Category: Social

A mutual healthy growth with employees is sought by offering care and talent cultivation.

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

WT cares to plan the best for employees

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An enterprise’s development stems from its belief in talent cultivation. WT group values the comprehensive development of employees and creates a work environment suitable for the right people. In a fast-changing environment, to equip the talent pool with the capacity to adapt to future changes, WT has established a training and development plan to effectively translate learning into performance.

WT Training and Development Plan Framework
01
Corporate Core Values｜Employees’ mindset and thinking are guided to cultivate behaviors that are consistent with the corporate core values.
02
Orientation for New Hires｜Onboard training and a mentorship system are in place to help new employees quickly fit into the work environment and identify with the corporate culture and management philosophy.
03
Working Skill Training｜Training on necessary soft and technical skills is regularly organized to enhance work effectiveness and efficiency.
04
Functional Expertise Training｜Relevant professional skills and knowledge of the employees are developed through internal, external and on-the-job training (OJT)
05
Leadership Development｜Various management and leadership modules are tailor made for different positions to continuously enhance supervisors’ management skills and leadership mindset so they may lead their subordinates to achieve organizational goals.
06
Language Training｜Training is offered to help employees develop foreign language proficiency and international perspective to effectively enhance the efficiency and quality of business communication.

In 2024, WT invested NT$ 25,893,503 in total in education and training. Throughout the year, 4,295 sessions of training were given to 94,942 person-times, totaling 157,323 hours. The average training hours of all employees were 20 hours.Note: Beginning in 2024, statistical data has incorporated the operations of Future Electronics.

Total training spending and time

More training sessions and higher attendance: Adapting to micro-courses to enhance learning effectiveness

Total training spending, 2021-2024

 
Training Spending (NTD)
 
Training Spending per Person (NTD)
 
 
3,142,800
 
1,226
2021
 
4,593,913
 
1,295
2022
 
4,825,705
 
1,394
2023
 
25,893,503
 
3,288
2024

Total training time, 2021-2024

 
Training Time (hours)
 
Training Time per Person (hours)
 
 
6,490
 
3
2021
 
25,522
 
7.2
2022
 
27,398
 
7.91
2023
 
157,323
 
20
2024

Total training sessions, 2021-2024

 
Totals Sessions (sessions)
 
Total Attendance (person-times)
 
 
657
 
16,167
2021
 
847
 
25,809
2022
 
458
 
17,587
2023
 
4,295
 
94,942
2024

Training hours per person by position, 2024

Position Training Hours
Technical Professional 22.35
Junior Manager 19.89
Mid-level Manager 15.70
Senior Manager 8.06

Training hours per person by gender, 2024

Gender Training Hours
Male 8.52
Female 7.96

Note: The calculation of average training hours by gender in 2024 does not yet include Future Electronics.

 

Major optimization measures for talent development in 2024

● Improve departmental OJT (On the Job Training) awareness: In addition to general training of the Company, each department in Taiwan has customized department-specific product technology courses based on the different attributes of the products and customers they are responsible for, including product knowledge, technology content, and experience sharing. In 2024, a total of 5,256 person-times received 7075.3 hours of physical and digital learning in Taiwan.

● Promote personal career development plans: There are currently more than 30 people being trained and rotated in the “Want Talent” elite training program.

 

Enhanced New Hire Training Program

●  Mentorship system: Supervisors or senior employees are appointed as mentors to help the new hires fit into the company culture and work environment.

●  New hire training program: The new hire training starts from the on-board date and provides courses on functional skills in basic stage (1-3 months) and advanced stage (after 6 months) to familiarize new hires with corporation processes and key policies.

●  The program adopts on-the-job training method and is conducted in an online and offline blended learning mode in a step-by-step manner to help new hires to develop relevant functional skills.

New Hire Training Program

*monthly plan

 
Dec. to Next Jan. every year
On-board Date
1～3 mth
6 mth～
Functional Expertise
Lecturers are notified to finalize curriculum &updates
New Employee Orientation
• Technology/Application for sales & FAE
• Operation Roadmap for CSR/IS
• Operation course → The supervisor may determine this to be mandatory according to the degree of proficiency
optional
• Electronics course
• Business course
• Each BU’s customized courses
Corp. process/ Common curriculum
• Corporate Process course
• Code of Conduct (within the 1st week)
• Information security training (within the 1st month)
• New Hire Cross Training (within the first 3 months)
• Excel course (mandatory for operation managers)

Enhanced overseas training capacity

Implemented a digital learning platform to support flexible remote training

With the advent of the digital era, WT introduced the WT e-Learning Academy, a digital learning platform that combines online and in- person learning. In the post-pandemic world, learning styles have changed and the proportion of digital learning has increased. Based on WT’s training and development plan, WT e-Learning Academy has established courses in five categories, combining e-newsletters, a knowledge center, and online courses to integrate internal and external resources and enrich the platform’s content, while becoming a platform for linking WT’s knowledge transmission and communication. WT will continue to refine and hold regular course planning workshops in the hope of providing richer training resources to all employees through continuous innovation.

Want Talent: Comprehensive career development without limitations

To provide a better career pathway program, WT launched the “Want Talent” elite training program and recruited selected new graduates for the program. In addition to soft skills and technical courses, job rotation training and participation in important projectsand large-scale conferences are organized for them to gain a comprehensive understanding of the core concepts of the Company’s operation. Furthermore, senior executives and the human resources department show regular care for them, provide them career guidance, and plan their individual advancement goals and development, to keep them in a changing and challenging work environment. Meanwhile, salary adjustments and rank promotions have been made according to performance and market standard of the individual, offering market competitive salary and fair benefits.

Want Talent Program Development Process

01｜Learning Period 02｜Development Period 03｜Mature Period
· Soft and technical skills training
· Hands-on participation in projects		 · Advanced industry-related knowledge
· Job rotation training		 · Diversified career development
· Supervisor/specialized staff position

Meetings with promising talents to foster a strong sense of workplace identity 

The Chief Human Resources officer and HRBP meet with promising young talents regularly to check in on their career needs and their unit supervisors’ feedback, to prepare them for leadership and bond with them. 

 

WT promotes industry-university cooperation 

● Collaborating with NCCU College of Social Sciences to Nurture Future Leaders

Donated NT$9 million to the College of Social Sciences at National Chengchi University (NCCU) to establish the WT Young Talent Fund. This fund supports student access to international exchange programs, domestic and overseas internships, and social engagement opportunities, aiming to cultivate young leaders with global mobility and knowledge of the semiconductor industry. On April 25, 2024, the WT Group Internship & Talent Recruitment and Industry Sharing Session was held, and a visit by NCCU international students to WT was scheduled for October 15, providing students with deeper insight into WT and the semiconductor industry. 

● Promoting Cross-University Exchange Opportunities

In 2024, WT organized a variety of campus information sessions and activities, as listed below:  

❙ 3/26 Internship & Industry Sharing Session with the College of Engineering, Tunghai University (THU)

❙ 4/25 Internship & Industry Sharing Session with the Department of Mechanical Engineering, National Taiwan University of Science and Technology (NTUST)

❙ 5/31 WT One-Day Sales & FAE Workshop

❙ 7/1~8/30 WT Internship Program

❙ 10/19 Mei-Chu Hackathon Competition

❙ 12/23 2024 NTUST Alliance: Smart Manufacturing Talent Matching & Exchange Event

❙ North America Industry-Academia Collaboration: Campus Career Fairs at McGill University & Concordia University

 

ESG Capacity Building and Internal Training 

In 2024, WT organized the training course “Awareness Training on ESG” for all employees in Taiwan, aiming to enhance their understanding of the three core pillars of ESG: Environmental (E), Social (S), and Governance (G), and strengthen the integration of ESG principles into daily operations. 

The course covered the following topics:

●  Definition of ESG

●  WT’s ESG Policies and Material Issue Management: 1. WT’s ESG-related policies 2. Stakeholder identification 3. Management approach for material topics

●  ESG Goals and Achievements: Key accomplishments in WT’s ESG journey

The training was met with strong employee engagement. A total of 1,103 employees in Taiwan completed both the course and its assessment, achieving a 100% completion rate. Moving forward, WT will continue to deepen ESG education and awareness across all regions and regularly review and enhance the course content to ensure alignment with evolving standards and promote sustainable corporate development.

 

People-oriented values: Employee cohesion is the greatest driving force for the Company's progress

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WT understands that PEOPLE are the most important asset of an enterprise. In order to create a better work environment for employees and attract professional talents to join the Company, WT follows the laws and regulations of the countries where its business bases are located, as well as the Social Policy and Code of Conduct formulated to meet its commitment to safeguard labor rights. Recruitment-related activities have been planned and executed according to the annual headcount plan of each department. In accordance with Article 38, Paragraph 1 of the People with Disabilities Rights Protection Act, WT employs a sufficient number of people with disabilities, simplifies the work process and assigns appropriate work to accommodate their needs, and provides timely care and encouragement from time to time.

 

WT’s four core people-oriented concepts

Diversifying recruitment channels and comprehensive training programs

WT recruits talents aligned with WT’s core values via multiple channels including job bank websites, online platforms (such as LinkedIn, CakeResume, Blink, etc.), campus career centers, partnerships with universities, colleges, departments, as well as internal referrals. A complete training and development plan is provided to ensure talents translate learning into performance effectively and thereupon build a talent pool ready for a rapidly changing future. In 2024, an internal recruitment system is designed and implemented for mid- andhigh-level supervisors who transferred to another department and employees to another job.

In 2024, WT enhanced recruitment efforts not only through a wide range of diversified recruitment platforms, but also by strengthening partnerships with academic institutions to offer both full-time and internship opportunities. To cultivate outstanding talent and enable students to apply their knowledge while gaining practical workplace experience, WT provided internship opportunities across various functions, including Sales, FAE (Field Application Engineering), Procurement, Order Management, IT, Process Optimization, and Human Resources—offering more than 20 internship positions in total.

In addition, WT sponsored scholarships and development programs in collaboration with the College of Social Sciences at National Chengchi University and the College of Engineering at Tunghai University, as well as a trends lecture series at National Taiwan University of Science and Technology, further demonstrating its commitment to nurturing future talent through industry-academia cooperation.
WT Group Workforce Overview (Headcount)
Permanent Employees 7,946
Temporary Employees 24
Full-time Employees 7,859
Part-time Employees 111
Zero-hour Contract Employees 0
Dispatched Workers 95

Note: In accordance with local practices in China, employees are initially hired under fixed-term contracts and later transitioned to open-ended contracts. Since their compensation and benefits remain unaffected during the transition, and their service years are fully recognized after the conversion, these employees are categorized as open-ended (permanent) employees for reporting purposes.

WT actively recruits outstanding emerging talent to build a vibrant, inclusive, and high-performing workforce that drives sustainable growth.

In response to the rapid development, WT secures a competitive edge for the future by keeping a talent pool in line with the group’s long-term development strategy, and an optimized array in terms of level, number and structure. As of the end of 2024, the total number of WT employees was 7,970, an increase of 4,507 employees compared with 2023 (A 130.15% increase in headcount due to the acquisition of Future Electronics in 2024). Non-guaranteed-hour employees were not hired during the reporting period. Non-employee workers include dispatched personnel who provide supporting services such as cleaning, driving, security, warehousing, customs operations, and cafeteria services.

Female representation in STEM fields, 2020-2024
2022
 
15.85%
2023
 
8.42%
2024
 
7.82%

In addition, WT is committed to fostering gender diversity and an inclusive culture by building a fair workplace where every employee can realize their full potential in a diverse and inclusive environment. As of the reporting year, female employees accounted for 47.1% of the workforce. Among employees at the managerial level and above, 42.0% were women, including 9.09% in senior management, 42.8% in mid-level management, and 51.54% in junior management. Moreover, 40.5% of business unit managers were female.Within STEM-related roles (Science, Technology, Engineering, and Mathematics), female employees accounted for 7.82%, excluding Future Electronics. WT continues to support the recruitment, development, and advancement of women in STEM through targeted talent acquisition and training programs, aiming to attract more outstanding female professionals in science and engineering fields.

Gender diversity across workforce and leadership levels, 2024
 

Female

 

Male

Overall Workforce Composition
47.10%
52.90%
Management and Above
42.00%
58.00%
 a. Senior Management
9.09%
90.91%
 b. Mid-level Management
42.80%
57.20%
 c. Junior Management
51.54%
48.46%
Sales Management
40.50%
59.50%
STEM Roles (Excluding Future Electronics)
7.82%
92.18%

In 2024, the turnover rate was 21.06%, representing 673 employees (excluding Future Electronics). Among them, 672 employees resigned voluntarily, accounting for a voluntary turnover rate of 21.03%, while one employee was involuntarily terminated. By age group, the turnover rate was 19.66% for employees aged 50 and above, while a higher rate of 30.09% was observed among those under 30. Simultaneously, the new hire rate was 12.68%, or 405 employees. By gender, there was a merely 0.9 percentage point difference. By age group, the new hire rate for employees under 30 was relatively high at 41.39%. Note: The age groups are categorized as follows: 30 years and under (inclusive), 31 to 49 years, and 50 years and over (inclusive). This classification is used to present the distribution of employees across different age groups and the associated performance indicators.

Employee count by gender, 2020-2024
 

Female

 

Male

2024
3,753
4,217
2023
1,429
2,034
2022
1,489
2,058
2021
1,043
1,521
2020
936
1,417

With the integration of Future Electronics, structural adjustments have occurred in WT’s global operational footprint and overall workforce composition, leading to an upward trend in the proportion of female employees. This shift has further enhanced gender diversity in the workplace.

Employee distribution by gender, 2020-2024
 

Female

 

Male

2024
47.09%
52.91%
2023
41.26%
58.74%
2022
41.98%
58.02%
2021
40.68%
59.32%
2020
39.78%
60.22%
New-hire and departure by gender (excluding Future Electronics), 2020-2024
 

Female

 

Male

2024
New employee hires
162
243
Employee departures
260
413
Voluntary departures
260
412
2023
New employee hires
163
252
Employee departures
226
291
Voluntary departures
225
289
2022
New employee hires
234
308
Employee departures
128
214
Voluntary departures
127
213
2021
New employee hires
234
272
Employee departures
127
168
Voluntary departures
127
167
2020
New employee hires
56
121
Employee departures
135
191
Voluntary departures
133
190

 

New hire and turnover rates by gender (excluding Future Electronics), 2020-2024

 

Female

 

Male

New-hire rate
 
 
 
5.98%
 
22.44%
 
15.72%
 
11.41%
 
12.15%
 
8.54%
 
17.88%
 
14.97%
 
12.39%
 
13.05%
2020
2021
2022
2023
2024
Turnover rate
 
 
 
14.42%
 
12.18%
 
8.60%
 
15.82%
 
19.50%
 
13.48%
 
11.05%
 
10.40%
 
14.31%
 
22.18%
2020
2021
2022
2023
2024
Voluntary turnover
 
 
 
14.21%
 
12.18%
 
8.53%
 
15.75%
 
19.50%
 
13.41%
 
10.98%
 
10.35%
 
14.21%
 
22.13%
2020
2021
2022
2023
2024
New-hire and departure by age (excluding Future Electronics), 2020-2024
 

Aged 30 and under

 

Aged 31-49

 

Aged 50 and over

2024
New employee hires
238
148
19
Employee departures
173
418
82
Voluntary departures
172
418
82
2023
New employee hires
202
190
23
Employee departures
165
304
48
Voluntary departures
165
303
46
2022
New employee hires
241
293
  8
Employee departures
84
229
29
Voluntary departures
84
228
28
2021
New employee hires
229
266
   11
Employee departures
66
210
19
Voluntary departures
66
209
19
2020
New employee hires
65
101
    11
Employee departures
93
219
     14
Voluntary departures
93
216
     14

Note: The age groups are categorized as follows: 30 years and under (inclusive), 31 to 49 years, and 50 years and over (inclusive). This classification is used to present the distribution of employees across different age groups and the associated performance indicators.

New hire and turnover rates by age (excluding Future Electronics), 2020-2024

 

Aged 30 and under

 

Aged 31-49

 

Aged 50 and over

New-hire rate
 
 
 
 
17.29%
 
51.00%
 
34.93%
 
32.79%
 
41.39%
 
5.73%
 
14.26%
 
11.78%
 
7.79%
 
6.72%
 
5.14%
 
4.42%
 
2.16%
 
5.62%
 
4.56%
2020
2021
2022
2023
2024
Turnover rate
 
 
 
 
24.73%
 
14.70%
 
12.17%
 
26.79%
 
30.09%
 
12.42%
 
11.25%
 
9.21%
 
12.47%
 
18.97%
 
6.54%
 
7.63%
 
7.84%
 
11.74%
 
19.66%
2020
2021
2022
2023
2024
Voluntary turnover
 
 
 
 
24.73%
 
14.70%
 
12.17%
 
26.79%
 
29.91%
 
12.25%
 
11.20%
 
9.17%
 
12.43%
 
18.97%
 
6.54%
 
7.63%
 
7.57%
 
11.25%
 
19.66%
2020
2021
2022
2023
2024

Note 1: New-hire rate = the number of new hires of the category in the year ÷ the total number of employees in the category at the end of the year
Note 2: Turnover = the number of separating employees of the category in the year ÷ the total number of employees in the category at the end of the year
Note 3: The numbers of new and departing employees from 2020 to 2022 both exclude those who were newly hired and departing in the same year. In 2023, they are no longer excluded.
Note 4: The new hire and turnover statistics for 2024 exclude Future Electronics.
Note 5: The age groups are categorized as follows: 30 years and under (inclusive), 31 to 49 years, and 50 years and over (inclusive). This classification is used to present the distribution of employees across different age groups and the associated performance indicators.

WT values professional expertise and leverages experience to lead and steer team development.
WT’s management is mainly made of professionals in the electronic information industry. The marketing personnel at the front line have years of experience in trade marketing. The professional logistics support and technology R&D personnel, who are the proud of WT, promote existing products, strive for new agency lines and solve customer needs externally, and continuously improve the financial business system internally. The major managers have more than 10 years of experience in the semiconductor trade industry. The accumulated agency business and insight of market development trends gained over the years help them develop businesses and visions, and continue to run the operations towards prosperity. Therefore, WT strives to develop major functions of human resource management to make the best use of its talent pool, promote organizational development, and achieve the goals of “matching people with jobs, getting the right people for the right jobs, and making the best use of people’s talents”.

WT proportion of senior management hired locally, 2020-2024

In 2024, the proportion of local hires in senior management across operating bases reached 89.09%.

 

 
 
 
 
 

85.71%
85.42%
83.58%
88.73%
89.09%

2020
2021
2022
2023
2024
Note 1: Senior management refers to supervisors at the director level and above.
Note 2: Local residents are defined as individuals who hold citizenship of the country in which the operating site is located.

Employee count by age

The age structure of employees remains stable, with no discriminatory practices in recruitment or retention.

Employee count by age, 2020-2024
 

Aged 30 and under

 

Aged 31-49

 

Aged 50 and over

2024
1,207
4,869
1,894
2023
616
2,438
409
2022
690
2,487
370
2021
449
1,866
       249
2020
376
1,763
      214
Employee distribution by age, 2020-2024
 

Aged 30 and under

 

Aged 31-49

 

Aged 50 and over

2024
15.14%
61.10%
23.76%
2023
17.79%
70.40%
11.81%
2022
19.45%
70.12%
10.43%
2021
17.51%
72.78%
9.71%
2020
15.98%
74.93%
9.09%
Employee count by position and gender, 2020-2024
Senior Management
Male
Year
Female
44
 
2020
 
5
43
 
2021
 
5
60
 
2022
 
7
61
 
2023
 
10
100
 
2024
 
10
Mid-level Management
Male
Year
Female
325
 
2020
 
125
325
 
2021
 
125
412
 
2022
 
177
411
 
2023
 
181
854
 
2024
 
639
Junior Management
Male
Year
Female
46
 
2020
 
37
33
 
2021
 
33
49
 
2022
 
40
47
 
2023
 
40
126
 
2024
 
134
Technical Professional
Male
Year
Female
1,002
 
2020
 
769
1,120
 
2021
 
880
1,537
 
2022
 
1,265
1,515
 
2023
 
1,198
3,137
 
2024
 
2,970

Note 1: Senior (Top-level) Management: Division-level and above managers, Mid-level Management: Department-level and section-level managers, Junior (First-line) Management: Team-level supervisors, and Professionals: Non-managerial staff
Note 2: The age groups are categorized as follows: 30 years and under (inclusive), 31 to 49 years, and 50 years and over (inclusive). This classification is used to present the distribution of employees across different age groups and the associated performance indicators.

WT cares to plan the best and most complete career blueprint for employees

Posted on by vicky_yeh@bwnet.com.tw
An enterprise’s development stems from its belief in talent cultivation. WT group values the comprehensive development of employees and creates a work environment suitable for the right people. In a fast-changing environment, in order to equip the talent pool with the capacity to adapt to future changes, WT has established a training and development plan to effectively translate learning into performance.

In 2023, WT invested NT$ 4,825,705 in total in education and training. Throughout the year, 458 sessions of training were given to 17,587 person-times, totaling 27,398 hours. The average training hours of all employees were 7.91 hours. On average, female employees received 0.61 hours more training than their male counterparts.

Total Training Spend and Time, 2019-2023

More training sessions and higher attendance: adapting to micro-courses to enhance learning effectiveness

 

Three major optimization measures for talent development in 2023

  1. Improve departmental OJT (On the Job Training) awareness：In addition to general training of the Company, each department in Taiwan has customized department-specific product technology courses based on the different attributes of the products and customers they are responsible for, including product knowledge, technology content, and experience sharing. In 2023, a total of 3,127 person-times received 6,322 hours of physical and digital learning.
  2. Strengthen process optimization training：The Company is committed to improving its work efficiency of each operating process, promoting digital optimization, and strengthening training when a system is launched. In 2023, a total of 1,766 person-times received 3,272 hours of physical and digital learning.
  3. Promote personal career development plans：There are currently more than 30 people being trained and rotated in the “Want Talent” elite training program.

Enhanced New Hire Training Program

  1. Mentorship system：Supervisors or senior employees are appointed as mentors to help the new hires fit into the company culture and work environment.
  2. New hire training program：The new hire training starts from the on-board date, and provides courses on functional skills in basic stage (1-3 months) and advanced stage (after 6 months) to familiarize new hires with corporation processes and key policies.
  3. The program adopts on-the-job training method and is conducted in an online and offline blended learning mode in a step-by-step manner to help new hires to develop relevant functional skills.

Enhanced overseas training capacity

Integrating internal and external resources to promote hybrid learning

With the advent of the digital era, WT introduced the WT e-Learning Academy, a digital learning platform that combines online and in-person learning. In the post-pandemic world, learning styles have changed and the proportion of digital learning has increased. Based on WT’s training and development plan, WT e-Learning Academy has established courses in five categories, combining e-newsletters, a knowledge center, and online courses to integrate internal and external resources and enrich the platform’s content, while becoming a platform for linking WT’s knowledge transmission and communication. WT will continue to refine and hold regular course planning workshops in the hope of providing richer training resources to all employees through continuous innovation.

Want Talent, an elite development program for promising talents

To provide a better career pathway program, WT launched the “Want Talent” elite training program and recruited selected new graduates for the program. In addition to soft skills and technical courses, job rotation training and participation in important projects and large-scale conferences are organized for them to gain a comprehensive understanding of the core concepts of the Company’s operation. Furthermore, senior executives and the human resources department show regular care for them, provide them career guidance, and plan their individual advancement goals and development, to keep them in a changing and challenging work environment. Meanwhile, salary adjustments and rank promotions have been made according to performance and market standard of the individual, offering market competitive salary and fair benefits.

Meetings with promising talents to check and bond with them

The Chief Human Resources officer and HRBP meet with promising young talents regularly to check in on their career needs and their unit supervisors’ feedback, in order to prepare them for leadership and bond with them.

 

Complete career planning is offered with a blueprint for sustainable development of talents

Posted on by janis_wu@bwnet.com.tw

An enterprise’s development stems from its belief in talent cultivation‭. ‬WT group values the comprehensive development of employees and creates a work environment suitable for the right people‭. ‬In a fast-changing environment‭, ‬in order to equip the talent pool with the capacity to adapt to future changes‭, ‬WT has established a training and development plan to effectively translate learning into performance‭.‬

 

In 2022‭, ‬a total of NTD 4.5939‭ ‬million were invested in education and training‭, ‬and a total of 25,522‭ ‬hours‭, ‬and 847‭ ‬sessions‭, ‬of training were given to 25,809‭ ‬person-times‭.‬

 

By position‭, ‬junior managers received more hours of education and training than those of other positions‭, ‬while the average education and training hours of other positions are similar‭. ‬The average education and training hours of all employees were 7.20‭ ‬hours in 2022‭. ‬There was no significant gender difference in average training hours‭.‬

Talent Development Optimization Policy for 2022 Improve departmental

Improve departmental On-the-Job Training awareness‭: ‬In addition to the company’s common training‭, ‬each department in Taiwan designs a department-specific product technology course according to the product and customer attributes it is responsible for‭, ‬covering product knowledge‭, ‬technical connotation‭, ‬experience sharing‭, ‬etc‭. ‬The total hours was 3,354‭ ‬hours in 2022‭.‬

 

Strengthen process optimization training‭: ‬The company is committed to improving the work efficiency of each operation procedures‭, ‬promoting digital optimization‭, ‬and strengthening education and training after the system goes online‭. ‬In 2022‭, ‬a total of 1,687‭ ‬hours of physical and digital learning were given to a total of 7,662‭ ‬person-times‭ ‬in Taiwan‭.‬

Want Talent program‭, ‬an all-round career development plan for elites

To provide a better career pathway program‭, ‬WT launched the‭ “‬Want Talent‭” ‬elite training program and recruited selected new graduates for the program‭. ‬In addition to soft skills and technical courses‭, ‬job rotation training and participation in important projects and large-scale conferences are organized for them to gain a‭ ‬comprehensive understanding of the core concepts of the company’s operation‭.

 

‬Furthermore‭, ‬senior executives and the human resources department will regularly show care for employees‭, ‬provide career guidance‭, ‬and plan individual advancement goals and development‭, ‬so that they may be in a changing and challenging work environment‭. ‬At the same time‭, ‬salary adjustment and rank promotion has been made according to performance and market standard of the individual‭, ‬providing market competitive salary and fair benefits‭. ‬As of the end of 2022‭, ‬a total of 28‭ ‬employees have‭ ‬been trained in the program‭.‬

Employees are provided with diverse online and offline learning resources

With the advent of the digital era‭, ‬WT introduced the WT e-Learning Academy‭, ‬a digital learning platform that combines online and in-person learning‭. ‬Over the past three years‭, ‬due to the pandemic‭, ‬learning styles have changed and the proportion of digital‭ ‬learning has increased‭. ‬Based on WT’s training and development plan‭, ‬WT e-Learning Academy has established courses in five categories‭, ‬combining e-newsletters‭, ‬knowledge center‭, ‬and online courses to integrate internal and external resources and enrich the platform’s contents‭, ‬while becoming a platform for linking WT’s knowledge transmission and communication‭. ‬WT will continue to‭ ‬refine and hold regular course planning workshops in the hope of providing richer training resources to all employees through continuous innovation‭.‬

No work-related accidents for 4 consecutive years as protecting employees and preventing hazards are the highest principles

Posted on by vicky_yeh@bwnet.com.tw

WT adheres to the occupational safety and health (OSH) policy of “protecting employees and preventing hazards”. It put in place an OSH system pursuant to the provisions of the Occupational Safety and Health Law, and appoints OSH managers, fire protection administrators, first-aid personnel, etc. In addition, an OSH Committee was established in accordance with the laws and regulations with members including OSH managers, heads of departments, supervisors, command personnel, OSH-related technical personnel, medical personnel engaged in labor health services, and labor representatives. The employee representatives account for 30% of the Committee members, and four meetings in total were held in 2023. Regular analyses are performed with Plan-Do-Check-Act (PDCA) iterative process to identify potential risks and possible hazards in the work environment. The work safety operation flow chart is reviewed for hazard causes, in order to identify and prevent possible hazards so as to achieve the goal of zero disasters.

 

Preventing disasters by strengthening employees response

Pursuant to fire protection laws and regulations, WT’s major operating bases in Taiwan, Shenzhen, Beijing, and Shanghai has installed adequate protective facilities in the workplace, divided fire prevention management into zones, and appointed responsible employees on each floor to conduct a periodic key-point inspection every month to prevent accidents from happening. Relevant persons are sent to participate in the fire drill and training held by the management committee every year to be informed of the Park’s emergency exit and evacuation plan. A third-party fire protection institute is commissioned to carry out maintenance and reporting, and a fire protection job assignment and drill is organized in March and July every year to strengthen all employees’ emergency evacuation and response capabilities. Dedicated personnel are assigned to perform nights patrol and safety inspections and ensure that unnecessary power supplies and lighting in the offices are turned off at night.

Strict assessment to comply with safety and fire regulations

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

 

Refresher training to improve employee safety training

In order to ensure that all employees are familiar with OSH laws and regulations and the company’s safety and health management mechanism, WT Taiwan regularly conducts safety-related training and drills. Refresher training is scheduled for OSH managers, fire protection administrators, and first-aid personnel in accordance with the laws and regulations. A total of 6 individuals have completed the first aid refresher training in 2023.

 

0 workplace injuries across the Group, demonstrating a safe workplace and employee safety awareness

In 2023, no disabling injuries were reported from any of WT’s operating bases. 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 2023 among suppliers and contractors who worked in WT’s offices or logistics centers either, with thus 0 TRIR and LTIR.

 

Organizing various activities to improve employees' physical, mental and spiritual health

Posted on by vicky_yeh@bwnet.com.tw

WT has various clubs, which offer exclusive courses and activities for their members, as well as a wide range of activities with different themes, large and small, for all employees to join. A variety of public-interest activities are organized to advocate environmental protection and social care, during which employees may relax and have fun through meaningful club activities, and build positive family and parent-child relationships. The club general assembly held at the beginning of each year allow new employees to explore and choose their favorite clubs to join. The Company makes continuous efforts to seek breakthroughs and set up more different types of clubs for a diversified all-round development, so the members may encourage and support each other to complete a competition, and exchange health and sports information. Club members participate in static activities to relax their bodies and minds, or dynamic activities to sweat and get naturally high. The Company not only provides subsidies and promotes the clubs, but also encourage employees’ engagement, so as to make sports and hobbies one of its pillars.

Actively promoting club activities for team building

Golf Club, a newly-formed club

The Golf Club was officially launched in 2023. With the subsidy and support from the Company, employees who would otherwise not have the opportunity to play golf could join one of the Club’s Tuesday after-hour sessions at golf course and get a hands-on experience. Once becoming a formal member, they would have access to professional instruction. Seasoned players of the Club are happy to teach beginners and make golf become a fashionable, elegant and accessible leisure sport in WT. The Club will enter formal operation in 2024, and be involved in organizing monthly the employee cup competitions, the WT Microelectronics Invitationals, and occasional friendly rounds with suppliers and customers. Through the Club, employees will be inspired and motivated to play a new sport.

 

 

Pushing boundaries with The Fun Run Club and Mountain climbing Club

The Fun Run Club participated in five marathons in 2023, including Dahu Strawberry Culture Carnival Marathon, Matsu Beigan Hard Ultra Marathon, Marie Claire Pink Run, New Taipei City OSH Cup Road Race, and Banqiao Marathon Road Race. This year, a series of training courses were organized according to individual runner’s physical fitness, road running experience and personal health status. Road race participants were given advice on distance and terrain that match their training intensity, so that even first-timers could complete the event healthily and safely within their own limits.

After the competition, sharing sessions were organized where participants can share the problems and interesting stories they encountered during the event. Setting off in the early hours of the morning, running enthusiastically despite heavy rain, and facing scorching sun and sandstorms could not deter their determination to cross the finish line. Engaging in proper sports activities can effectively improve physical, mental, and spiritual health, embodying the true essence of the Company’s continuous efforts to promote various sports.

The managers of the mountain climbing club include members with professional mountain climbing licenses and extensive climbing experiences. They lead the members to visit various beautiful mountain landscapes. Besides difficult mountain climbing events, easier hiking schedules have been planned for families. In 2024, we plan to organize mountain camping trips to explore the visual impact of starry nights in areas with low light pollution in the mountains. We aim to experience awakening in the morning amidst the sounds of insects and birds, and enjoy the comfort of light mist, morning dew, and dawn, which will undoubtedly bring another level of physical and mental well-being to our employees.

 

Making friends in the Basketball Club and Badminton Club and having the first WT Cup

The Badminton Club and basketball competitions were organized for team-building and fun. The Company provides prize money, trophies, medals, a venue and facilities to create an authentic competition atmosphere. The cheering group composed of employees and their families also lift up the players’ spirits and give them a sense of formal game. Families and friends are invited to participate in weekend events so as to spread health awareness and inspire more to engage in sports.

Customers and vendors are invited to register and make friends on the court to celebrate the shared love for sports and forget about the stress from work. Ball game competitions were promoted since the Basketball Club’s “WT Microelectronics Cup Invitational” in 2023. Invitation was widely sent out to partner companies for the round-robin tournament. Adjustment was made to the format and scale of the friendly matches to diversify WT’s effort to promote healthy sports and expand the employees’ social circle as well as knowledge. A total of 5 teams participated in the four-week tournament, which not only saw the original objective of meeting friends through basketball achieved, but also sew the seeds for more invitational tournament in the future.

 

Calming the soul and nourishing the body with The Floral Art Club and Cooking Club

The Floral Art Club organizes flower art courses periodically. The course contents include knowledge on various plants and bonsais. This is used to promote the important role of green plants in slowing down global warming and effectively enhance the green atmosphere in the office. Green living starts from all angles. The vases allow employees to bring their own pots for re-decoration, which not only breathes new life into the pots, but also allows the concept of recycling to be implemented indefinitely. The “New Year Flower and Rice Screen Hanging Decoration” course is held in conjunction with the New Year holiday. It combines traditional rice screens with seasonal flowers to create festive decorations, adding a different embellishment to home decorations during the Lunar New Year. In response to the Chinese Valentine’s Day “Flowers and Words” course, fresh flowers are paired with round glass pots and displayed through a layered circular perspective to enhance a different experience of beauty for employees.

The Cooking Club continues to align its course arrangements with the theme of enjoying health through vegetarianism, starting with healthy low-carbon diets. It promotes healthy eating among employees by encouraging the use of seasonal local ingredients and striving to consume a diverse range of whole foods as much as possible. In our busy daily lives, we often overlook the importance of a balanced diet. Imbalanced nutrition in meals can also increase health risks among employees. Starting from 2023, we are implementing activities promoting low-sugar and lowsodium diets. We focus on ingredient selection, seasoning combinations, and basic cooking techniques, aiming to make healthy eating effortless and balanced nutrient intake the top priority.

 

 

Continue applying for the Sports Enterprise Certification Review and the CHR Healthy Citizen Enterprise Initiative in 2024

In 2024, WT will apply for a renewal of the the Sports Enterprise Certification Review by Taiwan’s Sports Administration of the Ministry of Education it received in 2021. The Certification is valid for three years. WT joined the CHR Healthy Citizen Enterprise Initiative in 2023, and will undergo a CHR evaluation conducted by the Health Magazine in 2024. We are doing our best to take full care of the employees’ physical, mental and spiritual well-being, and expect the third-party review advise areas where we could do better and more for our employees.

Eating well to live well

Selected fresh delicious drinks without safety concerns are provided. Coffees are prepared with top Swiss automatic coffee machines using carefully selected quality coffee beans that have passed SGS toxin tests. Tea drinks are brewed from organic tea from a non-toxic natural farming plantation in Ruisui, Hualien. High-quality fresh milk drinks certified with FSSC 22000 Food Safety Management System are strictly checked for impurities and expiration date upon arrival to ensure that employees enjoy the safest and healthiest fresh milk.

On the weekly Fruit Day, healthy and safe fresh fruits from our small long-term partner farmers in central Taiwan are offered to the employees. The direct fruit procurement from the place of origin improve the farmers’ income, so that they can focus on growing healthier and more delicious fruits, reduce the use of pesticides and allow the land rest. Direct delivery from the place of origin also reduces food carbon footprint. While the fruits are distributed, their grower’s story is told and words shared. The transparent production and marketing creates an emotional bond between employees and the fruits in their hands. In China, fresh fruits are locally sourced to promote a balanced diet with more fruit consumption.

 

WT is committed to advocating the importance of balanced meals and breakfast. Breakfast bar events and vegetable lunch boxes are organized in the Taiwan headquarters, while healthy and balanced breakfasts are also provided every Monday in the offices across 28 cites in China. With the concept of “eat less meat and more vegetables; reduce carbon and increase health”, a plant-based food campaign was launched to promote awareness of a low carbon diet and serve the purpose of energy saving, carbon reduction, health enhancement, and physical burden alleviation. According to the International Meatless Day, one meatless meal reduces 760 grams of CO2 emission. At that rate, the carbon-reducing vegetable meal events in Taiwan, with the participation of 3,479 person-times, reduced approximately 2.644 tonnes of CO2e emission, which would be equivalent to planting five camphor trees with a diameter of 47 centimeters at breast height and a height of about 11 meters. Only by promoting plant-based food more proactively can carbon reduction become an important part of daily life.

 

 

Cultivating multicultural literacy

Promoting the habit of reading to stimulate brain and pursuit of knowledge

The WT Microelectronics Book Club aims to promote the habit of reading. It adds new books in different fields every month to expand the knowledge of the employees. The Book Club allows the employees to improve their cultural qualities, adjust their body and mind, and expand their relevant knowledge during their spare time. A spacious, bright, and comfortable space has been established in the Company, which provide coffee and other drinks. Employees can take a break from their work, have a coffee, read a magazine, and clear their minds in this leisurely space.

 

Continued support for arts, cultural events, and social sharing

For the second year, WT provides tickets for the World Citizen Academy and Concert and the children’s choir “Nice Voice” concert. WT also promotes concerts with charity groups to enhance the cultivation of artistic and literary qualities among employees, increase their time with family and friends, and allow those who support the arts and social sharing to keep pace with the times. For the 30th anniversary events, the special exhibition features a quiz with prizes, which includes tickets to the “RE: Paul Chiang – Meditating Algorithm: Immersive in the life and works of Paul Chiang” by the renowned artist Paul Chiang in 2023. The exhibition tickets were well received by our employees. We plan to provide more high-quality, extensive, and diverse exhibition tickets in 2024 to promote art and culture.

 

Team-building activities to develop bonds

Department team cohesion training courses are held every year in Taiwan and provide various types of team motivation activities for employees to sign up for. The diverse activities include fun activities, handcrafting and printing courses to inspire creativity, enhance concentration and emotional communication, and achieve the goal in the process.

Communicate and coordinate, solve problems, stimulate creativity, enhance morale, and acquire new interests and knowledge. In 2023, Shenzhen, Beijing, Shanghai, Hangzhou, and Xiamen in China will also successively organize this activity, making the team’s tacit understanding training more comprehensive and regional.

 

Happy holidays and lots of happiness with prizes and gifts

In addition to issuing annual bonuses on specific holidays every year to keep employees happy during the holiday, a garden party called “Rice Dumplings for the Dragon Boat Festival” is held during the Dragon Boat Festival to prepare various flavors of meat dumplings and traditional snacks for employees to feast on. Vintage mini-games evoked everyone’s childhood memories. Walking into the event venue was like walking into a time capsule, and the scene and atmosphere felt like the early days of Taiwan. During the Mid-Autumn Festival, we held the “WT Microelectronics 30 Mid-Autumn Festival Celebration”, which included the Wugang Woodcutting Fun event to inspire teamwork and participation by both male and female employees. There were also activities like “Stack the Pomelo”, which required good hand-eye coordination, and the kombucha DIY experience course. After the course, employees continued to cultivate Scoby yeast and shared it with others, which was also an effective way to promote healthy eating habits.

During the Lunar New Year, we held the “WT Microelectronics 30 Celebrating the New Year of the Dragon” New Year activities. It included lantern art painting activities. Employees who completed the lantern painting received exquisite New Year gift boxes, and the lanterns carefully created by the employees were also hung at the New Year’s garden party, which greatly enhanced the sense of participation and livened the New Year atmosphere of the garden party. At the New Year’s Garden Party offered various of dessert and the interesting missions to collect points. The most talked-about activities were the “Lucky Red Envelope Lucky Lottery” and the DIY red envelope silk printing. The Lucky Red Envelope Lucky Lottery offered various prizes such as smart home appliances, electronics, lifestyle items, New Year’s goods, and charitable items. The DIY red envelope silk printing included templates specially designed for the 30th anniversary of the Company, allowing employees to personally create their own Lunar New Year red envelopes. From the event, we could feel the joy and Lunar New Year atmosphere. Also, employees received a healthy traditional oil gift box from Beigang, Yunlin.

Starting from 2023, the China region will successively launch celebration activities for various festivals. For the Dragon Boat Festival, Chinese Valentine’s Day, and the 38th Goddess’ Day, exquisite and healthy afternoon teas will be arranged for employees to share the benefits of the festival through afternoon tea time after work. Not only that, but also with the festive paper fan DIY and “Everything is covered – lunch time”, supervisors personally wash their hands and make soup, so that employees can enjoy the sincerity from supervisors, and a bowl of noodles is full of emotional inheritance and warm-hearted care, effectively shortening the distance between supervisors and employees, eliminating the barriers between each other, and truly realizing the original concept of WT’s big family.

 

Employee one-day trips to restart and make a strong comeback

Employee one-day trips resumed in 2023, after being suspended during the COVID-19 pandemic. Employees are invited to come with their families, whose expenses are also subsidized. The outings are designed to offer an in-depth understanding of local cultures, exclusive attractions, seasonal food, etc. of various places in Taiwan, and a variety of interactive games and experiences are incorporated to the program for ice breaking and team building. Employees are offered a variety of itineraries in different styles, including parent-child experiences, extreme challenges, and scenic tours trips, to choose from according to their interests and whether they come alone or with families. For example, rafting trips that would fit energetic young groups, and parent-child itineraries that would be suitable for family outings. The latter would feature fun attractions that parents can enjoy with their young children and DIY activities that attract all ages. There are also itineraries featuring top destinations for influencer content. Efforts were made to ensure every package contains something interesting for every age group. In 2023, a total of 1,188 employees and their family members participated in the 18 travel routes.

Short hotel trips will be launched in 2024, including well-known hotels in the different counties and cities in Taiwan, with green hotels as the priority to actively promote green tourism and for employees to bring their own toiletries to reduce the use and waste of disposable toiletries, further limiting the generation of waste.

 

Volunteers roll up their sleeves and work side by side with farmers

As Taiwan’s agricultural workforce ages, the number of people engaged in farming has been declining year by year. While many farmers have the ability to cultivate crops, there is a shortage of manpower during harvest. Additionally, Taiwan’s unpredictable weather often results in damage to fruits and vegetables that are not harvested in time. The 2023 agricultural volunteer activities continued to encouraged employees to go outdoors in a healthy way, while also rolling up their sleeves and working on farms. The activity mainly provides field assistance to small farmers in remote rural areas in Taiwan. It not only allows farmers to feel at ease, but also allows employees to acquire agricultural knowledge and practice good deeds. A total of 138 people participated in the activities. In 2024, we will continue the Love for Farms project. In addition to continuing to order fruits from small farmers, we will further plan activities to venture into the fields in the south. This will allow employees and their families to work side by side with farmers.