Our Focuses｜Human Rights and Talent Management｜Human Resources Management

Human Resources Management

Winbond continuously enhances its human resource management framework and optimizes integrated HR systems across recruitment, compensation and benefits, and talent development, while fostering a people-oriented corporate culture that strengthens employee engagement and supports both talent attraction and retention. Since 2021, Winbond (Taiwan) has conducted a biennial Employee Core Values and Engagement Survey, expanded in 2025 to include subsidiaries such as Nuvoton (Taiwan), using insights on employee satisfaction, engagement, well-being, and stress to refine corporate strategies and reinforce mutual commitment. In 2025, the survey achieved an 82.6% response rate, with job satisfaction reaching 4.72 out of 5 and over 97% of employees expressing willingness to remain for the next five years. The Company leverages survey insights across dimensions such as tenure, job category, and location to inform HR policies, while actively enhancing compensation and benefits to ensure market competitiveness and meaningful rewards. Winbond also promotes comprehensive employee well-being through incentives, subsidies, flexible leave, and diverse programs, earning recognition such as the “Outstanding Occupational Safety and Health Organization Award” and the “2025 Happy Enterprise Silver Award,” and continues to encourage anonymous feedback to build a supportive, inclusive, and engaging workplace.

Workforce Structure

Global Talent Deployment

As of the end of 2024, Winbond Group's total number of employees reached 8,097. The global workforce is distributed across Taiwan, Asia, North America, Europe, and the Middle East. Through this global presence, the Group can attract diverse talents, promote cultural exchange, and enhance international competitiveness, thereby improving the company's agility and innovation in the global market. The majority of Winbond Group's employees are from Taiwan (5,021) and Japan (2,278), with an additional 798 employees from Asia, North America, the Middle East, and Europe, representing a total of 23 countries. Winbond Group is committed to hiring talents from diverse nationalities, embodying diversity and inclusion, and nurturing outstanding global talents.

Global Workforce Distribution

Unit: persons

Note: Employees classification according to GRI corresponds to fixed-term contract employees classified as temporary staff; indefinite contract employees classified as permanent staff. Winbond does not employ staff without guaranteed working hours.

Number of Global Employees for Previous Years

Percentage of Employees that Require a Work Visa

Talent Recruitment

Diverse Recruitment Channels

Winbond values inclusive and diversity workplace, and actively recruits talent through various channels such as Winbond career site, campus recruitment, social media, industry-academia collaborations, and internal referrals attracting outstanding individuals from different regions and age groups, Winbond also has an internal transfer system that encourages employees to rotate and develop their skills, allowing exceptional talents to flourish in suitable positions. Additionally, in response to the demand for advanced technical expertise from different countries, we hire professionals from Japan, South Korea, India, the United States, Malaysia, Indonesia, and other nation. This fosters a diverse and interactive work environment where employees can stimulate new perspectives innovative thinking.

Since 2018, Winbond has begun implementing digitalization in various processes, such as automated recruitment and training reports, to expedite the entire talent recruitment and onboarding process. This streamlining has significantly reduced the consumption of manpower and time, allowing us to focus more on enhancing the quality of recruitment and talent alignment. Additionally, we have introduced market-competitive compensation and a diverse rewards system as part of our efforts to retain talent, serving as compelling incentives for employees to stay with Winbond. Through our commitment to digital transformation and employee-centric practices, we position Winbond as an employer of choice, attracting and retaining exceptional talents within our workforce.

Recruitment channels	Explanation
Campus recruitment	Through campus recruitment events and interactions with students, we provide on-site job consultations and engage in mutual exchange. By leveraging social media platforms to promote our recruitment messages, we ensure that potential candidates have wider exposure to Winbond's job opportunities beyond geographical limitations.
Internal recruitment	The human resource department announces internal job vacancies based on the recruitment criteria provided by the respective hiring departments. This process facilitates talent mobility within the organization and supports employees in pursuing diverse career paths, ensuring the right fit for each position and promoting a culture of appropriate talent placement.
Job search websites and social media	Job vacancies at Winbond is posted on the official career site, job portals, and various social media platforms. This approach aims to reach job seekers from different regions and age groups, enabling them to access comprehensive information about job opportunities at Winbond. Additionally, candidates have the convenience of engaging in real-time job consultations with the Winbond recruitment team through fan pages and social media, providing them with immediate access to the necessary guidance and information.
Employee referral	Winbond invites its employees to recommend outstanding talent to join the company. By leveraging the employees' understanding and identification with the company, they can refer individuals who are a good fit for Winbond's corporate culture and job requirements.
Summer internship program	Winbond launched its "WinTern AI Internship Program" in 2024, offering students from various academic fields the opportunity to delve into AI technologies, such as machine learning, data analysis, and natural language processing. By actively participating in real-world projects and collaborating across departments, interns only develop their technical competencies but also cultivate a macro perspective on industry trends and sustainable development.

Compensation Policy

Employee compensation is guided by the principles of internal equity and external competitiveness, comprising both fixed components (e.g., base salary, allowances) and variable components (e.g., operating performance bonus , employees’ remuneration). These bonuses are promptly distributed, allowing colleagues to share in the fruits of our operational achievements, thereby attracting, motivating, and retaining talented individuals. Individual compensation is determined based on job responsibilities and professional expertise, while bonuses and incentives reward a holistic evaluation of personal job performance and contributions. Winbond Group sets consistent overall goals for all employees based on the company’s annual objectives. Supervisors and employees are required to jointly set individual performance goals based on work tasks, team goals, and company direction. Supervisors can also assign team goals to individuals. The company encourages supervisors to engage in "performance communication" and discussions with employees in real-time based on goal settings. Supervisors and employees can discuss performance at any time through the performance management system, establishing goal discussions and coaching activities , and maintaining complete communication records. Employees can document key achievements based on goal attainment, this also helps supervisors review the achievement of team and individual goals and tracking areas for improvement in daily work. Winbond (Taiwan) and Nuvoton (Taiwan) conduct performance evaluations twice a year using a performance management system that incorporates self-assessment and supervisor evaluation from multiple dimension. This evaluation includes reviewing the Objective Completion (such as milestone execution progress and key results, performance communication, and performance coaching activity records) , as well as assessing competencies and specific behavioral demonstrations. In addition to evaluating management and professional competencies, the evaluation also considers core competencies. This evaluation helps ensure that employees uphold their commitments, adhere to ethical standards, and contribute to society. Supervisors can seek feedback and comments from subordinates and partners to enhance the objectivity and reference value of the evaluation results. ESG implementation are included in performance appraisals to enhance the ESG awareness of all employees and promote sustainable development goals, Winbond (Taiwan) has incorporated ESG implementation into performance evaluation items starting from 2024. Employees are encouraged to actively participate in ESG-related activities and training, and to implement sustainable action plans through annual performance goals. Winbond Group have established a fair and impartial performance evaluation system aims to understand employees’ capabilities and identify talent gaps, emphasizing the long-term and future development of employees. Our commitment to human rights serves as an objective foundation, ensuring that compensation, benefits, evaluations, promotions, and other aspects do not discriminate based on gender, race, skin color, religion, political affiliation, sexual orientation, age, marital status, pregnancy, physical or mental disabilities, blood type, zodiac sign, or labor representation status.

In 2024, the basic monthly salary for inexperienced personnel at Winbond Group exceeded the statutory minimum wage. The company conducts annual market salary surveys to review and adjust salaries based on performance, rewarding and retaining talent. In 2023, the average salary of full-time non- management employees at Winbond (Taiwan) was in the top 25% of the industry.

Salary Statistics of Full-time Employees in Non-Management Roles in Taiwan

Item	2023	2024	Annual Difference
Number of Full-time Employees in Non- Management Roles	3,488 persons	3,422 persons	-1.93%
Total Salary of Full-time Employees in Non- Management Roles	NT$5,540,880,000	NT$5,907,684,000	6.62%
“Average Salary” of Full-time Employees in Non-Management Roles	NT$1,589,000	NT$1,726,000	8.62%
“Median Salary” of Full-time Employees in Non-Management Roles	NT$1,382,000	NT$1,513,000	9.48%

Note: The above statistics are calculated based on the regulations of Taiwan Stock Exchange Corporation.

Generous Benefits

Winbond Group values employee well-being and is committed to creating a friendly and flexible workplace environment that enables employees to achieve a harmonious balance between work and life while fulfilling their individual potential.We provide a comprehensive range of benefits for all employees, encompassing performance-based incentives, living subsidies, diverse employee clubs, and a well-structured leave system—all aimed at supporting the holistic development of our workforce. In Taiwan, both Winbond and Nuvoton go beyond statutory requirements to actively promote work-life balance and accommodate family care needs.

Enhanced Leave Policies
(1)LOHAS Leave: In addition to paid annual leave granted under the Labor Standards Act for employees who have worked continuously for a certain period, employees are entitled to “LOHAS Leave” annually, based on their length of service within the calendar year. This flexible leave can be used for personal needs or family care, effectively supporting employees in managing both their professional and family responsibilities.
(2)Family Care Leave: In addition to parental leave, we offer family care leave for employees who need to attend to family members facing serious illness or medical needs. This policy enables employees to provide essential care while maintaining job security and peace of mind.

Flexible Work Arrangements
We strive to foster an inclusive and adaptive work environment that enhances autonomy and productivity through the following initiatives:
(1)Flexible Working Hours: Employees may tailor their work schedules to meet personal needs. With prior approval from supervisors, they can select start and end times within a designated range, provided they fulfill the required daily working hours.
(2)Work-from-Home (WFH) Policy: Recognizing the varying nature of work across departments, Winbond has established a formal Work-from-Home (WFH) policy. Departments may define specific eligibility criteria, and upon approval, employees may work remotely on a short- or long-term basis.

Total Employee Care

Bonuses

Festival Bonuses

Special Bonuses

Operating Performance Bonus

Employee Remuneration

Motivation Fund

Winbond Star Bonus

Intellectual Property Bonus

Pension

Employee Stock Ownership Trust

Insurance

Childbirth Allowance

Marriage Allowance

Childcare Allowance

Group Insurance

Retirement and Transfer Program

Leave

LOHAS Leave

Unpaid Parental Leave

Catastrophic illness(family) Leave Without Pay

Lifestyle Support

Foreign Employee Care

Health Exam

Healthcare

Health Promotion

Club

Sports

Arts and Culture

LOHAS

Public Welfare

Bonuses

Winbond utilized a diverse incentive bonus system to encourage employees to be innovative and enthusiastic learners.

Diverse Incentive Bonuses

Winbond Star Bonus

Each quarter, individuals and teams who exemplify Winbond's work culture (Conduct business with integrity and ethical behavior, Accountable team work, Enthusiasm of learning, Aggressively innovate, Sustainable contribution) and have made significant contributions to the company are recognized and commended.

Special Bonuses

Winbond provides immediate rewards and recognition to employees who demonstrate outstanding performance in their job responsibilities or excel in special projects.

Operating Performance Bonus

Every quarter, Winbond shares the fruits of business achievements with employees based on the company's performance.

Employee Remuneration

Every year, the company's profits are shared with employees based on the company's regulations, determining the total amount to be distributed. The rewards are then given to employees based on their contributions to the company and individual performance, acknowledging their dedication and efforts.

Motivation Fund

Winbond provides funding for colleagues to organize activities and gatherings, fostering a sense of camaraderie and strengthening the bonds among team members. These events serve to boost morale, maintain a positive work atmosphere.

Intellectual Property Bonus

Winbond encourages colleagues to engage in creative inventions and innovations related to product design, manufacturing, testing, application, marketing, and other areas.

Employee Stock Ownership Trust

Executives and regular employees may choose to participate in the “Employee Stock Ownership Trust” program. In addition to individual salary contributions, the company provides trust incentive funds, which are used to regularly and systematically purchase Winbond shares for long-term holding. Through this program, employees not only receive company incentives, but also benefit from dividends and capital gains, thereby sharing in the company’s growth and profits. This extends employee benefits from in-service rewards to retirement security.

In 2024, NT$370,074,000 was awarded for the Winbond (Taiwan) and NT$384,358,000 for Winbond subsidiaries through our diverse range of incentives and bonuses.

Childcare Allowance

In alignment with the government's initiative to boost birth rates in Taiwan, Winbond goes beyond offering 8 weeks of paid maternity leave and up to 2 years of unpaid leave by also facilitating the process for employees to obtain 24 weeks of insurance coverage. Additionally, Winbond provides enhanced paid maternity leave benefits in international locations, surpassing local standards. Winbond has been implementing the "Childcare Allowance" policy since April 2011. This policy provides a monthly subsidy of NT$6,000 for Winbond (Taiwan) employees and NT$5,000 for Nuvoton (Taiwan) employees for their newborn children until they reach the age of four. This not only effectively enhances employees' willingness to have children but also demonstrates the company's care for employees' families.

Childcare Allowance Performance Statistics

Item	Explanation
Effect	The cumulative number of children who have applied for and received subsidies: From the implementation in 2011 to 2024, a total of 2,137 children of Winbond (Taiwan) and Nuvoton (Taiwan) employees have benefited, with a cumulative disbursement of NT$394,543,572. Total amount for 2024: A total of NT$43,931,703.

Pension Fund System

Winbond follows the local retirement laws and regulations in Taiwan and overseas subsidiaries to ensure employees' retirement benefits. Winbond (Taiwan) and Nuvoton (Taiwan) set aside retirement reserves for each full-time employee (old scheme) or contributes to retirement savings (new scheme). For those entitled to retirement benefits under the "Retirement Regulations" stipulated by the Labor Standards Act, they may apply for retirement with the company. The payment of employee retirement benefits is calculated based on the years of service and the average salary of the six months before the approved retirement date and is paid within thirty days of the employee's retirement date. Employees with up to 15 years of service (inclusive) receive two units per year of service, while those with more than 15 years of service receive one unit per year of service, capped at a maximum of 45 units. In addition to contributing 2% of the monthly salary to retirement reserves, Winbond regularly reviews the contribution rate annually. If the balance is insufficient to cover the retirement benefits of eligible employees for the next year, the shortfall will be contributed to a special account held by the Labor Retirement Reserve Supervisory Committee at the Bank of Taiwan before the end of March of the following year. As of the end of 2024, Winbond (Taiwan) planned fair value of assets (consolidated) amounted to NT$2,706,706 thousand, and the amount required to be set aside for future legal obligations has been recorded as accrued retirement benefit liabilities, resulting in a net defined benefit liability (consolidated) of NT$1,278,185 thousand.

Under the contemporary Labor Pension Act scheme, Winbond (Taiwan) contributes 6% of each employee's monthly salary to their individual retirement fund, corresponding with the salary grade. Employees are also encouraged to make voluntary contributions within the 6% limit to their retirement accounts based on personal preference. In 2024, the combined expenses for the retirement reserve (old scheme) and the retirement fund contributions (new scheme) reached NT$269,207 thousand. Further information can be found in Winbond's consolidated financial report for 2024.

Executive Compensation

The policies, systems, standards, and structures for the performance evaluation and compensation of directors and managers, as well as individual compensation, are determined and reviewed by the company’s Compensation Committee, which submits its recommendations to the Board of Directors for discussion.

The salary levels of managers at Winbond (Taiwan) and Nuvoton (Taiwan) must be competitive within the industry to attract outstanding external talent and retain excellent internal talent. Individual salary levels for managers are differentiated based on responsibilities and performance to encourage them to take on responsibilities and achieve results. Managers are responsible for operational performance, and incentives should balance the company’s short-term and long-term performance.

Item	Explanation
Fixed compensation	Fixed compensation is determined based on the responsibilities and performance differentiation of senior executives.
Variable compensation	Variable compensation for senior executives is measured using indicators that include financial metrics (such as Return on Equity, gross profit and gross profit margin, operating profit and operating profit margin, pre-tax net profit, etc.) as well as ESG-related indicators (such as tCO2e reduction accumulated and electricity saved). These serve as important criteria for the distribution of variable compensation for senior executives, and are determined based on the execution status of the operational strategies, objectives, and sustainable development outcomes they are responsible for.

Executive Clawback Policy

To encourage long-term service and integrity among executives, prevent managerial actions that may harm the company’s interests, establish a culture of corporate integrity, protect the interests of shareholders and employees, and enhance corporate governance, a compensation clawback mechanism is implemented as follows: (1)The variable compensation for executives is divided into current-year immediate bonuses and deferred retention bonuses for the following year. Executives who have left the company on the payment date are not eligible to receive these bonuses. (2)If an executive violates company work rules and causes losses to the company, disciplinary actions will be taken in accordance with company regulations. Such actions may include performance evaluation, deduction of bonuses, suspension of salary adjustments, etc. (3)If the conditions for acquiring the Employee Stock Ownership Trust are not met, the trust assets shall be returned in accordance with the "Employee Stock Ownership Trust Operating Guidelines.

Executive Stock Ownership Guidelines

To strengthen corporate governance and promote sustainability, the company has established executive stock ownership guidelines. The CEO is required to hold shares equivalent to at least 10 times their base annual salary, and executives at the level of General Manager and above are required to hold shares equivalent to at least 1 time their base annual salary. These shareholding requirements must be met within five years of appointment.

Talent development and learning outcomes

Winbond annually designs and implements various training and development programs based on the company's strategy, vision, business decisions, and core culture. These programs are tailored to different organizational levels, professional competencies, and specific target groups. The training initiatives are determined through surveys to assess training needs. Under the "dual-track" talent development system, employees have the flexibility to choose between enhancing their managerial skills or deepening their expertise in specific technical fields, based on their individual development goals and job requirements. Winbond provides a wealth of training resources, including both physical and online courses. In response to the COVID-19 pandemic in 2022, the company continued learning initiatives without interruption. Winbond continuously optimizes its cloud-based learning platform and increases the interactivity of live-streamed courses. By offering a diverse range of courses and learning methods, the company aims to empower employees to strengthen their competitiveness, achieve personal growth, and enhance their job performance.

Training Effectiveness Evaluation

To track and ensure the effectiveness of training programs, Winbond employs a four levels education and training evaluation model based on the nature of the courses. This evaluation process examines whether the training align with their intended objectives. Moreover, Winbond encourages employees to apply what they have learned directly to their work. As part of this approach, certain training include assessments, post-training assignments, project presentations, and one-on-one interviews to reinforce the principle of adult learning, which emphasizes the immediate application of acquired knowledge and skills.

Satisfaction with Talent Cultivation Courses in 2025

Average rating for courses held in person

4.4/5

Average rating for digital courses

4.2/5

Orientation Training

In 2025, Winbond utilized its online learning platform to provide comprehensive orientation for all new hires. The curriculum, totaling 21 courses, encompasses essential areas such as newcomer life guidance, corporate culture promotion, legal compliance, and company policies. The 2025 orientation program achieved a 100% completion rate, with an average course satisfaction score of 4.39 out of 5, reflecting the effectiveness and high quality of our onboarding process.

Differences Lead to Outstanding Achievements

In 2025, Winbond is dedicated to promoting a diverse and inclusive workplace environment through various initiatives, including language assistance programs, training courses, and seminars.

(1)Empowering our workforce with a deep understanding of ESG remains a top priority. In 2025, the introduction of our "Sustainability Performance Platform" streamlined ESG training into a unified, accessible system. This initiative led to a remarkable surge in engagement: the average ESG training time per person reached 7.17 hours,a 70%+ increase year-over-year, effectively embedding sustainability into Winbond’s corporate DNA.

(2)Empowering Multilingual Talents (2025 Highlights): Winbond remains committed to global talent development by offering subsidies for English, Japanese, and Korean language training. Our incentive structure includes a 50% tuition subsidy upon meeting learning standards and additional performance rewards for passing proficiency exams. In 2025, 12% of all employees joined the program, with more than 60% of the first-phase participants achieving their learning targets. By supporting self-motivated learning, we continue to strengthen our organization’s cross-cultural communication capabilities.

(3)To strengthen global competitiveness, we organized English and Japanese seminars focused on cross-cultural negotiation and AI-driven language learning. By providing these resources, we empower our employees to navigate diverse workplace environments effectively and elevate their professional language proficiency for the modern workplace.

(4)To strengthen cross-level and cross-departmental collaboration and deepen understanding of diverse roles and perspectives, Winbond launched the "Upward and Horizontal Management" training series in 2025. Through scenario-based case studies, these courses guide employees in adopting alternative perspectives and establishing a culture of mutual respect and effective communication, ultimately enhancing overall organizational efficiency and impact:

Upward Management Golf: This program guides participants in understanding the communication logic and key influence factors across different management levels. Through strategic expression drills, employees learn how to gain support for their ideas and professional insights, becoming key partners who drive goals alongside their superiors. The course achieved a high satisfaction rating of 4.8/5.

Horizontal Management Golf: This course helps employees establish the right mindset for cross-departmental collaboration by eliminating departmental silos (silo mentality). Participants learn to understand internal customer needs and reflect on optimal techniques for resolving communication conflicts, thereby improving interpersonal interaction and collaborative outcomes. The course achieved a high satisfaction rating of 4.8/5.

Employer-Employee Relations

Open Employer-Employee Communications

Winbond Group respects employees’ freedom of assembly and association, as well as their rights to collective bargaining. These employee rights are clearly stated in the “Responsible Business Alliance Code of Conduct Management Procedures.” To ensure employees’ voices are heard and to promote labor-management communication, various functional and regular communication meetings are held, and diverse, open, and transparent communication channels are provided.

Winbond Group places great importance on employee feedback and grievance cases, handling them confidentially in accordance with internal company regulations. The process and content of grievance handling are kept confidential, and the responsible personnel and relevant supervisors are required to maintain absolute confidentiality regarding the identity and content of the complainant/whistleblower. Cases are documented and processed as confidential files, and identities are not disclosed without consent. Additionally, training courses are arranged for all new employees and unit supervisors to ensure everyone is well-informed about the relevant channels.

Diverse Channel for Employee Feedback

Suggestion Boxes

Near the employee cafeteria and production line restrooms, there are suggestion boxes provided for all employees to share their feedback and suggestions related to work and life.

Grievance Hotline

Winbond has established the "75234 (I Want to Complain)" hotline for employees to provide their feedback and complaints. To file a complaint, employees are required to complete the "Internal Complaint Form" and submit it either in writing or by mail to the human resource department or the designated "Employee Feedback Box." A dedicated team is responsible for handling and addressing these complaints. Furthermore, in order to safeguard the rights and interests of employees and job seekers and to ensure a work environment free from sexual harassment, Winbond has established the "Workplace Sexual Harassment Prevention Measures" in accordance with the Gender Equality in Employment Act. The company has set up a "Sexual Harassment Prevention Awareness Website" and formed the "Sexual Harassment Complaint Review Committee" to handle sexual harassment cases.

Factory Communication and Discussion Meetings

Every six months, factory supervisors host communication and discussion meetings with direct personnel to engage in two-way communication on management and production issues, as well as online operations. Additionally, there are also focused re-education courses on quality or Responsible Business Alliance (RBA) Code of Conduct to ensure compliance with industry standards and guidelines.

Labor-management Meetings

Winbond (Taiwan) and Nuvoton (Taiwan) hold quarterly labor-management meetings at each office location, which are regarded as part of the collective bargaining agreement. In these meetings, employee representatives—elected by all employees in Taiwan—jointly discuss issues of concern with management, achieving 100% coverage of employees in Taiwan. In addition, Nuvoton’s Japanese subsidiary under Winbond Group has established a labor union and signed a collective agreement with the union, with union members accounting for approximately 16% of the Group’s total employees.

Management Conference

The purpose of management conferences is to facilitate direct two-way interaction between all managers and the Chairman and President. The main objective is to engage in open discussions and communications on on various aspects of company operations, management systems.