Month: September 2025

Adhere to Ethics in Business Operations

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Integrity is WT’s most important core value and guiding business principle. The Group’s management and all employees are expected to adhere to clear ethical standards and moral conduct. This commitment extends to shareholders, banks, customers, employees, original manufacturers, and other suppliers, and represents a fundamental requirement for WT to maintain its competitive advantage and act in the right way.

 

Committed to ethical standards and a transparent and responsible corporate culture

WT formulated the Social Policy Code of Conduct, UNCAC Anti-corruption Policy, and United Nations Sustainable Development Goals Policies, Anti-corruption, Anti-bribery and Anti-money laundering Policy. These policies align with international corporate governance standards and anti-corruption frameworks. The social policies and codes of conduct apply to the Board members, the Group’s employees, independent contractors, suppliers, and all those who do business with WT.

In addition, The Ethical Corporate Management Best Practice Principles, Procedures for Ethical Management and Guidelines for Conduct, Codes of Ethical Conduct, and Supplier Code of Conduct that the Board has adopted are available in either the Corporate Governance section or Sustainability Report section of the Company’s official website and the Intranet in Traditional Chinese, Simplified Chinese and English. Information on Ethical Values and Professional Code of Conduct and Insider Trading Prevention Education and Advocacy are made available on the Intranet for all employees’ reference. In addition, relevant personnel are also appointed to participate in lectures and symposiums held by industrial associations or professional groups, so as to strengthen the Group’s ethical operation policies.

Preventive Measures under the Ethical Corporate Management Best Practice Principles
01 Offering and Accepting Bribes
02 Providing Illegal Political Donations
03 Improper Charitable Donations or Sponsorships
04 Offering or Accepting Inappropriate Gifts, Hospitality, or Other Improper Benefits
05 Infringement of Trade Secrets, Trademark Rights, Patent Rights, Copyrights, and Other Intellectual Property Rights
06 Engaging in Unfair Competitive Practices
07 The research, procurement, provision, or sale of products and services that directly or indirectly harm the rights, health, or safety of stakeholders.

Regular refresher training on Code of Conduct to raise ethics awareness among all employees

As part of the Group’s annual refresher training on “Ethical Values and Code of Conduct”, a total of 3,217 employees, including full-time staff, contract-based personnel, and contractor employees, completed the training and passed the assessment during the course period from September 2 to September 30, 2024, achieving a 100% pass rate.

The training and assessment covered a wide range of compliance topics, including ethical self-regulation, intellectual property rights, data protection, accurate communication, export control, anti-corruption, unfair advantage, fair competition and antitrust, conflict of interest, insider trading, whistleblowing and protection against retaliation, and disciplinary measures.

In addition, new hires are introduced to core governance and compliance policies during their onboarding training, including the Corporate Governance Best Practice Principles, Sustainable Development Best Practice Principles, Ethical Corporate Management Best Practice Principles, Code of Ethical Conduct, Procedures for Ethical Management and Guidelines for Conduct, and the Supplier Code of Conduct. They are also required to complete the online “Social Policy & Code of Conduct” training and pass the associated test within seven days of employment. Outside of the annual refresher period (September 2 to 30, 2024), a total of 232 new hires completed and passed the required training.

In 2024, the total training hours for ethics-related education reached 3,449 hours, with 3,449 participants in total, including 3,434 full-time employees (accounting for 99.57%) and 15 contractor employees (accounting for 0.43%).

  Required Participants  Completed Participants  Remarks 
Full-time employees  3,434  3,434  The acquisition of Future Electronics was completed on April 2, 2024. As a result, the 2024 training program did not yet include Future Electronics employees. Full inclusion will begin in 2025.
Contract-based staff  0 0 No contract-based employees were on board during the training period.
Contractor employees  15 15  

Ethical Management Team

HR Division
∙ Ethical operation-related training
Legal Office
∙ Legal handling of disputes
Auditing Office
∙ Handling, investigating and submitting information from the whistleblower mailbox

 

Implement ethics management and strengthen risk control

To improve ethical management, the Ethical Management Team was jointly formed by HR, Legal and Auditing office, and headed by the Chief Human Resources Officer. Each department is responsible for making ethical management policies, formulating and implementing relevant measures, and handling reporting procedures within their functions and responsibilities to ensure the implementation of the Ethical Corporate Management Best Practice Principles.

Ethical corporate management and anti-corruption practices

Integrity is one of WT’s core values. We uphold this principle through our ethics management practices and anti-corruption mechanisms, with the following concrete actions in place:

Establishment and Operation of the Ethical Management Team
⮕

Internal Control Mechanism and Risk Management
⮕

Regular Audits
⮕

Reporting to the Board of Directors

Implementation Measures:

1. An Ethical Management Team conducts annual training sessions for all employees, including new hires, to promote awareness of ethics policies and anti-corruption regulations.

2. Each business unit is responsible for regularly monitoring and reviewing unusual circumstances as part of daily operations. This includes periodic account reconciliation and site visits with suppliers, surveillance of suspicious transactions, detection of shell companies, irregular payment activities, and abnormal changes in logistics or delivery locations.  

3. High-risk operations are prioritized in the Company’s annual audit plan to ensure effective oversight.  

4. The Chief Human Resources Officer reports the implementation results of ethics management to the Board of Directors on a regular annual basis.  

WT has established rigorous control mechanisms for business activities and operational procedures that are potentially exposed to higher risks of unethical conduct. In addition to the regular monitoring and review of processes with a higher risk of corruption – such as those susceptible to improper benefits, bribery, or other unethical practices – the internal audit personnel also prioritize high- risk operations in the annual audit plan based on risk assessments, thereby reducing the likelihood of unethical or corrupt behavior. Furthermore, each department and subsidiary conducts annual self-assessments of internal controls to review and evaluate the effectiveness of the design and implementation of the internal control system.  

The Ethical Management Team reports annually to the Board of Directors on the implementation results of the Company’s ethics management efforts for the previous year. On January 14, 2025, the report was submitted to the Board, covering topics such as training on ethical values and professional conduct, whistleblowing cases related to ethical misconduct, and the prevention of insider trading. These report assists the Board in evaluating the effectiveness of the Company’s preventive mechanisms for ethical business practices.

No involvement in political-related initiatives and no political donations

WT has not made any direct or indirect donations to political activities, political parties/associations/NGOs, politically-related organizations, individual politicians, or other voting/referendum initiatives in the past five years. The amount of political donations has been NT$0. In addition, WT has not lobbied on specific issues or conducted related activities with interest representative groups.

Strict regulatory compliance with zero violations

WT strictly adheres to all applicable regulations in every location where it operates. Across all its operational sites, the company has recorded zero incidents of regulatory violations in the areas of economic (such as investment, securities, and taxation), environmental (including air pollution, wastewater, and waste management), and social aspects (including human rights and occupational injuries).No penalties or sanctions have been imposed by the competent authorities.

Types of Ethical Conduct Number of Cases Identified or Reported Number of Substantiated Cases After Investigation
Corruption or Bribery 0 0
Discrimination or Harassment 0 0
Conflict of Interest 0 0
Money Laundering or Insider Trading 0 0
Other 3 0

Note: WT operates under a B2B business model. Transaction data with customers does not contain personally identifiable information of the customers or their contacts. Therefore, there are no whistleblowing categories related to customer privacy.

Ensuring confidentiality in whistleblower protection and investigations

WT has a whistle-blowing system specified by the provisions of Article 23 of “Ethical Corporate Management Best Practice Principles”and Article 21 of the “Procedures for Ethical Management and Guidelines for Conduct”. Anyone who suspects or discovers a violationshould take the initiative to report it to Independent Directors, supervisors, internal audit supervisor or other appropriate person.

WT’s whistleblowing channels include an internal whistleblowe mailbox and an online whistleblowing section on the Company’s official website. These whistleblowing channels allow whistleblowers to report misconduct by Company personnel in their local language and may be used anonymously. The Auditing Office is responsible for accepting external reports, forwarding them to the heads of relevant units for investigation, and following them up until the cases are closed. The identity of the whistleblower, the content of the report, and the investigation process are kept strictly confidential. Whistleblowers are protected from improper treatment as a result of their disclosures. Complete records of the case acceptance, investigation process, and outcomes are maintained and preserved for a period of five years.

In addition, a separate whistleblower hotline and mailbox, along with a dedicated case-handling mechanism, have been established specifically for sexual harassment complaints to safeguard the privacy of complainants. If any personnel are found to have committed serious violations of ethical conduct, the Company may, depending on the circumstances, dismiss or terminate the individual in accordance with applicable laws or internal management regulations.

Furthermore, the Company regularly reiterates its whistleblowing mechanisms during annual training sessions and policy awareness programs. These include information on the reporting system, whistleblower protection against retaliation, and the designated hotline and email address for sexual harassment complaints, in order to enhance employee awareness and confidence in the reporting channels.

Whistleblowing Channels ∙ By mail to: 14F., No. 738, Zhongzheng Rd., Zhonghe Dist., New Taipei City, Taiwan
∙ WT Official Website – Whistleblowing Section for Ethical Misconduct
∙ Prevention of Sexual Harassment Internal Whistleblowing: TW.HR@wtmec.com ｜  02-82269088 ext.8966
Receiving Unit ∙ Auditing Office
∙ HR Division (Prevention of Sexual Harassment)

Enhancing Information Security

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To ensure the confidentiality, integrity, and availability of WT information assets, as well as to comply with relevant laws and regulations and mitigate operational risks caused by internal and external threats, an information security policy has been established based on business needs. This policy applies to WT and its subsidiaries that are 100% directly or indirectly owned, controlled, or provide sales and services for the group. It also applies to all personnel within these organizations, including outsourced service providers, interns, and visitors. Information security clauses are incorporated into external contracts accordingly. 

Establishing a dedicated department to strengthen information security management

According to the World Economic Forum (WEF) Global Risks Report 2024, “misinformation and disinformation” rank as the number one global risk over the next two years and fifth over the next ten years. The widespread dissemination of false information makes it difficult for individuals and organizations to make accurate decisions and may increase the cost of verifying information. Meanwhile, “cyber insecurity” ranks fourth and eighth over the next two and ten years, respectively. Increasingly complex cyber espionage and cybercrime activities, such as loss of privacy, data fraud, or data theft, pose significant threats. A failure in information security defenses could lead to data breaches and ransomware attacks, or in more severe cases, disruptions to core systems that result in major operational losses and reputational damage.

In view of the growing importance of information security and the proliferation of cyber-attacks, WT Information Security Department is overseen by a Vice-President-level Chief Information Security Officer (CISO). The department is staffed with two dedicated managers and five full-time specialists. Their responsibilities, including security-risk management, incident investigation, vulnerability disclosure, and the assessment and implementation of security architectures, were reported to the Board of Directors on 5 November 2024.

During 2024, no major information security incidents involving the leakage of sensitive data or interruptions to information services occurred, and no financial losses were incurred by customers or suppliers because of security events.

To continually enhance professional capabilities in information security, the company uses the acquisition of security certifications as a performance-review mechanism.In 2024, the team earned four internationally recognized credentials – CCSP, Google CyberSecurity, CEH, and intermediate-level iPAS, covering cloud security, penetration testing, and auditing.In addition to its existing memberships in cooperative defense groups such as the Taiwan CERT/CSIRT Alliance and the Taiwan Chief Information Security Officer Alliance, the company joined the Information Service Industry Association of the R.O.C. (CISA) to share intelligence on security trends and threats, thereby strengthening its joint-defense ecosystem.

Ongoing enhancement of employee cyber-security awareness 

As traditional perimeter defenses lose effectiveness, employee awareness has become pivotal to cyber-security management. Since 2021, WT has conducted monthly social-engineering drills using random phishing templates. Employees who click on suspicious links undergo retraining and their immediate supervisors are notified; results are regularly tracked to reduce awareness-related threats. Beginning in 2024, the scope of our security-awareness training and phishing-simulation exercises was expanded to cover employees from both Excelpoint and Future Electronics.

Awareness Initiative-2024 Results

∙ Security-Awareness Training ⎯ 
Following recent acquisitions, group-wide training began in September 2024. Of 7,476 employees required to attend (136 on unpaid leave, parental leave, or resigned), 6,945 completed the course and passed the test – a 92.8 % completion rate.
∙ Social-Engineering Drills ⎯ 
278,037 phishing e-mails sent; click-through rate 0.7 %, outperforming the 5 % industry average.
∙ Advanced Professional Training ⎯ 
One intensive session delivered to core-system personnel and managers.

Strengthening the security framework to build corporate resilience

Guided by ISO 27001 and the NIST Cybersecurity Framework, WT applies defense-in-depth and secure-by-design principles across eight layers: governance, data, endpoints, applications, networks, third-party supply, business continuity & incident response, and threat intelligence & joint defense. Residual risks are continuously monitored. External ISO 27001 audits and red-team exercises validate our controls. WT holds ISO/IEC 27001:2013 and CNS 27001:2014 certificates, valid through 2025. Key 2024 actions mapped to the NIST CSF 2.0 functions are:

Govern

Regular security steering meetings brief executives on strategic goal attainment and variance analysis, ensuring alignment between cyber security and business objectives. 
Identify
Enhanced governance and policies; deployed an asset-inventory system and vulnerability scans; evaluated an external risk-management platform for threat identification and analysis. 
Protect
Classified information assets into Tiers 1-3 by sensitivity; enforced network segregation, access controls, endpoint hardening and behavioral monitoring. 
Detect
Implemented a new Endpoint Detection and Response (EDR) solution integrated with Security Information and Event Management (SIEM) and User & Entity Behavior Analytics (UEBA); big-data analytics establish behavioral baselines and accelerate anomaly detection. 
Respond
According to the incident response plan, suspicious anomalies are analyzed and assessed; once an event is verified as genuine, it is classified and handled based on its scope of impact, and the appropriate notification is issued in line with the assigned severity level. To strengthen the physical security and continuous monitoring of the data center, a digital evidence-collection mechanism has been implemented.
Recover
To reinforce the organization’s cyber-resilience and ensure that product and service delivery are not disrupted by “black-swan” or “grey-rhino” incidents, we are closing the last mile of data protection. In addition to adhering to the 3-2-1 backup principle (three copies, two different media, and one off-site location), we have also adopted an offline-media backup solution to further shorten recovery time in the event of a cybersecurity incident.

Strengthening cyber-security governance and network protection 

WT follows a “defense-in-depth” and “security-by-design” approach. Guided by Continuous Threat Exposure Management (CTEM), we proactively identify assets with vulnerable attack paths and apply risk-management controls to reduce both the likelihood and impact of incidents. Our 2024 cyber-security controls include the following:

Threat Intelligence / Inspection

• Daily collection and analysis of domestic & international cyber-security news, open-source intelligence (OSINT), and vendor / ISAC advisories.
• Annual third-party penetration tests or red-team exercises.

Endpoints

• Deployment of Endpoint Detection & Response (EDR) on PCs and servers with regular updates and real-time analytics.
• Activation of behavioral-analysis modules and adoption of Managed Detection & Response (MDR) services.

Data

• Encryption of sensitive data in transit and at rest.
• Annual in-house processing of retired information assets to ensure media are unreadable.
• Engagement of external specialists for de-magnetisation and physical destruction of retired assets, followed by disposal at government-accredited recyclers under escorted, fully logged procedures.

Applications

• Weekly vulnerability scanning with risk-based patch prioritisation and scheduled patch management.
• Implementation of Multi-Factor Authentication (MFA) and regular weak-password checks per NIST 800-63B.
• Use of FIDO2 hardware keys for critical cloud services to mitigate credential theft and brute-force attacks.

Network

• Deployment of next-generation firewalls (NGFWs) featuring application awareness, Intrusion Prevention (IPS) and Advanced Threat Protection (ATP).
• Identity-aware segmentation that separates employee and visitor access paths.
• Enhanced email security with advanced threat-protection modules to improve content analysis.

Addressing customers’ cyber-security concerns

WT’s transactions throughout the supply chain rely heavily on IT systems and online platforms. Customers and original-equipment suppliers regularly evaluate us through cyber-security self-assessment questionnaires and hold ad-hoc discussions on specific security topics. To meet customer requirements, third-party security service providers engaged by the customers carry out host vulnerability scanning and penetration testing to safeguard supply-chain information security.

Sources of Cyber-Security Information
1. Customers 5. Cyber-security service providers
2. Original-equipment suppliers 6. Cyber-security news outlets or specialist websites
3. Cyber-security information-sharing alliances / ISACs 7. Zero-day exploit intelligence and similar alerts
4. IT hardware & software vendors 8. External risk-management platforms

 

Business continuity and emergency response  

24/7 cybersecurity monitoring without interruption

WT has established a dedicated cybersecurity email inbox to receive diverse external threat intelligence, using it to reinforce internal safeguards. The company has also entered into managed-service agreements with third-party providers for a Security Operation Center (SOC) and Managed Detection and Response (MDR). This always-on, 24 × 7 mechanism enables continuous, real-time monitoring of cybersecurity threats.

Regular cybersecurity-incident drills to ensure the fastest possible recovery

To strengthen corporate resilience and maintain high availability of information systems, WT carries out at least one test and drill each year under the Cybersecurity Management System’s Business Continuity Plan. The exercise simulates a primary-system failure, switches the main data center to a remote site, records results in detail, and folds lessons learned into continual-improvement tracking.

Between April and June 2024, unplanned power outages increased by roughly 50 % compared with the same period the previous year. WT therefore continues to run power-failure drills that simulate sudden blackouts, ensuring emergency generators start promptly and all facilities and systems remain operational. Post-exercise reviews confirmed that the response procedures are appropriate and that every facility and system functioned normally throughout the test.

Establishing cybersecurity reporting tiered management & rapid response

WT has issued a Security-Incident Management Procedure that defines four severity levels and the associated escalation flow. When an incident occurs, the person who discovers it reports the details or security staff perform an incident determination; notifications are then sent in line with the assigned level. If the incident is classified as “major”, it must be reported immediately to the Chief Information Security Officer (CISO), who in turn briefs the General Manager for follow-up emergency-response management.

The IT department must eliminate and resolve cybersecurity incidents within the target resolution time. After closure, it conducts a post-incident review and implements improvement actions to prevent recurrence. If an incident results from an individual employee’s behavior, the root cause and impact are assessed and disciplinary measures are imposed in accordance with work rules.

In 2024, five cybersecurity incidents occurred. All were classified as non-major and involved credential leakage; each was handled and contained immediately, resulting in no impact. None of the incidents led to any compromise of core services or leakage of sensitive data.

WT Information Security Incident Flow Chart

Backup measures when the system is under attack

Local data snapshot Once every hour If the hardware is intact, the fastest way to recover compromised data.
Remote replication Real-time replication to the backup center, plus off-site snapshots When the primary data center suffers a force-majeure event or a failure that cannot be restored immediately, the COO authorizes switching system services to the backup center.
Off-site storage of backup media Daily backup; offline media moved off-site weekly If both the primary data center and the backup center are unable to provide service, data restoration and system rebuild will be carried out from the offline backups.

2024 WT’s Cybersecurity Performance

∙ Two rounds of company-wide cybersecurity-awareness training, plus one intensive session for core-system personnel and managers.

∙ Phishing-simulation campaign: 278,037 emails sent; employee click-through rate 0.7%, comfortably below the 5% industry average target.

∙ Blocked 39,553,348 spam emails and shielded against 1,576,611 malicious emails.

∙ Intercepted 28,782 endpoint-threat events.

∙ Patched 134,736 system and software vulnerabilities.

∙ Earned four additional international cybersecurity certifications and logged 200+ hours of professional training.

2025 cybersecurity management plan

Security-Management Mechanisms ∙ Continue to reinforce and improve cybersecurity governance, using scenario-based plans and drills to boost organizational resilience.
∙ Hold a monthly cybersecurity meeting to review internal and external threats, and convene a semi-annual management-review meeting to track improvements.
Security-Control Measures ∙ Keep strengthening identity management, micro-segmentation, and visibility to build a comprehensive security infrastructure.
∙ Monitor new technologies for both opportunities & risks, and adjust the architecture and defenses accordingly.
∙ Further enhance SIEM/UEBA (for visibility) and SOAR (security orchestration, automation, and response); leverage AI to analyze system logs and identify potential risks, using automated responses to minimize impact.
Security Awareness & Training ∙ Provide ad-hoc awareness campaigns and training based on real cases to keep employees vigilant; add content on AI deep-fake scams and emerging frauds, including safe-AI-use tips and cautions about unfamiliar sources.
∙ Upgrade cybersecurity staff competencies by continually acquiring relevant international certifications, equipping them to counter evolving external attacks and internal requirements.
Joint Defense & Supply-Chain Collaboration ∙ Keep strengthening overall supply-chain security and actively participate in joint-defense forums to obtain the latest threat intelligence.
∙ Continue to meet customer requirements through security assessments, vulnerability scans, and penetration tests.

Combining Sustainable Development and Risk Management

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Strengthening the integration of sustainability initiatives and operational risk management

In 2023, WT set up the Sustainable Development Committee to combine sustainable development management capabilities and coordinate corporate risk management. The Committee comprises two functional groups, Sustainable Development Team and Risk Management Team, and takes the operating mechanism over from the Risk Management Committee that it replaced. The Committee is currently made of five members: the Chairman, one Director and three Independent Directors. In 2024, the Sustainability Development Committee convened four meetings, presenting risk management proposals to the Board covering both financial risk management and climate change risk management.

The Risk Management Team is designated to implement risk management. It is mainly responsible for executing overall risk management within WT, formulating risk management policies, structures and mechanisms, establishing qualitative and quantitative management standards, and reporting the risk management implementation status and results to the Sustainable Development Committee.

WT risk management roles and responsibilities

Board of Directors:

The Board of Directors is the supervisor of risk management and the highest governance body. With the objectives of complying with laws and regulations and promoting and implementing risk management, it approves risk management policies, continuously supervises the effective operation of the risk management mechanism. It undertakes the ultimate responsibility of WT’s risk management system.

Sustainable Development Committee:

The Sustainable Development Committee reports directly to the Board and is responsible for reviewing the appropriateness of risk management policies and structures, reviewing major risk management strategies, including risk appetite or tolerance, reviewing management reports on major risk issues, supervising improvement mechanisms, and regularly reporting risk management status to the Board.

Risk Management Team:

The Team is designated to implement risk management and is mainly responsible for executing overall risk management, formulating risk management policies, structures and mechanisms, and establishing qualitative and quantitative management standards.

Auditing Office:

The Auditing Office reports directly to the Board and is responsible for independent supervision and quality assurance, internal control system revision and promotion, and audit planning and execution. The Office is required to submit an annual audit plans based on the risk assessment results every year, and reports on the audit plans implementation status to the Audit Committee and the Board.

Accountable Units:

Each accountable unit is responsible for the actual implementation of risk management and the unit heads are responsible for analyzing, monitoring and reporting the risks within their scopes and ensuring that the risk management mechanism and procedures can be effectively implemented.

WT risk management procedure

1｜Risk identification

2｜Risk evaluation

3｜Risk monitoring and reporting

4｜Risk response

Emerging risks in six major types were assessed according to risk management practices

2024 World Economic Forum (WEF) Global Risks Report

2years   10years
Misinformation and disinformation 01 Extreme weather events
Extreme weather events 02 Critical change to Earth systems
Societal polarization 03 Biodiversity loss and ecosystem collapse
Cyber insecurity 04 Natural resource shortages
Interstate armed conflict 05 Misinformation and disinformation
Lack of economic opportunity 06 Adverse outcomes of AI technologies
Inflation 07 Involuntary migration
Involuntary migration 08 Cyber insecurity
Economic downturn 09 Societal polarization
Pollution 10 Pollution

Source：2024 World Economic Forum (WEF) Global Risks Report

In accordance with the 2024 World Economic Forum (WEF) Global Risks Report framework, our risk management system evaluates emerging risks across six critical typologies. The priority risks including economic downturn, extreme weather events, geopolitical conflicts, cyber insecurity, generative AI disruptive technologies, and change in government policies and legislation require ongoing monitoring and active governance

Risk Identification
Economic risks ∙ Operational: Market structure and demand, industry development and competition, sales or procurement concentration, product and raw material prices, product development and services, business model changes, patent application and maintenance, intellectual property protection, etc.
∙ Financial: Inflation, financing, liquidity management, exchange rate, interest rate hedging, financial investment, strategic investment, etc.
Environmental risks Operation interruptions caused by extreme weather events or natural disasters
Geopolitical risks Legal compliance, sales or procurement concentration, business model changes, product and raw material prices, and organizational structure adjustments
Technology risks ∙ Information security: Failure to ensure information confidentiality, integrity and availability as a result of potential exposure of the information assets to unbearable risks
∙ Technological changes: Development of clean technologies with higher efficiency in response to extreme climate and mis- and disinformation as a result of the rise of generative AI
Social risks Labor shortage
Other risks ∙ Legal compliance: Failure to comply with laws and regulations or deficient contract specifications
∙ Other emerging risks: Viral infections such as COVID-19

 

Risk Type Risk Identification Attention Risk Factor Current Impact on the Company Countermeasure
Economic risks Inflation, market demand, industry development and competition, liquidity management, financing, forex rate, interest rate hedging, and dividend distribution caused by economic recession＊ Keep monitoring The extensive end market is closely related to the overall economy. An economic recession will inevitably lead to a decline in demand for electronic products, and thus, a decline in demand for WT’s products. The fiscal and monetary subsidies from governments during the COVID-19 pandemic, as well as the rise in energy and food prices caused by the war in Ukraine, have led to a decline in global economic growth, inflation, and rising interest rates in the postpandemic era, which has caused a decline in WT’s profits. Formulate business strategies based on the overall economic situation and market conditions, improve the overall presence in the electronic components market, continue to expand market share and increase profitability, continue to optimize the operation management system, and strengthen risk management to improve operation efficiency.
Economic risks Operation risks caused by procurement and sales concentration No need Procurement and sales concentration pose a risk of crucial impact on the sales performance if a major vendor or customer is lost. In 2020, WT experienced the termination of its highest-revenue supplier agreement. Subsequently, WT mitigated the revenue impact by deepening collaborations with alternative suppliers. With a diversified base of over 400 vendors and 25,000 customers, there is thus not a concern on excessive procurement and sales concentration. WT is a professional distributor of electronic components, partnering with globally recognized suppliers and customers. Beyond maintaining strong relationships with existing partners, WT actively diversifies its business by pursuing new customers and expanding its product agency lines, ensuring balanced diversification across its supplier and customer base.
Environmental risks Hazards caused by strong typhoons, natural disasters, extreme weather events, heat, and energy instability Keep monitoring Climate change triggers global droughts, snowstorms, typhoons, floods, extreme heat, and energy instability, leading to disruptions in the supply of electronic components. Natural disasters including droughts, snowstorms, typhoons, floods, extreme heat, and energy instability may all potentially impact electronic component manufacturing, physical inventory risks, and inbound/outbound scheduling to varying degrees. Continue implementing globalized deployment strategies by diversifying operational regions and concentration of suppliers and customer to mitigate operational risks arising from extreme climate events in any single region.
Geopolitical risks Geopolitical conflicts lead to compliance challenges, sales/procurement concentration risks, operational model changes, product/raw material price fluctuations, and organizational restructuring. Keep monitoring The electronic components industry, encompassing design, manufacturing, testing, and sales, relies heavily on cross-border collaboration and interdependent relationships. Geopolitical shifts and conflicts introduce significant uncertainty shocks across the entire supply chain. Geopolitical conflicts trigger trade wars, tariff barriers, national security concerns, and regulatory changes, disrupting the electronic components industry through impacts on product supply/demand, pricing, production capacity, logistics, and import/export controls ultimately affecting our operations. Continue implementing globalized deployment strategies by diversifying operational regions and concentration of suppliers and customer to mitigate the impacts arising from geopolitical risks in any single region.
Technology risks 「Information confidentiality, integrity, and availability exposed to cyber insecurity Keep monitoring In recent years, the expansion of cybercrime and information security vulnerabilities has progressively increased the potential for information assets to face intolerable risks, compromising our ability to ensure data confidentiality, integrity, and availability Data breaches may result in significant financial losses, reputational damage, and even disruption to business operations. Cybersecurity incidents can lead to operational downtime and system failures, causing substantial economic impact. Ransomware attacks may force us to pay exorbitant ransoms or face data exposure and customer compensation claims, all resulting in financial damages. Inventory and classify information assets by security level, establish a tiered protection system, conduct risk assessments, and prioritize critical targets for safeguarding. Deploy traffic defense services to mitigate damage from hacker DDos attacks (such as network, dictionary, and brute-force attacks), ensuring the availability of order processing and shipping systems. Strengthen the Advanced Persistent Threat (APT) detection system, patch antivirus vulnerabilities, and reduce zero-day attack risks.
Technology risks Due to supply and demand fluctuations in product sales caused by emerging technology trends Keep monitoring WT specializes in high-technology product distribution, making its business particularly susceptible to revenue fluctuations caused by rapid industry changes and technological evolution that impact product mix. As an electronic components distributor, WT operates on an order-driven model – procuring from suppliers upon receiving customer orders, which inherently minimizes inventory risk. However, the company’s growth trajectory remains subject to its ability to anticipate industry shifts and master emerging technologies like generative AI. WT maintains constant vigilance through its R&D and sales teams to monitor technological and industrial changes that may impact operations. Simultaneously, the R&D team is intensifying efforts to develop AI-enabled solutions and clean technology products, driving both product diversification and sustainability initiatives to ensure stable profitability while advancing environmental stewardship.
Social risks Labor shortage No need The low birth rate makes it difficult to recruit and thus causes a talent shortage. Considering the Company’s current steady growth, there are no significant risks in the short term. WT’s recent cross-border acquisition has expanded its operational footprint across multiple countries. With highly complementary business operations, we enhances work efficiency and revenue growth through resource sharing, while reducing the need for continuous workforce expansion.
Other risks Change in government policies and legislation Keep monitoring Changes in critical industrial policies and regulations across the countries where WT operates may significantly impact our business operations. Governments worldwide are actively promoting high-tech, semiconductor, and high-value-added industries. As WT primarily distributes semiconductor components, current policy and regulatory changes pose no material operational impacts. Furthermore, increasing global policies on energy efficiency and net-zero emissions are expected to positively influence sales of low-carbon products. WT’s legal, finance/accounting, and stock affairs teams keep watch on and dutifully gather market intelligence and legislative changes at home and abroad, and timely consult legal and accounting experts to propose measures in response to major changes in domestic and foreign policies and legislation. The R&D team further develops products with emerging clean technologies to increase sales of low-carbon products.

＊For detailed information on risk analysis and management policies related to financial risks in economic category, please refer to the 2024 Annual Report.

Complying with international tax standards and publicly disclose tax information

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Taxes are not only a cornerstone of national governments’ provision of local infrastructure and public services, but also an important source of funding to attain global sustainable development goals. To meet changes in global tax environment, increasing complexity in cross-border transactions and global anti-avoidance trends, WT continues to interact and cooperate with tax authorities in countries where it operates.

Facing the trend of international tax equity, WT implements corporate governance and shapes a corporate tax culture by formulating tax governance and transfer pricing policies, while taking into account the overall operational development and the creation of operating profits. The policies are reviewed annually to reflect international tax trends, and the need for revisions evaluated. WT files honestly in accordance with the regulations of each location where it operates, and make proper use of applicable government tax incentives.

WT commits to reducing its tax burden through transparent tax arrangements, ensuring that the Group’s tax strategy aligns with international anti-tax avoidance principles and corporate social responsibility. By implementing lawful and compliant tax planning, WT upholds tax transparency and maintains strong cooperative relationships with local tax authorities to jointly foster a fair and competitive business environment.

In preparations for the upcoming Controlled Foreign Corporation (CFC) system, WT has adjusted its organizational structure to comply with the international anti-avoidance trend for tax fairness, reorganized its substantive operating affiliates registered in countries with low tax burdens, and prudently assessed the impact of the taxation policy on the Group. It also keeps close watch on any legislative news.

Tax irregularities or unethical matters can be reported internally and externally through WT’s exiting whistleblower mechanism. All tax information disclosed in relevant public channels, such as annual reports at the shareholders’ meeting, is derived from financial statements certified by an accounting firm.

WT Tax Policies

01

Compliance with tax regulations

We handle tax matters and file taxes in accordance with tax laws and regulations of each country in which we operate as well as international rules and standards (e.g., the arm’s length principle, OECD regulations, etc.). We pay reasonable tax liabilities commensurate with economic value in the countries in which we operates in order to fulfill our social responsibility.

02

Information transparency

We disclose tax-related information in compliance with financial reporting standards.

03

Reasonable tax saving

We use legal tax incentives and do not engage in tax planning for the purpose of avoiding tax liabilities.

04

Established communication channels

We established a mutually respectful and trustful communicative relationship with tax authorities with whom we can conduct timely clarification of possible tax issues for major transactions.

05

Managing tax risks

Tax implications must be taken into considerations when key company decisions are made. Operating environment and transaction patterns must be analyzed, and established investment structures reviewed to determine their consistency with sustainable tax strategies and management policies, with a view to developing adjustments.

 

Tax payment situation

WT’s effective income tax rate and cash income tax rate are both higher than Taiwan’s statutory income tax rate of 20% for profit-making enterprises, mainly because the Company’s management retains part of the current year’s earnings without distributing in consideration of the working capital required for the Group’s future operational growth, and is required thus to pay tax for the undistributed earnings. The decrease in the cash effective tax rate in 2024 is mainly due to the timing difference in income tax payments and a significant 128% increase in profit before tax compared to 2023.

 

2024 income tax payment by region

   
 
Taiwan 39%
 
Others (excluding Taiwan) 61%
  2022 2023 2024
Net profit before tax (A) 9,911 5,195 11,835
Income tax expense (B) 2,311 1,217 2,629
Income tax paid (C) 2,376 1,589 712
Book effective tax rate (D)=(B)÷(A) 23.32% 23.43% 22.21%
Cash effective tax rate (E)=(C)÷(A) 23.97% 30.59% 6.02%
(in NTD million)

Digital Transactions & Services

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Digital optimization not only improves operational efficiency but also reflects our dedication to delivering low-carbon solutions. 

Continually enhancing digital transactions and information exchange 

WT serves over 25,000 customers and suppliers. By adopting a digital transaction and data exchange operating model, the company significantly enhances employee efficiency across sales and procurement operations. This includes functions such as sales forecasting, customer order creation/modification, delivery schedule responses, and other related processes. These operations are integrated through mutually agreed-upon electronic data interchange (EDI) protocols. In addition, various automation tools are implemented to support manual tasks, aiming to streamline processes and improve overall management efficiency.

Sales Operations
01 Sales Forecasting
02 Pricing Information
03 Customer Order Creation/Modification
04 Delivery Schedule Response
05 Shipping Notification
06 Invoice Information
Procurement Operations
01 Project Design Registration
02 Quotation
03 Purchase Order Creation/Modification
04 Supplier Shipping Notification / Invoice Information
05 Receipt Data
06 Payment
Current status of sales process system enhancements in 2024

Customer Orders Received Through Digital
• Customer sales order creation/modification is conducted through Electronic Data Interchange (EDI) integrated with the document approval system. Upon authorization and verification, delivery schedules are instantly updated in the order system.
• In 2024, seven new corporate clients were onboarded to the digital transaction process.
Customer Delivery Date Response
• In 2024, four new customers began exchanging delivery schedules through digital channels.
• Approximately 6.2% of customers can now access delivery information directly via the website.
Shipment and Related Operations
• Certain customer operations require access to their online platforms. Robotic Process Automation (RPA) has been gradually adopted to streamline repetitive tasks such as Advanced Shipping Notice (ASN) creation, minimizing manual effort and reducing delays and errors.
• As of 2024, over 89,902 tasks have been completed for 10 customers, with the number steadily increasing.
Paperless Invoicing
• Integrated with third-party platforms for direct data exchange, reducing the need for manual input.
• Achieved 100% paperless processing.
• Ongoing process optimization is carried out based on individual customer requirements.
Customer order digitalization outcomes
4.38%
 
2022
5.36%
 
2023
9.58%
 
2024
Digitalization results of RMB invoice processing for reconciliation and payment requests
3.71%
 
2022
77.92%
 
2023
100%
 
2024

Software-assisted automated custom reports to streamline operations and enhance management

In recent years, beyond focusing on enhancing the systemization of supply chain management, the company has also introduced customized automation support modules. Using Excel VBA tools, employees can efficiently convert data into tailored reports, significantly improving work efficiency and value. This practice has become a routine part of daily operations. These tools have been increasingly applied across various functions, including sales, procurement, and other operational areas, contributing to continual improvements in reporting and workflow efficiency year after year.

Number of Improvements via Sales Automation Support Modules

 

162
2022
238
2023
130
2024

Number of Improvements via Procurement Automation Support Modules

 

45
2022
123
2023
53
2024

Number of Improvements via Other Automation Support Modules

 

5
2022
22
2023
7
2024

Plans are in place to begin adopting AI to assist with rapid data identification and extraction.

Current status of procurement process system improvements in 2024

Scope Expansion of Procurement Process Applications

• Rolled out to all business units across the group to strengthen procurement management operations.

Customized Format Automation with Software Support

• Introduced automated modules for customized formats using Excel VBA tools to accelerate the conversion of procurement order changes and delivery date requests into customer-specific formats.

Digital Procurement Transactions

• Continued expansion of B2B/EDI transactions with customers and original suppliers, enabling electronic handling of sales order changes and related processes, with systemized, rapid submission to original suppliers.

Automation of Price Maintenance Operations

• Deployed RPA (Robotic Process Automation) to assist in maintaining procurement pricing information efficiently.

Integrating software automation into procurement systems for enhanced efficiency

The procurement process and order management system enhancements implemented in 2023 have demonstrated significant operational results by 2024. Procurement orders and delivery schedule adjustment requests generated from the process are now integrated with automated support modules using VBA tools to handle customized formatting. This has substantially reduced the number of manual tasks and the time required for order processing.

 

Customization Rate of Procurement Order Format

 

95%
2023
95%
2024

Customization Rate of Delivery Schedule Management Format

 

99%
2023
95%
2024

Note: The customization rate of delivery schedule management formats declined in 2024 due to the integration of Future Electronics into the system.

 

Procurement price maintenance automation – enhancing efficiency and management

Real-time maintenance of procurement pricing data is a critical element of effective supply chain management. In 2024, the company expanded its digital optimization efforts into this area. While existing systems already support bulk updates by staff, Robotic Process Automation (RPA) tools were introduced to assist in routine operations. Currently, automated processes account for approximately 20% of procurement price maintenance activities. Broader implementation is planned for 2025, aiming to further improve operational efficiency and reduce manual workloads.

 

Demonstrating year-on-year improvement in digital transactions and information exchange.

With over than 10,000 customers and vendors, WT has introduced an operating model featuring electronic transactions and data exchange to significantly improve employee’s efficiency with digital sales and procurement procedures and with mutually agreed electronic exchange protocols that allow data interfacing. The following table shows the numbers of e-transactions with customers and vendors and their shares in revenue or purchase amounts in the past three years.  Currently, 64% of the group’s revenue and 95% of procurement are handled through digital transaction models.

Electronics sales procedures
01 Sales Forecast
02 Price information
03 PO creation/modification
04 Shipment date reply 
05 Shipping notice
06 Invoice information
Electronic procurement procedures
01 Project design registration
02 Price inquiry
03 PO creation/modification
04 Vendor shipping notice/invoice information
05 Shipment arrival information
06 Payment

% of e-transactions in revenue from customers

20%
2021
30%
2022
45%
2023
64%
2024

% of e-transactions in purchase from vendors

30%
2021
40%
2022
90%
2023
95%
2024

 

 

Providing customers with comprehensive services

 

Customer satisfaction in 2024 reached 89%.

WT’s sales representatives regularly communicate with customers about sales orders, shipment dates and other transactions related matters. There is also a customer complaint mechanism in place for customers to provide feedback about service quality, product shipment quality, or other abnormal events. In order to ensure the overall customer service quality, in 2024, a total of approximately 70 Customer Satisfaction questionnaires were sent to important customers and new customers (revenue coverage rate exceeded 65%). Customer opinions were collected through questionnaires, which will serve as an important basis for WT to continuously improve service quality. The survey results of the five major dimensions showed that 47% were very satisfied, 42% were satisfied, and the overall satisfaction rate was 89%.

Customer satisfaction survey results by dimension %
◼ Highly Satisfied 47%
◼ Satisfied 42%
◼ Neither Satisfied nor dissatisfied 11%
◼ Dissatisfied 0%
◼ Highly Dissatisfied 0%

 

The satisfied result for the five dimensions as below:： 

Product Logistics＆Delivery Price&Cost Service Overall rating
93% 91% 72% 94% 94%

Apart from the Price & Cost dimension, satisfaction in all other aspects exceeded 90%. Although satisfaction in the Price & Cost category was only 72%, when including responses classified as “acceptable”, the combined positive feedback reached 99.6%, with only 0.4% expressing actual dissatisfaction. Due to original suppliers’ pricing strategies, there is limited flexibility to influence changes in pricing.

The chart below shows satisfaction results across different dimensions:

In response to dimensions with lower satisfaction and topics of customer concern, we have followed up and implemented corrective actions. Feedback provided by customers has also been incorporated into our operational policies to drive continuous improvement and ensure service quality.

 

Customer Satisfaction Survey Results by Dimension %

 

Highly Satisfied

 

Satisfied

 

Neither Satisfied nor dissatisfied

 

Dissatisfied

 

Highly Dissatisfied

45.15%
48.13%
6.72%
Product
52.24%
38.81%
8.96%
Logistics＆Delivery
29.48%
42.91%
27.24%
0.37%
Price & Cost
53.73%
40.30%
5.60%
0.37%
Service
52.24%
41.79%
5.97%
Overall rating

 

WT has already a customer complaint procedure in place to collect customer feedback about products and services. The complaints are filed to the competent units to analyze the cause, and keep track of improvements. Not only a reply will be given to customers about how the complaint is eventually handled, but internal publicity or training will be strengthened to prevent similar incidents from recurrence.  

Customer complaint possible situations include: logistics delivery, customer relationship service, and product quality 

 

Customer request
⬇
Business Unit Or Operation
⬇
Cause analysis
⬇
Solving problem
⬇
Review and improvement

Implement and Enhance a Sound Corporate Governance Framework

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A sound board structure and operational mechanism

The shareholders’ meeting is the highest authority of WT, while the Board of Directors serves as the highest governing body. The Board, led by the Chairman who acts as the chairperson, oversees the achievement of the Company’s operational goals, enhances business performance, provides strategic guidance to the management team, and ensures compliance with relevant laws and regulations, thereby safeguarding the best interests of the shareholders.

WT established the “Corporate Governance Best Practice Principles” to strengthen the Board’s functions. Besides emphasizing Directors’ professional knowledge, skills, and qualities, the Company implements a policy of board diversity, which requires that Independent Directors constitute no less than one-third of all Board seats to ensure governance independence. Competent Directors are elected at the shareholders’ meeting through a candidate nomination system in accordance with the “Rules for Directors Election“.

 

Functional committees enhancing governance

To optimize the quality of board decisions-making and enhance its supervisory functions, various functional committees are established under the Board of Directors based on their respective responsibilities. These committees assist the Board in effectively reviewing major corporate matters and monitoring the implementation of its resolutions. The functional committees include the Audit Committee, Remuneration Committee, Nominating Committee, and Sustainable Development Committee. Each committee is accountable to the Board and submits proposals for board resolution.

In 2019, WT’s Board of Directors approved the appointment of a Corporate Governance Officer, who is responsible for matters related to Board and shareholders’ meetings, as well as assisting Directors in their orientation, continuing training, performing of duties, and compliance with regulations. For detailed information, please refer to the Implementation of Corporate Governance in 2024.

 

Composition and functioning of the Board

To meet the management needs of global expansion and promote board diversity, one additional Director was elected at the 2024 Annual General Meeting, bringing the total number of Board members to 9, including 4 Independent Directors. For details on the implementation of the board diversity policy, please refer to the Corporate Governance section on WT’s official website.

The Board of Directors holds at least one meeting per quarter. In 2024, a total of 13 Board meetings were convened, with an overall Director in-person attendance rate of 92.7%, and a 100% personal attendance rate by Independent Directors.

All proposals submitted to the Board in accordance with the 9 categories specified in the “Rules of Procedure for Board of Directors’ Meetings”, including items such as business plans, financial reports, acquisition or disposal of significant assets, amendments to internal controls and key internal regulations, and the issuance of equity-related securities. For details on major resolutions approved by the Board in 2024, please refer to the Major Resolutions under Corporate Governance section on WT’s website.

Composition of WT Board of Directors

 
 

Independent Director: 4

 

Director: 5

 
 

Executive Director: 3

 

Non-Executive Director: 6

 
 

Female: 3

 

Male: 6

 
 

Aged 51-60: 5

 

Aged 61-70: 1 

 

Aged 71-70: 3

Article 20 of WT’s “Corporate Governance Best Practice Principles”
Basic requirements and values: Gender, age, nationality and culture, etc. It is preferred that female Directors make up at least one third of the Board.
Professional knowledge and skills: Professional backgrounds (such as law, accounting, industry, finance, marketing or technology), specialized skills, and industry experience, etc.

 

To mitigate potential conflicts of interest arising from the Chairman concurrently serving as a managerial officer, as well as other Directors with conflicts of interest, WT follows Article 15 of the “Rules of Procedure for Board of Directors’ Meetings” regarding the recusal mechanism for Directors with conflicts of interest. WT discloses details of proposals involving Directors’ interests in its annual report, including the content of each proposal, the names of the Directors involved, and the reasons for their recusal.

Each year, WT arranges for Directors to attend professional training programs offered by external institutions, such as the Securities and Futures Institute. In addition, the Company irregularly provides updates on corporate governance and regulatory developments to enhance the Board’s operational effectiveness. In 2024, WT held four Director training sessions, all conducted entirely in English in response to globalization trends.

Lecturer Course Title Course Content
Mr. Colley Hwang ⎯ (Founder and Chairman of DIGITIMES) Global ICT Supply Chain and the Evolved Semiconductor Industry Provided in-depth analysis on the outlook trends of the global ICT supply chain and the evolved semiconductor industry, the exponential growth and business opportunities of the industry, the evolution of division and decentralized manufacturing, as well as issues related to artificial intelligence and geopolitics.
Mr. Chih-Cheng Hsieh ⎯ Assurance Partner and Accounting Consulting Service Leader, PricewaterhouseCoopers How to read and analyze financial statements Analyzed business fundamentals and growth potential, explored ways to create operational value, and learned to identify early warning signs of risk and prevent financial misstatements by studying case examples of other companies’ financial statements.
Mr. Daniel Liang ⎯ General Manager of TCIC Global Certification LTD A Global Trend on AI Governance  Provided an overview of global trends in AI governance, with an analysis of the key areas of focus by the International Organization for Standardization (ISO) in developing AI management systems, and shared the identification and mitigation of security threats and privacy risks associated with AI systems.
Mr. Sean Lee ⎯ Chief Information Security Officer, SinoPac Holdings X-Tech：The Strategy and Thinking of Cybersecurity  Provided a systematic introduction to information security and corporate information security management. Drawing on the lecturer’s extensive practical experience, the session highlighted the evolution and trends of information security and emphasized the importance of prevention.

In addition, Independent Directors actively participated in discussions within various functional committees and provided recommendations to the board, thereby reinforcing corporate governance practices.

For detailed information on the composition of the Board of Directors, the Audit Committee, and other functional committees in 2024-including members’ age ranges, professional backgrounds, terms of service, and concurrent positions in other companies, as well as data on Board meeting attendance, continuing training, and the implementation of conflict of interest recusal, please refer to Chapter 2: Corporate Governance Report in WT’s 2024 Annual Report.

 

100% attendance by Audit Committee members

The Audit Committee is composed entirely of Independent Directors, with four members serving in 2024. Mr. Kung-Wha Ding served as both the convener and chairperson. The Committee convenes at least once per quarter. The CPA is required to communicate with the Independent Directors throughout the audit process, including planning, auditing, and reviewing the results. The Internal Auditing Officer also reports on the implementation status and other matters to the Audit Committee at every non-emergency meeting. In 2024, a total of 13 Audit Committee meetings were held, with a 100% in-person attendance rate by all members. For further details, please refer to the “Operation of the Audit Committee in 2024”. In response to regulatory amendments, the “Audit Committee Charter” was revised in 2024 to strengthen the authority of Independent Directors and enhance the procedural framework of the Audit Committee.

 

Audit Committee Oversight Functions

01 Adequate presentation of the Company’s financial statements
02 Appointment, dismissal, and assessment of the CPA’s independence and competence
03 Effective implementation of the Company’s internal controls
04 Compliance with relevant laws and regulations by the Company
05 Risk management of existing or potential risks faced by the Company

 

Improved executive compensation management system

The Remuneration Committee is composed of three Independent Directors. The purpose of the Committee is to take into account the Company’s operational performance, make objective and professional recommendations to the Board, and assist the Board in implementing and evaluating the Company’s overall compensation and welfare policies. In addition, the remuneration of directors and executives is determined and reviewed in accordance with the Director and Functional Committee Remuneration Payment Guidelines and the Regulations Governing Compensation Payment of Executive Officers as necessary to strike a balance between sustainable management and risk control. In 2024, a total of six Remuneration Committee meetings were held with all members having a 100 percent in-person attendance rate. For detailed information, see the Operation of the Remuneration Committee in 2024.

The Regulations Governing the Share Ownership of the CEO and Non-Executive Directors in 2023 to encourage the CEO and non-executive Directors (excluding Independent Directors) to hold an appropriate amount of the Company’s stocks for a long period, so that their performance could be consistent with shareholders’ interests and they could share the Company’s operating results with shareholders.

The Compensation and Clawback Policy for Executive Officers was formulated in 2023 and adopted by the Board in 2024, which formally include environmental and social operational performance into the Executive Officers’ compensation evaluation criteria. In particular, environmental and social performance each account for ten percent respectively. In addition, to prevent executives from engaging in behaviors that exceed the Company’s risk appetite for higher remuneration, the Policy also stipulates that in cases where a manager’s misconduct leads to a major violation of laws or regulations, and causes a significant risk loss or a need for recompiling financial statements, the Company will recover the excess rewards and significant risk loss incurred by current or former managers due to their misconduct. The content and reasonableness of the above-mentioned remuneration and the difference to be recovered must be reviewed by the Remuneration Committee before submission to the Board for discussion and approval. The remuneration system shall also be reviewed in a timely manner based on operating situation and relevant laws and regulations.

Performance Evaluation Indicators for Executive Officers, including the CEO, President, and Vice Presidents
Recipient Performance Indicators Calculation (Weighting) Description
Executive Officers, including the CEO, President, and Vice Presidents Key Financial Indicators 60% Performance evaluation shall be conducted based on the following financial indicators, assessed against the annual plan and compared over multiple years.
∙ Net Operating Revenue
∙ Gross Profit
∙ Operating profit
∙ Net Income
∙ EPS
Departmental / Project Performance 20% Performance evaluations are conducted based on the implementation status of each department or project, such as the effectiveness of risk management, corporate governance, or information security management.
Environmental Performance 10% Efforts to promote the Company’s environmental sustainability, including reducing carbon footprint and improving resource efficiency.
Social Performance 10% Continued promotion of diversity, equal opportunity, and social contribution initiatives.
Note: Based on the weighted results of all performance indicators, individual performance is further considered for adjustment. All related compensation matters are reviewed by the Remuneration Committee and submitted to the Board of Directors for resolution. The compensation system is also reviewed and adjusted as necessary in accordance with business conditions and applicable laws and regulations, in order to support the Company’s goal of sustainable operations.

In 2024, the General Manager’s total annual pay was 18.4 times of the median of that of the employees (excluding the General Manager) who have worked for more than six months in 2024 at the Taiwan headquarters and the four subsidiaries including Morrihan, Nuvision Technology, Maxtek Technology, and Techmosa. After calculating the year-over-year percentage change in compensation for each employee, the values were ranked and the median was identified. The ratio of the General Manager’s compensation growth rate to the median compensation growth rate of employees (excluding the General Manager) was 0, as the General Manager’s total compensation remained unchanged in 2024. The median year-over-year growth rate of employee compensation was 6.44%.

Note: Only the employees who have been employed throughout both 2024 and 2023 were taken into account for the median calculation to prevent discrepancies between the statistical median and the actual situation caused by issues such as incomparability of the pay increase of those who have not received a full year’s remuneration in both years (including new hires in 2023 or departures in 2024), and the absence of remuneration increase data for the new hires in 2024.

 

Both the Sustainable Development Committee and the Nominating Committee comprise a majority of Independent Directors.

The Sustainable Development Committee was established at the end of 2023 to supervise and manage the implementation of sustainable development. The Committee is composed of at least three members appointed by the Board, with more than half must be Independent Directors. In 2024, the Committee consisted of five members: the Chairman, one Director, and three Independent Directors. The first convener and chairperson is Director Kerry Hsu. Two functional teams were established under the Committee: Sustainable Development Team, led by Chief Sustainability Officer Willie Sun, and the Risk Management Team, led by Accounting Officer Cheryl Yang. These teams work together to integrate risk management mechanisms into the promotion and implementation of sustainability initiatives.

The Nominating Committee was also established at the end of 2023 to assist the Board in the fair and transparent selection and evaluation of suitable candidates for directorship, as well as to assess the independence of Independent Directors. The Committee shall be composed of at least three Directors appointed by the Board, with more than half must be Independent Directors. In 2024, the Committee consisted of three members: the Chairman and two Independent Directors. The first convener and chairperson is Chairman Eric Cheng. The Nominating Committee also assists the Board of Directors in reviewing the performance evaluations of the Board itself, its functional committees, and individual Directors, as well as in planning and implementing Director development programs.

 

WT formulated the “Rules for Board of Directors Performance Assessments” in 2016, which clearly stipulates that the Board shall be evaluated at least once a year, and that its performance must additionally be assessed once every three years by an external, professional, and independent institution or a team of external experts or scholars. The assessment results must be reported to the Board and used as a reference for determining individual Directors’ remuneration and nomination for the Board re-election.

 

Four Board of Directors Assessment Aspects

01 The Board’s professional competencies
02 The effectiveness of the Board’s decision-making
03 The Board’s attention to and supervision of internal controls
04 The Board’s attitude toward corporate social responsibility

 

 

In 2023, the Taiwan Institute of Ethical Business-an external professional institute, was commissioned to assess the Board’s performance. The Institute and its executive experts maintain independent and have no business relationship with WT. The assessment was conducted through document reviews, questionnaires, and on-on-one interviews with the Directors in four major aspects. Two concrete recommendations were made: (1) Enhance the Independent Directors’ understanding of the operations of overseas subsidiaries and strengthen their interaction with the executives; (2) Continue to implement the Company’s sustainable management goals. The internal and external assessment results were reviewed and approved at the Board meeting held on February 16, 2024, which agreed to optimize WT’s corporate governance implementation by making the recommended improvement. For further details, please refer to “The implementation of external board performance evaluations”.

The execution results of the 2024 internal performance evaluations for Individual Directors, the overall Board of Directors, and each functional committee of WT were approved by both the Nominating Committee and the Board on February 25, 2025. For more detais, please refer to “Chapter 2: Corporate Governance Report” in WT’s 2024 Annual Report.

 

Rigorous internal audits to ensure fairness and impartiality

❙ Independence: The internal audit unit is an independent unit under the Board of Directors and reports directly to the Board. The appointment and dismissal of the Chief Internal Auditor shall be approved by the Audit Committee and resolved by the Board of Directors. The appointment, dismissal, performance evaluation, and remuneration of internal audit personnel shall be handled in accordance with the Company’s Corporate Governance Best Practice Principles. Such matters shall be submitted by the Chief Internal Auditor to the Chairperson for approval, and performance evaluations shall be conducted annually.  

❙ Purpose of internal audit: The purposes of internal audit are to assist the Board of Directors and managers in inspecting and reviewing defects in the internal control systems, measuring operational effectiveness and efficiency, and to make timely recommendations for improvements to ensure the sustained operating effectiveness of the systems and to provide a basis for review and correction.  

 

Propose annual audit plans

 
Perform routine audits / Perform special audits
 
Issue audit reports and track improvement results
 
Present audit reports to the Audit Committee for review
 
Attend Audit Committee and Board of Directors, and present audit plans implementation and results
 

Strengthening institutional agility through self-supervision 

❙ Internal audit activities: Internal audit work is primarily conducted in accordance with the annual audit plan approved by the Board of Directors. This plan is formulated based on identified risks and includes routine audits. Special audits may be conducted as necessary. After implementing each audit, the Internal Audit Department shall present the audit reports and follow-up reports, and submit them for review by the Audit Committee before the prescribed statutory date. The audit supervisor shall attend regular Audit Committee and Board meetings to report on the status and results of audit execution.

❙ Self-assessments: All internal departments and subsidiaries are to conduct self-assessments once a year and implement the Company’s self-monitoring mechanism. The design and implementation of the internal control system are adjusted in a timely manner in response to changes in the environment. The self-assessment reports are reviewed by internal auditors, and the self-assessment results and audit discoveries provide a basis for the Board and General Manager to produce Internal Control System Statements.  

❙ Management of sustainability information: WT has established an internal control system for the management of sustainability information in accordance with the “Regulations Governing the Establishment of Internal Control Systems by Public Companies”. The preparation of the sustainability report is incorporated into the internal control system for proper oversight and management. The Company’s management fulfills its duty of care as a prudent administrator to ensure the quality of the sustainability report. 

 


Corporate Governance Milestones in 2024

∙ Ranked in the top 5% of all TWSE/TPEx-listed companies and top 10% among electronic companies with a market capitalization over NT$10 billion in the 11th Corporate Governance Evaluation (fifth consecutive year) 
∙ Independent Directors completed an average of 11.3 hours of continuing training; all Directors averaged 10.3 hours.
∙ Across 13 Board meetings, the average in-person attendance rate of Independent Directors was 100%, and 92.7% for all Directors.
∙ Audited parent company only and consolidated financial statements were announced within 56 days after the fiscal year-end (statutory deadline: 75 days); quarterly consolidated financial statements reviewed by CPAs were announced within an average of 37 days after each quarter-end (statutory deadline: 45 days).
∙ Held 12 physical or online investor conferences.
∙ WT cooperated with the Zhonghe Precinct of the New Taipei City Police Department to promote anti-fraud awareness to shareholders attending the 2024 Annual General Meeting.
∙ WT held its 2024 Annual General Meeting in a hybrid format, enabling virtual participation to advance shareholder engagement and strengthen corporate governance.

Proactive training for prevention

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WT upholds the core philosophy of “protecting employees and preventing hazards.” In 2024, the proportion of employees who underwent risk assessment across the entire group was 30.6%, including 1,249 employees from WT Taiwan Headquarters and 1,187 employees from Future Electronics’ EMEA region.

In Taiwan, we implement an occupational safety and health system in accordance with the Occupational Safety and Health Act, appointing dedicated occupational safety and health management personnel, fire safety managers, and first-aid providers.

Furthermore, we’ve legally established an Occupational Safety and Health Committee, comprising occupational safety and health management personnel, departmental managers, supervisors, technical engineers related to occupational safety and health, medical personnel providing labor health services, and labor representatives, with employee representation at 30%. In 2024, the committee convened four times. We also adopt a PDCA (Plan-Do-Check-Act) goal management process to regularly analyze potential dangers and hazards in the work environment, taking preventive measures against hazard types that may arise during operational procedures.

WT Taiwan: Routine Occupational Safety and Health Management Measures
Inspection Frequency Inspection Items Inspection Frequency Inspection Items
Daily ・Office and public area cleaning and disinfection
・Daily fire source patrol
・Dedicated personnel for night safety patrol		 Bi-annually ・Conduct fire drills
・Environmental cleaning project
Monthly ・Vehicle safety inspection
・Evacuation facility inspection
・Fire safety equipment patrol
・Psychologist consultation services
・On-site physician services		 Annually ・Test, maintain, and service all fire safety equipment
・Convene occupational safety meeting to review, coordinate, and propose employee safety and health matters, and formulate annual safety and health plans
・Full office disinfection
Quarterly ・Convene Occupational Safety and Health Committee to review progress of relevant strategies and plans Every two years ・Building public safety inspection

Prevention and management: Comprehensive safety measures

WT not only complies with the local fire safety regulations of each operating site but also tailors safety countermeasures to different work models in various locations, establishing comprehensive protective facilities. Our fire prevention management includes inspecting fire sources, evacuation facilities, and fire safety equipment. We regularly test, maintain, and service safety equipment and conduct fire drills to prevent incidents.

Rigorous evaluation: Activation only upon safety compliance

Before commencing any construction projects, WT conducts a complete safety assessment, requiring the signing of a safety and health commitment letter. We also plan escape route guides, fire suppression systems, monitoring equipment, and integrated fire and security systems. Only when all aspects comply with regulations upon completion is a usage permit granted.

WT Group: Routine Occupational Safety and Health Management Measures

・Access control system management; visitors must exchange passes and register for restricted areas.
・Meeting rooms and common areas are cleaned and disinfected.
・Daily fire source inspections are conducted.
・Safety patrols are performed.
・Evacuation facilities are inspected.
・Fire safety equipment is checked.
・Fire drills are carried out.
・Fire safety equipment is tested, maintained, and serviced.
・Air conditioning equipment is maintained.
・Building public safety is inspected.

Note: All operating sites adhere to local regulatory requirements, implementing management measures at varying frequencies.

When contractors are tasked with projects at our operating sites, they are required to sign a “Safety and Health Commitment Letter.” This ensures that all construction activities adhere to the Occupational Safety and Health Act, thereby safeguarding the safety and well-being of their personnel. Furthermore, contractors must comply with WT’s “Code of Ethics and Professional Conduct,” and ensure that their staff deployed to WT facilities have received relevant ethics education and training.  

Regular drills enhance employee safety training

To ensure all employees in WT Taiwan are thoroughly familiar with occupational safety and health regulations and the company’s safety and health management mechanisms, we regularly provide safety education training and drills. Occupational safety and health management personnel, fire safety managers, and first-aid personnel all undergo regular refresher training as required by law. In 2024, this included: First-aid personnel safety and health on-the-job training, 3 hours for 6 participants; Fire safety manager refresher training, 6 hours for 2 participants; Occupational safety and health management personnel safety and health on-the-job training, 12 hours for 1 participant.

Continuous emphasis on workplace safety and employee safety awareness.

WT (excluding Future Electronics) reported zero disabling injuries across all operating bases throughout the year. Therefore, the occupational injury deaths, disabling injuries, total case incident rate (TRIR), and lost time injury rate (LTIR) were all zero. No work-related deaths or injuries were reported in 2024 among suppliers and contractors who worked in WT’s offices or logistics centers either, with thus 0 TRIR and LTIR.

 

Accident Notification Flow Chart 

Stop immediately the operation in the event of an accident involving health and safety hazards
Flee the scene immediately if there is any danger
Keep the site in its original condition
⬇
Perform triage and transfer ill or injured persons to hospital
Confirm identities of the ill or injured, assess casualty, take necessary first aid measures, seek medical care immediately, and report to emergency services
⬇
Occupational disaster notification
Major occupational disaster
Notify labor inspection authorities within eight hours
Non-major occupational disaster
Notify competent authorities and unit heads
⬇
Care
Care for the injured employees and provide medical assistance
⬇
Track
Analyze the causes of the incident and develop improvement plans and measures
⬇
Support return-to-work
Assess the employee’s health and make reasonable accommodations
Follow up on the employee’s health

Diverse and enriching clubs: A holistic boost to physical and mental well-being

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WT hosts eight diverse employee clubs encompassing sports, arts, and leisure. These clubs are often integrated with charitable initiatives that promote environmental awareness and social care, enabling colleagues to enjoy meaningful recreational activities while strengthening family and parent-child relationships. In recent years, the company has continuously expanded the variety of clubs to support a more holistic and inclusive range of interests. Club members encourage and support one another in competitions and regularly exchange wellness and fitness tips. Whether through calming, restorative activities or high-energy physical pursuits, employees are empowered to balance their work with engaging hobbies. The company actively supports these efforts through financial subsidies and widespread promotion, inviting broader participation and embedding a culture of wellness and personal growth into the fabric of the organization.

 

Our Running and Hiking Clubs embrace limitless marathon and mountain challenges

Our Running Club had an incredible 2024, participating in seven marathon competitions, including notable events like the Taipei “True Praise” Food Charity Marathon, Yilan Pomelo Flower Scent Run, Taoyuan Sea Breeze Marathon, Chiayi Alishan Cloud Marathon, Hualien Pomelo Flower Scent Run, Tainan 400 Marathon Challenge, and the Yilan Jiaoxi Hot Spring Marathon.

In a new approach for 2024, we shifted from a one-size-fits-all model. Instead, we focused on individualized training programs tailored to each participant’s fitness level, running experience, and health. We made sure everyone was matched with a race distance and difficulty that suited their personal condition and training level. This meant even first-timers could safely and healthily complete events within their own limits.

After each race, we hosted celebratory dinners where members shared their race-day challenges and triumphs. Whether it was setting off in the pre-dawn hours, running passionately through a downpour, or battling through sunny, dusty conditions, our participants fully embraced the joy of crossing the finish line. We believe that correct exercise significantly boosts physical and mental well-being, and this conviction is what drives WT to consistently promote various sports events.

Our Mountaineering Club is led by members who hold professional mountaineering certifications and possess extensive experience, regularly guiding fellow members to breathtaking mountain landscapes. Beyond challenging ascents, we also offer moderately difficult hiking trips perfect for families.

In 2024, we launched our first-ever high-altitude camping expeditions to “deep secret realms”. These trips offer the incredible visual impact of starry nights with minimal light pollution, waking up to the sounds of nature, and freely experiencing the refreshing sensation of mist, morning dew, and dawn. This initiative is set to provide our colleagues with a whole new level of mental and physical well-being.

Ball Sports Clubs: Fostering connection through competition

Our Ball Sports Clubs, which include basketball, badminton, and golf, offer weekly practice sessions with professional coaching or opportunities for friendly matches. Each quarter or year, we host dedicated tournaments. The Golf Club holds internal employee tournaments quarterly and at year-end, while the Badminton and Basketball Clubs host the annual WT Cup competitions. These events enhance team member interaction and provide entertainment.

The company provides venues, prize money, trophies, medals, and a complete competition environment and equipment, allowing team members to experience the atmosphere of a formal match. Supporting groups, formed by team members and their families, also boost participants’ motivation and sense of occasion. Weekend tournaments invite friends and family to join, extending the idea of health into the home and igniting a chain reaction of physical activity. We also widely invite clients and vendors to form teams and participate, hoping to build friendships through sports, relieve work pressure, and share a pure passion for athleticism.

In 2024, the China region hosted an impressive 47 badminton-related events, attracting over 750 participants. For the first time, we invited industry peers to friendly challenge matches. These games not only increased interaction among employees but also strengthened rapport with our partners. We guided employees through the fundamentals of basketball and soccer, including basic knowledge and dribbling skills, which unexpectedly uncovered hidden talents within the company. We plan to increase the number of friendly matches in the future, allowing healthy, positive interactions to extend indefinitely.

This series of sports activities engaged various teams across the company. From seasoned employees to new hires, everyone could break a sweat on the court and enjoy the fun of sports. This also fostered internal communication and team building. For new employees, sports activities provided a quick way to integrate into the team, helping them rapidly familiarize themselves with the company culture and meet new colleagues. This not only boosted their sense of belonging but also unleashed their potential, injecting new vitality into the company.

Cultivating calm, green spaces, healthy living  

Our Floral Art Club regularly hosts floral art classes, covering a variety of plant and bonsai knowledge. These sessions highlight the crucial role green plants play in mitigating global warming, effectively enhancing the green atmosphere in our offices. We embrace green living from every angle; for example, we encourage employees to bring their own containers to redecorate, giving old pots new life and endlessly promoting the concept of recycling and reuse.

For Father’s Day, we offered a “Solid as a Rock” class, featuring preserved flowers paired with diffusers and creative, interesting vases. Employees could choose their own flowers and their meanings to design a unique, handmade Father’s Day gift, making the present even more meaningful.

Our Culinary Club continues its focus on healthy vegetarian themes, promoting a low-carbon, healthy diet for employees. We emphasize selecting seasonal, local ingredients and incorporating a diverse range of whole foods. In our busy lives, it’s easy to overlook balanced nutrition, and an unbalanced diet can raise health concerns for employees.

In response to recent low-sugar and low-sodium dietary initiatives, we’re focusing on ingredient selection, seasoning, and basic cooking techniques. Our goal is to make healthy eating effortless and ensure balanced nutrient intake. We’re also planning the “WT Culinary Master Competition” for 2025. This event will center on healthy eating, with employees forming teams to develop creative dishes. Professional chefs will provide guidance and judging, sparking teamwork and boundless culinary innovation.

Our Board Game Club regularly acquires the latest board games, culminating in an annual year-end board game social event where we invite employees and their families to join the fun. Our diverse collection includes games of all difficulty levels, catering to a wide range of ages so everyone can easily participate. These games effectively stimulate cognitive function and foster communication and rapport through interactive play.

In 2025, we plan to launch a large-scale board game competition and carnival. This event aims to introduce more people to the world of board games, helping them discover new hobbies and bringing a fresh wave of youthful energy through healthy competition.

Recognized again: 2024 sports enterprise certification

WT is deeply committed to fostering holistic well-being, from work to personal life. We integrate popular current trends into our diverse clubs, exercise classes, comprehensive health seminars, and annual “Health Passport” activities.

Our sports clubs, including basketball, badminton, running, hiking, and golf, offer regular weekly practices to help employees develop consistent exercise habits. What’s more, our annual WT Cup competitions aim to share the importance of exercise with our partners. In recent years, our “Health Passport” initiative has encouraged employees and their families to participate in weekend hiking and walking, further embedding the idea of healthy living.

In 2024, we were once again awarded the Sports Enterprise Certification by the Sports Administration, Ministry of Education, a designation valid for three years. This third-party review process, along with opportunities to connect with other certified enterprises, allows us to identify areas for improvement and continually enhance our support for employee well-being.

Healthy living starts with what we eat

We’re dedicated to providing fresh, delicious, and safe beverages. We use top-of-the-line Swiss automatic coffee machines and carefully select high-quality coffee beans that have passed numerous SGS toxin tests. For freshly brewed tea, we choose organic teas from Ruisui, Hualien, cultivated using natural, non-toxic farming methods. We also use premium dairy beverages with FSSC 22000 (Food Safety Management System) international certification, strictly inspecting deliveries for impurities and verifying expiration dates to ensure our employees consume the safest and healthiest dairy products.

We champion balanced meals and the importance of breakfast, promoting the concept of “Eating Vegetables, Reducing Carbon, Enjoying Health.” We’ve launched Breakfast Bars in both Taiwan and China. In Taiwan, a diverse range of breakfast options is provided once a month, while in China, breakfast events are held weekly. We also offer healthy, balanced vegetarian lunch activities. These initiatives help employees understand how low-carbon eating contributes to health and reduces the body’s burden, while also achieving energy saving and carbon reduction goals through vegetarian meals.

We host a weekly Fruit Day. In Taiwan, we partner with small farmers from central and southern Taiwan to provide employees with healthy and safe fresh fruit. Direct procurement from farms increases farmers’ income, allowing them to focus on growing healthier, tastier fruit, reducing pesticide use, and allowing the land to recover. Direct delivery also cuts down on food miles. When distributing fruit, we share the story of the week’s small farmer and their message, adding an emotional connection to the fruit through transparent production and sales. In China, we purchase fresh fruit from various cities, encouraging everyone to consume more fruit for a balanced diet.

 

Weekly Fruit Day: Over 16 Tonnes Annually

In 2024, our weekly Fruit Day initiatives led to a total procurement of 16.66 tonnes of fruit, averaging approximately 320kg per week.This significant effort involved collaborations with 22 small farmers across 6 counties and 34 distinct regions.

Enhancing multicultural literacy

Reading: The wellspring of knowledge and mental agility！  

The WT Book Club aims to cultivate reading habits, regularly adding new books across various fields each month. This allows employees to enrich their cultural literacy, relax, and expand their knowledge during work breaks. Our company provides a spacious, bright, and comfortable lounge area with coffee and a variety of beverages. Here, employees can briefly step away from work, enjoy a cup of coffee, read a magazine, clear their minds, and spark new ideas.

Every morning, the TV screens on each floor display Bloomberg, a global English financial news network, ensuring employees receive the latest international business, financial, and economic information. During other times, the screens feature diverse content such as club activities, employee travel highlights, departmental team-building events, festive celebrations, upcoming announcements, environmental health and safety knowledge, and health information including wellness and disease prevention. This effectively promotes activities and disseminates important information.

Continuing to promote arts and cultural activities

WT actively promotes arts and cultural activities, helping arts groups produce more high-quality performances and thoroughly preserve related performing arts artifacts and data. Since 2012, to effectively reduce the operating burden on performing arts workshops, we’ve significantly lowered rents and provided related rental guarantees and property maintenance services. In 2024, the total rent reduction amounted to NT$720,000.

We also partner with non-profit organizations to host private movie screenings. Our recent screening of “Auntie Goes to School! – Witnessing the Abilities of Those with Dementia” aimed to foster understanding and care for individuals with dementia and their caregivers, acknowledging their challenges and difficulties through the film’s content. With Taiwan’s rapidly aging population, it’s clear that society will face numerous challenges in the future. Greater understanding and acceptance can lead to more effective support. This movie screening event enhanced employees’ appreciation for arts and culture, created opportunities for gathering with family and friends, and allowed our commitment to arts and social sharing to evolve with the times.

Boosting team cohesion and internal unity

We provide funding for team-building activities, allowing each department to plan diverse events or courses based on their unique characteristics and needs. These activities, such as hands-on workshops, fun games, and various courses, are designed to foster trust and cooperative chemistry. Through these interactions, employees gain exposure to new knowledge and interests, while also learning effective communication, coordination, and problem-solving within a team. This ultimately boosts work efficiency and innovation, enabling teams to tackle diverse challenges with a more coordinated and proactive approach.

Festive celebrations: Non-stop prizes and giving back

For the Dragon Boat Festival, we hosted the “Zongzi Delights – Celebrating Duanwu” carnival. We offered a variety of savory glutinous rice dumplings and traditional snacks for employees to enjoy. We also held a “Charity Golden Egg Lucky Draw,” featuring a wide range of prizes like smart appliances, tech gadgets, lifestyle items, and charity goods. All proceeds from employee donations for the golden egg draw were converted into supplies and donated to the New Taipei City Ai Zhong Service Center, Zhongyi Foundation, Taiwan Love Foundation (Zhonghe Adult Center), and Taiwan Love Foundation (Wenshan Service Center), sharing the joy of the festival with those in need.

During the Lunar New Year, we organized the “Spring Gathering for Good Fortune” New Year series of activities, featuring multiple festive-themed fun challenges. We also held a “Lucky Red Envelope Draw” and a “Red Envelope Silk Printing DIY” event. The lucky draw included various prizes such as smart appliances, tech gadgets, lifestyle items, New Year’s goods, and charity items. The silk printing allowed employees to create their own unique New Year red envelopes. All proceeds from employee donations for the red envelope draw were converted into supplies before the Lunar New Year and donated to the First Social Welfare Foundation, Family Support Center, Republic of China Children’s Charity Association, Elderly Welfare Care Association, and Taiwan Animal Association.

 

Hotel getaways: Our green travel journey

In 2024, we relaunched our hotel getaways, prioritizing green-certified hotels across 10 well-known locations in Taiwan. We actively promoted green travel, encouraging employees to bring their own toiletries to reduce the use and waste of single-use items and minimize garbage.

This year, 1,000 employees participated, and both participation rates and surveys showed widespread approval for the hotel selections. In 2025, we’ll keep seeking out diverse options, like hotels or resorts that incorporate local cultural experiences, to offer even more choices.

A healthy environment fosters well-being: “Health Passport” program  

To promote healthy lifestyles among our employees, we offer multifunctional classrooms, professional exercise courses, various sports club competitions, nationwide road running events, hiking point challenges, and weight loss programs. In recent years, we’ve also actively expanded our health and exercise classrooms at overseas locations, integrating local sports cultures to gradually promote sustainable health and boost employee participation in physical activity. Beyond exercise classes, we enhance team synergy through ball sports competitions, increasing physical activity for employees and their families.

For 2024, we launched the “Health Passport” series of point-collection activities, incorporating challenges at locations like the Taipei Zoo, Taipei Botanical Garden, Shisanhang Museum of Archaeology, and MRT walking missions (Bannan and Wenhu Lines). We also set monthly health challenges, including walking step goals, weekly healthy meal tasks, at-home individual workouts, and group evening runs. Employees can flexibly complete these tasks, inviting colleagues and family to exercise together. This subtly fosters healthy habits like regular exercise, balanced nutrition, and consistent self-monitoring. We organized 11 walking events throughout the year, with a total of 1,064 participants. Moving forward, we’ll continue to survey employee interest to plan more family-friendly and senior-friendly activities.

Volunteer task force: Rolling up our sleeves

As Taiwan’s agricultural population ages and the number of farmers declines annually, many farmers, despite their cultivation abilities, face labor shortages during harvest. Additionally, Taiwan’s unpredictable weather often leads to damaged produce before it can be collected. To support rural small farmers, we organized two vineyard volunteer events in 2024, with 128 participants.

In 2025, we’ll continue to promote our “Farm Love Project.” Beyond ordering produce directly from small farmers, we’ll integrate our clubs with rural volunteer activities, planning deeper engagements in southern Taiwan’s farmlands to continue assisting farmers.

Earth hour: Recharging our planet, one switch at a time

To champion energy conservation and carbon reduction for our planet, we invited employees to participate in Earth Hour on March 23, 2024, from 8:30 PM to 9:30 PM. By simply switching off unnecessary lights and power-consuming devices for an hour, we aimed to draw attention to critical environmental issues like climate change and energy efficiency. We also hope to encourage greater mindfulness of electricity saving in daily life, allowing everyone’s small efforts to protect our Earth and change the world. All participating employees received an eco-friendly desktop plant, encouraging us to begin our carbon reduction efforts right from our desks.

 

 

Promoting Work-Life Balance for Employees

WT recognizes the importance of supporting employees in balancing work and family life. In alignment with the Ministry of Education and local Family Education Centers, the company supports the promotion of family education to address the evolving needs of modern society and home care responsibilities. A series of educational seminars were organized, covering key topics such as marital relationships, parent-child relationship, and intergenerational communication. During 2023 and 2024, a total of six seminars were held. These sessions were open to both on-site employees and external volunteers via online participation, ensuring accessibility and engagement. For participating employees, vegetarian lunch boxes were also provided.

 

 

Date Category Topic Lecturer Employees / Volunteers Attended
2024/09/06 Parent-Child Relations Fighting Fake News & TikTok Brain: Media Literacy for All Ages Ms. Shao-Wen Chiu 41
2024/10/25 Intergenerational Relations Introduction to Long-Term Care 2.0 Services Ms. Ling-Xuan Wu 60
2024/11/29 Parent-Child Relations Preventing Smartphone Addiction in Children and Adolescents Ms. Hsien-Ying Tseng 55
2023/09/01 Parent-Child Relations The Great Battle of Parenting in the Digital Age Ms. Hao-Yun Han 69
2023/10/20 Intergenerational Relations How to Access and Use Long-Term Care Resources Ms. Chia-Lan Chang 87
2023/11/17 Marital Relations The Love Code: How to Grow Closer After Conflict Ms. Hui-Chun Lo 73

 

Health Management

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Health checkup Exercises Four major plans Health forums Health management 
∙ Offering a variety of health checkup packages
∙ Report analyzed and explained by a professional team
∙ Classifying checkup results for management
∙ Giving appropriate treatment according to the result level
 
∙ Employee clubs (eight clubs for physical and mental balance)
∙ Walking events (with individual exercise tasks)
∙ Fitness classes (yoga, aerobics, etc.)
 
∙ Maternal health protection program
∙ Prevention of abnormal workload-triggered diseases
∙ Illegal infringement prevention
∙ Prevention of ergonomic hazards
 
∙ Health Seminars
－Chair Exercises
－Conquer Office Syndrome
－Cardiovascular Disease: Prevention and Golden Hour Rescue
∙ Family Education Seminars
－Long-Term Care 2.0 Services: An Introduction
－Preventing Smartphone Addiction in Children and Adolescents
－Media Literacy: A Crucial Lesson for Parents and Children Alike
 
∙ Monthly physician consultations 
∙ Quarterly physical therapist services
∙ Twice monthly Psychologist Consultation Services
∙ Health Manager Consultation Services

 

Listening to employee needs and hosting seminars based on actual demand

Over the years, WT has consistently promoted employee health and wellness. Each year, health examination data is analyzed to identify key health issues among employees. Based on these insights and current medical trends, and in line with the company’s four major promotional plans, we design health seminars tailored to employees’ needs. We also incorporate feedback from the previous year’s seminar satisfaction surveys to better understand employees’ expectations and refine our offerings.

In 2024, the Taiwan region hosted a variety of seminars focusing on health and family education. Topics included:

• “Media Literacy for Parents and Children”

• “Preventing Smartphone Addiction Among Youth”

• “Introduction to Long-Term Care 2.0 Services”

• “Prevention and Emergency Response for Cardiovascular Diseases”

• “Overcoming Office Syndrome”

• “Chair-Based Exercise Routines”
These sessions went beyond just sharing information. They included hands-on demonstrations for practical application in daily life. Employees provided highly positive feedback and affirmed the value of these seminars.

 

Encouraging employees to monitor their health with comprehensive checkup subsidies

WT offers annual health checkups and subsidies that exceed legal requirements. Employees can apply once a year for financial support and may carry forward the subsidy for up to two years, allowing for more comprehensive checkups. In the Taiwan region, a dedicated health manager provides consultation and guidance. Based on analysis of checkup results, the company identifies common health issues and implements a four-tier risk management system. Employees at medium or high risk are proactively invited to one-on-one consultations with physicians who offer health education and medical advice. Those requiring ongoing monitoring are supported with monthly follow-up appointments and care. In 2024, the health checkup participation rate reached 85.5% in Taiwan and 80% in China.

A bridge between company and medical professionals – expert medical consultation services

In Taiwan, employees may choose from a variety of health checkup packages, available from January to November each year. They are also granted four hours of paid leave to undergo their checkups, allowing greater flexibility. Post-checkup, professional teams analyze the reports and classify results into four levels:

• Level 1: Normal

• Level 2: Health education by occupational health nurses

• Level 3: Consultation with occupational physicians

• Level 4: Referral to specialists following physician assessment

In China, checkups are conducted between April and July, followed by one-on-one sessions with professionals to explain the results. Free health seminars on various topics are also regularly organized.

WT also aligns its health initiatives with Taiwan’s top ten causes of death. For example, cardiovascular health is a key focus. Employees identified as high-risk through checkup data receive full subsidies for advanced, non-invasive imaging tests that can detect artery blockages and assess heart disease risks, enabling early prevention and timely treatment.

All WT offices in Taiwan are equipped with emergency response contacts and AEDs, and designated first-aid personnel receive regular training. Blood pressure monitors are available at fixed locations. During the flu season, the company promotes vaccination to protect employee health.

In addition to physical health, WT places equal importance on mental wellness. In 2024, the company offered access to health consultations with physicians, physical therapists, and psychologists, ensuring that employees receive timely support and emotional care. These services help raise awareness about mental health counseling and contribute to a healthier, more supportive workplace.

Health protection station – regular monitoring of body composition

Following the weight management initiative in 2023, WT introduced InBody assessments in 2024, allowing employees to schedule regular appointments to monitor their personal health and physical condition. Based on the measurement results, employees can engage in one-on-one consultations with health managers, who offer guidance on nutrition and exercise planning through the use of scientific data, supporting a more informed and sustainable approach to personal wellness.

 

Four major plans for employee health protection

Prevention of abnormal workload-triggered diseases

To prevent health risks associated with excessive workloads, supervisors at all levels are required to proactively monitor the working conditions of their team members. If any health issues are identified, they are encouraged to report the case to a health manager for timely support and care. Affected employees are then scheduled for health consultations and abnormal workload assessments during the company’s monthly physician consultation services.

Prevention plan for illegal infringement during the performance of duties

In 2024, WT introduced additional psychological support channels, including consultations with licensed psychologists, an anonymous hotline, and a confidential email system accessible to all employees. Awareness materials are displayed across the workplace, and formal grievance contact details are clearly stated in the company’s work regulations. Employees who experience sexual harassment, stalking, or other unlawful infringements while performing their duties may file a complaint through these designated channels.

To protect the rights and privacy of complainants, all cases are handled confidentially, ensuring that names or any identifiable information is not disclosed. The individuals handling complaints are required to document the entire resolution process in writing and comply with established guidelines for the prevention of unlawful acts in the workplace. All relevant records must be retained for a period of three years.

Prevention plan for ergonomic hazards

Given that the nature of WT’s operations involves predominantly sedentary office work, employees may be at risk of developing chronic musculoskeletal issues, such as fascia strain or intervertebral disc problems. To mitigate these ergonomic hazards, the company provides height-adjustable standing desks, ergonomic chairs, and pneumatic desktop lift platforms, enabling employees to maintain proper posture and visual alignment while working. In addition, designated standing rest areas are available to encourage movement and reduce prolonged sitting.

To support janitorial staff and reduce repetitive physical strain, WT has deployed seven robotic vacuum cleaners. Health awareness materials are regularly displayed in each office floor’s health corner, and professional physiotherapists are invited to conduct one-on-one consultations. These sessions help employees identify and correct improper postures, and offer tailored stretching exercises to relieve discomfort. When necessary, targeted treatments—such as therapeutic taping for carpal tunnel syndrome—are also provided.

Maternal health protection plan

All contracted personnel, including cleaning staff, are covered under WT’s four major health protection programs. There are no shift or night duties involved. In addition to legally mandated prenatal check-up leave, maternity leave, and parental leave, WT ensures that female employees can balance work and family responsibilities by offering a range of maternity health protection measures. These include access to professional consultations on health, safety, and hygiene during pregnancy, postpartum, and lactation periods, as well as workplace enhancements such as priority parking spaces. The company also provides a reading area stocked with family-related publications such as Mombaby and Parenting World for employees to borrow.

To support the needs of breastfeeding employees, WT has established dedicated, comfortable lactation rooms designed to provide a private and welcoming environment. These spaces are equipped with optimal temperature control systems and secure access restrictions to ensure privacy. Fire safety measures meet all regulatory standards. Thoughtfully selected amenities include refrigerators specifically for breast milk storage, freezers, and bottle sterilizers, all aimed at ensuring a safe and supportive environment for working mothers.

 

Professional counseling services by on-site psychologists to address employee needs

In response to the growing prevalence of mental health concerns, WT extends its commitment to employee well-being beyond physical health to include psychological wellness. Taking a proactive approach, the company has introduced on-site clinical psychologists and established dedicated hotlines and email channels to provide multiple avenues for emotional support. Recognizing the importance of open dialogue, WT launched professional counseling services in 2024 to promote mental well-being in the workplace. These services are designed to encourage employees to seek help, face challenges, build personal resilience, foster positive growth, prevent psychological risks, and receive early referrals for treatment when necessary. To ensure accessibility and effectiveness, counseling sessions are offered biweekly in private, confidential spaces at no cost to employees. This initiative aims to foster a workplace culture of mental health awareness and to support employees in building a healthy, balanced life. 

The average retention rate at reinstatement anniversary in the last 3 years was nearly 80 percent

WT is committed to creating a friendly workplace environment and supporting employees in achieving a balance between work and family responsibilities. In Taiwan, employees in need may apply for family care leave or take parental leave in accordance with the Act of Gender Equality in Employment. Under this regulation, employees can apply for parental leave until their child reaches the age of three.In 2024, employees taking parental leave took an average of 10.8 months off to care for their newborns, with an average of 5.3 months of parental leave allowance claimed, as per the government’s policy (the maximum subsidy is six months). Ten employees were scheduled to return to work in 2024, and all ten successfully reinstated, resulting in a 100% retention rate one year after reinstatement. Over the past three years, the average retention rate at reinstatement anniversary has remained nearly 80%,showing that they managed to reintegrate to the worke and strike a balance between work and family life.

 

Parental leave and reinstatement statistics, 2020-2024

　 2020 2021 2022 2023 2024
Number of female employees taking parental leave
Number of persons eligible for parental leave (A) 63 69 56 47 46
Number of applicants for parental leave (B) 16 9 8 16 10
Estimated number of persons to be reinstated in the year (C) 13 7 13 12 10
Actual number of persons reinstated (D) 10 5 12 9 10
Number of persons still employed 12 months after reinstatement (E) 19 10 4 9 9
Parental Leave Application Rate(B/A) 25.40% 13.04% 14.29% 34.04% 21.74%
Reinstatement rate after completed leave (D/C) 76.92% 71.43% 92.31% 75.00% 100.00%
Retention rate at reinstatement anniversary (E) / previous year (D) 86.36% 100.00% 80.00% 75.00% 100.00%
Number of male employees taking parental leave
Number of persons eligible for parental leave (A) 114 108 92 81 46
Number of applicants for parental leave (B) 0 1 2 1 1
Estimated number of persons to be reinstated in the year (C) – – 2 1 –
Actual number of persons reinstated (D) – – 2 – –
Number of persons still employed 12 months after reinstatement (E) – – – 2 1
Parental Leave Application Rate (B/A) 0.00% 0.93% 2.17% 1.23% 2.17%
Reinstatement rate after completed leave (D/C) – – 100.00% 0.00% –
Retention rate at reinstatement anniversary (E) / previous year (D) 0.00% – – 100.00% –
Note: The parental leave data presented herein pertains exclusively to employees in Taiwan offices. The number of people “-” indicates that there is no scheduled reinstatement or actual reinstatement; the ratio “-” indicates that the denominator is 0, and the reinstatement rate or turnover rate is thus not calculated.

Prioritizing human rights and building a workplace of mutual trust and respect

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WT values the welfare and rights of its employees and actively promotes harmonious relations between management and laborers. 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 to protect employees’ rights and interests.

 

Implementing human rights risk assessment to create a suitable workplace

WT formulated, in accordance with international human rights conventions and initiatives, 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, customers, suppliers and other stakeholders to follow.

 

WT’s human rights policies are in line with:

01 Universal Declaration of Human Rights
02 United Nations Global Compact, UNGC
03 Declaration of Fundamental Principles and Rights at Work
04 International Labour Organization (ILO) Conventions

In 2024, a human rights risk assessment covering 13 items in five categories was carried out at WT and found no high-risk employees. In addition, as no high-risk situations were identified in the assessment, no corrective actions were planned. Furthermore, no complaints were received, nor were any human rights violations detected; therefore, no remediation measures for human rights violations were required in 2024. 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.
In addition, to ensure a discrimination-free and harassment-free workplace, WT trains all employees of the Group on human rights issues in the four major aspects of the Social Policy and Code of Conduct, which are labor rights, health and safety, ethics, and management systems. In 2024, a total of 3,449 current employees (including 15 contractor employees) have received the human rights training, including 232 new hires at operating bases in Taiwan and China and 3,217 others who required regular refresher training (100% pass rate).

Note: The Company completed the acquisition of Future Electronics on April 2, 2024. As a result, training activities conducted in 2024 did not include Future Electronics. Full integration is planned to begin in 2025.

Implementation policy Assessment Items Affected group High risk population
Provide a safe and healthy work environment 1. Employee occupational safety and health  
2. Physical workplace safety  
3. Employee health management and medical consultation
4. Health care and emergency notification  		 Employees 0 person
Eliminate unlawful discrimination and ensure fairness in job opportunities and pay  1. Diversity and equality in recruitment, promotion and rewards
2. Promotion is evaluated based on employee performance and professional skills 		 Employees 0 person
Prohibit child labor 1. Diversity and equality in recruitment, promotion and rewards
2. Promotion is evaluated based on employee performance and professional skills 		 No child labor 0 person
Prohibit forced labor and human trafficking 1. No slavery or forced labor 
2. Regulations and practices on overtime work and women’s night work
3. Effective controls on attendance and overtime 		 Employees 0 person
Assist employees in maintaining physical and mental health and work-life balance 1. Provision of breastfeeding related facilities for nursing employees  
2. Provision of diverse clubs and company activities to establish a work-life balance.		 Employees 0 person

Offering multiple channels 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 2024, none was received through the Company website and internal channels. See “2-7 Ethical Corporate Management” for details. In addition, regular executive and departmental meetings are held, and employees kept informed of operational changes that may have a significant impact on them by means of announcements. As of the end of 2024, 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 be sustained.  

 

An incentive scheme more generous than legally required to maximize values

WT continues to monitor the gender pay ratio and aims to reduce the gap through effective management practices.
WT respects gender fairness and equality in pay. Nevertheless, an analysis of the existing employee makeup found that male employees are mostly in sales 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 pay gap is mainly caused thus by different remuneration 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.

  Taiwan China
Category Basic Salary Annual Total Pay Basic Salary Annual Total Pay
　 Female Male Female Male Female Male Female Male
Senior manager 1 1.12 1 1.07 1 1.02 1 1.04
Junior manager 1 1.13 1 1.22 1 1.11 1 1.20
Nonexecutive 1 1.06 1 1.11 1 1.33 1 1.42

Note 1: Senior managers refer to division heads or above, junior managers refer to associate managers or other managers, and non-executives refer to all other employees. Note 2: WT Group (excluding Future Electronics) discloses data from key locations such as Taiwan and China based on employee headcount and operational scale. Furthermore, the ratio of female to male compensation is disclosed to demonstrate the Company’s commitment to gender equality and pay equity.

Variable performance bonuses are distributed to share surplus results with employees
In the five major regions where it operates, WT’s standard entry-level pays are 1.00 to 2.20 times the local legal minimum wages. There is no gender difference in standard entry-level pays at WT. In addition, as required by SASB Standards, the entry-level basic pays at WT’s five logistics centers are 1.16 to 2.20 times the local legal minimum.

Region  Taiwan Shenzhen Hong Kong South Korea Singapore Canada United Kingdom
Standard minimum pay for all entry-level personnel ÷ legal minimum wage 1.02 2.20 1.58 1.50 Not applicable 1.00 1.02
 
Logistics center Taiwan Shenzhen Hong Kong South Korea Singapore MADC EMEADC
          (Two Logistics center) (Canada)  (Germany)
Actual minimum pay for entry-level personnel in the logistics center ÷ legal minimum wage 1.16 2.20 1.58 1.54 Not applicable 2.48 1.18

Note: Singapore has no minimum wage laws or regulations.

 

Variable performance bonuses are distributed to share surplus results with employees.
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, 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. The average salary was NT$1,426,000 in 2024, 2.44% higher than in 2023. The median salary was NT$1,132,000 in 2024, 1.34% higher relative to 2023. It has increased for six consecutive years, an increase of 13.09% from 2019.

Pay for full-time non-executives, 2019-2024  (in NTD thousand)

Pay for Full-time Non-executives  2019 2020 2021 2022 2023 2024
Average no. of Employees 714 816 859 940 931 936
Average Pay 1,242 1,281 1,373 1,425 1,392 1,426
Median Pay 1,001 1,049 1,088 1,096 1,117 1,132
Average Pay in the Sector 923 981 1,110 1,120 1,041 1,070

Note: The term “not holding a managerial position” refers specifically to individuals who are not designated as managerial officers in the Company’s Annual Report. 。 

Employee stock ownership trust is established with 100% company incentive.
In September 2020, WT Taiwan headquarters established an Employee Stock Ownership Trust, with employees (members) jointly organizing the Employee Stock Ownership Trust Management Committee. Employees with one year of experience are free to participate. As of the end of 2024, 90% of eligible employees are participants. 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 to share in operational growth, the Trust not only retain talents as intended, but also help employees to accumulate wealth through small savings and secure their pensions in the future.

Full contribution is made to the pension fund to 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 of WT individual companies 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 interests. 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 commissioned to issue an actuarial report on the employees’ pension fund for 2024, which shows that the present value of the defined benefit obligation is NT$211,891,000 and the fair value of plan assets is NT$179,145,000, which met the requirements of a full provision by government decree. In addition, for employees who opted for the labor pension plan under the Labor Pension Act, a monthly contribution of not less than 6% of pay is made to the employees’ personal accounts at the Bureau of Labor Insurance.

WT Pension Scheme by Region

Region Pension Scheme Employer Contribution Employee Contribution
Taiwan Defined Benefit Pension Plan 2% of the wage is set aside monthly for pension reserve No regulations
Defined Contribution Pension Plan 6%, capped at NT$9,000 0 to 6 %, depending on personal choice, capped at NT$9,000
Shenzhen Endowment Insurance 16% for local residents, 15% for the others 8%
Shanghai 16% 8%
Beijing 16% 8%
Hong Kong Mandatory Provident 5%, capped at HK$1,500 5%, capped at HK$1,500
South Korea National Pension 4.5%, capped at ₩277,650 4.5%, capped at ₩277,650
Retirement Pension(Defined Contribution) 8.33% of annual salary No regulations
Singapore Central Provident Fund 7.5% to 17%, depending on age, capped at S$1,156 5% to 20%,depending on age, capped at S$1,360
Canada Deferred Profit Sharing Plan 0.5% to 3.5% of gross earnings based on years of service, capped at CAD 5,000. No regulations
United Kingdom People’s Pension 4% 5%

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 2024 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 employee benefits, including overseas regions, was approximately NT$95.93 million.

Type Project
Bonuses / Gifts 1. Year-end bonus
2. Three festivals bonus / gifts
3. Holiday gifts
Insurance 1. National Labor Insurance / National Health Insurance / Labor Pension
2. Group insurance
Leisure 1. Domestic trips
2. Departmental dinners, team building activities
3. Club activities, and sports competitions open to all employees, vendors, customers, and peer companies
4. Volunteer activities
5. Holiday activities
6. Fitness classes (Soothing yoga, energetic aerobics, aerial yoga, etc.)
Scheme 1. Performance bonus
2. Training
3. Regular promotion assessment
4. Employee Stock Ownership Trust
Subsidies 1. Wedding gift
2. Maternity allowance
3. Hospitalization allowance
4. Funeral consolation money / funeral arrangement fee
5. Telephone bill subsidy for field staff  
6. Parking fees and fuel subsidy for field staff
7. Monthly electricity subsidy for electric vehicles (EVs)
Leave of Absence / Vacation  1. Two days off per week  
2. Pre-emptive special leave system (new hires are entitled to 10.5 days in the first year, and special leave is granted in proportion to the current year of employment) * 
3. Flexible working hours  
4. Parental leave  
5. New Hire Vitality Leave (Employees are entitled to 1.5 days of “New Hire Vitality Leave” upon completion of their probationary period. After reaching one full year of service, they are granted an additional 1.5 days, totaling 3 days of leave.) *
Other 1. Regular employee health checkups, doctors’ visits and occasional health forums  
2. Nursing room  
3. Stores providing WT special offers  
4. Library resources  
5. Free coffee, herbal tea, fresh milk, soy milk, and cereal 
6. Provision of healthy breakfast, nutritious fruits, and vegetarian lunch boxes 
7. Year-end Gala 
* which are more generous than the Labor Standards Act provisions