台新金控

Friendly Workplace
Friendly Workplace

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. 

Channel Frequency Summary and Method of Response
  • Taishin morning meetings
  • Quaterly
  • 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.

  • Employee mailbox
  • Immediately
  • The Company received 6 opinions from employee mailbox in 2020; the case had been closed and addressed properly

  • Employee opinion surveys
  • Once every two years
  • Taishin engages external consultants regularly to identify key issues that require immediate attention, so that feasible action plans can be devised accordingly

  • Employee hotline
  • Immediately
  • The Company received 1 opinion from employee hotline in 2020. In the future, we will continue to maintain our communication channels and properly handle employee opinions.

  • HR representatives
  • Immediately Irregularly
  • 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.

  • Labor-management meetings
  • Quaterly
  • 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 agreed upon by labor and management in 2020 include the implementation of two-week, eight-week, and four-week variable work hours, transfer of rest days, overtime and compensatory leave, night work for women, flexible work hours, suspension of employees due to special cases, and the implementation of pandemic prevention and response measures (including pandemic prevention leave, separated work hours for groups of employees, off-site backup, and extension of marriage leave) in accordance with the work calendar announced by the competent authority and the Company's business operation requirements.

Employee Opinion Survey

Taishin FHC engages external consultants regularly to conduct full-scale surveys on employees' opinions. 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 organizationwide employee surveys once every two years; the last two surveys were conducted in 2015, 2017, and 2019. The next survey is scheduled in 2021. For every other year, a survey is conducted for different business groups or specific groups of people, such as the Retail & Wealth Management Channel Division in 2016, the Wholesale Banking Group in 2018 and the Information Technology Services Division in 2020.

Key Outcomes from the Employee Opinion Survey

 

  1. Understand the key factors affecting engagement and willingness to stay in the company to optimize various human resources policies.
  2. Adopt the employee experience model and identify key elements in employee experiences that staff cares most about.
  3. Develop in-depth understanding of our organization needs in talent development for digital services and especially digital financial transformation, to enhance our long-term competitiveness.

Trend of Employee Engagement in Recent Years

Year 2015 2016 2017 2018 2019 2020
  • Target
  • All employees
  • Retail & Wealth Management Channel Division
  • All employees
  • Wholesale Banking Group
  • All employees
  • Information Technology Services Division
  • Participation Rate (%)
  • 85
  • 94
  • 94
  • 94
  • 94
  • 96
  • Engagement Rate (%)
  • 82
  • 81
  • 84
  • 82
  • 83
  • 79

Taishin continues to take in employees’ opinions through various mechanisms to understand their views and find ways toward improvement. The 2019 employee opinion 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 developing better measures and allocating resources to help create an environment that is more conducive to work-life balance. 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.

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