Career Development and Training

We have comprehensive training system to assist employees’ development in all dimensions. The system incorporates needs analysis and in-depth planning before training and performance assessment and review after training. This systematic approach consistently results in better employee outcomes (learning, behavior change, job performance) and organizational impact (profitability, performance, turnover). At the end of every year, we conduct training needs survey by collecting information of industry trends, interviews with top executives, assessing competency gaps and employees' questionnaires to ensure that annual training plan meets business strategies, work requirements and employees' development.

*NoteAverage training hours per employee in 2023: Taiwan Fixed Network: 66.5; Taiwan Teleservices & Technologies: 70.7; Taiwan Digital Service: 58.4; Taihsin Property Insurance Agent：49.3; TWM Broadband: 33.9; TWM and its affiliated companies: 58.3(exceed 2023 target)

The average training hour was 58.3 hours in 2023, higher than our target (50 hours) and global average (20.7 hours).
*Global average training hour data source: The Association for Talent Development 2023 State of the Industry report. The report is based on data from 454 organizations of various sizes, industries, and locations.

Average training expenses per employee in 2023: TWM and its affiliated companies: 2468.8 NTD

In the past few years, TWM keeps maintaining our employee related expenses to retain and cultivate talent (TWMs’ HC ROI 10.20^Note).

TWM also uses HCVA to evaluate the business benefits of our investments in human capital and keep track the trends of HCVA and competitors HCVA, use this information to be our management decision reference and indicator of human capital evaluation. TWM’s HCVA (Human Capital Value-Added): 16,992,000 (Currency: NTD)

Breakdown by gender: Average hours per male and female of training or development are 59.7 and 56.9 hours respectively.

To understand employee participation status in different types of training, we break down training hours accordingly.

Breakdown by type of training per FTE (these training types are isolated; unit: hours): Internal training 49.3; dispatch assignment training 2.4; online training 48.2; learning resources & learning social groups 0.1. There are lots of training types in our company. Some of the training courses are lectured by internal instructors or senior employees, some of the e-learning or training resources are made by HR Department members. Overall, by utilizing internal resources, we can maintain our training cost (Y23: NTD 2,468.8; Y22: NTD 2,414.8) without compromising the quality and effectiveness of our training sessions.

Breakdown by gender: Average amount spent per male and female of training or development are NTD 2,801.7 and NTD2,113.4 respectively. (The input gender gap results from the higher cost of technical courses and the higher percentage of male employees in the technical group)

Breakdown by type of training per FTE (unit in NTD): Internal training 1,406.8; dispatch assignment training 742.2; online training, learning resources & learning social groups 319.8.

*NoteAccording to DJSI definition, the company's HC ROI for the past four years are as follows: Y20-9.70、Y21-9.56、Y22-9.98、Y23-10.20. According to DJSI’s definition, total employees = number of full time employees + (0.5 * number of part time employees). The company's total employees for the past four years are as follows: Y20-5758、Y21-5811.5、Y22-5846.5、Y23-5944.5

We endeavor to cultivate a continuous learning environment. For all employees when transitioning from new hires to top management level (i.e. climbing the ladder), we develop customized training programs to fulfill organizational and individual needs. We provide employees diverse learning resources, including pre-job training for new hires, core competencies training, management competencies training, professional competencies training, self-growth and development, etc .

Ensuring the training quality and actual learning

To ensure the effects and quality of our training courses, the training system incorporates “needs analysis” and “in-depth planning” before a program begins, and follows up with performance assessment and review after a program ends. If a training program fails to meet its satisfaction indicators, it will be carefully reviewed and corrective actions will be taken immediately. Our course satisfaction was 94.8 (4.5% higher than the target) in 2023.

To keep abreast of changes in the industry, the development of technical competencies has been the focus of our long-term plan, which includes

• Supervisor’s regular reassessment of employees’ professional capabilities and certificates.
• Formulate technical skills and certifications needed in congruence with emerging technologies to provide appropriate professional training to employees to keep our competitiveness.
• In 2023, employees who had passed certification exhibited around NTD 349,610,000 B2B revenue contributions.

• Innovation program: This program aims to help employees understand practical skills i.e., design/creative thinking, facilitate team innovation etc. The program also equips them with ready to-use innovation skills through case discussion & implement. % of FTEs that participated in this program: 40.1 (employees who completed the communication program) /FTEs). The company sets the third Friday of every month as Innovation Learning Day to encourage employees to participate in innovative development discussions and engage in learning opportunities related to the company and their work's future growth.
• Leadership program: (1) New managers program is designed for newly promoted ones to understand practical skills i.e., self- management styles, team leadership & performance feedback. The program equips them with ready-to-use management skills through case study & role play. The program helps reduce employees’ learning curve as they transfer from a professional to a manager's career. (2) Stratified trainings for managers: trainings are designed to cultivate management capabilities & responsibilities to meet development needs of managers at all levels. The training schemes include performance management, leadership, strategic planning, organizational development & corporate governance. Based on results of competency assessments for junior & mid-level managers, we established objective management indicators for skills required. These indicators are combined with training courses to hone relevant management skills & serve as a basis for individual development. Trainings for senior managers emphasize on study & discussion of management cases, analysis of industry best practices, & strategies to develop management thinking, to constantly refine management competencies & practical skills. We conducted employee satisfaction survey in 2023, results showed employees’ satisfaction toward leadership reached 86% (higher than market norm+ 7%).
• Succession plan: Leadership potential assessment was implemented to recognize and build internal talent pool. Key positions & managers show potential were also identified as the basis for future cultivation & assistance in personal development. Tailor-made development plans are developed, implemented & reviewed quarterly for high-potential (Hi-po) employees. The IDPs include training, reading, job rotation, one-on-one mentoring, join or host the project etc. The plans are designed to enhance Hi-po employees’ knowledge & skills. The complete rate of those talents' IDP in 2023 was 98.7%. And talents had already been appointed to serve key positions. With implementation of succession plan, we can build, retain talents, and match internal employees with available executive positions internal recruiting.
• Diversity & Inclusion Program: We endeavor to cultivate a workplace where diverse perspectives and experiences are welcomed and respected. We launched our diversity and inclusion program, which aims to elaborate a diverse and inclusive environment where employees are confident to be treated equally with peers, and where they will feel included and respected regardless of any “differences” they may have. Employees learn to respect differences and to build awareness of their unconscious bias. (1) “Raising Awareness of Unconscious Bias” online course: Participants are given examples for discussion and ponder upon unconscious bias at work or reconsider their well-intentioned behavior. (2) Learning movie theaters: Employees will share their feelings, ideas after watching movies, and learn to respect differences and the society as a whole. Based on the employee engagement survey results in 2023, we found that in one of the “Diversity and inclusion” questions, “People at this organization treat each other with dignity and respect regardless of their personal identities.”- the satisfaction rate is 94%” (13% higher than market norm).% of FTEs that participated in this program: 61.5 (employees who completed the diversity & inclusion program) / FTEs)

Develop and retain talent to build up a positive cycle for the Company

• Talent management: Key positions and managers who show potential were identified as the basis for future cultivation and assistance in personal development. Hi-po employees have a tailor-made training and development plan (IDP, Individual Development Plan), which is implemented and reviewed quarterly. In 2023, all hi-po employees had developed their IDPs, the complete rate of those talents' IDP was 98.7%. With the implementation of a succession plan, we can build, retain talents, strengthen the company’s competitiveness, and match internal employees with available executive positions for internal recruiting.
• Appointment with Jamie: Hi-po young talents are selected and invitied to join appointment with Jamie. Talents can create proposals and selected proposals will be put into practice. President will interace with these young talents, and provide appropriate assistance when needed.
• Internal know-how sharing: We invited top executives to be speakers for our employees on important issues such as industry trends, markets, proper attitudes in workplaces, etc..
• New Employees Care Programs: Through the implementation of orientation, questionnaires, mentorship, new employee online community, on-job training, manuals, seminars, etc., we enabled new employees to quickly adapt to our environment, therefore becoming more productive.
• We have shifted our focus from lagging indicators to leading ones: According to employees’ survey results, we have formulated follow-up action plans and tracked the effects of these actions taken to increase employee loyalty and retention rate.

Figure: Appointment with Jamie

Figure: Appointment with Jamie

Figure: Training for senior executive

Figure: Training on innovative thinking

Figure: Training on innovative thinking

Figure: Appointment with Jamie

Figure: Business minor and work experience

Building a diverse and inclusive culture

Diversity and inclusion are fundamental to our culture and core values. We are committed to building a thriving community of diverse professionals – one with different perspectives, ideas, and backgrounds that contribute to a diverse and inclusive culture.

We believe that gender diversity supports corporate outperformance through access to a bigger talent pool, reputation as a more attractive employer for skilled people, higher retention of top talent, and more motivated employees. In order to accelerate gender diversity and inclusive culture, we implemented several measures in 2023.

Explanation		Results
Learning Activities	Online course for building awareness of unconscious bias: guiding participants to reflect on the stereotypes or bias at work.	10,657 participants, 100% reach for relevant information
	Humanitarian movie theater: Promoting gender equality and respect for differences through movies.
Opinion survey	In the "Diversity and Respect for Differences" dimension, "employees are able to respect each other (e.g., respect working partners of different genders and personalities)"	94% approval (13% above market norm)
Promotion	The promotion of female employees to management positions accounted for 51.9% of the total, which is higher than the proportion of females(48.4%) in the company	Equal opportunities for promotion
Committee	Innovation management, risk management, ESG Steering, Employee welfare committee and labor-management meetings, all include female members.	100% Female members
Maternal Care	Female employees can apply for a pregnancy checkup leave, childbirth leave or maternity leave, dedicate their time on caring for the newborn baby.	4,290.5 hours of pregnancy checkup leave, 14,397 hours of childbirth leave, 53,248 hours of maternity leave
Thanksgiving E Card	Encouraging employees to express their gratitude or well wishes for their colleagues.	6,419 cards sent

Performance management and career development

Performance appraisal system aims to evaluate individual and departmental performance based on the company's annual goals.

100% of all employees and management executives shall set their objectives which align with the company's objectives.

Supervisors shall provide ongoing feedback to ensure that employees deliver results as expected. Through the evaluation of performance, supervisors can identify areas of strength and opportunities for improvement and provide targeted coaching and development opportunities to enhance individual and team performance. Supervisors consider individual strengths and weaknesses, as well as career development, during the appraisal process to create customized development plans that align with their team members' long-term career aspirations. Thus, supervisors can help team members reach their full potential, enhance employee satisfaction while also driving the success of the company.

1. Performance evaluation - target setting

We instituted “Employees Performance Evaluation Policy” to evaluate performance regularly. We utilize the method of Management by Objectives (MBO), which involves collaborative between employees and their line managers every year. These objectives are measurable and pre-defined, aligning with the company's overall goals. Ongoing check-ins take place to ensure that employees remain on track towards their goals. Employee performance results will be reviewed and evaluated at the end of the year.

2. Multidimensional performance appraisal (360-degree feedback)

We are committed to keep open and transparent communication channels between management, subordinates, and peers. The adoption of multidimensional performance appraisal enhances mutual communication between management and employees. We incorporated a multifaceted appraisal system in 2015. Employees’ supervisors, peers & subordinates can give feedback to the employee through the system. The objective aims to help employees realize their strengths & weaknesses to facilitate personal development and learn how to cooperate with others to achieve better team performance.

The supervisor will have access to feedback given by the employee’s peers or subordinates before conducting a performance interview.

To implement an open and transparent culture, feedback are given by employees using his/her real name. Employees are required to provide concrete examples or specific instances for their feedback to be credible and valid.

Supervisors will discuss the feedback with the employees to assess their overall performance for the year and set targets as well as an individual training plan for the upcoming year. We endeavor to build effective & timely employee communication and to foster harmonious labor relations that will create win-win scenarios for TWM and our employees.

We conducted an employee survey in 2023, and survey results show that employees are satisfied in the “Performance Management” dimension.
“I have clear measures for each of my objectives.” ”- the satisfaction rate is 89% (9% higher than market norm)
“My job performance can be assessed reasonably” - the satisfaction rate is 84% (8% higher than market norm)
“My supervisor provides timely feedback on my job performance.”- the satisfaction rate is 88% (7% higher than market norm)

3. Team-based performance appraisal

We use team-based performance appraisal to evaluate employees as part of a team, in addition to their individual contributions. Team goals are set based on project objectives, and performance is assessed on how well the team achieves those goals. Our approach involves a combination of individual and team evaluations, with appropriate weighting applied to each review. By using this method, we can ensure that employees are working collaboratively and effectively towards company's objectives.

4. Agile conversations

Agile conversation is a key component of our performance management approach, which emphasizes ongoing feedback and development conversations throughout the year. These conversations are more than just formal reviews, they are ongoing check-ins between employees and their managers. During these conversations, both parties collaborate to set goals, address challenges, and identify areas for growth and development. By focusing on the process rather than just the outcome, employees have more opportunities to receive feedback and make adjustments to their performance in real-time. This approach enables our employees to feel more engaged, supported, and empowered in their roles. In turn, this leads to higher levels of productivity, job satisfaction, and employee retention. Overall, we believe that agile conversation is a valuable tool for fostering a culture of continuous improvement and development within our company.

5. Formal comparative ranking of employee

TWM adapts a forced ranking system to identify employees’ performance by using person-to-person comparisons. Manager & non-managers are in separate groups for rating. Managers rank employees into 5 categories:1: Outstanding, Distribution is 10%2: Superior, Distribution is 25%3: Meet Requirements, Distribution is 50%4: Marginal, Distribution is 10%5: Improvement Needed, Distribution is 5%.

After the grades of performance evaluation have been finalized, supervisors will officially notify their subordinates of the results. The degree of communicative effectiveness is also examined by conducting a survey of all employees to determine if supervisors have clearly communicated the results of the appraisals to the employees & explained the matters require improvements to guide their corrective action and keep track on the correction until improvement is made under appropriate procedures. Employees who were successful in reaching their targets received a favorable ranking, and they were also able to earn better bonuses and higher percentages in salary raise.

6. Career Development Program

We encourage employee’s involvement in career management, to raise awareness & promote a proactive attitude. We create career advancement opportunities by allowing employees to work according to their talents. During annual performance evaluation, employees can express their career development objectives and willingness to have job rotation within the division or cross-functional division, and even affiliated companies through online career development survey. In 2019, we add job achievement question in the survey, aiming to realize job assignments which employees will feel motivated to do it well. It provides references to supervisors when redesigning and assigning tasks.

Depending on each employee’s survey result, supervisors shall periodically discuss with employees about career plans and suggest courses, on-job training, or job assignments relevant to the future careers. We offer employees a wide variety of career development opportunities. TWM and its subsidiaries’ job vacancies are all posted on intranet and employees can apply through the internal recruiting process for job transfer. The internal transfer rate in 2023 was 11.4%. (2022:9.1) The Company respects employee transfer decisions in principle. We encourage employees take initiative to enrich learning experiences and fulfill career development through internal job rotation. Moreover, this helps to reduce the turnover rate.