Human Resource Structure
As of the end of 2025, Chicony Electronics had a global workforce of 17,785 employees (including full-time and part-time employees), representing an increase of 356 employees compared with the end of 2024, reflecting steady organizational growth. Female employees accounted for approximately 59.1% of the total workforce, continuing to rise from 56.63% in 2024. Across global operating sites, manufacturing facilities generally have a higher proportion of female workers due to the nature of production line operations. In contrast, the Taipei Headquarters is primarily composed of R&D talent and managerial decision-making functions, resulting in a relatively higher proportion of male employees, which is consistent with the characteristics of the electronics manufacturing industry.
In terms of age distribution, employees under the age of 30 accounted for approximately 49.0%, mainly reflecting the expansion of the CET, which brought in a large number of young and mid-career manufacturing workers. Employees aged 30 to 50 remained the core talent base at approximately 47.4%, providing critical decision-making support and knowledge transfer, and serving as the backbone of our sustainable transformation.
At the Taipei Headquarters, employees aged 50 and above accounted for 29.97%, demonstrating the Company’s strong commitment to experienced and senior talent.
To promote workplace diversity and inclusion, Chicony continued to actively advance the employment of persons with disabilities in 2025. The global number of employees with disabilities reached 192, representing 1.08% of the total workforce, slightly increasing from 1.07% in 2024, demonstrating our long-term commitment to an inclusive workplace.
Human Resource Structure
| 2022 | 2023 | 2024 | 2025 | |||||
|---|---|---|---|---|---|---|---|---|
| Male | 7,030 | 42.77% | 7,899 | 42.52% | 7,558 | 43.36% | 7,263 | 40.84% |
| Female | 9,406 | 57.22% | 10,675 | 57.47% | 9,870 | 56.63% | 10,522 | 59.16% |
|
Other |
1 | 0.001% | 1 | 0.001% | 1 | 0.01% | 0 | 0% |
| Male: Female | 0.75 | 0.74 | 0.77 | 0.69 | ||||
| Total | 16,437 | 18,575 | 17,429 | 17,785 | ||||
Note: Regarding the male-to-female (M:F) ratio, F includes female and other gender identities.
2025 Employees' Nationalities
Employment Profile of People with Disabilities
| 2022 | 2023 | 2024 | 2025 | |||||
|---|---|---|---|---|---|---|---|---|
| Employees with disabilities (%) | 39 | 0.24% | 119 | 0.64% | 187 | 1.07% | 192 | 1.08% |
Management Positions Structure
| 2022 | 2023 | 2024 | 2025 | |||||
|---|---|---|---|---|---|---|---|---|
| Number | Percentage | Number | Percentage | Number | Percentage | Number | Percentage | |
| Male | 393 | 85.43% | 420 | 84% | 413 | 83.77% | 426 | 84.02% |
| Female | 67 | 14.57% | 80 | 16% | 80 | 16.23% | 81 | 15.98% |
| Male: Female | 1 : 0.17 | 1 : 0.19 | 1 : 0.19 | 1 : 0.19 | ||||
| Total | 460 | 500 | 493 | 507 | ||||
2025 Management Positions Structure
| Junior Management | Middle Management | Top Management | ||||
|---|---|---|---|---|---|---|
| Number | Percentage | Number | Percentage | Number | Percentage | |
| Male |
314 |
82.63% | 79 | 86.81% | 33 | 91.67% |
| Female | 66 | 17.37% | 12 | 13.19% | 3 | 8.33% |
| Total |
380 |
74.95% | 91 | 17.95% | 36 | 7.10% |
Note: Top management: assistant general manager or higher; Middle management: directorlevel managers; Junior management: manager- or deputy manager-level.
Personnel Recruitment
Chicony Electronics has established a systematic and diversified talent recruitment mechanism, continuously optimizing the talent attraction and selection processes across its global operating sites. In terms of recruitment strategy, we continue to deepen industry–academia collaboration.
In 2025, Chicony further expanded its digital recruitment presence by introducing the LinkedIn international talent platform, broadening access to high-quality overseas talent and strengthening our brand visibility in the global talent market. At the same time, the recruitment section on our ESG website has been enhanced. All recruitment activities strictly comply with local labor regulations at each operating location and are guided by the principle of equal opportunity, with any form of employment discrimination strictly prohibited.
2025 Number and Percentage of New Employees
| Taiwan | China | Thailand | Other | Total | ||
|---|---|---|---|---|---|---|
| Gender | Male | 69 | 6,804 | 1,889 | 1 | 8,763 |
| Female | 17 | 6,890 | 5,514 | 2 | 12,423 | |
| Age | <30 years old | 34 | 7,944 | 5,880 | 0 | 13,858 |
| 30-50 years old | 49 | 5,613 | 1,519 | 0 | 7,181 | |
| >50 years old | 3 | 137 | 4 | 3 | 147 | |
| Total | 86 | 13,694 | 7,403 | 3 | 21,186 | |
| New Employee Hiring Rate | 9.81% | 122.16% | 172.60% | 9.38% | 128.56% | |
1. The number of new employees refers to the number of Chicony's newly recruited formal employees
2. Percentage of new employees = Number of new employees ÷ Average total number of employees
Employee Turnover & Parental Leave
Reviewing the past two years (2024–2025), the manufacturing industry generally faced challenges related to employee turnover and labor shortages due to global supply chain restructuring and changes in labor market dynamics. Nevertheless, our overall global employee turnover rate in 2025 was 125.23%, representing a significant decrease of more than 40% compared with 169.27% in 2024, demonstrating the growing effectiveness of our talent management strategies.
The Taiwan operations maintained employee turnover rates below 9% for two consecutive years (7.77% in 2024 and 8.89% in 2025), reflecting a highly healthy level of workforce mobility. In contrast, the turnover rate at the CET increased significantly from 49.38% to 125.83%. This was primarily driven by international customers’ “China Plus One” supply chain strategy requirements.
During the year, two new business units were successively established in Thailand to undertake orders from new customer groups, resulting in rapid large-scale workforce expansion within a short period. As employee training and onboarding processes were unable to scale at the same pace, turnover rates during the initial stage were notably elevated. In addition, global electronics manufacturers and supplier activity continued to move into Thailand to establish factories, and the external pull on talent could not be ignored.
The distribution of employee turnover over the past two consecutive years was primarily concentrated among younger employees under the age of 30, accounting for approximately 58% in 2025. This trend also reflects the younger generation’s stronger preference for greater flexibility in career development.
2025 New Employee Turnover
| Taiwan | China | Thailand | Other | Total | ||
|---|---|---|---|---|---|---|
| Number of New Employees | 86 | 13,694 | 7,403 | 3 | 21,186 | |
| Number of New Employee Turnover | Male | 5 | 3,920 | 362 | 0 | 4,287 |
| Female | 1 | 3,415 | 1,016 | 1 | 4,433 | |
| < 30 years old | 2 | 4,359 | 1,160 | 0 | 5,521 | |
| 30-50 years old | 4 | 2,947 | 218 | 1 | 3,170 | |
| > 50 years old | 0 | 29 | 0 | 0 | 29 | |
| Total | 6 | 7,335 | 1,378 | 1 | 8,720 | |
| New Employee Turnover | 6.98% | 53.56% | 18.61% | 33.33% | 4.16% | |
Note: New employee turnover rate = Number of new employee departures ÷ Number of new employees
2025 Employee Turnover
| Taiwan | China | Thailand | Other | Total | ||
|---|---|---|---|---|---|---|
| Gender | Male | 57 | 7,498 | 1,378 | 0 | 8,933 |
| Female | 21 | 7,574 | 4,019 | 0 | 11,614 | |
| Age | < 30 years old | 22 | 7,836 | 4,144 | 0 | 12,002 |
| 30-50 years old | 44 | 6,798 | 1,249 | 0 | 8,091 | |
| > 50 years old | 12 | 438 | 4 | 0 | 454 | |
| Total | 78 | 15,072 | 5,397 | 0 | 20,547 | |
| Turnover | 8.89% | 134.45% | 125.83% | 0% | 125.23% | |
Notes:
1. The number of departed employees refers to the number of regular employees who left the company.
2. Employee turnover rate = Total number of employees who left during the year ÷ Average total number of
employees.
Taiwan Employee Unpaid Parental Leave
| 2022 | 2023 | 2024 | 2025 | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Male | Female | Total | Male | Female | Total | Male | Female | Total | Male | Female | Total | |
| Entitled to Parental Leave | 54 | 17 | 71 | 58 | 22 | 80 | 46 | 17 | 63 | 56 | 21 | 77 |
| Number Applied | 0 | 3 | 3 | 2 | 4 | 6 | 1 | 1 | 2 | 2 | 3 | 5 |
| Number Should Return | 0 | 1 | 1 | 1 | 4 | 5 | 1 | 3 | 4 | 1 | 3 | 4 |
| Number Returned | 0 | 1 | 1 | 1 | 4 | 5 | 1 | 3 | 4 | 1 | 2 | 3 |
| Return Rate | 0% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 67% | 75% |
|
The number of employees returning from parental leave in the previous year and remained employed for a full year during the current year. |
1 | 4 | 5 | 0 | 1 | 1 | 1 | 4 | 5 | 1 | 3 | 4 |
| Retention Rate | 50% | 80% | 71% | 0% | 100% | 100% | 100% | 100% | 100% | 100% | 100% | 100% |
Notes:
1. Return Rate = Number Returned ÷ Number Should Return × 100%
2. Retention Rate = The number of employees returning from parental leave in the previous year and remained employed for a full year during the current year ÷ Number Returned Last Year × 100%
Talent Cultivation and Development
To cultivate high-potential talent, Chicony Electronics actively promotes industry–academia collaboration through its “Industry-Academia Training Program” in partnership with the Department of Electronic Engineering at National Taipei University of Technology. Chicony regularly conducts campus recruitment to select outstanding interns and provides them with challenging job assignments, aiming to enable interns to deepen their professional technical capabilities during the internship period. Interns are also given the opportunity to learn the professional skills and knowledge of full-time R&D personnel, gain a comprehensive understanding of Chicony’s corporate culture and working environment, and thereby serve as a talent pipeline for future potential employees.
The Taipei University of Technology Industry‒Academia Collaboration Training Program has been jointly carried out by the Workforce Development Agency of the Ministry of Labor, technical universities/colleges, and cooperative enterprises. It integrates diverse learning modes, including academic education (from freshman to senior year), skills training and certification by the Ministry of Labor (freshman), and corporate internships (sophomore to senior year, spanning three years). The program ensures that interns build a solid academic foundation while applying and enhancing their professional skills in a real-world corporate environment.
In addition, Chicony Electronics participates in key college/university campus job fairs every March. Beyond actively recruiting high-potential talent, these events provide opportunities for direct engagement with students, allowing us to answer questions, bridge the gap between academia and industry, assist students in planning their future careers, and help them gain deeper insights into the responsibilities and growth potential of roles within the industry.
Diverse Training and Career Development Programs
Chicony regards talent development as a core driver of growth and has established the “Education and Training Management Procedure.” Through the “Chicony Competency Academy,” it has developed a structured learning framework that integrates both
theoretical knowledge and practical application.
Comprehensive Training System and Mechanisms
We adopt “lifelong learning” as our core principle and have developed diversified learning pathways and on-the-job training (OJT) mechanisms.
1. Training dimensions: The program covers onboarding programs, competency roadmaps, management training, and cross-functional thematic seminars.
2. On-the-job practice: We integrate job rotation, project-based assignments, overseas assignments, and knowledge sharing through the “CEC Book Club.”
3. External learning enablement: In accordance with the “Overseas Assignment Training Management Procedure” and the “In-Service Continuing Education Management Procedure,” the Company provides subsidies for employees to attend external training programs. In 2025, employees completed a total of 13,224.75 hours of external training, with subsidies amounting to NT$548,379.
Tiered and Graded Competency Learning Roadmap
Based on employees’ career development stages, Chicony has defined core development focus areas for five key organizational levels. Clear learning and development pathways are designed according to different functions and job grades, ensuring that employees at every stage of their careers are precisely empowered with the comprehensive capabilities needed to address future challenges.![]()
Blueprint for ESG Sustainable Learningareer
To advance the “Chicony Green Octagon,” Chicony began fully implementing mandatory ESG training pathways for R&D and non-R&D personnel in 2025.![]()
Succession Planning
The Company has established a rigorous succession planning mechanism, integrating data analytics with Individual Development Plans (IDP) to ensure stable leadership continuity and strengthen organizational resilience.
1. Accurate identification and model development: We utilize data analytics to develop competency models for accurate assessment of highpotential talent. Based on assessment outcomes, we design tailored Individual Development Plans to achieve dual empowerment in both professional skills and leadership capabilities.
2. Dynamic evaluation and continuous development: We conduct regular competency assessments and performance tracking, with development pathways dynamically adjusted to ensure continuous growth of future management talent. This approach supports both corporate sustainability and employee career development in a mutually beneficial manner.
3. Implementation performance and outcomes: 2024 training results: A total of 229 participants engaged in competency development programs, accumulating 1,156 training hours. 2025 progress: The participation rate in the succession planning program increased significantly to 62.17%.
Learning incentive culture
- 2025 Annual Chicony Electronics “Diligent Learning Award” Award Recipient with President Lu.