CEO's business management principles are a reflection of the CEO's management philosophy that serves as the basis for orienting KHNP’s business management and setting the organizational behavior of the organization.

His principle’s act as a base for determining short-term business objectives, with the aim to achieve the corporate mission and vision by consolidating resources and unifying the actions of the constituents of the organization.

Also, they serve as the most importance criteria in determining the business management policy and decision-making processes of the organization.

Safe operation of Nuclear Power Plants (NPPs), which is the vitally valuable basic duty of NPP providers, is the first requisite to secure public confidence and a short-cut to raise economic feasibility of NPPs.

• Advancement of the safety culture
• Establishment of the system to prevent staff’s human errors
• Application of advanced processes in the maintenance of NPPs
• Fortification of the safety management on radioactivity

To lead the Renaissance of NPPs, we need to secure competitive edges in the global market by securing, ahead of time, core fundamental technologies required for the export of NPPs and by improving finance profitability, and training global talents.

• Early security of core fundamental technologies
• Training of global core talents
• Improvement of financial soundness and profitability
• Fortification of competitiveness in the operation and construction of NPPs

As our goal has changed from becoming the nation's first energy company to a global leader, accordingly, various stakeholders have appeared and securing confidence through systematic responses has become an important issue. We should continue securing the love and trust of stakeholders, including the people, by concentrating on all our efforts.

• Advancement of ethical, transparent management
• Active execution of social responsibilities
• Establishment of the environment-friendly management system
• Realization of reasonable labor-management relations

We should lay a foothold to become a global first-class company by abolishing complacency and irrational practices for the improvement of internal efficiency, and by settling the result-oriented management in efficiency and performance, two of the core codes in evaluating the competitiveness of a company for the global market.

• Establishment of the performance-connected reward system for personnel management
• Settlement of the field-oriented business system
• Settlement of the innovative culture through TDR and 6 Sigma
• Performance management according to challenging goals