Three years at TSMC's US plant: Salary is 3x but expenses are also 3x, here are 7 things I want to tell my colleagues in Taiwan

A Taiwanese employee who claims to have worked at TSMC in the US for three years recently posted in the Facebook group "TSMC大小事," listing seven personal observations. He pointed out that while the nominal salary is three times higher, it is significantly diluted by inflation, taxes, and tips, and that promotions are subject to a policy that prioritizes local employees by 70%. (Previous coverage: An American working at TSMC's US plant for 4 years: Living like a dog, filled with daily discrimination, harassment, and endless overtime...) (Background: Is the US trying to "package" the entire TSMC supply chain? The Governor of Arizona is visiting Taiwan next week; Taiwanese suppliers reveal: Under immense pressure.) The post uses seven personal observations to depict the reality of the US plant, quickly sparking polarized debates in the comment section. The nominal salary is three times higher, but how much do you actually take home? The core proposition of this post by a Taiwanese employee who claims to have worked at TSMC's Arizona plant for three years is not whether the US plant is good or bad, but whether this trip is worth it for Taiwanese expatriate employees. The author points out the first calculation trap: the nominal US salary is about three times that of Taiwan, but the prices of almost all consumer goods in the local area are also two to three times higher than in Taiwan. Dining out requires an additional 18% to 20% tip, and sales tax is added after checkout; these fixed expenses hardly exist in Taiwan. More crucially, there is the bonus structure. The author points out that under the Host Plus program, Taiwanese profit-sharing and year-end bonuses cannot be received directly because the company offsets these items with the housing and transportation subsidies provided by the US plant. "The company is currently at a peak of profitability, but coming to the US doesn't necessarily mean you earn much more," he wrote. However, some in the comment section countered: "What you get is definitely more than the sum of Taiwan's profit-sharing + housing/car subsidies + COLA + year-end bonus." He further explained that the 3+3 year expatriate structure is the current norm, and promotions are calculated separately; the quota for local employees does not occupy the quota for expatriate employees, "It is reasonable for you to return." Both sides have their own grounds, but the detailed information is asymmetrical, making it difficult for outsiders to verify. The author's third point involves labor protection, with a noticeably heavier tone. He stated that while the company ostensibly asks employees if they are willing to renew their contracts, it can actually terminate them two months before the contract expires under the pretext of "Business Need," and such reasons are difficult to appeal under the framework of US labor law. "Don't think that just because you signed a contract, the boss won't ask you to go back; nothing is impossible." He also mentioned the issue of expanding job scope: because the US plant salary is higher, management requires employees to learn across sites, with one person bearing the workload of two plant areas. "When did semiconductor professional work become McDonald's employee training?" This sentence resonated with many in the post. On the issue of promotion, the author's answer was quite straightforward: "Everything is Americans first; after all, the big boss's goal is 70% Americans." TSMC's localization strategy for the US plant does indeed set a long-term goal for the proportion of local employees, and it is currently actively recruiting locally in Arizona. For Taiwanese expatriate employees, this means their presence at the US plant is phased rather than a starting point for long-term roots. In addition, the author used the word "bizarre" to describe his experiences over the past three years, specifically pointing out the gap in management culture. The Taiwanese management style emphasizes execution discipline, while American employees tend to have a more flexible work pace. When American colleagues resign after one or two years, the reaction of Taiwanese employees is often confusion, "It's chilling to think about being treated like this after working at TSMC for over a decade." The author did not completely deny the opportunity to go to the US. At the end, he clearly distinguished between two types of people: for those who want to broaden their horizons and increase the value of their resumes, he "highly recommends" it; but for those who think going to the US can significantly increase wealth accumulation, he suggests "please think twice." Netizens in the comment section also listed three types of people suitable for going: - Singles who want to venture out and broaden their horizons while young - Couples who go to give birth and obtain US citizenship - Those who bring young children to immigrate and naturally acquire English His conclusion is: "If you meet any of the above three, this trip is worth it, no need to complain