EMPLOYEE CARE HIGHLIGHTS PERFORMANCEEmployee Care Highlight

Ratio of pay for
females to males

Ratio of pay for females to males in 2019 across all ranks was between 0.95 to 1.21

Outstanding Store Manager Award

In 2019, Hsin Tung Yang's store managers participated in 22nd TCFA Outstanding Store Manager Award and received 1 Special Prize, 1 Outstanding Store Manager Award, and 5 Quality Store Manager Awards

HUMAN RESOURCES AND CULTIVATIONHuman Capital and Development

The nurturing and development of human capital is a critical part of sustainable business development. Through recruitment, employment, and talent development strategies, Hsin Tung Yang enables every employee to work in a worry-free environment, to continuously realize their potentials, and to grow with the organization, thereby achieving mutual-win for both long-term employee development and sustainable business development.

Selection

Recruit suitable talents based on the Company's management strategies and objectives; understanding trends in labor market to strengthen promotions of Hsin Tung Yang as an employer brand and employ middle-age to senior citizens

Placement

Respect employees' diversity and human rights; ensure fairness and equality in talent selection and remuneration system; implement performance management system correlated with work objectives and publicly award outstanding employees.

Training

Plan educational training based on functions and departmental needs; utilize rotational system and subsidies for continuing studies to help employees discover their potentials. Refer store managers to participate in Outstanding Store Manager Competition to interact with other industries and broaden employees' horizons.

Talent Recruitment and Structure

Hsin Tung Yang's recruitment is aligned with the Company's management strategies for the year. Contemporary trends in the labor market including lower birth rate, aging population and consolidation of universities and colleges, have led to a decline in the number of available workforce. To this means, Hsin Tung Yang is striving to implement two strategies, "employer brand promotions," or to attract outstanding talents through performing well as an employer; and "recruitment of middle-aged and senior citizens," - by designing customized roles and functions, we can build a more friendly work environment. The total number of Hsin Tung Yang's employees in 2019 was 925 persons, and 66% of which were females. In 2019, we had 213 new employees, and turnover ratios for males and females were 0.18 and 0.21 respectively, which did not show a significant gender imbalance.

Employee Demographics 2017 2018 2019
Male Female Total Male Female Total Male Female Total
By Type of Employment Contract Non-fixed term contract 299 612 911 303 621 924 315 610 925
Fixed-term contract 0 0 0 0 0 0 0 0 0
By Type of Employment Full-time employee 225 485 710 230 496 726 224 463 707
Part-time employee 74 127 201 73 125 198 71 147 218
Total 299 612 911 303 621 924 315 610 925
Employee Diversity
(%)
2017 2018 2019
Managerial Non-managerial Total Managerial Non-managerial Total Managerial Non-managerial Total
Gender Female 70% 66% 67% 71% 66% 67% 71% 64% 66%
Male 30% 34% 33% 29% 34% 33% 29% 36% 34%
Age Under 30 19% 40% 35% 17% 40% 34% 13% 40% 33%
30~50 56% 42% 46% 57% 43% 46% 57% 42% 46%
Over 50 24% 17% 19% 26% 17% 19% 31% 18% 21%
Other People with disabilities 0.9% 0.9% 1.2% 0.9% 1.6% 1.4% 0.9% 1.9% 1.6%
Employee Demographics
2017
- Male Female Total
By Type of Employment Contract Non-fixed term contract 299 612 911
Fixed-term contract 0 0 0
By Type of Employment Full-time employee 225 485 710
Part-time employee 74 127 201
Total 299 612 911
2018
- Male Female Total
By Type of Employment Contract Non-fixed term contract 303 621 924
Fixed-term contract 0 0 0
By Type of Employment Full-time employee 230 496 726
Part-time employee 73 125 198
Total 303 621 924
2019
- Male Female Total
By Type of Employment Contract Non-fixed term contract 315 610 925
Fixed-term contract 0 0 0
By Type of Employment Full-time employee 224 463 707
Part-time employee 71 147 218
Total 315 610 925
Employee Diversity (%)
2017
- Managerial Non-managerial Total
Gender Female 70% 66% 67%
Male 30% 34% 33%
Age Under 30 19% 40% 35%
30~50 56% 42% 46%
Over 50 24% 17% 19%
Other People with disabilities 0.9% 0.9% 1.2%
2018
- Managerial Non-managerial Total
Gender Female 71% 66% 67%
Male 29% 34% 33%
Age Under 30 17% 40% 34%
30~50 57% 43% 46%
Over 50 26% 17% 19%
Other People with disabilities 0.9% 1.6% 1.4%
2019
- Managerial Non-managerial Total
Gender Female 71% 64% 66%
Male 29% 36% 34%
Age Under 30 13% 40% 33%
30~50 57% 42% 46%
Over 50 31% 18% 21%
Other People with disabilities 0.9% 1.9% 1.6%

Performance Evaluation and Management

Performance evaluation and behavioral management are strategic, comprehensive management methods designed to bring continuous success to an enterprise through enhancing employees' work performance, individual development, and teamwork abilities. Hsin Tung Yang's performance evaluation is founded on the basis of aligning goals, knowledge, skills, work status and individual career development objectives. Our organization has identified the following aspects, "individual goals, departmental goals, business goals, and overall goals". In the future, we will plan to establish "Work Rules" and "occupational assessment," which will be designed to cover the framework for required goals, standards and competencies, thereby allowing employees to better comprehend and implement management conduct.

Publicly Reward Excellent and Senior Employees

To reward high-performing employees, thereby creating positive internal competition, we provide cash bonuses or gold coins to high-performing staff who have either received TCFA Outstanding or Quality Store Manager Award, senior employees, or the Best Services Award from Taiwan Chain Stores and Franchise Association. In addition, the aforementioned high-performing employees are also publicly awarded by the by the President at the spring party in each year. Recipients of the Outstanding Store Manager Award can also receive overseas internship opportunities. In 2019, we publicly awarded 1 recipient of Outstanding Store Manager Award, 5 recipients of the Quality Store Manager Awards, and 71 senior employees.

Publicly Reward Excellent and Senior Employees

Employee Diversity and Human Rights

Hsin Tung Yang respects and supports the Act of Gender Equality in Employment and the Employment Service Act, and has also established the following human rights policy:

  1. We support and respect human rights protection and ensure that our business partners and suppliers do the same.
  2. We ensure that child labor, prison, or forced labor, and physical punishment are never permitted in any operation of Hsin Tung Yang or or business partners or suppliers.
  3. We are inclusive of all diverse traits and characteristics of all employees, and do not discriminate against any legally protected employee or job-seeker based on any trait or characteristic. Such characteristic may include gender, skin color, race, ethnicity, nationality, belief, age, marital status, sexual orientation, gender identity and expression, disability, pregnancy, veteran status, and political stance.
  4. We abide by the occupational safety and health policy and will correct or report on any possible threat in a timely manner.
  5. No rude, antagonistic, violent, intimidating, threatening, or harassing conduct may be carried out.
  6. We strive to formulate a work environment free from harassment and bullying. We refuse to accept or tolerate any sexual harassment and workplace bullying.
  7. We protect the personal information of all current and former employees, members of the Board of Directors, customers, job-seekers, and business partners. The acquisition and use of personal information is strictly limited to legal commercial use.

We advocate for a corporate culture of gender equality in promotional opportunities. The ratio of females in our management level accounts for 71%, which is higher than the 66% of females in total employees. In terms of equal pay, the ratio of female to male compensations is gradually approaching 1, and the ratio of pay for females to males in 2019 across all ranks was between 0.95 to 1.21, which demonstrates that Hsin Tung Yang does not distinguish between genders for pay or promotional opportunities.

Employee Diversity and Human Rights

Educational Training and Development

Hsin Tung Yang is committed to employees' occupational development, and has planned an educational training system based on possible challenges that each rank may face and the skills needed by each department. The training system is further classified into training for new employees, core competences, professional skills, and management functions. An annual training program is drafted for each department, and the ratio of external training hours is approximately 82%. Moreover, opportunities for internal employee and manager rotation, in which employees can rotate between functions to meet career goals or personal plans are also provided, so that employees can realize their potential at the most suitable positions as their careers progress, and to make sure that employees do not have to pause their work in response to personal or family plans. Additionally, we also encourage employees to self-study and provide incentives for continuing studies and for receiving foreign language certificates.

Hsin Tung Yang's Educational Training System
Rank New employees Core competences Professional Skills Management function Rotation Self-study
Senior managers and reserve managers Orientation training Creativity and Innovation
Integrity
Customer-oriented service
Quality management
& Instructor training
Based on annual training program for each department 【General knowledge courses】
  1. Time management
  2. Communications
  3. Project management
  4. Teamwork
  5. Management by objectives (MBO)

Core competences:
  1. Market positioning and product-orientation
  2. Time management
  3. Communications
  1. Crisis management
  2. Change management
  3. Business Management
  4. Strategic planning
Personnel and supervisor rotational plan Foreign language certification incentive program Changes to academic background of current employees
Mid-level and reserve managers
  1. Leadership
  2. Planning skills
  3. Mentorship
  4. Problem analysis and responsiveness
  5. Conflict resolution
Entry-level and reserve managers
  1. MTP
  2. manager training
Regular employees
Hours of Educational Training for the Past Three Years
Employee educational training 2017 2018 2019
Employee educational training Managerial
(store manager/deputy manager, divisional head or above)
Hours of training 958 428 711.5
Number of participants at end of year 290 282 267
Average hours 3.30 1.52 2.70
Non-managerial Hours of training 156.5 341.5 160.0
Number of participants at end of year 633 656 674
Average hours 0.25 0.52 0.24
By functional role Operations management
(store manager/deputy manager)
Hours of training 368.0 208.0 484.5
Number of participants at end of year 460 448 426
Average hours 0.8 0.5 1.1
Administrative management
(administration/professional training)
Hours of training 746.5 561.5 387.0
Number of participants at end of year 463 490 512
Average hours 1.61 1.15 0.76
Hours of training 1114.5 769.5 871.5
Number of participants at end of year 923 938 938
Average hours 1.21 0.82 0.93

Hours of Educational Training for the Past Three Years

2017
By rank
Managerial(store manager/deputy manager, divisional head or above) Non-managerial
Hours of training 958 Hours of training 156.5
Number of participants at end of year 290 Number of participants at end of year 633
Average hours 3.30 Average hours 0.25
By functional role
Operations management
(store manager/deputy manager)
Administrative management
Hours of training 368.0 Hours of training 746.5
Number of participants at end of year 460 Number of participants at end of year 463
Average hours 0.8 Average hours 1.61
Hours of training 1114.5
Number of participants at end of year 923
Average hours 1.21
2018
By rank
Managerial(store manager/deputy manager, divisional head or above) Non-managerial
Hours of training 428 Hours of training 341.5
Number of participants at end of year 282 Number of participants at end of year 656
Average hours 1.52 Average hours 0.52
By functional role
Operations management
(store manager/deputy manager)
Administrative management
Hours of training 208.0 Hours of training 463
Number of participants at end of year 448 Number of participants at end of year 490
Average hours 0.5 Average hours 1.15
Hours of training 769.5
Number of participants at end of year 938
Average hours 0.82
2019
By rank
Managerial(store manager/deputy manager, divisional head or above) Non-managerial
Hours of training 711.5 Hours of training 160.0
Number of participants at end of year 267 Number of participants at end of year 674
Average hours 2.70 Average hours 0.24
By functional role
Operations management
(store manager/deputy manager)
Administrative management
Hours of training 484.5 Hours of training 387.0
Number of participants at end of year 426 Number of participants at end of year 512
Average hours 387.0 Average hours 0.76
Hours of training 871.5
Number of participants at end of year 938
Average hours 0.93

On top of our internal mechanisms, we also assist store supervisors from our channels to participate in external interactions and corporate visits. High-performing store supervisors are also nominated in each year to participate in the TCFA Outstanding Store Manager Awards. We are committed to training and development of channels, which are not only responsible for selling our products, but also act as the front-line in understanding customers' opinions. On top of encouraging and rewarding our hard-working store managers, the competition also helps to broaden their horizons by interacting with competitors and other industries.

Educational Training and Development Educational Training and Development

TCFA Outstanding Store Manager Awards

流通業傑出店長選拔活動 流通業傑出店長選拔活動

The Outstanding Store Manager Awards is organized by the Taiwan Chain Stores and Franchise Association (TFCA) in each year to provide a platform for store managers to recognize their own accomplishments and to realize any gaps in their management skills and competencies and to improve accordingly; to build team cohesion; to learn and to interact with other industries; and to enhance the brand image of all attending companies. Hsin Tung Yang has been submitting 6 store managers to this competition in each year since 2007, and our goal is to receive two Outstanding Store Manager Awards in any year. The competition lasts for six months and includes a three-phased written qualification review (store task management, creative ideas, and community cleanup), mystery shopper audit, and social activity engagement. The winning company and store manager can receive a chance to meet the President of R.O.C. at the Presidential Office. A professional consulting simulation training is implemented during the competition, which also enhances the management and logical thinking skills, and communications skills of store managers.

Good Evaluation and Training

Are Crucial to Hsin Tung Yang