MiTAC recognizes contributions from diverse talents, hence we strive to employ local people and those who are physically and mentally impaired as the first priority. With the capacity of the people in performing the required duties as the criteria for employment, we provide diverse job opportunities without discrimination against gender, religion, race, nationality or political affiliation.

In 2022, we hired an indigenous worker and 17 employees with physical and intellectual disabilities in Taiwan Region while hiring 34 employees with physical and intellectual disabilities in mainland China. In addition, the employment policy of MiTAC explicitly states that all applicants and employees be fairly treated in recruitment, employment, development, evaluation, reward and remuneration.

Percentage of Local Talents in Managerial Positions

Percentage of Female Employees in Managerial Positions

 Diverse Learning Resources for the Creation of Environments Suitable for Talents

Since a new employee, employee in a professional position or managerial employee joins MiTAC, we have promoted the continuous learning and growth of the employee by combining the training carouses of employee career growth and corporate development planning in conjunction with diverse resources for learning, such as online learning courses, OJT, study groups, professional external training, and self-learning. We have also built an environment that is suitable for the employee to cultivate his/her capabilities, and established a bridge for employee communication. These enable each employee to leverage his/her strength, work without worries, have a long-term dedication to work and continuously contribute deeply to the development of MiTAC. In 2022, the total training hours of the employees reached 405,140 hours, with an average of 68.1 training hours per person (Note).

Note: The subjects of this disclosure are based on Taiwan and China regions for 2022.

Training New Employees to Accelerate the Integration Process

MiTAC values every new partner. We provide guidance and training on the day the new employee takes office along with a series of new hire training courses. Information with respect to the Company is included in these courses, such as our operating philosophy, organizational history, promotion of labor safety and information security, personnel rules and regulations as well as employee benefits. In each department, work instructions are provided by the unit head. He or she is also responsible for assigning counselors to assist new employees in becoming familiar with the team and the environment. By adopting multiple methods at the same time, we help new employees quickly understand and integrate themselves into the operation of the organization.

Management Competency Training for Improvement of Communication and Leadership

The managerial employees are facing more challenges in terms of management issues as trends including labor shortages in the market and cross-generational talents. We aim to assist managerial employees in enhancing their management competencies, fostering effective talent selection and suitability, and facilitating cross-generational communication and leadership for talent retention in response to the change in the labor market. To achieve this, the Company provides management training that is both practical and theoretical to enhance the managers’ awareness and confidence while providing them with skills and tools for management. Through case studies, practices and interactive sharing, we help the managers clarify management concepts and solve practical issues of the operation and leadership of their departments.

Encouragement of OffJT to assist in career development

In order to assist the employees in making career plans, the Company implements a biannual two-way discussion between the manager and the employee to make plans for the employee’s career development. In addition, the head of the unit concerned is responsible for training the employees of his/her department in professional techniques and capabilities. At the same time, MiTAC has also practiced the global job rotation system to assist its people to develop more than one professional skill as a means for long-term human resources development and strengthening the competitiveness of the Company. Furthermore, we encourage the managerial employees to enroll in on-the-job postgraduate programs and EMBA programs to refine their professional and management skills. Further to the subsidy of tuition fees, MiTAC also permits relevant personnel to take leave during study every month. Under this arrangement, related personnel can concentrate on learning.

Digital transformation and learning for the improvement of digital competitiveness

In the era of VUCA (volatility, uncertainty, complexity and ambiguity) when the business market and customer requirements are ever-changing, it is more important that the Company utilizes the power of digital technologies, optimizes the organization's operation process and seeks innovative business modes. More importantly, digital transformation has to start from the correct formation of employees' awareness and organizational culture. The Company forms a digital transformation case study group in order to let the managers work together and establish a common language for digital transformation, and further learn from the digital transformation best practices of benchmark companies.

In the periodical meeting, the managers take turns leading the study, sharing their opinions, and then discussing in groups before presentation. This allows us to explore opportunities for applying internal digital transformation, and to practice learning while conducting the strategy of improving the Company's digital competitiveness.