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Employee Management

AcBel's most valuable assets are our employees. Upholding the unyielding notion that“employees are the most important family members”, we offer our employees a safe and pleasant working environment to learn and grow. AcBel treats our employees like family members; we support each other and grow together no matter faced with any difficulty or challenge. AcBel serve as the strongest support for our employees.
In compliance with corporate social responsibility policy and labor policy, AcBel provides each employee with equal treatment, guarantees their fundamental human rights as well as occupational health and safety. We also prevent them from unfair treatment or exposure to hazardous work environment. All employees are unified with solidarity via mutual respect, integrity, genuine support, foster growth and common well-being. In doing so, the core value of “employees at ease, families at peace, work at full strength and workers in good health” could be collectively practiced.

Human Resource Management
In an era of competing for excellence, the human resource management must be employed following the vision of AcBel. The planning, development and utilization of human resource as well as employee relation management should be integrated into a comprehensive execution plan so as to transform the staff into the important asset and property. In other words, the staff and the corporate should work hand in hand to achieve excellence by recruiting outstanding talents, fostering focal talents, improving work environment, strengthening information dissemination, elevating self-value, smoothing promotion path, thus fulfilling the goal of sustainable management.

Manpower Structure

AcBel's major development area is in Asia in accordance with its global layout strategy. The R&D center is located in its Taiwan's operational headquarters. The Dongguan plant has a faction of the R&D personnel, and all regions are equipped with technical personnel responsible for product manufacturing. In terms of statistics, as of the end of 2017, the company had 7,336 employees worldwide, 100% of whom were formally employed. Geographically speaking, 5,555 of these employees were in China, 1,228 in Taiwan, and 553 in the Philippines. In terms of gender, 4,332 of the employees were men (59.05% of the total population) and 3,004 were women (40.95% of the total population). The gender difference is mainly attributed to the nature of the electronics manufacturing industry which usually has a great number of men with an engineering background.

In terms of academic qualifications, 1,758 of our employees are at least college graduates. These people, who mainly hold R&D and management positions, account for 23.96% of the total number of employees. The remaining 5,578 employees have at least a senior high school education level and account for 76.04% of the total number of employees. They are mainly engaged in production work. In terms of age, 4,092 employees are 30-50 years old (accounting for 55.78% of the total number of employees). In addition, 2,948 young employees under the age of 30 account for 40.19% of the total number of people. These two combined make up more than 95% of the total employee population. The overall labor force structure is sound and stable, which is in line with the company's sustainable development layout.

In 2017, the turnover rate at the operational level was on average 10.40%. Because employees at both the Dongguan and Wuhan factories were generally younger and the employment market was highly selective, the turnover rate was relatively high. An analysis of the turnover rate of employees (whether at the operational or staff level) who have newly arrived or left showed that most of them were under the age of 30. Among them, the operations section accounted for about 60-70% of the group, while the staff section was about 2%. Using interviews and survey data analysis, we were able to identify the major reasons operations level workers left the company: job contents were either relatively simple or monotonous or salary and remuneration benefits couldn't meet individual expectations. Although the production process of the power supply products was originally a little fixed, we took a number of measures to meet the needs of the employees; these measures included providing caring activities, job rotation opportunities, improving living conditions, and raising salaries. As for staff members, the main reasons for quitting involved compensation package and management adaptation problems. In addition to improving the operator model, we also included department management skills training sessions so that supervisors and employees can accommodate each other and minimize intergenerational communication problems. Because of the high turnover rate of employees under the age of 30, the recruitment rate for this category of employees was also the highest.

Female Executives/ Disabled and Aboriginals Hiring Status

Our basic employment principle is to adopt appropriate accommodations regardless of sexual orientation, race, physical or mental disabilities. Statistics show that a total of 13 women held senior management positions in the company in the year 2017, which accounted for 13.68% of the company's senior management. 1,297 ethnic minorities and disabled people (representing 17.77% of all employees) were also employed. In 2017, the Wuhan Plant which employed 525 different ethnic groups (which accounted for 34.61% of the newly recruited employees), received the Hubei Province “Model Enterprise with Harmonious Labor Relation”awarded by the Wuhan local government.

Retirement System and Performance Assessment