Human resources are a key competitive edge of an enterprise when moving towards sustainable development. TCFHC has managed to bring core corporate value and strategic developmental objectives into the construction of comprehensive educational training and continuous education program that contains a well-planned training blueprint subject to different positions and levels as well as different needs of professional capacity, to establish effective career development training for employees, aiming to achieve the objective of talent development, talent retention, and employee attaining career goal, a win-win situation where the enterprise and employee grow together.

In 2022, the turnover rate of TCFHC Group is approximately 5.64%. Excluding 254 employees that reached retirement age or applied for early retirement, the rate of voluntary resignation is 3.01%. Although the turnover rate has been gradually increasing over the past 4 years, it is still far lower than the average turnover rate of 13.8% in Taiwan’s financial industry. Additionally, the retention rate of new employees at TCB in 2022 was 92.52%, demonstrating that the working environment provided by TCFHC is favored by most employees.

In recent years, in response to the development of sustainable finance and the FinTech trend, the need for digital transformation is becoming more urgent than ever. In addition to actively recruiting professional talents in digital technology to improve the Group’s digital banking literacy, TCFHC also strengthened internal workforce transformation training so that employees can directly fill vacancies. These internal and external measures work in tandem to improve the Group’s overall competitiveness. Recruiting professional talent, improving employee’s bilingual proficiency, training talents to keep up with international standards, and expanding employees’ global vision are all important talent development policies at TCFHC.

Diverse Learning and Training Opportunities

Employee Education and Training

In order to motivate employees to pursue growth and strengthen professional skills, each year the TCFHC Group generated different annual training program that contains various types of professional lectures and training courses either held internally and arranged externally through collaborations with different training institutions, schools, or government agencies. The Group has encouraged staff to learn autonomously or take part in external training courses. The Group also held celebrity speech events from time to time and arranged multiple learning channels hoping to develop employees’ professional skills and competency and increase the competitiveness of the entire group.

In recent years, to instill the ideals of corporate sustainability into the corporate culture, the Group has gradually included ESG related topics into its training materials, covering issues such as information security, ethical management, human rights equality, TCFD, sustainable finance, and green operations. TCB also plans to allocate an annual budget of NT$11.18 million on sustainable transformation courses such as “Senior Seminar on Fair Customer Treatment Principles”, “TCB Health Lectures”, “TCB Seminars”, and “Financial Consultant for Senior Citizens Training Course”.

In 2022, the average training hours for employee is 52 hours with the average training expense of NT$2,072. Although many courses were conducted online due to the COVID-19 pandemic, both numbers saw a significant uptick from 2021 (40 hours, NT$1,768).

TCB continues to provide complete and comprehensive training on 3 main fronts: new employee training, global associate training, and leadership management training, so that employees are given diverse learning and development opportunities throughout their career. Also, in preparation for global deployment, the expansion of the overseas service network, and the establishment of bilingual branches, TCB is actively cultivating well-rounded international talents and providing support for employees to obtain professional certificates and language proficiency certification in order to cultivate talents with international vision.

To welcome the wave of digital transformation among banks and FinTech, TCB is also actively implementing innovative talent training plans, organizing the “Innovation Brainstorming Camp” in 2018 and establishing “Innovation LAB (CoLAB)” in 2019, both of which served as important incubators of innovative talents and new FinTech patents.

New Employees

TCB has a large number of new employees each year. To help newcomers quickly get the hang of their responsibilities, TCB organizes new employee seminars and new employee ETABS (front desk computer system) courses. The training courses gradually increase in difficulty and introduces theories before hands-on practice, covering topics like practical operations, operational risk loss, friendly financial service, information security literacy, ESG issues, and labor safety education. Practical exercises include identifying subpoenas and balancing loans, as well as operating simple payment transactions. These courses also introduce the ETABS interface and troubleshooting methods. Trainees then practice more complicated cases, then take on more advanced courses on things like fixed deposits, cash accounts, and checking accounts.

Global Associate (GA)

In preparation for global deployment, the expansion of the overseas service network, and the establishment of bilingual branches, TCB is actively training international talent with comprehensive skillsets. In particular, the “Global Associate Training Program” is one of TCB’s most valued talent training projects. TCB launched the Global Associate Program in 2011, providing solid professional courses and internal rotations that allow trainees to learn core operations in order to develop international banking talents. The program has been organized for 10 years, training over 200 global associates. In recent years, TCB increases the no. of recruitment in hopes of recruiting talents with at least a master’s degree, intermediate or high English proficiency, and background in any field of study in order to revitalize the company’s organization in preparation of the new era. As of 2022, 183 people (64%) have completed training or been assigned to the head office or an overseas branch.

Leadership and Management Training

To expand the talent pool for potential managers, TCB regularly selects outstanding employees for training, organizing elementary, intermediate, and senior manager training courses as well as new manager courses based on the different responsibilities of managers at different levels. In 2022, a total of 376 employees received training, with courses that covered business developments and digital banking industry analysis. Industry experts, scholars, and consultant companies were also invited to speak on diverse topics like “key systematic customer management skills”, “effective communication management skills”, and “outstanding team leadership” to improve managers’ leadership skills, help them understand global trends and industry supply chain demands, and improve their ability to communicate with customers, establishing sustainable competitiveness.

Company-wide English Courses

In the wave of globalization and internationalization, having international communication skills and a global vision is an important part of improving corporate competitiveness. To follow the government’s “Bilingual 2030 Policy” and provide friendly bilingual financial services, TCB is committed to comprehensively improving employee’s English listening, speaking, reading and writing soft power, organizing both classroom courses and courses on professional online learning platforms, which have been attended by over 3,000 people.

Since 2021, TCB has partnered with ICRT to organize physical English speaking courses with professional foreign teachers. The 13 week course is 1 hour per week and conducted in groups in a small class of 20 people. The course includes group discussions and reports, which allow participants to practice their English speaking and teamwork, and overcome the fear of speaking. The topic of the report is also relating to banking, so that employees can contribute what they have learned at work, tap into their creativity, and convey their thoughts and suggestions in complete statements, effectively improving their English speaking skills.

Additionally, TCB provides online English learning programs for all employees through the professional online English learning platform FUNDAY, allowing employees to complete courses by choosing articles they are interested in. Those who have completed 100 hours of online courses within a year and shown improvement in language proficiency exams will receive bonuses at different levels. At the same time, language proficiency test results are a bonus assessment criteria when it comes to promotions. Over 2,000 people signed up for the courses, demonstrating that TCB has successfully increased employees’ willingness and motivation to learn English.

Aside from language skills, TCB also actively trains talents in international affairs in order to have talents that can handle matters of an international bank. TCB also established the interdepartmental task force Co-FAST (Foreign Affair Special Task-Force). In the event of international affairs like foreign visitors, international conferences, or overseas roadshows, Co-FAST will be dispatched to effectively improve the quality and quantity of handling international matters with their professional skills and training in international affairs, helping TCB accumulate influence overseas and realize its long-term goal of becoming a international bank.

Innovative Talent Cultivation Programs

In 2019, TCB established “Innovation LAB (CoLAB)”, a flexible interdepartmental program that gathers outstanding millennial age global associates from a range of different fields, including talents in overseas branches, wealth management, credit granting, foreign exchange and other business areas, as well as inventors of FinTech patents and those who came up with excellent proposals at TCB’s “Innovation Brainstorming Camp”. These talents work together to inspire innovative FinTech ideas, seek out opportunities for financial service transformation, and accelerates the quality, quantity, and application of patent applications. CoLAB members are rotated each year to maintain a flexible culture of creative discussion.

Through the interdepartmental collaboration and passionate spirit of CoLAB, TCB established a culture of robust innovation, cultivating new innovative talents to establish the ability to continue providing innovative services in the digital ecosystem, which is a core part of digital transformation. TCB also actively applies for financial patents to protect its innovative technologies, making the list of Top 100 of Patent Application Filed by Domestic Institutions for 5 consecutive years since 2018, ranking in 11th place in 2022. As of the end of 2022, TCB has successfully obtained 415 patents on a variety of technologies including Big Data, mobile platform, AI, and security control mechanisms, and actively applies these technologies to its business.

Innovation Brainstorming Camp

To incorporate innovative thinking into the corporate culture, TCFHC Group began holding the annual “Innovation Brainstorming Camp” since 2018. During the event, employees at all levels are encouraged to propose innovative ideas on various business developments as well as financial products and FinTech, breaking away from the traditional top-down decision making model in hopes that a bottom-up model will allow all employees to participate in the Company’s development. The number of participants and proposals continue to hit new records each year. In 2022, over 500 employees have contributed their creative ideas, submitting 603 different proposals. Those proposals which have been adopted so far have completed more than 330 cases.

In order to carefully evaluate each proposal, the “Innovation Brainstorming Camp” is always held with the strongest lineup and the highest standards. Proposals go through several rounds of selection, with senior management and the person putting forward the proposal attending the Innovation Brainstorming Camp together. A comprehensive analysis of each proposal is conducted, and the outstanding proposals selected in the end are carried out by the business management department, with the progress updated in monthly senior management meetings.

In recent years, in response to the development of sustainable finance and FinTech trends, proposals focused on 5 major directions, namely “ESG, digital banking, sales promotion, product innovation, and joint marketing”, including innovative sales and marketing strategies, diverse talent training, optimizing internal operating procedures, and plans for upgrading various systems. Examples include the family finance account, interactive mobile banking APP, reverse mortgage 2.0, and customer service satisfaction scoring systems at each branch, which were all implemented in 2022. The latter allows the Company to gather valuable customer feedback and suggestions, so that operating process and user experience can be improved to better suit customers’ needs as part of the Company’s effort to promote friendly financial service and follow the principles of fair customer treatment. 

Employee Development Program

In addition to providing employees with basic job training, language, and mandatory, compliance, or basic occupational health and safety training programs, the Group also plans special employee development plans in recent years, hoping to improve and develop employees' professional skills in order to improve the overall operating performance.

Performance Evaluation

To inspire employees to unleash their potential and reinforce the organization's operational efficiency, the Group has set up a fair evaluation and rewarding system, organizing both regular and irregular performance evaluations according to different duty natures. The performance evaluation results are then taken as a reference for future improvement, reward, or punishment. In recent years, the performance assessment system was gradually combined with the sustainable development goals strengthening the Group’s sustainable governance. In 2022, 99.42% of employees in managerial roles and 98.54% of employees in non-managerial roles had gone through performance evaluation.

Occupational Safety and Health Management System

The Group is committed to providing a safe and healthy environment for employees, contractors, buyers, and customers alike with the “Safety and Health Work Code of Conduct” or “Occupational Safety and Health Policy”. The Group continues to promote occupational health and safety based on the 4 main themes of “employee care, disaster prevention, health promotion, and full participation”. Abiding by workplace health and safety regulations and automatic inspection plans, the company convenes the “Occupational Safety and Health Committee” every quarter. The 11 members of the committee include employers, worker representatives, and department supervisors, with workers accounting for 1/3 of members. The Committee pays attention to employee health while monitoring and managing the implementation status of workplace environment related issues. Every quarter, the “Occupational Health and Safety Implementation Report” is reviewed and passed by the “Occupational Safety and Health Committee” and submitted to the Board of Directors for approval.

After introducing the “ISO 45001 Occupational Health and Safety Management Systems” in 2020, TCFHC Group established the “Occupational Health and Safety Management Implementation Taskforce”, formulating a general management plan for occupational safety, health, and safety maintenance, aiming at strengthening occupational safety and health management and safety and health education and training. They implemented automatic safety and health inspections and other safety and health promotion matters and set priorities and action plans that should be executed annually. The “Occupational Health and Safety Management Implementation Taskforce” is convened by the executive vice president. The E.V.P. is mainly responsible for the implementation and supervision of the occupational safety and health management system, as well as managing the effectiveness of the operation of the system. The “Occupational Health and Safety Policies” applies to employees, subcontractors, contractors and purchasers, regulating various operation standards and principles of handling emergencies that is related to occupational safety and health while promising that TCFHC Group will abide by the occupational health and safety regulations, attain quantitative goals, and continuously improve occupational health and safety performance. In order to ensure the occupational safety and health policy goals and continuously maintain the effectiveness of “ISO 45001”, internal audit operations are carried out regularly, and 30 employees have obtained internal auditor qualification certificates.

In 2022, TCB introduced the Ministry of Labor’s Taiwan Occupational Safety and Health Management Systems (TOSHMS), aiming to create a comfortable and safe working environment with zero workplace accidents and low risks through the internationally and nationally certified PDCA (Plan-Do-Check-Act) measures. Each year, the company conducts an internal audit to review, manage, and correct the overall workplace environment and hires a third-party institution to verify the audit to maintain the system’s effectiveness. In addition, TCB has included occupational safety-related regulations in the supplier's undertaking on “Supplier CSR and Environmental Sustainability Clauses”, requiring suppliers also to implement occupational safety and health.

Creating a Healthy Workplace

In order to ensure that all employees are fully informed with occupational safety and health regulations and the Group’s safety maintenance operational mechanism, the TCFHC Group has formulated “Guidelines for Safety and Sanitation Works” and “Guidelines for Handling Emergent Injury and Illness” to regulate operational standard on occupational safety and sanitation and principles of handling emergent accidents. Meanwhile, we implement regular occupational disaster online reporting operations according to the law to stay abreast of employees' health and safety status and reduce the recurrence of accidents.

TCFHC’s “Regulations Governing Emergency and Crisis Management” is formulated as the basis for handling emergencies. This would effectively control TCFHC Group’s risks and damages arisen from these emergencies, stabilize the operation of the company and enable each unit to coordinate with each in advance and handle the aftermath rapidly. The headquarter, each regional center, and each business unit have formed “emergency response teams” to assist each unit in handling various hazards and emergencies. In addition, when contractors are disabled due to injuries or passed away due to incidents, the supervisor of the unit responsible for the construction shall report in accordance with the regulations.

To encourage employees to monitor and manage their own health, TCB has been actively providing healthcare information, health promotion, and consultation services for employees suffering from diseases and the top 10 irregular findings of health examination. To support the “Occupational Safety and Health Act” , TCB has rolled out 4 different hazard prevention measures including “ergonomic hazard prevent program,” “maternity health protection at the workplace,” “prevention of overwork related illness,” and “prevention of unlawful infringement while performing duties” to ensure continuing supports for employee’s healthcare.

TCB provides an excellent maternity subsidy program and continuous care for female colleagues who are pregnant or within 1 year after delivery. The occupational health and safety manager will conduct a risk assessment of the work environment, while doctors providing on-site services will conduct a risk assessment based on the working and health conditions of pregnant employees. In 2022, 64 employees received these outreach interviews.

After analyzing the age range and health inspection results of each unit, TCB organized “TCB Health Lectures” on 3 topics, namely “bone and muscle strength”, “young to know senior care knowledge”, and “facing emotional blackholes”, helping employees prevent cramps from sitting too long and encouraging them to eat well and exercise so that they can lead healthier and longer lives, thereby promoting a healthy lifestyle. The lectures were attended by 18,330 people. 

All subsidiaries of the Group, except TCB’s head office has obtained the certification in 2021, all other subsidiaries have successfully passed the National Health Administration's "Healthy Workplace Certification - Health Promotion Label" certification by the end of 2022. To actively promote the health of all employees, TCB is planning health promotion campaigns on proper posture, healthy eating, chronic illness prevention, and mindfulness-based stress duction at 30 branches and obtain the “Badge of Accredited Healthy Workplace” from the Health Promotion Administration. TCB also continues to provide maternal care and breastfeeding rooms for female employees, receiving “Excellent Breastfeeding Room Certification” from the Taipei City Government for the 2nd time.

TCB organizes touring health checks for employees once every 3 years. The employee health check items provided in 2022 is superior to "Occupational Health Protection Regulations, with increased screening for major cancers (pancreatic cancer, ovarian cancer, lung cancer), cardiovascular sclerosis screening, and fundus photography out of concern for modern people’s overuse of electronics products. 91% of employees received the health check.

Occupational Health and Safety Training

Every TCB unit has an occupational health and safety supervisor, fire safety management personnel, and first-aid personnel. In addition to drills mandated by the competent authority, TCB also holds regular employee training to improve health and safety knowledge and skills.

Although the Group’s work environment is not required to install AEDs, TCB nevertheless provides AED equipment at 10 buildings to protect employees’ health and create a safe environment. It also provides regular CPR+AED training and has obtained “AED safe workplace certification”.

Occupational Safety and Health Indicators

Occupational Safety and Health Risk Assessment

TCB plans new annual health management plans and activities based on indicators like employee health inspection, the effectiveness of health management measures, and epidemiology, with activities like on-site doctor services, health lectures on a diverse array of topics, and promoting healthy exercise. After the risk assessments conducted by the occupational safety and health management systems, the target management plan formulated includes measures for preventing the COVID-19 epidemic, metabolic syndrome prevention, and work commute traffic accident prevention, etc. The high-risk issues in 2022 are the prevention of infectious diseases and traffic accidents, and control measures are set for high and medium risks, and the implementation effectiveness is reviewed.

Employee Assistance Program (EAP)

BNP TCB Life Insurance began introducing the employee assistance program (EAP) in 2017, helping employees to relieve work-related stress and handle problems at work and in life. The program provides comprehensive physical and mental balance as well as psychological counselling services through phone calls, letters, or face-to-face consultation, helping employees achieve work life balance. Topics of consultation include parent-child communication, affection and relationship, family and partner, pressure from work. In 2022, an average of 3 employees utilize these services each month.

To help employees relieve stress, TCB conduct regular physical and mental health promotion courses, inviting professional therapists or psychiatrists to talk about stress relief and mindfulness skills. The company also provides a “List of Mental Health Services Provided by TCB or Available in Taiwan” for employees with counseling needs to utilize internal or external therapy channels. TCB also regularly publishes “Occupational Safety and Health Academy” literature to promote the importance of physical and mental health balance and help employees become more attuned to the physical and mental health of their fellow colleagues.

Epidemic Prevention Measures and Employee Healthcare

For coping with the COVID-19 pandemic, the Group has set up a pandemic response taskforce and follows the guidelines promulgated by Central Epidemic Command Center to take emergency measures such as an SOP for disease prevention and off-site backup so as to ensure the health of employees and continuity of business. During the pandemic, the Company continued to provide employee care. Employees who must quarantine at home after contracting the virus are not only given paid quarantine leave and vaccination leave but also a care package. After they return to work, the Company also provides doctor outreach services to reduce employee’s mental and economic stress.

In order to ensure every employees are treated equally in all aspects, TCFHC has complied with regulations in the “UN Universal Declaration of Human Rights”, “The United Nations Global Compact”, and “International Labor Convention”, formulating “ Human Rights Policy ” to express the determination of maintaining and guarding basic human rights as well as to shoulder the responsibility of respecting and protecting human rights. The President signed our human rights statement on behalf of all employees, declaring that the Company supports and abides by human rights policies, and expects partners including suppliers and customers to jointly raise awareness of human rights issues and the management of related risks with the same standards.

To carry out the Constitution’s spirit of eliminating gender discrimination and promoting substantive gender equality, TCB is committed to promoting gender equality policies, not only planning gender equality and human rights education-related training courses for employees every year, but also including gender equality in the training courses for new recruits to strengthen employees' awareness of gender equality. In 2022, there are a total of 448 TCB employees to be trained. In addition, internal management and complaint resolution are key parts of the training courses for management, so as to improve supervisors’ ability to communicate and handle problems. To promote gender equality, TCB is committed to constructing a gender-friendly workplace, establishing many leave and benefit systems that are more favorable than statutory requirements (see Maternity Protection Measures Superior to Statutory Requirements ). In 2023, the Company participated in the Bloomberg GEI assessment for the first time, gaining the index’s recognition, which demonstrates how the Company’s active efforts to implement gender equality policies have gained international recognition.

TCFHC Group has zero-tolerance towards both sexual and non-sexual harassment. To prevent the occurrence of sexual harassment and protect the rights and interests of victims, the Company established workplace sexual harassment prevention policies that strictly prohibit sexual harassment conduct in the workplace. Violators will be penalized according to the severity of the situation. In addition to posting anti-sexual harassment literature, the Company also established the “Sexual Harassment Prevention and Complaints Review Committee”, which consist of external experts who will professionally and impartially handle reports of sexual harassment. The Company also established a Sexual Harassment Complaints Hotline, establishing an open reporting channel that will handle employee complaints with confidentiality, allowing employees to safely work in a workplace environment free of sexual harassment, ensuring diversity and fairness in the workplace.

In 2022, TCFHC Group received 1 report of sexual harassment. The “Sexual Harassment Complaints Review Committee” has been convened according to the “Sexual Harassment Prevention, Grievance and Investigation Guidelines”. Investigation of the sexual harassment allegation are conducted with objectivity, fairness, and professionalism, with plenty of opportunities for the parties involved to make statements and give answers. After the deliberation of the case, appropriate punishments have been given to the perpetrator, and assisted the involved in receiving psychological counseling and providing legal consultation and assistance. The entire case has been properly handled. Extra courses on gender equality will also be provided to new employees to prevent similar situations from happening again.

In 2022, there were no instances of the Company receiving penalties for violating the “Act of Gender Equality in Employment”. There have also been no instances of other human rights-related complaints such as the use of child labor, gender or sexual orientation discrimination, violations to the right of assembly, or any forced labor.

Human Rights Due Diligence

To implement human rights risk management, the Company not only established a group “Human Rights Policy”, but also continuously follows up on recent human rights cases and analyzes prominent international human rights issues. Every year, important human rights issues that are highly relevant to the Company are regularly selected as the main assessment items for the implementation of human rights due diligence in that year, so as to regularly review human rights risk issues and formulate mitigation and compensation measures.

In 2021, the Company implemented “employee” human rights due diligence for the first time. In 2022, the main subjects of due diligence surveys included not only “employees” but also “key suppliers”. Through data surveillance and questionnaires, the Company evaluated potential human rights risks, establishing a human rights risk matrix. The Company formulate relevant mitigation and compensatory measures for any high-risk human rights issues identified and continues to follow up on improvements made. Going forward, the Company expects all partners to continue improving human rights awareness, and strengthen human rights risk management.

Human Rights Due Diligence Process

In order to fully implements its human rights policy, the Company compiled potential and possible human rights issues during corporate operational processes through internal and external communication channels and the development trend of human rights issues at home and abroad. The frequency of occurrence and impact of the risk of issues related to human rights is assessed through questionnaires, which will serve as a reference for the Company to formulate business policies and welfare measures in the future.

Human Rights Risk Assessment

In 2022, TCFHC Group conducted an “employee” human rights due diligence survey, focusing on 6 major human rights issues, namely “diversity in the workplace”, “gender equality”, “maternal health protection”, “excessive overtime”, “forced labor”, and “occupational health and safety”, so as to compiled 25 related potential human rights risk issues. The survey is conducted with a questionnaire formulated by compiling relevant potential human rights risk issues, the probability of the risks occurring, and the severity of the impact of these risks were they to occur. The survey aims to help the Company gain a comprehensive understanding of the potential impact of human rights risk issues in order to plan risk mitigation measures in advance.

For the survey, 9,265 questionnaires were given to employees throughout the Group, and 8,368 valid completed questionnaires were collected, resulting in a completion rate of 90.32%. The survey found middling and lower risks of human rights risk occurrence and impact. This demonstrates that the Company’s measures to prevent human rights risks is recognized by most employees. The Company has formulated mitigation measures for the 5 potential human rights risk issues identified with relatively high value at risk (VAR) is as follows:

TCFHC formulates risk mitigation measures based on potential human rights risk issues with higher risks as identified by the human rights due diligence. 

Comprehensive Employer-Employee Communication

TCFHC Group spares no effort in establishing diverse and smooth communication channels to effectively receive and respond to employee feedback. Companies in the group all have an “Employee Feedback Section” or “Message Board” in the intranet for employees to provide timely feedback. Employees can also engage in constructive communication with the Company through the corporate union, Employee Welfare Committee, and quarterly employer-employee meetings. Meanwhile, company management also actively helps employees handle problems in the workplace to reduce instances of labor dispute.

In order to protect rights and interests of employees and enable harmonious labor relations, TCB and TCS both renewed collective bargaining agreements with the corporate union in 2022 for a validity period of 3 years. Based on the principle of integrity, the parties aim to promote harmonious employer-employee relationship and work together to increase work efficiency, improve employee welfare, and seek common goals for career development, creating a win-win situation for the labor and management.

Currently, a total of 8,791 employees at TCB and TCS have joined the corporate union, accounting for approximately 98.40% of eligible employees. This means that over 90% of the Group’s employees are protected by the union or collective bargaining agreements. Additionally, companies in the group all have a personnel management system that complies with the collective bargaining agreements to protect the rights and interests of employees on the basis of harmonious employer-employee relations, mutual trust, and mutual benefits.

Employee Satisfaction

In order to listen to and understand employee’s satisfaction and opinions on the Company’s management system, TCFHC regularly conducts employee satisfaction surveys, compiling employee opinions as a reference for future Company policies and facilitate shared prosperity with employees, hopefully providing even better working environments in the future.

Starting in 2022, to promote employee work-life balance, the Company made proper adjustments to the questionnaire to get a better understanding of employees’ thoughts about their workplace as a reference for future adjustments to Company benefits and policies. The Company aims to make employees happier so that they better identify with the Company, thereby creating a true “happy enterprise”.