Global MPM Insight

3. Strengthening State Responsibility for Frontline and Disaster Response Public Officials Frontline and disaster/safety public officials, tasked with protecting public lives and safety, have long borne risks on the front lines. In response, relevant systems were strengthened to ensure adequate state compensation and protection. The hazard duty allowance for police and firefighting officials was increased from KRW 60,000 to KRW 70,000 per month, with a further rise to KRW 80,000 scheduled for 2026. For disaster and safety officials, new allowances for arduous and long-term service and specific duty expenses were introduced, and emergency duty allowances were also increased. In addition, the system was improved to shorten the seniority-based promotion period for officials who have served a certain period in disaster and safety departments, and to allow special promotions for high performers or recipients of government commendations even in the absence of vacancies. A special provision was also introduced to grant ex post immunity for proactive actions taken in urgent disaster situations, ensuring that on-site decision- making is not unduly constrained by concerns about subsequent liability. 5. Public Service Culture Innovation and Ethics Enhancement Innovating public service culture requires not only institutional change but also sustained efforts until practices and perceptions evolve. To address irrational practices within the civil service, the Ministry conducted fact-finding surveys on practices such as the so-called Senior Hosting Day and established an online anonymous reporting center. According to the second survey, the share of respondents with experience of Senior Hosting Day fell to 7.7 percent, down from 10.1 percent in the first survey. In addition, a comprehensive overhaul was undertaken of the duty officer system, long cited as a representative example of inefficient work practices. Fact-finding surveys and questionnaires on duty operations were conducted across central administrative agencies, and based on the results, more efficient measures were developed, including on-call duty from home, integrated duty systems, and the use of 24-hour situation rooms. In the area of public service ethics, disciplinary standards for serious misconduct were also strengthened. Digital sex crimes such as deepfakes, stalking, and aiding or concealing drunk driving were clearly defined as serious misconduct, and corresponding disciplinary standards were established. These measures repositioned public service ethics from an abstract norm to a system of concrete standards aligned with evolving public expectations. 4. Strengthening Professionalism in the Civil Service through Job/Performance-Based Personnel Management One of the significant personnel policy changes in 2025 was a shift from a seniority-based system to one centered on duties and professional expertise. At the recruitment stage, the proportion of job-related subjects in the Grade 9 open competitive examination was increased, and the examination framework was shifted from knowledge recall toward competency-based assessment and practical application. Reforms also continued in the promotion and compensation systems. Eligibility for the critical duty allowance, which reflects the importance and difficulty of positions, was expanded, while the weight of seniority-based evaluation in promotions was reduced, diminishing the influence of length of service alone. This marked a shift toward a system that fairly evaluates those who take on challenging duties and deliver results, rather than those who have simply served longer. In addition, the public recommendation system was revitalized to expand the National Talent Database with professionals from diverse fields, and the number of utilizing institutions was significantly increased, laying the foundation for stronger expertise within the civil service. The Ministry of Personnel Management’s major policies in 2025 were grounded in the question of how public officials actually work, and sought to deliver tangible change at the operational level alongside institutional reform. While changes in public service culture take time and require further coordination and effective implementation, creating an institutional environment in which civil servants can exercise professional judgment and conviction ultimately enhances the quality and responsiveness of public governance. Going forward, the Ministry will continue to pursue personnel policies that prioritize tangible improvements in administrative practice with the aim of restoring trust in the civil service and strengthening its competitiveness. 50 Global MPM Insight Vol.5 2025 MPM Key Activities 51