Labor-Management Relations
Labor-Management Communication Channels
To encourage reporting of illegal conducts and filing of complaints whenever employees’ rights have been compromised, Taishin has established a diverse range of communication channels for employees to express their opinions. These communication channels have been clearly stated in the Employee Code of Conduct and are published on the Company’s intranet and Internet website to ensure that they are known and used to maintain employee rights.
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Taishin morning meetings
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Quaterly
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These meetings are hosted personally by the Chairman and held in Taishin FHC building with nationwide video conferencing. Meeting details are uploaded to the website after each session, while a video newsletter concerning the issues discussed is produced and circulated to all employees in the form of a video link.
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Employee mailbox
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Immediately
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The Company received 2 opinions from employee mailbox in 2022; the case had been closed and addressed properly.
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Employee opinion surveys
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Once every two years
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Taishin engages external consultants regularly to identify key issues that require immediate attention, so that feasible action plans can be devised accordingly.
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Employee hotline
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Immediately
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The Company received 1 opinions from employee hotline in 2022. In the future, we will continue to maintain our communication channels and properly handle employee opinions.
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HR representatives
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Immediately Irregularly
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Each department within the organization has been assigned a HR representative, whose duties are to bridge communication between employees and Taishin, deliver employees' opinions, and interpret the Company's policies.
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Labor-management meetings
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Quaterly
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The Company convenes labor-management conferences each quarter for communication and negotiations. Labor and management select representatives based on gender distribution complying with legal requirements to promote harmonious labor relations. The issues discussed and agrees upon by labor and management in 2022 include the implementation of two-week, eightweek, and four-week variable work hours, transfer of rest days, overtime and compensatory leave, night work for women, flexible work hours, and the implementation of epidemic prevention and response measures (including Pandemic prevention reporting, self-funded vaccine subsides and vaccination leave, regulations related to offsite office and remote work, etc in accordance with the work calendar announced by the competent authority and the Company's business operation requirements.
Employee engagement survey
Taishin FHC engages external consultants regularly to conduct full-scale surveys on employees' engagement. By learning employees' views on the management practices in place, the organization is able to identify the key factors for retaining top talents as well as critical issues that require immediate improvement, so that feasible action plans can be devised accordingly.
Taishin conducts an engagement survey of all employees every two years in 2017, 2019 and 2021, and the next survey is expected to be conducted in 2023; in the next year, surveys are conducted on different business groups or specific ethnic groups according to the needs of the organization. For example, we focused on the Information Service Division in 2020. The survey on external environmental impact was suspended in 2022 due to the pandemic, and the implementation status of improvement action plans is tracked according to the opinion survey in 2021, ensuring that improvement actions are taken after employee feedback.
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Target
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All employees
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All employees
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All employees
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Participation Rate (%)
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94
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94
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83
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Engagement Rate (%)
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84
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83
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80
Taishin continues to take in employees’ opinions through various mechanisms to understand their views and find ways toward improvement. The 2021 employee engagement survey found that our staff have developed greater appreciation of the concept of work-life balance. Thus we have actively focused on reviewing our current benefits and through the establishment of more comprehensive welfare measures in terms of multiple aspects including economic support (reducing the threshold for ESOT), family care (expanding the scope of children’s education subsidies), and employees’ physical and mental health (increasing subsidies for health checkups and enriching subsidies for artistic and cultural activities), hoping to combine various resources of Taishin FHC to create a more harmonious working and living environment.
Taishin also continues to focus on its various channels to listen to employees’ voices. Besides conducting focus group interviews to elicit employees’ views and feedback, we have also relied on unit supervisors to build positive and safe communication channels. The outcomes of the survey have been shared with all units, that will each devise improvement actions specially suited for its situation. By continuously creating more openness, collaboration, abundant communication, and an efficient and agile development environment, improved employee feedback helps us to swiftly address concerns that are key to their engagement.
