Workplace reviews and discussion: 嘉楓食品股份有限公司

If you are hired as an Equipment Maintenance Technician Specialist, the position is listed under Jiafeng Foods Co., Ltd. on 104, but once you join, you will actually be employed under Jiaxin Catering Services Co., Ltd. Basically, Jiaxin often has to follow Jiafeng's lead. The workload is almost explosively heavy every day, and you frequently work past the end of your shift, but it is very difficult to claim overtime without measurable performance results—practically speaking, overtime cannot be claimed. The things required by the company are very inefficient, and you often have to do the same work twice.

The company mentioned below refers to Jiaxin, but according to what I heard from business staff, Jiafeng is no better.

In central Taiwan, a colleague was involved in a work-related traffic accident and broke their leg, making it impossible to ride a motorcycle to work. The company repeatedly asked the colleague to return to work, citing reasons such as “so they could keep up with the company’s latest developments and not become disconnected” and “a shortage of manpower.” They showed no concern for the colleague’s medical condition, and when asked about the practical details of how the colleague was supposed to commute to work, they did not respond. When the injured colleague asked about unpaid leave, Human Resources avoided discussing it. The colleague’s femur had not even healed yet, but the company kept discussing having them return to work as soon as possible. The boss initially said the colleague could take leave until fully recovered, but reneged in less than a month.

Jiaxin did not provide health checkups. In 2024, it seemed that health checkups only began after someone filed a complaint. I do not know whether they continued in 2025. Jiafeng brought in a large number of parachuted-in managers and established an Administrative Optimization Department, but it has never produced any tangible results. Regarding equipment maintenance issues, instead of consulting upstream vendors, they push the problems onto frontline employees and Jiaxin. They even require employees to find solutions to problems that the upstream vendors themselves cannot resolve.

I am a former Jiaxin employee. The company calculates employees’ performance at a rate of 600 per hour. When I left, the performance target was 130,000. You can do the math yourself to see how much work has to be completed in a month to meet the target. Since performance is included as a KPI, it has to be done regardless. On top of that, answering calls, communicating with customers, and arranging online schedules, among other tasks, do not count toward performance. For external repairs, you also have to complete both a paper form and an electronic work order, meaning the same task is done twice—an inefficient process.

Jiaxin is in the most unfortunate position. Things Jiafeng does not want to handle are often passed on to Jiaxin. Machine parts can often only be taken from old machines for repairs; if the repair fails, Jiafeng will still blame Jiaxin. When old machines are obtained from other companies and supplied to customers, employees are told to find a way if parts are missing, without considering the machine’s quality.

Salary is built up through bonuses. Bonuses account for approximately 20–30% of the average monthly salary. Note: this refers to the average salary, calculated by averaging quarterly bonuses. Part of the bonus depends heavily on the company’s operating conditions, and it is also highly dependent on your performance. Therefore, if the company raises the performance standards, your bonus will decrease, which is effectively a disguised pay cut.

Company policies change extremely frequently. Sometimes even something the boss casually says can become company policy, without any detailed explanation. Northern Taiwan and central/southern Taiwan are practically operating under two different systems, with a huge information gap. When central and southern offices report problems to the northern headquarters, there is almost never any follow-up; I do not know whether the information is being blocked by supervisors. When a situation becomes serious, the boss appears and uses various excuses to brush it off, then offers employees promises of future benefits. However, the boss does not actually improve the company. Even when there is an effect, it is minimal, and after some time things return to how they were.

The company requires weekend duty. Originally, only Saturdays were covered; in 2025, Sunday duty was also required. Although compensatory leave is provided, and Sunday duty is paid at double time (you receive both pay and leave), the company does not consider staffing needs. Regular work is already impossible to finish, yet staff must also be allocated to weekend duty. Only after everyone could no longer tolerate it and employees began resigning did the company realize there was a problem. Even then, it just fed employees more promises and asked them to do the company a favor by staying.

Whenever the company introduces a new policy, it does not provide complete supporting measures. Even when there is an SOP, you cannot follow it as written. Even if you do follow it, you may be inexplicably reprimanded, after which the policy is revised based on the content of the reprimand. The revised policy is changed to match whatever you were criticized for—whatever they reprimand you about is what the policy becomes. The person reprimanding you is not even your direct supervisor, but a manager from Jiafeng.