ITRI employees are provided with diverse benefits and care that exceed legal requirements. Through a rigorous and transparent performance management system, comprehensive retirement protection, and a holistic reward and benefit design, ITRI creates a work environment that promotes balanced physical and mental development and is flexible and friendly for employees. This aims to enhance employees' identification with and cohesion to the organization, continuously attract and retain excellent talent, and support ITRI's sustainable development. 

Compensation and Performance

To ensure competitive and fair compensation, and attract and retain talent, ITRI has established a rigorous salary policy. In detail, based on job responsibilities and performance, ITRI offers above-average industry salaries, higher starting wages for new employees, and flexible pay for professionals. Remuneration for key talent, specific technical fields, or salary compression may also be adjusted as needed.

Furthermore, various awards are offered to employees who exemplify ITRI's core values with outstanding performance: Outstanding Research Award, Industrialization Contribution Award, Service Excellence Award, Quality Excellence Award, Annual Thesis Award, Patent Rewards, Immediate Rewards, and Senior Service Award. These incentives aim to encourage continuous personal improvement and value creation among staff.

Female-to-Male Remuneration Ratio

Notes:

1. This table includes full-time employees who have been employed for more than 1 year at both domestic and international service locations.
2. The gender distribution of ITRI employees varies across job attributes, fields, and years of service, resulting in slight disparities in salary ratios.
3. The remuneration ratio is calculated based on employees' base salaries and bonuses.
4. Senior executive refers to deputies (and above) in functional supervisor roles in labs and centers. Junior/middle management refers to the first and second-level functional supervisors and their deputies in labs and centers. Business supervisors are non-functional managers. Frontline staff refers to general employees.

Compensation and Performance

To ensure competitive and fair compensation, and attract and retain talent, ITRI has established a rigorous salary policy. In detail, based on job responsibilities and performance, ITRI offers above-average industry salaries, higher starting wages for new employees, and flexible pay for professionals. Remuneration for key talent, specific technical fields, or salary compression may also be adjusted as needed.

Furthermore, various awards are offered to employees who exemplify ITRI's core values with outstanding performance: Outstanding Research Award, Industrialization Contribution Award, Service Excellence Award, Quality Excellence Award, Annual Thesis Award, Patent Rewards, Immediate Rewards, and Senior Service Award. These incentives aim to encourage continuous personal improvement and value creation among staff.

Female-to-Male Remuneration Ratio

Notes:

1. This table includes full-time employees who have been employed for more than 1 year at both domestic and international service locations.
2. The gender distribution of ITRI employees varies across job attributes, fields, and years of service, resulting in slight disparities in salary ratios.
3. The remuneration ratio is calculated based on employees' base salaries and bonuses.
4. Senior executive refers to deputies (and above) in functional supervisor roles in labs and centers. Junior/middle management refers to the first and second-level functional supervisors and their deputies in labs and centers. Business supervisors are non-functional managers. Frontline staff refers to general employees.

ITRI supports employee growth and development through performance goal setting and regular performance discussions, with all managerial levels receiving practical performance management training. The performance evaluations of all employees are conducted through a fair and transparent process.

Senior management is responsible for achieving sustainable development goals and fulfilling organizational commitments, with their performance assessments closely aligned with unit performance indicators. These indicators encompass significant impact (including social benefits, net-zero emission outcomes, etc.), operational performance (covering robust revenue, industry value, stakeholder contributions, etc.), and organizational development (including talent recruitment and development, risk management, etc.).

The performance evaluations of other employees are based on organizational operational objectives, with individual goals linked to unit objectives. Comprehensive assessments consider achievement of work objectives, contribution to tasks, and behavioral attitudes, alongside talent development planning to enhance employees’ skills and performance. Evaluation results are used as a basis for compensation and promotion decisions.

In 2024, excluding employees who joined during the year, were on special leave, had less than three months of service due to unpaid leave, or had other approved exceptional circumstances, 100% of eligible employees underwent regular performance evaluations. Among employees meeting promotion eligibility criteria with outstanding performance, a total of 417 employees were promoted in 2024, of which 43.88% were female, demonstrating that female employees have equal and accessible opportunities for career advancement and development within ITRI. 

ITRI provides both old and new pension systems for employees in accordance with the Labor Standards Act and the Labor Pension Act. For the old pension system, it has legally established a Supervisory Committee for the Old System Labor Retirement Reserve Fund and opened a dedicated account for the old labor pension system at the Bank of Taiwan to manage the allocation and disbursement of retirement reserves. 8% of employees' total monthly salaries are contributed to this labor retirement reserve account at the Bank of 
Taiwan every month, and its balance is calculated at the end of each year. If the balance is insufficient to cover the total estimated pension payments for employees eligible for retirement in the following year, it will be supplemented in a lump sum by the end of March of the following year. As of January 2025, the cumulative amount in the labor retirement reserve account is approximately NT$518,022,000. 

Regarding the new pension system, in addition to ITRI's monthly contributions of 8% for full-time employees and 6% for temporary employees to their individual accounts at the Bureau of Labor Insurance based on their insurance levels, employees can also voluntarily contribute between 0% and 6% of their salary. This voluntary contribution is deducted from their monthly salary and deposited into their personal new pension system accounts. In 2024, the total contribution was approximately NT$537,844,000.

To continuously implement humanitarian care and encourage engagement with social benefits, corresponding leave schemes are provided for different groups, such as special leave that exceeds legal requirements, volunteer leave, tocolysis leave and parental leave for female employees, and parental leave for male employees. These various benefits not only take care of employees but also support their responsibilities and dedication to their families.

Statistics on Applications for Unpaid Parental Leave and Family Care Leave

The Institute actively implements measures to attract and retain outstanding professionals, thereby enhancing organizational competitiveness. We have established fair compensation and promotion programs to reduce employee turnover. Exit interviews are conducted with all departing employees; if individual needs arise, the Office of Human Resources provides consultation or assistance related to physical and mental well-being, employment, and training. The insights gained from these interviews serve as valuable references for talent retention and system optimization. In 2024, the voluntary turnover rate was 5.10%. In addition, to further promote talent growth and internal mobility, managers are encouraged to engage in career development dialogues with employees and assist them in setting personal development plans. This approach fosters cross-functional rotations within the organization. In 2024, the internal mobility reached a total of 1,104 rotations.

The Institute also provides training programs tailored to different career stages. For example, "Career Exploration" seminars are offered to new graduates entering the workforce, while "Life's Second Act" workshops are designed for employees preparing for retirement, helping them adapt financially, mentally, and socially. In addition, depending on business needs and through mutual agreement, retired employees may be re-engaged to provide professional guidance and mentorship, fostering intergenerational co-creation.

Employee Turnover Statistics

Notes:

1. Employee Turnover Rate = total number of resignations for the year/total number of employees for the year; the total number of employees for the year = (number of employees at the beginning of the year + number of employees at the end of the year)/2.
2. Involuntary turnover: Refers to resignations due to retirement (148 people), layoffs/dismissal (14 people), technology transfer (23 people), and death (6 people). In 2024, the number of involuntary resignations was 191, with a rate of 2.96%.
3. This table includes employees on unpaid leave as well as employees from both domestic and international