▶️Diverse Distribution of Talent Structure          ▶️Human Rights Protection          

▶️Safety Management in Workplace

Diverse Distribution of Workforce Structure

WPG Holdings complies with the corporate "Human Rights Policy" and relevant statutory regulations to ensure equal employment opportunities and establish a fair, friendly, and inclusive workplace. WPG promotes workplace inclusion, ensuring that employers do not discriminate against job seekers or employed staff based on race, social class, language, ideology, religion, political party, ancestral native place, place of birth, gender, sexual orientation, age, marital status, appearance, facial features, disability, or past labor union membership.
WPG Holdings had a total of 4,622 full-time employees in 2025. In response to the corporate development strategy, organizational restructuring and manpower deployment were conducted, resulting in a slight decrease in workforce compared to 2024, while manpower allocation and structure remained stable in recent years. In terms of gender structure, male executives accounted for 14.9%, female executives for 7.2%, male non-executives for 37.5%, and female non-executives for 40.4%. Regarding age distribution, executives under 30 accounted for 0.1%, executives aged 30–50 for 13.8%, executives over 50 for 8.3%, non-executives under 30 for
12.2%, non-executives aged 30–50 for 57.3%, and non-executives over 50 for 8.3%. In terms of employee diversity, 14 full-time employees with disabilities were employed, representing 0.3% of the total workforce. Regarding turnover rates, there were 370 new hires in 2025, with a new hire rate of 7.91%, while 459 employees departed, resulting in a turnover rate of 9.81%.

Talent Cultivation
Upholding its "Talent Policy," WPG Holdings regards attracting, cultivating, and retaining talent as the core driving force of corporate growth. The company strictly abides by relevant laws and regulations to ensure that there is no discriminatory treatment based on diverse factors such as race, gender, sexual orientation, or religion during the recruitment and evaluation processes, thereby implementing fair competition, diversity, and inclusion.
To strengthen human capital, WPG has established a comprehensive cultivation system that provides forward-looking courses to inject innovative thinking, helping employees enhance their competencies and transitional resilience amidst industrial transformations. WPG views investing in employee career development as key to achieving the organizational vision, believing that only high-quality human capital can deliver exceptional professional services and co-create brand value.
Talent Cultivation Planning
WPG has established a tiered training system, ensuring that all colleagues possess consistent foundational competencies through general education curriculums. Professional curriculums are provided for sales and product departments to enhance market competitiveness and translate capabilities into business results. Furthermore, management curriculums are designed for executives at all levels to empower leadership, guiding the organization to respond to environmental changes and realize the vision of sustainable development.

Succession c for Key Management
Starting from 2023, a three-year initiative for the 3rd Talent Elite Development Program was launched. In its first year, the program adopted a model that combines in-depth coursework with action learning. Breaking through corporate organizational boundaries, cross-unit groupings were formed, requiring participants to propose strategic solutions for the company's key issues. Guided by professional coaches, participants reflected on their leadership traits through practical application and broke through cognitive frameworks via cross-disciplinary discussions. This initiative not only enhances personal leadership literacy but also injects innovative momentum into the organization, achieving coprosperity and growth for both individuals and enterprise.

Education and Training Program
WPG continuously builds a culture of autonomous learning, providing over 1,500 online courses covering business leadership, workplace requirements, and operational processes through the LMS (Learning Management System), supplemented by reward mechanisms to incentivize knowledge sharing. Concurrently, the Group independently develops digital content aligned with corporate culture, encompassing corporate purpose, core values, OKRs (Objectives and Key Results), digital tools, and cross-generational communication, helping employees precisely align personal development with organizational strategies.
To ensure organizational resilience, we promote in-depth training for executives and the cultivation of the succession pipeline, strengthening leaders' abilities to solve complex problems through crossgroup exchanges, action learning, and internal and external coaching mechanisms.
In 2025, the Group's investment in talent training reached NTD 29,069,764, representing a 10% growth compared to 2024. Furthermore, the overall training hours increased significantly, with the annual training hours per capita increasing by 9 hours compared to the previous year, demonstrating WPG's sustained commitment and investment in employee development.

Promoting Sustainability Training to Deepen Employees' Sustainability Knowledge
To enhance the Group's dedication towards ESG, specialized sustainability seminars are held by WPG to build a solid foundation of sustainability knowledge among all employees. Beginning in 2024 with the Greater China region as the starting point, the sustainability general education series courses were launched. In 2025, these courses were further classified as mandatory courses across the Group to continuously strengthen employees' sustainability literacy and practical capabilities. In 2025, a total of 4 training sessions were conducted, with the total number of participants reaching 4,575, and the average satisfaction score was 4.6 points (out of 5 points), reflecting high recognition of the course content among Group employees. In the future, sustainability training will continue to be promoted, and professional courses tailored to different groups will be customized and designed.

Deepening Corporate Culture and Experience Inheritance
In response to digital transformation and future market changes, behavioral indicators for the four core values of "Teamwork, Integrity, Professionalism, and Effectiveness" have been re-examined and explicitly defined by WPG. These values are gradually internalized into corporate systems and the Employee Code of Conduct. To strengthen experience inheritance, internally developed courses are continuously promoted by the Group, establishing a curriculum system that covers three major categories: practical business operations, business leadership, and workplace skills. Currently, more than 160 online learning videos have been provided, and course instructors are all served by internal senior executives. Furthermore, after employees complete the online courses, physical training sessions are coupled, and practical exercises are conducted by internal managers to accelerate experience transfer and deepen learning effectiveness.

Compensation System
In the formulation of compensation policy, performance results and talent competency growth are balanced by WPG Holdings, ensuring fairness and transparency through institutionalized principles. In addition to emphasizing clear rewards and punishments alongside information disclosure, the overall compensation framework relies on "determining salary levels by position," "adjusting salaries based on competency," and "distributing rewards according to performance" as core operational principles, serving as the foundation for the Group's compensation management.

The Compensation Committee, jointly composed of human resources representatives from each business group under WPG Holdings, regularly reviews and evaluates the salary structures across different groups and job levels. During the compensation planning process, factors such as relevant government policies, the overall economic environment, and industry salary standards are comprehensively considered. Through localized salary surveys and analysis, employee professional capabilities and relevant experience are utilized as core considerations, serving as crucial reference points for the formulation of recruitment and salary determination systems. In 2025, the ratio of standard salary for entry-level personnel (regardless of gender) in the Taiwan region to the local minimum wage was 1.15:1, which is superior to the local basic salary standard.

Performance Appraisal Mechanism
The performance appraisal system is integrated with the PDCA cycle by WPG Holdings to ensure a rigorous management process with flexibility for dynamic adjustments.
> Performance Cycle Management:
Explicit objectives are set at the beginning of the period, progress is consistently tracked with timely recalibrations mid-term, and comprehensive appraisals are conducted at the end of the period.
> Transformation and Development Orientation:
Since introducing the performance management system in 2020, WPG has adopted the strategy of "utilizing tools to drive behavioral changes, which in turn adjust concepts and mindsets," successfully transforming performance management from being purely "evaluation-oriented" into a "development-oriented mechanism. Through digitalized systems, organizational vision and individual goals are effectively linked by WPG, ensuring employee development remains aligned with corporate strategic directions. Built-in real-time coaching and feedback functions in the system assist managers in dynamically empowering subordinates, and feedback can also be proactively requested by employees, achieving mutual and transparent communication outcomes. Relevant performance records will be converted into key reference points for talent cultivation and career development, further deepening human capital quality and enhancing overall organizational efficiency. All appraisals and promotions are based on employee professional competence and job performance as evaluation standards, without discriminatory treatment based on gender or sexual orientation. In 2025, 100% of employees in the Greater China region who met the eligibility criteria for performance evaluation completed performance appraisals.

Remuneration Transparency
At WPG Holdings, the ratio of the annual total compensation for the highest-paid individual to the median annual total compensation for all other employees (excluding the highest-paid individual) is 10.10:1; the ratio of the percentage increase in the annual total compensation for the highest-paid individual to the median percentage increase in the annual total compensation for all other employees is 1.68:1.

Diversified Benefits
A friendly and sustainable workplace environment is strived to be created by WPG Holdings. Adhering to various labor regulations, comprehensive employment protection is provided for regular full-time employees, and physical and mental care programs are designed within feasible scopes. To respond to rapidly changing work styles and enhance organizational flexibility and efficiency, a remote working system is implemented by the Group, helping employees balance job performance with life integration.
In terms of benefit planning, the Group offers a diverse array of foundational benefits to meet different employee needs, extending these benefits to dependents to foster a sense of corporate alignment and belonging. Concurrently, performance-linked benefits are gradually being constructed as institutional designs to support employees in achieving their professional goals. The Group's performance in employer branding and human resource management has also received external acclaim, including the Happy Workplace Award, the Best DEI Initiative Award, and the Employee Experience Innovation Award from the Employer Branding Institute. Furthermore, the Group was honored by HRflag with the 2025 Flag Awards for Best HR Business Partner Team, Best HR Management Team, Best HR Shared Services Center, and Best HR Management Project, as well as the 2025 Happy Enterprise Silver Award from 1111 Job Bank, and the National (Shenzhen) Outstanding Foreign-Invested Enterprise - Harmonious Labor Relations Promotion Award from the China Association of Enterprises with Foreign Investment.

Friendly Workplace Childcare Environment to Provide Family Care Support
WPG Holdings strives to create a childcare-friendly workplace environment. In addition to the establishment of the unpaid parental leave system and lactation rooms in accordance with relevant laws and regulations, friendly childcare measures are also planned to assist employees in balancing work and family needs. In the Mainland China region, regular full-time employees with children under the age of three are provided by WPG with at least 10 days of paid parental leave per child each year, and the most favorable terms are applied in accordance with local regulations to which the employees belong.

Childcare-Friendly Measures

The kindergarten for employees' children affiliated with WPG WPI Group in the Taiwan region has been operating in Nangang, Taipei for over 24 years, through which professional and stable childcare services are provided to employees and the community. Additionally, a childcare subsidy mechanism for tuition and fee reductions is established. In 2025, the total subsidy amount for the WPG kindergarten for employees' children was NTD 1,325,269. Approximately 57% of the students in the kindergarten were employees' children, and the remainder were children from the neighboring community.

The "WPG Winter and Summer Vacation Childcare Program" was promoted by the Shenzhen and Shanghai offices to assist employees in childcare needs during the winter and summer vacations. In 2025, the operating period of the childcare program reached 6 to 7 months, and the cumulative number of served person-times exceeded 1,500 , which was 5 times that of 2024.

Retirement and Employee Stock Ownership Plan
Employee retirement matters are handled by WPG Holdings in accordance with the  retirement-related laws and regulations of each operating site, and pension funds are contributed based on the local social insurance mechanism. Meanwhile, relevant assistance is continuously provided at different stages of employee careers, and information on government subsidies and employment counseling is provided upon the termination of employment relations. For the amounts of pension expenses and pension liabilities in 2025, please refer to the 2025 consolidated financial statements. To strengthen the retirement protection of employees in the Taiwan region and encourage early retirement planning, the Taiwan Region Employee Stock Ownership Association was established and placed in trust starting from 2021. Employees with one year of service can apply for membership on a voluntary basis, with a fixed amount contributed monthly up to a contribution ceiling of 8% of the fixed salary, and corresponding incentives are contributed monthly by WPG Holdings and Taiwan subsidiaries. Through this mechanism, in addition to assisting employees in establishing more comprehensive retirement planning, diversified profit-sharing methods are also provided to attract and retain talent, and to promote mutual growth between employees and the Company.