Talent Development
Labor Rights and Human Rights
Human Rights Management
CTCI's Human Rights Policy follows the UN Global Compact, the Universal Declaration of Human Rights, the UN Framework and Guiding Principles on Business and Human Rights, and the Ruggie Framework. CTCI Codes of Ethical Conduct clearly prohibits any form of discrimination or exclusion based on gender, race, religious belief, political inclination, sexual orientation, seniority, nationality and age, as well as conducts of sexual harassment, violence and threats at the workplace. To meet our commitment on building a workplace free from harassment and discrimination and to prevent sexual harassment at the workplace, CTCI has not only stipulated relevant regulations and procedures in our Employee Handbook, but also intensified advocacy for new employees. In addition, an employee feedback mailbox is provided (HR@ctci.com.tw) to facilitate communication through email, and a dedicated unit was set up to respond and handle relevant issues. To effectively control whistle blow reports received and maintain a smooth and impartial investigation process, an inter-departmental team of members approved by the Reward and Penalty Review Board will be in charge of investigating the content of the complaints and submitting the investigation report. Primary human rights issues concerned with CTCI cover the operation process (employees and contractors) and the procurement stage (suppliers). We evaluate human rights issues and stakeholders that pose as risks every year through management processes such as human rights issue identification, affected stakeholders, due diligence and complaint channels, and then formulate risk mitigation measures and compensation systems. In 2023, human rights issues with potential risks are working hours, safety, and health. Compared with 2021, the risk value increased from 22.48% to 25.46%, mainly due to the impact of overtime and health check tracking issues. CTCI Health Center has established a systematic health management model by conducting surveys on overwork scale and workload / pattern, and conducting statistical analysis on health examination results. We hope to achieve comprehensive health management while preventing occupational diseases and actively promoting employee health. For human rights management of suppliers and contractors, please refer to the "Sustainable Supply Chain Management" and "Safe and Healthy Work Environment" chapters respectively. We will continue to strengthen the promotion and education for CTCI's partners, and impose relevant penalties if needed.
Sexual Harassment
For sexual harassment case reporting, the Human Resources Deptartment has set up a hotline and a designated e-mail to handle sexual harassment complaints. A "Sexual Harassment Complaints Handling Committee" was organized to handle sexual harassment incidents or suspected cases. The Sexual Harassment Complaints Handling Committee consists of seven members, in which the head of the Human Resource Division serves as the chairperson of the committee, and the other members would be appointed by the executive vice-presidents of GSS and various supervisors. Number of female committee members is not permitted to be fewer than half of the total number of members. Once a complaint is received, the committee would initiate the investigation procedure and carry out necessary actions in a confidential and discreet manner. Within 3 months after a complaint is received, if substantiated, an investigation report with recommendations for punishment is submitted to the Chairman. There was one case of sexual harassment complaint in 2023. After investigation by the Company's Sexual Harassment Complaint Management Committee, the Company issued a disciplinary action and issued a notice to our colleagues that the Company would never tolerate or tolerate sexual harassment by any supervisor or employee; Severe disciplinary actions will be taken if the violations of the Sexual Harassment Prevention Act and the Gender Equality in Employment Act are substantiated after investigation.
Employee Communication
CTCI values the opportunities to carry out bilateral communication with our employees, and provides open and transparent channels for communication, creating a workplace that encourages active employee participation with unimpeded communications between employees and the company. Our employees can report various issues encountered and have the issues resolved to create a better workplace through various channels, including labor relation conferences, internal service satisfaction surveys, new employee lunch seminars, seminars with senior executives and engagement surveys.
Employee Engagement Survey
In order to enhance employee engagement and improve the workplace atmosphere, CTCI conducts a Group global engagement survey every two years. The survey includes topics such as Company Direction & Transformation, Senior Leadership Effectiveness, Immediate Manager Effectiveness, Rewards & Performance, Career & Staffing, Work Tasks, International Assignment Experience, Integrity & Diversity, Collaboration, communication, Employee Experience, Engagement, among others. The engagement survey is conducted on a six-point scale. The options of the six-point scale include strongly agree, agree, slightly agree, slightly disagree, disagree and strongly disagree, the calculation of high identity includes strongly agree and agree; the calculation of low identity includes strongly disagree and disagree. According to the survey results, the proportion of employees who show "high recognition" has increased significantly from 48% in 2016 to 72% in 2019 and slightly to 73% in 2021, In 2023, it will remain at 72%. Indicating that more CTCI colleagues are willing to make positive publicity for CTCI, which means that more than 70% of them are proud to be part of CTCI and strive to make more contributions to the success of CTCI. At the same time, we hope to improve the sense of belonging of employees with "low sense of identity" through further communication, improvement and encouragement. Through the improvement of specific systems, the proportion of "low recognition" employees has decreased from 21% in 2016 to 7% in 2019 and slightly to 6% in 2021, It will remain at 6% in 2023. On the whole, colleagues generally highly agree with the specific actions of " ESG ", " Company Direction & Transformation " and " Immediate Manager Effectiveness ", and think that " Career & Staffing", " International Assignment Experience " and " Employee Experience " are the three projects that need to be improved most in 2023. In terms of Career & Talent Deployment in 2022, we have adjusted the starting salary upon resignation analysis and salary structure review. As for Overseas Assignment Experience, we have adjusted the hiring system. For Effectiveness of Senior Leadership, we have planned leadership and communication trainings. Based on the findings of the 2023 survey, each business unit will develop action plans to address identified areas for improvement. Progress reports will be submitted to senior management every six months. In terms of satisfaction, in the dimension of engagement, in addition to understanding the overall satisfaction of employees with the company, we also understand whether employee is motivated to exceed expectations in work and recommend the company to others as a place to work. For Engagement dimension, 72% is made up of "strongly agree" and "agree". In terms of Purpose, in the dimension of Company Policy & Transformation, we understand whether employee can clearly understand company's overall goals, objectives and business strategy, and values, and can clearly understand how his/her own job contributes to achieving the goals of the company and other issues. For Company Policy & Transformation dimension, 82% is made up of "strongly agree" and "agree". In terms of happiness, in the dimension of Career & Talent Deployment, we know whether employees can achieve individual career goals, have a good understanding of the possible career opportunities, and opportunity to learn and grow at the company continuously. For Career & Talent Deployment dimension, 65% is made up of "strongly agree" and "agree". In terms of stress, in the dimension of Work Execution, we understand that employee think that the amount of work expected is reasonable, whether the company continues to improve the processes to enable work efficiency, and have the right tools and resources to do the job properly. For work Execution dimension, 72% is made up of "strongly agree" and "agree".
