Talent Recruitment

Talent Management Policy 

Yang Ming is committed to creating an open, inclusive, and diverse workplace environment and formulates talent recruitment strategies according to the company's short, medium, and long-term plans to attract outstanding talent to join the team. We firmly believe that "Outstanding staff facilitate a progressive Yang Ming." Making the most of talent and improving unit productivity are the driving forces for the Company's progress and development. We use Yang Ming Group's global resources and experience to cultivate talent with macro international perspectives, give our team a strong sense of mission, thereby improving overall performance and competitiveness. The Company insists on the meticulous operation of various management mechanisms, continuously improves the Company’s workforce, and strengthens core competitiveness to maintain excellence in the long term. Additionally, fleet safety and operational efficiency are closely related to seafaring personnel capabilities, being the most important aspect of fleet operations. Therefore, the Company continues recruiting talent interested in seafaring work and provides good career development opportunities to ensure comprehensive talent development and improve fleet operational standards.

Total Number of Employees (Including Contract Employees)

Number of Onshore Employees and Seafarers by Nationality

Workforce Profile

• Number of Employees by Age and Gender

Note 1：Seafarer include deck and engine cadets and interns.
Note 2：The increase in seafaring personnel in 2025 is due to the Company’s encouragement of industry-academia collaboration, increasing interns and trainees for professional cultivation. 

• Employee Statistics by Job Level and Age

Note: Seafaring management includes Captains, Chief Officers, Chief Engineers, and Second Engineers. 
 

• Proportion of Senior Management Hired from the Local Community in Taiwan

• Proportion of Employees and Management by Nationality

• Statistical Overview of the Employment of Onshore Manpower (by Gender)

• Number of Diverse Onshore Employees Employed

*The number of indigenous employees is based on the actual figures provided by the Council of Indigenous Peoples for the closing fiscal year; figures for each year are estimated using the monthly average of actual hires from the previous year.

• Diverse Seafarers Employed

Overall employee and seafarer turnover rate and voluntary turnover rate

Note 1：Overall employee turnover rate (%) = Number of resigned employees / Total number of employees.
Note 2：Voluntary turnover rate (%) = Number of voluntary resigned employees / Total number of employees, voluntary resigned full-time employees and interns (excluding retirement and personnel transferred back to fleet).
Note 3：Overall employee turnover rate includes seafaring personnel who, due to industry work characteristics, are on fixed-term employment, resulting in higher turnover rates.

International Talent

To implement comprehensive talent cultivation policies, the Company encourages employees to gain cross-departmental work experience after two to three years of capability in the same position, even challenging overseas work to develop comprehensive talents. The Company continued promoting employee rotation systems, viewing this as key to company talent development. In the future, overseas training programs and other initiatives will continue to be promoted, assigning promising employees to overseas regional centers for training or apprenticeships to enhance employees' international perspectives.
 

Employee Rotation

Green Collar and Sustainability Talent Cultivation and Promotion

The Company continues to monitor the impacts on employees, crew members, and other stakeholders throughout the low-carbon transition process. In response to the introduction of LNG dual-fuel vessels, the development of international carbon reduction regulations, and the low-carbon transition trends in the shipping industry, the Company has assessed that, following the introduction of LNG dual-fuel vessels, crew members will need to acquire basic operational skills for alternative-fuel vessels (LNG), while captains and engine department crew members will require advanced operational skills for alternative-fuel vessels (LNG). Accordingly, through education and training, capacity building, occupational safety and health management, and stakeholder communication mechanisms, the Company assists employees in enhancing relevant professional knowledge and skills and reducing potential operational and workforce risks arising during the transition. In recent years, the Company has continued to provide training related to LNG dual-fuel vessels, covering topics such as fuel characteristics, safety management, operating procedures, and emergency response, to strengthen the capabilities of crew members and relevant personnel in adapting to new fuel technologies. At the same time, the Company continues to promote training on climate change, energy efficiency management, and international maritime carbon reduction regulations, helping employees understand industry transition trends and regulatory requirements. The Company continues to monitor technological developments and proactively plans relevant training and management mechanisms to ensure a smooth transition and minimize impacts on employees and the supply chain when future technologies reach maturity. Going forward, the Company will continue to strengthen talent development, skills enhancement, and transition capacity building, while evaluating management mechanisms related to Just Transition to support the shipping industry’s low-carbon transition and sustainable development goals. The Company also regularly conducts various ESG training programs and workshops, covering topics such as sustainability trend sharing, sustainable internal control management, sustainability reporting standards, greenhouse gas inventories, the CDP Climate Change Program, and climate-related financial disclosures (TCFD), thereby empowering employees and working collectively toward the transition.

Training Hours

• Training for Improving the Compentency of Onshore Employees in 2025

☑️Average training investment per onshore training participant in 2025: NT$4,825

• Average hours and amount spent per onshore employee on training and development in latest four years

• 2025 Seafaring Employee Skills Enhancement Training Implementation Status

☑️ Average training investment per seafaring training participant in 2025: NT$8,934