South Korea has developed one of the world’s most respected infrastructure and construction industries. Korean companies have delivered major projects across the Middle East, Southeast Asia, and other global markets, while building a reputation for reliability, technical expertise, and efficient execution. At the same time, competition for international projects has become increasingly intense, and clients are demanding greater certainty around cost, schedule, and delivery. From your perspective, what has enabled Korean construction and infrastructure companies to continue succeeding in overseas markets?

When we look at the success of Korean construction companies overseas, there are several important factors that stand out.

The first is preparation. Korean companies do not simply prepare for a project itself. They prepare for future opportunities long before those opportunities appear. There is a strong culture of planning ahead, studying markets, understanding risks, and building the capabilities needed to compete internationally.

The second factor is timing and schedule management. International clients place enormous importance on whether a contractor can complete a project within the agreed timeframe. Korean companies have earned trust by demonstrating that they can deliver projects on schedule without unnecessary delays or extensions.

The third factor is integrated EPC capability. Korean companies have developed strong expertise in engineering, procurement, and construction management, allowing them to oversee projects from start to finish with a high level of control and coordination.

A good example is the Barakah Nuclear Power Plant project in the United Arab Emirates. Korean companies successfully completed the project and demonstrated their ability to manage complex projects while meeting delivery requirements.

Another important point is experience. Korean companies have accumulated decades of overseas construction experience, dating back to the period following the Korean War. Over time, that experience has created systems, management practices, and technical capabilities that support successful international project execution.

Even during periods of geopolitical uncertainty, major construction companies are already looking ahead to future reconstruction and development opportunities. While conflict is deeply unfortunate, infrastructure companies must also prepare for the reconstruction and development needs that may emerge afterward. This mindset of preparing for the future is deeply embedded within Korean industry.

Ultimately, preparation, integrated EPC management, extensive international experience, and a commitment to delivering projects on time have helped Korean companies earn the confidence of clients around the world.

One characteristic that is frequently associated with Korea’s industrial development is speed. Whether in manufacturing, technology, shipbuilding, or infrastructure, Korean companies are often recognized for their ability to move quickly and execute efficiently. How important has this culture been in shaping Korea’s infrastructure sector and its competitiveness on the global stage?

In Korea, we often use the phrase ppalli ppalli, which means “quickly, quickly.” In many ways, that mindset has become part of our culture.

Koreans generally value efficiency and rapid execution. We tend to move quickly when opportunities arise and focus on finding practical solutions rather than delaying decisions.

Of course, speed alone is not enough. Projects must still be completed safely and to the required quality standards. However, the ability to make decisions quickly and execute efficiently has helped Korea develop infrastructure at a remarkable pace over the past several decades.

I believe this culture has contributed significantly to the country’s economic development and has become one of the reasons Korean companies are able to compete effectively in international markets.

Around the world, demand for electricity is rising rapidly as governments and businesses invest in artificial intelligence, semiconductors, batteries, renewable energy, and large-scale data centers. Many industry observers believe that electricity infrastructure will become one of the defining investment themes of the coming decades. How do you see this trend changing the role of companies such as Samjin Elex?

We believe the impact will be very significant.

Recent global events, including geopolitical tensions and the COVID-19 pandemic, have changed the way countries think about energy security, supply-chain resilience, and infrastructure investment.

Korea does not have abundant oil resources, but it does have opportunities in renewable energy. We see considerable potential in areas such as offshore wind and solar power generation.

At the same time, major investments are being made in semiconductor manufacturing and data center development. These facilities require enormous amounts of electricity. Building them is not simply a matter of constructing the facility itself. It also requires the generation, transmission, and distribution infrastructure needed to support that demand.

For this reason, we view the electricity sector as a complete ecosystem. Electricity must first be generated. It must then be transmitted through power networks. Finally, it must be delivered to the industries and facilities that consume it.

Our goal is to participate across that entire value chain. We want to contribute to renewable energy generation, transmission infrastructure, electrical distribution systems, and facilities such as data centers that consume electricity.

As electricity demand continues to grow globally, we believe the importance of power infrastructure will increase significantly.

Power grids are becoming one of the biggest bottlenecks in the global economy. While generation capacity is expanding, transmission and distribution infrastructure often struggles to keep pace, with permitting challenges and public concerns making new projects difficult to develop. How do you see the future of power grid investment, and what opportunities does this create for companies like Samjin Elex?

Power transmission infrastructure will become increasingly important in the years ahead.

Historically, there have been challenges associated with expanding transmission networks, including permitting issues and public concerns. However, governments are recognizing that modern economies cannot function without sufficient transmission capacity.

In Korea, there are discussions around expanding transmission infrastructure alongside major transportation corridors and developing additional routes in coastal areas. These efforts reflect a broader recognition that transmission networks are essential to supporting future economic growth.

As electricity demand rises, countries will need not only more power generation but also more efficient ways to move electricity from where it is produced to where it is needed.

For companies like ours, this creates substantial opportunities. We believe transmission and distribution infrastructure will become one of the most important sectors within the broader energy industry.

Samjin Elex has built capabilities across electrical systems, power infrastructure, fire protection, and other technically demanding sectors. These projects often involve multiple engineering disciplines, strict safety requirements, and complex coordination. What differentiates Samjin Elex from other companies operating in this space?

Our management philosophy can be summarized in a simple phrase: selection and concentration.

Thirty years ago, we were highly specialized in General electrical and railway-related projects. However, as market conditions changed and competition increased, we reassessed where we could create the greatest value.

Rather than trying to participate in every segment of the market, we chose to focus on areas where we believed future growth would be strongest.

That led us to expand our work with advanced technology companies such as Samsung Electronics and SK. More recently, we have increased our focus on renewable energy as well as transmission and distribution infrastructure.

We believe that specialization creates competitive advantages. By concentrating our resources, expertise, and investments in selected sectors, we can develop deeper technical capabilities and provide greater value to our clients.

Our strategy is not to do everything. Our strategy is to focus on the areas where we believe we can make the strongest contribution and achieve sustainable growth.

As Korean companies expand globally, specialist contractors are increasingly following them into overseas markets. Samjin Elex has already supported international projects and major industrial developments. Where do you see the greatest opportunities for overseas growth in the years ahead?

We have carried out projects such as the Jakarta LRT project in Indonesia, electrical work for the SI-FLEX factory in Vietnam, and electrical work for a bridge in Brunei.

Our overseas strategy is closely connected to the global expansion of major Korean companies.

When companies such as LG Energy Solution build manufacturing facilities overseas, there are opportunities for us to participate in electrical and fire protection projects. Similarly, when companies such as Hyundai Steel or Hyundai Engineering and Construction pursue international developments, we seek opportunities to support those projects.

One point that is often overlooked is that Korea’s success overseas is not achieved by large corporations alone. Behind every major project are numerous specialized companies that contribute technical expertise and execution capabilities.

We believe the strength of Korea’s infrastructure sector comes from this collaboration between large corporations and specialized partners.

As opportunities emerge in markets such as the United States and other advanced economies, we intend to continue preparing ourselves so that we are ready to participate when the right opportunities arise.

How do you balance working with established Korean partners while also building relationships within local markets? What is your long-term vision for international growth?

Ultimately, we want to become a company that works successfully with local partners around the world.

However, we believe credibility must be built step by step. Our approach is to first establish ourselves alongside major Korean companies that already possess strong international reputations.

Once clients and stakeholders in a market become familiar with our capabilities and track record, we can begin building deeper relationships with local partners.

Today, many people around the world already recognize names such as Hyundai, Samsung, and SK. Far fewer people know Samjin Elex. Building that recognition is one of our long-term objectives.

We see international growth as a gradual process of establishing trust, demonstrating capability, and developing strong local partnerships over time.

Infrastructure projects involve challenges beyond engineering design, from climate and operating conditions to workforce safety and quality control. What have you learned from managing projects in diverse environments?

Safety remains our highest priority regardless of where we operate.

Interestingly, Korea itself experiences very demanding weather conditions. Summers can be extremely hot and humid, while winters can be exceptionally cold.

Because of this, we have developed systems to protect workers under challenging conditions. During periods of extreme heat, we provide protective equipment and take measures to prevent heat related illnesses. During severe winter conditions, we provide additional support and may suspend work when necessary.

For highly specialized sectors such as offshore wind development, we also collaborate with companies that possess the required expertise.

Our philosophy is that successful project delivery begins with safety. If people are protected and projects are managed responsibly, everything else becomes possible.

Looking ahead, how would you like international partners, investors, and industry stakeholders to view Samjin Elex over the next decade? What is the identity that you want the company to be known for globally?

We would like to be recognized as a specialist in renewable energy generation and power infrastructure.

In particular, we believe transmission and distribution infrastructure will become one of the most important growth sectors in Korea and globally. We have already taken steps to strengthen our capabilities in this area, including preparing to obtain a license related to 345kV underground transmission systems.

As the world transitions toward cleaner energy and greater electrification, the need for reliable transmission infrastructure will continue to grow.

Our goal is to be recognized not simply as an electrical contractor, but as a company that contributes to the development of renewable energy, modern power networks, and the infrastructure required for future economic growth.

As for our long-term vision, our objective is straightforward. We want to achieve the goals we set for ourselves, continue building our capabilities, and create sustainable growth for the future.