Employees |
Wistron embraces a humanistic approach, attracting top talents globally. We prioritize comprehensive salary, benefits, training, and employee support systems to foster potential, boost performance, and pursue sustainability together. |
- Occupational Health & Safety
- Talent Cultivation & Development
- Information Security & Privacy
- Talent Attraction & Retention
- Risk & Crisis Management
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- Employee engagement: 78.1% (out of 100%)
- Employee satisfaction: 55.0% (out of 100%)
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Engagement surveys for indirect employees and satisfaction surveys for direct employees |
- Engagement surveys for indirect employees are conducted once every 1~2 years.
- Satisfaction surveys for direct employees are conducted once every year.
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- Wistron Taiwan HQ received the " CommonWealth Talent Sustainability Award" (Large Manufacturing Enterprises category)
- Wistron Taiwan HQ was listed as one of the "Best Companies to Work for in Asia" (Top 182) by the Financial Times
- Wistron Taiwan HQ was selected as one of the "Top 100 DEI-Friendly Companies for the Senior Workforce" by Business Weekly and 104 Job Bank
- Wistron Taiwan HQ received the "CommonHealth Corporate Health Responsibility Award"
- Wistron’s Malaysia Plant was selected as "Best Companies to Work for in Asia" in 2024 by HR Asia Magazine
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Participation in third-party assessments |
Ad hoc |
8 communication sessions held around the world with a total of 479 participants and a satisfaction rate of 98% |
Two-way communication activities for supervisors
and key personnel |
Annually |
- 2,021 participants supported the global core value course and reported a 4.7 (out of 5) satisfaction score
- 940 participants supported global core value campaigns and reported a 4.7 (out of 5) satisfaction score
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Training, advocacy campaigns |
Ad hoc |
All (100%) employees completed and signed our code of conduct training |
Global online education and Training on code of conduct |
Annually |
Average of 42 training hours for employees around the world |
Onboarding training |
In accordance with the recruitment status of new
employees |
Four meetings (January, April, July, and October) |
New manager training & key talent training |
Plan training cohorts based on number of people |
Four meetings (January, April, July, and October) |
Management and staff representatives meet to discuss employees’ suggestions and proposals |
Quarterly |
92 labor-management communication meetings across global locations |
Labor unions and Labor Safety Committee |
Ad hoc |