Talent Cultivation
Nurturing Talent and Value Cultivation
Inclusive and Equal Employment
THSRC continues to attract a diverse range of professional talent, adhering to the principle of "the right person for the right job" as the core concept for recruitment, appointment, and remuneration design. The Company actively seeks to enhance workforce diversity and does not discriminate based on race, color, religion, gender, or nationality in talent selection. THSRC complies with relevant domestic laws, such as the Labor Standards Act, the Employment Service Act, and the Act of Gender Equality in Employment, when setting employee salaries, tenure, working conditions, and employment rights. This demonstrates THSRC's comprehensive and diverse employment system. The Company employs local talent, and 100% of senior management in its key operating locations in Taiwan are ROC nationals.
THSRC is committed to complying with regulations that support the employment and development of disadvantaged groups. Through various recruitment channels, we achieve the goal of diversifying our workforce. To this end, we have established a recruitment section on our website to hire staff with mental and physical disabilities based on job characteristics. In 2022, we employed 59 employees with disabilities, including 11 with severe disabilities, exceeding the legal requirement. Additionally, we recruited a total of 50 indigenous people.
In 2022, the turnover rate for all THSRC employees was 3.6%, representing an increase from 2.4% in 2021. This rise can be attributed primarily to the high turnover rate within the maintenance department. Moving forward, we remain committed to pursuing growth and creating a positive work environment that attracts top talent, thereby injecting diversity and vitality into the THSRC family.
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Human Resources Structure
Notes:
1. Fixed-term contract employees are mostly front line interns (including station, service, and maintenance interns).
2. Non-fixed term contract employees are full-time employees.
3. The management level is defined as supervisors of section chief level and above.
4. In 2022, no gig economy or part-time workers were employed.
5. In 2022, no part-time employees were hired.
6. The calculation formula is the number of people in the particular group/Total labor force.
7. Due to the rounding of the data presented, the sum of data may not be exactly 100%.
8. The calculation of data on employees with disabilities did not include employees on unpaid leave. In 2022, THSRC employed a total of 58 employees with disabilities, which was higher than the 1% employment requirement as stipulated in the prevailing regulations.Statistics of New Employees
Statistics of Resigned Employees
Notes:
1. Only in the calculation of the turnover rate while interns, dispatch manpower, and contract employees were not included.
2. The turnover rate is calculated as: Annual number of resigned employees in the year/(opening+end of period total number of employees)/2. For the data on resigned employees from 2020~2021, see Table 5 in the Appendices.
THSRC values the rights and welfare of its employees and offers industry-competitive salaries and benefits, which are based on work experience, academic experience and expertise, without distinction based on gender, race, religion or political affiliation. The Company also has a transparent and fair remuneration policy, with salary adjustments based on criteria that take into account the interests of shareholders and the remuneration of employees.
The starting salary of THSRC junior employees in each job category is higher than the basic salary in Taiwan and does not differ due to gender. As most of THSRC's technical professionals are males, and their salaries are higher than other positions due to the nature of the professional services, there is a difference in the salary ratio of females to males in the general positions, with the ratio of salaries for section chief and managerial staff being comparable; Due to the relatively small number of staff at the Assistant Vice President or Vice President level, and the fact that salaries are influenced by the length of service in that position which resulted in a relatively large difference in the ratio of female to male salaries, but no significant difference, demonstrating the equality of THSRC's remuneration policy. Besides, in order to protect secondees' and contract employees' rights, their salaries are determined and approved by THSRC, and THSRC will inspect manpower agencies' labor contracts and salary-related documents to protect such employees' labor rights.
Comparison with Basic Salaries in Taiwan
Ratio of Basic Salaries of Females to Males
Note: THSRC calculates the ratio of basic salary of females to males based on the fixed monthly salary paid to non-fixed term contract employees every month.
2022, there were 4,615 full-time non-supervisory employees in THSRC, a decrease of 45 people over the previous year. The total salary was NT$4,377,305 thousands, the average salary was NT$948 thousands, and the median salary was NT$860 thousands. Compared with the previous year, the total salary increased by NT$191,123 thousands, the average salary increased by NT$50 thousands, and the median salary increased by NT$48 thousands.
Information on Salaries of Full-Time Non-supervisory Employees
Training Based on Three Major Competencies
THSRC places great emphasis on the development of employee competencies. To ensure the integration of training and practice, the Company plans employee education and training based on two main aspects: “safety” and “service”. THSRC also strengthens the professional knowledge of the three major competencies, namely core competencies, professional competencies, and management competencies. To cultivate professional talents in the transportation industry and stimulate employee enthusiasm for learning, the Company combines multiple learning channels, including external training, online digital courses, and practical exercises. THSRC has established a "Training Management and Digital Learning System" and a mobile learning app to effectively monitor the learning process and enhance learning efficiency. In 2022, as the pandemic has been on a downward trend in the second half of the year, the internal training situation within the Company gradually returned to pre-pandemic levels. Some 122,315 learning sessions were conducted during the year, with a monthly average of 10,193 sessions, representing a 45% increase compared to 2021.
Training Based on Three Major Competencies
Results of Education and Training Programs
To ensure the effectiveness of internal education and training, THSRC has established a curriculum satisfaction survey mechanism and devised an improvement plan based on the scores. In 2022, the overall employee satisfaction, regardless of training category, was 4.6 points out of 5, demonstrating THSRC's commitment to talent development and its deep trust and recognition among employees. Going forward, THSRC will integrate internal and external resources to enhance the organization's learning ability and employees' self-growth, as well as cultivate their all-round competence. The table below shows the number of training hours for different ranks and categories of THSRC employees in 2022.
Due to the adjustment of annual training items, the number of training hours for new employees and employees in various positions has decreased compared to 2021:
2022 Training Hours
Notes:
1. Training hours per capita = Total training hours 283,152/Total number of trainees 4,678. The training hours per capita of males and females differ from each other mainly because of the ratio of males and females and different professional training attended due to job differences.
2. Average number of training hours per training session = Total training hours 283,152/Total number of training session 122,315. "Average number of training hours per training session" aims to present the number of training hours per training session for each person every year.
3 . The calculation encompasses both fixed-term and non-term contract employees. Fixed-term contract employees primarily consist of front-line interns, including station, service, and maintenance interns. Non-term contract employees, on the other hand, are full-time employees.
4. In addition to course cancellations resulting from the pandemic, there was a reduction in training hours for general staff in 2022 compared to 2021. The majority of this decrease was observed among maintenance staff, primarily because they were not required to undergo skills assessment this year, which is conducted once every two years.
5. Average number of class hours per different job rankings is calculated as: Total number of training hours for a job ranking/Number of employees trained at the particular job ranking throughout the year.
6. Average class hours for different categories is calculated as: Total number of training hours for a particular category/Number of employees trained for a particular category throughout the year.
To enhance the professional knowledge and technical expertise of THSRC employees and to meet the growing demand for self-provision of professional courses, THSRC is committed to developing internal lecturers in areas such as safety, service, and technical services. These individuals are recommended or selected by senior colleagues or supervisors from relevant units and are qualified as internal lecturers after completing training courses and practical exercises. In 2022, THSRC successfully trained 70 qualified internal lecturers. The training primarily focuses on professional functions, with management functions as a supplementary component. In 2022, the total number of in-house training hours was 44,248, with 1,524 in-house lecturers participating in the courses.
THSRC collaborated with 27 universities and colleges in 2022 to promote industry-academia cooperation measures. These measures included joint internship programs, railway equipment laboratory, and memorandum of industry-academia cooperation. By sharing rich industrial experience and providing perfect railway service training, THSRC created opportunities for young students to explore the railway transportation industry. As part of this effort, 54 students were provided with one-year station staff internship opportunities through the academic year internship program. Additionally, THSRC worked with National Taipei University of Science and Technology, National United University, and Asia Eastern University of Science and Technology to jointly promote maintenance internship programs. In total, 10 students were admitted for cultivation.
Through actively promote project cooperation and seminars with domestic universities and colleges, THSRC get the opportunity to enhance the technical strength of the local rail industry. In 2015, THSRC and the National Kaohsiung University of Science and Technology jointly opened a Railway Equipment Laboratory, which has so far developed 34 systems and 4 dedicated instruments. This laboratory has been certified by the Taiwan Accreditation Foundation (TAF), which was an important milestone. Additionally, THSRC has signed Memorandums of Industry-Academia Cooperation with several universities and colleges, accelerating the localization of equipment parts and strengthening the independent maintenance capacity of the rail industry. Through these efforts, THSRC has been able to extend outstanding talents and promote the growth of the rail industry.
| Maintenance Internship Program | Colleges and Universities |
|---|---|
| Academic Year Internships | National Kaohsiung University of Hospitality and Tourism, National Pingtung University, National Kaohsiung University, Providence University, Chung Hua University, Chang Jung Christian University, Shih Chien University, Overseas Chinese University, Ling Tung University, China University of Science and Technology, Vanung University, National Taipei University of Technology, National United University, and Asia Eastern University of Science and Technology |
| Railway Equipment Laboratory | National Kaohsiung University of Science and Technology |
| Memorandum of Industry-Academia Cooperation |
National Kaohsiung University of Science and Technology, National Taipei University of Technology, National Cheng Kung University, National Tsing Hua University, National Taiwan University of Science and Technology, and National United University |
Performance Evaluation Process
THSRC conducts an annual performance appraisal for all employees and supervisors, which determines their ratings based on the appraisal results. The ratings are classified into five levels, namely "Outstanding," "Significantly Exceeds Requirements," "Exceeds General Requirements," "Meets Requirements," and "Requires Improvement due to Inability to Perform Existing Work." Employees who receive the last rating are “required to undergo performance counseling to enhance their work”, and unit supervisors provide necessary assistance and counseling to address the causes of poor performance.
In 2022, the total number of full-time employees who underwent performance appraisal is 4,580, with only 14 employees who did not complete their appraisals due to their departure during the appraisal period. The number of completed appraisals accounted for 99% of the total number of appraisals due.
Percentage of Employees Receiving Performance Evaluation by Gender and Age in 2022
THSRC's Performance Appraisal Process
THSRC has been implementing the "Career Path" talent development program for some time now, with a commitment to building a comprehensive personnel development structure. The Company designs unique retention and career development paths for high-performing talents in front-line units and personnel in various positions. Additionally, THSRC plans relevant manpower allocation based on the results of the annual manpower inventory audit to meet the needs of each business unit. Based on the two foundations of organizational needs and personal development, we provide high-performing talents with annual promotion opportunities to enhance their professional level and achieve the goal of motivating and retaining talents. For those interested in management positions and who meet the Company's requirements, they can expand their personal career development and maximize their potential through the job promotion channel.
From 2022 onwards, THSRC has developed a specific career development path for maintenance and operation employees. Our aim is to enhance the efficiency of the organization's operation by nurturing future maintenance field supervisors through the experience of different duties and improving the communication skills of maintenance professionals. In 2022, a total of 61 maintenance and operation employees received training, with 41 having completed the training and 20 still undergoing training. In the lead up to 2022, we will conduct relevant training in accordance with the implementation principles of career development and exchange plans. This will aim to strengthen employees' cross-disciplinary professional knowledge, and cultivate a total of 9 station masters, 10 train supervisors, 9 chief controllers, 5 station supervisors, 7 station train controllers, and 1 train driver.