{"id":267,"date":"2024-07-15T01:32:05","date_gmt":"2024-07-14T17:32:05","guid":{"rendered":"https:\/\/esg.tnp.com.tw\/?page_id=267"},"modified":"2026-07-19T18:09:05","modified_gmt":"2026-07-19T10:09:05","slug":"talent-development","status":"publish","type":"page","link":"https:\/\/esg.tnp.com.tw\/en\/talent-development\/","title":{"rendered":"Training and Education"},"content":{"rendered":"
\n
\n

Management Policy<\/h2>\n\n\n\n
\n

Reason for the\nIssue's\nImportance<\/h2>\n\n\n\n
\"Training and education\" play a vital role in TNP's management\npractices, contributing to the company's social image, enhancing\nemployee quality, meeting human rights standards, and achieving\nenvironmental sustainability. These initiatives reflect effective\ncorporate governance and positively impact the company's longterm\nvalue and sustainability. By investing in these areas, TNP\nfosters a workforce that is skilled and aware of its responsibilities,\nwhile also aligning with broader societal and environmental goals.\nThis holistic approach strengthens the company's position and\nensures its ongoing success and growth.<\/div>\n<\/div>\n\n\n\n
\n

Impact<\/h2>\n\n\n\n
    \n
  • Economic Potential Negative Impact\nEnhancing employees' skills and knowledge may strengthen the Company's competitiveness, but it may also result inincreased training costs.<\/li>\n\n\n\n
  • People\/Human Rights Actual Positive Impact\nTraining and education that enhance employees' awareness of social responsibility help improve the Company's social image.<\/li>\n\n\n\n
  • People\/Human Rights Actual Positive Impact\nProviding diverse training programs and anti-discrimination education can help protect employees' human rights. This aligns with ESG requirements on human rights and labor conditions, ensuring employee rights, good working conditions, and transparent labor practices.<\/li>\n\n\n\n
  • Environmental Actual Positive Impact\nQuality training and education help enhance employees' environmental awareness, thereby reducing the Company's environmental footprint. This reflects the environmental (E) aspect of ESG, demonstrated by the Company's active participation in sustainable development efforts and its initiatives to reduce environmental impact.<\/li>\n<\/ul>\n<\/div>\n\n\n\n
    \n

    Policy\/Strategy<\/h2>\n\n\n\n
    TNP upholds the company philosophy of integrity, dedication,\ncompetition, and surpassing. It aims to cultivate a spirit among\nall members to \"break through the status quo, bravely face\nvarious challenges, learn everywhere, and always strive for selfimprovement.\"\nBy enhancing employees' capabilities, the company\ncan achieve its goals. Only through continuous improvement of\ncolleagues' abilities can TNP sustainably progress.
    Monitoring and Reporting Progress: Regularly monitor the\nimplementation of training plans and report the company's training\nperformance to stakeholders periodically.<\/div>\n<\/div>\n\n\n\n
    \n

    Goals and Targets<\/h2>\n\n\n\n
      \n
    • Short-term goal\nAchieve a 90% completion rate for the implementation of educational training.<\/li>\n\n\n\n
    • Mid-term goal\nIncrease the budget allocated for employee training.<\/li>\n\n\n\n
    • Long-term goal\nEstablish a comprehensive link between educational training and competency assessments. Through annual evaluations of each employee, provide training programs based on the competency gaps identified.<\/li>\n<\/ul>\n<\/div>\n\n\n\n
      \n

      Management\nEvaluation\nMechanism<\/h2>\n\n\n\n
      Set the achievement rate for educational training each year.<\/div>\n<\/div>\n\n\n\n
      \n

      Performance and\nAdjustments<\/h2>\n\n\n\n
      The achievement rate of educational training is part of each unit's\nKPI, and its results directly impact the year-end performance\nevaluation.
      In 2025, educational training achieved skills training diversity with a training expenditure of NT$674,786 and an average training time of 41.95 hours per person.<\/div>\n<\/div>\n\n\n\n
      \n

      Preventive or\nRemedial Measures<\/h2>\n\n\n\n
        \n
      • Training Cost Control: The company can control training costs by improving\nefficiency and choosing appropriate training methods.<\/li>\n\n\n\n
      • Adapting to Market Changes: Regularly review training plans to ensure that\nemployees' skills align with market demands, reducing the risk of training\nbecoming outdated.<\/li>\n\n\n\n
      • Open and Transparent Communication: Establish transparency and actively\nshare training plans and outcomes with shareholders and investors to reduce\npotential information asymmetry.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n <\/div><\/div>\n\n\n\n
        \n
        \n

        Fair Performance Management System<\/h2>\n\n\n\n
        \n
        The Company's performance evaluation process ensures that 100% of employees, regardless of gender or employee category, receive regular performance and career development evaluations. TNP regularly uses performance evaluations to measure the extent of organizational performance and to support individual employee development, with an emphasis on job function management and development to prevent inequalities. Regular assessments can boost employee satisfaction and improve competencies. Our current evaluation mechanism includes monthly work evaluations, semi-annual average evaluations, year-end evaluations, and three-month new hire evaluations. The evaluation content covers work efficiency, work quality, cooperation, and sense of responsibility, using both quantitative scores and qualitative descriptions, to ensure that employees' performance meets the Company's expectations. All employees passed the annual evaluation during this reporting period, with no employees failing to meet retention standards.<\/div>\n\n\n\n

        Assessment Statistics Table<\/h2>\n\n\n\n
        Item<\/strong><\/td>Management<\/strong><\/td>Non-management<\/strong><\/td>Direct\nPersonnel<\/strong><\/td>Indirect\nPersonnel<\/strong><\/td><\/tr>
        Percentage of Male\nEmployees Assessed<\/td>100<\/td>100<\/td>100<\/td>100<\/td><\/tr>
        Percentage of Female\nEmployees Assessed<\/td>100<\/td>100<\/td>100<\/td>100<\/td><\/tr><\/tbody><\/table><\/figure>\n<\/div>\n<\/div>\n <\/div><\/div>\n\n\n\n
        \n
        \n

        Employee Training<\/h2>\n\n\n\n
        \n
        The company highly values employees' career development and lifelong learning. Therefore, each December, we require each department to conduct a comprehensive review based on the performance goals for business and production in the next year, particularly focusing on competency deficiencies in management, production processes, and operations, to formulate corresponding training plans. At the same time, we require that the retraining and certification courses needed for compliance with safety, environmental protection, and management laws be included in the requirements list. These training activities include internal training, externally hired internal training, and external training, which will be investigated and organized by the HR department and converted into an annual education and training plan.

        To enhance employees\u2019 knowledge and professional skills and improve work performance and quality, our company has designed a comprehensive training system and is gradually implementing various essential programs. This helps employees acquire the necessary knowledge and skills, enabling them to advance further in their personal career development. As employees age, we will assign appropriate tasks based on their roles and age groups to create a more harmonious work environment and foster a strong corporate culture.<\/div>\n\n\n\n

        2025 Employee Training Statistics<\/h2>\n\n\n\n
        Item\/Category<\/strong><\/td>Management<\/strong><\/td>Non-management<\/strong><\/td>Direct\nPersonnel<\/strong><\/td>Indirect\nPersonnel<\/strong><\/td><\/tr>
        Unit\/Gender<\/strong><\/td>Male<\/strong><\/td>Female<\/strong><\/td>Male<\/strong><\/td>Female<\/strong><\/td>Male<\/strong><\/td>Female<\/strong><\/td>Male<\/strong><\/td>Female<\/strong><\/td><\/tr>
        Total\nNumber<\/strong><\/td>people<\/strong><\/td>25<\/td>13<\/td>93<\/td>80<\/td>61<\/td>46<\/td>57<\/td>47<\/td><\/tr>
        Total\nTraining\nHours<\/strong><\/td>hours<\/strong><\/td>2,134.50<\/td>681<\/td>3,283.00<\/td>2,754.00<\/td>2,309.50<\/td>1,385.50<\/td>3,108.00<\/td>2,049.50<\/td><\/tr>
        Average\nTraining\nHours<\/strong><\/td>hours\/person<\/strong><\/td>85.38<\/td>52.38<\/td>35.3<\/td>34.43<\/td>37.86<\/td>30.12<\/td>54.53<\/td>43.61<\/td><\/tr>
        Training\nCost<\/strong><\/td>NT dollars<\/strong><\/td>463,367<\/td>32,860<\/td>84,192<\/td>94,367<\/td>71,250<\/td>4,620<\/td>476,309<\/td>122,607<\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n
        Notes:<\/div>\n\n\n\n
          \n
        1. Management positions include members at the assistant vice president level and above.<\/li>\n\n\n\n
        2. The table summarizes the entire year's employee training situation (including those who left).<\/li>\n\n\n\n
        3. The statistics exclude the Chairman but include one employee who was on parental leave without pay as of September 2025.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n <\/div><\/div>","protected":false},"excerpt":{"rendered":"","protected":false},"author":1,"featured_media":1259,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_gspb_post_css":"#gspb_row-id-gsbp-3aaa0e3{justify-content:space-between;margin-top:0;margin-bottom:0;display:flex;flex-wrap:wrap;padding-top:120px;padding-bottom:120px}#gspb_row-id-gsbp-3aaa0e3>.gspb_row__content{display:flex;justify-content:space-between;margin:0 auto;width:100%;flex-wrap:wrap}div[id^=gspb_col-id]{box-sizing:border-box;position:relative}body.gspb-bodyfront #gspb_row-id-gsbp-3aaa0e3>.gspb_row__content{width:var(--theme-container-width, 1290px);max-width:var(--theme-normal-container-max-width, 1290px)}@media 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