Talent Cultivation and Development
Competency Development
All new EGAT employees must complete new employee training. After new employees report for duty, the Human Resources Division, Training Department, and requesting units provide various onboarding programs so that new employees can quickly become familiar with company regulations, job competencies required before work, and department handover training, enabling them to begin work smoothly. The common training system also provides training and testing through E-learning when required by regulations or company-wide course needs, allowing relevant departments or all employees with competency needs to receive timely training in an efficient and convenient format. For employees reaching retirement age or applying for retirement or resignation, EGAT also provides a rehiring system, assigning suitable positions based on expertise and fitness so that professional knowledge and experience can be passed on.
In addition to general new employee training and the common training system, EGAT has three complete training systems: the professional training system, quality competency training system, and leadership management system. Comprehensive training covers maintenance of various aircraft types, required licenses, project development, management competencies, and company regulations to help employees develop capabilities and maximize their effectiveness in their roles. Details, frequencies, and benefits of the three systems are described below.
Professional Training System
Aircraft Type Training
| Course Description | Maintenance personnel from relevant departments receive aircraft type training arranged by the Training Department to increase the number of authorized personnel for each aircraft type and support on-site operations. |
|---|---|
| Frequency / Number of Sessions | Held annually according to the annual training plan |
| Implementation Status | Courses are arranged by the Training Department and maintenance personnel register to attend. |
| Course Benefits | Training courses are planned according to maintenance capacity needs of each department, and personnel training is completed. |
Composite Ultrasonic Testing Practical Training
| Course Description | Non-destructive testing personnel from the Engine Maintenance Department attend training to understand composite ultrasonic inspection techniques. |
|---|---|
| Frequency / Number of Sessions | Held twice on an ad hoc basis in 2025 |
| Implementation Status | Implementation rate: 100% |
| Course Benefits | Meets qualification requirements for non-destructive testing personnel. |
Structural Training
| Course Description | 1. Attend BOEING STRUCTURAL REPAIR FOR ENGINEERS - PART I/PART II in Seattle to strengthen airframe structural repair design capabilities. 2. Attend Boeing training seminars in mainland China to increase professional maintenance knowledge. |
|---|---|
| Frequency / Number of Sessions | Training is arranged annually according to required courses. |
| Implementation Status | Implementation rate: 100% |
| Course Benefits | Strengthens personnel capabilities in airframe structural repair design and professional maintenance knowledge. |
Other Professional Training by Department
| Course Description | Relevant departments arrange maintenance personnel to attend courses according to operational needs to improve professional capabilities. |
|---|---|
| Frequency / Number of Sessions | Each department arranges training annually according to required courses. |
| Implementation Status | Each department assigns personnel to training according to the annual plan. |
| Course Benefits | After completion, professional competence is improved, regulatory requirements are met, and on-site professional capabilities are strengthened, producing good benefits. |
Quality Competency Training System
Training Assigned Based on Department Competencies
| Course Description | Departments cultivate capabilities required to execute work based on project development needs. Related courses are arranged to meet regulatory or competent authority requirements and to develop or maintain professional instructor qualifications. |
|---|---|
| Frequency / Number of Sessions | Each department arranges training annually according to required courses. |
| Implementation Status | Each department assigns personnel to training according to the annual plan. |
| Course Benefits | Trained personnel perform their assigned duties after completing courses according to the training purpose. |
Leadership Management System
Frontline Supervisor Training
| Course Description | The Human Resources Division arranges courses for promoted frontline supervisors to improve management competencies. |
|---|---|
| Frequency / Number of Sessions | Once per year |
| Implementation Status | Good implementation rate |
| Course Benefits | Good benefits; frontline supervisors gain a clearer understanding of their responsibilities after promotion. |
Employee Education and Training Hours Statistics
In 2025, total employee training hours reached 239,565.96 hours, averaging approximately 73.55 hours per person. Male employees averaged 76.74 training hours and female employees averaged 28.00 hours. Employees at all ranks received sufficient education and training. General employees at section chief level and below averaged 75.68 hours of training, while middle and senior managers received 33.49 and 6.76 hours respectively.
Employee Education and Training Hours by Gender
| Item | Male | Female | Total |
|---|---|---|---|
| Total Training Hours | 233,601.19 | 5,964.77 | 239,565.96 |
| Total Employees | 3,044 | 213 | 3,257 |
| Average Training Hours per Employee | 76.74 | 28.00 | 73.55 |
Employee Education and Training Hours by Rank
| Item | Senior Managers | Middle Managers | General Employees | Total |
|---|---|---|---|---|
| Total Training Hours | 223.24 | 3,683.89 | 235,658.83 | 239,565.96 |
| Total Employees | 33 | 110 | 3,114 | 3,257 |
| Average Training Hours per Employee | 6.76 | 33.49 | 75.68 | 73.55 |
Note: The data scope covers active employees as of December 31, 2025. Senior managers are defined as assistant vice president level and above; middle managers are manager level; general employees are section chief level and below.
Performance Appraisal
EGAT has established internal Performance Appraisal Procedures and conducts performance appraisals each March and September. Supervisors evaluate subordinates' routine work performance and attendance, and the results serve as the basis for promotion standards, year-end bonuses, salary adjustments, transfers, and workforce training operations. Different appraisal items are designed for supervisory and non-supervisory levels. To maintain fairness, each employee is independently appraised by two or more supervisors to avoid subjective influence on results. For employees with lower appraisal rankings or poor attendance, interviews provide two-way communication channels to understand employee circumstances, offer assistance, and regularly track follow-up performance, improving employee issues and work performance. In 2025, all employees received regular appraisals, allowing each employee to understand their work performance and adjust work methods and pace in a timely manner.