Driven People with Shared Beliefs
31.19
%
Female Representation in STEM Roles
78.26
%
Parental Leave Retention Rate
25.86
Average Global Employee Training Hours
-
0.14
FSI
Total Recordable Injury Frequency Rate
Strategy |
Item |
2024 Implementation Status |
・Develop a competitive and generous compensation and benefits system, ensuring diversity and equality
|
Female Manager Ratio (Definition: Section level and above; excluding functional managers) |
30.30% |
Global Engagement Survey [Sustainable Engagement] Score vs. Willis Towers Watson Corporate Norm |
Survey scheduled for 2025 |
|
Global Engagement Survey [Diversity & Inclusion] Score aligned with Willis Towers Watson High-Performance Company Norm |
Survey scheduled for 2025 |
|
Global Employee Engagement Survey (IDL) Participation Rate |
70% |
|
Global Engagement Survey [Sustainable Engagement] Score vs. Willis Towers Watson Corporate Norm |
New |
|
Utilization Rate of Volunteer Leave |
1.6% |
Strategy |
Item |
2024 Implementation Status |
・Enhance professional skills through seven training systems
|
Average Global Training Hours per Employee |
25.86 hours |
Employee Rotation Rate (Change in Department/Primary Job Function) |
8.27% |
Strategy |
Item |
2024 Implementation Status |
・Maintain resource adequacy and process effectiveness
|
Total Recordable Injury Frequency Rate better than the three-year industry average for Computer, Electronic, and Optical Products Manufacturing (FR 0.89, SR 28, FSI 0.15) |
Taiwan region FR 1.31, SR 13, FSI 0.13. For 2024 improvement details, please refer to section “6_4_2 Occupational Safety and Health.” |
Diversity and Equality
Wiwynn respects employees and upholds equal and diverse employment practices. The company complies with labor laws, prohibits employment discrimination, and ensures all candidates receive fair opportunities.
In 2024, Wiwynn had a total of 10,635 employees, including 7,999 direct employees and 2,636 indirect employees. The average employee age was 33 years, with an average length of service of 2.67 years. The overall male-to-female ratio was approximately 6:4, with women holding 32.96% of managerial positions. This share has increased year by year, reflecting Wiwynn’s commitment to an inclusive workplace and providing fair promotion opportunities and strong career development.
Female Manager Representation |
2021 |
2022 |
2023 |
2024 |
Manager Ratio (%) |
32.09% |
32.78% |
35.06% |
32.96% |
Senior Manager Ratio (%) |
21.15% |
19.12% |
15.91% |
10.29% |
Middle Manager Ratio (%) |
15.87% |
21.64% |
27.42% |
33.89% |
First-line Manager Ratio (%) |
36.20% |
36.39% |
39.85% |
34.05% |
Female Managers in Revenue Units as a Share of All Managers (%) |
74.20% |
72.22% |
47.83% |
62.24% |
Female Ratio in STEM Roles (%) |
25.52% |
26.40% |
31.38% |
31.19% |
Talent Recruitment
Actively investing resources to recruit outstanding and high-potential talents, attracting and retaining the right people to build a better future together.
Diverse Talent Recruitment
High-quality talent is the key for Wiwynn to maintain innovation and deliver high-quality services. The company actively recruits through diverse channels, including campus recruitment, job fairs, global recruitment websites, and employee referrals, continually attracting top talent.
Wiwynn continues to expand its scale, successively establishing the Tainan branch office, the Mexico subsidiary, and the Malaysia plant. In 2024, the overall new hire rate was 52.68%, mainly concentrated in Taiwan and Mexico locations. Over 50% of new hires were under the age of 30, bringing vibrant and innovative energy to Wiwynn.
Taiwan 2024 New Employee Satisfaction Survey – Response Rate: 92.87%
Average Satisfaction Score: 4.58 out of 5
・Team Interaction Satisfaction: Average 4.61
・Work & Learning Satisfaction: Average 4.59
・Company Alignment Satisfaction: Average 4.52
In 2024, the global turnover rate dropped significantly, from 28.65% to 13.14%, demonstrating outstanding results in talent retention and organizational stability. We continue to enhance career development mechanisms, actively listen to employee feedback, and promote the exit interview system to gain deeper insights into the reasons for employee departures. These insights help us strengthen job design and improve the work environment. This is not only a concrete practice of our people-oriented talent strategy but also drives us to continuously foster a diverse, inclusive, and growth-oriented workplace culture. Facing an increasingly competitive global talent market, we respond to employee needs with tangible actions, striving to be an excellent enterprise that attracts, nurtures, and supports long-term career development for outstanding talent.
Talent Development
Training Hours and Costs
Wiwynn values talent development, offering employees a wide range of learning programs. In line with overseas business expansion, we actively promote global online learning resources. We have also introduced core and professional competencies to enhance employees’ management capabilities and refine their professional skills, strengthening both individual and organizational performance and competitiveness.
In 2024, the average training hours for indirect employees reached 46.62 hours.
The global average training hours per employee was 25.86 hours.
The average training cost per employee was NT$1,415.
Employee Headcount Statistics
2021 |
2022 |
2023 |
2024 |
|
Mid-to-Senior Managers
|
85 |
189 |
209 |
219 |
Mid-to-Senior Managers
|
24 |
50 |
65 |
88 |
Indirect Employees
|
728 |
1,375 |
1,282 |
1,639 |
Indirect Employees
|
409 |
769 |
762 |
997 |
Direct Employees
|
373 |
2,541 |
2,941 |
4,859 |
Direct Employees
|
411 |
2,083 |
2,272 |
3,140 |
Training Programs
-
Core Competency – Save the Magic Forest
・Training Target / Number of Participants A total of 517 participants
・Description
Through an immersive escape room game, participants learn about the company’s core competencies and core values while solving puzzles.・Results
The course achieved a satisfaction score of 4.9. Post-training surveys received extensive feedback from colleagues, noting that the course helped them gain a deeper understanding of the importance of core competencies. Many reported being able to actively integrate the learning content into their daily work, recognizing that demonstrating core competencies not only enhances individual performance but also increases the likelihood of team success. -
Corporate IP & Rights Overview
・Training Target / Number of Participants 393 new employees in related business functions
・Description
Used clear explanations and real-life examples to enhance employees’ awareness of intellectual property protection.・Results
The average post-training test score was 90.25 out of 100, ensuring that participants gained basic knowledge of patents and understood how to apply for them. -
How to Create Valuable Patents
・Training Target / Number of Participants 230 employees in related business functions
・Description
Through systematic learning, participants are able to more accurately transform innovative outcomes into strategically valuable patent assets, creating long-term advantages for both the company and individuals.・Results
In 2024, the numbers of patent proposals, applications, and approvals increased by 66%, 17%, and 28% respectively compared to 2023. -
DDI International Trainer Program
・Training Target / Number of Participants DDI International Certified Facilitator Public Program
・Description
Designed to help companies cultivate professional trainers with strong facilitation skills, enhancing the development of key competencies among employees and leaders to achieve overall organizational goals.・Results
The Chief Legal Officer successfully completed the DDI International Certified Facilitator Public Program, obtaining an international trainer qualification. They have since served as an internal corporate training coach and instructor, applying their learning to talent development and knowledge transfer, thereby strengthening the internal trainer pool and fostering a culture of organizational learning.
Employee Care
Program Name | Description |
---|---|
Prevention Program for Musculoskeletal Disorders Caused by Repetitive Tasks | Conducted questionnaires under the four major worker health protection programs. Used musculoskeletal pain scale results to identify high-risk cases (pain index ≥ 3). |
Prevention Program for Diseases Caused by Abnormal Workload | Based on overwork assessment surveys and annual health check results, calculated the 10-year cardiovascular disease risk. Identified cases with moderate or higher risk according to risk level and interview recommendations. |
Prevention Program for Unlawful Infringement in the Workplace | Collected cases through departmental surveys and HR reports. When abnormalities were found, activated the prevention process, working with HR and occupational health staff to understand the situation and confirm details of the incident. Provided counseling for victims’ mental health, recommended related health guidance, work adjustments, or transfers. Conducted suitability assessments for physical and mental health measures to reduce the risk of unlawful incidents through proper allocation and planning. |
Maternal Health Management | Upon notification, activated the maternal health protection plan, assessed the work environment and content to determine risk levels, monitored health conditions, provided health education, and arranged medical consultation interviews. |
Health Promotion Campaigns and Activities
Item | Participation Results / Activity Outcomes |
---|---|
Health, Mental, and Family-Related Courses | Courses on health and immunity protection, mental health and emotional management, and family and parenting education. Total participants: 691. |
Stress Relief Activities | Hosted multiple stress relief and relaxation activities/workshops. Total participants: 2,036. |
Sports and Fitness Promotion | A total of 922 participants joined sports and fitness-related activities. <Wiwynn Walk Forward – Walking Activity> Employees achieved a total of 180,781,812 steps, estimated to reduce carbon emissions by 25,671 kg. Note: 10,000 steps/day ≈ 6 km ≈ 1.42 kg CO₂ reduction (Source: Ministry of Health and Welfare) <Wellness Fat Loss Challenge> Average weight loss per employee: 2.95 kg; average body fat reduction: 1.39%. |
Health Knowledge Promotion | A total of 922 participants in health promotion and knowledge-sharing activities. <World No Tobacco Day Campaign> 19 employees expressed willingness to quit smoking and were referred to quitlines or smoking cessation clinics. |
Health Public Welfare Initiatives | A total of 76 participants in health-related public welfare activities. <Blood Donation Drive> Collected 111 bags of donated blood, effectively promoting community health and demonstrating corporate social responsibility. |