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Kanzada Temul Khan (Philip Morris Korea), General Manager of Human Resources and Culture at Philip Morris Korea, poses for a photo before an interview at the company’s Seoul headquarters in Yeouido, Seoul, Aug. 1. |
Some of the changes include a simpler decision-making process, the elimination of mandatory late-night work hours, and a more open attitude to honest opinions.
This is a trend that Kanzada Temur Khan, Director of People & Culture at Philip Morris Korea, has been noticing for some time.
“I heard that Korean manufacturing companies have a very hierarchical corporate culture. told the Korea Herald in a recent interview.
“That’s because the company has pushed to adopt a more open work culture and highlighted it as a matter of survival.”
Khan said employees are always encouraged to challenge the status quo and voice concerns and new ideas to improve the consumer experience.
“Our number one goal is to put the consumer at the center of everything,” he added.
The company also adopts an agile working structure in which the team responds quickly to consumer needs and pain points.
“Communication and collaboration between teams is key to any consumer-centric organization. We work together to address and solve problems that customers face (when using our products). Different types of customers in different countries We have a project management office that oversees all cross-cultural projects to understand,” Khan said.
Recruiting self-motivated employees is another important engine that drives an innovative work culture. Philip Morris Korea first introduced his INKOMPASS, an 8-week paid internship program. It tests candidates to solve real-time business problems. For example, we need to come up with effective campaign methods to promote companies’ ESG efforts.
“We are not looking for candidates with the highest TOEFL scores or just doing what they are told. You need someone who respects you,” Khan said.
Approximately 80% continue to work after completing the internship. Most of them belong to the younger generation, who play a key role in driving the horizontal work culture.
Philip Morris Korea hopes to help these young employees realize their vision for a “smoke-free future.” In 2017, the company announced that it would gradually switch its product line from combustible tobacco to heat-not-burn tobacco.
Its parent company, Philip Morris International, became the first tobacco company in the world to announce the slogan a year ago. Since 2008, the company has put his $9 billion into research and development and currently generates about 30% of its revenue from smoke-free products like heat-not-burn tobacco.
“We have become industry leaders with iconic brands such as Marlboro. is to provide an alternative to ,” Khan said.
Philip Morris Korea said it does not encourage non-smokers to buy even heat-not-burn tobacco products at its stores.
Founded in 1989, Philip Morris Korea employs approximately 1,000 staff and executives at its headquarters in Seoul, a production facility in Yangsan, South Gyeongsang Province, and sales branches nationwide. The Yangsan plant produces tobacco products such as Marlboro, Parliament and Virginia S, as well as heat-not-burn tobacco products such as HEETS and Iqos.
Byun Hye-jin (hyejin2@heraldcorp.com)
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