Happy Workplace
Talent Cultivation and Development
● Strategy：Accumulate talent strengths, optimize the job rotation heritage.
● Goals of 2030：
◆ Training hour per staff up to 48 hours/ year (Taiwan Parent Company/Consolidated Company)
◆ Establish key talent pool and develop talent development roadmap
"Looking forward into overseas business deployment and the global trend of sustainable supply chain, we are promoting low-carbon smart paper transformation at full steam. Apart from enhancing the internal carbon reduction synergy through technology and operations, we emphasize the maximization of sustainable influence more. We also focus on developing green leaders that can keep up with the times, building a happy workplace featuring 'sense of honor,' 'sense of responsibility,' and 'sense of achievement' to incentivize and retain talents."
Chairperson Frank Cheng
10-year Sustainability Talent Development Program for Low-carbon Operations Transformation
CLC established a 10-year talent development plan under the "Smart Low-carbon Intelligent Paper" strategy, defining core and professional competencies by position and grade in technologies and engineering, ESG governance, AI Digitalization, crisis management, and international languages. The plan integrates digitalization-based talent management and evaluation systems to upgrade capabilities across the Consolidated Company. Internal training goals and curricula are dynamically set according to industry trends, with long-term management development programs for key roles. The company promotes academic collaboration, internships, interdisciplinary programs, and internal academies. Mandatory courses for promotion include ESG Sustainable Operations and Code of Ethical Conduct and Anti-corruption Advocacy, strengthening ESG knowledge and ethical compliance to build a stable sustainable talent pool.
Milestone Year of AI Applications: CLC AI Academy Established to Strengthen Group Sustainability through Intelligent Manufacturing
In response to rapid global AI development and evolving sustainability trends, CLC designated 2024 as the milestone year of AI applications. The company independently developed a GPT system to enhance administrative efficiency and HR quality. In manufacturing, CLC advanced intelligent factory transformation in line with Industry 4.0 policy, improving equipment integration, strengthening energy-saving and carbon reduction monitoring, and reducing labor dependence through automation to address long-standing workforce structure challenges. In corporate governance, CLC emphasized learning and application by establishing the CLC AI Academy in 2024, offering 9 courses, 21 in-person training sessions, and 10 online courses, with participation from 1,722 employees, representing nearly 50% of the Taiwan area workforce. To further deepen learning outcomes, CLC held its 1st AI Application Competition, attracting 31 cross-departmental teams. This initiative facilitated AI integration into daily operations, promoted cross-departmental collaboration, and enhanced talent retention through healthy competition.
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Establish Own Responsible Units, to Draw up Training Strategies and Targets
In response to low-carbon operations transformation and group globalization, CLC is expanding key talent training, establishing a best practice sharing system, and setting up dedicated training units to systematically plan and implement talent development strategies. The company is also building a corporate and industry key talent pool and utilizing diverse training resources to strengthen management succession and enhance organizational talent resilience and competitiveness.
Upgraded International Management Capabilities: Average Training Hours Per Capita Signi cantly Exceeded Annual Goals
A minimum learning hour threshold was established for mandatory and supplementary professional training to encourage employees to enhance their competencies. In 2024, the Taiwan Parent Company recorded a total of 220,655 learning hours (including E-Learning), with an average of 60.8 hours per person. The Consolidated Company reached 326,033 total training hours, averaging 47.5 hours per person. In 2024, 24 in-person courses were conducted across 47 sessions in the Taiwan area, totaling 219.5 hours and 1,878 participants, both reaching record highs.
*Note: Training hours include internal training, external training, digitalization learning, and work guidance.
*For details on the CLC Talent Training System, see the CLC official website.
Diversity and Inclusion for a More Inclusive Workplace
We value professional innovation and multifaceted inclusion, emphasizing the assessment of management and technical capabilities of key talents and mid- to senior-level managers. We are committed to addressing stereotypes of labor-intensive and aging industries by promoting high-potential young employees and advancing gender diversity to build a gender-friendly workplace and a younger, more diverse management team.
CLC conducts annual performance evaluations for employees with over 1 year of service, including reinstated staff. New employees are assessed under a separate evaluation system. All assessments are conducted without gender bias. Rewards are determined based on individual performance ratings and annual operating results.
To advance ESG talent development and build a localized green collar talent pool, thematic training for mid- and senior-level managers in 2024 focused on team communication, management guideline development, management rotation, and digitalization decision making. Digitalization management tools were introduced to establish modular management guidelines, ensuring consistent management standards for managers involved in overseas expansion.
