Operational Governance
Business Performance
Business Performance / Continuous Value Creation
Looking back at 2024, the international political and economic landscape was shaped by the US-China trade war and geopolitical risks, resulting in a downward trend in the global economy, fluctuations in energy and commodity prices, and instability in international logistics supply chains. On the other hand, agriculture was affected by severe climate change and the gradual reduction of arable land. Productivity growth was significantly lower than expected, leading to rising prices for bulk agricultural products and triggering an inflation crisis. Meanwhile, the global agrochemical industry faced excess supply, leading to intense price competition and reduced profit margins.
In terms of subsidiaries, Funcom Supermarket has strengthened its advocacy on seed-to-table practices, safety, hygiene, and consumer health protection for its products through three key pillars: freshness, safety, and service. These efforts enhance its competitive advantage. We ensure that store managers and cashiers recognize returning customers, enhance interactions with them, create a welcoming store environment, and improve the quality of service. Future store expansion plans aim to continuously expand from central Taiwan into the Hsinchu, Taoyuan, and New Taipei City regions. Yumei Biotech Corporation’s operations in agricultural product distribution, group meal foods, and household goods have shown stable growth in performance. Yumei’s fruit and vegetable processing division, which possesses its self-owned farms, maintains excellent contract farming partners and certified factories. It continues to develop new products, increases the cultivation of high-value crops, and offers customized products to attract target customers and tap into high-potential premium clients. The household goods business emphasizes eco-friendly, natural, and organic products and has launched cleaning products for pets and medical applications to boost brand recognition and expand its product lines. The Company cooperates with large shopping malls, supermarkets, e-commerce platforms, and chain catering businesses to expand its sales channels and customer base. Meanwhile, the Company's self-owned farms have increased the cultivation of high-value crops to attract target customers and develop potential high-end clientele.
Sinon Group achieved consolidated revenue of NT$ 18.9 billion in 2024, net profit attributable to owners of the company of NT$ 1.05 billion, and earnings per share of NT$ 2.50.
In terms of subsidiaries, Funcom Supermarket has strengthened its advocacy on seed-to-table practices, safety, hygiene, and consumer health protection for its products through three key pillars: freshness, safety, and service. These efforts enhance its competitive advantage. We ensure that store managers and cashiers recognize returning customers, enhance interactions with them, create a welcoming store environment, and improve the quality of service. Future store expansion plans aim to continuously expand from central Taiwan into the Hsinchu, Taoyuan, and New Taipei City regions. Yumei Biotech Corporation’s operations in agricultural product distribution, group meal foods, and household goods have shown stable growth in performance. Yumei’s fruit and vegetable processing division, which possesses its self-owned farms, maintains excellent contract farming partners and certified factories. It continues to develop new products, increases the cultivation of high-value crops, and offers customized products to attract target customers and tap into high-potential premium clients. The household goods business emphasizes eco-friendly, natural, and organic products and has launched cleaning products for pets and medical applications to boost brand recognition and expand its product lines. The Company cooperates with large shopping malls, supermarkets, e-commerce platforms, and chain catering businesses to expand its sales channels and customer base. Meanwhile, the Company's self-owned farms have increased the cultivation of high-value crops to attract target customers and develop potential high-end clientele.
Looking at the operational performance of each of the Group’s businesses, the growth of the plant protection business has been slightly limited in the past two years due to the impact of high inventories and overcapacity in overseas markets, with weak pricing further squeezing profit margins. Fortunately, we have gradually secured product registrations in key overseas markets such as Europe, India, and Vietnam. This has enabled us to acquire new customers and maintain close collaboration with multinational companies and key suppliers, allowing us to navigate the crisis successfully.
The domestic plant protection market, in line with government policies promoting “Environmentally Friendly Development and Circular Economy Energy-Saving and Carbon-Reduction Policies”, continues to develop microbial formulations, registration-free plant protection resources and materials, biostimulants, and organic fertilizers derived from the reuse of agricultural materials. Regarding traditional chemical pesticides, we are working hard to shift toward safer formulation types or nano-based processing techniques. The formulation ingredients primarily use water or advanced low-toxic eco-friendly solvents instead of traditional organic solvents. This approach not only enhances product efficacy but also reduces the required dosage and minimizes usage risks. In addition to our self-owned R&D products, we continue to collaborate with international companies to introduce new products, offering comprehensive crop protection and nutritional cultivation solutions to consolidate our brand advantage and market share.
Sinon Group achieved consolidated revenue of NT$ 18.9 billion in 2024, net profit attributable to owners of the company of NT$ 1.05 billion, and earnings per share of NT$ 2.50.
Direct Economic Value Generated and Distributed by the Organization
Unit: NT$ million
| Items | Essential Factors | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|---|
| Direct economic value generated | Income | 17,484 | 18,646 | 23,043 | 19,113 | 18,928 |
| Economic value distributed | Operating cost | 12,780 | 13,431 | 16,548 | 13,913 | 13,361 |
| Employee salary and benefits(Note 1) | 2,625 | 2,776 | 2,871 | 2,879 | 2,901 | |
| Payments to providers of capital (Note 2) | 547 | 757 | 1,177 | 1,177 | 1,051 | |
| Payments to government(Note 3) | 146 | 142 | 294 | 390 | 424 | |
| Community investment(Note 4) | 1.2 | 1.8 | 1.8 | 3.5 | 2.5 | |
| Economic value retained (Note 5) | 1,385 | 1,538 | 2,151 | 750 | 1,189 | |
Note 1: Includes bonuses, labor and health insurance, pension and so on fees on workforce
Note 2: Distributed cash dividends
Note 3: Paid income tax
Note 4: Charity expenses in the form of donations to charity groups and communities
Note 5: Economic value retained = Direct economic value generated - Economic value distributed
The remuneration of the General Manager and senior executives is linked to the evaluation of ESG-related performance
Note 2: Distributed cash dividends
Note 3: Paid income tax
Note 4: Charity expenses in the form of donations to charity groups and communities
Note 5: Economic value retained = Direct economic value generated - Economic value distributed
The remuneration of the General Manager and senior executives is linked to the evaluation of ESG-related performance
| Evaluation Subject | ESG Performance Indicator | Weight (%) | Description |
|---|---|---|---|
| General Manager | Finance | 25% |
|
| Strategy | 50% | Launched initiatives in line with mid- to long-term strategies, such as focusing on the development of organic fertilizers and microbial products to reduce chemical usage and lower carbon emissions. | |
| Sustainability | 25% |
|
|
| Senior Managers | Sustainability | 10% |
|
| Learning | 5% | Conduct ESG training for employees to enhance internal awareness of climate issues. |
