Jun 1, 2026
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Repercussions of Samsung Electronics' "No-Cap Bonus": Employees Receiving Up to 700 Million Won Sparks Concerns Over Industrial Polarization

**[Digital Daily] The tentative wage agreement reached by Samsung Electronics' labor and management just before a general strike is expected to send massive sho

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  • **[Digital Daily] The tentative wage agreement reached by Samsung Electronics' labor and management just before a general strike is expected to send massive sho
Repercussions of Samsung Electronics' "No-Cap Bonus": Employees Receiving Up to 700 Million Won Sparks Concerns Over Industrial Polarization

[Digital Daily] The tentative wage agreement reached by Samsung Electronics' labor and management just before a general strike is expected to send massive shockwaves across the entire industry. With the introduction of a new system that pays out a certain percentage of operating profit as performance bonuses, concerns are being raised that the wage gap between companies and industries could widen even further.

According to industry sources on the 25th, the core of the agreement signed by labor and management on the 20th is the creation of a 'Special Business Performance Bonus' funded by 10.5% of business performance (operating profit). This performance bonus applies exclusively to the semiconductor (DS) division and will be paid without a cap for the next 10 years. Meanwhile, the existing Overall Profit Incentive (OPI), which commonly applies to both the DS and finished product (DX) divisions, maintains its cap at 50% of the annual salary.

■ "Up to 550 Million Won"... Deepening Wage Gap Between Large and Small Businesses

With the introduction of the new system, employees in the memory business division could receive up to 550 million won just from the special business performance bonus, based on an annual business performance of 300 trillion won. Assuming an annual salary of 100 million won, adding the 50 million won OPI brings the performance bonus alone to 600 million won. The total compensation would reach around 700 million won before taxes, significantly exceeding the average of major domestic companies.

According to Leaders Index, a corporate analysis research institute, the average annual salary per employee at 211 out of the top 500 companies by revenue last year was 102.8 million won. In contrast, the average total wage for all workers, including those at small and medium-sized enterprises (SMEs) and mid-sized companies, was only 50.61 million won (analyzed by the Korea Employers Federation), making the gap even more pronounced.

■ 'Operating Profit-Linked Model' Limited to a Few Large Companies... Concerns Over Labor Polarization

The problem is that companies capable of adopting this 'operating profit-linked, no-cap bonus' model are limited to a handful of large corporations enjoying a semiconductor boom. SK Hynix has also introduced a similar system, but it is difficult for many industries with heavy burdens in facility and research and development investments to apply the same method.

The disparity in labor union organization rates also plays a role. According to the Ministry of Employment and Labor's '2024 National Labor Union Organization Status,' the unionization rate in companies with 300 or more employees is 35.1%, but it drops to 5.4% for those with 100 to 299 employees, 1.3% for 30 to 99 employees, and a mere 0.1% for workplaces with fewer than 30 employees. It is a structure where it is difficult to even demand improvements in performance bonuses at small workplaces.

Lee Byung-hoon, an emeritus professor of sociology at Chung-Ang University, pointed out, "If this wage negotiation leads to a spread of demands for additional performance bonuses, it could deepen the polarization of the labor market," adding, "Primary contractors' unions need to consider an inclusive approach, such as solidarity with partner companies."

■ Remaining Tasks: Restoring Labor-Management Relations and Preparing for 'Labor vs. Labor' Conflicts

To resolve the conflicts accumulated during the long negotiation process, measures are being discussed, such as establishing a regular communication channel and introducing an arbitration system involving external experts during wage and collective bargaining disputes.

Preparations are also required for internal conflicts that could flare up due to the bonus gap. Behind the strong performance of the memory business in the DS division lay the contributions of the foundry and system LSI divisions, and during past periods of industry downturn, the DX division defended the company's overall profits. Therefore, the need for supplementary measures, such as a 'company-wide common performance pool,' is being raised.