Giga Computing regards talent as a cornerstone for sustainable corporate development and competitiveness enhancement. To align with industry trends and organizational needs, the company continuously refines its talent development and cultivation programs. Through a comprehensive training system, diverse learning channels, and career development mechanisms, we assist employees in enhancing their professional knowledge, operational skills, and management capabilities. In addition to providing on-the-job training, classroom instruction, job coaching, and job rotation, we actively promote sustainability-related training to deepen company-wide sustainability awareness. Furthermore, through digital learning platforms and workplace soft-skills courses, we encourage employees to engage in self-directed learning and continuous personal growth. We believe that empowering talent and elevating organizational capabilities not only drives innovation and competitiveness, but also enhances employee satisfaction and retention, ultimately supporting the company's long-term sustainability goals.

 

Talent Cultivation and Management

To strengthen talent development, Giga Computing plans internal training courses based comprehensive technology trends and the Company's future development direction, and selects a series of articles on career development, work management, and other workplace soft skills for employees to study. Not only does this support employees in career development and self-management skills, but it also helps in concretizing overall goals and visions, thereby enhancing cohesion between units and colleagues. In 2025, total training hours for employees at Giga Computing Headquarters and GIGAIPC reached 10,379.6 hours, representing a 113.78% growth from 4,855.2 hours in the previous year. Average training hours per employee stood at 11.62 hours, an increase of 5.7 hours year-on-year, reflecting continuous growth in overall training investment and learning engagement.

 

Talent Development Blueprint

 

Average Hours of Training in 2025

Gender	Employee Category	Giga Computing HQ			GIGAIPC
		Number of Employees	Total Training Hours	Average Training Hours	Number of Employees	Total Training Hours	Average Training Hours
Male	Senior managers	28	589.20	21.04	6	62.00	10.33
	Mid-level managers	105	1,515.10	14.43	12	116.50	9.71
	Entry-level managers	59	747.70	12.55	4	24.00	6.00
	General employees	338	3,061.30	9.06	40	306.40	7.66
Female	Senior managers	3	30.10	10.03	1	2.00	2.00
	Mid-level managers	22	454.10	20.64	5	48.80	9.76
	Entry-level managers	31	429.00	13.84	8	68.50	8.56
	General employees	196	2,489.10	12.69	35	442.80	12.65
Total		782	9,308.60	11.90	111	1,071.00	9.65

Gender	Employee Category	Total
		Number of Employees		Total Training Hours		Average Training Hours
Male	Senior managers	34		651.20		19.15
	Mid-level managers	117		1,631.60		13.95
	Entry-level managers	63		764.70		12.14
	General employees	378		3,367.70		8.91
Female	Senior managers	4		32.10		8.03
	Mid-level managers	27		502.90		18.63
	Entry-level managers	39		497.50		12.76
	General employees	231		2,930.9		12.69
Total		893		10,379.60		11.62

Note 1: Senior managers: Management position (Managers of M07 Division-level or above)
Note 2: Mid-level managers: Management position (Managers of M05-M06 Assistant Manager/Manager level)
Note 3: Entry-level managers: Management position (Managers of M03-M04 Assistant Section Chief/Section Chief level)
Note 4: General employees: Professional position (P01-P09, from General Engineer/Staff to CTO)
Note 5: Average training hours = Total training hours/Number of employees in the category.
Note 6: The data and information in this table cover Giga Computing HQ and GIGAIPC.

 

 

Sustainability Training

To cultivate employees’ ESG awareness and sustainability literacy, sustainability-related training is designated as mandatory for specific positions and integrated into the overall training plan, with sustainability issues incorporated into the “General Education and Sustainability” course category. Course content covers basic ESG concepts, the RBA Responsible Business Alliance, human rights issues, and regulatory compliance requirements. Through systematic course design, employees are supported in understanding the core concepts and practical applications of corporate sustainability, gradually strengthening the Company’s internal sustainability culture. In 2025, a total of 8 sustainability-related education and training sessions were held at Giga Computing HQ. Including online and offline sustainability-related education and training organized by the parent group, the cumulative total training hours for Giga Computing HQ and GIGAIPC reached 976 hours. Sustainability-focused courses are provided for mid-level and senior managers, focusing on international trends and industry developments, while building consensus on sustainability through discussion and exchange and gradually integrating sustainability goals into the Company’s operational strategies; in addition, for members of the sustainability report task force, education and training on international standards such as GRI and TCFD are planned, combined with practical case studies to enhance employees’ professional capabilities in sustainability information disclosure and report preparation. Through targeted and systematic sustainability education and training, the Company is gradually establishing a sustainability promotion mechanism led by senior management, integrating sustainable development principles into daily operations and decision-making, while continuing to deepen the organization’s understanding of sustainability issues and its capacity for practical implementation.

 

 

Performance Evaluation Mechanism

Giga Computing HQ and GIGAIPC follows the "Performance Management Guidelines" and conducts assessments every six months. Performance reviews focus on evaluating past job performance and setting future work goals. The results of these evaluations are used as a basis for salary adjustments, promotions, and career development planning. Annually, personnel adjustments are made based on the previous year's evaluations, ensuring transparency and fairness in the promotion process. The assessment process begins with self-evaluation by the employee, followed by a review by the manager based on the employee's performance and achievement of goals. This two-way communication management approach ensures mutual understanding of the Company and its objectives.

In 2025, 100% of employees at Giga Computing HQ and GIGAIPC completed the annual performance evaluation. Excluded from the evaluation were employees at levels 8 and above, those who were still within their probation period, and those who returned from leave within the same year (less than three months). All other employees underwent the evaluation.

Evaluation Item	Details of Evaluation Items
Core/management competencies	Whether employees' performance of various functions and behaviors is consistent with the Company's 6 core competencies and 5 management competencies, and whether it is evaluated based on the deeds listed. 6 core competencies: Innovation and improvement, problem solving and analysis, self learning and development, cost and quality awareness, communication and coordination, teamwork. 5 management competencies: goal setting, empowerment and authorization, communication and leadership, distinction between rewards and punishments, leadership reformation.
Annual work plan	The employees are evaluated based on the achievement rate of the work goals set at the beginning of the period and adjusted at the mid-term.