Career Development and Training

We are dedicated to building a sustainable and inclusive learning environment that supports continuous development. By fostering a workplace culture where employees feel recognized and empowered, we aim to strengthen the foundation for long-term organizational excellence. As a leader in digital convergence, our talent development strategy emphasizes capabilities in technology, innovation, service, and future-ready mindsets—ensuring both individual growth and business success are achieved in tandem.

We develop corresponding training programs and development paths for management and employees in accordance with industry trends and enterprise development strategies.

At the end of every year, we conduct training needs survey by collecting information about industry tendency, arranging interviews with top executives, and assessing the competency gap and employees' questionnaires (to ensure the annual training plan is in accordance with business strategies, work requirements, and employee development).
Supervisors provide customized coaching and training to their subordinates regarding division goals, annual objectives, career development plans, and feedback obtained from the multidimensional system.
We endeavor to shape the learning organization through facilitating knowledge sharing and leveraging internal know-how.
We provide diversified training categories to satisfy various needs for employees in different career stages, from new hires to top executives.
The rate for employees' attendance at training courses was 100%.

Number of training hours for TWM employees in the past three years

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 the annual training plan meets business strategies, work requirements and employees' development.

Item	2022		2023		2024
Item	Male	Female	Male	Female	Male	Female
Assistant manager or above	65.7	57.4	60.6	57.0	59.5	59.1
Below assistant manager	70.7	60.3	62.6	54.3	71.8	64.1
Average by gender	70.2	60.1	62.3	54.5	70.3	63.7
Average training hours per employee	65.7		58.9		67.5

*NoteAverage training hours per employee in 2024: Taiwan Fixed Network: 62.0; Taiwan Teleservices & Technologies: 76.5; Taiwan Digital Service: 61.1; Taishin Property Insurance Agent：77.9; TWM Broadband: 38.9; TWM and its affiliated companies: 65.9 (exceed 2024 target

The average training hour was 66.3 hours in 2024, higher than our target (50 hours) and global average (17.4 hours).
*Global average training hour data source: The Association for Talent Development 2024 State of the Industry report. The report is based on data from 498 organizations of various sizes, industries, and locations.

Average training expenses per employee in 2024: TWM and its affiliated companies: 2446.6 NTD

In the past few years, TWM keeps maintaining our employee related expenses to retain and cultivate talent (TWMs’ HC ROI 10.07^Note).

TWM also uses HCVA to evaluate the business benefits of our investments in human capital and keep track of 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): 17,917,000 (Currency: NTD)

Breakdown by gender: Average hours per male and female of training or development are 68.7 and 63.6 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 33.20; dispatch assignment training 1.26; online training 31.77; learning resources & learning social groups 0.02. 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 (Y24: NTD 2,446.6; Y23: NTD 2,468.8) 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 2,698.7 and NTD2,181.7 respectively.

Breakdown by type of training per FTE (unit in NTD): Internal training 1,263.8; dispatch assignment training 558.3; online training, learning resources & learning social groups 624.5.

*NoteAccording to DJSI definition, the company's HC ROI for the past four years are as follows: Y21-9.56、Y22-9.98、Y23-10.20、Y24-10.07. 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: Y21-5811.5、Y22-5846.5、Y23-5944.5、Y24-6861.5.

Training and development categories and results in 2024

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 with diverse learning resources, including pre-job training for new hires, core competencies training, management competencies training, professional competencies training, self-growth and development, etc. Some courses cover full-time employees, part-time employees and contractual employees.

2024 Key Employee Development Programs

	Digital transition program	Mentor program
Program Description	This program provides AI, RPA (Robotic Process Automation), big data, Web3, agile response to changes, inter-unit internship working club (Business Minor) etc. We offer targeted training for IT, telecom, and marketing teams in data mining, machine learning, and AI programming to support digital transformation and strengthen core capabilities. Company-wide e-learning and seminars are offered to deepen employees' understanding of emerging topics like “RPA”, “Data DNA”, “Generative AI”, and “Web3 for Business Innovation”. We equip our employees with future-ready skills to align with organizational growth and shifting market demands. We also collaborate with internal and external organizations to cultivate employees’ professional skills in innovative services and digital transformation.	The purpose of mentorship is to tap into the existing knowledge, skills, and experience of high performing employees and transfer these skills to newer or less experienced employees to advance their careers. The mentor acts as a role model for the mentee, and the mentoring relationship can be beneficial to both parties involved, as well as for the company. For an organization, mentoring can help mold new hires and instill loyalty in employees, thus reducing the turnover rate. The mentor program aims to help mentors develop leadership, communication, interaction, offer feedback, listening skills and help new employees overcome anxiety in a new work environment.
Benefits	We have made proactive efforts to ensure employees’ technical skills are enhanced and upgraded to drive the company’s transformation and cope with rapidly changing market. After this training program, employees proposed business improvement plan, such as: -Innovation service revenue 3.8 billion -By leveraging AI and big data analytics, employees are empowered to identify the key drivers behind fluctuations in telecom retail performance, detect anomalies, and forecast future trends. By transforming insights into interactive dashboards, we facilitate cross-functional alignment and enable data-driven decision-making across the organization. The adoption of RPA has automated the extraction of communication quality data from base stations and streamlined report generation for duty personnel. This initiative has reduced manual workload by approximately 40 hours per month and improved operational efficiency by up to 99%. - The inter-unit internship working club (Business Minor) strengthens cross-team engagement and business agility. 44 clubs were established, with participation increasing by 12.1% year-over-year. 98.8% of the participants are willing to recommend other colleagues to join the inter-unit internship working club.	This program can increase business productivity and employee engagement. We cultivate mentors and 422 mentors have got the certification. In 2024, the new employee seminar achieved a satisfaction rate of 96.1% and a recommendation rate of 98.0%. The turnover rate of participants is 11.2%, lower than that of non- participants. We conduct employee engagement survey in 2024. Survey results show that "I have a very clear idea of my job responsibilities." -satisfaction rate is 95%” (higher than market norm+ 2%). "People in my department/ team work together as a team."- satisfaction rate is 88%” (higher than market norm+ 2%). These statistics indicate that employees highly recognize "mentoring" culture.
% of FTEs participating in the program	78.2	17.2

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 95.2 (4.9% higher than the target) in 2024.; 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.

We tailor training programs to upgrade and improve employees’ skills and to build the culture of diversity and inclusion.

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: 61.9 (employees who completed the Innovation 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. Training 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 engagement survey in 2024, results showed employees’ satisfaction toward leadership reached 86% (higher than market norm+ 7%).
Cultural education: 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) Positive Communication Influence Training Course: 69 internal instructors were trained to guide employees in mastering positive communication skills such as non-judgmental observation, expressing emotions and needs, and making clear, respectful requests. This training fostered a supportive, respectful, and empathetic communication culture across teams, with a post-training case implementation rate of 92%. (2) DEI Awareness and Practice Online Course: This online course is designed to help employees develop a deeper understanding of Diversity, Equity, and Inclusion (DEI), and explore how these principles can be effectively applied in the workplace. Participants are given examples for discussion and ponder upon unconscious bias at work or reconsider their well-intentioned behavior. (3) Environmental Sustainability Online Courses aim to enhance employees’ environmental awareness by introducing key trends in sustainable energy transition, RE100, climate change and highlighting actionable energy-saving practices that can be adopted in daily routines. (4) 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 2024, 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%” (7% higher than market norm).% of FTEs that participated in this program: 89.6 (employees who completed the Cultural education) / FTEs)
Teams and Networks: To strengthen cross-functional collaboration and enhance internal synergy, the company promotes Business Minor (inter-unit internship working club), immersive work experience programs, and a talent-sharing platform. These initiatives encourage knowledge exchange, expand employee capabilities and support digital transformation by breaking down organizational silos and facilitating talent mobility across teams.
Transition program for retiring and terminated employees
Upon distributing retirement application forms, HR staff will provide Employee Assistance Program (EAP) resources. are encouraged to seek counseling based on their individual needs, including career transition planning, financial consulting, and other relevant services. To support a smoother transition into retirement, we may also offer part-time advisory roles to retirees based on mutual interest. This allows them to maintain a stable source of income while continuing to contribute their expertise, fostering ongoing positive labor-employer relationships.
In termination cases, severance pay is provided in accordance with regulations. In cases where business restructuring leads to changes in job functions and no suitable positions are available, the company provides information on internal and group-wide job openings and offers job-matching support to assist affected employees in securing new roles.
In both retirement and termination scenarios, HR proactively provides employees with relevant information, including severance or retirement payment calculations, reminders regarding insurance coverage changes, and—specifically for terminated employees—issuance of certificates of involuntary separation along with detailed guidance on how to apply for unemployment benefits. These measures are designed to support employees through career transitions with clarity and care.

In alignment with TWM’s transformation, we have significantly increased investments in employee reskilling, upskilling, and fostering innovation.

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

Figure: Appointment with Jamie

Figure: Training for mid-level supervisors

Figure: Training on innovative thinking

Figure: Training on work efficiency

Figure: TWM Talk Seminar

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 2024.
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 2024, 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 87% (9% higher than market norm)
“My job performance can be assessed reasonably” - the satisfaction rate is 83% (6% higher than market norm)
“My supervisor provides timely feedback on my job performance.”- the satisfaction rate is 88% (6% 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 2024 was 13.9%. (2023: 11.4%) 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.

Explanation		Results
Learning Activities	Online course for building awareness of unconscious bias: guiding participants to reflect on the stereotypes or bias at work.	11,412 participants, 100% reach for relevant information
Learning Activities	Humanitarian movie theater: Promoting gender equality and respect for differences through movies.	11,412 participants, 100% reach for relevant information
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 (9% 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.	4,240 hours of pregnancy checkup leave, 15,487 hours of childbirth leave, 58,152 hours of maternity leave
Thanksgiving E Card	Encouraging employees to express their gratitude or well wishes for their colleagues.	8,344 cards sent