Sustainable Goals
With sustainable development strategy as the foundation, FENC established short-term (2023), mid-term (2025) and long-term (2030) targets with tracking mechanism on the yearly progress, taking steady strides toward sustainable development goals.
Improving Employee Satisfaction
Establishing International Talent Acquisition Database
Reducing Turnover Among Expatriate Staff
Cultivating Sustainable International Management Talents
Zero Occupational Injuries for Employees and Contractors
Zero Occupational Illnesses for Employees and Contractors
Zero Fire and Chemical Leakage
Construct Sustainable Supply Chain
Action Plan
- Conduct career path interviews tailored to employees’ conditions and needs.
- Establish an assistance program for expat employees.
- Establish employee care mechanisms.
- Expand employee satisfaction survey to cover overseas sites.
2022 Progress
- Conduct comprehensive reviews based on evaluations conducted by external agencies and employee satisfaction surveys.
Annual Target
2022
- Expanding employee satisfaction survey to cover overseas sites.
- Planning employee care mechanisms.
2023
- Expanding employee satisfaction survey to cover overseas sites.
- Launching the preparation for employee assistance programs (EAPs).
2025
- Providing ongoing attention to employees’ career development needs.
- Reinforce expat employee assistance.
2030
- Continuing to deepen employee satisfaction.
Action Plan
- Combine the talent information of the operating bases in various regions.
- Import new personnel information, and add personal professional training records, professional license records, project results, annual management performance and other information.
- Used for key cadre rotation, linked to employees’ individual development plan (IDP).
2022 Progress
- Complete the input for phase one of the global talent pool, which covers overseas FENC sites.
Annual Target
2022
Joining the key personnel information of domestic and overseas subsidiaries.
2023
Adding ancillary information such as performance appraisals, projects, and functional aptitude test results.
2025
Enhancing data visualization and present materials to the management for organizational planning and fostering corporate development.
2030
Expanding the global talent platform to cover FENC employees worldwide.
Action Plan
- Provide pre-departure and language training.
- Provide cross-cultural training to help smooth the transition to life abroad.
- Offer above-average salary and benefits; improve expat living standards and quality abroad.
- Provide expat employees with work-life balance assistance.
2022 Progress
- Turnover among expatriate staff 7%
Annual Target
2022
Turnover among expatriate staff 7 %
2023
Turnover among expatriate staff 7 %
2025
Turnover among expatriate staff 6.5 %
2030
Turnover among expatriate staff 6 %
Action Plan
- Purchase digital learning platforms and courses with additional learning applications.
- Integrate resources from multiple platforms and customize learning programs that target weaknesses.
- Help managers from all levels to stay informed of employees’ learning progress through real-time data from the training dashboard.
- Offer the digital and smart management program with Yuan Ze University (YZU).
2022 Progress
- Compile diverse learning records and prepare the learning progress dashboard using Microsoft Power BI for review by the management.
- A total of 423 employees participated in the International Talent Program.
- Digital learning accounts for 90% of the overall training programs.
Annual Target
2022
- Leveraging the competency assessment system to implement individual development plan (IDP).
- Cultivating 300 international talents.
- Increasing the percentage of digital learning to 30%.
2023
- Expanding the cultivation of sustainable talent with 100% coverage with ESG and.sustainable development as the guiding principle.
- Increasing digital learning training hours by 10%.
- Passing down the sustainability legacy by producing 50 organizational knowledge courses.
2025
- Cultivating 100 internationalization talents.
- Cultivating 300 digital transformation talents.
2030
- Building the digital transformation team to promote production, marketing, human resources, R&D and finance.
- Putting 50 facilitators into action.
Action Plan
- Implement safety and health coaching and audits.
- Enhance training and promotion regarding occupational safety and health among employees and contractors.
- Implement occupational safety and health management systematically.
- Establish smart safety and health management.
- Promote pre-work risk hazard recognition.
2022 Progress
- Occurrence(s) at each business site: 4
- 1 occurrence less than 2021
Annual Target
2022
Occurrence(s) at each business site: 4
2023
Occurrence(s) at each business site: 3
2025
Occurrence(s) at each business site: 2
2030
Occurrence(s) at each business site: 0
Action Plan
- Avoid exposing employees to chemical, physical and ergo risks during operation.
- Provide health checks for employees engaging in regular operations or those posing health threats.
- Provide onsite employee health services.
- Implement programs related to health promotion.
2022 Progress
- Occurrence(s): 0
Annual Target
2022
Occurrence(s): 0
2023
Occurrence(s): 0
2025
Occurrence(s): 0
2030
Occurrence(s): 0
Action Plan
- Add lists of flammables as standards for risk prevention during construction.
- Conduct comprehensive review over contractor management rules.
- Strengthen review on control operation.
- Conduct training on risk factor identification and prevention.
- Enhance safety drills for fires and chemical leakage.
- Examine firefighting apparatus and personal protective equipment.
2022 Progress
- Occurrence(s): 0
Annual Target
2022
Occurrence(s): 0
2023
Occurrence(s): 0
2025
Occurrence(s): 0
2030
Occurrence(s): 0
Action Plan
- Conduct supplier engagement through multiple channels to improve sustainability awareness.
- Set Supplier Corporate Social Responsibility Commitment Statement as one of the selection criteria.
- Conduct supplier meetings to convey FENC’s objectives in corporate sustainability.
- Conduct ESG campaigns and training.
- Increase green procurement each year.
- Implement and participate in social engagement activities with suppliers.
2022 Progress
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 83%.
Annual Target
2022
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 80%.
2023
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 85%.
2025
- Main suppliers’ ESG performance in line with the Company’s.sustainability development goals.
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 90%.
2030
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 100%.
