Economic Impact 




Impact Identification
Positive
Amid the global shift toward decarbonization and following the integration of Future Electronics, WT is refining its operational strategies in alignment with macroeconomic trends and evolving market dynamics. The company remains focused on driving sustained growth in market share and profitability.


Negative
Failure to adopt emerging clean technologies and related products may hinder the company’s ability to meet evolving customer requirements or delay customers’ new product development timelines.


Policy / Commitment
Clean technology represents a strategic pillar of WT’ long-term operational development. With reference to the Reference Guidelines for the Determination of Sustainable Economic Activities, Version 2, issued by the Financial Supervisory Commission on December 31, 2024, WT aims to increase the percentage of revenue derived from sustainable economic activities (formerly referred to as forward-looking economic activities) in response to future industry development trends and to strengthen growth momentum.


Goals
Short-term (within 1 year)
By 2026, revenue from sustainable economic activities to account for more than 58%


Mid-term (2-5 years)
By 2030, revenue from sustainable economic activities to account for more than 62%


Long-term (more than 5 years)
Revenue from sustainable economic activities to account for more than 65%


Action Plans
Enhance Positive Impact

• Expand cross-disciplinary applications of low-carbon technologies: Actively introduce and promote diversified product lines, including low-carbon transportation, high-efficiency equipment manufacturing, and building energy efficiency, to help customers realize electric vehicle architecture and industrial energy-efficiency upgrades, extending economic influence to the overall green power ecosystem.
• Deepen green design and market enablement: Analyze regulations and market trends across different regions worldwide to provide forward-looking green design solutions, helping customers embed sustainability indicators at the early stages of product R&D and accelerating the penetration and competitiveness of low-carbon products in end markets.
• Strengthen value chain collaboration and technical cooperation: Continue to deepen collaboration with global suppliers and launch renewable energy and sustainable economy-related products with high versatility and modularity, ensuring that technological innovation can be rapidly transformed into solutions with substantive economic benefits and leading the industry in jointly creating net-zero value.



Mitigate Negative Impact
WT continues to introduce new suppliers and product lines, while actively expanding its customer base, application markets, and penetration across existing accounts.


Achievements

• In 2025, 57.1% of revenue was derived from sustainable economic activities.
• NTD 811 million was invested in research and development to support customers in designing high-efficiency, low-energyconsumption products.
• WT engaged in industry-academia collaborations with multiple universities and research institutions, investing in the establishment of power electronics laboratories to strengthen capabilities in product development, design, and measurement technologies.
• The company also collaborated with customers and suppliers to establish joint laboratories focused on advancing the R&D and mass production schedules of represented products.









 


Information Security 




Impact Identification
Positive

• Generative AI for Operational Efficiency: Actively deploy generative AI to help employees handle routine tasks such as translation, copy-writing, and data aggregation, significantly improving work efficiency. In parallel, conduct dedicated awareness campaigns and training on generative AI use cases to strengthen employees’ security awareness when adopting emerging technologies.
• AI-Driven Security Incident Detection and Response: Apply AI to analyze large volumes of system logs and, combined with User and Entity Behavior Analytics (UEBA), build behavior baselines and predictive models that convert employee activity into quantitative indicators for security-incident detection and assessment. This raises the ability to identify unknown threats, shortens response time, and ultimately improves overall security effectiveness.
• AI-Enhanced Email Security: Introduce AI-based monitoring to dynamically adjust malicious-email interception rules and continuously optimize email filtering performance, reducing the risk of social engineering attacks.



Negative

• AI-Driven Emerging Cyber Threats: According to the World Economic Forum’s Global Risks Report 2025, misinformation/disinformation, cyber espionage, and cyber warfare are listed among the top ten global risks for the next decade. In the past two years, AI-generated misinformation and cyberinsecurity ranked first and fifth, respectively. If employees cannot effectively identify AI-forged content (such as deepfakes) or lack the ability to report and respond in real time, sensitive data may leak, leading to financial losses, customer claims, lost orders, and reputational damage. In extreme cases, this could trigger business interruptions, supply-chain transaction anomalies, or ransomware attacks resulting from phishing emails, causing significant additional losses.
• Geopolitical Risks and Supply-Chain Security Challenges: As globalization advances and digital transformation accelerates, business operations have become highly dependent on cross-border information systems, cloud services, and international supply chains, exposing information assets to an increasingly complex and dynamic threat landscape. In recent years, rising geopolitical tensions and intensifying technological competition and policy controls between nations have led some states to conduct long-term infiltration and targeted attacks on enterprises and critical industries through Advanced Persistent Threat (APT) operations, intelligence gathering, and supply-chain penetration, further elevating the level of cybersecurity threats faced by enterprises.



Policy / Commitment
The Company is committed to protecting the confidentiality, integrity, and availability of its assets, ensuring continuous delivery of products and services, and fulfilling its corporate sustainability mission and vision. (Information Security Policy)


Goals
Short-term (within 1 year)

• No major cybersecurity incidents
• 100 % completion rate for Group-wide cybersecurity-awareness training
• Group-wide phishing-simulation click rate below the 4 % of tech-industry average



Mid-term (2-5 years)
In accordance with the certification and competency requirements for dedicated cybersecurity personnel under the Cyber Security Management Act and its subsidiary regulations, a phased capability development roadmap has been established for 2027–2030:

• Achieve 100% coverage of foundational certifications by 2027
• 2Promote mid- and senior-level international certifications and implement a Continuing Professional Education (CPE) system by 2028
• Accumulate more than 20 international cybersecurity certifications by 2030, expanding the training scope to emerging topics such as AI security and fully meeting regulatory and customer compliance requirements



Long-term (more than 5 years)
Provide a secure environment that supports continuous business growth, achieving 99 % system availability.


Action Plans
Enhance Positive Impact
Deploy an advanced SIEM (Security Information and Event Management) platform integrated with UEBA (User and Entity Behavior Analytics), leveraging artificial intelligence and machine learning algorithms for continuous learning and iterative optimization to improve the accuracy and timeliness of threat detection, and to build a more proactive and precise cybersecurity protection mechanism.


Mitigate Negative Impact

• Policy and Procedure Management： Regularly review and update cybersecurity policies, emergency notification processes, and incident response procedures to ensure residual risks remain within the organization’s acceptable level.
• Response Drill Mechanism： Conduct semi-annual incident response drills (tabletop, notification, and live exercises), to validate the effectiveness of the response plan.
• Continuous Education and Training： Provide immediate reinforcement training on cybersecurity awareness for employees who fail social engineering exercises, ensuring continuous improvement in security awareness.
• Traffic Defense Deployment： Deploy professional traffic defense services to mitigate the impact and damage of Distributed Denial of Service (DDoS) attacks.
• Advanced Threat Detection： Enhance advanced persistent threat (APT) detection capabilities and establish a Continuous Threat Exposure Management (CTEM) framework to enhance overall cybersecurity resilience.



Achievements

Education, Training, and Awareness
• Completed the annual cybersecurity policy and Top Ten Cybersecurity Guidelines awareness campaign, extending the scope of security awareness training to newly acquired entities; held two security awareness training sessions during the year, with an employee completion rate of 99.7%.
• Sent more than 360,000 social engineering simulation emails cumulatively, with an employee click-through rate of only 1.4%, outperforming the technology industry average threshold of 4%.
Professional Capability Development
• Core security staff obtained three additional international professional certifications, continuing to strengthen the team’s professional capabilities and technical depth.
Audit and Management Review
• Completed two internal information security audits and management system effectiveness reviews.
• Held two cybersecurity management system review meetings and completed two disaster recovery drills, validating business continuity capabilities.
Threat Management and Protection Enhancement
• Promptly notified information windows across the Group of critical security vulnerabilities, completing 19 major vulnerability notifications and remediation tracking during the year.
• Completed the deployment of external website protection mechanisms, effectively reducing the risk of damage from DDoS attacks.
• Introduced dark web intelligence monitoring and detection mechanisms to strengthen cross-organizational cyber defense capabilities.
Customer and Supply Chain Management
• Proactively responded to customer cybersecurity compliance requirements and successfully passed external cybersecurity assessments.
• During the procurement process for information hardware, software, and services, evaluated suppliers’ cybersecurity capabilities and historical incident records, incorporated cybersecurity clauses into contracts based on the nature of outsourced items, and established threat intelligence exchange mechanisms to build a joint defense system with suppliers.
Technical Defense Deepening
• Completed 28 external third-party red team exercises and internal weak-password detection assessments, comprehensively testing defense resilience.
• Deployed Endpoint Detection and Response (EDR) systems combined with AI-driven self-learning models, supplemented by 24/7 outsourced Managed Detection and Response (MDR) monitoring services, enabling real-time detection and automatic blocking of anomalous behavior.









 


Ethical Corporate Management




Impact Identification
Negative
With WT Group’s revenue reaching NTD 1.1779 trillion, failure of management and employees to uphold integrity during transactions could impact relationships with customers and vendors. As WT’s workforce spans 40+ countries through acquisitions, insufficient promotion of ethics policies may lead to inadvertent violations, harming the interests of shareholders, employees, and partners.


Policy / Commitment
Integrity is WT’s most important core value and business philosophy. We establish a corporate culture of honest management to align with global corporate governance and anti-corruption frameworks. At present, Ethical Corporate Management Best Practice Principles and related regulations have been established. 


Goals
Short-term (within 1 year)

• 100% completion of ethical corporate management and anti-corruption training of all employees
• 0 corruption violations



Mid-term (2-5 years)

• 100% completion of ethical corporate management and anti-corruption training of all employees
• 0 corruption violations
• 100% signing of the Supplier Corporate Social Responsibility Commitment Letter by all general affairs suppliers of the Group



Long-term (more than 5 years)

• 100% of all Group employees’ complete ethics and anti-corruption training
• ０corruption violations
• 100% completion of human rights due diligence by all suppliers of the Group



Action Plans
Mitigate Negative Impact

• Conduct regular training on ethical corporate management and internal major information handling for all Directors every year
• Conduct regular training on ethical values and professional code of conduct for all employees across the Group every year, including anti-corruption and anti-bribery publicity and measures to prevent employees from receiving kickbacks.
• Stock trading control measures for Directors upon learning of company financial reports: prohibit the Directors from trading the company shares on their own accounts during the closed period of 30 days before the release of the annual financial report and 15 days before the release of the quarterly financial report.
• Amend the Ethical Corporate Management Best Practice Principles (to make them applicable to contracted employees, contractors, and suppliers as well) and formulate anti-corruption, anti-bribery and anti-money laundering policies and control mechanisms to take changes into account in the operating environment. Review internal regulations and controls to prevent any improper interest or ethics breaches, and the resulting losses to the company.



Achievements

• The total training hours for ethical corporate management in 2025 reached 7,750 hours, with 7,750 training attendances recorded.
• All Directors complied with stock trading restrictions in 2025.
• 3 reports of professional ethics violations were received in 2025; none were confirmed as valid after investigation.
• The Ethical Management Team reported the implementation status of ethical corporate management for2025 to the Board of Directors on January 29, 2026. No inconsistencies were found between actual practices and the “Ethical Corporate Management Best Practice Principles”.
• No corruption incidents were identified in 2025.









 


Sustainable Supply Chain, Innovation Management, and Product Responsibility




Impact Identification
Positive
In response to global sustainable development trends and the increasingly stringent requirements of environmental regulations across countries, the Company distributes products that comply with relevant regulations and environmental standards. Furthermore, we continuously monitor the product compliance and sustainability management information publicly disclosed by suppliers. This approach helps our customers procure products that meet both environmental regulations and market demands, thereby enhancing product competitiveness and mitigating environmental impacts.


Negative
As customers’ requirements for product environmental compliance and hazardous substance management grow increasingly stringent, failure to promptly obtain information on product compliance and related policies from suppliers could delay customers’ product development schedules or compliance verifications, thereby impacting their operations and market competitiveness. Consequently, the Company must continuously monitor the relevant information publicly disclosed by suppliers to adapt to regulatory changes and customer demands, minimizing potential impacts on our operations and supply chain management.


Policy / Commitment

• WT has established Social Policy & Code of Conduct, General Affairs Supplier Code of Conduct, Hazardous Chemicals Management Policy, and Conflict Minerals Policy. These form the foundation of the company’s sustainable supply chain framework.
• Through business engagements and the review of public information and policy documents from suppliers, the Company continuously monitors key suppliers’ management performance regarding product compliance, chemical management, and sustainability issues, utilizing this information as a reference for supply chain management and risk assessments.
• Meanwhile, in alignment with customer requirements for product environmental compliance and material traceability, the Company assists in collecting and providing relevant publicly disclosed information from suppliers to enhance supply chain transparency and strengthen sustainable supply chain management.
• WT promotes the adoption of green, high-efficiency semiconductor components by embedding low-loss and high-performance characteristics into its product strategy. Through the implementation of green design thinking, the company empowers customers to develop and manufacture high-quality products that are both forward-looking and environmentally sustainable, achieving low energy consumption and high operational efficiency.



Goals
Short-term (within 1 year)

• To elevate product risk assessments and conflict minerals due diligence items for key suppliers
• Include general affairs suppliers in the Europe and Americas regions in supplier assessments
• To continuously increase the number of green design solutions to 20 or more



Mid-term (2-5 years)

• To elevate product risk assessments and conflict minerals due diligence items for key suppliers
• Increase the proportion of general affairs suppliers in the Europe and Americas regions included in supplier assessments
• To continuously increase the number of green design solutions to 25 or more



Long-term (more than 5 years)

• 100% of suppliers across the entire Group are included in product risk assessments and conflict minerals due diligence.
• 100% of the Group’s general affairs suppliers are included in supplier assessments
• To continuously increase the number of green design solutions to 30 or more



Action Plans
Enhance Positive Impact

• Through business briefings, new product promotions, and product-related meetings, the Company tracks suppliers’ product development directions and market trends to optimize the product portfolio.
• Continuously collect and review product compliance and sustainability-related information publicly disclosed by suppliers, utilizing it as a reference for product promotion and customer service.
• In alignment with customer requirements, provide product compliance and material-related information publicly disclosed by suppliers to assist customers in verifying product compliance.
• Continuously monitor and distribute products that comply with environmental regulations and high energy-efficiency requirements, helping customers acquire product solutions that align with sustainable development trends.
• Continuously invest R&D resources to complete system-level solutions, including applications for green energy, energy storage, and the enhancement of product energy efficiency performance.



Mitigate Negative Impact

• Monitor the development trends of international environmental regulations (such as RoHS, REACH, and PFAS) and review suppliers’ public disclosures to track product compliance status.
• Continuously collect conflict minerals policies and related information publicly disclosed by key suppliers to enhance supply chain transparency.
• Continuously optimize product compliance data collection and management processes to improve operational efficiency and enhance customer service quality.



Achievements

• In 2025, the review of publicly disclosed sustainability and product compliance information for 36 key suppliers was completed, achieving a coverage rate of 100%.
• Collect conflict minerals policies and related statements publicly disclosed by key suppliers to respond to customer and regulatory requirements.
• Monitor product environmental compliance and sustainability management information publicly disclosed by key suppliers, utilizing it as a reference for supply chain management and risk assessments.
• Provide product compliance-related information publicly disclosed by suppliers based on customer needs to assist customers in verifying product compliance.
• In 2025, the scope of supplier assessments was further expanded from Taiwan and China (including Hong Kong) to the South Asia region.
• The qualified supplier rate (Class C or above) reached 100%, with Class A suppliers accounting for 73.9%.
• The signing rate for the “Supplier CSR Commitment Letter” was 100% in 2025.
• In 2025, the “Supplier Code of Conduct” and the “General Affairs Supplier Code of Conduct” were revised to enhance the “Management” chapter, requiring suppliers to establish internal management systems.
• In 2025, a general affairs supplier meeting was held to communicate the plan to introduce internal carbon pricing to further promote green procurement initiatives, thereby encouraging suppliers to develop materials and equipment with lower carbon footprints.
• The outcomes of solutions innovation have been disclosed under the topic of Economic Impact.









 


Climate Strategies and Energy Management 




Impact Identification
Positive

• Industries are responding to climate change’s transformation opportunities by continuously increasing the development of new technologies. Through ongoing adjustments to product portfolios, they can enhance their competitive advantage in clean technology, thereby expanding revenue and market share.
• In the electronics industry, the demand for net-zero carbon emissions in the supply chain drives the promotion of improved energy efficiency and increased use of renewable energy. This allows companies to meet client expectations and their sustainability goals, ultimately boosting customer satisfaction.



Negative

• Extreme weather events may cause disruptions in land, sea, and air transportation, severely impacting logistics operations.With operations spanning multiple countries, the stability of transportation directly affects the delivery timelines for both upstream and downstream partners, exerting a significant impact on WT.
• The trend toward fossil fuel reduction and the increasing proportion of renewable energy usage heavily impact the transportation industry. Future emerging regulations in Europe and the United States may require transport operators to increase their share of renewable energy, leading to a significant effect on transportation costs.
• The rising probability of extreme weather events has led to continuously expanding insurance claim amounts, resulting in annual increases in insurance premiums.
• Continuous increases in global average temperatures raise air conditioning power consumption and operating expenses for offices and warehouses, while power restrictions triggered by extreme heat will also impact operations. This may require the Company to increase capital and management expenditures for energy-saving equipment replacement, solar energy installation, and green building assessments.
• In alignment with global carbon reduction trends and climate reporting regulations, the Company must allocate additional resources for greenhouse gas (GHG) inventories, third-party verifications, and supplier training. Failure to implement compliant disclosures could lead to regulatory penalties and customer loss, thereby damaging financials and corporate reputation.



Policy / Commitment
WT developed its 2050 Net-Zero Emissions Commitment and Decarbonization Pathways, which were approved by the Board and publicly announced in Q1 2024. The Group is committed to achieving net-zero emissions by 2050 by reducing GHG emissions and supporting the transition to a low-carbon economy.


Goals
Short-term (within 1 year)

• Starting from 2025, Scope 1 and Scope 2 GHG emissions will be reduced by 4–6% annually
• Continue purchasing green electricity to replace grey electricity, increasing the Group’s renewable energy usage ratio by 1–3%
• The Singapore facility has begun implementing DIMERCO’s services to increase the consolidation ratio of orders sharing the same shipping address.
• The automated storage and retrieval system (ASRS) at the Hong Kong logistics center is expected to be launched in the second quarter of 2026, and the Dongguan logistics center is expected to be launched in the fourth quarter of 2026.
• Environmental Education and Training: Establish an environmental sustainability education and training plan to ensure 100% completion of basic environmental awareness education and training by all employees.



Mid-term (2-5 years)

• Reduce Scope 1 and Scope 2 GHG emissions by 20% relative to the 2025 base year by 2030.
• Increase the Group’s renewable energy usage ratio to 10% by 2030.
• Launch the automated storage and retrieval system (ASRS) installations at the United States and Germany logistics centers in 2028.
• Launch the automated storage and retrieval system (ASRS) installation at the Singapore logistics center in 2029. (Consolidating WT’s and Future Electronics’ logistics centers in Singapore and relocating them to a new site for centralized operations)
• Launch the automated storage and retrieval system (ASRS) installation at the Taiwan logistics center in 2030.
• Environmental Education and Training: Deepen employees’ environmental management capabilities and drive training for specific topics, such as carbon management, climate risks, and green supply chain practices.



Long-term (more than 5 years)

• Using 2025 as the base year, reduce Scope 1 and Scope 2 GHG emissions by 40% by 2035 and by 50% by 2038, and achieve net-zero emissions by 2050.
• Increase the Group’s renewable energy usage ratio to 60% by 2050.
• Complete the automated storage and retrieval system (ASRS) installations across all logistics centers of the Group.
• Environmental Education and Training: Establish a group-wide culture of sustainability to support the company’s long-term environmental and carbon reduction goals.



Action Plans
Enhance Positive Impact
Actively conduct research and development for green energy, energy storage, and energy-saving products to accelerate professional capabilities in new products and new technologies, providing the optimal product portfolio that meets customers’ needs in reducing environmental impacts. Expand green thinking into reference designs developed by WT, enabling them to satisfy the four design objectives of energy saving, waste reduction, resilience, and high efficiency


Mitigate Negative Impact

• Regularly inventory energy consumption data to serve as a basis for formulating energy management plans.
• Gradually review and replace legacy, energy-intensive equipment, prioritizing the procurement of high-efficiency, energysaving equipment and green-labeled products.
• Encourage colleagues to utilize public transportation or ride-sharing, and incentivize employees to replace traditional fuelpowered vehicles with electric vehicles (EVs).
• Invest in renewable energy and energy storage systems, and evaluate as well as purchase green power or other alternative renewable energy certificates (RECs).
• Continuously assess flood risks at existing logistics centers using external databases, and actively source suitable alternative warehouse facilities and locations to proactively mitigate physical climate risks.
• Maintain adequate property and cargo insurance to cover all inventory and transportation risks across logistics centers.
• Formulate clear carbon reduction mandates and collaborate exclusively with logistics companies that take proactive action plans, while actively encouraging the adoption of electric trucks.



Achievements

• Completed self-initiated GHG inventory and verification for Scope 1 and Scope 2 across the entire Group.
• In 2025, completed the Scope 3 carbon emissions inventory for upstream/downstream transportation, business travel, and employee commuting.
• In 2025, WT Taiwan signed a contract with an energy company to purchase 297,493 kWh of green electricity, enabling the declaration of 141.0117 t-CO2e in market-based carbon emission offsets. WT’s U.S. operations purchased 200 renewable energy certificates (200 MWh), enabling the declaration of 47.4400 t-CO2e in market-based GHG emission offsets.
• The 100 kW solar power generation system at the Shanghai office generated 115,840 kWh for self-use in 2025.
• 660 T5 fluorescent lamps at the Taipei headquarters were replaced with eco-labeled LED lamps, saving approximately 43,212 kWh of electricity annually.
• Starting in 2025, a monthly electric vehicle (EV) charging subsidy was introduced for employees in Taiwan to encourage the transition from traditional fuel vehicles to EVs and promote collective participation in carbon reduction. In 2025, a total of 11 employees applied, with annual subsidies totaling NTD 787,000.
• All warehouses are located on the second floor or above, eliminating the risk of cargo flooding. In addition, a secondary logistics center has been established in the Futian Free Trade Zone, Shenzhen, to diversify inventory quantity and value.
• All logistics centers maintain 100% insurance coverage for inventory value on a monthly basis.
• In 2025, a total of 113 training attendances completed the IFRS sustainability training.









 


Talent Attraction and Retention, Human Capital Development and Diversity, Inclusion and Equity 




Impact Identification
Positive

• Employee Well-being and Development: In alignment with the Group’s global expansion, we offer competitive compensation, comprehensive training, and robust welfare systems to enhance career development opportunities. Concurrently, we recruit international talent to cultivate a diverse workforce.
• Driven by the Group’s growth through mergers and acquisitions (M&A), our increasingly diverse employee composition brings together varying perspectives and experiences from different regions, fueling internal innovation and cross-cultural exchange.
• In response to increasingly diverse operational challenges, the management team actively fosters workplace fulfillment while enhancing employees’ adaptability and operational effectiveness.



Negative

• The fierce competition for electronic and electrical talents in the semiconductor sector could result in a high turnover and an increase in recruitment and training costs.
• The declining birthrate has impacted the current labor force, and it takes longer time than ever to fill vacant positions, increasing potential operating costs.
• An insufficient development of multi-functional talents for global operation and management may result in a restrained management perspective.
• After the significant expansion, WT has now employees in more than 40 countries. However, its current training program is neither sufficiently digitized nor available in enough languages to effectively cultivate and develop professional knowledge of all employees.
• With relatively more laws and regulations to be reviewed in the countries where WT operates, failure to take appropriate inventory may lead to legal violation, discrimination, penalties from the competent authorities, lawsuits, damage to company reputation, or public concerns that lead to failure to attract job applicants.



Policy / Commitment

• In compliance with various international human rights conventions and initiatives—including the Universal Declaration of Human Rights, the United Nations Global Compact (UNGC), and the Declaration of Fundamental Principles and Rights at Work issued by the International Labour Organization (ILO)—WT has formulated its “Social Policy and Code of Conduct.” Signed by the Chairman and published on the official company website, this document serves as the compliance standard for all employees, customers, suppliers, and other stakeholders. 
 
• In cases involving labor dispatch or contracted manpower, all vendor selection processes are conducted in full compliance with local laws and regulations. WT rigorously reviews suppliers’ qualifications and clearly stipulates their responsibilities regarding working conditions, compensation, benefits, and safety protections. This ensures that dispatched or contracted personnel receive fair treatment and that their labor rights are protected, thereby fulfilling our corporate social responsibility.
 
• Furthermore, WT places great importance on employees’ freedom of association. Conforming to International Labour Organization (ILO) Conventions and local labor laws, we respect the right of every employee to freely join trade unions or other labor representation organizations based on their own will. The Company views trade unions and employee representatives as indispensable partners in corporate governance, utilizing regular dialogue mechanisms to enhance mutual labor-management trust and advance social sustainability.
 
• For employees who are not members of a trade union, WT actively engages through regular labor-management meetings and diversified communication channels to understand their views and needs. We remain committed to establishing a smooth, two-way communication mechanism to foster sound labor relations. Furthermore, comprehensive policies and regulations are in place to address areas such as talent recruitment, training, and workplace inclusivity



Goals
Short-term (within 1 year)

• Proportion of Female Managers: WT’s female management ratio currently exceeds the industry average. The Group actively promotes equitable competency training and has implemented targeted support programs for female employees, including family-friendly workplace policies and maternal health care, to continuously cultivate female leadership and sustain its leading position in female management representation across the industry value chain.
• Compensation: WT is committed to implementing a market-competitive compensation policy to attract and retain top talent. At the Taiwan headquarters level, WT will continue to maintain its constituent status in the TWSE RAFI® Taiwan High Compensation 100 Index, reinforcing its standing as a compensation leader among listed companies. Concurrently, WT will establish compensation data collection mechanisms across overseas regions to progressively develop and strengthen regional compensation frameworks.
• Increase the recruitment of international talent year by year to expand and strengthen the communication and exchange capacity between the Taiwan headquarters and various operational sites.
• Formulate and plan training and development programs geared toward global operations.
• Standardize and execute the transitional leadership training course for new managers across the Group, starting in the Asia region, and progressively expanding to North America, EMEA, and other regions.
• Integrate the human resource management systems (HRMS) across the entire Group.
• Optimize and promote anti-discrimination complaint channels to reinforce diverse perspectives and inclusion within the workplace
• Achieve and maintain full employment quotas for employees with disabilities in accordance with regulatory requirements.



Mid-term (2-5 years)

• Proportion of Female Managers: WT proactively strengthens the systematic development of female talent and career mentoring networks. Through establishing structured DEI talent development mechanisms and worklife balance support programs, WT continuously deepens the professional empowerment of female employees, progressively elevates the female management ratio, and sets an industry benchmark.
• Compensation: WT will continuously refine its overall compensation framework guided by the Living Wage principle, ensuring compensation at each site is aligned with local living standards while regularly benchmarking against local market wage data to enhance competitiveness.
• Progressively roll out employee opinion surveys (including employee engagement surveys) across various regions.
• Integrate the Group’s e-Learning platform to establish a system environment that accommodates all global operating sites.
• Establish a cross-regional job rotation system to cultivate practical and versatile management generalists.



Long-term (more than 5 years)

• Proportion of Female Managers: WT is committed to embedding a culture of diversity, equity, and inclusion across the organization. Through institutionalized female talent development resources and a comprehensive workplace support system, WT actively advances gender equality and professional empowerment, driving the sustained growth of the female management ratio and fulfilling its commitment to social responsibility and sustainable development.
• Compensation: WT will establish a systematic global compensation benchmarking mechanism to sustain the competitiveness of WT’s total rewards framework, ensuring alignment with international market standards and reinforcing its position as an employer of choice across global markets.
• Leadership Diversity Development: Cultivate and promote leaders with diverse perspectives, and ensure diversity within the leadership team to mirror the diversity across the entire organization.
• Promotion of Cross-Cultural Communication: Maintain a long-term commitment to promoting cross-regional and cross-cultural communication within the Group, and build teams capable of effectively operating across diverse cultural backgrounds.



Action Plans
Enhance Positive Impact

• Promote diversity and equal promotion mechanisms in the workplace to strengthen diverse talent development.
• Continue to drive the “Want Talent Program” to deepen campus recruitment and talent cultivation, thereby facilitating seamless career integration.
• Optimize the e-Learning digital learning platform to integrate training resources and development roadmaps.
• Promote Employee Assistance Programs (EAPs) to provide mental health resources and workplace support, thereby enhancing overall employee well-being.
• Establish diversified employee feedback mechanisms—including anonymous and real-time channels—to enhance employee engagement and organizational communication.
• Conduct regular employee engagement surveys and formulate improvement actions based on the results to strengthen talent retention and organizational cohesion.
• Facilitate the employment and workplace integration of individuals with disabilities through job redesign and inclusive, family-friendly workplace measures.
• Conduct periodic salary and benefits market surveys to ensure the overall compensation and rewards system remains market-competitive.



Mitigate Negative Impact

• Enhance and complete transitional leadership training for new managers to mitigate management gaps and adaptation risks.
• Collaborate with colleges and universities to drive talent cultivation programs, reducing risks related to talent supply shortages and gaps.
• Implement the Human Resource Business Partner (HRBP) system to deeply integrate into business units, proactively identifying and mitigating talent risks.
• Establish mechanisms for analyzing and tracking employee feedback to mitigate the risks of declining engagement and involuntary turnover.
• Continuously optimize anti-discrimination and grievance channels to foster a fair and inclusive work environment.
• Strengthen human capital data analytics (such as turnover rates and engagement levels) to enhance predictive capabilities for talent retention and organizational decision-making



Achievements

• Selected as a constituent of the TWSE “Taiwan High Compensation 100 Index”.
• The Group’s total annual training hours reached 159,626 hours.
• Completed transitional leadership training for new managers within three months of taking office, with 36 new managers in the Taiwan region completing the training in 2025.
• For high-potential talents, we cultivate their succession capabilities by arranging 1-on-1 coaching sessions with Group consultants to understand their development needs and provide feedback to their respective unit supervisors.
• The Group’s overall turnover rate in 2025 was 17.8%, representing a 3.21% decrease compared to 21% in 2024.
• The Taiwan region completed its inaugural employee opinion survey, covering five key dimensions: (1) Learning & Development, (2) Leadership & Management, (3) Employee Benefits, (4) Employee Engagement, and (5) Mental Health, achieving a response rate of 68%. The overall satisfaction score was 3.86 out of 5 (with a minimum of 0 and a maximum of 5), reflecting generally positive evaluations from employees regarding the overall work environment, interaction with supervisors, and job engagement.