Health of every employee is valued with prevention and promotion measures

WT currently has a full-time health manager in Taiwan to plan and promote employee health management‭. ‬In addition to providing health check consultation and advice to employees‭, ‬doctors are also invited to the company every month for medical consultation services‭. ‬

 

Employees are entitled to a health check expense subsidy once every year‭, ‬which is better than required by the laws and‭ ‬regulations‭. ‬There is also a flexible accumulation system‭, ‬allowing employees to choose from a wider range of checkup items with the amount accumulated for up to two years‭. ‬In the middle of 2021‭, ‬due to a severe COVID-19‭ ‬outbreak‭, ‬the annual health checkup program was suspended in order to protect the safety of employees‭, ‬so the annual health checkup rate was a relatively low of 28%‭. ‬In 2022‭, ‬as the COVID-19‭ ‬situation improved‭, ‬it was resumed after evaluating and considering a number of matters‭, ‬and the checkup rate was as high as 83%‭.‬

 

A variety of health checkup packages‭ (‬such as cardiovascular programs‭, ‬gastroenteroscopy programs‭, ‬etc‭.) ‬were planned and provided to employees to choose from‭. ‬After the health checkup‭, ‬a professional team will analyze and explain the report‭, ‬define management standard by health checkup result levels‭, ‬and give appropriate treatment accordingly‭; ‬Level 1‭ ‬is normal‭, ‬Level 2‭ ‬will be given occupational health education guidance‭, ‬Level 3‭ ‬be given occupational medical consultation and health education‭, ‬and Level 4‭ ‬be referred to specialized medical attention or treatment after an occupational medical interview‭.‬

 

The epidemic situation in 2022‭ ‬was still not taken lightly‭. ‬Continuous environmental disinfection operations and epidemic prevention safety and health management were still the top priorities‭. ‬In addition‭, ‬free Oriental Influenza Cell Culture Vaccines were‭ ‬offered to 323‭ ‬individuals‭. ‬The health lectures which used to be held in-person were video-recorded and put on the online education and training platform for employees to learn healthcare and well-being knowledge‭. ‬To assist employees who were ill with COVID-19‭ ‬or under inconvenient quarantine‭, ‬care boxes were offered‭, ‬and a dedicated person was appointed to provide necessary assistance during the period‭. ‬Since June 2022‭, ‬448‭ ‬boxes have been sent out‭ (‬as of February 2023‭). ‬Each office has an emergency contact person‭, ‬who was appointed to provide effective first aid instructions in case of emergency‭. ‬Otherwise‭, ‬there are blood pressure gauges available at designated locations to look after the health of employees at any time‭. ‬WT also put in place multi-functional classrooms exclusively accessible by employees‭, ‬and organizes various sports courses to encourage employees to develop good‭ ‬exercise habits‭, ‬and enhances their awareness of self-health management‭.‬

 

In 2023‭, ‬physical therapists are planned to be invited on-site every quarter to provide guidance on the prevention of ergonomic‭ ‬hazards‭, ‬dress and bandage in the case of muscle soreness and discomfort after exercise‭, ‬and give advice on how to exercise correctly‭. ‬The frequency of on-site visits will be increased subject to the needs of employees‭.‬

Four major plans for employee health protection

Maternal health protection program

WT Taiwan employees‭, ‬including cleaning and other contractors‭, ‬are all eligible for WT’s four major health protection plans‭. ‬There is no shift or night work‭. ‬In addition to maternity inspection leave‭, ‬employees are entitled to maternity leave and parental‭ ‬leave as specified by the laws and regulations‭. ‬The Maternal Health Protection Plan was introduced to ensure the childcare-work‭ ‬balance for female employees‭. ‬The Plan provides dedicated nursing rooms‭, ‬professional health and safety consultations during pregnancy‭, ‬postpartum and lactation periods during maternal health protection‭, ‬as well as priority parking spaces and other maternity-friendly work environment measures‭. ‬In addition‭, ‬related publications in the reading area are available for borrowing‭, ‬such as Mombaby‭, ‬Parenting magazines‭, ‬etc‭..‬

Prevention of abnormal workload-triggered diseases

In order to avoid abnormal workloads‭, ‬supervisors at all levels are required to take the initiative to care for the labor conditions of employees‭. ‬Any health problems may be reported to the health manager for assistance and care‭. ‬Health consultation and abnormal workload assessment are available during the monthly doctor consultation service‭.‬

Illegal infringement prevention‭

WT posts related announcements in the workplace‭, ‬and clearly stipulates the complaint hotline and dedicated e-mail in the work rules‭. ‬If an employee is sexually harassed‭, ‬stalked or illegally violated in the performance of duties‭, ‬a complain may be filed‭. ‬In order to protect the rights and interests of the complainant‭, ‬the person who accepts the complaint will handle it in a confidential manner‭, ‬and will not disclose the name of the complainant or other relevant information sufficient to identify the complainant‭. ‬the person receiving the complaint shall make a written record of the handling of the case‭, ‬and follow the guidelines for‭ ‬the prevention of illegal infringement in the performance of his or her duties‭. ‬The relevant proceeding records shall be kept for three years‭.‬

Prevention of ergonomic hazards‭

The nature of WT’s work is mainly static work in the office area for a long time‭, ‬which may have impacts on chronic muscle‭, ‬fascia‭, ‬and intervertebral discs‭. ‬WT provides employees with adjustable desks and chairs to reduce the risk of such ergonomic hazards‭. ‬The workstation can be adjusted according to individual needs‭, ‬so that workers can work according to correct vision and healthy posture‭. ‬There are also standing rest office areas to reduce sitting time‭. ‬In addition‭, ‬seven robot vacuum cleaners were purchased for the cleaning staff to reduce repetitive gestures‭.‬

 

Relevant awareness posters have been posted on the health bulletin board on each floor‭. ‬Professional physical therapists are planned to be invited to provide one-on-one consultation and health education in 2023‭ ‬to adjust incorrect posture‭, ‬relieve discomfort‭, ‬and provide treatment when necessary‭, ‬such as fastening to relieve pain from carpal tunnel syndrome‭.‬

Health promotion

WT organized a weight loss game from March to May 2017‭ ‬which was participated enthusiastically by a total of 197‭ ‬individuals and‭ ‬46‭ ‬groups‭. ‬The game lasted for three months and saw a total of 534‭ ‬kilograms lost‭. ‬Encouraged by the success in 2017‭ ‬and in response to the impact of the epidemic on lifestyle and pace in recent years‭, ‬WT decided to organize another weight loss game and offer more competitions and prizes‭, ‬so that employees can improve their health and physical fitness through the weight loss event‭.‬

 

A series of weight loss activities were held from October 2022‭ ‬to January 2023‭. ‬During the 15-week game period‭, ‬weekly challenge‭ ‬tasks were offered with point collection activities‭, ‬healthy exercise courses‭. ‬Those who achieve good results every week received healthy meals for one week‭, ‬and those who achieve the goals will receive points to be collected‭.‬

During the weight loss‭, ‬due to the gradually increased difficulty of the task challenges‭, ‬many contestants had the idea of giving up‭. ‬However‭, ‬every time they gathered for weighing‭, ‬they cheered each other up‭, ‬shared experiences‭, ‬and exchanged weight loss‭ ‬tips‭. ‬Heartwarming and vying at the same time‭, ‬the game increased interaction and communication among employees‭. ‬The contestants‭ ‬hung on in until they saw the amount of weight lost from the weighing scale with a sense of achievement‭. ‬Some people were moved‭ ‬to tears when they saw their own photos before and after weight loss on the results day‭. ‬The weight loss game came to a perfect‭ ‬ending with vigorous rounds of applause‭.‬

 

The game strives for healthy weight loss and effective fat loss‭. ‬In order to allow employees to lose weight and fat step by step‭, ‬professional coaches were commissioned to design exercise courses‭, ‬which include systematic aerobic exercise and muscle strength training for muscle gain and fat loss‭. ‬The contestants were also provided dietary advice and physical sculpture guidance in accordance with personal physical conditions‭.‬

 

Several award winners mentioned in their testimonials that they successfully lost weight thanks to their own willpower and perseverance‭, ‬as well as mutual encouragement among employees‭, ‬and that healthy diet and proper exercise are the only ways to lose weight‭.

 

‬Apparently‭, ‬the weight loss game not only achieved the goal of health promotion‭, ‬but also enhanced the revolutionary sentiment among employees‭. ‬Health is more than the decreasing readings on the scale at the end of the game‭, ‬but a matter of long-term‭ ‬struggle‭.

 

‬Therefore‭, ‬a‭ “‬Persistence Award‭” ‬was put in place for those who maintained health without regaining weight‭. ‬The game‭ ‬had a limited time and incentives‭, ‬but it is WT’s relentless pursuit to keep every employee healthy‭. ‬The game was participated by a total of 423‭ ‬individuals and 85‭ ‬groups from the Taiwan headquarters‭. ‬By the end of the game‭, ‬the total weight loss was 890‭ ‬kg‭. ‬The number of participants and total weight loss have both increased significantly compared to 2017‭.‬

 

Hazards are prevented to create a safe and safe workplace for employees

WT adheres to the occupational safety and health‭ (‬OSH‭) ‬policy of‭ “protecting employees and preventing hazards‭”. ‬It put in place‭ ‬an OSH system pursuant to the provisions of the Occupational Safety and Health Law‭, ‬and appoints OSH managers‭, ‬fire protection administrators‭, ‬first-aid personnel‭, ‬etc‭. ‬In addition‭, ‬an OSH Committee was established in accordance with the laws and regulations with members including OSH managers‭, ‬heads of departments‭, ‬supervisors‭, ‬command personnel‭, ‬OSH-related technical personnel‭, ‬medical personnel engaged in labor health services‭, ‬and labor representatives‭. ‬The employee representatives account for 30%‭ ‬of the Committee members‭, ‬and four meetings in total were held in 2022‭. ‬Regular analyses are performed to identify potential risks and possible hazards of operations in the work environment‭. ‬The work safety operation flow chart is reviewed for hazard causes‭, ‬in‭ ‬order to classify possible hazards and prevent them so as to achieve the goal of zero disasters‭.‬

Facilities can not be activated until passing strict safety compliance assessment‭.‬

Before construction starts‭, ‬WT always conducts a complete safety assessment‭, ‬requires the signing of a safety and health commitment letter‭, ‬and plans emergency exit routes instructions and indicators‭, ‬fire protection facilities‭, ‬surveillance equipment‭, ‬fire and security alarm systems‭. ‬User license will not be issued until all the specifications are met‭.‬

Zero accidents were recorded for three consecutive years‭.‬

In 2022‭, ‬no disabling injuries were reported from any of WT’s operating bases in Taiwan‭. ‬Therefore‭, ‬the occupational injury deaths‭, ‬disabling injuries‭, ‬total case incident rate‭ (‬TRIR‭), ‬and lost time injury rate‭ (‬LTIR‭) ‬were all zero‭. ‬No work-related injuries were reported among suppliers and contractors who worked in WT’s offices or logistics centers either‭, ‬with thus 0‭ ‬TRIR and LTIR‭.‬

Regular drills and training are held to strengthen employees‭’ ‬safety awareness and crisis management‭.‬

In order to ensure that all employees are familiar with OSH laws and regulations and the company’s safety and health management‭ ‬mechanism‭, ‬WT Taiwan regularly conducts safety-related training and drills‭. ‬Refresher training is scheduled for OSH managers‭, ‬fire protection administrators‭, ‬and first-aid personnel in accordance with the laws and regulations‭.‬

Risk prevention has been properly planned with adequate security inspection measures‭.‬

Pursuant to fire protection laws and regulations‭, ‬WT has installed adequate protective facilities in the workplace‭, ‬divided fire‭ ‬prevention management into zones‭, ‬and appointed responsible employees on each floor to conduct a periodic key-point inspection‭ ‬every month to prevent accidents from happening‭. ‬Relevant persons are sent to participate in the fire drill and training held by‭ ‬the management committee every year to be informed of the Park’s emergency exit and evacuation plan‭. ‬A third-party fire protection institute is commissioned to carry out maintenance and reporting‭, ‬and a fire protection job assignment and drill is organized in March and July every year to strengthen all employees‭’ ‬emergency evacuation and response capabilities‭. ‬In 2022‭, ‬a night-time security patrol routine by dedicated personnel was introduced to check that unnecessary power supplies and lights in the office are turned off at night‭. ‬The three logistics centers‭ (‬Taiwan‭, ‬Hong Kong‭, ‬and Shenzhen‭) ‬have all completed the fire extinguisher demonstration and hands-on training‭, ‬and conducted fire drills‭.‬

A work environment of mutual trust and respect between employers and employees is created through communication and trust

WT values the welfare and rights of its employees and actively promotes harmonious relations between management and labors‭. ‬Work‭ ‬rules and various management regulations have been formulated in accordance with the Labor Standards Act and relevant laws and‭ ‬regulations‭, ‬and the Code of Practice for Sustainable Development has also been formulated to specify the rights and obligations‭ ‬of both employers and employees in management matters‭, ‬so that employees can fully understand‭, ‬comply with‭, ‬and protect their legitimate rights and interests‭. ‬In the case of any major changes in the operating conditions that may affect employees‭’ ‬rights and interests or work environment‭, ‬WT informs employees within the statutory minimum notification period in order to protect employees‭’ ‬rights and interests‭.‬

People-oriented management philosophy

Human rights risk assessment is implemented to‭  ‬create a suitable work environment

WT follows international human rights conventions and initiatives such as the Universal Declaration of Human Rights‭, ‬the United‭ ‬Nations Global Compact‭ (‬UNGC‭) ‬and the Declaration of Fundamental Principles and Rights at Work issued by the International Labor‭ ‬Organization‭ (‬ILO‭). ‬We have formulated a Social Policy and Code of Conduct‭, ‬which was signed by the Chairman and published on the company’s official website as a standard for all employees‭, ‬clients‭, ‬suppliers and other stakeholders to follow‭.‬

 

In 2022‭, ‬a human rights risk assessment covering 13‭ ‬items in five categories was carried out at WT headquarters in Taiwan and found no high-risk employees‭. ‬In addition‭, ‬WT continues to raise the awareness of human rights issues for all employees through various education and training mechanisms‭, ‬including education in pre-employment orientation for new employees‭, ‬and through the WT‭ ‬e-Learning Academy‭, ‬where employees can browse relevant online courses at any time‭. ‬A total of one human rights education and training was offered to new hires in 2022‭, ‬and 206‭ ‬of the 206‭ ‬employees required to take the training have completed the training‭.‬

 

Multiple channels are put in place for smooth communication

WT provides a good platform for communication so that all relevant parties can access the stakeholders‭’ ‬section on the company’s‭ ‬official website‭. ‬Employees may express their opinions to HR via email‭, ‬telephone calls or in writing to communicate with the company in two-way with regard to problems or concerns they encounter in work systems and environments‭. ‬Each responsible unit will properly handle and provide feedback or improvement solutions to achieve effective communication‭.‬

 

In addition‭, ‬regular executive and departmental meetings are held‭, ‬and employees are kept informed of operational changes that may have a significant impact on them by means of announcements‭. ‬As of now‭, ‬employees‭’ ‬rights and interests are well protected and there have been no major employer-employee disputes or negotiations‭. ‬With good communication and interaction between the two parties‭, ‬it is believed that a harmonious labor relations in the future will sustain‭.‬

Excellent incentive system is in place to maximize value of talents

Gender equality is ensured and gender distribution by function optimized in workplace‭.‬

WT respects gender fairness and equality in pay‭. ‬Nevertheless‭, ‬an analysis of the existing employee makeup found that male employees are mostly in business positions‭, ‬which have a reward system for performance bonuses‭, ‬or in application engineering related‭ ‬positions‭, ‬which also have a higher pay due to the external salary benchmark‭; ‬while female employees are mostly in logistics positions providing support for operations‭. ‬The gender difference in salary is mainly caused thus by different reunification structures for different functions‭. ‬WT will continue to improve the gender ratio of STEM‭ (‬technology‭, ‬engineering and other occupations‭) ‬and optimize the gender makeup of all functions to close the gender pay gap‭.‬

Variable performance bonuses are distributed to share surplus results‭.‬

In addition to providing employees with market-competitive fixed salaries‭, ‬WT designs quarterly‭ (‬or annual‭) ‬variable performance‭ ‬bonuses based on the overall operation profile‭, ‬the achievement of departmental goals‭, ‬individual performance and the nature of‭ ‬duties under consideration‭, ‬so as to share operational achievements with employees and motivate them‭. ‬WT also offers long-term‭ ‬incentives‭, ‬with deferred compensation linked to the company’s long-term performance‭, ‬to senior managers and key personnel‭. ‬In the past four years‭, ‬the average salary of full-time employees who were not in executive positions has increased over the years‭. ‬The average salary was NTD 1.425‭ ‬million in 2022‭, ‬3.79%‭ ‬up compared to 2021‭. ‬The reason for the increase is the normal salary adjustment‭, ‬and there is no special adjustment‭. ‬In addition‭, ‬the ratio of the standard starting salary of entry-level personnel‭ (‬regardless of gender‭) ‬at the Taiwan headquarters to the local minimum salary is 1.15:1‭.‬

Employee Stock Ownership Trust is established with 100%‭ ‬Company Incentive

In September 2020‭, ‬WT established an Employee Stock Ownership Trust‭, ‬with employees‭ (‬members‭) ‬jointly organizing the Employee Stock Ownership Trust Management Committee‭. ‬Employees contribute a fixed amount from their monthly salaries‭, ‬while the company also contributes 100%‭ ‬of the incentive money to the Trust’s dedicated account‭. ‬By allowing employees share operational growth‭, ‬the‭ ‬trust does not only retain talents as intended‭, ‬but also help employees to accumulate wealth through small savings and secure their pension in the future‭.‬

Full contribution is made to the pension fund to fully protect employees‭’ ‬retirement life

People-oriented WT not only values benefits for its employees during their employment but also actively takes care of their lives after retirement‭. ‬The Supervisory Committee of Employee Retirement Reserve Fund was established for employees who choose to stay in the pension scheme of the Labor Standards Act‭. ‬The Committee is composed of nine members‭, ‬of whom three represent the employers and six represent the employees‭, ‬and is re-elected once every four years‭. ‬The Committee reviews and approves the amount of‭ ‬the employee pension fund and its deposits and payments to ensure labor rights and interest‭. ‬The pension reserve is set aside at 2%‭ ‬of monthly wages and deposited in a special account in the Bank of Taiwan‭. ‬An actuary was appointed to issue an actuarial report on the employees‭’ ‬pension fund for 2022‭, ‬which shows that the present value of the defined benefit obligation is NTD219,430,000‭ ‬and the fair value of plan assets is NTD160,589,000‭, ‬which met the requirements of a full provision by government decree‭. ‬In addition‭, ‬for employees who choose to apply for the labor pension plan under the Labor Pension Act‭, ‬a monthly contribution of‭ ‬not less than 6%‭ ‬of salaries and wages is made to the employees‭’ ‬personal accounts at the Bureau of Labor Insurance‭.‬

 

WT believes that only by providing employees with a secure work environment and a fair welfare system can employees fully contribute their talents without any worries and thus create maximum value‭. ‬The benefits provided to‭ ‬the entire Group’s full-time employees in 2022‭ ‬included group insurance‭, ‬wedding gift money‭, ‬maternity allowance‭, ‬consolation money‭, ‬health checkups‭, ‬holiday gifts‭, ‬company outings‭, ‬departmental and club activities‭, ‬seminars‭, ‬and welfare items‭. ‬The spending on these benefits was approximately NTD101.54‭ ‬million‭.‬

Devoted employees are the biggest push behind the people-oriented company

WT understands that PEOPLE are the most important asset of an enterprise‭, ‬and the biggest push for the company comes from devoted employees‭. ‬In order to create a better work environment for employees and attract professional talents to join the company‭, ‬WT‭ ‬follows the laws and regulations of the countries where its business bases are located‭, ‬as well as the Social Policy and Code of Conduct formulated to meet its commitment to safeguard labor rights‭. ‬Recruitment-related activities have been planned and executed according to the annual headcount plan of each department‭.‬

 

As of the end of 2022‭, ‬all the employees across WT’s operating sites are permanent and full-time hires‭. ‬There are no employees‭ ‬on fixed-term‭,  ‬part-time‭, ‬hourly paid‭, ‬or zero-hour contracts‭. ‬In Taiwan‭, ‬there are eleven cleaning workers who are dispatched‭ ‬by the cleaning contractor and not employed by WT‭, ‬and no non-employee workers of other nature‭. ‬A goal was set for 2023‭ ‬to collect complete information on the number of non-employee workers and the nature of their work across all the overseas bases‭, ‬so as‭ ‬to improve the manpower statistic‭.‬

WT’s four core people-oriented concepts

concept 1:Talents are sought through diversified channels and provided with complete‭ ‬education and training‭.

WT recruits talents aligned with WT’s core values via multiple channels including job bank websites‭, ‬online platforms‭ (‬such as‭ ‬LinkedIn‭, ‬CakeResume‭, ‬Blink‭, ‬etc‭.), ‬campus career centers‭, ‬partnerships with universities‭, ‬colleges‭, ‬departments‭, ‬as well as internal referrals‭. ‬A complete training and development plan is provided to ensure talents translate learning into performance effectively‭, ‬and thereupon build a talent pool ready for a rapidly-changing future‭.‬

 

In 2022‭, ‬WT Group’s recruitment practices were adapted to the COVID-19‭ ‬pandemic‭. ‬In addition to strengthened publicity through various recruitment platforms‭, ‬further efforts were also made on-line include‭:

In 2023‭, ‬WT Group will continue to advertise job vacancies to students via both on-campus and online recruitment presentations‭, ‬and EDM recruitment materials provided to colleges and universities‭. ‬It will also outreach to students by getting involved with‭ ‬student associations‭, ‬clubs and events‭.‬

concept 2:Out standing young talents are recruited to maintain corporate vitality‭.‬

In response to the rapid development‭, ‬WT secures a competitive edge for the future by keeping a talent pool‭  ‬in line with the group’s long-term development strategy‭, ‬and an optimized array in terms of level‭, ‬number and structure‭. ‬By the end of 2022‭, ‬after‭ ‬the acquisition of one subsidiary‭, ‬the number of WT Group employees has grown to 3,547‭, ‬an increase of 983‭ ‬employees‭, ‬or 38.34%‭,‬‭ ‬compared to 2021‭, ‬of which women accounted for 41.98%‭. ‬Women accounted for 30.07%‭ ‬of managers‭, ‬28.05%‭ ‬of mid-level managers or‭ ‬above‭, ‬23.50%‭ ‬of business supervisors‭, ‬and 45.15%‭ ‬of non-executive personnel‭. ‬Women also accounted for 15.85%‭ ‬of STEM employees‭ ‬‭(‬science‭, ‬technology‭, ‬engineering‭, ‬or mathematics‭). ‬Overall‭, ‬the proportions of females in all employees and management were both slightly higher in 2022‭ ‬than that in 2021‭.‬

 

To ensure equitable employment opportunities‭, ‬WT does not require job applicants or new hires to give information of their race‭ ‬or ethnicity when applying for a job and on-boarding‭. ‬Regarding the talent diversity indicators required by the Sustainability Accounting Disclosure Index‭ (‬SASB‭), ‬WT will keep a close eye on any revision direction and results of the International Sustainability Standards Board‭ (‬ISSB‭) ‬before further disclosing information relating to employee ethnicity or nation‭. ‬After the acquisition of Singapore subsidiary‭, ‬as of the end of 2022‭, ‬the number of employee countries were increased to seven countries‭. ‬In 2022‭, ‬‭ ‬a mentorship system and a new hire training program were introduced for new hires to strengthen the education and training on new hires‭. ‬See‭ “‬4-3-2‭ ‬Talent Development‭” ‬for details‭.‬

The average turnover rate was 11.67%‭ ‬in the past three years‭, ‬which has been kept healthy and stable‭. ‬In 2022‭, ‬the turnover rate‭ ‬was 9.64%‭, ‬or 342‭ ‬employees‭, ‬a new low in the past four years‭; ‬and the voluntary turnover rate was 9.59%‭, ‬or 340‭ ‬employees‭. ‬By‭ ‬gender‭, ‬there was a merely 1.80‭ ‬percentage point difference between the turnover rates of men and women‭; ‬by age‭, ‬the turnover rate was only 7.84%‭ ‬among those aged 50‭ ‬and over‭, ‬and a higher 12.17%‭ ‬among those under 30‭ ‬years old‭.‬

 

In response to the stable turnover rate and the company’s operational growth needs‭, ‬the employment rate was 15.28%‭, ‬or 542‭ ‬new hires‭, ‬in 2022‭. ‬By gender‭, ‬there is a merely 0.75‭ ‬percentage point difference between the employments rates of men and women‭; ‬by‭ ‬age‭, ‬as the operation expansion require a higher demand for young talents‭, ‬the employment rate was a higher 34.93%‭ ‬among those under 30‭, ‬but still some 2.16%‭ ‬among those aged 50‭ ‬and over‭.‬

 

Note 1: Employment rate = the number of new hires of the category in the year ÷ the total number of employees in the category at the end of the year.
Note 2: Turnover rate = the number of separating employees of the category in the year ÷ the total number of employees in the category at the end of the year.
Note 3: The numbers of new and departing employees both exclude those who were newly hired and departing in the same year.

concept 3:Professionals are respected‭, ‬and team is led with experience‭.‬

WT’s management is mainly made of professionals in the electronic information industry‭. ‬The marketing personnel at the front line have years of experience in trade marketing‭. ‬The professional logistics support and technology R&D personnel‭, ‬who are the proud of WT‭, ‬promote existing products‭, ‬strive for new agency lines and solve customer needs externally‭, ‬and continuously improve the financial business system internally‭. ‬The major managers have more than 10‭ ‬years of experience in the semiconductor trade industry‭. ‬The accumulated agency business and insight of market development trends gained over the years help them develop businesses and visions‭, ‬and continue to run the operations towards prosperity‭.‬

 

concept 4:Right talents are assigned the right jobs to give full play to their skills‭.‬

WT has been able to grow steadily and continues to pursue excellence in performance thanks to its professional service team‭. ‬WT‭ ‬develops‭, ‬maintains and utilizes all human resources in the organization in the most appropriate manner so that our people and pursuits can be most appropriately coordinated‭. ‬In order to give full play to the most effective use of human resources and promote organizational development‭, ‬WT has made every effort to develop human resources management‭, ‬with a view to achieving the goal‭ ‬of‭ “To delegate the right tasks to the right people to unlock their full potential.‭”

 

Active implementation and education have achieved remarkable results in water conservation

The water intake at WT’s operating bases in Taiwan are mainly used for circulated water of air conditioners and daily-life water‭ ‬consumed by employees in office areas‭. ‬The water is entirely sourced from the local water companies‭ (‬fresh water‭) ‬where each operating base is located‭, ‬and no water is taken from sea water‭, ‬surface water‭, ‬ground water or water generated by other organizations‭. ‬In order to ensure drinking water safety for employees‭, ‬the water dispenser filters are replaced every month to effectively remove harmful substances in the water‭. ‬Taiwan SGS is commissioned to regularly test the water every year to ensure safe and healthy water quality‭. ‬Except for the evaporation and drift losses from air-conditioners‭, ‬all the water used by employees in the‭ ‬daily life is discharged into local public sewage systems through the sewage pipes of the building‭. ‬An assessment conducted by WT following the Water Risk Atlas of the World Resources Institute‭ (‬WRI‭) ‬found that the operating bases in Taiwan‭, ‬Hong Kong‭, ‬and‭ ‬Singapore are not in areas with water stress‭ (‬high or extremely high‭).‬

The water intake was 12.95‭ ‬million liters‭ (‬ML‭) ‬in 2022‭, ‬an increase of 1.81‭ ‬ML compared to 2021‭, ‬mainly due to the inclusion of‭ ‬the Hong Kong logistics center‭, ‬and the surging number of employees returning to the office from working-from-home after the COVID-19‭ ‬pandemic peak‭. ‬As the evaporation and drift losses of circulated water in air-conditioners are impossible to measure effectively‭, ‬they were ignored as consumption in the reported discharge‭. ‬The amount of water discharged was also 12.95‭ ‬ML in 2022‭, ‬and the water consumption was 0‭ ‬ML excluding the losses that were impossible to measure‭. ‬In 2022‭, ‬the Taiwan headquarters continued to communicate with the management committee of the park where the offices are located to implement relevant water-saving measures‭.‬

Energy and electricity saving start from the purchase of green energy and electricity

WT’s total energy consumption was 16,271‭ ‬GJ in 2022‭, ‬with an increase due to the inclusion of operating bases in China and South‭ ‬Korea in the scope‭. ‬The biggest source of energy was non-renewable electricity purchased from power companies‭, ‬accounting for 95.27%‭ ‬of the total consumption‭, ‬and the others were gasoline and diesel used by company fleet‭. ‬As of the end of 2022‭, ‬the non-renewable energy utilization rate was 100%‭, ‬and no renewable energy has been used‭. ‬The Shanghai Office is planned to be equipped with solar power generation systems in 2023‭ ‬to increase the utilization rate of renewables‭.‬

 

The total electricity consumption was 4.3061‭ ‬MWh in 2022‭, ‬of which the total electricity consumption in the areas where the GHG‭ ‬emissions inventory was verified‭ (‬logistics centers in Taiwan‭, ‬Hong Kong and Singapore‭) ‬was 3.0889‭ ‬MWh‭. ‬The electricity consumption intensity was 76.88‭ ‬kWh/m²‭, ‬down 0.63%‭ ‬compared to 2021‭.‬

 

As fuel consumption is closely related to the operating activities‭, ‬the combined energy intensity of gasoline and diesel was therefore measured by revenue‭. ‬In 2022‭, ‬the energy intensity of gasoline and diesel was 0.0013‭ ‬GJ/million NTD-revenue‭, ‬significantly down 18.75%‭ ‬from 2021‭.‬

 

 

Note 1‭:‬See 6-5‭ ‬GHG Inventory and Verification Situations for organizational boundaries‭.‬
Note 2‭:‬In 2022‭, ‬the operating bases in China‭, ‬Hong Kong‭, ‬South Korea‭, ‬and Singapore were newly-included in the voluntary inventory scope‭. ‬Due to the nature of electricity consumption in which form the majority of the energy was consumed by WT‭, ‬the energy consumption intensity was measured by floor area‭, ‬and the coverage rate of the energy disclose scope was 99.06%‭ ‬in 2022‭.‬
Note 3‭:‬The electricity data were taken from the electricity bills of each bases‭, ‬and the gasoline and diesel data were taken from the record on the CPC Electronic Billing and Collection System‭ (‬EBCS‭) ‬and the fuel invoices‭.‬
Note 4‭:Thermal conversion factor for electricity‭: ‬1‭ ‬kWh purchased electricity‭ = ‬0.0036‭ ‬GJ‭;‬
Note 5‭:‬Thermal conversion factors for fuels were taken from the Annual Energy Report of the Bureau of Energy‭, ‬Ministry of Economic Affairs‭, ‬which were 1‭ ‬liter of motor gasoline‭ = ‬7,800‭ ‬kcal‭, ‬and 1‭ ‬liter of diesel oil‭ = ‬8,400‭ ‬kcal‭.‬
Note 6‭:‬1‭ ‬kcal‭ = ‬4,186‭ ‬joules
Note 7‭:‬The electricity intensity was measured by floor area‭, ‬see Note 7‭ ‬for GHG Emissions Intensity‭; ‬the gasoline and diesel combined intensity was measured by annual revenue‭, ‬see 2-2‭ ‬Stable Financial Performance for operating incomes of the years‭.‬

 

WT’s strategy and management in response climate change

Climate change is an issue that needs the world to face together‭, ‬no matter who‭. ‬As a distributor in the semiconductor sector‭, ‬WT has operating bases‭, ‬partners‭, ‬collaborators‭, ‬and vendors all over the world and they are all subject to impacts of climate change‭. ‬WT’s management understands the potential impact of climate change on its operations and long-term development‭. ‬Since 2021‭, ‬it has been promoting relevant management mechanisms and operations‭, ‬formulating policies and goals‭, ‬and investing resources in assessment and research on transition plans‭. ‬In the future‭, ‬it will continue to track the achievement of goals‭, ‬and take a more aggressive course of action accordingly‭.‬

 

The Climate Change Risk Management Task Force has convened three meetings since the fourth quarter of 2022‭, ‬inviting functional‭ ‬and business units to identify risks and opportunities‭, ‬assess financial impacts‭, ‬and discuss response plans‭. ‬The evaluation and‭ ‬planning results were to be included in the promotion and implementation plan of relevant units‭, ‬and reported to the Board of Directorsas occasionally to support the governance‭.‬

Climate Change Risk and Opportunity Management Process

WT follows the TCFD recommendations‭, ‬WT will continue to follow the climate change risk management process to identify risks and‭ ‬opportunities‭, ‬evaluate response strategies‭, ‬and conduct regular internal and external reports‭.‬

 

Daily operations and management were analyzed to support risk assessment‭.‬

As WT is not in a sector with intensive or high carbon emissions‭, ‬the impact of climate change is mainly on its value chain‭, ‬including the transition pressure on the vendors and customers‭, ‬and potential physical risks during the transport‭. ‬In order to understand the impact of these transitional and physical risks on WT’s operations‭, ‬WT uses scenario analysis to identify risks and opportunities‭. ‬The assessment results are used for response plan development by relevant units‭, ‬and for daily operation adjustment‭. ‬The Board of Directors are briefed on a quarterly basis the GHG inventory and verification schedule planning progress for the‭ ‬parent company and subsidiaries‭, ‬and requested to determine the guidelines‭. ‬

 

Therefore‭, ‬WT conducts the annual climate change risk assessment based on the RCP 8.5‭ ‬scenario for physical risk and the national target scenario for transitional risk‭, ‬information such as changes in laws and regulations‭, ‬physical external environment‭, ‬and‭ ‬issues of concern for sustainability assessments‭.‬

Climate Change Risks and Opportunities were reviewed‭.‬

In 2022‭, ‬WT reviewed the ranking of risks and opportunities identified in 2021‭. ‬For implementation benefits‭, ‬those involving short-time impacts‭ (‬1-3‭ ‬years‭) ‬were re-assessed for current implementation status‭, ‬impact scale‭, ‬financial impact‭, ‬with which three‭ ‬key risks and two major opportunities were identified as requiring continuous attention‭.‬

Guidelines in three aspects for the net zero goals.

In response to international trends and Taiwan’s 2050‭ ‬net-zero goal‭, ‬WT set climate change indicators and goals in three aspects‭: ‬governance and strategy‭, ‬operations‭, ‬and GHG reduction‭.‬

Carbon reduction efforts were successful with the target met again in 2022‭.‬

To address the increasingly serious problem of global warming‭, ‬WT follows the national overall GHG reduction strategy towards the sustainable development goal of energy conservation and carbon reduction Since 2018‭, ‬WT has been developing‭, ‬pursuant to ISO 14064-1:2006‭ ‬Part 1‭: ‬Specification with Guidance at the Organization Level for Quantification and Reporting of Greenhouse Gas Emissions and Removals‭, ‬and the Greenhouse Gas Protocol‭, ‬a comprehensive inventory of GHG Scopes 1‭ ‬and 2‭ ‬emissions‭. ‬The inventory is verified by a third party to assure its accuracy and reliability every year‭. ‬With 2018‭ ‬as the base year‭, ‬WT promised to reduce‭ ‬the intensity of its Scopes 1‭ ‬and 2‭ ‬GHG emissions by 1%‭ ‬every year‭, ‬and keep its management policies updated according to the reduction situation‭.‬

 

In 2022‭, ‬a GHG Inventory Task Force meeting was convened in accordance with the ISO 14064-1:2018‭ ‬Greenhouse Gases to identify major indirect emission sources of the year‭. ‬The meeting resolved that the indirect GHG emissions from purchased electricity‭ (‬Category 2‭: ‬Capital Goods‭) ‬and upstream transportation and distribution‭ (‬Category 4‭) ‬were to be included within the boundaries‭, ‬and‭ ‬the base year changed to 2022‭ ‬after Hong Kong and Singapore Logistics Centers were included within the organizational boundaries‭. ‬A higher target was also set and a promise made to reduce the annual GHG emissions by 2%‭ ‬compared to the base year‭. ‬In 2022‭, ‬the voluntary inventory was extended to include operating bases in China‭, ‬Hong Kong‭, ‬South Korea‭. ‬A voluntary GHG emissions inventory covering all operating bases of the Group is planned to be completed by 2025‭, ‬with the third-party verification completed by 2027‭ ‬at the latest‭.‬

In 2022‭, ‬WT emitted 2,794.05‭ ‬tonnes‭  ‬CO2e of GHG across areas where the inventory was completed‭ (‬including operating bases in Taiwan‭, ‬Hong Kong‭, ‬Singapore‭, ‬China and South Korea‭), ‬of which 1,810.08‭ ‬tonnes‭  ‬CO2e‭  ‬was verified by a third party‭ (‬including Taiwan‭, ‬Hong Kong and Singapore Logistics Centers‭). ‬The intensity of Scopes 1‭ ‬and 2‭ ‬emissions was 0.0028‭ ‬tonnes‭  ‬CO2e/NTD million‭, ‬or 0.0398‭ ‬tonnes‭  ‬CO2e/m²‭. ‬The target was met with a 27.18%‭ ‬reduction in emissions intensity compared to the base year‭ (‬2018‭).‬

ISO14064 Greenhouse Gas Statement (2022) ISO14064 Greenhouse Gas Statement (2023)

Innovation of products and management are accelerated to meet the new challenges of sustainable development

The market is changing constantly with new and different product applications‭. ‬In response‭, ‬product design must not only take into account the cost‭, ‬function and quality of a product‭, ‬but also the innovation of and solutions with new technologies and materials‭, ‬as well as the impact of the product on the environment‭. ‬In addition to maintaining a product portfolio with new technologies and high efficiency‭, ‬WT also gives priority to assisting customers in adopting systematic solutions that can improve product‭ ‬energy efficiency‭, ‬and using components containing no harmful substances‭, ‬so as to meet the requirements of energy saving‭, ‬carbon reduction‭, ‬and environmental protection‭.‬

 

Semiconductor components are crucial to electronic products‭. ‬In alignment with the green design thinking‭, ‬WT further promotes highly efficient green semiconductor components with reduced energy loss‭, ‬so that the customers may design and produce from a forward-looking and sustainable perspective environmentally friendly‭, ‬high quality products with reduced energy consumption and of high energy efficiency‭ .‬

Highly efficient semiconductor components with low energy loss are promoted to carry out green thinking.

WT Technology represents world-renowned semiconductor vendors‭, ‬and works with varied customers to meet their demands in R&D‭, ‬design‭, ‬manufacturing‭, ‬and brand marketing‭. ‬As a bridge between vendors and customers‭, ‬it has been developing new applications and‭ ‬introducing new solutions to improve the energy efficiency of existing products such as third-generation semiconductors‭, ‬high-speed computing processors‭, ‬new-generation high-speed memories‭, ‬IoT microprocessors‭, ‬high-performance RF components‭, ‬3D sensors‭, ‬artificial intelligence‭, ‬and digital power supplies‭. ‬WT offers electronic components of improved energy efficiency and performance at the same power consumption to be applied in such fields as green energy‭, ‬alternative fuel vehicles‭, ‬industrial automation‭, ‬machine vision‭, ‬artificial intelligence‭, ‬cloud and edge computing‭, ‬data centers‭, ‬energy storage systems‭, ‬5G networks‭, ‬and long-haul and short-range communications and services‭, ‬etc‭.‬

 

 

WT keeps informed of electronic component market development trends‭, ‬new technologies‭, ‬solutions and designs‭, ‬and offers education and training on relevant product applications‭, ‬so as to work with the customers to achieve forward-looking and sustainable design‭. ‬To enhance awareness and application of the vendor’s products‭, ‬a total of as much as NTD 655‭ ‬millions were spent in research and development in 2022‭, ‬up 7.61%‭ ‬from 2021‭.‬

 

WT systematically classifies and manages the application fields of the products it sells‭, ‬so as to always provide customers with‭ ‬optimal services and forward-looking sustainably designed products in a timely manner‭. ‬In response to the‭ “‬Reference Guidelines‭ ‬for the Identification of Sustainable Economic Activities‭” ‬promulgated by the Financial Supervisory Commission in 2022‭, ‬WT analyzed the application fields of existing products and identified those meet forward-looking economic activities‭, ‬such as low-carbon transportation technology applications‭, ‬high-energy-efficiency equipment manufacturing‭, ‬high-energy-efficiency technology applications‭, ‬and renewable energy installation‭, ‬etc‭. ‬They accounted for 9.86%‭ ‬of the existing products in 2022‭, ‬with another 33.18‭% ‬to be determined depending on the actual use by the customers whether they meet the description of forward-looking economic activities‭. ‬Forward-looking economic activities are an important industry and product development trend for global sustainable development‭. ‬WT will continue to promote product applications and improve technical development and economic activities related to‭ ‬forward-looking economic activities‭, ‬with the goal of accounting for 20%‭ ‬of the revenue by 2030‭.‬

 

An advanced electronic system was introduced for paperless inventory management.

WT has logistics centers for receiving and shipping goods in Taiwan‭, ‬Hong Kong‭, ‬Shenzhen‭, ‬Singapore‭, ‬and South Korea‭. ‬Purchase orders are placed to the logistics center located the closest to the customer to keep warehouse transfer and delivery distances short‭. ‬All logistics center operations are processed through paperless electronic procedures on an advanced logistics information‭ ‬system‭. ‬With Wi-fi network accessible from every corner of the logistics center‭, ‬PDAs are used to scan product and storage placement barcodes upon slotting‭, ‬picking‭, ‬and relocation for a real-time update of relevant accounts and stock location on the system‭. ‬Stock cards are no longer needed for record keeping‭. ‬An automated warehousing system is scheduled to be introduced to the Singapore logistics center in 2023‭ ‬to further optimize the management of receiving‭, ‬shipment and warehousing‭.‬

 

All logistics center operations are processed through paperless electronic procedures on an advanced logistics information system‭, ‬which is used to optimize the number of freight trips‭, ‬and consolidate shipment orders to minimize transportation batches and‭ ‬carbon mileage‭. ‬In 2022‭, ‬290,767‭ ‬orders were consolidated at the five logistics centers‭, ‬reducing the number of bills of lading‭ ‬by 64.91%‭. ‬Among them‭, ‬the Shenzhen logistics center serves a relatively small number of customers and thus has difficulties in‭ ‬consolidating shipment orders‭.‬

 

Shipment Consolidation and electronic procedures greatly reduced paper consumption‭.‬

With an operating strategy of digital optimization‭, ‬the paper-based operations have been replaced and PDAs are now used to scan‭ ‬product and storage placement barcodes upon slotting‭, ‬picking‭, ‬relocation and shipping for warehousing management procedures in‭ ‬the five WT logistic centers‭.

 

Less packaging‭, ‬more recycling

WT continues to cut down on packaging materials with efforts including using paper pallets whenever possible for loading products in warehouses and shipments‭, ‬reducing the usage of filling materials‭, ‬and always using renewable packaging materials for logistics operations‭. ‬In addition‭, ‬nothing but the necessary stacking and transportation precautions are to be printed on the cartons‭ ‬purchased by WT‭.‬

 

Products received from the vendors will be warehoused in the original packages if repackaging is not planned for shipment‭. ‬If repackaging is necessary‭, ‬all the removed original cartons and filling materials will be collected for reuse‭, ‬and classified as‭ “‬environmentally friendly cartons‭” ‬for statistics and management purposes‭. ‬For shipment packaging‭, ‬recycled cartons will be used whenever possible to reduce the use of new cartons‭. ‬The fillers used to protect the products in the cartons are made of bio-degradable materials‭.‬

 

Taiwan and Hong Kong began to be kept track of for the usage of filling materials‭ (‬in meters‭) ‬in 2020‭. ‬An average of 0.19‭ ‬meters‭ ‬of filling materials were used per cartons in 2022‭, ‬decreasing sharply by 48.65%‭ ‬from 2020‭.‬

 

Investing in solar plant developer and serving as a representative director

WT invested NTD12.5 million in Daypower Co., Ltd. in April 2023. WT owns 10% shares of Daypower and serves as a representative director. Daypower is a solar plant developer and completed 5.05 MW installation in 2023. Self-held solar plant reached 2.34 MW installation accumulatively in 2023, which generated 2.9 million kwh in 2023, equaling to 1,435 ton CO2 reduction.

Supplier environmental and social management three goals

In recent years, the proportion of purchases from the top 20 suppliers of WT’s revenue has reached more than 90% of the total group’s purchase amount. The relevant supplier management is also mainly focused on the top 20 suppliers. Considering WT as an agent channel in the supply chain, the three main management goals for the supplier environmental and social policy management are to implement supplier code of conduct, chemical management, and responsible minerals.

Implementation of Supplier Code of Conduct

WT has a code of conduct that governs its own operations and business relationships with suppliers, to ensure that all operations comply with applicable laws and international business ethics standards. WT’s major supplier are also required by their end-customers to comply with the Code of Conduct of the Responsible Business Alliance (RBA), which covers the aspects of ethics, human rights, environment, safety, and management systems. In addition, 18 of WT’s top 20 suppliers have passed RBA audits in 2022, strengthening the credibility of compliance results through third-party audits.

100% of the top 20 supplier are in compliance with chemical management regulations.‬‬‬‬‬‬‬‬‬‬‬‬‬

WT is always aware of the latest updates to chemical use regulations in various countries. Based on customer needs, we actively require suppliers to provide international regulatory declarations and relevant documents for individual product needs to ensure compliance with regulations and industry standards. Currently, the regulations included in the management include the EU Restriction of Hazardous Substances Directive (EU RoHS), the EU Chemicals Registration, Evaluation, Authorization, and Restriction Act (EU REACH), the US Toxic Substances Control Act (TSCA), the Chinese Administrative Measure on the Control of Pollution Caused by Electronic Information Products (China RoHS) and the California Proposition 65 (Prop 65).

 

In the future, we will establish an e-based management process. During product filing, the relevant departments will obtain relevant chemical management documents for individual products from suppliers in the process (such as non-use of banned substances guarantee certificates, electronic component composition analysis reports, and hazardous substance test reports from third-party testing organizations). A document update verification mechanism will also be established to ensure that customers can obtain chemical management documents that meet the current status of the product when purchasing the product.

 

Enhanced Responsible Minerals Traceability Investigations‬

In response to customer requests to not purchase products containing conflict minerals, such as tin, tantalum, tungsten, and gold, from human rights-disputed areas such as mines in the Democratic Republic of the Congo and surrounding countries, WT regularly reviews our supplier’s conflict minerals policies to confirm that they continue to meet responsible minerals requirements.

 

In addition, to ensure that direct or indirect procurement sources do not contain conflict minerals, WT will gradually promote and implement traceability management for the above metals procurement from suppliers, following the Responsible Minerals Initiative (RMI). Through RMI’s annual updates to the results of each smelter’s assessment and the version of the Conflict-Free Smelter Responsibility Tracking (CMRT) document, WT will gradually expand its request for CMRTs from suppliers to verify smelter source information in the supply chain, in order to achieve the goal of implementing the responsible minerals policy. In 2022, 18 of WT’s top 20 suppliers disclosed their compliance with the conflict-free minerals policy on their websites, while the other two disclosed their responsible minerals policies in their sustainability reports.

Local procurement accounted for 98.3%‭ ‬of general supplies spending‭.‬‬‬‬‬‬‬

As WT’s vendors are global IC giants‭, ‬its management of local procurement issues focuses on general supplies‭ ‬and excludes transactions with the vendors‭. ‬According to statistics in 2022‭, ‬procurement from Taiwanese suppliers accounted for 98.3%‭ ‬of the Taiwan headquarters‭’ ‬spending on general supplies including office supplies‭, ‬information equipment‭, ‬and logistics center procurement‭,‬‭ ‬1.5%‭ ‬up from the previous year‭.‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬‬

Carbon reduction standards were raised in line with the global trends

The Taiwan Financial Supervisory Commission‭ (‬FSC‭) ‬released the Roadmap for the Sustainable Development of Listed Companies in March 2022‭. ‬However‭, ‬WT has already begun GHG inventory development as early as 2018‭ ‬and voluntarily extended the boundaries‭. ‬In 2022‭, ‬the external GHG inventory verification scope has been extended to include operating bases such as Hong Kong and Singapore‭ ‬logistics centers‭. ‬In 2022‭, ‬the GHG inventory of operating bases such as China‭, ‬Hong Kong‭, ‬South Korea‭, ‬and Singapore was also be voluntarily completed‭ (‬without third-party verification‭). ‬In 2023‭, ‬the GHG inventory will be further extended to more operating bases and verified by a third party‭. ‬The GHG inventory of all the Group’s operating bases estimated to complete in 2025‭, ‬with‭ ‬third-party verification to be completed by 2027‭ ‬at the latest‭.‬

Environmental management spending has been increased over the years‭.

In order to fulfill its responsibility for environmental sustainability‭, ‬WT’s Taiwan and Hong Kong Logistics Centers have both been certified with ISO 14001‭: ‬Environmental Management System‭ (‬see 6-8‭ ‬for details of the effective date for the management system‭), ‬and have been developing GHG inventory for many years‭. ‬In addition to third party verification‭, ‬the inventory has been extended to include more operating bases over the years for a more precise and accurate information disclosure‭. ‬Additional environmental management training sessions have also been conducted across departments to enhance sustainable development awareness for all employees and promote reduction programs‭. ‬In 2022‭, ‬training on SASB sustainability accounting‭, ‬TCFD risk management and others were introduced‭, ‬and the Taiwan headquarters invested NT$3.23‭ ‬million in environmental-oriented management systems‭, ‬training‭, ‬and related activities‭. ‬In addition‭, ‬a total of 208‭ ‬hours of training on environmental management and goal implementation were delivered at Taiwan‭, ‬Hong Kong‭, ‬and Shenzhen Logistics Centers in 2022‭.‬

Much attention has been paid to climate change in response to UN SDGs

In 2015‭, ‬the United Nations formulated the 17‭ ‬Sustainable Development Goals‭ (‬SDGs‭) ‬in hope that the collective attention of countries around the world to climate change will help stakeholders identify climate change-related risks and opportunities‭. ‬In line‭ ‬with the international trend‭, ‬WT has been improving environment-oriented development‭.‬

Increased proportion of renewable energy use

In response to the Taiwan Ministry of Economic Affairs‭’ ‬plan to achieve 20%‭ ‬renewables in electricity generation matrix by 2025‭ ‬and the Paris Agreement’s goal to keep the temperature rise under control‭, ‬despite not being a major electricity consumer or carbon emitter which is subject prioritized control‭, ‬WT voluntarily planed and invested RMB 1.428‭ ‬million to set up a 100‭ ‬KW solar‭ ‬power generation system on the roof of the Shanghai office‭. ‬The system generates about 9,000‭ ‬kWh of electricity per month‭, ‬and the power generated is mainly for self-use‭. ‬WT will continue to conduct feasibility assessments on future green energy power generation‭, ‬voluntary purchase of green electricity‭, ‬and renewable energy certificates‭, ‬in order to adopt green energy solutions that are most beneficial to the environment‭, ‬gradually increase the proportion of renewable energy usage‭, ‬and reduce WT’s GHG emissions‭.‬

NTD 15.66million were spent on purchasing green-labeled products in 2022‭

WT‭, ‬as an IC distributor‭, ‬mainly works in electronic components trading and research and development‭. ‬Although the trade does not involve manufacturing or significant environmental pollution‭, ‬WT has been making efforts with it suppliers to develop and apply green technologies‭, ‬and mitigate the concerns about exhaustion of energy sources‭. ‬WT is committed to purchase green-labeled products whenever possible‭. ‬It has been filing its green procurement under the guidance of the New Taipei City Environmental Protection Bureau every year‭, ‬and recognized for three consecutive years in the‭ “‬New Taipei City Private Enterprises and Organizations Green Procurement Excellence Awards Ceremony‭”. ‬The amount declared at the end of 2022‭ ‬was NTD15.66‭ ‬million‭, ‬up 5%‭ ‬from the previous year‭. ‬In the future‭, ‬WT will continue to purchase green products whenever possible as an effort towards green consumption‭,‬‭ ‬choose products that cause less harm to the environment and human health‭, ‬and give preference to products with the Environmental Protection Label‭, ‬Energy-saving Label‭, ‬Green Building Material Label‭, ‬Water-saving Label‭, ‬Category II Environmental Protection‭ ‬Label‭, ‬Carbon Footprint Reduction Label which the Taiwan Environmental Protection Agency urges the private sector to choose‭.‬

 

WT was awarded the Excellent Enterprise of Green Consumption and Environmental Protection Volunteer by New Taipei City (Fourth from left: WT Associate Manager CHEN Yung-Ling)

WT continues to advocate the spirit of environmental sustainability‭, ‬and participate in activities such as community greening‭, ‬ecological protection‭, ‬recycling and reuse‭, ‬and sharing of old objects‭. ‬In order to shape a sustainable environment‭, ‬it also adopted‭  ‬beach cleanup areas‭, ‬and has been urging the employees to participate in beach cleanups and tree planting activities‭.‬

 

The protection of environmental resources has always been an issue that the world attaches great importance to‭. ‬In addition to reducing the source of pollution at all levels‭, ‬the disposal of garbage is crucial as well‭. ‬A lot of garbage discarded in the ocean are brought up to the shore by waves‭, ‬and over time‭, ‬the beautiful coast became filled with all kinds of garbage‭, ‬among which‭ ‬dead marine creatures‭. ‬In 2022‭, ‬two beach cleanups were organized‭, ‬where 137‭ ‬participants removed a total of 1,484.2‭ ‬kilograms‭ ‬of marine debris‭. ‬Since 2023‭, ‬WT adopted Shimen Baisha Bay‭, ‬Kite Park‭, ‬and Laomei Lushicao Beach on the north coast of New Taipei City and organized beach cleanups on a monthly basis‭, ‬during which knowledge may be disseminated with increased interactions‭. ‬Starting from beach cleanups‭, ‬WT went further to advocate effective waste treatment‭, ‬remind individuals not to litter‭, ‬and encourage sorting at office or home‭ , ‬etc‭.‬

 

With the successful hiking in 2022‭, ‬a series of Gathering For Fun activities will be held in conjunction with beach cleanups in‭ ‬2023‭. ‬In addition to the beach cleanups for public interest‭, ‬employees are encouraged to go hiking for their own heath‭. ‬Employees may enjoy the beauty of the mountains in northern Taiwan and breathing in energy-boosting phytoncides with their families‭. ‬Moreover‭, ‬the participants were invited to progress through a number of challenges intended for them to better understand the background stories of each peak and each trail‭, ‬so as to enhance their knowledge and physical fitness at the same time‭.‬

 

The much-awaited company outings will resume in 2023‭, ‬after being suspended during the COVID-19‭ ‬pandemic‭. ‬Much has been asked about the outings‭, ‬as the itineraries have been distinctive and employees are invited to come with their families‭, ‬whose expenses‭ ‬are also subsidized‭. ‬The outings are designed to offer an in-depth understanding of local cultures‭, ‬exclusive attractions‭, ‬seasonal food‭, ‬etc‭. ‬of various places in Taiwan‭, ‬and a variety of interactive games and experiences are incorporated to the program for ice breaking and team building‭.‬

 

Employees are offered a variety of itineraries in different styles‭, ‬including parent-child experiences‭, ‬amusement parks‭, ‬extreme‭ ‬challenges‭, ‬and sightseeing trips‭, ‬to choose from according to their interests and whether they come alone or with families‭. ‬For example‭, ‬rafting trips that would fit energetic young groups‭, ‬and parent-child itineraries that would be suitable for family outings‭. ‬The latter would feature fun attractions that parents can enjoy with their young children and DIY activities that attract all ages‭. ‬During the day‭, ‬parents can exchange parenting information with each other‭, ‬and children meet new friends and have fun together‭.‬

 

With the successful hiking in 2022‭, ‬a series of Gathering For Fun activities will be held in conjunction with the monthly cleanups at different beaches on the north coast in 2023‭.‬

Waste has been sorted and recycled and packaging materials reused.

WT is committed to waste reduction and recycling from the source‭, ‬and selects qualified suppliers to properly dispose the waste‭.‬‭ ‬The waste produced during WT’s operation is mainly made up of operational waste and daily-life waste discarded by employees in‭ ‬the offices‭, ‬and cartons‭, ‬paper boards‭, ‬filling materials and waste left from carton sealing at the logistics centers‭. ‬They are‭ ‬all non-hazardous waste‭.‬

In order to reduce the amount of waste generated at logistics centers‭, ‬the packaging materials required for logistics operations‭, ‬such as cartons‭, ‬cardboard boxes‭, ‬paper boards‭, ‬etc‭., ‬are actively cut down from the source‭. ‬At receiving‭, ‬empty cartons are recycled and to be reused for shipping packaging‭; ‬and for shipping‭, ‬either reusable or bio-degradable recycled materials are used‭ ‬for packaging‭. ‬WT has a centralized waste management system‭, ‬and keeps a regular record of waste quantity and waste transport data‭.‬

 

In order to achieve the goal of reducing the amount of waste‭, ‬efforts have also been made in daily office management to buy less‭ ‬disposable consumer goods‭, ‬use durable and recyclable products whenever possible‭, ‬enhance employee education campaign on waste‭ ‬reduction and carbon reduction‭, ‬and engage in waste sorting and recycling‭. ‬As of the end of 2022‭, ‬those wastes sent to the waste‭ ‬treatment facilities were all non-hazardous‭, ‬those diverted from disposal were to be recycled and prepared for reuse only‭, ‬and‭ ‬those‭  ‬directed to disposal were to be incinerated‭ (‬with energy recovery‭) ‬only‭. ‬No waste was land-filled‭.‬

 

In 2022‭, ‬the Hong Kong and Singapore logistics centers began to be kept track of for waste‭. ‬A total of 101.2‭ ‬metric tons of waste were incinerated‭ (‬with energy recovery‭) ‬in Taiwan‭, ‬a decrease of 17.1‭ ‬metric tons from 2021‭. ‬The results show a year-on-year reduction in daily-life waste‭, ‬and represent an achievement of WT’s continuous efforts in environmental protection‭.‬