Material Topic #2
Talent Attraction and Development
Attracting and developing talent is not only a key issue but also essential for achieving sustained progress of the industry. In the chemical industry, the selecting, cultivation, and retention of talents are crucial factors for ensuring long-term success. Facing increasingly complex and diverse challenges, we understand that only by having an outstanding talent team can we drive technological innovation, implement environmentally friendly production methods, and respond to social needs.
Implementation Results in 2023
Positive
If the Company values talents and has comprehensive development plans and has a complete training plan to stabilize workforce and productivity, it will enhance corporate image, and make stable contributions to the economy and society.
Negative
If the Company places less attention to talent attraction and development, it can lead to high employee turnover, hindering economic development and the fulfillment of social responsibilities, or a poor corporate image that negatively impacts the industry’s reputation.
The Company is committed to attracting and developing outstanding talent. We provide a good working environment, challenging positions, continuous professional training and development opportunities, and a fair salary and benefits system. We encourage employees to continue learning and innovating to achieve mutual growth as individuals and company.
Headquarter | Human Resources Department
Pre-employment Training | Train new employees through a mentorship system to help them become familiar with the environment.
On-the-job training | Through the digital learning platform, digital magazines and publications for self-study and growth are provided. Participate in physical education training and blended learning to enhance professional capabilities.
Character Education | Promote character education to enhance employees’ positive intrinsic qualities.
- Conduct annual training needs surveys based on general competency qualifications, specific competency qualifications, and the Business Continuity Management (BCM) key personnel list and competency confirmation table to strengthen the competencies of various employees.
- Implement “Management Capability Assessment Tools” for senior executives’ personal development plans and develop personal development plans for middle and senior managers to establish a talent pool for succession planning.
- Key Talent Development Plan (planned in response to future development of organizationation):
(1) Provide development learning opportunities and reward measures for key talents, and conduct a group rotation and training plan based on personal characteristics and career development goals.
(2) Construct talent assessments for successors and plan a three-year development plan and leadership training for successors.
(3) Training for Middle and Senior Manager: focus on leadership, professional skills, business and communication capabilities.
(4) New Employee Training: Provide training and experience inheritance for new production process employees.
(5) Company-wide Sustainable Development and Transformation Training: A total of 37 sustainability-related training sessions were held, with 1,287 participants and a total of 1,921 hours.
There are three management indicators, namely PR value of 104 employer brand survey, Annual Turnover Rate (%), and introduction of Talent Quality-management System (TTQS) system to construct functional training system.
- PR value of 104 employer brand survey:
The “Employer Brand” considers the actual performance of the Company’s internal and external talent management. Based on “Talent Attraction” and “Employee Retention,” the two indicators are mutiplited by weights and added together. The result is then ranked against the selected companies to produce a percentile ranking (PR value), which reflects the overall strength of the Company’s employer brand. The higher PR value indicates the better employer brand. - Annual turnover rate (%):
[(Number of voluntary resignations in JanuaryNumber of
people who have been employed in January) +…. +( Number of voluntary resignations in December/Number of people who have been employed in December)] x 100%
※ Number of people who have been employed in month N is equal to the number of people who were employed at the end of N-1 month + the number of new employees in month N (the number of people employed at the end of month is those who are employed and have not resigned or left without pay)
※ The number of new employees in the current month includes the number of people who left without pay and returned to work in the same month. - Introduction of TTQS system to construct functional training system
2024 Targets【Note 1】
- 104 Employer Brand Survey PR Value ≥ 90
- Annual turnover rate (%) ≤ 14%
- TTQS system construction completed
Note 1：104 Employer Brand Survey PR value and introduction of TTQS system to construct functional training system are newly set management indicators in 2024.
- Employee performance appraisal is conducted in May and November each year.
Through regular/irregular communication in various forms.
▍Employee Skills Enhancement, Training Opportunities, and Career Development
The Company conducts talent selection, training, employment, and performance management based on job competency structure. Employees submit an annual education and training needs survey based on general competency qualifications, specific competency qualifications, and the BCM critical manpower list and competency confirmation form to enhance the skills of various employees.
▍Further Training Opportunities and Career Development
According to the annual training plan, the Company arranges and implements training courses within the education
and training system for employees, such as pre-employment training (including general and professional subjects) and on-the-job training (including motivational education, hierarchical training, and professional training). The goal is to continuously enhance the abilities and qualities of talents in various fields such as production, research and development, marketing, and management, thereby enhancing the Company’s competitiveness.
Employees may be assigned domestic or abroad training and study opportunities by the Company due to job requirements (including pursuing master’s or doctoral degrees or professional technical studies) to improve their own performance, enabling them to achieve better results in the workplace. Satisfaction surveys are conducted after training courses, and feedback and suggestions from colleagues is used as a reference for future course.
▍Pre-Employment Training
Training new employees through the “master-apprenticeship” system
New employees undergo pre-employment training, which includes browsing the Company’s HR website and introducing various company policies and employee welfare measures upon their registration. In addition to implementing pre-employment training according to the “Implementation Measures for Education and Training,” senior employees are assigned to teach new colleagues for training through a mentorship system. Senior colleagues teach professional knowledge and skills through personal instruction and supplementary audiovisual materials, enabling new employees to acquire the necessary competencies. Supervisors also engage in frequent discussions to help new employees become familiar with the work environment and increase their job involvement. The operating headquarter and each plant arrange “New Employee Dialogues/Meetings,” where decision-makers or senior executives of each plant, along with HR managers, directly address and listen to the adaptation status of new employees.
▍Employee Character Building Education
Everlight aims to enhance employees’ sense of security at work, family, and personal lives by promoting positive intrinsic qualities through character education. Cultivating good character serves as motivation for individuals and is viewed character as a lifelong learning goal. We adhere to the “Implementation Measures for Character First” as the basis for continuous promotion. At all levels of management, a “Servant Leadership” mindset is embraced, leading by example and deepening employees’ integration and alignment with the Company’s business philosophy and corporate culture.
▍Specific practices
Each factory/business unit will hold monthly meetings to commend employees who have demonstrated their character and deeds in that month.
- Through monthly sharing and quarterly reports, employees can understand the meaning of “praising character rather than achievements.”
- Each employee receives a free copy of the monthly employee character magazine, which can be shared with each other at work and at home.
- Each unit arranges 30 minutes of study time for the monthly character magazine each month, making it easier for employees to cultivate and apply character through communication and sharing.
- Supervisors at all levels should be familiar with the connotation of each character trait, remind themselves to be vigilant at all times, and teach and pass on character to their colleagues.
- Report character praise, character education information, experience sharing, etc. in the quarterly magazine to provide employees with integrated information.
- Purchased pocket-type character cards are provided to each employee for easy reference, making it easy for employees to learn character at any time.
- Monthly character theme posters are posted on the bulletin board to remind employees of the character learning theme of the month.
- Print the monthly character promotion content on a calendar to create a “Character Calendar” and give it to each employee.
- Character is included in employee performance appraisal content.
- New recruits are required to fill out a character traits questionnaire.
▍Regular Performance and Career Development Reviews
- Everlight implements performance appraisals for employees, including the operating headquarter and Plant I, II, III, IV, through the establishment of a “Performance Appraisal Procedure.” These assessments is implemented in May and November each year, based on annual key work and employee communication evaluations, as the basis for competency training and job promotion.
- By the end of 2023, 100% of Everlight’s regular employees had been completed the performance assessments. Additionally, we are also considering planning ans reviewing the career development of specific supervisors or individuals who meet talent development and cultivation plans.
- Each level of supervisors discusses with employees through performance appraisals annually based on organizational development and environmental changes, department needs and job requirements, aiming to enhance employees’ qualities and cultivate necessary knowledge, attitudes, and skills for work.
- In 2022, Everlight introduced a personal development plan utilizing a “Management Capability Assessment Tool” for senior executives, which continued in 2023. Thirty-one senior executives have participated so far, aiming to strengthen the organization and enhance the Company’s competitiveness.
Performance Appraisal Percentage
Number of Employees Appraised
▍Types of Performance Appraisal Related to Individual Performance and Categories of Applicable Employees
For managers’ salaries and bonuses, they are based on the Company’s salary standard, considering their duties, contributions, performance and responsibilities. These are reviewed individually by the Remuneration Committee on a regular basis and submitted to the Board of Directors for approval. Business bonuses are provided to sales staff based on their contributions.
▍Content of Performance Appraisal
The aspects considered in performance evaluation include professional skills, interpersonal skills, conceptual abilities, leadership abilities, and other assessment indicators. These factors are taken into account in the distribution of year-end bonuses and employee remuneration.
