Happy Workplace

Happy Workplace

Goals of 2030: Training hour per staff up to 42 hours/year

Strategy:Accumulate talent strengths and optimize the job rotation heritage.

CLC’s talents cultivation strategy is based on its corporate philosophy and corporate vision. By combining with the corporate core values and annual policy, CLC starts various training programs together with the use of the e-learning platform. Through job rotation, foreign language rewards, continuing education subsidization, and internal core general education courses, CLC allows employees to extend the breadth and depth of work as the company grows to achieve multiple competencies.


Talent Cultivation System (Corporate Vision and Goals)



2020 Employee Education and Training

In 2020, the annual employee education/training was 162,318 hours (including e-learning), and the per person training hour was 44.3 hours, 5.1 hours less than that of 2019 due to the COVID-19 pandemic. In addition, to strengthen CLC’s core specialty, we have established the “Internal Instructors Implementation Regulations” to develop instructors for education/training based on CLC’s needs, coupled with the seamless learning on CLC e-learning platform, the training expense on every employee remained the same over the last three years.


1. Competency training

We arrange various training courses based on the job openings or training requirements of individual units or allow employees to learn relevant competencies through self-learning over the CLC e-learning platform.


2. Level-based training

We encourage managers or team leaders to take internal or external training courses based on required competencies or knowledge they intend to improve at different levels within the talent cultivation system. There is no limit on the form of learning (including e-learning or on-the-job training).


3. Training for new administrative staff

In addition to safety and health education and training given by internal instructors or the e-learning, we also organize the orientation camp for junior administrative staff with lectures given by department heads and plant on-site visits for them to understand CLC’s vision, business strategy, quality and ESH policies, and functions of headquarters departments.


4. Talent cultivation

By organizing incubation-aimed training and career planning (encouragement of self-competency improvement), we cultivate holistic management staff through job rotation and on-the-job training in relation to the employee’s career planning.


5. Self-development training

Emphasizing employee self-development and regardless of relevance to job duties, employees may make full use of corporate resources to pursue self-development for self-growth through CLC’s existing allowance and reward regulations (e.g. On-the-Job Training Allowance Regulations, Club Allowance Regulations, and Foreign Language Reward Regulations).


Performance Evaluation and Promotion

We have established a robust career development combining with a dual-track promotion system for professional and management to allow employees to exert their talent based on their expertise, resources, and knowledge. In recent years, alongside the inventory of key talents and intermediate & senior management and technical competencies, the management emphasized on the development of younger supervisors by actively promoting potential excellent talents as supervisors. From 2018–2020, a total of 163 young talents were promoted to supervisors.


Comprehensive Training Resources