Talent Attraction & Retention
Recruitment
There were 260 new employees in 2024, mainly from the southern region and aged between 20 and 30 ( 55%), which was a move to promote employment opportunities for local young people. In response to the wave of retirement, CSC has hired an average of 497 people annually since 2011. The voluntary resignation rate of new employees in 2024 was 6.92%.
To uphold the employment rights and fulfill social responsibility in regard to indigenous people and people with disabilities, CSC conducted special recruitment projects for indigenous people and people with disabilities. These initiatives aimed to support the employment of vulnerable groups and enhance their job opportunities.
| Years | 2021 | 2022 | 2023 | 2024 | |||||
|---|---|---|---|---|---|---|---|---|---|
| Distribution of New Hires | Employees | Ratios (%) | Employees | Ratios (%) | Employees | Ratios (%) | Employees | Ratios (%) | |
| Total | 487 | 4.97% | 527 | 5.45% | 365 | 3.79% | 260 | 2.73% | |
| Genders | Male | 469 | 4.79% | 512 | 5.28% | 340 | 3.53% | 244 | 2.56% |
| Female | 18 | 0.18% | 15 | 0.15% | 25 | 0.26% | 16 | 0.17% | |
| Regions | Northern | 22 | 0.22% | 16 | 0.16% | 4 | 0.04% | 6 | 0.06% |
| Central | 30 | 0.31% | 22 | 0.23% | 21 | 0.22% | 12 | 0.13% | |
| Southern | 432 | 4.41% | 488 | 5.05% | 340 | 3.53% | 241 | 2.53% | |
| Eastern | 2 | 0.02% | 1 | 0.01% | 0 | 0.00% | 1 | 0.01% | |
| Others | 1 | 0.01% | 0 | 0.00% | 0 | 0.00% | 0 | 0.00% | |
| Ages | 19-29 | 333 | 3.40% | 298 | 3.08% | 202 | 2.10% | 137 | 1.44% |
| 30-39 | 135 | 1.38% | 199 | 2.06% | 130 | 1.40% | 109 | 1.15% | |
| ≧40 | 19 | 0.19% | 30 | 0.31% | 27 | 0.29% | 14 | 0.15% | |
Turnovers
Personnel changes, resignations, and retirements of employees are handled according to relevant CSC regulations. Regular employees can apply for retirement at the age 65 or for voluntary retirement at an earlier age with reference to the Labor Standards Act. Personnel changes are discussed by the immediate supervisors with the employees before the changes and will be announced with employee consent. If there are difficulties in performing labor services as a result, employees can directly propose to terminate the employment contracts or file a grievance within 30 calendar days from the effective date of the notice of the changes. A termination of the employment contract with CSC can be filed within ten calendar days after the grievance is
rejected.
CSC has established the "Directions for Handling Employee Voluntary Resignations and Retirements" and the "Directions for Handling Compensations for Retirements, Relief, Occupational Accidents, and Layoffs" to institutionalize applications for voluntary resignations
and retirements. In 2024, a total of 369 employees resigned, 251 of whom were over 60 years old, representing a turnover rate of 3.88%. They resigned mainly because they had reached the retirement age. The rest were younger employees, aged between 18 and 39 years old. They resigned from CSC to either pursue careers in state-owned enterprises or proceed with their own career plans due chiefly to the fact that younger people usually applied to CSC, state-owned enterprises, or civil service positions simultaneously. CSC has paid close attention to the trend of personnel turnovers. In addition to arranging professional and technical training courses and setting goals to bridge personnel nurturing and training for successors, CSC has
also transitioned rapidly to smart manufacturing to reduce dependence on basic manpower.
Furthermore, visual methods, such as AI or VR have been applied by CSC to train new recruits while taking into account the passing down of experiences from seasoned predecessors and improving training efficiency innovatively. As a result, the vacancies have been refilled.
Statistics of the General Employee Turnovers between 2021 and 2024
| Categories | Events | 2021 | 2022 | 2023 | 2024 | ||||
|---|---|---|---|---|---|---|---|---|---|
| Employees | Ratios (%) | Employees | Ratios (%) | Employees | Ratios (%) | Employees | Ratios (%) | ||
| Attrition numbers of general employees | 742 | 7.57% | 621 | 6.42% | 414 | 4.30% | 369 | 3.88% | |
| Voluntary turnover rates | 742 | 7.57% | 619 | 6.4% | 411 | 4.27% | 366 | 3.85% | |
| Genders | Male | 719 | 7.34% | 604 | 6.25% | 403 | 4.19% | 353 | 3.71% |
| Female | 23 | 0.23% | 17 | 0.17% | 11 | 0.11% | 16 | 0.17% | |
| Regions | Northern | 2 | 0.02% | 7 | 0.07% | 5 | 0.05% | 5 | 0.05% |
| Central | 0 | 0% | 1 | 0.01% | 6 | 0.06% | 9 | 0.09% | |
| Southern | 738 | 7.53% | 611 | 6.32% | 403 | 4.19% | 353 | 3.71% | |
| Eastern | 2 | 0.02% | 2 | 0.02% | 0 | 0% | 2 | 0.02% | |
| Others | 0 | 0% | 0 | 0% | 0 | 0% | 0 | 0% | |
| Ages | 18-29 | 38 | 0.39% | 27 | 0.28% | 26 | 0.27% | 47 | 0.49% |
| 30-39 | 31 | 0.31% | 37 | 0.38% | 48 | 0.50% | 48 | 0.50% | |
| 40-49 | 29 | 0.3% | 19 | 0.2% | 25 | 0.26% | 17 | 0.18% | |
| 50-59 | 17 | 0.17% | 6 | 0.06% | 9 | 0.09% | 6 | 0.06% | |
| ≧60 | 627 | 6.4% | 532 | 5.5% | 306 | 3.18% | 251 | 2.64% | |
- Note I: The general employee turnover rate = the number of turnovers ÷ the number of the total regular employees x 100%.
- Note II: The general employee turnovers excluding retirements, death, and removal in 2024 were 101 people; the turnover rate was1.06%.
The Turnover Rates of New Hires between 2022 and 2024
| Year | 2022 | 2023 | 2024 | ||||
|---|---|---|---|---|---|---|---|
| Distributions of New Hires | Employees | Ratios (%) | Employees | Ratios (%) | Employees | Ratios (%) | |
| Total | 14 | 2.25% | 4 | 0.97% | 18 | 0.19% | |
| Nationalities | Republic of China | 14 | 2.25% | 4 | 0.97% | 18 | 0.19% |
| Others | 0 | 0% | 0 | 0% | 0 | 0% | |
| Genders | Male | 14 | 2.25% | 4 | 0.97% | 17 | 0.18% |
| Female | 0 | 0% | 0 | 0% | 1 | 0.01% | |
| Regions | Northern | 1 | 0.16% | 0 | 0% | 0 | 0% |
| Central | 0 | 0% | 0 | 0% | 2 | 0.02% | |
| Southern | 13 | 2.09% | 4 | 0.97% | 16 | 0.17% | |
| Eastern | 0 | 0% | 0 | 0% | 0 | 0% | |
| Others | 0 | 0% | 0 | 0% | 0 | 0% | |
| Ages | 18-29 | 5 | 0.8% | 2 | 0.48% | 10 | 0.11% |
| 30-39 | 9 | 1.45% | 2 | 0.48% | 6 | 0.06% | |
| ≧40 | 0 | 0% | 0 | 0% | 2 | 0.02% | |
Internal Hiring Rate
CSC adopts a dual-track promotion system that takes into account both management and professionalism. Employees are promoted based on their competencies, job performance, and potential for leadership development, which offers suitable career development that is in line with CSC’s belief in putting the right talent in the right position.
| Internal Hire Rate | |||
|---|---|---|---|
| 2021 | 2022 | 2023 | 2024 |
| 59.11% | 49.76% | 57.66% | 63.70% |
- Note：Internal Hire Rate=(Number of employees promoted) / (Number of employees promoted + Number of new employees)
Manpower Reallocation
In response to organizational adjustments, production line closures, or downsizing, the company reallocates personnel from departments with a manpower surplus to other units based on their expertise and available positions, ensuring that employees’ work is not disrupted by overall operational planning and enabling them to continue contributing to the company.
CEO succession plan is in place
To ensure leadership continuity and strategic stability, CSC implements a robust CEO succession plan. The company conducts an annual review of the competencies, leadership qualities, and personal attributes required for executive roles. Potential successors within each division are thoroughly evaluated based on their succession readiness, development potential, and cultural fit. This evaluation considers their performance over the past three years, international and cross-functional rotation experiences, tenure, appointment date to their current role, and projected retirement date (the retirement timeline is particularly reviewed to prevent a concentration of retirements among supervisory positions, which could disrupt effective succession planning). Based on these insights, CSC formulates and executes a detailed succession plan, outlining strategies for the growth and deployment of future leaders.
In order to comprehensively develop decision-making skill in the role of executives, training for executive successors includes not only internal training related to management competencies but also job rotation and assignment to subsidiaries. For training programs, the CSC has cooperated with top universities in Taiwan to conduct the business management program.
| Category | Purpose | Target | Training method |
|---|---|---|---|
| Executive Management Class | To cultivate senior executives' ability to think critically and solve problems, enhancing participants' new perspectives on business growth and performance improvement, while introducing the latest management concepts and technological advancements in the industry. | General Managers and General Managers Successor | Internal Course |
| Cross-Industry Visit | Observe and learn about the latest technology applications through company visits, engaging in discussions and exchanges with senior executives. | External Course |
To approve the appointment or discharge of Vice President and higher position, and financial, accounting and internal audit officers is designated as a responsibility of the Board of Directors, in accordance with Article 30 of the Articles of Incorporation of China Steel Corporation. The Board of Directors evaluates whether the candidate is capable of leading the Company in a direction aligned with both the Company's and shareholders' interests, and whether they possess the competencies required to effectively uphold the Company's core values and vision. Additionally, in line with advisor management regulations, the former CEO is appointed as an advisor to support a smooth and effective succession process.
