Home > Recruition > Human Resources

Human Resources

Home > Recruition > Human Resources

Human Resources

Human Resources
Friendly Workplace
Excellent Compensation and Benefits
Talent Cultivation and Development
Internship Program

The percentages of fixed term contract employees are 3.3% in 2022, 2.5% in 2023 and 1.1% in 2024.

High-quality workforce structure with nearly 83.2% of employees holding a bachelor’s degree or higher.
To achieve overall business strategic goals of the company, D-Link has been investing in the development of smart home products and cloud services, with R&D personnel accounting for more than 44.1% of the total workforce in the head office.

Employee Education Background

R&D Personnel Percentage

Number of Global Employees for the Past Three Years

2024

2023

2022

Taiwan

460

518

515 American Region

60

73

76 European Region

431

457

434 Asia and Others

509

545

627 Total

1460

1593

1652

Employee opinion survey

In addition to providing employees with a grievance venue, D-Link collected employees’ opinions through employee satisfaction and engagement surveys to create a more friendly workplace environment. The 2021 employee satisfaction and engagement survey was launched in early 2022, with a completion rate of 35.58% and a satisfaction score of 68/100; the 2022 employee satisfaction and engagement survey was launched in December 2022 and completed in January 2023. The survey was conducted anonymously and included eight aspects including supervisor, colleagues, work, salary, development, corporate culture, engagement and overall satisfaction. The survey completion rate of 71.5% and a satisfaction score of 77.2/100. The 2023 employee satisfaction and engagement survey was initiated in December 2023 and completed at the end of December 2023. The survey was conducted anonymously, covering nine aspects: supervisor, colleagues, work, salary, development, corporate culture, professionalism, sustainable operations and overall satisfaction. The completion rate was 72.1%, and a satisfaction score of 75.3/100 (4.52/6) .

In December 2024, the Human Resources Department conducted the Employee Satisfaction and Engagement Survey through the third-party survey platform — 104 Employee Satisfaction Survey System, targeting all 450 employees at the time. The survey was conducted anonymously and adopted a six-point scale for answers. The survey covered satisfaction and engagement. The satisfaction covers seven aspects : “Supervisors”, “Colleagues”, “Work”, “Compensation”, “Developments”, “Corporate Culture”, and “Sustainable Management”. The engagement covers “Value Alignment”, “Commitment”, and “Retention Intention”. The completion rate of the survey was 73.8%, an increase of 1.7% from last year; the effective completion rate was 67.3%, an increase of 1.3% from last year. Of which, the score of the “supervisor” aspect of the entire company increased by 2.12% from the previous year, and the growth of the “work guidance” increased to 2.75%, demonstrating that the internal training courses were effective for improving the management ability of the supervisor team.

Based on the results of this survey, the Company will continue to improve in the following three aspects in the future :

Continuous optimization of the Company’s salary and benefits system : In addition to the annual salary adjustment plan, retention incentives, and new restricted employee shares, the Company assesses the feasibility of other remuneration systems based on the Company’s ability to afford. In addition, the Company will continuously improve and enhance employee benefits through diverse communication channels to understand the needs of employees.
Continuous promotion of internal communications, arrangement of the Company’s supervisors and colleagues to engage in diverse forms of interaction and communication, and enhancement of the employees’ understanding of the Company’s business philosophy, development direction, and organizational culture through activities, company gatherings, games, and meetings.
Regarding employees’ development, the Company will continue its internal assessment, training, promotion, and rotation systems. It will also advance succession planning and talent reserves across all management levels, including frontline supervisors, and encourages employees to take on rotational roles as needed to fulfill both employees’ development and the Company’s long-term talent sustainability.

Employee Well-being

The work-life balance for employees is most important to D-Link, and taking care of each employee has been our on-going commitment. We hold workplace safety and health seminars from time to time, offer regular medical examinations to monitor employees’ health, and on-site nursing staff to provide the latest health information. A fully-equipped gym with shower facilities in our office building are also free to employees for usage.

Freedom of Association

D-Link respects every employee’s right to freedom of association and the right to form a union according to law. To establish a friendly and smooth communication channel to protect the rights and interests of employees, the Company has set up a labor-management meeting, an employee welfare committee, an employee suggestion box, and an employee complaint channel (general complaints and workplace sexual harassment complaints). Since December 2022, to provide multiple channels for employees to express their ideas and suggestions, the “Date with Supervisors” campaign has been arranged, so that the Company can also better understand the opinions of employees, and then reach a consensus through discussions. Organized 3 sessions of “Date with Supervisor” events, with a total of 28 employees participating in 2024. There was no material reported cases in 2024, thus, reporting to the Board was not required.

Protection for Female Employees

D-Link adheres to all relevant gender equality regulations for female employees. We offer private nursing rooms, maternity leave, flexible working hours (start time 8:00 to 9:30 AM, end time 5:00 to 6:30 PM), and paid family leave superior to the regulations to help female employees achieve a healthy work-life balance.

D-Link ensures gender equality in recruitment and promotion, with no bias based on gender. The proportion of female employees has continued to grow annually, increasing from 45% to 46.7% over the past 3 years—an increase of 1.7%. In addition, female managerial officers35 now account for 50% of all managerial positions. Moving forward, D-Link will continue to increase the representation of women in both managerial roles and the overall workforce to achieve substantive gender equality.

In 2024, 55 new employees were hired, and in terms of gender ratio distribution, the percentage of female new employees was 0.2% higher than that of male new employees. Additionally, the total number of resignations in the year was 115, the percentage of males was 1.8% higher than that of females.

Labor Standards

D-Link has not experienced any incidents of non-compliance with labor standards resulting in penalties in the year of 2024.

Salary and Bonuses

D-Link formulates its salary policy with the concept of market competitiveness and internal fairness. The overall salary positioning is based on the information from market survey by the third party, and in accordance with the overall economy and economic changes, government regulations, etc., and also taking the Company’s overall profit performance, the unit performance and individual performance into consideration for adjustment and change. Our diversified compensation system includes the issuing of performance incentives and employee dividends; according to the Company’s articles of incorporation, 1% to 15% of the current year’s profit is set aside and 5% is distributed as the employee remuneration for 2024, so that employees can reap the benefits of business results. In 2022, our average salary increase for the entire company was 4.8%, with some over 30%. In 2023, our average salary increase for the entire company was 4.17%, with some over 18%. In 2024, our average salary increase for the entire company was 4.12%, with some over 18.8%.

Our compensation policies comply with international labor laws in each country and our human rights policy, and strictly prohibit any discrimination against anyone for reasons such as gender, race, religion, marital status, or political views. Salaries and benefits are adjusted according to performance reviews and includes varied bonus opportunities to ensure we attract and retain outstanding talent.

To encourage employees to pursue continued growth, D-Link provides twice a year opportunity of promotion and salary adjustment for outstanding employees based on the performance management and development system and promotion system, and define reward and punishment rules to award special contributions and outstanding employees.

Item/Year	2024	2023	2022
Percentage of Employees with Salary Adjustments	92.44%	93.04%	83.7%
Overall Salary Adjustment Rate	4.12%	4.17%	4.80%

Generous Annual and Other Paid Leaves (superior to the statutory minimum required by law

New employees have a 3-day advanced annual leave from the date of entering the Company(excluding contract employees).
5 days of sick leave with full pay per year(including menstruation leave/excluding hourly employees).
3 days of family care leave with full pay per year (excluding hourly employees).
Flexible working hours (1.5 hours).
Those with a miscarriage after two or more months of pregnancy but less than three months should be prevented from work and given one week of paid maternity leave.
No make-up days on Saturdays in 2024 and 2025.
Remote work application.

Insurance

Group insurance at no charge for employees: Term Life Insurance, Accident Insurance, Hospitalization Medicare, Cancer Insurance, Critical Illness Insurance, Occupational Accident Insurance.
Subsidized coverage for family members: Hospitalization Medicare, Cancer Insurance.
In response to the COVID-19, provide employees the relevant insurance protections during epidemic prevention period in 2022 .
Overseas business travel accident insurance/Emergency medical insurancefor sudden illness/ Travel inconvenience insurance.

Retirement

The Company handles retirement matters in compliance with the Labor Standards Act (Old Labor Pension System, Defined Benefit Plan) and the Labor Pension Act (New Labor Pension System, Defined Contribution Plan).

(1)For the old labor pension system, the ”Labor Pension Reserve Supervisory Committee” has been established in accordance with the law, along with the creation of “Labor Pension Reserve Account”. According to the regulations, the Company contributes 2% of the total salary of the employees in the old labor pension system to the pension reserve fund in accordance with the contribution rate approved by the competent authority every month. The special account is deposited in the Bank of Taiwan. The pension fund account at the Bank of Taiwan amounted to NTD 76,406 thousand at the end of 2024, and the pension expense recognized in 2024 was NTD 176 thousand. For employees who meet the retirement requirements, the payment of pension is calculated based on the length of service and the average salary of the six months prior to retirement. Two bases are given for each full year of service within 15 years (inclusive), and one base is given for each full year thereafter, up to a maximum of 45 bases. In accordance with Article 3 of the Labor Pension Reserve Contribution and Management Regulations, the Company’s pension reserve has accumulated sufficient funds to support the future retirement needs of all employees. After actuarial analysis of the pension surplus, and upon review and approval by the Company’s Labor Pension Reserve Supervisory Committee, the decision was made to apply for approval from the Taipei City Government Labor Bureau to suspend pension contributions from January 2024 to December 2025 (Notice of Department of Labor, Taipei City Government No. 1136007415 and 1146001493).

The Supervisory Committee meets once every three months. In 2024, it held 6 labor pension supervisors meetings (January 9, February 15, March 4, June 17, September 19, and December 19). Extraordinary meetings may be held as needed. During 2024, 6 applications for old pension system benefits were approved, and the corresponding pension payments were made in accordance with the law.

(2)Under the Labor Pension Act, the Company contributes 6% of employees’ monthly wages to individual pension accounts at the Bureau of Labor Insurance. For subsidiaries, pension contributions are made in accordance with local regulations.
The total pension expense recognized under the defined contribution plan in 2024 amounted to NTD 126,737 thousand.

Benefits

Cash, gift vouchers, and gifts for various holidays and birthday.
Outdoor activities for employee relaxation and bonding.
In 2024, 18 clubs are funded by the company. In 2025, 16 clubs are funded by the company.To encourage peer learning, we also subsidize other special events. Funding is also provided for special events to promote personal development through individual interests and peer learning.
Employee cafeteria and subsidized meals to promote a healthy diet.
Preferred employee parking(cars:NT$500/month, motorcycles:free).
Massage Service.
Subsidy for external training.
Employee travel subsidy.
Overtime meal allowance.
Marriage, funeral, childbirth, hospitalization, and emergency assistance.
Outstanding talent recommendation bonus (excluding specific supervisors and recruitment-related units).
Coffee bar birthday gift cup.
Employee discounts for group-affiliated enterprises.
Employee purchase (welfare goods) discount.
Discounts offered by collaborative stores.
Prayer Room and Ablution Facilities.
Reading area for books, newspapers, and magazines.

Diverse Learning

D-Link strengthens organizational human resources and constructs a unique learning system to enhance the competitiveness of the enterprise’s sustainable operation based on its organizational strategy, vision, and values, and through a comprehensive course development plan, and according to different attributes such as new employees, general employees, entry-level supervisors, mid-level supervisors, and senior supervisors, with off-work training, on-the-job training, and self-development as the main axis. For new employees, D-Link provides complete training courses which focus on helping them quickly understand the Company’s system and related benefits, and deepen their centripetal force and sense of identity with the Company. Since October 2022, the Company has included “Human Rights Promotion”, “Intellectual Property and Personal Data Law Promotion”, “Ethical Corporate Management Promotion” and “Gender Equality and Prevention of Sexual Harassment in the Workplace” in the compulsory courses for new employees.

D-Link encourages employees to give internal lectures, share and inherit work experience, and organizes training courses internally or arranges for external institutions to provide relevant professional training according to the job attributes and professional skill requirements of each unit. Senior employees also have the opportunity to serve as coaches and mentors to assist new employees/interns/engineering students in quickly blending into D-Link’s work and life.

Meanwhile, in combination with the corporate sustainable development goals, health promotion, legal compliance and other needs, D-Link implements common training and publicity courses in a diversified way, including courses related to intellectual property and personal data law, courses related to ethical corporate management, courses related to gender equality and prevention of sexual harassment in the workplace, human rights related courses, information security related courses, legal compliance courses, and also health promotion related lectures to enhance work-life balance for employees.

D-Link’s learning and development system includes:

New Employees Training – including onboarding training and new employees training (including corporate overview, organization and corporate culture, product introduction, industrial safety introduction, information security introduction, personal information protection introduction)

Basic Training – combination with the corporate sustainable development goals, health promotion, legal compliance and other needs, to enhance work-life balance for employees

Professional Training – according to the job attributes and professional skill requirements of each unit, to improve professional skill and knowledge

 Management Training – leadership and management training for managers

On-the-job Training – to give internal lectures, share and inherit work experience

Self-development and Learning

Talent Cultivation Strategy 

After taking multiple objectives into consideration, we implemented an all-inclusive talent cultivation program to ensure a solid talent base and strengthen leadership and management capabilities throughout the organization. This includes high-potential talent development, supervisory leadership development, and professional development. Through personal growth planning, we enable supervisors and employees to continuously strengthen their motivation for sustainable career development under a diversified and comprehensive talent cultivation program.

 High Potential Talent Development 

Conduct high-potential talent assessment for all employees in supervisory positions.
Begin development program for all high-potential employees, including personal development planning and developmental work assignments.

Management Leadership Development 

Regular discussions with the CEO and President on plans for organizational and executive development.
Workshops designed to initiate supervisory discussion for different organizational development and operational needs.
Management leadership training program.

 Professional Development 

Provide personal effectiveness training and learning resources for non-supervisory employees to enhance work efficiency.
Provide professional and technical related training.

Succession Planning

Identify critical positions with“severe impact”and“high risk”to company operations.
Arrange successors for each critical position based on management ability and professional skill.
Arrange 1 to 3 successors for each critical position.
a. Assign projects to successors to enhance experience.
b. Job rotations to help succession candidates broaden perspectives on company operations, quickly identify problems, improve stress tolerance, perform resource allocation, and develop decision makinig skills.