Talent Recruitment and Retention

Talent Recruitment

CTCI firmly believes that employees are the key driving force for the development of international engineering services and also an important cornerstone for the company's longterm and stable operation. Guided by the core values of "professionalism, integrity, teamwork, and innovation," it continuously builds a safe, healthy, and inclusive workplace environment, strives to improve talent cultivation and development mechanisms, supports employees in continuous learning and professional growth, fully enables individuals to realize their potential, and achieves the mutually prosperous development of personal value and organizational goals.

In terms of talent recruitment, CTCI upholds the principle of fairness, valuing professional skills, teamwork attitude, and cultural fit, without distinguishing based on gender. As the business expands, we widely attract global talent through industry-academia collaboration, overseas recruitment, and platforms like LinkedIn. In 2025, we held special lectures and campus briefings with 12 universities and jointly hired 412 new colleagues (accounting for 12.05% of the total staff, with 39.56% under the age of 30). Over the past four years, a total of 2,580 new talents have been recruited, continuously injecting innovative energy and driving sustainable corporate growth.
 

Employee turnover rate is a key indicator of a company's ability to attract, develop, and retain talent. In 2025, the overall turnover rate was 6.62%, a slight increase from 8.07% the previous year, with the highest turnover observed among engineering positions. Additionally, 13.35% of new hires left within one year. To better understand these departures, the Human Resources Department conducts surveys and exit interviews, and for contract and dispatched staff, adjustments are made in consideration of industry-specific characteristics. CTC I continues t o optimize recruitment, training, performance, and retention mechanisms, creating an attractive and growth-oriented work environment, enhancing employee engagement and satisfaction, reducing turnover, and strengthening the organization's sustainable development momentum.
 

Distribution of CTCI Employees

As of 2025, the total number of employees were 3,420 people (excluding other related companies in the Group), of which 2,420 were males and 1,000 were females. Observing the age structure, the employees are mainly young and middle-aged adults aged 30 to 50. This group of talents possesses both professional maturity and execution capability, having a critical influence on project management, business development, and technology transfer. They also constitute an important human resource foundation for the company to continuously undertake large-scale engineering projects.

In terms of years of service, those with more than 5 years of experience account for 46.93%, indicating that the company has accumulated a stable core technical team, which helps deepen project management capabilities, maintain quality standards, and promote cross-generational knowledge transfer, thereby strengthening the organization's long-term competitiveness. In terms of educational background, 42.81% of employees hold a master's degree or higher, reflecting the company's strong emphasis on professional competence and technical research and development capabilities, and supporting engineering and technological innovation as well as international market development through a highly qualified talent pool.
 

DEI (Diversity, Equity, andInclusion)

CTCI is committed to creating a diverse and inclusive work environment, promoting diversity in gender, religion, race, nationality, age, and minority groups, and fostering innovation and growth through diverse perspectives. The company's global projects span Beijing, Shanghai,
Vietnam, Thailand, India, the United States, Oman, and Saudi Arabia, and it actively hires local professional talent. By 2025, employees will represent 13 nationalities, with local staff in overseas branches accounting for more than 90%, and the company cultivates local management talent to promote economic development and strengthen its global presence.

At the Taiwan headquarters, 98.73% of the supervisors are Taiwanese, and the company has additionally employed 23 indigenous people and 60 employees with disabilities, of whom 48.33% serve as frontline or mid-level supervisors. CTC will continue to promote a diverse and inclusive culture, ensuring that employees can realize their potential in a fair environment, and will enhance corporate competitiveness and global business development through localized strategies and talent cultivation.
 

CTCI upholds a merit-based recruitment principle and adopts an open, inclusive approach to attractingprofessional talent regardless of gender. While the nature of the industry results in a higher proportion of male employees, the company continues to emphasize equal employment opportunities and actively promotes gender diversity. CTCI discloses the proportion of female employees across all organizational levels, sets long-term diversity goals, and supports the development of female leadership. For example, the Group's Chief Risk Officer serves as Chairperson of the Women Engineers Committee of the China Engineers Association, contributing to the advancement of women engineers' career development. In 2025, this committee held "Female Empowerment Sharing Conference-How Industry and Government Cultivate Female Talents" at the first headquarters building of CTCI, and the Chief Sustainability Officer of the Group was invited as a speaker to share her career and pass on the leadership culture.
 

 
In celebration of InternationalWomen's Day (March 8), CTCI held a lunchtime sharing session titled "Outstanding Workplace Performance and Family Happiness: The Work- Life Balance Approach of Female Leaders" on March 3, 2025. Chief Risk Officer Chiang, Hsiu Tan, Chief Sustainability Officer Ho, Li-Hsien, and Senior Manager Lo, Yu-Ying of the CTCI Group were invited to share their perspectives on achieving professional fulfillment while maintaining work-life balance. Chiang highlighted the importance of having personal stress relief outlets to manage pressure amid work and family responsibilities, as well as building professional credibility and visibility through external engagement. Ho emphasized advance planning as a key factor in balancing career and family commitments. Lo shared her belief that women should first value and care for themselves before caring for others, summarizing her view as "Happy Mommy, Happy Family," and encouraged women to strengthen professional capabilities, embrace opportunities, and fully leverage their talents. CTCI continues to promote gender equality and inclusion, and remains committed to fostering a supportive workplace culture. These initiatives reflect the Company's ongoing commitment to diversity, inclusion, and corporate social responsibility.
 

Percentage of Supervisors Who Are Foreign Employees (%)

Percentage of Female Employees and Female Supervisors

Salaries and Benefits

Living Wage

The purpose of a living wage is to secure the basic livelihoods of employees so that they are able to pay for their basic living costs. In addition to complying with monthly minimum wage provision by law, CTCI takes care of colleagues and their families by providing food, clothing, housing, transportation, education, and insurance. It gives families more security so that their remuneration can stably meet the needs of family lives.

Apart from considering factors such as income and expenditure, the possibility of savings needs is also considered. CTCI provides colleagues a shareholding trust plan. Depending on their own financial situation, colleagues can withdraw a portion from their salary every month (5 %, 10 %, or 15 %) while the Company will allocate 50 % to it. This is known as "shareholding trust account," where employees are encouraged to save and work together with the company and share the fruit of work as shareholders. Furthermore, based on the Company's performance appraisal policy, salary adjustments and bonuses are distributed according to colleagues' working performance to motivate their engagement at work. In order to encourage colleagues to integrate into the Company, employee stock option certificates have been issued, targeting all employees, as well as measures planned such as increasing the shareholding percentage of specific managers each year. For 13 consecutive years, CTCI has been incorporated into "Taiwan HC100 Index," one of the benchmark salary and compensation indices among Taiwanese companies.

→ Each year, CTCI engages an external professional consultant to conduct salary surveys to gain insights into external market trends and benchmarks. The survey results serve as a reference for evaluating and maintaining competitive compensation practices, supporting the Company's efforts in talent attraction and retention.

→ The Economics Report serves as a reference of the annual cost of living at various countries/cities. Differences between work location such as urban or rural areas are taken into account to adjust employee compensation worldwide. This helps ensure that employees are able to meet essential living expenses in their respective locations.

→ The local "basic quality of living cost" and "workers' well-being" were analyzed based on the locations of employees at important operating locations, key Tier 1 suppliers, and contractors. They were measured in collaboration with the Center for Corporate Sustainability of Tunghai University, adopting a proposed framework by Anker (2011), and Anker and Anker, (2017). This helps CTCI understands the basic needs of employees, suppliers and contractors in the cost of food, clothing, housing, education, social insurance, and others (such as contingencies). After formulating a living wage, in line with the characteristics of the project engineering industry, the prevailing wage will be compared with the formulated living wage to understand whether the wage is sufficient to support the local standard of living, and if it can maintain the well-being of workers in the entire engineering industry value chain and demonstrate CTCI's commitment to fulfilling its corporate social responsibility.
 

External professional consultant

Each year, an external professional consultant, Wills Towers Watson, is entrusted to conduct a salary survey to understand relevant information on the external market in order to measure and maintain a certain competitive advantage in salary, which is quite helpful for the recruitment and retention of talented employees.
 

The Economics Report serves as a reference of the annual cost of living at various countries/cities.

Differences between work location such as urban or rural areas are taken into account to adjust the salary of colleagues around the world. This can maintain the necessary expenditure required of the local area among employees.
 

CTCI partnered with the Center for Corporate Sustainability of Tunghai University

The local "basic quality of living cost" and "workers' well-being" were analyzed based on the locations of employees at important operating locations, key first-tier suppliers, and contractors. They were measured in collaboration with the Center for Corporate Sustainability of Tunghai University in addition to the adoption of a proposed framework by Anker (2011), and Anker and Anker, (2017). This helps us understand the basic needs of employees, suppliers and contractors in the cost of food, clothing, housing, education, social insurance, and others (such as unexpected incidents). After formulating a living wage, in line with the characteristics of the project engineering industry, the prevailing wage will be compared with the formulated living wage to understand whether the wage is sufficient to support the local standard of living, and if it can maintain the well-being of workers in the entire engineering industry chain.
 

As for the remuneration system, CTCI establishes its salary structure through both internal and external evaluation mechanisms. Internally, compensation is determined based on assessments of employee competencies and job responsibilities. Externally, CTCI conducts annual market salary surveys as benchmarks. Salary reviews and adjustments are carried out based on employees' competencies and performance evaluations.

CTCI upholds the principle of equal pay. Employees performing work with the same responsibilities and equivalent value receive equal wages and remuneration regardless of gender. All employees, including fulltime, contract, and dispatched employees, are covered under the Company's salary policy principles. The lowest employee salary is higher than the statutory minimum wage required by local laws and regulations. In 2025, the lowest starting salary among male employees was 1.4 times the statutory minimum wage, while the lowest
starting salary among female employees was 1.26 times the statutory minimum wage.
 

In addition to the compliance with statutory standards, CTCI plans and provides more welfare measures that satisfy colleagues' needs from the perspective of focusing on employees, e.g., group insurance superior to the statutory standards, employee stock ownership trust, language and professional training, etc. For the pension appropriation under the old system, annual actuarial work is conducted to safeguard employees' future pension entitlement; under the new pension system, the Company sets aside 6% of employees' monthly salaries, while employees may voluntarily choose an additional personal contribution rate.
 

A Benefit System that is Superior to Statutory Requirements