• Organized the “RISE Challenge Camp” for newly hired employees, integrating Pokémon-style gym challenges with RISEMON collectible card elements, while inviting Company supervisors to share experiences and convey the RISE spirit.

• Organized the “Culture Wall Challenge Activity” for all employees, incorporating corporate culture concepts into mission-oriented activities to enhance internal cohesion and promote corporate culture initiatives through Facebook sharing.
   

• “RISE Challenge Camp”: A total of 22 employees participated. Participant feedback showed an average score of 9.8 (out of 10) for understanding of the RISE corporate culture, enhancing employees’ sense of identification and belonging toward the Company.

• “Culture Wall Challenge Activity”: A total of 120 employees completed the challenge. Facebook posts generated 1,588 views, reached 411 individuals, and received 51 interactions.

• Conducted in-depth interviews with eight business group and center supervisors to identify competency needs across departments and determine course themes and future internal instructor candidates.

• Invited internal employees to serve as digital course instructors based on their professional expertise and organized the “Core Makerthon Competition” for internal instructors, using “course completion rates” and “course quality” as evaluation criteria to encourage improvements in teaching content and instructional methods.

• Provided specialized training programs for internal instructors, covering digital course design and production techniques while integrating AI applications (such as Gamma and ChatGPT), and developed the standardized course module “Build High-Traffic Courses with a YouTuber Mindset” to help internal instructors improve course quality more effectively.

• A total of 37 digital course instructors were cultivated, producing 30 digital courses.

• Within one month following the launch of new courses in November, 456 enrollments were recorded, totaling 168 training hours.

Incorporated “Prevention of Workplace Discrimination and Harassment” into the Group’s mandatory annual training curriculum and conducted courses such as “Global Workplace Trends: Have You Practiced DEI Today?”, “Creating a Friendly Workplace Starts with You and Me”, and “Focusing on Women’s Rights — Protection of Special Rights for Female Employees”, thereby raising employees’ awareness and sensitivity toward workplace equality while strengthening supervisors’ capabilities in identifying and preventing inappropriate workplace behavior. A total of 5,037 participants and 1,725 training hours were recorded in 2025.

• Introduced mobile learning functions to provide employees with remote learning resources and promote self-directed learning and development.

• Through annual performance evaluations, supervisors and employees jointly identified “priority development competencies”, which were directly integrated into the “EZ Learn” digital learning platform to assign personalized learning plans.

• Through diversified promotional strategies such as the “Unleash the Power of 10: Workplace Competency Upgrade Package” learning campaign, regular newsletters, and online forums, abundant learning resources were actively promoted to employees to stimulate self-directed learning. Internal professional instructors, public resources (such as YouTube), and the KONO Libraries were integrated, resulting in a substantial increase in courses after system implementation. Key competencies were translated into concrete behavioral case studies to provide employees with clear learning pathways.

• A total of 189 digital courses were launched, achieving digital transformation of training programs.

• Twelve new competency courses were added to the “Unleash the Power of 10: Workplace Competency Upgrade Package”, along with 16 behavioral case studies developed as workplace guidance materials, bringing the cumulative total to 29 courses with 540 participants.

• A “Teachers’ Day Event” was organized in conjunction with the training platform forum to promote platform usage, attracting 297 participants.

Invited female employees to serve as internal instructors to share experiences and professional expertise, encouraging more women to pursue management and technical career paths while breaking traditional gender stereotypes associated with certain professional roles and instructor positions.

A total of 55 courses were conducted, with 1,930 participants and 2,237 training hours recorded.

Established the “Core Co-Learning Circle” as a community-based learning platform. Through co-learning circle activities focused on key workplace skills such as negotiation, stress relief, and project management, employees were provided with a collaborative environment for discussion and learning, enhancing both individual competitiveness and organizational resilience.

• A total of 7 themed co-learning circle activities were conducted, with 2,821 participants and an average satisfaction score of 9.4.

• Seven micro-learning workplace skills courses were developed and uploaded to the digital platform for employees to access anytime, expanding learning impact and flexibility.

• Participant feedback indicated that the courses were highly beneficial for practical work areas such as “communication and presentation” and “data integration and analysis”, while also helping employees learn a systematic SOP for “problem identification and problem-solving”, demonstrating both depth and practicality of learning outcomes.

• Promoted the “AI Empowerment Program” using a dual-track learning strategy combining “top-down” and “bottom-up” approaches.

• Regularly invited senior executives with extensive AI practical experience to conduct lectures.

• Encouraged departments to voluntarily establish AI learning groups and projects, applying acquired knowledge to actual work scenarios and filing patents for innovative outcomes, thereby forming a positive cycle from “learning” to “output”.
   

• Two large-scale AI lectures were conducted, with 614 participants and an average satisfaction score of 9.3.

• Departments voluntarily established AI learning groups and organized 25 practical activities with 259 participants.

• A total of 20 AI-related patents were obtained and have gradually been applied in product development.

To encourage employees to develop diverse skills and enhance their knowledge and technical capabilities, the Company launched the program aimed at cultivating and reserving multi-skilled technical talent. The program was officially approved by the government, granting qualification to issue vocational skill certificates in six categories, such as Electronics Dedicated Equipment Installer and Adjuster (Intermediate), Computer Programmer (Advanced), Drafter (Intermediate), etc.

Organized "Drafter (Intermediate) Skills Class" and "Computer Programmer (Advanced) Skills Class", with a total of 198 people trained and obtaining vocational skill certificates, receiving government subsidies exceeding RMB 340,000.

To strengthen quality awareness among all employees, the Company organized “On-the-Job Skills Competitions” open to all personnel. Competition categories included inspection, semi-finished product assembly, and appearance inspection. Activities were conducted in batches to ensure uninterrupted production line operations while integrating multidimensional evaluation methods to enhance employees’ technical skills and professional competencies.

• A total of 8 skills competitions were held, with 502 participants.

• Following the competitions, 450 items were compiled and added to the competition question bank as resources for future skills training programs.

Enhanced management capabilities and compliance awareness among supervisors at all levels through a combination of mandatory in-plant courses and supervisor experience sharing. Courses were delivered through in-person sessions and synchronized online courses from Taiwan, covering topics such as AI applications, leadership and delegation, RBA and trade security management essentials, and innovative leadership.

A total of 7 sessions were conducted, with 236 participants recorded.

• Designed to help newly appointed department-level supervisors understand their roles and positioning within organizational operations.

• The program includes seven themed training courses, each developed across three dimensions: “workflow × management skills × practical issues”, aiming to systematically build fundamental management capabilities of supervisors, supporting them to achieve smooth transition.

• 5 courses held with 151 total participants and an average satisfaction score of 9.7.

• A total of 32 new supervisors participated, acquiring key competencies such as talent selection, development, utilization, and retention.

• Offered courses in management, general knowledge, production management, and practical application.

• Aimed to enhance the overall competency of team leaders, while strengthening corporate cohesion and competitiveness.

• Kunshan plants: Conducted a four-month foundational training program for team leaders, offering 12 courses with 22 employees successfully completing the program. In addition, a four-day advanced course titled “Lean Production On-Site Management Practitioner” was conducted for outstanding team leaders, cultivating 11 reserve production management personnel with a total of 32 training hours.

• Wujiang plants: Senior manufacturing supervisors were invited to conduct three sessions of the “Practical Management Mindset for Frontline Supervisors” course, with 122 participants and an average satisfaction score of 9.9.

To enhance supervisors’ management competencies in leading internal innovation teams, Coretronic invited managers from startup tech companies to share their entrepreneurial experiences, team leadership strategies, and market deployment insights.

2 seminars held and 205 supervisors participated, with a total training duration of 410 hours.

To better understand future trends, Coretronic invited the Taiwan Institute of Economic Research’s Economic Forecast Center to deliver an analysis of the economic outlook for 2026.

1 seminar held and 365 supervisors participated, with a total training duration of 730 hours.

• Through competency assessments, phased blended learning programs were designed to address employees’ capability gaps. In 2024, digital courses were used to establish foundational sales capabilities, while in 2025, in-person courses focused on key sales competencies. In addition to external instructors, business group supervisors were invited to serve as internal instructors to help employees deepen professional capabilities while passing on practical experience.

• Following the courses, key course content was edited into digital learning materials to establish a reusable knowledge base and expand learning impact.
   

• A total of 4 courses were conducted, with 147 participants and an average satisfaction score of 9.4.

• The courses significantly enhanced participants’ key sales competencies and cultivated well-rounded sales professionals.
   

• Continued updating the “Competency Map” according to business group operational needs to establish the knowledge (K), skills (S), and attitudes (A) required for each role and level, fully applying the framework to recruitment, performance management, and organizational design to establish Company-wide talent management standards.
• Conducted gap analyses for professional and core competencies in R&D, sales, operations, and other functions to precisely formulate personalized learning and development plans.
• Adopted a blended learning model integrating “learning and application”, with courses taught by experienced internal employees sharing practical experience, supplemented by external instructors introducing forward-looking concepts. Upon course completion, employees were required to produce work-integrated action plans, which were reviewed by direct supervisors through on-the-job training to ensure practical application of learning outcomes.
   

• A total of 1,781 courses were conducted, with 17,847 participants and an average satisfaction score of 9.2.

• Training hours were incorporated into promotion requirements, and “job guidance” was clearly established as a necessary condition for employee career development.

• A cross-departmental technical exchange platform was established, with active classroom discussions encouraged. Participant feedback indicated that “the outcomes of classroom discussions can be directly applied to future product design”.

• Conducted specialized training programs in R&D and quality tools to comprehensively enhance employee capabilities and meet customer and market requirements.

• Integrated online and offline resources to provide skill-related courses for manufacturing, quality, R&D, and engineering personnel.
   

• A total of 10 courses were conducted, covering topics such as management system essentials, the five core quality tools, and fundamental VDA knowledge, with 273 participants recorded.

• Learning outcomes were assessed through practical post-course case applications, achieving a 100% qualification rate.

• Aligned with the Company’s technology development strategy to strengthen knowledge sharing and collaboration within R&D teams while providing learning and exchange platforms focused on current technical bottlenecks and innovation needs.

• Through cross-team technical exchanges, facilitated the transfer of experience and technical achievements, enhanced R&D efficiency and innovation capabilities, and showcased the product models and technical achievements managed by each team to stimulate technical exploration and strengthen teams’ ability to grasp technology trends.