Employee Development and Career Advancement

The Company has established a framework for employee management and capability development by categorizing essential competencies into four types:

1. Core Competency - “Be noble” are the skills and behaviors the Company expects all employees to embody, promoting the “be different, be noble” philosophy. The Company believes that individual differences strengthen the team, driving collective growth and elevating overall success.
2. Leadership Competency -“Outstanding Team Leader” refers to the skills, behaviors, and characteristics that the Company expects from its leaders, enabling them to create a positive work environment, lead their teams in the right direction, and foster team development and advancement.
3. People Management Competency involves the ability to manage teams effectively by setting work directions, assigning tasks, monitoring and evaluating performance, providing guidance, and resolving work-related issues to ensure team efficiency.
4. Functional Competency includes specific knowledge, skills, and behaviors required for employees to perform their job functions effectively.

The Company integrates these four types of competencies into its personnel management processes, covering employee recruitment and selection, performance evaluation, employee development, and career progression planning.

Be NOBLE

Click to Enlarge

Developing Organizational Leadership Capability - Outstanding

• Change: Lead the team through change effectively.
• Challenge: Inspire the team to embrace challenges in their work.
• Decision Making: Make decisions efficiently and effectively.
• Communication: Communicate clearly and effectively.
• Trust: Build and maintain trust within the team.
• Empowerment: Delegate authority and empower the team to make decisions and take action.

Employee Recruitment and Selection

Recruitment and selection are critical processes in building the Company’s long-term sustainability. The Company emphasizes fair, equitable, and non-discriminatory hiring practices. Candidates with the appropriate knowledge and experience for the role are recruited through various channels to promote diversity. The selection process incorporates the assessment of the Core Competency, known as “Be noble,” as a key criterion to evaluate candidates’ ability to integrate into the team and align with the Company’s culture. This is combined with evaluations of knowledge, skills, and work experience to support the Company’s long-term success.

Employee Performance Evaluation

The Company focuses on managing the performance of employees in accordance with the entire system, from the organization, work fields, work groups, departments, and departments to individual employees. The Company has provided performance evaluation standards to ensure adherence to the same guideline throughout the organization through the distribution of the organization’s strategies and goals down to the employees to make them understand the value of the work under their responsibility which directly affects the organization’s success. The Company has set three indicators for employee performance evaluation as follows: performance success, work capabilities, and attitude.

In addition, the Company recognizes the importance of using assessment results as information for employee development. The Company provides opportunities for coaching and feedback. Performance is to be evaluated twice per year as follows:

1. Mid-year (June) evaluation: This includes a discussion to inquire about the progress of the work, to improve work plans in response to changing situations, and to assess functional competency in order to create individual development plans (IDP).
2. Year-end (December) evaluation: This includes a discussion and an evaluation of the performance for the entire year to summarize the success of the entire year’s work, to praise good performances, to clarify what needs to be improved, and to summarize the evaluation grades in order to manage and improve employees further.

The evaluation results are graded for use in other human resource management matters in the Company, such as the following:

• Annual salary adjustment and bonus payment. This is a remuneration management that has standard criteria and is in line with the remuneration policy and guidelines that focus on paying remuneration to employees fairly and competitively. It is not based on an employee’s gender, racial, or religious differences, but on each employee’s performance.
• Career path management and succession planning. This includes an analysis of the results of the competency and attitude evaluation to develop employees to be ready for growth according to their job position.

Employee Empowerment and Development

The Company recognizes that employees are a vital resource directly linked to the quality of operations across all areas of the organization. Therefore, the Company places great importance on developing employees’ skills, enhancing their knowledge, creativity, and building their capabilities to grow alongside the Company.

In 2024, the Company provided training courses for employees at all levels through both In-House Training and Public Training programs, covering a total of 561 employees and 10,783 training hours. The training courses focused on developing employee capabilities and potential, based on training needs assessments conducted through the preparation of Individual Development Plans (IDP) jointly created by supervisors and employees. This was further supported by a company-wide employee development plan organized under the Company’s Development Model, enabling employees to grow in alignment with the Company’s advancement.

Noble Development Model

Click to Enlarge

The Company acknowledges the ongoing global changes and, in response, promotes Hybrid Learning to support flexible, on-demand learning that can take place anytime and anywhere beyond the traditional classroom setting. As a result, three distinct learning formats have been developed:

1. Classroom Training Focused on in-person learning, this format is designed for courses that require intensive hands-on practice. Course content is tailored and updated annually according to the employee development plan.
2. Online Learning Enables employees to develop themselves anytime, anywhere under the principle of “Anywhere, Anytime Learning.” This format is delivered through the Company’s e-learning platform, promoting unrestricted access to learning opportunities.
3. Virtual Learning A new learning format through virtual classrooms, allowing employees to engage in real-time learning, participate in group activities, and exchange ideas without location constraints, suitable for today’s borderless world.

Individual Development Plan

The Company has established guidelines for the development of each job position and has prepared a training manual for supervisors and employees to use in determining the development plan of employees together each year. The employee development plan should consider consistency with their position. For the development of employees in their position’s first phase, emphasis should be placed on the development of position-based competencies appropriately. For employees who have been in such positions for a while, a development plan should be made to be in line with their desired future career path. In addition, information and achievements in employee development will be used as supporting information for adjustments in employees’ positions and transfers.

With the evolving nature of work, supervisors now have greater flexibility in determining employee development methods beyond traditional classroom training or workshops. Alternative development approaches include virtual training, assigning special projects to provide hands-on experience, job shadowing supervisors to observe and learn directly, and mentoring by experienced colleagues. These development plans are designed to align both business needs and individual employee aspirations, ensuring that employees acquire the knowledge, skills, and competencies necessary to adapt to a rapidly changing world and contribute to the organization’s continued growth.