Universal Scientific Industrial

USI adopts the multiple recruitment channels and employment models and treat all candidates without prejudice or discrimination to accumulate the energy required for the company's continuous growth and innovative research and development. USI establishes an active mentor system and a "369 Three-Period Care for New Employees Program", assigning mentors to guide new employees quickly integrating into USI to enhance new employees' sense of recognition and belonging to USI to avoid the loss of human capital. We value the opinions of our employees. Over the years, we have conducted Employee Satisfaction Surveys and Employee Engagement Surveys to understand employees' expectations and listen to employees' voices and put forward improvement plans to increase employees' willingness to stay in USI. By analyzing the termination reasons of DL and IDL, we conduct corresponding improvement measures and propose a retention plan to reduce employee turnover.

USI sets up the compensation system according to the following concepts:

• Recognize employees' contributions to the Company, formulate the differences between each position, and maintain the balance of paying salaries.
• Respond to employees' performances appropriately for encouraging employees and recruiting required talents.
• Provide employees fair and reasonable treatment and adjust the salary as responsibilities are increased.
• Adjust flexibly to the human recourse market and the changes of organization.

USI abides by the requirements of local labor laws. We provide employees with consistent salary standards and benefits through a fair, reasonable, and motivated salary assessment system. After reviewing employees' contributions and performance through a multi-faceted evaluation system, outstanding employees shall be given reasonable and substantial returns. USI participates annually salary surveys to ensure USI's overall compensation is competitive in the talent market.

• USI adjusted the employee basic salary in each facility area to maintain the competitiveness of the talent market. The salary adjustment range of the Mainland China facilities is about 1.6% to 9.9%, the Nantou Facility is about 3.6% to 4.0%, the Mexico Facility is about 5.0% to 15.0%, and the Vietnam Facility is about 4.0% to 8.0%.
• The ratio of the standard starting salary of DL to the local minimum salary is about 1.00~1.37 after calculation.

To follow the world trend and support the sustainable development goal of decent work and economic growth, we will plan to pay employees sufficient wages so that they and their families can live a decent life.

Download USI Fair Compensation and Living Wage Management Framework

Based on the three tenets of Health, Happiness, and Learning, USI provides tailored benefits and insurance plans to its global employees, facilities for physical and mental development, and various activities designed to strengthen physical and mental fitness. This allows both regular and non-regular employees with contractual employment to achieve a balanced work-life balance with their families. For the detailed welfare system content of each factory area, please refer to Join USI.

• USI and its subsidiaries provide pension insurance and elder insurance in accordance with the retirement laws and regulations of each business location.
• Implement a flexible working hours system to accommodate global communication across factories and time zones.
• Employees can comply with the Global Remote Office Guidelines to apply to work from home and receive reimbursement for purchasing working equipment and meals.
• Conduct stress adjustment questionnaires, provide psychological counseling services, physical and mental health lectures and activities, and appreciate art and cultural films to workplace stress management.
• Subsidize various sports clubs to organize activities and venues, allowing employees to participate in sports activities.
• Conduct annual physical examination, full-time medical staff to provide employees with free medical consultation to do good health management.
• In response to government policies to encourage childbirth.
  • Rearrange pregnant colleagues to work in the appropriate section, provide them with convenient parking spaces, additional meal quotas and childbirth subsidies. Set up breastfeeding rooms and give granted maternity, pregnancy check-up, paternity, and accompanying pregnancy check-up leaves in accordance with the law.
  • Those who need postpartum breastfeeding are entitled to have 60 minutes of breastfeeding leave every day.
  • Those who need childcare services can choose a daycare institution contracting with USI for special discounts to take care of children during working hours.
  • If the employees need to take care of the families for a longer period of time, they can also apply for family care leave or parental leave to fully take care of them. According to local laws and regulations, employees are entitled to apply for parental leave. Employees whose parental leave is expiated or whose need for parental leave no longer exists can apply for reinstatement. USI, for sure, also proactively reminds employees of the deadline for parental leave.

USI encourages employees to well-plan their personal time to properly balance their jobs and families. We invite our employees and their families to participate in the activities, create a joyful learning atmosphere, provide employees with spiritual joy, and implement the purpose of "turning skills into life and skills success life." Meanwhile, it cultivates team chemistry, creates a harmonious working atmosphere, and significantly improves work efficiency. In 2024, the Company provided a total of CNY3.353 million and organized a total of 141 employee activities, with 33,832 participants.

To understand employees' level of job-to-engagement, we collaborate with expert consultants to conduct a biennial "Employee Engagement Survey". We hope the survey results help us effectively understand and gather employee feedback, serving as a policy tool for attracting, retaining, and cultivating talents, thereby better aligning our processes, strategies, and initiatives closer to the employees' needs, ultimately achieving a win-win situation for both the company and its employees. The next Employee Engagement Survey will be conducted in 2025.