A Builder of Diversity in the Workplace

Cross-Functional Collaboration and Practical Experience to Develop Organizational Leadership

To strengthen the comprehensive capabilities of future leaders, HIWIN designs diverse and practical projects to fully cultivate supervisors’ leadership in strategy, management, and team collaboration:

1. Cross-Functional Project Implementation to Develop Integrative Collaboration Skills
   Through a networked organizational operation mechanism, cross-unit teams are formed to drive projects. Participants gain practical experience in cross-departmental communication, collaboration, and resource integration, while enhancing systematic thinking and execution capabilities.
2. Combining Strategic Simulation and Management Practice to Strengthen Decision-Making
   Training covers strategic thinking simulations, problem-solving, and change management. Participants practice strategy formulation and organizational implementation in simulated scenarios, improving practical leadership skills.
3. Introducing Coaching-Based Learning to Enhance Managerial Knowledge
   Senior executives or professional coaches provide one-on-one guidance. Through leadership style assessment and action plan development, participants clarify personal strengths and growth directions, deepen managerial competencies, and cultivate long-term leadership potential.

1. Level 1 – Reaction :
   
   • Number of participants: 945
   • Attendance rate 84.21%
2. Level 2 – Learning :
   Average course satisfaction：4.7 out of 5
3. Level 3 – Behavior :
   Number of submitted reports：618
4. Level 4 – Results :
   
   • Supervisor retention rate 99.35%
   • Number of employees promoted to first-time supervisors：13

Deepening Corporate Culture Alignment and Bridging Cultural Differences

To promote the integration and implementation of organizational culture, HIWIN continues to strengthen employees’ recognition of corporate values through diverse training programs and practical initiatives, effectively narrowing cultural gaps among employees of different nationalities, generations, and backgrounds. Specific measures include:

1. Promoting Global Cultural Consensus Camps to Enhance Cross-Cultural Understanding and Collaboration
   Regular “Overseas Cultural Quotient (CQ) Consensus Camps” are organized to enhance employees’ cross-cultural awareness and adaptability, foster cultural collaboration across global sites, and ensure alignment in actions. These efforts help cultivate an organizational framework with international vision and cultural inclusiveness.
2. Strengthening Cross-Generational Communication to Facilitate Team Integration and Collaboration
   “Cross-Generational Dialogue” courses are designed to address differences in communication styles, values, and work habits across age groups. The courses help employees adjust communication strategies, thereby improving internal communication efficiency and teamwork quality.
3. Cross-Generational Communication: Building Trust and Team Synergy for Project Success
   By applying cross-generational communication techniques in practical projects, employees establish mutual trust and collaboration, successfully driving project outcomes that highlight the innovation and effectiveness brought by cultural integration.

1. Level 1 – Reaction :
   
   • Number of participants: 147
   • Attendance rate 72.22%
2. Level 2 – Learning :
   Average course satisfaction：4.84 out of 5
3. Level 3 – Behavior :
   Number of submitted reports：82
4. Level 4 – Results :
   
   • 2024 student retention rate: 76.4%
   • CQ Cultural Consensus Camp site coverage: 75%
   • Total incentive bonuses granted: NT$6,432,000

Supporting Employees in Transition to Their “Second Life” Through Experiential and Interactive Courses

HIWIN pays attention to employees’ career transitions and self-actualization, designing a series of experiential courses and support mechanisms. The Company has established internal recruitment and job transfer mechanisms to provide opportunities for willing and capable employees to change roles, achieve the right person in the right position, or assist retiring and separating employees in starting their “second life,” extending personal value and psychological stability:

1. Establishing Internal Reemployment Mechanisms to Promote Right-Person-in-Right-Position Development
   Provide internal recruitment or job transfer opportunities, encouraging eligible employees to continue contributing their expertise and maintaining organizational connection, thereby enhancing flexibility and effectiveness of human resources.
2. Experiential Learning to Explore Emerging Lifestyles
   Organize courses such as gardening and landscaping, handicrafts, and environmental education. Through practical experience, employees are encouraged to discover personal interests and potential, facilitating career role transition and the development of diverse lifestyles.
3. Connecting with Public Service Resources to Build a Sense of Contribution
   Collaborate with local volunteer organizations to match employees with public service opportunities. Through continuous engagement in social activities, employees strengthen their social connections and realize their personal value.

1. Level 1 – Reaction :
   
   • Number of participants: 385
   • Attendance rate :93.21%
2. Level 2 – Learning :
   Average course satisfaction：4.7 out of 5
3. Level 3 – Behavior :
   34 employees participated in more than two volunteer activities, demonstrating sustained commitment to social engagement.
4. Level 4 – Results :
   
   • A total of 747 employees underwent job rotation in 2024.
   • Among them, 216 employees (28.9% of those rotated) showed improved performance evaluations compared with the previous period, indicating that job transfers and training arrangements had a positive impact on performance.

Aligning with Future Manufacturing to Build Core Digital Transformation Capabilities

In response to the global Industry 4.0 trend and upgraded customer demands, HIWIN is committed to implementing smart manufacturing technologies to enhance production efficiency, product value, and industry competitiveness. Through cross-disciplinary courses and hands-on practice, employees are supported to advance from professional expertise to become key drivers of industrial innovation.

1. Strengthening Digital Tool Operation to Improve Workplace Efficiency
   Offer courses on basic office software such as Excel, Word, and PowerPoint to help employees master data organization, report preparation, and visual presentation skills, enhancing administrative and professional communication capabilities and laying the foundation for digital work.
2. Introducing Smart Manufacturing Thinking to Accelerate Plant Upgrades
   Combine iPAS certification training, Introduction to Automation Engineering, TPM & TPS production management practical courses, and more to enhance employees’ practical understanding of smart manufacturing systems, equipment maintenance, and process optimization, supporting automation implementation and production efficiency improvement.
3. Establishing Data Literacy and Cybersecurity Awareness to Promote Smart Decision-Making
   Design courses in big data analysis, Python programming, cybersecurity awareness, and ISO27001 training to cultivate employees’ ability to leverage data for decision-making and to instill cybersecurity concepts, thereby improving operational stability and digital resilience.

1. Level 1 – Reaction :
   
   • Number of participants: 2332
   • Attendance rate :84.37%
2. Level 2 – Learning :
   Average course satisfaction 4.4 out of 5
3. Level 3 – Behavior :
   Number of submitted reports：879
4. Level 4 – Results :
   
   • Revenue increase: NT$7,250,000/year
   • Labor cost reduction: NT$2,400,000
   • Defect rate reduced by 96%
   • Carbon emissions reduced by 5,346 kg
   • Electricity consumption reduced by 252 kWh

HIWIN’s Path to Net Zero by 2050: Building Sustainable Competence

Through ESG study groups, diverse training programs, and supply chain coaching, HIWIN is strengthening the sustainability capabilities of employees and partners, collectively advancing toward a net-zero future.

1. ESG Study Groups: Cross-Departmental Learning for Deeper Sustainability Understanding
   Since 2022, company-wide ESG study groups have been organized to review eight sustainability-related books, with departments taking turns to share practical applications. These sessions promote cross-departmental exchange and help foster a corporate culture of sustainability.
2. Diverse Training Programs: Enhancing Low-Carbon Competencies
   Tailored to the needs of R&D, product, plant operations, and administrative units, training courses on carbon inventory, energy management, environmental systems, and waste management are provided. These programs enhance employees’ professional skills and practical capabilities in addressing climate change.
3. Hand-in-Hand Collaboration: Building a Green Supply Chain
   By offering resources, information, and phased guidance to suppliers, HIWIN strengthens collaborative relationships and proactively engages suppliers in sustainability training. These efforts build resilience and risk response capabilities across the supply chain.

1. Level 1 – Reaction :
   
   • Number of participants:485
   • Attendance rate: 95.19%
2. Level 2 – Learning :
   Average course satisfaction: 4.7 out of 5
3. Level 3 – Behavior :
   
   • 56 reports submitted
   • 732.18 proposals submitted
4. Level 4 – Results :
   
   • A total of 26 on-site audits of suppliers were conducted in 2024.
   • 195 Tier-1 suppliers participated in the Sustainable Supply Chain Training Program in 2024.
   • Taichung Plant – Electricity saved: 452,493 kWh; Cost savings: NT$1,735,630.
   • Yunlin & Chiayi Plants – Electricity saved: 6,846,141 kWh; Cost savings: NT$27,215,376.