Pleasant workplace-ESG-Croslene Chemical for ESG Corporate Sustainability | Convergence and Sublimation: Writing the Formula for Happiness Chemistry

01

Employee Count

Region	Contract Type	Female	Male	Total
Taiwan	Number of Employees	26	126	152
	Number of Regular Employees	26	102	128
	Number of Temporary Employees	0	24	24
	Number of Full-time Employees	26	126	152
	Number of Part-time Employees	0	0	0
Notes: Domestic refers to the Taiwan region; foreign refers to regions outside of Taiwan (such as the United States, Vietnam, etc.). Employee: An individual who has an employment relationship with an organization according to national laws or their related applicable requirements (in Taiwan, this refers to employees with labor insurance)。 Regular: An individual who has an indefinite contract. Temporary: An individual who has a fixed-term contract. No guaranteed hours: Employees who are not guaranteed a minimum or fixed number of working hours per day, week, or month, but may need to be available for work as required. Full-time: An individual who meets the working hour definition of the Labor Standards Act (in Taiwan, this is no more than 8 hours per day and no more than 40 hours per week). Part-time: Employees who are not full-time. This table uses the "number of people/full-time equivalent" method for calculation.

Worker Type	Contractual Relationship with the Company	Tatal Amount
Construction	Subcontracting	1214
Maintenance	Equipment Supplier	728
Inspection	VOC Inspection	728
Delivery/Shipping	Supplier/Contractor	1214
Visitor	Business Visitor	972

Employee Job Title Distribution for the Past Three Years:

Year			2020	2021	2022
Title／Gender		Age	Number of Employees
Senior Management	Male	Under 30	0	0	0
		30-50	0	0	0
		Over 50	4	4	4
	Female	Under 30	0	0	0
		30-50	0	0	0
		Over 50	0	0	1
Senior Management Headcount			4	4	5
Non Senior Management	Male	Under 30	33	27	23
		30-50	59	67	66
		Over 50	34	33	35
	Female	Under 30	4	5	6
		30-50	12	10	8
		Over 50	7	8	9
Non Senior Management Headcount			149	150	147
Total			153	154	152

Year	2020				2021				2022
Gender	Male		Female		Male		Female		Male				Female
Age	Number	Ratio of Newcomer(%)	Number	Ratio of Newcomer(%)	Number	Ratio of Newcomer(%)	Number	Ratio of Newcomer(%)	Number		Ratio of Newcomer(%)		Number		Ratio of Newcomer(%)
Under 30	6	4.65	0	0	2	1.54	2	1.54	4	3.13		3		2.34
30-50	1	0.78	0	0	3	2.31	0	0	3	2.34		0		0
Over 50	0	0	0	0	0	0	0	0	0	0		0		0
Newcomer	7				6				10
Total Employees	153				154				152
Ratio of Newcomer(%)	4.58				3.90				6.58
Notes: The number of new employees does not include those who leave mid-year. The ratio of newcomer for male (female) employees in this age group = Number of new male (female) hires in the current year / Total number of employees at operational locations at the end of the year. The total new employee hiring rate = Number of new hires in the current year / Total number of employees at operational locations at the end of the year.

Year	2020				2021				2022
Gender	Male		Female		Male		Female		Male			Female
Age	Number	Turnover Rate(%)	Number	Turnover Rate(%)	Number	Turnover Rate(%)	Number	Turnover Rate(%)	Number	Turnover Rate(%)		Number	Turnover Rate(%)
Under 30	5	3.88	0	0	0	0	0	0	3	2.34	2		1.56
30-50	0	0	0	0	2	1.54	0	0	5	3.91	0		0
Over 50	2	1.55	0	0	3	2.31	0	0	3	2.34	0		0
Number of Separations	7				5				12
Total Employees	153				154				152
Turnover Rate(%)	4.58				3.25				7.89
Notes: This section defines the different types of employee separations that will be included in the calculation of the turnover rate. The turnover rate for male (female) employees in this age group is calculated by dividing the number of male (female) employees who separated from employment in the current year by the total number of employees at operational locations at the end of the year. The total employee turnover rate is calculated by dividing the total number of employees who separated from employment in the current year by the total number of employees at operational locations at the end of the year.

02

Hire Diverse Employees

The distribution of diverse group hiring over the past three years is shown in the following table:

Year			2020	2021	2022
Age		Age	Number of Employees
Minority group/ Disadvantaged group	Male	Under 30	0	0	0
		30-50	2	2	2
		Over 51	1	2	2
	Female	Under 30	0	0	0
		30-50	0	0	0
		Over 51	0	0	0
Note: Minority or disadvantaged groups: Groups with certain specific conditions or characteristics (such as economic, physiological, political, social) whose negative impact from organizational activities may be more severe than that of the general population.

Salary Ratio by Job Category	Number of Employees		Total annual salary (NT$)		Salary ratio
Salary Ratio by Job Category	Female	Male	Female	Male	Female	Male
Management	3	12	6,719,377	32,541,336	0.83	1
Non- Management	21	116	26,369,994	95,970,303	1.52	1
Direct	0	77	0	72,183,163	0	1
Indirect	24	51	33,089,371	56,328,476	1.25	1
Note: Female-to-male salary ratio is the average annual salary of females in the category divided by the average annual salary of males in the category.

Our company strictly adheres to the provisions of the Labor Standards Act to ensure that employees' wages are not lower than the minimum wage, in order to protect workers' basic living needs and maintain their purchasing power. As of the end of the reporting period, the ratio of the standard salaries of male and female frontline personnel to the minimum wage in Taiwan is as follows:

Region	Ratio of the standard salaries of male frontline personnel to the minimum wage	Ratio of the standard salaries of female frontline personnel to the minimum wage
Taiwan	1	1.2

Region	Annual salary ratio (CEO-to-worker)	Annual salary increase ratio (CEO-to-worker)
Taiwan	1.9	1.2
Notes: The Chairman is not considered the highest-paid individual unless he or she also serves as the General Manager/CEO. Formula for calculating the annual salary median ratio: Annual salary of the highest-paid individual in the year / Annual salary of the individual in the median salary in the year. Formula for calculating the annual salary increase ratio: Percentage increase in the annual salary of the highest-paid individual in the year / Percentage increase in the annual salary of the individual in the median salary in the year.

Region

Annual salary ratio

(CEO-to-worker)

Annual salary increase ratio (CEO-to-worker)

Taiwan

1.9

1.2

Notes:

The Chairman is not considered the highest-paid individual unless he or she also serves as the General Manager/CEO.
Formula for calculating the annual salary median ratio: Annual salary of the highest-paid individual in the year / Annual salary of the individual in the median salary in the year.
Formula for calculating the annual salary increase ratio: Percentage increase in the annual salary of the highest-paid individual in the year / Percentage increase in the annual salary of the individual in the median salary in the year.

03

Performance Evaluation

Our company's performance evaluation is conducted in accordance with the evaluation methods of the Lidye Group. The performance evaluation ratios for all employees are shown in the following table:

Item	Management	Non-Management	Direct Worker	Indirect Worker
Percentage of male employees subject to performance evaluation	100	100	100	100
Percentage of female employees subject to performance evaluation	100	100	100	100
Note: Our company conducts performance evaluations twice a year, in the middle of the year and at the end of the year.

04

Training

Our company offers a variety of employee expatriate training, including on-the-job retraining for dust work supervisors, training for organic solvent work supervisors, and specialized courses for those responsible for toxic and hazardous chemicals. In addition, specialized courses are integrated with departmental training maps, and relevant courses are planned based on the specialties of each department and the competencies that colleagues at all levels should have, to meet the professional needs of colleagues at different levels. At the same time, general courses are provided, mainly focusing on general skills, legal courses, and a healthy workplace, to provide colleagues with a variety of course categories and learning resources.

Security is entrusted to a professional security company and is handled in accordance with Article 10.2 of the Private Security Service Act. Security personnel receive relevant professional training in accordance with the Occupational Safety and Health Act each year. The training content includes disaster prevention and relief, security-related duty practice training, etc., and all personnel receive training on human rights policies or procedures.

Category	Management		Non-Management		Direct Worker		Indirect Worker
	Male	Female	Male	Female	Male	Female	Male	Female
Number of employee	27	11	99	15	50	0	76	26
Training hours	141	12	0	0	423	0	0	0
Average Training hours(hr/person)	5.22	1.09	0	0	8.46	0	0	0
Training expense (NT$)	30,700	2,400	0	0	85,400	0	0	0
Notes: (Total number of management personnel + Total number of non-management personnel) = Total number of personnel at operational sites. (Total number of direct personnel + Total number of indirect personnel) = Total number of personnel at operational sites. If the average training hours for female and male differ significantly, please explain the reason.

Training program	Number of training workers	Training Expense
The Present and Future of Lithium Batteries	11	-
Training on Rheometer Use	11	-
Control Charts and Process Capability Analysis	3	-
Quality Control Sampling	3	-
Quality Management Concepts	3	-
1. Human Factors, Design and Development Quality Assurance, Procurement Quality 2. Quality Planning and Improvement, Introduction to the New Seven Quality Management Tools	2	-
Statistical Inferential Methods	2	-
Correlation and Regression Analysis	2	-
Reliability Engineering	2	-
Experimental Design	2	-

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