Chunghwa Post develops various workforce management in terms of "selection," "utilization," "cultivation," and "retention" of workforce and seeks a reasonable allocation of workforce, while focusing on various employee benefits to maintain good employee-employer relations. Therefore, we can consolidate the Company’s outstanding workforce and achieve corporate sustainable management.

The Company had a total of 25,104 employees as of the end of 2025, a decrease of 270 compared with 2024. In addition, the average age of employees was 45.1 years, lower than 45.6 years at the end of 2024.

The Company also provides various welfare measures and handles employee retirement in accordance with the law. In order to provide employees with a comprehensive welfare system, Chunghwa Post has established the Employee Welfare Committee and the Postal Staff Sports Committee to handle various welfare services, including a leave system superior to that stipulated in the Labor Standards Act, Mutual Aid Fund, year-end parties, and recreational and sports activities.

Chunghwa Post has set out “Key Points for Applying for Parental Leave without Pay” for the matters of applying for parental leave without pay. According to the key points, the maximum duration for employees to apply for parental leave without pay is 3 years, which is better than the 2 years stipulated in the Act of Gender Equality in Employment. In 2025 a total of 599 employee applied for parental leave without pay, with the reinstatement rate was 97.85% and the retention rate was 97.95%.

The compensation of our employees (including senior management) is handled in accordance with the "Basic Principles for Authorization of Determining Remuneration for Employees of State-Owned Enterprises", "Directions for Salary Management of Enterprises under the Ministry of Transportation and Communications (MOTC)", and the "State-Owned Enterprise Management Act". Chunghwa Post is authorized to formulate compensation standards by considering business productivity, operational performance, and the affordability of personnel costs, and to refer to the adjustment range for general civil servants. These standards are then submitted to the Board of Directors for approval and reported to the Ministry of Transportation and Communications for record before implementation. The operating performance bonus includes both an appraisal bonus and a performance bonus. The appraisal bonus is distributed according to employee appraisal results, with a maximum provision of up to two months’ total salary payroll. Performance bonuses are only payable if there is a surplus, with a maximum allocation of 2.4 months’ salary to the total payroll, which should be distributed proportionally based on the unit’s performance and the degree of difference in employee contributions. In addition, the Company may establish additional allowance regulations based on the nature and rarity of the job in a given region, within the annual personnel cost limit.

Chunghwa Post attaches great importance to the career transition and mental and physical adaptation of its employees after retirement. In the first and second half of each year, the Company arranges "Career Planning Workshop for Retirees" at the Headquarters and three training rooms in the north, central, and south. In 2025, a total of 8 sessions were held, with 407 participants. The courses covered aspects such as health and wellness, retirement fund management, mental adjustment, volunteer participation and social service, helping our employees to plan their retirement life in advance and fulfilling the company’s commitment to protecting employees’ full-time careers.

Every year, Chunghwa Post handles subsidies for relevant activities held by Postal Retirees Association in accordance with the Principles for Handling Subsidies (Donations) to Non-governmental Organizations and Individual for Chunghwa Post Co., Ltd. In addition, in accordance with the Implementation Measures for the Care of Retired Employees and the Families of Deceased Employees, retirement souvenirs are distributed to retired personnel and for those meeting relevant criteria, holiday benefits are distributed.

The Company regards talent as the core asset for sustainable management. To support the development of the core business, the Company to coordinate with the company’s core businesses and schedule annual training plans based on the professional training needs of each business unit. The Postal Service Training Center of the Human Resources Department and the designated units (training units of the Headquarters, post offices and the Human Resources Offices of the Taipei Mail Processing Center) handle various education and training courses.

The advent of AI and the digital age is rapidly changing people’s lifestyles and work patterns. For Chunghwa Post, which has a vast service network and diversified business system, AI is not only an efficiency tool, but also an important support for responding to changes in human resource structure, business complexity, and expectations for service quality.

In the process of digital transformation, the Company has realized that standalone system implementation is insufficient to effectively meet long-term demands. Only by integrating AI applications into the daily workflows of all units can the full value of transformation be achieved. To cultivate our employees’ understanding and application of AI, a number of AI-related lectures and training courses have been organized. In addition, through the "hackathon" competition, employees are encouraged to "start from business pain points and think about how AI can become a work aid." At the same time, through cross-departmental team exchanges and hands-on learning, AI is no longer regarded as a technology exclusive to the information department, but as a work partner that can be understood, tried, and continuously optimized.

The 2025 Postal AI Hackathon entitled “Divine Team Member: Defined By You! Creating a Good AI Helper” attracted 46 teams and nearly 100 employees from various business units. Most participants are from non-IT background, spanning postal services, savings and remittance operations, and administration, indicating that AI applications are progressively entering frontline workplaces. After written review, 12 teams were selected to enter the finals. Through intensive coaching and hands-on practice, they completed the phased results from clarifying requirements and designing processes to prototype implementation.

Instead of the quantity of competition results, we place more emphasis on the "capability diffusion" effect brought about by this event. The application scenarios proposed by each team cover aspects such as postal support, internal knowledge retrieval, and workflow assistance. Some outstanding ideas have been further developed into proof-of-concept (PoC) and incorporated into subsequent internal system development and application evaluation, forming a transformation path from creative idea to institutionalized application.

For postal services, this competition is also an important part of its digital sustainability development. By institutionalizing AI application thinking and cross-domain collaboration capabilities, we can reduce the risks of repetitive tasks and knowledge loss and also gradually establish a human-machine collaborative work model, reducing the burden on frontline staff and improving service consistency and organizational resilience. From a governance perspective, the hands-on experience accumulated through the competition serves as key foundation for future planning of an internal AI platform, the governance of AI applications, and mechanisms for their broader dissemination and scaling.

Looking ahead, Chunghwa Post will continue to prioritize "people-oriented" principles and promote the integration of AI technology and organizational culture, transforming innovation from a one-time activity outcome into a sustainable driving force that supports the quality of postal services, employee growth, and social trust in the long term, and gradually build a smart postal system with efficiency, resilience, and responsibility.

In 2025, the total number of physical training hours reached 333,296.5 hours, cultivating 1,418 professionals. The number of employees participating in further education at domestic colleges and universities (including graduate schools) was 95, the number of those recommended for external training was 1,312, and the number of those receiving subsidies to obtain professional certifications was 2,493. We foster the long-term growth of professional talent by effectively integrating internal and external resources. Feedback was collected based on the trainee opinion survey, and the average score in 2025 was 4.58 out of 5, an increase from 4.54 in 2024, showing that the training quality was recognized by the employees.

To seize the opportunities of the information age, the Company focuses on specialized training programs in AI applications, digital transformation, and big data. In 2025, digital learning hours amounted to 655,954 hours, and the number of digital courses reached 70 (16.67% more than the target of 60 courses), demonstrating the outstanding results in organizational agile learning and development. The total physical training and digital learning hours reached 989,250.5 hours, providing adequate overall training capacity. The average annual training hours per employee reached 39.41 hours, indicating that while maintaining operational stability, the Company still invests significant resources in increasing the value of its human capital.

The annual training for life insurance salespersons is conducted in accordance with the Guidelines for Salespeople of the Postal Simple Life Insurance. Employees are recommended to participate in external training and workshops from time to time for the professional courses, to enhance work efficiency and improve the professionalism among employees.