Talent Attraction and Retention

Talent
Attraction
and
Retention

Manpower Structure

In 2025, the total number of employees is 767, with 679 males (89%) and 88 females (11%). By work location, there are 753 employees in Taiwan, including 2 foreign nationals. Additionally, CGA locally hires 14 employees in the United States, accounting for 2% of the total workforce. This category includes Taiwan subsidiary, and excluding overseas investment affiliates.

In order to provide employment opportunities to disadvantaged individuals, 10 people with disabilities in 2025, representing 1.3% of the total workforce. This percentage exceeds the minimum requirement of 1% set by the People with Disabilities Rights Protection Act.

Male
679 people
90%

Female
88 people
11%

Average age

years old

Average tenure

years

Average salary

thousand

Median

thousand

Education higher than technical colleges

Talent Recruitment and Employment

To fill vacancies or expand teams based on business needs, organizational planning, or personnel turnover, China General Plastics Corporation (CGPC) prioritizes internal recruitment and job rotation within the group before seeking external candidates. External recruitment is conducted through channels such as job banks and public employment service stations. Notably, vacancies at the Toufen or Kaohsiung plants strictly prioritize local community talent, providing employment opportunities to give back to the local community. All labor conditions established between CGPC and its employees comply with local laws and regulations, including minimum wage, working hours, overtime pay, labor insurance, national health insurance, and severance/retirement payouts, alongside the provision of group insurance and comprehensive employee benefits.

In response to technological advancements and efficiency upgrades, the plants continuously phase out old equipment and renew facilities, creating a demand for personnel with relevant academic backgrounds and operational skills. Recruitment in 2025 used retirement rates as a benchmark for corresponding workforce replenishment, targeting university and graduate school holders as the primary candidates. Employees with a college degree or higher account for approximately 63% of the workforce. To ensure industrial inheritance and continuity, the company partners with academic institutions through industry-university collaboration programs to cultivate specialized talent.

New hires statistics table in the past three years (Unit: number of people)

Male
Female

21-30 years old

31-40 years old

41-50 years old

51-60 years old

Over 60 years old

2023

21-30 years old

31-40 years old

41-50 years old

51-60 years old

Over 60 years old

2024

21-30 years old

31-40 years old

41-50 years old

51-60 years old

Over 60 years old

2025

Talent turnover

In 2025, a total of 50 employees left China General Plastics Corporation (CGPC), excluding instances of retirement, death, or contract expirations. This represents a turnover rate of 6.52% (calculated as the number of separations divided by the total number of employees at the end of the reporting year).

Influenced by recent cyclical fluctuations in the petrochemical industry and heightened competition in the talent market, some employees have sought alternative career trajectories and compensation structures, leading to a noticeable increase in the overall turnover rate compared to previous years.

To enhance talent retention and organizational stability, the company continues to advance several retention initiatives. These include optimizing compensation and benefits packages, strengthening employee training and career development opportunities, and improving working environments and communication channels to bolster employee engagement and workplace satisfaction. Accounting for industry cycles and shifts in the labor market, the company has reviewed and adjusted its turnover rate management targets for the 2026–2030 period.

Employee Turnover Rate in the past three years by Gender and Age (Unit: %)

Male Ratio (%)
Female Ratio (%)

Under 30 years old

31-50 years old

Over 51 years old

Turnover breakdown by Gender

2023.

Under 30 years old

31-50 years old

Over 51 years old

Turnover breakdown by Gender

2024

Under 30 years old

31-50 years old

Over 51 years old

Turnover breakdown by Gender

2025

Salary and welfare

The CGPC salary system takes into consideration employees' educational background, specialization, technical expertise, and tenure experience. It ensures that there are no discrepancies based on gender, religion, race, political party affiliation, and other factors. In addition to the base salary, employees are entitled to receive performance bonuses, allowances for their positions, transportation, shift rotation, and other related benefits. They can also receive full-attendance bonuses, overtime pay, fixed bonuses, and year-end bonuses. (Please refer to our official website: Salary and benefits, Retirement system, Employee grievance channels).

Due to the nature of the petrochemical industry, our production lines primarily consist of labor-intensive roles, which leads to minor variations in our remuneration structures across different positions. To maintain a stable workforce and retain top talent, we execute an annual salary review that accounts for the Consumer Price Index (CPI) and individual performance evaluations. Furthermore, the company participates in annual petrochemical industry salary surveys to benchmark market wage standards and plan appropriate salary adjustments. In 2025, employees received an average salary increase of approximately 3.23%. Special merit-based salary adjustments are also awarded to outstanding performers with exceptional achievements to ensure our compensation packages remain highly competitive within the market.

Friendly Workplace

Diverse, Equitable, and Inclusive.

We are committed to creating a friendly workplace where everyone can reach their full potential by respecting diverse genders, ages, and cultures.

We foster a diverse environment by embracing individuals from various backgrounds, races, genders, sexual orientations, abilities, and perspectives. We provide equal opportunities and treatment to all employees in a fair and inclusive manner to bridge the gap between different groups, ensuring that every employee is respected and accepted, and can fully participate and contribute. We continuously promote gender equality policies and prevent workplace harassment through education and training, striving to provide our employees with a dignified and friendly work environment.

We implemented maternal and infant protection measures, we designated parking spaces for pregnant women at CGPC Main Plant, and conducted risk assessments and prevention measures for workplace harassment, as well as friendly environment review meetings. (Please see the Human Rights Policy and Management Program webpage)

Welfare of health care

We have annual physical check-ups for all the employees and also equipped with fitness equipment and shower facilities in the head office, while each factory site is staffed with qualified nurses who provide healthcare and medical assistance to employees. Female employees are entitled to menstrual leave and are provided with dedicated spaces for breastfeeding. CGPC also collaborates with childcare and educational institutions to offer childcare services.

CGPC Main Plant provides dormitories for local employees, both single and for those with dependents, to accommodate long-term residence. The dormitory area is equipped with recreational facilities such as a basketball court, a table tennis room, and a lounge. Additionally, we also has dormitories for foreign workers, which are managed by dedicated personnel and include facilities such as a sports field and an entertainment room.

In response to the government's active promotion of fertility incentive measures and to fulfill our corporate social responsibility, the Group has implemented employee fertility subsidies. Under this scheme, employees or their spouses are eligible for a subsidy of NT$10,000 per child. If both the husband and wife are employed by the Group, they can individually apply for the subsidy. Additionally, employees can apply for parental leave at any time before the child reaches 3 years old, with a maximum leave duration of 2 years.

CGPC employees applied for parental leave in 2025

Item
Male
Female
Total

Annual Status
Number of people who are entitled to parental leave in the current year

47

6

53

Actual number of people who used parental leave without pay in the current year

4

1

5

Reinstated Status
A) Number of people who should be reinstated after the parental leave of absence without pay and were reinstated in the current year

3

1

4

B) Number of people who should be reinstated after the parental leave of absence without pay

3

1

4

Reinstatement = A/B

100%

100%

100%

Retention Status
C) Number of people still employed 12 months after reinstatement in the previous year

1

1

2

D) Actual number of people reinstated in the previous year

2

1

3

Retention rate =C/D

50%

100%

67%

Employee Welfare

Our company's employee compensation system, as stipulated in our Articles of Association, stipulates that "employee compensation shall not be less than 1% of the annual profit. However, in the event of accumulated losses, an amount shall be reserved in advance to compensate for them." Furthermore, our company pays employees monthly performance bonuses, calculated based on the monthly sales, gross profit, accounts receivable, productivity, yield, and unit energy consumption.

Events and Festivals

2025 Vinyl Chain Event Highlights
Lunar New Year Gathering、Annual Year-End Party、Mid-Autumn Festival Gala
Birthday Celebrations、International Women's Day Luncheon (Linyuan Plant)、
Senior Employee Recognition、Model Worker Awards

Chinese New Year group greeting ceremony
Year-end dinner party
Mid-Autumn Festival party

Birthday party
Women’s Day Banquet at the Linyuan Plant

Recognition of Senior Workers
Recognition of Model Workers

Improving the working environment and fostering cohesion

In order to make life better, The Company thanks every colleague for their efforts and lets us move towards the future hand in hand.
Since its founding in 1964, China General Plastics Corporation (CGPC) has cultivated a profound corporate culture through decades of steady and robust operations. To provide our team members with a superior workplace, the company continuously enhances overall plant environments and equipment planning. We are dedicated to building a safe, healthy, and genuinely warm workplace environment, demonstrating our unwavering commitment to employee well-being.

TVCM Linyuan Plant
Improvement Project: Renovation of Quality Control Testing Room (including Exhaust System)

CGPCP Linyuan Plant
Improvement Project: SILO ACD Bulk Packaging

Improvement benefits, impact and summary description

We continues to invest in workplace environmental improvements and equipment safety optimization. In 2025, we completed the upgrade of the QC Testing House at TVCM’s Linyuan Plant and the safety improvement project for the jumbo bag packing machine at TTC’s Linyuan Plant. Through equipment modernization and the enhancement of safety protective installations, these initiatives have effectively mitigated operational risks while elevating both task safety and the overall quality of the working environment.

Human rights and protection

In order to fulfill our corporate social responsibility and ensure human rights, we have formulated human rights policies applicable to our company and related entities of USI Corporation. These policies refer to internationally recognized human rights standards, such as the International Bill of Rights and the International Labor Organization's Declaration on Fundamental Principles and Rights at Work. The objective of these policies is to eliminate any violations and infringements of human rights in the workplace, and to ensure fair and dignified treatment of our employees.

Human Rights Management Achievements

No significant violations have been reported this year. For detailed human rights policies, management plans, and training content, please refer to our company website.
According to the Company’s Human Rights Policy Implementation Plan, a total of 14 human rights issues were identified through risk assessment and included in this year’s agenda. Among them, 9 items were classified as key human rights management issues (please click the link to view).
Following the implementation of mitigation and impact compensation measures, there were no major regulatory violations recorded this year. Human rights-related training reached a total of 4,457 participants, accumulating 11,170 training hours. For detailed disclosures, please refer to the company website. Information regarding personal data protection can also be found on our official website.

Mitigation and Compensation Measures for Human Rights Management

Issue	Mitigation measures	Compensation Measures	Actual Risk Occurrence Rate(%)	Implementa-tion rate of impact reme-diation (%)	Results
Excessive working hours	1. The company complies with labor laws regarding working hours, conducts regular compliance reviews of company regulations, and ensures proper implementation. 2. Employee attendance is accurately recorded through the attendance and overtime management system. 3. The system sends daily reminders when clock-in or clock-out times exceed normal limits. These reminders inform employees of standard working hours and extended work regulations, and confirm whether late departures constitute overtime. If overtime is confirmed, employees may choose between receiving overtime pay or compensatory leave. 4. Each unit’s overtime situation is reviewed on a regular basis. 5. The company promotes digitalized operations and smart production across the group to simplify administrative processes. 6. Professional training courses are continuously offered, and generative AI training projects are introduced to enhance employee skills and improve office efficiency.	1. If employees work overtime, overtime pay is provided in accordance with the law. 2. The company monitors employees’ workloads and reasons for overtime, actively improving and optimizing processes to help enhance work efficiency. 3. Employees with excessively long working hours are included in the abnormal workload identification and risk assessment list. Regular health checks are conducted, and related operations and staffing are adjusted as appropriate.	0.80%	100%	The system verifies the reasons for overtime on a daily basis. For actual cases of excessive working hours, appropriate compensation measures are applied, with employees receiving either overtime pay or compensatory leave. In addition, related operations and staffing arrangements are adjusted as necessary to mitigate the impact of prolonged working hours.
Occupa-tional Safety Manage-ment	1. To safeguard employee health and safety and prevent occupational accidents, the company regularly monitors the workplace environment (such as conducting occupational environment inspections and certifications) to ensure workplace safety. 2. Regular quality inspections are conducted on drinking water, carbon dioxide levels, lighting, and fire safety equipment at the workplace. 3. Occupational safety and health education training is regularly provided to employees, enhancing their awareness of hazard identification. 4. Internal communications are periodically issued to strengthen occupational safety promotion. 5. The company and its subsidiaries, TVCM and CGPCP, have emented the international occupational safety and health management system ISO 45001 and successfully passed third-party verification by BSI. 6. In addition to providing a safe and healthy working environment in compliance with legal requirements, the company has established a dedicated occupational safety and health unit and committee, employs professional physicians and nurses, and regularly conducts safety, health, and fire safety training. Necessary preventive measures are taken to avoid occupational accidents and reduce workplace hazards. 7. The company continues to offer occupational safety and health training courses and has introduced generative AI tools to assist in office safety management, thereby improving overall workplace efficiency and compliance.	1. Activate the “Emergency Response and Care Mechanism.” 2. Ensure that affected individuals receive immediate medical assistance, and implement subsequent compensation and recovery measures. 3. Impact compensation measures (distinguishing between employees and contractors): For accident victims, compensation and care actions are taken according to their identity. 4. Follow-up improvement and systemic prevention plans: The occurrence of accidents serves as an opportunity for system improvement. Based on the statistical trends of 2025, the company has initiated the following improvement programs: Root Cause Analysis and Engineering Control: Conduct RCA (Root Cause Analysis) and enhance equipment. Safety Culture and Behavior Management: Include “major occupational accident records” as a key indicator in contractors’ annual evaluations. Outstanding performers are rewarded with contract renewals, while serious violators are blacklisted or have contracts terminated. Enhanced Risk Identification Training: Standardize “Toolbox Meetings (TBT),” requiring hazard communication before each task (e.g., elevated work, confined spaces), and mandate the use of appropriate PPE. Digital Monitoring and Early Warning (Technology):Install AI image recognition systems in key plants to provide real-time alerts for unsafe behaviors such as not wearing helmets, entering hazardous areas, or failing to secure tools.	0.40%	100%	Zero occupational accidents i s th e Gr o u p ’ s p o l i cy . A total of 6 disabling injury accidents occurred in 2025. (4 involving employees and 2 involving contractors). The company has comple ted 100% of the compensation p r o c e d u r e s , a n d t h e implementation rate of all improvement measures has also reached 100%.

Employee satisfaction

Since 2025, CGPC has conducted an annual employee survey report. In July - August 2025, the Human Resources Department of USIG carried out an employee opinion survey across all group companies. The survey covered eight dimensions: supervisors, compensation, colleagues, work, development, corporate culture, sustainability, and organizational commitment, as summarized in the table below.

Company
CGPC
CGPCP
TVCM
GGTC

Scope
Company-wide Employee Survey (covering Employee Satisfaction and Employee Engagement)

Dimensions and Sample Questions
Supervisors, Compensation, Colleagues, Work, Development, Corporate Culture, Sustainability, Organizational Commitment, Eight major dimensions, comprising 28 sub-dimensions, with a total of 60 questions.

Survey Participants
477 employees
37 employees
147 employees
24 employees

Total Survey Participants
685 employees

Response Rate (%)
Employee Response Rate 80%
Worker Response Rate 34%
Employee Response Rate 100%
Worker Response Rate 90%
Employee Response Rate 81%
Worker Response Rate 58%
Employee Response Rate 93%
Worker Response Rate 90%

Overall Satisfaction
(Note 1)
• Employee：4.38分
• Worker：4.10分
• All Employees：4.28分
• Employee：4.52分
• Worker：4.38分
• All Employees：4.45分
• Employee：4.43分
• Worker：4.46分
• All Employees：4.45分
• Employee：3.25分
• Worker：4.24分
• All Employees：3.72分

Improvement Plan
Improvement Measures and Continuous Optimization

1.

Focus on the market competitiveness of the salary structure by benchmarking against leading companies’ pay levels, strengthening position evaluation, professional skills, and work performance factors to optimize the compensation system, thereby enhancing both internal fairness and external competitiveness.

2.

Introduce an Employee Assistance Program (EAP) to improve colleagues’ physical and mental well-being.

3.

Strengthen the training quality system and promote skill reengineering to foster joint development of talent and the organization.

4.

Develop key talent and build succession pipelines, while optimizing performance management and promotion mechanisms.

5.

Clearly communicate the company’s vision, mission, and values during major corporate events, meetings at all levels, and training programs, and concretely implement them in company policies and regulations.

Note 1: Minimum score is 1, maximum score is 6.

Performance evaluation

We conduct employee performance appraisal in January every year, hoping that it can help employees‘ personal development, as well as the Company’s human resources and skills management. The personnel to be evaluated do not include foreign workers and fixed-contract personnel. In 2025, as high as 98% of CGPC employees accepted performance appraisal.