Sustainable Goals
With sustainable development strategy as the foundation, FENC established short-term (2027), mid-term (2030) and long-term (2035) targets with tracking mechanism on the yearly progress, taking steady strides toward sustainable development goals.
Optimizing Employee Care
Establishing International Talent Acquisition Database
Protecting Human Rights
Cultivating Sustainable International Management Talents
Zero Occupational Injuries for Employees and Contractors
Zero Occupational Illnesses for Employees and Contractors
Zero Fire and Chemical Leakage
Sustainable Supply Chain
Action Plan
- Conduct regular employee satisfaction surveys and establish improvement plans for implementation
- Customize health management mechanisms to provide mental health support for expat employees
- Create an employee development and care system and conduct career interviews based to address individual needs
- Establish skills certification systems with regular review over promotion criteria
2025 Progress
- Partnered with professional organizations to provide employee care and counseling
- Conducted global employee satisfaction surveys
- Conducted needs assessments and continued providing health checkups for expatriate employees
- Developed comprehensive training and development resources to support employees’ growth and career development
Annual Target
2025
- Optimize employee care programs
- Reinforce the assistance for expat employees
- Focus on employees’ career development needs
2026
- Expand employee assistance programs and provide preventative mental health support
- Continue conducting global employee satisfaction surveys with refinement and recalibration with global benchmark corporations as examples
2027
- Optimize employee care programs
- Strengthen support measures for expatriate employees
- Focus on employees’ career development needs
- Establish a tracking and feedback mechanism to ensure tangible improvements addressing employee feedback
2030
- Create a long-term mechanism to improve employee well-being
- Establish a comprehensive health management system for expat employees
2035
- Continue optimizing employee care measures
- Cultivate an attractive and highly engaged workplace environment
Action Plan
- Combine the talent information of the operating bases in various regions
- Integrate training records, professional certifications, and project achievements
- Support key executive rotations and align them with long-term Individual Development Plans (IDPs)
2025 Progress
- Leveraged the talent pool for data analysis as a decision-making reference for organizational consolidation and the optimization of human resources allocation
Annual Target
2025
- Enhance visual presentation and provide reference information to supervisors for the planning of corporate development
2026
- Upgrade the recruitment system and establish an external talent pool
2027
- Expand intelligent applications for the recruitment system and create recruitment analysis dashboards and AI-generated tools for open positions
2030
- Expand the database and construct a global talent pool to include FENC’s worldwide locations
2035
- Continue to incorporate talent evaluation resources to support the sustainable
- Develop a succession team with a global vision
Action Plan
- Conduct human rights due diligence on a regular basis
- Ensure the consistency of personnel regulations, work rules, and codes of conduct and compliance with international human rights requirements across FENC’s global sites
- Fully implement risk mitigation and remediation measures and address each grievance claim properly to continue risk reduction
2025 Progress
- Promoted and implemented the zero-fee policy at all production sites in Taiwan in accordance with international regulations
- Continued implementing human rights protection measures on par with international human rights requirements with consistency throughout FENC’s global locations
Annual Target
2025
- Conduct on-site plant inspections to address salient risks
2026
- Revise FENC Human Rights Policy
- Include the scope and content of human rights due diligence from Taiwan and the EU
- Expand the human rights due diligence to cover FENC subsidiaries
2027
- Incorporate systematic human rights risk management mechanisms to complete risk classification and data-driven management at FENC’s global locations
2030
- Ensure all human rights are respected with high standards across FENC’s global sites
2035
- Raise human rights awareness from the inside out and establish a human rights paradigm for the supply chain
Action Plan
- Continue enriching the curriculum of the FENC Digital Academy to connect the learning paths across various positions, provide employees with digital resources accessible at all times and enhance a culture of self-education
- Implement training programs to cultivate managers at FENC’s overseas locations, strategically developing local management talent through practical training for succession planning at all FENC sites
2025 Progress
- Trained 53 local managers and 137 Taiwanese managers with international leadership capabilities at FENC’s overseas locations
- Pass down sustainable business philosophies and experience with a total of 500 internal knowledge courses
Annual Target
2025
- Establish a talent training system to pass down and manage the knowledge and lessons learned
2026
- Boost the percentage of local key talent at FENC’s overseas locations trained for managerial positions by 25%
- Develop a talent pipeline of 100 Taiwanese for management positions
2027
- Construct a talent development system to pass down and manage the knowledge and lessons learned
2030
- Establish a talent pool for international management and leadership
2035
- Cultivate an international management succession team
Action Plan
- Conduct pre-selection due diligence and include criteria such as zero occupational disasters and zero pollution.
- Implement supplier management with measures such as adding safety evaluations into selection indicators and preparing the supply chain risk response plan.
- Management measure regarding transport suppliers: Unscheduled audits
- Conduct training and outreach campaigns.
2025 Progress
- Average occurrence(s) at each business site: 2.7
Annual Target
2025
Occurrence(s) at each business site: ≤1
2026
Occurrence(s) at each business site: ≤1
2027
Occurrence(s) at each business site: 0
2030
Occurrence(s) at each business site: 0
2035
Occurrence(s) at each business site: 0
Action Plan
- Protect employees from exposure to chemical, physical or ergonomic hazards while on duty.
- Conduct general health checkups and specialized health exams for employees whose tasks involve special health hazards.
- Provide on-site employee health services.
- Implement health promotion programs.
2025 Progress
- Occurrence(s): 0
Annual Target
2025
Occurrence(s): 0
2026
Occurrence(s): 0
2027
Occurrence(s): 0
2030
Occurrence(s): 0
2035
Occurrence(s): 0
Action Plan
- Enact safety management measures regarding hazardous chemical discharge.
- Conduct audit/inspection projects targeting occupational safety and health as well as fire safety and environmental protection.
- Perform regular equipment maintenance and optimization, including hardware and software improvements.
- Conduct risk ranking projects.
2025 Progress
- Occurrence(s): 1（Note）
Annual Target
2025
Occurrence(s): 0
2026
Occurrence(s): 0
2027
Occurrence(s): 0
2030
Occurrence(s): 0
2035
Occurrence(s): 0
Note: One gas explosion incident occurred at Hsinpu Chemical Fiber Plant in 2025.
Action Plan
- Conduct supplier engagement through multiple channels to improve sustainability awareness.
- Increase green procurement each year.
- Country-specific risk, sector-specific risk, commodity-specific risk and ESG aspects are considered in the company's screening process for significant suppliers.
- Plan and implement ESG performance improvement plans for suppliers.
- Conduct ESG campaigns and training for suppliers and buyer.
2025 Progress
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 98%.
- Reach a 100% completing rate for the supplier ESG assessment among critical suppliers
Annual Target
2025
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 96%.
- Reach a 100% completing rate for the supplier ESG assessment among critical suppliers and phase up the scope of implementation each year
- Propose ESG performance improvement plans for critical suppliers
2026
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 97%.
- Reach a 100% completing rate for the supplier ESG assessment among critical suppliers
- Propose ESG performance improvement plans for critical suppliers
2027
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 98%.
- Reach a 100% completing rate for the supplier ESG assessment among critical suppliers
- Implement ESG performance improvement plans for critical suppliers
2030
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 100%.
- Reach a 100% completing rate for the supplier ESG assessment among critical suppliers and phase up the scope of implementation each year
- Elevate performance of significant suppliers
2035
- Percentage of suppliers signing Supplier Corporate Social Responsibility Commitment Statement: 100%.
- All suppliers’ ESG performance in line with the Company’s sustainability development goals
Note: “Critical supplier” refers to the supplier of FENC’s main raw materials and suppliers reaching NT$1 million in a single transaction with the main procurement unit within the reporting year.
