On the morning of July 19, 2021, the "Matsui Group Talent Development Project Topic Research Launch Conference" was held in the conference room on the fifth floor of the R&D building. A total of 21 people attended, including Jason, the Executive Vice President of the company, Andrew, the Director of the R&D Center, Linda, the Director of the Management Center, the zero-brand consultant, the first batch of research personnel, and topic mentors. The convening of this meeting signifies that the company's talent development project has transitioned from the foundational construction phase of competency model building, learning map planning, and talent assessment to the practical phase of talent development models. The talent development model of the research topics adheres to the concept that "knowledge relies on the classroom, skills rely on training, and abilities rely on topics," aiming to break the status quo and solve specific issues through topic tackling, thereby allowing the research subjects to gain experience and enhance their abilities.

Since the talent development system construction project was launched in November 2020, after preliminary research and multiple discussions with mid-to-senior level managers and core backbones of the R&D/marketing sectors, phase results have been produced, including: Matsui Competency Dictionary, Job Competency Model, Learning Maps for Marketing/R&D/Application Sectors, Core Key Position Assessment Results, and Talent Nine-Box Grid.

Based on the results of the preliminary core key position assessments and the output of the Talent Nine-Box Grid, the company selected 8 high-potential talents, namely Jerry Chen, Patrick Ding, Steven Xiong, Damon Chen, Glenn Hu, Paul Xie, Jack Wang, and Ando Du, as the first batch of training subjects. Under the guidance of the zero-brand consultant and mentors for one month, the 8 research personnel completed the selection of topics and reports for their projects. At the project launch conference, each research personnel explained their selected topics in turn and received on-site guidance from the zero-brand consultant, topic mentors, center directors, and the Executive Vice President, providing everyone with a clearer understanding of the topic analysis, goals, and plans, thus ensuring the advancement and implementation of subsequent research topics.

At the end of the meeting, the Executive Vice President Jason summarized and pointed out:

1. Talent development work is an important management activity at the organizational level, and managers at all levels must attach great importance to it, achieve high unity in awareness, and plan comprehensively;

2. Research subjects need to closely align their projects with their work, base them on their own positions, clarify the relationship between topics and ability enhancement, and find effective methods and measures to ensure the achievement of project goals, enhancing both personal abilities and job performance;

3. Topic mentors should clarify the original intention and significance of the topic research, provide in-depth one-on-one guidance to research personnel, clarify the standards for assessing ability enhancement after the topic concludes, and effectively fulfill the responsibilities of topic mentors.

Talent development is a continuous and gradual process, not something that can be achieved overnight. Topic research is currently a leading and innovative method for talent development in enterprises. Through phased special topic research, while specifically enhancing personal abilities, it can also explore effective models suitable for the company's talent development, establishing a talent development mechanism with Matsui characteristics. The company will also summarize and refine experiences based on the results of the first batch of training subjects and continue to carry out the second and third batches of topic research talent development projects, laying a solid talent foundation for the company's development.