With “people-oriented and respect for professionalism” at its core, Bora Group is committed to building a diverse, equal, inclusive workplace that values professional expertise. Through fair and transparent recruitment and promotion systems, market-competitive compensation and benefits, diverse talent development opportunities, and comprehensive employee communication and support mechanisms, we attract and retain outstanding talent worldwide and support the shared growth of our people and the Company.
Talent Management Approach
Employees are the most important human capital of the enterprise. Their recruitment and retention directly affect operational stability, the accumulation of technical capability, and long-term competitiveness. Bora incorporates talent attraction and retention into the core of its human capital management strategy, and uses the Bora Way as the core of cultural integration to progressively build a consistent cross-regional framework for talent development and management.
- Human capital management: Integrate performance management, education and training, employee experience and succession planning, and progressively incorporate the Bora Way into performance and development mechanisms.
- Employee experience and data feedback: Review employee needs and organizational conditions regularly through employee engagement surveys.
- Talent attraction and development: Establish fair and transparent recruitment and promotion systems, and promote internal rotation, career planning and key talent development programs.
- Compensation and benefits: Participate in international salary surveys to ensure market-competitive compensation, and provide benefits such as bonuses, insurance and employee care programs.
- Employee communication and engagement: Hold labor-management meetings and Town Hall Meetings regularly to promote two-way communication and organizational trust.
Talent Recruitment
Bora firmly believes that employees are the core asset of sustainable corporate development. We are committed to fostering a diverse, equal and inclusive (DEI) workplace culture, and comply with the labor regulations of each operating location to protect employee rights and workplace safety.
The Company prohibits forced labor and child labor, and ensures that employees are not subject to differential treatment on the basis of gender, age, race, sexual orientation, religious belief, nationality, political position or disability, so that all employees enjoy equal opportunities for employment and development.
In recruitment, the Company attracts talent through diverse channels including campus activities, talent platforms, employee referrals, internship programs, internal transfers and professional headhunting, actively welcoming people from a wide range of backgrounds and areas of expertise.
Young Talent &
Campus Engagement
International Talent and Campus Exchange
Bora continues to strengthen talent attraction and employer brand influence through campus partnerships and international exchange. In 2025, the Company held 8 campus corporate lectures covering Taiwan’s major pharmaceutical, medical, science and engineering departments, attracting approximately 383 students. Bora also hosted visits from leading international institutions, including Stanford Graduate School of Business and the University of Virginia, with approximately 60 students from more than 10 nationalities participating in site visits and exchange activities. In total, 10 campus and international exchange events were held in Taiwan, establishing contact and interaction with more than 440 potential candidates.
Young Talent Program
Bora promotes the Young Talent Program, which uses systematic training and practical immersion to help students and new hires adapt quickly to the workplace and develop professional capabilities and cross-functional collaboration skills. By integrating campus engagement, talent cultivation and career development, the Company is progressively building a complete talent pipeline that supports long-term human capital development and the reserve of key talent.
Talent Retention
Bora is committed to building an attractive and supportive working environment. In addition to market-competitive compensation and benefits, the Company helps employees continuously enhance their professional capabilities and broaden their career development through diverse education and training, cross-functional job rotation and internal job opportunities. Bora also provides an Individual Development Plan (IDP) to help employees understand their career direction, and assigns roles according to each employee’s capability and potential so that individual value is fully realized.
2025 Talent Indicators
| 2025 Talent Indicator | Result |
|---|---|
| Number of new hires | 392 |
| Overall new hire rate | 20.6% |
| Female new hire rate | 25.9% |
| Male new hire rate | 15.9% |
| Share of new hires under 30 | Approx. 22.8% |
Training Hours for Each Job Grade
| Employee Category | Male | Female | Total | ||||
|---|---|---|---|---|---|---|---|
| Number of Trainees | Training Hours | Number of Trainees | Training Hours | Number of Trainees | Training Hours | Average Training Hours | |
| Senior Executives | 14 | 506.00 | 4 | 207.50 | 18 | 713.50 | 35.78 |
| Mid-level Managers | 199 | 1,789.00 | 215 | 1,752.50 | 414 | 3,541.50 | 8.55 |
| General Employees | 336 | 5,431.00 | 322 | 3,850.00 | 658 | 9,281.00 | 14.10 |
| Average Training Hours | 14.07 | 10.43 | 12.42 | ||||
Note: This table covers the Taiwan sites and the Canada site only. Data for the remaining sites will be included from 2026 onwards, once training system integration is complete.
Degree &
Certification Courses
In line with the regulatory, quality management and occupational safety requirements of the pharmaceutical industry, Bora encourages employees to obtain professional certifications and attend related courses, continuously strengthening professional capability and regulatory compliance awareness.
| Category | Trainees | Total Training Hours | Certification Name |
|---|---|---|---|
| Good Manufacturing Practice (GMP) Related | 125 | 921 | Instrument Quality Management; ISO 9001:2015 Internal Auditor; Pharmacist Continuing Education |
| Environmental, Health, and Safety (EHS) Related | 148 | 16,790 | First Aid Personnel; Fire Safety Manager; Occupational Safety and Health Supervisor; Specific Chemical Substance Operations Supervisor; High-Pressure Gas Supply and Consumption Operations Supervisor; Security Inspector; 18-hour Ionizing Radiation Protection Training; Class A Occupational Safety and Health Supervisor; Class B Occupational Safety and Health Supervisor; Small Boiler Operator; Type 1 Pressure Vessel Operator Safety and Health Training; Fixed Crane Operator with Lifting Load Between 0.5 and 3 Tons |
| Total | 273 | 17,711 | – |
Unit: number of trainees / hours
Performance Management
Performance management includes probationary assessments and regular evaluations. Regular evaluations are divided into three categories based on job level: senior management, mid-level management and general employees. The annual evaluation covers key performance indicators (goal setting and achievement) and behavioral performance indicators. Performance and behavior are rated on a five-level scale from “far exceeds expectations” to “does not meet expectations,” serving as a basis for rewards, talent development, career development and organizational development. The Company also incorporates the Bora Way core values and behavioral indicators into performance goal setting, connecting employees’ daily behavior, corporate culture and business objectives.
Further analysis by gender shows that in 2025, the proportion of male employees receiving performance evaluations was 82.5%, while that of female employees was 78.0%, with an overall completion rate of 80.36%, indicating that the Company’s performance management system has good coverage across genders.
| Employee Category | Male | Female | Total | ||||
|---|---|---|---|---|---|---|---|
| Total | Completed | Total | Completed | Total | Completed | Completion Rate | |
| Senior management | 33 | 29 | 16 | 10 | 49 | 39 | 79.59% |
| Mid-level management | 331 | 273 | 318 | 244 | 649 | 517 | 79.66% |
| General employees | 770 | 634 | 711 | 561 | 1,481 | 1,195 | 80.69% |
| Total | 1,134 | 936 | 1,045 | 815 | 2,179 | 1,751 | 80.36% |
Note: The number of employees evaluated in this table is based on employees who received performance appraisals during the reporting period, including new hires and employees who subsequently left. Because evaluation systems and frequencies differ across operating locations, the statistical count may be higher than the total number of active employees at the end of 2025.