Taishin FHC Corporate Social Responsibility Report 2019

48 Superior Service Employee Training Gathering of Service Opinions Training coverage rate (%)= Enrollments/total head count for the category) Completion rate (%)=Actual enrollments/required enrollments Target Service perfection (for new recruits) Standard service procedures and professional image (for new recruits, and digital course for new recruits) Twice a month on average Twice a month on average 3S srvice Perfection (Digital course for new recruits) Twice a month on average Service Manners (Digital course for new recruits) Twice a month on average 3S Service (eLearning course) Once every 2 years 100 100 2,380.91 1,351 Mandatory for new recruits Mandatory for specific units VOC (Voice of Customer) Mystery Shopper BranchService OpinionForms 100 100 1,892.30 1,266 100 100 449.40 1,605 100 100 557.46 2,298 100 100 1,103.76 6,132 Frequency Training coverage rate (%) Completion rate (%) Hour Attendee Explanation Listening to Customers' Voices Course name Customer Relationship Maintenance ? With regards to the offering of complex, high-risk products, Taishin has specified in its "Fair Treat - ment of Customers Policy" that it is a legal require - ment that any explanations or disclosures made to customers must be video or audio-recorded unless the customer disagrees otherwise or if the transac - tion is completed using automated channels. All first-time sale of complex, high-risk product must be reported to and approved by the board of direc - tors. All transaction documents, marketing materials and product information disclosed on website have been prepared in compliance with laws with complete disclosure on related expenses and risks. It is our intention to make customers aware of the details and risks associated with their products. To ensure that the design, advertisement, sale, contract fulfillment, consultation to complaints of product and service are in accordance with the "Fair Treatment of Customers Policy", Taishin not only trains its employees regularly, but also incorporates the "Fair Treatment of Customers Policy" into its internal control and audit systems. Any violations against the Fair Treatment of Customers Policy or Financial Consumer Protection Act are reported with improvement measures discussed regularly during executive management meetings. Conclu - sions from such meetings are reported to the board of directors. In order to provide better services, Taishin actively invests resources in trainings of service quality and customer satisfaction to meet customer needs and improve service quality and satisfaction. Taishin Bank is committed to delivering complete service experience for its customers, which is why it engages an independent third-party institution to survey customers via phone and the internet and establish their satisfaction with respect to personnel, product, service, process, chan - nel, rights and marketing campaign. These findings are analyzed to serve as reference for service quality strate - gies in the future. Meanwhile, improvement plans have been devised to address customer segments in which the organization has exhibited relatively weak or declined performance, and thereby taking service quality to the next level. Driven by the 3S service spirit of Simple, Sincere and Superior, Taishin keeps promoting our service culture. "Taishin Service Role Model" is held annually as part of the organization's ongoing attention to service culture, during which the Chairman and senior management are invited to commend employees who exhibit the most exceptional service standards. Through this event, we aim to inspire bank employees to develop a passion for service and fully embrace the Bank's service culture. Taishin Bank has a VOC program in place that receives an average of 200 comments from customers per month. Through gathered opinions, Taishin investigates the critical needs of its customers and plans services, market - ing campaigns and products for various business groups accordingly. This exercise plays an important role in Taishin's customer-centric strategy and is key to enhanc - ing customer satisfaction and relations. The assignment of branch service quality examination through branch telephoning and visiting was accom - plished by qualified employees with certification of mystery shopper each month. Branches are assessed on numerous aspects from service etiquette, initiative, addressing of customers' needs, professionalism, to complaint handling. In addition, the Bank has mystery shoppers calling the 24-hour service hotline on a quarterly basis to rate the quality of employees' basic service, problem handling and efficiency. The results are used internally for improvement and management purpose. "Service opinion forms" have been placed at branches nationwide for customers to express their opinions. Once completed, customers may either mail them or drop them inside the branch's opinion box; the management will then respond to customers' suggestions and devise action plans for improvement. An electronic questionnaire is made available to customers through QR codes scannable by a mobile phone or tablet for easy completion.