Career Development
Human resource development and cultivation form the cornerstone of Nan Pao's sustainable operations and continuous improvement. Our training policy aims to align organizational capabilities with the Company's vision and strategies, embedding corporate culture and values into employees' work behaviors. This ensures the enhancement of core competencies, the development of distinctive competitive advantages, and the cultivation of international managerial talent. In recent years, we have actively promoted digital learning through platforms such as the Nan Pao e-Learning Academy and online English learning systems, creating an innovative and diverse learning environment that enables employees to learn without restrictions of time and place.
Nan Pao has established diverse employee development programs that deliver both business and human resource benefits and collectively support employee retention. In 2025, Nan Pao Taiwan recorded an employee turnover rate of 13.6% and a voluntary turnover rate of 12.5%. The overall turnover rate declined for two consecutive years, reaching 5.5 percentage points below the 19.1% recorded in 2022. This progress reflects the combined efforts of these programs and the Company's broader employee retention initiatives. The development programs cover the following learning formats and program types:
| Development Plan Category | Specific Details |
|---|---|
| Digital Learning & Transition | Launched the Nan Pao e-Learning Academy online learning platform and online English learning system to create a digital learning environment unrestricted by time or location. These online learning platforms are also available to contractual employees in the Company's own workforce. Courses cover the code of ethics, trade secrets, regulatory compliance, and other topics, enabling employees to learn independently and apply what they learn immediately in the workplace. |
| Leadership Development | Organized CIT (Continuous Improvement Training) results presentations and management capability training for management personnel. Through cross-site management exchange meetings, Nan Pao strengthened managerial perspectives and strategic capabilities, building a high-performance management pipeline. |
| Coaching / Mentoring | Supervisors provide individualized coaching and career guidance through performance interviews (once every six months for KPI personnel and once a year for non-KPI personnel) and daily observation. These discussions help identify employees' development aspirations and learning needs, guiding the selection of on-the-job training and project experience. Promotion or transfer opportunities are provided at appropriate times to support skill development and career progression within the Company. |
| Teams & Networks | Promoted cross-departmental learning communities and weekly toolbox meetings to encourage employees to raise questions and improvement suggestions in the workplace. CIT (Continuous Improvement Training) is held regularly to facilitate cross-unit knowledge sharing and innovation exchange. |
| Cultural Education | With headquarters in Taiwan and operations across Greater China, Vietnam, Thailand, India, and Australia, Nan Pao provides cultural exchange training to promote cross-cultural communication and collaboration. The training helps employees understand and respect different cultural backgrounds, customs, and perspectives, reduce misunderstandings, and work effectively across diverse teams. |
| Transition Support (Transition Program) | When employees leave the Company, supervisors and the Human Resources Department conduct exit interviews to understand their reasons for departure and provide appropriate transition assistance. For retiring employees, Nan Pao provides one-stop assistance with applications and administrative procedures for labor insurance, health insurance, and old-age benefits, together with counseling on post-retirement life arrangements. Statutory pension protections and the employee stock ownership trust system further support employees' financial security after retirement. |
※ The above development programs apply to all full-time employees of Nan Pao Taiwan. Subsidiaries across the Group implement corresponding programs based on local needs.
New Employee Training hours / participants, 2025
Leadership Excellence Training hours / participants, 2025
Nan Pao implements systematic performance evaluations in accordance with its Employee Performance Appraisal Management Regulations to ensure that the evaluation process is fair and objective and closely linked to employee career development:
- KPI Personnel: Conduct performance evaluations once every six months, twice per year in total. Evaluation results serve as the basis for compensation adjustments, promotions, and training planning.
- Non-KPI Personnel: Conduct performance evaluations once per year, with supervisors providing objective evaluations based on employee performance and target achievement.
- Performance Interview: Supervisors understand employees' work status through interviews and provide appropriate assistance and career development recommendations.
- Development Planning: Supervisors plan necessary on-the-job training and project experience for employees through daily observation and interaction, and provide promotion or transfer opportunities at appropriate times.
- Coverage: All regular employees, excluding consultants, probationary personnel, and trainees, shall undergo annual performance evaluations to ensure that the talent management system covers all employees.
Performance Evaluation Framework
| Category | Evaluation System | Applicable Targets | Frequency | Implementation Method |
|---|---|---|---|---|
| Goal-Oriented Management | (Monthly) Performance Evaluation; (Annual) Performance Evaluation | Direct staff; All employees | Monthly / Semi-annual / Annual | (Monthly) Since the performance of direct staff is highly related to company productivity, monthly evaluations cover productivity contribution, work quality, and collaboration, linking results to performance bonuses. (Annual) At the beginning of the year, managers and employees jointly set performance indicators (KPIs) derived from organizational and individual objectives. Progress is reviewed mid-year and adjusted if necessary. At year-end, employees conduct self-evaluations followed by supervisor assessments and feedback. |
| Multi-Dimensional | (Annual/Semi-annual) Performance Evaluation; Promotion Assessment | All employees | Semi-annual / Annual | Supervisors conduct evaluations every six months, incorporating 360-degree feedback from peers, subordinates, and managers, to ensure consistency in assessments.Promotion Assessment: (1) Promotion is based on job grade competency standards and managerial ability requirements. (2) Occupational aptitude assessments evaluate knowledge, experience, and personality-job fit. (3) A Personnel Review Committee, composed of company managers, reviews and determines promotion outcomes from a multi-dimensional perspective. |
| Team-Based | (Annual) Performance Evaluation; R&D Competitions, CIT Projects | All employees | Annual | (1) Departmental and individual KPIs incorporate team values and objectives, with R&D competition and CIT project outcomes considered in evaluations. (2) Departmental goals such as yield improvement or cost reduction are consolidated by supervisors into annual KPIs. Team Value Promotion: annual R&D competitions, journal clubs, and seminars encourage employees to apply creative ideas; Continuous Improvement (CIT) activities address workplace problems within the PDCA framework, with outcomes presented twice a year. |
| Agile Dialogue | Ongoing communication supported by weekly, bi-weekly, or monthly meetings | All employees | Continuous, with regular communication mechanisms (weekly, monthly, or as needed) | Supervisors use daily coaching to communicate with employees, understand workplace conditions and challenges, and provide timely guidance and support to enhance performance. Regular meetings with supervisors and employees review and confirm annual objectives, monitor progress, and ensure alignment of departmental and individual performance. |
Nan Pao has issued the Nan Pao Group Employee Code of Conduct, ensuring stakeholders understand the ethical standards employees are expected to uphold when performing their duties.
- Nan Pao conducts Code of Conduct orientation on new employees' first day, ensuring all staff are aware of behavioral expectations; regularly posts updates on the Code of Conduct, the Trade Secrets Act, and other regulations on the internal platform, helping employees understand ethical conduct, conflict-of-interest prevention, avoidance of self-dealing, confidentiality obligations, fair dealing, protection and proper use of Company assets, and legal compliance.
- Nan Pao has established a Code of Conduct for all directors, managers, and employees to follow. All employees are expected to comply with these rules in their daily work and business activities in order to earn public trust and ensure the Company's sustainable growth and development.
- Nan Pao has established a Code of Ethics for all directors, managers, and employees to follow, expecting all staff to comply with relevant Company rules in the course of daily work and business activities, in order to earn public trust and ensure the Company's sustainable growth and development.
In 2025, Nan Pao recorded no material incidents involving violations of the Employee Code of Conduct.
Figure: CIT Final Presentation
Figure: Risk Training Course
Succession Planning and Implementation for the Board of Directors (Including the Chairman)
The Company elects its directors in accordance with the Articles of Incorporation and the Corporate Governance Best Practice Principles and adopts a candidate nomination system. In forming the Board, consideration is given not only to the Company’s operational needs but also to diversity in professional backgrounds, including industry experience, finance and accounting, business management, and strategic planning, to ensure a diversified and professional Board composition.
Succession planning for the Board is carried out by continuously developing senior executives with strong managerial capabilities. These individuals are familiarized with the Company’s overall operations and industry development and gradually accumulate governance experience by participating in Board-related meetings, group strategic projects, and key business decisions, thereby serving as a talent pool for future Board members.
The Chairman is elected by and from among the directors in accordance with the Company’s Articles of Incorporation and Board governance mechanisms. The Board in accordance with corporate governance practices and overall Board structure requirements, elect a suitable candidate with industry experience, managerial competence, and leadership capabilities to serve as Chairman.
Succession Planning and Implementation for Key Management (Including the CEO)
The Human Resources Department is responsible for the selection and development of succession candidates. Through performance evaluations, competency assessments, and management development programs, the Company continuously monitors the progress of succession planning.
1.CEO Succession Planning
Since August 2026, Chairman Ying-Lin Huang has concurrently served as the Executive General Manager of the Sports Goods Adhesives and Materials Business Division and the Group CEO, overseeing the overall operations and management of the Group.
The Company has simultaneously initiated the next phase of CEO succession planning. Based on the Company’s strategic development, key position requirements, and talent readiness, potential successors are identified and assessed. Successor candidates are categorized according to their level of readiness as “Ready Now” or “Ready 1–3 Years,” serving as the basis for subsequent development and succession arrangements.
The succession mechanism covers not only planned succession but also contingency arrangements for the CEO’s unexpected departure or significant changes in position, thereby ensuring business continuity and the continued execution of the Company’s strategies. The succession plan and talent readiness are regularly reviewed by the Company and reported to the Board of Directors for oversight and supervision.
2. Succession Talent Development
The succession mechanism covers not only planned succession but also contingency arrangements for the CEO’s unexpected departure or significant changes in position, thereby ensuring business continuity and the continued execution of the Company’s strategies. The succession plan and talent readiness are regularly reviewed by the Company and reported to the Board of Directors for oversight and supervision.
3. 2026 Implementation
In 2026, the Company launched the MAP talent assessment and key-position talent review program, covering 29 management talents. The assessment focuses on management capabilities, development potential, job suitability, and succession readiness.
Based on the results of the assessments and talent reviews, succession candidates are categorized as “Ready Now” or “Ready 1–3 Years.” Individual development and job experience plans are established based on identified competency gaps, and succession readiness is continuously monitored.
The Company will also regularly review the succession candidates and readiness for the CEO and other key management positions to address the Company’s strategic development needs and potential unexpected changes in key positions, thereby strengthening the management talent pipeline and ensuring effective leadership succession.
Through the above succession planning framework and development mechanisms, the Company has gradually established a stable management talent pipeline, ensuring the smooth succession of the Board and management team and supporting the Company’s long-term strategic development.