Education and Training with Performance Appraisal

The development and cultivation of human resources are the cornerstones of sustainable business operation and continuous improvement. Nampo Resin's training policy is to "develop the organization's capabilities in line with the company's vision and strategy, embed corporate culture and values in employees' behavior, continually enhance core competencies, develop unique competitive advantages, cultivate all-round/international management talents, and shape an organizational culture of lifelong learning." To assist both the company and employees in rapidly advancing to meet the changing demands of the environment, there has been a proactive promotion of digital learning in recent years. This includes the use of online learning platforms such as "Nampo E Academy" and online English learning platforms, creating an innovative and diverse learning environment. This approach allows employees' learning activities to be unrestricted by time and space, and the acquired knowledge can be applied to the work environment to continuously enhance work efficiency.

 

Employee Performance Evaluation Methods

Assessment Type	Assessment System	Applicable to	Frequency	Implementation
Management by Objectives	(Monthly) Performance Assessment (Annual) Performance Assessment	All direct employees	Monthly/Semi-annually/Annually	(Monthly) Direct employees' performance is closely linked to company production performance, so monthly assessments are based on: Productivity Contribution, Work Quality, and Cooperation. These assessments are linked to performance bonuses. (Annual) At the beginning of the period, supervisors and employees jointly set work goals, including organizational goals and employee development items to set performance indicators (KPIs). Mid-term reviews assess employee progress and adjust annual goals as needed. At the end of the period, employees self-evaluate their performance, followed by supervisor feedback and recommendations.
Multi-faceted	(Monthly) Performance Assessment Promotion Assessment	All employees	Semi-annually/Annually	(Annual) Every six months, supervisors conduct performance reviews, gathering 360-degree feedback from the individual, colleagues, and supervisors to ensure consistent evaluation standards. Promotion assessments are implemented to select and cultivate talent and motivate existing employees. (1) Promotion assessments are based on competency standards for each position and management level. (2) Utilize aptitude assessments to help employees consider not only their professional knowledge and experience but also their personality and job fit when developing their careers, thereby actively developing their potential and strengthening their abilities. (3) A personnel review committee composed of company executives evaluates promotions from multiple perspectives and makes final decisions.
Team-Based	(Annual) Performance Assessment R&D Competitions, CIT Projects	All employees	Annually	(Annual) Performance Assessment (1) Incorporate team core values and goals into departmental and individual work objectives (KPIs), with goal achievement and participation in R&D competitions and CIT projects considered. (2) Important departmental goals, such as improving yield and reducing costs, are coordinated by supervisors and included in team members' annual work objectives (KPIs) to motivate collective goal achievement. Team values are crucial to business operations, and through annual performance evaluations, core values are promoted, and teams are motivated to achieve outstanding results. (1) To stimulate employees' innovation, organize annual R&D competitions, book report discussions, seminars, and other activities to create an innovative environment and encourage employees to bring more innovative concepts and ideas into their daily work. (2) Through Continuous Improvement Activities (CIA), address workplace problems systematically within the PDCA framework for continuous improvement and problem-solving. Hold biannual presentations to encourage employees to share their problem-solving processes and apply systematic solutions to their work.
Agile	Weekly/Biweekly/Monthly Meetings	All employees	Weekly, Monthly, Irregular	Utilize daily supervision to create communication opportunities with employees, understand actual work situations and challenges, and provide timely guidance and assistance to help employees improve performance. Through regular meetings, review and confirm annual work goals with supervisors and employees, and regularly check progress to stay on top of departmental and individual performance.

 

Succession plan for important management

The Company’s succession planning for key management aligns with its future organizational development strategy, focusing on the cultivation of key talent and the evaluation of high-potential employees as candidates for succession. When assessing important management roles, the company considers not only the candidates' exceptional professional knowledge and management capabilities but also ensures that their functional values align with the company’s philosophy. The Company’s management team consists of 17 managers at the assistant manager level and above. The management structure is organized hierarchically, with different levels of supervisors in each department. Additionally, the company actively cultivates successors at all levels to ensure they are equipped with the skills and capabilities necessary to take on higher-level management roles, enabling a smooth response to the growing management needs of the Company.

The company's Human Resources Department coordinates the establishment of a succession talent development mechanism, with the following execution details:

●  Identification of High-Potential Talents

Develop a list of critical positions and select potential successors, assessing their readiness timelines.Formulate Individual Development Programs (IDPs) aligned with company goals through competency evaluations, reinforcing required skills for each position to ensure timely succession.

●Subsidiary Management Transition and Diversified Capability Enhancement

Prepare for the succession of the Chairman by cultivating General Managers as potential successors.Conduct succession training for CEOs, cultivating first-level managers as potential candidates.Develop cross-border management rotation plans, facilitating business visits to major clients globally for industry exchange and market trend insights.Participate in group investment and merger/acquisition projects, planning and executing tasks to enhance strategic thinking capabilities.Encourage lifelong learning and participation in EMBA courses, emphasizing English proficiency training.In 2024, the company plans to organize CEO Talks for executives at the department head level and above, as well as for overseas Taiwanese managers. The goal is to foster direct face-to-face communication at the senior leadership level, deepening successors' insights into global business operations and further enhancing their cross-cultural collaboration abilities to better address the challenges of international business operations.

●  360-Degree Assessment

Implement a 360-degree assessment, analyzing the performance of key management personnel from different perspectives (superiors, peers, subordinates), gaining comprehensive feedback to evaluate managerial performance.The company will select successors with a global perspective and strengthen their management skills, cross-cultural leadership, and global market operations abilities through tailored personal development plans. At the same time, they will be assigned to lead major projects, such as plant construction plans, to gain hands-on experience and improve strategic execution capabilities. Successors will also be given the opportunity to participate in digitalization and automation technology learning programs with leading global companies to enhance their technical innovation and market adaptability. Additionally, through exchange programs in Mainland China and overseas, they will further broaden their international vision and collaborative experience.

●  Regular Promotion Assessment

Conduct regular promotion assessments, annually promoting outstanding talents to foster organizational succession and development.In response to retirements of General Managers in 2020, 2022, and 2023, an executive succession plan has been initiated, tracking the number of outstanding managers promoted each year to ensure organizational stability. For the succession planning of the General Manager of the Kunshan plant, who is set to retire in 2024, the company has selected candidates with a global perspective. A tailored development program has been designed specifically for the Mainland China and global markets to ensure the continuity of leadership and the competitiveness of the team.

●  Diverse Training and Performance Evaluation

In recent years, the company has implemented a series of development courses for key management, with a focus on continual improvement. The courses and their corresponding years, along with the evaluation of learning effectiveness, are as follows:

Year 2021--Market-Oriented Management, Understanding Financial Statements and Relevant Data,Trends in Carbon Management and Introduction to Carbon Emission Control Platforms, etc...

Year 2022--Climate Change Risks,Sustainable Products,Greenhouse Gas Inventories, etc...

Year 2023--Risk Management Workshop andTCFD Climate Risk.

Additionally, in 2022, the company established the "Continual Improvement Team (CIT) Promotion Office" and incorporated continual improvement projects into the training curriculum for 2022 and 2023. Through cross-departmental collaboration, focusing on key tasks, and setting short, medium, and long-term goals, the company organized training programs to enhance employee capabilities. Case management and experience sharing mechanisms were established to facilitate knowledge transfer, and competitions with awards were held to motivate employees. These specific initiatives and training plans are presented with quantifiable metrics, aiding the company in a clearer assessment of the execution effectiveness of succession plans. This approach allows for further strategic adjustments to ensure a seamless leadership transition, equipped to address future challenges.

In 2024, the company participated in external competitions through Continuous Improvement Activities (CIT) and actively encouraged successors to engage in cross-regional collaboration between subsidiaries, enhancing their innovative thinking and problem-solving abilities. This initiative significantly strengthened the company’s competitive edge in addressing external market challenges, injecting new momentum into the company's long-term development. Additionally, the company provided training in digitalization through specialized courses, the latest research findings, and technical development seminars. Large-scale crisis management workshops were also held, with experts sharing practical experiences. Both domestic and international executives participated in these trainings, achieving synchronized growth through collaborative learning. This further promoted cross-regional and cross-cultural knowledge exchange and enhanced capabilities.

 

Mr. Hsu Ming-Hsien, the current Chief Executive Officer (CEO), joined Nampo Resins in 1986 in the Corporate Management Department. Over the years, he has held various positions, including General Management Manager and Deputy General Manager of the Planning Department. In 2017, he assumed the role of CEO, bringing with him industry knowledge, leadership in company management, and expertise in strategic leadership.

 

Aligned with the aforementioned succession plan execution, the company has identified a successor for the CEO position, and the transition is scheduled to take place within the next 2-3 years.

 

Employee development program

Name of Program	Energy Management Training for Internal Audit Personnel	Risk Management Awareness and Practical Training Course
Program Objective	In order to enhance the understanding of internal audit personnel regarding the international trends in energy management systems, and to assist in improving corporate energy efficiency, energy performance, and optimization of energy usage for achieving energy conservation and carbon reduction goals, NanPao conducted energy management system training for internal audit personnel. This training aims to cultivate the skills of internal auditors for ISO 50001 Energy Management System, assist in identifying audit deficiencies, facilitate improvement in relevant departments, maintain the operation of the system, and achieve environmental and carbon reduction objectives.	Utilizing the ISO 31000 risk management framework, enhance participants' understanding of quality risk management concepts, establish a mindset for risk management, and improve risk assessment capabilities.
Business Benefits	94% of the employees who participated in the course obtained the ISO certification.	97% of the employees who participated in the course obtained the ISO certification.
% of FTEs Participation	5.0%	4.7%

 

 

    

Photo: Internal trainers                                                                              Photo: English lesson

 

Photo:Vietnamese lesson