Human Capital Management
Human Capital Management
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Human Capital Management
Employees are not only the long-term capital of the Company, but also the foundation stone of the innovation. We are committed to providing employees with a good work environment and reviewing and moderating the employee management rules on a regular basis with reference to the regulations at the region where the Company is located and the operation status of the Company, in the hope to ensure effective improvement of the work efficiency by providing good work conditions and atmosphere. We have a well-established training system and are dedicated to the improvement of the talent retention rate in order to strengthen the competitiveness of the Company in the industry.
Employment principles
Qisda prioritizes hiring local workers in its recruitment process and is committed to developing diverse channel projects.There is no discrimination based on race, religion, color, nationality, gender, or other factors, and child labor is strictly prohibited. We hopes to manage the turnover intentions of the employees effectively. When an employee submits a resignation letter, the immediate supervisor will be promptly notified and arrange a meeting to understand the reasons for leaving and attempt to retain an employee.
Due to factors such as economic fluctuations and environmental changes, a healthy turnover rate ensures Qisda a continuous flow of new talents. The voluntary turnover rate of Qisda in Taiwan was 9.2%. In China, due to the specific local domestic labor market conditions, the turnover rate is generally higher, especially among direct employees.
Talent Development
With Qisda Academy as the foundation, the training system is structured with four academies that are divided into "the School of Professional Competence","the School of Learning and Growth","the School of Innovation and Continuous Improvement ","the School of Leadership and Management." To provide employees with more real-time learning resources, we have established the online e-learning platform and knowledge sharing platform. In addition to physical courses, employees can participate in online courses for knowledge learning through these platforms. Since 2019, the Company has advocated mobile learning, increased the proportion of digital courses and developed the learning APP; therefore, the employees can utilize spare time to learn with their mobile phones. As of the end of 2025, the digital courses have made up 80% of our overall training.
As shown in the following chart, the four schools cover different training programs. The “School of Professional Competence” designs related training programs in consideration of the difference between the functions of the Company to improve the professional capabilities of the employees. The “School of Learning and Growth” covers a complete set of training programs for new employees and internal instructors. It also provides the “in University Program” in line with the industry–academia collaboration projects of the government to offer the employees with more choices in the self-development, credit program, certificate program and professional program.
| Category | Group | Average Training Hours Per Person | ||||
|---|---|---|---|---|---|---|
Taiwan | Suzhou, China | Vietnam | Japan | USA | ||
| Gender | Male | 51 | 24.6 | 11.8 | 3.6 | 0.0 |
| Female | 45.6 | 22.4 | 11 | 6.6 | 0.0 | |
| Employee Category | Direct Labor (DL) | 28.7 | 23.4 | 10.8 | N/A | N/A |
| Indirect Labor (IDL) | 53.1 | 26.3 | 23.3 | 4.8 | 0.0 | |
| Direct Labor (DL) | Male | 26.2 | 24 | 11.4 | N/A | N/A |
| Female | 30 | 22.1 | 9.9 | N/A | N/A | |
| Indirect Labor (IDL) | Male | 53.7 | 28.4 | 20.7 | 3.6 | 0.0 |
| Female | 51.7 | 23.8 | 27.2 | 6.6 | 0.0 | |
| Job Level | Management | 46.7 | 20.9 | 20.2 | 1.8 | 0.0 |
| Non-Management | 49.5 | 23.9 | 11.4 | 5.3 | 0.0 | |
| Age Range | < 30 | 54.2 | 25.4 | 11.2 | 0.0 | 0.0 |
| 30-50 | 50.5 | 23.2 | 11.9 | 4.4 | 0.0 | |
| > 50 | 41.9 | 14.6 | 11.6 | 5.1 | 0.0 | |
| Management | Male | 44.3 | 20 | 18.6 | 3.5 | 0.0 |
| Female | 59.1 | 22.7 | 27.6 | 0.0 | 0.0 | |
| Non-Management | Male | 53.6 | 24.8 | 11.7 | 3.6 | 0.0 |
| Female | 44.3 | 22.4 | 10.8 | 8.3 | 0.0 | |
| Training Type | Comprehensive Skills Training | 35.5 | 16.8 | 9.5 | 1.6 | 0.0 |
| Job-Specific Professional Skills Training | 13.9 | 15.9 | 2.1 | N/A | N/A | |
| Average training hours of all employees | 24.3 | |||||
| Average training hours of all IDLs | 41.1 | |||||
| Average training hours of all DLs | 18.9 | |||||
| Average Cost of Training (NTD) | 9,819 | |||||
Achievements of Employee Focused Training Program
AI Application Capability Enhancement Plan
AI Capability Development: Enhancing digital application skills has always been a key training program for Qisda. In response to the arrival of the AI era, we have been gradually building a digital learning ecosystem since 2022 to drive the transformation of our organizational digital culture. Starting in 2023, we introduced AI applications to enable employees to enhance productivity through AI tools.
As of the end of 2025, digital courses accounted for 80% of the Company's overall training courses, helping colleagues master the application of AI tools and learn how to use AI for data forecasting and process automation. Through practical case analyses and project practices, we aim to improve the ability to solve real-world problems using AI tools.
In response to the rapid advancement of artificial intelligence and its profound impact on business operations and work models, the Company fully launched the "AI Learning New Era" initiative in 2025 as a key strategy to continue and further deepen its existing achievements in AI talent development. The program focuses on enhancing employees' practical application of AI tools, promoting the integration of AI technologies into daily work and process improvement, and further strengthening the organization's overall operational efficiency and competitiveness.
The annual AI courses totaled 29 hours across 23 courses, engaging 3,429 participants. With an overall satisfaction score of 4.5, participants indicated strong learning outcomes and value.
Following the courses, 184 AI-driven process improvement (CIP) projects were implemented, achieving over 80% efficiency improvement, and generating tangible and intangible business benefits of approximately NT$230 million for the Company. In 2025, AI-related applications accounted for 65% of CIP projects, successfully driving process automation and operational optimization.
Green Talent Development for Industry Transformation in Response to Climate Change
Since 2010, Qisda has integrated green design elements into the product research and development design process. This not only focuses on continuously improving the annual revenue contribution of sustainable products in relation to high-level sustainable performance indicators but also includes green talent training for R&D personnel. Through education and training, we have established internal instructors to regularly conduct general courses on green product design, covering topics such as life cycle concepts, life cycle thinking applications, green product redesign, and green product structures and elements.
For senior R&D engineers, specialized advanced courses are offered according to the needs of each business unit or project, including interpretation of international standards, life cycle inventory and assessment, eco-design, design methodologies, product teardown analysis, and software platform applications. Concepts such as circular economy and the use of recycled materials are also incorporated into the curriculum. At the management level, Qisda regularly organizes green product management courses for R&D executives.
Qisda also extended product carbon footprint training to its suppliers, commissioning the Industrial Technology Research Institute (ITRI) to conduct two online training sessions, with a total of 113 suppliers participating. In 2025, Qisda further engaged 20 suppliers in collecting primary emission factors or activity data for panels, plastics, and PCB boards, while developing their capability to independently estimate product carbon footprints. In the past four years, Qisda invested an average amount of more than 2% of its revenue in product innovation and R&D every year and established the“Regulations for Rewarding Employees with Patents.”
In 2025, Qisda filed 56 high-quality patent applications. As of the end of 2025, the cumulative number of valid patents in various countries totaled 1,312. In terms of green product performance, 82.5% of monitor shipments met Energy Star energy consumption requirements, while newly developed projector products achieved a 7.1% improvement in energy efficiency.
The benefits of implementing a circular economy are gradually becoming evident. For a major display customer, the target for new models launched in 2025 was to use at least 85% recycled plastic in the housing, and this target was successfully achieved. In 2025, Qisda procured a total of 12,508 metric tons of recycled plastic and metal materials. Compared with the use of virgin materials, this is estimated to reduce 26,514 tCO₂e. In addition, products certified with the Energy Star environmental label accounted for 62.29% of total product revenue. In the customer satisfaction survey, the average satisfaction score for Qisda’s various product lines in 2025 was 94 points.
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