TSC attaches great importance to the development of each employee's work function and lifelong learning. By the end of November each year, we ask the various departments and units to organize curriculum that enhance the operation and management performance of each unit, and sent to the HR Department of the Company for the annual educational and training schedules and to serve as the basis for allocating education and training expenses. To cultivate employees’ knowledge and professional skills for the improvement of the work performance and quality, TSC has formulated the Key Points of Implementation of Human Resources Cultivation and Development. The minimum number of training hours per person per year is set according to the positions and ranks of employees. The promotion system and education and training are implemented to improve the knowledge and skills of employees and cultivate correct working attitudes.

TSC will immediately carry out relevant education and training on employee benefits, safety and health and internal control of the Company after the employment. We constantly explore the needs of organizations and individuals, review them at all times and gradually carry out all necessary trainings to enhance their knowledge and skills required for career development.

In 2025, the number of trainees was 3,072 (average number from January to December), with 151,548 training hours in total, and the average training hours per person (including physical and online) were 49.33 hours, an reduce of 6.48 hours compared with 2024 (average 55.81 hours), and the staff training expenses totaled NTD 36,838 thousand.

The employee training is based on the sustainable development of the enterprise, with the indicators of promoting and activating the development of talent function. TSC attaches importance to the all-round learning of employees and provides diversified and innovative training channels to implement life-long learning to create a learning-type organization and cultivate professional manpower meeting the company’s business needs.

The Company has formulated the “TSC Education and Training Operation Guidelines” and provides regular and comprehensive training resources and learning environment, including coordinating the general training by the Company, independent training organized by each unit in accordance with the individual business needs, supervisor training, practitioner expertise, participation in training outside the company, on-the-job training, knowledge sharing activities, digital learning courses. We enable more efficient growth and learning of our employees with a solid education and training system, creating a company brand with value and competitiveness.

In addition, we also promote the Implementation Guidelines for Management Associate (MA) and select new employees with good performance and development potential as the management associates to receive systematic learning courses, rotations, project assignments, combined with the mentorship and coaching guidance and other development activities for the three-stage internship and cross-departmental rotation training to accelerate the cultivation of future first-line supervisor s. As of 2025, a total of 125 employees have been listed as qualified MA(Excluding employees who have left the company), and among them, 31 have been promoted to first-line supervisors.

The purpose of employee appraisal not only focuses on the annual performance assessment of the employees but also on the stimulation of the development of their potentials. The personnel appraisal is carried out in accordance with the Key Points of Practitioner’s General and Project Evaluation and Key Points of Annual Evaluation of Practitioners, and the appraisal methods are divided into annual evaluation, general and project evaluation, and evaluation for performance bonus. All the employees at TSC are subject to annual performance assessment. The direct supervisors conduct initial appraisal of the performance and submitted it to the indirect supervisor of the department for reassessment, and the performance is verified in accordance with their responsibilities. Starting from 2015, the Company formulated the procedures and matters regarding the annual assessment of employees in order to promote the spirit of performance appraisal, awarding superior and eliminating the inferior and encourage performance of the employees. In addition, in order to make the system prudent and careful, we enhanced the audit level and established a review team to enforce the controversial administrative power based on the harmony of the employer-employee relationship. In 2025, a total of 92.80% of employees of the Company received performance appraisal.

The operational performance bonus is divided into “assessment bonus” and “performance bonus” as prescribed in the “Key Points for the Implementation of Performance Bonus Plan of the State-owned Enterprises Affiliated to the Ministry of Economic Affairs.” Assessment bonus has to be granted in accordance with the results of work assessment; performance bonus is distributed when there is surplus in the company. The total allocated amount of the bonuses was amended in 2012 by MOEA to the limit of no more than 4.4 months’ salary.