Human Resources and Development
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Talent Management Strategy
Recruitment
- Recruit talent with the appropriate competencies in accordance with the company's business strategy
- Monitor trends in the labor market, promote the employer brand, and make effective use of middle-aged and older talent.
Talent Utilization
- Embrace employee diversity and respect employee human rights, while ensuring equality in employment practices and compensation systems
- Establish a performance management system aligned with work objectives and publicly recognize high-performing employees.
Talent Development
- Plan education and training, job rotation programs, and continuing education subsidies according to employees’ positions and departments to enhance their professional capabilities and potential
- Regularly engage in exchanges with organizations in the same and other industries to broaden employees’ perspectives.
Talent Retention
- Use Hsin Tung Yang’s brand values— “Deliciousness, Taste, and Human Touch”—to strengthen employees’ sense of connection and mission
- Promote a friendly workplace and employee care
- Establish career advancement and development mechanisms
Talent Recruitment and Workforce Composition
GRI 2-7、GRI 2-8
Hsin Tung Yang continues to recruit and develop talent in accordance with the company’s business strategies. Through “Utilization of Middle-Aged and Older Talent,” the Company designs dedicated positions and job responsibilities for middle-aged and older employees to build a diverse and friendly work environment. In 2025, Hsin Tung Yang had a total of 1,073 employees, with males and females accounting for 34% and 66%, respectively.
Employee Distribution
| Year | 2023 | 2024 | 2025 | ||||||
|---|---|---|---|---|---|---|---|---|---|
| Gender | Male | Female | Total | Male | Female | Total | Male | Female | Total |
| Total Number of Employees | 357 | 721 | 1,078 | 349 | 721 | 1,070 | 347 | 726 | 1,073 |
| Number of Permanent Employees | 357 | 721 | 1,078 | 349 | 721 | 1,070 | 347 | 726 | 1,073 |
| Number of Temporary Employees | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| Number of Employees Without Guaranteed Hours | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 |
| Number of Full-Time Employees | 304 | 585 | 889 | 297 | 562 | 859 | 289 | 565 | 854 |
| Number of Part-Time Employees | 53 | 136 | 189 | 52 | 159 | 211 | 58 | 161 | 219 |
*Note2：Employee statistics cover the 76 operating locations within the reporting boundary of this report.
Talent and Organizational Systems
Management
- Establish comprehensive personnel regulations in accordance with the Labor Standards Act.
- Clearly define job responsibilities and job grade structures.
- Provide opportunities for internal promotion and job rotation.
- Diverse recruitment channels
- Standardized selection process (resume screening, interviews, and aptitude assessments)
- Ensuring the right person is placed in the right position
- Establish department-specific KPI performance indicators
- Conduct regular performance evaluations each year
- Link evaluation results to bonuses and promotions
- Establish a performance evaluation rewards and disciplinary system
Talent Cultivation and Development & Occupational Safety Management
- New Employee Training (Company culture, product knowledge, and service procedures)
- On-the-job training (professional skills and food safety)
- Leadership and Management Training for Supervisors
- Establish mechanisms to promote continuous learning
- Implement Occupational Health and Safety management
- Provide regular safety education and training
- Establish food hygiene and quality control systems
- Provide a safe working environment and protective measures
A Diverse and Inclusive Workplace
- Prohibit discrimination based on gender, age, and other factors
- Provide equal employment opportunities
- Establish a diverse and inclusive workplace environment
- Establish employee grievance channels
- Conduct regular employee satisfaction surveys each year
- Enhance transparency in internal communications and information sharing
Compensation and Benefits
Mechanisms
- Salary Structure: Base salary + performance bonuses + year-end bonus
- Seasonal bonuses
- Labor Insurance and National Health
Insurance and pension contributions - Employee product purchase benefits and discounts
- Employee gatherings and year-end celebrations
- Employee trips
- Provide measures to support work–life balance
The Unsung Heroes Who Preserve the Human Touch: Hsin Tung Yang “Service Angels”
Hsin Tung Yang selects employees who have completed three years of service and demonstrated outstanding performance to participate in the Service Angel Award, organized by the Taiwan Chain Franchise Association (TCFA). These Service Angels safeguard Hsin Tung Yang’s most cherished human touch in every corner of Taiwan.
| Service Angel Awards in Previous Years | |||
|---|---|---|---|
| Fiscal Year | Operating Site | Service Angel | Award Description |
| 2025 | Hsinchu Store |
| Represents frontline store employees and conveys the warmth of the brand through friendly service. |
| Management Section | Hsiu-Chen Yu | Demonstrates rigor and efficiency in back-office management. | |
| 2024 | Taiwan Specialty Products Pavilion | I-Hsun Chiuf | Serves at the Specialty Products Pavilion and is dedicated to enhancing the shopping experience for travelers. |
| Store Operations Department | Yu-Ying Tang | Works quietly in the area of operations management to build a high-quality service network. | |
| 2023 | Finance | Yueh-Hsiang Kuo | With more than 46 years of service, transitioned from a frontline store position to finance, promoted the computerization of gift certificate processing and the cash collection process with security personnel, significantly optimizing the efficiency of cashier audits and reducing risks. |
| Linsen Store | Chiao-Kai Yeh | Proactively serves visually impaired customers by patiently explaining product details and personally accompanying customers with mobility difficulties back to their workplace, putting equal-access service into practice through concrete actions. | |
Public Recognition
In 2025, a total of 17 employees received 20-year long-service awards from the Company in recognition of their contributions, and outstanding store managers were also given opportunities for overseas study visits.
Talent Cultivation and Development
Each department of Hsin Tung Yang carries out an annual talent training plan every year, helping employees adapt better to their roles and realize their potential. In 2025, external training accounted for approximately 37% of training hours. In terms of self-directed development, Hsin Tung Yang encourages employees to improve their foreign language skills and attain higher academic qualifications, and has established the "Foreign Language Certification Incentive Program" and the "Policy for Salary Adjustment Based on Employees’ Educational Qualification Changes During Employment," strengthening Hsin Tung Yang's overall talent training performance and capacity.
Education and Training Measures and Management System
2023–2025 [Dayuan Plant] In-Service Talent Development
Development Area
Sustainability Talent Core Competency Training—TTQS Training
Training Program Description
The President personally led the initiative and integrated the Ministry of Labor Workforce Development Agency’s “Enterprise Human Resources Enhancement Program” to introduce the “Talent Quality management System (TTQS).” A rigorous education and training system was established to integrate sustainability concepts and professional skills into employees’ career development.
Training Results
Won multiple sustainability awards, including:
Sustainable Talent Development
Hsin Tung Yang firmly believes that “Deliciousness can be passed down | Sustainability must be put into practice.” In response to the challenges of climate change and the transition to sustainability, we incorporate the core values of “ICAS” (Integrity, Creativity, Agility, and Sustainability) into sustainability awareness and translate them into concrete actions for the development of sustainability talent.
Hsin Tung Yang Sustainability Talent Development Strategy and Results
In 2025, the Company officially launched the first “Corporate Sustainability Manager” Sustainability Talent Empowerment Program. Led personally by the President, the program demonstrates top management’s determination to drive green transformation throughout the Company from the top down. In 2025, a total of 23 employees obtained the “Corporate Sustainability Manager Certification.”
Top Management Leadership in Implementing Green Transformation Training from the Top Down
Implemented the Taiwan Institute for Sustainable Energy (TAISE) “Corporate Sustainability Manager” certification training program. The President personally led middle- and senior-level managers and key employees from across departments in the training and was also among the first to obtain the Sustainability Manager certification, fostering a company-wide culture of sustainability learning.
Employee Sustainability Achievements Concrete Implementation
To enable employees to experience the achievements of sustainability efforts, employees received their certifications in person from TAISE Chairman and Ambassador-at-Large Chien Yu-Hsin at the 2025 Asia-Pacific Sustainability Expo. This honor recognizes Hsin Tung Yang’s ability to take action in transforming sustainability competencies and represents the Company’s concrete practice of social responsibility.
Substantive Benefits Professional Incentives
To encourage employees to enhance their sustainability competencies, a “Sustainability Certification Position Allowance” incentive mechanism was established to reward employees who have obtained relevant certifications. Specifically, professional capabilities are linked to job compensation, thereby transforming them into momentum for career development.
Establishment of Succession Development Plan and Key Talent Identification
To enhance the cultivation capacity of key talent, Hsin Tung Yang has established a “Succession Development Plan” mechanism to strengthen the practical capabilities of management-level employees.
Succession Planning and Talent Development Process Flowchart
Establishment of Knowledge Transfer and Core Skill Training Mechanisms
Training and Knowledge Transfer Process Flowchart
In addition to cultivating key talent, Hsin Tung Yang has also planned internal knowledge and experience transfer mechanisms. By integrating external professional resources with internal management mechanisms, the Company has established a systematic skill transfer pathway while simultaneously enhancing its capabilities in “human capital development” and “professional experience succession.”
Training and Experience Transfer Implementation Overview
Three Major Holiday Product Training for Stores
5-Day On-the-Job Training (OJT) for Stores
New Employee Orientation Training
Industry–Academia and Work-Study Cooperation Programs
Hsin Tung Yang provides students in food and beverage-related programs with opportunities to accumulate practical experience. To date, Hsin Tung Yang has collaborated with 11 schools and cumulatively trained 638 students. For students with outstanding performance, the Company not only awards academic excellence or perfect attendance scholarships but also provides opportunities to remain with the Company after graduation. In 2025, 27 students newly participated in the programs. In the future, Hsin Tung Yang will continue to participate in related programs, help students transition into their careers, and contribute to talent development in the food industry.
| Data Collection Item | 2023 | 2024 | 2025 |
|---|---|---|---|
| Cooperation Program Type | Cooperative Education, Industry-Academia Collaboration, and Off-Campus Internships | ||
| Total Number of Partner Schools | 8 schools cumulatively | 9 schools cumulatively | 11 schools cumulatively |
| Partner Schools | Chung Shan Industrial and Commercial School, Pingtung University (two campuses), Cheng Shiu University, Jin-Wen Institute of Technology, Yu Da University of Science and Technology, Chihlee University of Technology, Takming University of Science and Technology, Hsing Wu University, Min-Sheng University of Science and Technology, Kainan University, and Tung-Tai Senior High School | ||
| Annual Number of Students Trained | 35 students + 15 (Overseas Students at Taoyuan International Airport) | 20 students + 5 (Overseas Students at Taoyuan International Airport) | 25 students + 2 (Overseas Students at Taoyuan International Airport) |
| Total Number of Students Trained to Date | 586 | 611 | 638 |
| Collaborating Departments | Marketing, Distribution, Business Administration, International Business, and Food and Beverage | ||
| Internship/Practicum Locations | National Freeway Service Areas, Stores, and Airport Shopping Areas | ||
| Incentive Program Details |
| ||
| Retention Incentive Program | Post-graduation employment tenure is combined for calculation | ||
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