Talent Attraction and Retention

Innolux’s goal is to employ qualified personnel to facilitate the overall business performance. The company cares about diversity and equal opportunities. Innolux does not tolerate employment discrimination based on race, skin color, age, gender, sexual orientation, ethnicity, disability, pregnancy, religion, political affiliation, union membership, and marital status or otherwise.
External Talent Attraction
 
  • ●Physical recruitment is implemented through the “Campus Cultivation Program”, including campus recruitment, R&D substitute military service, and internships. In 2019, we organized campus recruitments in nine universities, such as NTU, NCKU, NTHU, and NCTU, received 3,600 CVs, matched 10 draftees for R&D substitute military service, and accepted 5 draftees released from other enterprises.
  • ●Social medial recruitment is implemented through platforms likeLinkedin, Facebook, and Line@ and the Innolux HR Recruitment website for e-recruitment. In 2019, we recruited about 700 outstanding indirect laborers.
  • ●Innolux Line@ Account: We offer Line points to applicants after filling in the CV and maintain one-on-one interaction with them to draw the attention and win the preference of jobseekers.
  • ●Collaboration with TVET schools in southern Taiwan and Kunshan for developing long-term and stable talent sources. Introduction of the “advance hiring scheme” for qualified interns to work at Innolux after graduation.
 
Internal Talent Circulation
 
  • ●Job Opening Matchmaking Platform: By matching internal talents with the duty requirements, the platform helps match the right person with the right job.
  • ●Internal Vacancy Posting: By posting vacancies in real time, we provide employees with more opportunities for career development and learning to promote internal talent circulation and achieve talent retention.

Retention Efforts
 
  • ●Right at the interview and guidance, we state the job contents to interviewees and understand their mental and physical conditions to reduce resignation due to inadaptability to the work environment after arrival.
  • ●After employment, we help employees quickly understand their job contents through internal education and training to enhance their identification with the corporate culture.
  • ●For senior employees, we advise them to try job rotation as career planning to reduce job fatigue of employees.
  • ●We gather recommendations from interviews with resigned employees for internal reference to reduce the employee turnover rate.
  • ●We proactively care about employees who will finish their leave without pay and ask for their interest in returning to work to reduce their adaptability problems after returning to work. As result, our retention rate is up 80%.
 
Employment of Disabled Workers

We firmly believe that “giving a man a fish and you feed him for a day, while teaching a man to fish and you feed him for a lifetime”. Therefore, employing disabled people is the best way to support them. In consideration of the differences in physical condition of the disabled, we provide them with suitable jobs to ensure that their contributions are as valuable as any other employees. We also arrange accessible work environments for disabled employees through improvement of site services and facilities (dormitories) to enhance their job satisfaction and organizational commitment.
 
Human resources analysis

Workforce Structure 2019
 
Site Item Intermediate Management Professionals Clerks Technicians Total Proportion of Local Supervisors
Junior Intermediate Senior
Taiwan Aged <30 Female 0 0 0 273 36 3,067 3,376 99.84%
Male 2 0 0 919 6 1,569 2,496
Aged 30-50 Female 205 14 1 1,164 777 7,882 10,043
Male 1,307 151 2 5,288 160 6,196 13,104
Aged >50 Female 18 5 0 34 17 179 253
Male 125 105 16 195 10 62 513
Total 1,657 275 19 7,873 1,006 18,955 29,785
Proportion 5.56% 0.92% 0.06% 26.43% 3.38% 63.64% 100%
China Aged <30 Female 7 0 0 268 98 3,927 4,300 85.70%
Male 19 0 0 876 16 9,259 10,170
Aged 30-50 Female 238 1 0 520 225 3,553 4,537
Male 501 5 0 1,132 47 4,820 6,505
Aged >50 Female 1 0 0 0 0 13 14
Male 7 0 0 5 7 22 41
Total 773 6 0 2,801 393 21,594 25,567
Proportion 3.02% 0.02% 0% 10.96% 1.54% 84.46% 100%
  • Data closing date: Active workforce by December 31, 2019
  • Definitions:
    Management Personnel: Junior management personnel are assistant managers and managers; intermediate management personnel are plant directors (headquarters and branches); and senior management personnel are heads of business units and centers.
  • Local Supervisors in Taiwan are supervisors of ROC nationality. Local Supervisors in China are supervisors of  PRC nationality. Senior management personnel in PRC are all expatriated from Taiwan.
 
Employee Types 2019
 
Taiwan Site Direct Labor Indirect Labor Contract Labor (including foreign worker) Intern Total
Female Male Female Male Female Male Female Male
Number 8,838 15,065 0 0 4,834 1,037 0 11 29,785
Total 23,903 0 5,871 11 29,785
Percentage in Total Employees 80.25% 0% 19.71% 0.04% 100%
 
 
China Site Direct Labor Indirect Labor Outsourcing Intern Total
Female Male Female Male Female Male Female Male
NGB 2,940 6,476 230 914 0 0 0 0 10,560
FS 2,657 5,498 0 0 0 0 0 0 8,155
NJ 1,602 2,479 247 749 0 0 0 0 5,077
SH 1,137 578 38 22 0 0 0 0 1,775
Total 23,367 2,200 0 0 25,567
Percentage in Total Employees 91.40% 8.60% 0% 0% 100%
  • Data closing date: Active workforce by December 31, 2019
 
Proportion of Female Employees
 
Item Y2016 Y2017 Y2018 Y2019
All Employees 41.45% 41.63% 40.43% 40.69%
Senior Management 0.00% 0.00% 0.00% 5.26%
Intermediate Management 17.44% 17.74% 17.87% 17.95%
Junior Management 16.87% 17.01% 19.14% 19.30%
Sales Managers 33.30% 35.14% 33.33% 35.71%
  • The statistics cover all female employees in Taiwan and China.
  • Defections:
    All Employees: All female employees.
    Senior Management: Female supervisors at two levels below the CEO.
    Intermediate Management: All female intermediate management personnel.
    Junior Management: All female junior management personnel.
    Sales Managers: All female sales managers.
 
Total Turnover Rate (by gender)
 
Item Y2016 Y2017 Y2018 Y2019
Taiwan Female 0.42% 0.45% 0.48% 0.60%
Male 0.37% 0.39% 0.59% 0.53%
China Female 1.20% 0.88% 2.52% 2.46%
Male 2.72% 2.00% 6.03% 6.38%
Total 4.71% 3.72% 9.62% 9.97%
  • The turnover rate covers voluntary resignations.
  • Calculation
    Taiwan: {Number of Turnovers in Taiwan/ [Beginning Number of Employees in Taiwan + Year-End Number of Employees in Taiwan]/2]} /12*100%
  • China: {Number of Turnovers in China/ [Beginning Number of Employees in China + Year-End Number of Employees in China]/2]} /12*100%
     
 
Total Turnover Rate (by age)
 
Item Y2016 Y2017 Y2018 Y2019
Taiwan Aged <30 0.39% 0.43% 0.47% 0.48%
Aged 30-50 0.40% 0.41% 0.60% 0.64%
Aged >50 0% 0% 0.00% 0.01%
China Aged <30 3.33% 2.45% 7.00% 6.89%
Aged 30-50 0.59% 0.43% 1.55% 1.95%
Aged >50 0% 0% 0.00% 0.002%
Total 4.71% 3.72% 9.62% 9.97%
  • The turnover rate covers voluntary resignations.
  • Calculation
  • Taiwan: {Number of Turnovers in Taiwan/ [Beginning Number of Employees in Taiwan + Year-End Number of Employees in Taiwan]/2]} /12*100%
    China: {Number of Turnovers in China/ [Beginning Number of Employees in China + Year-End Number of Employees in China]/2]} /12*100%
     
 
Disability Care
 
Item Y2016 Y2017 Y2018 Y2019
Taiwan Site 405 383 345 318
China Site 541 615 534 485
Total 946 998 879 803