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Annual performance
The Company has continued to demonstrate long-term achievements across three key areas—employee development, environmental and occupational safety management, and social care—building a sustainable enterprise characterized by both resilience and responsibility. First, in terms of talent development, employees participated in an average of 47 hours of education and training per year, reflecting the Company’s commitment to enhancing employees’ professional knowledge and career capabilities and to strengthening organizational competitiveness through systematic training mechanisms. By fostering a culture of continuous learning, employees are able to remain agile and innovative in a rapidly changing industry environment.
In the areas of environmental protection and occupational safety, all production sites in Taiwan and worldwide have obtained ISO 14001 Environmental Management System and ISO 45001 Occupational Health and Safety Management System certifications. This indicates that the Company has established a comprehensive EHS management framework, continuously improving process efficiency, reducing environmental impacts, and ensuring that all employees work in a safe and healthy environment. Consistent implementation across the global supply chain and manufacturing sites further demonstrates the Company’s commitment to unified management in its international operations.
At the same time, the Company has long invested in social welfare. From 2018 to 2025, the “Inspirational Care Activity” reached a cumulative total of 13,750 households, providing companionship and support to disadvantaged families through concrete actions. This sustained social engagement not only reflects the spirit of corporate citizenship, but also extends the Company’s positive impact into communities, creating broader and lasting value. Overall, the Company has achieved balanced and tangible sustainability outcomes across talent development, environmental protection, safety, and social contribution, working together with society to build a better future.
47 hours
Employees participate in educational training on average per year.
13750
Cumulative number of cared households from 2018 to 2025
We value the professional development of our employees.
The Company places great importance on employee competency development and firmly believes that only through education and training that continuously keeps pace with the times can employees and the Company grow together and strengthen the organization's long-term competitiveness. In line with the Company's overall strategy and development blueprint, we have established a talent development policy with a "competency-oriented" approach as the core training objective, cultivating employees into professional talent and thereby creating value for the Company's sustainable operations. The Company has built a comprehensive training and development system around four key dimensionsnew employee training, professional competencies, managerial competencies, and self-development―and has designed corresponding courses and learning paths for different functions and levels. Course content covers professional technical capabilities, crossdisciplinary integration capabilities, knowledge related to digital transition, and leadership and management capabilities, with the aim of enhancing employees' overall workplace readiness and organizational resilience.
In response to the rapid changes in the technology industry and the needs of corporate transition, the Company continues to promote relevant training and development programs based on annual operating priorities, integrates diversified learning channels, creates a learning environment unrestricted by time and location, and encourages employees to engage in self-directed learning in order to foster a learning-oriented organizational culture. In addition, through performance evaluation and talent potential review mechanisms, the Company identifies key and high-potential talent, formulates individualized development plans and cultivation programs, and ensures the effective use and continuous optimization of training resources through institutionalized tracking and feedback mechanisms. All employees may participate in relevant training based on competency needs, helping them close capability gaps and expand career development opportunities.
Looking ahead, the Company will continue to refine its talent development system, deepen the integration of core values into daily work practices, and create a workplace environment where professional growth and sustainable development advance in parallel, working together with employees toward the Company's long-term development goals.
Managerial Competencies
Management Training for Senior Managers
Management Training for Middle Managers
Management Training for Front-line Managers
Professional Competencies
13 Major R&D Competency Courses
Quality Management
Internal Instructor Training
Self-development
Sunon E-Learning Platform
Healthcare
Policies and Regulations
International Language Capabilities
New Employee Training
Basic General Courses
Basic Professional Courses (by Job Function)
Corporate Culture
New Employee Training
To help new employees become familiar with their job duties and integrate into the organizational culture in the shortest possible time, the Company has established a comprehensive new employee training mechanism. From the first day of onboarding, a series of training and guidance measures are implemented to support new hires in smoothly adapting to their job roles and work objectives.
New employee training courses are mainly divided into two categories: "general courses" and "basic professional job courses." General courses cover topics such as the Company profile, corporate vision and core values, human resources systems, occupational safety and health, labor regulations and human rights protection, the code of ethical conduct, corporate sustainability and social responsibility, information security, and the operation of internal systems, enabling new employees to fully understand the Company's rules and management philosophy. Basic professional job courses are designed according to the needs of different roles and include foundational training in professional technical knowledge, system operations, quality/environment/occupational safety management system awareness, and related regulatory concepts, helping new employees build the professional capabilities required for their positions.
In addition to comprehensive new employee training courses, the Company has established a "Mentor Program," under which senior colleagues serve as mentors and provide one-on-one professional guidance and experience sharing to help new employees become familiar with departmental operations, work processes, and corporate culture, thereby reducing initial adjustment pressure and accelerating their integration into the team. At the same time, the Company has implemented a new employee care mechanism, conducting a satisfaction survey after one month of service and organizing a new employee forum after three months of service, where senior management meets face to face with new hires to understand their work adaptation and actual needs, and to provide necessary support and resources in a timely manner, thereby creating a friendly and supportive working environment.
Through systematic new employee training planning and ongoing care measures, the Company seeks to help new employees establish sound workplace attitudes and a solid professional foundation, integrate smoothly into the organization, lay a firm foundation for long-term career development, and further enhance overall organizational effectiveness.
Professional Competencies
The Company's professional competency training identifies the core capabilities employees should possess based on job content and business characteristics and adjusts annual training plans dynamically in conjunction with annual training needs survey results, ensuring that training content remains aligned with industry trends and operational priorities. Through systematic planning, the Company strengthens employees' professional capabilities, cultivates key future competencies, and effectively links training outcomes to work performance and organizational objectives.
To deepen R&D and technical capabilities, the Company has established a Technical Committee and systematically developed competency learning maps for product R&D engineers, covering 15 major professional fields including liquid cooling modules, air cooling modules, intelligent automation electrical control (PC Base), intelligent automation electrical control (PLC), mechanical engineering, acoustics, bearing systems, CNC/reverse engineering, intelligent automation mechanisms, manufacturing engineering development (ME), industrial engineering development (IE), motors, mold flow, electronics, and thermal flow. Dedicated course lists and advanced development paths have been established for each field. Through phased and systematic training design, the Company continues to cultivate professional technical talent and enhance product innovation capability and customer satisfaction.
Each business unit plans dedicated training courses based on product application areas and integrates in-person instruction with online learning platforms, gradually advancing course digitalization to provide employees with diversified and flexible learning methods. This enables knowledge sharing to transcend time and location constraints and further improves cross-functional professional integration and collaboration efficiency.
To promote knowledge transfer and the accumulation of experience, the Company has implemented an internal instructor system and encourages supervisors and senior colleagues with professional expertise and practical experience to serve as instructors and share core technologies and practical experience. At the same time, outstanding talent is regularly selected to participate in external professional courses and industry seminars to absorb the latest technology trends and then serve as seed instructors who share knowledge internally, thereby forming a virtuous cycle of knowledge dissemination. As of 2025, the Company had a pool of 163 internal instructors. Outstanding instructors are selected each year based on training satisfaction and instructional hours and are recognized and rewarded, thereby fostering an organizational culture of continuous learning and willingness to share.
Managerial Competencies
The Company values the development of managerial talent. In addition to accumulating practical experience through job assignments and role rotation, the Company has established a tiered managerial competency development system based on organizational development strategy and talent deployment direction to strengthen the leadership capabilities of supervisors at all levels.
Based on the capabilities required at different management levels, the Company has designed relevant management courses covering areas such as management mindset and role awareness, team leadership and communication and collaboration, performance management, and strategic thinking. These courses help supervisors apply core competencies in daily management and talent development practices, thereby comprehensively enhancing management thinking, professional knowledge, and practical skills.
In addition, the Company has organized management alignment camps and thematic seminars to enhance the management team's understanding of the Company's vision and strategic objectives, build organizational consensus, and ensure the effective implementation of various operating plans. Through systematic and continuous managerial competency development planning, the Company aims to cultivate a management team with forward-looking thinking and leadership capabilities to lead the organization toward steady growth and the achievement of long-term sustainable development goals.
Self-development
The Company values employees' self-directed learning and continuous growth and has established a diversified self-development system covering digital learning, language capabilities, health management, and policies and regulations. The Company provides abundant learning resources and platforms and encourages employees to explore and arrange their learning independently according to their own needs and interests, thereby supporting their continuous growth and long-term career development.
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Sunon E-Learning Platform
Sunon continues to promote digital learning and has established an online learning platform, the E-Learning Platform, which integrates various courses and resources. Employees may independently arrange their course progress according to their career development needs and learn without time or location constraints. At the same time, the Company can use data analysis to understand overall learning status and effectiveness. At present, the Sunon E-Learning Platform offers a total of 148 digital courses across different fields, of which 61 are self-learning courses. In 2025, online learning resources were used 29,028 times. -
International Language Capabilities
To meet the needs of internationalized business operations, the Company encourages employees to continuously develop international language capabilities and provides language allowances for employees in specific roles, thereby institutionally supporting the enhancement of professional language skills. At the same time, to reduce employees' learning burden, the Company has entered into a corporate partnership with English learning institutions to provide diversified learning resources and preferential programs, thereby increasing employees' willingness to learn independently, enhancing the organization's cross-cultural communication capabilities and global collaboration efficiency, and strengthening the Company's overall competitiveness. -
Healthcare and Policies and Regulations
The Company also values employee health and workplace safety. Through regular health examinations, healthcare courses, and occupational safety and health awareness programs, it enhances employees' awareness of health management and risk prevention. At the same time, by combining online courses with in-person lectures, the Company provides learning resources related to labor regulations, corporate ethics, information security, and sustainability policies, helping employees stay informed of the latest policies, regulations, and compliance requirements.
Training Results
Our employee training policy does not vary by gender or nationality. In 2025, Sunon offered a total of 10,071 training sessions, with 178,158 training participations and a cumulative total of 389,581 training hours. Average training hours per employee were 47.96 hours overall, with an average of 56.0 hours for male employees and 40.4 hours for female employees.
| Training Implementation by Course Category | Training Investment Expenditures | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Note: Average training hours = total training hours / total number of employees |
Note 1: Huizhou Sunon Plant is still in the initial construction phase, and related training resources are not yet fully established. Therefore, it is not disclosed for the current year. Note 2: Only full-time employees are included; fixed-term contract employees are excluded. |
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| Training Implementation by Employee Gender, Type, and Position Level | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Note 1: Average training hours = total training hours / total number of employees. Note 2: Most training courses are technical in nature, and technical personnel are predominantly male. Therefore, the average training hours for male employees were higher than those for female employees Note 3: Senior management refers to managers at department level and above; middle management refers to section manager level; and front-line management refers to unit supervisor level. |
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Employee Transition Assistance Policy
The Company values employees' transition and adaptation at different stages of their careers and provides relevant assistance measures to help them move smoothly into new stages of life. Considering that employees may experience psychological and lifestyle adjustment pressures before and after retirement due to role transition, lifestyle changes, or financial planning factors, the Global Human Resources Division regularly reviews the list of employees approaching retirement age, proactively cares about their retirement intentions and planning needs, and helps them understand possible adjustments they may face in retirement life so that they can make financial and life plans early and reduce anxiety and the impact during the retirement transition period.
In addition, if an employee is temporarily unable to perform their original duties due to health conditions, changes in competencies, or other factors, the Company will first provide work counseling or assess the possibility of transferring the employee to a suitable unit to help them continue to contribute their expertise and value. If, after assessment, the employee is still unable to continue employment, the Company will handle the separation process in accordance with relevant laws and regulations, pay severance in accordance with the law, and provide the necessary supporting documents and administrative assistance to help the employee apply for unemployment benefits or vocational training resources, thereby reducing financial and psychological stress during the transition period of unemployment.
Through comprehensive transition assistance mechanisms, the Company hopes that employees will receive respect and support when facing retirement or career transitions and can move confidently into the next stage of their life plans.