Semantic Coherence: SK hynix – Signal Evidence & AI Readability

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[H1] SKhynix Main
Technology Innovator for a Better World, Growing with SK hynix Pause Scroll to next content
[H2] DBL
DBL is a story about sustainability management as practiced by SK hynix. SK DBL Pursuing DBL DBL Measurement
[H2] 새창 Sustainability Reporting SystemESG
We create new value through environmentally and socially responsible management as well as transparent governance. PRISM Business Principles Governance
[H2] Products & Solutions새창
DRAM · CMM · SSD · NAND Storage · MCP AI · Server · Networking · Mobile · PC · Consumer · Automotive
[H2] Investor Relations
Financial Statements Disclosures Earnings Release A new window opensNewsroom A new window opensYouTube A new window opensInstagram A new window opensLinked in TOP

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[H1] SK DBL
SK DBL is the management principle representative of growing with society
[H2]
The foundation of SK’s sustainability management, SKMS
SK Management System
SKMS is the business management system unique to SK Group comprised of SK’s management philosophy and the methodology to implement this into actual management. Since first being established in 1979, SKMS has set the basic direction for management as the foundation of SK’s corporate culture with constant development, and has served as the standard for the company to carry out business activities as well as for members to perform their duties and make the right decisions.
SK is seeking sustainability management based on the management philosophy specified in SKMS: ‘The company must maintain stability and growth and continue to survive and develop. By doing so, we must perform a key role in social and economic development by creating value for customers, members, and shareholders, thereby contributing to the happiness of humanity.’
[H2]
DBL
Double Bottom Line
DBL refers to SK’s management principle of striving to achieve shared growth with society by creating economic value (EV) and enhancing social value (SV) in all business activities going beyond the ‘single bottom line’ that pursues only economic value and profit.
[H3] DBLDouble Bottom Line
Economic Value Sales, operating profit, etc. Social Value Seeking stakeholder happiness going beyond solutions to social problems
[H2] Why DBL is needed
Recently, there have been rapid changes in human life overall with the advancement of digital technology. All social components are closely linked to one another, entering the so-called hyperconnected society. Accordingly, firms can no longer just pursue economic benefits but instead require a new paradigm in their relationship with the society. Moreover, the scope of stakeholders for firms, which had previously been comprised of customers, shareholders, and the society, has been expanded to the government, partners, NGOs, and the general public.
With all these changes, expectations for the social role of firms is increasing among the stakeholders. Therefore, firms must strive to create social value (SV) by considering even the non-financial elements required by stakeholders such as the environment, society, and governance in addition to economic value (EV). A firm’s sustainability management cannot be secured without trust and support from the stakeholders.
DBL is absolutely necessary as a core business strategy and principle for SK to prepare for future uncertainties by continually creating happiness for all stakeholders and to keep surviving and developing.
Creating continuous happiness for all stakeholders = [Shareholders/Investors, Customers, Society] + [Government, NGO, Partners, General public] TOP

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[H1] Direction for DBL
We aim to achieve the ultimate goal of happiness by pursuing DBL
[H2] Direction for DBL
We aim to achieve the ultimate goal of happiness by pursuing DBL.
We first redefined our customers to promote the DBL business model and expanded the scope of stakeholders to partners and communities considering the characteristics of the semiconductor business, thereby striving to meet the diverse needs of value creation. As a result, we have established the foundation to create greater EV by enhancing the competencies of partners and securing trust and support from communities.
We discovered the elements of SV that had been hidden behind the EV-oriented tasks and expanded on them, while also providing SV to stakeholders and obtaining their support, thereby creating EV again. We are also striving to improve the environment, society, and governance overall and to discover new business models by taking a new approach in the pursuit of both SV and EV.
[H3] Current business
Expanding SV elements in the process of pursuing EV Continuously creating EV Upgrading the level of ESG Discovering/expanding SV elements in current tasks
[H3] DBL Biz Model
Pursuing EV by creating SV Pursuing both SV and EV Launching a new feasible business model We are strengthening the semiconductor ecosystem in Korea with support activities to enhance the technological growth and competencies of our partners and by carrying forward SV activities with them such as developing technologies and discovering new business models. Moreover, we are minimizing environmental issues that arise in the semiconductor production process while striving to create SV in the communities by contributing to finding solutions for local social problems.
[H3] Roles of SK hynix
Partners
Reinforcing HR development and technological competitiveness
Challenges in semiconductor technology Reducing the gap in the competencies of the semiconductor ecosystem Local communities
Preventing environmental damage and improving quality of life
Declaring environmental goals Social contribution focused on vulnerable groups
[H2] DBL Management System
SK hynix has established and is operating the DBL management system and process to internalize and implement DBL.
[H3] DBLMS DBL MUNUAL
STEP1 : Publishing DBLMS, the guide to the implementation of DBL STEP2 : Establishing the DBL RI (Readiness Index) diagnostic system STEP3 : Reflecting SV items on all relevant KPI evaluations
[H2] Creating field-based DBL
[H3] DBL Implementation Group
It is an organization exclusively responsible for internalizing on-site SV and developing ideas, and is in charge of not only discovering SV cases, benchmarking, and training, but also developing on-site SV cases into a business model.
[H3] Imagination Town
This is a system for offering suggestions or ideas for improving DBL through which any members of SK hynix can freely suggest and register ideas to create EV and SV, such as reducing environmental pollution or saving resources. TOP

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[H1] Performance measurement
By measuring social value, we aim to increase positive impacts
[H2] Purpose of performance measurement
SK hynix faces structural constraints in which the impact on the environment increases along with business growth due to the nature of the semiconductor business. Plus, external stakeholders are also demanding a new change in this environmental aspect.
We have been quantitatively measuring the social value that arises from business activities overall since 2018 and have thus reduced the negative impacts and increased positive impacts in the pursuit of stakeholder happiness, while simultaneously striving to secure sustainable growth engines and maximize the social value.
SK hynix’s DBL measurements are intended to provide a tangible index and benchmark in the process of driving and implementing business innovation. Also, the categories of SV measurement are: performance in indirect contribution to the economy, Environmental Performance, and Social Performance. We aim to create real social value by setting the benchmark for improvement through measurement and strengthening business model innovation, thereby increasing social value throughout the society.
[H2] DBL performance
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[H3] SV
[H4] Performance in indirect contribution to the economy (Value that contributes indirectly to the economy through business activities)
2023년 경제 간접기여 성과를 고용, 배당, 납세 별 금액과 합계액으로 나타낸 표입니다. Employment 3.9680 trillion won Dividends 906 billion won Tax payment 1712 billion won Total 5.0452 trillion won
[H4] Environmental Performance (Social value in the environmental field generated through product development, production, and sales)
2023년 환경성과를 제품/서비스 (환경), 공정(자원소비/환경) 별 금액과 합계액으로 나타낸 표입니다. Product/Service (Environment) 17.3 billion won Process (Resource consumption/environment) -843.1 billion won Total -825.8 billion won 2022년 환경성과를 제품/서비스 (환경), 공정(자원소비/환경) 별 금액과 합계액으로 나타낸 표입니다. Product/Service (Environment) 13.9 billion won Process (Resource consumption/environment) -1.0562 trillion won Total -1.0423 trillion won 2021년 환경성과를 제품/서비스 (환경), 공정(자원소비/환경) 별 금액과 합계액으로 나타낸 표입니다. Product/Service (Environment) 16.2 billion won Process (Resource consumption/environment) -969.0 billion won Total -952.7 billion won 2020년 비즈니스 사회 성과를 환경(공정), 제품/서비스, 사회(노동/동반성장) 별 금액과 합계 금액으로 나타낸 표입니다. Environment (process) -944.8 billion won Products/Services 25.5 billion won Society (labor/shared growth) 322.4 billion won Total -596.9 billion won 2019년 비즈니스 사회 성과를 환경(공정), 제품/서비스, 사회(노동/동반성장) 별 금액과 합계 금액으로 나타낸 표입니다. Environment (process) -817.7 billion won Products/Services 11.8 billion won Society (labor/shared growth) 266.0 billion won Total -539.8 billion won 2018년 비즈니스 사회 성과를 환경(공정), 제품/서비스, 사회(노동/동반성장), 거버넌스 별 금액과 합계 금액으로 나타낸 표입니다. Environment (process) -708.0 billion won Products/Services 40.4 billion won Society (labor/shared growth) 193.7 billion won Governance - Total -473.9 billion won
[H4] Social Performance (Social value in the social field generated through product development, production, and sales)
2023년 사회성과를 제품/서비스(삶의 질), 공정(노동/동반성장), 사회공헌(사회공헌/봉사/기부) 별 금액과 합계 금액으로 나타낸 표입니다. Product/Service (Quality of life) 59.8 billion won Process (Labor/Shared growth) 583.8 billion won Social Contribution (Social contribution/volunteer work/donation) 121.6 billion won Total 765.1 billion won 2022년 사회성과를 제품/서비스(삶의 질), 공정(노동/동반성장), 사회공헌(사회공헌/봉사/기부) 별 금액과 합계 금액으로 나타낸 표입니다. Product/Service (Quality of life) 50.3 billion won Process (Labor/Shared growth) 660.9 billion won Social Contribution (Social contribution/volunteer work/donation) 130.3 billion won Total 841.5 billion won 2021년 사회성과를 제품/서비스(삶의 질), 공정(노동/동반성장), 사회공헌(사회공헌/봉사/기부) 별 금액과 합계 금액으로 나타낸 표입니다. Product/Service (Quality of life) 26.6 billion won Process (Labor/Shared growth) 503.0 billion won Social Contribution (Social contribution/volunteer work/donation) 120.3 billion won Total 649.9 billion won 2020년 사회성과를 사회공헌, 봉사활동, 기부 별 금액과 합계 금액으로 나타낸 표입니다. Social contribution 36.1 billion won Volunteer work 200 million won Donation 74.4 billion won Total 110.6 billion won * Including 5 subsidiaries, 4 social enterprises (Subsidiaries: SK hynix system IC Inc., SK hystec Inc., SK hyeng Inc., Happymore Inc., Happynarae Co. Ltd. / Social enterprises: Happy Meal-box Coop., Happyschool, Happy2gether, SK hynix cleaning Ltd.) 2019년 사회성과를 사회공헌, 봉사활동, 기부 별 금액과 합계 금액으로 나타낸 표입니다. Social contribution 25.7 billion won Volunteer work 200 million won Donation 43.4 billion won Total 69.3 billion won 2018년 사회성과를 사회공헌활동, 기부, 봉사활동 별 금액과 합계 금액으로 나타낸 표입니다. Social Contribution Activities 17.7 billion won Donation 55.9 billion won Volunteer work 200 million won Total 73.8 billion won * Since the official announcement on June 10, 2019, the performance has been revised to include five subsidiaries and four social enterprises.
(Subsidiaries: SK hynix system ic, SK hystec, SK hyeng, Happymore, Happynarae / Social enterprises: Happy Meal-box, Happy After School, Happy Together, SK Cleaning)
[H3] EV
2023년 EV를 매출액, 영업이익, 당기순이익 금액으로 나타낸 표입니다. Revenue 32.7657 trillion won Operating profit -7.7303 trillion won Net profit -9.1375 trillion won 2022년 EV를 매출액, 영업이익, 당기순이익 금액으로 나타낸 표입니다. Revenue 44.6481 trillion won Operating profit 7.0066 trillion won Net profit 2.4389 trillion won 2021년 EV를 매출액, 영업이익, 당기순이익 금액으로 나타낸 표입니다. Revenue 42.9978 trillion won Operating profit 12.4103 trillion won Net profit 9.6162 trillion won 2020년 EV를 매출액, 영업이익, 당기순이익 금액으로 나타낸 표입니다. Revenue 31.9004 trillion won Operating profit 5.0126 trillion won Net profit 4.7589 trillion won 2019년 EV를 매출액, 영업이익, 당기순이익 금액으로 나타낸 표입니다. Revenue 26.9907 trillion won Operating profit 2.7127 trillion won Net profit 2.0164 trillion won 2018년 EV를 매출액, 영업이익, 당기순이익 금액으로 나타낸 표입니다. Revenue 4.4451 trillion won Operating profit 2.8438 trillion won Net profit 1.554 trillion won TOP