HLC has always regarded talent as a vital foundation for driving the Company’s sustainable growth. Guided by its annual theme, “Sustainable Operations, Building a High-Value Team,” the Company continues to enhance its diverse and systematic learning and development mechanisms to address the development needs of employees across different competencies, job levels, and career stages. By continuously strengthening professional capabilities and managerial competencies, the Company not only enhances its overall organizational competitiveness but also provides employees with sustained momentum for growth.

To implement and govern its talent development strategy, the Talent Development Committee convenes at least twice each year in accordance with the “Talent Development Committee Charter.” A total of two meetings were held in 2025, with an in-person attendance rate of 100% among committee members. During the meetings, the Committee reviewed the effectiveness of in-person and online courses. It also reviewed the annual budget, training and development policies, learning roadmaps, competency modules, mandatory quarterly regulatory training, and the overall progress of training implementation. These reviews help establish the strategic direction of future talent development and ensure that development resources deliver maximum value.

Learning and Development Framework

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Performance Management and Job Rotation System

To encourage employees to achieve excellent performance and continuous improvement, promotion, salary adjustments, and diverse employee development, HLC has a comprehensive performance evaluation and job rotation system. We conduct employee performance evaluations annually at the end of the year, serving as a crucial basis for supervisors to keep abreast of employees’ performance and development potential.

In 2025, the Company conducted the “Management Competency Course Series for Managers” to enhance the leadership competencies of its management team. For the “Recruitment Interviewing Skills” course, the Company specially invited the head of the Group’s Management Department to serve as the instructor. Participants included supervisors at deputy section manager level and above, and the course effectively strengthened their ability to identify and select suitable talent.

In addition, the “Performance Evaluation Interviewing” course was personally delivered by President Hsieh to all participants. By sharing the practical experience of senior management, the course aimed to help supervisors at all levels conduct effective performance-related communication and improve employees’ satisfaction with evaluation interviews. Both courses achieved strong overall results, receiving an average participant satisfaction score of 4.9 out of 5.

Through performance evaluations, supervisors can provide specific feedback and suggestions to help employees leverage their strengths. For those whose performance does not meet expectations, we arrange for coaching programs to assist them with improvement and growth. In 2025, 100% of eligible employees (totaling 924) completed the annual performance evaluation process.

Industry-Academia Collaboration

Industry-academia collaboration deepens vocational training to enhance workplace adaptability

Since 2022, HLC has partnered with universities, colleges, senior high schools, vocational schools, and vocational training institutions to actively recruit students from vehicle mechanics- related departments as technical interns. The Company is committed to narrowing the gap between education and practical application and helping students become familiar with the working environment and practical skills before entering the workforce. From 2022 to 2025, the Company engaged a cumulative total of 58 interns, demonstrating its long-term commitment to developing technical talent and continuing to cultivate professionals with practical capabilities for the industry. Among them, 10 interns returned to the Company after completing their military service and became regular employees, demonstrating the effectiveness of the Company’s training mechanisms. Through development during their studies and workplace adaptation, the interns strengthened their identification with the Company’s culture and development direction, thereby increasing their willingness to remain with the Company. These employees have become a new source of talent supporting the Company’s stable development and have also strengthened its overall workforce structure and technical capabilities.

Investing in Young Talent: Summer Internship Talent Development Initiative

In 2025, the Company launched the “HAP Summer Internship Program” for the first time. During the three-month recruitment campaign, the Company received 442 resumes and ultimately selected eight interns from seven colleges and universities. Throughout the internship, the interns received support and guidance from their department heads and workplace Mentors. Through practice-oriented learning, the Program helped interns develop professional skills and workplace competencies, strengthening the transition between university and the workplace. The Company also arranged a diverse range of learning activities, including courses on core planning methodologies (e.g., TPS and PDCA), workplace communication courses, and visits to the vehicle auction center and maintenance and repair facilities. These activities helped the interns gain an early understanding of the industry environment and the Company’s corporate culture. At the end of the internship, the interns presented the learning and practical outcomes they had accumulated over the preceding two months. Senior executives were also invited to participate in face-to-face discussions with the interns, facilitating more in-depth, practical exchanges and feedback.