▪"Management-Employees Dialogue" for all employees.
▪Visits to plants and centers narrow the gap between management and employees.
▪Creating common ground with employees will bring forces to move forward to the company goal for successful revival.

Ssangyong Motor Company (www.kg-mobility.com) announced on August 20th that it will initiate a gap-closure program in which the co-legal trustees(Lee Yoo-il, Park Young-tae) will pay visits to the Pyeongtaek Plant, the Changweon Plant in Guro, the After-sales Service Center and Seoul Office to attend 4 sessions of "Management-Employee Dialogue".

The "Management-Employee Dialogue" will invite the entire 4,500 employees in 4 separate sessions that will take place between August 19th and 26th. It began on the 19th at the Seoul Office( Lee You-il, Legal Trustee), and will be followed by a session in Guro Service Center(Lee You-il), the Changweon Engine Plant(Park Young-tae, Legal Trustee), and wrapped up by a visit to the Pyeongtaek Plant on the 26th (Park Young-tae).

Though this program, the management will convey its appreciation to Ssangyong's employees who have showed full dedication for bringing the company back to normal during the long and tedious strike that ltsted for 77 days. The sessions are also designed to share the managements direction and ve sho goals and to create a more solid foundation from which both management and employees alike can move forward.

Lee Yoo-il, while visiting the Guro Service Center on the 20th, voiced out that Ssangyong Motor Company must learn from its past experience and realize the present objectively and try our best to show a true change externally in order to succeed in its effort to revive the company.

With the end of the 77-day long stride, the company could complete the restructuring process, a precondition to successful company revival, and is now geared toward sales increase as well as developing new vehicles as early as possible.

Ssanyong's unprecedented strike made us realize the need for new management-employees relationship, he added. With this realization, it will be more important than anything else to rid the former irrational relationship and bring in a new culture for mutually cooperative management-employee relationship. He alsoemphasized the need for establishing a flexible production system that will allow just-in-time delivery based on productivity and quality improvement.