ENGAGEMENT

_{Main Aspects}

_Target

_{2024 Highlights}

_{Developing Managerial}

_{and Professional Talent}

_{To develop managerial}

_{and professional talent}

_{needed for the era of}

_{digital transformation}

_{▶ Ground-Up Development: 3E Learning Program for New Business Employees with
Mentorship Support}

_{FET has implemented a one-year progressive training and internship program based on the 3E
learning model—Education, Experience, and Exposure. This model is integrated into four core
modules: business sales skills, core telecommunications products and services,
new economy solution offerings, and sales process/system operations.
The program is supported by a structured mentorship system, where each new hire is paired
with a dedicated mentor who provides business guidance and support.
This ensures a systematic learning process throughout the Boot Camp program,
helping new employees smoothly advance in their career development.}

_{▶ Leadership Development: Zero Defect Program for Continuous Improvement Among
Management}

_{In response to the rapid changes of the digital era, FET embraced the philosophy that “it is
better to prevent errors from the start than to manage crises afterward.” In 2024, the Company
introduced and began promoting the concept and mindset of “Error-Free” A total of 284
managers from leadership and key technical units completed 2-to-3-day training courses,
accumulating a total of 10,710 training hours.
The average post-training satisfaction score reached 4.84.Subsequently,
trained managers led three online sharing sessions, attended by 331 participants, with an
average satisfaction score of 4.86.
The Company has continued to embed the Error-Free methodology through organizational
optimization, form management, and process redesign.}

_{▶Personalized Learning: Enhance self-learning and digital transformation growth}

_{includes soft skills, knowledge of industry trends, and technical expertise.
In 2024, a total of 5,309 course enrollments were recorded, with an average satisfaction score
of 4.62— an increase of 0.14 points compared to the previous year—and a course completion
rate of 90%.To further enrich learning experiences, FET continued to offer a diverse range of
formats, including a digital library for e-books, podcast-based microlearning,
and book clubs for group learning. A monthly learning development newsletter was also
published to help employees make effective use of learning resources, enhance their skills,
and foster a strong organizational learning culture.}

_{▶Continued Promotion of Manager Training Programs}

_{To support professionals transitioning into supervisory roles and to help newly appointed
managers succeed, FET developed preparatory courses covering key managerial
competencies, including internal control and audit concepts, delegation, coaching,
and decision-making. The effectiveness and feedback of the program are reviewed annually.
As of 2024, eight rounds of training have been completed, with a total of 233 managers
trained and an average course satisfaction score of 4.9.}

_{Main Aspects}

_Target

_{2024 Highlights}

_{Becoming Diverse}

_{Learning Partners}

_{Construct physical and online}

_{learning channels through}

_{internal experts to transform}

_{into a learning organization}

_{▶ Knowledge Creation: Empowering Internal Instructors as a Key Training Force}

_{Since 2021, including the third round of instructor recruitment and training launched in 2023,
FET has developed over 60 internal instructors who have delivered nearly 300 courses.
These courses cover topics such as workplace effectiveness (e.g., presentation skills,
communication, and coordination), industry trends aligned with the “Big, AI, and IoT”
model, and technical skills and technical skills including VBA, RPA, and Tableau.
In 2024, more than 1,700 employees completed training delivered by internal instructors,
totaling approximately 4,500 training hours. The average satisfaction score reached 4.8.}

_{▶ Knowledge Diffusion: Advancing Internal and External Training Initiatives}

_{Building on the three-year strategic focus on digital transformation,
FET continued in 2024 to offer training programs accessible to all employees, including
contract and temporary staff. These programs focused on three key areas: strengthening
workplace effectiveness, understanding industry trends, and advancing technical expertise.
A total of 43 courses were conducted across 81 sessions, co-delivered by both internal and
external instructors in both physical and online formats. The courses attracted 4,326
participants, with an average satisfaction score of 4.84.}

_{▶ Cultural Education: Promoting Core Values and Annual Cultural Priorities through
Training and Public Recognition}

_{To promote a positive corporate culture and cultivate an energetic and innovative organization,
FET offers training programs each year to all employees, including contract and temporary
staff. One such course is “Zero Workplace Discrimination and Sexual Harassment Awareness,”
which covers the implementation of non-discriminatory practices, the creation of a diverse,
equal, and inclusive workplace, and the development of multicultural sensitivity.
In 2024, a total of 5,285 employees completed the training, contributing to 2,980 training hours.
The course aims to foster a work environment where everyone is respected and valued,
regardless of cultural or personal background. In addition, by nominating employees for
their acts of kindness and innovative contributions,
FET emphasized its 2024 cultural focus: empathy, mutual care, and altruism.
Through initiatives such as the FET Heart Award, FET Innovation Award, and Far Eastern
Spirit Award, outstanding employees were publicly recognized. These efforts encourage
behaviors aligned with the Company’s core values and reinforce a shared cultural
identity and team excellence.}

_{▶ Three Retirement Stations: A Task Force Initiative to Support Ideal Retirement Planning}

_{Rooted in FET’s core value of “Care,” the Company launched a
retirement life planning initiative tailored to employee needs. The program established three
key resources—“Retirement Info Station,” “Retirement Preparation Station,”
and “Retirement Connection Station”—to assist employees in organizing and
preparing for retirement or post-retirement transitions.
Employees can access practical retirement knowledge through information portals and attend
in-depth seminars covering a range of retirement-related topics. Even after retirement,
FET remains connected with former employees. Future plans include inviting those with
special expertise to return as instructors, creating a diverse learning ecosystem that supports
employees in designing their ideal retirement lifestyle.
If employees have other career development plans or are required to leave their current
positions due to violations of relevant regulations, they may consult with or seek guidance
from the Human Resources Department. Severance pay based on years of service will be
provided in accordance with company policies.}

_Encouraging

_{Innovation and}

_{Skill Inventory}

_{Promoting digital}

_{transformation and}

_{innovation based on the}

_{Big data/AI/IoT”}

_{▶ Promoting the Strategy: Training Programs Aligned with the “Big, AI, and IoT” Model}

_{To advance its strategic goals under the “Big, AI, and IoT” model,
FET organized a series of training programs delivered by both internal and external instructors.
These courses covered topics such as artificial intelligence (AI), programming software,
data science, information security, and cloud technologies.In 2024, a total of 39,451 employee
training enrollments were recorded, with cumulative training hours reaching 46,957.
Through these programs, FET supported employees in enhancing their knowledge and skills
in key technological domains.}

_{▶ Digital Transformation: Leveraging Digital Tools and Team Networks to Promote Innovative
Work Models.}

_{FET continues to offer training programs on digital transformation and AI literacy
for all employees, including contract and temporary staff. These courses aim to deepen
employees’ understanding and application of AI tools. Initiatives such as the Power Platform
Hands-on Workshop, Innovative Work Model Presentation,
and the COS Copilot Innovation Competition were launched to encourage practical
AI integration in the workplace. Notably, the COS Copilot Innovation Competition showcased
an annual reduction of 4,296 hours of manual work across tasks such as report generation,
email dispatch, and list verification, highlighting the effectiveness of digital adoption.
To further support collaboration and problem-solving, FET also launched the
“Copilot Knowledge Hub,” an online platform where employees can post questions,
share solutions, and engage in real-time discussions. Topics range from Power Automate
to Copilot-related inquiries. Whether the issues are technical or operational, dedicated
experts provide timely guidance to help employees resolve problems efficiently.
In support of sustainability goals, FET introduced the inaugural Digital Sustainability
Elite Development Program in which 65 employees completed a total of 2,340 training hours.
Through this program, employees learned how to evaluate supplier sustainability risks and
document the assessment process using a digital platform. Automated system-generated
results reduced manual processing time by at least 1,000 hours and improved operational
efficiency by over 50%, with survey return rates reaching 80%—a 60% improvement compared
to the pre-digital process. Graduates of this program served as external auditors, saving the
Company approximately NT$3.4 million in external audit fees. This initiative not only reinforces
FET’s ESG commitment internally but also supports the creation of a sustainable supply chain
and promotes industry-wide advancement.}

_{▶Innovation Culture: Encouraging Boundary-Breaking and New Possibilities}

_{FET launched its first-ever “Innovation Exploration Workshop,”
with 47 employees completing the five-week training program. The total training hours
exceeded 3,102, and 22 topics were explored, spanning fields such as transportation,
long-term care, pets, entertainment, and travel.The workshop drove internal innovation by
strengthening employees’ lean thinking and challenging habitual thought patterns.
Innovation is a core value at FET, and by promoting a culture of innovation, the Company
continues to grow and advance sustainable development.}

_{▶Professional Skills and Certification Mapping: Building and Analyzing Role-Based Data}

_{FET completed the development of a professional skills
database and dashboard for project management personnel in the enterprise customer division.
The resulting data serves as a key reference for individual career development, talent selection
and deployment, as well as for planning training resources.In addition, the Company utilizes
a digital learning system to conduct inventory and management of professional certifications,
enabling departments to monitor certification coverage and arrange relevant training programs.}