[Edaily Marketin KIM SUNG-SOO Reporter] An outline of structural reform measures to overhaul the overall management strategy of the Construction Workers’ Mutual Aid Association (hereinafter referred to as the Association) will be released this month.

Once the results of a consulting project outlining the Association’s medium- to long-term development plan for the next five years are released around the 20th, changes are expected in the direction of organizational operations and workforce management strategies.

Pushing Ahead with the “2026–2030 Mid- to Long-Term Development Plan”

According to the financial investment industry on the 3rd, the Construction Workers’ Mutual Aid Association is conducting a research project titled “Reform of the Mid-

to Long-Term

Development Plan and Organizational Diagnosis,” with the goal of completing it by the 20th. The project is being carried out by the Korea Productivity Center Consulting, and the contract period ended on the 1st. Finalization work is currently underway.

Through this project, the Association will establish a new medium- to long-term management strategy framework (development plan) for 2026–2030 to respond to changes in the internal and external business environment.

From the Association’s perspective, changes in the internal and external business environment fall broadly into “policy aspects” and “management aspects.” First, regarding “policy aspects,” the key change is the “5th Basic Plan for Improving Construction Workers’ Employment (2025–2029),” which has been established as a core task in the employment and labor sector among the Lee Jae-myung administration’s 123 national policy priorities.

This plan outlines four key initiatives to address structural issues such as the “contraction of the construction market” and “young people’s reluctance to enter the construction workforce.” The four key initiatives are: △ supporting the influx and development of new workers; △ strengthening the training and support system for skilled workers; △ ensuring basic working conditions; and △ improving the management system for the recruitment of foreign workers.

Additionally, changes in the “business environment” include instability in the external situation due to factors such as tariffs and high exchange rates, a slowdown in the recovery of the construction sector, and the major shift toward artificial intelligence (AI). Accordingly, the Korea Construction Workers’ Corporation plans to establish detailed implementation plans for each existing business strategy, conduct a comprehensive assessment of its organizational structure, and reset its annual targets.

Furthermore, based on the organizational assessment and workload analysis, the agency plans to redesign its organizational structure and develop plans for workforce redeployment as well as medium- to long-term staffing expansion strategies.

The Corporation will propose ways to differentiate its operations from similar private and public institutions and will adjust and identify key performance indicators (KPIs) that align with its strategic direction and objectives.

Development of “Workforce Reallocation Plans and Mid- to Long-Term Staffing Strategies”

KGEK commissioned this research project with the aim of enhancing organizational operational efficiency while establishing an organizational foundation capable of supporting future business expansion.

The detailed scope of work consists of: △ Analysis of internal and external business environments and derivation of implications (10% weight) △ Resetting the value system and establishing mid- to long-term management strategies (30% weight) △ Organizational diagnosis (15% weight) △ Redesign of the organizational structure (30% weight) △ Enhancement of management strategy execution capabilities (15% weight).

The scope and details of the study are subject to change based on negotiations between the Construction Workers’ Mutual Aid Association and the Korea Productivity Center Consulting. Among the tasks listed above, the areas with the highest weight are “Resetting the Value System and Formulating a Mid- to Long-Term Management Strategy” and “Redesigning the Organizational Structure,” each accounting for 30% of the total project.

In the “Resetting the Value System” segment, the Association’s vision and core values will be re-examined, and their alignment with changes in the internal and external environment will be assessed. Interviews will be conducted with the CEO regarding his management philosophy and key priorities, and management policies reflecting these insights will be redefined.

In addition, the company plans to set medium- to long-term management goals and establish a medium- to long-term management strategy framework (development plan) for 2026–2030, along with detailed implementation tasks and a performance management system.

Under “Organizational Structure Redesign,” proposals for improving the organizational structure will be presented. A roadmap for implementing organizational restructuring will also be provided, broken down into short-term (2026), medium-term (2027–2028), and long-term (2029–2030) phases.

In addition, the current business portfolio will be analyzed to define core businesses and establish priorities. By reviewing and analyzing the previous year’s operations, the company will identify future growth businesses aligned with its mid-to-long-term management strategy.

An official from the financial investment industry stated, “The results of this study will serve as a blueprint for determining the future direction of KGE’s organizational restructuring and workforce management,” adding, “Once the study is completed this month, work on organizational restructuring and the realignment of management strategies is expected to begin in earnest.”