Operators promise "energy saving, emission reduction, intelligent, automatic"

Social Responsibility

Career Development

	2020	2021	2022	2023
Average hours	19.98	10.21	14.36	13.88
Average amount spent	2,125.61	2,431.94	2054.05	926.99

The total number of education and training hours in 2023 is 56,651 hours, the average training hours is 23.26 hours, and the total education and training investment cost is NTD 3,783,052. Mainly due to the easing of the covid-19 epidemic and the gradual resumption of physical courses, coupled with the promotion and application of online learning platforms, online compulsory courses are included in 2023 (ex: information security, DEI, environmental security, ESG and other related courses).

The company implements a Mentor Program. The general manager of the project serves as the Mentor, and potential mid- to high-level managers are selected as Mentees based on needs. Mentees from different business groups will communicate and independently discuss the direction of development and projects to be jointly implemented.

Data scope: 70%, includes Taiwan and Mainland China sites.

Training hours by gender

Gender	Hours
Male	24.14
Female	22.46

Training hours by position

Position	Hours
Junior Supervisor	30.94
Managers	25.82
Top management	24.08
Non-manager	22.65

Training hours by type

Type	Hours
Physical course	6.86
Online course	6.22
On job training	0.13
External training	0.65

Employee Training Program

Development plan	Description of benefits	Quantified benefits	Participation Ratio
Digital Project Competition Through competition, cultivate key talents to think about the company's digital transformation plan and lead colleagues to implement it.	Key talents are potential employees of the company. To help them develop towards manager level and above, and make stable contributions to the company, in line with the company's digital transformation strategy in 2023, key talents are arranged as digital transformation leaders. This competition starts from the ideas to the actual proof of concept (POC) stage and by using existing data and resources, these ideas can be put into production.	In 2023, a total of 6 digital projects from 15 proposals are selected. Comprehensive estimated benefits of the 6 cases: increased revenue by NTD 90.5M, increased gross profit by NTD 9.5M, increased accurate delivery rate by 21.2%, increased bid winning rate by 1%, and saved NTD 8.6M.	1.25%
Cultivation of Key Talents Select key talents in each unit every two years and plan individual development plans (IDP) for key talents	By cultivating key talents, we can ensure the continuity and stability of work in each unit and reduce the chaos caused by management changes. The successor is familiar with the company's strategies and will be able to respond to market changes and challenges more effectively after successful succession. A clear key talent system can effectively motivate employees, see their career development path, and have a stronger sense of identification and belonging to the company.	In 2023, the key talents accounted for 3.5% (60/1679) of the company's 5-8 grade personnel. There are 16 key talents who received "grade promotion" in 2023, accounting for 26.7% (16/60) of all key talents. The promotion rate for key talents is 13.3% (16/120) (higher than the overall promotion rate of 5.4% (120/2192))	0.4%

Development plan

Description of benefits

Quantified benefits

Participation Ratio

Digital Project Competition

Through competition, cultivate key talents to think about the company's digital transformation plan and lead colleagues to implement it.

Key talents are potential employees of the company. To help them develop towards manager level and above, and make stable contributions to the company, in line with the company's digital transformation strategy in 2023, key talents are arranged as digital transformation leaders. This competition starts from the ideas to the actual proof of concept (POC) stage and by using existing data and resources, these ideas can be put into production.

In 2023, a total of 6 digital projects from 15 proposals are selected. Comprehensive estimated benefits of the 6 cases: increased revenue by NTD 90.5M, increased gross profit by NTD 9.5M, increased accurate delivery rate by 21.2%, increased bid winning rate by 1%, and saved NTD 8.6M.

1.25%

Cultivation of Key Talents

Select key talents in each unit every two years and plan individual development plans (IDP) for key talents

By cultivating key talents, we can ensure the continuity and stability of work in each unit and reduce the chaos caused by management changes. The successor is familiar with the company's strategies and will be able to respond to market changes and challenges more effectively after successful succession. A clear key talent system can effectively motivate employees, see their career development path, and have a stronger sense of identification and belonging to the company.

In 2023, the key talents accounted for 3.5% (60/1679) of the company's 5-8 grade personnel. There are 16 key talents who received "grade promotion" in 2023, accounting for 26.7% (16/60) of all key talents. The promotion rate for key talents is 13.3% (16/120) (higher than the overall promotion rate of 5.4% (120/2192))

0.4%

Data scope: 70%, includes Taiwan and Mainland China sites.

Human Capital Return on Investment

	2020	2021	2022	2023
Total Revenue	45,350,607,265	51,248,387,334	58,315,216,068	59,393,660,773
Total OPEX	7,222,035,545	7,676,220,886	8,110,648,508	8,278,338,000
Employee-related expenses	8,614,015,750	9,058,465,120	9,267,153,692	9,633,399,879
Resulting HC ROI	5.43	5.81	6.42	6.31
Total Employees	14,290	14,617	13,030	13,415

Talent Motivation and Retention

	2020	2021	2022	2023
Number of new hires	219	304	427	340
Positions filled by internal candidates	54.60%	36.80%	21.90%	53.6%

Data covers 41.3% (2,433/5,896) Parent Company

Employee turnover rate	15.70%	14.80%	13.44%	12.04%
Voluntary turnover rate	12.80%	13.30%	10.96%	7.04%

Data covers 100% Global Core Business Units.

Internal recruitment: Compared with the vacancies filled by internal employees last year, 75% of them were on-site engineering operations, with a male-to-female ratio of approximately 3:2: Most employees to be filled were aged 40-49, accounting for approximately 32.2%.

External recruitment: Compared with the new employees last year, due to the nature of the industry, there are more male employees, with a male: female ratio of 11:9; in terms of age, middle-aged and middle-aged people will become the main workforce in 2023

The turnover status is calculated based on gender. The male turnover rate is 72.70% and the female turnover rate is 27.30%. The turnover rate is based on age. It is divided into three groups: under 30 years old, 30 to 50 years old, and over 50 years old. The turnover rate 16.38%, 48.81%, 34.81% in order.

base: 2023/12/31	New Hire			Turn Over			Total number of FTE
Age / Gender	male	female	total	male	female	total	male	female	total
<30	111	38	149	111	21	132	193	80	273
<30	74%	26%	44%	84%	16%	29%	71%	29%	11%
30 -50	97	51	148	139	60	199	785	415	1,200
30 -50	66%	34%	44%	70%	30%	43%	65%	35%	49%
>50	35	8	43	98	30	128	698	262	960
>50	81%	19%	12%	77%	23%	28%	73%	27%	39%
Total	243	97	340	348	111	459	1676	757	2,433

Data covers 41.3% (2,433/5,896) Parent Company

Compensation Plan

The purpose of team performance appraisal is to integrate and improve the overall performance of individuals and the organization. This includes setting team (BU) goals and employees' personal goals. KPI achievement status of each business group and staff department are reviewed every quarter.

Item

Measurement

Performance Measurement

Management by objectives: Performance appraisals are conducted twice a year (once every six months) and are evaluated by the supervisors at the next level and the two levels above.

The assessment grades are divided into 5 grades (Grade 1 is the best). Including aspects: (1) Achievement of key goals 70%; (2) Ability (innovation/communication/adaptability) 15%; (3) Attitude (achievement motivation/proactivity/responsibility/customer orientation/teamwork) 15%.
Before the assessment, arrange at least one performance interview to understand employee performance and provide feedback, and confirm goals and development plans. Employees with poor performance evaluations will also be put through a performance coaching program by their unit supervisors. In 2023, the Group will coach and improve a total of 196 people.

Multi-faceted performance appraisal: In response to differences in job attributes, for senior executives, employees who are promoted to manager level or above in the current year, matrix organization personnel, and expatriate personnel, Multi-faceted performance appraisal is applied for (1) performance dimension, (2) responsibility dimension, (3) leadership dimension, and (4) continuous improvement dimension, and (5) organizational dimension as the assessment dimension, so that employees can obtain multi-angle feedback.

Long-term Incentives

In 2023, the "Long Term Incentive (LTI)" system was established for managers and above and will be paid based on personal KPIs and performance appraisals in the next three years. KPIs are set according to the nature of the execution project, involving relevant personnel of the sustainability project, and their KPIs will be linked to relevant sustainability indicators.

Established Employee Stock Ownership Plans (ESOP) and incorporated sustainability indicators into indicator assessment. There are a total of 2,116,572 shares in the Centripetal Shareholding Association, of which the senior management level has a total of 637,273 shares; the non-senior colleagues have a total of 1,479,299 shares.
In 2023, all employees can participate if their performance appraisal and seniority meet the requirements. The applicable ratio is 67.2% (1,635 people/2,433 people). As of 2023/12/31, the number of participants is 249. Average payment period: 2 years.