Operational Governance
Business Performance
Business Performance / Continuous Value Creation
Looking back at 2025, the global political and economic landscape continued to be affected by multiple factors, including heightened geopolitical tensions, rising tariff protectionism, and supply chain restructuring, making the overall economic environment highly uncertain. Against the backdrop of slower macroeconomic growth, weakening market demand and rising cost pressures interacted to create even more severe challenges for business operations.
In the agricultural sector, rising fertilizer costs and fluctuations in energy prices affected crop yields and supply structures. At the same time, climate change and the reduction in arable land also caused productivity growth to fall short of expectations. Prices of bulk agricultural products continued to rise, further intensifying inflationary pressure. Under these conditions, the global agrochemical industry generally faced intensified price competition and compressed profit margins.
In terms of the operating performance of each business, the growth momentum of the plant protection business has been somewhat constrained over the past two years by high inventories and overcapacity in overseas markets, while weak product prices have further compressed profit margins. However, the Company actively expanded into international markets and successfully obtained product registrations and commenced sales in Vietnam, Thailand, and Brazil, effectively injecting momentum into operations and helping the business navigate the industry adjustment period steadily.
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, the Company has also continued to promote the transition to safer formulations and nano-formulation technology, and has replaced traditional organic solvents with water-based or low-toxicity environmentally friendly solvents. This has not only improved product performance, but also effectively reduced usage risks and environmental burdens. In addition to our own R&D efforts, the Company has also continued to deepen cooperation with major international companies, introduce innovative products, and provide comprehensive crop protection and nutritional management solutions in order to consolidate its market position and brand competitiveness.
With respect to subsidiaries, Funcom Supermarket continued to deepen its "from seed to table" business model by offering safe, healthy, and quality products, while strengthening customer loyalty and market competitiveness through prepared foods and seasonal products. It is expected to expand to 54 stores in 2026. Yumei Biotec Corporation continued to achieve steady growth in its agricultural produce distribution, group meal services, and household products businesses. Its fruit and vegetable processing business, supported by self-owned farms, a contract farming system, and certified factories, continued to develop high-value-added products and expand into premium customers and foodservice channels. The household products business, meanwhile, focused on environmental protection, as well as natural and organic appeals, while actively developing pet brands and expanding its market presence through cooperation across diversified channels.
In terms of sustainable development, the Company continued to integrate ESG principles into its operations, actively promoted green agriculture and environmental protection measures, implemented energy saving, carbon reduction, and waste reduction, and at the same time strengthened workplace safety and employee care, thereby building a corporate culture that values the environment and safety. The Company also continued to refine its corporate governance mechanisms, uphold ethical management, and put its core corporate values into practice.
Despite the harsh external environment, with the prudent response of the management team and the joint efforts of all employees, Sinon Group recorded consolidated revenue of NT$18.6 billion in 2025, net profit after tax of NT$1.09 billion, and earnings per share of NT$2.6, demonstrating solid operating results.
In the agricultural sector, rising fertilizer costs and fluctuations in energy prices affected crop yields and supply structures. At the same time, climate change and the reduction in arable land also caused productivity growth to fall short of expectations. Prices of bulk agricultural products continued to rise, further intensifying inflationary pressure. Under these conditions, the global agrochemical industry generally faced intensified price competition and compressed profit margins.
In terms of the operating performance of each business, the growth momentum of the plant protection business has been somewhat constrained over the past two years by high inventories and overcapacity in overseas markets, while weak product prices have further compressed profit margins. However, the Company actively expanded into international markets and successfully obtained product registrations and commenced sales in Vietnam, Thailand, and Brazil, effectively injecting momentum into operations and helping the business navigate the industry adjustment period steadily.
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, the Company has also continued to promote the transition to safer formulations and nano-formulation technology, and has replaced traditional organic solvents with water-based or low-toxicity environmentally friendly solvents. This has not only improved product performance, but also effectively reduced usage risks and environmental burdens. In addition to our own R&D efforts, the Company has also continued to deepen cooperation with major international companies, introduce innovative products, and provide comprehensive crop protection and nutritional management solutions in order to consolidate its market position and brand competitiveness.
With respect to subsidiaries, Funcom Supermarket continued to deepen its "from seed to table" business model by offering safe, healthy, and quality products, while strengthening customer loyalty and market competitiveness through prepared foods and seasonal products. It is expected to expand to 54 stores in 2026. Yumei Biotec Corporation continued to achieve steady growth in its agricultural produce distribution, group meal services, and household products businesses. Its fruit and vegetable processing business, supported by self-owned farms, a contract farming system, and certified factories, continued to develop high-value-added products and expand into premium customers and foodservice channels. The household products business, meanwhile, focused on environmental protection, as well as natural and organic appeals, while actively developing pet brands and expanding its market presence through cooperation across diversified channels.
In terms of sustainable development, the Company continued to integrate ESG principles into its operations, actively promoted green agriculture and environmental protection measures, implemented energy saving, carbon reduction, and waste reduction, and at the same time strengthened workplace safety and employee care, thereby building a corporate culture that values the environment and safety. The Company also continued to refine its corporate governance mechanisms, uphold ethical management, and put its core corporate values into practice.
Despite the harsh external environment, with the prudent response of the management team and the joint efforts of all employees, Sinon Group recorded consolidated revenue of NT$18.6 billion in 2025, net profit after tax of NT$1.09 billion, and earnings per share of NT$2.6, demonstrating solid operating results.
Direct Economic Value Generated and Distributed by the Organization
Unit: NT$ million
| Items | Essential Factors | 2021 | 2022 | 2023 | 2024 | 2025 |
|---|---|---|---|---|---|---|
| Direct economic value generated | Income | 18,646 | 23,043 | 19,113 | 18,928 | 18,610 |
| Economic value distributed | Operating cost | 13,431 | 16,548 | 13,913 | 13,361 | 12,936 |
| Employee salary and benefits(Note 1) | 2,776 | 2,871 | 2,879 | 2,901 | 3,074 | |
| Payments to providers of capital (Note 2) | 757 | 1,177 | 1,177 | 1,051 | 1,051 | |
| Payments to government(Note 3) | 142 | 294 | 390 | 424 | 216 | |
| Community investment(Note 4) | 1.8 | 1.8 | 3.5 | 2.5 | 2.1 | |
| Economic value retained (Note 5) | 1,538 | 2,151 | 750 | 1,189 | 1,331 | |
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. |
