Talent Development
Labor Rights and Human Right
♦HR Impact Management Framework
Human Rights Management
CTCI has established its Human Rights Policy in accordance with the core spirit of the United Nations Global Compact (UNGC), the Universal Declaration of Human Rights, the UN Framework and Guiding Principles on Business and Human Rights, and the Ruggie Framework. CTCI also expressly stated in the "CTCI Group Code of Ethical Conduct" that no discrimination or exclusion of any kind shall be permitted based on gender, race, religious belief, political affiliation, sexual orientation, job rank, nationality, age or other factors. There shall also be no act of sexual harassment or other violent, threatening or intimidating acts. CTCI is committed to establishing a friendly workplace environment that is free from harassment and discrimination. Relevant code of conduct has already been clearly specified in the Employee Manual. The Company has also strengthened awareness of the aforementioned requirements during the onboarding training for new employees to improve all colleagues' understanding and sensitivity to workplace equality and respect for the culture. To provide a safe and unimpeded reporting channel, the Company has set up a "Colleague Suggestion Mailbox" (HR@ctci.com.tw). Employees may choose to file complaints and provide suggestions either anonymously or under their real names to ensure the accessibility and confidentiality of the reporting mechanism. With respect to the case handling mechanism, to ensure the fairness and objectives of the procedures, the Reward and Punishment Committee has verified and approved the establishment of a cross-departmental investigation group. This investigation group is responsible for case acceptance and handling, facts investigation and summarization of investigation reports. Furthermore, it makes relevant suggestions on case handling according to relevant provisions to ensure that each case is properly and prudently handled, while the rights and interests of the parties involved as well as organizational disciplines are safeguarded. Primary human rights issues concerned with CTCI cover the operation process (employees and contractors) and the procurement stage (suppliers). CTCI evaluates human rights issues and stakeholders that pose as risks every year through management processes such as human rights issue identification, affected stakeholders, due diligence and complaint channels, and then formulate risk mitigation measures and compensation systems. In 2025, human rights issues with potential risks are working hours, safety, and health. Compared with 2024, the risk value increased from 26.56% to 28.51%, mainly due to the impact of overtime and health check tracking issues. The CTCI Health Center has established a systematic health management model by conducting surveys on overwork scale and workload/pattern, and conducting statistical analysis on health examination results. By doing so, CTCI expects to achieve comprehensive health management while preventing occupational diseases and actively promoting employee health. For human rights management related to suppliers and contractors, please refer to the sections on "2.1.E Sustainable Supply Chain Management" and "2.3.D Safe and Healthy Workplace." As always, CTCI will continue to strengthen human rights advocacy among its vendor partners to enhance the protection of human rights.
Sexual Harassment
CTCI has established a dedicated hotline for handling sexual harassment grievances and has formed a "Sexual Harassment Complaint Handling Committee." The committee is chaired by the Head of Human Resources Department, with seven additional members appointed by the Head of the Executive Management Office, ensuring that at least half of the committee members are women. In the event of sexual harassment or suspected cases, the committee initiates an investigation in accordance with confidentiality principles and presents the results within three months. Disciplinary actions are implemented upon approval by the Chairman. The sexual harassment cases in 2024 and 2025 were reported via the employee suggestions mailbox and were handled according to the sexual harassment complaint handling procedures. Among five sexual harassment cases reported in 2025, one case was not established, while four cases were established and disposed of according to the internal procedures. Awareness and improvement measures against sexual harassment: In September 2024, CTCI University launched two mandatory online courses aimed at preventing sexual harassment for all employees, including a version for general employees and a version for supervisors. The employee-oriented course educates employees on the definition of sexual harassment, how to respond when encountering sexual harassment, and how to access the Company's internal grievance channels. The supervisor-oriented course outlines the procedures to follow when subordinates report incidents, as well as the ongoing responsibilities of supervisors in preventing harassment. To further protect all employees from unlawful physical or psychological harm in the workplace, CTCI issued a "Workplace Anti-Harassment Declaration" in March 2025. The declaration affirms the Company's zero-tolerance policy toward any unlawful conduct by management personnel or among employees. It also explicitly prohibits harassment from clients, contractors, or strangers within the work environment. In the disciplinary announcement issued for each confirmed case, the Company reiterates that it does not allow any act of sexual harassment committed by or against any supervisors or employees; any violations of the Sexual Harassment Prevention Act and the Act of Gender Equality in Employment will be subject to penalties once they are investigated to be true.
Employee Communication
CTCI values bilateral communication with its colleagues, establishing diverse channels to create an open, transparent, and trustworthy work environment. These communication mechanisms include laborrelations conference, employee suggestion program, survey for internal service satisfaction, lunch seminar with new employees, seminar between senior executives and employee, as well as employee engagement surveys, ensuring that issues are heard and addressed to continuously improve the workplace.
Employee Engagement Survey
CTCI conducts global employee engagement survey once every two years, with the survey contents covering corporate direction and transformation, work efficiency of senior and direct supervisors, rewards and performance, ESG, career and staffing, work implementation, integrity and diversity, and other relevant topics. Also, the Company adopts the five-point rating scale to evaluate employee recognition. To extensively collect opinions and ideas from colleagues of diverse nationalities, the questionnaire comes in seven languages (i.e., Traditional Chinese, Simplified Chinese, English, Indonesian, Hindi, Thai and Vietnamese), demonstrating the Company's emphasis on diverse culture and voices from multinational employees. Through systematic analysis, employee feedbacks serve as important foundation for planning subsequent improvement measures and management optimization. The employee engagement survey for the year 2025 was conducted from October 7 to October 31 by a third-party professional consulting company to ensure data confidentiality and anonymous processing, without involving personal identification. The overall survey results showed that the proportion of employees who expressed "high level of identification with the company" continued to see improvement since 2016, when the rate was 48% that year. Specifically, the rate remained 72% in 2023 and 2025, indicating that more than seventy percent of employees highly identify with the company and are willing to jointly engage in corporate growth. Meanwhile, the proportion of employees who expressed "low level of identification with the company" decreased from 21% in 2016 to 6% in 2025, demonstrating the gradual improvement of the company in terms of internal communication and organizational improvement measures. During the survey in 2025, employees showed a high level of identification toward ESG, corporate direction and transformation, and direct supervisors' efficient performance, while career and staffing, employee experiences and senior leadership effectiveness remain important issues for future improvement. With respect to the results of this survey, all business units have made specific action plans for items that require improvement. The senior management then reviews the implementation progress and outcome on a semiannual basis, so as to improve the level of employee engagement and cohesion across the organization. In terms of job satisfaction, the dimension of engagement allows the company not only understand the overall satisfaction of employees with the company, but also understand whether employee are motivated to exceed expectations at work and recommend people externally to join the company. For the engagement dimension, 72% of responses are either "strongly agree" or "agree." In terms of purpose, the dimension of company policy and transformation allows the company to see if its employees can clearly understand the company's overall goals, objectives and business strategy, and values, as well as clearly understand how their jobs contribute to achieving the goals of the company and other issues. For the company policy and transformation dimension, 83% of responses are either "strongly agree" or "agree." In terms of happiness, the dimension of career and talent deployment allows the company to see if its employees can achieve their individual career goals, are aware of possible career opportunities, as well as opportunities to learn and grow within the company continuously. For career and talent deployment dimension, 67% of responses are either "strongly agree" or "agree." In terms of stress, the dimension of work execution allows the company to see employees's opinion on whether the amount of work expected is reasonable, whether the company continues to improve the processes to enable work efficiency, and that they have the right tools and resources to do the job properly. For work execution dimension, 73% of responses are either "strongly agree" or "agree."
