Employee Empowerment
Employee Structure
Uni-President Asset Management is committed to fostering a diverse, equitable, and inclusive (DEI) workplace environment, viewing diversity and inclusion as a cornerstone of corporate sustainable development and talent management. In 2025, the Company had a total workforce of 236 employees, with male and female employees accounting for 40.25% and 59.75% of the total workforce, respectively. The management team comprised 20 employees, with male and female employees accounting for 45% and 55%, respectively.
The Company continues to promote gender equality, eliminate discrimination and the glass ceiling, and ensure that all employees can demonstrate their professional capabilities and continue to grow in a fair environment. We also actively recruit employees with disabilities, with a total of 4employees with disabilities hired in 2025, representing an increase of 1 employee from the previous year. This reflects our commitment to providing healthy competition and equitable development opportunities, while safeguarding the employment rights of individuals with disabilities, promoting workplace diversity and inclusion, and fostering a work environment that respects differences and supports one another.
| Item | Male | Female |
|---|---|---|
| Overall employee gender ratio (%) | 40.25% | 59.75% |
| Gender ratio of non-management employees (%) | 39.81% | 60.19% |
| Gender ratio of management employeesNote (%) | 45% | 55% |
Note: Management is defined as the Chairman, President, and department heads.
All employees of the Company are on permanent contracts. The total number of employees in 2025 was 236, representing an increase of 26 employees from the end of 2024. This growth was primarily driven by rapid business expansion, the Company’s comprehensive employee benefits system, and attractive talent development environment, which successfully attracted outstanding talent. The Company maintains a highly stable workforce, which facilitates the accumulation and transfer of knowledge and experience, thereby ensuring the organization’s stable operations.
Talent Cultivation and Development
Uni-President Asset Management views talent development as a critical mission for corporate growth and continues to advance its sustainable finance talent development program. The Company provides regular training for directors, supervisors, senior executives, and general employees, covering new employee orientation, professional competency training, management skills training, mandatory training for financial professionals, as well as specialized courses on sustainable finance and sustainability trends. Through diverse training programs, the Company ensures employees are placed in roles that best suit their talents, thereby promoting comprehensive learning and growth. In line with fintech trends, the Company has also implemented a digital learning platform to expand learning channels and provide diversified learning resources. This initiative aims to increase course completion rates and knowledge accumulation, support employees’ career development, and achieve a win-win outcome where individual value realization aligns with corporate development.
Furthermore, the Company adopts a talent sustainability approach and allocates an education and training budget to support regular training, external further studies, and the enhancement of professional competencies. In addition to encouraging employees to enroll in business-related external courses, with the Company covering all education and training expenses in full, we have also planned training programs related to net-zero carbon emissions and sustainability development trends to cultivate sustainable development talent and promote the sustainability transition. We further encourage employees to take the basic competency test for sustainable development and provide a subsidy of NT$800 for registration fees, which helps strengthen the professional foundation for promoting sustainability strategies across all departments. As of the end of 2025, a total of 34 employees had obtained sustainability finance-related certifications (including both basic and advanced competency certifications), accounting for 14.41% of the total workforce. All ESG specialists and supervisors within the administrative unit of the Company’s Sustainable Development Promotion Team hold both basic and advanced sustainability finance competency certifications.
Education and Training Results
To ensure that all employees fully understand international sustainability development trends, enhance their relevant professional knowledge, and effectively implement the Company’s sustainability policies, the Company organizes a wide range of sustainability-related education and training programs covering topics such as information security, occupational safety and health, and anti-money laundering. In 2025, all employees participated in a total of 3,494 hours of sustainability-related training courses conducted by internal and external organizations, amounting to 1,387 attendances.
The Company places a high priority on financial friendliness and the protection of the rights and interests of vulnerable groups. We continue to conduct education and training on friendly financial services, the Convention on the Rights of Persons with Disabilities (CRPD), and fair treatment of customers to enhance the understanding of directors, senior managers, and all full-time employees regarding the needs of vulnerable groups, the principle of equal treatment, and friendly service measures, thereby strengthening the implementation of friendly financial services. In 2025, the participants in financial friendliness-related courses included directors, supervisors, and employees at all levels, achieving 100% training coverage to ensure service quality and enhance customer satisfaction.
The Company also continues to promote awareness campaigns against unlawful infringement and sexual harassment prevention, striving to create a safe, respectful, and friendly workplace environment. In 2025, in addition to posting notices to raise awareness, we also conducted 1 online training course for all employees to enhance their relevant understanding and awareness of prevention.
Education and Training Results for All Employees
| Item | 2025 | |
|---|---|---|
| Internal and External Courses | Total Training Hours (Hours) | 3,494 |
| Total Number of Participants (Persons) | 1,387 | |
| Expenses for Employee Sustainability Transition Programs in 2025Note | 306,347 | |
| Total Education and Training Expenses for 2025 (NT$) | 666,923 | |
Note: Expenses for the sustainability transition programs include subsidies for sustainability-related education and training, as well as subsidies for sustainability-related certification examinations.
Financial Friendliness Education and Training Results
| Training Type | Target | Training Hours | Number of People Trained |
|---|---|---|---|
| Fair Treatment of Customers Principles | Directors and supervisors | 37.5 | 23 |
| SITE employees | 63 | 21 | |
| All employees | 705 | 235 | |
| Diversity, Equity, and Inclusion (DEI) | Directors and supervisors | 33 | 22 |
| Trump 2.0: Global Economic and Financial Outlook and Fair Customer Treatment Trends Seminar | SITE employees | 3.5 | 1 |
| Financial Regulations and Corporate Governance | Directors and supervisors | 30 | 20 |
Talent Attraction and Retention
The Company views talent as an important foundation for sustainable development. In addition to offering competitive remuneration and benefits, we place great emphasis on creating a work environment characterized by “purity” and “fertility.” “Purity” refers to a team culture that is clean, based on mutual trust, and focused on professionalism, while “fertility” signifies the Company’s robust profitability, which enables support for employees’ long-term development and reasonable remuneration, thereby enhancing talent attraction and retention rates. To recognize the long-term service and contributions of senior employees, the Company has established a long-service award mechanism and grants commendation bonuses based on years of service. In 2025, the average employee tenure reached 9.7 years, while the turnover rate remained below 2%, demonstrating the Company’s success in talent retention.
With respect to the remuneration and benefits system, the Company has established fair and reasonable salary grading standards in accordance with its salary regulations. The salary structure includes a fixed base salary and variable pay. Variable pay covers holiday bonuses, team bonuses, employee benefit savings trusts, employee bonuses, and business performance bonuses applicable to each department, thus balancing performance incentives with long-term talent retention. The bonus portion is proposed by the President and approved by the Board of Directors, then distributed based on seniority, job responsibilities, and performance. This ensures that the remuneration system is reasonable, transparent, and aligned with the Company’s long-term development goals. Additionally, through systems such as the employee benefit savings trust, the Company supports employees in long-term financial planning and retirement preparation, continuously implementing the management philosophy of sustainable talent development.