONMENTAL VALUE
• 	Expanding eco-friendly products with 
reduced carbon footprints
• 	Operating eco-friendly business sites
• 	Introducing eco-friendly processes
PRODUCTS WITH 
SOCIAL VALUE 
• 	Creating social values using 
technologies
• 	Releasing products that generate  
social values
• 	Providing services for the socially 
disadvantaged
CUSTOMER 
SATISFACTION 
• 	Guaranteeing the safety and quality of 
products
• 	Protecting personal information
• 	Surveying customer satisfaction
Delivering a unique 
customer experience incorporating 
social values 
Customers are people who trust and choose SK’s products and services. SK offers unique values 
to ensure that their choices are economically, socially, and environmentally sound. In the event 
that customers experience discomfort, SK removes pain points by analyzing them thoroughly 
and responding adequately, and also provides innovative solutions. SK endeavors to ensure 
that everyone has safe and convenient access to its products and services, and continually 
strengthens its cyber security capabilities to protect the personal information of its customers.
Further, SK concentrates on developing technologies that account for their social impact, aiming 
to deliver products and services that can change the lives of customers for the better and 
contribute to our society’s development. In addition, SK strictly manages its environmental impact 
to help the value consumption of consumers who desire to reduce carbon emissions.
SK is confident that customers will encourage 
and support SK for its unique efforts to deliver
the best products, services, and social values.

STRENGTHEN SOCIAL 
SAFETY NETS
04.
Happiness Alliance, collective impact for the resolution of children’s problems
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
25
FEATURES
SUPPORTING 
LOCAL COMMUNITIES
• 	Supporting the growth of socially disadvantaged groups in 
local communities
• 	Disseminating a culture of sharing
• 	Social contribution activities using business capabilities
• 	Fostering local community talent
• 	Voluntary participation of employees
• 	Disseminating social values
SUPPORTING 
SOCIAL ENTERPRISES
• 	Fostering innovative startups
• 	Supporting small and medium business owners
• 	Supporting social enterprises and revitalizing the ecosystem
	 -	 Fostering talent for social innovation, KAIST SEMBA
	 - 	Promoting social enterprise financing, SE Fund
	 - 	Social outcome incentives, SPC (Social Progress Credit)
	 - 	South Korea’s largest Social Value Open Platform,  
SOVAC (Social Value Connect)
Creating greater happiness 
in partnership with 
local communities 
SK aims to create sustainable happiness and contribute to the development of local communities 
in all places where it operates businesses. SK member companies monitor and solve social issues 
and problems that arise in the local communities where they belong.
Member companies have further strengthened their social safety net in response to the COVID-19 
pandemic and are operating programs to enhance social values reflecting the characteristics and 
knowledge of each company. They also support initiatives to strengthen the autonomy of socially 
vulnerable groups and strive to serve as a good neighbor in local communities by reinvigorating 
the local economy and recruiting local talents.
Members of local communities trust and support 
the corporate activities of SK, and they are progressing 
together with SK toward a happier tomorrow.

ESG STORY 3 – GOVERNANCE
Guided by
GOOD GOVERNANCE
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
26
Management driven by 
the Board of Directors
Establishment of the 
Governance Charter and 
implementation of the 
Governance Story
Increased independence,
expertise, and diversity of the 
Board of Directors
Expanded rights and 
roles of the Board of Directors
The Board of Directors is at the very core of SK governance.
Since responsible management is achievable only when the Board of Directors 
functions properly and fulfills its intended roles, SK implements business 
management that exceeds global standards and is driven by the Board of 
Directors, thus building long-term trust relations with stakeholders.
Setting new standards 
beyond global standards

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
27
SK’S NEW GOVERNANCE STORY
SK has formed a solid governance system centered on the Board of Directors, catalyzing ESG 
management. The ratio of independent directors has been increased to secure the independence 
of the Board of Directors, and related procedures and policies are being reinforced to ensure 
fairness in the recommendation and appointment of directors. Moreover, the composition of 
the Board of Directors is optimized and reinforced in competence through the harmonization of 
elements ranging from expertise in knowledge, experience, and ability, and a review of diversity 
in terms of gender, age, and professional field. Also, the Board of Directors has expanded its rights 
and roles to make practical decisions about pending issues, and each member company installs 
and operates specialized committees within the Board of Directors to perform personnel, strategy, 
and audit functions for in-depth discussions and independent decision-making. Notably, all 
member companies have a Nomination And Compensation Committee that evaluates and 
determines compensation for the CEO, an ESG Committee that reviews ESG and mid- to long-
term growth strategies, and an Audit Committee that audits accounting/business and monitors 
ethical management.
As such, the Board of Directors, strengthened with independence, expertise, and diversity, strives 
to make the right decisions for sustainable development by accumulating competency and 
wisdom. In the decision-making process, the Board of Directors always considers the happiness 
of SK employees and various stakeholders within the SK value chain. Moreover, each member 
company contributes to the authoring of SK’s unique Governance Story by establishing and 
practicing the Governance Charter.
New Governance Story achieved through responsible  
management driven by the Board of Directors

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
28
SK’S INTEGRITY STANDARD
SK has built a unique ethical management system and proactively responds to related risks. 
Based on a group-wide ethical management system, SK prevents unethical behaviors by 
conducting ethical practice surveys and education, detects unethical behaviors through its 
self-purification system, reporting channels, and regular/non-regular audits, and implements 
response measures in accordance with regulations/procedures to prevent recurrences.
In 2022, SK will prepare the infrastructure for measuring ethical management while upgrading 
its ethical management system to promote responsible management driven by the Board of 
Directors. After developing an objective measurement system that can be linked to goals and 
performance management, we will use the measurement results to analyze, for each criteria, 
the gap between goals and the current status. The diagnostic results will be provided to the 
Board of Directors of each member company to suggest directions for risk management 
and establish improvement measures for the CEO. We expect to build a virtuous cycle of 
measurement, diagnosis, and improvement. Each member company will transparently disclose 
the measurement results by publishing its sustainability report, enhancing stakeholder trust.
The principle of the SV measurement system is that “measurement is a prerequisite for 
management,” and this also applies to the measurement of corporate ethics. SK will elevate its 
level of ethical management to the standard of leading global enterprises by objectively measuring 
the present and future of ethical management and strengthening the risk management system 
operated by the Board of Directors.
Suggesting new ethical standards based on
an ethical management measurement system
CODE OF ETHICS
PREVENT
DETECT
RESPOND
•	 Propagating/Sharing/Spreading
•	 Virtuous cycle of feedback
Ethical education
Practice surveys
Disciplinary actions/sanctions
Follow-up measures
Infrastructure for 
Measuring Ethical Management
Developing quantitative and 
qualitative measurement tools 
for managing goals
MEASUREMENT
Identifying the current status 
based on the measurement 
results and analyzing gaps 
in each criteria
DIAGNOSIS
Setting goals to meet the 
standard of leading global 
enterprises and establishing 
improvement plans
IMPROVEMENT
Self-purification system
Reporting channels
Management diagnoses/audits
Ethical Management System

SK Inc. ESG STRATEGY
BEHIND A GREAT STORY.
PART 2
29
30	
COMPANY PROFILE
31	
ESG COMMITMENT
33	
SUSTAINABLE GROWTH
All success stories are written based on a brilliant strategy.
Companies are breaking away from the conventional methods of pursuing growth  
solely through financial outcomes and shifting to new corporate values that converge  
market trust and social empathy. The ways in which companies produce success stories  
are also changing.
As the formula of corporate values changes, our perspectives on the future must change.
SK Inc. has taken up the challenge to create an unprecedented success story based on its  
unique growth strategy. We introduce SK Inc., an investment specialist that builds  
a sustainable future through ESG strategy.

COMPANY PROFILE
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
30
SK Inc. was founded as Sun-Kyung Textile in 1953 and became an integrated holding 
company in 2015. SK Inc. merged with SK C&C and has grown into a global company.
SK Inc. is divided into the Investment Division, which finds and fosters future growth engines, 
and the Business Division, which manages IT services based on digital technologies.
With stable profit sources like energy and ICT, SK Inc. has diversified its portfolios in four core 
investment areas by expanding the scope of investments to the semiconductor and bio areas. 
Global-level technologies and knowledge in IT services have allowed SK Inc. to secure new 
growth engines.
By merging with SK materials, a company that has global competitiveness in special gases 
and semiconductor materials, SK Inc. has begun to invest in advanced materials and 
technologies to solidify its position as a top global company for semiconductors and batteries.
The top priority of SK Inc. is to raise the overall value of its portfolio by adding future growth 
potential to current stability, on top of ESG management.
Consolidated Member Companies
SK Inc.
Investment 
Division
Business
Division
Green
Digital
Bio
Advanced 
Materials
SK Innovation
As the leading energy and 
chemical company in South 
Korea, SK Innovation has 
secured top-tier, global 
technology leadership in 
the battery and new energy 
fields.
SHARE RATIO
33.40%
SK Telecom
SK Telecom is a South 
Korean telecommunications 
service provider that drives 
the domestic ICT ecosystem 
with the ‘first’ and ‘best‘ 
technologies and services  
in the world.
SHARE RATIO
30.01%
SK Networks
SK Networks operates various 
lifestyle businesses, including 
automotive, environment, home 
appliance rental, and hotels and 
resorts, based on domestic and 
overseas networks, large-sized 
customers, and outstanding 
logistics capabilities.
SHARE RATIO
39.14%
SKC
SKC is a global polyurethane 
maker and South Korea’s  
first polyester film developer.  
It is becoming a high  
value-added materials 
company focused on 
mobility, semiconductors, 
and eco-friendly materials.
SHARE RATIO
40.64%
ITS
Production, telecommunications, 
finance, bio
Tech Platform
AI, blockchain, cloud, big data
Vertical Solution
Industry specialization, ESG

ESG COMMITMENT
SK Inc. strives to enhance stakeholders’ happiness and reinforces corporate values by innovating its business 
portfolio and expanding ESG values. SK Inc. is on the way to become a trusted and recognized company by the 
market and society based on our Financial Story, which manifests the unique Deep Change methodology of SK.
SK Inc. is directing its changes, as an investment specialist, based on primary growth areas like advanced 
materials, green, bio, and digital. In the advanced materials area, we focus on securing a high-growth portfolio 
and producing outcomes in the semiconductor and battery industries. In the green area, we invest in promising 
decarbonization assets to conduct businesses from the perspective of climate change response. In the bio area, 
we contribute to enhancing the health of humankind by expanding pharmaceutical manufacturing businesses 
globally. In the digital area, we invest in new technologies that drive the digital innovation of our society. Based 
on such investments, portfolio management, and global cooperation, we will strive to ensure that ESG values 
are properly evaluated in the market and can have a greater impact on society.
Moreover, we will ensure the transparency and fairness of our business management by disclosing the 
evaluation results of the Board of Directors’ activities through the declaration of our Governance Story and 
creating an investment decision-making process that reflects ESG matters. 
By achieving outcomes based on ESG management, SK Inc. will grow into an investment specialist that 
creates a sustainable future. In this process, SK Inc. will deliver greater happiness to stakeholders by actively 
communicating with its shareholders, customers, and society.
Please share your encouragement and support for our efforts to maintain the empathy and trust of society.
Thank you.
As an investment specialist that pursues sustainable values, 
we will create a sustainable future based on ESG.
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
31
SK Inc. Vice Chairman & CEO
Jang, Dong Hyun

ESG COMMITMENT
SK Inc. established its growth vision as a “Total Digital Transformation Partner” leading the digital innovation 
of customers and society, and by specifying its strategies and goals through the Financial Story.
Although the past two years have been challenging due to the COVID-19 pandemic, we have 
produced meaningful results whilst practicing our new vision by expanding digital business models 
and finding ESG solutions.
In terms of ESG solutions, the scope of our business is expanding from environmental, health, safety, 
and medical services to services that can promote a foundation for ESG in the market, such as carbon 
credit and trading platforms and ESG diagnosis and management platforms.
Further, amid the global energy crisis, SK Inc. tries to attain Net Zero by increasing the efficiency of 
power usage and using renewable energy in our data centers. SK Inc. also promotes activities for local 
communities, such as supporting the employment of socially-neglected groups, through IT education 
and providing IT infrastructures to small businesses.
For the happiness of employees, SK Inc. is diversifying methods for the mental and physical care of 
employees at sites, beyond providing fair performance-based rewards. We will continue strengthening 
our delicate and effective WLB programs, starting with the in-house mental counseling and 
occupational illness prevention solutions launched this year.
Such efforts can continue under the belief that companies survive and grow by gaining the trust of 
stakeholders.
While constantly listening to the voices of our stakeholders, SK Inc. will create a virtuous structure that 
enhances corporate values by pursuing business innovation that facilitates coexistence and happiness 
for all members of society.
Thank you.
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
32
We will open up the path to sustainable growth
by innovating the industry with digital technologies
and internalizing ESG management.
SK Inc. President and CEO
Park, Sung Ha

FINANCIAL STORY 
SK Inc. finds new corporate values based on its vision for sustainable 
growth and a growth story centered on trust and empathy rather 
than financial statements.
01.
GOVERNANCE STORY
We will create a new value story for shareholders by consolidating 
the responsible management principles of the Board of Directors 
and raising the governance level to meet the global standards.
02.
PORTFOLIO MANAGEMENT
As an investment specialist, we are widening our perspective from 
the existing focus on financial performance to sustainability, thereby 
adding ESG values across the investment process and enhancing 
overall value.
03.
SK Inc. started life with the merger of SK C&C and SK holdings  in 2015, through a process similar to the ordinary holding company model. However, SK Inc. took a different path from other companies  
by reinventing itself as an investment company in 2017. Further, in March 2021, the Investment Division of SK Inc. proposed a new blueprint for sustainable growth by transforming into  
a company that invests in values. SK Inc. has announced an ambitious plan to reach a stock price of KRW 2 million by 2025. Moreover, the Business Division promotes evolution into  
an innovative business model that breaks convention and seeks new growth opportunities in order to drive a future world centered on ICT.
There are expectations that go, “We believe in SK!” Yet there are also doubts, such as “Is that right?” or “But why?” SK Inc. will turn these doubts into confidence by managing its business  
portfolio in accordance with its unique Financial Story, global-level Governance Story, and ESG management. We assure stakeholders that they will soon see a truly new frontier that  
stands out in the global market environment.
SUSTAINABLE GROWTH,
NEW FRONTIER FOR VALUE INVESTING. 
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
33

INVESTMENT
BUSINESS
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
34
FINANCIAL STORY
01.
INVESTMENT
SK Inc. strives to create a business portfolio that enables 
sustainable growth and is trusted by stakeholders such 
as customers, investors, and markets. Accordingly, SK Inc. 
selected ‘advanced materials, green, bio, and digital’ as the 
four major investment areas of SK with high environmental 
and social contributions. With the specialized investment 
organization of SK Inc. across these four areas, we will utilize 
the infrastructure of SK Group, including member companies, 
to increase the probability of successful investments and 
enhance the net asset value (NAV). Moreover, as announced 
at the general meeting of shareholders in March, SK Inc. will 
strive to improve its governance and shareholder values by 
reinforcing management driven by the Board of Directors 
and the shareholder return policy.
Head of Financial Division, SK Inc.
Lee, Sung Hyung
NAV
Advanced Materials
Green
Digital
Bio
ANCHOR ASSETS
•	SK E&S
•	SK Ecoplant
ANCHOR ASSETS
•	SK Telecom
ANCHOR ASSETS
•	SK Hynix
•	SK On
•	SK Materials
•	SK Siltron
•	SKC
ANCHOR ASSETS
•	SK Biopharmaceuticals
•	SK Pharmtec
INVESTMENT  
ASSETS
•	Plug Power
•	Monolith
•	Sunrun JV
•	Fulcrum Bioenergy
•	Perfect Day
•	Joyvio
•	Nature’s Fynd
•	Meatless Farm
INVESTMENT  
ASSETS
•	Socar
•	Turo
•	Chindata
•	DataRobot
•	Soft Berry
INVESTMENT ASSETS
•	Wason
•	Solid Energy
•	SIGNET EV
•	Yes Power Technix
INVESTMENT ASSETS
•	ProteoVant
•	Standigm
•	Hummingbird
KRW 15.6
 
trillion
7.3
9.6
KRW 10.6
 
trillion
trillion
trillion
KRW
KRW

Our goal is to become an expert that invests in 
innovative technologies by connecting people, 
technologies, and customers based on our insight 
into future technologies and the synergy within the 
group.
With the advent of Industry 4.0, global megatrends 
have arisen, such as the growth of High Performance 
Computing (HPC) chipset markets and the spread 
of Electric Vehicles (EVs). Through the ability of SK 
to generate synergy, we have been preemptively 
investing in rapidly growing areas like semiconductor 
materials, batteries, and EV Supply Chain Management 
(SCM). In the future, we will increase our investment 
in future values of innovative technologies by utilizing 
our insight into markets and technologies to direct 
the SK synergy. By doing so, we will enhance 
our corporate values and improve the values of 
stakeholders, including shareholders and investors.
We invest in innovative technologies
that connect people, technologies, 
and customers.
Head of the Advanced Materials Investment Center, SK Inc.
Kim Yang Taek
Advanced Materials
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
35

Thanks to the favorable turn the downstream industries of semiconductors and EV achieved in 2021, the sales and profits of investment companies  
have grown by large. With the production of visible outcomes based on new portfolios, our Advanced Materials Sector continued to show steady growth.  
Furthermore, SK Inc. endeavored to increase communication opportunities so that markets and stakeholders could empathize with the future vision  
and Financial Story proposed by the Advanced Materials Investment Center at SK Inc.
Advanced Materials
FAST-GROWING & EMERGING
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
36
2021 PERFORMANCE
SK Inc. demonstrated its potential and capabilities as 
an investment specialist in innovative technologies by 
showing solid financial records with SK Inc. Materials, SK 
Siltron, and Wason. In the case of SK Inc. Materials, the sales 
volume and EBITDA increased by 25% and 19% compared 
to the previous year to KRW 1,189.4 billion and KRW 427.4 
billion. SK Siltron recorded sales of KRW 1,827.4 billion and 
an EBITDA of KRW 626.1 billion, a growth of 9% that was 
achieved by improving the supply of silicone wipers and 
reducing the cost through increased productivity. Wason, 
a Chinese copper foil maker in which SK Inc. has a 30% 
shareholding, maintained a sharp growth by increasing 
sales by 115% and EBITDA by 59% compared to the 
previous year.
To do so, SK Inc. will focus on strengthening the semicon-
ductor materials, battery materials, and EV SCM areas in 
2022. By making equity investments in companies with 
core technologies and establishing joint ventures (JV), SK 
Inc. will secure global top-tier technologies.
In addition, SK Inc. will commercialize new products that 
are highly difficult to mass-produce, such as EUV photo 
materials, to generate outcomes in new future businesses. 
By promoting a preemptive expansion into SiC wafers, 
which will become core materials for SK in the future, SK 
Inc. will develop into South Korea’s top semiconductor 
materials company. Further, SK Inc. will consolidate its 
position as an investment specialist by boosting its 
corporate values through optimized asset portfolios.
SK Inc. also accomplished meaningful outcomes in terms 
of expanding investments and new growth portfolios. SK 
Inc. has a 11.4% shareholding in Solid Energy, an American 
company with next-generation Li-metal technologies that 
completed the Initial Public Offering (IPO) on the New York 
Exchange in February 2022. Solid Energy was an example 
of successful preemptive investment in technologies. 
Furthermore, SK Inc. made an equity investment in Yes 
Powertechnix, a company that designs and mass produces 
SiC power semiconductors. By acquiring Signet EV, the no. 1 
company in North America for high-speed EV chargers, SK 
Inc. expanded business areas and consolidated its identity 
and direction as an investment company. Moreover, by the 
end of 2021, SK Inc. successfully integrated the investment 
and engineering capabilities of SK Inc. and SK Materials by 
merging with SK Materials.
SK Inc. Materials has grown into ‘South Korea’s top semi-
conductor materials company’ through a Value-up of its 
existing special gas business and by expanding its portfolio 
of high-growth semiconductor materials. Based on global 
top technological competitiveness, it plans to become a 
‘global top materials technology specialist’ by expanding 
its core portfolio through semiconductors, batteries, display 
materials, and CCUS.
2022 STRATEGIC DIRECTIONS
SK Inc. aims to grow into a top global company for advanced 
materials by increasing its competitiveness in a wide range 
of material portfolios.
2021
2023
2025
Ratio of NAV by area
EBITDA goal
(Unit: KRW trillion) 
15.6KRW trillion
36%
3.4
2.0
1.1
3.4
Become the world’s no. 1 advanced materials company 
by 2025
GLOBAL 
NO. 1
Anchor 
assets
Major invested 
companies
•	SK Hynix
•	SK On
•	SK Materials
•	SK Siltron
•	SKC
•	Wason
•	Solid Energy
•	SIGNET EV
•	Yes Power Technix

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
37
The Green Investment Center was established in 
2021 with the goal of reinforcing the corporate value 
of SK by driving industrial decarbonization.
SK Inc. concentrates on investment in and commer-
cialization of solutions necessary to reduce global 
GHG emissions and prevent environmental 
pollution. We derive and promote two areas and 
four tasks that we need to focus on for sustainable 
growth. In the ‘Pre-Green’ area where the focus is 
to reduce GHG and pollutants, we select alternative 
energy and sustainable food as investment tasks. In 
the ‘Post-Green’ area where the efforts are directed 
at removing and recycling emissions that already 
occurred, we promote environmental technologies 
and carbon dioxide treatment as core businesses. 
All four tasks have significant market scale and 
sustainability, with high business value and potential. 
We will contribute to the sustainable growth of the 
company and overall industries by consistently 
expanding our investments.
We drive decarbonization for 
the energy transition.
Head of the Green Investment Center, SK Inc.
Kim Moo-Hwan
Green

7.3
17%
GREEN 
TRANSFORMATION
EVER-EVOLVING, NEVER STANDING STILL
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
38
Ratio of NAV by area
Major invested companies
Alternative Energy/Clean Solutions
Sustainable Food
•	Plug Power
•	Monolith
•	Sunrun JV
•	Fulcrum Bioenergy
•	Perfect Day
•	Joyvio
•	Nature’s Fynd
•	Meatless Farm
2021 PERFORMANCE
In the alternative energy area, the goals of the SK Group are 
to nurture and expand the hydrogen market ecosystem 
and secure global leadership in the clean hydrogen 
market. In January 2021, SK Inc. and SK E&S jointly made an 
equity investment in Plug Power, an American company 
specializing in hydrogen fuel cells, and became the largest 
shareholder. In addition, SK Inc. added a turquoise hydrogen 
portfolio by investing in an American plasma technology 
company called Monolith. SK Inc. also invested in Fulcrum 
Bioenergy, an American company that produces synthetic 
crude oils using domestic waste. Fulcrum’s technology for 
producing synthetic crude oils is considered an innovative 
solution that can resolve the shortage of landfill sites for 
domestic waste and substantially lower the GHG emissions 
from transportation fuels.
2022 STRATEGIC DIRECTIONS
SK Inc. has initiated measures to secure future carbon-
free energy sources by promoting investment and 
commercialization of promising alternative energy assets, 
such as renewable energy, hydrogen, and biofuel. Such 
resources can greatly raise our asset values in the green 
area. In addition, SK Inc. plans to pursue growth in the 
carbon dioxide treatment area by securing anchor assets 
and creating business models in the Carbon Capture, 
Utilization and Storage (CCUS) market, which embraces the 
capturing, storage, and use of carbon. 
In the sustainable food area, we reviewed alternative protein 
assets as the primary target for investment to reduce 
GHG and environmental pollution associated with the 
conventional agriculture and livestock industries. We have 
secured business rights in South Korean and Asian markets 
by making strategic equity investments in promising global 
assets, including Perfect Day, a fermented milk protein 
maker, and Nature’s Fynd, a company with technologies 
for producing alternative proteins. Furthermore, SK Inc. is 
vigorously discussing the commercialization of sustainable 
food assets with domestic and foreign food and beverage 
(F&B) business partners
Furthermore, in response to global Net Zero trends and 
various regulatory environments, SK Inc. will promote 
further greening of its portfolios by reviewing step-wise 
securitization of fossil fuel-based assets.
In 2021, SK Inc. invested in promising global assets and focused on securing business opportunities in the decarbonization area. 
We have invested actively in alternative energy and sustainable food. As value consumption is becoming a global trend,  
our society is expected to move toward decarbonization, and we can further expand our Financial Story in the green area.
Green
KRW trillion
Driving decarbonization of industries by focusing on 
four major tasks: alternative energy, sustainable food, 
environmental technologies, and carbon dioxide treatment
Anchor 
assets
•	SK E&S
•	SK Ecoplant

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
39
From a long-term perspective, we are devoted to 
developing new blockbuster medicines that can 
serve patients around the world and their families 
with health and hope.
The Bio Investment Center invests in Contract 
Development and Manufacturing Organizations 
(CDMOs) and pharmaceutical businesses. In the 
CDMO business area, we focus on the CDMOs for 
active pharmaceutical ingredients (APIs) and foster 
the CDMOs for cell and gene therapies (CGTs) as 
future growth engines. In the pharmaceutical business 
area, the Center strengthens its competitiveness as a 
reliable business partner that promotes strategic and 
preemptive extensions for medicine development. 
In view of the increasing interest in health and well-
being amid the COVID-19 pandemic, we will pursue 
long-term investments and drive the sound growth of 
the company.
We offer new solutions for
the healthy life of humankind.
Head of the Bio Investment Center, SK Inc.
Lee Dong-Hoon
Bio

TWO TRACKS, ONE GOAL
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
40
Ratio of NAV by area
10.5
24%
GLOBAL 
NO. 1
Financial outcomes:
Sales of SK Pharmteco
(Unit: KRW 100 million)
2020
2021
6,500
7,800
Goals for 2025
19%
KRW trillion
2021 PERFORMANCE
SK Pharmteco, an integrated corporation in charge of the 
CDMO business of SK Inc., reported consolidated sales of 
KRW 780.0 billion in 2021, showing growth by about 19% 
compared to the previous year. This sales volume is about 
7 times larger than the sales achieved in 2017, before the 
company started to grow globally. After acquiring Yposkesi, 
a CGT CMO in France, in March 2021, we invested in the 
Center for Breakthrough Medicines, a CGT CMO in the 
United States, in December. By doing so, we succeeded 
in expanding our businesses in the rapidly growing CGT 
CDMO area. We now have a global CDMO business system 
that encompasses the existing API area and the new CGT 
area, securing the stable growth of core businesses along 
with adding growth engines for the future.
2022 STRATEGIC DIRECTIONS
The strategic directions of the CDMO business in 2022 
are to maintain stable growth of the existing API business 
while promoting high growth in the new CGT business. 
In particular, since API pipelines and long-term contract 
quantities are constantly increasing based on the 
outstanding quality and technologies of SK Pharmteco, 
we will handle order quantities stably by extending our 
capabilities in each market.
In the pharmaceutical business area, we joined the latest 
trend of medicine development by investing in Proteovant, 
a medicine development company based on next-
generation targeted protein degradation (TPD) technologies.
In the case of the pharmaceutical business, we will secure 
a more balanced growth engine by entering the new 
biomedicine business. The new biomedicine market is a 
market with huge growth potential, estimated to grow at 
an annual rate of 10% or higher. Accordingly, SK Inc. will 
secure related platform technologies and expand its growth 
portfolios in the growing biomedicine market.
To become a global top-tier CDMO by 2025
In 2021, SK Inc. maintained the sustainable growth of the synthetic API business area through its strong product portfolio while successfully expanding 
its businesses to the rapidly growing CGT CDMO area. Within the pharmaceutical business, SK Inc. initiated measures to secure more advanced technologies  
by investing in next-generation technologies, aiming to identify a company comparable to SK biopharmaceuticals. We will deliver our Financial Story 
using new biomedicine as the keyword.
Bio
Sales of KRW
 2
 
trillion or higher 
and an EBITDA margin of 25%
 
or more

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
41
We aim to enhance the corporate values of SK by 
making investments in promising portfolios that 
drive Digital Transformation (DT) within the group 
and society.
The Digital Investment Center proactively invests 
in new growth areas based on unique industrial 
insights. The center creates synergy with the 
group’s businesses by entering the EV charging, AI, 
and blockchain areas, which are expected to grow 
in the future. In addition, we will contribute to the 
sustainable growth of SK by strengthening global 
business partnerships and finding investment 
opportunities.
We invest in new technologies 
that drive the global digital 
transformation.
Head of the Digital Investment Center, SK Inc.
Lee Su-Beom
Digital

INVESTING IN TOMORROW’S TECHNOLOGIES
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
42
Ratio of NAV by area
9.6
23%
PIONEER THE 
DIGITAL WORLD
KRW trillion
In 2021, SK Inc. expanded its investment in AI and DT to add greater convenience and abundance to human life. Investment opportunities were sought  
and leveraged in ‘CASE’ areas, which is the core keyword of the mobility industry. CASE stands for Connected, Autonomous, Shared, and Electrification. 
SK Inc. strives to make a special and unique CASE by closely cooperating with various global enterprises.
Digital
2021 PERFORMANCE
We jointly raised a new mobility fund of USD 300 million 
with the Geely Auto Group in China to facilitate investments 
in CASE areas, which are major keywords in the mobility 
industry. We also invested in Swift Navigation, a leader in 
high-precision GPS technology for the future automotive 
and mobile areas.
Moreover, we invested in Soft Berry, a promising EV charging 
platform that is expected to show mutual growth alongside 
the expansion of the EV market. Soft Berry’s EV Infra is an 
essential app used by the largest number of EV riders in 
South Korea, and greatly contributes to the resolution of 
charging issues – the biggest pain points of EV users.
2022 STRATEGIC DIRECTIONS
SK Inc. plans to enhance the asset values of the group by 
securing promising portfolios in the EV, mobility, and data 
center solution areas, which are expected to continue 
growing.
In addition, SK Inc. will secure anchor assets by making 
preemptive investments in leading companies in new 
growth areas other than AI and blockchain, such as space, 
climate, and robotics.
In the AI area, we have invested in DataRobot, an automotive 
platform company that develops AI models, to improve the 
product competitiveness of SK Inc.’s Business Division.
Further, in the blockchain area, we have invested in Palm, an 
exclusive NFT network, and are cooperating with ConsenSys 
Fund to continue expanding our investment areas.
Also, SK Inc. will prepare investment resources through 
active divestment in non-core assets and build a ‘virtuous 
investment structure’ that maximizes investment profits 
with new growth areas.
We contribute to digital technology within the group and 
society by securing digital technologies for the future.
Major invested companies
Anchor assets
Mobility and 
EV charging platforms
AI/Blockchain/
Data Center Solution
•	 Socar
•	 Turo
•	 Swift Navigation
•	 Soft Berry
•	 SK Telecom
•	 Chindata
•	 DataRobot
•	 Palm

In line with the environmental changes involving the dissemination 
of digital technology and ESG, SK Inc. creates business models in 
pursuit of economic values, social values, and the happiness of various 
stakeholders at the same time, thus promoting sustainable growth.
By combining its digital technical capabilities in AI, big data, and 
blockchain with the domain expertise accumulated over about 30 
years in various industrial areas like semiconductors, battery, energy, 
chemistry, bio, finance, and communication, SK Inc. will secure diverse 
technology platforms and industrial solutions necessary for the 
innovation of customers’ businesses. SK Inc. facilitates its customers’ 
growth through digital transformation in all areas throughout the 
customer value chain. Moreover, SK Inc. raises customers’ level of ESG 
management through ESG solutions, as well as expanding the scope of 
businesses to solve social problems faced by stakeholders in the areas 
of safety, environment and health.
SK Inc. seeks critical growth opportunities, in line with stakeholders’ 
expectations, for the diffusion of digital technologies and the resolution 
of social problems.
While strengthening our future growth potential through the Digital 
Transformation business, SK Inc. will continue expanding its customer 
base in South Korea and overseas to stabilize its businesses. Further, 
SK Inc. will continually improve its international credibility as an ESG 
solutions company.
With such efforts, SK Inc. will become  
a total digital transformation partner that leads
digital innovation for customers and society.
INVESTMENT
BUSINESS
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
43
Securing customers for 
member companies of SK, 
which have the largest number 
of portfolios in South Korea and 
various industrial areas
A workforce of 2,300 
digital experts in 
the AI, blockchain, 
cloud, and data areas 
respectively
Providing vertical solutions and 
ESG solutions specialized in about 
80 industries, which encompass 
manufacturing, finance, distribution, 
environment, and safety
Possessing about 
20 application 
technologies in the AI, 
blockchain, cloud, and 
big data (ABCD) areas
Promoting global standard ESG 
management through inclusion in the 
DJSI World Index for 10 consecutive 
years, attaining the highest grade in 
the Win-Win Growth Index for
7 consecutive years, and 
receiving an MSCI AA 
rating and a KCGS 
A+ Rating
Working in partnerships with 
about 1,400 domestic and 
overseas core technology 
investors
Vertical
Solution
ESG
Management
Domain 
Knowledge
DT Eco
Partners
Digital
Experts
Tech. 
Platform
FINANCIAL STORY
01.
BUSINESS

IT AT HEART. SUSTAINABILITY IN MIND.
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
44
Social performance of businesses
(Unit: KRW billion)
Digital Asset Status
2019
2021
2023(E)
180
100
40
180
※ Social performance of businesses: social values produced by developing, producing, and selling products
Accu. Insight, 
Accu. Ontology, 
Accu. Tuning…
INDUSTRY/
ESG-SPECIALIZED 
SOLUTIONS
80kinds
DATA
ChainZ,
MCMP, 
ZCP…
BLOCKCHAIN/CLOUD
Accu. TA, 
Accu. Chatbot, 
Accu. Vision…
AI
Sales QA, prediction of 
non-performing loans, 
insurance assessment 
advisor, recommendation of 
financial products, ...
FINANCE
Management of new 
and renewable energy 
generation, safety 
management of heavy 
construction equipment, ...
ENVIRONMENT/SAFETY
Optimization of unit 
process, product defect 
analysis, preventive 
maintenance of 
equipment, ...
MANUFACTURING
AI diagnosis of cerebral  
hemorrhage images,  
analysis of disease-causing 
substances, ...
MEDICAL/HEALTH
2021 PERFORMANCE
In 2021, SK Inc. strengthened the basis for promoting 
the Financial Story by increasing its investment in digital 
technologies and human resources. As the first step 
toward this goal, practical training programs were identified 
and conducted to complete the digital transformation 
of all employees, doubling the pool of digital workers in 
comparison to the previous year. In terms of quality, SK Inc. 
also doubled the number of digital experts at level 3 or 
higher who can lead the market and customers.
Furthermore, SK Inc. expanded the lineup of technology 
platforms and industrial solutions to about 80 categories 
by increasing its R&D investments in AI, blockchain, 
cloud, and big data. SK Inc. strengthened its technological 
competitiveness through affiliation with global technology 
companies.
2022 STRATEGIC DIRECTIONS
In 2022, SK Inc. will visualize the outcomes of the business 
model transformation and build trust with stakeholders. The 
lineup of platforms and solutions for various industrial areas, 
including manufacturing, finance, and healthcare, will be 
expanded to accelerate the digital innovation of customers. 
To do so, SK Inc. will increase its strategic collaboration 
with solution and technology companies in each industry. 
Moreover, SK Inc. will expand the customer base to cover 
the public, finance, and mid-sized companies in South 
Korea while also strengthening its affiliation with business 
partners for entry into the global market.
In addition, the SK Group successfully migrated its large-
scale IT infrastructure, comprising various industries, into 
the cloud environment. In this process, we secured the best 
cloud MSP capability in South Korea by establishing the 
most extensive multi-cloud coverage.
We diversified our customer base by focusing on external/
large-scale accounts in the public, finance, and distribution 
areas. The ratio of the digital transformation business was 
increased by about twofold compared to the previous year.
In addition, while accelerating the creation of social 
outcomes by disseminating about 30 ESG solutions, SK Inc. 
plans to expand eco-friendly facilities at data centers and 
accelerate the execution of RE100/Net Zero, and thereby 
enhance the level of ESG management.
In 2021, SK Inc. took solid measures to strengthen the basis of its Financial Story, adding ESG to digital technologies. SK Inc. is strengthening its position 
as a total digital transformation partner that leads digital innovation for customers and society by strengthening technical/human competitiveness in 
the core areas of Industry 4.0, such as AI, blockchain, cloud, and big data, and by expanding the digital business.
Business Division
TECH. PLATFORM 
TECHNOLOGIES
20kinds

GOVERNANCE STORY
02.
Responsible Management Driven by  
the Board of Directors
SK Inc. has been creating its Governance Story since early 2021 
with the goal of managing the Board of Directors at a level above 
global standards. The Governance Story refers to a series of 
strategies and processes to innovate governance, the ‘G’ pillar of 
Environment, Society, and Governance (ESG), at the global level. 
SK Inc. will establish and operate a premium governance system 
to support responsible management driven by the Board of 
Directors. Beyond monitoring or checking on the management 
and recommending candidates for the CEO position, the Board 
of Directors strives to communicate with various stakeholders to 
understand market demands and reflect them in the business 
strategy and performance.
•	 To monitor and check on management
•	 To enhance ownership and encourage 
the Board of Directors’ participation in 
management activities
•	 To reflect the interests of domestic and 
foreign shareholders and investors
•	 To demonstrate the transparency of 
governance to the market and form 
the basis for maintaining stakeholders’ 
support 
•	 To strengthen the Governance Story of 
the SK Group and play a leading role
OBJECTIVES
ACTION PLANS
•	 Strengthening the capabilities of 
independent directors through 
education programs
•	 Finding candidates with diverse 
expertise for the position of 
independent directors
•	 Increasing communication 
with the market and building 
a communication platform for 
stakeholders
•	 Entirely revising the Governance 
Charter
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
45
PREMIUM GOVERNANCE SYSTEM
•	Prior deliberation on governance,  
such as governance restructuring
•	Strengthening independent and 
professional audit functions
•	Designating a dedicated organization 
for each committee
•	Periodically evaluating the  
Board of Directors
•	Evaluating the CEO
•	Recommending 
independent 
director candidates
•	Deliberating on 
compensation for 
executive directors
•	Mid- to long-term 
growth strategies 
from an ESG 
perspective
•	Prior deliberation 
on management 
plans
GOVERNANCE 
COMMITTEE
AUDIT 
COMMITTEE
ESG 
COMMITTEE
NOMINATION 
AND 
COMPENSATION 
COMMITTEE
NEW
STRENGTHENED
NEW
Board of 
Directors
(as of March 29, 2021)
Company

GOVERNANCE PERFORMANCE
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
46
Enhancing the Expertise of the Four Major Committees
SK Inc. prepared an institutional device to make important management decisions for the company through the Board of Directors. By establishing the ESG Committee and 
Nomination And Compensation Committee in 2021, SK Inc. upgraded its management system driven by the Board of Directors, which is charged with core management activities, 
such as evaluating the CEO’s performance, recommending candidates, reviewing the adequacy of compensations for executive directors, and reviewing mid- to long-term growth 
strategies. Among the committees under the Board of Directors, the ESG Committee conducts preliminary reviews on mid- to long-term growth strategies and management plans 
from an ESG perspective. The Nomination And Compensation Committee evaluates the CEO’s performance, recommends candidates for the position of independent directors, 
and reviews compensations for executive directors. The Audit Committee performs independent and professional audits on SK Inc., including its subsidiaries. The Governance 
Committee reviews matters of governance, such governance restructuring, in advance. The Board of Directors periodically evaluates and provides education for the four major 
Committees and designates an exclusive organization for each Committee to reinforce their functions.
ESG Committee
Nomination And Compensation Committee
Audit Committee
Governance Committee
Major Functions
•	Review of mid- to long-term strategies
•	Review of the annual management plans
•	Preliminary review of individual investment agendas
•	Review of important matters from the  
ESG perspective
•	Appropriation of compensations for each  
executive director
•	Evaluation of CEO’s performance and review of 
candidates
•	Recommendation of candidates for the position of 
independent directors
•	Periodic review of audit plans and status
•	Periodic education for empowerment
•	Review of governance regulations, such as 
establishment and revision of internal regulations
•	Independent councils comprised of only independent 
directors
•	Discussion on governance issues and continual 
search for improvement measures through  
quarterly meetings
•	Systematization of the Board of Directors’ capabilities 
using the Board Skill Matrix
Major Outcomes/
Agendas
•	Stock grant using treasury stocks
•	Participation in capital increase of overseas affiliates
•	Revision of agreements and additional agreements 
to practice mutual cooperation with the SUPEX 
Council
•	Review of compensations for executive directors
•	Review of candidates for the position of independent 
directors and auditors
•	Recommendation of candidates for the position of 
independent directors
•	Recommendation of candidates for the position of 
auditors who are independent directors
•	Signing of contracts for brand use
•	Reporting of the results of inspection on the  
self-purification system of SK Inc. in 2021
•	Analysis of the management performance of  
major subsidiaries
•	Plan for commencing management diagnosis 
on subsidiaries
•	Internal accounting management
•	Revision of the Governance Charter
•	Review of the introduction of  the Board Skills Matrix
•	Plan for improving the evaluation system for  
the Board of Directors

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
47
*  Total number of agenda, including agenda of the Board of Directors and its subordinate Committees
Analysis of the Review Function of the Board of Directors
Analysis of Agenda (Areas) 
•	Review of agenda related to investment, the primary business of the company:  
1.2 cases per Board of Directors’ meeting on average
•	The ratios of statutory governance and ESG-related management activities/investments 
are highest.
Total number of agenda*
188agenda
66
61
61 cases
Management activities/
Investments (32.5%)
 Governance (35.0%)
Others (32.5%)
Analysis of Agenda (Cases/Hours)
● Preliminary report    ● ESG Committee    ● Audit Committee    ● Nomination And Compensation Committee
● Workshop and education   ● Board of Directors
8
7
13
6
4
14
2
10
6
2
5
12
      
12
7
2
7
14
5
2019
2020
2021
cases
cases
•	Matters discussed by the Board of Directors have been continually increasing with the 
implementation of the principle of responsible management driven by the Board of Directors.
•	The number of hours contributed by each independent director has been continually 
increasing.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
48
Revision of the Governance Charter
Governance can act as a precondition to enhancing and increasing corporate values. Recently, there have been 
increases in ESG investments that evaluate governance as the primary investment factor. South Korea started 
to pay attention to governance in view of the domestic IMF crisis, global financial crises, and various owner risks. 
Companies have accelerated their efforts to improve governance through the continual amendment of the 
Commercial Act, Fair Trade Act, and other laws.
Based on the suggestion of the Governance Committee and a workshop of independent directors in 2017, 
SK Inc. established the Governance Charter through a resolution of the Board of Directors in March 2018. The 
full text of the Governance Charter stresses the management philosophy and governance structure of SK Inc., 
which aim to create values for customers, shareholders, and society and find harmony and balanced happiness 
among stakeholders. The body of the Governance Charter regulates the principles that SK Inc. must follow to 
establish sound governance and is divided into five topics, including shareholders, the Board of Directors, audit 
organization, stakeholders, and management monitoring by the market.
Since the first enactment of the Governance Charter, the 14th revision of SKMS, SK Group’s management 
philosophy, was carried out in 2020. This has resulted in numerous internal and external changes. For example, 
SK management’s purpose has become the positive pursuit of employee and stakeholder happiness, and a 
3rd revision of the Corporate Governance Criteria, to proactively strengthen the roles and responsibilities of the 
board of directors, was announced in 2021. SK Inc. reflected these changes through a revision of the Governance 
Charter in December 2021, strengthening the BOD-oriented governance structure. The charter inherited the 
management philosophy contained within the 14th SKMS, and the text was restructured into four themes: 
responsible management centered on the BOD, protection of shareholder rights, audits, and communication 
with shareholders and stakeholders.
Details of Revision of the Governance Charter
Division
Revision
Full Text
•	 Revision of management philosophy
	 -	 Purpose of management: To pursue the happiness of employees and stakeholders
 	 -	 Increased trust among stakeholders → Sustainable development
	 -	 Regulation of social values provided to stakeholders
•	 Independent Yet United (Added)
	 -	 Obligation to cooperate voluntarily
	 -	 Regulation of benefits from cooperation and responsibilities
•	 Revision of closing
	 -	 Duty of the company to improve governance
	 -	 Declaration of the Governance Charter
Body
•	 Application of the revision system for the Corporate Governance Criteria (3rd)
•	 Addition of ‘Roles and responsibilities of the Board of Directors’
	 -	 Goals, responsibilities, rights, functions, roles
•	 Addition of ‘Committees under the Board of Directors’
 	 -	 Declaration of roles → Specification through regulations
•	 Addition of ‘General Meeting of Shareholders’
	 -	 Obligation to issue a notice of the general meeting of shareholders, separate election of auditors
•	 Addition of ‘Communication with Shareholders and Stakeholders’ 
-	 Expansion of scope, reporting obligation, etc.

Introduction of the Board Skills Matrix (BSM)
As interest in ESG grows, shareholders and external investors have increasing needs for information, such as information on the expertise and diversity of the Board of Directors as the highest decision-making body. In developed 
capital markets like the United States, more companies are preparing and disclosing the Board Skills Matrix (BSM).
Accordingly, the Board of Directors of SK Inc. has introduced the BSM to actively fulfill the demands from shareholders, investors, and markets. The BSM refers to information disclosed on the eligibility, aptitude, and diversity of members 
of the Board of Directors or candidates for the position of Directors. By providing the information to investors, we can enhance investors’ understanding about the composition of the Board of Directors, provide information about the 
directors’ capabilities, and increase trust in the company’s logic and processes for recommending candidates. As an investment specialist, SK Inc. has introduced the BSM to enhance corporate value by realizing its Financial Story 
through an optimal composition of the board of directors and communicating with investors.
Results of Evaluating the Capability of the Board of Directors through BSM
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
49
Core Industries
Expertise in the advanced materials, bio, green, 
and digital industries
6 persons
International Relations
Expertise in international political dynamics 
and regional risks
5 persons 
M&A/Capital Markets
Expertise in investment activities, such as M&A
7persons
Leadership
Expertise in managing large-scale organizations
9 persons
Law/Public Policy
Expertise in the analysis of, and response to, 
legal risks related to company management or  
expertise in law and public policy
2 persons
Environmental/Social/Governance
Expertise in environmental and social risks
9 persons
Finance/Accounting and Risk
Expertise in finance and accounting in terms of 
company management and supervision
7 persons
Gender Ratio 
Age
● Female ● Male
● 54 years old or below   ● 55-60 years old
● 61 years old or above
Female
11%
1
Average
59.5
1
4
4
years old

GOVERNANCE PLAN
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
50
SK Inc. will strengthen the connection between management activities and shareholder values by enhancing the sophistication of management driven by the Board of Directors, aiming to raise the standard of governance in 2022.  
In this regard, SK Inc. will specify related procedures so that the Board of Directors can engage in a more practical evaluation of the CEO’s performance. The Board of Directors will determine, on an annual basis, whether the CEO is 
eligible to remain in office and their level of compensation. SK Inc. intends to achieve zero governance risks based on management driven by the Board of Directors, as well as promote changes as a role model that can apply to all 
member companies in which SK Inc. has a shareholding. Ultimately, we will maximize shareholder values by matching the interests of significant shareholders, management, and shareholders of the company. 
BOARD OF DIRECTORS
Executive Directors
Chey, Tae Won
Group Chairman and CEO 
Jang, Dong Hyun
Vice Chairman and CEO
Park, Sung Ha
President and CEO
Cho, Dae Sik
Executive Director
Independent Directors
Yeom, Jae Ho 
Chairman of the BOD
Lee, Chan Keun 
Chairperson of Nomination And 
Compensation Committee
Kim, Byoung Ho 
Chairperson of Audit Committee
Jang, Yong Suk  
Chairperson of ESG Committee
Kim, Seon Hee  
Chairperson of Governance Committee

When reviewing investments, SK Inc. considers growth 
potential and sustainability as essential criteria. In the 
investment review process, SK Inc. carries out an analytical 
and systematic decision-making process such that 
economic values, ESG, and SV are reflected in the valuation 
of investment cases.
Based on our portfolio management strategy and 
management principles, SK Inc. has built a solid investment 
governance system comprising the 1st and 2nd Investment 
Committees, the ESG Committee, and the Board of Directors.
Portfolio value-up is a core strategy linked to the corporate 
value of SK Inc. By adding ESG values to the overall 
investment process, SK Inc. will enhance its aggregate value 
as an investment specialist.
PORTFOLIO MANAGEMENT
03.
Head of Portfolio Management Division, SK Inc.
Kim, Hyung Keun 
Management & 
Employees
Management
Board of 
Directors
1st Investment Committee
Review of appropriateness of portfolio strategies
in each core area based on ESG
2nd Investment Committee
Deliberating investments while considering growth potential 
and sustainability
Commercial·
Tech.
Financial·
Legal
Due Diligence
Due Diligence
ESG
SV
Due Diligence
Measurement &
Management
ESG 
Committee
Board of 
Directors
Final investment 
decision
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
51

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
52
ESG PORTFOLIO MANAGEMENT
SK Inc. establishes and executes investment strategies by integrating ESG into the overall 
investment process. The ESG Policy and ESG Stewardship were established to highlight the roles 
and commitment of an investment specialist, and ESG Governance was formed to supervise ESG 
activities, make investment decisions, and support ESG operations. 
By reflecting ESG considerations in the existing investment process, SK Inc. makes decisions and 
integrates ESG across the investment process through ESG due diligence conducted prior to 
investment. After investing, we build a value-up system and manage our ESG performance by 
deriving and utilizing standard ESG management guidelines that correspond with the different 
types of invested companies.
In addition, SK Inc. has built a system for active response to climate change, setting up a direction 
and roadmap for managing its portfolio based on the TCFD recommendations.
SK Inc. strives to improve corporate values by pursuing balanced growth of EV and ESG (SV) 
throughout the portfolio. SK Inc. manages ESG outcomes of consolidated member companies by 
monitoring KPIs and exercising voting rights. For invested companies, SK Inc. conducts regular and 
non-regular inspections and management of ESG issues as part of its role as a shareholder.
FRAMEWORK
SK INC. ESG PORTFOLIO MANAGEMENT
Major investment 
areas
ESG value-up 
system
Global investor
initiatives
Group ESG
strategy
External demand for
ESG evaluation
ESG-related
regulations
ESG policy
Stakeholder 
expectations
ESG GUIDELINES FOR INVESTED COMPANIES
ESG investment 
governance
Creating ESG investment management functions
ESG investment 
philosophy
ESG Policy & Stewardship 
ESG 
due diligence
Review of investment 
eligibility from an 
ESG perspective
Regular inspection of 
major ESG issues
Regular
evaluation
Exercise of shareholders’ 
rights regarding 
ESG issues
Shareholder
involvement
Management of 
P/F climate risks 
and opportunities
Climateimpact 
management
Bio
Green
Advanced materials
Digital

ESG VALUE-UP APPROACH 
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
53
PRE-ACQUISITION
HOLDING PERIOD
EXIT
FI investment review companies
•	Negative/Positive Screening
	 -	Review of excluded/preferential investment 
areas and review of material risks
•	ESG Key Factor Assessment
	 -	Diagnosis of core ESG evaluation criteria based 
on disclosed data
ESG CHECK-LIST
Shareholding companies
•	ESG of Shareholding Companies
	 -	Inspection of ESG risks as necessary and 
consideration of involvement in accordance 
with the degree of risk
ESG MANAGEMENT – LEVEL 1
Selling/Exiting companies
•	ESG Exit Reporting to Improve Salable Value
	 -	Review of existence of material issues
	 -	Disclosure of information about outstanding areas and 
presentation of methods for expanding opportunities
ESG PREMIUM CREATION
Listed/Non-listed subsidiaries
•	ESG of Listed/Non-listed Subsidiaries
	 -	Regular/Non-regular inspection of material  
ESG issues and shareholder engagement
ESG MANAGEMENT – LEVEL 2
SK member companies
•	ESG of SK member companies
	 -	Review of ESG performance and the roles of 
non-executive directors
	 -	Analysis of the financial impact of ESG risks
ESG MANAGEMENT – LEVEL 3
SI investment review companies
•	ESG Depth Analysis
	 -	Analysis of ESG policies and outcomes
	 -	Estimation of probability of ESG risks and predicted 
amount of losses
	 -	Establishment of ESG improvement tasks and goals
	 -	Derivation of ESG performance monitoring 
indicators and management processes
ESG DUE DILIGENCE

ESG POLICY & 
PERFORMANCE	
PART 3
55	
ESG CORE ISSUES
63	
ENVIRONMENTAL
85	
SOCIAL
127	
GOVERNANCE
54

ESG CORE ISSUES
Stakeholders’ Participation
Based on the SKMS management philosophy, SK 
Inc. defines customers, employees, shareholders/
investors, business partners, and local communities 
as major stakeholders, and operates various 
communication channels to actively communicate 
with these stakeholder groups. Further, we conduct 
an annual analysis of stakeholders and customers to 
identify their needs. Stakeholders’ needs are derived 
from an ESG perspective, and our strategy to create 
SV is established based on the needs. The Board 
of Directors reviews these matters to approach 
business model (BM) innovation and maximize the 
common interest of all stakeholders.
STEP 01
Definition of Core Stakeholders and Communication Channels
ESG Survey on Stakeholders
(Stakeholder Account Measurement/
Gathering of Stakeholders’ Opinions)
Identifying the ESG Needs 
of Stakeholders
•	Accumulating data 
through periodic 
execution
•	Continued checking  
and supplementation  
of stakeholders’ 
needs
CUSTOMERS
EMPLOYEES
SHAREHOLDERS/INVESTORS
BUSINESS PARTNERS
LOCAL COMMUNITIES
•	 Stakeholder survey 
(Annual)
•	 Customer satisfaction 
survey 
(Annual)
•	 DT-related counseling: 
https://support.skdt.co.kr 
(Year-round)
•	 Customer center: 
skcenter@sk.com,  
+82-2-6400-0114 
(Year-round)
•	 Haenggarae 
(Year-round)
•	 VOCs and follow-up 
(Year-round)
•	 Operation of Council of 
CIO and IT Planning Team 
Leader 
(Year-round)
•	 Stakeholder survey 
(Annual) 
•	 Evaluation and  
coaching programs 
(Regular) 
•	 Management Council 
(Quarterly)   
•	 Employee participatory 
events 
(Regular) 
•	 Haenggarae  
(Year-round)
•	 H.App mobile 
communication platform/
Happy Message 
(Year-round)
•	 Operation of 
communication channel 
with CEO 
(Regular)
•	 Request/Happiness 
Counseling 
(Year-round)
•	 SKMS Workshop 
(Regular)
•	 Stakeholder survey 
(Annual)
•	 Analyst/Investor meeting 
(As necessary)
•	 General meeting of 
shareholders 
(Regular)
•	 Announcements 
(As necessary)
•	 Presentation of 
performance 
(Regular)
•	 Stakeholder survey 
(Annual)
•	 Procurement information 
system 
(Year-round)
•	 Stakeholder account 
(Year-round)
•	 Mutual Growth Day 
(Regular)
•	 Business Partner CEO 
Seminar 
(Regular)
•	 Visiting individual business 
partners 
(Year-round)
•	 Business partner meeting 
(Regular)
•	 Online communication 
channel 
(Year-round)
•	 Stakeholder survey 
(Annual)
•	 Local governments  
and schools  
(Economic/social welfare, 
education, etc.)  
(Year-round)
•	 Institutions and 
organizations  
(Social Welfare Council 
Volunteer Center, 
Sustainable Development 
Council) 
(Year-round)
•	 Participation in  
public-private councils/
Seongnam Community 
Guarantee Council   
(Quarterly)
•	 Gyeonggi Business and 
Science Accelerator/
Seongnam Volunteer 
Center 
(As necessary) 
MATERIALITY ASSESSMENT ON
SUSTAINABLE MANAGEMENT
COMMUNICATION CHANNEL
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
55
CUSTOMERS
EMPLOYEES
SHAREHOLDERS/
INVESTORS
BUSINESS PARTNERS
LOCAL COMMUNITIES

Deriving Focused Promotion/Improvement Areas
STEP 02
CUSTOMERS
EMPLOYEES
SHAREHOLDER/INVESTORS
BUSINESS PARTNERS
LOCAL COMMUNITIES
Communication 
Channels
Listening to 
VOC and 
follow-up
Operating 
team leader 
councils
Customer 
satisfaction 
surveys
Evaluation/
Coaching 
programs
Communicating 
with 
management
Employee 
participation/ 
networking
Happiness-
related  
programs
Haenggarae 
H.App
Analyst/ 
Investor  
meetings
General 
meeting of 
shareholders
Announcement/
Presentation 
of performance 
data
Stakeholder 
Account/ 
BP related
Participating
in public-private 
councils
Local 
governments/
Schools/ 
Institutions
Promotion 
Strategy
•	Enhancing the 
business values 
of customers 
and our 
company
•	Providing 
insights and 
reinforcing the 
collaboration 
system
•	Quantitatively 
evaluating 
satisfaction with 
the services 
provided
•	Providing 
operating/
feedback on 
work
•	Gathering 
bottom-up 
opinions
•	Strengthening  
two-way  
communi- 
cation
•	Increasing 
communication  
opportunities  
among  
employees
•	Work, 
human, and 
environmental 
perspectives/ 
increasing each 
individual’s 
happiness
•	Sharing  
ESG/SV 
directions, 
activities,  
and outcomes
•	Communicating 
with an open 
mind and 
driving positive 
changes
•	Conducting 
communication  
about the  
company
•	Expanding  
coverage
•	Promoting  
active IR
•	Utilizing ESG
•	Direct  
announcement  
by the  
management  
and Q&A
•	Announce- 
ments  
other than the  
standard 
information
•	Reviewing  
announcement  
of each  
investment 
case
•	Expanding 
communication 
targets and 
methods
•	Horizontal 
communication
•	Securing 
public-private 
cooperation 
networks/ 
Identifying 
pending 
issues of local 
communities
•	Continually 
finding and 
expanding 
programs 
to support 
socially 
vulnerable 
classes
Short/Mid to Long-term 
Plans
•	Regularizing 
surveys and 
interviews
•	Proposing  
discussion  
points
•	Conducting 
regular 
meetings
•	Providing 
regular insight 
reports
•	Networking 
activities
•	Periodic 
conducting of 
surveys
•	Expanding 
target 
companies  
and scope
•	Specifying and 
diversifying 
topics and 
methods of 
discussion 
•	Based on 
employee 
feedback and 
data
•	Gathering 
opinions and 
discussing 
‘Employees’ 
happiness’ 
•	Building an 
integrated 
online/offline 
platform
•	Conducting 
self-design 
sessions
•	Resuming 
offline programs
•	Communicating 
with each 
organization
•	Driven by 
employees
•	Activity  
diagnosis
•	Providing  
happiness 
diagnosis/
solution to each 
individual
•	Elaborating on 
action guideline  
to secure data
•	Building  
happiness 
references
•	Securing ESG/
SV contents
•	Improving and 
reinforcing 
forum features
•	Conducting 
regular events
•	Strengthening 
communication 
channels
•	Building an 
environment 
for two-way 
communication 
•	Continual 
upgrade driven 
by employees
•	Supporting 
publication 
of business 
reports
•	Visiting core 
business sites/ 
conducting IR 
events
•	Diversifying 
communication 
channels
•	Developing 
events desired 
by shareholders
•	Conducted 
according to 
regulations and 
guidelines
•	Expanding 
sharing of 
detailed 
outcomes
•	Expanding 
programs 
to support 
mutual growth 
of business 
partners/ 
Managing ESG 
risks
•	Creating joint 
outcomes/SV
•	Developing 
strategic 
CSR-linked 
programs based 
on pending 
issues of local 
communities
•	Operating and 
continually 
developing 
environment 
education 
programs 
for socially 
vulnerable 
classes
Decision-making
Under the Board of Directors
ESG Committee
Nomination And
 Compensation Committee
Audit Committee
Governance Committee
STEP 03
Reflecting in Management Activities
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
56

Materiality Assessment
Materiality Assessment – Double Materiality  
SK Inc. understands that core issues must be selected with consideration for their environmental and social 
impact, as well as their financial impact. Even for the same core issue, information must be disclosed such 
that all stakeholders can concurrently consider the environmental/social and financial impacts.
SK Inc. has therefore introduced a double materiality process through which core issues are selected from 
the perspective of two kinds of impact: environmental/social impact and financial impact. As a specialized 
investment company, SK Inc. proposes its primary activities, responses, and goals based on double materiality 
from the perspective of stakeholders that use ESG information.
Materiality Assessment Process
SK Inc. conducted a materiality assessment, divided into four stages, in accordance with the Global Reporting 
Initiative (GRI), a global sustainability reporting guideline, to determine details for disclosure through the 
sustainability report and to identify core issues requiring management.
STEP 1. 
CREATING A POOL OF BASIC ISSUES
•	Deriving 23 basic issues based on core issues of 
related industries, such as DJSI, MSCI, and SASB
STEP 2.
ANALYZING DOUBLE MATERIALITY
•	Analyzing the environmental and social impact 
and financial impact of each core issue
STEP 3.
RESULTS OF MATERIALITY ASSESSMENT
•	Deriving six core issues with high priorities of 
environmental and social impact and financial impact
STEP 4.
MANAGING AND REPORTING CORE ISSUES
•	Reporting to the Board of Directors/management and 
consideration in the management decision-making process
•	Sharing and feedback by the supervising organization
E
N
VI
R
O
N
M
E
N
T
A
L
 
&
 
S
O
CI
A
L
 I
M
P
A
C
T 
  
FI
N
A
N
C
I
A
L
 
I
M
PA
CT
Assessing significant and potentially 
adverse impacts that management activities 
have on the environment/society
Assessing impact related to short-term and 
long-term, significant, financial/strategic risks 
or important opportunities
•	 Analysis of indicators by an external 
assessment agency
•	 Media survey
•	 Stakeholder survey
	 -	Assessment of the environmental/ 
social impact of each issue
•	 Analysis of industry-specific core issues for 
each investment sector
•	 Survey on shareholders/investors’ opinions
•	 Stakeholder survey
	 - Assessment of the financial impact of 
each issue
Core ESG Issues
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
57
ASSESSMENT CRITERIA
ASSESSMENT CRITERIA

By analyzing material issues for advanced materials, 
green, bio, and digital businesses based on global 
ESG assessment standards such as DJSI, MSCI, 
and SASB, SK Inc. created a pool of basic issues: 
8 environmental issues, such as the expansion of 
eco-friendly technologies; 9 social issues, such as 
responsible management of products/services; and 
6 governance issues, such as diversity/expertise/
independence of the Board of Directors.
STEP 1. 
Pool of Basic Issues
STEP 2. 
Double Materiality Analysis
STEP 3. 
Results of the Materiality Assessment 
The double materiality perspective can show value-
creation not only for shareholders and investors, but 
for all stakeholders, by assessing the interconnectivity 
of the environmental and social impact and financial 
impact instead of assessing each impact separately.
SK Inc. selected six core issues with high priorities in terms of both impacts using a 2-by-2 matrix for deriving 
core issues based on environmental and social impact and financial impact. Further, SK Inc. partially changed 
some details and priorities amongst these core issues relative to the previous year.  The detailed results of the 
core issue analysis are reported on the following page in relation to the major activities of SK Inc.
Matrix to Derive Core Issues
Expanding Eco-friendly Technologies
EXAMPLES OF DOUBLE MATERIALITY ANALYSIS
Environmental & Social Materiality
Financial Materiality
MATERIAL ISSUE
1
1
2
3
4
6
5
2
3
4
6
5
ENVIRONMENTAL 
Expansion of eco-friendly technologies
Climate change response system
Management of GHG emissions
SOCIAL 
Responsible management of products/services
Attraction and training of talented  
human resources
GOVERNANCE 
Reinforcement of the diversity/expertise/
independence of the Board of Directors
2. Analysis of Financial Impact  
(Cost, Sales, Risk, Opportunity)
Stakeholders understand that 
expanding eco-friendly technologies is 
an opportunity for the growth of SK Inc. 
from a long-term perspective.
•	 Cost: Assessment whether the cost 
arises or is likely to increase if the issue 
cannot be managed adequately
•	 Sales: Assessment  of the extent to 
which the effects of the issue are 
important to the company’s sales
•	 Risks: Size of social, environmental, and 
financial risks that can occur from the 
failure to manage the issue adequately 
•	 Opportunities: Assessment of whether 
the opportunity should be considered 
for the company’s growth strategy from 
the long-term perspective
1. Analysis of Environmental 
and Social Impact
Stakeholders understand that 
environmental and social risks 
can be controlled by expanding 
the scope of eco-friendly 
technologies.
•	 Environmental impact: 
Assessment of the 
environmental impact caused 
by the failure to manage the 
issue adequately 
•	 Social impact: Assessment of 
the social impact caused by 
the failure to manage the issue 
adequately 
0
2
4
6
8
10
Environmental impact
Sales
Social
impact
Cost
Risks
Opportunities
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
58

SK Inc. has identified risks and opportunities and established effective response plans by analyzing the environmental and financial impacts (cost, expense, risk, opportunity) 
on the core issues. In addition, SK Inc. systematically manages these core issues in connection with business and ESG management activity cases relating to its four core 
business areas. Mid- to long-term goals and plans for the core issues were set up in response to stakeholder communication and external evaluations. SK Inc. will prepare 
for a sustainable future by implementing feedback on the core issues and building a sustainable reporting system.
●●●HIGH    ●●○ MEDIUM    ●○○ LOW
STEP 4. 
Managing and 
Reporting Core Issues
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
59
Core Issue
Environmental and Social Impact
Financial Impact
Response
Major Activities of SK Inc.
Goal/Plan
Environment
Society
Cost
Sales
Risk
Opportunity
Expansion of 
eco-friendly technologies
●●●
●●●
●●●
●●●
●●●
●●●
•	 Since stakeholders see long-term opportunities to reduce costs and increase sales 
by managing environmental, social, and financial risks though the expansion of eco-
friendly technologies, SK Inc. will optimize its asset portfolio by strengthening core 
technologies related to the advanced materials business and producing outcomes in 
future businesses.
•	 Business Case: Created outstanding investment outcomes in the semiconductor 
materials, battery materials, and EV SCM areas
•	 ESG Activity Case: Presented/Shared the Financial Story of the Advanced Materials 
Investment Center to enhance market and stakeholder consensus for eco-friendly 
technologies (September 2021) 
•	 Advanced materials 
business
	 -	NAV KRW 25 trillion 
+ α (2025)
Creation of a climate change 
response system
●●●
●●●
●●●
●●○
●●●
●●●
•	 Since stakeholders see long-term opportunities in reducing costs and managing 
environmental, social, and financial risks by building a climate change response system, 
SK Inc. will convert its fossil fuel-based asset portfolio into a green portfolio in response 
to the global Net Zero trends.
•	 Business Case: Built strategies for responding to climate change and investment 
businesses in the alternative energy, sustainable food, environmental technology, 
|and CO2 treatment areas
•	 ESG Activity Case: Presented/Shared the Financial Story of the Green Investment 
Center, outlining the plan to become a global total green business investor  
(October 2021)
•	 Green business
	 -	NAV KRW 35 trillion 
+ α (2025)
Management of 
GHG emissions
●●●
●●●
●●●
●●○
●●●
●●●
•	 Since stakeholders see long-term opportunities in reducing costs and managing 
environmental, social, and financial risks by managing GHG emissions, SK Inc. will expand 
its investments in eco-friendly businesses and support Net Zero and RE100.
•	 Business Case: Presented Net Zero and RE100 action plans and goals
•	 ESG Activity Case: Restructured the management of GHG and energy consumption 
and expanded Scope 3 management in the 2040 Net Zero plan
•	 Increased ratio of 
eco-friendly sales
	 -	Net Zero RE100
Responsible management of 
products/services 
●●●
●●●
●●●
●●○
●●●
●●●
•	 Since stakeholders see long-term opportunities in reducing costs and managing 
environmental, social, and financial risks through responsible management of products/
services, SK Inc. will achieve early value-up of cell/gene therapy businesses in the 
bio area, as well as launching new medicine businesses. In addition, we will strive to 
increase service stability and improve service quality in the IT industry.
•	 Business Case: Growing into a responsible company that focuses on AI/DT areas, 
enriching industries and society and providing healthy solutions for humankind
•	 ESG Activity Case: Increased investment in mobility/EV charging platforms, AI, 
blockchain, data center solutions, medicine production and development, and 
pharmaceutical businesses; improving management of IT service errors and 
strengthening quality control
•	 Securing global-
level IT service 
capabilities (2025)
•	 Bio business
	 -	Average annual 
growth of 31% 
(2026)
Diversity/expertise/independence 
of the Board of Directors
●●○
●●●
●●●
●●○
●●○
●●●
•	 Since stakeholders see long-term, significant opportunities for growth in strengthening 
the diversity/expertise/independence of the Board of Directors and reducing costs, 
SK Inc. will further strengthen the connection between management activities and 
shareholders’ values by strengthening the sophistication of management centered on 
the Board of Directors.
•	 Business Case: Responsible management driven by the Board of Directors
•	 ESG Activity Case: Expanding the supervisory authority of the Board of Directors, 
determining major decisions of the company through the Board of Directors, and 
reflecting shareholders’ opinions in management activities
•	 Zero governance risk
Attraction and training of
talented human resources
●●○
●●●
●●●
●●●
●●○
●●●
•	 Since stakeholders see long-term, significant opportunities for growth in attracting and 
training human resources, SK Inc. will strive for employees’ happiness by enhancing 
human rights management, diversity and inclusiveness, work-life balance, and health 
and safety for employees.
•	 Business Case: Strategically securing talent and establishing/operating training 
policies with consideration for the direction of growth and business characteristics
•	 ESG Activity Case: Self-directed development of job-based competencies, strategic 
training on DT, operating a training communication platform for employees, managing 
employees’ performance, and innovating organizational culture
•	 Training DT experts
Report page 35-36
Report page 37-38
Report page 14-19
Report page 39-44, 107-110
Report page 45-50
Report page 94-98

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
60
Measuring Social Values of SK Inc.
Social Value Measurement Results
In 2021, SK Inc. produced indirect economic contributions of KRW 1,387.8 billion, environmental outcomes of KRW 78.9 billion, and social outcomes of KRW 66.2 billion.
INDIRECT ECONOMIC CONTRIBUTIONS
Employment
Dividend
Tax payment
Total
588.4
476.2
323.2
1,387.8
•	Values contributing to economy through corporate activities
	 -	 Employment: Payroll, welfare benefits
	 -	 Dividend: Shareholder dividend
	 -	 Tax payment: National tax, local tax
ENVIRONMENTAL OUTCOMES
Product/Service
Environment (process)
Total
91.6
△12.7
78.9
•	Product/Service
	 -	 (+) values of environmental impact created by eco-friendly products/services   
(Ex) Reduction of pollutants and resource uses
•	Process
	 -	 (-) values of environmental impact created by production processes   
(Ex) GHG/waste/water/air pollutants
SOCIAL OUTCOMES
Product/Service
Labor
Mutual growth
Social contribution
Total
20.8
28.1
5.6
11.7
66.2
•	Product/Service
	 -	 Values that improve the quality of life of consumers 
(Ex) Crime prevention, safety enhancement
•	Labor/Mutual growth
	 -	 Improvement of labor environment and mutual growth values of business partners
•	Social contribution
	 -	 Values created by CSR activities in local communities
(Unit: KRW billion)
Measurement System
•	 Reclassifying the existing indirect economic/business/social contribution systems into indirect economic/
environmental/social/governance to strengthen ESG management and improve understanding of stakeholders
Significance of Measurement
•	 Unique business tool of SK to accelerate SK DBL (EV+SV) management
•	 Solving various social problems by utilizing business capabilities of the company
Measurement Principles
Measuring all
management activities
1
•	 Measuring overall corporate activities, including product development, production, sale, HR, and cooperation 
with business partners
•	 Measuring positive (+) and negative (–) outcomes
Conservatism principle
3
•	 Measuring based on objective and conservative standards and data 
(enhancing validity and reliability)
Measuring outcomes
(pursuing impact measurement)
2
•	 Measuring changes that occur to the lives of beneficiaries as actual outcomes of corporate activities
•	 Pursuing value assessment of social impact
Input
Activity
Output
Outcome
Impact
Dividend
Employment
Tax payment
Environmental
outcomes (E)
Social
outcomes (S)
Indirect economic
contributions (E)
Process
Labor
Mutual growth
Product/Service
Quality of life
Consumer protection
Process
Product/Service
Resource
consumption
Environmental
pollution
Social contribution
Social contribution
Donation
Volunteer activities
※ Replaced by disclosure of non-monetary outcomes
Governance (G)

Business Models Creating Social Values
Support for building
DBL management system
Creating more 
SVs
&
Pursuing the 
happiness of 
stakeholders
SK Inc.
P/F
P/F
P/F
P/F
P/F
P/F
P/F
Direction of Social Value Measurement
•	 As an investment specialist, SK Inc. pursues stakeholder’s happiness through the establishment of  
a sustainable portfolio.
•	 By actively measuring and spreading SVs of portfolios, SK Inc. improves ESG management and makes  
decisions from the DBL perspective using SV-based business models.
* P/F: Portfolio 
SK Inc. (Business Division) – AI-based Cerebral Hemorrhage Image Interpretation Service
This service creates social values by improving national health and reducing medical expenses through early  
and accurate diagnosis of emergency cerebral hemorrhage patients. The service is being expanded to AI cerebral 
infarction/cerebral aneurysm.
[Representative Measurement Formula]
•	Reducing medical expenses through AI image diagnosis
	 -	 Improved accuracy of AI image diagnosis and interpretation x reduced medical expenses through reduction of 
misdiagnosis rate x number of cases applied with AI image diagnosis
SK Inc. (Business Division) - Cloud Server Service
This service creates social values by expanding the basis for cloud services, supporting digital transformation of 
customers, and reducing IT resource and network energy in comparison to on-premise.
[Representative Measurement Formula]
•	Reducing resources compared to on-premise
	 -	 Resource reduction rate per MMR
* sales unit of cloud service x IaaS
** cloud sales
SK Inc. (Business Division) – Abnormal Vibration Detection (PPdM*) Service
This service for analyzing and diagnosing vibrations generated by various rotating equipment using LTE and cloud 
creates social values by preventing safety accidents of rotating equipment and extending the service life of products.
[Representative Measurement Formula]
•	Reducing resources through extended service life of rotating equipment
	 -	 Ratio of raw materials reduced x efficiency of monthly resource reduction of rotating equipment x  
number of rotating equipment
SK Forest – Forestry Business
In South Korea, where 70% of the national territory is forest, the forest management implementation rate is only 53%. 
Forest management creates public values of forests in comparison to purposeless lands.
[Representative Measurement Formula]
•	Atmospheric purification through afforestation business (CO2 absorption)
	 -	 (Forest – purposeless land) x CO2 unit expense x CO2 absorption
•	Preventing soil erosion through afforestation business
	 -	 (Soil erosion of purposeless land – soil erosion of forest) x soil erosion prevention expense x forest area
*	 MRR: Monthly Recurring Revenue
**	 IaaS : Infrastructure as a Service
* PPdM: Proactive, Predictive Maintenance 
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
61

Social Value Creation Outcomes of Consolidated Member Companies
SK Innovation
SOCIAL VALUE MEASUREMENT RESULTS
2021
Indirect economic contributions
Social outcomes
Environmental outcomes
KRW 1,711.5 billion
△KRW 948.9 billion
KRW 165.6 billion
MAJOR SOCIAL VALUE CREATION OUTCOMES
•	 Expanding eco-friendly products/services like  
EV batteries and declaring 2050-α Net Zero to 
reduce adverse environmental impact (GHG)
•	 Reducing carbon emissions by 10% or more 
compared to the carbon emissions baseline  
(BAU in 2019) by building a green operation 
system that introduces low-carbon fuels
•	 Launched ‘SK+Green Start-up’ as a mutual  
growth program for start-ups using the 
government-conglomerate-impact fund
•	 Fostered 29 start-ups with eco-friendly 
technologies until 2021 and planning to foster  
100 start-ups by 2025
SOCIAL
Expanding 
SV Ecosystem
ENVIRONMENTAL
Practicing
Net Zero
SK Telecom
SOCIAL VALUE MEASUREMENT RESULTS
2021
Indirect economic contributions
Social outcomes
Environmental outcomes
KRW 1,933.4 billion
△KRW 108.2 billion
KRW 515.6 billion
MAJOR SOCIAL VALUE CREATION OUTCOMES
•	 Efforts towards increasing energy efficiency 
to reduce the impact of GHG emissions 
through sustained investment in expansion of 
infrastructure, such as 5G networks
•	 Operating three major green strategies (increased 
power efficiency of communication infrastructures, 
operation of renewable energy communication 
infrastructures, absorption of GHG through forest 
business) to attain Net Zero by 2050
•	 Solving social problems by expanding ICT  
business models and conducting AI-based 
ESG activities 
[Key BM] T Map driving habits (prevention of traffic 
accidents), AI care service (protection of vulnerable 
elderly), crime number blocking service (prevention 
of voice phishing), COVID-19 vaccine care call 
‘NUGU’ (supporting national epidemic prevention), 
etc.
SOCIAL
Building Social 
Safety Net
ENVIRONMENTAL
Energy 
Efficiency
MAJOR SOCIAL VALUE CREATION OUTCOMES
•	 Expanding products like secondary battery 
materials that reduce GHG emissions and 
planning to attain 2040 Net Zero through RE100
•	 Developing and expanding biodegradable 
materials for the goal of achieving plastic  
Net Zero by 2030, and recycling waste plastics
•	 Acquiring UL’s ZWTL Gold Grade for the first time 
among South Korean secondary battery companies by 
reducing waste and expanding resource circulation
•	 Launched ‘Joy’n Jeongeup’ as a local economy 
revitalization project to support youth start-ups in 
Jeongeup and open shared offices/stores for the 
revitalization of the old downtown area
SOCIAL
Revitalizing
Local Economy
ENVIRONMENTAL
Eco-friendly 
Materials
SKC
SOCIAL VALUE MEASUREMENT RESULTS
2021
Indirect economic contributions
Social outcomes
Environmental outcomes
KRW 515.2 billion
KRW 0.5 billion
KRW 20.9 billion
MAJOR SOCIAL VALUE CREATION OUTCOMES
•	 Supporting projects to reuse PCs and tablet PCs, 
including the used phone purchase service of 
MINTIT
•	 Producing environmental outcomes by 
contributing to the revitalization of used products 
(reduction of resource consumption and 
GHG emissions, delay of waste generation)
•	 All employees participating in diverse social 
contribution activities, such as blood donation and 
lunch box delivery, with the goal of 20 hours or 
more every year per person, starting in 2021
•	 Planning to revitalize social enterprises by adding 
target pro bono activities, which support the growth 
of social enterprises and ventures, by utilizing work 
capabilities of employees in 2022
SOCIAL
Expanding 
Social Contribution
ENVIRONMENTAL
Recycling 
Resources
SK Networks
SOCIAL VALUE MEASUREMENT RESULTS
2021
Indirect economic contributions
Social outcomes
Environmental outcomes
KRW 234.6 billion
KRW 25.2 billion
KRW 9.8 billion
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
62

1 .	 Expanding Eco-friendly Investments and Businesses
2.	 Environmental Management
3.	 Operating Eco-friendly Data Centers
4.	 TCFD Report 
ENVIRONMENTAL
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
63

EXPANDING 
ECO-FRIENDLY 
INVESTMENTS AND 
BUSINESSES
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
64
FOCUS AREA
•	 Actively investing in eco-friendly areas, while focusing on investments and business opportunities for promising global assets in the decarbonization area
ROADMAP
Focusing on investments and businesses related to
environmental solutions necessary for global GHG reductions and Net Zero
Creating an eco-friendly market 
ecosystem through connection
with portfolios
Attaining an eco-friendly 
investment value of
KRW 35 trillion+α
Growing future values and
attaining Net Zero
Goal
2022
2023
2025
• Externally expanding eco-friendly investments and 
connecting with businesses
→ Investment in promising eco-friendly assets and  
enhancement of values through portfolios
→ Green transition of fossil fuel-based portfolios
• Increasing the investment ratios of alternative energy/
sustainable food/waste treatment/carbon treatment/ 
EV materials and infrastructures/eco-friendly digital fields
• Strengthening the investment portfolio management 
system to respond to climate change
• Growth of future corporate values through  
eco-friendly investment and business expansion
• Accelerating achievement of investment portfolio  
(Scope 3) Net Zero
Action 
Plan
Hydrogen and 
fuel cells
Energy 
solutions
Renewable 
energy
Pollutant and 
waste
 treatment
Waste-to-X
Re·up-cycling
Alternative proteins
Vertical Farming
Capture
Transport
Storage
Utilization
Carbon trading platform
Eco-friendly product/service R&D
Eco-friendly DC/infrastructures
Battey materials
EV SCM
Copper 
foils
SiC 
Wafer
SiC anode 
materials
SiC chip design/
manufacturing
High-nickel/Single 
crystal cathode materials
Super-fast 
EV charging
NEW ENERGY
Alternative Energy
CLEAN SOLUTION
Environmental Technologies
EV ECOSYSTEM
EV Materials/Infrastructures
ECO DIGITAL
Eco-friendly Digital Products/Services
SUSTAINABLE FOOD
Sustainable Food
CARBON Mgmt.
CO2 Treatment

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
65
• Additional investment in Perfect Day, a leading global company for alternative 
fermented milk proteins
• Invested in Nature’s Fynd, a company that possesses alternative protein production 
technologies
• Invested in Meatless Farm, a European company for plant-based alternative meat
• Planning to expand the alternative food portfolio in the  
Chinese market by jointly investing in funds with Joyvio,  
a Chinese food distributor
• Reviewing investments in industrial facility flue gas and atmospheric CO2  
capturing technologies
• Reviewing diverse CO2 technologies/infrastructures
• Promoting eco-friendly solutions and platform businesses by establishing mid-term 
and long-term business goals for each business organization, starting in 2020 
• Developed/Commercialized about 10 solutions and platforms  
for reducing energy use, carbon emissions,  
and air/water pollutants in 2021
• Secured a position as the largest shareholder of Plug Power, an American company 
specializing in hydrogen fuel cells
• Added a turquoise hydrogen portfolio by investing in Monolith, an American plasma 
technology company
• Reviewing acquisition of Waste-to-X (fuel, protein, etc.) technologies
• Reviewing acquisition of assets based on comprehensive environmental management 
(incineration/landfill/water treatment)
• Reviewing commercialization of comprehensive  
environmental management/Waste-to-X
• Invested in Fulcrum Bioenergy, an American  
company that produces synthetic crude oils using  
domestic waste
• Secured a position as one of the three largest shareholders of Solid Energy, an 
American company developing next-generation lithium metal batteries
• Invested in Wason, a Chinese company that manufactures copper foils for EV batteries
• Acquired a stake in Yes Power Technix, a company that designs and mass produces SiC 
power semiconductors
• Acquired Signet EV, the world’s first company  
to obtain American certification for super-fast  
EV charger technology
Expanding Eco-friendly Investments and Businesses
Achievement
NEW ENERGY
Alternative Energy
CLEAN SOLUTION
Environmental Technologies
EV ECOSYSTEM
EV Materials/Infrastructures
ECO DIGITAL
Eco-friendly 
Digital Products/Services
SUSTAINABLE FOOD
Sustainable Food
CARBON MANAGEMENT
CO2 Treatment

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
66
• Driving the ecosystem: Proactively securing a portfolio in the S/F area, which is expected to show 
high growth 
• Securing technologies: Finding/Investing in companies with top-tier technologies and 
commercialization capabilities in each area
• Value-up: Promoting affiliations and sustainable food business partnerships with Asia F&B
• Expanding the value chain by investing in leading CCUS technologies/infrastructures
• Providing integrated ’CCUS as a Service’ solutions based on the expanded value chain
• Utilizing the CCUS assets of SK and promoting new CCUS bolt-on
• Planning to expand R&D investments in eco-friendly solutions, such as the development of a 
‘voluntary carbon reduction certification and trading platform’ and energy reduction/carbon 
reduction
• Increasing sales of eco-friendly products/services in the IT Service Business Division
Expanding Eco-friendly Investments and Businesses
Strategy
• Renewable energy: Developing, investing in, and operating utility-level solar and offshore wind 
power complexes in South Korea
• Hydrogen/Fuel cells: Using existing energy business infrastructure, supplying hydrogen on a large 
scale, and integrating fuel cell manufacturing/selling value chains
• Energy solutions: Promoting the expansion of grid ESS, microgrids, and EV charging businesses in 
the United States
• South Korea: Expanding M/S for waste treatment businesses with a bolt-on strategy centered on 
existing assets
• U.S. and Europe: Investing in innovative environmental technology, Waste-to-X, and combining 
with anchor businesses
• Global Expansion: Achieving qualitative growth of waste businesses in South Korea in connection 
with innovative technologies, as well as entering waste markets in Southeast Asia by leveraging 
existing businesses
• SiC power semiconductors: Promoting expansion based on collaboration with global OEMs and 
maximizing synergy with existing power semiconductor businesses
• Next-generation Li batteries: Finding and fostering next-generation battery material technologies
• Copper foils: Proactively promoting expansions to gain market dominance and cost-quality 
competitiveness in the Chinese market
• EV charging: Preoccupying global EV infrastructure markets and developing next-generation 
chargers (ESS linkage, robot charging, etc.)
Investment
Sales goal
EBITDA goal
KRW 9.5trillion
KRW 6.5trillion
KRW 1.7trillion
Investment
Sales goal
EBITDA goal
KRW 0.3trillion
KRW 2.5trillion
KRW 0.3trillion
Investment
Sales goal
EBITDA goal
KRW 4.0trillion
KRW 3.6trillion
KRW 0.5trillion
Investment
Sales goal
EBITDA goal
KRW 0.6trillion
KRW 2.5trillion
KRW 0.2trillion
Investment
Sales goal
EBITDA goal
KRW 1.9trillion
KRW 10.6trillion
KRW 2.4trillion
Investment
Sales goal
EBITDA goal
KRW 0.3trillion
KRW 0.5trillion
KRW 0.2trillion
By 2025
By 2025
By 2025
By 2025
By 2025
By 2025
NEW ENERGY
Alternative Energy
CLEAN SOLUTION
Environmental Technologies
EV ECOSYSTEM
EV Materials/Infrastructures
ECO DIGITAL
Eco-friendly 
Digital Products/Services
SUSTAINABLE FOOD
Sustainable Food
CARBON MANAGEMENT
CO2 Treatment

VISION AND STRATEGY
• As environmental management becomes a core element of ESG, stakeholders and 
financial societies in South Korea and overseas are demanding that companies improve 
their environmental management capabilities and actively respond to climate change. 
• Companies are required to disclose financial information in relation to their climate change 
responses, and such disclosure is gradually becoming an international standard.
• SK Inc. perceives that environmental management is a key element of ESG and its 
responsibilities and duties for the future of humankind.
• Accordingly, SK Inc. is upgrading the environmental management system for the entire 
business value chain under the Green ICT 2040 Strategy, managing environmental 
performance with the goal of reaching the global top tier by 2025.
VISION
Securing the trust of stakeholders and pursuing happiness as a leading eco-friendly company
Eco-friendly Management
Climate Change (Energy/Greenhouse Gas)
Net Zero 2040
(SBTi 1.5℃)
1
RE100 2040
2
Expansion of Scope 3
management
3
Resource Circulation (Waste/Water)
Increased resource 
efficiency
4
Eco-friendly Businesses (Sales/Purchase)
Expansion of new eco-friendly 
businesses based on ICT
5
Supply chain 
engagement
6
Mgmt. Infrastructure / Stakeholder Communication
Upgrading the environmental 
management system
(ISO 14001)
7
Reinforcement of 
information disclosure
(TCFD, CDP)
8
# Tasks
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
67
GREEN ICT 2040
ENVIRONMENTAL 
MANAGEMENT

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
68
Promoting RE100 2040 and Net Zero 2040
1) Participating in international initiatives
•	 SK Inc. gained RE100 Initiative membership (December 2020) and established the RE100 2040 goals to undertake the climate 
change response required by the international community.
•	 SK Inc. disclosed its Net Zero 2040 goals and road map (June 2021) and will submit the SBTi commitment letter (during 2022).
2) Managing greenhouse gases and energy consumption
•	 In 2021, the total greenhouse gas emission of SK Inc. was 86,109.568 tCO2e (excluding scope 3), of which approximately 92% was 
emitted from electric power usage at the data center (168 GWh).
•	 Due to an increase in customers and data usage at the data center, electric power usage is forecasted to rise by 15% per year up to 
2025. SK Inc. invested KRW 2.3 billion in 2021 to expand the use of renewable energy and increase the energy efficiency of the 
data center.
•	 With the goal of reducing the power demand of the data center by 3.5% or more every year, SK Inc. introduces new technologies and 
plans new methods of reducing energy use (capable of reducing greenhouse gas emissions by 3% or more).
3) Procuring renewable energy power
•	 SK Inc. has continued its efforts to expand private power generation using new and renewable energy from mid- to long-term 
perspectives, such as extending solar power generation by 500 kW  (November 2021, 650 kW total) and introducing hydrogen  
fuel cells.
•	 SK Inc. purchases green premium electricity to contribute to the renewable energy industry ecosystem.
	 (Purchased 5.7 GWh in 2021 and planning to purchase 22 GWh in 2022)
•	 SK Inc. is reviewing the long-term purchase of renewable energy, such as the Power Purchase Agreement (PPA) that reflects  
domestic market circumstances, to implement the Net Zero 2040 and RE100 2040 road maps.
4) Implementing government regulations
•	 SK Inc. became a company subject to the carbon credit trading scheme (January 2022, announced by the Ministry of Environment) 
and must report emissions and handle carbon credits for 15 business sites during the 3rd period (2021-2025, 5 years).
•	 SK Inc. has set up a company-wide carbon trading scheme management system (February 2022) in connection with the Net Zero 
road map and is actively conducting internal/external reduction activities
Expanding Scope 3 Management
•	 SK Inc. aims to actively participate in the global efforts to respond to climate change by strengthening its Scope 3 management.
•	 The criteria for computing Scope 3 GHG emissions have been established, and the information disclosure categories have been 
expanded (6 → 11 categories). 
•	 In the future, SK Inc. will elaborate on its reduction goals and road maps in connection with the SBTi goals.
Responding to Climate Change
Responding to Resource Circulation and Expanding Eco-friendly Businesses
Increasing Resource Efficiency (Waste / Water Resources)
•	 In 2021, SK Inc. prepared a new management system applying the international standards of Zero Waste To Landfill (ZWTL) and the 
World Resources Institute (WRI) to expand resource circulation and improve management levels of waste and water.
•	 In particular, 94% of waste will be recycled based on the ZWTL standard and 99% by 2025.
Expanding New Eco-friendly Businesses Based on ICT
•	 SK Inc. continues to expand its ICT eco-friendly products and services (reduction of air pollution, reduction of water pollution, energy 
reduction, GHG reduction).
•	 The entire company is driving the development of new eco-friendly solutions combined with digital technologies (AI, big data, cloud, 
etc.), such as renewable energy transition (RE100) and the GHG life cycle assessment system.
Supply Chain Engagement
•	 SK Inc. maintains its eco-friendly procurement policy, which includes eco-friendly certification, high-efficiency energy, preferential 
purchase of goods with reduced hazardous substances, and control of the purchase of products that can cause environmental pollution.
	 (The purchasing ratio of products with eco-friendly certification in 2021 was increased by over 20% compared to 2020.)
•	 Supplier GHG information demand-analysis-feedback (May 2022)
	 - Promoted as the basic supplier engagement policy for the goal of reducing upstream GHG
	 - Demand-analysis-feedback of GHG emissions information, GHG reduction goals, SBTi plan, and eco-friendly product supply 
information
•	 SK Inc. plans to actively communicate with suppliers by sharing its environmental data, including climate change response reports and 
Net Zero plans.
Environmental Management

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
69
Environmental Management 
Internalizing and Communicating Environmental Management
Enhancing the Sophistication of Environmental Management Infrastructures
1) Building and Operating the Environmental Management System
•	 SK Inc. conducts environmental management activities based on ISO 14001 (acquired in June 2021), such as minimizing internal/
external environmental risks and decisions of the CEO.
•	 Management infrastructures are improved continually (zero nonconformity during external audits, and improvement 
recommendations have been implemented (12 items in 2021 and 2 items in 2022).
•	 The Environmental Management Portal is operated to raise the environmental management awareness of employees.
•	 The dedicated organization in charge of promoting eco-friendly businesses develops various eco-friendly activities and purchases 
green premium electricity (5.7GWh purchased in 2021, 22GWh expected in 2022) to minimize environmental risks of the data center, 
which has high environmental loads.
2) Monitoring Environmental Goals and Performance
•	 SK Inc. establishes and manages environmental goals and tasks every year by analyzing the demand of internal and external 
stakeholders and implements the tasks in connection with the KPIs of the company and organization.
•	 SK Inc. maintains its record of zero environmental accidents and legality risks through its integrated management of environmental 
laws and compliance obligations and periodic evaluations of compliance.
•	 SK Inc. monitors the monthly attainment of GHG, energy, waste, and water indicators and manages performance measurement 
through the ESG management system called the Social Value Management System (SVMS).
3) Impact Assessment and Risk Management
•	 SK Inc. operates the Risk Management Council, centered on management, to quickly respond to risks. 
(Refer to p.140 “Risk Management Report System.”)
•	 Environmental risks that have a significant impact on management activities are reported promptly, and there is a process by which 
the collaborating organization and risk management organization preemptively inspect/share risks. (Zero high residual risks in 2021)
Spreading a Culture of Eco-friendly Practice
•	 SK Inc. operates practice programs for employees using the Haenggarae mobile app, such as health-promoting usage of stairs and 
walking, eliminating leftovers at meals, and the use of mugs/tumblers, to strengthen consensus and increase the participation of 
employees in everyday practice. Records on individual practices and carbon reduction values are provided.
•	 The Haenggarae mobile app was launched in July 2020 to facilitate engagement activities among the employees of SK Inc. By May 
2022, the app was disseminated to 17 schools, public institutions, and other companies. Carbon emissions have been reduced by 2,250 
tCO2e (equivalent to about 100,000 trees) with 14,000 participants, producing an economic value of KRW 1.9 billion.
•	 Practice programs continue to increase with ideas proposed by users (4 programs at the time of the launching of the Haenggarae app → 
32 programs currently).
•	 Conducting environmental education to internalize environmental management for employees
	 - Compulsory environmental education for employees (RE100, Net Zero, ESG basics, etc.), distribution of environmental management 
practice guides, in-house environment-related announcements
Strengthening Information Disclosure
1) Disclosing Information on Climate Change Response Strategies: TCFD 
•	 SK Inc. has a management system that complies with the recommendations of the Task Force on Climate-related Financial Disclosure 
(TCFD).
•	 SK Inc. disclosed its climate change response strategy for the IT Service Business Division in 2021 and expanded the scope to the 
investment business in 2022.
•	 SK Inc. continuously monitors short-term and mid- to long-term risks and opportunities according to the 1.5℃ climate change 
scenario, its Mitigation Plan according to the financial impact analysis, and its GHG reduction strategy based on the Net Zero 2040 
road map.
2) Carbon Disclosure Project: CDP 
•	 SK Inc. fosters understanding of climate change response levels evaluated by the Carbon Disclosure Project (CDP), including 
governance, GHG emissions, reduction goals, and strategies. Challenging reduction goals are set, and information is disclosed 
transparently.
•	 SK Inc. received a CDP Climate Change Leadership Grade (A-) in 2021 and won an award at the CDP Climate Change Korea Awards 
(Carbon Management Sector Honors) in January 2022.
ISO 14001 Certification
Environmental Management Guidelines
Environmental Management Portal

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
70
OPERATING 
ECO-FRIENDLY 
DATA CENTERS
Operating Eco-friendly Data
Reducing GHG Through Increased Use of Renewable Energy
•	 SK Inc. completed a large-scale extension of solar power facilities at its data centers to increase renewable 
energy generation. It will invest in other new and renewable energy technologies, such as hydrogen fuel cells, 
while considering future market circumstances and economic feasibility.
•	 In addition to green premium bidding, SK Inc. is also considering using stable renewable energy sources such 
as PPA and REC.
Reducing GHG Through Data Center Energy Efficiency
•	 SK Inc. actively introduces high-efficiency equipment and new technical solutions and promotes efficient 
scientific activities based on data. 
	 - Applying high-efficiency equipment, such as high-efficiency, modular uninterruptible power supplies (UPS), 
precooling freezers, etc. 
	 - Applying energy-saving air conditioning solutions with water spraying in the summer, etc.
	 - Promoting efficient scientific activities using data center equipment, the real-time power management 
system, and CFD solutions
•	 Plans to engage in active communication by sharing environmental information, such as SK Inc.’s climate 
change report and Net Zero plan, with suppliers
Pangyo Data Center 
•	 High-density/modular environment for cloud computing, AI, and big data services and easy and  
fast multi-cloud connection support
•	 Network ownership provided to customers through network neutrality
•	 Application of latest equipment with high availability and efficiency, running on new and renewable energy
Daedeok Data Center 
•	 Design and construction that satisfy major domestic and overseas standards for data centers (DC) 
- Tier 3 DC operation reliability with stable power and disaster response
•	 Acquired green DC certification (2013-)
•	 Securing availability through N+1 or 2N configuration of key facilities
•	 Large-scale extension of solar power facility to reduce GHG emissions
• Total floor area: 13,200 m
2 
(4 ground floors, 
1 underground floor)
• Computing room area: 
5,780 m
2
• Capacity: 9 MW
Green Data Center 
Certificate
※ Secured solar power facilities 
(560 kW) in the available space at 
Daedeok DC (parking lot, rooftop)  
- Produces 80 kW of electricity 
every year (saving KEPCO’s 
electric charge by KRW 90 
million/year)
Details of Activities
• Improving DC computing room operations
- Optimally operating the cooling temperature of  
DC computing rooms
- Applying the containment of new computing rooms
• Improving equipment
- Demonstrating the direct introduction of outdoor air
- Improving freezer efficiency (water spray)
• Analyzing / improving the air conditioning efficiency of 
computing rooms
- Airflow, temperature distribution, air volume analysis
• Designing and arranging high-efficiency equipment 
based on new computing room tests
Promoting tasks to increase the operating 
efficiency of data center equipment
Using CFD(*) solutions and internalizing 
high-efficiency operations
’21
’22
* CFD: Computational Fluid Dynamics, a visualized solution that simulates the operating environment of a computing room, such as airflow and 
temperature distribution, based on fluid dynamics
Reduction 
Activities
Status of Eco-friendly Data Centers
• Total floor area: 66,950 m
2 
(6 ground floors, 4 underground floors)
• Computing room area: 18,500 m
2
• Capacity: 70 MW

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
71
TCFD  
ROADMAP
•	 SK Inc. disclosed its strategy to respond to climate change based on the TCFD Framework, starting with the Business Division (IT Service), in 2021. 
By expanding the scope to the Investment Division in 2022, SK Inc. plans to enhance communication with its stakeholders, including shareholders. 
•	 In the future, SK Inc. will link TCFD with corporate accounting, such as financial statements, to disclose environmental information.
TCFD REPORT 
SK’s Perspective on the Climate Crisis
•	 SK Inc. announced (October 2021) its pledge to cut 1% of global carbon emissions based on the global 
carbon reduction target by 2030 and expressed its commitment to take a leading role in solving various 
environmental issues, including responses to climate change.
[Message from the Chairman]
Mechanism to Accelerate Green Growth
“Companies have improved human lives through growth and a focus on maximizing profits, but the environment was 
destroyed in this process. It should be especially noted that environmental issues are arising due to companies’ failure 
to internalize various problems caused by external effects. Therefore, how companies internalize external effects is 
important, and we propose three points.
1.	 Measurement: Environmental impact must be quantified into currency values. In other words, environmental 
accounting is necessary.
2.	 Incentives: Incentives are needed to internalize external effects.
3.	 Cooperation: Global cooperation is required to prepare financial resources that provide incentives. 
There must be a system that allows companies to solve environmental issues voluntarily, applying methods of solving 
environmental problems while maintaining economic development. Companies must act with a strong sense of 
purpose. That is the new entrepreneurship of the new age.”
Chey Tae Won, Chairman of SK Group, 
August 2021, Keynote Address at the Seoul P4G Summit (Summary)
Summary of Report 
•	 SK Inc. prepared this report in accordance with the TCFD guidelines and by referring to the CDP assessment 
questions.
Item
Description
CDP Link
Governance
Through the ESG Committee under the Board of Directors, SK Inc. decides climate change 
response methods, reviews mid- and long-term strategies, approves major tasks, and supervises 
execution. The CEO informs employees about KPIs and environmental management plans 
resolved by the ESG Committee and encourages company-wide cooperation to expand  
eco-friendly businesses. SK Inc. implements a system that offers incentives for environmental 
performance.
C1.1b, C1.2, C1.2a
Strategy
SK Inc. generates response measures by analyzing the short-term (-2025), mid-term (-2030), 
and long-term (-2040) business impacts based on risks and opportunities according to climate 
change scenarios of BAU 1.5°C and below 2°C. The measures are combined to establish the  
Net Zero 2040 roadmap and detailed implementation strategies equipped with climate change 
resilience.
C2.1a, C2.3, C2.3a, 
C2.4, C2.4a, C3.1, 
C3.2, C3.2a,C3.2b, 
C3.3, C3.4
Risk 
management
SK Inc. determines risk levels and countermeasures after identifying and evaluating risks in 
association with the integrated risk management system and TCFD Guidelines based on the 
environmental risk assessment process (ISO 14001). In addition, SK Inc. manages environmental 
risks by integrating internal business processes, such as eco-friendly businesses.
C2.1, C2.2, C2.2a
Metrics/
Goal
SK Inc. utilizes its internal system monthly to monitor and manage all environment-related 
indicators, such as general energy, renewable energy, GHG, air pollution, waste, water, and water 
pollution. In particular, the reduction of GHG emissions is managed as a KPI of the CEO, linked to 
the Net Zero 2040 roadmap.
C4.1, C4.1a, 
C4,1b,C4.2, 
C4.2a,C4.2b, C6.1, 
C6.3, C6.5, C6.5a
Increasing resilience
1)
Integration with corporate financial disclosure standards
2) 
(disclosure of climate change response information)
Expansion to investment sector
TCFD 1.0 (’21)
Initial publication of report
(IT Service Business Division)
TCFD 2.0 (’22)
TCFD 3.0 (’23)
TCFD 4.0 (’25)
1)	 Impact analysis and disclosure of strategy through simulation of climate change risks
2)	 Integrated application of corporate accounting/disclosure standards to financial statements, business reports, etc. 
is planned
*	 TCFD framework applies to the drafts of the US SEC climate change disclosure standards and the IFRS 
sustainability-related disclosure standards
Expansion of Private Generation
SBTi Target Submission
Scope 3 Management System
CDP Awards
RE100 2040
Net Zero 2040
Renewable Energy PPA
ISO 14001
CDP Leadership
SBTi Commitment

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
72
Governance
Supervision of Climate Change Risks and Opportunities by the BOD
•	 Through the Board of Directors, SK Inc. reviews the strategic directions and implementation plans for environmental management. 
Under the management and supervision of the Board of Directors, the CEOs of the Business and Investment Divisions discuss/decide 
goals and outcomes of climate change responses and energy-saving.
•	 With a resolution of the Board of Directors in March 2021, SK Inc. formed the ESG Committee under the Board of Directors, comprised of 
five independent directors and one internal director (CEO of SK Inc.), to strengthen ESG management. The ESG Committee decides mid- 
and long-term strategies for climate change response, environmental business investments, and primary issues.
•	 In 2021, the ESG Committee discussed and approved various environment-related agendas, such as the promotion of Net Zero 2040, 
investment in the turquoise hydrogen business, securement of shares of EV battery material manufacturers, investment in private 
renewable energy generation at data centers, and formation of a business portfolio throughout the entire hydrogen market value chain.
ESG Committee 
Composition
Members
Description
5 independent 
directors
Jang Yong-suk (chairman)
Purpose of establishment
- To promote the mid- and long-term sustainable growth of the company
The ESG Committee is convened whenever necessary
Authorities and roles
- Review, management, and supervision of ESG strategies and major activities
- ESG investment decisions (major capital expenditures, acquisitions, disposals, etc.)
- Monitoring and supervision of ESG management
- Management and supervision of climate change issues, etc.
Yeom Jae-ho
Kim Byoung-ho
Lee Chan-keun
Kim Seon-hee
1 internal director
Jang Dong-hyun
【Reference】 Major Environment-related Resolutions in 2021 (ESG Committee)
Agenda
(*)
Time Held
Outcome
Participation Rate
• Expansion of the global businesses of the Green Investment Center  
(capital increase of overseas affiliates, etc.)
March 2022
Passed
100%
• Investment in the turquoise hydrogen business 
• Investment in private renewable energy generation at data centers
May 2021
• Report on additional acquisition of shares of a Chinese copper foil manufacturer 
• Investment in sustainable food
June 2021
• Report on the current status of the joint cooperation fund with China for sustainable food
August 2021
(*) The table above does not include agenda for environmental management strategies and performance reports (4 agenda in total) and only specifies agenda for environment-related 
investments.
Role of Management in Assessing and Managing Climate Change-related Risks and Opportunities
•	 The CEO of SK Inc. recognizes the overall impact of demands for climate change response by stakeholders, including investors, 
customers, and the government, on corporate management.
•	 The CEO of SK Inc. participates in the SUPEX Council, the highest decision-making body of the SK Group, to discuss and decide major 
ESG matters, such as climate change response at the group level.
•	 The CEO of SK Inc. drives investments and business models to expand eco-friendly businesses and encourages company-wide 
cooperation.
•	 The CEO of SK Inc. confers the head of the Happiness Promotion Center with the authority of a Chief Sustainability Officer to 
systematically manage environmental performance. The CSO oversees the integrated management of major organizations for climate 
change response.
•	 The CSO of SK Inc. performs periodic management reviews, such as environmental risk and impact assessments at business sites 
and internal audits, and reports to the CEO under the environmental management system (ISO 14001). In addition, the performance 
monitoring process offers incentives (monetary rewards) to organizations or individuals that make achievements related to 
environmental management.
【Reference】 Incentives for Environmental Management Performance
• Type: Setting environmental management goals (KPI) as a part of ESG management every year and providing monetary rewards 
based on evaluation
• Targets: CEO, CSO, CPO, CFO, COO, CRO, subordinate leaders, and all employees
• Scale: Determined according to the target-performance evaluation of each organization/individual 
• Indicators: GHG reduction goals, GHG reduction projects, energy efficiency goals, supply chain engagement, corporate performance 
based on the sustainability index related to climate change, etc.
• Other incentive (*) systems for changes in the behaviors of employees
(*) Monetary rewards (points) are provided as an incentive for practicing eco-friendly campaigns and activities, such as the use of stairs, double-sided 
printing, and health-promoting bicycles, using a mobile app for eco-friendly practice. These points can be used to purchase goods from social 
enterprises or the in-house café or donated.

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
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73
Strategy
Impact of Climate Change Risks and Opportunities on Business, Strategy, and Finance Plans and Responses
•	 SK Inc. selected climate change response scenarios, identified risks and opportunities for each climate change type presented in the 
TCFD Guidelines, comprehensively analyzed the financial impact of each risk and opportunity on businesses, established response 
plans based on reviews by the management and internal/external experts, and reflected the plans in climate change strategies.
Applying Climate Change Response Scenarios
•	 Scenario application criteria
	 - Time horizon: Short-term (-2025), mid-term (-2030), long-term (-2040)
	 - Scope of coverage: Major businesses and assets in the company-wide value chain
	 - Application method: Comparative analysis of high GHG scenarios on the BAU level vs. low GHG scenarios (1.5°C & below 2°C)
•	 Applied scenario models (use of latest models)
	 - Transition: Use of RE100/Net Zero, domestic and overseas energy forecasts associated with eco-friendly businesses and scenarios 
related to technology, market, and regulation trends
	 - Physical: Use of data center operations and scenarios related to natural disasters and changes in air temperature and precipitation in 
eco-friendly investment countries such as the U.S. and China
Division
Low GHG Scenarios (1.5°C & Below 2°C)
High GHG Scenarios  (Above 2.7°C)
Transition
Risk
International Energy Agency (IEA) NZE 2050
Republic of Korea Government NDC
IEA STEPS
Opportunity
Physical Risk
SSP1-2.6 (South Korea)
NGFS NZE 2050 (U.S., China, Japan)
SSP5-8.5 (South Korea)
NGFS CPS (U.S., China, Japan)
1) International Energy Agency (IEA) Net Zero Emission 2050: Scenario suggested by the IEA to attain Net Zero by 2050
2) IEA Stated Policies Scenario (STEPS): Scenario devised to evaluate whether each government is observing the announced energy policy
3) Nationally Determined Contribution (NDC): National GHG reduction goal, for which the South Korean government pledged a 40% reduction by 2030 compared to 
2018 (October 2021)
4) Shared Socioeconomic Pathway (SSP), SSP1-2.6 (eco-friendly scenario for low carbon), SSP5-8.5 (scenario for continued use of fossil fuels and increase in 
emissions)
5) Network for Greening the Financial System (NGFS) Net Zero Emission 2050: Scenario suggested by the Green Finance Council to attain Net Zero by 2050
6) NGFS Current Policies Scenario (CPS): Scenario assuming the maintenance of current status without control over GHG emissions
Adopting scenario 
application criteria and 
scenarios
Identifying climate 
change risks and 
opportunities by type
Analyzing business 
impacts and reviewing 
with internal/external 
experts
Establishing response 
plans and reflecting 
them in climate change 
strategies
•	 SK Inc. compared and applied scenarios based on the parameters below, identifying risks and opportunities by climate change type and 
analyzing the impacts.
Parameter
Low GHG Scenarios (1.5℃ & Below 2℃)
High GHG Scenarios (Above 2.7℃)
Transition
Energy 
transition
• Fossil fuel (ratio): 80% in 2020   40% in 2040 →  
10% in 2050
• Renewable energy (ratio): 10% in 2020 →  
90% in 2050
• Petroleum use in 2050: Increased by 15% compared to 
2020
• Natural gas use in 2050: Increased by 50% compared to 
2020
Energy 
investment
• Hydrogen industry: USD 1 billion in 2020 →  
USD 40 billion in 2030
• EV (ratio): 5% in 2020 → 20% in 2030 → 60% in 2040
• Continued construction of coal and oil power plants
GHG 
reduction
• Net 55% in 2030 (South Korea: Net 60%),  
Net Zero in 2050
• Emission of 34 Gt in 2020 → 36 Gt in 2030 →  
36 Gt in 2050
Core 
technology
• Water electrolysis hydrogen, next-generation battery, 
bioenergy, CCUS, renewable energy, smart grid,  
hydrogen fuel, etc.
• Companies focusing on legacy investments in existing 
technologies (limited investments in new eco-friendly 
technologies)
Carbon price
(average)
• South Korea: KRW 50,000 (ROK NDC 2030)
• Global: USD 130 (2030), USD 250 (2050)
• South Korea: KRW 35,000  
(considering the price in 2021)
Policy/
Regulation
• Reinforcement of various regulations  
(ETS, carbon border tax, etc.)
• No specific restrictions related to climate change
Behavior 
change
• Voluntary changes by citizens and consumers to adopt 
eco-friendly behaviors 
- Estimated to contribute to about 10% of Net Zero to be 
attained in 2050
• No impact on the reputation of companies and products 
from changes toward eco-friendly behaviors among 
citizens and consumers
Physical
Acute climate 
change
• Increase in natural disasters, such as floods, typhoons, 
heat waves, and earthquakes
• Temperature rise and substantial increase in natural 
disasters
Chronic 
climate 
change
• Temperature rise, precipitation change, etc.
Assumption
In transition to a Net Zero society
Maintaining status (BAU)

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
74
Strategy
Climate Change Risks
•	 Based on the applied scenario models, SK Inc. identified risks and analyzed short-term, mid-term, and long-term impacts by detailed 
risk type. Response plans were established through the review of each risk item by internal/external experts and reflected in the climate 
change response strategies of SK Inc.
Identifying climate change risks and assessing the impact of each risk type
Risk Type
Details
Impact
Value Chain
Short
Mid
Long
Transition 
Risks
Policy
/Law
T1   Increased cost of procuring renewable energy power to attain Net Zero, 
RE100
High
High
Mid
Direct
T2   Increased cost of purchasing carbon credits due to increase in power 
consumption and rising price of carbon credits
High
Mid
Low
T3   Increase in response resources due to an escalation in global regulations 
and policy requirements
Low
Low
Low
T4   Risks of penalties, fines, and lawsuits related to non-compliance with 
environmental laws
Low
Low
Low
Technology
T5   Continued increase in the investment costs of high-efficiency equipment, 
private generation equipment, and new technology solutions
High
High
Mid
Market
T6   Failure to secure growth engines, decline in sales, and investment loss 
from technology development
Mid
Mid
Low
Downstream
T7   Decline in customers’ trust and customer churn due to failure of  
eco-friendly product sourcing
Low
Low
Low
Upstream
Reputation
T8   Worsened investor relations, decline in brand values, boycotting by 
consumers, etc.
Low
Mid
Mid
Downstream
Physical 
Risks
Acute
P1   Discontinuation of data center services due to large-scale extreme 
weather events or natural disasters 
→ Compensation to customers, recovery costs
Low
Low
Mid
Direct
P2   Failure to procure parts or discontinuation of manufacture by suppliers 
due to large-scale natural disasters 
→ Delay in purchases, rise in market prices (increased costs)
Low
Low
Mid
Upstream
(U.S., Japan, China)
Chronic
P3   Increase in the power cost of data center cooling systems due to rise in  
air temperature
Low
Mid
Mid
Direct
(*) Impact: Financial burden (high impact if it exceeds KRW 3 billion), severity, probability
2020
2025
2030
2040
Short-
term
Mid-
term
Long-
term
High
Impact
T1
Increased cost of procuring renewable energy power
P1
Discontinuation of data center services (natural disaster)
P2
Discontinuation of manufacture by suppliers (natural disaster)
T5
Increase in the investment costs of new eco-friendly technologies and equipment to reduce power usage at data centers
Increase in cost of introducing private power generation using green hydrogen
T7
Customer churn due to failure of eco-friendly product sourcing
T3
Burden of responding to global carbon regulation policies
T4
Litigation risks due to the violation of laws
P3
Increase in the operating cost of data centers due to abnormal temperature rise
T6
Weakening of business competitiveness upon failure of entry into the eco-friendly technology market
Loss of eco-friendly business opportunities upon failure of customer value proposition
T8
Decline in corporate values due to negative evaluation of climate change response by press and stakeholders
T2
Increased cost of purchasing carbon credits

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PART 2. SK Inc. ESG STRATEGY
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【Policy/Law】 Increased cost of procuring renewable energy power
BUSINESS IMPACT
•	 The total power usage of SK Inc. in 2021 was 183.2 GWh, corresponding to 98% of energy consumption and 99% of GHG emissions. 
Therefore, the use of renewable energy power must be expanded (by implementing RE 100) to reduce GHG emissions. In line with 
price trends for each method of renewable energy procurement, such as investments in self-generation and green pricing, REC 
purchases, and PPA, the variation in financial impact is expected to be significant.
【Policy/Law】 Increased cost of purchasing carbon credits due to an increase in GHG emissions
BUSINESS IMPACT
•	 SK Inc. became a company subject to the 3rd emissions trading scheme of the Ministry of Environment and is obliged to purchase 
carbon credits for any emissions exceeding the government-allocated quota (allowable emissions).
•	 Due to the increase in power consumption at the data centers of SK Inc. due to the increase in new customers, the emissions 
exceeding the allocated amount are expected to increase. The burden for purchasing carbon credits will increase as the 
government continues to reinforce regulations by raising NDC goals, enacting the Carbon Neutrality Act, and increasing the paid 
allocation ratio
1). 
1) 1st period (2015-2017) Zero % → 2nd period (2018-2020) 3% → 3rd period (2021-2025) 10%
MITIGATION
•	 SK Inc. estimates that carbon credits will need to be purchased until 2016. If reduction efforts such as the use of renewable 
energy, efficient power usage at data centers, and certification of internal reduction performance by the Ministry of Environment 
are implemented, SK Inc. will be able to earn profits from selling excess carbon credits starting in 2027. SK Inc. establishes and 
implements the Net Zero 2040 roadmap and reduction plan based on such economic analyses.
Carbon credit price (assumed)
Based on BAU
KRW 35,000
(-) KRW67.0billion
KRW 50,000
(-) KRW95.8billion
Implementation of reduction
Remarks
+ KRW6.0billion
• Ratio of paid 
allocation
   - Assuming  
10-16%
+ KRW9.0billion
(-): Estimated cost of purchasing carbon credits (2021-2026),   +: Estimated profit from selling carbon credits (2027-2040)
Estimation of gains and losses from carbon credits (2021-2040)
General pricing
Green pricing only
REC purchase only
PPA Only
Mixed
1)
KRW863.9billion
+ KRW125.4billion
+ KRW16.9billion
+ KRW9.7billion
+ KRW5.1billion
1) Mixed: Private solar power generation + green pricing + PPA
※ Reflects gains and losses from carbon credits assuming a price of KRW 35,000
MITIGATION
•	 In line with its policy to prioritize the use of self-generated power, SK Inc. has installed solar panel facilities by maximizing the use of 
available land within its worksites. It is also reviewing the introduction of hydrogen fuel cells.
•	 Further, through an optimal mixed procurement methodology, SK Inc. conducts a quarterly comparative analysis of economic 
feasibility for each method of procurement – such as green pricing, REC purchases, and PPA – that reflects market circumstances, 
including policies and supply status, to minimize financial impacts.
•	 In the short run, energy will be procured through green pricing in 2021 and 2022 and PPA in 2023 and onward.
Estimated cost of purchasing additional electricity according to the RE100 2040 roadmap (2021-2040)
Strategy
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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Strategy
【Policy/Law】 Burden of responding to an increase in global carbon regulations and policy requirements
•	 In March 2022, the U.S. Securities and Exchange Commission (SEC) announced the draft of the Climate Information Disclosure 
Regulation. The International Financial Reporting Standards Foundation announced the draft of international standards to establish 
the IFRS Sustainability Disclosure Standards. Global financial societies are increasingly demanding the disclosure of 
GHG emissions, including Scope 3, and information about climate change response risks. 
•	 In addition, though the EU Carbon Border Adjustment Mechanism (CBAM) does not apply to the global businesses of SK Inc.  
yet, policy trends should be monitored to keep track of possible domestic implementation in the mid- and long-term.
•	 In 2021, SK Inc. formed an exclusive organization to strengthen its GHG management capability, including Scope 3 and domestic 
and overseas regulations. Environmental resources are continuously being supplemented.
【Policy/Law】 Litigation risks due to the violation of laws
•	 There are 11 domestic laws related to the environment that apply to SK Inc., including the Act on the Allocation and Trading of 
Greenhouse Gas Emission Permits and its Enforcement Decree, the Environmental Technology and Industry Support Act (obligation 
to disclose environmental information), and the Act on the Promotion of Development and Distribution of Environment-friendly 
Automobiles (mandatory purchase of eco-friendly vehicles). There have not been any lawsuits, and future risks are extremely low.
【Technology】 Increased cost of investment in new eco-friendly technologies and equipment to reduce 
power usage at data centers
BUSINESS IMPACT
•	 Data centers account for over 90% of the total power usage of SK Inc. Accordingly, SK Inc. actively introduces high-efficiency 
equipment and new technical solutions to reduce power costs and GHG emissions. Related costs are increasing.
MITIGATION
•	 SK Inc. promotes energy reduction with the goal of reducing power usage at data centers by over 3.5% annually. In 2021, SK Inc. 
invested KRW 420 million to increase the power efficiency of data centers by introducing Computational Fluid Dynamics (CFD) airflow 
simulation, changing heat exhaust structures, and purchasing high-efficiency air conditioning equipment and materials considering 
the life cycle of existing products. Through such efforts, SK Inc. expects to reduce total GHG emissions by 3% or more every year.
•	 In addition, SK Inc. invested KRW 2 billion in 2021 to extend the private, high-efficiency solar power facility by 500 kW in the parking 
lots and on the rooftops of its data centers. The total capacity of the solar power facility is 650 kW.
•	 Through private solar power generation, SK Inc. can save electric rates of KRW 100 million annually and predicts a GHG reduction 
effect of over 650 tons per year (considering a life cycle of 15-20 years). The technical feasibility of introducing hydrogen fuel cells 
as an additional means to generate private power was reviewed, and SK Inc. will engage in future investments while considering 
market situations and economic feasibility.
T3
T4
T5
【Market】 Weakening of business competitiveness upon failure of entry into the eco-friendly 
technology market
BUSINESS IMPACT
•	 Globally, startups based on climate technologies are growing rapidly under the expectation of economic transition to a Net Zero 
society. Companies leading Net Zero initiatives strive to create new business portfolios by developing and investing in climate 
technologies.
•	 While the South Korean government is developing low carbon/decarbonization policies such as Net Zero scenarios, domestic 
customers (companies) are demanding digital technologies linked to climate technologies to manage business risks or expand 
business models.
•	 The consulting industry foresees that the climate technology market size will be KRW 9,000 trillion globally and KRW 250 trillion in 
South Korea by 2030. If SK Inc., the leading ICT company in South Korea, were to fail to achieve market entry, risks may occur,  
such as weakening of future business competitiveness and stagnation of growth.
MITIGATION
•	 SK Inc. is utilizing digital technologies such as AI, big data, and cloud to develop the RE100 trading platform for building energy-
independent infrastructures in regional industrial complexes. SK Inc. develops climate technology solutions and platforms to promote 
mid- to long-term business growth, such as the service for analyzing optimal electric vehicle charging locations, service smart farm 
services (autonomous driving of farming machines, fruit condition analysis in orchards, etc.) through vision AI convergence, etc.
•	 In addition, the HR Department of SK Inc. has been operating programs to foster technical experts since 2019. Eco-friendly business 
experts of the SK Group have formed a council to mutually cooperate across industrial areas, participating in national technology 
development tasks and conducting joint projects.
【Market】 Decline in customer trust and customer churn due to a failure of eco-friendly product sourcing
BUSINESS IMPACT
•	 Most customers of SK Inc.’s IT Service Business Division promote eco-friendly purchasing policies to implement green purchases 
and Scope 3 reductions in the supply chain. Accordingly, the demand for products with eco-friendly certification is increasing.
•	 Failure to source products with the specific environmental certification demanded by customers will result in the weakening of 
sales competitiveness, decline in customer trust, customer churn, and decline in sales.
MITIGATION
•	 In 2021, SK Inc. conducted an environmental assessment of suppliers, granting bonuses to products with environmental marks when 
purchasing HW products as a demonstration. Detailed assessment criteria were set to conduct full-scale assessments in 2022.
•	 Moreover, to encourage HW manufacturers to produce eco-friendly products, SK Inc. directly receives information concerning low 
carbon product certification, suppliers' GHG emissions data, and GHG reductions plans.
•	 In addition to expanding eco-friendly purchases, SK Inc. will continue to conduct supply chain engagement activities to encourage 
suppliers to respond to CDP evaluations and establish SBTi goals.
T6
T7

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Strategy
T8 【Reputation】 Decline in corporate values due to negative evaluations of the company’s climate change 
response by the press and stakeholders
BUSINESS IMPACT
•	 SK Inc. judges that negative evaluations of its inadequate climate change responses by stakeholders, such as investors and press 
media, are likely to cause a deterioration in the brand image and a decline in corporate values. Since SK Inc. is the holding company 
of the SK Group, the decline in its reputation can have an adverse impact on other affiliates that use the SK brand. They may also 
face disadvantages in attracting global investments.
•	 Currently, about 20% of investors of SK Inc. are institutional investors. Major shareholders include the National Pension Service, a 
socially responsible investment body, and BlackRock, the world’s no. 1 ESG investment company. SK Inc. has not reduced its shares 
due to climate change issues or environmental risks so far, but inappropriate responses to climate change can lead to the reduction 
of investments in the long term. If 20% of institutional investors withdraw 1% of their share, SK Inc. will suffer a loss of KRW 37 billion 
in its market capitalization (as of the end of May 2022), which can shrink investments by a decline in stock prices.
MITIGATION
•	 Seven companies within the SK Group, including SK Inc., joined the RE100 membership in 2020, becoming the first among  
South Korean companies to do so. In 2021, the SK Group externally declared the promotion of Net Zero and became a benchmarking 
target for domestic companies by securing leadership status in climate change responses.
•	 In 2021, SK Inc. achieved CDP Leadership (A-), inclusion in the DJSI World Index for 10 consecutive years, and an MSCI AA Rating. 
SK Inc. aims to meet the ceaseless demand of various stakeholders, including major investors, for climate change responses and  
make continual improvements.
【Acute】 Discontinuation of data center services due to large-scale extreme weather events or natural 
disasters
BUSINESS IMPACT
•	 The SSP Scenario of the IPCC predicts that the damage to facilities caused by lightning, floods, and typhoons on the Korean 
Peninsula will not be immense until 2040, and maximum precipitation is expected to increase by 4.3–6.1 mL. Data centers will suffer 
no damage from these changes.
•	 If data center services are interrupted by large-scale disasters such as power outages, the maximum daily cost for compensation 
and recovery will be approximately KRW 2.2 billion.
MITIGATION
•	 Even if large-scale power outages of KEPCO were to be prolonged, SK Inc. is fully equipped with emergency power generation 
systems, including large-capacity UPS and emergency generators. SK Inc. conducts periodic training to switch power from KEPCO 
into emergency power to guarantee continuity of services for customers.
•	 In addition, the data centers of SK Inc. are designed to withstand earthquakes that measure 7.0 on the Richter scale and heavy rains 
of 100 mL per hour, with reinforced durability to endure abnormal weather conditions. SK Inc. conducts annual simulated training to 
prevent floods and control humidity during heavy rains.
P1
【Acute】 Discontinuation of manufacturing facilities by suppliers due to natural disasters
BUSINESS IMPACT
•	 Approximately 70% of HW equipment purchased by the IT Service Business Division of SK Inc. is manufactured by U.S. manufacturers, 
and approximately 15% of products come from Japan, Europe, and China.
•	 According to the NGFS NZE 2050 Scenario (if efforts are made toward a transition to a Net Zero society), typhoon damages in the 
United States and Japan in 2040 will be similar to the current level. Based on the NGFS CPS Scenario (assuming continuation of 
current conditions without control over GHG emissions), the damage level will increase by 5.3% in 2030 and 7.6-11.7% in 2040 in 
the United States and by 2.9% in 2030 and 3.6% in 2040 in Japan.
•	 If it becomes difficult to procure raw materials due to natural disasters such as large-scale typhoons, there is a risk that HW 
manufacturers will close down their manufacturing facilities. Such closures can result in purchasing delays, a rise in the prices of 
raw materials and competing products, a reduction in sales, and losses from costs.
MITIGATION
•	 SK Inc. annually diagnoses the environmental level of its suppliers. The possibility of untimely procurement is extremely low,  
but SK Inc. is improving the existing process for manufacturers in the United States, Japan, and China to additionally diagnose their 
ability to cope with natural disasters.
【Chronic】 Increase in the operating cost of data centers due to abnormal temperature rise
BUSINESS IMPACT
•	 Since power consumption by cooling facilities and IT equipment accounts for over 45% of annual operating expenses at the  
data centers of SK Inc., the efficiency of the cooling system should be improved and the effects of outdoor air temperature must be 
minimized to reduce expenses.
•	 In particular, rises in air temperatures due to heat waves and tropical nights in the summer are directly linked to the increase in 
power expenses required to operate the cooling system at the data centers.
•	 Based on the IPCC’s SSP5-8.5 Scenario, the annual number of warm days on the Korean Peninsula will increase by 26.6 days in 
2040 compared to 2021, and the highest temperature will rise by 1.8°C. If the air temperature rises by 1°C and continues for a year, 
the annual power expense is estimated to increase by about 2.5-3.5% (KRW 440-620 million as of 2021).
MITIGATION
•	 SK Inc. introduces and operates high-efficiency facilities, such as automatic water sprays near freezers, to maintain and improve 
the efficiency of air conditioning when the air temperature rises, thus minimizing the impact of temperature rises. By introducing 
the Computational Fluid Dynamics (CFD) solution in 2021, an airflow simulation environment was built in the computing rooms.  
SK Inc. continually increases electric energy efficiency by replacing inefficient air conditioning systems or rearranging IT equipment 
based on scientific analyses.
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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Strategy
Climate Change Opportunities
•	 SK Inc. pays attention to the fact that the achievement of Net Zero will be determined by the innovation and diffusion of core 
technologies presented in the IEA NZE 2050 and NFGS 2050 Scenarios, such as water electrolysis hydrogen, electric vehicles, CCUS, 
renewable energy, and bioenergy. As a technology company and an investment specialist, SK Inc. seeks solutions to the fundamental 
causes of climate change and turns these solutions into business opportunities to secure innovative technologies and BM.  
SK Inc. perceives such efforts as strategic elements to flexibly respond to future changes in the low-carbon market environment.
Identification of climate change opportunities and impact assessments
Opportunity
Opportunity Type
1)
Impact
2)
Investment
(-May 2022)
Value Chain
Short
Mid
Long
01   Entry into the eco-friendly 
hydrogen energy market
Energy sources, products/services, markets
(securement of alternative energy sources, 
diversification of business groups)
High
High
High
KRW 925.0 billion
Downstream
02   Investment in EV materials and 
technologies
Products/services, markets
(diversification of business groups,  
changes in consumer preferences)
High
High
High
KRW 830.0 billion
03   Entry into the sustainable  
food market
Products/services, markets
(diversification of business groups,  
changes in consumer preferences)
Mid
High
High
KRW 175.0 billion
04   Development of eco-friendly 
digital products/services
Products/services, markets
(development and expansion of low-carbon 
products/services)
High
High
Mid
KRW 81.9 billion
05   Investment in eco-friendly 
bioenergy companies
Resource efficiency, energy sources,  
products/services
(development of new products through  
R&D and innovation)
High
High
Mid
KRW 60.0 billion
1)	 Classification of opportunity types (TCFD, CDP Guidelines): Resource efficiency, energy sources, products/services, resilience, markets
2)	 Impact: Resolution of climate change issues, investment scale, diversification of business groups, growth potential
01  Investment in eco-friendly hydrogen energy
BUSINESS IMPACT
•	 The alternative energy (new energy) market of renewable energy, fuel cells, and energy solutions is expanding due to the recent 
structural changes in the energy demand and supply industries. Based on the analysis of the IEA and NDC scenarios and various 
market reports, SK Inc. forecasts that the expansion of new and renewable energy markets centered on wind and solar power 
will accelerate in the global market, and the South Korean market in hydrogen energy will grow due to the shortage of renewable 
energy resources.
ADAPTATION
•	 In January 2021, SK Inc. and SK E&S jointly acquired 4.95% and 9.9% of shares in Plug Power, a leading company in the U.S. hydrogen 
economy industry at KRW 1.7935 trillion won and became the largest shareholder. In June 2021, SK Inc. invested in Monolith, a U.S. 
company which was the world’s first company to produce turquoise hydrogen, and secured a spot within the Board of Directors as 
a leading investor.
•	 SK Inc. will establish a joint corporation with Monolith to occupy the turquoise hydrogen and solid carbon markets of South Korea. 
SK E&S founded a joint corporation (SK Plug Hyverse) with Plug Power in January 2022 to conduct a business for supplying water 
electrolysis equipment.
•	 In addition, the SK Group announced a plan centered on SK Inc. to build an ecosystem for the entire value chain, from hydrogen 
production to distribution and consumption, by investing KRW 18 trillion up to 2025 and constructing the world’s largest liquefied 
hydrogen plant.
•	 Focusing on hydrogen energy, SK Inc. will invest KRW 9.5 trillion in alternative energy (new energy) by 2025. SK Inc. established the 
financial goals of achieving a sales volume of KRW 6.5 trillion and an EBITDA of KRW 1.7 trillion.
【Reference】 Investment Status
Invested Company
Technologies in Possession
Investment Amount
Time of Investment
Plug Power, U.S.
Water electrolysis technologies and green 
hydrogen energy solutions
KRW 1.85 trillion
(joint investment with SK E&S)
2021
Monolith, U.S.
Production of hydrogen and commercial 
solid carbon from methane  
(without generating CO2)
Undisclosed
(requested by Monolith)
 2021
2020
High
2025
2030
2040
Expansion of domestic and overseas markets for renewable energy and hydrogen energy
01
Expanded supply of eco-friendly vehicles (changes in government policies, consumption trends, etc.)
02
Fast growth of alternate food market (suggested as a solution to environmental pollution in agricultural industry)
03
Eco-friendly digital technologies required for all industries to attain Net Zero
04
Steady growth of biofuels (eco-friendly innovative technologies for treatment and use of waste)
05
Short-
term
Impact
Mid-
term
Long-
term

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
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Strategy
02  Investment in electric vehicle materials and technologies
BUSINESS IMPACT
•	 The South Korean government set a national goal to reduce GHG emissions by 2,970 tons by 2030, by means of expanding the 
supply of eco-friendly vehicles, such as EV and HV, to 4.5 million cars. The Act on the Promotion of Development and Distribution of 
Environment-friendly Automobiles promotes the replacement of business vehicles with eco-friendly vehicles. The IEA NZE 2050 
Scenario predicts that the global EV market will multiply18 times in sales volume by 2030 compared to 2020, and the automobile 
market will fully convert into an EV market after 2050.
ADAPTATION
•	 In 2021, SK Inc. began to proactively invest in core materials and technologies, such as copper foils and next-generation power 
semiconductors, to preemptively secure eco-friendly EV infrastructures and technologies in the fast-growing EV market.
•	 In 2018, SK Inc. invested KRW 30 billion in Solid Energy Systems, a U.S. company with technologies for lithium metal anodes and 
concentrated electrolytes, to preemptively secure the next-generation lithium metal battery market. SK Inc. became the third 
largest shareholder by additionally investing KRW 40 billion in 2021. Solid Energy Systems succeeded in developing prototype 
products and aims to commercialize them by 2025. With enhanced charging/discharging service life (10 times or more), this new 
energy source is expected to replace existing fossil fuels.
•	 SK Inc. invested KRW 270 billion in Wason, a Chinese company that manufactures copper foil materials for EV batteries, in 2019.  
An additional investment of KRW 100 billion was made in 2020.
•	 In addition, SK Inc. invested KRW 26.8 billion in Yes Power Technix, a South Korean company designing/manufacturing silicon 
carbide (SiC) power semiconductors (controlling the current direction and power conversion of EV), in 2021 to secure a share of 
33.6%. SK Inc. acquired 53.4% of the shares (KRW 293.2 billion) in Signet EV, a South Korean company that developed the world’s  
first ultra-fast EV charger and acquired U.S. certification, in 2021. SK Inc. invested KRW 70 billion in Polestar, a Swedish  
high-performance EV maker which is strategically fostered by Volvo. 
•	 SK Inc. estimates it will produce an EBITDA of KRW 1.6 trillion by 2025 through investments in EV materials and technologies.
【Reference】 Investment Status
Invested Company
Technologies in Possession
Investment Amount
Time of Investment
Solid Energy Systems
Development of next-generation lithium metal  
(Li metal) batteries
KRW 70.0 billion
2018, 2021
Wason
Copper foil manufacturing (ranked no. 1 globally)
KRW 380.0 billion
2019, 2020
Yes Power Technix
Silicon carbide (SiC) power semiconductors  
(the only holder of this technology in South Korea)
KRW 97.8 billion
2021, 2022
Signet EV
Ultra-fast UV charger manufacturing
KRW 293.2 billion
2021
Polestar
High-performance EV manufacturing*
KRW 70.0 billion
2021
* USD 57 million invested via the Hong Kong Geely Fund
03  Entry into the sustainable food market
BUSINESS IMPACT
•	 The South Korean government will reduce GHG emissions by 180,000 tons by 2030 in comparison to 2018 in the agricultural and 
livestock industries. This will be reflected in transitions in dietary life, such as the growth of the alternative processed food market.
•	 The agricultural and livestock industries account for 24% of global GHG emissions, and soil and water quality problems are 
increasing due to pesticides and waste. Sustainable food was recently proposed as a solution, and primary future consumers, 
especially those in the millennial generation, are expected to grow the market.
•	 Global investments in alternative food have already grown by a factor of 20 from KRW 130 billion in 2016 to KRW 2,600 billion in 2020.
ADAPTATION
•	 Considering the fast growth rate and market size of the alternative food market, SK Inc. has selectively invested in leading global 
companies for alternative proteins in the U.S. and the UK since 2020. With respect to alternative foods, SK Inc. is actively raising and 
managing funds to enter the Chinese market.
•	 SK Inc. will invest KRW 310 billion by 2025 and achieve a sales volume of KRW 2.5 trillion and an EBITDA of KRW 300 billion.
【Reference】 Investment Status
Invested Company
Technologies in Possession
Investment Amount
Time of Investment
Perfect Day
Production of fermented milk proteins
- Usable as ingredients for ice creams, cheese, and bread
KRW 120.0 billion
2020, 2021
Joyvio Group
F&B distribution company established by Legend Holdings 
in China
- Plans to jointly invest in alternative foods and  
cooperate on businesses in China
KRW 40.0 billion
2021
Nature’s Fynd
Fermented protein technologies
- Released cream cheese and alternative meat patty 
products
KRW 29.0 billion
2021
Meatless Farm
Released 10 alternative meat products  
(e.g. ground meat and patties)
- Leading company for alternative meat (22 countries)
KRW 40.0 billion
2021, 2022

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Strategy
05  Investment in eco-friendly bioenergy companies
BUSINESS IMPACT
•	 The South Korean government actively supports R&D investments and management activities for low-carbon fuel technologies 
based on renewable resources that can be commercialized immediately.
•	 With the intensification of environmental pollution caused by waste, the International Energy Agency (IEA) advocates for  
eco-friendly, innovative technologies to treat and use waste. The IEA estimates that the size of the global biofuel market is  
KRW 160 trillion as of 2020. Despite the spread of EVs, the industry foresees that biofuels will show a steady growth because of the 
demand for internal combustion engine vehicles and aviation fuel.
ADAPTATION
•	 SK Inc. will invest in eco-friendly businesses and technologies and enter the South Korean bioenergy market to respond to  
climate change and attain Net Zero.
•	 Accordingly, at the end of 2021, SK Inc. jointly invested KRW 60 billion in Fulcrum BioEnergy, a U.S. company that produces synthetic 
crude oil from domestic waste, with a domestic private equity fund. SK Inc. will seek potentials in the waste biofuel business by 
introducing the innovative processes of Fulcrum BioEnergy to South Korea.
•	 SK Inc. will invest KRW 4 trillion in waste treatment and use up to 2025, aiming to achieve a sales volume of KRW 3.6 trillion and an 
EBITDA of KRW 500 billion.
04  Development of eco-friendly digital products/services
BUSINESS IMPACT
•	 The South Korean government announced (October 2021) its Nationally Determined Contributions (NDCs) to reduce emissions by 
40% by 2030 compared to 2018 and attain Net Zero by 2050. The government suggested the roadmap and core technologies 
to be promoted by different industrial fields, including energy transition, manufacturing, transportation, construction, agriculture, 
livestock, and fisheries. Digital technologies such as AI, big data, and cloud computing are emphasized as essential technologies 
for all industries.
•	 In the global market, the climate technology market is growing rapidly in developed countries such as the United States and 
European countries. Climate technologies include the management of carbon emissions, GHG offsetting, renewable energy, 
smart grids, climate prediction, and precision farming.
•	 SK Inc. predicts that the demand for eco-friendly products/services based on digital technologies will grow according to 
governmental policies and market trends. They will become mid- to long-term growth engines for the IT Service Business Division.
ADAPTATION
•	 Each business organization of SK Inc. established mid- to long-term eco-friendly business goals in 2020 and has been 
conducting projects to build eco-friendly solutions and platforms. SK Inc. invests in and develops eco-friendly solutions to offer 
value propositions to customers after undergoing the Point of Concept (POC) and testing stages. 
•	 As of 2021, SK Inc. is developing/commercializing approximately 20 solutions and platforms related to energy reduction,  
carbon reduction, and air/water pollutant reduction.
•	 Including the recent investment (KRW 930 million) in the “platform for certifying and trading voluntary carbon reduction,” the  
IT Service Business Division invested KRW 81.9 billion in R&D for eco-friendly solutions between 2021 and 2022. SK Inc. plans to 
gradually expand the amount of investment.
Ex) Energy-saving solutions and platforms
• RE100 trading platform for industrial complexes, GHG life cycle assessment system, EV battery management system, platform for 
analyzing and optimizing energy use of factory equipment, etc.

TCFD Report
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Strategy
Resilience of Organizational Strategy Based on Various Climate Change Scenarios
•	 As an investment company, SK Inc. jointly pledged the attainment of Net Zero with companies for which SK Inc. is a major shareholder, 
such as SKI and SKT. SK Inc. leads each company in establishing and implementing GHG reduction goals and roadmaps. All major 
anchor asset companies of SK Inc. showed a strong commitment to achieving Net Zero and consistent efforts to attain their goals. Such 
efforts demonstrate the readiness of SK Inc. for climate change risks in its investment portfolio.
•	 In terms of opportunities, SK Inc. expands eco-friendly investments in hydrogen energy, electric vehicles, and alternative meat to cope 
with future changes in the low-carbon market environment. SK Inc. is analyzing whether its investment portfolio accords with global 
standards (EU Taxonomy, Korean Green Classification System, etc.) and will share the results with stakeholders.
•	 Furthermore, as an ITS company, SK Inc. minimizes the risks of the increased cost of purchasing renewable energy power and carbon 
credits. At the same time, SK Inc. has established the Net Zero 2040 roadmap by specifying and incorporating action plans to follow the 
GHG reduction pathway aligned with the 1.5°C climate change response scenario, considering the resilience of the organization. 
GHG Reduction Strategy and Reduction Pathway
•	 The major risks and opportunities experienced by ICT companies, such as predicted costs for renewable energy power and  
carbon credits and the entry into eco-friendly markets, are uncertain in the long run. However, SK Inc. applied the SBTi Guidance for  
ICT Companies Setting Science-based Targets to analyze trends in GHG reduction to ensure a flexible response. 
The circumstances of the South Korean renewable energy market and economic feasibility were analyzed comprehensively and  
linked to the Net Zero roadmap.
01   Setting the SBTi base year (2023): SK Inc. will submit the SBTi commitment in 2022 and the target in 2024.
02   SBTi target year (2028-2030): Setting goals for 5 years after the base year and 2030 according to the SBTi Guide
※ SBTi guidance for ICT companies (data center) setting science-based targets (absolute reduction of 6% per year)
Base Year
Target Year
2028
2029
2030
2023
Reduced by 31.6%
Reduced by 37.6%
Reduced by 43.6%
03   Absolute reduction of 4.2% per year from the base year emissions (2023)
Reduction Methods
Main reduction method: RE100 2040 goals + energy efficiency of data centers
•	 SK Inc. plans to reduce GHG by 99% by 2040 and minimize risks such as the increased cost of carbon credits by attaining the RE100 
2040 goals and increasing the energy efficiency of its data centers.
① RE100 2040 Roadmap
Year
2021
2022
2023
2024
2025
2030
2035
2040
RE %
3%
9%
16%
23%
30%
60%
80%
100%
• Applying the optimal method of procuring mixed renewable energy (private generation, green premium, PPA, etc.)
• Continually promoting rolling to minimize costs by tracking market conditions and the prices of each method
② Strengthening the power efficiency performance of data centers
• Aiming to reduce power consumption by 3.5% or more every year
• Improving the air conditioning environment of computing rooms and introducing equipment/solutions based on new technologies 
through the analysis of big data on operations
Additional reduction methods from mid- to long-term perspectives
•	 In the mid-term and long-term, SK Inc. will acquire GHG reduction certifications that meet national or international standards, such as 
the Korea Voluntary Reduction (KVER) and Sustainability Development Mechanism (SDM), to secure carbon credits and generate profits 
while reducing GHG emissions.
2021
tCO2e
Net Zero 2040
Total GHG Emissions of SK Inc. (BAU)
01
02
02
03
SBTi Absolute Contraction Approach (1.5°C)
SBTi Guidance for ICT Companies(1.5°C)
GHG Reduction Pathway of SK Inc.
(Net Zero 2040 Roadmap)
Excluding Scope 3
Y2023
Y2028
Y2030

TCFD Report
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
82
Risk Management
Process for Managing Risks Related to Climate Change
Managing Environmental Risks
•	 SK Inc. operates processes for identifying, preventing, and assessing environmental risks in connection with the integrated risk 
management system under the environmental management system (ISO 14001). Every year, SK Inc. verifies the appropriateness and 
effectiveness of its risk assessments through internal/external audits.
•	 Moreover, SK Inc. assesses the financial impacts of climate change scenarios according to the TCFD Recommendations.
【Reference】 Environmental Risk Monitoring and Resolution by the SK Group
The SK Group operates a council to proactively prevent common environmental risks. The group discusses and proposes response 
measures with participating affiliates regarding global environmental issues. SK Inc. is also a member of this council.
• SV Committee: Support for issues related to Net Zero and RE100
• Environmental Business Committee: Support for business-related issues, such as technologies, markets, and government policies
• Governance Committee: Support for the prevention of environmental pollution and pollutant accidents
Integrated Management of the Business Process
•	 SK Inc. manages eco-friendly investments and supply chains by expanding eco-friendly businesses.
Upstream
Downstream
Environmental assessment of the supply chain
SK Inc. prepares environmental assessment indicators and
standards, such as environmental regulations for suppliers
and eco-friendly certifications, and applies them to the
supplier selection process.
Managing the environmental risks of investment businesses
The environmental management organizations of SK Inc. diagnose and 
assess environmental risks and outcomes from the preliminary reviews 
of all investment businesses for decision-making. When reviewing 
investments, executives in charge of environmental management must 
participate in the decision-making process.
Connection to the integrated risk management system
Materiality assessment 
of stakeholders
Human rights impact 
assessment
Compliance management 
system
Environmental issues
Current status of 
environmental responses
Environmental
laws
Climate change scenarios (TCFD)
- BAU vs. 1.5°C scenarios -
Transition risks
Policies, laws, technologies, 
markets, reputation
Resource efficiency, 
products, markets, etc.
Transition opportunities
Physical risks
1)
Acute, chronic
1) Including new business sites (operations)
Assessment of environmental risks (ISO 14001)
Internal/External issues, needs of stakeholders, 
compliance matters
Identification of risks/opportunities
Analysis/determination of inherent risks
Assessment of current response levels
Analysis/determination of residual risks
Handling of residual risks
2) and evaluation of effectiveness
2) Critical risks reported to the CEO and the Board of Directors

TCFD Report
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
83
Energy	
[Unit: TJ]
Division
2017
2018
2019
2020
2021
2025 Goal
Total
1,187
1,403
1,319
1,340
1,795
2,743
Electricity
Demand (A)
1,185
1,410
1,348
1,375
1,880
3,656
Reduction (B)
30
38
41
46
122
943
Use (A-B)
1,155
1,372
1,307
1,329
1,758
2,713
RE %
0.1%
0.1%
0.2%
0.3%
3.3%
30.0%
Non-electricity
3)
32
31
12
11
37
4)
30
3) Non-electricity: Energy use from district heating (heat), gas, diesel, gasoline, and propane
4) Includes management items based on measures to strengthen energy management (use of gasoline and propane)
Managing Resource Circulation (Waste/Water)
•	 SK Inc. discharges most kinds of domestic waste, including paper, bottles, plastics, cans, and polystyrene. Domestic water accounts for 
most of its water use, and its annual usage is below 5% compared to the global peer group, and its environmental load is relatively small. 
Nonetheless, SK Inc. improved its management levels in 2021 by applying the ZWTL and WRI international standards.  
Based on the ZWTL standards, SK Inc. aims to achieve a 99% waste recycling rate.
Waste/Water	
[Unit: Ton]
Division
2017
2018
2019
2020
2021
2025 Goal
Waste
Discharged
268
193
69
54
107
Below 150
Recycled (%)
58%
69%
61%
34%
93%
5)
99%
Water
Water intake
125,868
134,017
44,170
39,731
45,107
45,000
Recycled (%)
10%
10%
21%
18%
10%
10% or above
5) The management criteria was revised by applying the ZWTL standards in 2021 (strengthening the traceability of waste treatment companies)
Management Indicators and Goals
Climate Change Indicators and Goals Managed by SK Inc.
•	 SK Inc. focuses on GHG and energy indicators, which involve high risks related to climate change.
Managing Greenhouse Gas Emissions and Energy
•	 SK Inc. measures and monitors monthly GHG emissions at each business site and utilizes the measurement results to manage   
yearly performance, such as the Net Zero KPI. In addition to GHG Scopes 1 and 2, SK Inc. endeavors, as a leading eco-friendly company, 
to reduce GHG throughout its business value chain by continually improving the Scope 3 measurement and management systems.  
GHG emissions were computed according to the South Korean government’s “Guidelines on the Operation, etc. of Greenhouse Gas 
Energy Targets” and the district heating construction guidelines. GHG indicators and outcomes undergo third-party verifications 
according to the IPCC Guidelines 2006, WRI/WBCSD GHG Protocol 2004, ISO 14064-3 2006, ISO 14001, and the Act on the Allocation 
and Trading of Greenhouse Gas Emission Permits and its Enforcement Decree.
Greenhouse Gases	
[Unit: tCO2e]
Division
2019
2020
2021
1)
2025 Goal
BAU
Reduction
Emission
BAU
Reduction
Emission
Scope 1+2
63,978
64,014
90,973
4,864 
(5.2%)
86,109
177,392
57,098 
(32.2%)
120,294
Scope 1
Subtotal
121
206
1,540
108 
(7%)
1,432
1,540
508  
(33%)
1,032
Gas
89
68
523
-
523
523
-
523
Diesel
32
138
100
-
100
100
-
100
Gasoline
846
108
738
846
508
338
Propane
71
-
71
71
-
71
Scope 2
Subtotal
63,857
63,808
89,433
4,756
84,677
175,852
56,590 
(32.2%)
119,262
Electricity
63,531
63,550
88,922
4,756
84,166
175,341
56,590
118,751
District 
heating
326
258
511
-
511
511
-
511
Scope 3
2)
Subtotal
5,464
5,637
13,391,021
-
13,391,021
To be specified in the second half of 2022
Upstream
5,464
5,637
14,416
-
14,416
Downstream
13,376,606
-
13,376,606
1) Increase in emissions due to an increase in data center customers and the expansion of the GHG scope 
(4 business sites in 2020 → 15 business sites in 2021, added gasoline/propane)
2) Scope 3 management items: Expanded (6 → 11 items): Energy other than Scopes 1 + 2, transportation, work waste, business trips, commuting of 
employees, leased assets, purchased products, capital goods, use/disposal of products, investments

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
84
Best Practice in the Environmental Area
As domestic and foreign regulations on disposable plastic cups 
are strengthening, SK Telecom embarked on this project to solve 
the environmental problems caused by plastic cups. Happy Habit 
is an eco-friendly platform project that builds a resource recycling 
ecosystem by supplying, lending, collecting, cleaning, and 
resupplying reusable cups using ICT. A demonstration project was 
carried out on Jeju Island in July 2021, with another demonstration 
project conducted in Jung-gu, Seoul, in November. These 
demonstration projects proved the expandability of the reusable 
cup system.
From July 2021 to June 2022, SK Telecom reduced the use of 
disposable cups by over 3 million. The ICT-based reusable 
cup system is now expanding nationwide, including in key 
commercial areas in Seoul and Incheon. SK Telecom will strive 
to build a sustainable environmental ecosystem by cooperating 
with business partners, increasing benefits for participants, and 
reducing the use of disposable plastics.
Making a World Without Disposable
Cups Through “Happy Habit”
SK Telecom
SK Innovation has independently developed waste battery metal 
recycling (BMR) technology and is operating a business that 
recovers metals like lithium, nickel, cobalt, and manganese. This 
technology achieves a greater effect on reducing carbon dioxide 
than conventional mine and salt lake production methods by 
directly recovering high-purity lithium hydroxide (LiOH), which 
can be used in high-nickel anodes. Based on a life cycle analysis 
(LCA) performed by Argonne National Lab in the United States, 
carbon dioxide generated while producing LiOH using this 
technology is 74% and 41% reduced in comparison to mines and 
salt lakes respectively. A demo plant has been constructed and is 
undergoing a scale-up feasibility test. SK Innovation plans to start 
plant operations and commercial production in 2025 in major EV 
markets, such as the United States and Europe.
Securing Waste Battery Metal 
Recycling (BMR) Technology
SK Innovation
SK Networks creates environmental values by reducing the use of 
new resources, cutting down on carbon emissions, and delaying 
disposal through the resource recycling projects of its subsidiaries, 
Mintit and SK network service.
Mintit operates South Korea’s first AI-based used phone purchasing 
machine called ‘Mintit ATM,’ which allows anyone to trade or 
donate used phones. This service offers a true ‘circular economy’ 
that circulates limited resources.
※	 In 2021, SK Networks saved material expenses of KRW 21.2 billion and GHG 
expenses of KRW 1.2 billion by reusing and recycling used phones. 
In addition, SK Networks service is expanding the scope of eco-
friendly resource recycling projects to small appliances, E-Waste
* 
of ICT devices, recycling centers, due diligence on clients’ disused 
IT assets, and the ITAD business
** that offers systematic consulting 
and solutions for data deletion and sales.
※	 In 2021, 2,634 tons were handled by the recycling center, and the ITAD-
related environmental performance was 31,394 units (PC).
*	 E-Waste: Waste generated by electronic devices and parts
**	 ITAD: IT Asset Disposition
Resource Recycling
Projects
SK Networks
The waste plastic resource project is part of the efforts made 
by SKC towards a plastic recycling environment. Together with 
SK picglobal, a global joint venture chemicals company, SKC is 
building industrial pyrolysis oil production facilities to recycle waste 
plastics. Although it is difficult to recycle waste plastics made of 
different materials using existing technologies, we are striving to 
increase resource utilization by melting plastics using pyrolysis 
and re-extracting them as raw materials.
SKC is currently preparing a pilot facility by combining the 
technology of Kankyo Energy, a Japanese venture, with SK picglobal’s 
knowledge in chemical businesses. Its goal is to commence 
commercial operations in 2023. In the short run, SKC plans to 
extract pyrolysis oils, such as intermediate oil, from waste plastics 
and use them as boiler fuels. In the long run, SKC will apply oil 
refining technologies to turn waste plastics into raw plastic 
materials.
Waste Plastic 
Resource Project
SKC

1 .	 Safety and Health
2.	 Work & Life Balance of Employees
3.	 Securing and Fostering Human Resources
4.	 Human Rights Management
5.	 Information Security 
6.	 Service Quality and Stability
7.	 Mutual Growth and Supply Chain 
8.	 Social Contribution
SOCIAL
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
85

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
86
KEY POINTS
Company-wide Safety and Health Management System
•	 SK Inc. has established the safety and health management system based on the group’s operating principles 
and built safety and health systems for employees by creating a culture of prioritizing safety and health.  
* Including all SK employees (Including part-time, contract) and subcontract, service, consigned, and special employment 
type employees
•	 Global standards are applied to build a company-wide safety and health management system and establish 
processes for risk assessment and performance management.
Establishing Methods of Managing Occupational Diseases
•	 SK Inc. has established methods for managing health check-ups considering the characteristics of office jobs 
(Low risk of physical injury), managing occupational diseases, preventing the VDT syndrome, and preventing 
and managing job stress.
Body 
health
Preventing and 
managing Visual 
Display Terminal (VDT) 
Syndrome
• Coaching program for mind, energy, and body training 
* Contact-free, online videos and coaching given the circumstances caused by COVID-19
• Program to address the VDT syndrome  
* Prevention and management of pain on the neck, shoulders, hands, and waist
• Strengthening muscular endurance by operating a fitness center
• Providing a program to provide information on the VDT syndrome for prevention
Mental 
health
Diagnosing job 
stress and providing 
relevant counseling
• Conducting programs to reduce job stress by operating internal communication channels
• Operating a psychotherapy office (EAP service for site workers)
• Testing job stress (Planning to expand stress management to external site employees)
SAFETY AND 
HEALTH
ACHIEVEMENTS
•	 SK Inc. initially acquired the ISO 45001 international standard in 2021 and passed the surveillance audit in 2022.
•	 SK Inc. has developed a plan to improve prevention of hazards according to industrial safety risk assessment 
and established and implemented measures to prevent recurrences.
•	 A job stress test is performed based on employee surveys and expert opinions to prevent potential health 
risks for employees.
ROADMAP
MANAGEMENT
•	 The Safety and Health Promotion Team is formed by the decision of the Board of Directors to strengthen the 
safety/health organization and appoint the Chief Safety and Health Officer to manage safety and health affairs 
and to assign safety/health professionals.
•	 The Industrial Safety and Health Committee meets every quarter under the safety and health management 
system to review issues related to the safety and health management systems. Safety and health performance 
is reflected in the ESG KPIs of all employees, including the CEO and responsible personnel/centers,  
with respect to compensation.
Composition of the safety and health organization
Safety and Health Officer
CEO
Board of 
Directors
Safety and Health 
Promotion Team
Industrial Safety and 
Health Committee
Business Place A (Supervisor)
Business Place B (Supervisor)
Business Place C (Supervisor)
Business Place …  (Supervisor)
Occupational 
Diseases
0%
0%
0%
2022
2023
2025
Zero Occupational Diseases
• Detailed activities to attain the goals for 2022
- Creating diagnostic tools to adjust and automate work stress test criteria considering the 
characteristics of office jobs (Low risks of physical injury) 
- Conducting additional tests and supporting stress counseling for high-risk groups (Ex. team leaders) 
and employees in demanding positions
- Reinforcing nurse (health care worker) capabilities: Extending the time of eligibility education (Doubled)
Creating tools to diagnose job 
stress and introducing programs to 
prevent musculoskeletal diseases
Implementing activities to 
reinforce health management at 
each business site
Operating health care 
programs based on members’ 
understanding, feelings, and 
participation
0 cases
0 cases
0 cases
2022
2023
2025
Zero Violations of Health and Safety Laws
• Detailed activities to attain the goals for 2022
- Activities to assess and improve risks in 
business places (Semiannual)
- Establishing and implementing work fidelity 
evaluation criteria for safety and health 
managers and officers
- Enacting and implementing check safety and 
health competency evaluation criteria for 
business partners (Semiannual)
- Upgrading the Serious Accident Response 
Manual, etc. 
Strengthening compliance with the 
Serious Accidents Punishment Act 
and safety and health management 
systems
Promoting the environment for 
employees to participate in safety 
and health management, such as 
risk assessment and performance 
management
Continually improving the safety 
and health management systems, 
driven by employees
Violations of 
Health and 
Safety Laws
Goals
Action 
Plan

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Safety and Health
Adopted the Safety and Health Management Guideline 
•	 SK Inc. adopted the Safety and Health Management Guideline (2021) according to the group’s SHE strategies established in 2019.
Setting Up and Acquiring Certification for The Safety and Health Management System
•	 The safety and health management system was established based on the results of company-wide safety and health diagnosis, 
building the system according to the accompanying processes and the needs for maintaining ISO 45001 certification.
•	 SK Inc. opened the Safety and Health Portal to share major announcements and organizational data and announce agendas and  
details of the Industrial Safety and Health Committee.
	 - Hi-SK → Business Support → Environment/Safety and Health Portal
Safety and Health Inspection Activities
•	 Operating the Industrial Safety and Health Committee: SK Inc. inspects company-wide safety and health goals and the current status of 
industrial accidents once a quarter through the Industrial Safety and Health Committee, which includes an employee representative  
(The Committee was held four times in 2021).
•	 Operating a near-miss reporting system: SK Inc. operates a safety and health accident reporting system using the company portal and 
mobile app (HAPP), and regularly inspects employees.
•	 SK Inc. is strengthening safety and health inspection activities in 2022.
	 - Planning to measure safety and health performance (monitoring) and establish safety inspection plans for external sites in 2022  
(The inspection will be carried out once in 2022 and semiannually afterward.)
	 - Inspection through evaluation by the safety and health officer, etc. (semiannual)
	 - Inspection on the fulfillment of safety and health-related laws (semiannual)
•	 SK Inc. supports the safety and health activities of subsidiaries and business partners.
Criteria for Inspection of Safety and Health Systems of Subsidiaries/Business Partners
Division
Inspection Activity
Safety and health systems
• Forming a safety and health organization
• Appointing a safety and health officer
• Appointing or entrusting a safety manager/health manager
• Forming the Industrial Safety and Health Committee
Safety and health activities
• Conducting safety education/safety inspection
• Conducting education for site workers
• Entrusting safety education and diagnosis
Safety accident status 
• Number of serious accidents
Strengthening Employees’ Safety and Health Management
Reinforcing Safety and Health Inspection Activities
Conducting Safety and Health Education
•	 Conducting online safety and health education to raise safety awareness among members and minimize safety risks
•	 Supplementing tailored educational courses according to the characteristics of the IT service business to empower employees, though 
SK is not legally subject to regular education (2022) 
•	 Planning to expand the scope of the safety and health education programs in 2022 (leaders, employees of special employment type, etc.)
Details of Education
(1) Systems and key points of the Occupational Safety and Health Act	
(2) Safety and health management system
(3) Safety and health education regulated by laws	
	
(4) Industrial accident investigation and understanding statistics
(5) Understanding laws related to punishment for serious accidents	
(6) Understanding musculoskeletal diseases
(7) Working environment and health management for office workers	
(8) Prevention of health hazards caused by job stress
(9) First aid measures by accident type
ISO 45001 Certificate
Safety and Health Management Guideline
Safety and Health Portal
Strengthening Safety and Health Evaluation Capabilities of Business Partners
•	 Evaluating the relevant capabilities to manage the safety and health of suppliers and reflecting the evaluation criteria in purchase 
contracts (Suppliers’ eligibility to be evaluated after establishing the guidelines for evaluating safety management capability)
•	 When conducting contracted businesses, SK Inc. evaluates* the safety level of suppliers in the bidding stage to select suppliers with the 
ability to prevent industrial accidents.
	
* The safety level is evaluated to fairly select suppliers that have at least the minimal capability based on the criteria for the safety and health activities of the 
contractor.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
88
Safety and Health
Responding to Safety and Health Accidents
•	 SK Inc. established a detailed accident manual and a prompt response system based on the scope and importance of safety and health accidents.
•	 Since accidents with ‘serious physical damage’ has been added to the standards used for defining safety and health accidents, physical 
damage expected to have a significant impact on the company or customers must now be reported to the supervising department,  
thus raising the level of emergency response level.
Principles of Sharing Information on Safety and Health Accidents
	
- In the event of an accident, all employees must share and report details to the organization and the superior in charge of the work area/department where 
the accident occurred.
	
- Information on accidents must be shared and reported. Violations may be subject to disciplinary action according to the company’s regulations.
Area
Target
Serious Accident (Spread within the Group)
General Accident (Spread within the Company)
Personal injury
Employees, 
employees of 
suppliers
- Occurrence of work-related fatality
- Two or more injuries that last more than three months, etc.
- Work-related injuries and diseases that require at least 
three days of closure
Environmental 
pollution/
physical 
(property) loss
Head office, Pangyo, 
Daedeok, and external 
business sites
- Accidents of chemical leakage, maritime and river pollution 
- Significant damage that occurred or is expected from fire, 
explosion, leakage, etc.
- Physical damage expected to incur a significant impact on 
businesses
- Accidents related to environmental pollution for which 
administrative measures must be taken
- Fire, explosion, or leakage accidents that cause minor 
damage
Safety and Health Accident Response System and Training
•	 Firefighting safety inspection and emergency response training
	
-	 Annual emergency response training for occupants’ employees, employees of business partners, and members of the Emergency Response 
Center to respond to emergency situations in an agile manner
	
- 	During the data center extension work in 2021, virtual training was carried out on a fire caused by flame scattered in the metal cutting process. 
There was a problem in the reception of fire alarms at the construction site due to a noise issue.
	
	
→ Derivation/implementation of improvement points: Frequent inspection of time alarm, education on the emergency evacuation, etc.
•	 Emergency patient response system
	
- 	A hot-line system that enables immediate evacuation in case an emergency occurs to employees
	
- 	 Professional first aid training is provided for full-time security guards to take first aid measures 24/7
Response to COVID-19
•	 SK Inc. continues measures to respond to the prolonged COVID-19 pandemic, organizes video conferences, continually announces health and 
safety matters to employees, and has strengthened its response to prevent the spread of infection within office buildings.
Responding to Safety and Health Accidents
Primary responses 
• SK Inc. has established a comprehensive guideline, updates it regularly, and shares the guideline with all stakeholders
• Procuring and distributing quarantine and sanitary supplies (Emergencies occurring at external sites, during overseas business trips, etc.)
• Restricting access and inspecting persons accessing our facilities (Body temperature measurement, etc.), monitoring targets of management/
inspection daily, etc.
• In 2021, SK Inc. carried out disinfections (223 times), sanitary inspections, office cleaning (Chairs, carpets, etc. at 20 sites)
Health & Safety Accident Information Sharing System
Accident Detection
Accident Share
Accident Response
Report
Accident reception
Determination on serious 
accident
YES
NO
Reporting to executives of 
supervising organization
Accident sharing with 
related organization
Detection Organization
• 	Duty to report accident
• 	Report to executives
Supervising Organization 
(Corporate HR)
• 	Lead accident response
• 	Investigate accident
• 	Report to top management 
	(in case of serious accident)
Head of SHE  
(Digital Process Innovation Group)
• 	SHE manager report
• 	Collaborative accident investigation
Accident detection 
*report
Report to executive of 
detecting organization
Report to top 
management
Report to
SUPEX Council
(in charge of SHE)
Accident monitoring
Accident
impact analysis
COVID-19 emergency response task force process
HR Management
Company Building Management
Health Management
COVID-19 
Emergency Response Task force
• Guideline established and guidance 
provided to employees
• Traveler status managed
• Collection of subjects and suspected 
infectees
• Subjects' health checked and managed 
(confirmed cases/contact cases, etc.)
* Connected to Center for Disease Control and 
Prevention and public health center
• Company building disinfection and 
access management

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
89
Safety and Health
Health Support Program
•	 SK Inc. operates diverse health promotion programs for the benefit of all employees (Including part-time and contracted employees).
Program
Details of Support
Prevention
Mind, energy, and 
body training
- Operating 5-6 stretching, yoga, and meditation courses every month 
* Mind and Body Training Room at the head office and Pangyo  
(Switched to contact-free programs after COVID-19)
Fitness center
- Fitness center and shower room for employees
Health check-ups
- Support for medical expenses related to health check-ups of employees and their family members 
- Two types based on the age group  
[Focused check-up (KRW 400,000), comprehensive check-up (KRW 250,000)]
Psychotherapy
- Empathy Plus: Psychotherapy and job stress tests for employees
- Vitamin Day: Health and mental counseling service for employees at external sites and business partners 
(temporarily discontinued due to COVID-19)
Treatment
Medical expense 
support
- Up to KRW 1 million per year to support the medical expenses of employees and their spouses, children, 
and parents (spouses)
- Hospital, medicine, health check-up, and vaccination expenses
Collective insurances - One of A (4th generation indemnity insurance), B (surgery/hospitalization/diagnosis), and  
C (dental preservation/prosthetics) types
Health Support Activities
Safety Prevention Activities
Reorganization of the Safety Management System
•	 By analyzing the gap between SK’s safety and health management systems and the measures prescribed in the Serious Accidents 
Punishment Act, SK Inc. derived vulnerabilities and solutions and reorganized the management systems by setting up the mandatory 
safety and health systems in the early stage.
Details  
• Setting up safety and health management goals and policies	
	
• Implementing risk assessment (biannual)
• Managing safety/health budgets	
	
	
	
• Evaluating work performance of the safety officer, etc. (biannual)
• Checking communication with employees regarding health and safety (biannual)	 • Inspecting implementation of measures to address urgent risks (biannual)
• Implementing evaluation of suppliers (biannual)	
	
	
• Inspecting compliance with safety/health-related laws (semiannual)
•	 SK Inc. has adopted measures to improve safety hazards and risk factors at business sites.
	 - Periodically conducting risk assessments at all business sites (biannual)
	 - Performing industrial safety risk assessments based on competency, finding new hazards/risk factors through regular risk assessment 
and establishing improvement plans, and implementing fulfillment management periodically 
→ Identifying hazards and risk factors to which employees are exposed during internal and external works at each business site
→ Classifying grades according to risk estimation and checking accepted, acceptable, and unacceptable risk factors
→ Checking the effectiveness of measures to manage hazards/risk factors from the previous year and reflecting the results in current measures
→ Performing evaluation/review on the effects of measures taken to improve hazard and risk factors (Measuring the outcomes of 
improvement actions)
→ Measuring risk assessment improvement performance (Refer to the table below)
Results of Implementing Risk Assessment and Improvement Measures in 2021
Derivation of Risk Factors
Details of Improvement Actions
Outcomes
Safety accidents from carrying 
heavy weights in and out
• Implemented the plan for preliminary checking/consent within DCSP
100% completion of preliminary 
checking/consent
Collision accidents when opening doors 
of the data center E/V room
• Attached collision warning signs and implemented quarterly 
inspections (Reflected in the building management checklist)
100% completion of quarterly 
inspections
Overheating-related fire accidents from 
unauthorized use of refrigerating equipment
• Increased the frequency of inspection and provided company-wide 
safety guidance (Attached guide signs)
Frequent inspections underway 
(Zero fire)
COVID-19 infections
• Implemented broadcasts (a.m. and p.m.) to  induce employees to 
comply with sanitary control, such as mask-wearing
• COVID-19 response/prevention activities  
(Expanded working-from-home, etc.)
Reduced the rate of infection 
(Confirmed effectiveness)
※ Excluding safety and health actions taken before 2021
Analysis of Potential Health Risks
•	 SK Inc. analyzes potential risks of occupational diseases considering the work characteristics of office jobs
	 - Conducting surveys on external experts and employees and determining priorities among potential health risks of employees
1) VDT syndrome* 2) Workplace stress
*A generic term that refers to the health problems that arise from long-term use of video devices like PCs, monitors, and smartphones
	  - Establishing responses to the potential risks derived through the analysis and implementing support programs
1) VDT syndrome: Developed the ‘Stretching Alarm Program to Prevent VDT’ 
A character named Ppogy appears on the PC screen at given intervals to encourage stretching, correct inappropriate posture while 
working, and relax muscles that become tense.
2) Workplace stress: Conducted ‘job stress tests’ based on the mobile HAPP 
Development of test criteria among primary stress factors that SK employees are likely to experience, with experts’ advice, analyzing 
potential health risks 
→ Early discovery of high-risk groups, psychotherapies, and monitoring based on the result data

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
90
KEY POINTS
Policies to Promote Employee WLB
•	 We are striving to create a culture of Work & Life Balance (WLB*) for employees.
	 - SK Inc. regulates health and welfare policies for employees so that all employees can balance their work 
and home lives, and we offer a work environment that motivates them. By listening to employees’ voices 
and referring to survey results, focused areas are selected to add sophistication to the support system in 
each area.
	 - Creating and expanding a WLB culture, driven by employees through communication
•	 Three focused areas of WLB are selected and implemented.
	 1) Self-directed reinforcement of the work environment by employees
	 2) Increased support for stable life after retirement
	 3) Increased care for employees’ family members
•	 Employees establish specific action plans to improve the work environment.
Space
Expansion of base/shared office spaces to improve the commuting and work environments while 
considering customer sites and employees’ places of residence
Time
Expansion of diverse work types, such as flexible working hours and working from home, considering 
the business characteristics to support settlement of each organization
Work system
Continual reinforcement of the remote work environment by upgrading digital capabilities
WORK & LIFE 
BALANCE OF 
EMPLOYEES
ACHIEVEMENTS
•	 We have created various welfare benefit systems to enhance work and life balance among employees. 
	
→ Measuring the effects of support systems (rate of satisfaction with 2
nd life after retirement/employment),  
measuring happiness/satisfaction through employee surveys
•	 SK Inc. conducts various activities for the goal of ‘creating a family-friendly and happy workplace that facilitates 
balance between work and life,’ enhancing the quality of life and acquiring the family-friendly certificate in 2013.
ROADMAP
Welfare Benefit System
Health
Medical expenses, health check-ups, collective accident 
insurances, purchase of green farm products
Stable livelihood  
Internal loans, communication expenses, lunch meal points
Family events
Allowances and supplies for family events
Refresh / Leisure
Operation of clubs, support for rest centers
Childbirth / Childcare
Child fetching PGM, scholarships, gifts for entering elementary 
schools and taking college entrance exams
Welfare facilities 
Daycare center, medical room, fitness center, 
Mind and Body Training Room, etc.
Old age support
2
nd life support system, retirement pension system
Family-friendly Certificate
To create an environment and atmosphere for employees to sustain and 
manage a balanced working life by improving their quality of life
Full-scale execution of 
focused WLB areas
Advancing the WLB policy to 
global top tier
Establishing a WLB culture 
driven by employees
2022
2023
2025
• Increasing efficiency of work and promoting self-directed 
upgrade of the work environment to create an immersive 
environment
  - Establishing an action plan considering three perspectives:  
time, space, and work system
• Expanding the concept of WLB among employees 
→ Operating global top tier family care PGM for employees
• Establishing/spreading self-designed, innovative 
ways of working
• Strengthening an employee-led WLB culture through 
the employee communication platform
Goals
Action 
Plan

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
91
Work & Life Balance of Employees
•	 The COVID-19 pandemic requires employees to manage their health and innovate their ways of working.
•	 Accordingly, SK Inc. has enhanced organizational efficiency by actively introducing smart work systems and prepared the groundwork 
for self-contained work performance.
•	 An employee support system for stable old-age life and 2
nd life after retirement
Career counseling and exploration of 
opportunities after retirement
Support for career exploration after the regular retirement of employees
Retirement pension system
Deposited through an external financial institution and provided as a lump sum or pension
•	 By saving and managing KRW 407.2 billion of retirement benefits through an external asset agency as of the end of 2021, SK Inc. 
maintains the 90% ratio according to the legal external saving standards and guarantees the right to receive benefits in a stable manner.
Estimated retirement benefits
KRW 445.3 billion
Ratio of external saving of retirement benefits
91%
•	 Support for 2
nd life after retirement
	 - SK Inc. grants time to prepare for a 2
nd life well before regular retirement.
	     → 5 months of participation in outplacement services (without attending work) + 1 month of leave
	 - SK Inc. supports participation in outplacement services.
	     → Selecting companies based on employees’ intention and various supporting programs 
(Reemployment/startup/life planning education, etc.)
	 - A reemployment program for regular retirees is in operation for employees with outstanding competency who need to continue working.
•	 Measuring the outcome of support programs
	
- Successful employment and startup achieved by 50% of retirees in 2021
Category
Outcome
Number of participants
10 retirees in 2021
Satisfaction score 
4.6 points (5-point scale)
Employment and startup rates
50% (4 employed, 1 startup)
Self-driven Enhancement of the Work Environment
Support for Stable Living after Regular Retirement
Creation of a contact-free 
work environment
• Creating one-person video conference rooms and expanding video-conferencing facilities
• Continually enhancing the remote work environment by upgrading digital capabilities
Building mobile offices
• Expanding base/shared offices while considering customer sites/employees’ places of 
residence
• Building an IT cloud environment with a shared group office app and on-space,  
eliminating the boundaries of ‘places to work’
Working from home
• Implemented self-directed work systems in 2017
- Free choice of working hours/space
- Flexible hours/working from home
• Supporting self-designed work system for each sector in 2022
- Supporting working from home and organizational holidays such as ‘Happy Friday’ 
according to the characteristics of the business/organization
Flexible working
• Introduced a staggered office hour system (flexible work system) in 2013
• Introduced a monthly selective work system in 2018
- Did away with minimum daily working hours, allowing free adjustment of clock-in and 
clock-out hours based on the work environment
Part-time working
• Operating part-time work and recruiting workers pursuant to the Act on the Protection, etc. 
of Fixed-Term and Part-Time Employees
Operation of the ABC* system
(*Anywhere But Connected)
• Allowing employees to select their place (remote/office) and time of work
Smart Work
Space
Expanded concept of space
 (Improved work environment,
shared offices)
Work System
Diversified work system
(Remote work environment, etc.)
Time
Flexible/optimal use of time
(Flexible/working-from-home/
part-time work systems)

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
92
Work & Life Balance of Employees
•	 SK Inc. runs various systems and programs for employees who are pregnant, have recently delivered a child, or have children.
Operating in-house daycare center
• Operating an in-house daycare center to take care of children aged between 1 and 4 years
Support for children’s educational 
expenses
• Providing educational expenses for children between 5 years of age and undergraduates
Coding education for children
• Operating coding education to boost children’s understanding of information technology and  
instill pride in employees
Baby greeting program
• Providing a pink ID card necklace and gift to pregnant employees
Reduced working hours during 
pregnancy
• Implementing reduced working hours for employees within the first 12 weeks or after 36 weeks of 
pregnancy
Breast-feeding/lactation facilities
• Operating a lactation lounge and arranging a refrigerator to store breastmilk
Family care leave
• Granting leave to employees where they have to take care of family members in need of care,  
such as elementary school children, disease/ accident in the family, and elderly persons
Parental leave
• Granting parental leave to male/female employees who have a child aged 8 years or below
- Paid parental leave if the employee is the main caregiver: 1 year
- Paid parental leave if the employee is not the main caregiver: 1 year
Strengthening Care for Employee’s Families
•	 SK Inc. makes various efforts to introduce and strengthen an active organizational culture where employees find happiness and drive 
innovation for the successful implementation of F/S. (Selected 4 core properties and 36 behavioral patterns)
	 → Internalizing an organizational culture founded on ‘communication,’ ‘expertise,’ ‘collaboration,’ and ‘innovation’ (Customizing the 
details according to organizational needs through W/S of each team) 
•	 SK Inc. establishes an effective method of delivering messages so that employees can easily understand them and act.
	 → Suggesting detailed dos and don’ts for each keyword
•	 By conducting annual culture surveys on employees, SK Inc. continues to communicate with employees and strives to assess their satisfaction.
•	 The culture survey includes questions about happiness (expectations about life, company, and future) to measure the degree of 
happiness felt by employees, assessing the happiness regarding WLB and job satisfaction.
	 - Improved and maintained the total score since 2020, when SK Inc. first started to promote happiness and WLB
Measuring the Impact of WLB Satisfaction on Employees
Internalizing an Active Organizational Culture
Employee-driven Happiness Design
•	 SK Inc. operates an employee-driven happiness design system to innovate the way of working and enhance WLB and happiness.
	 - SK Inc. encourages the voluntary participation of employees from suggestion to execution, increasing participation based on the 
needs for happiness and innovation in the way of working
Happiness Design = Problems posed and solved by employees
•	 Employees suggesting happy ideas
•	 ’Happiness Pursuit Committee’ 
proposed when consensus is reached 
→ ‘Empathy 300’ for the company and 
‘Empathy 10%’ for the organization
•	 Recruitment of HPC members and 
establishment of improvement plans
•	 Gathering of opinions from employees
•	 Support/Consultation of related 
departments about improvement plans
•	 Sharing of final 
plan for execution 
(including expected 
schedule, resources, 
etc.)
↓ Gain traction in the pursuit 
of happiness
2017
2018
2019
2020
2021
Aggregate Score
64
66
66
73
73
Survey Framework
Belief in 
management 
philosophy
H
a
p
p
i
n
e
s
s 
of
 E
m
p
l
o
y
e
e
s
S
U
P
E
X 
C
o
m
p
a
n
y
V
W
B
E
 
C
u
l
t
u
r
e
Belief/Confidence in SKMS
•	Body pursuing happiness
•	Pursuit of stakeholders’ 
happiness, etc.
Realization of SUPEX Co.
•	Setting SUPEX goals
•	Establishing a to-be model
•	Consensus and 
implementation capabilities 
of employees, etc.
Happiness of employees
•	Happiness regarding 
company/life
•	Factors that influence 
happiness
Practice of VWBE and 
development of environment
•	Vigor, attempt, execution
•	Development of a vigorous 
practice environment
•	Leaders setting examples, etc.
* Happiness Pursuit Committee
Year
No. of 
Designs
No. of 
Participants
2020
32
528
2021
120
1,700
Increase
3 times ↑
1
Suggestion/
Consensus
2
Discussion of 
HPC*
3
Guidance on 
results

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
93
Work & Life Balance of Employees
Happiness Management Focused on the Experience of Employees
•	 SK Inc. provides tailored solutions for each organization and improves in-house activities and systems to offer a happier experience to 
employees in terms of work, people, and environment.
Step 1. Segmentation
Step 2. Identifying pain points
Step 3. Providing solutions
• Segmentation by merging the experiences and personal 
tendencies of employees
Relationship-oriented Seg.
Achievement + Growth Seg.
• Finding the experience of employees who have lowest 
satisfaction in each segmentation
• Conducting FGD for a happier employee experience
Focus Group Discussions
How can 
our employees 
gain a happier 
experience?
(1)	Happy Leaders: Personalized employee happiness
•	 Implementing segmentation of employees based on the pursuit of happiness and identifying unmet needs for each segmentation
•	 Finding solutions to unmet needs through employee FGD* and delivering them to Happy Leaders
[Happy Leaders] Personalized employee happiness
- Diagnosing the tendencies of employees, measuring their 
experiences, and providing tailored solutions according to 
improvement tasks
[Company-wide] Improving company-wide activities/systems
- Measuring satisfaction with in-house activities and company-
wide systems
- Deriving and executing activity/system improvements
• Internal reporting/meeting/
investment committee
• Collaboration among organizations
• Improvement of work capabilities
• Education programs
• S-Day/Jihwaja/Can Meeting
• ABC/Autonomous seat system
• Fellowship with 
coworkers
• Feedback and 
acknowledgment
• Fair treatment
Work
People
Environment
Employee
EX
Experience
Happy Data Management
•	 Since June 2020, a happiness survey has been conducted for all employees before starting work.
•	 The survey comprises three questions related to their level of happiness, happy emotions, and influential factors relating to happiness. 
Different questions are asked every day in terms of influential factors, and the same set of questions are repeated every two months.
•	 The level of happiness and happy emotions of the week are handed over to Happy Leaders every Tuesday, and Happy Leaders can use 
the survey results to manage the happiness of their organizations.
Happiness Survey
Happiness Report
Happy Support Services
• An IT service to spread happiness, gratitude, 
acknowledgments, and compliments in 
everyday life
• Ability to send an anonymous message of 
support and encouragement to an employee 
every morning
Happy MSG
Happy Counsel
Happy Reference Book
• A mental counseling service by a professional 
counselor to train employees’ mental strength
• Professional counseling is available in four areas, 
including mental health, happy family, happy 
workplace, and leadership development
• New team managers, transfer employees, and 
sales employees are required to participate
• A book of success stories, failures, and episodes 
shared by Happy Leaders regarding happiness 
management, allowing other organizations to 
learn from and apply these cases
Step 1. Measuring company-wide activities/systems
Step 2. Deriving top priority improvement areas
Step 3. Rebuilding/Promotion/Education
• Measuring regular/non-regular activities/systems 
experienced by all employees
• Determining priorities among company-wide activities/
systems through IPA** analysis
• Improving the system and conducting education for 
employees
(2)	Improving company-wide activities/systems
•	 Measuring the importance and satisfaction of all company-wide activities/systems experienced by employees, deriving top priority 
improvement areas that show high importance and low satisfaction
•	 Improving the system by focusing on top priority improvement areas/conducting education for employees
*	 FGD: Focus Group Discussion
**	 IPA: Importance-Performance Analysis 
Non-discriminative 
treatment
Top market 
competitiveness
Support for leaders’ growth
Achievement 
+ Growth Seg.
49%
Harmony-
centered Seg.
24%
A 
Organi-
zation

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
94
KEY POINTS
Policy to Foster Human Resources
•	 Considering the growth direction and business characteristics of the company, it is necessary to strategically 
foster human resources that can drive digital innovation of BM.
•	 There is growing need for creating infrastructures to engage in self-directed improvement so that personal 
growth can be aligned with the company’s competencies. Accordingly, SK Inc. establishes a job-based 
fostering system to enhance each individual’s expertise based on personal career goals. 
MANAGEMENT
•	 The Chief Human Resource Officer (CHO) is generally responsible for strategically fostering employees. The 
CEO reviews and manages annual reports related to the core strategic issues related to human resources.
SECURING AND 
FOSTERING HUMAN 
RESOURCES
Outcomes of Executing Competency Development Programs
•	 SK Inc. encourages all employees to participate in various programs implemented to develop their career and 
competency.
Category
Program
Outcome in 2021
Impact
Company-
driven programs
Strategic fostering of 
human resources in DT
Operated 211 educational programs to 
foster DT human resources, securing 
1,075 new workers (2,303 cumulative)
Average satisfaction score of 4.3 points 
(on a 5-point scale)
Employee-
driven programs
Open Lab
Operated 9 times with 
2,389 participants
Average satisfaction score of 4.3 points 
(on a 5-point scale)
TCL 
(Tech Collabo Lab) 
Involved 24 TCL teams and 120 participants
Biz. farm system
Based on 32 themes, 17 teams (pitching), and 98 participants
External 
competency 
programs
Industry-university 
research
Joint research with KAIST to analyze structured data (Market caster platform 
business) and study molecular structure (AI technology to predict physical 
properties)
License acquisition/
maintenance support
Supported 738 persons to acquire a new license (3.3 licenses owned per person 
in 2021)
ROADMAP
Expanding from digital tech. 
→ biz. area
Advancing 
fostering programs
Securing customers’ trust 
as a total DT partner
• Expanding coverage from digital technology to biz. areas to 
implement quick BM innovations and achieve outcomes
• Upgrading programs with verified and structured 
effects continually to enhance the effectiveness and 
quality of fostering
• Maintaining the scale of experts established in 2022 
until 2025
To continually promote company-driven activities that 
can quickly foster digital experts necessary to develop total DT services
2022
2023
2025
Competency Planning 
Part Leader
Leadership/Core Human Resource 
Part Leader
DT Expert Fostering 
Part Leader
CEO
Human Resource Manager
Competency Development 
Group
Chief Human Resource Officer (CHO)
Head of the 
Management Support Center
Goals
Action 
Plan
ACHIEVEMENTS

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
95
Securing and Fostering Human Resources
•	 Employees establishing and executing individual development plans (IDPs) to attain their career goals
•	 Leaders/company providing coaching/competency development programs for employees to become job experts
Self-directed Development of Job-based Competencies
Major Competency Development Programs
Name of Program
Details of Education
mySUNI (Group-wide)
A common online education platform of the SK Group that comprises courses on diverse topics and 
supports liberal learning based on needs
Self-directed Fostering
Support for personal educational expenses (Learning Account), organizational learning hours  
(Growth Day), and the tailored book-based learning website called ‘Bukjeokbukjeok’
Strategic Fostering of DT Talents
Fostering talents in the areas of digital convergence and cloud, specialized in each industry necessary for 
expanding solution, platform, and cloud businesses
Tech Collaboration Lab (TCL) 
Voluntary, small-scale R&D lab activities using DT, supporting TCL activities and providing rewards based 
on performance
Biz. Farm System
An environmental program that expands employees’ opportunities for business participation and focuses 
on the commercialization of new BM driven by employees
Open Lab
Monthly open lectures conducted by selecting topics and instructors to share and accumulate 
knowledge in different areas, such as industry and domain trends aligned with the business needs, use 
cases, stakeholder happiness, and laws and regulations
Leadership Course
Clinic on organizational and performance management for leaders and intermediate leaders and support 
for group coaching
Language 
education
Focused Language Course
Programs to improve the foreign language proficiency of employees, one-to-one tutoring three times a 
week, and use of a video system
Foreign Language Training 
with Phone/Video
Programs to empower employees with foreign language speaking skills, using phone or video education, 
operated three times a year
Long-term Overseas Training
Support for a 5-month overseas training program that provides industrial learning in the areas of AI/DT in 
cooperation with Carnegie Mellon University
Support for Acquiring
Academic Degrees
Global top MBA and master’s courses to foster future entrepreneurs, strategically fostering employees 
with outstanding potential (Selection of about two elite individuals every year)
Support for License Acquisition and 
Maintenance
Provision of expenses necessary to foster strategic digital experts and support them in acquiring licenses 
or certifications
Establishment of Plan
Execution
Inspection and Feedback
“ Proposing directions for personal career goals/job competencies and coaching employees”
• Proposing training directions 
based on job HR and 
providing feedback on 
the plan
• Offering growth 
opportunities, such as 
education and work
• Providing personalized 
coaching and feedback
Establishing 
career goals 
based on
 job/CL
• Inspecting the results of 
competency development 
based on career goal and 
updating competency levels
“ Establishing and executing self-directed plans“
• Providing a job-level 
education system and the 
latest competency/career 
development information
• Providing competency/
career development 
contents and learning 
infrastructure
• Competency development 
status H/L/C of employees
“ Providing contents that reflect the needs of the organization/employees 
and creating a learning environment”
Individual Development Plan (IDP)
Employees
Leaders
Company-
wide
• Conducting competency 
development throughout 
the year (education, job/task, 
expert activity, etc.)
• Checking for gaps through 
self-diagnosis
• Establishing a competency 
development plan

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
96
Securing and Fostering Human Resources
Steps for Improving DT Competencies of Employees
•	 SK Inc. grants competency levels 1-4 based on DT knowhow and work competency.
Outcome of Strategically Fostering DT
•	 SK Inc. completed digital transition for all technical workers (Lv.2 or higher) (by the end of 2021).
•	 SK Inc. secured 33.4% of digital experts who can lead customers (Lv.3 or higher) (by the end of 2021).
•	 SK Inc. has diversified its business portfolio by improving the strategic competencies of DT employees and securing experts, prepared 
the driving force for BM innovation, and increased the ratio of digital asset business and sales.
•	 SK Inc. will continually foster digital convergence and cloud experts (Lv.3 or higher) specialized in each industry necessary to expand its 
solutions, platform, and cloud businesses.
Primary Programs
DT Area
Description
Digital Tech. 
DT
Convergence
Digital Archi. 
Tailored design based on business experience and technologies in possession
Cloud Archi. 
Fostering experts through implementation of projects based on coaching by 
internal and external experts
Data Scientist 
Dual track fostering based on analysis and engineering competency
Cloud
Cloud App. Eng.
Differentiation based on actual project input
Concurrent education with CSPs (AWS, Azure)
Cloud Platform Eng.
Implementation of lab tasks in each IaaS/PaaS domain based on expert coaching
Data
Data Analysis & ML/DL
Implementation of open data or hands-on data analysis processes
Data Eng. 
Fostering method based on DT pairing with mentors
AI Services
Blockchain Services
•	 SK Inc. has established a plan to foster DT experts who can promote BM innovation centered on DT convergence, cloud, AI, and 
blockchain, which are the primary strategic directions for the company.
•	 SK Inc. provides various educational courses focused on designing projects and solving problems to strengthen comprehensive DT 
services, such as diagnosis, analysis, strategy suggestion, and execution of BM, beyond conventional education on IT skills.
•	 Through such educational courses, SK Inc. has attained primary strategic directions of platform business and cloud transition and 
created new business opportunities.
Strategically Fostering DT
Fostering DT experts to lead and execute BM innovations
• Linking the platform business and cloud transition business
• Considering demand for DT capabilities in each business sector
BM innovation
based on
Digital Asset
Expansion of
DT/business
+
End of 2018
End of 2019
End of 2020
End of 2021
DT 
competency
(Lv.2 or 
higher)
ITS 
competency
only
(Lv.1) 
100%
67%
33%
42%
58%
25%
75%
Competency
transition
Competency
transition
Competency
transition
• Execution of work based on 
knowledge and skills, coaching, 
and guidance
LV.1
• Independent and complete 
implementation of work using 
technologies
LV.2
• Application of technologies, 
problem solving, and internal 
and external dissemination of 
technologies
LV.3
• Best experts in technologies 
that support implementation 
of business and lead 
customers
LV.4

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
97
Securing and Fostering Human Resources
Training and Communication Platform for Employees
S-Day
•	 One-on-one coaching session with leaders, conducted twice a year to manage the careers/performance of employees
•	 Setting specific and clear targets by discussing personal training/growth goals
	 - Assigning duties so that employees can have complete self-authority/responsibility
	 - Specific output feedback/coaching for each task
	 - Checking matters to be supported/supplemented to improve competencies
Talent Session
•	 CEO and leaders (executives) discussing and supporting optimal career plans for employees in each organization
•	 Discussing, on a company level, employees’ career concerns and plans confirmed through S-Day interviews
•	 Conducted twice a year, in June and November
Do Me a Favor Please
•	 One-on-one communication between the CEO and employees, started in 2022, to facilitate employees’ career development and 
improve corporate management infrastructures
Background
• Operated by upgrading the existing Ladder Talk program 
→ Operated with various themes and methods based on employee applications
Title 
• Talk to the Vice Chairman
Methods 
• Communication between the CEO and employees about various topics
• Communication using various means through in-person and contact-free methods
Jihwaja
•	 A communication channel between management and employees, planned and participated in by all employees once a month
Training and Communication Platform for Employees
•	 Implementing a career training program for employees based on communication between CEO/leaders and employees
01   S-Day: One-on-one coaching program between leaders and employees
02   Talent Session: Discussion among the CEO and leaders about employees’ career plans 
03   Ladder Talk: One-on-one talk between the CEO and employees, implemented up to 2021
04   Do Me a Favor Please: Talk between the CEO and employees in a variety of formats, newly implemented in 2022 
05   Jihwaja: Communication channel between the management and employees, planned and participated in by all employees
CEO
02
Talent Session
01
S-Day
03
Ladder Talk
04
Do Me a 
Favor Please
05
Jihwaja
Executives
Executives
Executives

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
98
Securing and Fostering Human Resources
Managing Employees’ Performance
Assessment System
•	 A task unit assessment system is operated based on work that has been implemented in practice.
•	 Performance management standards are established according to the business characteristics of each organization to assess 
performance. Competency assessments are implemented from the perspective of growth and fostering capabilities to maximize shared 
collaboration rather than excessive competition.
•	 Especially, ‘my’ absolute performance/competency levels are measured to foster and encourage employees to expand expertise, and 
promote growth. Scores are given instead of grades to be used for compensation, directly connected to the absolute level of expertise/
performance.
•	 Assessment is performed based on a multilateral approach by default. Peer assessment is applied to enable diverse and objective 
assessment of expertise/performance by colleagues, in addition to assessment by leaders.
•	 By diversifying the assessment timeline by job, SK Inc. implements immediate feedback by task units to enhance acceptability. A mobile 
assessment system is in place so that assessment can be done anytime, anywhere.
My Task
Self-reported work performance, assessment request, and inquiry
Current Status of Request
Task assessment on other employees upon request from  the employee seeking an appraisal
Assessment
Performance assessment: Entry of weighting by task, implementation period, etc.
Competency assessment: Self-review of competency
•	 Career path design and performance review of individual employees are executed through the year-end performance assessment 
based on the results of regular assessment. The results are used to establish the human resource operation plan for the following year, 
including compensation, job promotion, and transfer of employees.
Compensation System
•	 Various performance-based compensation systems are operated to provide differentiated rewards based on performance.
System
Details
Annual Salary/ 
Incentive Bonus
Compensation is based on the career level to provide motivation for enhancing performance and securing job 
expertise.
Recognition by CEO 
Examples of exemplary performance are gathered from the previous year to provide compensation to winners.
Recognition of PGM 
Competency 
Compensation is provided as prize money or goods to individuals and teams with excellent Biz. Farm and TCL 
performance.
Support for Domestic/
Overseas Training
Providing opportunities for talented individuals to participate in major conferences and training programs
Innovating the Organizational Culture
Management Council
•	 The Management Council is a body that represents employees and plays a pivotal role in shaping and innovating the organizational 
culture focused on employees.
•	 The Council comprises an equal number of members representing the management and employees. It discusses various agendas in 
pursuit of employees’ happiness through regular meetings.
•	 In 2021, four Council meetings were convened to discuss matters such as improving the welfare system, supporting competency 
development, and improving the work environment by means like HR innovation.
Category
Key Points of Discussion by the Investment Division
1st 
(March 2021)
•	 L1 HR system improvement
•	 Transfer employee survey result follow-up
2nd
(June 2021)
•	 Raising the limit of L1 self-development costs
•	 L1 HR system improvement
•	 Sharing the outcomes of/plans for health and  
safety management in 2021
3rd
(September 2021)
•	 Changes to the medical/communication expense 
system
•	 Sharing the outcomes of/plans for health and  
safety management in 2021
4th
(December 2021)
•	 Revision of HR regulations
•	 Sharing the outcomes of/plans for health and  
safety management in 2021
Category
Key Points of Discussion by the Business Division
1st
(February 2021)
• Improvement of the welfare system
2nd
(May 2021)
• Methods to support self-directed competency 
development
3rd
(September 2021)
• Innovation of the HR system
• COVID-19 response of the company
4th
(November 2021)
• Improvement of the scholarship system
• Improvement of the retirement pension system
Leader
Assessment
Co-worker/Peer
Assessment
+
Self-Designed
according to business
characteristics by
organization
Performance
assessment
Focused on
growth/fostering
of employees
Capability
assessment

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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KEY POINTS
ACHIEVEMENTS
Conducting a Human Rights Impact Assessment
•	 SK Inc. performed human rights impact assessment through diagnosis by external experts, with special emphasis 
on the human rights issues of the IT industry in 2022 and vulnerable areas in 2021 (Based on data from 2021).
•	 The overall human rights impact score was 94.2 points. Although the score on observance of labor-related 
laws and the guarantee of basic (human) rights of stakeholders was excellent, SK Inc. needs to improve its 
performance on responsible supply chain management and industrial safety.
HUMAN RIGHTS 
MANAGEMENT
Building a Human Rights Management System
•	 By updating its human rights management system and acquiring external certification for the human rights 
management system in 2022, SK Inc. was acknowledged by a third party to have fulfilled the global standards 
for the human rights management system.
•	 SK Inc. has developed management activities while supporting and complying with the universal human rights 
principles presented in the UN Universal Declaration of Human Rights, the UN Guiding Principles on Business 
and Human Rights by the UN Human Rights Commission, and the OECD Guidelines for Multinational Enterprises.
•	 SK Inc. complies with all labor principles and laws stipulated by the ILO and ratified by the national 
government regarding the prohibition of child and forced labor, ensuring employees’ health and safety, and 
working hours.
Mitigating Human Rights Risks and Preventing Recurrence
•	 SK Inc. conducts human rights impact assessments annually to establish and execute tasks to improve areas 
of risk. The outcome of improvement is measured in comparison to the previous year (The score increased by 
9.4 points compared to 2021).
•	  Vulnerable items are strengthened to prevent the recurrence of human rights risks, and in-depth surveys are 
conducted to monitor risks of human rights violation.
•	 SK Inc. has established a violation relief procedure and created various channels to consult and report human 
rights violations.
MANAGEMENT
•	 Under the responsibility of the C-Level Chair of the Human Rights Management Committee, the Committee  
is organized as the highest decision-making body that efficiently promotes human rights management.  
The Committee periodically discusses and reviews core issues related to human rights.
•	 The Human Rights Violation Relief Committee was formed as a subcommittee under the Human Rights Management 
Committee to investigate and handle violations, establishing and reinforcing the human rights relief procedure.
* Critical human rights issues are reported to the ESG Committee within the Board of Directors.
CEO
Legal Affairs
HR Group
Ethical Management Team
Social Value Group
Human Rights Management Committee
Human Rights Violation Relief Committee
ROADMAP
Establishment/Internalization of 
a human rights management system
Full-scale implementation of 
human rights management
Dissemination of human rights 
management outcomes
• Enacting company rules and guidelines to reinforce the human rights 
management system
• Installing the Human Rights Management Committee and Human Rights 
Violation Relief Committee
• Conducting human rights management survey on the supply chain, 
providing education and training
• Implementing human rights impact assessment
• Acquiring certification for the human rights management system
• Improving the management system by reflecting the results of human 
rights impact assessment
• Conducting systematic and professional education to improve 
employees’ sensitivity toward human rights 
• Disclosing the outcomes of human rights management
• Preventing human rights violations and strengthening the monitoring 
system
• Receiving external acknowledgment for global top tier human rights 
management
• Exchanging human rights policies and management guidelines with 
domestic and overseas human rights organizations and forming 
consensus
• Expanding business opportunities by building trust with the 
government and communities
• Enhancing long-term competitiveness of the company by establishing 
human rights-friendly business standards
Happy SK Inc. 
where all stakeholders enjoy human rights
2022
2025
2030
Goals
Action 
Plan

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Relief Procedure and Response Process
•	 SK Inc. operates a relief procedure to resolve grievances and violations related to the human rights of employees.
	
	 - Receipt of petition: Received via the portal or the main email address of the human rights department
	 - Classification and determination of the supervising department: Classification of case type and finalization of the department in charge
	 - Investigation: Confirmation of the factual relations of the petition received
	 - Relief Committee: Convening the relief committee when necessary and enforcing corrective and disciplinary action through related committees 
	 - Follow-up management: Feedback, monitoring, and review of prevention methods 
* The feasibility of the relief procedure and the number of relief cases are analyzed and evaluated periodically and indicated on the Management Review 
Report and Relief Report to be submitted to the CEO and the Human Rights Management Committee. By doing so, SK Inc. continually monitors the 
outcomes of relief measures.
Human Rights Management
Updating the Guidelines for Human Rights Management 
•	 SK Inc. announced its commitment to reinforce human rights management in 2015 and has been implementing activities to improve 
human rights risks. A promotion strategy and a mid- to long-term roadmap were established to improve the execution of human rights 
management in 2021.
•	 The guidelines and goals to manage human rights systematically were determined in 2022, and related systems were reorganized, 
documented, executed, and maintained. The Human Rights Management Guidelines were updated to include the commitment of the 
CEO who reviews such efforts. 
•	 SK Inc. formed an internal system necessary to execute human rights management, embracing anti-corruption (ethical management), 
environment/safety/health, compliance, personal information protection, and quality management as core areas. The organization in 
charge of human rights management has been striving to add more sophistication to the human rights management system.
Building a Human Rights Management System and Acquiring Certification
•	 The Korea Management Registrar supervises the human rights management system, which includes the processes required by the 
global human rights management guidelines and the interaction among such processes. SK Inc. became the first private company in 
South Korea to acquire the Human Rights Management System (HRMS) certification based on a third-party review.
•	 Through the Human Rights Management Portal, SK Inc. announces important matters, shares organizational data, and shares key 
agendas and guidance (human rights/contact information) of the Human Rights Management Committee.
Establishing a Human Rights Violation Relief Procedure
•	 SK Inc. established a human rights violation relief procedure that includes a zero-tolerance policy prohibiting discrimination, 
harassment, and sexual harassment at work. When a case of violation or damage is reported, the Relief Committee is mobilized to 
investigate and handle the case. Detailed R&R is regulated and implemented among related departments in each human rights domain.
Creating/Operating Counseling and Report Channels for Human Rights Violations
Building a Human Rights Management System
Human Rights Violation Relief Response
Discrimination and Harassment Policy
•	 SK Inc. adheres to laws and protects employees’ rights to ensure that no employee is discriminated against or harassed for external 
factors like gender, disability, and religion.
•	 As a result of analyzing internal human rights issues, discrimination and harassment at work were found to be the primary type 
of human rights violations. By regulating relevant matters to prevent human rights violations like workplace harassment and 
discrimination, handling procedures, promptly and ensuring the protection of victims, SK Inc. prevents employees from becoming 
victims or perpetrators of human rights violations at work.
• Report on ethical management, such as workplace bullying and power tripping
- https://ethics.sk.co.kr/ ,  skcc.ethics@sk.com
• Report on sexual harassment at work
- [Hi-SK] → [Sexual Harassment Counseling Center] → [Sexual Harassment Counseling and Report] Forum
• Grievance handling and suggestions driven by employees
- Suggestion of happiness design using the mobile app, “HAPP” 
- Suggestions/Empathy of employees → Discussion/Establishment of an improvement plan → Review/Support by related organization → 
Implementation of improvement plan → Sharing of results with employees → Follow-up monitoring
• Receiving report/counseling in other areas of human rights violation 
- Petitions are received by the department in charge of human rights, and the relief procedure is carried out according to the relief procedure 
response process.
Receipt of petition
Classification and 
determination 
of supervising 
department
Investigation
Relief Committee
Follow-up 
management
Human Rights Management System 
Certification
Human Rights Management Guidelines
Human Rights Management Portal

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Selecting Indicators for the Assessment 
•	 Under the existing Human Rights Management Guidelines, SK Inc. introduced basic items for human rights impact assessment by 
conducting media research, interviews with related parties, and investigation of organizational and business status.
•	 An indicator based on the Workplace Bullying Prevention Act enacted in 2019 was added to the standard indicators for human rights 
impact assessment by the National Human Rights Commission of Korea, and indicators were selected by considering the characteristics of 
the business. → 11 areas, 37 items, and 196 indicators were selected.
•	 As a result of analyzing human rights issues of the IT industry in 2022, 5 focused due diligence areas that can have significant adverse 
effects on business operations, human rights issues, and stakeholders subject to assessment were derived.
Executing the Human Rights Impact Assessment
•	 While focusing on improvement points compared to the previous year, SK Inc. performed human rights impact assessment by evaluating 
persons in charge of each area, inviting experts to perform on-site due diligence, interviewing stakeholders, and verifying objective 
evidence based on the 196 indicators.
•	 Through periodic impact assessment, SK Inc. identified potential human rights risks and derived improvement points to reduce such risks.
•	 SK Inc. has improved the assessment indicators and systems through continued feedback and plans to expand the scope of assessment to 
new businesses, such as merged and joint companies.
Human Rights Management
Overview of the Human Rights Impact Assessment
•	 SK Inc. annually assesses the human rights impact of all business sites and business partners to prevent the risk of human rights violations.
•	 Since 2021, SK Inc. has been conducting diagnoses and assessments through a specialized external agency to derive objective and 
independent results. Focused areas and indicators are selected based on a survey of employees. 
•	 Compliance with the Human Rights Management Guidelines and detailed operating guidelines are diagnosed by internally evaluating 
persons in charge, conducting due diligence by experts, and interviewing persons in charge.
	
* Persons in charge are provided preliminary education.
•	 When human rights risks are identified during the investigation, SK Inc. confirms related issues and promotes improvement activities.
Human Rights Impact Assessment Process
Human Rights Impact Assessment
Analysis
1-1 Media Analysis
• Analyzing data from domestic press 
coverage
• Examining the human rights awareness 
level/priority of employees/stakeholders
1-2 Investigation of Human
Rights Awareness
• Analyzing cases within/outside the 
organization (grievances, petitions, 
complaints, incidents, etc.)
1-3 Analysis of Human
Rights Violation Issues
1-4 Benchmarking Analysis
• Benchmarking exemplary cases of human 
rights management
Assessment
• Determining human rights impact 
assessment indicators based on the results 
of analysis
2-1 Design of Human Rights
Impact Assessment
• Educating on the necessity of human rights 
management
• Educating persons in charge of each 
indicator
2-2 Education on Human Rights Indicators
• Self-evaluation by persons in charge 
• Implementing due diligence by external experts
 - Inspecting current human rights status of business partners
 - Interviewing stakeholders
2-3 Implementation of Human Rights 
Impact Assessment
2-4 Collection of Expert Opinions
• Gathering opinions from external experts 
about the results of impact assessment
Feedback & Mitigation
• Human rights impact assessment report
• Presenting recommendation and opinions 
on human rights management
• Suggesting  the directions for promoting 
human rights management
3-1 Improvement of 
Human Rights Management
• Promoting activities to improve human 
rights risks
3-2 Implementation of 
Human Rights Improvement
3-3 Monitoring
• Continually monitoring human rights risks
* Including due diligence 
and improvement
Human Rights Issues/Assessment Targets
SK 
employees
Employees of 
business partners
Employees of 
sub-tier suppliers
Women
Children
Natives and 
immigrants
Communities
Five Focus Areas
Building a human 
rights management 
system
Protection of 
human rights and 
reinforcement of relief 
procedure
Guarantee of industrial 
safety
Protection of 
human rights 
among partners
Guarantee of 
environmental 
rights
All business sites 
(100%)
Scope of 
Assessment

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
102
Human Rights Management
Results of the Human Rights Impact Assessment
•	 Based on the human rights impact assessment conducted in 2022, the achievement rates have generally increased in comparison to 
the previous year. The total rate increased by 9.4%, from 84.8% in 2021 to 94.2% in 2022.
•	 As a company in the introductory stage of human rights management, SK Inc. confirmed through verification by an external agency that 
it is observing laws and implementing essential tasks.
•	 ‘Building a human rights management system’ and ‘guarantee of environmental rights,’ the areas that showed vulnerabilities in 2021, 
showed an increase of 17.8% and 30.6%, respectively.
Deriving and Mitigating Human Rights Risks
•	 By assessing the human rights impact in each area, five risks were derived, and improvement tasks were carried out.
•	 SK Inc. identified potential risks for each risk category and took measures to reduce the adverse impact of risks through improvement tasks.  
(100% completion of establishing mitigation plans for all 4 business sites).
Area
Derived Risk
Targets of Impact
Related Potential Risk Area
Execution of Improvement Task
Building a human 
rights management 
system
Lack of access to the human 
rights management system 
among internal and external 
stakeholders
• Employees
• Customers
• Business partners
• Communities
• Right to collective 
bargaining
• Freedom of association
• Adding human rights management 
menu on the website and 
uploading the Human Rights 
Management Guidelines
Prohibition of
forced labor
Occurrence of overtime work or 
lack of information that there is 
a type (condition) of work that 
can result in overtime work
• Employees
• Business partners
• Forced labor
• Child labor
• Monitoring forced labor through 
regular investigation of the work 
patterns of each department
Guaranteeing 
industrial safety
Lack of regular education on 
workplace health and safety
• Employees
• Business partners
• Residents
• Communities
• Industrial accidents
• Conducting regular education by 
professional institutions or qualified 
experts
Responsible 
management of 
supply chain
Insufficient prevention of 
human rights violations by 
security employees
• Business partners
• Forced labor
• Unequal compensation
• Discrimination
• Requesting human rights education 
for security employees
• Requesting submission of human 
rights compliance pledges  
(Or specification on the labor 
contract) by security employees
Protection of human 
rights at work
Lack of in-depth investigation 
and grievance handling to 
monitor the possibility of
sexual harassment
• Employees
• Women employees
• Discrimination
• Standardizing the investigation and 
relief procedures to monitor the 
possibility of sexual harassment
• Preparing standardized reporting 
criteria and providing training by 
experts
Human Rights Impact Assessment
No.
Area
Achievement Rate
2021
2022
Improvement Rate
1
Set up of human rights management system
77.4%
95.2%
17.8%
2
Non-discrimination in employment
88.9%
94.4%
5.5%
3
Guaranteeing freedom of association and collective bargaining
100.0%
100.0%
0%
4
Ban on forced labor
90.9%
95.5%
4.6%
5
Ban on child labor
100.0%
100.0%
0%
6
Guaranteeing industrial safety
83.3%
89.6%
6.3%
7
Management of responsible supply network
75.0%
83.3%
8.3%
8
Protecting the human rights of residents 
100.0%
100.0%
0%
9
Environmental rights guaranteed
69.4%
100.0%
30.6%
10
Protection of consumers’ human rights
100.0%
100.0%
0%
11
Human right protection at workplace
87.5%
90.0%
2.5%
Total
84.8%
94.2%
9.4%
[Results in 2021: Based on performance in 2020; results in 2022: Based on performance in 2021]
Human Rights Assessment – Aggregate Score
Set up of human rights management system
95.2
90.0
100.0
100.0
100.0
100.0
94.4
95.5
100.0
83.3
89.6
Non-discrimination in employment
Human right protection at workplace
Guaranteeing freedom of association and collective bargaining
Protection of consumers’ human rights
Ban on forced labor
Environmental rights guaranteed
Ban on child labor
Protecting the human rights of residents 
Guaranteeing industrial safety
Management of responsible supply network

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
103
INFORMATION 
SECURITY
KEY POINTS
•	 SK Inc. has established the information security policy and relevant regulations that all employees must 
observe to raise awareness regarding the importance of information security and protect customers’ 
information assets.
•	 The information security policy and relevant regulations are registered on the groupware system (Hi-SK) and 
are available for access by all SK employees.
MANAGEMENT
•	 SK Inc. has appointed a Chief Information Security Officer (CISO) to conduct and supervise information 
security measures. An organization in charge of information security prevents information leakage and 
responds to security compliance issues.
•	 When critical security issues arise, the Board of Directors reviews and manages the issues.
	
* The Board of Directors oversees compliance activities and reports the current status every year, including information 
security agendas.
ACHIEVEMENTS
Implementing a System for Autonomous Announcement of Information Security
•	 SK Inc. implemented a system for public announcement* of information security for the first time among IT 
service businesses in August 2021.
	
* System for companies to autonomously announce information security status pursuant to the Act on the Promotion of 
Information Security Industry (Became mandatory in 2022)
Participating in Domestic and Overseas Initiatives for Information Security
•	 Won an award from the Ministry of Trade, Industry and Energy in 2021
•	 Presented at the Industrial Security Conference in 2021
Building a security management 
system for cloud services 
Building a security management 
system for platform business
Securing a global security 
management system
ROADMAP
• Acquiring cloud security certifications
- ISO 27017 (Information security)
- ISO 27018 (Personal information)
• Expanding security certifications for digital platforms 
and solutions
- ISMS-P, etc.
• Increasing global security certifications
- CSA STAR, etc.
Securing the trust of customers and society
by acquiring external certifications for security management systems
Information Security 
Principles of SK Inc.
1.  SK Inc. will protect its information assets from illegal access and leakage.
2.  SK Inc. will maintain the confidentiality, integrity, and availability of its information assets.
3.  SK Inc. will ensure compliance with the statutory security requirements related to information security.
4.  All employees of SK Inc. must recognize the importance of information security and be able to duly 
prevent, detect, and address incidents.
5.  SK Inc. periodically analyzes, inspects, and audits risks related to information security.
2022
2024
2026
Person in charge of 
IT infrastructure security
Person in charge of
physical security
Person in charge of 
human resource security
CEO
Security Manager
Information Security 
Team Leader
Chief Information Security Officer (CISO)
Executive in charge of 
information security
Goals
Action 
Plan

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Data Protection
•	 SK Inc. complies with the IT security guidelines and procedures to protect data.
•	 In view of the recent increase in malicious emails and attacks against web servers, SK Inc. proactively strengthens data safety by 
encrypting and backing up important data and responds to security attacks by reinforcing periodic inspection activities.
•	 A security vulnerability (attack using remote malicious code) of the highest Log4j severity evaluated by Apache was found in December 
2021. SK Inc. proactively responded to hacking attacks by strengthening its response measures and taking preliminary actions on all 
systems.
Security Monitoring
•	 SK Inc. monitors new threats through Threat Intelligence, which provides information on the latest domestic and overseas attacks to 
cope with increasing cyber threats.
•	 Activities are continued to detect abnormal actions related to various packets and logs on networks, collection and analysis of event 
data, malicious codes on systems and user PCs, and information leakage.
•	 Based on the results of monitoring, SK Inc. establishes and applies response measures, such as network blocking, dissemination of 
information on security vulnerabilities, and analysis of new and variant worms.
Type
Details of Monitoring
WAF
Detecting and blocking vulnerability attacks against web servers
NIDS
Detecting threats of infringement on networks
DLP
Detecting and blocking leakage of internal information
ePM
Detecting malicious/phishing URLs and malicious files in emails
EDR
Responding to APT attacks based on endpoint
Improving the Sophistication of the Information Security Management System
•	 SK Inc. strengthens the security management system and improves sophistication of the system operation under an environment that 
accelerates the Multi-Cloud MSP business.
	 - Improving guidelines centered on native services and fine-tuning cloud security guidelines
	 - Supporting the automatic application of cloud security inspections
•	 SK Inc. protects corporate information and personal information.
	 - (Corporate information) Raising the level of corporate data protection by inspecting the remote working environment
	 - (Personal information) Conducting inspections to identify violations of the law, leakage, and hacking risks from the perspective of 
customer information protection
•	 SK Inc. has improved and managed its security system to cope with full-time remote working.
Major Information Security Activities
Data protection and security monitoring
Data protection, security monitoring
Response to and countermeasures
against security incidents
Response to security (infringement) incidents, report on and countermeasures against security 
incidents, training to respond to security incidents
Verification and certification of
information security
Simulated hacking, inspection of vulnerabilities, inspection of the personal information system, 
maintenance of external certifications, response to inspections
Enhancement of information security 
awareness level
Internalization of security capabilities, measurement and enhancement of the information security 
awareness level, external activities
Operating the Security Council
•	 SK Inc. runs the Security Council to share security issues with related organizations and enhance  
implementation capabilities.
•	 Under the guidance of leaders of IT security-related organizations, the  
Council discusses major agendas, such as company-wide security policy,  
security vulnerabilities, improvement points, methods of  
re-designing the security management system, and preparations for  
external certifications and inspections (conducted four times in 2021).
Information Security Management System
Data Protection and Security Monitoring
Information Security

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PART 2. SK Inc. ESG STRATEGY
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PART 4. ESG DATA BOOK
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Information Security
Security (Infringement) Incident Response System
•	 SK Inc. regulates the procedure to facilitate agile response, reporting, and spreading of information on security (infringement) attempts 
and incidents to maintain the security and stability of systems and minimize the impact of infringement incidents.
•	 The severity of incidents is divided into four levels, and the response procedure for each incident type is turned into a manual.
•	 By detecting infringement threats, SK Inc. establishes a system for quick reporting and spreading of information to cope with incidents.
•	 Potential security incidents are managed and prevented by conducting monthly activities related to prevention, detection of invasion, 
infringement response, and other tasks.
Types of Infringement Incidents
System attacks
Web shell upload attempts, attacks against web/WAS vulnerabilities like Apache, DDoS attacks, attempts to 
snatch admin permissions, etc.
Worm/virus infections
Installation of malicious codes (viruses, worms, ransomware, etc.) on PCs and servers via random routes
Malicious emails
Sending URL to malicious sites or attachments in emails to install malicious codes
Four Levels of Severity
Security Incident Response and Countermeasures
Security Incident Reporting and Countermeasures
•	 The Security Control Center is operated at all times (24/7).
•	 There is a process for employees to immediately report information security issues that they detect.
•	 Suspected hacking, malicious codes, ransomware infections, voice phishing, personal information leakage, and security vulnerabilities 
are subject to reporting. When these issues arise, employees are required to report to the Security Report Center.
Groupware System → Business Support → Information Security Portal → Security Report and Inquiry
•	 Disciplinary actions are taken if the issue was caused by a violation of security regulations by an insider.
•	 If an incident occurs, the organization in charge of information security collaborates with the CERT* and the concerned department to 
execute emergency actions against the situation, confirm the results, establish measures to prevent recurrence, and share the case with 
employees through a company-wide announcement.
	
* Computer Emergency Response Team
Security Incident Response Training
•	 SK Inc. conducts response training to prevent security incidents, such as infections with malicious code, information leakage, 
infringements, etc.  (Response training was held three times in 2021.)
	 - ‘Simulated Malicious Email Training’ is carried out by assuming a situation where a large number of employees receive massive 
malicious emails. The results of the simulated training are shared with all employees to raise their security awareness.
2021, 1st
2021, 2nd
2021, 3rd
Infection rate
Opening rate
30.0%
20.0%
10.0%
0.0%
40.0%
Detection of 
threat
Analysis of 
damage
Preventive action 
and response
Reporting of 
results
Fatal
A situation where the system has been irrecoverably destroyed such that the damage affects 
businesses and customer services
Critical
A situation where partial destruction of the system limits some businesses, or an individual server is 
being attacked
Minor
A situation where there have been infringement attempts and partial errors on the system but no 
damage to customer services
Warning
A general threat on the Internet that does not affect system functions or customer services
Strong 
damage
Weak 
damage

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
106
Information Security Verification and Certification
Enhancing Information Security Awareness Level
Measuring the Information Security Awareness Level
•	 SK Inc. has created an information security culture by identifying and enhancing the information security awareness level of employees 
and taken measures to disseminate good practices.
	 - Defining the maturity of information security awareness and systematically managing the measurement standards
	 - Improving the security awareness level of employees to reduce the rates of malicious email infection and security violations by 
reinforcing activities to enhance the awareness in inadequate areas
•	 By providing education on the latest security trends and conducting security campaigns and information security events, SK Inc. raises 
information security awareness among employees and offers recognition to participants and outstanding performers.
Internalizing Information Security Capability
•	 SK Inc. conducts various educational programs to induce employees to internalize security capabilities.
	 - Legally mandatory education on personal information protection, basic education on IT service security, education on information 
security and personal information protection, tailored educational contents for new employees and executives, support on acquisition 
of information security licenses, etc. 
Education Program
Details of Education
Personal information protection
Life-cycle management of personal information, education on compliance with personal 
information protection regulations at home and abroad
Information security
IT security and information security policies and management systems, such as PC security, 
database security, network management, etc.
Development security
Security education required in the system analysis, design, development, and testing stages
Pioneering Activities in Information Security
•	 SK Inc. publicly disclosed its information security policy and action plan in August 2021.
	 - Publicly announcing the status of information security investments, current status of information security workers, information security 
certificatioNAssessment/inspection, and information security activities
	 - Enhancing the transparency of information disclosure by proactively responding to mandatory implementation in 2022 pursuant to 
the Act on the Promotion of Information Security Industry
•	 SK Inc. won an award from the Ministry of Trade, Industry and Energy in 2021.
•	 SK Inc. made a presentation at the ‘2021 Industrial Security Conference.’
	 - Topic: Method of Securing Security Workers to Protect Core National Technologies
•	 SK Inc. established methods for improving security management from a mutual growth perspective through self-assessment of 
business partners (98 companies participated in 2021), and business partners will receive tailored support for their activities.
Security Verification Activities
•	 SK Inc. strengthens the security of its IT infrastructures and management systems by inspecting IT vulnerabilities and taking actions on 
a regular basis.
	 - Major systems of SK Inc. and customers: SK Inc. carries out infrastructure vulnerability inspections at least once a year, secure coding 
diagnosis and simulated hacking, and inspection of the personal information processing system
	 - SK Inc. implements simulated hacking and infrastructure vulnerability inspection before opening new services
•	 SK Inc. conducts third-party verification and inspection of information security.
Verification
Supervision
Details of Verification
Inspected major 
information communication 
infrastructures
Ministry of 
Science and ICT
Fully inspected the cyber infringement prevention system, measures to protect major 
information communication infrastructures, and tasks to promote protection measures
Inspected integrated 
information communication 
facilities
Ministry of 
Science and ICT
Implemented facility safety, physical security, and integrated facility protection and took 
out a liability insurance for the Daedeok and Pangyo Data Centers
Information Security Certification
Certification
Supervision
Details of Certification
ISMS
Ministry of 
Science and ICT
Acquired ISMS-P certification, the domestic certification for information protection management 
systems pursuant to the Act on the Promotion of Information and Communication Network Utilization 
and Information Protection, etc., in March 2020 (-2023), and passed a surveillance audit in 2021
ISO 27001
ISO/IEC 
Certified to the international standard in information protection management systems in 2006, 
renewed in June 2022 (-2025) 
ISO 27017
ISO 27018
ISO/IEC 
First certified to the international standard for cloud information protection and personal information 
management systems in July 2022 (-2025)
ISMS
ISO 27001
ISO 27017
ISO 27018
Information Security

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
107
SERVICE QUALITY 
AND STABILITY
KEY POINTS
•	 Strengthening Service Stability
	
- SK Inc. has built a failure response TF to prevent faults 
and supplement the operating system at a higher level of 
sophistication.
	
- Failure management guidelines, SHE accident sharing 
systems, and processes are updated periodically and shared 
with employees.
	
- When operating and change management processes and 
various services are operated/changed, a contingency plan is 
established to minimize the risk of business discontinuation.
ACHIEVEMENTS
•	 Improving Company-wide Failure Communication 
and Repeating Simulated Training
	
- SK Inc. conducts company-wide simulated training and 
scenario training at least twice a year, and global business sites 
conduct training four times a year. 
* Conducted 14 training sessions in total at all domestic and 
overseas business sites in 2021
•	 Framework-based Strengthening of Quality Control
	
- SK Inc. measures quality levels in quantitative terms based on 
the operation diagnosis framework and implements continual 
quality control. 
* Operated/audited 7 companies in 2021 and expanding the scope 
in 2022 (At least 10 times a year)
•	 Inspecting the Prevention of Failure Recurrence
	
- SK Inc. derives measures to prevent the recurrence of failures 
in each sector and strengthens the stability of its services by 
inspecting implementation on a quarterly basis. 
* Performed 61 tasks to prevent the recurrence of failures in 2021
•	 Managing SLA and Progress
	
- SK Inc. monitors performance and implements warnings and 
monthly SLA reporting.
MANAGEMENT
•	 Officers in the business departments under the CSO gather once a month to discuss measures for preventing 
the recurrence of any major causes of failure and to internalize these measures.
•	 When serious IT incidents occur, they are reported to the Board of Directors for management and review.
	
* Serious incidents involving clients are reported to the chair of the SUPEX Council.
Communication
Hybrid Cloud 1 Group
Semiconductor
Hi-Tech Digital Group
Hybrid Cloud 1 Group
Internal/External DT
Hybrid Cloud 2 Group
Other Industry/External
Digital Process Innovation Group
SHE Officer (CSO)
Digital Process Innovation 
Group executive 
SHE Manager
Digital Process Innovation 
Group leader
SLA Contract Manager
Digital Process Innovation 
Group
CEO
Advancing the 
service stability system
Timely response to DT changes and 
advancing management capabilities
Securing global 
management capabilities
ROADMAP
• Preventing failures and promoting advancement of the 
operating system through quantified audits/diagnosis
• Reducing the total number of failure cases and failure 
hours by 25% compared to the previous year
• Providing stable services to customers by advancing 
failure control/quality control capabilities
• Establishing a differentiated failure control system 
according to CSP and MSP roles
• Predicting failures and taking proactive measures using 
analytical technologies based on AI and big data
• Achieving zero failures in controllable areas, such as 
human errors
To secure global top tier capability for failure and quality control by responding to changes 
in the operating environment, such as expanded application of DT, in a timely manner
•	 Enhancing Service Quality
	
- The SLA is in operation to identify and remove potential issues 
associated with services in advance, thereby improving service 
quality and customer satisfaction.
	
- SK Inc. operates a credit/earn-back policy based on the SLA 
goals agreed with customers and pays penalties pursuant to the 
SLA contract when losses occur.
2022
2023
2025
Goals
Action 
Plan

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
108
Service Quality and Stability
Service Failure Response System
Strengthening Uninterrupted Operations
•	 SK Inc. has established a quick and effective response procedure for equipment so that services can be provided without interruption 
despite various external factors, such as disasters.
•	 The Disaster Recovery Center operates to prevent interruption of services provided to customers under disaster situations through 
provision of simulated disaster training to employees.
•	 SK Inc. preemptively removes potential operational risks by inspecting vulnerabilities through diagnoses/audits. 
	 - Strengthened quantitative quality control by enhancing the sophistication of the diagnostic framework and expanding application 
in 2021, thus improving service stability and quality
Strengthening Service Stability
Establishing a Company-wide Failure Response TF
•	 SK Inc. managed changes in the operating quality improvement tasks in 2021 and minimized failures through prevention and response 
measures, aiming to provide high-quality services to customers and strengthen responses to service failures.
•	 A company-wide failure response Task Force (TF) was established to supplement and improve the sophistication of the overall 
operating system.
	 - Establishing/applying the guidelines for spreading operating quality improvement tasks
	 - Establishing bi-modal governance with executive ability (A system that applies selectively according to the operating environment)
	 - Implementing Back to the Basics programs (Education on the operating process, expansion of failure simulation training, etc.)
•	 Major activities of the failure TF
	 - Sophistication of the cloud change management system: Selecting the degree of work risks to calculate the risk of changing cloud
	 - Improvement of the agile failure management environment: Enhancing the efficiency of situation control communication using a 
video conference solution (ZOOM)
	 - Application of continual management system after failure: Developing a screen to monitor the measurement indicators to be 
managed, including changes that affect prevention/minimization of failures
Preventing and Responding to Service Failures
•	 SK Inc. detects failures in advance and notifies information in real-time using monitoring tools specialized for each area, automates daily 
inspections, and prevents failures through regular inspections.
•	 When failures occur, ZOOM is used for effective communication, and a quick access feature and repeated simulation training are 
available through ServiceFLOW.
•	 Matters to be observed by employees to provide failure-free IT services are specified, and penalties are imposed according to company 
rules when violations occur.
Seven Principles of the Service Golden Rules (SGRs)
1.  Select the targets of preventive inspections and perform them periodically.
2.  During change work, adhere to the change processes, such as preliminary approval.
3.  Set the target and cycle of backup, perform it periodically, and inspect the results.
4.  Define and manage the monitoring targets and key performance indicators depending  
on the importance of customers’ businesses.
5.  Upon recognizing failures, spread information and take action immediately.  
Establish and implement preventive measures after the failure is addressed.
6.  Follow the work principles and always perform the work of  
business partners under the management of SK Inc.
7.  When services are introduced, changed, or closed, follow the security processes,  
such as inspection of security vulnerabilities.
Failure 
Detection/Reception
Failure 
Dissemination
Situation 
Management
Reporting
When there is a major IT accident
Failure detection/ 
reporting
Report to executives of 
operation organization 
(Major accident severity 
of 2 or higher)
Report to top 
management
Operational Organization
• Obligation to report failure
• Failure rectification measures
• Report to top management 
( in case of major IT accident)
Situation Management 
Organization
• Failure dissemination
• Lead effort to rectify failure
• Identify major IT accidents
• Oversee review of failure
Head of SHE  
(In charge of Digital  
Process innovation)
• SHE manager report
• Cooperate with accident 
investigation
Failure reception and 
determination of severity
Report to SUPEX Council
(SHE team)
Major IT accident
determination
Text broadcasting of accident of severity level 1 
(occurrence, progress, resolution)
Report by phone if more than 
1 hour has passed since the accident
Guide for reporting 
to management
Share failure
progress
Failure analysis & 
rectification measures
Failure dissemination 
and monitoring 
(Failure occurrence, 
progress, resolution)
Situation management
(lead resolution)
Action
guide
Share status of
countermeasures taken
Standard of Major IT Accident
• Accident of severity level 1 exceeding 60 minutes
• Accident that affects the entire group
• Accident to be reported to CEO including customer company
• Accidents with a high occurrence of customer VOC or that are 
reported by the government/related agencies

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
109
Service Quality and Stability
Improving Service Quality
Service Level Agreement (SLA)
•	 The SLA refers to an innovative system that aims to improve service quality and customer satisfaction by identifying and removing 
potential problems in the provision of services.
•	 The SLA is used to measure and manage the service level quantitatively, reflecting the service level and details demanded by customers.
•	 By operating the ‘credit / earn-back’ policy* based on the SLA goals agreed with customers, SK Inc. strives to improve its services and 
enhance stability.
	
* If the quality of services falls short of the SLA goals, SK Inc. pays penalties (credits) to customers and earns back the penalties after improving quality. This 
system is intended to ensure high-quality services.
•	 SLA features are enhanced in accordance with the SLA pricing system, and SK Inc. responds to changes in DT in a timely manner by 
operating services in line with key management points from the customers’ perspective.
SLA Operating Procedure
•	 If the SLA is set based on customer requirements and mutual consultation, SK Inc. can monitor management items and identify 
service quality by utilizing the service level management system.
•	 Key issues are derived from the report after providing services, and the SLA is supplemented continually by conducting monthly 
service evaluation meetings.
Managing the Risks of Service Interruption 
•	 SK Inc. prepares systematically for service interruption risks, such as technical failures, programming errors, cyberattacks, and natural disasters.
•	 The number of failure cases is managed by classifying cases according to the service interruption time. Inevitable interruptions like 
inspection and maintenance are also included in the number of failure cases.
•	 SK Inc. estimates the cost of loss caused by risks and service interruption time by managing detailed risks.
•	 In particular, the service interruption time is managed based on the target troubleshooting time stipulated in the SLA. If a loss occurs, 
penalties are paid in accordance with the SLA.
Establishment 
of SLA
Formation of 
a service level 
management system
Transfer to 
the operating 
organization
Monitoring
Reporting
Provision of service 
Revision of SLA
Feedback
Optimizing the Integrated DT/ITS Operation Process
•	 SK Inc. continually promotes innovation of the service operation process to implement preemptive responses to the changing DT and IT 
infrastructure environments. The ServiceFLOW system is operated to optimize the operation process and integrate DT/ITS management.
The ServiceFLOW system focuses on the ‘connection’ and ‘expansion’ of services.
• Connecting the overall workflow and overcoming severance of the operation process
• Structuring the auxiliary cloud process to connect, expand, and collaborate by means of external cloud
• Flexibly responding to changes in the way of working through diversification of languages and access media
ServiceFLOW System 
User
Customer
Management
Manager
Operator
Expanded
Function
Multi-
language
Timezone
Mobile
1
Process
2
3
Dashboard
MSA
ITS Process
DT Process
Connection
Collaboration process between business partners
Shared Infra Tenant
ZCP Public
Service
desk
Standard
information
Obstacle
Change
Request
SLA
DB
DB
DB
DB
DB
DB
Certification
Security

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
110
Improving Service Quality
Customer Satisfaction Surveys and Responses
•	 SK Inc. has conducted satisfaction surveys on its IT services with end users (customers) since 1999.
	 - Improving service quality by identifying and analyzing customers’ needs and points of dissatisfaction based on the satisfaction survey
•	 In 2022, SK Inc. identified VOCs by conducting an online survey of customers’ IT employees and on-site managers, deriving and 
implementing tasks to improve factors that lower the score. By doing so, SK Inc. will improve its services and implementation capabilities.
Activities to Enhance Customers’ IT/DT Insights
•	 SK Inc. gathers and inputs customers’ insights into IT/DT through active engagement of the ICT Committee, which includes the DT 
Subcommittee, CIO Council, and IT Planning Team Leader Council.
1) DT Subcommittee
•	 A body that executes DT under the ICT Committee, aiming to accelerate the realization of the Financial Story through DT
•	 Suggesting tasks to member companies of the group to realize the Financial Story and providing execution L/H/C, digital technologies, 
and a common DT platform for the group
•	 Forming an organization that can execute DT by aligning the Financial Stories of the 19 member companies
2) CIO Council / IT Planning Team Leader Council
•	 Organizations under the DT Subcommittee comprised of CIOs of affiliated companies and IT planning team leaders
•	 Discussing the acceleration of BM innovation of affiliated companies based on digital transformation and discussing the common 
pending issues of IT/DT
•	 Shared agendas of the DT Subcommittee and conducted expert seminars and collaborative networking activities in 2021
Overview and results of the Customer Satisfaction Index (CSI) survey carried out in 2021
•	 Survey method: Online survey
•	 Survey results
	
① The overall satisfaction score was 72.2 points, slightly lower in comparison to the previous year but maintaining an ‘Excellent’ grade.
	
② Compared to the scores of competitors, SK’s score was 1.9 points higher.
	
③ VOCs related to the contact-free work environment, such as system errors and network speed, increased due to the increase in 
working from home.
VOC Process 
Inspecting implementation and 
taking customer feedback
• Inspecting follow-up status of improvement tasks
• Gathering customer feedback on implementation results
Establishing
an annual VOC plans
• Setting key agendas and key personnel for each company
• Establishing VOC activity plan
Preparing to address
each customer’s feedback
• Monitoring management plan/weekly data, and attendance of service 
evaluation meetings, preliminary meeting with the business team
Listening to VOC/
summarizing results
• Customer interview (centered on CIO/IT Planning Team Manager)
• Summarizing and analyzing interview results
Establishing improvement 
tasks (related organization)
• Reporting/Sharing VOC results (related organization)
• Establishing items for improvement, problems/causes, and tasks
• Composed of the CSO or DT 2.0 executives of 19 member companies
• Composed of the CIO of 17 member companies
ICT Committee
DT Subcommittee
CIO Council
IT Planning Team Leader Council
• Composed of IT leaders of 17 member companies
Service Quality and Stability

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PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
111
ROADMAP
ROADMAP
MUTUAL GROWTH 
AND SUPPLY CHAIN 
Support for Mutual Growth
VER. 1.0 (-2011)
VER. 2.0 (2012-2015)
Introducing/Operating 
voluntary fair trade programs
Practice of fair trade based 
on subcontract compliance
Diversification of 
communication methods
(Creating on/offline communication 
channels for business partners)
Support for recruitment of 
new human resources to 
empower business partners
(SK Group Employment Didimdol, etc.)
Expansion of win-win 
cooperation, by means 
such as cash payment
(subcontractors → all SMEs)
Support for 
DT business outcomes
(expansion from ITS → DT)
Support 
for welfare 
benefits
Fair trade 
and ethical 
management
Support to 
strengthen 
competency
(Education, etc.)
Practice of 
communi-
cation
 (meetings, etc.)
Financial 
support
Technology 
production / 
Support
• Assigning management responsibility at the management 
(C-level) / Board of Directors level to support mutual growth 
with business partners
• Expanding programs to support mutual growth with business 
partners
- Expanding mutual growth programs to business partners of member 
companies
• ESG risk policy/performance/goals of business partners
- Requiring all business partners to mandatorily comply with the ESG risk 
management policy/purchase policy based on international guidelines 
(RBA, UN PRI, etc.)
- Identifying high-risk business partners, establishing improvement plans, 
and disclosing outcomes of improvement
• Creating practical common outcomes in the DT area, etc.
- Equity investment, joint sales, sol. discovery/cooperation, shared 
infrastructures, etc.
- Actively using financial support for collaboration (investment sources, etc.)
• Creating SV by operating programs based on business  
partners’ needs
- Developing programs to improve capabilities of business partners’ employees  
(On-site seminars, AI/cloud-centered practical courses, etc.)
- Strengthening social responsibility, such as technical support/protection, 
welfare benefits, etc.
Win-win practice 
based on authenticity
Expanding win-win 
growth/cooperation
Support for settlement of 
future growth businesses
Creating 
mutual 
outcomes
SV/ESG
SV/ESG
Creating mutual 
outcomes
VER. 3.0 (2016-2020)
VER. 4.0 (2021-2025)
“Building/
Reinforcing trust”
“Executing advanced
win-win growth programs”
“Achieving business 
performance targets and 
enhancing reputation”
“Creating mutual outcomes through SV and ESG”
“Continuous promotion/upgrade” of existing activities

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
112
KEY POINTS
Policy to Support Mutual Growth with Business Partners
•	 SK Inc. operates various support programs by ‘sharing a common awareness among all interested parties’ and 
‘performing the roles of each party’ to practice mutual growth based on trust.
ACHIEVEMENTS
Highest Grade in the Mutual Growth Evaluation
•	 Based on the mutual growth evaluation by the Mutual Growth Committee, SK Inc. acquired the ‘Highest’ grade 
for 7 years in a row since 2014
Outcomes of Mutual Growth Programs
Category
No. of Cases
Gratuitous transfer of patented technology
29 cases
Joint R&D
17 cases
Cases of joint market entry
10 cases
Technical data escrow cases
55 cases
Cases of patent application support
5 cases 
Expanding Support Programs for Business Partners
•	 SK Inc. expanded business partner support programs for five member companies of the group.
Program
No. of Cases
Technology protection and support by the Fair Trade Commission
2 companies, 9 cases
Support through the Mutual Growth Fund
2 companies, 2 cases 
Provision of VLS education programs
3 companies, 89 cases 
Provision of health check-up programs
1 company, 8 cases
•	 SK Inc. has established the ESG system based on “Click ESG,” a comprehensive ESG diagnostic platform 
tailored for business partners.
	 - Diagnosis of ESG level → Establishment of goals/improvement tasks → Provision of guidance → Provision of 
regular report and dashboard
•	 In the interests of cooperation and growth among SMEs and conglomerates, our company operates contracts 
with all business partners as direct contracts (first-tier) without second or third-tier business partners.
MANAGEMENT
•	 The CPO supervises the Mutual Growth Committee, which is held once a month.
Ethical Management Leader
Corporate Finance Leader
Procurement Group Leader
Digital Process Innovation 
Group Leader
Chairperson
Chief Purchase Officer (CPO)
Administrative Secretary
Mutual Growth Leader
“By strengthening long-term competitiveness,”
existing win-win policies and systems are
“switched to the cultural perspective of mutual growth.”
“Common 
awareness”
of mutual growth goals
(CEO’s commitment, 
authenticity, substantiality)
Business
partners
SK
employees
Client 
companies
Mutual growth 
program
MUTUAL GROWTH 
AND SUPPLY CHAIN 
Support for Mutual Growth

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
113
Financial (Fund) Support
•	 Mutual Growth Funds, network loans
	 - By building and operating a system that can secure financial sources needed by business partners at a lower interest rate compared 
to market rates, SK Inc. supports business partners to build a stable management background.
•	 Timely provision of payment
	 - SK Inc. has implemented 100% cash payment of subcontract prices since 2006, allowing business partners to secure cash liquidity 
and plan their financial activities. 
•	 In 2021, SK Inc. provided financial support of about KRW 13.1 billion.
Support for Mutual Growth
Mutual Growth Program
Loan institution
Business 
partners
Redemption 
of loans
Recommendation of loans for 
business partners
Formation of Mutual Growth Fund
Adjustment of loan interest 
using deposit interest
Mutual Growth Fund
• Regular meetings with business 
partners
• Visiting individual business 
partners
• Operating an online grievance 
center
• Based on real voices of business 
partners,
- Improving and strengthening 
existing programs
- Continually developing new 
programs
• Connecting with external 
operators
- Health check-ups, collective 
accident insurances, and mutual 
aid services
• Adhering to the four major 
practices of fair trade
• Using standard subcontracts
• Operating an ethical management 
system
- Strengthening preemptive RM 
ethical management activities
• Operating Mutual Growth Funds and network loans
• Financing investment sources for mutual growth
• Providing development methodologies 
and patented technologies
• Executing joint R&D projects and marketing
• Introducing/Operating a performance 
sharing system
• Operating a technical data  
escrow system
• Support for education and training
- Support for courses by SK Group
- Support for courses by SK Inc.
- Support to avail external IT courses
• Sharing preliminary business information
• Joint market entry
• Support for business consulting
Developing and operating practical programs to help business partners to
“Enhance the competitiveness of SK Inc. and business partners”
MUTUAL GROWTH PROGRAM
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PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
114
Mutual Growth Program
Support for Mutual Growth
Promoting Communication
•	 Regular communication with business partners
	 - SK Inc. secures the groundwork for effective mutual growth by strengthening partnerships based on mutual understanding, and 
implements ‘Mutual Growth Day,’ ‘Business Partner CEO Seminar,’ etc.
•	 Visiting business partners
	 - SK Inc. visits and communicates with CEOs and executives of business partners to resolve difficulties at the hands-on level through collaboration.
•	 Operating online communication channels
	 - SK Inc. has established a procurement information system for business partners to identify real voices of business partners related to 
the topics of collaboration, grievances, and management support and checks the status of responding to their requests.
Technical Support and Protection
•	 Provision of patented technologies of SK Inc.
	 - SK Inc. provides business partners and startups the free rights to use patented technologies, supporting the technical 
commercialization of IT SMEs.
	 - Business partners are expected to start new businesses, develop new solutions, and maximize productivity. SK Inc. expects to share 
profits and secure intellectual property rights through joint patent applications.
•	 Joint R&D and joint market entry
	 - By conducting joint R&D, SK Inc. delivers its technologies and business knowledge to empower business partners.  
→ Business partners are expected to promote R&D based on stable sales and resolve issues related to limited resources and the 
environment. SK Inc. generates outcomes like reduction in the use of resources and shortened lead time for entry into new markets 
through collaboration with professional business partners.
‘2021 Mutual Growth Day,’ declaring ‘Joint ESG Practice’ with business partners
Business 
partners
Conduct of new business
(Sol. use, etc.)
• Joint patents
• Businesses
• Profit sharing
Joint R&D
(New business, sol. product)
Preparation for join market entry
(Global/new market) 
• Use/selling of R&D sol.
• Entry into new markets
•	 Technical data escrow system
	 - SK Inc. removes the risk of leaking source technologies by storing data at a third institution, thereby protecting the core technical data 
of business partners.
•	 SK Inc. guarantees the right to use technical data and ensures the stability of R&D.
Escrow institution
Business 
partners
Issuance of technical data 
when conditions are met
(Issuing conditions agreed upon in advance)
Technical data escrow
Technical data escrow contract
Mutual agreement on technical data escrow
Transfer of patented technologies of SK Inc.
(License agreement/MOU)
• Joint R&D and market entry with business partners
Use of patents 
(To increase productivity and
launch new business, etc.)
Profit sharing 
(Loyalty payment, profit dividend, etc.)
Business partners 
& Startups
Increase in new 
sales/profits

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
115
Support for Education and Training
•	 SK Inc. supports business partners in expanding their management capabilities through the group’s education programs.
•	 Education on outsourcing capability raises the business competitiveness of business partners and drives stabilization of the IT service market.
•	 Education programs tailored according to roles are provided for free.
Major Education Courses
Division
Title of Education
Detailed Programs
Outcome (Persons)
Period
Group
(Mutual 
Growth 
Academy)
CEO Seminar on Mutual Growth Special expert lectures (Management, humanities, history, etc.)
123
Monthly
Mutual Growth E-Learning
100 online courses, in areas such as IT, OA, management ,etc.
870
Year-round
SK Inc.
VLS Online Courses
IT, leadership, data analysis, etc.
728
Year-round
DT (Cloud Application, 
React Programming)
Spring Boot/Kubernetes, building web applications
153
Year-round
VLS Open Course
MES, AI, cloud, digital platform creation, etc.
134
Year-round
Seminars for
Business Partners’ CEOs
Special expert lectures (Management, humanities, history, etc.)
15
November
Professional External Courses
Multicampus, Korea Productivity Center, STA, Convergent 
Lifelong Education Institute, Fast Campus, etc.
16
Year-round
•	 Enhancing the service quality of business partners
	 - Supporting technical learning and certifications necessary for efficient use of Microsoft and Azure services
	 - Providing CloudZ service education for 100 employees of 48 critical suppliers to enhance cloud competitiveness of business partners
	 - Supporting improvement of business performance and service quality by enhancing the technical capability of business partners’ 
employees through joint participation in the Expert Cloud App Modernization Factory Course
Sharing Welfare Benefit Systems
•	 SK Inc. supports the safety and health of business partners by providing collective accident insurance, health check-ups, mutual aid 
services, and EAP counseling (Vitamin Day). 
	 - SK Inc. pursues stakeholders’ happiness by allowing their employees to receive the same welfare benefits as SK employees.
Fair Trading, Ethical Management
•	 Fair trading: Strengthening the base to practice mutual growth by introducing and operating the four guidelines stipulated by the Fair 
Trade Commission
•	 Ethical management: Strengthening compliance with the principles of ethical management by operating ethical regulations and related 
practice guidelines
•	 Using standard subcontracts: Respecting the physical and intellectual property rights of business partners
Business Support 
•	 By sharing information about business opportunities in advance, SK Inc. supports business partners in securing necessary human 
resources and improving productivity through stable operations.
	 - Business partners can secure outstanding human resources by extending lead time, and SK Inc. boosts delivery competitiveness 
using pre-project education.
SK employees
Employees of 
business partners
• Selecting service institution
• Finalizing service conditions
Using same 
services
Collective 
accident 
insurances
Health 
check-ups, 
counseling
Mutual aid 
services
PM
Finding/Sharing 
business 
opportunities
Application for 
bidding
Assigning existing 
workers and 
planning
Sourcing 
new workers
Sharing business opportunities 
through system
Business 
partners
Buyer
Empowering 
individuals 
based on the annual 
education plan
Managers
Developers
New employees
Mutual 
Growth MBA
E-learning
E-learning
Collective education
Collective 
education
CEO Seminar
Mutual Growth Program
Support for Mutual Growth

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
116
Managing the Supply Chain
Support for Mutual Growth
Status of Supply Chain Management
•	 Through about 1,399 business partners at home and abroad, SK Inc. purchases various products like HW, SW, PC, and electronic 
consumables and outsourced labor for system development, maintenance, and consulting.
•	 When conducting overseas businesses, SK Inc. adheres to the local purchasing policy to develop the production area and make social 
contributions.
Purchase Status of Domestic and Overseas Supply Chains	
	
(Unit: KRW 100 million)
Division
2019
2020
2021
HW/SW
Total 
4,625
1,621
2,331
South Korea
4,566
1,559
2,182
South Korea (Seoul)
3,908
1,353
1,822
South Korea (region)
658
205
361
Overseas
59
62
149
Outsourcing
Total 
6,360
5,922
6,490
South Korea
6,279
5,837
6,391
Overseas
81
85
99
Selecting and Managing Business Partners
•	 Business partners are evaluated periodically to select a small number of business partners based on the reinforced standards. The 
periodic evaluation is performed once a year according to fair standards, and business partners’ grades are reassigned according to the 
evaluation results.
    * Criteria for periodic business partner evaluation: Business capability (Trading outcomes/business outcomes, business execution, number of employees, 
etc.), level of partnership with SK Inc., degree of support for external businesses, sustainable management, and ESG diagnosis
•	 Critical suppliers are selected by evaluating the number of business projects/transactions conducted with SK Inc. during the previous year, 
possession of superior/irreplaceable technologies for a specific business (Business evaluation, certification, etc.), and impact on SK Inc.
•	 The critical supplier grading system is divided into Superior S, Superior, and General grades, and different incentives are provided 
according to grade.
Critical Supplier Basic Requirements
Current Status of Critical Suppliers by Type and Grade
Division
Total
General
Superior
Superior S
Product purchase
150
131
19
-
Outsourcing purchase
106
-
64
42
DT
80
80
-
-
Total
336
211
83
42
Mutual growth targets among business partners
46
11
12
23
• Business partners that do not meet the qualifications for critical suppliers currently but can possibly become 
critical suppliers in the future
Business 
partners
Regular evaluation 
of business 
partners
80 Points
65 Points
DT
Business Partner
Business Partner
Business Partner
Superior S
Superior
Out-
sourcing
Product
Superior
General
General
Critical 
suppliers
Out
sourcing
Superior S
•	 Business partners that have excellent BP evaluation results and partnerships with 
SK Inc. and that demonstrate outstanding capabilities
Superior
•	 Business partners that possess a certain level of market competitiveness and 
financial soundness, and that are necessary for the company’s business operations
Product
Superior
•	 Business partners that have excellent BP evaluation results and partnerships with 
SK Inc. and that demonstrate outstanding capabilities
General
•	 Business partners that possess a certain level of market competitiveness and 
financial soundness, and that are necessary for the company’s business operations
DT
General
•	 Business partners that possess a certain level of market competitiveness and 
financial soundness, and that are necessary for the company’s business operations

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
117
ROADMAP
MUTUAL  
GROWTH AND 
SUPPLY CHAIN 
ESG SUPPORT SYSTEM FOR  
BUSINESS PARTNERS
ROADMAP
Enhancing business partners’ management of ESG risks
Enhancing the ESG level of
business partners
Reinforcing the ESG practices of 
business partners
Mandatory ESG diagnosis of
all business partners
Goals
2022
2023
2025
• Forming a consensus on ESG among business partners
• Establishing methods of raising the ESG level
• Supporting preliminary ESG diagnosis, in-depth diagnosis  
and consulting for high-risk business partners
• Performing in-depth ESG diagnosis on critical suppliers 
(100%)
• Supporting regular education for persons in charge of 
business partners’ ESG department and consulting on 
improvement of ESG performance
• Performing in-depth ESG diagnosis on all business 
partners (100%)
• Generating outcomes of ESG improvement consulting for 
business partners
	 - ESG score of business partners raised  
by 10% compared to the previous year
Action 
Plan
KEY POINTS
Green Purchase
•	 Based on the purchase regulations, SK Inc. strives to eliminate environmental risk factors in advance during 
the purchase of raw and side materials and tools.
•	 Unless there is a special reason, SK Inc. prioritizes the purchase of eco-friendly products that can save 
resources and reduce environmental pollution compared to other products/services for the same use.
Policy to Support ESG Practice of Business Partners
•	 SK Inc. reestablished its ESG risk management policy in accordance with the Code of Conduct, which is 
based on international guidelines (RBA, UN PRI, etc.) in 2022. The Code of Conduct comprises guidelines 
for the core management areas that reflect the characteristics of the IT industry. All business partners are 
obliged to sign the policy.
•	 ESG risks are diagnosed and monitored while the evaluation indicators/diagnosis methods/cycles may vary 
based on the classification of business partners (Regular and non-regular).
•	 SK Inc. establishes and supports measures to enhance the ESG level of business partners, such as education 
and consulting, by reflecting the preliminary ESG diagnosis and the need for support programs.
•	 SK Inc. continues to improve business partners’ ESG performance by identifying and monitoring their current 
ESG levels.
ACHIEVEMENTS
Diagnosing the ESG Risks of Business Partners
•	 ESG diagnoses and evaluations were entirely updated in 2021, and 491 business partners underwent 
diagnosis using the renewed system. Among them, 92 business partners (19%) were found to have high ESG 
risks.
•	 SK Inc. conducts activities to minimize risks for high-risk business partners, thereby minimizing the overall 
risk in the supply chain.
Monitoring the Purchase Status of Excellent ESG Companies
Year
2018
2019
2020
2021
Ratio (%)
55
56
59
56
* Total purchase: Product purchase + outsourcing purchase

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
118
ESG Support System for Business Partners
ESG Practice Support System for Business Partners
ESG Practice Guidelines for Business Partners
•	In 2017, SK Inc. established the Code of Conduct comprising four areas, including human rights and labor, safety and health, eco-
friendliness, and ethical management, and made compliance mandatory for business partners. The Code of Conduct was reestablished 
in 2022 according to international guidelines (RBA, UN PRI, etc.).
•	The Code of Conduct is disclosed through the Procurement Information System. (https://procurement.skcc.com/hdk/bbs/noticeView.do)
•	SK Inc. restricts transactions with business partners that violate the Code of Conduct. ESG risks of the entire supply chain are prevented 
by conducting regular evaluations on the ESG levels of business partners. 
ESG Practice Support Process for Business Partners
•	SK Inc. has created a systematic process for business partners to practice ESG, which comprises evaluation, feedback, improvement 
plan, support, and follow-up management.
•	By reflecting the results of sustainable management evaluation on the regular evaluation to select business partners every year, SK Inc. 
encourages business partners to raise the level of sustainable management practices. 
Diagnosing the ESG standard of Business Partners
•	SK Inc. promotes activities to form a consensus about the importance of ESG among business partners. By diagnosing the ESG 
performance of business partners, methods for enhancing ESG levels were updated in 2022.
•	SK Inc. performs preliminary ESG diagnosis on business partners. The diagnosis comprises 70 questions in the environment/society/
governance areas based on key ESG indicators, the Code of Conduct for business partners, ISO, RBA, and external evaluations.
•	SK Inc. measures the ESG standards of business partners, monitors the purpose of supporting improvement activities, and identifies 
business partners’ needs for support programs through online surveys.
List of ESG Diagnosis Criteria for Business Partners
Division
Management Criteria
Evaluation Details
Environment
Environmental 
management
Did your company establish goals for core areas of environmental management?
Eco-friendly products
Is your company conducting development/research to expand the lineup of eco-friendly products and services?
Greenhouse gas 
emissions
Does your company measure greenhouse gas emissions (scope 1, 2)?
…
…
Society
Management of
social goals
Has your company established socially responsible management goals?
Human rights
Does your company provide labor contracts to employees using a language that employees (locals/foreigners) can 
understand?
Labor
Has your company established a policy that guarantees freedom of association?
…
…
Governance
Disclosure of 
information
Does your company disclose its business activities and outcomes?
Ethical management
Does your company have ethical management policies in place (prohibition of bribery, corruption, extortion, 
embezzlement, etc.)?
Management system
Does your company have regulations to identify and evaluate ESG risks?
…
…
Procurement Information System of SK Inc.
Code of Conduct for Business Partners
Development of  
assessment items for 
supply chain risks
Preliminary 
 ESG diagnosis on  
business partners
Review of  
assessment
outcome
In-depth diagnosis  
(due diligence) and 
identification of needs
Development of 
improvement plans and 
monitoring
• Human rights & labor
• Safety and Health
• Eco-friendliness
• Ethical management
• Management  system
• Cycle: Once a year /  
as frequently as needed
• Method: Self-diagnosis
• Targets: All business 
partners
• Selection of business 
partners with high risk
• Cycle: Year-round
• Method: Online due 
diligence, visit, meetings, 
etc. Identification of risks/
needs
• Targets: High risk areas and 
all business partners
• Development of 
improvement plan
• Support for improvement 
activities (education and 
consulting)

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
119
ESG Practice Support System for Business Partners
ESG Support System for Business Partners
ESG Key Performance Indicators (KPIs) for Business Partners
•	SK Inc. manages the ESG KPIs of its business partners and supply chains as follows, aiming to reach the targets by 2025.
Item
Target
-2022
2023
2025
Ratio of business 
partners that 
signed the Code of 
Conduct
•	 100%
•	 100%
•	 100%
Ratio of business 
partners evaluated 
on ESG
•	 Reestablished the regular/non-regular 
diagnosis system
•	 100%
•	 100%
Expansion of 
in-depth ESG 
diagnosis for 
business partners
•	 Conducted in-depth ESG diagnosis  for 
high-risk business partners (100%)
•	 Conducting in-depth ESG diagnosis for 
critical suppliers (100%)
•	 Conducting in-depth ESG diagnosis for 
all business partners (100%) 
Selection of critical 
suppliers based on 
ESG diagnosis
•	 Granted bonus points during the 
periodic evaluation
•	 Official evaluation items applied during 
the periodic evaluation
•	 Granting scores to business partners  
that receive a certain level
Environmental 
management 
throughout the 
supply chain
•	 Demand/analysis/guidance related to 
environmental data
•	 Supported eco-friendly purchase policy 
(Environmental evaluation of suppliers 
when bidding for product purchase) 
•	 Statement of climate change response 
efforts in the ESG Code of Conduct and 
standard contracts for business partners
•	 Over 50% of suppliers* disclosing their 
response to climate change 
(CDP Climate Change)
	 * Suppliers with a purchase rate of 75% or 
higher
•	 Disclosing climate change response 
activities of more than 70% of suppliers 
(CDP Climate Change)
•	 Over 50% of suppliers with SBTi 
commitments
Rate of transition 
from business 
partners with  
high ESG risks  
→ medium risks
•	 70% for critical suppliers
•	 Selecting high-risk business partners through annual ESG diagnosis to increase 
the rate of transition
ESG Diagnosis Results of Business Partners
•	In the past three years, SK Inc. has evaluated the sustainable ESG performance of all business partners (100%). The ESG diagnosis 
system was entirely rearranged in 2021, and 491 business partners were diagnosed based on the changed evaluation system in 2022. 
Among them, 19% showed high ESG risks.
	
* Overall results of all business partners were classified into three risk levels.
	
   - High risk (0-30 points) 19%, medium risk (31-69 points) 57%, low risk (70-100 points) 24%
•	The compliance rates were high for the society and governance areas (humane treatment, prohibition of discrimination and bullying, 
working hours, wages and welfare benefits, fostering of human resources, fair trading, anti-corruption, etc.).
•	The compliance rates were low for the environment area (development of eco-friendly technology, greenhouse gas emissions, use of 
renewable energy, emissions of air pollutants, water management, waste management, etc.).
 → Direction of support according to the results of diagnosis
•	In particular, SK Inc. provided intensive support for high-risk business partners through separate due diligence and consulting, 
performed continual monitoring, and established and implemented methods of improving all risks.
Support Programs to Improve the ESG performance of Business Partners
Division
Description
Targets
Education
•	 [Management] ESG seminars (Lectures, debates, etc.)
•	 [Hands-on workers] Basic and in-depth ESG courses
•	 ESG practice education (On topics such as environment, human rights, ethics, information protection)
All business  
partners
Guidance
•	 Information on ESG promotion trends (Policy, market trends, etc.)
•	 Self-diagnostic checklist (Linked to the ESG operation model)
•	 Support for ESG policy (Samples like regulations, etc.)
All business  
partners
Consulting
•	 Online due diligence (Using the ESG diagnosis platform)
	 → Establishment and implementation of improvement plans (Site visit, detailed guidance, etc.)
•	 ESG Q&A, ESG meetings (Listening to issues/concerns, detailed guide, etc.)
High-risk business 
partners
Others
•	 Review of incentives for business partners with excellent ESG performance
	 → Inclusion of periodic evaluation items and increased importance of stepwise scoring
•	 Support for certification by external ESG evaluation bodies (reviewed after 2023)
All business  
partners
•	Continual education on the concept/necessity of ESG
•	Specific guidance on improvement/implementation points in each area
•	Tailored consulting based on the characteristics of each business partner

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
120
ROADMAP
ROADMAP
KEY POINTS
•	 By communicating with regional and civil societies, SK Inc. strives to resolve social problems using ICT. 
Employees participate actively in social activities in pursuit of stakeholders’ happiness.
•	 SK Inc. established three directions for social contribution, including ‘growth with local community,’ ‘support 
for independence/growth of the disabled,’ and ‘dissemination of social values.’ Social problems are solved and 
social values are maximized by encouraging employees to participate in social contributions based on  
the core capabilities of SK Inc., such as ICT/DT.
•	 Communicating with local communities
	 - SK Inc. regularly communicates with major stakeholders to resolve various problems experienced by local 
communities, finding and providing support for urgent pending issues and blind spots that need a helping hand.
	 - SK Inc. strengthens its communication with local communities through cooperation and partnerships with 
local public-private councils (local guarantee councils, etc.), institutions/organizations (volunteer centers, 
council for sustainable development, etc.), and various social enterprises.
•	 Major Outcomes of Social Contribution Activities in 2021
Division
Outcome
Details
Participants
1,580 persons
Pro Bono (493), Happy IT Scholarship (531)Haenggarae Donation for Socially Vulnerable (413), 
Blood Donation (103), Anna’s House (40)
Beneficiaries
235 persons
SIAT (51), DDA (29), Open SIAT (68), Career Up (49) Happy IT Scholarship (38) 
Beneficiary 
organizations/
Companies
176 companies
Cloud Service (92), Pro Bono Beneficiary SE (56) SIAT Employment Company (28)
ACHIEVEMENTS
SOCIAL 
CONTRIBUTION – 
SUPPORT FOR LOCAL COMMUNITIES
•	 Strengthening communication through participation of local community 
councils (Public/private partnership) 
- Local community councils (Involving local government, heads of welfare 
institutions)
•	 Improving program impact using cooperation models based on 
successful cases 
- Haenggarae: Developing cooperation models to practice UN SDGs with 
regional offices of education, councils for sustainable development, and 
schools
Outcomes and Goals of Social Value Measurement
(Unit: KRW million)
Growth with local community
11,924
2021
13,945
2022
751
723
Dissemination of  
social values based on ICT
589
742
Total
13,264
15,410
16,794
2025
729
1,052
18,575
19,182
2030
845
1,220
21,247
* Social contribution programs are measured based on their outcomes, such as employment criteria. In cases where it is difficult to measure 
outcomes for volunteer activities and donations, they are measured by the input expense.
Increasing participation of employees
(Participation of employees  
increased by over 10% every year)
•	 Expanding employee participation policy and revitalizing participatory 
campaigns 
- Acknowledging time spent for Pro Bono and volunteer work as working 
hours and providing activity expenses
	 - Increasing rewards for participation (Haenggarae)
Expanding cooperation with  
stakeholders (Local communities)
(Securing at least 5 stakeholder cooperation 
models every year)
Finding/Applying solutions to  
spread social values
(securing at least 5 SV creating solutions
by 2025)
•	 Finding/Applying solutions to support socially vulnerable classes based 
on ICT 
- Improving access to information about the disabled using AI and 
creating jobs for socially vulnerable classes
•	 Sharing social values using AI, blockchain, and big data 
- Expanding social values and promoting shared growth in cooperation 
with SEs and social ventures
“Creating a happy society for all”
1. Growth with local communities
• Mutual cooperation with local SMEs  
(Sharing/opening ICT infrastructures, etc.)
• Support to resolve pending issues of local 
communities and sharing activities  
(Support for growth of socially neglected classes, 
volunteer activities, etc.)
3. Dissemination of social values based on ICT
• Development/Dissemination of social problem-
solving solutions based on ICT  
(Haenggarae app, Speech Catch, etc.)
• Support for SE growth through competency and talent 
donation activities by employees (Pro Bono, etc.)     
2. Support for the independence/ 
growth of the disabled
• Projects for fostering and employing the disabled in 
professional jobs (SIAT)  
• Support to foster IT experts  
(Scholarship formed by employees, etc.)
Applying ICT
Participation  
of employees
+
Solving social problems and maximizing 
the creation of social value
Communicating with regional and  
civil societies
(Social Pain Point & Needs)
Support for independence/ 
growth of the disabled

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
121
Support for Local Communities
Major Activities for Each Direction of Social Contribution
Selecting Three Directions and Measuring Outcomes of Social Contribution linked to the UN SDGs
Growth with Local Communities
SK Inc. and its employees make various efforts to fulfill responsibilities and roles 
as members of the local community. To do so, SK Inc. promotes shared activities 
with SMEs in the local community and happiness-sharing activities for socially 
vulnerable groups.
Opening and Sharing ICT Infrastructure
• Providing free cloud services to startups and SMEs
Provided KRW 1.75 billion to 92 companies in 2021
Supporting the Growth of Socially Disadvantaged Groups
• Digital Dream Academy (DDA) Project: 
Education on startup and reemployment for women who 
had to discontinue their career
DDA completed by 29 persons, and 10 persons had 
success with finding employment/starting a business
Strengthening Social Safety Nets for Local Communities
• Supporting free meals for local communities
Warm contact project sharing meals (KRW 127 million)
Meal support for underfed children (KRW 50 million)
• Blood donation campaign conducted by employees to  
resolve national blood shortage
• Sharing kimchi and supporting heating expenses to  
assist socially vulnerable classes
9.c
Increasing access to ICT and universal access to the Internet
8.5  
Creating good jobs
1  
End to poverty
Support for Independence/Growth of the Disabled
Training ICT Experts and Supporting Employment
• Smart IT Advanced Training (SIAT), a project to strengthen 
job competitiveness by training ICT experts and supporting 
employment of the disabled
Completed by 51 persons and employment found by 
48 persons in 2021
Happy IT Scholarship Project with Employees
• Happy IT Scholarship Project: Supporting schooling of disabled students
531 employees, 38 beneficiary students, and total scholarship of  
KRW 92 million in 2021
Supporting SE* for Independence of Disabled IT Workers
• Exemplary IT company employing the disabled
- Supporting ‘Happy ICT Foundation’ business 
27 disabled persons employed in 2021 (39%)
* Social Enterprise (SE)
Among various social issues, SK Inc. pays attention to the quality of life of the 
disabled. While facilitating the independence/growth of the disabled by working 
with employees, SK Inc. continues to develop sustainable support programs for the 
disabled.
8.5
Creating good jobs
4.3  
Guarantee of access to tertiary education, 
such as technical and vocational education
8.5  
Creating good jobs
Dissemination of Social Values
12.  
Sustainable consumption and production
9.c  
Increasing access to ICT and universal access to the Internet
8.3  
Good jobs and economic growth
Participating in and Practicing Social Values
• Haenggarae: A participatory platform to solve social problems
Applied to 17 companies/institutions, involving 1,400 participants
Creating Social Values Using Digital Technology
• Workwiz: An ICT employment portal for the middle-aged
• Speech Catch: A subtitle service for online lectures based on AI
45 persons in 2021, and a total of 4000 hours provided
Supporting the SE Ecosystem
• Impact investments
Invested KRW 4 billion in 2021
• Pro Bono based on employees’ capabilities (Talent donation)
493 participants and 56 SEs supported in 2021
Stakeholders of SK Inc. pursue active use of ICT to solve social issues that are 
becoming increasingly complex. SK Inc. expands and spreads social values using 
ICT capabilities of the company and employees and strives to attain the UN SDGs.

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Haenggarae  ※ Haenggarae: ‘Adding Happiness for Tomorrow’
•	 Haenggarae is an app service specialized in understanding/solving social problems that 
form the basis of ESG. This app induces employees to empathize with and internalize ESG.
•	 Users can solve social problems in everyday life using this convenient app, make a habit of 
practicing ESG through effective motivations like rewards, and measure/share social values 
created based on data.
•	 In cooperation with various stakeholders such as regional councils for sustainable 
development, Community Chest, and educational institutions, SK Inc. participates in and 
practices social value activities, including reduction of plastics, air pollutants/GHG and 
wastes; blood donations; and volunteer activities.
Creating Social Values Using Digital Technology
•	 Speech Catch: Developing a subtitle system based on AI voice recognition to increase 
access to information for the disabled, providing text message translation services for the 
disabled, and supporting subtitle services for online lectures targeting disabled public 
officers and teachers
•	 Workwiz Portal: Developing/Launching a platform to assist employment of middle-aged 
persons, offering employment coaching services, and providing information
Pro Bono
•	 Pro Bono supports the growth of social enterprises by donating the IT talents of employees.
•	 SK Inc. plans, designs, and operates IT systems, manages information protection, and 
provides advisory on AI, big data, DT, marketing, and laws.
Support for Local Communities
Major Social Contribution Activities Based on ICT
Growth with local community
Strengthening Social Safety Nets for Local Communities
•	 In 2021, the SK Group jointly participated in the Happy Alliance Campaign for underfed 
children.    * Provided lunch boxes and Christmas gifts to 10,000 underfed children
•	 The Warm Contact Project was promoted in 2021 to offer free meals daily for three months 
to 1,535 elders who live alone. Employees volunteered to provide meals at ‘Anna’s House’ in 
Seongnam and donated clothes for the winter.
•	 In 2021, SK Inc. sponsored a matching grant for heating expenses of socially disadvantaged 
groups. Employees donated Haenggarae points, and the company donated the same 
amount to sponsor heating expenses, heating supplies, and facility maintenance for the 
socially disadvantaged.
•	 In February 2022, SK Inc. participated in the Life Sharing Blood Donation Campaign (103 
persons) and donated donor cards (133 cards) to the Korea Childhood Leukemia Foundation 
to help children with leukemia
Free Cloud Service
•	 SK Inc. signed an “Agreement on Win-win Cooperation Cloud Service Project with 
Conglomerates and SMEs in Gyeonggi-do Province,” by which free cloud services are 
offered to SMEs in Gyeonggi-do Province and local communities.
•	 Free cloud expert training and Management Service Provider (MSP) service are provided to 
CloudZ business partners. 
Division
2019
2020
2021
Participating companies
16 companies
78 companies
92 companies
Service support
KRW 0.99 billion
KRW 1.68 billion
KRW 1.75 billion
Digital Dream Academy (DDA) 
•	 In collaboration with the local government of Gyeonggi-do Province and a social enterprise 
named Sangsang Woori, SK Inc. provides IT education and job-seeking counseling services 
to vulnerable classes in the local community (women who had to discontinue their career to 
manage childcare responsibilities) and conducts DDA as a startup/employment 
Division
2019
2020
2021
Number of persons that 
completed counseling
22 persons
64 persons
29 persons
Social entry  
(employment/startup)
8 persons 
16 persons 
10 persons 
Smart IT Advanced Training (SIAT)
•	 SK Inc. has been operating ‘SIAT,’ a training program to foster ICT experts and support 
employment of the disabled, in cooperation with the Korea Employment Agency for the 
Disabled since 2017.
•	 SK Inc. provides assistance with ICT job training, in areas including big data, SW development, 
information security, web design, and IT office service, to disabled high school and university 
graduates.
•	 SK Inc. forms ‘Seed Alliance’ with participating companies every year, providing employment 
opportunities to help the disabled engage in society.
Division
2017
2018
2019
2020
2021
Employed
(graduates)
19 persons
(23 persons)
18 persons
(21 persons)
21 persons
(23 persons)
32 persons
(36 persons)
48 persons
(51 persons)
Participating companies
13 
companies
9 
companies
8 
companies
14 
companies
28 
companies
•	 IT education (Open SIAT Mate) for undergraduates in 2021: 68 participants
•	 IT education (SIAT Career Up) for disabled workers in 2021: 49 participants
Happy IT Scholarship
•	 This one and only scholarship system for disabled students in South Korea has been 
operated since 2005 using voluntary donations from employees.
•	 A total fund of KRW 1.41 billion has been raised as of March 2022, sponsoring 933 socially 
disadvantaged students to help them pursue their dreams and hopes.
•	 In 2021, SK Inc. offered a total scholarship of KRW 92.93 million to 38 disabled students and 
provided career counseling and mentoring by employees.
	
(Unit : KRW thousand )
Division
2018
2019
2020
2021
Scholarship
94,614
93,950
92,207
92,293
Recipients
52 persons
49 persons
37 persons
38 persons
Supporting an Exemplary ICT Company for the Disabled
•	 In 2011, SK Inc. founded and supported the management of the Happy ICT Foundation (an 
exemplary company for the disabled, social enterprise) for the purpose of supporting public 
IT businesses.
•	 SK Inc. assists the disabled in becoming IT experts by creating quality jobs, provides IT 
services to social enterprises, and offers IT services for the public good, such as the Smart 
Local Food Project.
14,000 
registered 
members
17 companies 
and institutions (Including 5 schools)
Creating a value of 
KRW 1.25 billion
* As of March 2022
Support for independence/growth of the disabled
Dissemination of social values
493 participants, 2,371 hours, and 56 SEs supported in 2021

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
123
SOCIAL 
CONTRIBUTION – 
SUPPORT FOR THE SE 
1) ECOSYSTEM
2) Growth Stage: Venture companies are classified into early, growth, and late stages. In the growth stage, companies generally establish their business 
models, improve KPIs, and form valuations based on financial statements.
1) SE : Social Enterprise
3) Evaluation of Impact Investments
•	 SV perspective: Demonstration of a virtuous cycle where solutions to social problems lead to business 
growth
•	 EV perspective: Demonstration of sustainability from a sales and business standpoint
ROADMAP
Financial feasibility verified (after Growth Stage)
SV
EV
+
Balanced social venture
Technology based SV creation potential possessed.
Investment 
Scale
Direction
Setting an impact investment pool with 
a cumulative scale of KRW 50 billion
(KRW 2 billion per case)
Finding social ventures
that have clear objectives
and capabilities to
solve social problems
Revitalizing the impact
investment ecosystem by
finding social ventures
and supporting their growth
2020
Company-wide
supervision
2021
By investment
center
2022-
Engagement within 
the investment portfolio
2020
2021
2022
2023-2025
KRW 50 billion
KRW 9.6 billion
KRW 5.6 billion
KRW 20 billion
(2022 target)
Impact Investment Policy
1) Impact Investment
•	 Impact investment is a method of investment intended to produce profits and solve social problems at  
the same time.
•	 As an investment specialist, SK Inc. concurrently pursues EV and SV through impact investment by 
supporting social ventures that are at the forefront of solving social problems.
•	 SK Inc. focuses on the social finance ecosystem and value-up support for investment social ventures, 
approaching impact investment from the perspective of mid- to long-term value investment in  
new growth areas.
2) Targets and Methods of Impact Investment
•	 Targets of impact investment include social ventures with technologies and SV potential, associated with 
the four major investment areas of the financial story.
•	 Pursuit of direct fund investment from a mid- to long-term perspective
•	 While verifying the financial possibilities of social ventures by executing investments in the Growth Stage
2), 
SK Inc. strives to overcome the limitations of domestic impact investments that lack scale-up support.
Cumulative 
scale
KRW 50
billion total

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
124
Mission	 Target removal of the gap between the world's educationally 
underprivileged class
Biz	
Developing / Selling digital learning solutions for infants
Mission	 To provide equal opportunity for everyone based on inclusive 
employment
Biz	
Data collection / refining / processing for software QA and AI learning
Mission	 To reduce waste and carbon emissions by developing sustainable 
packaging material solutions
Biz	
Developing and selling reusable (eco-friendly) and smart packaging 
materials 
Mission	 Pursuing technology development for people with disability and the 
elderly with weak mobility rights
Biz	
Development / sale of wheelchair power assisting products
Mission	 Improving human health and quality of life based on foreign substance 
detection technology
Biz	
Development of pollution (fine substances, bacteria) measurement sensor
3.6billion
2.0billion
3.0billion
2.0billion
2.0billion
Support for the SE Ecosystem
Executing Impact Investments and Managing Performance
Impact Investment Activities
•	SK Inc. has been operating ‘Deep Impact Day,’ an impact investment program that involves the participation of employees (2020–2021).
	 - Scale-up and value-up opportunities are provided to participating social ventures, and employees are encouraged to understand the 
need for social problem-solving and recognize the ‘new paradigm of entrepreneurship.’
	 - Carried out with the ‘one center-one impact’ concept in 2021 to support 40 social ventures, with final impact investment targets 
selected by reviewing investments with employees
•	After establishing the target areas that accord with social problem-solving through investments by each investment center in 2022,  
SK Inc. revised the process to find and review social ventures throughout the year.
	 - Reviewing the feasibility of impact investment using the same process as ordinary investments (Reviewed by the company’s 
Investment Committee)
•	 With the goal of supporting the SE ecosystem, SK Inc. operates SK Pro Bono, a project to nurture the ecosystem of SEs and social ventures,  
based on the professional capabilities of employees.
•	 In 2021, SK Inc. provided the practical assistance needed for the growth of 56 SEs, by measures such as system diagnosis,  
UI/UX improvement, and development of suitable business models.
•	 In July 2021, SK Inc. held a growth workshop for SEs in cooperation with the Korea Social Enterprise Promotion Agency.  
This workshop involved 27 SEs and was followed by 200 SK Pro Bono members.
	 → As a result, SK Inc. has achieved practical outcomes, such as Dutch Store* being selected as a Sharing Economic Enterprise  
by the Seoul Metropolitan Government in 2022 
* A sharing platform for small business owners to specify business models and create proposals
Supporting the SE Ecosystem through Pro Bono
Impact Investment Performance
•	SK Inc. invested KRW 12.6 billion between 2020 and May 2022.
Impact Investment Program
2020
2021
2022

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
125
Benefit from reduced
carbon emissions (A)
Benefit from reduced
social expenses (B)
+
Reduction of air pollution costs based on 
reduced carbon emissions
Reduction of social expenses from 
improved health and resource saving, 
donations, etc.
Without active involvement from members of society, it is difficult to solve social problems solely through the efforts of a single entity 
(government, NGO, company, school, etc.). In particular, if small social problem-solving practices by individuals can lead to bigger interest 
and attention, companies and organizations can drive consensus and participation in ESG management, social values, and CSR activities 
more easily. Accordingly, SK Inc. planned and developed Haenggarae with the aim of ‘adding happiness for tomorrow’ and creating  
a sustainable society by gathering the healthy thoughts and actions of individuals.
Primary Features of the Haenggarae App Service
Recording/Measuring SV Practice
•	 Practicing and recording various social 
problem-solving activities in everyday 
life (About 20 activities, such as mug, stair, 
walking, public transportation, etc.)
•	 Creating social values that can be 
assessed by objective measurement 
indicators (Reducing carbon emissions 
and turning social values into currency 
values)
* Supporting activities tailored according to 
individuals and organizations’ environment
* Supporting recording methods using QR/NFC  
on app, photo authentication, and admin input
SV Points/Rewards
•	 Providing rewards (SVC) based on 
blockchain technologies according to the 
participation of individuals
•	 Use of rewards in other forms of social 
values, such as donations, social buy, etc.
Provision of Fun Factors and Learning
•	 Activity rank/level: Well-intended 
competition among users and 
acknowledgment factor
•	 Stamp: Sense of accomplishment for 
practicing activities and attaining goals 
•	 Challenge: Provision of accomplishment 
and enjoyment through games/missions
•	 Buddy: Comparing ranks with coworkers 
and nearby users, invitation to games/
missions, sending gifts, etc.
•	 Providing educational videos, columns, 
news, and terminologies related to ESG/SV
•	 Quiz, quick poll: Supporting individual 
understanding of social values and 
examining awareness
Purchase of 
products in the 
in-house cafe/
cafeteria
Conversion of 
mileage points 
on SE shopping 
malls
Sending gifts 
among users
Donations
Purchase of products made  
by social enterprises
Haenggarae is a mobile app that works to build a better tomorrow with social value activities by sharing easy social problem-solving 
activities in everyday life and helping users practice these activities through motivation and a sense of enjoyment.
Attending 
work
Movement 
between floors
Morning 
coffee
Lunch
Meetings 
and Reports
Use of 
restroom
Cleaning 
garbage
Collaboration
Social 
contribution
Leaving  
work/home
- Riding bicycles, 
walking, or 
using public 
transportation
- Carpooling
- Paperless 
reports and 
meetings
- Double-sided 
printing and 
photocopying
- Not drinking 
mineral water
- Not leaving 
leftovers
- Low-carbon 
diet
- Donation menu
- Recycling 
resources
- Collecting ice 
packs and 
waste batteries
- Donating talents  
(Pro Bono)
- Volunteer 
activities
- Participating in 
blood donation
- Not using 
disposable cups
- Using stairs
- Saving water
- Saving tissue 
(Air dryer)
- Suggesting  
SV ideas
- Sending thank-
you emails
- Saving air 
conditioning and 
heating energy
- Turning PC and 
lights off
- Riding bicycles, 
walking, or 
using public 
transportation
- Good 
consumption/
donation
Social Problem-solving Activities Practiced in Everyday Life through Haenggarae
Measuring Social Values Through Haenggarae
In the ESG management environment, the measurement and management of social values serve as activities that demonstrate proactive 
responses to stakeholders, as well as organizational innovation and differentiation. They are becoming increasingly important.
Practice Activity
Haenggarae Total
Number of Times 
(10,000 steps/time)
(A)
(B)
Total SV
(KRW 1,000)
Carbon Reduction
(kg)
Currency Value
(KRW 1,000)
Currency Value
(KRW 1,000)
Health walking
416,026
765,487
32,457
228,814
261,271
Use of stairs
2,327,175
24,674
1,046
17,574
18,620
Blood donation
1,167
-
-
117,272
117,272
Mug/tumbler
613,536
6,749
285
95,466
95,752
Meals without leftovers
161,026
24,556
1,041
55,554
56,595
Double-sided printing
3,932
57
2
197
199
Public transportation/ 
carpool
45,389
248,732
10,546
159,951
170,497
Health bicycles
1,882
1,054
45
1,108
1,153
Separate collection/
plogging
593,159
142,951
6,061
-
6,061
Use of shopping basket
2,044
97
4
-
4
Turning power off
29,106
1,604
68
349
417
Reward donation
1,027
-
-
28,231
28,231
Social Buy
1,012
-
-
43,570
43,570
Total
1,215,962
51,557
748,087
799,644
* Notices and guidelines of the Korea Development Institute and the Ministry of Environment and computational data generated by private medical insurance companies were used to 
compute the social values associated with each activity.

Best Practice in the Social Area
Amid the COVID-19 pandemic, SK Telecom strives to 
support public health and medical service workers by 
offering an AI outbound call service, where an AI speaker 
named ‘NUGU’ responds to phone calls.
‘NUGU Care Call’ is a service that checks COVID-19 
symptoms like fevers, body temperatures, coughs, 
and sore throats in persons under self-quarantine or 
active monitoring. ‘NUGU Vaccine Care Call’ is a service 
that guides vaccination schedules for persons due for 
vaccination, as well as checking normal immune responses 
and providing information on side effects for vaccinated 
persons. NUGU Care Call contributed to building a national 
quarantine system and preventing the spread of COVID-19 
by reducing quarantine duties by 85%.
Since 2017, SKC has been operating the ‘Open Platform 
for New Material Technologies’ as shared infrastructure 
to support promising start-ups, social enterprises, and 
future entrepreneurs by co-operating with 17 institutions, 
including the Ulsan Center for Creative Economy 
and Innovation, Shin & Kim LLC, National Academy of 
Engineering of Korea, MOTIE Office of Strategic R&D 
Planning, Deloitte Anjin LLC, and BYN Blackyak. Various 
participants on the platform, including the government, 
industry, academic institutions, and local communities, 
offer professional R&D, business infrastructure, SHE, patent, 
investment, and industrial consulting services through 
online and insight seminars.
Expanding an AI-based  
Social Safety Net
Revitalizing the Material  
Industry Ecosystem
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
126
Happiness Created and  
Grown by Employees
Based on the commitment of employees, SK Networks 
engages in diverse activities to establish a positive 
workplace and bring happiness to all employees.
In 2021, SK Networks conducted a ‘Career Workshop’ 
for employees to help them self-design their careers. In 
addition, employees of SK Networks can share happiness 
opinions in the morning and practice happy living in the 
afternoon of the third Friday of each month, which is called 
‘Happier Day.’ ‘HR Design Lab’ and ‘Happy Workplace’ are 
participatory HR improvement programs, and the CEO and 
employees run the ‘Happiness/SKMS Board’ as a regular 
council to resolve matters that hinder happiness. This board 
functions as the unique happiness agent of SK Networks, 
helping to build an environment that produces outcomes 
through immersion. Through these efforts, SK Networks 
was selected by the GPTW Institute as one of the ‘100 Good 
Places to Work in Korea in 2022.’
SK Innovation operates safety and leadership standard 
programs to raise employees’ levels of safety awareness 
based on the exemplary practices of leaders. In 2021, this 
program involved eight training sessions on ‘sharing and 
spreading innovative cases of safety culture’, supervised 
by the leaders of SK Innovation and the CEOs of business 
partners. The program allowed SK innovation to promote 
safety awareness throughout all business sites.
In 2021, 10 ‘Life Safety Guides to Prevent Worker Accidents’ 
were established to prevent daily accidents that accounted 
for about 65% of worker accidents at SK Innovation’s 
business sites during the previous year. A company-
wide campaign called ‘Precious Safety Life’ was also 
implemented. Furthermore, SK Innovation was able to 
achieve zero serious accidents by closely supporting 
the SHE affairs of high-risk projects and high-risk tasks 
involving facility maintenance, which can lead to serious 
accidents.
Zero  
Serious Accidents
SK Telecom
SK Innovation
SK Networks
SKC

GOVERNANCE
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
127
1 .	 Governance 
2.	 Ethical Management and Anti-Corruption
3.	 Compliance
4.	 Risk Management
5.	 R&D

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
128
GOVERNANCE
Corporate Governance Charter
•	In 2018, SK Inc. established, announced, and implemented the Corporate Governance Charter.  
(https://www.sk-inc.com/kr/ir/charter.aspx)
•	The purpose is to provide governance information and establish robust corporate governance, such as  
the rights of shareholders and the responsibilities of the Board of Directors and audit team.
•	The goal is to increase the transparency of management and enhance corporate values by stipulating  
the practice of responsible management driven by the Board of Directors.
•	In 2021, the Corporate Governance Charter was revised to stress the importance of the Board of Directors and 
expand the scope of communication with shareholders and stakeholders to ESG management.
Composition of the Board of Directors
•	The Board of Directors is a body that makes important decisions affecting management.
•	The Board of Directors conducts activities according to its operating policy, which is based on independence, 
expertise, efficiency, and diversity.
•	An independent director was appointed as the chairman of the Board of Directors in 2019, and 
the Board of Directors is composed of nine members as of March 2022 (4 executive directors and 
5 independent directors).
•	In 2021, the Board of Directors improved its diversity by appointing new female independent directors and 
thus strengthened its communication capabilities through the addition of new perspectives.
Activities by the Board of Directors
•	Regular Board of Directors meetings are held once a month, and non-regular meetings are held as necessary.
•	In 2019, 14 meetings were held, 44 agendas were deliberated and resolved, and 36 agendas were reported.
•	Decisions are made by the attendance of a majority of the enrolled directors and the consent of a majority 
of the directors present (unless there is a separate resolution requirement in related laws or by the Board of 
Directors).
•	The minimum attendance rate target for the Board of Directors is 80%, and details of activities such as 
attendance rates and whether individual directors have agreed or disagreed on disclosed agenda are shared 
on the corporate website and business report (an average attendance rate of 98% in 2021).
•	Non-financial risks, such as material ESG issues derived through the participation of stakeholders,  
health and safety plans, and legal compliance control standards, were reviewed.
Assessment of the Board of Directors
•	From 2018, assessment of all directors has been implemented through assessment questionnaires developed 
by external institutions (once a year).
•	The assessment is divided into 39 sectors across 5 major areas (roles, functions, and responsibilities of  
the Board of Directors, composition of the Board of Directors, qualifications requirements for directors, 
operation of the Board of Directors, committee structure and operation).
•	The 2021 assessment result was 4.61 points (on a 5-point scale), which was identical to the score from  
the previous year. Starting in 2021, the Board of Directors assessment included a qualitative assessment on 
the composition and operation of the Board of Directors by external stakeholders and internal executives. 
Through an analysis of this result, we derived detailed improvement points regarding the operation of  
the Board of Directors.
Performance Assessment and Compensation of the Board of Directors
•	Payment is made in accordance with the law within the limit of remuneration for directors approved by  
the general meeting of shareholders, and the remuneration and calculation method is disclosed in  
the business report.
•	The Nomination and Compensation Committee reviews and reports on individual remuneration for executive 
directors, and final decisions are made by the Board of Directors – including decisions on remuneration for 
Independent Directors.
Appointment of Directors
•	Directors are appointed through a resolution of the general meeting of shareholders in accordance with  
the Commercial Act and the articles of incorporation.
•	The Nomination and Compensation Committee selects a pool of director candidates, carries out a strict 
screening process, and recommends candidates who are suitably qualified (in terms of the related laws) to  
the general meeting of shareholders, with consideration for their expertise, independence, etc.
•	Candidates whose recommendations are confirmed are appointed as independent directors at the final 
general meeting of shareholders, after the Board of Directors moves to convene the general meeting of 
shareholders.
•	Taking the connection between the competencies of a director candidate and the company’s management 
strategy as a key criterion, the skill set of the entire Board of Directors is composed, and expertise is 
strengthened, such that the Board of Directors can contribute to the long-term growth and development of 
the company.
Management Driven by the Board of Directors
Governance

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
129
Composition of the Board of Directors
Governance
Operating Policy and Targets of the Board of Directors
Classification
Contents
Independence
Policy introduced to enhance the independence of the Board of Directors
• The chairman of the Board of Directors is separated from the CEO.
• Independent directors are elected from candidates who do not have a special relationship with management.
• An independent director shall not take a position as a general partner or director at other companies running identical business without 
the approval of the Board of Directors.
• The exercise of voting rights by any director who has a special interest in the resolution of the Board of Directors shall be restricted.
• Monitoring functions are enhanced through the installation of an organization that supports the Audit Committee
→ Maintained and expanded the ratio of independent directors to be greater than the majority (March 2022: 56%)
Expertise
Policy introduced to enhance the expertise of the Board of Directors
• Candidates for directors are recommended and elected such that the qualifications, capabilities, and skill sets of all directors can 
contribute to the long-term growth and development of the company.
• The Board of Directors is composed of directors with deep expertise or practical experience in leadership, core industries (advanced 
materials, bio, green, digital), finance, accounting, risk, law, public policy, M&A, capital markets, international relations, environment, ESG, etc.
• Executives in charge at each investment center directly provide specialized education in each investment area to independent directors.
• The expertise is enhanced by seminars and training opportunities provided by external specialists, etc.
• Disclosure of the Board Skills Matrix for the competency of the Board of Directors
→ Expanding industrial specialists through investments, businesses, etc.
Classification
Contents
Diversity
Policy introduced to consider the diversity of the Board of Directors
• The management philosophy and strategy of our company is to promote continuous growth with various stakeholders, such as 
shareholders, customers, and society. The Board of Directors pursues diversity in its composition in terms of race, gender, age, nationality, 
educational background, and religion.
→ Priority is placed on diversity in gender, age, and nationality
Efficiency
• Temporary Board of Directors meetings can be convened at any time as necessary. To guarantee directors’ participation, all directors can 
participate in resolutions without being present at the meetings via methods of telecommunication that allow the real-time sending and 
receiving of voices.
• Major agenda are preliminarily reviewed by each committee before convening meetings of the Board of Directors. Questions and requests 
posed by directors at the committees are reviewed by related organizations so that explanations can be added prior to the Board of 
Directors’ meeting.
• The right to receive advice from external advisory institutions is stipulated in the Board of Directors and committee regulations.
Classification
Name / Month and Year of Birth
Position / Responsibilities
Area of Expertise
Career History
Term
Duration of Employment*
Executive 
Directors 
Chey, Tae-won (Male, December 1960)
Group Chairman and CEO
Management, economy, international relations, social value, sustainable management Ph.D. in Economics, University of Chicago, USA / [Current] Chairman, SK Innovation / [Current] Chairman, SK Hynix
2022.03 - 2025.03
6 years
Jang, Dong Hyun (Male, August 1963)
Vice Chairman and CEO
Management, M&A, portfolio management, risk management, industrial specialty
Master’s degree in Industrial Engineering, Seoul National University / CEO and President, SK Telecom
2020.03 - 2023.03
5 years
Park, Sung Ha (Male, October 1965)
President and CEO
Economy, M&A, risk management, ICT specialty, industrial specialty
Master’s degree, MIT, USA / Strategy Support Team Leader, SK SUPEX Council
2020.03 - 2023.03
2 years
Cho, Dae Sik (Male, November 1960)
Executive Director
Management, finance, M&A, portfolio management, risk management
Master’s degree, Clark University, USA / CEO and President, SK Inc.
2021.03 - 2024.03
7 years
Independent 
Directors
Yeom, Jae Ho (Male, January 1955)
Chairman of the
Board of Directors
Information security management, social value, international relations, globality, 
sustainable management
Ph.D. in Political Science, Stanford University, USA / 19th President, Korea University; [Current] Honorary Professor, 
Public Administration, Korea University; [Current] Chairman of Preparatory Committee, Taejae University
2022.03 - 2025.03
3 years
Lee, Chan Keun (Male, August 1958)
Chairperson of Nomination And 
Compensation Committee
Management, M&A, globality, industrial specialty, risk management
Master’s degree in Management, Korea University / Executive Vice President, CIB Group, Kookmin Bank; 
[Current] Independent Director, Hanse Yes 24 Holdings Co., Ltd.
2021.03 - 2024.03
4 years
Kim Byoung Ho (Male, September 1961)
Chairperson of Audit Committee
Accounting, finance, M&A, globality, risk management
Master’s degree in Management, UC Berkeley, USA / Vice Chairman, Hana Financial Group; 
[Current] HD Bank Chairman of the Board of Directors
2022.03 - 2025.03
3 years
Jang, Yong Suk (Male, July 1968)
Chairperson of ESG Committee
Information security management, organization, social value, globality, 
sustainable management
Ph.D., Standard University, USA / Assistant Professor, Department of Sociology, University of Utah; 
[Current] Professor, Department of Public Administration, Yonsei University
2020.03 - 2023.03
5 years
Kim, Seon-hee (Female, October 1964)
Chairperson of Governance 
Committee
Management, finance, M&A, industrial specialty, risk management
Master’s degree in Management, University of Minnesota, USA / Director, UBS Investment Bank, Switzerland;
[Current] CEO and President, Maeil Dairies Co., Ltd.
2021.03 - 2024.03
1 year
* The duration of employment includes re-elected tenure.
[As of March 29, 2022]

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
130
Efforts for the Advancement of Governance
Governance
Strengthening System Management
•	The number of committees under the Board of Directors was increased from 3 in 2020 to 4 in 2022 for the efficient and systematic 
operation of the Board of Directors.
•	Committees are mostly composed of independent directors to ensure independent committee operations.
•	Restructuring of governance, including the establishment of the ESG Committee and the Nomination and Compensation Committee, to 
enhance the transparency of governance and expand ESG discussions within the Board of Directors beginning in 2021.
•	The ESG Committee includes one CEO/Vice Chairman to promote discussion on management strategies from an ESG perspective.
Committee
Details
Composition   
(◎: Committee Chairman)
ESG  
Committee
•	 Purpose: To review and analyze ESG-related strategies and matters related to 
company decision-making
•	 Function
	1)	 Verification of ESG strategy/mid-term and long-term strategy (Financial Story)
	2)	Review of investment agenda submitted to the Board of Directors
- Inspection of risks from different viewpoints, such as valuation, strategy, technology, 
finance, law, marketing, HR, PMI, and geopolitical aspects
•	 Independent directors
	-	Jang, Yong Suk ◎
	-	Yeom, Jae Ho
	-	Kim, Byoung Ho
	-	Lee, Chan Keun
	-	Kim, Seon-hee
•	 Executive director
	-	Jang, Dong Hyun
Nomination and 
Compensation 
Committee
(Functions of  
the former ‘Independent 
Director Candidate 
Recommendation 
Committee’ have been 
integrated)
•	 Purpose: Deliberation on issues such as recommendations of independent 
director candidates to be elected at the general meeting of shareholders, the 
assessment and re-election of the CEO, and the appropriateness of compensation 
for executive directors
•	 Function
	1) 	Deliberation on compensation for individual executive directors
	2) 	CEO assessment and recommendation of candidates in case of replacement
	3)	Recommendation of independent director candidates
	4)	Other matters required for recommending independent director candidates and matters 
delegated by the Board of Directors
•	 Independent directors
	-	Lee, Chan Keun ◎
	-	Jang, Yong Suk
•	 Executive director
	-	Chey, Tae-won
Committee
Details
Composition   
(◎: Committee Chairman)
Audit  
Committee
•	 Purpose: To audit the accounting and business affairs of the company and  
handle matters delegated by the Board of Directors.
•	 Function
	1)	 Matters related to accounting and external auditors
	2)	Audit-related matters
	3)	Prior deliberation on internal transactions
	4)	Other matters stipulated in laws, the articles of incorporation, or by the Board of Directors
•	 Independent directors
	-	Kim, Byoung Ho ◎
	-	Jang, Yong Suk
	-	Lee, Chan Keun
Governance  
Committee
•	 Purpose: To find, examine, and discuss various issues related to improving  
the governance of the company
•	 Function
	1)	 Deliberation on governance agenda, including revision of internal regulations  
(articles of incorporation, Governance Charter, Board of Directors/committee regulations)
	2)	Matters requiring consultation or decision-making by all independent directors
	3)	Others: Matters submitted by the chairman which would exert significant impact on 
shareholders’ values
•	 Independent directors
	-	Kim, Seon-hee ◎
	-	Lee, Chan Keun
	-	Yeom, Jae Ho
	-	Kim, Byoung Ho
	-	Jang, Yong Suk
[As of 2022]
Board of Directors
Chairman: Independent Director Yeom, Jae Ho
ESG  
Committee
Governance  
Committee
Nomination and 
Compensation Committee
Audit  
Committee

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
131
Efforts for the Advancement of Governance
Governance
Performance Assessment and Compensation of Management
•	Through the efficient measurement of management performance, compensation for top management is paid within the director 
compensation limit approved by the general meeting of shareholders.
•	Since 2019, financial factors (50%) such as Growth Ratio (Sales, Operating profit, Net-asset), Profitability Ratio (ROE/ROIC, Net profit/
sales ratio, EVA), Stability Ratio (Debt ratio), Total shareholder return, and quantitative criteria on the level of ESG management and SV 
performance (50%), are reflected in the performance assessments (KPI) of all executives, including top management (CEO).
•	Performance is linked for 3 years, and stock options are granted to management to link corporate value enhancement to compensation.
Established a CEO Succession Policy
•	Related internal organizations, such as the Board of Directors Secretariat and HR, collaborated to establish the CEO succession policy, 
which is intended to find competent CEO candidates and verify and train them in a strategic and systematic manner.
•	The Nomination and Compensation Committee Regulation and the Board of Directors Regulation, established and revised at the 5th 
Board of Directors meeting held in March 2021, stipulate general matters related to the succession policy, such as the management, 
assessment, and recommendation of CEO candidates.
•	Appropriate CEO candidates are recommended to the Board of Directors, with the Board of Directors reviewing the leadership and 
expertise of the recommended candidates to finalize executive director candidates for the general meeting of shareholders.
Risk Education for the Board of Directors
•	Risk education for independent directors was conducted to strengthen their expertise and cultivate their ability to manage industrial 
risks and regulatory trends.
•	Education was carried out five times in 2021, and all independent directors participated.
Date of Education
Participating Independent Directors
Contents of Education
March 11, 2021
All independent directors
Overview of the hydrogen industry and related technologies
March 19, 2021
All independent directors
Systems for improving the management strategy/ 
governance of SK Inc.
April 27, 2021
All independent directors
Overview of the advanced materials (semiconductors) industry 
and its technologies
September 27, 2021
All independent directors
International state of affairs and forecasts
October 7, 2021
All independent directors
Overseas governance systems
Strengthening Shareholder-friendly Management
•	2018
	 - Convened annual meetings of shareholders at different times and implemented the electronic voting system
	 - Adopted the Corporate Governance Charter
	 - Introduced assessments for the Board of Directors
	 - Posted the CEO’s letter to shareholders on the company website
•	2021
	 - Restructured governance (responsible management driven by the Board of Directors)
	 - Paid interim dividends for 4 consecutive years (KRW 79.3 billion, increased by 50% compared to 2020)
	 - Comprehensive revision of the Governance Charter

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
132
ROADMAP
ETHICAL 
MANAGEMENT  
AND ANTI-
CORRUPTION
KEY POINTS
• SK Inc. perceives ethical management 
as an axis of its corporate culture 
and adopts a systematic approach 
based on ‘3Cs (Code, Compliance, 
Consensus).’
• SK Inc. has set ethical management 
results as a KPI*.
	 * Reflected in the performance assessment of 
employees, including management
MANAGEMENT
• The Ethical Management Team at the Happiness Promotion Center under the aegis of the CEO is an 
independent organization in charge of ethical management. The Audit Committee under the Board of 
Directors supervises overall activities through periodic management reviews.
• In 2021, SK Inc. fulfilled international standards with its anti-corruption management system by establishing 
the Anti-Corruption Guidelines and acquiring ISO 37001 global anti-corruption certification.
ACHIEVEMENTS
• Receiving/Handling various ethical/anti-corruption grievances
	 - Operating various report/counseling channels  
(Internet, email, phone)
	 - Identifying issues through periodic surveys of  
business partners/employees
	 - Operating zero tolerance principles and  
a reporter protection policy
• Periodically monitoring major business areas through  
the self-purification system
To continue fostering digital experts required to provide total DT services
Establishment of 
the anti-corruption management 
system
Advancement of 
the anti-corruption management 
system
Establishment and promotion of
the anti-corruption management 
system
Goals
2022
2025
2030
• Maintaining ISO 37001 certification
• Responding to 100% of reports from stakeholders
• Inspecting six major areas periodically
• Spreading the anti-corruption management system 
among subsidiaries
• Securing five auditors for ISO 37001 certification
• Consulting SEs and IT companies in the local community 
on the anti-corruption management system
Action 
Plan
6
Number of  
discipline violations
6
Number of  
actions taken
Anti-Corruption Guidelines
1.	All employees of SK Inc. are prohibited from engaging in acts related to corruption.
2.	All employees of SK Inc. must observe domestic/overseas laws related to corruption and regulations/guidelines of our company that apply to  
business activities.
3.	SK Inc. builds an anti-corruption management system based on global standards and continually enhances anti-corruption management  
by executing and monitoring the system.
4.	SK Inc. revitalizes the report system and protects well-intended reporters to ensure that employees can participate in anti-corruption activities  
without undue burdens.
5.	SK Inc. strictly handles employees who violate the Anti-Corruption Guidelines according to relevant regulations and discloses the results to employees.
6.	SK Inc. guarantees the authority and independence of the organization and employees in charge of preventing corruption.
7.	All executives of SK Inc. provide unsparing support for the efficient execution of the anti-corruption management system.
Code
Regulation
Consensus 
Formation
Compliance 
System
• Ethical regulation
• Violation policies (anti-corruption 
guidelines) in each area
• FAQs on ethical management 
practice for SK leaders
• Exclusive organization for  
ethical management
• Self-purification system 
• Counseling and report channels
• Reporter protection system
• Education on ethical management
• Participation and  
communication of employees
• Survey on ethical management, etc.
cases
cases

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
133
Regulation: Code
Ethical Management and Anti-Corruption
Ethical Regulation
•	By enacting and revising the ethical regulations based on SKMS, employees can judge and act based on the regulations when they face 
ethical conflicts related to their duties.
•	The ethical regulations is composed of ethical rules and reporter protection for employees, customers, society, company, and 
shareholders. Guidelines on the details of practice in each area are provided.
•	All employees are responsible for observing the ethical regulations and must judge and act according to the principle of “legal, 
transparent and reasonable” decision-making.
•	Disciplinary procedures are taken if employees violate regulations or do not cooperate with an investigation.
Anti-Corruption Policy
•	Ethical management violations during business activities are collected and shared as part of the ethical behavior guidelines for 
employees.
Area
Details
Unethical
Four areas, including basic courtesy, money, treatment and hospitality, conflict of interest, and protection of company assets and 
information
Security
Three areas, including PC security, management of information and documents, and project security
Subcontracting
Six areas, including determination and adjustment of subcontract prices, payment of subcontract prices, unissued documents, 
inspection and notification of results, unfair management interference, and subcontract limitation
Tax affairs, fair trade
Four areas, including issue trading, unfair internal trading, unfair joint action (antitrust/anti-competitive), and
unfair trading (bribery through donation, etc.)
Reporting and 
management
Three areas, including reckless business promotion, false, delayed, or partial reporting, and negligent business management
FAQs on Ethical Management Practice for SK Leaders
•	A separate guide is provided in the format of FAQs about situations that may occur frequently, aiming to assist internalization and set 
examples for ethical management among employees.
Area
Description
Conflicts of interest
• Prohibition and approval of conflicts of interest
• Prohibition of solicitation in purchasing and  
personnel affairs
• Handling of compensations in the case of a concurrent 
job at an investment company
• Reporting external lectures and return of compensation
Protection of the 
company’s assets 
and use of budgets
• Criteria for determining the private use of the company’s assets
• Prohibition of private sponsorship, advertisement, or donation to  
a specific organization
• Precautions related to the use and settlement of the company’s budgets
• Prohibition of handing over benefits provided by the 
company to others
• Personal burden for traveling expenses
• Simplification of formalities related to business trips
Gifts, bribery
• Prohibition and allowance of bribery
• Handling of expensive gifts from overseas business partners
• Standards for donating gifts among employees, etc.
Ethical Management Standards
Division
Ethical Regulation Practice Criteria
Description
Employees
•	 Mutual respect among employees
•	 Prohibition of bribery and monetary 
transactions
•	 Roles of leaders
•	 Prohibition of human rights violations and discrimination
•	 Prohibition of sexual harassment
•	 Efforts to ensure safety and health
•	 Guide regarding valuables and gifts
•	 Examples set by leaders, etc.
Customers
•	 Efforts to secure customers’ trust
•	 Protection of customer information
•	 Efforts to build customer trust and mutual development
•	 Prohibition of bribery and hospitality
•	 Protection of the personal information of customers, customers, 
and employees
Society
•	 Law observance
•	 Eliminating the bribery of stakeholders
•	 Fair trading with business partners
•	 Fair trading with competitors
•	 Compliance with the Fair Trade Act, Improper Solicitation and 
Graft Act, Subcontract Act, etc.
•	 Prohibition of provision of illegal political funds (Direct or indirect 
political contributions)
•	 Efforts for environmental preservation and compliance with 
relevant laws
•	 Prohibition of unfair acts against business partners, etc.
Company and shareholders
•	 Prioritizing the company’s interest when 
there is a conflict of interest
•	 Protection of the company’s assets and 
information
•	 Prohibition of money laundering
•	 Reporting and business management
•	 Prohibition of unapproved sideline / concurrent jobs or trading 
with companies run by relatives
•	 Prohibition of insider trading
•	 Private use of company’s assets and prohibition of leakage of 
internal information/technologies
•	 Prohibition of false/delayed reports, etc.
Reporter protection
•	 Operation of the internal report 
(whistleblowing) system
•	 Protection of the reporter’s identity and 
prohibition of disadvantageous treatment
•	 Prohibition of discrimination in response to reporting
•	 Protection of testifiers
•	 Protection of reporters and prevention of recurrence
•	 Exemption system for voluntary reports, etc.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
134
System: Compliance
Exclusive Organization for Ethical Management
•	The Ethical Management Team at the Happiness Promotion Center under the aegis of the CEO guarantees the authority and 
independence of the ethical management organization and employees in charge.
•	A diagnosis and support system has been built for subsidiaries and overseas corporations to internalize the culture of practicing 
ethical management.
Ethical Management Reporting / Counseling System
•	SK Inc. operates various reporting / counseling channels for stakeholders.
•	Reporting and counseling can be completed anonymously, and cases are managed by the SK Group.
•	All reported cases are investigated.
•	The reporter protection clause within the ethical regulations stipulates the protection of the reporter’s identity and the prohibition of 
disadvantageous treatment/retaliation against reporting.
Ethical Management Self-purification System (Risk Assessments and Practice Audits)
•	Annual diagnoses and evaluations are performed regarding six major business areas, including personnel, finance, and purchasing.
Risk Assessment on Business Site Discipline Violations in 2021
Matter
Results
Total number of business sites / ratio of corruption risk assessments
4 business sites / 100%
Number of discipline violations
6 cases
Malpractice/embezzlement
1 case
Bribery
0 cases
Human rights violation
2 cases
Recruitment solicitation
1 case
Process violation
2 cases
Wage cut
1 case
Reprimand
2 cases
Warning and others
3 cases
Online reporting website
Regulations to protect reporters
Status analysis / 
 plan establishment
Preparation for due 
diligence
On-site due  
diligence
Reporting of results  
and follow-up
• Forming a diagnosis team
• Examining the status
• Selecting inspection areas 
and criteria
• Reporting plan
• Deriving major 
inspection elements
• Analyzing data before 
due diligence
• Checking related 
documents and 
evidence
• Interviewing related 
persons
• Summarizing results 
and reporting to the 
management
• Informing the target 
organization of the results 
and performing follow-up 
diagnoses if necessary
Ethical Management and Anti-Corruption
Online 
reporting
Phone	
+82-2-6400-6262
Email	
ethics@sk.com
https://ethics.sk.co.kr

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
135
Ethical Management and Anti-Corruption
Consensus Formation: Consensus
Ethical Management Education Policy
•	SK Inc. conducts annual online education on ethical management for all employees (including the CEO and management).
	
* Targets of education: Regular and contract employees, business partners and agency workers, subsidiaries
•	SK Inc. inspects the ethical compliance of group heads and managers and distributes guides that reflect the inspection results.
•	SK Inc. provides information on various cases and reporting procedures related to the prohibition of workplace bullying/sexual 
harassment, bribery and monetary transactions, and power-tripping over business partners.
•	SK Inc. also operates specialized courses for new employees and leaders and conducts compliance education for PMs, business 
managers, and salespersons.
Anti-Corruption Education Goals
Current Status of Ethical Management Education
Ethical Management Education
Division
2018
2019
2020
2021
Number of persons who  
completed education (persons)
3,478
3,640
4,205
4,457
Ratio of persons who  
completed education (%)
100%
100%
100%
100%
Human Rights and Anti-Corruption Education
Division
2018
2019
2020
2021
Employees educated on  
anti-corruption policies and 
procedures (persons)
3,478
3,640
4,205
4,457
Ratio of employees educated on  
anti-corruption policies and 
procedures (%)
100%
100%
100%
100%
* Excluding employees on leave or dispatched employees who were unable to receive education (23 persons in 2020)
BOD Members Notified/Educated on Anti-Corruption Policies and Procedures
Division
2018
2019
2020
2021
Number of BOD members notified/
educated (persons)
8
9
9
9
Ratio notified/educated (%)
100%
100%
100%
100%
Education on ethical management
To continue expanding the targets of anti-corruption education
The establishment of  
an education system for 
business partners
2022
•	Conducting online education 
on ethical management for 
workers and signing practice 
pledges
Expansion of  
the scope of support for 
business partners
2025
•	Supporting the adoption of the 
ethical management system 
in major business partners and 
conducting education  
(including subsidiaries)
External promotion of  
ethical management 
education
2030
•	Providing ethical management/
anti-corruption education to SEs 
and IT companies and spreading 
auditing techniques
Action 
Plan
Goals

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
136
Consensus Formation: Consensus
The Culture of Ethical Management Practice
•	SK Inc. identifies organizational corruption risks and diagnoses the current status of each organizational agent in connection with 
ISO 37001 every year.
•	All employees sign a pledge to practice ethical management in the 2nd quarter of every year.
•	Through the annual workshop on practicing ethical management, SK Inc. shares information on the unethical/corruption risks of each 
organization and establishes the Ethical Management Practice Guidelines.
•	The Ethical Management Letter is distributed to prevent recurrence based on the results of diagnoses and reports.
•	The Ethical Management Portal allows employees to communicate through ethical management Q&A and self-reporting.
	
* Hi-SK > Business Support > Ethical Management Portal
ISO 37001 Certification
SK Inc. acquired certification for its anti-corruption management system through reviews on all business sites in the Investment/Business 
Divisions in 2021.
Ethical Management Surveys
•	Ethical management surveys are conducted on employees each year to examine the level of regulatory compliance in each area of 
ethics, the level of operation of related systems, and the level of internalization of organizational cultures.
•	The SK Group conducts these surveys in a manner that guarantees anonymity and objectiveness. The survey results are utilized to 
identify points for improvement in the following year.
Supporting Ethical Management among Business Partners
•	Ethical management surveys of business partners
	 - Surveys have been conducted every year since 2020 for the purpose of preventing trading risks with business partners and raising 
ethical awareness.
	 - The surveys are conducted anonymously through an external survey agency to increase objectiveness and response rates.  
The surveys identify unfair transactions or unethical behaviors and convey the commitment of SK Inc. to practicing ethical 
management and report channels.
	 - Major companies are interviewed directly to raise trust in ethical management and secure a communication channel.
•	Ethical management education for the employees of business partners
	 - Employees of business partners are educated online on ethical management and are required to sign the pledge to practice ethical 
management when they are dispatched to SK Inc. 
* Key contents of education: Ethical management system, case studies on major risks, reporting channels and methods, etc.
ISO 37001 
Ethical Management and Anti-Corruption
Ethical Management Portal
Ethical Management Letter

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
137
ROADMAP
COMPLIANCE
ACHIEVEMENTS
Compliance Management Communication System
•	 SK Inc. uses diverse means to frequently communicate with employees about all compliance matters.
Communication
Time
Targets
Method
Responsibility
Compliance 
Management 
Guidelines
Upon 
establishment
Employees
Posted on the intranet (Hi-SK)
Legal affairs manager
Stakeholders
Posted on the website
Legal affairs manager
Compliance 
obligations
Upon 
enactment 
and revision
Each 
organization
Announcement, circulation, education
Compliance manager
Legal affairs manager
Employees
Announcement of compliance obligations
Legal affairs manager
Compliance 
risks
Every year
CEO
Risk assessment form(may be included in  
the  management review report)
Legal affairs manager
Each 
organization
Announcement, circulation, education
Compliance manager
Legal affairs manager
Compliance 
education
Every year
All employees
Compliance management guidebook
Legal affairs manager
Internal audits
Every year
Compliance 
officer
Internal audit reports
Legal affairs manager
Management 
reviews
Every year
CEO
Management review reports
Compliance officer
Company 
Goals
Formation/certification of the 
compliance management system
Internalization/Advancement of the 
compliance management system
Expanding the outcomes of the 
compliance management system
2022
2023
2025
Operation 
Methods
Analyzing internal and 
external compliance 
issues
Identification and 
registration of compliance 
obligation
Assessing  
compliance risks
Establishing and 
implementing the risk 
reduction plans of each 
organization
Periodic monitoring and 
measurement
(surveys/education on  
compliance awareness, etc.)
Continually managing 
indicators 
(compliance risk measurement/
reduction/compliance rate 
management ,etc.)
KEY POINTS
Building the Compliance Management System
•	 SK Inc. was acknowledged to have fulfilled international standards with its compliance management system 
by establishing the Compliance Management Guidelines and acquiring ISO 37301 certification in 2022.
•	 SK Inc. establishes, executes, evaluates, maintains, and continually improves its compliance management 
system, which adopts the processes and interactions required by global standards.
•	 The Compliance Management Portal was opened within the in-house portal system to increase 
convenience for employees and to share data such as the Compliance Management Guidelines, 
announcements, and compliance information (compliance areas and contact information).
Zero non-compliance
ISO 37301 Certificate
Compliance Management Guidelines
Compliance Management Portal

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
138
Compliance
Compliance
Continual/Systematic Evaluation and Management of Compliance Risks
•	SK Inc. examines management compliance obligations and identifies, analyzes, and evaluates compliance risks.
•	SK Inc. identifies new compliance obligations established by changes in the regulatory environment to guarantee sustained compliance 
management.
•	SK Inc. evaluates the impact of identified changes and executes plans to reduce major compliance risks.
•	Remuneration is paid by reflecting employees’ compliance/code of conduct in the company’s KPI.
Operating Voluntary Fair Trading Compliance Programs
•	In 2009, SK Inc. introduced the Voluntary Fair Trading Compliance Program (CP) to internalize relevant laws and procedures and  
foster a voluntary compliance culture.
•	The Voluntary Fair Trading Handbook is revised every two years to reflect the latest law amendments and response guides.
	 - Through the handbook, employees are informed of fair trading laws to prevent violations related to fair trading and subcontracting.
•	Raising compliance awareness among employees
	 - Compliance programs, such as letters from the CEO and the voluntary compliance manager, compliance education, and operation of 
the Compliance Portal
	 - Selecting CP experts in each compliance area comprised of internal experts on various regulations and supporting effective 
compliance activities such as education and advisory sessions
• Establishing principles and goals 
of compliance programs
• Planning compliance programs 
and education
• Selecting CP experts (instructors)
• Deriving improvement points and 
reflecting on the CP operation 
plan for the following year
• Reporting to the Board of Directors 
and management semiannually
• Conducting compliance 
education
• Operating various programs, 
such as revising CP Handbook 
and publishing the CP letter
• Spreading a culture of 
compliance
• Assessing the level of CP 
understanding among  
all employees and 
diagnosing compliance 
capability
Structure of 
Compliance
CP planning
Operation
Improvement 
and reporting
Evaluation
Checking changed  
compliance obligations
Managing compliance source ledger
Identifying  
compliance details
Compliance source register
Registering  
compliance obligations
Compliance obligation register
Evaluating  
compliance risks
Compliance risk assessment form
Risk processing and planning/
executing improvements
Establishing and executing risk 
improvement/reduction plans
Managing residual  
compliance risks
Managing improvement goals and 
schedules for unresolved risks
Operating the System of Voluntary Fair Trading Compliance Programs
•	The operating system of voluntary fair trading compliance programs repeats four processes, including CP planning, operation, 
evaluation, and improvement and reporting.
•	By thoroughly analyzing and evaluating major compliance risks, SK Inc. plans global compliance programs and spreads a culture of 
compliance.
•	The Board of Directors appoints a voluntary fair trading compliance manager to plan and operate compliance programs. CP 
understanding surveys and compliance capability diagnoses are performed on all employees at the end of each year to derive 
improvement points and establish the CP plan for the following year. Operating outcomes and plans are reported to the Board of 
Directors and management semiannually.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
139
Compliance
Operating Status of Eight Core Elements of Fair Trading Compliance
Core Element
Operating Status
Preparing and implementing  
CP standards and procedures
• Revised the “Voluntary Fair Trading Compliance Regulations / Guidelines” (January 2022)
• Established the “Voluntary Fair Trading Compliance Reward System Guidelines” (December 2016)
• Managing and posting documents on the fair trading forum of the in-house Compliance Portal and 
external websites
Voluntary compliance commitment  
and support of the CEO
• Announced the CEO’s Voluntary Compliance Declaration (April 2009)
• Distributing the CEO’s compliance letter to all employees (annually)
• Fair trading and mutual growth meetings with business partners (annually)
• Supporting CP budgets and human resources
• Pledge for ethical management and fair trading discipline (March 2011, March 2012, March 2013)
Appointing the compliance manager in  
charge of operating CP
• Appointing the compliance manager through the Board of Directors
• Distributing the compliance manager’s letter to employees (annually)
• Reporting on the CP operating status and plan to the Board of Directors (semiannually)
Producing and distributing  
the voluntary compliance handbook
• Producing and distributing the compliance handbook (at least once in two years)
• Producing and posting e-book and mobile handbook formats
• Furnishing the handbook in MARU (in-house library)
Implementing continual and  
systematic compliance education
• Education on PM/business management/sales (annually)
• Educating all employees on preventing technology misappropriation under the Subcontract Act and 
intellectual property rights (annually)
• Educating new and experienced employees (non-regularly)
• Compliance education on each business (non-regularly)
Building the internal monitoring system
• Preliminary inspection of issues in each PJT and business stage (non-regular)
• Operating the RM SPOC system
• Periodic inspection of fair trading risks (semiannually)
Restraining employees who  
violate fair trading laws
• Revised the “Voluntary Fair Trading Compliance Regulations / Guidelines” (January 2022)
• Operating online/offline counseling centers
Evaluating effectiveness and  
implementing improvements
• Acquired an A grade for CP from the Fair Trade Commission (2010)
• Diagnosing the compliance capability of all employees (annually)
• Establishing the following year’s plan based on the results
CEO’s Letter
Compliance Manager’s Letter
Compliance Portal
Compliance
Operating Outcome of Compliance Programs in 2021
Education and Activity
Relevant Regulations
Remarks
Basic online compliance education
Fair Trade Act, Subcontract Act, Act on the Protection of Temporary Agency Workers, 
company rules
1 time
Education on the Improper Solicitation and Graft Act
Improper Solicitation and Graft Act
1 time
Education on DT-related laws/systems
Personal Information Protection Act, Act on the Promotion of Information and 
Communications Network Utilization and Information Protection, etc.,  
Electronic Financial Transactions Act, Specific Financial Information Act
1 time
Compliance education for new employees and salespersons
Fair Trade Act, Subcontract Act, company rules
Non-regular
Global compliance education
GDPR, FCPA, CIFUS
1 time
Education on the Subcontract Act and  
subcontract compliance guidelines
Subcontract Act
1 time
Education on preventing technology misappropriation and 
intellectual property rights
Subcontract Act, intellectual property rights
1 time
Compliance education on public businesses
Subcontract Act, legal systems related to public contracts,  
Software Industry Promotion Act, Improper Solicitation and Graft Act
1 time
Compliance education for leaders
Fair Trade Act, Serious Accidents Act, Occupational Safety and Health Act,  
Improper Solicitation and Graft Act
1 time
Compliance education for intermediate leaders
Subcontract Act, company rules
1 time
Education on the Mutually Beneficial Cooperation Act regarding 
misappropriation of technical data
Subcontract Act, Mutually Beneficial Cooperation Act
1 time
Education on the Personal Information Protection Act
Personal Information Protection Act
1 time
Compliance manager’s letter, CEO’s compliance letter
Fair Trade Act, Subcontract Act
2 times
Compliance capability diagnoses
Fair Trade Act, Improper Solicitation and Graft Act, Subcontract Act, Act on the Protection 
of Temporary Agency Workers, intellectual property rights, company rules
1 time
Company-wide announcement of changes in legal systems
Legal systems amended in 2021, related to our company
Non-regular
Participants enrolled in compliance training*
5,548 persons
* Including overlaps

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
140
KEY POINTS
RISK  
MANAGEMENT
Integrated Risk Management
•	 SK Inc. establishes an integrated risk management system based on the strategy of “risk prevention–
detection–reduction,” identifies and prevents threats such as incidents, actions, and environments that can 
have an adverse impact on its goals, and minimizes variability in corporate values caused by uncertainties.
Risk prevention
Efforts to minimize fluctuation in corporate values by preventing threats that have 
an adverse impact on management, identification of risk situations, measurement of 
impacts, and the establishment of response methods
Risk detection
Classification of risks that can occur despite prevention measures into four risk 
categories (environment, finance, business, operation) for preemptive management
Risk reduction
Agile response to risks based on the risk management framework, immediate 
reporting of risks, analysis, response, and prevention of recurrence through feedback
Company’s RM Framework
RM Strategic Direction
Risk prevention
Risk detection
Risk reduction
INFRASTRUCTURE
Process
Establishing/operating an integrated  
RM system
System
Education, system, evaluation, etc.
GOVERNANCE
Policy
Establishing and applying compliance 
principles
Managing organization Separating risk management / 
control features
OWNERSHIP
Voluntary compliance 
system
Establishing self-implemented RM by 
hands-on departments
Spreading voluntary 
compliance culture
Sharing awareness of voluntary  
compliance and its value
SPoC system
CEO
RM SPoC
Management RM Council
Chief Risk Officer (CRO)
Head of Business Organization
Head of RM Organization
Sales and Business Organizations
RM and Relevant Organizations
Supporting “timely management 
decision-making” through risk 
dashboard reports
“Preemptive risk inspection and issue 
resolution” through RM, order consultative 
groups, and visit-based diagnoses
01 | Improve work efficiency through One Stop Service
Unified communication channels  
centered on integrated RM support Dept.
Review RM
Assist prompt decision making
02 | Internalize RM in operational departments through a professional RM supporting system
Comprehensive RM guide
Professional RM by function
RM led by operational dept.
Operational Department (Sales & Business)
Integrated RM Supporting Department
1
2
RM Infra
RM Dept.
Other Issues
RM Dept.
Customer Issues
RM Dept.
BR Issues
RM Dept.
MANAGEMENTS
Risk Management Report System
•	 SK Inc. has established a risk management council that includes a management and reporting system to 
ensure agile responses to risks.
	 - KPIs are applied to the CRO and the head of the risk management organization, who are compensated 
based on an evaluation of performance. 
* When issues arise, they are reported to the ESG Committee within the Board of Directors.
•	 By building a Single Point of Contact (SPoC) system for the RM of each business, SK Inc. integrates the 
management risks between the site and the risk management department.
•	 Communication channels have been combined for professional risk review of hands-on departments and 
the risk management department.

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141
Analyzing and Responding to Emerging Risks
•	SK Inc. identifies and responds to potential risks that are expected to have a significant business impact.
Classification
Risk Description
Business Impact
Risk Response
Transition risks due 
to climate change
• Transition risks due to climate change 
are regarded as an important issue for 
investment portfolio design and  
long-term investment decision-making.
• Transition risks due to climate change 
response may occur in the course of 
transitioning to a low-carbon economy.
• When reviewing the current investment 
portfolio, the financial impacts that may 
occur due to climate change must be 
considered.
• Response principles from mid- to  
long-term perspectives
• Investment portfolio must be recomposed 
by reflecting the financial impact from 
greenhouse gas emission projects.
• ESG risks of all investment businesses 
are inspected, and an action plan is 
established.
Changes in the IT 
market based on 
new technologies
• Due to IT market changes driven  
by new technology, business areas  
need to be redesigned.
• There is increasing corporate interest in 
new technologies, such as AI, big data, 
blockchain, cloud, IoT, etc.
• New market entry will be hindered if 
technological capacities and systems  
are absent. In the case of the  
cloud-based information management 
market, market entry becomes very 
difficult once infrastructures are 
established.
• Market changes are perceived as an 
opportunity to redesign business areas 
and innovate BM.
• Promotion of changes in major business 
areas: Cloud-based projects, digital 
infrastructure establishment,  
AI solutions, etc.
• Especially, investments for DT solutions 
and digital service development are 
continuously expanded.
Risk Management
Risk Management
Risk Management Areas
•	SK Inc. preemptively identifies and manages risks by establishing a response strategy, defining and classifying risks into the following: (1) 
environmental risks from a macroscopic perspective for mid- and long-term risk responses; (2) financial risks such as sales, exchange 
rate, liquidity, and interest rate; (3) business risks such as strategies, competitors, customers, and technological changes; and (4) 
operating risks such as employees, processes, infrastructure, and security.
Environmental Risks
Financial Risks
Business Risks
Operating Risks
• Macroscopic environment
• Market environment
• Law/international regulation
• Disasters
• Climate change responses
• Market economy
• Price fluctuations
• Liquidity fluctuations
• Credit fluctuations
• Financial losses
• Strategy establishment
• Customer management
• Competitors
• Investors
• Technological changes
• Employees
• Processes
• Infrastructure
• Organizational culture
• Security
Enhancing Risk Measurement and Management
•	Risk measurement and stress tests are performed to examine the impact on business performance.
	
* Finance, management environment, businesses, legal affairs, reputation, corporate culture, environmental risks, etc.
•	In connection with business departments, SK Inc. establishes and operates a risk measurement model to determine the potentials  
of its businesses.
•	Employees are educated on risk management (required course). 	- Stepwise education by job group/rank, professional course for 
leaders, etc.
•	When evaluating employees, HR review process includes RM standards, and disciplinary action is taken against violations.
•	In 2022, SK Inc. opened the next-generation MIS*.
	 - Next-generation MIS PROMIS was opened to improve the existing MIS features and establish quick business decisions and increase 
convenience for employees.   
* MIS: Management Information System
PROMIS Feature
Expected Effects
User-friendly UI/UX
• Identification of work status and provision of various convenient 
features
Processes simplified based on user convenience for  
order type businesses
• Simplification of sales work/process/execution PM duties
Securement of visible management infrastructures for  
platform type businesses
• Development of new processes and procedure management 
features
Creation of a data-based work environment
• Provision of data insights for management/employees and 
automation of estimation work
Flexible architecture design that accommodates BM changes
• Enhancement of system extension, flexible troubleshooting, and 
flexibility in work changes

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
142
Risk Management
Risk Management in Each Business Stage
•	SK Inc. executes risk management in each stage when conducting businesses or investments of a certain scale.
•	The process, ranging from identifying business opportunities to the end of business, is classified into four stages, and potential risks are 
identified by analyzing and evaluating possible risks in each area. Risk reduction and response measures are then established.
•	The prevention system is reorganized by changing resource inputs according to the degree of risks.
Strengthening Risk Management for New Businesses
•	SK Inc. analyzes the fundamental cause of issues in new businesses to derive and execute solutions.
Problem
• An issue arises in a new business. → The schedule is delayed or O/R occurs.
Fundamental cause
• There is a lack of competent human resources and business partners for  
the new business, or the customer’s system has not been analyzed sufficiently.
Solution
• The RM checklist for the new business is derived and applied.
• The RM process is strengthened for emergency sales decisions.
Risk Review Items and Risk Management Support Areas in Each Business Stage
Division
Description
Delivery Risk
• Increased scope, delay of schedule, cost overrun, compensation of deferment
Credit Risk
• Deterioration in the business of customers, business partners, or consortiums, default, bad debts
Contract Risk
• MOU, agreements, poisonous clauses on contracts, disputes from nonfulfillment of contracts, 
cancellation/invalidation of contracts, compensation for damages
Investment Risk
• Investment (equity) losses, costs for business withdrawal
Overseas Risk
• Country-specific risks (politics, economy, culture, regulation, etc.)
Fair Trade Risk
• Unfair trade (collusion, etc.), unfair internal transactions
• Non-compliance with obligations/prohibitions on the Subcontract Act
Tax Risk
• Processed/diesel oil transactions, issuance of tax invoices, errors in accounting
Legal Violation Risk
• Non-compliance with relevant laws
Reputation Risk
• Decline in brand value (company, group)
Identification of Potential Risks
Prevention System
Risk management 
education
Support for  
self-diagnosis of risks
Risk monitoring
Risk response
Internalization of risk 
management culture
Risk Analysis/Assessment
Sales stage
Execution/End stage
Order/Contract stage
Proposal/Bidding stage
• Discovering potential business opportunities
• Reviewing business feasibility(feasibility, structure, capability)
• Reviewing the transaction feasibility of the member company
• Reviewing the order strategy  
and competitiveness
• Hedging business risks
• Selecting business partners and 
providing proposal prices
• Calculating proposal costs
• Preferential negotiations on 
contract terms with customers
• Contract with customers
• Contract with business partners
• Sourcing of human resources
• Managing the business scope 
and contract of business partners
• Identifying risks and 
implementing early responses
• Inspection by business partners 
and payment of prices
• Inspection by customers and 
withdrawal of bonds
Risk Management
Risk analysis
Risk assessment
Identification of  
potential risks
Risk reduction  
and response

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
143
R&D
MANAGEMENT 
R&D Organization and Human Resources
•	 SK Inc. built the Digital Tech Center in 2020 to strengthen its platform-based business structure and improve 
synergy in BM innovation. A dedicated organization was formed for cloud expertise.
•	 The organization was reorganized in 2022 to reinforce and externally disseminate R&D to produce platform 
business outcomes.
	 - Related R&D organizations have been combined to boost the synergy of AI and data technologies, and a 
new platform architecture organization was formed to increase digital assets and quality competitiveness.
Organization
Key tasks
Data  
Combination TF
• Combining, exporting, and handling pseudonymous information as a specialized organization in 
this regard.
• Developing new, data-oriented business opportunities and expanding into new areas.
• Establishing a data curation platform that provides integrated services embracing the entire 
lifecycle of data, from exploration to distribution.
Professional  
Service Group
• Carrying out planning functions for the Digital Tech Center.
• Implementing digital PLM for technology-based governance and facilitating co-ordination 
between businesses and technology organizations.
• Exploring and conducting data businesses and internal/external data analytics (M/L, D/L, etc.) 
projects.
Platform  
Architect Group
• Standardizing technologies/development systems to enhance the competitiveness of digital 
platforms and solutions.
• Providing business support through AI/data architect capabilities and support for cloud/infra 
technologies.
• Improving the UX competitiveness of digital products and offering internal/external UX consulting 
services.
AI/Data  
Platform Group
• Developing a data platform (Accu.Insight) and establishing and applying the data platform to 
business.
• Completing key features of AICC and refining TA & chatbot to strengthen business 
competitiveness.
• Developing and applying vertical industry AI services (AutoML analysis, healthcare, and 
specialized services).
• Developing and increasing the quality of visual AI services.
Blockchain  
Platform Group
• Developing a ChainZ blockchain platform (mainnet and utility service).
• Developing and operating a ChainZ API service.
• Business technology consulting and technological support based on internal/external blockchain 
platforms.
Cloud Sector
• Creating cloud modernization values.
• Enhancing the sophistication of cloud managed platforms.
• Securing cloud managed service models and optimizing operations.
• Developing and operating DT product sales platforms.
• Developing cloud integrated products to add corporate value.
KEY POINTS
•	 SK Inc. has defined digital transformation (DT) technologies, including big data, AI, blockchain, and the cloud, 
as core R&D areas. Its R&D investment portfolio is being constantly expanded to reflect technological changes 
and market needs. 
•	 SK Inc. has created a technology roadmap that continually reflects the current status of DT technology 
development/possession (base technologies and related solutions) and to-be directions.
TECH. ROADMAP
Service
Platform
Cloud Mgmt.
Vertical Assets
Manufacture
Communication
Distribution
Training
Lecture
P/F
Suite Studio
Console
Data Access Control
Data Governance
Ontology
Data Explorer
Algorithm engine
Ontology DB
Platform
Mgmt.
Service
Development 
Productivity
Common 
Service
Operating 
Service
Shared
Security
Linked Platform
Snowflake
DataRobot
Data 
Mgmt.
Gathering
Store
(Data 
Lake)
Processing
Pre-
Process
(ETL)
Work 
flow
Analytics
Modeling
AutoML
Analysis IDE
(Sandbox)
Feature Store
AI 
Runtime
Model
Serving
Model 
Mgmt.
IT
Automation
Kubernetes
Auth.
Multi-Cloud
SaaS
Appl. Modernization 
Multi-Cloud Mgmt. Platform
Appl.
PaaS
Data
Infra
API 
Mgmt.
API
Analytics
MSA
Framework
Data
Sync
Tranx.
Sync
Resource
Mgmt.
Dev
Pipeline
Ops
Mon/Logging
APM
Analytic
Kubernetes
(EKS, AKS)
Container
Serverless
Multi-Cluster
Support
3rd Party Int.
Automation
RDB
NoSQL
Cache
Message
Migration
Sync
Integrated UX
Insight AI
AI Service
NLP
TA
Chat
bot
Vision
SHE
VAS
DA
Blockchain Utility
Data 
Trace
NFT
DID
Token
Key 
Recovery
Document
ChainZ Ethereum
MainNet
Enterprise 
Ethereum
Common Module/
Middleware
Integrated 
Management 
of Event 
Propagation
Collaboration 
Environment
Integrated 
Ticket 
Management
Resource 
Information 
Management
Expense 
Information 
Management
Expense 
Optimization
Monitoring 
Management
OPS 
Automation
Quality 
Diagnosis 
and 
Inspection
Finance
Transportation
Health
Prediction Model
Recommended Model
Abnormality Detection Model

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Managing R&D Intellectual Property Rights
•	 In 2020, SK Inc. built a new internal system to systematically manage its portfolio of intellectual property rights.
•	 SK Inc. will provide non-exclusive free licenses for business partners to use its patents.
•	 A proactive IPR strategy will be executed.
	 - Supporting company-wide branding and securing trademarks for digital assets
	 - Supporting the expansion of public businesses through the registration of P/F and copyrights
	 - Inspecting patent infringement risks on major platforms and securing IPs in a timely manner
	 - Assessment of company-wide compliance risks (IPR)
DT Platform
Contents
Introduction
AI+DATA+
CLOUD
Accu.Fabric Suite
(Formerly Cloud on Cloud)
A data platform for data-driven digital innovation
AI
Accu.TA
Composed of a natural language processing solution, a text analytics engine,  
and a UI tool called STUDIO
Accu.Chatbot
Composed of a chatbot solution, a chatbot engine, and a UI tool called STUDIO
Accu.Vision
A service platform that provides a real-time video analysis service based on vision AI 
technologies, an industrial safety detection service using drones and CCTVs,  
and an image-based edge analysis service
AI Insight
AI professional assets for each industry
Blockchain
ChainZ
A corporate blockchain platform that offers the ChainZ main net based on Ethereum and 
ChainZ utilities (Token, NFT, Document, Data Tracing, Proxy Key)
Data
Accu.Insight
An AI/data analysis platform that allows beginners and experts to use data analysis and 
the entire MLOps process easily and quickly
Accu.Ontology
Simplification of knowledge systems by connecting the relationships of segmented data 
in all visualizing business processes using nodes and edges and visualizing them into  
a 3-dimensional structure
Accu.Tuning
An AutoML platform that assists data analysis processes, from EDA to modeling
Accu.Rator
A data curation platform that matches data demanders with suppliers and provides  
an integrated professional service from data consulting to combination, processing, 
analysis, and use
Cloud 
CloudZ CP
An integrated platform service that provides features needed by corporate customers 
demanding the latest systems and applications
AMDP
A platform that provides necessary technologies and standard development patterns 
in the MSA-based application conversion process and promotes quick improvement of 
service quality and development
MCMP
An integrated cloud management system that aims to provide total cloud management 
values by supporting various customers and industrial environments
Ideation
Supporting research on  
IPR to secure ideas
Incubation
Establishing IPR strategies for 
major R&D projects
Commercialization
Securing IPR upon development 
and business operation
Business expansion
Expanding businesses using 
secured IPR
Patent Holding Status (2021)
Area
No. of Applications/ Registrations
Area
No. of Applications/ Registrations
AI
22 cases
Solution
18 cases
Blockchain
9 cases
Manufacture
35 cases
Cloud
2 cases
Communication
25 cases
Data
7 cases
Integrated service
1 case
Healthcare
1 case
Existing business
75 cases
Finance and strategy
4 cases
Total
199 cases
※ Details regarding new patents
	
- AI area: A chatbot scenario system based on a multiple natural language processing engine
	
- Data area: An AI model serving system and its method
	
- Manufacturing area: A portable multiple 3D marker and on-site AR conformity testing system thereof
01
02
03
04
05
06
07
ACHIEVEMENT
R&D BASED ON THE DT PLATFORM
R&D

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PART 3. ESG POLICY & PERFORMANCE
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R&D
AI Insight
•	This AI service is tailored for each industry.
•	The service has secured high analysis accuracy based on knowledge accumulated over many years.
•	The scope of this service is being constantly expanded to reach diverse industries.
1 
Energy, chemical, 
manufacture
2 
Semiconductor
3 
Distribution
4 
Healthcare
5 
Finance
6 
SHE
7 
CRM
8 
Monitoring
9 
Business 
management
Prediction
Process
prediction
Process
prediction
Sales demand 
prediction
Drug
identification
Market
prediction
Process
prediction
SHE abnormality 
detection
Customer response 
analysis
Price 
prediction
Price 
prediction
Sharing 
infrastructure
Engineering 
analysis
Product 
identification
HR 
service
Anomaly
Detection
Facility 
abnormality 
detection
Medical
abnormality 
detection
Financial 
abnormality 
detection
SHE 
abnormality 
detection
Service 
abnormality 
detection
Service 
abnormality 
detection
Work 
efficiency
Product 
abnormality 
detection
Product 
abnormality 
detection
Recommen-
dation
Process 
optimization
Medical 
recommendations
Product 
recommendations
Work
optimization
Accu.Tuning
•	Non-developers can easily and quickly build high-quality machine learning models as long as they have an understanding of business 
data. This solution shortens the time required to analyze complex data and achieve high analytical performance.
•	Accu.Tuning is specialized in tabular data (Excel data) analysis and natural language tagging (South Korean text processing), which can 
be used to automate machine learning. It also provides various features to gain insights into data in addition to modeling.
General AutoML area
Expanded AccuTuning area
Automated model generation
The machine learning model generation is automated 
using tabular data. Natural languages are supported.
Easily used by anyone
A UI for easy use by citizen scientists and 
experts is provided.
Generation of high-quality models
High-quality models can be swiftly generated
using parallel processing by K8S and diverse 
M/L model optimizing features.
Accu.Insight
Analysis  
environment
1
Model  
assets
2
Automated  
operation
3
Multi-cloud
4
Support for  
open source
5
Optimized  
features
6
02
04
01
03
Data Platform for Data-driven Digital Innovation
Ingestion
Transformation
Data Lake
Business Intelligence
Data Lineage
Data Analytics (Sandbox, Workflow, AutoML, Runtime)
Ontology (Semantic Data Management)
Vertical Service
Blockchain
on Cloud
Accu.Tuning Performance Area
R&D BASED ON THE DT PLATFORM
Accu.Fabric Suite
•	This digital service platform aims to achieve innovation centered on the “Intelligent Cloud” by utilizing tailored “enterprise solutions” for 
each data/AI area.
•	The suite type platform integrates data collection and use to overcome the decline in competitiveness during the individual introduction 
of components.
•	It can resolve the data silo phenomenon and maximize the use of data through efficient operation.
Data Fabric Suite
Accu.Insight
•	This platform is a multi-cloud-based DevOps machine learning platform that supports all areas of data science, including data 
preprocessing, analysis, and operation.
•	The integrated data analysis platform service encompasses data collection, processing, analysis, visualization, and technical support. 
The strengths of this platform include easy and fast data linkage and high accuracy of data analysis.
•	It is available in both on-premise and cloud platform methods and can also be operated in a multi-cloud environment. The service 
scope is continuously being expanded.
Preparation
of learning 
data
Feature 
engineering
Description
of model
Prediction
Service
Selection 
of model
Optimization
of parameters

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PART 3. ESG POLICY & PERFORMANCE
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R&D BASED ON THE DT PLATFORM
CloudZ Container Platform (CP)
•	This integrated platform service offers features needed by corporate customers demanding the latest systems and applications.
•	It manages the lifecycle of the Kubernetes* service based on a multi-cloud and provides convenient development tools and efficiency 
services. 
	
* Kubernetes: A management system that supports automatic deployment and scaling of container applications, also expressed as K8s
Application Modernization Dev. Platform (AMDP)
•	This platform provides necessary technologies and standard development patterns in the MSA-based application conversion process 
and promotes the quick improvement of service quality and development.
•	SK AMDP is applied to the early stage of development and development processes that link modern technologies and utilize patterns. 
Quality is improved using verified codes, and patterns are secured to apply designs from development, deployment, and performance 
perspectives. AMDP assists the execution of projects based on verified codes.
Development Process Using AMDP
Multi-Cloud Management Platform (MCMP)
•	The MCMP system refers to an integrated cloud management system that aims to provide total cloud management values by 
supporting diverse customer and industrial environments based on a multi-cloud environment.
Configuration and Services of MCMP
•	This end-to-end platform encompasses all cloud service areas, including resource management, requests, troubleshooting, and 
changing management, monitoring, optimization, and automation.
•	SK Inc. is a premium multi-cloud service provider (MSP) that offers advanced basic features to provide customer values and strives to 
increase quality through the automatic diagnosis of operating levels, reinforcement of automation features, and secured features for 
analyzing business insights.
Configuration of SK MCMP
Cloud Operation
IaaS/PaaS/Expert Managed Service
Enterprise Support
Cloud Management & Analytics
Governance & Policy
Cost/Resource Optimization
Operation Automation
Security & Biz. Mgmt
Ops Modernization
Application Modernization
Request
Management
App. Modernization Factory
API Management Service
MSA Development Platform
Hybrid Monitoring
Co-work &
Notification
Initiating
Service dependence design
Definition of MSA architecture pattern and distribution environment
Environmental 
configuration 
(Dev)
Deploy
architecture
Metric/
Log Integration
Arch. Skeleton 
Code
MSA Pattern 
(Circuit)
Scaling and 
distributed DB
Data
storage
Cache
setting
Deploy
Work design
Creation of  
MSA service
Work 
development
(Code)
Sprint Zero
Sprint #1 - #N
AMDP
R&D
05
06
07
Cloud Z CP
Control Plane Cluster
Logging
Service Catalog
Console
CI/CD Pipeline
Monitoring
MCM
(Multi-Cluster Management)
IAM
Service Mesh
•	

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PART 3. ESG POLICY & PERFORMANCE
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R&D IN EACH INDUSTRIAL FIELD
Industrial Field
Contents
Introduction
Manufacture
iFacts
An optimal platform that helps utilize the value of data, the most important part of  
all manufacturing processes, divided into production management and control areas
Finance
MarketCaster
An AI platform analyzing financial markets that proposes financial innovation models  
and increases competitiveness in the capital market by providing “Investment Banking as  
a Service”
Healthcare
Medical Insight
An auxiliary solution to diagnose cerebral hemorrhage based on AI algorithms
iClue-TDMD
An AI service that helps find new drug targets (factors that cause diseases) of metabolic 
diseases
Vertical Platform
Digital Doctor
A platform that enables customers unfamiliar with digital technologies to diagnose needs 
and problems related to DT and derive prescriptions
Contest Platform
A platform that supports various digital technology contests, such as data analysis and  
the cloud, by project and turns contest results into knowledge assets
mTworks
A mobile testing platform that enables easy and simple testing of mobile devices,  
resolving the trouble caused by repetitive work and device purchasing expenses,  
through remote access and automation
KeepWell
A total care service that helps individuals practice personal healthcare based on  
health check-up results
Management
CLICK ESG
A comprehensive platform service to diagnose ESG management
Joint Development Platform (JDP)
A digital R&D platform service for semiconductors
(IP exploration, material simulation, AI prediction of physical properties)
Net Zero Platform
A service for voluntary carbon reduction registry and credit/offset issuance/trading
Haenggarae
A mobile platform of SK Inc. to practice social problem-solving in everyday life
Medical Insight
•	This solution interprets the CT images of cerebral hemorrhages using the AI technologies of SK Inc., providing an algorithm and  
an AI service platform for diagnosing cerebral hemorrhage while increasing the accuracy and shortening the time of diagnoses.
Primary Features of Medical Insight
R&D
01
02
04
03
01
02
03
•	Informing suspected patients: API management  
providing an interpretation priority feature (Triage)
	 - Creating and distributing API and providing  
an environment for testing API
•	Feature providing slice-wise analysis of cerebral  
hemorrhages
	 - Fast and accurate diagnosis of cerebral hemorrhage  
by displaying the possibility of the disease for each slice
Contest Platform
•	This multi-purpose digital training platform based on on-site cases aims to achieve digital-centered innovation of BM through 
voluntary participation, well-intended competition, and altruistic sharing.
•	The platform supports end-to-end contest services, which embraces contest planning, execution, automated evaluation,  
and monitoring.
•	Practical DT capabilities are improved through the self-training of employees, intended to strengthen the core basis of the company to 
boost its growth potential.
Area
Contest Type (Detailed Topic)
Evaluation Method
AI
Simulation
Optimization
NLP
• Accuracy measurement
Data
Machine Learning / Deep Learning
(Prediction / Inference Modeling)
Ontology
• Accuracy measurement
• Expert evaluation (Ontology)
Big Data Architecture Design
Big Data System Tuning
Real-time/BatchProgramming
• Performance measurement
• Cost measurement
Cloud
Architecture Design
Migration
• Performance measurement
• Cost measurement
Blockchain
Development of  
Ethereum-based Public DApp
Development of  
Kaleido-based  Enterprise Service
• Expert evaluation
   - ConsenSys, external 
advisory group, etc.
KeepWell
•	KeepWell analyzes health check-up results and creates healthcare missions appropriate for users. While providing information about exercise, 
nutrition, and sleep, this service encourages the enthusiastic participation of users to build a healthy lifestyle through various quizzes.
Data Demanders
Data Suppliers 
(KeepWell Users)
•	Pharmaceutical 
companies
•	Medical institutions
•	Insurance companies
•	Banks
•	Consulting firms
•	Market survey agencies
•	Research centers
•	Universities/Laboratories
Powerful security environment
Data value-up through DT technologies!
Transparent transactions using blockchain!
Suppliers only giving data they want to give!
Demanders only receiving data they want to receive!
•	Request of data
•	Provision of reward
•	Use of data
•	Confirmation of data demander/
compensation
•	Consent for provision of desired 
information
•	Receipt of reward

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
148
Marketplace
Value Add Technology
IT Service
Investment
Value Add Service
Content Differentiation/Community
R&D IN EACH INDUSTRIAL FIELD
Click ESG, A Comprehensive ESG Management Platform
•	Click ESG suggests efficient and fast methods of applying ESG management systems to companies preparing for ESG management.
•	This cloud-based platform service offers an ESG management guide that can diagnose, improve, and manage the level of ESG 
management without the need for system-building expenses.
•	① Global standard diagnosis system ② Tailored diagnosis from conglomerates to SMEs ③ Expected to create a domestic ESG ecosystem 
based on the merits of establishing and executing ESG management strategies
Creating ChainZ for an NFT Ecosystem to Cover All NFT Services
•	NFT services require various contents, solutions, and services in addition to the blockchain platform of SK Inc.
•	SK Inc. has built a complete platform through partnerships to provide a differentiated platform that accommodates diverse NFT services 
and BM.
•	By participating in a complete platform through the exchange of technologies, solutions, and services, participants can expect a 
channeling effect, finding common business opportunities and sharing customers and business areas.
Open Innovation
Current Status of NFT Ecosystem Partners
Service Partners
Content/Solution Partners
Marketplace
Certificates/Guarantees
Data/Analysis
DeFi, DAO, etc.
Content
Digital art
Products
E-tickets
Game items
.
.
.
Solution
Art curation
Studio
Authentication/security
Payment
.
.
.
Investment Partners
IB
VC
Provision of contents/solutions
Provision of services
“Creating a virtuous ESG ecosystem where companies grow”
“Composed of four services, considering the preparatory stages and cycles of companies”
Management 
perspective
Listed
companies
Public 
enterprises
SMEs
Startups/
SE*
PARTICIPATING COMPANIES
Navigation for ESG management
‘Good management, good production’
ESG level up + corporate value up 
→ Sustainable management
Perspective of 
investors
ESG ratings 
agencies
Financial/
Investment  
companies
ESG 
certification 
companies
Individual 
investors
Selecting sound companies + 
expanding investment/consumption 
→ Attaining continuous profit
ESG management platform to create 
an ESG ecosystem in South Korea
Peer Group Data + Corporate data
•	Report
•	Certification
•	Mgmt.
•	Task
•	Performance
Combining ESG policies and guides,
① ESG Portal
Sharing ESG announcement guides, trends,  
and best practices
To start ESG management,
② ESG Diagnosis
Diagnosing the current level of ESG management and 
providing a guide for improvement 
Corporate tool to manage ESG data, 
④ ESG Performance Management
Integrated management of ESG-related data
(indicators/goals/data/evaluation)
Supporting expert companies and mutual growth,
③ Supply Chain ESG Management 
Diagnosing ESG risks of business partners and supporting 
improvement activities
*SE: Social Enterprise
R&D
04
ESG Management Platform
STAKEHOLDER
Navigation for corporate investment
‘Good investment, good consumption’
Analysis
Diagnosis
Measurement
•	ESG investment guide
•	Business 
management tool
•	Corporate information

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
149
Open Innovation
R&D
I-FACTs Hub Platform
Cloud Infra
Start-up
Product
development
Production
planning
Inventory/
order
Warehousing
Production
Shipment/
closing
Performance/
guarantee
SME Manufacturer’s Needs & Pain Points (Business Type & Value Chain)
Needs & 
Pain Point
Problem-solving 
method
Solutions/ 
Technology
Opening of market 
and provision of  
sales channel
Finding Policies/
Tasks
Support and 
performance 
verification
Solution Knowledge for Each Value Chain
Policy Information
Expert
ESG
Certification
Diagnosis
Process Improvement
Knowledge
Service
...
A supplier
B start-up
Z tech company
...
Sensor
RFID
Edge
IoT
Equipment
Equipment
AR/VR
H/W
Service
...
A supplier
B start-up
Z tech company
...
MES
ERP
QMS
WMS
RPA
Messenger
CAD
Metaverse
Document Management
S/W
Service
...
A supplier
B start-up
Z tech company
...
Proactively Responding to Symptoms and 
Improving Treatment Effects
Symptom alleviation
Proactive prevention 
of risks from onset of 
symptoms
Customized response
Using grounds for change 
of treatment/prescription by 
medical professionals
Constant measurement
R&D basis
Accumulating and
analyzing longitudinal data
Objectifying disease 
symptoms and trigger effects
Real-time monitoring 
of CNS diseases and 
symptom prediction
Clinical research
Drug effect monitoring and 
PMS use
□ AI Algorithm Predicting Disease Symptoms Based on EEG
Accumulating symptom prediction models based on EEG
Compound data
Epileptic seizure
Symptoms of 
depression
Ringing in the ears
…
Hypoglycemic shock
AI algorithms
RWD/RWE
CNS Digital 
Biomarker
□ Collecting EEG-centered Compound Data
Collecting EEG-centered compound data specific to the CNS 
Notification 5-10 
minutes before 
symptoms occur
Preliminary response of 
patients/guardians
Symptom alleviation, 
accident prevention, ARSD* 
and Stimulation** synergy
Real-time prediction 
of symptoms
EEG, Motion, ECG, PPG
+
User input, surroundings and environment information
* Acute repetitive seizure drug 
** Microcurrent nerve stimulation
Wearable 
devices
Smartphone 
apps
+
Demand 
Company
Supply 
Company
Organization/ 
Association
Epilepsy DTx (Digital Therapeutics)
•	Epilepsy DTx is a digital therapeutics for epilepsy developed through a cooperation between SK Inc. and SK Biopharmaceuticals.
•	The goal is to offer a differentiated service for predicting symptoms of Central Nervous System (CNS) diseases by analyzing complex 
bio-signals and surrounding environmental information in real-time.
•	Patients wear a wearable device in daily life to gather bio-signals, detect epilepsy using an AI engine, and alert users of the results. Alerts 
are checked via notifications from applications installed on the phones of patients or guardians. 
•	Securing an algorithm that detects/predicts epilepsy in real-time
I-FACTs Hub 
•	This “cloud-based manufacturing service platform” aims to resolve the needs and pain points of stakeholders (demand companies, 
supply companies, organizations/associations) in the value chain that participate in the SME manufacturing ecosystem.
•	Based on sophisticated technical support and the business experience of SK Inc. in the manufacturing industry, SMEs supplying 
manufacturing services can make a transition to the cloud environment and run SaaS businesses.
•	Manufacturing SMEs trying to introduce a smart manufacturing environment under limited resources can use the I-FACTs Hub to 
subscribe for a service that matches their business type and size.
•	The platform increases the fundamental competitiveness of the manufacturing ecosystem by continually discovering excellent 
services by suppliers and collaborating with organizations/associations to increase the effectiveness of policies that apply to demand 
companies.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
150
[Expenses reduced in 2021]
8,721 hrs. reduced during the year ÷ 160 hrs. of work per month, 54 MM total = about KRW 540 million
PROCESS INNOVATION
Process Innovation Through Work Automation
•	Promotion background: To secure the work efficiency of staff and build technical experience and capability to conduct RPA-based 
businesses
•	By promoting “RPA 2.0,” which has been further upgraded compared to 2020 by combining use cases of OCR
1) and Data Lake
2), SK Inc. 
selected and implemented three intelligent and convergent tasks.
RPA 2.0 
•	Beyond the automation of simple, iterative tasks, the level of RPA strategy was further upgraded to be applied to intelligent automation 
duties such as OCR, Data Lake, and XML recognition.
•	Supporting the user decision-making process by automating data analysis/deriving results using a software robot.
Work Reduction Effects Achieved by the Introduction of RPA
Area
RPA Introduction
Expected Effects
Reduction Effect (2021)
Finance
Entering tax invoices, SAP, AP,  
and statements
Automating the massive creation of statements based on the same form 
through RPA
1,744.2 hr
Settling suspense receipts
Shortening working hours through the automation of deposit history view, 
data mapping, and emails and removing human errors that can occur during 
busy hours
1051.7 hr
Registering /  
canceling corporate credit cards
Reducing the time to process communications with credit card companies 
using RPA bots
198.0 hr
Reporting surtaxes
Reducing the processing time by replacing the surtax reporting process with 
RPA
300.0 hr
Due diligence on OA assets
Digitalizing asset barcode values and automating the entire asset due 
diligence process
1,599.0 hr
HR
Booking resorts
Providing quick feedback to applicants by automating the transmission and 
reception of booking emails with affiliated companies, increasing mobile 
accessibility using chatbots
606.0 hr
Filling out human resource 
information request forms
Reducing the processing time and removing human errors by having RPA bots 
process human resource data
103.0 hr
Checking redundant applications 
according to automated medical 
expense processing and OCR
Reducing the processing time and increasing productivity by minimizing  
the manual entry of medical expenses requested by employees and 
preventing wrong entries
1,656.8 hr
Automating family event approval 
and support
Reducing the processing time through automation of family event approvals 
and emails about supplies
98.5 hr
Purchasing
Creating purchase order request 
forms
Preparing electronic approval of PO and removing human errors  
by automating the entry of purchasing request details
317.0 hr
Automating quotation requests for 
external SI business
Reducing the processing time through the automation of simple, iterative 
quotation checks when requesting quotations for multiple items
83.2 hr
Confirming purchase order 
inspections / creating AP
Reducing the processing time through the automation of ERP viewing,  
tax invoice issuance, and statement creation tasks for simple/ 
iterative purchase order inspections
571.2 hr
Purchasing data insight
Managing quotation information as a DB instead of Excel, creating and  
using tailored reports, and improving productivity
393.2 hr
1) OCR – Optical Character Recognition, a technology that interprets characters using light
2) Data Lake – Saves big data collected from different environments in the original form and processes / shares the data according to the purpose of use
Enhancing Integrated DT Use Cases
MIS
Service FLOW
AMS
M365
Purchase
Expansion of in-house 
data storage
Extraction of human resource information
Automated SAP statement entry
AI/OCR
RPA
DATA
Enhanced tax invoice entry
Intelligent XML 
recognition
AI
Brain
DATA
Asset
+
Internalizing DT 
use cases
•	Natural Language Processing (NLP)
•	Data Insight Analysis (DA)
•	Improvement of Machine Learning 
Performance (M/L)
•	Data utilization system 
(data lake & data tool)
•	Strengthening self-analysis
•	Processing simple/ 
iterative tasks quickly
•	Patterning/Standardization  
on platform
RPA
Hand
R&D
Enhanced tax invoice entry
RPA + DATA
Automated OA asset due diligence
Intelligent 
OCR

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
151
Best Practice in the Governance Area
In November 2020, SK Telecom developed an integrated 
compliance program and promotion framework for the ICT Family, 
reflecting the compliance capabilities and business characteristics 
of the 23 companies within the ICT Family to increase the efficiency 
of integrated responses to the changing business environment.
While sharing guidelines on individual tasks to ensure compliance at 
each company within the family, each company also established and 
executed effective annual tasks according to their circumstances. 
These tasks were reflected in the KPIs of each company and the 
appraisal system for executives. Through this program, SK Telecom 
enhanced the compliance awareness and capabilities of the ICT 
Family, encouraging the execution of – and cooperation on – tasks 
customized to the conditions of each company.
SKC operates various channels for stakeholders, including 
employees, business partners, and customers, to report unethical 
behaviors related to all management activities (unfair transactions, 
unreasonable demands, bribery, other legal violations, human 
rights violations, etc.).
In addition, SKC stipulated principles for protecting reporters in 
the Ethical Management Practice Guideline to ensure strong 
protections for reporters. SKC secures the anonymity of reporters by 
preventing IP tracking and applying personal information masking. 
Reports are directly investigated by a department dedicated to 
ethical management or transferred to relevant departments.
Promoting an Integrated CP* 
for the ICT Family
Operating Ethical Management  
Reporting Channels
SK Innovation selected ‘Zero Corruption Risks’ as the core strategic 
task for growth to comply with global anti-corruption and anti-
bribery laws, and to prevent social or economic losses and 
reputational damage caused by unethical management.
Through regular organizational restructuring in 2021, SK Innovation 
formed a compliance department charged with running a 
company-wide compliance program and practicing anti-
corruption. ‘Zero corruption risks’ was selected as the core task 
of the ESG growth strategy. Based on these efforts, SK Innovation 
attained zero corruption in 2021 and will maintain zero risks in the 
future.
Zero  
Corruption Risks
SK Networks conducts an ethical management practice workshop 
to identify ethical dilemmas faced by employees and discuss the 
problem-solving process. The workshop in 2021 had a contact-
free format because of COVID-19, discussing ‘mutual ethics among 
employees,’ ‘prevention of private use of company’s assets,’ and 
‘work engagement’ with 4,689 participating employees (including 
contract workers). The workshop also shared improvement points 
for practicing ethical management. 
SK Networks selected and awarded the ‘Best Organization at 
the 2021 Ethical Management Practice Workshop’ to internalize 
the culture of ethical practice amongst subsidiaries. In addition, 
SK Networks conducts annual ethical management surveys to 
diagnose compliance with the Code of Ethics and determine the 
standard of practice. In 2021, the ethical management practice 
survey was carried out on six companies, including the head 
office and subsidiaries, and 4,125 employees responded to the 
survey (including contract workers). SK Networks takes actions in 
accordance with the survey responses, such as establishing a plan 
to inspect unethical behavior and promoting a campaign to stop 
bullying at work.
Conducting the Ethical Management  
Practice Workshop and Survey
* CP: Compliance Program
SK Telecom
SK Innovation
SK Networks
SKC

ESG Data Book
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
152
153	
FINANCIAL  PERFORMANCE
154	
NON-FINANCIAL PERFORMANCE
169	
POLICY & PRINCIPLE
180	
GLOBAL INITIATIVES
181	
INDUSTRY-SPECIFIC INDICATORS
182	
TCFD INDEX
183	
SASB INDEX
184	
GRI STANDARDS INDEX
186	
3
RD PARTY ASSURANCE STATEMENT
188	
GREENHOUSE GAS VERIFICATION REPORT
189	
AWARDS AND MEMBERSHIPS

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
153
Financial Performance
CONSOLIDATED STATEMENT OF FINANCIAL POSITION
Category
Unit
2019
2020
2021
Current assets
KRW million
 40,015,360
38,052,297
49,193,206
Cash and cash equivalents 
KRW million
 7,981,755 
10,096,940
12,317,555
Inventory
KRW million
 9,138,361 
6,179,497
10,680,704
Other current assets
KRW million
22,895,244 
21,775,860
26,194,947
Non-current assets
KRW million
 92,596,063
99,615,609
116,187,655
Investments in associates and joint ventures
KRW million
21,894,716 
21,018,963
26,050,445
Tangible property
KRW million
42,828,327 
45,895,594
51,406,239
Intangible assets and goodwill 
KRW million
14,666,250 
16,496,007
18,300,401
Other non-current assets
KRW million
13,206,770
16,205,045
20,430,570
Total assets
KRW million
132,611,423 
137,667,906
165,380,861
Current liabilities
KRW million
35,627,088
37,212,697
44,974,859
Non-current liabilities
KRW million
44,808,303
48,595,291
54,840,853
Total liabilities
KRW million
80,435,391 
85,807,988
99,815,712 
Controlling interests
KRW million
16,683,769
17,435,044
21,248,343
Capital stock
KRW million
15,385 
15,385
16,143
Other paid-in capital
KRW million
4,074,176 
5,250,146
6,445,296
Retained earnings
KRW million
12,556,584
12,496,676
14,065,642
Elements of other stockholder's equity  
KRW million
37,624 
-327,163
721,262
Non-controlling interests
KRW million
35,492,263
34,424,874
44,316,806
Total equity
KRW million
52,176,032 
51,859,918
65,565,149
Total liabilities and equity
KRW million 
132,611,423
137,667,906
165,380,861
CONSOLIDATED INCOME STATEMENT
Category
Unit
2019
2020
2021
I. Revenue
KRW million 
97,184,175
80,818,755
98,325,016
II. Operating income (loss) 
KRW million 
3,840,452
 -76,894
4,935,539
III. Profit (loss) before tax 
KRW million 
2,954,220 
31,744
6,026,834
IV. Consolidated profit (loss) from continuing operations
KRW million 
1,894,812
-234,975
5,398,529
V. Profit (loss) 
KRW million 
1,606,039
 -108,432
5,718,424 
Profit, attributable to controlling interests
KRW million 
716,904
189,368
1,970,204
Profit (loss), attributable to non-controlling interests
KRW million 
889,135 
 -297,800
3,748,220
VI. Earning per share, attributable to controlling interests
Basic earnings per share 
KRW
12,910
3,544
37,408
Diluted earnings per share
KRW
12,910
3,541
37,332
Basic earnings per share from continuing operations
KRW
15,285
2,456
34,754
Diluted earnings per share from continuing operations
KRW
15,285
2,453
34,683
SEPARATE FINANCIAL STATEMENT
Category
Unit
2019
2020
2021
Revenue (operating revenue)
KRW million
3,245,516 
3,473,984
2,749,536
Operating expenses
KRW million 
1,764,617 
1,815,953
1,919,404
Operating income
KRW million 
1,480,899
1,658,031
830,132
Net income
KRW million 
1,420,543 
1,716,045
1,499,764

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
154
Non-financial Performance
ENVIRONMENTAL PERFORMANCE
GHG Emissions
Category
Unit
2018
2019
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Direct GHG
emissions
(Scope 1)
Total Scope 1 emissions
tCO2-e
532 
 NA 
7,603 
9,731 
486,160 
504,026 
120 
10,117,596 
6,604 
9,029 
533,410 
10,666,759 
Per KRW 1 billion revenue
tCO2-e
0.2 
 NA 
0.5 
1.0 
183.9 
14.5 
0.0 
216.0
0.4 
0.7 
225.9 
131.8
Per employee
tCO2-e
0.1 
 NA 
1.5 
3.0 
214.0 
34.9 
0.0 
1,438.0
1.2 
3.0 
228.0 
481.8 
Indirect GHG 
emissions
(Scope 2)
Total Scope 2 emissions
tCO2-e
67,114 
 NA 
927,062 
20,092 
132,804 
1,147,072 
63,788 
2,410,230 
998,989 
20,981 
283,273 
3,777,261 
Per KRW 1 billion revenue
tCO2-e
26.3 
 NA 
55.0 
2.0 
50.2 
32.9 
19.7 
51.5
65.0 
2.0 
120.0 
46.7
Per employee
tCO2-e
17.7 
 NA 
187.0 
6.0 
58.0 
79.5 
16.2 
342.6 
184.0 
6.0 
121.0 
170.6 
Category
Unit
2020
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Direct GHG
emissions
(Scope 1)
Total Scope 1 emissions
tCO2-e
                  205 
          9,704,232 
               6,133 
              13,114 
            492,320 
        10,216,004 
               1,433 
9,008,207
               6,286 
11,801
602,094
9,629,821
Per KRW 1 billion revenue
tCO2-e
0.1 
280.9
0.4 
0.7 
199.7 
152.0 
0.5 
180.9
0.4 
1.1
177.3
115
Per employee
tCO2-e
0.1 
1,320.1
1.2 
4.0 
190.0 
442.8 
0.3 
1,126.7
1.2 
3.3
232.3
404.1
Indirect GHG 
emissions
(Scope 2)
Total Scope 2 emissions
tCO2-e
              63,808 
          2,390,989 
          1,033,846 
              34,186 
            421,125 
         3,943,954 
              84,677 
          2,201,669 
1,045,114
33,788
474,249
3,839,497
Per KRW 1 billion revenue
tCO2-e
18.4 
69.2
64.0 
3.0 
170.8 
58.7 
30.8 
44.2
62.4
3.1
139.6
45.9
Per employee
tCO2-e
15.7 
325.3 
193.0 
9.0 
163.0 
170.9 
19.0 
275.4 
199.3
9.5
183
161.1
* 	
Due to a change in the reporting scope for SK Innovation, data from 2019 onwards is reported.
** 	 ‘NA’ indicates data undisclosed due to internal reasons, such as changes in reporting scope.
***	 ‘-‘ indicates data that has not been collected.
****	Each company’s greenhouse gas data for 2021 is prepared based on each company’s greenhouse gas verification and specifications.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
155
Non-financial Performance
ENVIRONMENTAL PERFORMANCE
Energy Consumption
Category
Unit
2018
2019
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Energy 
consumption
Total renewable energy 
consumption
MWh
113
NA
2,730
12
-
2,855
113
131
2,757
-
-
3,001
Total consumption of 
non-renewable energy 
MWh
145,551
NA
1,988,192
38,914
4,073,333
6,245,990
136,918
51,573,441
2,142,441
39,376
4,029,975
57,922,151
Category
Unit
2020
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Energy 
consumption
Total renewable energy 
consumption
MWh
135
147
2,810
12
-
3,104
5,917
180,130
45,461
60
14,645
246,212
Total consumption of 
non-renewable energy 
MWh
139,278
49,604,216
2,216,812
49,887
4,818,146
56,828,339
499,167
44,766,520
2,275,684
229,297
5,431,380
53,202,047

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
156
Non-financial Performance
ENVIRONMENTAL PERFORMANCE
Water Use 
Category
Unit
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Water 
Water reused/recycled
ton
5,028
20,407,703
-
25,967
363,265
20,801,963
Water reuse/recycling rate
%
10.03
32
-
2.4
4
27.80
Category
Unit
2018
2019
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Water 
Total water use
ton
134,017
NA
707,296
734,923
6,712,225
8,288,461
44,170
48,611,818
719,552
767,798
6,929,855
57,073,193
Water supply and sewage
ton
134,017
NA
655,204
42,261
6,275,905
7,107,387
44,170
48,610,433
668,513
68,537
6,347,325
55,738,978
Freshwater (lakes, rivers, etc.) 
usage
ton
-
NA
-
620,710
-
620,710
-
-
-
608,180
-
608,180
 Groundwater usage
ton
-
NA
52,092
71,952
436,320
560,364
-
              1,385 
51,039
91,081
582,530
726,035
 Water released
ton
-
NA
-
-
-
-
-
-　
-
-
-
-
Category
Unit
2020
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Water 
Total water use
ton
39,731
43,283,742
662,034
1,231,052
7,796,035
53,012,594
45,107
43,131,027
604,870
1,072,177
9,177,998
54,031,178
Water supply and sewage
ton
39,731
43,283,086
630,297
634,733
7,199,553
51,787,400
45,107
43,126,603
591,396
604,670
8,007,980
52,375,756
Freshwater (lakes, rivers, etc.) 
usage
ton
-
-
-
513,599
-
513,599
-
-
-
439,110
-
439,110
 Groundwater usage
ton
-
656
31,737
82,720
596,482
711,595
-
4,424
13,474
28,397
1,170,018
1,216,313
 Water released
ton
-
-
-
-
-
-
-
-
-
-
-
-
* Storm water, as a type of sewer water, is included in water supply and sewage usage
** Total water usage = Water supply and sewage usage + Freshwater usage + Ground water usage - Water discharged

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
157
Non-financial Performance
ENVIRONMENTAL PERFORMANCE
Emission of Waste and Volatile Organic Compounds 
Category
Unit
2018
2019
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Waste
Total waste recycled/reused
ton
-
46,079
607
NA
　NA
46,686
34
56,819　
535
NA
20,170　
77,558
Total waste disposed
ton
193
53,999
1,107
4,431
22,141
81,871
61
66,235
1,107
5,612
22,400
95,415
Hazardous waste
Total hazardous waste recycled/
reused
ton
-
51,321
NA
NA
NA　
51,321
8
38,955
NA
NA
　5,316
44,279
Total hazardous waste disposed 
ton
-
58,089
22
34
7,083
65,228
8
44,085
21
44
5,904
50,062
Emission of 
volatile organic 
compounds
Direct emissions of volatile
organic compounds
ton
- 
NA
-　
NA
83.10 
83.10 
 - 
549 
-　
NA
77.40 
626.40 
Category
Unit
2020
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Waste
Total waste recycled/reused
ton
16
51,437
417
NA
21,762　
73,632
90
41,921
417
NA
20,591　
63,019
Total waste disposed
ton
53
72,102
1,150
8,213
24,815
106,333
97
67,145
794
10,287
24,667
102,990
Hazardous waste
Total hazardous waste recycled/
reused
ton
2
55,919
NA
NA
5,689　
61,610
9
37,875　
NA
NA
　6,329
44,213
Total hazardous waste disposed 
ton
2
56,706
45
26
6,487
63,266
10
50,999
530
1
7,582
59,122
Emission of 
volatile organic 
compounds
Direct emissions of volatile
organic compounds
ton
 - 
672 
-　
NA
77.40 
749 
 - 
770 
-　
NA
21.30 
791 
* As SKC’s data for recycled waste was managed without granularity in 2019-2020, the amount of waste recycled was estimated and calculated in accordance with the proportion of each type of waste. There is no recycling data for 2018.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
158
Non-financial Performance
CONSOLIDATED – SOCIAL PERFORMANCE
Employees
Category
Unit
2018
2019
2020
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
All Employees
Total no. of employees
Person
3,973
NA
5,007
3,172
2,276
14,428
4,106
7,036
5,336
3,319
2,341
22,138
4,229
7,351
5,262
3,644
2,586
23,072
4,457
7,995
5,245
3,539
2,592
23,828
Male
Person
3,180
NA
4,170
1,861
2,053
11,264
3,250
6,173
4,338
1,924
2,103
17,788
3,312
6,400
4,246
2,189
2,331
18,478
3,447
6,844
4,170
2,114
2,307
18,882
Female
Person
793
NA
837
1,311
223
3,164
856
863
998
1,395
238
4,350
917
951
1,016
1,455
255
4,594
1,010
1,151
1,075
1,425
285
4,946
Permanent employees
Person
3,782
NA
4,841
2,371
2,241
13,235
3,935
6,621
5,090
2,526
2,294
20,466
4,086
6,921
5,042
3,013
2,522
21,584
4,252
7,652
4,961
3,019
2,525
22,409
Contract employees
Person
191
NA
166
801
35
1,193
171
415
246
793
47
1,672
143
430
220
631
64
1,488
205
343
284
520
67
1,419
Category
Unit
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
No. of disabled employees
Person
165
293
59
104
92
713
No. of veterans employed
Person
79
265
169
35
33
581
No. of 
employees by 
age 
Under 30
Person
416
1,228
413
336
436
2,829
30-50
Person
3,306
3,921
3,379
2,628
1,588
14,822
Over 50
Person
735
2,846
1,453
575
568
6,177
Hiring 
Category
Unit
2018
2019
2020
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
New hires
Male
Person
183
NA
416
299
265
1,163
255
500
328
364
222
1,669
269
469
204
201
206
1,349
302
660
67
172
262
1,463
Female
Person
91
NA
179
412
29
711
111
105
112
396
27
751
127
113
201
205
32
678
125
277
45
213
75
735
Total
Person
274
NA
595
711
294
1,874
366
605
440
760
249
2,420
396
582
405
406
238
2,027
427
937
112
385
337
2,198
Open positions filled by internal candidates
Person
507
NA
　273
NA
NA　
780
363
-
361　
NA
NA　
724
434
83
　541
NA
NA　1,058
461
205　
166　
NA
　NA
832
Ratio of open positions filled by internal candidates
%
65
NA
31.5
NA
NA　29.39
50
-
45.1
NA
　NA
23.03
52
7.40
57.2
NA
NA　52.20
52
13.70
59.8
NA
NA　27.46
By age
Under 30
Person
129
NA
124
NA　
173
426
170
357
106
　NA
144
777
170
355
218
　NA
80
823
147
459
58
　NA
220
884
30-50
Person
139
NA
465
NA　
106
710
180
227
324
　NA
88
819
206
211
187
　NA
137
741
244
451
54
NA　
97
846
Over 50
Person
6
NA
6
NA　
15
27
16
21
10
NA　
17
64
20
16
　0
　NA
21
57
36
27
　0
NA　
20
83
* 	
Due to a change in the reporting scope for SK Innovation, data from 2019 onwards is reported.
** 	 ‘NA’ indicates data undisclosed due to internal reasons, such as changes in reporting scope.
***	 ‘-‘ indicates data that has not been collected.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
159
Non-financial Performance
CONSOLIDATED – SOCIAL PERFORMANCE
Employee Turnover
Category
Unit
2018
2019
2020
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Total turnover
Total
Person
131
NA
183
-
161
475
133
165
144
347
174
963
148
190
226
560
178
1,302
204
265
164
454
257
1,344
By gender
Male
Person
109
NA
164
-
143
416
106
147　
119
216
155
743
118
168　
184
316
154
940
167
223　
139
234
213
976
Female
Person
22
NA
19
-
18
59
27
　18
25
131
19
220
30
　22
42
244
24
362
37
　42
25
220
44
368
By age
Under 30
Person
24
NA
16
-
69
109
18
　18
7
12
90
145
3
26　
6
234
43
312
36
40　
13
167
69
325
30-50
Person
94
NA
144
-
76
314
106
54　
123
280
73
636
140
　63
207
235
98
743
135
106　
149
217
139
746
Over 50
Person
8
NA
23
-
16
47
9
　93
14
55
11
182
5
　101
13
91
37
247
33
119　
2
70
49
273
Voluntary 
turnover
Total
Person
NA
NA
84
-
　161
245
NA
49
79
334
　174
636
95
66
77
533
177
948
186
184
98
430
255　1,153
Voluntary turnover rate
%
NA
NA
1.68
-
7.1
2
NA
0.70
1.48
10.1
7.4
3
2.25
0.90
1.46
14.6
6.8
4
4.17
2.30
1.87
12.2
9.8
5
Human Capital Development
Category
Unit
2018
2019
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Total training time
Hour
350,150
NA
350,490
114,809
24,808.4
840,257
360,006
585,313
272,136
123,088
49,161
1,389,704
Average training time per person
Hour
94
NA
70
56
10.9
59
87
83
51
37.0
21.0
63
Total training cost
KRW
-
NA
10,514,700,000
4,825,000,000
　2,709,810,566
18,049,510,566
-
22,613,000,000
9,071,200,000
4,422,000,000
1,862,700,684
37,968,900,684
Average training cost per person
KRW
-
NA
2,100,000
2,350,000
2,230,000　
1,375,829.76
-
3,000,000
1,700,000
1,330,000
1,120,000
1,854,403
Category
Unit
2020
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKN
SKT
SKC
TOTAL
Total training time
Hour
405,984
674,340
415,698
337,870
114,559.8
1,948,452
623,980
299,564
260,328
456,315
95,904
1,736,091
Average training time per person
Hour
96
90
79
93.0
44.3
84
140
38
74.0
87
37.0
73
Total training cost
KRW
851,898,218
23,760,000,000
16,312,200,000
6,530,000,000
2,143,306,972
49,597,405,190
4,546,581,243
21,947,000,000
6,983,000,000
16,259,500,000
1,863,801,889
51,599,883,132
Average training cost per person
KRW
201,442
3,000,000
3,100,000
1,790,000
2,102,000
2,306,212.46
1,020,099
3,000,000
1,970,000.0
3,100,000
2,150,000
2,334,519.44
* As SKC’s total training cost/average training cost per person is disclosed on a separate basis, this has been identically applied on a consolidated basis (excluding invested companies as accurate calculations are difficult due to the mixed use of education expense accounts)

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
160
Non-financial Performance
CONSOLIDATED – SOCIAL PERFORMANCE
Collective Bargaining
Category
Unit
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Union 
membership 
Number
Person
4,417
7,995
5,245
2,201
2,592
22,450
Rate
%
99
100
100
62.2
100
94　
Health and Safety
Category
Unit
2018
2019
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Employees
Fatalities
Case
0
NA
NA
0
-
-
0
0
0
0
0
0
Lost time accidents
Case
0
NA
NA
0
4
4
0
13
0
1
6
20
Hours worked
Hour
8,740,600
NA
NA
NA
2,962,963
11,703,563
9,033,200
13,952,825
11,216,000
6,666,667
3,236,107
44,104,799
LTIFR
(Lost-Time Injury Frequency Rate)
Case/million 
hours
0
NA
NA
0
1.3
0.3
0
1.0
0
0.2
1.85
0.5
Partner companies
Fatalities
Case
0
NA
NA
-
0
-
0
0
0
0
0
0
Lost time accidents
Case
0
NA
NA
4
2
6
0
24
0
6
2
32
LTIFR
Case/million 
hours
0
NA
NA
NA
1.3
0.2
0
0.8
0
1.4
13.88
0.5
Category
Unit
2020
2021
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
SK Inc.
SKI
SKT
SKN
SKC
TOTAL
Employees
Fatalities
Case
0
0
0
0
0
0
0
0
0
0
0
0
Lost time accidents
Case
1
5
0
0
8
14
0
4
0
1
10.0
15
Hours worked
Hour
9,453,000
14,886,959
10,976,000
NA
3,968,812
39,284,771
9,805,400
15,548,754
10,940,000
7,142,857.0
6,792,500.0
50,229,511
LTIFR
(Lost-Time Injury Frequency Rate)
Case/million 
hours
0.1
0.35
0
0.00
2.02
0.4
0
0.25
0
0.1
1.47
0.3
Partner companies
Fatalities
Case
0
0
0
0
0
0
0
0
0
0
0
0
Lost time accidents
Case
0
21
0
1
5
27
1
24
0
4.0
6.0
35
LTIFR
Case/million 
hours
0
1.1
0
0.3
2.78
0.6
0.04
1.3
0
1.3
2.09
0.7

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
161
Non-financial Performance
CONSOLIDATED – SOCIAL PERFORMANCE
Customer Satisfaction
Division
Unit
2018
2019
SK Inc.
SKI
SKT
SKN
SKC
SK Inc.
SKI
SKT
SKN
SKC
 Customer satisfaction survey score
Point
75.5
-
77
Walkerhill
GEI 4.3
NA
75.7
Korean Customer 
Satisfaction Index 
(KCSI)  
1st place
77
Walkerhill 
GEI 4.3/ 
NCSI 8th
-
Division
Unit
2020
2021
SK Inc.
SKI
SKT
SKN
SKC
SK Inc.
SKI
SKT
SKN
SKC
 Customer satisfaction survey score
Point
75
Korean Customer 
Satisfaction Index 
(KCSI)  
1st place
79
Walkerhill GEI 4.2/
NCSI not assessed
SpeedMate simple 
maintenance 72.6 
points  (extremely 
satisfied), complex 
maintenance 76.6 
(extremely satisfied)
-
72.2
Korean Customer 
Satisfaction Index 
(KCSI)  
1st place:
11 consecutive 
years
79
Walkerhill GEI 4.32/ 
NCSI 2nd
SpeedMate simple 
maintenance 72.6 
points (extremely 
satisfied), complex 
maintenance 77.1 
points (extremely 
satisfied)
-
* GEI: Guest Experience Index / NCSI: National Customer Satisfaction Index / KS-WEI: Korean Standard Well-being Environment Index

For SK Inc.
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
162
GHG emissions
Category
Type
Unit
2019
2020
2021
Notes
Direct  
GHG 
emissions 
(Scope 1)
Scope 1 emissions
tCO2e
120.3
205.4
1,432.514
First disclosed in 2020, 
aggregation of diesel 
consumption
Intensity
Per KRW 1 billion revenue
0.037
0.059
0.521
Per employee
0.031
0.051
0.322
Data scope
%
93
93
100
Emission 
reduction  
target
2021 (per KRW 1 billion revenue)
-
-
0.521
2025 (per KRW 1 billion revenue)
-
-
0.313
33% reduction against 
BAU (1,540 tons)
Indirect 
GHG 
emissions 
(Scope 2)
Scope 2 emissions
tCO2e
63,788
63,808
84,677.054
Location-based
Intensity
Per KRW 1 billion revenue
19.7
18.4 
30.797
Per employee
16.2
15.7
19.037
Data scope
%
93
93
100
Emission 
reduction  
target
2021 (per KRW 1 billion revenue)
-
-
32.491
2025 (per KRW 1 billion revenue)
-
-
36.14
32.18% reduction against 
BAU (175,852 tons)
Other  
GHG 
emissions 
(Scope 3)
Upstream
Purchased goods and services
tCO2e
-
-
7,480
Newly added in 2021
Capital goods
tCO2e
-
-
2,588
Fuel- and energy-related 
activities not included in  
Scopes 1 and 2
tCO2e
-
-
84
Transportation and distribution
tCO2e
11 
12
12
Waste generated in operations
tCO2e
11 
12
30
Business travel
tCO2e
696
914
896
Employee commuting
tCO2e
8
8
3,324
Leased assets
tCO2e
4,738
4,691
0
Changed to Scope 2 
emissions
Downstream
Use of sold products
tCO2e
-
-
56,442
Newly reported in 2021
Disposal of sold products
tCO2e
-
-
265
Newly reported in 2021
Investments
tCO2e
-
-
13,319,899
Newly reported in 2021
Data scope
%
93
93
100
Total
tCO2e
5,464
5,637
13,391,021
ENVIRONMENTAL PERFORMANCE
1) 	 Business Division environmental data → expanded to include the Investment Division (scope 93% → 100%) 
2) 	Emissions increased as a result of a rise in data center customers and an expansion of the scope of GHG 
management (4 worksites in 2020 → 15 in 2021, gasoline/propane added)
3) 	Scope 3 management criteria: expanded (6 → 11): excluding Scope 1+2: energy, transportation and distribution, waste generated in operations, 
business travel, employee commuting, leased assets + purchased goods, capital goods, use and end-of-life processing of goods, investments
4) 	SK Inc. does not emit atmospheric pollutants, water pollutants, hazardous waste, or volatile organic compounds
Energy consumption
Category
Unit
2019
2020
2021
Notes
Total consumption of non-renewable energy
TJ
1,319
1,340
1,797
Urban gas consumption
TJ
2
1.4
10.305
Diesel consumption
TJ
0.50
2.06
1.439
Energy consumption
TJ
1,307
1,329
1,758.758
MWh
136,259
138,329
183,203.970
District heating (steam) consumption
TJ
9.2
7.3
14.212
Gasoline consumption
TJ
-
-
10.982
New disclosure in 2021
Propane consumption
TJ
-
-
1.227
New disclosure in 2021
Intensity
Per KRW 1 billion revenue
TJ
0.406
0.386
0.65
Per employee
TJ
0.335
0.33
0.40
Total consumption of renewable energy
MWh
113
134.5
5,916.6
Solar energy generation/consumption
MWh
113
134.5
216.6
 
Green premium procurement
MWh
0
0
5,700.0
New disclosure in 2021
Intensity
Per KRW 1 billion revenue
MWh 
-
-
2.15
New disclosure in 2021
Per employee
MWh
-
-
1.33
New disclosure in 2021
Renewable energy consumption rate
%
0.082
0.096
3.16
Total expenditure on energy consumption
Million KRW
15,480
15,987
20,571
Data scope
%
93
93
100
Energy 
consumption 
reduction  
targets
2021  
(per KRW 1 billion revenue)
TJ
-
-
0.689
5.5% reduction against BAU
2025  
(per KRW 1 billion revenue)
TJ
-
-
0.761
32.2% reduction relative to BAU

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
163
Water
Category
Unit 
2019
2020
2021
Notes
Total water intake 
Ton
44,170
39,731 
45,107
Water and sewage usage
Ton
44,170
39,731 
45,107
Freshwater (lakes, rivers, etc.) usage
Ton
-
-
-
Groundwater usage
Ton
-
-
-
Water released
Ton
-
-
-
Water reused/recycled
Ton
11,930
8,307
5,028
Total water use
Ton
56,100
48,038
50,135
Total water intake +  
water recycled
Data scope
93
93
90
Water use  
reduction  
target 
2021  
(per KRW 1 billion revenue)
Ton
-
-
17
First disclosed in 2021
2025  
(per KRW 1 billion revenue)
Ton
-
-
15
First disclosed in 2021
Waste
Category
Unit 
2019
2020
2021
Notes
General waste
Ton
61
52.62
96.87
Designated waste
Ton
8
2
10.17
Waste  
processed 
Landfill
Ton
-
-
8.27
First disclosed in 2021
Incineration for energy 
recovery
Ton
-
-
51.85
First disclosed in 2021
Incineration without energy 
recovery
Ton
-
-
-
First disclosed in 2021
Processing via other methods
Ton
-
-
-
First disclosed in 2021
Processing method unknown
Ton
-
-
-
First disclosed in 2021
Recycled/  
reused waste
Recycled/reused waste
Ton
42
18.34
99
Waste processing expenditure
Million KRW
32.4
25.35
18.14
Data scope
%
93
93
90
Waste  
generation  
target
2021  
(per KRW 1 billion revenue)
Ton
-
-
0.04
First disclosed in 2021
2025  
(per KRW 1 billion revenue)
Ton
-
-
0.03
First disclosed in 2021
Environmental management
Category
Type
Unit
2018
2019
2020
2021
Expenses for recollecting 
environmental investments
Capital investment
Million KRW
19.80
25.68
9,770.00
2,911.00
Operating cost
Million KRW
10.03
32.40
25.35
18.14
Total cost (capital investment + 
operating cost)
Million KRW
29.83
58.08
9,795.35
2,929.14
Revenue and cost reductions due 
to environmental investments
Million KRW
22.48
209.97
399.77
2,918.69
Scope of application to worksites
%
93
93
93
90
Violations of  
environmental laws
Number of legal and  
regulatory violations
Case
0
0
0
0
Penalties imposed
KRW
0
0
0
0
Environment-related liabilities
KRW
0
0
0
0
Clean Tech
Category
Type
Unit
2021
Revenue from  
eco-friendly products
Low carbon/ 
carbon avoidance products
KRW  
100 million
1,888
Eco-friendly certified  
HW products
KRW  
100 million
127
Revenue from investment in 
environmental businesses
KRW  
100 million
1,592
Total
KRW  
100 million
3,607
Eco-friendly investments
Eco-friendly businesses
KRW  
100 million
14,726.9
Eco-friendly infrastructure
KRW  
100 million
702.9
Total
KRW  
100 million
15,429.8
* Targets for each activity/investment are outlined in the TCFD report 
For SK Inc.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
164
SOCIAL PERFORMANCE
Employees
Category
Unit
2019
2020
2021
Remarks
Total No. of Employees
Person
4,138
4,229
4,457
MR merged in 2021
By gender
Male
Person
3,273 
3,312
3,447 
Female
Person
865
917
1,010 
By age
Below 30
Person
-
-
416 
First disclosed in 2021
30-50 
Person
-
-
3,306 
Above 50
Person
-
-
735 
Permanent employees
Person
3,935 
4,086
4,252
By gender
Male
Person
3,111 
3,202
3,297
Female
Person
824
884
955
Contract workers
Person
171
143
205
By gender
Male
Person
139
110
150
Female
Person
32
33
55
Non-employees (dispatched workers)
Person
32
30
41
By gender
Male
Person
23
18
25
Female
Person
9
12
16
Proportion of non-employees
%
0.8
0.7
0.9
Socially vulnerable workers
Person
186
242
277
Workers by socially vulnerable group
%
4.5
5.7
6.21
People with disablilities
Person
102
144
165
People of national merit
Person
80
70
79
Foreigners
Person
25
28
26
Sexual minorities
Person
-
0
0
First disclosed in 2020
Ratio of directors/  
employees with foreign nationality 
%
0.6 
0.7
0.58
Ratio of employees working outside 
South Korea
%
5.3
8.6
8.55
1)	 The data collection standards of the employee’s status may differ from those of the annual reports based on whether executive/independent directors are included or not 
2)	 Based on the Act on The Employment Promotion and Vocational Rehabilitation of Persons with Disabilities, twice the number of people with less severe disabilities is hired in lieu of those 
with severe disabilities.
New hires and turnover
Category
Unit
2019
2020
2021
Remarks
New hires
Person
366
396
427
Proportion of new hires
%
9
9.4
9.58
By gender
Male
Person
255
269
302
Female
Person
111 
127
125
By type
New hire
Person
132
167
105
Experienced hire
Person
234
229
322
By age
Below 30
Person
170
170
147
30-50 
Person
180
206
244
Above 50
Person
16
20
36
By position
Executive
Person
-
7
13
First disclosed in 2020
Senior management
Person
-
5
5
Middle management
Person
-
116
187
Non-management
Person
-
275
222
Open positions filled by internal candidates
Person
363
434
461
Turnover
Person
133
148
204
Turnover rate (permanent employees)
%
3.3
3.6
4.8
By gender
Male
Person
106
118
167
Female
Person
27
30
37
By age
Below 30
Person
18
9
36
30-50 
Person
106
105
135
Above 50
Person
9
34
33
By position
Executive
Person
-
40
14
CL3, L6
Senior management
Person
-
95
120
CL2,  L4-L5
Middle management
Person
-
13
70
CL1,  L1-L3
By type
Dismissal
Person
1
3
3
Voluntary retirees
Person
-
140
186
First disclosed in 2020
Retirement
Person
3
5
15
*	 Newly hired and turnover rates are based on regular full-time employees; Executives are excluded
** Annual hiring costs: 3,000 (2018) / 369 (2019) / 718 (2020) / 481 (2021) [unit: KRW million]
For SK Inc.
REPORTING 
SCOPE
With respect to reporting of environmental and social data, SK Inc. calculates the scope of reporting as 100% for society and 100% for the environment (based on permanent employees)
• SK Inc. calculates data for the entirety of its worksites. Some data is calculated for Business Division worksites only, with the reporting scope separately indicated in the footnotes.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
165
Classification by position and gender in job groups (2021) 
Category
Unit
Male
Female
Ratio of females 
(%)
Notes
Executives
Person
100
8
8.0
Advisors, executives
Revenue generating positions
Person
2,861
739
25.8
By position
 Senior managers 
Person
156
18
11.5
CL3, L6
 Junior managers 
Person
2,233
414
18.5
CL2,  L4-L5
 Non-managers 
Person
472
307
65.0
CL1,  L1-L3
Other job groups 
Person
486
263
54.1
By position
 Senior managers 
Person
73
13
17.8
 Junior managers 
Person
329
106
32.2
 Non-managers 
Person
84
144
171.4
Ratio of female employees in STEM group
Person
277
111
28.6
STEM*positions within 
revenue generating positions
* STEM : Science, Technology, Engineering, Mathematics
Basic pay and compensation for female employees compared with male employees, by job grade (2021)
Category
Unit
Unit
Ratio
Notes
Executives in identical
job grade
Base pay 
%
84
Base pay and  
performance bonus 
%
73
Senior managers
Base pay 
%
92
Base pay and  
performance bonus 
%
87
Junior managers
Base pay 
%
85
Base pay and  
performance bonus 
%
85
Non-managers
Base pay 
%
94
*Excl. secretarial positions
Base pay and  
performance bonus 
%
94
Foreign employees (2021)
Category
Unit
Proportion of total 
workforce
Proportion of 
management
Notes
South Korean nationals
%
99.30
98.68
ROK nationals
Foreigners
%
0.66
1.32
Non-ROK nations
Ethnicity/race of foreigners by job group (2021) 
Category
Unit
Manager
STEM
Other
Notes
Asian
Person
0
9
1
China, Mongolia,  
Uzbekistan, Taiwan
Black/African-American
Person
0
0
0
Hispanic/Latino
Person
0
0
0
White
Person
0
2
2
Canada, Australia, Russia
Other
Person
1
8
3
US national
*	 SK Inc. plans to increase the ratio of female leaders to 15% by 2025. To attain this target, it actively identifies and fosters female leader 
candidates and considers them for appointment to managerial positions (executives/team leaders).
*	 Female Leadership Program 
Program
Eligibility
Details
ELP (Executive Leadership Program)
For EMD officers
Program for training group managers,  
T/O management for female candidate selection
FLP (Fast Leadership Program)
For team leaders/members
HLP (Hipo Leadership Program)
For team leaders
WLP (Woman in Leadership Program)
For female team members
Group female team leader training program
NLP (Next Leadership Program)
For team leaders/members
Female candidates are actively considered   
when the company selects participants for  
its manager training programs.
For SK Inc.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
166
Parental leave (2021) 
Category
Unit
Male
Female
Notes
Employees taking parental leave
Person
18
37
Employees working for 12 months or  
longer after returning from parental leave
Person
18
74
Based on returnees in 2020
Proportion staying for 12 months or longer
%
94
99
Employee development
Category
Unit
2019
2020
2021
Notes
Company-wide average training hours per person
Hour
87
96
140
By gender
Male 
Hour
84
95
140
Female 
Hour
101 
104
138
By position
Non-manager 
Hour
122
119
181
Junior manager 
Hour
81
97
139
Senior manager 
Hour
40
40
97
Executive 
Hour
5
4
37
By age
Below 30
Hour
-
-
219
First disclosed in 2020
30-50
Hour
-
-
138
Above 50
Hour
-
-
115
Company-wide average training expenses per person
KRW
-
201,442
1,020,099
First disclosed in 2020
By gender
Male 
KRW
-
198,970
977,909
First disclosed in 2020
Female 
KRW
-
229,074
1,165,601
By position
Non-manager 
KRW
-
229,152
857,338
Junior manager 
KRW
-
214,794
1,065,891
Senior manager 
KRW
-
115,156
886,846
Executive 
KRW
-
157,209
6,001,298
By age
Below 30
KRW
-
-
857,338
First disclosed in 2021
30-50
KRW
-
-
1,065,891
Above 50
KRW
-
-
886,846
* Excluding personnel for which training cannot easily be conducted, such as experienced hires, workers dispatched overseas, and specialized workers
Collective bargaining
Category
Unit
2019
2020
2021
Notes
Labor-Management Council membership rate
%
98.9
99.0
99.1
Laws/regulations
Category
Type
Unit
2019
2020
2021
Notes
Violation of social/ 
economic laws and 
regulations
Penalties
KRW
0
0
0
Non-monetary sanctions
Cases
0
0
0
Violation of  
laws governing  
unfair competition/ 
monopolistic behavior
Monetary losses incurred 
within the reporting period 
due to legal proceedings 
against anti-competitive 
behavior
KRW
0
0
0
Legal violations resulting 
from corruption and bribery
Cases
0
0
0
Cases of discrimination  
and corrective measures
Cases of discriminatory 
treatment (education, 
gender, disability, etc.) 
reported and processed
Cases
1
0
0
For SK Inc.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
167
Information security
Category
Type
Unit
2019
2020
2021
Notes
Leakage of personal 
information and data
Data leakage (including 
internal leaks, hacking, etc.) 
Case
0
0
0
First disclosed in 2019
Leak of personally identifiable 
information (PII)*
Case
0
0
0
PII leakage rate 
(PII leaks as a proportion of all 
data leaks)
%
0
0
0
Users whose personal 
information was damaged as a 
result of data leaks
Person
0
0
0
Customer information  
and user data
Cases where customer 
information was used for 
secondary purposes
Person
0
0
0
Number of requests for  
user data and information from 
government or  
law-enforcement agencies
Case
0
0
0
Monetary losses incurred 
due to legal proceedings 
concerning personal 
information protection
Monetary losses incurred 
during the reporting period 
due to lawsuits concerning 
user privacy
Thousand 
KRW
0
0
0
Breaches of customer  
personal information 
protection and loss of 
customer data
Cases of violations and 
complaints
Case
0
0
0
* Personally identifiable information (PII) : any data that can be used to determine/trace personal identity
Suspension of service
Category
Type
Unit
2019
2020
2021
Notes
10 to 30 minutes of  
service suspension
Cloud-based services
Case (minutes)
13 (277) 
4 (74)
7 (132)
All services
Case (minutes)
48 (956)
28 (554)
43 (805)
30 minutes or longer of  
service suspension
Cloud-based services
Case (minutes)
25 (2,773)
9 (983)
25 (3902)
All services
Case (minutes)
120 (19,974)
100 (9,985)
109 (14,264)
Regular inspections and 
scheduled events
Cloud-based services
Case (minutes)
4 (238)
1 (32)
4 (504)
All services
Case (minutes)
15 (787)
35 (3,455)
Suspension due to 
failures
Cloud-based services
Case (minutes)
34 (2,812) 
12 (1,025)
28 (3,530)
All services
Case (minutes) 152 (20,085)
113 (9,752)
117 (11,614)
Health and safety
Category
Type
Unit
2019
2020
2021
Notes
 Fatalities
Employee
Person
0
0
0
Employee of supplier
Person 
0
0
0
Lost-Time Injuries (LTI)
Employee
Person 
0
1
0
Employee of supplier
Person 
0
0
0
Lost-Time Injuries 
Frequency Rate (LTIFR)
Employee
Rate
0
0.02 
0

* Rate:
1(case)/ total working hours
x 200,000 (hours)
Employee of supplier
Rate
0
0
0.01
Occupational Illness 
Frequency Rate (OIFR)
Employee
Rate
0
0
0
Employee of supplier
Rate
0
0
0
R&D investment
Category
Type
Unit
2019
2020
2021
Notes
R&D expenses
Total
Million KRW
74,820
81,231 
70,113
Sales and management 
costs
Million KRW
41,460
36,165
35,507
Development costs
Million KRW
33,360
45,066
34,606
R&D expenses as a proportion of revenue
% 
4.06
4.51 
3.81
Total R&D expenses ÷ 
revenue×100
For SK Inc.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
168
Social contribution
Category
Type
Unit
2021
Notes
Expenses for  
social contribution  
activities
Total volunteering  
by employees
Hours
2,371
Employee volunteering, volunteering activities during working 
hours, pro bono work and donation of skills
Million KRW 
234
Converted value of employees’ volunteering activities = 
employee volunteering hours x legal minimum wage + hours of 
skill donation x employees’ average hourly wage
Cash contributions
Million KRW
9,889
Total spent on local community projects, donations, 
sponsorships, funds, etc. – Happy IT Scholarship, sponsorship of 
scholarship quizzes, Community Chest of Korea, etc.
In-kind giving
Million KRW
1,762
Donation of goods, donation of products/services, advertising/
marketing publicity, etc.
- Donation of equipment for Happy ICT, free cloud services for 
entrepreneurs/SMEs
- Matching grants (heating costs, goods for heating, facility 
repairs, etc.), food expense support for undernourished 
children, etc.
Management overheads
Million KRW
182
Operating costs of social contribution projects (wages for event 
staff, insurance, recruitment costs, running costs including 
telephones/fax/computers), consulting costs, project research 
costs, etc.
Social contribution  
investment by type
Charitable donations
%
15
Program to promote regional employment, donations to local 
communities
Community investments
%
26
Brand awareness promotion activities, such as university 
support and event sponsorship
Commercial initiatives
%
59
Donation of cash and goods, sponsorships, matching funds, 
employee volunteering hourly expenses, etc.
Expenditure on  
major donations
Seed
Thousand KRW
65,000
Operating costs for SIAT education in 2021, Round 1 SIAT 
education expenses in 2022
Haenggarae
Thousand KRW
2,000
Donations of funds for the development of Wansan Girls’ High 
School
Happy IT Scholarship
Thousand KRW
19,132
Rehabilitation International Korea 
Happy ICT
Thousand KRW
9,425
Donation of second-hand assets for Happy ICT, etc.
Bazaar
Thousand KRW
2,121
Hope On campaign for marginalized groups in the winter 
months
Environment
Thousand KRW
5,083
RE100 membership fee
Expenditure on policy
Category
Type
Unit
2019
2020
2021
Notes
Policy expenditures
Lobbying
Thousand KRW
0
0
0
Political donations
Thousand KRW
0
0
0
Membership of related 
organizations
Thousand KRW
211,142
202,257
215,937
* SK Inc. complies with the Political Funds Act (corporations or organizations shall be prohibited from contributing political funds’)
Policy-related expenses (2021)
Organization
Unit
Amount
Seongnam Chamber of Commerce & Industry (SCCI)
1)
KRW
60,000,000
Korea Enterprises Federation
2)
KRW
40,400,000
Korea Information Technology Service Industry  
Association (ITSA)
KRW
33,000,000
Korea Software Industry Association (KOSA)
KRW
20,000,000
Korea Association of Cloud Industry (KACI)
KRW
10,000,000
Federation of Korean Information Industries (FKII)
KRW
8,400,000
Seoul Bar Association
KRW
5,222,250
1) As an organization that promotes activities to support the growth of local businesses, we support the work of the Seongnam Chamber of Commerce and provide support for member 
companies' expenses. 
2) As an organization that supports the maintenance of a proactive response system for rapid changes in the internal and external HR management environment, we support the association 
and pay membership expenses
Survey targets
Category
Type
Unit
Outcomes
Targets
2019
2020
2021
2022
2025
Quality/service management 
for customer satisfaction
Customer satisfaction
%
75.7
75
72.2
73
75
Pursuit of a happy 
organizational culture  
through employee satisfaction
Employee engagement
%
76.6
78.3
78.9
79
81
For SK Inc.

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
169
CORPORATE GOVERNANCE 
SK Inc. discloses information about corporate governance in a transparent manner as follows.
1. Independence of the Board of Directors
SK Inc. complies with the Commercial Act of the Republic of Korea to incorporate transparent management, by means of organizing and operating an 
independent Board of Directors (BOD). In this regard, we hereby define the conditions for ensuring the independence of the BOD and disclose the status of the 
BOD, as follows. We believe that the BOD is independent if independent directors constitutes its majority. We also believe that the BOD cannot be deemed to 
have independent qualifications if the independent director falls under the conditions set forth below. Therefore, SK Inc. shall not appoint any person who has the 
following conditions:
①xDirectors, executive directors and employees who are engaged in the regular business of the relevant company, or directors, auditors, executive directors 
and employees who have engaged in the regular business of the relevant company within the past two years; 
②xThe principal, his/her spouse, lineal ascendants, and lineal descendants, in cases where the largest shareholder is a natural person;
③ xDirectors, auditors, executive directors, and employees of the corporation, in cases where the largest shareholder is a corporation;
④ xThe spouses, lineal ascendants, and lineal descendants of directors, auditors, and executive directors;
⑤ xThe directors, auditors, executive directors, and employees of a parent company or a subsidiary company of the relevant company;
⑥ xDirectors, auditors, executive directors, and employees of a corporation which has a significant interest in the relevant company, such as business relations 
with the company;
⑦ xDirectors, auditors, executive directors, and employees of another company for which directors, executive directors, and employees of the relevant company 
serve as directors and executive directors.
In order to ensure fairness and independence when appointing independent directors, we appoint these positions at the general shareholders’ meeting following 
a rigorous examination by the Independent Director Candidate Recommendation Committee.
2. Election Ratio of Independent Directors
SK Inc. elects the BOD with the aim of having independent directors constitute more than 51% of the BOD. Currently, our BOD has five independent directors, 
representing 56% of all directors, which ensure that the BOD can maintain its independence from large shareholders and management.
3. Diversity Policy of the Board of Directors 
In order to promote a diverse and non-discriminatory corporate culture, SK Inc. is committed to ensuring that all employees, including board members, are 
not discriminated on the basis of race, gender, disability, religion, or nationality, in all matters including recruitment, compensation, evaluation, promotion, and 
education, and prioritizes the interests of minorities.
4. Efficient Operation of the Board of Directors
In 2021, the average participation rate of directors in the BOD was 97.67%. The minimum participation rate required for all directors is 80%, and all 5 independent 
directors limited other duties to 4 or less. The BOD of SK Inc. regularly and independently evaluates the performance of the BOD by sharing the execution results 
of its decisions and committee activities and discussing areas of improvement. Directors are appointed annually, and at the time of appointment, the appointment 
case of each director is put to a vote. The pros and cons as well as the proportion of appointees are disclosed. The average tenure of directors is 3 years, and the 
number of independent directors with industrial experience is four.
5. Performance-based Compensation of Management
SK Inc. efficiently measures the performance of our top management and pays compensation accordingly. Performance-based compensation uses indicators 
such as sales, operating profit, debt ratio, cash dividend payout ratio, total share price return, credit rating, growth rate, sustainability rate, etc. The period for which 
we pay performance-based compensation to top management is three years. In addition, we introduced stock options for executives to directly link corporate 
value enhancement and compensation in order to maximize the growth of corporate value by building a consensus between management and shareholders.
GUIDELINES FOR GUARANTEEING THE INDEPENDENCE OF THE BOARD OF DIRECTORS 
SK Inc. follows the local commercial law in ratifying the independence of its directors. Regulations of independence conditions are applied with stricter standards 
in accordance with US NYSE regulations, and it follows prescribed conditions for determining the independence of directors, including candidates and current 
directors.
Some directors, who fail to satisfy the company's independence requirements, may be qualified in accordance with the regulations of the Republic of Korea based 
on the relevant statute, in cases where they significantly contribute to the Board of Directors and the company by demonstrating competence, experience and 
wisdom.
All directors of SK Inc. Board of Directors maintain their independence by satisfying all of the following standards.
•	 The candidate should not have been hired by the company as an officer within the past three years;
•	 The candidate should not be a partner or employee of the company’s independent auditor;
•	 The candidate should not be a partner or employee of an organization that has signed a key advisory contract or a technical alliance agreement with the 
company;
•	 The candidate should not be the company’s adviser or consultant or a member of the company’s high-ranking management team;
•	 The candidate should not be a partner or employee of an organization that currently is at party to or has signed a contract for an amount exceeding 5% of the 
company’s total revenue in the past three accounting years; or 
•	 The candidate should not have any conflicts of interest on an agenda item of the company’s Board of Directors.
In addition to the above, the Board of Directors will comprehensively evaluate the director’s independence, including domestic and overseas situations and the 
position of the directors and the company.
Status of shares with differentiated voting rights (2021)
Voting rights per 1 share
Votes per share 
Number of shares
Number of shares with  
voting rights
No voting right* 
0
18,058,562
0
1 voting right 
1
56,090,767
56,090,767
Total
-
74,149,329
56,090,767
* Consisting of preferred shares and treasury shares under the Commercial Act
Policy & Principle

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
170
GUIDELINES FOR GUARANTEEING DIVERSITY IN THE BOARD OF DIRECTORS 
CODE OF ETHICS 
Basic principles for  
employees
We faithfully perform our duties, as constituents of SK Inc., in a manner representative of our position and the values 
of the company at all times and with pride. 
• 	We perform our duties in a fair manner and keep our private and public duties separate.
• 	We will develop an organizational culture where constituents are mutually respected and are motivated to work 
willingly and voluntarily.
Responsibilities toward  
shareholders
SK Inc. shall elevate our corporate value to create value for shareholders, and to do so, we shall improve our 
transparency and perform efficient management. 
• 	SK Inc. maximizes the shareholders’ value by means of efficient management through continual innovation,  
and shares such achievements with shareholders.
• 	SK Inc. practices Board-centered, transparent management while respecting the shareholders’ legitimate 
requests and proposals.
• 	SK Inc. prepares its management data in accordance with all relevant legislations and standards, and discloses 
the relevant information faithfully based on the law to protect the shareholders’ benefits. 
Relations with  
business partners
SK Inc. pursues win-win development with its business partners and fairly competes with its competitors.
• 	SK Inc. provides fair trading opportunities to its partner companies, does not commit unfair acts using its positional 
advantages, and pursues mutual benefits and win-win development. 
• 	SK Inc. competes fairly with competitors based on a spirit of mutual respect.
Attitude toward  
customers
We will gain trust from customers by providing continual satisfaction, with the ultimate aim of developing together 
with customers. 
• 	We will respect the diverse opinions of customers and incorporate them into the company’s management 
activities.
• 	We will protect the customer’s property and information safely in accordance with all relevant laws and the 
company’s policies.
Roles in relation to  
the social community
SK Inc. constituents contribute to the social community through social and cultural activities while also contributing 
to the country’s economic development. They do their utmost to manage the company’s business in line with 
prevailing social norms. 
• 	SK Inc. constituents strive to deliver happiness to the social community by actively participating in company’s  
CSR activities.
• 	SK Inc. constituents contribute to the development of the social community through eco-friendly management.
Addendum
This code of ethics will enter into force on October 1, 2008. 
• 	 SK Inc. has provided a separate “Guidelines for Practicing the Code of Ethics” to ensure that its constituents may 
interpret and practice the Code of Ethics correctly. 
SK Inc. clearly recognizes that diversity in the Board of Directors enables it to adopt broader perspectives and thereby better reflect the benefits of its shareholders, 
customers and other stakeholders in making important decisions. 
 
At the end of each year, the Board of Directors makes decisions regarding the next-year’s direction for the selection of director candidates and the composition of 
the Board of Directors to satisfy the following diversity requirements.
1. Expertise
   ① Essential areas of expertise: IT, business management (operation of organizations), economy, law, and accounting
   ② Segmented areas of expertise: Business management, economics, global affairs, IT industry, risk management, sustainable management, and investment
   ③ Expertise of independent directors: Understanding of a director’s duties
2. Diversity
   ① Nationality: Candidates with diverse nationalities, considering the company’s overseas projects
   ② Gender: Candidates of different genders, reflecting the gender equality principle for including diverse perspectives in the operation of the Board
   ③ Age: Candidates belonging to diverse age groups, to enhance the Board’s efficiency while effectively responding to changes in business conditions 
   ④ Others: Candidates should not be discriminated based on their ethnicity, religion, race, nationality, and other factors
3. Recommendations
An open approach is adopted for recommending independent directors to reflect the stakeholders’ diverse interests.
When determining the direction of the Board of Directors, the Board verifies whether the composition of the Board of Directors reflects the diversity requirements 
established above, using the "diversity verification matrix.”
SK Inc. will steadily strive to enhance the Board’s efficiency by adding diverse perspectives and experiences to the extent not violating the law of the Republic of 
Korea.
Policy & Principle

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
171
OATH TO PRACTICE ETHICAL MANAGEMENT 
Policy & Principle
INFORMATION PROTECTION POLICY 
Various threats that emerge alongside the development of IT technologies may seriously affect the information assets of 
SK Inc., which offers comprehensive IT services to customers.  
Activities to ensure information security have become essential and indispensable to the efforts of SK Inc., which strives to 
provide the world with products of the highest quality as a global IT service leader. 
Therefore, all SK Inc. employees should prioritize the development of measures to protect important information 
assets from internal and external hacking or data leakage by thoroughly considering various legal, social and ethical 
repercussions, in addition to the possible loss of important information assets and delay or degradation of processes.
Hence, SK Inc. has established and declared an information security policy, which satisfies the following criteria:
①	 We protect the information assets of SK Inc. from illegal access or leakage.
②	 We maintain the confidentiality, integrity and availability of the information assets of SK Inc..
③	 SK Inc. complies with statutory security requirements related to information security protection.
④	 All SK Inc. constituents shall be able to duly prevent, detect and address accidents and shall recognize the importance 
of information security. 
⑤	 SK Inc. implements analyses, inspections, and audits of risks related to information protection on a regular basis.
SK Inc. invests the time and resources required to comply with information security policies and establishes and operates 
an organization that manages information security.  This organization is responsible for the development, maintenance, 
inspection, and education of security regulations, guidelines, and procedures. Information security, however, cannot be 
achieved solely by a specific management organization; rather, it requires the participation and responsible actions of all 
employees. Therefore, all employees must recognize the importance of information protection and exercise continuous 
efforts to understand and comply with the declared policies.
I, the undersigned, hereby pledge to comply with the following with a full understanding of the company's Anti-Corruption 
Policy, to participate in the development of a transparent corporate culture by practicing ethical management with pride 
and self-esteem as a constituent of SK Inc.
1.	 (Caring and respect) As a constituent of SK Inc., I will always maintain a mindset of care and respect for fellow constituents 
and stakeholders.
2.	 (Prohibition of unethical/corrupt acts) I will not commit any unfair trading or unethical / corrupted acts in performing my 
duties and will comply with company's regulations and related statutes, including the company’s Code of Ethics.
3.	 (InterpretatioNApplication of company regulations) When I have any questions in connection with the 
interpretatioNApplication of the Code of Ethics and related company regulations in relation to the performance of my 
duties, I will consult my department manager first, and in cases that are difficult to judge on my own, I will consult with the 
company's organization responsible for ethical management to obtain advice.
4.	 (Reporting/consultation) If I notice any unfair trading or unlawful/corrupt acts committed by a constituent while performing 
my duties or if I receive an offer to engage in unlawful/corrupt acts from a business partner or other stakeholders, I will 
immediately report the matter and consult with the company organization responsible for ethical management.
5.	 (Cooperation with investigations) When an investigation/diagnosis is conducted, I will render all possible cooperation 
including the submission of material requested by the company (information required to investigate unfair trading, 
unlawful acts/corruption, consent to review personal information, etc.) to determine the occurrence of unfair trading, 
unlawful acts/corruption, etc. and comply with requests for testimony.
6.	 (Disciplinary actions) I will accept any disciplinary actions based on established procedures in the event that I violate this 
oath or any related regulation of the company.
7.	 (Ethical conduct) The contents of the Code of Ethics and this oath regarding practices present the minimum guidelines 
required for ethical decision-making and conduct, and I will voluntarily judge and act in regard to other matters in 
accordance with a stricter and higher ethical standard based on the company's regulations, etc.
Oath to Practice SK Ethical Management

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Based on the business perspective of SK Group (SKMS) to ‘concurrently pursue the happiness of employees and 
stakeholders,’ SK Inc. declares the Human Rights Management Guideline to realize the value of respect for human rights 
throughout its management activities.
 
Article 1  SK Inc. will respect the human rights of all stakeholders and respect human dignity.
 
Article 2  SK Inc. will officially support and observe the standards and laws enforced by international organizations related 
to labor and human rights, such as the ‘Universal Declaration of Human Rights,’ the ‘UN Guiding Principles on 
Business and Human Rights (Ruggie Framework),’ and the ‘International Labor Organization (ILO) Conventions.’
 
Article 3  SK Inc. requests all stakeholders within its value chain, including employees, business partners, local 
communities, customers, and the supply chain, to abide by the above international codes of human rights and 
labor. SK Inc. will strive to prevent human rights violations and respect human rights across its value chain.
 
Article 4  SK Inc. will follow all labor principles and laws recommended by the ILO and ratified by the nation regarding 
health, safety, working hours, and the prohibition of child labor and forced labor.
 
Article 5  SK Inc. will respect diversity, prevent discrimination against gender, race, age, and social status, and support 
victims of human rights violations.
 
Article 6  SK Inc. will establish and implement a management system to execute human rights management, which 
includes anti-corruption (ethical management), environmental/health/safety, compliance, and personal 
information protection.
President and CEO, SK Inc.
Human Rights Management Guideline
HUMAN RIGHTS MANAGEMENT
Detailed principles for human rights-oriented management
Humanitarian Treatment
Wage and Welfare
SK Inc. shall endeavor to prevent the occurrence of psychological or physical 
inhumane treatment, for the realization of the dignity and value of every 
human being. If inhumane treatment (ex, human trafficking, etc.) occurs,  
we will enact strict measures in accordance with the relevant regulations and 
endeavor to provide active relief.
SK Inc. shall meet or exceed the minimum wage prescribed in each relevant 
region along with the payroll statement, and provide compensation for 
overtime work carried out under mutual agreement between labor and 
management. The company shall also seek to strengthen the motivation 
of its constituents to work and to ensure their living safety, and endeavor to 
contribute to the sound development of the economy.
Prohibition of Forced Labor
Freedom of Association
SK Inc. shall respect the free will of its employees. The company shall prohibit 
any form of forced labor which unfairly suppress psychological or physical 
freedom by means of assault, threat, confinement, human trafficking, slavery, 
etc. The company shall endeavor to conclude fair and transparent labor 
contracts, comply with the Labor Standards Act in matters pertaining to labor 
contracts, and ensure that its employees understand the contents thereof.
SK Inc. shall promote sound organizational development through smooth 
and continuous communication between its labor and management.  In 
accordance with the labor-related laws of relevant regions, the freedom of 
association shall be guaranteed, and unfair treatment shall not be applied 
on the grounds of labor union membership or activities.
Prohibition of Child Labor
Privacy Protection
SK Inc. shall comply with regulations on child labor, implement the appropriate 
procedures, provide support in accordance with the laws and regulations 
pertaining to minors, and continuously review its compliance with laws and 
regulations.
SK Inc. shall protect the personal information of stakeholders, including 
customers, in accordance with local laws and regulations, for the purpose 
of protecting the human rights of all stakeholders, and shall take necessary 
measures to protect the security of personal information. The company shall 
not use personal information for any purpose without the consent of the 
person concerned, and shall respect individual privacy as much as possible.
Prohibition of Discrimination
Local Community
SK Inc. shall respect the diversity of all employees, and ensure the non-
occurrence of discrimination in recruitment, wages, promotions, and other HR 
processes for reasons such as an individual’s sex, race, age, gender identity, 
academic background, disability, religion, political orientation, or social status, 
equal remuneration and shall foster a working environment based on mutual 
respect and consideration.
SK Inc. shall identify its potential impacts on communities near its 
workplaces, listen to the feedback of local communities to prevent problems 
from occurring, and strive for continuous communication. SK Inc. shall 
respect the local community’s right to safety and property rights, and 
endeavor to protect such rights.
Working Hours Compliance
Environment, Safety & Health
SK Inc. shall comply with the working hours regulations of relevant regions in 
terms of regular, overtime, and holiday work, and shall not force its employees 
to work overtime. Amendments in laws and regulations shall be managed on 
an ongoing basis to prevent the occurrence of illegal acts.
SK Inc. shall strive to protect the environment and to prevent contamination 
in compliance with local and overseas laws, establish measurable goals to 
improve the environment, and periodically review whether such goals are 
appropriate. 
Responsible Supply Chain Management
SK Inc. identifies the status of human rights protection within its supply chain, 
such as business partners, and conducts appropriate education and training 
to prevent substantial or potentially critical human rights impacts.
Policy & Principle

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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STATUS OF HUMAN RIGHTS AT BUSINESS PARTNERS
• In 2022, SK Inc. examined the potential and actual human rights risks of business partners and supported risk improvement activities through monitoring.
• Targets included 452 business partners (15 HW manufacturers, 123 SW manufacturers, 293 labor suppliers, 21 public corporations).
• Among management items, business partners showed high compliance rates for humane treatment, prohibition of discrimination and bullying, working hours, and wages and welfare benefits. They showed low compliance rates for freedom of association, prohibition of forced labor and 
child labor, industrial accidents, and industrial safety.
• Detailed practice guides, standard procedures, education programs, and consulting services are necessary to comply with ESG management and human rights requirements.
Area  
and Item
Humane  
treatment
Freedom of  
association
Prohibition of  
discrimination and bullying
Working  
hours
Wages and  
welfare benefits
Forced  
labor
Child  
labor
Industrial  
accidents
Industrial  
safety
Analysis 
Result
13%
87%
36%
64%
29%
71%
20%
80%
16%
84%
30%
70%
32%
68%
51%
49%
45%
55%
Details
- Preparing regulations 
related to humane 
treatment
- Preparing regulations 
related to freedom of 
association
- Securing communication 
channels with 
management
- Establishing a joint  
labor-management 
declaration to establish  
a cooperative  
labor-management 
relationship
- Jointly establishing plans to 
overcome crises
- Preparing regulations 
related to  
anti-discrimination
- Identifying matters to be 
resolved and preparing 
occasions to share the 
results
- Preparing measures and 
regulations on illnesses 
caused by long working 
hours
- Monitoring long working 
hours
- Examining the issuance 
of pay slips specifying 
the method of payroll 
calculation
- Preparing regulations 
related to forced labor
- Improving work processes 
to guarantee rest time
- Negotiating with employee 
representatives to 
guarantee resting spaces
- Holding in-house events as 
part of the family-friendly 
management policy
- Preparing regulations 
related to child labor
- Updating the list of 
employees
- Establishing an identity 
verification procedure
- Preparing methods of 
improving the work 
environment
- Conducting regular 
health check-ups and 
guaranteeing active 
treatment measures
- Periodically performing 
facility safety evaluations
- Holding safety practice 
workshops
- Clarifying the roles and 
responsibilities of persons 
in charge of safety 
management
Plans for Improving the Human Rights Management of Business Partners
- Preparing the Code of Conduct and guide for business partners and providing education on human rights management
- Diversifying the methods of investigating the human rights conditions of business partners
- Supporting the design of self-diagnostic checklists for business partners, focused on the implementation of human rights management
Compliance 
Non-compliance
Policy & Principle

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Preface
SK Inc. sets expectations for a high level of operational standards in the working environment of its business partners. Hence, in order to strengthen 
compliance management as the foundation of accompanied growth for both SK Inc. and its business partners, the company enacted the Code of 
Conduct of Business Partners (hereinafter referred to as the “Code”). Furthermore, the business partners of SK Inc. shall strictly observe all applicable 
laws and regulations, secure a safe working environment, build a business environment that respects employees, and conduct business in an ethical 
manner. 
This Code establishes the standards that SK Inc. expects from its business partners. The Code is applicable to organizations in all forms that design, sell, 
manufacture or provide materials and services used to produce services and products of SK Inc. All business partners shall comply with the Code, and 
shall demand compliance from all subsidiary supply chains that provide materials and services to relevant business partners.
SK Inc. or external institutions designated by SK Inc. may visit business partners to assess the status of compliance with this Code by business partners. 
When a critical violation of this Code by a business partner is not improved within the requested period, the business with SK Inc. may be suspended 
or the contract may be canceled.
This Code may be amended in accordance with any changes, etc. of the business partner management policy and standards of SK Inc. In case of 
conflict between this Code and local laws, the stricter standards shall prevail.
1. Human Rights and Labor
Business partners shall protect the human rights of workers and guarantee their dignity to internationally accepted standards.  This shall be applicable 
to all forms of workers including temporary workers, migrant workers, trainees, dispatched workers, etc. Workers shall be guaranteed legitimate labor 
and protection of rights in accordance with local laws.
1-1. Prohibition of Forced Labor
All labor shall be voluntary. The company shall not hire forced laborers, workers under a confinement contract (including confinement for debt 
servicing), involuntary convict laborers and laborers subject to human trafficking. This includes all acts of moving, hiring and transferring social 
minorities by means of threat, force, compulsion, kidnapping, fraud, etc. for the purpose of labor exploitation. 
Business partner companies shall not demand the transfer of government issued identification cards, passports or work permits as a condition of 
employment. Business partners or manpower dispatch companies shall not demand commissions (for instance, job placement commissions, etc.) or 
surety from workers, and shall document and deliver work conditions in languages understandable by the worker.
1-2. Underage Worker Protection
Use of child labor is strictly prohibited. The term “child” refers to a person with less than the highest age among the following criteria: the age of 15, the 
age of completing mandatory education or the minimum legal employable age according to local laws. When an underage worker is found, business 
partners shall promptly enact countermeasures. Employment of underage workers shall cease immediately and the process of age confirmation 
during hiring shall be be improved. If any apprentice programs are in effect, such programs shall comply with local laws and regulations. Juvenile 
workers over the legal minimum age for hiring can be hired, but workers under the age of 18 shall not perform any dangerous tasks (including overtime 
and night shifts) to protect their health and safety.
CODE OF CONDUCT OF BUSINESS PARTNERS 
Policy & Principle
1-3. Compliance in Working Hours
The weekly working hours shall not exceed the maximum working hours regulated by the relevant laws.  Moreover, the weekly working hours, 
including any overtime hours, may not exceed the working hours set by the Labor Standards Act except in emergency or special situations.
1-4. Wages and Employee Benefits
Wages given to workers shall include minimum wages, overtime compensation and legal employee benefits, and shall comply with local laws and 
regulations. All overtime services shall be performed voluntarily with the consent of workers, and overtime compensations higher than the hourly 
wages for regular working hours shall be given according to local laws and regulations. 
No pay cuts shall be permitted as a means of disciplinary action. The wage standards and items of workers shall be provided in a payslip or a document 
with wage payment details via in-house Intranet, etc. and shall be issued in languages understandable by workers. 
1-5. Humanitarian Treatment 
Harsh and inhumane treatment of workers is forbidden, including sexual harassment, sexual abuse, punishment, mental or physical coercion and 
abusive language, nor any threats of such treatment. Business partners shall define policies and procedures to guarantee the humanitarian treatment 
of workers and sufficiently explain these matters to workers. 
1-6. Non-discrimination
The business partner shall take measures to prevent bullying or illegal discrimination of workers. In all matters pertaining to employment, including the 
recruitment process and wages, promotion, compensation and educational opportunities, the business partner shall not discriminate based on race, 
color, age, gender, sexual orientation, ethnicity, disability, pregnancy, religion, political inclination, union membership, marital status, etc. Except where 
required by local laws or necessary to ensure occupational safety, disclosure of medical information that may present grounds for discrimination shall 
not be requested from workers or employment candidates.
1-7. Freedom of Association
In accordance with local laws, the business partner shall respect its workers’ rights to organize and to join an employee council or a labor union 
and exercise their freedom of association with other workers for group agreement and peaceful assembly and shall also respect their right not to 
participate in such activities. Also, workers and their representatives shall be able to communicate and share their opinions and views regarding 
difficulties in working conditions and business policies without concerns about discrimination, retaliation, threats or bullying.
2. Safety and Health
Business partners shall recognize that activities to guarantee the safety and health of workers are essential and take priority among all activities to be 
performed for the company’s businesses. Business partners shall, according to local laws and regulations, strive to build and maintain safe and sound 
workplaces.
2-1. Occupational Safety
Business partners shall perform proper administrative control, preventive maintenance and consistent safety education to control workers’ exposure 
to potential safety hazards (e.g. electrocution, fires, car accidents, falling hazards, etc.).  When hazardous elements cannot be sufficiently controlled by 
aforementioned measures, proper personal protective gear shall be provided to workers. Also, pregnant female workers may not be deployed under 
the harmful environmental conditions. 
2-2. Preparation Against Emergency Situations
Potential emergency situations and accidents shall be identified and evaluated in advance. Damage from emergency situations shall be minimized 
by setting up an emergency situation reporting system, worker notification and evacuation procedures, and provision of emergency drills for workers, 
evacuation facilities, fire detectors and fire-fighting equipment.

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PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
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Policy & Principle
2-3. Industrial Disasters and Prevention of Disease
A proper system and procedure shall be established to prevent, manage, trace, and report industrial disasters and diseases affecting workers. The 
system shall include clauses to support the return of workers in leave of absence due to an industrial disaster or disease by 1) encouraging workers 
to report freely, 2) classifying and recording industrial disasters and diseases, 3) providing necessary medical treatment, and 4) performing corrective 
measures to survey each case and to eliminate its cause.
2-4. Tasks Imposing Physical Burdens
Business partners shall identify, evaluate and control workers’ exposure to physically burdensome tasks including repetitive manual tasks for a long 
period, lifting heavy objects, standing and physically exhausting assembly tasks.
2-5. Safety Management of Dangerous Machinery, Instruments, and Facilities
The safety of machinery, instruments, and facilities needed for production shall be properly evaluated. When machinery which may expose workers to 
risks of injury is used, a physical protective device, interlock device, and barrier shall be provided and properly maintained.
2-6. Management of Exposure to Harmful Elements within the Working Environment
The level of workers’ exposure to harmful elements such as chemical substances, noise, dust, etc., shall be measured regularly to identify its impact, 
and technical measures and management supervision shall be implemented to prevent exposure beyond the standard value. Employee education on 
related risks shall be implemented, and when the risk is not fully controlled, personal protective gear shall be provided.
2-7. Safety and Health Education
Proper safety and health education for workers shall be implemented, in a language mostly used by workers. Safety and health related information 
shall be posted in visibly accessible locations in the workplace.
3. Environmental Management
Business partners shall strive to fully understand and reduce environmental pollution caused by their business operations and the environmental 
impact incurred upon providing products, services, etc. to SK Inc.. They shall comply with environment related laws and regulations in terms of waste 
disposal, recycling, controlling industrial water and controlling greenhouse gas and atmospheric emissions.
3-1. Acquisition and Reporting of Environmental Licenses and Permits
All necessary environmental licenses and permits and registrations for the operation of the company shall be acquired, maintained, managed, and 
updated with the latest amendments. Also, all necessary requirements for the process of acquiring licenses and permits, such as operations and 
reporting, etc., shall be observed.
3-2. Prevention of Contamination and the Reduction of Resource Use
The emission of contaminating substances and waste shall be minimized or eliminated through the addition, etc. of contamination source control 
facilities. The use of natural resources, including water, fossil fuel, minerals, and primeval forests, shall be reduced through methods such as 
the improvement of production processes, strengthening of maintenance, modification of facility processes, use of alternative materials, reuse, 
preservation, recycling, etc.
3-3. Harmful Substance Management
Chemical substances and other substances harmful to human beings or the environment shall be separately managed through identification 
marks, labeling, etc. and safety shall be guaranteed by means of safe handling, transportation, storage, use, recycling or reuse and disposal of such 
substances.
3-4. Wastewater and Other Wastes
Solid wastes (harmless) shall be systematically identified, managed, reduced, disposed and recycled. Solid wastes and wastewater generated from 
the various activities, production processes, and sanitation facilities of the company shall be identified, monitored, managed and treated according 
to regulations and properly discharged or disposed. Also, measures shall be implemented to reduce wastewater and the processing efficiency of the 
wastewater treatment process shall be constantly monitored.
3-5. Energy Consumption and Greenhouse Gas Emissions
The energy consumption and greenhouse gas emissions of the whole company and each unit of the workplace, shall be identified in phases. In 
addition, cost efficient means shall be sought to minimize energy consumption and greenhouse gas emissions while enhancing energy efficiency. SK 
Inc. may request materials related to these matters (including the materials of the manufacturer pertaining to greenhouse gas emission and reduction 
plans, etc.), and business partners shall actively cooperate with such requests. 
3-6. Air Pollutants
Volatile organic compounds, aerosols, corrosive gases, dust, substances which deplete the ozone layer, and byproducts of combustion shall be 
identified, monitored, and managed or treated according to domestic and international laws and properly discharged.
3-7. Eco-friendly Products
With consideration for the environmental risks arising from the purchase of raw materials, and in the absence of extenuating circumstances, eco-
friendly products that can reduce environmental pollution should be used as a priority. Further, efforts should be made to continuously expand the use 
of eco-friendly products and services.
3-8. Water Resource Protection
The contamination of rainwater shall be prevented systematically. A water resource management program to monitor the use and discharge of water 
resources shall be implemented, contamination routes shall be controlled, and all waste water shall be monitored for proper discharge and treatment.
3-9. Management of soil, noise/vibrations, odors, and raw materials
Noise, soil pollution, odors, biodiversity, etc., are monitored to reduce negative impacts on ecosystems in the vicinity of worksites. Additionally, to reduce 
the consumption of raw materials, dedicated management is necessary, including the introduction of related systems and measurements taken 
accordingly.
4. Business Ethics
In the operation of business sites, the business activities of business partners shall comply with all local laws and regulations, and SK Inc. shall demand 
its business partners to maintain the highest standards of ethics.
4-1. Integrity
In business relations with all companies, the highest level of integrity shall be maintained. Business partners are strictly prohibited from engaging in 
illegal acts, such as all forms of corruption, extortion, embezzlement, bribery, tributes, and gifts including money or other forms of benefits to related 
personnel for the purpose of affecting the decision-making process. 
4-2. Prohibition of Unfair Benefits
Unfair means or means to acquire inappropriate benefits shall not be provided, permitted, or received, and a process shall be implemented to monitor 
and stop such practices.

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Policy & Principle
4-2. Information Disclosure 
Information on labor affairs, safety and health, environmental management status, business activities, governance structure, financial status and 
performance shall be disclosed in accordance with applicable laws and general industrial practices. Any forgery of records or omissions of relevant 
information, including information regarding actual conditions in the supply chain, shall not be tolerated.
4-3. Intellectual Property Protection
Intellectual property rights shall be respected. The transfer of technology or know-how shall be performed in a manner that ensures the protection of 
intellectual property rights and the information of SK Inc. shall be securely protected.
4-4. Fair Trade, Advertisement, and Competition
Applicable regulations and standards on fair trade (prohibition of price-fixing), advertisement, and competition shall be observed.
4-5. Personal Information Protection
Reasonable efforts shall be taken to protect the personal information of all personnel, including business partners related with businesses, clients, 
consumers and employees. In addition, all applicable laws related to personal information protection and information security in collecting, storing, 
processing, transmitting and sharing personal information shall be observed.
4-6. Data Security
Business partners must fulfill their obligation to maintain the confidentiality of data provided to or known in the course of performing business. Also, 
upon the discovery of a data infringement incident, the incident shall be reported and notified to SK Inc., and business partners shall actively cooperate 
in the data processing system approach, etc. to be performed during the process of confirming the infringement.  
4-7. Protection of Whistle Blowers
All matters related to violations of the Code of Conduct or acts of retaliation against whistle blowers (harassment, discrimination, unfair behavior, etc.), 
shall be reported. SK Inc. shall maintain the anonymity of whistle blowers, and in the event that an act of retaliation on whistle blowers is exposed, strict 
measures will be taken. The problem identified by a whistleblower shall be fairly investigated and a solution will be sought.
4-8. Prohibition of the Use of Conflict Minerals
A policy prohibiting the use of raw materials acquired through illegal and unethical means (for example, minerals from mines occupied by armed 
forces) shall be established and implemented. 
4-9. Regional Social Contribution
Efforts shall be made to carry out social contribution activities through the establishment of strategies aligned with the company’s characteristics and 
diverse employee engagement programs.
5. Management System
Business partners shall establish, perform, and maintain a management system to ensure that the system may be continuously improved for 
compliance with these norms, related legislations, and requests of customers. The system shall include a clear statement of purposes and objectives, 
long-term measurements and achievement assessments, and measures for continuous improvement. 
5-1. Presentation of a Willingness to Comply
The management shall demonstrate a willingness to undertake continuous improvement and compliance with company requirements approved by 
the management, and these shall be posted in the workplace.
5-2. Obligations and Responsibilities of the Management
A responsible person shall be appointed to be in charge of conducting scheduled inspections of the performance and status of programs related to 
the management system and norms, and the representative director of the company shall review the current status of the management system on a 
regular basis.
5-3. Correspondence to Laws and Customer Requests
A process shall be established to identify, monitor, and understand the latest legislations and customer requests, including the requirements of these 
norms.
5-4. Obligations and Responsibilities of the Management
A responsible person shall be appointed to be in charge of conducting scheduled inspections of the performance and status of programs related to 
the management system and norms, and the representative director of the company shall review the current status of the management system on a 
regular basis.
5-5. Risk Assessment and Management
Potential risks pertaining to the environment, occupational safety and health, human rights and labor, and ethics shall be identified, and a management 
plan shall be established to address risks with high occurrence possibility and ripple effects, and its performance status shall be reported to the 
management.
5-6. Establishment of Goals and Management
Objectives and performance plans pertaining to the environment, occupational safety and health, human rights and labor, and ethics shall be 
established, and the status of their achievement shall be evaluated on a regular basis.
5-7. Education Training and Communication
A program shall be established and operated to educate managers and workers to comply with related laws and regulations as well as to perform the 
policies, procedures, and improvement objectives of company, and a process shall be established to facilitate communication among workers, the 
company, and customers regarding information related to the company’s policies, customs, expectations, and achievements.
5-8. Feedback, Participation, and Complaints Processing of Employees and Executives
To check compliance with relevant local laws and regulations, including this code, an independent audit body and reporting system must be 
maintained, and regular self-assessments must be conducted.
5-9. Audits and Assessments
Self-assessments shall be performed on a regular basis to check compliance with local acts and regulations, including these norms.
5-10. Process for Corrective Measures
A proper procedure shall be established to correct defects identified through internal or external assessments, inspections, investigations, and reviews.
5-11. Participation of Suppliers and the Fulfillment of Responsibility (Supplier Management)
Business partners engaged in business with SK Inc. shall deliver and request compliance with these norms and shall implement compliance 
assessments..

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Safety and Health Governance
SK Inc. annually reports company-wide safety and health plans to the Board of Directors. All agendas related to safety and health, including 
measures to prevent the recurrence of industrial accidents and risk assessments, are reviewed and resolved by the Industrial Safety and 
Health Committee, a body that includes a labor representative. The Board of Directors made resolutions to form a dedicated safety and health 
organization and to divide its roles in 2022. The Safety and Health Officer is generally in charge of the safety and health affairs of the company, 
and the Chief Safety and Health Officer is responsible for preventing industrial accidents at contractors’ and contractees’ workplaces. 
As such, SK Inc. assessed risks by reflecting stakeholders’ needs (Subcontractor, business partners, etc.), and stakeholders are also included 
when executing safety and health activities. In addition, SK Inc. acquired the ISO certification for safety and health management (ISO 45001) 
in 2021 and passed its surveillance audit in May 2022. Criteria related to safety and health are included in the KPIs of department heads 
and group heads, and ESG-related criteria are reflected in the evaluation of the company’s performance, including the CEO. SK Inc. strives to 
continually improve the performance of the safety and health management systems. Priorities are determined to establish quantitative goals 
for the company and each sector to improve the action plans and performance indicators. Furthermore, all subcontract, service, entrusted, 
and special employment workers are included in the scope of SK’s safety and health policies.
Safety and Health Activities
SK Inc. diagnoses risks that can arise in business sites through risk assessments and acts to mitigate these whenever necessary. Priorities 
are assigned to quantitative goals and action plans are developed to resolve, integrate, and manage risks. In addition, the Industrial Safety 
and Health Management Regulation includes an integrated procedure to respond to emergencies and investigate accidents. When signing 
subcontracts, SK Inc. prepares the selection criteria and review procedures considering the contract parties’ ability to prevent industrial 
accidents and the ISO 45001 requirements.
SK Inc. also has an evaluation procedure to prevent and alleviate risks and health issues among employees regarding safety and health 
goals. In 2021, SK Inc. conducted safety and health education for all employees to raise their safety and health awareness. Starting in 2022, 
SK Inc. will request its business partners to conduct legal safety and health education. SK Inc. internally investigates employees’ safety, health, 
and well-being, in terms of work-related injuries, abnormal health conditions, diseases, and accidents. Safety and health management has 
been reinforced by acquiring an independent external certification (ISO 45001).
SAFETY AND HEALTH
ENVIRONMENTAL POLICY
SK Inc. conducts diverse business activities through management centered on the values of environmental protection and respect 
for life. To reduce the environmental impacts of our Business Division, we establish environmental policies based on environmental 
management principles.
Governance of environmental management
SK Inc. reviews, through the Board of Directors, strategic directions for environmental management and related action plans. Under the 
management/supervision of the Board of Directors, the CEOs of the Business Division and the Investment Division discuss/decide upon 
targets and outcomes relating to the climate change response, energy reduction, etc. 
Additionally, so that environmental outcomes can be systematically managed, the CEOs of SK Inc. grant the head of the 'Happiness Promotion 
Center' - a body under direct CEO supervision - with CSO (Chief Sustainability Officer) authority. This enables the integrated management of 
key organizational outcomes relating to the environment.
Establishing environmental strategies
SK Inc. focuses on the environment as a core strategy for its management activities and considers the environment when making key 
decisions. Every year, we establish and manage environmental targets and tasks based on an analysis of internal and external stakeholder 
needs. Tasks are implemented following linkage with company/organizational KPIs.
Establishing internal regulations on the environment
SK Inc. establishes and implements internal regulations and standards concerning the environment. Relevant working level personnel are 
provided with information and training on these environmental regulations.
Internal regulations are regularly revised and updated through assessments of their validity with respect to laws, changes in business 
structure, stakeholder needs, etc.
Scope of the environmental policy
When conducting business in terms of investments and products/services, SK Inc. shall implement environmental policies at all worksites. 
The environmental policy shall be applied across all management activities, including procurement, transport/distribution, waste, facility 
maintenance, customer management, etc.
Environmental policy for partner companies
SK Inc. includes a code of conduct in all contracts to ensure that the suppliers it transacts with adhere to laws/regulations and environmental 
management. Through regular supplier assessments and environmental assessments when selecting integrated buyers, we assess and 
manage the standards of environmental management of our suppliers.
Further, for non-target worksites, third-party manufacturers, joint venture partners, outsourcing partners, etc., we encourage greater 
awareness of - and engagement with - SK Inc.'s environmental policy.
Policy & Principle

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Environmental impact assessment
SK Inc. comprehensively manages company and worksite-related environmental risks. Project managers shall carry out environmental 
impact assessments of relevant work and projects. Further, prior to conducting new projects, preliminary due diligence, or M&A, persons in 
charge shall review environmental regulations, requirements for protecting the natural environment and ecosystems, and legal standards. If 
material risks are identified during the environmental impact assessment, response plans shall be established and implemented.
Measuring and managing environmental outcomes
SK Inc. establishes environmental metrics and performance targets in line with environmental impact assessments, changes to legislation, 
and stakeholder needs. Relevant performance metrics are assigned to departments and managed accordingly. Key company-wide 
environmental metrics are as follows.
• Energy use : urban gas, power, district heating, etc. 
• GHG emissions : direct emissions, indirect emissions, other indirect emissions
• Water use : water supply, recycled water used 
• Waste generated : waste recycled, general waste, designated waste, processing cost
SK Inc. systematizes environmental outcomes and constantly conducts reviews and improvement activities through assurance by an 
independent, third-party organization.
Communication with stakeholders
To enhance the transparency of environmental management, SK Inc. communicates with stakeholders by requesting cooperation from 
relevant departments, such as media and external affairs, whenever environmental issues occur.
SK Inc. recognizes the continuous increase in risks to biodiversity caused by the advancement of industry. We also recognize the 
importance of the social losses as well as the business impacts which may result from a failure to protect the natural ecosystem. As an 
investment specialist, SK Inc. recognizes the importance of potential impacts on the environment and biodiversity that may arise from 
the takeover and operation of various businesses, and it defines biodiversity principles accordingly. The company understands the 
necessity of protecting biodiversity in the investment decision-making process and will adopt all necessary measures to minimize the 
impact of its operations on the environment.
1. Risks to biodiversity shall be prevented, minimized and mitigated in all aspects of business. During the review of new businesses and the 
business takeover process, we shall check and evaluate and monitor the impacts on the value and status of biodiversity. Efforts shall be 
made to apply the relevant principles throughout the entire supply network of SK Inc., including major workplaces, subsidiaries, major 
business partners, etc. 
2. Legal conditions of relevant areas, countries, and regions shall be observed at all workplaces that have been designated as World Heritage 
areas and IUCN Category I-Ⅳ protected areas. 
3. We will try to achieve no net loss (NLL) and net positive impact (NPI) for biodiversity in workplaces with important habitats. Monitoring of 
biodiversity in forests and fields owned by SK Inc. or its subsidiaries shall be implemented as follows, to minimize the impact on biodiversity. 
• Monitoring to maintain biodiversity
• Monitoring protected areas with genetic resources
• Monitoring native or endangered or rare species
• Monitoring to prevent illegal hunting, capture, gathering activities, etc.
• Monitoring the implementation of artificial growth for the protection of populations of endangered species
• Identifying the impact of animal populations on the renewal and growth of forests and on biodiversity
• Environmentally sensitive regions including water resources
• Areas expected to experience soil erosion
• Areas to be handled with priority for the protection of water resources
4. After monitoring biodiversity protection across the entire plantation area (4,528.64 ha) of SK Forest on an annual basis, SK Inc. will 
implement management activities to achieve no net loss (NLL) at locations which require protection from a biodiversity perspective.  
BIODIVERSITY POLICY  
Policy & Principle

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SK Inc. and SK Forest shall secure the stability, adaptability, and diversity of forests to the greatest extent possible by establishing 
sustainable forest management practices and systems for all forests, and shall fulfill the principles of forest management, including 
productivity, economic feasibility, and preservation.  We configured the fundamental policies of management to maintain and improve 
the public functions of forests, such as the  preservation of national territory, landscape maintenance, cultivation of water sources, 
recreation, etc. We shall contribute to the reduction of carbon emissions, to forest preservation, and the solution of the climate crisis 
through continuous afforestation, along with efforts for the protection of existing forests. 
Promise to prevent forest destruction 
1. We shall take full responsibility for forests and forest products from environmental, economical, and social perspectives, and shall 
perform sustainable forest management and chain reaction of distribution and processing in accordance with the requirements of forest 
authentication (standard and index) and shall handle lumber and non-lumber forest products produced from authenticated forests. For this 
purpose, the forest management authentication standard (KFCC-S-01) shall be acquired for all workplaces and the requirements related to 
the authentication system shall be observed.  
2. Management activities corresponding with the purpose of the Korea Forest Management Certification (KFMC) shall be conducted in all 
workplaces, and we shall contribute to the development of domestic forest certification, conforming to the demands of the international 
society on forest certification. Especially, we shall actively cooperate with policies related to the forest products of the country and fulfill the 
social responsibility of the  company by satisfying consumer demands regarding forest certification products, in order to contribute to the 
improvement of the industrial competitiveness of the country.
3. A rigorous system shall be established and maintained based on the forest management certification manual, and we shall continually 
improve the system by means of conducting monitoring and achievement assessments on a regular basis. Also, all members of the 
organization shall acquire a sufficient understanding of the management policies of the company and ability to perform the related work, 
and we shall guarantee the realization of management policies through the continuous cultivation of work capabilities. Also, we shall 
promote activities such as educational programs, etc. for the prevention of forest destruction, inclusive of all personnel including personnel 
hired by business partners and forest workers related to forest management.  
4. We were the first company in South Korea to be registered as an A/R CDM business with the UN, by establishing the forest at Gosung-
gun, Gangwon-do as a resource for absorbing carbon. We shall register the forest carbon off-set project to be recognized for forest carbon 
absorption through the forest management of trees (extension of the final age, renewal of species of trees) in forestation areas, to respond 
to the challenges of climate change.
FOREST DESTRUCTION PREVENTION POLICY 
Monitoring policy compliance
1. SK Inc. requires forest managers to implement relevant forest projects and other activities and to maintain and store relevant records. If it 
is judged that there have been any negative impacts on important matters or the ecosystem (environment), etc., the forest manager shall 
suspend the forest project and other activities and shall notify the matter to the overall manager and related persons in charge. 
2. All forest projects and other activities which are to be implemented within all management planning districts and included with the 
scope of forest certification shall be applied to all areas (machinery, equipment, chemical substances, business partners related to 
work management, etc.) that may affect the ecosystem (environment) as well as economical (lumber and non-lumber products, etc.), 
environmental (land, water resource, animal / plant, etc.), social (local community, etc.) matters. 
3. Scheduled assessments and non-scheduled assessments shall be performed for the prevention of forest destruction (policy compliance, 
etc.) and to assess impacts on the ecosystem (environment), and we shall confirm the results of ecosystem (environment) impact 
assessments, as follows.
The forest manager shall identify and eliminate negative impacts on the ecosystem (environment), including minor risks, prior to their 
occurrence.
The forest manager shall monitor the ecosystem (environment) continuously after forest projects and other activities and shall conduct 
management to prevent negative impacts. 
When a negative change is identified after forest projects and other activities, the forest manager shall record the matter and minimize the 
change through communication with the overall manager and related persons in charge. 
When a forest project, etc. is entrusted to an external party, we shall make sure that every measure for the safety of workers and the 
environmental protection of forests shall be adopted through the contract with the entrusted company. Especially, the safety equipment to 
be provided for the safety of workers shall be specified, sufficient safety education shall be implemented prior to the commencement of 
work, and the records related to all measures shall be maintained. Also, the person in charge shall guarantee that safety and environmental 
protection management principles are properly implemented through continual monitoring.
Policy & Principle

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Expanding engagement with 
environmental initiatives
2022
- SBTi engagement/commitment
- TCFD alliance membership
- Corporate Renewable Energy  
Foundation membership
Verification of outcomes of 
participation in initiatives/ 
securing trust
2024
- SBTi Target submission/verification
Participation in global initiatives/
expansion of role based on  
characteristics of industry
2030
UNGC-related Activities
Category
Principle
Key Activities
Pages
Human  
rights
01. 	 SK Inc. upholds and protects  international human rights.
02. 	 SK Inc. constituents do not infringe on  human rights.
• Acquisition of human rights management system certification 
• Establishment of a human rights management system and 
commitment
• Compliance with labor principles and legislation
• Strengthened human rights violation response/relief 
processes in line with the establishment of the Human Rights 
Management Committee and Relief Committee
99-102
Labor
03. 	 SK Inc. upholds the freedom of association and  
the right to collective bargaining. 
04. 	 SK Inc. eliminates all forms of forced labor
05. 	 SK Inc. effectively deters and prohibits child labor.
06. 	 SK Inc. prohibits any discriminatory practice in 
employment and the workplace.
• Compliance with the Labor Standards Act
• Operation of the Management Council
• Operation of a fair performance management system
• Development of individual career paths for each employee to 
manage their experience and implementation of  
performance reviews
94-98
Environment
07. 	 SK Inc. takes the preventive approach to the 
environmental issues. 
08. 	 SK Inc. leads the way in taking more responsibility for  
the environment. 
09. 	 SK Inc. supports the development and supply of  
eco-friendly technologies.
• Promotion of RE100, Net Zero 2040
• Response to circular economy and expanding eco-friendly 
businesses
• Expanding eco-friendly investments and technology 
development
• Enhancing the Green business portfolio
14-16
35-38
64-68
Anti- 
corruption
10. 	 SK Inc. strives to prohibit and deter all forms of  
corruption, including illicit gains and bribery.
• Establishment of ethical management/anti-corruption 
policies
• Operation of a dedicated body for ethical management and 
formation of a whistleblowing/consultation system
• Operation of an ethical management self-purification system
• Education on ethical management/anti-corruption
132-136
Engagement Expenses in Initiatives
Initiative
Cost of Engagement
Notes
UNGC 
$7,500
General membership fee
RE100
 $5,000
General membership annual fee (maintain membership) 
RE100 and Net Zero 
 ₩2,427,000,000
2021 green pricing, solar panel facility expansion, etc.
CDP
$1,055
Cost of responding to assessments, including disclosure of  
carbon reduction information 
Corporate Renewable Energy Foundation
₩10,000,000
Annual membership fee (signed up in July 2022)
Global Initiatives
SK Inc. is actively reviewing initiatives and partnerships to cooperate with local communities, NGOs, and governments to contribute to the 
spread of ESG (reducing environmental/social impacts). Through our GRI/SASB disclosures and UNGC membership, we have been fulfilling 
and supporting our corporate social responsibility.
In December 2020, we were the first in South Korea to join RE100 and are promoting disclosures in line with SASB. In 2021, we have been 
implementing our Net Zero 2040 Declaration and making disclosures in accordance with the TCFD recommendations. Further, in 2022, we 
engaged with SBTi and became a member of the Corporate Renewable Energy Foundation and the domestic TCFD alliance. These efforts are 
indicative of our steadfast commitment to lead the way in resolving environmental issues.
The U.N. Global Compact (UNGC) is the world's largest voluntary initiative of corporate citizens adopting 10 key principles 
in the areas of human rights, labor, environment, and anti-corruption. SK Inc. strives to follow the 10 UNGC Principles, while 
pursuing social responsibility by participating in the relevant initiatives. It will discharge its duties as a corporate citizen to 
realize a sustainable world by upholding the UNGC 10 Principles and regularly disclosing its performance in this respect.
RE100 is an initiative to replace 100% of the electrical power consumed by business with renewable energy.  
SK Inc. became a member in December 2020, the first in South Korea to do so, and has set its RE100 targets for 2040.
Reflecting the UN's call to implement Net Zero at a national level, as well as demands from financial society to respond to 
climate change, SK Inc. intends to strengthen its leadership in ESG management through the nation's first group-level Net 
Zero Declaration (Expansion Management Meeting in 2021).
Through the Science Based Targets Initiative (SBTi), SK Inc. plans to submit its 2022 SBTi Commitment Letter and submit/
verify its target for 2024. By applying SBTi guidelines for ICT companies, we will comprehensively analyze trends in our 
GHG emissions, as well as the domestic renewable energy market and economic feasibility. We will also assess our 
resilience and establish/implement GHG reduction measures in accordance with the 1.5℃ climate change scenario.

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SK Inc. defines industry-specific environmental, social, and governance indicators that reflect the changes and needs of key external stakeholders. 
Through the analysis and transparent disclosure of policies/regulations, ESG evaluations/initiatives, and investor needs, we will mitigate industry risks and secure the trust of our stakeholders.
Category
Key Indicator
Detailed Criteria
Pages
Eco-friendly opportunities
Clean technologies
• 	Possession of strategies for clean technology development
64
• 	Possession of target to expand investment in clean technology
64, 66
• 	R&D expenditure on clean technology (R&D expenditure ÷ revenue and trend)
66, 167
• 	Relevant R&D activities in areas where clean technology is applied
64-66
• 	Number of patents relating to clean technology
65-66, 144
• 	Revenue from clean technology activities (Biz.)
36, 38, 163
• 	Outcomes of clean technology activities (Biz.) – For each clean technology: R&D standard, non-core business standard, core business standard, Pure Play 
standard
64-65
• 	Discussion of environmental factors (energy, water, etc.) that require management by the data center to establish and implement environmental strategies  
	→ Including discussions on plans for expansion of existing criteria managed by the data center, establishment of a new data center, and outsourcing  
(when using data from other companies)
68, 70, 83
Product stewardship
Product/service safety
• 	(1) Performance issues and (2) service downtime frequency; (3) service downtime for all customers
167
• 	Detailed explanations of risk factors from an operational perspective (technology issues, hacking, natural disasters, programming issues, etc.)
107-110
Human capital development
Labor practices
• 	Provision of employee stock options 
133
• 	Variable performance-based compensation 
98
Status of employees
• 	Ratio of (1) employees with foreign nationalities and (2) employees residing overseas
158, 165
Development of employee capabilities
• 	Employee participation rate (%)
166
Product stewardship
Personal information protection  
and corporate data security
• 	Number of times that customers’ personal information was used for indirect purposes
167
• 	Total damages, in monetary terms, arising from the outcome of legal proceedings on the protection of customers’ personal information
167
• 	(1) Number of requests for customer information by law enforcement agencies, (2) number of customers that requested information,  
(3) ratio of disclosure outcomes
167
• 	List of countries for which core products or services require direct government management (monitoring, blocking, contents filtering, censoring, etc.)
167
• 	(1) Number of data breaches, (2) ratio of personally identifiable information (PII), (3) number of affected customers
167
Corporate behavior
Anti-corruption management
• 	Total damages, in monetary terms, arising from the outcome of legal proceedings concerning regulations on anti-competitive behavior
166
Industry-specific Indicators

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SK Inc. reviews and reports on TCFD disclosures and key agenda to the ESG Committee under the Board of Directors and plans to analyze and reflect additional TCFD requirements every year. 
In accordance with the TCFD recommendations, we plan to disclose our climate change response strategies, implementation outcomes, and targets, and continue to communicate with our shareholders and other stakeholders.
TCFD Recommendations
CDP
Pages
Governance: SK Inc. discloses the governance structure of its corporate organization in identifying and controlling climate change-related risks and 
opportunities.
72
 b) It stipulates the roles of the management team that controls climate change risks and opportunities. 
C1.2, C1.2a
72
Strategy: SK Inc. discloses the actual and potential impact of climate change risks and opportunities on the company’s business affairs,  
its strategic direction and financial/ investment plans.
 a) It describes the climate change risks and opportunities in the short, mid and long-run outlook. 
C2.1, C2.3, C2.3a, C2.4, C2.4a 
73-81
 b) It describes the impact of climate change risks and opportunities on the company’s business affairs, strategies, and investment/ financial plans. 
C2.3a, C2.4a, C2.5, C2.6, C3.1, C3.1c, C3.1d 
73, 81
 c) It describes the strategies considering scenarios related to diverse climate change impacts, including global temperatures of 2°C or lower. 
C3.1a 
81
Risk management: SK Inc. discloses the methods for identifying, assessing, and managing its climate change risks and opportunities.
 a) It describes the processes for identifying and assessing climate change risks. 
C2.2b, C2.2c 
74, 82
 b) It describes the processes for managing climate change risks. 
C2.2d
82
 c) It describes how the processes for identifying, assessing and managing climate change risks are integrated into the company’s overall  
risk management system. 
C2.2
82
Indicators and goals: SK Inc. discloses the indicators and reduction goals used for assessing and managing climate change risks and opportunities.
 a) It discloses the indicators for assessing the climate change risks and opportunities.  
C4.2 , C9.1 
83
 b) Scope 1, Scope 2, and Scope 3 greenhouse gas emission volumes are disclosed. 
C6.1 , C6.3, C6.5 
83
c) Goals are set up for managing climate change risks, opportunities, and outcomes.
C4.1 , C4.1a, C4.1b, C4.2 
83
TCFD Index

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Through this report, SK Inc. has disclosed indicators from the Software & IT Services industry (Technology & Communications) of the SASB Standards. The ESG Committee, under the Board of Directors, reviews and reports on SASB disclosures and key issues, 
and the company manages and transparently discloses information relating to the environment, information protection, and service interruption management, in accordance with the SASB recommendations. We plan to analyze and reflect additional SASB 
requirements every year and continue our communication with our stakeholders.
Topic
Code
Criteria
Page
Notes
Environmental  
Footprint of 
Hardware 
Infrastructure
TC-SI-130a.1
(1) Total energy consumed 
155, 162
(2) Percentage grid electricity  
(the value obtained by dividing the Grid power 
consumption by total energy consumption) 
-
As the company uses general 
commercial power, no grid power is 
consumed
(3) Percentage renewable  
(the value obtained by dividing the renewable 
energy
1) consumption by total energy 
155, 162
TC-SI-130a.2
2)
(1) Total water withdrawn 
156, 163
(2) Total water consumed 
156, 163
TC-SI-130a.3
Discussion of the integration of environmental 
considerations into strategic planning for data 
center needs 
70
Personal Data & 
Freedom of 
Expression
TC-SI-220a.1
Description of policies and practices relating to 
behavioral advertising and user privacy 
104
TC-SI-220a.2
 Number of users whose information is used for 
secondary purposes 
167
TC-SI-220a.3
Total amount of monetary losses as a result of legal 
proceedings associated with user privacy 
167
TC-SI-220a.4
(1) Number of law enforcement requests for user 
information 
167
(2) Number of users whose information was 
requested 
167
(3) Percentage resulting in disclosure 
167
TC-SI-220a.5 
List of countries where core products or services 
are subject to government- required monitoring, 
blocking, content filtering, or censoring
-
As the company’s core products  
and services are IT solutions,  
it does not receive specific blocking 
or censorship requests from  
the government or law enforcement 
agencies
1) Solar energy
2) Based on “High or Extremely High” as defined in World Resources Institute’s (WRI) Water Risk Atlas tool.
* Unreported information is omitted because it contains business information in sensitive areas. (TC-SI-000.A-C)
SASB Index
Topic
Code
Criteria
Page
Notes
Data Security
TC-SI-230a.1
(1) Number of data breaches 
167
(2) Percentage involving personally identifiable 
information (PII) 
167
(3) Number of users affected 
167
TC-SI-230a.2
Description of approach to identifying and 
addressing data security risks, including use of 
third-party cybersecurity standards 
104-105
Recruiting & 
Managing a
Global, Diverse 
& Skilled
Workforce
TC-SI-330a.1
(1) Percentage of employees that are  
foreign nationals 
158, 164
(2) Percentage of employees that are  
located offshore 
164
TC-SI-330a.2
Employee engagement as a percentage 
168
TC-SI-330a.3
(1) Management 
158, 164-166
(2) Technical staff 
158, 164-166
(3) All other employees 
158, 164-166
Intellectual 
Property 
Protection & 
Competitive 
Behavior
TC-SI-520a.1
Total amount of monetary losses as a result of  
legal proceedings associated with  
anti-competitive behavior regulations 
166
Managing 
Systemic Risks 
from Technology 
Disruptions
TC-SI-550a.1
(1) Number of performance issues 
167
(2) Number of service disruptions 
167
(3) Number of total customer downtime 
167
TC-SI-550a.2
Description of business continuity risks related to 
disruptions of operations 
107-109

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
184
Universal Standards (GRI 100)
Topic
No.
Items
Pages
Notes
Organizational
Profile
102-1
Items 
1
102-2 
Organization 
33-44,
143-150
102-3
Activities, Representative Brands, Products and 
Services 
192
102-4
Location of Head Office 
70
102-5
Business Region 
128-131
Refer to p.7, 14 of the business report
102-6
Characteristics of Ownership Structure and 
Legal Form 
33-44
102-7
Market Scope 
153
102-8
Size of Organization 
158, 164
102-9
Information of Employees and Workers 
116
102-10 
Organization’s Supply Chain 
6-10, 
26-28, 116
102-11
Critical Changes in Organization and Supply Chain 
140-142
102-12
Preventive Principles and Approach 
180
 
101-13
External Initiative 
189
Strategy
102-14
Association Membership 
5
Ethics and Integrity
102-16
Statement of Highest Decision Maker 
170-171
Governance
102-18
Major Influence, Crisis and Opportunity 
45,
129-130
Stakeholder  
Engagement
102-40 
Governance Structure 
55
102-41
List of Stakeholder Groups Related with Organization 
160, 166
102-42 
Group Agreement 
55
102-43 
Identifying and Selecting Stakeholders 
56
102-44 
Participation Method of Stakeholders 
56
Organizational
Profile
102-45
List of Subsidiary Companies and Joint Companies in 
Organization’s Consolidated Financial Statements 
-
Refer to p.3-7 of the business report
102-46
Definition of Boundary Between Reported Content 
and Topics
57-59
102-47
List of Material Topics 
58
102-48
Restatement of Information 
-
Differences with last year’s report are 
indicated in the footnotes
Topic
No.
Items
Pages
Notes
Organizational
Profile
102-49
Change in Report 
58
Partial changes to details and 
prioritization of material issues 
102-50
Reporting Period 
2
102-51
Latest Reporting Date 
-
Jul-22
102-52 
Reporting Cycle 
2
102-53 
Inquiries about Report 
190
102-54 
Reporting Method According to GRI Standards 
2
102-55
GRI Index 
184-185
102-56
External Verification 
186-188
Core Issues for Reporting
Topic
No.
Items
Pages
Notes
Expansion of 
eco-friendly  
technologies
103
Management Approach 
35-36
-
Non-GRI 
-
Establishment of  
a climate change 
response system
103
Management Approach 
37-38
201-2
Financial impacts of climate change and risks and 
opportunities for business activities
73-81
Management of  
GHG emissions
103
Management Approach 
14-19
305-1
Direct (Scope 1) GHG emissions
154, 162
305-2
Energy indirect (Scope 2) GHG emissions
154, 162
305-3
Other indirect (Scope 3) GHG emissions
154, 162
305-4
GHG emissions intensity
154, 162
Product/service 
stewardship
103
Management Approach 
39-44, 
107-110
-
Non-GRI 
-
Strengthening  
the diversity/expertise/
independence of  
the BOD
103
Management Approach 
45-50
102-18
Governance structure
129-130
Attracting and 
fostering talented 
workers
103
Management Approach 
94-98
404-2
Programs for upgrading employee skills and  
transition assistance programs
94-98
GRI Standards Index

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
185
Economic Standards (GRI 200)
Topic
No.
Items
Pages
Notes
Economic Performance
201-3
Pay for Debt of Organization’s Defined  
Benefit Pension Policy  
91
Indirect  
Economic Impacts 
203-1
Infra Investments and Service Supports for  
Public Benefit 
168
Procurement practices 
204-1
Proportion of local purchases in major 
business areas 
116-117
Anti-corruption
205-1
Site Corruption Risk Evaluation 
134
205-2
Notice and Training on Anti-corruption Policy  
and Process
133, 135
205-3
Confirmed Corruption Cases and Measures 
134
Unfair acts 
206-1
Legal actions on unfair trades such as hampering  
fair trade, or monopoly, etc. 
133
 
Environment Standards (GRI 300)
Topic
No.
Items
Pages
Notes
Energy
302-1
Energy Consumption Inside Organization 
155, 162
302-3
Energy Concentration Level 
155, 162
Water
303-3
Recycling and Reusing Industrial Water 
156, 163
Emissions
305-1
Direct Greenhouse Gas Emissions (scope 1) 
154, 162
305-2
Indirect Greenhouse Gas Emissions (scope 2) 
154, 162
305-3
Other Indirect Greenhouse Gas Emissions (Scope 3)
154, 162
305-4
Concentration Level of Greenhouse Gas Emissions 
154, 162
Effluents and waste
306-3
Waste generated
157, 163
Environmental 
compliance 
307-1
Environmental Law Violation 
163
Social Standards (GRI 400)
Topic
No.
Items
Pages
Notes
Employment
401-1
New Employment and Turnover 
158-159, 
164
Occupational  
health and safety
403-1
Occupational health and safety management 
system
86-87
403-2
Hazard identification, risk assessment,  
and incident investigation
88-89
Education  
and training
404-1
Average Training Hours per Employee 
158, 166
404-2
Employee Capacity Building and  
Reshuffling Support Program
90-91
Diversity and equality  
in opportunity
405-1
Governance Body and Diversity of Employees 
129, 158, 
165
405-2
Proportion of Base Rate and  
Compensation of Female to Male
165
Non-discrimination
406-1
Discrimination Case and Corrective Measures 
166
Assessment of  
human Rights
412-1
Sites under Human Rights Assessment or  
Human Rights Review
101-102
412-2
Employee Education on Business Related  
Human Rights Policies and Processes 
135
Assessment of 
suppliers’ impact on 
society 
414-2
Major Negative Social Impact in  
Supply Chain and Measures
118-119
Protection of privacy or
personal information 
418-1
Violation of Customer’s Personal Information 
Protection and No. of Complaints with Proven Loss of 
Customer’s Information
167
Compliance with 
societal and economic 
regulations
419-1
Violation of Social and  
Economic Laws and Regulations 
166
GRI Standards Index

3rd Party Assurance Statement
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
186
Korean Foundation for Quality (further ‘KFQ’) has been requested by SK Inc. to conduct an independent assurance on the 2022 
Sustainability Report for SK Inc. (further ‘the Report'). KFQ has responsibility to provide an independent assurance statement in 
accordance with the standards and scope of assurance as specified below. SK Inc. has sole responsibility for the preparation of 
the Report.
Standards and Scope of Assurance
•	 Standards: AA1000AS(v3) and AA1000AP (2018)
•	 Type: Type 2, covers the assessment of adherence to the Accountability principles of inclusivity, materiality, responsiveness, 
impact; and reliability and quality of disclosed information on sustainability performance.
•	 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 
Topic
GRI Disclosure
Topic
GRI Disclosure
Management Approach
103-1, 103-2, 103-3
Environmental Compliance
307-1
Economic Performance
201-3
Employment
401-1
Indirect Economic Impacts
203-1
Occupational Health and Safety
403-1, 403-2
Procurement Practices
204-1
Training and Education
404-1, 404-2
Anti-Corruption
205-1, 205-2, 205-3
Diversity and Equal Opportunity
405-1, 405-2
Anti-competitive Behavior
206-1
Non-discrimination
406-1
Energy
302-1, 302-3
Human Rights Assessment
412-1, 412-2
Water and Effluents
303-3
Supplier Social Assessment
414-2
Emissions
305-1, 305-2,
305-3, 305-4
Customer Privacy
418-1
Waste
306-3
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 SK Inc., 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.
•	 International Framework e.g., Recommendations of the TCFD (Task Force on Climate-related Financial Disclosures), SASB 
(Sustainability Accounting Standards Board) Technology&Communication Sector Software&IT Services Standard (2018 ver.)
The assessment was performed by document review and onsite inspection. 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 SK Inc. business.
Limitations 
The completeness and responsiveness of sustainability performance represented in the Report have 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, we assessed the information and evidence provided by the company. We did not perform any further assessment 
procedures on raw data. 
Dear Stakeholders of SK Inc.,

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
187
3rd Party Assurance Statement
Findings and Conclusions 
As a result of the 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 2 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
	 SK Inc. is gathering opinions from various stakeholders including customer, employees, shareholders and investors, business 
partners, and local communities through communication channels such as customer center, haenggarae, shareholders and 
business partners meeting. Nothing came to our attention to suggest that the main stakeholders are not stated in the Report.
•	 Materiality
	 SK Inc. identifies important issues by conducting a materiality assessment in terms of financial, environmental, and social 
impact, followed by prioritization. It is confirmed that the Report properly describes the identified issues resulting from the 
materiality assessment without any omission. 
•	 Responsiveness
	 SK Inc. 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
	 We found during our assessment that SK Inc. 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.
•	 Reliability and quality of disclosed information on sustainability performance
	 We assessed the reliability of specified environmental and social performance data related to sustainability. We conducted an 
interview with managers responsible for the Report preparation, where we reviewed internal data on a sample basis and publicly 
available documentation, and confirmed the reliability of the processes for collating qualitative and quantitative sustainability 
data described in the Report. Nothing came to our attention to suggest that intentional misstatements and/or material non-
conformities in data are presented during the assessment.
Recommendation for improvement
KFQ recommends following developmental approaches in order to systematize sustainability management in the future and to 
disclose the results of the report effectively.
•	 The sustainability report for SK Inc. elucidates the non-financial performance of consolidated companies. We look forward to the 
consistent quantitative data will be transparently covered in the upcoming report.
•	 In the future, we hope that SK Inc. discloses its ESG targets and performances transparent. The action can allow stakeholders to 
confirm the company’s well-developed ESG management strategy and achievements that meet their expectations.
July, 2022
Seoul, Korea
Ji Young Song, CEO
Korean Foundation for Quality (KFQ)

Greenhouse Gas Verification Report
Verification Scope
Korean Standards Association has conducted verification for GHG emissions under reasonable level of assurance, based on GHG report 
provided by SK Inc. which includes Scope 1 and Scope 2 emissions.
Verification Standards and Guidelines
To conduct verification activities, verification team applied verification standards and guidelines. The standards and guidelines are as 
follows.
•	 Korean ETS guidelines provided by Ministry of Environment, Republic of Korea
•	 KS I ISO 14064-1,2,3 : 2019
•	 2006 IPCC Guidelines for National Greenhouse Gas Inventories
Verification Conclusion
As a result of verification activities, verification team has found no significant errors, omissions, and misstatements. Therefore, Korean 
Standards Association confirms that following GHG emission and energy consumption data are adequately quantified.
•	GHG Emissions and Energy consumption
Year
Scope 1
Scope 2
Total
2021
1,433 tCO2eq
24 TJ
84,677 tCO2eq
1,774 TJ
86,103 tCO2eq
1,791 TJ
※ Decimal place is not considered when calculating the emission of each workplace.
July 26, 2022
Verification Criteria
This verification was conducted in accordance with the following criteria of Scope 3 GHG Emission verification:
•	 WRI/WBCSD Greenhouse Gas Protocol Corporate Value Chain Accounting and Reporting Standard (Scope 3)
•	 ISO 14064-3: Greenhouse gases- Part 3: Specification with Guidance for the Verification and Validation of Greenhouse Gas Statements
Limitation of verification
The verification has conducted under limited level of assurance, the accuracy and completeness of Scope 3 GHG Emission calculation contains 
inherent limitations that can arise depending on the characteristics, calculations, and estimation of the data by the SK Inc. In order to confirm 
the data and information provided by the SK Inc. sampled data for each of the above Scope 3 categories in the course of the verification. This 
verification is not for the purpose of verifying the validity of the calculation criteria set by SK Inc. Depending on our own calculation standards, 
significant differences may occur in the Scope 3 GHG Emission calculation results, which may affect comparability.
Also, this verification opinion does not include responsibility for accuracy on the original data provided by SK Inc.
Verification approach
The verification are carried out in accordance with our verification procedure. This procedure included desk-review of the Scope 3 GHG 
Emissions. This is followed by on-site visit to carry out interviewing relevant employees whom involved calculation of Scope 3 GHG Emissions in 
order to confirm data & information system and process. 
Furthermore, we examined evidences to assess the data and information referred in the Scope 3 GHG Emission calculation.
Verification opinion
Based on the procedures conducted as described above, there is no evidence that the Scope 3 GHG Emissions statement shown below:
1)	 is not materially correct and not a fair representation of the GHG emissions data and information: and
2)	 has not been prepared in accordance with the WRI/WBCSD Greenhouse Gas Protocol Corporate Value Chain Accounting and Reporting 
Standard (Scope 3)
It is our opinion that SK Inc. has established appropriate systems for the collection, aggregation, and analysis of quantitative data for 
determination of these GHG emissions for the stated period and boundaries. 
•	SK Inc. 2021 Scope 3 GHG Emissions
Scope 3 Category
tCO2-eq
Scope 3 Category
tCO2-eq
1. 	 Purchased goods and services
7,480
7. 	
Employee commuting
3,324
2. 	Capital goods
2,588
8. 	 Upstream leased assets
0
3. 	Fuel- and energy-related activities 
(not included in Scope 1 or Scope 2)
84
11. 	 Use of sold products
56,442
4. 	Upstream transportation & distribution
12
12. 	 End of life treatment of sold products
265
5. 	Waste generated in operations
30
15. 	 Investments
13,319,921
6. 	Business travel
896
Total
13,391,043
July 26
th, 2022
CEO Ji-Young Song
Korean Foundation for Quality
SK Inc.
Introduction
Korean Foundation for Quality (hereinafter ‘KFQ’) has been engaged by SK Inc. to conduct independent verification of its 2021 Scope 3 Greenhouse 
Gas (GHG) Emissions reported against the criteria below to limited level of assurance using ISO 14064-Part 3 for greenhouse gas assertions.
Verification Scope
The verification of Scope is evaluating the accuracy and reliability of data and information for only the selected categories listed below:
•	 Purchased goods & services, Capital goods, Fuel-and energy-related activities, Upstream transportation & distribution, Waste generated in 
operations, Business travel, Employee commuting, Upstream leased assets, Use of sold products, End of life treatment of sold products, Investments
Verification Statement of 2021 Scope 3 Greenhouse Gas Emissions
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
188
KOREAN STANDARDS ASSOCIATION

PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
189
Awards and Memberships
Awards
No. 
 Name of Award
Awarding Body
Year
1
Included in DJSI (Dow Jones Sustainability Indices) World for 10 consecutive years
S&P Global 
Dow Jones Indices
2021
2
Rated A+ in the integrated ESG (Environment, Social, Governance) score
Korea Corporate  
Governance Service (KCGS)
3
Korean Readers’ Choice Award (KRCA)
Korea Standards  
Association (KSA)
4 
CDP (Carbon Disclosure Project) Carbon Management Honors
CDP Korea
5
Joongang ESG Management Grand Prize [Integrated ESG sector] 
Joongang Daily
6
Included in DJSI (Dow Jones Sustainability Indices) World for 9 consecutive years and 
selected as the Industry Leader [Ranked No. 1 in the Industrial Conglomerates sector]
S&P Dow Jones Indices
2020
7
Rated A+ in the integrated ESG (Environment, Social, Governance) score
Korea Corporate  
Governance Service (KCGS)
8
Korean Readers’ Choice Award (KRCA)
Korea Standards  
Association (KSA)
9
Government citation on distinguished sustainable management (Presidential)
Ministry of Trade, Industry and 
Energy, Ministry of SMEs and 
Startups
10
Included in DJSI (Dow Jones Sustainability Indices) World for 8 consecutive years
S&P Dow Jones Indices/ 
RobecoSAM
2019
11
Rated A+ in the integrated ESG (Environment, Social, Governance) score
Korea Corporate  
Governance Service (KCGS)
12
Korean Readers’ Choice Award (KRCA)
Korea Standards  
Association (KSA)
13
Minister of Commerce, Industry and Energy Award at the 2019 Most Loved Korean 
Companies Awards
Ministry of Trade, Industry and 
Energy, Ministry of SMEs and 
Startups
Memberships
Name of Organization
Seoul Bar Association
Korea Information Technology Service 
Industry Association (ITSA)
MEC Forum
Korean Bar Association 
Seoul Economist Club
MyData Korea Hub
Korea In-house Counsel Association
Korea Association of Cloud Industry
Federation of  
Middle Market Enterprises of Korea
American Bar Association
Korea Enterprises Federation
Korea Mechanical Construction  
Contractors Association (KMCCA)
Korea Patent Attorneys Association
The Korean Institute of Certified Public 
Accountants
KDCC (Korea Data Center Council)
Korea Information and  
Communication Contractors Association 
Korean Nurses Association
Seongnam Chamber of Commerce & Industry 
Engineering Guarantee Insurance
Korea Electric Engineers Association
Korea Software Quality Consultative Group  
(body within the Korea Software Industry 
Association (KOSA))
Fire Guarantee
Korea Fire Facility Association
Korea Defense Software Association
Korea Fire Safety Association
Fair Competition Federation
Korea Software Industry Association (KOSA)
Korea Engineering & Consulting Association
Korea Industrial Technology Association
Federation of  
Korea Information Industries (FKII)
Korea Electrical Contractors Association
Consortium of Cloud Computing Research
Korea Association for ICT Promotion (KAIT)
Korea Defense Industry Association

2022 SK Inc. Sustainability Report 
Publication	 SK Inc. (www.sk-inc.com)
Report	
Portfolio Planning (Investment Division)
Production	 Social Value Group (Business Division)
Contact	
SK Seorin Building, Jongro, Jongro-gu, Seoul
	
sustainability@sk.com
Design	
Talantone Creative Group
Report Production
SK Inc. Investment Division	
Portfolio Planning
Jungmo Koo, Jinyoung Lee, 
Okkyung Han, Insil Hwang, 
Jane Jeong, Jungmook Choi, 
Eunjae Kim
Chairman’s Office 
Soyeong Choi
CIG
Joohyun Nam
Corporate Legal 
Jaeku Han
Corporate HR 
Inon Chang, Jungsuck You, 
Misun Ryu
Financial Department 1 
Sumin Ji
Corporate IR 
Minjoo Kim, Yoonryeong Kim
Brand Management 
Sangrak Lee, Doyoung Oh,
Hyoju Jang
Risk Mgmt. & Corporate Audit
Wonyong Song
Advanced Materials
Investment Center 
Eungyeong Kim
Green Investment Center 
Haein An
Bio Investment Center 
Ahryon Cho
Digital Investment Center
Hyoungjin Kwon
SUPEX Council	
SV Committee 
Joosuk Hyun, Hyunjae Jung
Governance Committee
Chunkyu Park, Seungyeop Paik
SK Inc. Business Division	
Social Value Group
Su-nam Shin, Yeo-jin Song, 
Shin-mook Lim, Min-seon Kim,
Chung-ryong Suh, Won-seok Park, 
Ga-young Lee, Byeong-hwan Kim
Management Support Team
Seong-hwan Yun
Ethnics Management Team
Young-hoon Lee
Happiness Leading Group
Hye-jin Park , Tae-hui Han
Strategic Planning Group
Sang-hyeon Lee , Ung-gi Hong
Digital Process Innovation 
Group
Min-ho Joo, Young-soo Kim, 
Hoon-mee Chung
Procurement Group
Seung-kee Hong, Hun-young Choi, 
Gyeong-seop Song
Corporate Finance Group
Seung-jong Yang
HR Group
Dong-soo Won, Gyeong-yong Han, 
Eun-shil Choi, Jin-woo Gang, 
Ja-yun Cho
Safety/Healthcare Leading 
Team
Se-yeong Kim , Sang-hwan Kim , 
Hun Park
Competency Development 
Group
Eun-hye Kim, Ye-seul Lee
CPR Group
So-hee Kim
Legal Affairs Group
Hee-jun Im, Ji-hoon Kim, 
Chang-muk Kim, Su-ji Koh
Information Security Group
Beom-su Kim
Professional Service Group
Kye-wan Lee
Green Infra Environment 
Prepare Team
Yoon-dong Choi
Hybrid Cloud1 Group
Gyeong-eun Kim
CV Digital Group
Dong-hyeon Kim
SK Companies	
SK Innovation 
Jaesik Ryoo
SK Telecom 
Moojin Woo
SK Networks 
Jinbeom Park, Hyeyoung Han
SKC
Eunhye Kil
SK E&S
Dohyung Lee
SK Ecoplant 
Hanseong Park
SK Specialty
Gowoonbit Im
SK Forest
Gieon Cho
PART 1. SK ESG STORY
PART 2. SK Inc. ESG STRATEGY
PART 3. ESG POLICY & PERFORMANCE
PART 4. ESG DATA BOOK
190