Competency Development

Training Course Structure

CT values talent development, and methods for training employee skills include new employee orientation, on‑the‑job training, in‑house training, and external training. Each year, an annual training plan is scheduled according to each department’s needs, and various training courses are implemented. After training, effectiveness assessments and feedback reports are conducted to ensure that the training achieves tangible results.

ü   Talent Cultivation

Establish the “CT Talent Cultivation Framework”, which primarily encompasses four major areas. Not only does CT provide human rights education and training immediately after new employees are hired, but throughout the talent cultivation process it continually assesses organizational and individual needs and regularly reviews and incrementally implements essential training to enhance the knowledge and skills required for personal career development.

ü   New employee development and experience transfer

Each year, based on development strategies, various investment plans, and staff attrition and retirements, manpower requirements are regularly reviewed, and short-, mid-, and long-term staffing plans are developed. Regularly conduct inventories of senior personnel to facilitate succession planning and ensure its implementation. In 2025, CT recruited 41 outstanding new employees, arranged various training programs to cultivate professional skills, and promoted interaction through activities.

Training of Management Talent

To strengthen production, R&D, technical, management and foreign language capabilities and to support diversification and internationalization strategies, employees have been dispatched overseas multiple times to exchange technologies with various enterprises and institutions, and training for middle and senior managers is continuously conducted. In 2025, a total of 40 middle and senior managers took part in relevant training, covering communication and coordination, business management, and other topics.

ü   Education and Training Satisfaction Survey

After the course ends, participants are required to submit a report and complete a survey form within 2 weeks, with the survey form soliciting feedback on instructors, course content, scheduling, and course suggestions. Based on the responses, suggestions are provided to the organizing unit to optimize course services and meet needs.

ü   Continuing Education and Training for Employees

In 2025, the number of employee training instances reached 174, with a total of 1816 hours and an average of 10.4 hours of training per employee. These instances included self-organized, self-funded and free courses hosted by governmental authorities, accounting firms and industry associations. The Company’s actual training expenditure for the year amounted to NTD 1,191 thousand.

All new employees of the Company will participate in orientation training. In addition, an annual training plan will be mapped out each year based on orientation training survey results. The training plan will focus on strengthening the professional capacity of the employees and improving the overall operational performance and competitive power of the Company. For the long-term development of the Company and the employee growth and improvement, the Company designed regular training that encompasses occupational safety training, fire safety training, and other professional training such as managerial skills training, financial and accounting training, audit training, and special skills training.

ž   Average Employee Training Hours in 2025

Note:

1. Supervisors are at the team leader level and above, while non supervisors include staff, team members, assistants, engineers, and others.

2. Average hours = total training hours of employees in the category/total number of employees in the category

3. As the majority of on-site personnel operating machinery are male, the hours of professional technical training are relatively longer

Performance Evaluation

CT conducts regular annual performance evaluations and establishes assessment items and standards based on job titles and duties to assess overall performance over the prior year, in order to implement daily performance management and serve as the primary basis for salary adjustments and bonus allocations.

Note:

1.      The performance evaluation period for Taiwanese regular employees is January 1, 2025 to December 31, 2024.

2.      Supervisors are at the deputy team leader level and above, while non-supervisors include staff, team members, assistants, engineers, and others.

3.      The reason for non-return of performance appraisals for non-supervisors was 1 person on maternity leave and occupational injury leave.

4.      on maternity leave and occupational injury leave.

“Joining TALENT, in Taiwan”

Talent cultivation and development has always been an operational development goal valued by the Company. In order to strengthen the competitiveness of talent in Taiwan society, and at the same time respond to the importance global enterprises attach to social responsibility for talent under the ESG wave, at this critical moment, [Century Iron & Steel Industrial] officially announces joining “TALENT, in Taiwan, Taiwan Talent Sustainability Action Alliance”! We will commit to the five indicators of talent sustainability: meaning and value, diversity and inclusion, physical and mental health, cultivation and growth, and communication and experience. We hope that in the not too distant future, through the Hope Project for talent cultivation, every employee will feel the power of training, enhance their competencies, and create better career development and a brighter future.