Our LCC's vision and dreams are well reflected in our company vision, recited every morning. 'The seven habits of successful people, we create a 100-year-old company and export company with personal growth' as highlighted in the company mission statement. Our goal is to promote the enhancement and development of individual capacities through self-improvement, while the company aims to thrive as a long-lasting business for a hundred years, primarily through domestic sales and overseas exports.

To achieve this, it will be possible by establishing a quality management system involving all personnel, ensuring 'Quality Competitiveness' with zero defects and no claims, enhancing productivity through automation and significantly reducing general operating expenses through system management to secure 'Price Competitiveness'.

Efforts to secure quality and price competitiveness are essential for realizing our vision, but the enhancement of the capabilities of the workforce responsible for executing these efforts is equally crucial. To achieve this, it is necessary to conduct mind training and sustain management activities that establish a 'Healthy and ethical company culture' at the same time.

 We are actively fostering a variety of company cultures, such as Clean Day, Clean Floor, and landscaping activities to promote a culture of cleanliness and safety, and to build a sense of empathy. Additionally, we have introduced innovative exercises for accident prevention, Communication, and the publication of the LCC Magazine to facilitate information sharing. Furthermore, we continue to distribute books for self-development (four books annually) and conduct '3-minute speech presentations', which has led to the release of volumes 1, 2, and 3 of the '3-minute speech'.

 For a small and medium-sized enterprise to publish a 24-page newsletter for 25 years, with all content contributed by LCC employees, is undeniably a 'miracle'. Additionally, we are creating 'another miracle' by compiling and publishing the contents of employees' speeches in booklet form each year.

 The monthly 'LCC Magazine', distributed at the beginning of each month, features a diverse range of content, including a CEO column, export stories, a 'Let's Praise' section, new product introductions, discussions on change and innovation, talent development, and insights from new employees on how they perceive LCC. While it also includes 'Supplier Interviews' to showcase customer and partner stories, the fact that it is entirely filled with articles directly authored by our employees is a source of pride and can even be considered somewhat miraculous.

 Most companies that publish newsletters on a monthly basis are typically large corporations. Their content often consists of photo features primarily centered around the CEO and some senior executives, but the majority of the articles are written by external experts. This composition often leads to a loss of the true essence of a 'company newsletter'.

 A newsletter aimed at fostering empathy for so-called 'One-way alignment' and internal communication should ideally involve voluntary contributions from employees, not external sources. Unfortunately, within the rigid culture of large corporations, the voluntary or even semi-mandatory submission of articles by employees can be challenging. Consequently, the company newsletter can ultimately be distorted into a publication created by outsiders rather than organizational members.

During interviews with new employees, I always ask one question: "What is a good company?" Most candidates provide various answers, such as a company with good salaries and benefits, excellent communication, low stress, and stability. However, personally, I believe the correct answer is a company that helps enhance your own abilities.

 To excel in your job, it's crucial to acquire specialized knowledge, cultivate leadership skills needed for collaboration and synergy creation among superiors and colleagues, and master the art of delivering logical presentations (communication skills). Drawing inspiration from LG executive meetings where they conducted '5-minute speeches by executives', I introduced a similar practice of '3-minute speeches by employees' during regular and monthly meetings. This approach allowed us to nurture the 'communication skills and leadership' of our employees. This is a story from my time as the plant manager at LG, more than 30 years ago.

 When establishing LCC, I initiated the publication of the 'LCC Magazine' similar to my experiences with issuing newsletters and '3-minute speech compilations' (Pursue the Accelerate of Innovation) during my tenure at LG more than 25 years ago. Now, with the publication of the 3 Vol of 3-minute speech book, it seems that our LCC's company culture is poised to firmly establish itself.

 Organizing your thoughts and opinions logically in writing can be challenging, but presenting them in front of a group of people is even more daunting. When delivering a '3-minute speech' in front of colleagues, faces often turn pale, words may falter, and sometimes even hands and legs tremble. However, as stated in the company mission's 5 clause "Becoming a proactive Saladent through lifelong learning and self-development," reading books, writing, and presenting your thoughts are essential for personal growth and leadership development. Publishing a compilation of the speeches that employees deliver during the morning meetings is a source of great delight and satisfaction.

 Many people around me often ask, "Every month, the CEO column is published in the newsletter. Who helps and assists with this?" I reply, "I originally came from an engineering background and had no talent for writing, but after writing a few times, I've developed the habit of writing. It's almost like being a little thief who gradually becomes a big one..."

 The CEO column is sometimes written on personal topics, but mostly it is filled with content related to the company's operations, exports, and the necessary company culture to become an export-oriented, century-old enterprise. When reading books, perusing newspapers and various news sources, and engaging in conversations with other business executives, I often brainstorm column topics, jot down memos, select a few, and then expand on the chosen topics. As a result, I have become accustomed to writing, and while the content may not always be significant, writing columns has become an integral part of company management. The challenge of ensuring that what is written is translated into action, as reflected in the saying 'practice what you preach', may present some difficulties, but it also provides a sense of joy and accomplishment.

  When employees join LCC, they become accustomed to writing articles for the newsletter, whether on personal and family matters or company-related themes. Even those who rarely read books find themselves applying for and reading four books per year after entering the company. Employees who have never presented their thoughts in front of a group also choose topics, write articles, and deliver presentations. We have compiled these 'speech' contents to publish the '3-minute speech book' of the third year, and it is not far-fetched to consider the possibility of publishing '3-minute speech compilations' every two years, or perhaps even quarterly, in the near future.

CEO BAIK, SUNGCHUN