Performance Review

To help employees enhance professional capability and performance while developing growth and potential, FENC has clearly delineated the protocol for performance review. Benchmarks are established based on employees’ positions as well as performance in corporate sustainability. Indicators considered include energy reduction, promotion of green business, R&D on green products, corporate governance and optimization of human resources. The Company provides a performance-driven bonus system to incentivize employees and senior managers with exceptional performance. With the exception of interns, employees yet to complete the first year of employment or on leave without pay, all permanent employees are subject to performance review. In 2021, performance reviews for 99% of FENC employees have been completed.

Performance Review

Productivity-linked incentive is issued based on business operation as well as departmental and personal performance. Twenty percent of employees’ monthly salaries come from this incentive system. Benchmarks for the incentive include productivity milestone, quality, energy and occupational safety, which encourage employees to engage in improving occupational safety; energy and carbon reduction; environmental protection and recycling; production flow, and ultimately help FENC achieve sustainable management.

The review also serves as a key reference for salary adjustment, bonus, promotion and dismissal.

Performance Review and Employee Development System

 

Performance Review for Senior Managers

Performance review for senior managers is 70% quantitative, which is based on revenue analysis, and 30% qualitative, which is based on long-term development. The review is tied to adjustments in salary and annual bonus.

Evaluation Categories and Details

 

Performance Review for Migrant Workers

Performance review for migrant workers in Taiwan are determined by their supervisors based on monthly attendance and production of Grade A products. Bonus is awarded based on the results.
 

Fostering Employee Career Planning

As the race to corporate success tightens in the digital age, talent is a crucial link to the winning formula. To keep up with accelerating corporate growth, foresight is essential. FENC must maintain a talent pool that is ready to strike at any moment. The Company values talent development, providing multiple learning channels with abundant resources. In the beginning of each year, supervisors discuss with their subordinates and decide on future development and training plans. On the semi-annual mark, what employees acquire from training is put to practice. Employees form share groups to learn from each other, building a learning organization, strengthening professional skills and getting 
FENC ready for future talent deployment.

FENC has been a repeating winner of Talent Quality-management System (TTQS) Silver Medal and People Development Excellence Award from SGS CSR Awards. FENC also received the 4th consecutive People Development Award from Taiwan Corporate Sustainability Awards (TCSA) in 2021 along with LinkedIn Rising Star from 2021 LinkedIn Talent Awards in Taiwan. FENC has established a reputation for the quality and performance in talent development.

Management approaches are project-specific, and the results are evaluated based on the Kirkpatrick Model. The average number of training hours for all employees in 2021 is 19.37 hours per person, a decrease of 11% compared with 2020. The reduction in training hours is mainly due to the suspension of training courses resulted from the pandemic in Vietnam. And the local authority in Suzhou, Mainland China asked the company to conduct pandemic prevention training in 2020.

 

Course Category and Detail

 

Training Framework for Digital Transformation and Internationalization Talents

 

Training Framework for Digital Transformation and Internationalization Talents

		New Recruit Training		Profession-Specific Training		Regulatory Training		Project-Specific Training
		Session	Attendance	Session	Attendance	Session	Attendance	Session	Attendance
Taiwan	2020	95	560	597	17,295	610	15,502	142	4,307
	2021	113	384	774	17,656	670	21,367	166	3,889
Mainland China	2020	391	1,341	510	6,046	437	4,914	53	814
	2021	479	3,481	408	6,975	436	4,594	59	793
Vietnam	2020	1,878	30,248	394	10,351	366	10,000	38	2,424
	2021	1,911	36,250	504	8,130	170	4,821	38	447
Japan	2020	31	59	98	98	3	146	4	143
	2021	30	41	95	157	1	157	1	157
U.S.	2020	20	140	190	190	9	705	144	1,085
	2021	27	174	841	1,176	21	811	134	1,015
Total	2020	2,415	32,348	1,789	33,980	1,425	31,267	381	8,773
	2021	2,560	40,330	2,622	34,094	1,298	31,750	398	6,301

Note: Profession-specific Training includes competency course.

 

Average Number of Training Hours of Regions

Unit: hour / person

	2019	2020	2021
Taiwan	28.56	26.82	29.50
Mainland China	32.25	30.70	19.87
Vietnam	19.65	16.29	14.48
Japan	47.28	14.44	14.70
U.S.	56.05	43.51	452.17
Total	25.07	21.80	19.37

 

 

Average Number of Training Days of Regions

Unit: day / person

	2019	2020	2021
Taiwan	3.57	3.35	3.69
Mainland China	4.03	3.84	2.48
Vietnam	2.46	2.04	1.81
Japan	5.91	1.81	1.84
U.S.	7.01	5.44	6.52
Total	3.13	2.73	2.42

 

Average Number of Training Hours of Ranking and Gender

Unit: hour / person

		2019	2020	2021
Section Chief  and above	Male	34.57	36.86	28.24
	Female	31.16	28.74	20.50
	Subtotal	33.54	34.54	26.07
Office Clerk	Male	29.55	23.76	26.25
	Female	21.27	15.06	14.86
	Subtotal	26.34	20.41	22.30
Factory Workers	Male	30.33	23.53	19.69
	Female	19.45	19.83	15.09
	Subtotal	23.42	21.33	16.80
Total Employees	Male	30.43	24.84	23.74
	Female	20.34	18.62	15.27
	Subtotal	25.07	21.80	19.37

 

Average Number of Training Days of Ranking and Gender

Unit: day / person

		2019	2020	2021
Section Chief  and above	Male	4.32	4.61	3.53
	Female	3.90	3.59	2.56
	Subtotal	4.19	4.32	3.26
Office Clerk	Male	3.69	2.97	3.28
	Female	2.66	1.88	1.86
	Subtotal	3.29	2.55	2.79
Factory Workers	Male	3.79	2.94	2.46
	Female	2.43	2.48	1.89
	Subtotal	2.93	2.67	2.10
Total Employees	Male	3.80	3.11	2.97
	Female	2.54	2.33	1.91
	Subtotal	3.13	2.73	2.42