Sustainable Goals
With sustainable development strategy as the foundation, FENC established short-term (2025), mid-term (2030) and long-term (2035) targets with tracking mechanism on the yearly progress, taking steady strides toward sustainable development goals.
Optimizing Employee Care
Establishing International Talent Acquisition Database
Protecting Human Rights
Cultivating Sustainable International Management Talents
Zero Occupational Injuries for Employees and Contractors
Zero Occupational Illnesses for Employees and Contractors
Zero Fire and Chemical Leakage
Sustainable Supply Chain
Action Plan
- Conduct regular employee satisfaction surveys and establish improvement plans for implementation
- Customize health management mechanisms to provide mental health support for expat employees
- Create an employee development and care system and conduct career interviews based to address individual needs
- Establish skills certification systems with regular review over promotion criteria
2024 Progress
- Reviewed the salaries offered in different regions
- Designated a health management contact as support for expat employees during their overseas assignment
- Established a wide range of Employee Assistance Programs (EAPs)
Annual Target
2024
- Implement specific improvement actions based on the result of employee satisfaction surveys
- Provide holistic health management for expat employees
- Launch EAPs
2025
- Optimize employee care programs
- Reinforce the assistance for expat employees
- Focus on employees’ career development needs
2030
- Create a long-term mechanism to improve employee well-being
- Establish a comprehensive health management system for expat employees
2035
- Continue to optimize employee care measures
Action Plan
- Combine the talent information of the operating bases in various regions
- Import training records, professional licenses, and project results, all linked to each employee’s Individual Development Plan (IDP)
2024 Progress
- Established talent acquisition programs in overseas regions
- Re-examined the learning map for junior-level managers
- Expanded the application of the DISC personality test to supplement recruitment interviews and improve the person-job fit; completed supervisory training for managers; provided assistance in team building
- Completed the leadership development programs with information such as test results, performance appraisals, special projects and job competencies linked to the Talent Pool
Annual Target
2024
- Provide comprehensive training for supervisors to evaluate the person-job fit among employees and identify matches for appropriate corporate or academic training
2025
- Enhance visual presentation and provide reference information to supervisors for the planning of corporate development
2030
- Expand the database and construct a global talent pool to include FENC’s worldwide locations
2035
- Continue to incorporate talent evaluation resources to support the sustainable operation of FENC
- Develop a succession team with a global vision
Action Plan
- Conduct human rights due diligence on a regular basis
- Ensure the consistency of personnel regulations, work rules, and codes of conduct and compliance with international human rights requirements across FENC’s global sites
- Fully implement risk mitigation and remediation measures and address each grievance claim properly to continue risk reduction
2024 Progress
- Implemented mitigation and remediation actions addressing salient human rights risks across FENC’s global production and operation sites
- Conducted human rights due diligence covering 100% of FENC’s global locations
Annual Target
2024
- Conduct human rights due diligence
2025
- Conduct on-site plant inspections to address salient risks
2030
- Ensure all human rights are respected with high standards across FENC’s global sites
2035
- Raise human rights awareness from the inside out and establish a human rights paradigm for the supply chain
Action Plan
- Establish multiple academies on FENC’s digital learning platform and provide diverse course options for employees
- Promote localized training programs and cultivate the succession team to fulfill FENC’s commitment to talent sustainability
2024 Progress
- Completed the assessment of 471 employees with management potential in mainland China and established a localized talent pool
- Conducted leadership programs in Vietnam and trained 150 Taiwanese managers
- Passed down sustainable business philosophies and experience with a total of 291 internal knowledge courses
Annual Target
2024
- Train 50 local managers at overseas locations
- Train 100 Taiwanese managers with international leadership capabilities
- Pass down sustainable business philosophies and experience with a total of 300 internal knowledge courses
2025
- Establish a talent training system to pass down and manage the knowledge and lessons learned
2030
- Establish a talent pool for international management and leadership
2035
- Cultivate an international management succession team
Note: The number of internal knowledge courses did not reach the 2024 target of 300. The digital learning systems in certain regions were offered through FENC’s internal network, and were unable to accommodate a flexible schedule for certain employees. Some courses have been temporarily postponed. However, phase two has begun, and system upgrade and adjustment are currently underway.
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
2024 Progress
- Occurrence(s) at each business site: 2.
1 occurrence less than 2023
Annual Target
2024
Occurrence(s) at each business site : less than 2
2025
Occurrence(s) at each business site : less than 2
2030
Occurrence(s) at each business site : less than 0
2035
Occurrence(s) at each business site : less than 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
2024 Progress
- Occurrence(s): 0
Annual Target
2024
Occurrence(s): 0
2025
Occurrence(s): 0
2030
Occurrence(s): 0
2035
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
2024 Progress
- Occurrence(s): 1
Annual Target
2024
Occurrence(s): 0
2025
Occurrence(s): 0
2030
Occurrence(s): 0
2035
Occurrence(s): 0
Note: A fire incident occurred at Hsinpu Chemical Fiber Plant due to a ventilator failure in 2024. To prevent future occurrences, FENC proposed several improvement measures, including the installation of high temperature alarms, steam and nitrogen fire extinguishing systems, and automatic and regular cleaning devices at the ventilator; the designation of separate fire zones for operation.
Action Plan
- Conduct supplier engagement through multiple channels to improve sustainability awareness
- Set Supplier Code of Conduct and Corporate Social Responsibility Commitment Statement t as one of the selection criteria and increase green procurement each year
- Conduct ESG campaigns and training
- Implement and participate in social engagement activities with suppliers
- Plan and implement ESG performance improvement plans for suppliers
2024 Progress
- Percentage of suppliers signing Supplier Code of Conduct and Corporate Social Responsibility Commitment Statement: 94%
- Reach a 100% passing rate for the supplier ESG assessment among significant suppliers
Annual Target
2024
- Percentage of suppliers signing Supplier Code of Conduct and Corporate Social Responsibility Commitment Statement: 95%
- Collect and analyze suppliers’ ESG performance at the main procurement units
2025
- Percentage of suppliers signing Supplier Code of Conduct and Corporate Social Responsibility Commitment Statement: 96%
- Reach a 100% passing rate for the supplier ESG assessment among significant suppliers and phase up the scope of implementation each year
- Propose ESG performance improvement plans for significant suppliers
2030
- Percentage of suppliers signing Supplier Code of Conduct and Corporate Social Responsibility Commitment Statement: 100%
- Incorporate ESG performance into the supplier selection process at procurement units and expand the scope of implementation year by year
2035
- Percentage of suppliers signing Supplier Code of Conduct and Corporate Social Responsibility Commitment Statement: 100%
- All suppliers’ ESG performance in line with the Company’s sustainability development goals
Note: “Significant supplier” refers to the supplier of the Company's main raw materials and suppliers reaching NT$1 million in a single transaction with the main procurement unit within the reporting year.
