• KDI Journal of Economic Policy
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• v.14 no.2
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• pp.3-27
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• 1992

In 1988, the government provided to the low income people 34.1% of the stocks of Pohang Iron & Steel Company through the People's Share Program of Privatization for the first time, and then in 1989 21% of the share of the Korea Electric Power Corporation were also provided to the low income classes through the same way. The purpose of the People's Share Program was known to be to support the low income classes through participating the profit of public enterprises, and also to expand the capital market through the diversification of stock holding structure. Initially, the government planned that the government share of enterprises such as the Citizens National Bank, the Korea Telecommunication Authority would be sold to the low income classes through the People's Share Program step by step. The income support policy, however, was no longer driven after 1989 when the overall stock prices started to decline. In this paper we tried to measure the effect of the privatization scheme of the public enterprises through the People's Share Program. The problems of the People's Share Program of the Pohang Iron & Steel Commpany and the Korea Electric Power Corperation were also identified. Several implications of the privatization scheme of the public enterprise through the People's Share Program by stages were found. The People's Share Program was found to be a non-stable policy measure for the income support of low income classes. The efficiency impact of the privatization through the People's Share Program was found to be non-significant.

• Journal of Korean Society of Transportation
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• v.21 no.4
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• pp.113-132
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• 2003

Using nonradial data envelopment analysis(DEA) under assumptions of strong disposability and variable returns scale, this paper annually estimates productive. technical and allocative efficiencies of three publicly-owned rail transit properties which are different in terms of organizational type: Seoul Subway Corporation(SSC, local public corporation), the Seoul Metropolitan Electrified Railways sector (SMESRS) of Korea National Railroad(the national railway operator controlled by the Ministry of Construction and Transportation(MOCT)), and Busan Urban Transit Authority (BUTA, the national authority controlled by MOCT). Using the estimation results of Tobit regression analysis. the paper next computes their true productive, true technical and true allocative efficiencies, which reflect only the impacts of internal factors such as production activity by removing the impacts of external factors such as an organizational type and a track utilization rate. And the paper also computes an organizational efficiency and annually gross efficiencies for each property. The paper then conceptualized that the property produces a single output(car-kilometers) using four inputs(labor, electricity, car & maintenance and track) and uses unbalanced panel data consisted of annual observations on SSC, SMESRS and BUTA. The results obtained from DEA show that, on an average, SSC is the most efficient property on the productive and allocative sides, while SMESRS is the most technically-efficient one. On the other hand. BUTA is the most efficient one on the truly-productive and allocative sides, while SMESRS on the truly-technical side. Another important result is that the differences in true efficiency estimates among the three properties are considerably smaller than those in efficiency estimates. Besides. the most cost-efficient organizational type appears to be a local public corporation represented by SSC, which is also the most grossly-efficient property. These results suggest that a measure to sort out the impacts of external factors on the efficiency of rail transit properties is required to assess fairly it, and that a measure to restructure (establish) an existing(a new) rail transit property into a local public corporation(or authority) is required to improve its cost efficiency.

• The Journal of the Korea institute of electronic communication sciences
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• v.16 no.6
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• pp.1213-1222
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• 2021

This study is a digitalization study based on ICT technology as part of the development of innovative technologies in the new energy industry as a 2050 carbon-neutral policy. It is the development of an oneM2M-based IoT server platform that can be integrated and managed in conjunction with the external interface of each energy facility. It analyzes KEPCO's e-IoT standard specifications through the Power Research Institute's 'SPIN' and develops representative standards, LWM2M and oneM gateway platforms. OneM2M secures and analyzes the recently announced standard for Release 2 instead of the existing Release 1. In addition, the e-IoT standard oneM2M platform is developed based on R2. In addition, it selects the specifications for e-IoT gateway devices that can sufficiently implement KEPCO's e-IoT standards. In addition, a technology and system for developing a high-performance gateway device that considers future scalability were proposed.

• Journal of Venture Innovation
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• v.4 no.2
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• pp.57-75
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• 2021

KHNP's shared growth activities are based on such public good. Reflecting the characteristics of a comprehensive energy company, a high-tech plant company, and a leading company for shared growth, it presents strategies to link performance indicators with its partners and implements various measures. Key tasks include maintaining the nuclear power plant ecosystem, improving management conditions for partner companies, strengthening future capabilities of the nuclear power plant industry, and supporting a virtuous cycle of regional development. This is made by reflecting the specificity of nuclear power generation as much as possible, and is designed to reflect the spirit of shared growth through win-win and cooperation in order to solve the challenges of the times while considering the characteristics as much as possible as possible. KHNP's shared growth activities can be said to be the practice of the spirit of the times(Zeitgeist). The spirit of the times given to us now is that companies should strive for sustainable growth as social air. KHNP has been striving to establish a creative and leading shared growth ecosystem. In particular, considering the positions of partners, it has been promoting continuous system improvement to establish a fair trade culture and deregulation. In addition, it has continuously discovered and implemented new customized support projects that are effective for partner companies and local communities. To this end, efforts have been made for shared growth through organic collaboration with partners and stakeholders. As detailed tasks, it also presents fostering new markets and new industries, maintaining supply chains, and emergency support for COVID-19 to maintain the nuclear power plant ecosystem. This reflects the social public good after the recent COVID-19 incident. In order to improve the management conditions of partner companies, productivity improvement, human resources enhancement, and customized funding are being implemented as detailed tasks. This is a plan to practice win-win growth with partner companies emphasized by corporate social responsibility (CSR) and ISO 26000 while being faithful to the main job. Until now, ESG management has focused on the environmental field to cope with the catastrophe of climate change. According to KHNP is presenting a public enterprise-type model in the environmental field. In order to strengthen the future capabilities of the nuclear power plant industry as a state-of-the-art energy company, it has set tasks to attract investment from partner companies, localization and new technologies R&D, and commercialization of innovative technologies. This is an effort to develop advanced nuclear power plant technology as a concrete practical measure of eco-friendly development. Meanwhile, the EU is preparing a social taxonomy to focus on the social sector, another important axis in ESG management, following the Green Taxonomy, a classification system in the environmental sector. KHNP includes enhancing local vitality, increasing income for the underprivileged, and overcoming the COVID-19 crisis as part of its shared growth activities, which is a representative social taxonomy field. The draft social taxonomy being promoted by the EU was announced in July, and the contents promoted by KHNP are consistent with this, leading the practice of social taxonomy

• Korean Journal of Construction Engineering and Management
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• v.8 no.1 s.35
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• pp.66-77
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• 2007

With the electricity industry structure reformation of the government in April, 2001, Korea Power Electric Corporation was divided in to Korea water power nuclear power and 5 thermal power plant. After, various delivery method is introduced and applied for active profit creation according to the competition between each development companies for the public company privatization. However, the current situation does not satisfy the project participant by selecting the delivery method without reflecting the business goal and project characteristics of power plant construction business. The objective of this study is to research the influencing factors that should be considered to select the delivery method in thermal power construction business and develop a standard of selection of appropriate delivery method through questionnaire and interviews to establish a model to select the delivery method that fits the business goal of the subject of delivery. In the future, if the delivery method selection model suggested in this study is applied, it is expected to select the appropriate delivery method of power plant construction business by effectively reflecting the business goal, characteristics and demand of the delivery subject, and characteristics of the construction business apart from the existing customary practices that decided the delivery method dependent on the subjective and experience based judgement.