Communicating Effectively with Employees

Listening carefully to employees has always been critical to the Company’s successful operations. Also important is holding activities to help employees understand Fubon’s core values and consistently demonstrate the special character of Fubon’s people. Physical and digital tools are used to create an environment conducive to good communications. An online periodical – the “Human Resources e-Paper” – is published monthly and keeps employees up to date on the Company’s latest trends and development strategies. Management and department meetings are held regularly to communicate policies or share information, strengthening employee cohesion. To make Fubon’s core value of “innovation” a reality, the Company has established formal guidelines on incentives to reward new ideas and proposals on improving internal controls and processes, ensuring that good ideas will be put into practice.

Town Hall Meetings

To further communicate the Company’s values and ideals, “Town Hall Meetings” with Fubon employees led by Fubon Financial Holdings’ Chairman Daniel M. Tsai and Vice Chairman Richard Tsai are held quarterly. The two executives discuss the Company’s status and outlook, their expectations for the organization and Fubon’s people, and their personal experiences (such as workplace communications techniques, volunteer experience and exercise habits). They also listen to the opinions of rank-and-file employees. These meetings are generally moderated by TV host Kevin Tsai to bring a relaxed atmosphere to the proceedings, which have earned the praise of employees.

Following the event, a full video of the “Town Hall Meeting” and a summary of the content are posted on the Company’s internal website, giving those unable to attend in person a chance to see what went on. The two leaders also discuss their management philosophy and operating strategy and direction in regular “Positive Talk” posts, helping strengthen employees’ commitment with the Company and build consensus.

The Path to ‘Self-Actualization’

Fubon Financial Holdings encourages employeesto get involved in social causes and satisfy theirdesire for self-actualization, in part throughvolunteerism. Under the Company’s “Guidelineson Implementing Volunteer Leave,” any employeewho has completed a digital course on volunteeringis given a day of volunteer leave for every eighthours contributed to a Fubon foundation or anactivity co-organized by a Fubonfoundationand another social welfare group. A series ofonline volunteer courses are also made availableto all Fubon employees. The “Fubon SocialWelfare Ambassador” program, meanwhile,continues to go strong, inspiring employeesto take the initiative to propose ways to helpoutside social welfare groups. In all of thesecases, this “paid volunteer” incentive hasinspired healthy concepts and attitudes towardsocial engagement. In 2014, Fubon employeesapplied for paid volunteer leave 416 times.

Corporate social responsibility has been woveninto the fabric of the organization’s culture inthe hope that employees will learn throughsharing and be inspired by participating insocial welfare activities. In 2014, the “FubonLove •Action Fast Campaign” was organizedfor the first time to have employees set anexample and take the first step toward sharinglove. Also in 2014, Fubon Volunteer AssociationDay events were held in both northern andsouthern Taiwan. A total of 965 volunteers weremobilized to take 785 students from remotekindergartens and elementary schools to thezoo and different festivals and enjoy a goodtime together.

Fubon Financial Holdings’ commitment to CSRwill remain steadfast in the future. By putting intopractice the principle of “putting back into societywhat one reaps from society,” this dedication toCSR will be at the forefront of the Fubon Group’ssocial contributions and enable Fubon tocontinue its role as a positive force in society.

Taking Employee Voices Seriously

Fubon Financial Holdings has instituted “Regulations for Handling Employee Grievances” and “Guidelines for Investigating Sexual Harassment Complaints and Disciplining Offenders” to handle employee grievances and sexual harassment complaints. Employees can file complaints through any one of several channels – telephone hotline, fax line, mailbox or web page – set up specifically to handle grievances, and dedicated staffers will look into the issues raised.

Good communications are maintained with the Fubon union and regular meetings with union representatives are held to discuss labor-management relations and forge labor-management cooperation. If changes in the company’s operations occur that will have a major impact on employees, they are clearly announced on the Company’s internal website, and Fubon managers may also discuss the changes directly with employees should the need arise.

In 2014, no sexual harassment complaints were filed by Fubon employees. There were two grievances filed for other reasons, but they were withdrawn after the Company discussed and clarified the situation with the affected parties. In addition, three formal complaints were made. After the incidents occurred, the Company established the facts rationally and lawfully within specified deadlines and presented its findings in writing or by telephone to the affected employees, effectively resolving their problems and bringing the cases to satisfactory conclusions.

Item Enunciation
Handling Employee Grievances/Complaints To protect employees’ legal rights and foster good labor-management relations and a sound management system, the Company hasinstituted “Regulations for Handling Employee Grievances.” Employee grievances are handled immediately and appropriately based on therules and procedures established in these guidelines, and a response is given to the aggrieved employee by phone or in writing.
Handling of Sexual Harassment Complaints Fubon has established a sexual harassment committee at the financial holding company level to coordinate the handling of all sexual harassment complaints. A task force under the committee, consisting of three or more people, including a chairman, an appointed member, and other individuals with authority, is set up within seven days of a formal complaint to investigate each case. The task force submits a report for the committee to review, leading to a final decision. Cases are brought to a conclusion within 60 days.