Deeply ingrained in the daily lives of Koreans, SPC Group has led the domestic food industry with numerous popular brands. However, a series of recurring safety-related incidents in recent years have cast a dark shadow over the company's reputation. These incidents, beyond mere accidents, raise fundamental questions about SPC Group's safety management system and social responsibility. This article will examine major industrial accidents and recent fire incidents at SPC Group, and delve into the company's responses and the path forward.
SPC Group's safety issues came to public attention with the tragic death of a young worker at the SPL Pyeongtaek bakery plant in October 2022. The incident, where the worker was caught in a sandwich sauce mixing machine, was attributed to the failure to install basic safety equipment like interlocks, causing widespread shock. Subsequently, similar entanglement accidents resulting in worker fatalities occurred at the Shani Seongnam plant in August 2023 and the SPC Samlip Siheung plant in May 2025. These recurring industrial accidents have led to criticism of the poor working conditions and prevalent safety disregard within SPC Group's facilities. Public outrage intensified as work resumed shortly after accidents and inadequate responses to non-regular workers were revealed.
Before the controversy surrounding industrial accidents had subsided, another fire broke out at an SPC plant in Siheung, Gyeonggi Province, on February 3, 2026. Although there were only two minor injuries, the sight of black smoke filling the sky once again amplified concerns about SPC Group's safety management system. This raises questions not only about the safety of production facilities but also about the overall effectiveness of the company's risk management system. The diversification of accident types suggests that the safety management challenges facing SPC Group are increasingly complex.
SPC Group's response to the initial industrial accidents drew public criticism. The distribution of a press release promoting the opening of the first Paris Baguette store in London the day after a fatal accident fueled criticism of the company's complacent attitude. This escalated into a boycott, leading to widespread consumer rejection of all SPC-affiliated brands. The boycott directly impacted SPC Group's revenue and brand image, causing a decline in stock prices and affecting the entire company. Consumers are demanding higher standards not just for product quality but also for ethical responsibility and safety management.
In response to recurring accidents and severe criticism, SPC Group announced various measures to strengthen safety management. In October 2022, Chairman Huh Young-in apologized to the public and pledged to invest 100 billion KRW in safety management over three years, establishing a Safety Management Committee. During the National Assembly Audit in 2025, SPC Group stated that it had spent approximately 96.9 billion KRW on industrial accident prevention from 2023 to September 2025. However, concerns were raised about the effectiveness of these measures, with only 300 million KRW allocated to expanding safety personnel and the argument that costs for facility replacements necessary for business operations, such as replacing old equipment, were classified as safety investment funds. Transparent and responsible fund allocation is essential for genuine safety management.
Many point out that SPC Group's recurring industrial accidents are closely linked not only to facility issues but also to fundamental labor environment problems, such as long working hours, night shifts, and low wages. In August 2025, President Lee Jae-myung criticized long working hours as the root cause of accidents during a site meeting at the SPC Samlip Siheung plant and urged the company to develop countermeasures. In response, SPC Group announced the abolition of overtime exceeding 8 hours. However, the Korean Chemical, Fiber and Food Workers' Union expressed concerns about the lack of measures to address low wages and the continued insistence on a two-shift system, questioning the effectiveness of these changes. For SPC Group to achieve genuine safety management, it must listen to the voices of its workers and establish a corporate culture that prioritizes safety through substantial improvements in working conditions. While SPC Group's sustainability reports mention efforts to improve the labor environment, reducing the gap between actual practice and stated intentions is crucial.
The series of safety-related incidents faced by SPC Group serves as a stark reminder of the importance of corporate social responsibility. It demonstrates that a management philosophy that prioritizes the lives and safety of workers, beyond mere economic profit, is essential for sustainable corporate growth. To avoid repeating past mistakes, SPC Group must focus all its efforts on building a transparent and responsible safety management system and substantially improving the safety and well-being of its workers. The path to regaining consumer trust and becoming a socially responsible company is only possible through genuine change. SPC Group's future actions will be closely watched.
A1: SPC Group has experienced recurring worker fatalities due to machinery entanglement accidents across several affiliates, including SPL Pyeongtaek in 2022, Shani Seongnam in 2023, and SPC Samlip Siheung in 2025. Furthermore, a fire at the Siheung plant on February 3, 2026, highlighted the multifaceted nature of its safety problems.
A2: Due to recurring industrial accidents and insufficient initial responses, consumer boycotts of SPC Group products have spread. This has negatively impacted SPC Group's brand image and sales, reflecting high expectations for the company's social responsibility.
A3: In October 2022, SPC Group announced measures to strengthen safety, including a 3-year investment of 100 billion KRW in safety management and the establishment of a Safety Management Committee. It has also implemented measures such as abolishing overtime exceeding 8 hours to address issues of long working hours.
A4: SPC Group must transparently and effectively implement its promised safety investments, expand safety personnel, and fundamentally improve working conditions, including low wages and long night shifts, to establish a corporate culture that prioritizes safety. Regaining the trust of consumers and workers through these actions is the core challenge.
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