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 6 opinions from employee mailbox in 2023; the case had been closed and addressed properly.
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Employee Opinion Surveys
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Once every two years/ Immediately
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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 2023. 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
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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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Labormanagement Meetings
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Quaterly
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- To establish favorable labor-management relations, Taishin not only held quarterly labor-management meetings to facilitate communication, but also serves as the main labor-management negotiation mechanism for employees to safeguard labor rights. After the resolutions passed by both parties at the labor-management meetings, Taishin 100% implemented and applicable to all employees. For example, the flexible shift system was implemented in accordance with the resolution of the 7th labor- management meeting of the 3rd term, which has been explicitly added to the company's "Leave Management Guidelines", and in accordance with the resolution of the 15th labor-management meeting of the 3rd session, the deferred health examination subsidy measure was included in the measures employee welfare planning has subsequently been added to the company's "Health Examination Implementation Guidelines".
- In order to operate the labor-management meeting effectively and ensure equality of status between labor and management, Taishin labor-management meeting representatives are selected according to the gender ratio in compliance with legal norms and are composed of an equal number of representatives from both labor and management. Among them, 100%
of labor representatives are employees who are not in charge of departments. Responsible for listening to the truest voices of employees and fuly demonstrating Taishin's core value of attaching great importance to labor-management coordination and communication. If the negotiation resolution involves organizational adjustments or operational changes that have a significant impact on employees, Taishin will also notify employees in advance or in a timely manner. - In 2023, Taishin held a total of 4 labor-management meetings and discussed 7 topics. In response to relevant proposals raised by labor representatives regarding labor conditions and welfare matters, Taishin fully communicated and discussed with labor representatives and carefully evaluated the feasibility, and negotiated through the annual labor-management meeting. Those who have reached a consensus include that both parties agreed to follow the work calendar for government agencies; to adjust working hours as needed for business operations, such as specific work hours in every two, eight, and four weeks, moving leave day to another day, working overtime and taking leave instead of overtime pay, night shifts for female workers, flexible working hours; and to cancel the COVID-19 prevention measures following instructions by the CDC from May 1, 2023.
Employee Engagement
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 2019, 2021 and 2023, and the next survey is expected to be conducted in 2025; in the next year, surveys are conducted on different business groups or specific ethnic groups according to the needs of the organization.
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.
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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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90
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Engagement Rate (%)
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84
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83
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79
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78
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Engagement by gender (%) - Male
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85
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85
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81
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81
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Engagement by gender (%) - Female
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83
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82
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78
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77
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 2019, 2021 and 2023, and the next survey is expected to be conducted in 2025; in the next year, surveys are conducted on different business groups or specific ethnic groups according to the needs of the organization.
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.
