璨揚企業股份有限公司

Free lunch is provided at noon

You can usually leave by around 7 p.m. at the latest

There may be opportunities for overseas assignments

Management is completely disorganized. One thing can actually be managed using different forms by different departments, resulting in everyone having confused information and endless meetings every day.

A model example of strict clock-in requirements but an accountability-based clock-out system. Working hours are strictly enforced, yet many meetings run into after-work hours.

Managers have no trust in their subordinates and require detailed logs of everything, resulting in a complete lack of efficiency.

The company should have opportunities to innovate in its management practices.

Otherwise, if everyone wears uniforms and does meaningless work, how can innovation possibly happen?

I worked at this company for nearly five years. The company’s culture could be described as “hypocritical,” whether in its dealings with external suppliers or internal employees. It demands “quality,” “speed,” and “low prices,” dressing it up as encouraging employees to improve and wanting good products delivered quickly, while suppressing prices to a pitiful level. When problems arise, it issues penalty notices and deducts money from both suppliers and employees. When prices rise, it pressures suppliers to lower their prices, yet when wages rise, it still cannot properly report and pay overtime. It is a typical clock-in system combined with a responsibility-based work system. Its understanding of prices is still stuck at the level of ten years ago, and its revenue could be said to be built on exploiting workers and suppliers. Those in higher positions cannot face the real problems directly; they can only report good news and conceal bad news, lacking the resilience to positively take on risks. When policies are wrong, the consequences are all shifted onto those below them.