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We provide competitive remuneration as well as training and development opportunities for attracting and retaining professional talents. Additionally, we employ workers who are not employees to provide services and facilitate the execution of internal operations, such as deliver service in direct stores.
We take human rights in the workplace seriously and we value workforce diversity. Diversity and inclusion are fundamental to our culture and core values. We have an unwavering commitment to diversity with the aim of making everyone feel a sense of belonging within our organization. We are committed to building a highly diverse community with talented professionals – a community filled with various perspectives, ideas, and backgrounds that contribute to a diverse and inclusive culture.
TWM is an equal employment opportunity employer, and its application processes center on the principles of open and fair recruitment. Our diversity initiatives and strategies are designed to attract, develop, and advance the most talented individuals regardless of any dimension of diversity. Remuneration for candidates is evaluated according to their education, experiences, specialty and certification. There is no discrimination based on gender, sexual preference, age, marital status, race or disability in terms of remuneration, benefits, promotion, raises, term, training, working conditions and right to work.
At the end of 2024, TWM and its subsidiaries had 6,894 employees, all employees were locally hired. 98.94% of employees are Han people. Most of employees were between the ages of 31 to 50. (<30 years old : 15.6%；30-50 year old : 66.8%；>50 years old : 17.6%) Females comprised 48.7% and males comprised 51.3% of all employees. Females accounted for 47.4% of the positions in management (the slight decline in the indicator is due to workforce fluctuations), and we are on track to meet our target to 50% by 2030. By 2030, we aim to have 50% of women in all management positions. Females in junior management positions is 49.9%. Females in top management positions is 36.9% (YOY+3%，Y23: 33.9%). According to the “Women in the workplace study 2024” conducted by McKinsey & Company and LeanIn.Org, the representation of women at (senior) vice president level is around 29~34%. The percentage of female executives in our company is higher compared to the percentage of women in senior leadership positions in the Women in the Workplace Study 2024. The higher percentage of female executives in our company demonstrates that our company values diversity and promotes female advancement in leadership roles. This is a positive sign that our company is committed to creating an inclusive and supportive work environment that offers equal opportunities for all employees, regardless of gender. By promoting gender diversity in leadership positions, our company can benefit from a wider range of perspectives and experiences, which can ultimately lead to improved decision-making and better business outcomes. Females in management positions in revenue-generating functions (e.g. sales) is 53.3% (YOY+0.7%, Y23: 52.6%). Women in STEM-related positions is 17.3% (YOY+1.1%, Y23: 16.2%).
Regarding the diversity of our workforce, we hired 53 indigenous employees, and the proportion is 0.77% of total employees. Our proportion of indigenous employees is the highest among peer telecom company in Taiwan. (Chunghwa Telecom : 0.33%; Far EasTone: 0.55%) We redesign existing jobs to hire disabled persons, and the number of persons with disability hired was more than 1.62 times the statutory quota. (Statutory quota: 66; actual hire: 107)
At the end of 2024, we employed 20 foreign employees.(Malaysia: 8; Indonesia: 4; Vietnam: 3; Hong Kong: 1; Myanmar:1; Switzerland: 1; Canada: 1, People's Republic of China:1) Females comprised 35% and males comprised 65% of all foreign employees. The ratio of foreign employees in our company is 0.29%, higher than our peer telecom company Chunghwa Telecom (0%) and Far EasTone (0.14%).
The company has been actively engaging foreign recruitment recently, particularly targeting foreigners from Southeast Asia. We have explored and developed various recruitment channels. We contacted Southeast Asian communities in Taiwan and established relationships with overseas student groups in universities. In addition, we actively joined government and private organizations that assist in matching foreign workers. We have become a member of Contact Taiwan, which is a national internet platform of the Ministry of Economic Affairs. Contact Taiwan’s mission is to engage oversea Chinese and global talent to work, live and invest in Taiwan. We participated in the physical overseas job fair for foreign students in Taiwan, and posted job vacancies on the Foreign Trade Development Association. Through aforementioned various recruitment channels, we hope to increase the employment of more foreign professionals. Increasing the hiring of foreign professionals can benefit our company in various ways. First, it brings diversity to our workforce, which can lead to increased creativity and innovation in problem-solving. Second, it can provide a wider range of perspectives and expertise to our team. Overall, hiring foreign professionals can help us build a stronger and more competitive team, and better position us for success in the global market. Management positions breakdown by ethnicity: Han people: 99.28%、Indigenous employees: 0.66%、foreign employees:0.06%.
There is no discrimination on the employment of local and indigenous employees. No incidents of child labor, forced labor, human rights violations, or discrimination has ever been reported in our company. When new employees are hired, they are given our employment contracts to review in advance. All employees are required to submit signed employment contracts when they come onboard to protect the rights of both parties.
We promote diversity management to maximize our diverse workforce to generate innovations and new values. Seeking to provide attractive value for customers by meeting varied market needs and keeping ahead of the curve in a fast-changing competitive environment, we consistently pursued diversity management, deriving our competitive edge from a diverse workforce with different attributes. We aspire to achieve sustainable corporate growth by paying respect to positive heterogeneity and leverage the growth to provide new value.
- *Note
The number of new hires and turnovers as well as their gender and age distributions in 2024 are shown in the table below.
To reduce the turnover rate, we need to understand and determine the reason why employees are leaving the company. The best way to learn this is by conducting exit interviews before an employee leaves to clarify the reason for their resignation and find the root cause. The information we gather from these exit interviews will allow us to share and discuss with hiring managers to find solutions to reduce the turnover rate. Moreover, we provide career consulting to departing employees, and some of them withdraw their resignation following the exit interview.
Please Swipe Left or Right View All.| Year | 2024 | |||||||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Scope | TWM + Taiwan Fixed Network + Taiwan Digital Service + Taiwan Teleservices & Technologies+ Taihsin Property Insurance Agent | TWM Broadband | ||||||||||||||
| Category | New hires | Departures | New hires | Resigned | ||||||||||||
| Number of employees | Ratio* | Number of employees | Ratio* | Number of employees | Ratio* | Number of employees | Ratio* | |||||||||
| < 30 | 155 | 177 | 2.5% | 2.9% | 108 | 129 | 1.7% | 2.1% | 18 | 4 | 2.6% | 0.6% | 6 | 3 | 0.9% | 0.4% |
| 31~50 | 125 | 192 | 2.0% | 3.1% | 203 | 233 | 3.3% | 3.7% | 18 | 13 | 2.6% | 1.9% | 29 | 6 | 4.2% | 0.9% |
| > 51 | 4 | 3 | 0.1% | 0.0% | 41 | 17 | 0.7% | 0.3% | 1 | 1 | 0.1% | 0.1% | 5 | 3 | 0.7% | 0.4% |
| Total | 284 | 372 | 4.6% | 6.0% | 352 | 379 | 5.7% | 6.1% | 37 | 18 | 5.3% | 2.6% | 40 | 12 | 5.8% | 1.7% |
- *Note
| Year | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|
| Total number of new employee hires | 549 | 598 | 562 | 711 |
| Percentage of open positions filled by internal candidates (internal hires) | 10.2% | 9.1% | 11.4% | 13.9% |
| Total employee turnover rate | 10.8 | 11.8 | 8.7 | 11.4 |
| Voluntary employee turnover rate | 9.7 | 10.5 | 7.7 | 7.4 |
We break down 2021~2024 new employee hires and internal hires data based on age group
and gender. 2021~2024 new hires breakdown by age groups. Most of new hires were under the age of
30.
Y21 new hires (549): <30 years old : 69.0% (379); 30-50 year old : 30.4% (167); >50 years old : 0.6%
(3)
Y22 new hires (598): <30 years old : 55.5% (332); 30-50 year old : 43.2% (258); >50 years old : 1.3%
(8)
Y23 new hires (562): <30 years old : 53.9% (303); 30-50 year old : 45.0% (253); >50 years old : 1.1%
(6)
Y24 new hires (711): <30 years old : 49.8% (354); 30-50 year old : 48.9% (348); >50 years old : 1.3%
(9)
New hires breakdown by gender:
Y21 (549) : Male 42.4% (233); Female 57.6% (316)
Y22 (598) : Male 49.0% (293); Female 51.0% (305)
Y23 (562) : Male 51.1% (287); Female 48.9% (275)
Y24 (711) : Male 45.1% (321); Female 54.9% (390)
2021~2024 internal hires breakdown by age groups.
Y21 internal hires (58): <30 years old : 19.0% (11); 30-50 year old : 74.1% (43); >50 years old :
6.9%
(4)
Y22 internal hires (44): <30 years old : 6.8% (3); 30-50 year old : 86.4% (38); >50 years old : 6.8%
(3)
Y23 internal hires (46): <30 years old : 6.5% (3); 30-50 year old : 80.5% (37); >50 years old :
13.0%
(6)
Y24 internal hires (91): <30 years old : 17.6% (16); 30-50 year old : 75.8% (69); >50 years old :
6.6% (6)
Internal hires breakdown by gender:
Y21 (58) : Male 39.7% (23); Female 60.3% (35)
Y22 (44) : Male 45.5% (20); Female 54.5% (24)
Y23 (46) : Male 60.9% (28); Female 39.1% (18)
Y24 (91) : Male 40.7% (37); Female 59.3% (54)
2021~2024 total employee turnover rate breakdown by age groups.
Y21 (632): <30 years old : 46.0% (291); 30-50 year old : 50.8% (321); >50 years old : 3.2% (20)
Y22 (693): <30 years old : 42.3% (293); 30-50 year old : 51.1% (354); >50 years old : 6.6% (46)
Y23 (523): <30 years old : 42.6% (223); 30-50 year old : 52.6% (275); >50 years old : 4.8% (25)
Y24 (783): <30 years old : 31.4% (246); 30-50 year old : 60.2% (471); >50 years old : 8.4% (66)
2021~2024 total employee turnover rate breakdown by gender.
Y21 (632) : Male 52.8% (334), Female 47.2% (298)
Y22 (693) : Male 48.6% (337), Female 51.4% (356)
Y23 (523) : Male 46.1% (241), Female 53.9% (282)
Y24 (783) : Male 50.1% (392), Female 49.9% (391)
(1) We conduct exit interviews with departing employees to gather feedback and insights to help us identify areas for improvement. We have successfully retained employees who were considering leaving due to personal reasons such as relocation. We have also accommodated requests from employees who wanted to relocate to different cities in Taiwan. Through project-based adjustments, we were able to retain talented employees and keep them within the company. Additionally, we provide internal transfers or unit adjustments opportunities to departing employees. Some of them choose to stay in the company and transfer to other business units that better match their professional skills and career development.
(2) New employees Care Programs- reduces turnover rate
Through implementation of orientation, questionnaires, mentor program, online community, manuals etc., new
employees can reflect inquires or questions and get feedback timely.
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 recommendation rate of this
workshop reached 98.0% in 2024. Due to the effective implementation of our new employee programs,
consisting of orientation, mentorship, new employee online community, on-job training, the turnover rate
of the participants was 11.2%, lower than those who did not attend the workshop.
(3) Career Development Program
We encourage employee’s involvement in career management. During performance evaluation, employees can
express their career development objectives and willingness to have job rotation within the division or
cross-functional division, and even affiliated companies through online career development survey. The
survey provides references to supervisors when redesigning and assigning tasks. We conduct employee
engagement survey in 2024. The survey results show that " My work gave me a sense of personal
accomplishment." - the satisfaction rate is 82%”. Depending on each employee’s survey result, supervisors
shall periodically discuss with employees about career plans and provide suggestions for their future
careers. Internal job vacancies are posted on intranet and employees can apply for internal transfer. We
encourage employees take initiative to enrich learning experiences and fulfill career development through
internal job rotation.
(4) Alumni Engagement Program
To foster long-term relationships and maintain engagement with former employees, we invite them to join an
online alumni group established by the company.
This platform enables continued connection beyond employment and reflects our commitment to sustainable
talent management. HR periodically shares corporate updates and internal job opportunities through this
channel, which has proven to be a valuable source for talent re-engagement and employer brand enhancement.
By adopting these strategies, we have been able to reduce our voluntary turnover rate and retain top talent. However, we understand that we must continue to listen to our employees' feedback and adapt to their needs to ensure their satisfaction and engagement in our company. Our commitment to reducing turnover rates is an ongoing effort, and we will continue to explore innovative approaches to retain our employees and promote a positive and rewarding work environment.
