Administrator Oh Tae-seok put "organizational efficiency" front and center as a core task for the Korea AeroSpace Administration. With the current system divided between the Vice Administrator's organization and the mission headquarters exposing collaboration breakdowns and inefficiencies in actual operations, the plan is to preserve the original founding intent while reorganizing the structure to be more organic.
Administrator Oh said at a press briefing in Jongno-gu, Seoul, on Apr. 8 that after reviewing the criticisms raised while grasping the work over the two months since taking office on Feb. 3, there was clear concern surrounding organizational structure, personnel operations, and the control tower function.
He said, "First we need to stabilize the Korea AeroSpace Administration's organization and focus on making it efficient," adding, "There are many cases where an initially designed organization does not operate as is in actual practice."
In particular, Administrator Oh made clear that the Korea AeroSpace Administration is not a research-performing institution but a central administrative agency that decides and executes space and aviation policy. He explained that mission headquarters personnel should also handle so-called "research administration," such as policy decisions, budget acquisition, legal maintenance, and consultations with related ministries, rather than individual research.
Administrator Oh said, "There are many comments that collaboration between the Vice Administrator's organization and the mission headquarters is not working and is cut off," adding, "To successfully carry out nationally important missions as one team, we are scrutinizing in detail how to reorganize the structure."
Regarding the selection of a successor to the currently vacant head of the space and aviation mission headquarters, he suggested that appointments could be further delayed until the direction of the reorganization is set, saying, "We will likely need to first decide how to efficiently reorganize the organization before moving on to the next steps."
Administrator Oh, however, also indicated he would opt for gradual adjustments rather than a sweeping overhaul. He said, "If we shake things up now in the name of reorganization, there is a risk that the organization, which is at least set up and trying to work, will scatter," adding, "The direction is right, but my view is to proceed slowly, when we are ready."
In fact, the Korea AeroSpace Administration has already begun small-scale adjustments. It recently refined program names, and it is also pushing a plan to dual-label division heads as "Director General" and program heads as "Director" in external communications so that the rank system of a central administrative agency is recognized at a glance.
The process of gathering outside opinions has also begun in earnest. Administrator Oh launched the organizational innovation advisory committee on Mar. 18 and said he would hold about one meeting a month to hear from academia, research, and industry. The second meeting is scheduled for the 23rd. Internally, a task force (TF) on organizational culture with member participation will also be operated. The aim is to improve not only the organizational structure but also the working environment and living conditions.
Administrator Oh also cited the location of the Sacheon office and living conditions as key variables for stabilizing the organization. Administrator Oh said, "An office environment centered on an industrial complex, long-distance travel between Seoul and Sacheon, and weekend-only family life are adding to employee fatigue," adding, "We will communicate with local governments to find solutions."
He went on to say, "Regarding the so-called 'Nuri heritage' project, which aims for two launches starting in 2029, the calculation of the necessary budget is almost complete, and to expedite the project we will consider applying for an exemption from the preliminary feasibility study." He explained that budget reflection in 2027 is needed so that companies can prepare in advance for the 2029 launch volume.
He also emphasized that by 2032, the goal should not be limited to launching Nuri at least once a year, but to building a system for three to four or more launches annually in the mid to long term to enter the commercial launch services market. To that end, he added, Korea must secure domestic and international satellite demand, streamline manufacturing processes, establish testing and certification systems, and build launch site operation capabilities.