Corporate Sustainability

Integrity is a core value of CHC. We pursue revenue and profit growth by utilizing our core competencies while ensuring sustainability in all aspects of operation. In response to potential risks and opportunities arising from ESG-related factors, we continue to foster sustainable operations and corporate governance by implementing sound risk management practices and harnessing new opportunities. We also remain committed to creating value and driving positive change to meet stakeholder expectations.


Implement sustainable development

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Strategy, Objectives and Perormance

Establish sustainable strategies and objectives

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Stakeholder Engagement

Build diverse and convenient communication channels

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ESG Committee*

The ESG Committee is the highest ESG governance unit of the CHC Group. Chaired by the CEO of CHC, the committee is composed of the senior management of the three major business units and the heads of CHC’s functional units. The committee is also made up of members with diverse cultures, backgrounds, expertise, and experiences. Regular committee meetings are convened to identify risks and opportunities on the three aspects of environmental (E), social (S), and governance (G), as well as to formulate a sustainable development strategy for the Group to promote ESG-related work for the entire company. All development plans must be approved by the Chairperson and reported to the Board of Directors. *Note: The CSR Committee was renamed as the ESG Committee, effective July 1st, 2021.

ESG Committee Structure

Key area of Work

The ESG Committee has established the principle of materiality in accordance with the GRI Standards, using the four major procedures of "identification, analysis, confirmation, and inspection" to identify and select key sustainable themes. Upon collecting, analyzing, and ranking the priority of economic, environmental, and social importance among domestic construction, real estate, and related industries, the committee determines the hierarchy of implementing environmental, social, and corporate governance issues related to the company’s operations, and sets corresponding risk management strategies and performance targets. The following is a high level recap from the new environmental risk management strategies and practices newly set by the Group in 2020:

Category Type of Risk Identified Risk Items Management Practices
Risk Physical Extreme Weather Events
  • The frequency of extraordinary climate

events is gradually increasing. Strong winds,

torrents, hail, etc. may cause equipment

damage, disasters in construction/operation

sites, and project delays, resulting in property

losses, increased operating costs, and

deferred operating revenues.

  • When the Central Weather Bureau issues

a typhoon special report, the emergency response

personnel are dispatched at the same time to the

operating site in order to secure facilities, initiate

disaster prevention preparations, and conduct

regular inspections to effectively control the


  • In the event of a disaster, an emergency

response measure will be initiated and disaster

relief resources will be allocated to mitigate impacts

and reduce losses.

  • In case of equipment damage, repair will be

done immediately or the spare pool will be activated

to ensure discharged water meets the effluent


  • Continue to enhance construction strategy,

dispatch manpower with flexibility, evaluate and

purchase natural disaster insurance

  • The short-duration heavy rainfall

causes excessive inflow of water, which may

cause the sewage treatment to be affected

by the following:


1. Overload of the effluent treatment

equipment and flooding of the plant area,

increasing the risk of equipment damage

and reducing treatment efficiency


2. Displacement of the manhole cover in the

factory, causing danger to pedestrians and


  • Regularly follow the heavy rainfall reports

issued by the Central Weather Bureau, and monitor

inflow water volume. The plant will implement

emergency measures when the inflow water volume


1. Carry out in-factory bypass operations and notify

relevant authorities

2. Dispatch personnel to the hot spot where the

manhole cover has been displaced, and set up

traffic control facilities

3. Set up water gates at important buildings or

low-lying areas

4. Set up waterproof sandbags and emergency

pumping motors to prevent equipment damage in

case of flood, and to ensure the safety of

pedestrians, vehicles, and employees

  • Risk of damage to the power system of

the operating plant

  • Regularly inspect and maintain equipment

and systems to ensure that lightning protection

systems, generators and other equipment can

operate normally during emergencies

  • If the power system is damaged, measures are

taken immediately to repair the system

  • High temperature will increase the risk

of heat hazards when workers are working


  • Global warming may affect the usage

efficiency of building materials and the

supply and demand of the building

materials, resulting in increasing

operating costs

  • High temperature may cause the risk

of reduced water production in sewage

treatment plants

  • To prevent heat hazards from workers

working outdoors, the following precautions are set

up or implemented within construction sites during

summer and are listed as key occupational safety

audit items. Through continuous promotion and

inspection, the awareness and attention of

subcontractors and workers on heat hazards will

be improved, and risks will be reduced


1. Workers’ resting area with shaded roof

2. Provide drinking water

3. Set up water sprinkler, water spray, and cooling

electrical equipment

4. Set up thermometer and hygrometer

5. Slogans for heat hazards prevention, and

regularly send out information through electronic

copy on “Heat Hazards Prevention” to employees

for reference


  • The Group pays attention to the trend of

building materials design and keep track on the

issue of cost changes in order to manage and

control the construction cost of each project, as well

as regularly reviews and enhances the construction

strategy to reduce the project delay time caused by

high temperature

  • In order to cope with the high temperature

risk faced by the sewage treatment plant, a water

curtain system for air extraction has been set up

and the ventilation volume of the plant has been


Transitional Market
  • žThe market demand may change in

response to climate change, which may

affect the Group’s existing products and


  • Sustainability awareness is rising, and

the preference for building materials and

equipment has shifted, which may increase

construction cost

  • žRegularly review the impact of climate change

issues on the market, and actively develop green

innovative products

  • Pay attention to the trend of building

materials design and keep track on the issue of cost

changes in order to manage and control the

construction cost of each project

Policies and Regulations
  • In response to climate change issues,

the competent authority has incorporated

environmental externalities and sustainability

factors in laws and regulations, which will

affect product design and business behavior,

and increase environmental costs for


  • Actively follow and understand domestic

policy trends and international trends in order to

develop corresponding strategies in advance.

Product design is shifted towards environmental-

friendly and smart technology oriented, and to study

on obtaining relevant certifications, ex. carbon


  • Re-examine and re-evaluate operational risks

and opportunities with focus on ESG-related topics

Strategy, Objectives and Perormance

Sustainable Development Strategy

CHC Group is committed to leveraging its core capabilities and resources with integrity and responsibility. While pursuing revenue and profit growth, the Group continues to review its development goals on environmental, social, and governance area. Through the "Focus on Major Topics, Promotion from Top to Bottom" action policy, the Group improves its risk management mechanism and specific evaluation indicators, and sets up the sustainable development action plan and promotion goals. The goals are incorporated into daily management and tracked for improvements to fulfill the Group’s commitments, in order to continue to create positive value and exert positive influence. Meanwhile, CHC Group regularly discloses the status and achievements of its sustainable development goals, in order for stakeholders to understand the ESG-related efforts and investment from CHC Group.

Sustainability Goals and Performance

Management Strategy/
Implementation Policy
Evaluation Mechanism
Short-to-Mid Term Goals
Achievements in 2020
  • Up-to-date

financial risk

assessment are

conducted monthly to

ensure that the

company’s operating

performance goals are


  • Implementation

performance report related

to financial risk assessment

are presented monthly at the

high-level management


  • Achieve annual

operating goals

  • The consolidated revenue in

2020 was NT$21,689 million, and

the consolidated operating profit

was NT$1,762 million, which is an

increase of 32.96% from 2019. The

operating profit of Construction

Business, Real Estate

Development Business, and

Environmental Project

Development Business all

increased significantly

compared to the previous year.

The consolidated net profit was

NT$1,539 million and EPS came

to NT$1.87, both saw substantial

increase compared to the previous

year’s net profit of NT$97 million

and EPS of NT$0.12.

  • Audit Committee

and Remuneration

Committee are set up

under the Board of

Directors to assist the

Board in performing

their duties and

supervisory functions


  • Protect

shareholders’ rights

and interests with


information disclosure


  • Set various

corporate governance-

related standard

operating procedures

(SOPs) for compliance


  • Independent audit unit

are set up and supervises the

Group’s various operating

activities using internal audit



  • Conduct annual

evaluation regarding Board

performance to improve

corporate governance


  • Continue with

transparent disclosure of

information and strengthen

communication and

interaction with stakeholders


  • Continue to implement

ethical business practices


  • Improve risk control
  • Stakeholder communication

was reported to the Board on

December 17th, 2020.


  • The execution report for

promoting ethical business

practices was reported to the Board

on December 17th, 2020.


  • In 2020, no cases of

violations on unethical or dishonest

behaviors were reported.


  • Formulate the “Corporate

Governance Best Practice

Principles”, “Group’s Ethical

Management Best Practice

Principles”, and “Group’s Risk

Management Policy” to optimize

the corporate governance system.

  • Treat all external

stakeholders with

integrity and honesty,

as well as comply with

the law and uphold the

principle of fair

competition. Require

employees to treat the

company’s customers,

competitors, and other

workers with fairness


  • For matters

related to the

provisions of laws and

regulations, Legal

Department shall

research and provide


according to laws and

regulations, and shall

consult external legal

advisers when



  • The constructions

or real estate projects

should pass the

environmental impact

assessment according

to laws and regulations,

and are executed as


  • Supervision is

performed by the competent

authority and other law

enforcement units in

accordance with the law


  • Each company unit

reports violations to the

Legal Department for

compilation, and later

conduct statistics and

evaluations of violations


  • Major violation cases: 0
  • There were no major penalty-

incurred cases in 2020.

  • Continue to

provide high-quality

residential products,

as well as to enhance

building materials and

equipment for a living

space that is healthy

and environmental-



  • Develop a

checklist for the

achievement rate of

green buildings and

green building

materials in order to

implement design goals

for green building



  • Focus on


protection and energy

saving, and improve the

energy efficiency of

buildings with smart

residential houses


  • Residential

products are equipped

with electric vehicle

charging systems to

promote the symbiosis,

co-prosperity and


development of people,

architecture, and the



  • Use BIM

technology to ensure

the implementation of

product design

  • Review the proportion

of applications for Green

Building Candidate

Certificate or those obtaining

Green Building Label each



  • Check the number of

certified products, including

but not limited to green

buildings, smart buildings,

structure accreditation

building, and barrier-free

residential accreditation etc.


  • Regularly review the

proportion of green building

materials used by the project

  • Increase the proportion

of applications for Green

Building Candidate

Certificates or those obtaining

the labels year by year. In

2023, 100% of the

construction permit will be

able to apply for Green

Building Candidate



  • For projects that have

obtained construction permit

each year with lot size more

than 1,653m2, electric vehicle

charging systems shall be

installed in public parking

spaces, and wiring space for

charging station shall be

reserved in the remaining

parking spaces for the

convenience of customers

who wish to install the cables

according to various brands

of electric vehicles


  • The actual percentage of

green building materials used

by the project meets the

commitment of the

construction license


  • For projects that have

obtained construction permit with

lot size more than 1,653m2 in 2020,

electric vehicle charging systems

were installed in public parking

spaces, and wiring space were

reserved in the remaining

parking spaces

  • Perform regular

satisfaction surveys on

construction, handover,

and maintenance


  • Establish

customer interactive

groups to develop

customer satisfaction

standards, and design


  • Satisfaction survey

results and tracking

  • Level of satisfaction

regarding handovers: the

company’s actual

performance is better than

customer’s expectations


  • Level of satisfaction on

maintenance : satisfaction > 4

points (out of 5 points)

  • According to the results of the

satisfaction survey on handovers

and maintenance in 2020, all real

estate projects scored above 4.96

points, and the actual performance

of the company was better than the

customers’ expectations

  • Perform regular

sales satisfaction



  • Adhere to the

ethical business

practice, the Group

provides customers

with products and

services that comply

with laws and

regulations and are

transparently labeled

  • Satisfaction survey

results and tracking


  • Regularly check

whether any complaints

related to marketing and

labeling have been received


  • Regularly review the

major penalties related to

marketing and


  • Level of satisfaction on

sales : the company’s actual

performance is better than

customer’s expectations


  • The pre-sale

advertisements, architectural

models, and model houses are

100% double-checked by the

project manager and legal

personnel before launch

  • According to the results of the

sales satisfaction survey in 2020,

all construction projects were

above 4.83 points, and the actual

performance of the company was

better than the customers’



  • In 2020, the double-checking

ratio of advertising materials in

public was 100%

  • Develop IT

application tools to

strengthen the health

and safety management

of the workplace


  • Improve the

convenience of

individual’s health

management through

the health information

management platform


  • Establish a road

map for physical and

mental balance

development, and

develop employees’

physical and mental

balance assistance

programs, to promote

the physical and mental

balance of employees


  • Establish the

epidemic prevention

mechanism and

emergency response

plan for CHC and group

member companies in

advance, as well as

actively participate in

the prevention of the

COVID-19 pandemic


  • Maintain the

certification of the ISO

45001 occupational

safety and health

management system,

and continue to

optimize the intensity

of on-site safety and

health management


  • Organize safety

and health promotion

activities regularly to

strengthen the workers’

safety awareness and

increase their

adaptability in the



  • Establish safety and

health performance

measurement standards,

including goals such as the

frequency of disabling

injuries and the number of

inspections and management

by senior supervisors


  • Whether there are any

cross infection incidents or

incidents that may interrupt



  • ISO/CNS 45001


  • Disabling Injury

Frequency Rate (FR): less

than or equal to 0.8


  • Cases of major injuries

and occupational hazards: 0


  • Maintain the validity of

ISO/CNS 45001 certification

  • In 2020, the disability injury

frequency rate (FR) of the Group’s

employees was 0.48, and the

disability injury frequency rate (FR)

of non-employees was 1.03


  • In 2020, there were no major

injuries or occupational hazards for

the Group’s employees, and

1 major injury death among non-


The Group immediately formulated

preventive countermeasures and

corrective measures to address the

cause of the accident, and

continued to actively optimize

on-site safety and health

management. The “Active

Warning Device: Hazard Notifier”,

developed by CEC was awarded

the “Occupational Safety Innovation

Award” in the “2020 Labor Safety

Award” by the Department of Labor

of the Taipei City Government


  • In 2020, HDEC passed the

ISO/CNS 45001:2018 certification.

The scope of the Group’s

occupational safety and health

management system has been

expanded to cover 94% of the

total number of employees, as well

as 2,972 non-employee workers

  • Provide a variety

of on-line courses

through a digital

learning management

platform, and create

learning resources for

internal experience and

knowledge transfer


  • Establish a

creative and flexible

learning environment,

support and encourage

the growth and

development of every

employee, and provide

and maintain equal

opportunities for



  • Promote cross-

team learning

mechanism to cultivate,

explore, and retain

talents with potential

  • Regularly review the

frequency of platform usage,

the number/quality of

courses offered, the

popularity of the courses, as

well as consider the

employees’ feedback on the

platform functions and



  • Review the

implementation rate of the

Young Engineers Conference

annually to understand the

quality and commitment of

cross-team learning

  • Create 8 new on-line

teaching materials for

engineering projects every



  • Planning and

implementation of the key

goals at the Young Engineers

Conference, with a target

implementation rate of 90%

in 2020


  • Increase the penetration

rate of the digital learning

management platform year by

year: reaching more than 30%

in 2020; reaching more than

50% in 2021; reaching more

than 70% in 2022

  • In 2020, the Group created a

total of 92 on-line learning

materials, of which 48 are

engineering project materials


  • The implementation rate of

the 2020 Young Engineers

Conference was 100%


  • The utilization rate of the

digital learning management

platform (iLearn) in 2020 was 90%

  • Design a

diversified welfare

system and practice the

core value of caring for



  • Provide a salary

plan that is internally

fair and externally

market competitive


  • Promote the

diversification of the

organization and

strengthen the

understanding and

respect for gender

equality and different



  • Develop multiple

recruitment channels,


recruitment activities,

and recruit outstanding

new talents


  • Encourage young

students to develop

practical skills and

enhance employment

competitiveness through

university collaboration

and talent development


  • Conduct employee 

satisfaction surveys annually,

and set up improvement

plans accordingly


  • Conduct regular salary

market surveys to respond to

changes in the external labor

market in a timely manner


  • The number of student

internship opportunities

provided each year and the

number of scholarship


  • Employee satisfaction

survey response rate is over



  • Organize the “Cultural

Diversity and Integration

Week” every year


  • Conduct annual salary

and welfare market surveys

and competitive analysis


  • Organize CEC’s young

talents scholarship program

every year

  • The employee satisfaction

survey response rate was 78% in



  • In 2020, the Group held a

Cultural Diversity and Integration

Week, with a total of 1,247



  • Salary market survey and

competitive analysis were

completed in 2020, and annual

salary adjustments were made for

three consecutive years


  • In 2020, a total of 25 students

from 17 schools participated in

CEC’s young talent scholarship

program, and 4 winners were


  • Replace and

upgrade equipment to

improve energy



  • Actively optimize

the energy-saving

operational mode of the

operating plant


  • Prioritize the

purchase of high


equipment with

frequency conversion



  • Evaluate the

investment in

renewable energy

related businesses


  • Evaluate the

biogas power

generation and reuse



  • Introduce product

carbon footprint



  • Introduce an

energy management

system and evaluate the

feasibility of the


  • Regularly monitor

energy usage, track and

improve energy efficiency


  • Regularly review the

effectiveness of the reduction

in electricity consumption for

effluent treatment


  • Regularly monitor the

biogas production


  • Regularly track the

implementation progress of

biogas power generation and

biogas reuse plans


  • Regularly review

equipment energy efficiency

and track improvements


  • Regularly calculate the

production and usage of

renewable energy

  • 75% of the high-energy-

consuming equipment

procured for the

Environmental Project

Development Business is

equipped with frequency

conversion control


  • Complete the evaluation

plan for biogas power

generation and biogas reuse

for Tamsui and Fengshan

Water Resource Center


  • Complete the test for

increasing the production of

biogas at Fengshan Water

Resource Center


  • Complete the

introduction and evaluation

of the energy management

systems for Tamsui,

Fengshan, and Anping

Water Resource Centers,

and optimize the systems


  • Reduce electricity

consumption per unit of

effluent treatment by 5% in


  • 100% of the high-energy-

consuming equipment procured

in 2020 for the Environmental

Project Development Business is

equipped with frequency

conversion control


  • In 2020, Fengshan Water

Resource Center was the first to

complete the evaluation of the

biogas reuse plan. Due to the

insufficient amount of biogas

production, biogas power

generation is not economically

beneficial at this stage, therefore it

will be used for heating equipment

in the plant.


  • Fengshan Water Resource

Center completed the test for

increasing the production of biogas

in 2020


  • In 2020, Fengshan Water

Resource Center took the lead in

passing the ISO 50001 energy

management system certification


  • In 2020, the electricity

consumption per unit of effluent

treatment was 0.33 (kWh/m3),

mainly due to the external oil

pollution, which increased the

burden of effluent treatment

procedures and increased

energy consumption

  • Apply formwork

system construction

method to optimize the

construction process,

improve the efficiency

of resource utilization,

and reduce the negative

impact towards



  • Introduce circular

economy architectural

design techniques and

flexible modularization,

showcasing the

recycling of materials

from redesign to

operation and



  • Promote green

procurement and green

product innovation


  • Promote waste

classification, recycling,

and reduction activities


  • Use technology to

develop and design a

low-consumption, high-

efficiency operation



  • Use the best

available technology to

treat Taiwan’s domestic

and industrial

wastewater to help the

government in

stabilizing water supply

and reducing

environmental impact


  • Develop

reclaimed water

recycling schemes to

improve water use


  • Regularly review the

adoption rate of formwork



  • Regularly review the

performance of waste



  • Review the annual

green procurement

implementation status


  • Review the status and

effectiveness of certification

on each project, including

but not limited to BS 8001

circular economy

certification, environmental

labels, etc. (special indicator)


  • Review the scale of

circular economy by project

(special indicator)


  • Regularly inspect the

ammonia nitrogen treatment

efficiency in effluent

treatment and reclaimed

water processes


  • Regularly review the

recycling rate of reclaimed


  • The adoption rate of

formwork system for civil

engineering projects meets

the set targets


  • Average monthly sludge

reduction: 140 metric tons at

Tamsui Water Resorce

Center, 46 metric tons at

Fengshan Water Resource



  • Water treatment result

< achievement rate =

(treatment up to standard

days/treatment days) > :


1) The efficiency of ammonia

nitrogen treatment for

Fengshan Water Resource

Center’s wastewater

treatment reached 100% for

below 7mg/L and 90% for

below 5mg/L in 2020

2) The efficiency of ammonia

nitrogen treatment for

Fengshan Water Resource

Center’s Reclaimed Water

treatment reached 100% for

below 0.5mg/L and 90% for

below 0.3mg/L in 2020

3) Tamsui Water Resource

Center completed the

ammonia nitrogen site test 

and reached 100% for

below 10mg/L and 90% for

below 8mg/L in 2020


  • The recycling rate of

reclaimed water:

1) The recycling rate for

Tamsui Water Resource

Center maintained at 4.57%

in 2020

2) The recycling rate for

Fengshan Water Resource

Center maintained at

70% in 2020

  • The Taipei Nangang Depot

Public Housing project passed the

BS8001:2017 circular economy

implementation certification


  • In 2020, the Group’s green

procurement amount was

NT$342,373 thousand dollar


  • In 2020, the Group’s sludge

reduction totaled 1,024.39 metric

tons,which was behind target

mainly due to sludge drying

equipment suspended for



  • Water treatment result

<achievement rate =

(treatment up to standard

days/treatment days) > :


1) In 2020, the ammonia nitrogen

treatment efficiency for Fengshan

Water Resource Center’s

wastewater treatment was

48% for below 7mg/L and 37% for

below 5mg/L. The average

treatment result was 8.0mg/L,

which was mainly affected by

illegal discharge of wastewater

from manufacturers upstream

2) In 2020, the efficiency of

ammonia nitrogen treatment for

Fengshan Water Resource Center’s

Reclaimed Water treatment was

96% for below 0.5mg/L and 93%

for below 0.3mg/L, with an

average treatment result of 0.1mg/L

3) In 2020, the efficiency of

ammonia nitrogen treatment for

Tamsui Water Resource Center

was 87% for below 10mg/L and

84% for below 8mg/L, with an

average treatment result of



  • The recycling rate of

reclaimed water:

1) In 2020, the recycling rate for

Tamsui Water Resource Center

was 5.84%.

2) In 2020, the recycling rate for

Fengshan Water Resource Center

was 66%

  • Actively

participate in

community care and

establish a good

channel for community



  • Organize site

visits and exchange

engineering experience

and technical know-

how with industry

peers, authorities, and



  • Hold briefing

sessions to allow nearby

residents to understand

the situation regarding

construction and

supporting measures


  • Promote

community service

plans and encourage

employee participation

  • Establish a record of

related activities, keep track

of the input and output and

feedback, and regularly

review the implementation


  • Continue to promote

and enhance local care,

implement annual

community participation

plan, and review the results

from the previous year

  • A total of 203 community

activities were held, with a

cumulative investment of over

NT$ 8.54 million dollars and

27,569 hours of manpower.

Please refer to the

Community Engagement section.

  • Promote


education and

certification for


educational facilities,

incorporate the concept

of water resources

protection into local


  • Count the number of

environmental education

sessions and the number of

visitors, collect feedback

from the event to plan/adjust

the content of the event


  • Tamsui Water

Resource Center and

Fengshan Water Resource

Center pass the

environmental education

facility site certification,



  • Hold a total of at least

200 events related to

environmental education

  • Fengshan Water Resource

Center passed the environmental

education facility site certification


  • In 2020, the number of

environmental education activities

was reduced, with 275 total number

of people served, due to pandemic

prevention considerations.

Stakeholder Engagement

2021 engagement activities are reported to the board on December 17th, 2021, with the following summary:

Shareholders/ Investors/ Financial Institutions


Sustainability Strategy, Corporate Governance, Economic Performance, Risk Management, Information Disclosure

Engagement Type and Frequency

  • Convene general shareholder’s meeting annually
  • Publish annual report and quarterly results report on time
  • Self-hold quarterly results online conference call
  • Publish monthly revenue result press release and quarterly result press release
  • Interact with investors through phone calls, emails, and/or meetings on an irregular basis


Mr. Kris Lin, AVP

2021 Major Engagement Activities

  • Convened 1 AGM and 8 investor meetings (includes invited sessions)
  • Published around 100 material information and nearly 20 press releases



Labor Relations and Benefits, Workplace Safety, Career Development and Training

Engagement Type and Frequency

  • Hold labor relation meetings on quarterly basis to enhance employee-employer relations and to protect labor rights
  • Convene management team meetings monthly to enrich communications between managerial level and peers
  • Setup diversified communication channels to provide employees with a transparent internal voice communication system
  • Arrange Occupational Health and Safety training and construction worksite visits on a regular and/or irregular basis to establish safety-first mindsets within worksites
  • Comprehensive talent development plan; Introduce online learning platform (iLearn) for learning without time and/or location restrictions
  • Conduct employee satisfaction survey annually and employee interviews on an irregular basis


Mr. Anthony Lien, VP

2021 Major Engagement Activities

  • Retrieved 88% of sent employee satisfaction survey, 10bps higher than previous year
  • Introduced online learning activities such as “Learning King”, “Topic-wise Knowledge Center”, “Top Pick of the Month”
  • Introduced “Lunch with CEO” event to enhance communications between entry-level employees and managerial level
  • Hold team building events, employee rewards ceremonies, and employee mind and body balance events, and had more than 1000 Group employees communication interactions

Clients/ Consumers


Quality and Safety of Products and Services, Personal Information Protection, Marketing and Labeling

Engagement Type and Frequency

  • Satisfaction survey and after-sales services
    • Conduct satisfaction survey for contractors
    • Conduct satisfaction survey at contract signing, handovers, and maintenance for home-buying customers
  • Conduct house inspections and hold product and service seminars on an irregular basis
  • Maintain a smooth customer service communication channel


Mr. Wei-Ping Hsu, Manager (CEC))

Ms. Judy Lee, Manager (CDC)

Ms. Annie Shih, Asst. Manager (HDEC)

2021 Major Engagement Activities

  • Completed satisfaction survey and interview for contractors, covering civil, building, M&E of Construction Business and projects of Environmental Project Development business
  • Completed satisfaction survey for home-buying customers, including projects for sale, handovers, and after-sales services this year

Suppliers/ Sub-Contractors


Supplier Evaluation Standard, Safe and Healthy Work Environment, Business Ethics and Integrity

Engagement Type and Frequency

  • Hold education training and advocacy events on a regular basis
  • Conduct site visits, phone interviews, and written communications on an irregular basis
  • Hold seminars for suppliers


Mr. Robin Chien, AVP (CEC)

Mr. Joe Yang, AVP (HDEC)

2021 Major Engagement Activities

  • Completed annual supplier assessment evaluation
  • Held excellence supplier evaluation event

Government Authorities


Workplace Safety, Regulatory Compliance, Product Risks

Engagement Type and Frequency

  • File petitions through unions and clubs for authorities’ consideration
  • Communicate through calls and written official letters on an irregular basis
  • Actively participate in authorities-hosted meetings


Mr. Wei-Ping Hsu, Manager (CEC))

Ms. Judy Lee, Manager (CDC)

Ms. Annie Shih, Asst. Manager (HDEC)

2021 Major Engagement Activities

  • Group member companies joined a total of 35 unions and clubs
  • Actively participated and exchanged opinions during authorities-held meetings
  • Construction Business (CEC) acted as chairman of National Occupational Safety and Health Promotion Union for Construction Industry, and partnered with Ministry of Labor’s Occupational Safety and Health Administration to promote worksite safety and health for construction industry



Major Business and/or Financial Updates

Engagement Type and Frequency

  • Hold at least 1 press conference or media gatherings per year
  • Arrange media interviews and provide relevant information on an irregular basis
  • Interact through calls and emails on an irregular basis


Mr. John Yeh, Manager

2021 Major Engagement Activities

  • Group member companies held a total of 3 media gatherings with more than 70 media participated; topic mainly focused on technology adoption and building design highlights by Real Estate Development Business
  • Received media interviews on topics such as Reclaimed Water, Circular Economy, Hotel-based Urban Renewal Residence, and Technology Adoption in Construction Industry
  • During 1Q-3Q 2021, a total of 5,881 media exposure counts towards CHC Group members, and a total of 23,534 media exposure counts towards ongoing projects
  • A total of 2,370,382 official website visit counts for CHC Group at the end of September, 2021; a total of 30,601 followers on social media, with interactions of once biweekly with followers



Community Service, Environmental Protection and Ecological Conservation

Engagement Type and Frequency

  • Hold at least 1 open information session during environment assessment evaluation
  • Hold construction milestone events, site visits, and information sessions, and participate in community services activities on a irregular basis
  • Maintain interactions with local residents through educational centers within operating sites


Mr. Wei-Ping Hsu, Manager (CEC))

Ms. Judy Lee, Manager (CDC)

Ms. Annie Shih, Asst. Manager (HDEC)

2021 Major Engagement Activities

  • Invited to GIS Forum held by National Taiwan University to discuss with 217 students from 14 different countries on topic based on “Reset the Mindset”
  • Educational centers owned by Environmental Project Development Business had held 23 environmental education sessions during 1Q-3Q 2021, with 455 people participated
  • Spent NT$277,200 on disinfection for local communities