TECO Human Resource
Career development
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  TECO offers employees compensations  somewhat above  the  median level in the market. There is no sex discrimination in determining starting pays for newcomers. The  company  embraces  merits-based  compensation system, including pay raise and the provision of variable bonuses and dividend sharing, on top of a complete system for job classification and ranking, which is applied impartially to  both  male  and  female  employees.  The  company conducts performance evaluation twice a year, as a basis for pay adjustment and job assistance. Compensations for managerial  staffers  vary  quarterly,  in  line  with  the company's business performance. Various incentives are granted, as reward to staffers, hard work and fulfillment of responsibilities.
  TECO has put in place a complete system of career-development channels for employees, including 
promotion, job rotation, and overseas dispatch, for choice by employees, according to their personal conditions. 
New comers will be subject to various training courses, including introduction to the company,  occupational health and safety training, and anti-corruption instruction, from the outset before undertaking a half-a-year orientation program, including  buddy-to-buddy assistance  from senior staffers. The company has also formulated training road map for positions in different  categories and conducts survey of  training  needs among employees annually, in addition to helping staffers formulate individual development plan (IDP), via consultation with superiors. Superiors would discuss with staffers over their performance once every half a year and review their performance together, which will also serve a basis of modifying their IDP and study plan, to ensure that every staffer can maximize the exercise of their specialties at optimal posts. The company holds nomination and evaluation for promotion every half year, thereby granting promotion to those with good performance and potential.


1. In strict compliance with the PDDRO principle, the company formulate and implement the following management mechanism for training and development: 
(1) When planning annual training courses, the company would undertake overall analysis and consideration from needs of strategy/organization, work, and personal needs. 


(2) In accordance with the company's “enforcement rules for talent development,” annual training courses focus on management capabilities, professional capabilities, general knowledge, and corporate policy, as well as key talent and internationalized talent. 
2. Complete mechanism for performance tracking and improvement on talent cultivation
(1) Strengthening performance tracking via systematic management
1. Operating mode for performance tracking on talent cultivation and development. 
2. Systemized target management: Incorporating talent and system into the target card of various business departments for carrying out performance tracking, whose result would affect compensations of managerial staffers in the following quarter. 
3. Systematic training: Formulating various training measures and publicize them for inquiry by staffers anytime. 
4. Systematic implementation of training: Formulating manuals for the management of training quality and systematizing the framework for training procedures. 
5. Systematic management of training results: Using the company's training website in recording and examining study results.
(2) Formulating methods for tracking training results at different levels:

1.Formulating mechanism for evaluating training results at four levels according to different types of courses. 
2.Management of training courses held by business departments themselves: Business departments can apply online needs for holding training courses and the corporate training center would evaluate the courses and offer suggestions. 
3. Educational and training facilities and budget
(1) Complete educational and training facilities: 
The  company  has  set  up  four  training classrooms,  in  Nangang  headquarters, Chungli factory, Kuanyin factory, and Hokou factory, respectively, on top of convention rooms of various business departments which can double as training classrooms. 
(2)  Training  budget  amounts  to  0.1%  of  the company's revenue, exceeding NT$20 million a year.


1. Fair and objective performance evaluation system

The company has formulated “measures for performance evaluation” as the basis for semiannual performance evaluation and offers channel for face-to-face discussion on performance between superiors and staffers. Results of performance evaluation serves as basis for pay raise and promotion. 

2. Dual tracks of management and professional career development

Promotions are carried out every April and October, on the basis of “measures of job  promotion” and the approved manpower plans of various  business departments, as well as specifications of responsibilities of various positions at different ranks. 
Staffers with performance evaluation results higher than 2.8 points are eligible for  promotion, via recommendation of business departments. 

3. Platform for publicizing job openings and career-development system of plural job rotations:

Non-managerial staffers with three-year or longer service are incorporated into list for job rotation, with those with five-year or longer service having priority for rotation, thereby gaining the opportunity to augment their capabilities.
To encourage plural and autonomous learning, the company rolled out plural learning program in 2013 and has been continuously upgrading its contents, in order to help staffers augment their capabilities in the aspects of aesthetics, language, innovation, professional field, international viewpoints, value concepts, achieving the following results in 2013:

(1) Encouraging  reading:  including  reading  of  value-oriented  publications,  online publications, and learning materials.
(2) Enhancement of English-language capability: Providing various English-language publications and comic strips and holding lectures on English learning.
(3) Holding lectures on overseas experience.
(4) Holding courses on aesthetics.

Services for retirees
The company established “Club of TECO retirees” in 2004, which has been offering following services to the retirees:
1. Friendship dining party: 104 retirees attended the annual party in April in 2003, not enjoying delicious dishes but also receiving company gifts.
2. Report on company status: Inform retirees with film on the company's status, including business development,  investment, business trend, cooperation with peers, and award winning.
3. Corporate organ: Providing print copies of the company's semimonthly organ to the 35 cadres of the retirees'club to acquaint them the company's various events and achievement.


CSR commitment
On TECO's Sustainability Report
Teco Sustainability Commitment
Stakeholder issue and interests
Performance for Key Issuesof Concern to Stakeholders
Greenness & Energy Conservation
Development of green products
Green energy-conservation solutions
Development of new green energy businesses
Green supply chain
Sustainable Development
Operation performance
Sustainability concept and corporate core value
Corporate governance
Risk Management
Legal compliance
Earth Friendliness
Impact of the electric machinery industry on the environment
Environment-related achievements and performance
Green product life cycle
Customer Satisfaction
Products and norms
Premium quality management
Customer services
Customer satisfaction
Human Resource
Human-resources policy
Human-resources management
Communications channel
Career development
Compensations and benefits
Work-Life balance
Occupational health and safety
Social Contribution
Innovation Teco, technology and humanism jointly developed
Scientific education
Creativity education
Sustainable education for aboriginal tribes
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