From situational leadership to human-rights inclusion
CHALLENGE
- Construction teams are diverse and work under high pressure. A single management style can create communication gaps, limit development and weaken retention.
- Technical, safety and sustainability requirements also evolve rapidly. In 2025, 526 migrant workers were key project partners and could face language, adaptation, mental-health and cultural challenges.
- The Company continues to invest in adaptive leadership and lifelong learning while strengthening migrant worker care and human rights risk manage-ment, fostering a respectful, supportive, and secure workplace for all employees.
OUR ACTIONS
1. Strengthen adaptive leadership
Build on M.A.P assessments with situational leadership and “performance x satisfaction” indicators, shifting managers from directive to coaching styles.
2. Support lifelong learning
Subsidize short courses, professional certifications and master’s/doctoral study, generally covering 80% of fees.
3. Deepen migrant-worker care and human-rights governance
Held two migrant-worker care events in 2025 and launched HRDD with external resources from Aug 2026, covering employees, migrant workers and suppliers.
RESULTS
HIGHLIGHTS
Participant Reflection – Associate Vice President Tsung-Yu Lee
This leadership program was a valuable opportunity for management reflection. From the M.A.P. assessment to role-playing exercises, I learned to better understand team members and inspire initiative by asking more questions and giving fewer answers. Great leadership is not about making everyone the same, but helping each person thrive through adaptive guidance.
Participant Reflection – Associate Vice President Chih-Sheng Lin
The communication module taught me the value of “clarifying facts and showing care.” As senior managers, we often give instructions but overlook deeper communication. Through active listening, I learned to better understand employees’ challenges and build respectful dialogue, significantly improving team collaboration.