‘KOMIPO to Make Worksites Safe through Shared Growth’
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‘KOMIPO to Make Worksites Safe through Shared Growth’
Launches ‘Tortoise Drive Season 2’ to ensure safety, a requisite task

25(Sat), Feb, 2023




President Kim Ho-bin of Korea Midland Power Co. (KOMIPO) (Photos: KOMIPO)


President Kim Ho-bin of Korea Midland Power stressed the importance of establishing a safety-first culture, with a corporate culture with quality management innovation, focusing on facility reliability innovation and intrinsic responsibilities, improving management, reserving energy and saving costs, securing new growth engines related to carbon neutrality and energy transition, and harmonizing based on trust and cooperation. 

In his New Year’s message, released on Jan. 2, President Kim suggested the tasks to keep on growing this year, as KOMIPO made achievements last year.

Kim urged each KOMIPO member to demonstrate capabilities with passion and make a leap forward. 

He quoted the Chinese saying “mushinbullip,” meaning if they cannot trust each other and be united, the organization will no longer exist. President Kim called for teamwork and making worksites based on shared growth with cooperative companies. 

Looking back at last year, he said KOMIPO made notable outcomes despite hard management conditions. 

The power company was recognized for obtaining an “A” grade in a government management evaluation, an outstanding achievement in integrity evaluation, for the sixth consecutive year and a top grade in shared growth evaluation seven years in row. 

The power company led energy transition in Korea and abroad. It dedicated the Shinseocheon Thermal Power Unit, launching the Hallim Off-shore Wind Power Project, dedicating the Gwangju Fuel Cell Plant and dedicating wind and photovoltaic power plants in the United States and Spain, respectively. 

He said it was more significant for KOMIPO to have achieved safety management without a single serious industrial disaster in power generation and construction sites. 

“In the year 2023, we’re expected to face more challenges and great changes, such as a global energy supply crisis, a protracted economic recession, coal-fired power reduction designed to cope with climate change, and expanding renewable energies are getting under way,” President Kim said. 




Korea Midland Power management and trade union representatives, including President Kim Ho-bin, attend a joint ceremony to vow the power company’s safety at Mt. Okma in Boryeong City on Jan. 17.



Meanwhile, he said the government has demanded the implementation of high-intensity innovation tasks, such as raising management efficiency, improving public service quality, eliminating lax management and streamlining a bulky manpower and reducing debt ratio. 

“Our company has established the New 2040 Management Strategy Vision, calling for being an energy company unfurling an eco-friendly future and declared our determination to implement eco-friendly energy transition outside and inside,” President Kim said. 

KOMIPO has begun to challenge for the future by optimizing mainstay businesses based on safety and environment, leading low-carbon future energy, ramping up sustainable management and innovation regimes and raising public trust based on public values. 

First, President Kim called for establishing a safety-oriented culture in all works. “Safety is the thing that is never comprised, and if safety fails, all efforts will be futile,” he said. 

KOMIPO has made strenuous efforts to establish a slow but safety-oriented culture, eliminating the decades-long chronic worksite syndrome “hurry, hurry culture by having implemented ‘KOMIPO Tortoise Safety Culture since 2021.,” he said. 

As the Tortoise Drive Season 2 has made a fresh start, President Kim called for internalizing safety activities, strengthening safety management regimes with cooperative companies and upgrading safety systems and expertise through experts’ safety support. 

Second, he demanded for ramping up its competitiveness through companywide quality management innovation and creating an aggressive, challenging corporate culture. 

Third, Kim urged his executives and staffers to fulfill their intrinsic responsibilities through facility reliability innovation. 

Fourth, he called for devoting themselves to improving management, preserving energy and saving costs.

Fifth, Kim asked for securing new growth engines ahead of others. 


   
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