Comprehensive Communication Channels

Open and Comprehensive Communication Channels, Harmonious Labor Relations

We are committed to fostering open, two-way communication across all levels of the organization. Through structured and transparent communication mechanisms, we actively promote a culture where diverse perspectives are not only welcomed but respected. Employees are encouraged to engage in dialogue on topics such as diversity, equity, and inclusion. The communication platforms and channels established to support these goals are outlined in the following chart:

Labor-management meetings

We respect the legal rights of our employees and have never obstructed or interfered with employees' freedom of association. We value the negotiation mechanism for employer and employees, and follow legal regulations to hold labor-management meetings at least once every 3 months to accomplish mutual agreement on major labor conditions issues. The labor-management meeting is organized by an equal number of representatives from both the labor and the employer. Labor representatives are elected directly by employees. Female representatives are elected and appointed from both the labor and the employer to help sustain a diverse and inclusive work environment where every employee is welcomed, respected, supported, and valued. A diverse group of members will be more innovative because each member has a distinct point of view and can offer a broad range of ideas. Major labor conditions issues are negotiated and agreed by both management/labor representatives, and applied to all employees, including the executive and management level. The resolutions of the labor-management meeting are applicable to all employees.

In 2024, the labor-management meetings were convened four times; they accomplished mutual agreement on major labor conditions issues, including revision of disciplinary action policy for direct store channel, revision of sales incentive program for direct store employees, revision of sales incentive program for small and medium enterprise sales division employees, and approval of annual calendar. The aforementioned major labor conditions issues are negotiated and agreed by both management/labor representatives, and applied to all employees, including executive and management level. Thus, the resolutions of the labor-management meeting are applicable to all employees. The relationship between our management level and employees has been harmonious over the years, thanks to our transparent and effective communication channels; though employees possess the right to form a labor union, no employees have pursued this avenue and issued a request to form one so far, underlying the achievement of the company’s dedication.

With M+ Messenger, employees can communicate with each other anytime, everywhere

TWM developed an instant messenger system (M+ system), allowing employees to communicate work-related information and online sign-off with other employees who are on business trips or located in different offices in a convenient and cost-effective way.

Through corporate intranet, internal communication is more effective

All information is posted on the Company’s intranet, where employees can view the company’s press releases, product information and management measures.

Town hall meetings foster the mutual communication between management level and employees

Town hall meetings are held every month to reinforce the Company’s vision and convey recent critical developments to all employees.

We host two-way communication meetings to maintain the unobstructed flow of information between employees and top executives. The company’s financial performances and operational decisions are reported during the meeting. Employees can raise business-related questions such as risk issues or concerns that arose during the meeting and have them directly answered by high-level executives. Moreover, internal communication meetings are held by each business unit to convey corporate vision and information to all employees.

Town hall meetings are aimed at enhancing employees’ understanding of the company. During these town hall meetings, senior management directly communicates the company's operational status and important updates to all employees.

New employee workshop

New employee workshop is held for employees who served a period of 3 to 12 months. Top executives are invited to give talks to employees and feedback to their opinions. The two-way communication provides support and assistance for new employees.

Grievance system

Our Internal Audit Office regulates "Employee complaint procedure" and "Supplier grievance procedure" to provide concrete whistleblowing as well as disciplinary and grievance procedures. Any incidents of sexual harassment can be reported to the Human Resources Division directly through a sexual harassment hotline or mailbox. The sexual harassment prevention and complaint mailbox have been included in training materials for all employees, posted on the internal website, shown in the computer start pop-up as a reminder, and highlighted on the company website to improve awareness.

President’s Mailbox

Employees can submit their suggestions to President’s mailbox directly.

Employee engagement surveys

The employee survey is conducted by an external organization biennially, with internal follow-up and progress tracking conducted in the intervening years. The survey aims to understand the level of employee job satisfaction and eliciting comments about the workplace and management practices. Based on the external survey findings, we will take follow-up actions and implement these actions to enhance employee engagement and retention. Survey results and action plans are disclosed to all employees.

Based on 2023 employee survey findings, we identified “Communication”, “Learning & Development”, “Empowering”, “Working Environment” as key issues to target for improvement, and we took corrective actions to enact necessary changes. We built an environment where employees feel comfortable to express their opinions to management level. We implemented training programs for managers and mentors, aiming to enhance their ability to motivate people, task assignment, feedback, communication (Enhanced communication for promotion/rotation opportunities), empathy and leadership, etc. We implement Individual Development Plans (IDPs) and actively promote continuous learning and upskilling to support employees in achieving their performance and career development goals. These actions are effectively undertaken, thus we set the target of the employee engagement survey to reach 70%. The overall employee engagement rate of 2024 is 84% (Male 86 %、Female 82%; 20 years old to 30 years old 79%, 30 years old to 40 years old 80%, 40 years old to 50 years old 86%, 50 years old and above 90%; non-management employees 83%, entry level executives 91%, mid-level executives 94%, senior executives 97%; The response rate: 93%). The engagement rate of the company is higher than our target. This survey consists of 60 Questions, 15 dimensions (Job Efficiency and Quality, Goals and Objectives, Empowerment, Ethics, Learning & Development, Communications, Teamwork, Supervision, Performance Management, Leadership, Customer Orientation, Work Environment, Innovation, Engagement, Diversity and Inclusion).

Based on our 2024 employee survey results, the “Work Environment” dimension has been prioritized for targeted improvements. Notably, the “Communications” dimension yielded a 91% satisfaction rate for the statement “I am sufficiently informed about this organization’s plans,” outperforming the market norm by 13%. This demonstrates that employees receive timely updates on corporate developments, which in turn supports operational efficiency and engagement. Furthermore, in the “Diversity and Inclusion” category, 94% of respondents agreed that “People at this organization treat each other with dignity and respect regardless of their personal identities,” a rate 9% above the market benchmark. These findings underscore our employees’ strong endorsement of a diverse, inclusive, and respectful workplace culture.

Here are some of the survey results:

1. Job satisfaction (Engagement dimension)
   My work gave me a sense of personal accomplishment-satisfaction rate is 82% / 3% higher than market norm.
2. Purpose (Goals and objectives dimension/Customer orientation dimension)
   I understand how my work contributes to the organization's business objectives-satisfaction rate is 92% / 2% higher than market norm.
   It is clear to me how the work I do on a day-to-day basis impacts our customers-satisfaction rate is 94%.
3. Stress (Work environment dimension)
   The stress levels at work are manageable-satisfaction rate is 70%.
   
4. Happiness (Teamwork dimension)
   The people I work with usually get along well together-satisfaction rate is 93% / 2% higher than market norm.

We keep tracking the trend of “engagement" in 2025 employee survey. The result of “engagement index” is higher than our target (the overall employee engagement index rate of 2025 is 87%; target: 72%). The high employee engagement proves our continuous improvement in creating a workplace in which employees feel committed and recognized for their efforts.