Trust and Open Communication

MERRY views employees as the most important partners in the company's operations. Starting from sustainable talent development, we emphasize the values and practices of DEI (Diversity, Equity, and Inclusion), committing to creating a safe, equitable, and diverse working environment. We ensure that employees will not face discrimination, harassment, or unequal treatment based on race, gender, religion, age, political affiliation, or any other condition protected by applicable laws.
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30.99% of Female Senior Executives Ratio
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Investment in training reached NT$5.26 million
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Total training hours 233,619 hours
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No major occupational disasters
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Complete the human rights due diligence report
Talent Development
Attract & Retain
Remuneration & Benefits
Talent Development
Safe Workplace
Human Rights
Talent Development Policy and Commitment
Diverse Training Channels Empower Self-Directed Learning and Development
Talent is MERRY' greatest growth engine, and learning and development are essential for ensuring the continuous appreciation of human capital. Building a learning organization and enhancing employees' managerial and professional competencies are key drivers for improving team performance and strengthening organizational effectiveness. MERRY utilizes a dual-track talent development system to optimize and enhance talent capabilities. The company has also established an agile 70-20-10 learning model, integrating MERRY' competencies and DNA, and utilizing diverse activities and personalized learning blueprints to nurture talent. Within this learning organization, every employee can access a variety of online and offline platforms to stay abreast of new knowledge, accumulate professional experience through work, and broaden their perspectives through interaction. The company fosters a spirit of collaborative learning, mutual growth, and co-creation to drive continuous progress. Furthermore, MERRY' learning culture extends beyond internal talent development to encompass industry-academia collaboration, volunteer activities, community libraries, social welfare initiatives, and corporate social responsibility efforts. This demonstrates the company's commitment to mutual growth and well-being with societyTraining01
Employee Training Results
From 2022 to 2023, the talent development policies focused on fostering sustainable talent capabilities. Building on the success of digital learning in 2021, the company expanded its training offerings in 2023 to encompass diverse knowledge areas while prioritizing the development of key talent within specific job families. Through talent selection and assessment, MERRY provided tailored learning opportunities for these individuals. In 2023, the total investment in training reached NT$5.26 million, an increase of NT$840,000 compared to the previous year. The company offered a wide range of learning channels, adhering to the 70-20-10 model to cultivate both soft and hard skills among its employees. The average training hours per employee in 2023 was 39 hours. To ensure the effectiveness and impact of training initiatives, MERRY adopted the Kirkpatrick Four-Level Evaluation Model as the foundation for its training activities. This model allows the company to continuously optimize training content and methods, contributing to the company's sustainable development. Starting in 2023, dispatched personnel (classified as non-employees under GRI Standards 2021) were excluded from employee training statistics.
 
  2023 2022 2021
Total training Expense (NT$) 2,699,531 4,417,021 5,261,809
Average cost of training per employee (NT$) 386.75 812.25 882.41
Total hours of training(hour) 656,863.07 509,190.46 233,619.06
Total average hours of training(hour) 94.11 93.64 39.18
Note 1: The training hours for 2021 and 2022 include dispatched personnel.
Note 2: Starting from 2023, dispatched personnel are classified as non-employees according to GRI Standards 2021 and will not be included in the total employee count, thus excluded from the training statistics.

 

Participant feedback was collected through surveys to assess the effectiveness of training courses and gather constructive feedback.

  • Course Satisfaction: Participants rated their satisfaction with the courses an average of 4.7 out of 5.
  • In-Class Observation & Post-Training Interviews: Relevant learning insights were documented in the final report.

 

Level 1 Reaction

Learning assessments were conducted through in-class presentations/discussions and tests to understand the extent to which participants absorbed knowledge and mastered skills before and after training.

  • Management Blueprint: 100% of participants successfully completed the in-class learning assessment.
  • Professional Blueprint: 100% of participants successfully completed the in-class learning assessment.
  • English Training: Participants demonstrated an 85% improvement rate in pre- and post-training tests.

 

Level 2 Evaluation Results

After training, participants' application and utilization of new knowledge and skills in their work were observed through action plans.

  • Management Blueprint: 85% of participants completed their post-training action plans.
  • Professional Blueprint: 100% of participants completed their post-training action plans.

 

Level 3 Learning Implementation

The impact of training on the company's business results was assessed by measuring concrete and direct contributions.

  • Management Promotion Rate: 54% of employees who completed management training were promoted.
  • Professional Promotion Rate: 30% of employees who completed professional training were promoted

 

Level 4 Business results

 

Training02

【MERRY Hard Skills: Embarking on an Immersive Learning Journey for Every Talent】

Training03

 

【MERRY Hard Skills: Building a Pipeline of Key and Successor Talent through Skill-Based Placement】

Nurturing Future Leaders: A Key Talent Development Program

Recognizing that talent is a crucial competitive advantage, MERRY initiated a Key Talent Development Program in late 2022 to foster long-term talent growth and cultivate a pool of future leaders. The program was officially launched in 2023.
Utilizing a 4D talent model, the program tailor’s individua development plans and promotes cross-disciplinary learning, empowering employees to diversify their skill sets, enhance their capabilities, and maximize their potential. By fostering a learning environment within the company, MERRY is cultivating a learning organization where employees are encouraged to continuously grow and develop.

Training04

Building a Talent Pipeline

To achieve the goal of sustainable business operations, MERRY is establishing a forward-looking and development-oriented talent pipeline program. By evaluating and nurturing high-potential talent, the company provides long-term career development goals to enhance talent competitiveness and achieve precise talent retention and utilization. In 2023, MERRY launched the "Leadership Evolution Trilogy" development program for senior executives, starting with understanding oneself and the team, leading to an open self, and continuously moving towards personal and organizational goals.
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