Full-time employees11,530
Non-full-time Employees94
Temporary Employees16
E
Sustainable Environment
S
Inclusive Society
G
Corporate Governance
Workforce
China Airlines has established a complete workforce through caring for employees, equal rights and diversification, regular performance evaluation based on fairness and objective principles, a complete salary and welfare system, and a sound internal recruitment and rotation system.
CAL regards employees as family. We are always willing to communicate with respect and strive to reach a mutual understanding through negotiation. We endeavor to create a more harmonious work environment based on an equitable, cooperative, and mutually respectful relationship. In such a work environment, labor and management reach a consensus through open and transparent negotiations and are more willing to engage in positive communication on collective agreement issues. CAL values the safety and health of passengers, employees, and all stakeholders. In addition to promoting the systematic management of occupational safety and health, we are committed to reducing occupational hazards, creating a friendly, safe, and healthy workplace, and pursuing a sustainable future.
Workforce Structure of CAL Group
Workforce Structure of CAL Group As of the end of 2025, the total number of employees of CAL and Mandarin Airlines were 11,640 and 954, respectively. Compared to the number of employees in 2024, CAL added 122 employees and Mandarin Airlines added 0. The number of employees employed by the two airlines is in compliance with the regulations. CAL responded to flexible work requirements for basic ground service and employed 145 dispatched workers. (Refer to Detailed Workforce Structure Tables in the Appendix)
Total employees
Age
Under 301,415
31-506,760
Above 513,465
The Job Category
Business3,269
Air service4,461
Maintenance
2,256
2,256
Others1,654
Ranking
Senior management
130
130
Mid-level management363
Junior management180
Non-executive employees10,967
Region
Taiwan10,022
China175
Asia977
America290
Europe123
Oceania53
Education
Master/PhD1,492
Bachelor
9,595
9,595
Senior high470
Others
83
83
Note 1: Full-time Employees are those whose contracted work hours are normal work hours.
Note 2: Non-full-time employees are those whose contracted work hours are lower than normal work hours.
Note 3: Interns are not included in the total number of employees.Based on the headcount as of December 31, 2024.
Note 4: Job duties - others: including senior executives at the level of vice president and above, auditing and accounting, information technology staff, and all other personnel not categorized above.
Note 5: Senior executives: Level 1 managers and deputies or above; Mid-level managers: Level 2 managers and deputies; Junior-level supervisors: Level 3 managers and deputies.
Total employees
Full-time employees949
Non-full-time Employees5
Temporary Employees0
Age
Under 30207
31-50505
Above 51242
The Job Category
Business430
Air service236
Maintenance
143
143
Others144
Ranking
Senior management
20
20
Mid-level management33
Junior management38
Non-executive employees863
Region
Taiwan930
China24
Education
Master/PhD68
Bachelor
823
823
Senior high62
Others1
Note 1: Mandarin Airlines has no temporary employees.
Note 2: Interns are not included in the total number of employees
Note 3: Job duties - others: including senior executives at the level of vice president and above, auditing and accounting, information technology staff, and all other personnel not categorized above.
Note 4: Senior executives: Level 1 managers and deputies or above; Mid-level managers: Level 2 managers and deputies; Junior-level supervisors: Level 3 managers and deputies.
Gender Equality and Diversity
We place great importance on gender equality. In 2025, female employees of CAL accounted for 51.31% of the total CAL workforce and 30.76% of all managerial positions were held by females. At Mandarin Airlines, female employees accounted for 52.73% of the total workforce, and 28.57% of the managerial positions were held by females. Due to the nature of the aviation industry, CAL has a higher demand for professionals in certain fields of expertise, leading to a male / female gap that is common in society (detailed Workforce Gender Diversity Target tables in the Appendix). CAL is committed to providing a comfortable work environment that is conducive of balanced career development for all employees, regardless of gender. In order to safeguard the well-being and right to work of female employees, when a female flight attendant is pregnant, she may apply for unpaid leave or request a transfer to ground services. Upon completion of maternity leave, she may then apply to resume her duties as a flight attendant. In addition, two breastfeeding rooms have been set up at CAL Park for female employees to use at any time. For our male employees, they may apply for 7-day paternity leave with full pay during childbirth. In addition, to help our employees achieve work-life balance, CAL has signed agreements with 7 daycare centers and kindergartens in 2025 to provide special discounts for CAL employees. CAL values diversity in the workforce. In 2025, CAL employed 87 (0.74%) Indigenous employees and 99 (0.85%) employees with disabilities. In addition to our commitment to expanding employment among indigenous people, we have employed staff with disabilities at a higher proportion than prescribed by law since September 2015. We have redesigned job descriptions for employees with disabilities with a focus on improving working conditions and making adjustments to job requirements and career development. We also provide shuttle buses and regularlyscheduled health examinations for our employees with disabilities. In addition, we have signed long-term service contracts with visually impaired massage therapists to provide employees with free on-site massages, thereby providing job opportunities for the visually impaired and enhancing our employees’ health at the same time.
Business
Male1,268
Female2,001
Air service
Male1,557
Female2,904
Maintenance
Male2,144
Female112
Others
Male699
Female955
Business
Male149
Female281
Air service
Male103
Female133
Maintenance
Male133
Female10
Others
Male65
Female79
Recruitment
Due to CAL Group’s business growth and fleet/flight network expansion in recent years, we have recruited in various areas to meet the requirements of our growing business. To fulfill our commitment to social responsibility, we continue to promote industry-academia collaboration programs and employ people with disabilities. In 2025, CAL recruited 645 employees, including 623 full-time employees and 22 contract employees, accounting for 5.6% of the total workforce.
Mandarin Airlines recruited 75 full-time employees, accounting for 7.86% of the total workforce.
Total employees
Full-time employees623
Contracted employee22
Age
Under 3070.08%
31-5024.80%
Above 515.12%
Gender
Male52.87%
Female47.13%
Work place
Taiwan64.81%
China0.16%
Asia26.36%
Americas5.74%
Europe2.48%
Oceania0.47%
Total employees
Full-time employees75
Age
Under 3062.67%
31-5028.00%
Above 519.33%
Gender
Male70.67%
Female29.33%
Work place
Taiwan98.67%
Asia1.33%
Local Employees
The flight network of CAL spans across the globe, and a large number of job opportunities are available. This results in contributions to local employment and economic development. About 98.21% of all CAL employees are based in Taiwan. The composition of CAL’s international employees includes foreign pilots from 22 countries, and flight attendants from Vietnam, Japan, and Thailand. We also employ local employees in 25 countries around the world. CAL endeavors to provide a friendly work environment for our international employees, with equal opportunities and benefits to our Taiwanese employees.
- Europe
-
- Employee: 41.38%
- Management: 26.32%
- Asia
-
- Employee: 92.73%
- Management: 45.74%
- China
-
- Employee: 96.58%
- Management: 47.06%
- Taiwan
-
- Employee: 98.77%
- Management: 100.00%
- Oceania
-
- Employee: 54.29%
- Management: 16.67%
- America
-
- Employee: 64.65%
- Management: 30.00%
- China
-
- Employee: 91.67%
- Management: 30.56%
- Taiwan
-
- Employee: 100.00%
- Management: 100.00%
Employee Turnover
Over the past three years, the average employee turnover of CAL has been 5.17%. Each of our employees is protected by an employment contract, and each contract clearly sets forth provisions regarding rewards, disciplinary actions, and employment termination. In addition, rules concerning termination of employment and the number of days required for a notice of resignation comply with the Labor Standards Act. With respect to locations where employee turnover rates are relatively high, we evaluate local labor-related regulations and wage levels and refer to comments made by resigning employees and local managers to see whether adjustments are needed in our salary and benefit practices. We also utilize internal systems and incentive programs to reduce turnover rates. Refer to ESG Data and Appendix Employee Turnover Rate Table In 2025, CAL’s total number of employee departures decreased slightly by approximately 0.85% compared to 2024. Among these, the involuntary turnover rate declined by 0.2%, while the voluntary turnover rate decreased by 0.27% compared to 2024. In recent years, CAL has not only focused on enhancing employee welfare but also continuously conducted management training to strengthen leadership. Additionally, CAL has organized refresher training for new employees to reinforce care and has consistently held diverse employee activities to improve cohesion.
These efforts have contributed to improving the company’s talent retention, resulting in a lower turnover rate compared to last year. CAL will continuously optimize internal management to maintain low turnover.
At Mandarin Airlines, employee turnover in 2025 decreased by approximately 1.15% compared to 2024, mainly due to personal career plans with applications for retirement or resignation. Despite the decrease in the turnover rate, Mandarin Airlines will continue to provide diversified channels of communication for its employees and gradually enhance its employee benefit system to retain talent.
Employee Retention
Periodic Performance Evaluations Conducted on a Fair and Objective Basis
CAL has established a comprehensive performance management system, conducting employee performance evaluations three times annually. The evaluations cover all employees, except those who have not yet completed a specified minimum period of employment, ensuring 100% inclusion in the performance assessment. To provide positive feedback and support, CAL not only conducts regular evaluations but also implements a performance interview mechanism. Through these interviews, supervisors offer feedback on work performance, assist employees in identifying areas for improvement, and arrange agile conversations and support when needed. This approach fosters two-way communication and connection between supervisors and employees, enhances work engagement and organizational cohesion, and promotes talent development and sustainable corporate growth.
To ensure fairness and objectivity, each employee undergoes a multidimensional performance appraisal conducted by multiple supervisors. Performance ratings are assigned according to different job levels. In designing the evaluation criteria, in addition to common core competencies, specific competency indicators and assessment methods are established for each professional field to better reflect employees’ actual work situations. For supervisors at all levels, besides competency indicators, concrete annual objectives (MBO) aligned with the company’s business strategy are set to link performance with operational goals.
For flight attendants, besides the evaluations mentioned above, two-way performance feedback has been also adopted. Flight attendants who have worked for more than one year are evaluated and assigned ratings based on their attendance, reward / disciplinary actions, and performance within a reasonable range and based on employee classification to avoid subjective impressions which could detract from the impartiality of the performance evaluation.
At the same time, to motivate employees, CAL has established a “Group Bonus” mechanism. Units that demonstrate team spirit, integrate collective intelligence, utilize the full strength of group members, successfully accomplish major tasks, and make significant contributions to CAL, or whose achievements are exceptional and serve as exemplary models for all employees, may be recognized and awarded based on their contributions and accomplishments.
Sound Remuneration System
CAL annually provides competitive and reasonable compensation, related benefits, and insurance in accordance with its overall salary policy, operational performance, and revenue conditions. The company has established mechanisms for performance-based salary adjustments and promotion-related salary increases to cultivate and retain outstanding employees, ensuring that promotion processes adhere to principles of fairness and transparency. In the process of compensation planning and review, CAL regularly considers the company’s operational status, minimum wage adjustments, price fluctuations, overall living standards, and industry salary levels. This comprehensive evaluation ensures that employee compensation is reasonable,competitive, and aligned with local living standards.
In addition, CAL offers a variety of allowances and benefits, including dividend bonuses, education and training, employee stock purchase plans, concessional flight tickets, and work subsidies. The company also implements flexible welfare measures, such as retirement benefits, to meet the diverse needs of employees at different stages. These initiatives not only help strengthen the partnership between labor and management but also enhance employee satisfaction and retention. Employees’ working hours and related labor conditions are managed in accordance with the applicable labor laws in each location, complying with local statutory working hours and relevant regulations.
To ensure long-term employee retention and optimal performance, in addition to annual bonuses based on operational conditions, CAL has implemented a system for gradually increasing work allowances linked to performance evaluations. Furthermore, the employee stock ownership trust includes a mechanism for annually increasing company incentive amounts, both capped at maximum proportions after five years.