Green ManagementGreen ManagementMastering in
toMaximize Value of Energy
2014 CTCI Corporate Sustainability Report
2014 CTCI Corporate Sustainability Report
89, Sec. 6, Zhongshan North Road, Taipei 11155, Taiwan, R.O.C.Tel: (886) 2-2833-9999 Fax: (886) 2-2833-8833Website: www.ctci.com.tw
VisionThe Most Reliable Global Engineering Service Provider
PrinciplesProfessionalism Integrity Teamwork Innovation
MissionTo Satisfy Our Customers with the Optimized Engineering Services
2014 CTCI Corporate Sustainability Report
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004 Message from the Top Management008 Editor’s Note010 Evaluation and Response to Stakeholders and Materiality Issues015 CSR Promotion
Special Report
022 CPC Talin #10 SRU Sulfur Recovery Plant EPC Project, Green SRU that Enhances Industrial Competitiveness and
Reduces Pollution
Operation and Governance
032 Company Overview036 Corporate Governance044 Finance Disclosure046 Future Prospects
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Social Participation
084 Building Healthy and Happy Work Environment104 Building Friendly and Harmonious Partnership120 Professional Participation and Social Services
Environmental Protection
052 Performance of Green Engineering Implementation072 Build Energy-Saving and Carbon-Reduction Office Environment076 Transform Waste into Resource
Third Party Verification Statement
131 Appendix I: Correspondence between this CSR Report and GRI G4.0 Guideline
147 Appendix II: Correspondence between the Ten Principles of the UN Global Compact and CTCI CSR Indicators
148 Appendix III: Correspondence between the Seven Core Subjects in ISO 26000 and CTCI CSR Indicators
150 Appendix IV: Determination Items of the Corporate Social Responsibility Best Practice Principles for TWSE/GTSM-Listed Companies
C TCI was founded 30 years ago and has now topped
in the "Leading Global Provider of Engineering
Services and Innovative Technologies" with dominance
on international stage. In pursuit of the sustainable
development and management performance of the
company, CTCI constantly devotes in the implementation
of Corporate Social Responsibility (CSR) by responding
to the issues cared by the stakeholders. In 2014, we
have been rated as A++ for Information Disclosure
and Transparency Ranking System, listed among "Top
50 for Excellence in Corporate Social Responsibilities
and the Top 2000 Enterprises in the 2014 Survey of
CommonWealth Magazine and retained Top 1 in the
contractor sector for years in a row and, recognized by
the Taiwan Institute for Sustainable Energy with the honor
of "Services Industry Silver Award" under the Taiwan Top
50 Corporate Sustainability Report Award, "Transparency
and Integrity Awards" , "Growth through Innovation
Awards" , Public Construction Quality Excellence Award
from Ministry of Economic affairs, Energy Saving and
Carbon Reduction Mark from EPA, Executive Yuan, and
Taipei City Excellent Health Workplace. Moreover, CTCI
has received a special report on "Best Practice" from
the CommonWealth Magazine in the special report
of "CSR", and was invited to deliver a speech at Taiwan
Stock Exchange, sharing the integrity management and
implementation of corporate social responsibility as
well as participation in corporate sustainability seminar.
These special honors represent CTCI's commitment
and devotion in CSR with high recognition, which also
fully exhibits the actual actions taken by CTCI with
determination to give feedback to the society.
Looking into the future and under the philosophy of
Message from the Top Management
corporate sustainability, we have developed mid-term
objectives and strategies in an attempt to proactively
create profits and growth, strengthen organizational
synergies and manpower qualities as well as enhancing
brand image and corporate competitiveness. Moreover,
with regards to strengthening CSR conducts, our key
work in 2015 includes: operation and governance –
implementing e-voting and strengthening information
security management environmental protection –
continue to promote green engineering and establishing
data system platform; social participation – promoting
corporate volunteers and strengthening health
promotion activities in response to Occupational Safety
and Health Act. To follow up the trends of international
sustainabil ity for expansion of overseas business
and enhancement of international visibility, we have
also started planning for listing on DJSI (Dow Jones
Sustainability Index). All of the above are aimed to help
us grow and strengthen constantly in order to meet the
expectation of all stakeholders. We believe that under
the full efforts exerted by CTCI employees, we will soon
succeed and accomplish our goals.
Looking Back 2014 with Active Progress, Surpassing and Creating Multi-Win Situations
Looking back 2014, our business strategy has shifted
from conservative to proactive in terms of "operation
and governance." In spite of the increasingly intense
market competition in engineering while surrounded by
tough competitors, we must take challenges forward in
pursuit of sustainable growth and with risk management.
Fortunately, under the full collaboration of the group, our
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performance regardless in new contract signing, revenue
or constructions is remarkable and has far exceeded that
of 2013.
With regards to environmental protection, we continued
to promote green engineering concept in 2014 to help
customers adopt economical and feasible environmental
protection and energy saving project with a full life cycle
perspective from the engineering design stage of the
plant to the final decommissioning. Consequently, CTCI
will create multiple-win situation among CTCI, partners,
stakeholders and social environment.
Other than taking consideration of the evaluation
standards of Dow Jones Sustainability Index, CTCI also
strengthens its conduct in terms of environmental
protection and energy saving. CTCI also collects various
information and develops new items in environmental
protection and energy saving measures from the
experience of cooperating with international engineering
companies, thereby implementing the energy saving
and environmental protection management of various
operating sites. Moreover, we help CTCI employees start
from identifying with the concept of energy saving and
carbon reduction by establishing good habits of green
protection.
For supply-chain management, we also encourage the
vendors/suppliers to jointly invest in environmental
protection. Star ting from 2014, the supply-chain
in format ion assessment s tandards wi l l inc lude
environmental management, labor conditions, human
rights, and social impacts as well as other corporate
sustainability evaluation for use by CTCI as important
reference in purchase strategies to establish a supply
chain of sustainability development.
In terms of "social par ticipation," C TCI targets at
company employees, average social groups and
community residents. For employee care, in addition to
providing quality learning channel and environment,
valuing employee personal career development and
comprehensively promoting individual development
plan (IDP), CTCI is committed in the establishment
of a safe, happy and healthy work environment by
introducing international safety and health environment,
quality management standards, and rigorous internal
audit standards in an attempt to build a safe, quality
and protecting work environment through layers of
control. Moreover, we also established a health center
to provide stationed services of professional physician
while employing two registered nurses to assist with
medical care and organizing various health promotion
activities, so employees will receive care physically,
John T. Yu Chairman & CEO
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mentally and spiritually. In 2014, we also completed the
health management system to carry out exclusive health
promotion plan for different groups of employees in
addition to cooperating with external resources such as
the health bureau, health service center or hospitals and
clinics for providing employees with medical information
platform through a comprehensive health care network.
With regards to community resident communication
and community integration, CTCI has been cooperated
with Zhishan Cultural and Ecological Garden for years
and co-sponsored and organized Shi-Lin District annual
cultural festival. In 2014, a performance report on the
"Shilin Cultural Festival: Scenic Zhishan" were printed
in 2014 to record the origin and development of past
activities, in addition to releasing the manual to the VIPS
and participating public at Cross Strait (Xiamen) Cultural
Industry Fair in 2015. This way, Shi-Lin local music and
cultural integration activities will be better known to the
public, thereby linking the network connecting cross-
strait culture, benefiting the promotion of community
culture.
Projecting Into 2015, Six Major Strategies for Constant Improvement and Excellent Performance
Project ing into the 2015 planning and in terms
of corporate governance, C TCI has def ined the
overall business orientation as "start afresh with firm
determinations" by setting up three years of mid-
term objectives between 2015 and 2017 in addition
to developing s ix strategies. Meanwhile we wil l
introduce e-voting system to strengthen the philosophy
of corporate governance. Additionally, to reduce
information security risk, we have specially introduced
ISO27001 with cer tif ication from BSI to continue
advancement in the information security management
system in addition to promoting this philosophy to all
subsidiaries, thereby comprehensively upgrading the
group information security management in conformance
to the international quality demand.
The aforementioned six strategies can be divided into 2
dimensions, namely business and management. The key
to business dimension include two categories: "maximize
existing business" and cultivating new venture." On
one hand, it will strengthen the front-end engineering
design ability by extending and building solid foundation
to maintenance business while providing customer
with better services and wining customer trust. On the
other hand, it will help CTCI acquire certain professional
technology and tendering qualification in a short period
of time, thereby striving for more business opportunities
while constantly expanding overseas market business
and maximizing existing business. In response to the
diverse and fluctuating global environment, we closely
observe the latest market development with foundation
in revenue stabilization and profitable business to seek
for more forward-looking investment opportunities.
The strategies related to management are divided
into "optimizing engineering services," "cultivating all-
round talents." "building corporate brand image," and
"strengthening synergy throughout CTCI Group."
In terms of "optimizing service," CTCI is committed to
improving the operation process, establishing new
type of supply- chain for shortening the construction
schedule, saving costs, and providing customers with
better, faster and more competitive service quality.
We also continue to promote "talent cultivation" by
providing employees with different educational trainings
required for each profession. We also encourage peers
to take lifelong learning through professional curriculum
in finance, accounting, legal affairs, human resource, and
leadership, so that they will develop internationalization
and perspicacity and thereby possess the different
competency for each critical position.
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In spite of the excellent reputation accumulated by CTCI
in society, CTCI used to focus less on the packaging and
promotion of brand image. In the future, the company
will strengthen "corporate brand" marketing and extend
its global visibility, thereby polish the brand image. Within
the organization, CTCI will strengthen its corporate
philosophy by actively building internal consensus and
gather employee cohesion. In terms of "strengthening
synergy throughout CTCI Group", CTCI has established
a specialized department in 2015 which will maximize
the group synergies through systematic operation and
complete communication.
For conducts in environmental protection, CTCI also
continues to introduce and develop green engineering
technology in its core competency so that CTCI can
constantly propose environmental protection and energy
saving measures in the stages of project quotation
and execution, helping customers implement green
engineering policy. Internally, CTCI will continue to
strengthen green and energy-saving measures by
encouraging the peers to provide creativity and develop
innovation in addition to implementing such measures
in life through the offer of various incentives. Moreover,
the establishment of data system platform collects data
related to energy-saving and emission reduction for
analysis and basis of future improvement.
As for social participation, since "talents" are the most
important asset of CTCI, cultivation becomes the
lesson which CTCI considerably values. In 2015, we will
strengthen online curriculum and the implementation
of individual learning plan to promote the overall
human resource quality. Meanwhile, we will continue
to organize effective health promotion activities and
develop individual health plan and assist with execution
for special groups, in attempt to keeping the employee's
physical and mental state at the optimal condition.
Moreover, CTCI has long been engaged in the active
social welfare campaigns in cooperation with welfare
organizations. For example, Syin-Lu Social Welfare
Foundation and the Children Are Us Foundation are our
long-term cooperation partners. In the future, in addition
to strengthening the cooperation content, CTCI will
promote enterprise volunteer activities to encourage all
CTCI employees to get involved with subsidies.
Upholding CTCI Principles, Realizing Its Vision and Fulfilling CSR
Looking back over ten year ago, CTCI envision to
"becomea leading global provider of engineering services
and innovative technologies" and now with the joint
efforts from all group employees, we have accomplished
the objectives set up then.
Projecting to the future, CTCI has already developed
new vision and expects to become the "most reliable
global engineering service provider" and upgrading
the group mission as "to satisfy our customers with the
optimized engineering services." Although this objective
was profound, it is not unreachable with the efforts from
all employees persisting in the corporate principles of
"professiomalism, integrity, teamwork and innovation."
CTCI is due to fulfill its commitment to the employees,
shareholders, customers, societies, and environment,
thereby fulfills corporate social responsibly and drive the
corporations to grow sustainably.
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C TCI issued the first Corporate Social Responsibility
(CSR) Report in 2008 and publish an annual report
to stakeholders with description of sustainable conducts
in management each year. To conform to international
trends and uphold to the philosophy of sustainability of
CSR, CTCI renamed the "Corporate Social Responsibility
Report" to "Corporate Sustainability Report" in 2014. In
2015, in conformance with the "Rules Governing the
Preparation and Filing of Corporate Social Responsibility
Reports by TWSE Listed Companies," CTCI renamed
the report to "Corporate Social Responsibility Report."
The content mainly presents the corporate behaviors
Last report publication Date June 2014
This report coverage period January 1st, 2014 – December 31st, 2014
Scope of coverage for this report CTCI Corporation
Report Editing and Overview
The report includes the activities of CTCI Corporation
from January to December, 2014, in particular some
contents involving subsidiaries and affiliates of CTCI or
exceeding the scope shall be remarked in this report
with source of data to explicitly expound the sustainably
management behavior of CTCI.
Compared with the 2013 report, this year's report
continues to strengthen how CTCI provides customers
with green engineering solutions taking consideration
of environmental protection, green energy, budgeting,
and sustainability through environmental protection and
energy-saving technologies at the engineering design
and quotation stage.
Editor's Note
in management, society and environment. This is the
8th year of publication and the report undergoes
independent attestation by British Standards Institution
(BSI) for the credibility of report content.
Moreover, CTCI provides description on the business
strategies and organizational adjustment proposed
by CTCI in response to the changes in the global and
industr ial environment, in conformance with the
philosophy of corporate governance.
Positions of Various Indicators in the Report
The report covers four topics, namely operation,
environment, society and special report with content of
expression following the "core" option of Global Reporting
Initiative (GRI) G4 version Sustainability Report Guides
(Appendix 1). Moreover, to help the domestic and foreign
stakeholders better understand the actual CSR behaviors
of CTCI and link to the world, the content of the report
◎ Certi�cation of Independent Assurance Opinion Statement conferred to CTCI by BSI.
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Should you have any question or suggestion
for the report content, please contact us via the
following contact methods:
TEL: +886-2-28339999 (Ext. 12210)
FAX: +886-2-28358223
Email: [email protected]
Website:www.ctci.com.tw
also corresponds with the ten principles of UN Global
Compact (Appendix 2), the seven core topics of ISO 26000
International Standards (Appendix 3), and the Taiwan
Security Exchange Center advocated "Rules Governing the
Preparation and Filing of Corporate Social Responsibility
Reports by TWSE Listed Companies" (Note 1) (Appendix
4). It shows that the various affiliated behaviors of CTCI in
corporate sustainable development and the information
disclosure are compete and transparent.
Report Data Measurement Standards
The information and statistical data disclosed by the
report come from the statistics and investigation
results of CTCI, and in particular the financial data have
been attested by certified accountant and announced
according to the law. Some data cited the information
published by government agencies in the website are
presented through numerical description. Any data
requiring conversion shall be noted in the report (i.e.
converting power consumption into CO2 emission).
Report Definition Process
With regards to the "evaluation and response to
stakeholder's and materiality issue," we have re-reviewed
and discussed the various materiality issues and evaluated
through internal/external stakeholders to validate the
issues of concern. Meanwhile we investigated on the
various issues through each department representative
to study the possible impact on the company in order to
address the "operation and governance, "environmental
protection" and "social participation" according to
the significance of issues with complete responses.
Moreover, we also provide a special report on "CPC Talin
No. 10 SRU Sulfur Recovery Plant EPC Project, Green SRU
that Enhances Industrial Competitiveness and Reduces
Pollution." The report will provide a complete description
of the association between the company business and
social responsibility.
The scope and border of the 2014 report do not differ
from the 2013 report and thereby the data provided does
not have any difference due to data re-compilation.
External Verification
In pursuit of the credibil ity of report content, all
information and data announced by the report have
undergone the independent attestation by renowned
BSI in accordance with AA1000 Assurance Standard. The
statement of BSI attestation is also included in this report.
◎ CTCI President Michael Yang (fourth from the le� in the front row) and CSR Commi�ee members took a group photo with Peter Pu, Managing Director of BSI Taiwan (third from the right in the �rst row) a�er the accreditation ceremony.
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Identification of Stakeholders
Refer to the following principles and apply rules of thumb
to identify the important stakeholders of the company
A. Certain group or individual which the company
has relevant responsibility in the legal, financial or
operational decision-making.
B. Any group or individual subject to the impact and
influence produced by the corporate operation.
C. Any group or individual having influence on the
operating performance of the company.
The analysis of the above principles shows that the
priority of stakeholders considered by the company
includes employees, shareholders, community residents,
supplier/sub-contractors, customers and government
related agencies. All department representatives shall
investigate on the view and opinions of different
stakeholders.
Evaluation and Response of Materiality Issues
To validate the instruction and compliance rules for the
organizational structure, function and promotion of
CSR Committee, CTCI has passed the "CSR Promotion
and CSR Report Publication Procedures" in November
2009 and followed Global Reporting Initiative (GRI) G4
version Guidelines and AA1000 Assurance Standards
and principles. CTCI also considers the following two
important indicators to execute and disclose the
materiality issues of the company through systematic
identification.
1. Investigate on stakeholders to validate the materiality
issues of concern in addition to paying attention
according to the level of concern by stakeholders as
high, medium and low level.
2. Investigate al l depar tment representatives to
understand the representatives' view on the impact
brought by various materiality issues and thereby
determine the immediate or potential impact level of
different issues on the company as high, medium or
low.
Evaluation and Response to Stakeholders and Materiality Issues
Identify stakeholders and collect all issues of concern
Identify materiality issues and scope
Prioritize issues and responsible units
list as annual work objectives
Execute, trace and assess
Respond to materiality issues
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Apart from considering G4 indicator, CTCI also takes
consideration of the characteristics and the engineering
industry to issue open questionnaire at CSR website and
CSR working group members through comprehensive
thinking and collect the materiality issues closely
related to CTCI. There is still room for improvement in
terms of collection method and process and with the
exception of G4 indicator, currently there are no other
materiality issued related to the company industry. In
the future, CTCI will continue to collect relevant data
through various channel and methods in response to the
industry characteristics and comprehensive extension of
materiality issues.
The implementation of effective communication with
the stakeholders is the basic element for fulfilling the
corporate social responsibility. The identification with the
stakeholders will help understand the conversation and
meeting the expectation and instruments to promote the
corporate recognition of relevant issues and solutions. In
2014, we re-reviewed and discussed the 46 materiality
issues and divided them into four items of "operation
and governance, 12 items of "environmental protection",
and 30 items of "social participation," as shown below.
The corresponding G4 standard boundaries (within and
outside organization) is listed in the table below. Please
refer to Attachment 1 for the detailed Disclosure Status in
Correspondence to GRI G4.0 Guideline.
Categories Issue Titles
Operation and governance (4 items)
economic performance(1)、market presence(2)、indirect economic impact(3)、procurement practice(4)
Environmental protection (12 items)
materials(5)、energy(6)、water(7)、biodiversity(8)、emissions(9)、effluents and wastes(10)、product and services(11)、environmental compliance(12)、transport(13)、overall(14)、supplier environment assessment(15)、environmental grievance mechanism(16)
Social participation (30 items)
employment(17)、labor/management relations(18)、occupational health and safety(19)、training and education(20)、diversity and equal opportunity(21)、equal remuneration for women and men(22)、supplier assessment for labor practice(23)、labor practice grievance mechanism(24)、investment(25)、non-discrimination(26)、freedom of association and collective bargaining(27)、child labor(28)、force and compulsory labor(29)、security practices(30)、indigenous rights(31)、assessment(32)、supplier human rights evaluation (33)、human rights problems complaint mechanism(34)、local community (35)、anti-corruption(36)、public policy(37)、anti-competitive behavior(38)、social compliance(39)、supplier assessment for impact on society (40)、grievance mechanism for impact on society(41)、customer health and safety(42)、product and service labeling(43)、marketing communications(44)、customer privacy(45)、product responsibility compliance(46)
Note: For reading comprehension, the number inside the parenthesis shall correspond with the high, medium and low level in "2014 CSR Report Materiality Issues Matrix Chart
Materiality Issues in 2014
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Stakeholders Communication and Responses
Stakeholders Communication Method Communication Frequency
(Implementation Performance)
Employees Labor-management meeting Held quarterly
Hight management seminar Held quarterly
Labor Safety and Health Committee meeting
Held quarterly
Hotlines and dedicated e-mails Continuous feedback from employees
Proposal incentive instructions A total of 342 proposals as of the end of 2014
CTCI Monthly 425 issues have been published as of the end of 2014, each publishing volume is 800 copies. Additionally electronic version is published for energy saving and carbon reduction.
Labor Welfare Committee Anytime
Shareholders Shareholders meeting Held every year
Corporation investor conference Held twice a year
Overseas corporation investor conference /investors conference
From time to time
Company website establishes "Investor Relations"
Continuous opening for shareholders to acquire company information
Taking initiative to visit the top ten corporate shareholders
Implemented each year
Telephone, fax, e-mail, website Continuous opening for shareholders to respond with comments
Community residents
Assisting local community groups to hold large cultural and charity events
Implemented each year
Telephone, fax, email, website Continuous opening for community residents to respond with comments
Supplier/sub-contractors
Supplier appraisal Upon completion of contract execution for each project
Factory visit Executed according to annual plan and actual needs
Telephone, fax, e-mail, website Continuous opening for supplier/sub-contractor to respond with opinions
Customers Customer satisfaction survey Once every half year
Telephone, fax, e-mail Continuous opening for customers to respond with opinion
Visits Any time
Government agencies
Compliance with relevant laws and regulations, clauses
Ongoing
Association and society consensus and expression
When necessary
Continuous opening to receive guidance from government agencies
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The above analysis process emphasizes the 46 materiality issues in 2014 and is classified into 5 highly materiality issues, 6
medium materiality issues and 35 low materiality issues after evaluation by the stakeholders and corporate department
work representatives. The report shall give feedback on the three dimensions, namely "management and governance,"
"environmental protection" and "social participation" with the corresponding chapters shown in the following table:
High and Medium Materiality Issues Corresponding to the GRI G4 Specific Standard Disclosure Indicator Instruction and the Management Guidelines
Order High /Medium
Materiality Issues GRI G4
Indicators Chapters Responding to Management Guidelines
1 Environmental compliance
EN29 Social Participation/Building harmonious partnership/Building safe work environment
2 Economic performance EC1-EC3 Operation and Governance/finance (refer to the corporate quarterly financial report or annual financial report for more information) Operation and Governance/future prospects Social Participation/Build health and happy work environment/Employee care/activate association activities and bring each other closer
3 Occupational health and safety
LA5-LA8 Social Participation/Build friendly and harmonious partnership/Building safe work environment/Stringent management of HSE systemSocial Participation/Build healthy and happy work environment/Employee care/Sound communication channel to understand what employees are thinking
4 Market presence EC5-EC6 Social Participation/Build healthy and happy work environment/Employee care/Fair and reasonable salary and welfare
5 Social compliance SO8 Social Participation/Build healthy and happy work environment/Employee careSocial Participation/Build friendly and harmonious partnership/Building safe work environment/Stringent management of HSE system
6 Product responsibility compliance
PR9 Special report/ CPC Talin #10 SRU Sulfur Recovery Plant EPC ProjectEnvironmental Protection /Implementation of green engineering performanceEnvironment Protection/Transform waste into resource
7 Training and education LA9-LA11 Social Participation/Building healthy and happy work environment/Fostering talent
8 Product and services EN27-EN28 Special report/CPC Talin #10 SRU Sulfur Recovery Plant EPC ProjectEnvironmental Protection/Implementation of green engineering performanceEnvironmental Protection / Build energy-saving and carbon-reduction office environmentEnvironmental Protection/Transform waste into resource
9 Labor/management relations
LA4 Social Participation/Building healthy and happy work environment/Employee care/ Sound communication channel to understand what employees are thinking
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Order High /Medium
Materiality Issues GRI G4
Indicators Chapters Responding to Management Guidelines
10 Procurement practice EC9 Social Participation/ Building friendly and harmonious partnership / Providing clients with outstanding engineering quality / Systematic supply- chain with sustainable management
11 Local community SO1, SO2 Social Participation/ Professional participation and social services
In view of the five highly materiality issues, the economic
performance and market image in the "words from
manager" and "operation governance" of this report
shows that the operating performance of CTCI in 2014
and the future strategy orientation and vision. As for
environmental compliance, the special report shows
how CTCI is committed in assisting the customers build
green SRU with less pollution while the environmental
protection shows how CTCI starts with the green
engineering core technology to provide customers with
2014 CSR Report Materiality Issues Matrix Chart
level of immediate or potential impact to the company
Concern with stakeholders
Denoting low level of materiality issues Denoting medium level of materiality issues Denoting high level of materiality issues
economic and feasible green energy saving solutions
from the perspective in design, purchase, construction,
operation and charged factory and the full life cycle.
With regards to social compliance, the report portrays
in the "social participation " on how CTCI builds and
establ ishes safety and health work environment
through various technologies, system and policies for
employees, customers and suppliers in demand/supply
chain, attaining the multiple-win situation among CTCI,
partners, stakeholders and social environment.
High (6.3≦ Y≦ 8) 一 一
Environmental compliance(12)Economic performance(1)Occupational health and safety(19)Market presence(2)Social compliance(39)
Medium (2.7<Y< 6.3) Local community (35)
Product responsibility compliance(46)Training and education(20)Product and service(11)Labor/management relations(18)Procurement practice(4)
Low(0≦ Y≦ 2.7)
(3)、(5)、(6)、(7)、(8)、(13)、(14)、(16)、(17)、(24)、(25)、(26)、(27)、(28)、(29)、(30)、(31)、(32)、(34)、(37)、(38)、(40)、(41)、(42)
(9)、(10)、(15)、(21)、(22)、(23)、(33)、(36)、(43)、(44)、(45)
Low (1≦ X<1.66)Medium
(1.66≦ X≦ 2.33)High (2.33< X≦ 3)
The parenthesis behind each indicator corresponds with the name of issues on the "Materiality issues in 2014."
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CSR Promotion
T o st rengthen the cor porate emphas i s and
contr ibut ion to env i ronmenta l protec t ion ,
CTCI expanded and established the "Environmental
Protection" Working group in 2013, where the Innovation
R&D Center served as the team supervision in charge
of strengthening and integrating corporate execution
environment protection related measures in addition to
routinely calling for team meeting for outcome tracing.
Starting 2013, the Innovation R&D Center has counted
the ongoing projects and under the conformance to
contract philosophy and agreement of customers,
CTCI agrees to provide and suggest the adoption of
concepts in green engineering in an attempt to lead
the customers to contribute for the earth. By 2014, the
CTCI further includes engineering procurement and
construction techniques into the sustainable concept
of green engineering from the engineering design and
2011 CSR Report instruction
changed from G3 to G3.1
2010 Upgraded CST report level to Board of the
Directors, where “Quality and Safety and Health
Environment Committee” was renamed to “Quality
Safety and Health and Corporate Social Responsibil-
ity Committees” in charge of reviewing and
monitoring the company’s CSR related operations.
2014 CSR report
instruction changed
from G3.1 to G4.0.
2009 Approved “CSR promotion and report
publication rules” which are planned by the
Committee and executed by all departments
in cooperation to improve corporate image,
strive for customer recognition and establish
partnership of internal harmony.
2008 2009 2010 2011 2013
2013 Previous “Supply-Demand Chain Relation” working group
expanded in function and renamed to “Environmental Protection”
Working group.
“CTCI Corporate Social Responsibility Practice Conducts”
approved by the Board of the Directors with implementation of
executing various CSR related behaviors.
2014
2008 Established “CSR Committee” to
summarize the planning, promotion,
execution, data compilation, review
and improvement of CSR work.
the quotation stage, in collaboration with customers
to implement CSR philosophy to meet the customer's
project budgets.,
Moreover, the environmental protection working group
shall list CSR related works as the Key Performance
Indicator (KPI) of all business divisions to assist the
projects and divisions with development of specific
objectives in environmental protection and implemented
them actually. Consequently, CTCI will prepare the CSR
report according to the organizational characteristics
and functions in addition to presenting the specific
validity of all aspects and contribution to society through
more integral and systematics performance, thereby
to highlight CTCI's image in fulfilling corporate social
responsibility.
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To strengthen the philosophy of corporate sustainability
and the "Corporate Governance Best Practice Principles
for TWSE/GTSM Listed Companies" implemented by the
Taiwan Security Exchange Center and Taipei Exchange,
CTCI has submitted to the Board of Directors in 2013
for the approval of "CTCI Corporate Governance Best
Practice Principles " and submitted report to the Board
of the Directors for the revision of the principles in
December 2014, in addition to following this principles
for the implementation of various CSR-related conducts,
attaining the balance and sustainability in economy,
society and environment, as well as other corporate
social responsibilities (please review from CTCI's website
at http://www.ctci.com.tw/www/www/CTCI2014/CSR/
policy.html for full text).
As a corporate citizen, we believe that the promotion
of CSR will create better competitiveness. Hence CTCI
upholds to corporate mission in "To satisfy our customers
with the optimized engineering services" by emphasizing
on the pursuit of excellence in profession in addition
to giving feedback to the society through project
profession, upgrading the overall project environment
and implementing corporate social responsibility.
Board of Directors
Review and supervision
RemunerationCommittee
CSR Committee
CSR Working Group
Operation & Governance Group Social Participation Group
AGS Dept.
AuditingCommittee
CorporateGovernanceCommittee
Environmental Protection Group
Executive Departments for Materiality Issues
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CSR Pro
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To fulfill corporate social responsibilities with due faith has
been a target of operation for our company; aside from
pursuing the largest profits for our shareholders, we aim
to attend at the same time the rights of the stakeholders,
conform to the ethical codes considered the social norms,
and promote energy saving and carbon reduction to slow
the pace of climate change. It is hoped that with such actions
we can construct a society of justice and fairness jointly
with the stakeholders while creating a sustainable living
environment. Thereby, the implementation directives of CSR
promoted by CTCI Corporation include the three aspects,
"Operation and Governance," "Environmental Protection,"
and "Social Participation," committing to developing a
robust organizational structure, realizing the vision of green
engineering with due diligence, and performing CSR with
due faith.
Developing a Robust Organizational
Structure
Steady growth and sustainable development are the
basic requirements for performing CSR. Without them,
no enterprise is capable of promoting social welfare and
environmental protection. For this reason, besides legal
compliance, we will continue to develop an effective internal
control system, maintain information security, carry out
risk management, ensure accessibility and transparency
in information disclosure, uphold business self-discipline,
and optimize organizational structure,while at the same
time provide employees with steady career development,
shareholders with stable long-term profits, and clients with
satisfactory project service quality.
Realizing the Vision of Green Engineering
with Due Diligence
C TCI has long been emphasizing the technological
development for green engineering, and dedicating efforts
to minimize pollution, and lower the impacts made to human
health and the environment during the whole life cycle of
CSR Policy Statement
Realizing the Vision of Green Engineering with Due Diligence
Devel
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Robu
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truct
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Performing CSR w
ith Due Faith
President
project executions, including engineering (E), procurement
(P), construction (C), commissioning (K), operation and
maintenance after plant turnover to the owners. All the
procedures are taken with approaches that are economical
and viable with an aim to bring innovation and enhance the
green competitiveness of the industry to create a multi-win
scenario among CTCI, cooperative partners, stakeholders,
and the social environments, and to contribute its share to
the creation of a sustainable eco environment.
Performing CSR with Due Faith
"Cultivating engineering talent for the enhacement of
engineering service quality"has been the corporate mission
of CTCI since its inception, and it is the most straightforward
method to requite society. The Company has been in full
compliance with the labor laws, dedicated to protecting
and respecting the principles of globally recognized basic
labor rights, ensured such rights applied for all without
discrimination, and provide diversified communication
channels as well as a healthy and safe workplace for
employees. Also, we maintain good neighbor relationship
with citizens in local communities and promote social
welfare in the best way possible.
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Recognition for CSR Promotion
Under the effor ts of company managers and al l
employees, CTCI's sustainable report has been certified
by BSI and honored with "Sustainable Corporate
Governance Fulfillment Award". Moreover, we have
received multiple rewards in 2014 such as the Services
Industr y S i lver Award of the " Top 50 Corporate
Sustainability Report Award," "Growth through Innovation
Awards" and "Transparency and Integrity Awards."
presented by Taiwan Institute for Sustainable Energy,
Aside from collecting the CTCI Corporate Sustainability
Report in the "Taiwan Corporate Sustainability Report
Awards Annual Review," TAISE also presented it in the
"Documenting Taiwan's CSR" section on its website; it was
even recommended to the website of Global Reporting
Initiative (GRI) for reporting and promotion. In this way,
the achievement of CSR development acquired by CTCI
was within global reach; enterprises and stakeholders all
over the world could check relevant information online. ,
CTCI has also been ranked by CommonWealth Magazine
as the 26th of "Top 50 for Excellence in Corporate Social
Responsibilities" in 2014,the 29th in the Top 650 Service
Enterprises amid Taiwan's 2013 Top 2000 Enterprises and
retaining Top 1 in the contractor sector for years in a row,
and the 43rd for Top 50 Most Profitable Companies. All
in all, these honors proved that the efforts made by CTCI
have gradually won recognition from various sectors.
◎ Award ceremony for the 2014 Information Disclosure and Transparency Rankings lunched by TWSE and Taipei Exchange.
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CTCI is a role model in information disclosure and
has participated in the "Information Disclosure and
Transparency Rankings" co-sponsored by the Taiwan
Stock Exchange (TWSE) and GreTai Securities Market
since 2004 and has been evaluated as public listing
company with more transparent information disclosure.
The company has been rated a Grade A enterprise since
the evaluation system reformation in 2006. In 2010 and
2011, we further acquired the A+ grade assessment;
from 2012 to 2014, we continuously acquired the highest
A++ grade for 3 years in a row, which supports CTCI's
practice in rigid corporate governance and information
transparency policy. It is apparent that integrity has long
been the conducts complied by CTCI because we believe
that only by upholding the principles of integrity will we
win the trust of employees, shareholders, customers, and
mass public to establish the most valuable value and the
competitive advantage of enterprise.
We will apply the three fields of CSR, including "Operation
and Governance, "Environmental Protection" and "Social
Participation" as the structure of the report to disclose
information from three dimensions in addition to
introducing the actual cases of the company in terms of
efforts and performance in CSR through special reporting.
◎ CTCI has sponsored the "Shilin Cultural Festival: Scenic Zhishan" for 4 years in a row to promote local cultural development.
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Petroleum is a daily essential that affects the economy and industrial
development. Not being an oil producing country, Taiwan needs to
import crude oil from overseas and refines it to remove the sulfur
contents and impurities. This issue of CSR Report features the "CPC Talin
#10 SRU Sulfur Recovery Plant EPC Project, a Green SRU that Enhances
Industrial Competitiveness and Reduces Pollution" to describe how
CTCI assists project owners in building the SRU with energy saving,
carbon reduction, and new technology as well as emerging techniques
to abate and prevent environmental pollution. The project also
reduces the impact brought by SRU in the refinement of crude oil,
implementing green engineering and philosophy of green SRU.
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CPC Talin #10 SRU Sulfur Recovery Plant EPC Project, A Green SRU that Enhances Industrial Competitiveness and Reduces Pollution
P etroleum is a daily essential that affects the
economy and industrial development. Not being an
oil producing country, Taiwan needs to import crude oil
from overseas and refines it to remove the sulfur contents
and impurities. This issue of CSR Report features the
"CPC Talin #10 SRU Sulfur Recovery Plant EPC Project, a
Green SRU that Enhances Industrial Competitiveness and
Reduces Pollution" to describe how CTCI assists project
owners in building the SRU with energy saving, carbon
reduction, and new technology as well as emerging
techniques to abate and prevent environmental
pollution. The project also reduces the impact brought by
SRU in the refinement of crude oil, implementing green
engineering and philosophy of green SRU.
Tal in #10 SRU Sulfur Recover y Plant EPC Project
(hereinafter referred to as the #10 SRU)" not only the
plant functions as a role for environmental protection,
energy saving and reducing environmental impact
caused by refining crude oil but the #10 SRU is an annual
benchmarking project that was completed 48 days ahead
of schedule for planned mechanical completion. The
project was awarded with the 14th Public Construction
Golden Quality Awards by the Public Construction
Commission, Executive Yuan. It is commonly known that
the most essential criteria to a successful project is "to
be delivered on-time and to specification," particularly
for the large construction projects executed by CTCI
that involve broad coverage, considerable complexity
and tangled relationship among the customer to the
supplier and subcontractors is expected. On-time
completion is difficult, not to mention early completion
by 48 days ahead of schedule. Therefore, with this article,
we will introduce the energy-saving process, the green
engineering concept, and the construction management
developed during #10 SRU EPC project, and how CTCI
built up the mutual trust, partnership, and friendship with
the customers, suppliers and subcontractors.
Adopting Energy-Saving Process to Increase SRU Efficiency
The #10 SRU belongs to the "M9901 CPC Talin #10 Sulfur
Recovery Plant Investment Project" approved by the
Executive Yuan with an investment of NTD6.6 billion to
build the two-trained sulfur recovery facility consisting of
one SRU plant with daily production of 250 metric tons
of liquid sulfur, auxiliary facilities and OSBL pipe line work.
SRU mainly processes the hydrogen sulfide and foul acid
gas coming from heavy oil conversion and gasoline/
diesel residue hydro-desulfurization units to improve the
gasoline/diesel and fuel oil quality, abating air pollution
and moreover securing the domestic share in oil market.
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CTCI #10 SRU Project Manager Shi-Wei Chung mentioned:
"crude oil, from a varieties of sources, contains plenty
sulfur contents. During refining, acid water and hydrogen
sulfide will become an issue just like kitchen waste, which
long ago could not be treated and resulted in adverse
impact to our environment. After SRU technologies
appeared, acid water and hydrogen sulfide could be
processed and recovered. Stripped water and sulfur
would be produced. Stripped water could be further
treated and reused, as well as sulfur could be used to
make sulfuric acid and sold to the market. Hence, the SRU
is a so-called green or environmental friendly plant.
The CPC #10 SRU applied the energy-saving process
with innovation approach for design. For sulfur recovery
area and exhaust pollution area, Jacob's SUPERCLAUS
sulfur recovery technology is utilized. The advanced
Claus process is developed by Jacobs and extended from
the traditional Claus process with adding a selective
oxidization reaction section to oxide residual hydrogen
sulfide (H2S) to elementary sulfur, and the advanced
process will improve the sulfur recovery rate up to 99.1%.
MECS owned and registered DynaWave® exhaust gas
scrubbing technology is used for the tail gas treatment
of the SRU. In the scrubber inlet barrel two reverse water
injection flows to produce bubble and froth zone for
absorbing sulfur dioxide within the tail gas.
◎ 3D Computer Graphics Model
Oxygen enriched operation at the #10 SRU is the first
case for sulfur recovery process with enriched oxygen
combustion of Taiwan refinery industry. The vacuum
pressure swing absorbing technology (VPSA) for oxygen
generation is used to produce 92% oxygen. With oxygen
enrichment technology will increase combustion
efficiency and process more acid gas with the same size
of equipment. 92% oxygen is mixed with combustion
air before combustion air is introduced into the furnace.
The hydrogen sulfide recovery rate is improved from 95%
to 99.1%, while the productivity is increased by 37.8%.
Therefore, based on daily 148 tons of sulfur production
per train, one train production will be expanded to 204
tons per day with reducing the fuel consumption for
power generation and producing steam. Hence, it is
estimated to save about 6,010 MM kcal each year.
Various Energy-Saving Designs and Model of Green Engineering
Apart from energy saving process technology, this SRU
plant also adopts electrical, piping and instrumentation
control design with injection of environmental protection
concepts to progress towards green engineering.
With regards to rotary equipment, process pumps
adopt mechanical double-sealed design to reduce the
emission of VOCs (volatile organic compounds). The 9 air
condensers adopt VFD motor design with fans rotating
according to the climate. Based on the installation of VFD
equipment capacity of 134 kW and energy saving effect
of 50%, it is estimated that about 587,000 kWh can be
saved each year.
The design of transformer adopts 2 three winding
transformer high-efficiency silicon steel stator core
4000/2000/2000 kVA oil-type distribution transformers.
Calculating on energy saving efficiency with 0.17%, it is
estimated that about 60,736 kWh of energy consumption
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can be saved each year while carbon dioxide emission
can be reduced by 31,704 kg (the number of carbon
dioxide emission calculated is estimated according to
the 2013 electricity emission coefficient = 0.522 kg of
CO2e announced by the Bureau of Energy, Ministry of
Economic Affairs).
With regards to lighting equipment design, the average
lighting of #10 SRU adopts high-pressure sodium light
(HPS) while the emergency lighting adopts power-saving
PL light. The HPS lighting system for the tower area adopt
stratified control design according to SRU plant safety,
operation requirement and consideration of energy-
saving at night. Except for the operating platforms of
towers on the ground floor and top floor that adopt
photovoltaic control, all remaining operating platform
lighting system will be installed with control switch on
the ground and turned on when operated to effectively
save power consumption. Hence, this lighting design is
estimated to accomplish energy-consumption benefits
of 77,280 kWh each year while the annual reduction of
carbon dioxide emission is 40,340kg (*based on 0.522 kg
of CO2e/Wh).
Moreover, the SRU plant adopts closed type heat transfer
circulation system and steam reuse design to reduce
water consumption and estimated to save about 76,000
cubic meters each year.
As for the piping planning and instrument equipment
design, the #10 SRU utilizes site allocation to adopt mirror
arrangement of sulfur recovery unit and tail gas treatment
unit with one stack to save equipment quantity,
construction and maintenance costs while increasing the
operational convenience. The economic plant layout will
save about 50 meters in the 40-inch carbon steel pipes,
11,825kg of pipes, related pipe supports, steel structures
and foundation. Moreover, the fugitive emission valve
design reduces the fugitive emission of VOCs (volatile
organic compounds).
◎Mirror arrangement with use of one common stack
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With regards to construction technology, CTCI adopts steel structure modularization hoisting of tail gas scrapping tower
and stack to achieve energy saving and carbon reduction and assembles 3D steel structure modules on the ground in
advance for construction work over 36 meters or above and 2D steel structure modules for those operated in 36 meters.
Modularization will reduce the high risk operation with elevated screw bolts and effectively shorten the installation
schedule at site.
Moreover, with the precast for steel bar concrete structure, most of the conduit, ditch, manhole, and storage pits as well
as other RC structure will undergo precast outside the field and reform the past regional construction operation while
processing various operations at the same time that will substantially reduce site operation time and climate impact.
◎ Steel Structure Modularization Hoisting Techniques Diagram
◎ Steel structure plane module hoisting
◎ Precast outside of conduit and ditch
◎ Steel structure ground pre-assembly module
◎ Complete conduit precast before transporting to site for installation
◎ Steel structure 3D module hoisting
◎ Complete manhole precast and transport to site for installation
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It is worth mentioning that #10 SRU was the first project
utilizing mobile Apps monitoring management cloud
supporting system established by CTCI projects to use
mobile technology devices at the site. For the use of
Tablet PC touch panel function, the monitoring supervisor
does not need to carry thick drawing and documents
but only need to input data with photo taking, voice
recording and film; even when staying offline, we can
monitor audit records without being affected. Information
will be updated after connecting to the office, thereby
reducing the paper use with simplified process and real-
time operation to substantially improve convenience and
efficiency of site monitoring management operation.
Strike a Balance between the Development and Environment for Pollution Control
The process of site construction will inevitably impact
the environment; however, with proper prevention and
surveillance system established, the impact may be
minimized.
For #10 SRU plant, the pressure release control valve
adopts section-based discharge design to reduce high-
pressure discharge. The regional oil pollution water
collection system adopts pipe and conduit separation
design in addition to collecting the oil pollution water
separation facilities of site waste water and closed waste
oil recycling system by adding cover to reduce the
fugitive emission from VOCs (volatile organic compounds).
With regards to noise isolation, the compressor room,
which most likely to create noises, adopts insulation pad
to prevent noise, whereas the pipes of 12 pumps and 4
ejectors are also covered by noise insulation blanket. The
inlet and exhaust port of the 8 compressors and 4 blowers
are also installed with silencers and the main unit/pipe
noise insulation blanket to reduce noises.
Moreover, the project selects equipment in conformance
to energy saving and carbon reduction to reduce the
discharge rate of carbon dioxide. For example, the fuel gas
waste heat was recovered from the waste heat boiler in
Unit 1300 and 1350 to produce 5,220 kg (kg/hr) per hour
of HP stream while reducing fuel gas by 3,240,000 cubic
meters each year and carbon dioxide by 7,000 metric
tons. The sulfur condenser recycles waste heat to produce
9,900 kg (kg/hr) per hour of LP steam, reducing fuel gas by
6,040,000 cubic meters each year and carbon dioxide by
about 13,000 metric ton, resulting in a total of reduction
in carbon dioxide emission of 20,000 metric tons.
The fuel gas waste heat was recovered from the waste
heat boiler in Unit 1400 and 1450, recycling and reusing
the remaining heat through exchange heater to reduce
fuel gas by 1,400,000 cubic meters and carbon dioxide by
3,000 metric tons.
In summary of the above regional energy saving design,
a total of carbon dioxide emission of 23,000 metric
tons were reduced, saving the overall site operation by
6,990,000 (kW), which significantly increases the green
energy saving effectiveness of the new site. Additionally,
for the design of VOCs valve, the site also adopts fugitive
emission valve design to project a reduction of 90% or
higher in fugitive emission for VOCs.
◎ CTCI adopts one common stack in #10 SRU plant to reduce required equipment, save construction and maintenance cost, and enhance operational convenience.
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During the construction of #10 SRU, CTCI also routinely
prevents pollution in water, noise, vibration and wastes. For
example, installing Hydrogen sulfide (H2S)detectors will
assure the safety and the installation of fences, cover cloth
to prevent scattering during the piling, rusting, blasting and
painting work in addition to maintaining the air quality.
With regards to noise prevention, CTCI adopts implant-
type piling pre-drilled to minimize the vibration and
noises at nighttime construction. In terms of ground
surface water protection, the entrance is installed with
a washing station that includes the sewage water
sedimentation and intercepting ditch as well as gravel
sediment area, the vehicles responsible for moving shall
also adopt covered sealing design to prevent waste
water overspill or scattering to the ground. Apart from
designing the proper construction exit, vehicles accessing
the site shall avoid interfering the traffic inside the region
but also overload and carrying articles falling, in addition
to avoiding the traffic peak hours and affecting the traffic
and life of residents.
With regards to waste treatment, open wastes must be
covered to avoid rainwater contamination. The recycled
and un-recycled wastes shall be stored separately while the
packaging wood, waste metal and waste cables shall be
recycled before reuse. The soil will be properly used in the
field or changed to transporting legitimate dumping site.
Integration and Communication Serve as the Key to Early Mechanical Completion
The construction of #10 SRU Plant not only progresses
towards green engineering while the early mechanical
completion in 48 days ahead of schedule is something
enthusiastically discussed . The following factors are
concluded for the reason.
Consistency with Customer Objectives
CTCI Project Manager Shi-Wei Chung expressed: "When I
first assigned to the project, I have already known CPC's
expectation towards early completion. #10 SRU is tactful
unit that can process crude oil with high sulfur contents
and early completion not only will return customer
investment, initiate green equipment but will also reduce
the constraint on source of crude oil, increase operational
flexibility of crude oil feed, and reduce the purchase costs
for crude oil with substantial benefits to the industry
development."
Based on the same objectives plus the past experience
in contracting CPC EPC projects, CTCI highly familiar with
the standards for public construction and therefore more
tacit understanding. Taiwan CPC Corporation Project &
Construction Division, Chief of No.1 Talin Construction
Office Chih-Chin Ho observed that: " the CTCI top
management and project managers have injected many
efforts and resources on the project while CTCI senior
managers also patrol the premise from time to time to
help solve problems. Hence the project execution is
considerably smooth in general.
Grasping Prior Project Schedule
Chief Ho further expressed: "At the beginning we have
two schedules, one is the schedule developed according
to the contract and the other is the schedule for early
completion. Basically we will grasp the prior project time
place early completion as priority objectives in progress
because there will always be unknown factors in late
project. CTCI has helped us on this area and knows our
requirement for quality and progress, so we could move
◎ The project team of CPC #10 SRU plant, proprietor and CTCI staff have developed a partnership of mutual trust.
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forward in the objective of early completion with the
help from each other."
"CPC #10 SRU Project Manager Ying-Chih Hu added: "CTCI
has put a lot of efforts in procurement work during the
early stage of the project by purchasing all equipment
and devices in advance. Once the purchase process goes
smoothly and the equipment and material are delivered
to the site on time, the construction process will naturally
become smooth."
Sound Integration and Communication
Moreover, Project Manager Ho also suggested that the
strong mobilization and integration ability of CTCI was also
the key success factor to project mechanical completion
in 48 days ahead of schedule. The so-called integration not
only emphasizes on the cooperation and communication
with customers but also the control over project integrated
complexity when facing the mobilization and coordination
with the supplier and contractor.
For this reason, CPC Chief Ho suggested: "It is inevitable
for customers and suppliers to argue during the project
execution period but CTCI Project Manager Chung
has good communication skills, who can listen and
understand our demand, in addition to attempting to
break through and solve the problems. For example, the
progress of civil work was delayed in the beginning and so
CTCI immediately found out the battlement and shifted
some structure for external execution and assembly
followed by transporting to the site for installation upon
completion. Both approaches are conducted to ensure
on-time progress while customers can quite accept such
proper arrangement and processing.
CTCI Project Manager Chung also listens, understand, and
solve problems when facing suppliers and contractors.
It often encounters many situations at site with great
variance; particularly human factor was the most difficult
to be controlled. To complete on-time (and even early),
how to control site and workers become significantly
important, particularly when certain progress of the
schedule needs to be achieved and hence caring
for people's mental ity and emotion, and clear ly
comprehending the difficulties will test the wisdom and
patience of project managers. CPC Project Manager Hu
observed that: "CTCI has strong mobilization and even
if the contractor shows some deficiency, CTCI can still
introduce other resources and manpower to catch up
and surpass the original progress with remarkable project
execution capacity."
In contrary, CTCI Project Manager Chung believed that
facing and solving problems will avoid the continuous
diffusion that affects the final progress. It is inevitable for
people to get into conflicts when faced with tremendous
pressure from scheduling rushing, "but I will ask the
colleagues to discover the key problems, eliminate the
discretion and solve problems. Everyone still units in
team and are good partners working together when
leaving the meeting room.
CTCI Project Site Manager Yang recalled: "I remember
some time ago all workers were reluctant to work
overtime mainly because of the discrepancy over the
payroll release between the contractors and workers.
Manager Chung has specifically communicated with the
contractor to reach win-win situation. Eventually, the case
was resolved smoothly." This proactive and pragmatic
attitude have helped CTCI to receive the trust and
approval from customers while forming a partnership
before the case could be completed successfully and
attain the objective of early completion.
◎ Apart from bringing employment opportunities for the local community, the #10 SRU plant is also proactive in participating in various community care activities.
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Humanistic and Thoughtful Management
Moreover, the project values safety and environmental
health by building a quality work environment which is
the key factor appreciated by all team members, driving
them to identify with the goal for early completion and
achieve it.
For example, workers used to bring bottled water to
the premise site and have creased created much waste.
To reduce garbage waste and provide better-quality
water quality to the workers, reverse osmosis water
is provided all over the premise site with the supply
of unlimited brown-sugar drinks in the summer and
ginger tea in the winter to warm people up. Moreover,
there are also Medical Room and stationed nurses with
routine organization of self-rescue and other health
education related courses. Due to the increasing number
of elder workers at the site, manager Chung requests the
stationed nurses to patrol the site routinely and ask the
employees to take blood pressure routinely. Manager
Chung signed with feelings: "What the workers demand
is very simple and they only need someone to listen to
their opinions and even complaints, someone who will
remove difficulties from their work and sincerely lead
them to work with one common goal. Even a cup of
hot ginger tea provided for overtime work will comfort
them." Such compassion of employees and mentality
of helping others not only strengthen the cohesion
of project employees and workers at the site but also
forms goodwill-based interaction and positive energy to
facilitate the completion of project so that everyone will
attain the goal with joy and a sense of achievement.
Promoting Friendly Community with Co-Existence and Co-Prosperity
The construction of the #10 SRU not only cooperates
with the national policy on petrochemical industry
development to effectively improve the quality of
domestic gasoline, diesel and fuel oil but also reduces air
pollution, securing CPC's market share in the domestic
oil market. During the execution of the project, CTCI also
substantially commissioned the domestic supplier for the
manufacturing of static equipment to improve the quality
control standards of the manufacturer in conformance to
international standards while on the other hand increase
considerable amount of employment opportunities.
Statistics show that about 418 local residents were
employed during the construction period while local
vacant land, civil houses and warehouses were also
rented, increasing the local proceeds and activating the
local development.
Moreover, in spite that the #10 SRU site is located in
the industrial park and is some distance away from the
residential area with dense population, CTCI upholds
the philosophy of building friendly community by
proactively participating in the activities held by different
areas such as sponsoring the local communities, schools,
and activities held by temples, providing local residents
with pensions, holiday benefits, and winter sponsorships.
CTCI also routinely clean and surrounding roads to
maintain friendly relationship with the environment and
local residents while promoting the national industrial
construction and economic development, attaining the
purpose of co-existence and co-prosperity.
◎ CTCI particularly pays a�ention to the physical and mental health as well as the safety of construction workers. Registered nurses are appointed to project sites to take care of the health of employees and suppliers
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CTCI has been founded for nearly 36 years since 1979. In the past few decades, CTCI has envisioned to "become a leading global provider of engineering services and innovative technologies" and after years of hard work, this objective is no longer remote and hence CTCI Corporation adjusted the vision into becoming the "most reliable global engineering service provider" by giving the group a brand-new mission as: "to satisfy our customers with the optimized engineering services" in addition to internalizing this concept into each CTCI member through various communication channels.
At the same t ime we uphold to the philosophy of " fulf i l l ing corporate social responsibility" through the corporate principles in "professionalism, integrity, teamwork, and innovation" in the midst of the varying global economies and social situations, thereby progressing towards sustainability firmly.
Hence, the report will start with the "corporate overview" and then describe CTCI's managerial strategies and achievement and vision through "corporate governance" and "financial disclosure," and then finally through "future prospects" to expound CTCI Group's expectation and objectives for future development.
Operation and Governance
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Company Overview
T he founding of CTCI Corporation can be dated back
to the 1950s when Taiwan's social-economy was on
the thriving development but the domestic engineering
technology could not catch up with the pace of
economy take-off and many infrastructure projects had
to be outsoucred to foreign companies.
To make up for Taiwan's gap in engineering talents,
a group of enthusiasts joined together in 1959 and
established the C TCI Foundation (shor t for C TCI
Foundation) in attempt to incubate domestic engineers
through sound counsel ing and education while
concurrently stay in step with or even lead Taiwan's
economic development.
Following the improvement in engineering technology
and the expansion of service scope in order to cooperate
and gear itself to international standards, the Central
Investment Holding (B.V.I.) Co., Ltd. and China Industrial
Development Bank entered a joint venture and invested
NT100 million in CTCI Corporation in 1979, while
shifting the relatively simple engineering planning
and design to procurement, fabrication, construction,
supervision, and plant commissioning operations, and
even comprehensive top-down engineering service
from upstream to downstream. In 1993, CTCI went
public and became the first publicly listed engineering
service company while dominating as the leader among
domestic EPC turnkey engineering companies.
After building solid corporate foundation, CTCI started
extending its business to the overseas to undertake
not only the signif icant global oi l ref ining,
petrochemical, and chemical engineering
design and construction but also branched out into
fields of electric power, steel, transportation, traffic,
incinerator, public works, environmental engineering and
others , covering a wide and diverse range of services,
and successfully ventured into the international market.
Due to the increasingly severe
g l o b a l w a r m i n g s i t u a t i o n
i n r e c e n t y e a r s , i s s u e s
a n d t r e n d s r e g a r d i n g
e n v i r o n m e n t a l
p r o t e c t i o n a n d
energy saving are
gradually on the
r ise all over
the world.
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For engineering companies, while the construction of a
plant may assist with economic development, it could
also bring impact to the environment. To contribute
its efforts for the protection of the environment, CTCI
not only is committed in the development of energy-
saving and environmental protection engineering
technology but also lowers the pollution and damage
for the environment. CTCI also devotes in various energy
saving and environmental protection related engineering
construction. For example, the construction project
of CPC Talin #10 SRU was intended to strike a balance
between economic development and environmental
protection with engineering technology.
Additionally, due to the divergence in global economic-
social situations, such managerial strategy and integration
ability with flexibility will become the biggest challenge
for the company to sustain management. Hence,
CTCI also regards "integrated synergy management
across CTCI Group" as the new normal of cooperate
management by encouraging proactive cooperation
between the overseas and domestic subsidiaries towards
joint development. A strategic plan for sustainable
growth, "profit first and quality over quantity, is designed
to serve as the direction of all business operation units in
the coming 3 years.
Currently, there are 42 affiliated companies to CTCI
Corporation distributed all over the world with the total
number of employees reaching 7,318 (among which
there were 997 females and 6,321 males while CTCI
Corporation owns 3,270 people. As the business volume
grows, CTCI has increased its capital for many times
and the paid-in capital increased from NT$100 million
since its foundation to NT7.575 billion. The outstanding
performance met investors expectations.
A p a r t f r o m p r o a c t i v e l y e x p a n d i n g m a r k e t i n g
business, CTCI pays more attention to internal control
management. Apar t f rom receiving cer t i f icat ion
for ISO9001 :2008 qua l i t y management system,
ISO14001:2004 environmental management system,
OHSAS18001 :2007 , and CNS15506 :2011 Ta iwan
Occupational Safety and Health Management System,
CTCI was also the first engineering company to receive
ISO14001 and OHSAS 18001 simultaneously. These
achievements fully demonstrate CTCI's caution in
service quality, occupational safety, health management
and environmental protection. The results are widely
recognized by domestic and foreign customers and CTCI
will modify according to the revision of international
standards, continuing the promotion of management
system updating and authentication.
YearNumber of people
(including dispatched personnel)Sales revenue
(Unit: 100 million NTD)Output per person(Unit: million NTD)
2012 2681 348.24 12.99
2013 3,228 314.46 9.74
2014 3,270 380.60 11.64
CTCI Number of Employees / Revenue / Output per Person in the Last Three Years
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Global Network Map
CTCI, Italy
CTCI, USA
Company Name CTCI Corporation
Founding Date April 6th, 1979
Employees 3,270 (as of December 31st, 2014)
Official: 2,589 ; temporary: 185 people; Dispatched: 496
Subsidiaries 42 (14 domestic , 28 overseas, CTCI excluded)
Capital NT$7.575 billion
Revenue NT$38 billion for 2014 (Total group revenue NT$57.692 billion)
Lines of Business 1. Hydrocarbon: Gas Processing, Petroleum Refining, Petrochemical, Chemical, Terminal, Polysilicon
2. Infrastructure, Environment & Power: Infrastructure, Transportation & Communication, Power, Steel
& Nonferrous, Environmental Protection, Incineration & Energy Recovery, Water & Waste Water, Air
Pollution Control
3. Environmental resources: Investment and Development, O&M / Management of Incineration Plants,
O&M/Management of Infrastructure, Resources Collection/Recycling/Management, Renewable
Energy, Renewal and Upgrade of Mechatronics System
4. Plant Maintenance Service: Maintenance Strategy, Maintenance Planning, Maintenance Execution,
Asset Integrity Management, Overhaul Management
Comprehensive Services Feasibility Study & Planning, Project Management, Engineering, Procurement, Fabrication, Construction Plant
Commissioning, QA & HSE, Operation & Maintenance, Information Technology
Address No. 89, Sec. 6, Zhongshan N. Rd., Taipei 11155, Taiwan, R.O.C.
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Shang Ding, China
Jingding, China
CTCI Arabia, KSA
CTCI, Korea
CTCI, Qatar
CTCI, Abu Dhabi
CINDA, India
CTCI, Thailand
CTCI, Malaysia
CTCI, Singapore
CIMAS, Vietnam
CTCI, Hong Kong
SINOGAL, Macau CTCI Corporation(Taipei Headquarters)
Xiang Ding, China
Domestic:
E&C Engineering Corporation Resources Engineering Services Inc.Advanced Control & System Inc.KD Holding CorporationSino Environmental Services Corp Leading Energy CorporationHD Resources Management CorporationFortune Energy CorporationGintech-KD Energy Technology Development Co., Ltd. CTCI Chemicals CorporationCTCI Machinery CorporationYuanding Resource Co., Ltd.
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Corporate Governance
C TCI has upheld to the stable growth of organization
and philosophy of environmental sustainability
since the founding period by fulfilling the corporate
social responsibly, disclosing transparent information,
and promoting corporate governance culture with stable
growth and sustainable development, which therefore is
highly recognized by all agencies.
In 1993, CTCI first established the spokesperson system,
opening the outbound communication channel while
fully disclose the operating information in public to take
up the most basic responsibly for the shareholders and
the public. From then on, CTCI has gradually solidified
the internal corporate governance structures, established
relevant committee to function with plans and design
and then incorporated with corresponding departments
for execution, in attempt to increase the corporate
image, strive for customer recognition and even establish
harmonious partnership.
Due to its credo in integrity and efforts in addition to
implementing execution, CTCI has won the Grade-A
rating for 4 consecutive years in the "Information
Disclosure and Transparency Ranking System" co-
sponsored by the Taiwan Security Exchange Center and
Taipei Exchange. In 2010 and 2011, CTCI received the
highest rating with A+ at the time and even a grade
A++ for the last 4 years. CTCI is a role model in corporate
information disclosure.
Transparency, professionalism and sound system are
the principles of corporate governance implemented
by CTCI. The members of the Board of Directors include
13 directors (including 3 independent directors) and
the function a committee under the administration
to gradually improve the internal control system, and
information security and risk control mechanism.
Meanwhile, C TCI applies "supervision function of
strengthening Chairman" "Management quality of
advanced company," " Sound internal control system"
"implementation of risk management," implementation
of information disclosure," "Establish corporate self-
discipline regulations) strategies and build sound
corporate governance culture.
Strengthen the Supervision Function of the Board
The Board of Directors served as the highest decision-
making team of the group and designs the corporate
governance structure of the company, which not only
◎ CTCI spokesperson M. C. Hsiao chairs the 2014 Investor/Press Conference.
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is responsible for the overall operating policy but also
supervises the policy execution by senior management.
The Board of the Directors consists of 13 directors and 3
of them are independent directors (all directors are male),
who contribute their industry experience and operating
expertise to fine-tune the corporate operating base and
assure the equity of investors. All members are selected
by shareholders, whose remuneration depend to their
contribution and reference to the salary standard of
peer listing companies, while the total payroll has been
lowered than the 3% of the earnings of the year.
The Board of the Directors and managers must take
up the highest morals and ethics standards. For this
reason, the company has developed the "Director and
Manager Commercial Moral and Conduct Standards" to
regulate their precaution and obligation as good-will
manager when executing the tasks without damaging
the company equity due to personal or specific group
interests. In case any resolutions involve the interest of
the director, please avoid and do not commission other
directors to exercise the voting right.
To help the Board of Directors with implementing the
supervision, audit and management function, three
functional committees have been set up, namely
Corporate Governance Committee, Audit Committee,
and Remuneration Committee, in order to give more
flexibility to the operation and improve the quality and
performance of the decision.
In particular, in response to the independent directors
and audit committee established by the 13th Board
of Directors, the functional committee structure of
the Board of Directors was hence adjusted, including
replacing the Internal Audit committee with Audit
Committee while the corporate social responsibilities
(CSR) of "Quality Safety and Health Environment and
Corporate Social Responsibility Committee" will be
adjusted for supervision by the "Corporate Governance
Committee" and the operation of "Quality Safety and
Health Environment (QHSE) will be taken over by the
operating team, therefore cancelling the establishment
of "Quality Safety and Health and Corporate Social
Responsibility Committee."
Corporate Governance Committee
The Committee is in charge of planning the operating
mechanism of corporate governance including the
review on operational per formance, disclosure of
operating information, reliability of control quality, risk
factors of control company, maintenance of stakeholders'
equity, increase shareholder ROI, and monitoring the
corporate social responsibility related operations.
Audit Committee
I n 2 0 1 4 t h e Au d i t C o m m i t t e e w a s v o l u n t a r i l y
established by CTCI with responsibility in monitoring
of fair presentation of the corporate financial report,
the election (dismissal) of CPA and the effective
implementation of independence, performance and
internal control in compliance with the relevant laws and
regulations as well as the control of existing or potential
risks.
Remuneration Committee
The Remuneration Committee was founded in 2011 with
the intention to evaluate the salary and remuneration
policy and system for company directors and manager
through professional and objective viewpoint, which
proposes suggestions to the Board of Directors as
reference on decision-making. This move drives the
corporate finance to orient more towards the overall
profits of the organization and benefits to the disciplines
of corporate governance.
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Title Name Representative Major Roles
Chairman John T. Yu GRQ Investment Corporation Chairman, CTCI Corporation
Vice Chairman John H. Lin Innovest Investment Corporation Vice Chairman, CTCI Corporation
Executive director Andy Sheu Sino Environmental Services Corp Managing Director, CTCI Corporation
Independent Director Johnny Shih Vice Chairman, Far Eastern New Century
Independent Director Jack J. T. Huang Attorney in Charge, Jones Day
Independent Director Frank L. S. FanSenior Advisor to the Office of the President of the Republic of China
Director Takao Kamiji ASIA Crown AB Senior Counselor, Chiyoda Corporation
Director Teng-Yaw Yu CTCI Foundation CEO, CTCI Foundation
Director Quintin Wu Chairman, USI Corporation (USI)
Director Bing ShenIndependent Director, Far Eastern International Bank
Director Yancey Hai Chairman, Delta Electronics Inc.
Director Leslie KooChairman and President, Taiwan Cement Corporation
Director Wenent Pan Chairman, CTCI Foundation
2014 CTCI Board of Directors
Continuation to Strengthen Corporate Capabilities
From the perspective of corporate organization, currently,
the organization of CTCI is divided into the follows:
Executive Management Office (EMO), EPC Operations
(EPCO), Hydrocarbon Business Operations (HBO),
Infrastructure, Environment & Power Business Operations
(IEPBO), Plant Maintenance Business Operations (PMBO),
Environment & Resources Business Operations (ERBO)
and other divisions subordinated directly to the President
(including Quality, Safety, Health, Environment (including
QHSE Division, IT Division, Innovation R&D Center), whose
functions are briefed as below:
Executive Management Office (EMO)
EMO is composed of the enterprise core administrative
department such as finance and planning, legal affairs,
administrative and public relations, and human resources,
to maintain the normal operation of the company.
Engineering, Procurment, Construction
Operations (EPCO)
EPCO is divided mainly into engineering, procurement,
construction and process technology, providing the
engineering services for all business divisions.
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Hydrocarbon Business Operations (HBO)
H B O i n c l u d e s t h e s a l e s d e ve l o p m e n t , p ro j e c t
management, cost estimation and quotation and
technology development for petroleum refinery,
petrochemical and chemical engineering.
Infrastructure, Environment & Power Business
Operations (IEPBO)
IEPBO is in charge of the market development, project
management and technology development for power,
steel, terminal, transportation, incineration, infrastructure
and related business.
Plant Maintenance Business Operations
(PMBO)
PMBO is in charge of the executions of maintenance
related tasks in engineering, including marketing & sales
and reliability study.
Environment & Resources Business Operations
(ERBO)
ERBO's major business includes the upstream and
downstream tasks, such as the construction, operation
and waste treatment for incineration plants.
Divisions directly subordinated to the
President
These departments include the quality and safe health
environment under the supervision and audit of QHSE
Division, various electronic information, hardware/
software and internet resources controlled by IT
Division. The Innovation R&D Center is responsible for
innovation, R&D or improvement for the procedure, tools
or methodologies in project execution. Currently, the
Executive Vice President serves as the Innovation R&D
Center Officer with three units subordinated, including
"New Product Development," "Process Innovation" and
"New Operation Technology Development."
◎ TPC LinKou Power Plant
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Shareholders’ Meeting
Chairman / Vice Chairman
President
Audit CommitteeRemuneration
Committee
AuditingDept.
Board of Directors
Elect
Supervision Supervision
Supervision
Management
Directors
ExecutiveManagement
Office(EMO)
Infrastructure,Environment
&Power Business
Operations(IEPBO)
PlantMaintenance
BusinessOperations
(PMBO)
Environment&
ResourcesBusiness
Operations(ERBO)
InnovationR&D CenterIT Division
QHSE Division
HydrocarbonBusiness
Operations(HBO)
EPCOperations
(EPCO)
中鼎公司治理架構
Corporate GovernanceCommittee
ProvidingAuditingReport
Auditing
CTCI Governance Structure
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Improvement of Internal Control System
Being a listed company, all the operation procedure
of CTCI has been systematized and institutionalized.
The basic structure of CTCI internal control has been
established in accordance with the "Regulations
Governing Establishment of Internal Control Systems
by Public Companies" by the Financial Supervisory
Commission, R.O.C to disclose operational and financial
information on a regular basis, control operational risks,
enhance the effectiveness and efficiency of operations,
and safeguards company asset security and maintains
the right and benefit of shareholders.
Directly subordinated to the Board of Directors, the
Auditing Department is comprised of 7 members,
including the auditing manager and auditing specialists
to cooperate with the Audit Committee and assist
the Board and managers in the inspection and review
of internal control system. Besides reporting audit
operations to independent directors monthly, the
auditing manager attends the Audit Committee and the
Board to report any anomaly and flaws while supervising
relevant departments for correction and following up
quarterly until the corrective measures have been made.
Strengthen Information Security Management
In recent years, information security related issues
have surfaced due to the development of internet. It is
extremely urgent to maintain the information security of
the company and customers.
To exhibit C TCI 's determinat ion in va luat ion of
information security, to reduce information security
related risks, provide sustainable quality services to
customers, and meet customer demand for information
security, CTCI has established a project organization since
June 2014 to introduce ISO27001 international standards
by establishing an information security management
system. Apart from the necessary facilities such as IT
Division computer room and network management,
CTCI also emphasizes its core EPC business to include
four primary systems, SP3D, SPMat, CMS, and POW.
After several months of work, CTCI successfully passed
the BSI authentication with zero non-conformances on
December 12th, 2014.
This is just the beginning and not the end. In the future,
CTCI will continue to improve the information security
management system while expanding in inspecting
conformance with other systems to further advocate the
concept of ISO27001 to all subsidiary companies, thereby
comprehensively promote the information security
management of CTCI Group and meet the international
quality standards.
Implementation of Risk Management
Apart from strengthening the control of management risk
through the abovementioned improvement on internal
control system and the reinforcement of information
security management, CTCI also values highly the risk
control on the actual operational level. Since 2006, CTCI
has introduced a risk management system, formed
◎ Taiwan Corporate Sustainability Awards conferred to CTCI by Taiwan Institute for Sustainable Energy.
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the cross-departmental Risk Management Execution
Committee, and stipulated the Risk Management
Work Rule to regulate the risk management operation
procedures for all departments and projects.
C TC I spec ia l i zes in engineer ing, p rocurement ,
construction and plant commissioning as the main
business. Its actual operation applies matrix organization
to execute the operations, where departments are
responsible for human resource transfer, training, and the
logistic support. The projects are the actual execution of
construction and hence risk management is also divided
into departmental risks and projects risks.
With regards to project risks, project review meetings
are held weekly, monthly or quarterly according to
the significance of projects. Departments and the
management will be reported of the executions status to
understand the where the risks of projects are and seek
for departmental or corporate support. The Executive
Management Office will routinely collect data on project
risks to quantify risks into numbers with control in
addition to continuously follow up and reduce risks.
It is relatively more difficult to quantify departmental risk
into amount but could be done through the collection
of risk items from risk levels and occurrence frequency
identified and the follow-up risk improvement plans. As of
the end of 2014, there were 29 major risk items identified,
107 risk improvement plans, and 31 cases of completed
risk improvement plans. There were 76 improvement
plans that will be continuously followed up.
Enforcement of Information Disclosure
As information disclosure is the basic requirement for
corporate governance, CTCI spares no efforts to enforce
information transparency so its investors can make the
correct judgment based on the operational condition.
Apart from reporting the financial information and
operational status of the Company at the corporate
investor conference regularly held and annual general
shareholders' meeting, CTCI has established the Investor
Relations section on the corporate website to publish
the status of corporate governance, operating reports,
financial reports, announcements, investor conferences,
internal audit, and so on. All investor conferences are
taped and retrievable over the Internet. In addition
to the corporate website, CTCI also discloses relevant
information over the Market Observation Post System of
the Taiwan Stock Exchange website.
In addition to the one-way information disclosure, CTCI
also organizes overseas investor information meetings
held by security companies from time to time to increase
communication and exchange with overseas corporate
investors. Moreover, CTCI voluntarily visits the top ten
shareholders of the Company every year to listen to their
suggestions for company management.
CTCI has also assigns spokespersons and establishes
the Investment Relations Office, where specialists can
directly face customers and shareholders in addition to
immediately responding to the various requirements.
When stakeholders have any suggestion or question,
they can always contact us via phone, fax or e-mail and
prompt responses will be provided.
Establishment of Enterprise Self-Disciplinary Regulations
In compliance with the regulations in UN Global
Compact, Universal Declaration of Human Rights and
The UN Framework and Guiding Principles on Business
and Human Right over human rights, labor standards,
environment and anti-corruption, in addition to ensuring
all daily operations conforming to corporate ethics, CTCI
develops basic conduct standards of compliance for all
board directors, managers, employees and procurement
staff. This set of standards Corporate Governance Norms,
Business Ethical Behavior Norms for Board Members and
Managers, Code of Employee Ethics and Behavior , and
Work Ethical Behavior Rules for Procurement Staff.
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To ensure fair trade and to prevent corruption and
bribery, CTCI specifies that no privilege shall be given
between the employees and stakeholders during a trade.
Employees should not, for the benefit of their own or a
third party, corruptly demand, solicit, accept, or agree to
receive, pay, or receive any form of gifts, entertainment,
kickbacks and bribes when performing their duties.
Furthermore, the company established an investigation
team and complaint hotline for corruption and briberies,
which accept reporting from persons inside and outside of
the organization at all time. The reporting and consulting
hotline is (02-2835-5936) or the email address: anti-
[email protected]. The department in charge of the
complaints is the Human Resource Department. We
encourage employees to notify any infringement of law,
regulation or staff regulations through named reporting. The
company should by any means hold confidentiality of the
identity of the person submitting this report to avoid threats.
In cases that one is suspicious of corrupt practices but could
not be verified of the action violating the law, the consulting
hotline is available for immediate report. Colleagues can
even write e-mails to the feedback box, which will be
directly responded by the manager of Human Resource
Department or related departments for further handling.
Additionally, CTCI requires all employees from affiliates
and overseas subsidiaries to sign "Confidentiality
Commitment , Non- compet i t ion and I nte l l igent
Property Agreement" to guarantee the rights of related
stakeholders. All subsidiaries, affiliates, sub-contractors,
and suppliers in project cooperation with CTCI shall sign
the Non-Disclosure Agreement for project execution
with CTCI. Meanwhile, CTCI will be willing to sign
memorandum of understanding for anti-corruption
once proposed by customers. The Human Resources
Department also lists basic ethics requirement for
colleagues in the Employee Handbook, and arranges
for relevant courses in the orientation program offered
to new recruits. A total of 379 new recruits received the
trainings in 2014 and the cumulative number of trained
personnel now sums to 2,100 people.
Through stringent regulations and trainings, CTCI
pursues sustainable operations and protects the rights of
subsidiaries and affiliates of the group. As of 2014, there
has not been any proved case of corruption and bribery.
Thus, the decent image of CTCI is constantly affirmed and
acknowledged by partners of cooperation.
Adaptation to Policies to Enjoy Tax Break
Numerous subsidiaries of CTCI have cooperated with
national policies on significant public construction
and promotion of industry upgrade by investing in
infrastructures in 2014. Particularly, these subsidiaries have
met the standard for corporate tax deduction conditions
and fostered the economic development of Taiwan.
Note: The amount of training for R&D talents was audited after submission to the Ministry of Finance for filing before validation by the end of May. Hence this version of amount is the number attested by the CPA of financial statements
Tax/Incentive/Preference Items 2014 Amount (unit: NTD)
Tax deduction for corporate R&D expenses under Industrial Innovation Act 7,694,576 (Note)
From 1 July 2008 to 31 December 2009, a five year exemption of profit-seeking enterprise income tax is applicable to manufacturing industry and related technical services for new investments
32,047,964
Items and Amounts of Tax Incentives
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Finance Disclosure
I n 2014, the domestic revenue of CTCI was NT$26.635
billion, accounting for 70% of the total revenue.
The overseas operat ing revenue was NT$11.425
billion, accounting for 30% of the total revenue. On
the other hand, the domestic consolidated revenues
was NT$37.323 billion, accounting for 65% of the total
revenue while the overseas consolidated revenues
was NT$20.369 billion, accounting for 35% of the total
revenue.
Looking back the year2014, CTCI has acquired various
domest ic and foreign large project tender with
cumulative signed and sing-pending contracted projects
summing up to a total amount of NT$77.9 billion, while
the backlog of contract is up to NT$187.1 billion. At the
same time, the market value of stocks was about NT$38.2
billion. The upward climbing trend in backlog project
amount and market value of stocks shows that the group
scale is still growing while the corporate value and image
are widely recognized by the investors.
Item 2012 2013 2014
Liability/Asset Ratio 56.95% 51.19% 58.35%
Return on Assets 6.83% 4.65% 5.03%
Financial Leverage 1.00 1.00 1.00
Amount of Signed Contracts (unit: hundreds of million NTD) 602 669 779
Backlog of Contracts (unit: hundreds of million NTD) 1,532 1,635 1,871
Consolidated Sales Revenue (unit: hundreds of million NTD) 607.39 522.22 576.92
Net Profit After Tax (unit: hundreds of million NTD) 23.92 16.42 18.82
EPS (unit: NTD) 3.32 2.22 2.51
Other Financial Information
Shareholder's Structure
Note: Statistics acquired by 12/31/2014
Chiyoda Corporation
CTCI Foundation
Other foreign shareholders(including institutional investorand natural person)
Other domestic
institutional investors
Domestic investors
9.29%
8.08%
40.82%
30.36%
11.45%
Note: Statistics acquired by 4th August 2014
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Market Value in Last 3 Years
Revenue in Last 3 Years
0
10000
15000
20000
25000
30000
40000
35000
2012 2013 2014
36,10142,189
38,18038,180
Year
(Un
it: millio
n N
TD)
CTCI Corporation Total Revenue CTCI Group Consolidated Total Revenues
201420132012
38,06038,060
57,69257,692
34,824
60,739
31,446
52,222
0
10000
20000
30000
40000
50000
60000
Year
(Un
it: millio
n N
TD)
0
5
10
15
20
2012 2013 2014
16.24
9.9911.20
Year
ROE (%)
Return on Equity in Last 3 Years
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Future Prospects
I n spite of the increasingly intense competition of
engineering market in 2014, CTCI upholds "to move
forward or fall behind" to conduct risk management
and take challenge in revenue. Under the efforts of all
employees, CTCI has broken the record of 2013 revenue
in 2014 and proved to have advanced with the correct
strategy and direction.
To maintain sustainable development, CTCI constantly
thinks about how to cope with the changes in the big
environment to adjust the operating strategy. After
continuous discussion and revision, CTCI defined the
overall operating direction as "Start Afresh with Firm
Determination" for 2015 and set up the mid-term growth
objectives between 2015 and 2017.
Over some ten years ago, CTCI envisioned to "become
a leading global provider of engineering services and
innovative technologies" and now after all efforts
exerted by group employees, we have accomplished the
objectives established by becoming the leader in the
hydrocarbon industry. To advance forward, in 2014 CTCI
has set up brand-new vision and anticipated to become
the "most reliable global engineering service provider".
It is by no means easy to have clients recognize CTCI as
the most reliable business partner. This is not only a lofty
ideal, but also a destination to reach.
Moreover, to keep pace with time and respond to the
challenge for corporate sustainability today, we have
upgraded the group mission and defined it as "to satisfy
our customers with the optimized engineering services,"
which coincides with our vision to prepare for becoming
the most reliable global engineering service provider.
Although the vision and mission could be modified
due to the changes in the operating environment and
market change, the only thing remains unaltered is
CTCI's principles, "professionalism, integrity, team and
innovation," which are where the corporate culture
and core value held by CTCI over the long run and
also the most important guidelines for all employees.
For years, we have established the social image and
characteristics of CTCI based on the philosophy and
in the future, we will continue to uphold this business
principles and strive to expand the business territory,
assuring stable proceeds for shareholders through good-
will corporate governance mechanism and protect the
career development of employees in order to provide
customers with satisfactory engineering quality.
Ad d i t i o n a l l y , b y t h e e n d o f 2 0 1 4 , C TC I s e n i o r
management prepared mid-range strategic planning
for domestic and overseas subsidiar ies with the
strategic objective in overseas subsidiary emphasizing
on "change," encouraging domestic and overseas
subsidiaries to actively cooperate, jointly develop and
base on "profit first and quality over quantity" to design
the strategic actions that can grow in sustainability and
as the direction of all divisions in the following 3 years.
The following is a brief description of the direction and
prospects for CTCI in future development:
Increase the Ratio of Environmental Industry
Revenue
CTCI started out with building oil refinery petrochemical
plants. Not only does CTCI develops multiple products
a n d t e c h n o l o g i e s fo r re p l a c e m e n t o f e n e rg y -
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consumption engineering in the midst of increasingly
alarming petroleum depletion and climate change
but also increases the revenue ratio for environmental
protection industr ies. Recently, C TCI has infused
environmental protection and energy-saving technology
into EPC and project execution with the long-term goal
of reducing the impact from business activities on land,
air, water, and natural ecology system.
CTCI upholds two principles in the cultivation of new
business, one is to invest in business with long-term
stable revenue and profits and the other is to follow
the future orientation of the environment closely. For
example, due to the limited resources on earth, solar
energy is the most viable alternative energy after the
depletion of petroleum, natural gas and coal. Moreover,
Taiwan's population is entering the fast-aging stage
where demographic dividend will plump quickly after
reaching the peak by next year and turns into negative
number in 6 years. Unquestionably, the senior industry
will become the trend of the future and we will continue
observing the latest development of the market and
search for opportunity of investment.
Maximize Existing Business and Continue
Expanding Overseas Market
Developing existing business is the most efficient
method of expanding bus iness , so we need to
strengthen the front-end engineering design capacity
for development upward and extend to build solid
foundation for maintenance business for development
downward. The latter is quite achievable since we seize
the most detailed information of plant construction
and extending business to maintenance operations will
receive the most recognition from customers.
To develop horizontally, we will take active actions by
obtaining specific selected professional technologies and
tendering qualification within a short period of time to
compensate for our shortcomings. We will reduce our
reliance on partners in the past, grow independent and
strive for business opportunities. It is foreseeable that
we will strengthen external M&A or establish permanent
strategic alliance.
Expansion in overseas market is one of the strategies
while CTCI's international markets mainly focuses on the
middle east, Southeast Asia, China and some other target
countries in the future, including U.S., the Philippines,
Indonesia, and India. Past experiences show that the
economy tends to take off when the GDP reaches this
level and will naturally bring us business opportunities.
In general, we will speed up the expansion of overseas
business to reach 60% of overseas market share and 40%
of domestic market share.
Optimize Services, Improve Process and
Establish New Supply-Chain
Providing quality service is the core competency of CTCI
while with on-time delivery and quality-conformance to
contract can we win trust from customers to entrust us
with tasks.
Hence, we will continue to improve the operation
process and establish new supply-chain to shorten work
schedule, save costs and strengthen competiveness. We
will find out the optimal work process and transform
into SOP to complete complex things within limited
time and resources. In the example of CPC No.10 SRU,
the implementation of innovative operation process has
driven the project to be completed 48 days ahead of
schedule and the project was awarded by the Ministry
of Economic Affairs with Public Construction Quality
Excellence in 2014.
Implement Green Engineering
Faced with global warming, CTCI has not only been
devoted to environmental engineering service but also
tried to make breakthroughs in existing technology,
innovative project solutions, and provide cl ients
with professional suggestions conforming to the
environmental requirement. The main competent
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department is the Environmental Protection Group
of CSR Committee in charge of developing plans and
solutions, integrating environmental measures and
routinely tracking the execution outcome of relevant
departments.
For the Life Cycle of plant construction, including
engineering design, procurement, construction to
commissioning as well as operation & maintenance after
plant handover under the premise of conforming to
customer demand and costs, CTCI provides and proposes
to adopt safety-conformance and harmless materials
and equipment in order to reduce waste and lower the
depletion of natural resources. In 2014, CTCI will gradually
expand the coverage of environmental protection and
energy saving measure taken for projects contracted in
an attempt to cover all domestic projects and achieve the
objectives in health protection and ecology conservation.
Cultivating Talent and Appoint Successor for
Key Roles
Excellent talent is an important key for an enterprise to
sustain and lead in brand values while internal cultivation
should be prioritized than introducing new staff. CTCI
expects to make ourselves trustworthy for global clients
and hence we need to equip ourselves with a world-
class team. We not only need to develop professional
basic skills but continue to enrich ourselves with other
knowledge in finance, accounting, legal affairs, human
resource, and leadership, in addition to developing
international perspective and foresight for employees
to become well-rounded talent qualified for any critical
positions.
Bring Synergy into Full and Integrate the
Overall Group Resources
CTCI owns 6 affiliated companies in Taiwan and each has
its own specialized operations without overlapping. There
are five subsidiaries overseas that are branches of CTCI
and hold the same operation scope as CTCI. As of the
end of 2014, there are 7,318 employees worldwide and
the synergy management in talents, technologies and
business all require systematic operations to produce the
effect of synergy, and thereby creating more operations
and profits. In the future, CTCI will establish a specialized
department that integrates the group resources in order
to bring the maximum synergy into play.
Under the efforts of all colleagues, CTCI ranked number
one in the engineering contract category in 2014
CommonWealth Magazine 2000 enterprise survey in
terms of revenues and the 29th for Top 650 service
industry in Taiwan. ENR magazine ranked CTCI as the
114th for International Design Firms and 131st for
International Contractors, showing CTCI's strength in the
global engineering sector.
To maintain sustainable and good operation and
governance, the company needs to maintain information
transparency, develop growth objectives and strategy,
as well as tak ing the organization forward in the
accurate and bright path. Upholding integrity and
good will, CTCI has become an excellent enterprise that
gives considerations to investors, internal employees,
stakeholders, public and the community environment.
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Operation and Governance Honor Roll
Awards Description
Listed among "Top 50 for Excellence in Corporate Social Responsibilities" by CommonWealth Magazine
Ranked the 26th among "Top 50 for Excellence in Corporate Social Responsibilities" by CommonWealth Magazine (annual revenue over NT$10 billion). CTCI has outperformed compared with many other large enterprises in terms of corporate governance, enterprise commitment, social participation, and environmental protection, indicating that CTCI has received profound recognition in the behaviors of corporate sustainability.
Top 1 in the contractor sector in the Top 2000 Enterprise Survey by CommonWealth Magazine
Ranked the 29th on the Top 650 service industry in the CommonWealth Top 2000 Enterprise Survey, retaining Top 1 e in the contractor sector and the 43rd in the best profit-making company among service industry.
Sustainable Corporate Governance Fulfillment Award from BSI
CTCI is honored with Sustainable Corporate Governance Fulfillment Award from BSI for its commitment to take care of economic, environmental and social development while maintaining its business operations.
Taiwan Enterprise Sustainable Report Award
Honored by Taiwan Institute for Sustainable Energy's with "Top 50 Corporate Sustainability Report Award, Silver Award," "Growth through Innovation Awards," and "Transparency and Integrity Awards." Upholding the principle of integrity, CTCI continues to increase the corporate governance transparency, maintain engineering quality, care for employees and form harmonious partnership, pay attention to environmental protection and reduce resource waste, in addition to improving corporate image and creating stable financial performance, and continuing fulfilling corporate social responsibility.
A++ in Information Disclosure and Transparency Ranking System by TWSE and Taipei Exchange
In the "Information Disclosure Assessment" held by TWSE and Taipei Exchange, CTCI has been ranked as Grade A for 4 years in a row in the Information Disclosure and Transparency Ranking System, A+ in 2010 and 2011, and better still, A++ in 2012, 2013 and 2014, indicating that CTCI's efforts have been recognized.
Engineering News-Record (ENR) is a well-known American engineering magazine which reviews the
operational revenues of international engineering companies every year, dividing them mainly into
"Design Firms" and "Contractors." In "International" section, rankings are based on the engineering
revenue of the company abroad, while rankings of "Global" are based on the aggregate revenues
both home and abroad of the company.
Mini Dictionary
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In response to climate change, energy conservation, carbon reduction and reduction in greenhouse gas emissions, CTCI advocates green management to integrate the concept of environmental protection with corporate management. CTCI thus established the cross-departmental CSR Environmental Protection Group in 2013 to promote and strengthen various energy-saving measures for all workplace. In addition to providing clients with energy conservation and carbon reduction services by proposing suggestions for green energy conservation at quotation and execution projects, thereby assist the project owners to implement policies on energy conservation and carbon reduction while contributing efforts to environmental protection during the execution of projects.
CTCI has been committed and spared no efforts to introducing various green engineering technologies over the long run and provided our clients with the economical and feasible green energy conservation solutions through the full life cycle perspective of in engineering, procurement, construction, commissioning, and decommissioning. These solutions reduce pollution and lower risks affecting human health and environment, thereby innovate and upgrade the green competitiveness of industries. Hence, we can attain a multi-win scenario among CTCI, partners, stakeholders, and the social environment, also contributes maximum efforts in maintaining the sustainability of the ecological environment.
Environmental Protection
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Performance of Green Engineering Implementation
2014 Indicative Green Engineering Key Achievements
Note: The above data refer to the cumulative energy saved by the life cycles of plants between 2013 and 2014.
1. Cumulative electricity-consumption saved:
2. Cumulative CO2 reduction:
3. Cumulative water saved was
4. Cumulative Volatile Organic Compounds (VOCs)
1,892 GWh, equivalent to 17 days of nuclear power generation for Taiwan.
40 million metric tons, equivalent
102,042 times the annual carbon
absorption of Daan Forest Park in Taipei City.
128,570,000 cubic meters,
equivalent to 144 days of water use by
Taipei City.
reduction by 11,327 metric tons.
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Green Engineering Performance and Technology Development
Green Engineering Performance
The plant construction projects contracted by CTCI
adopt new green process which substantially reduces
the impact to the environment compared with the
last generation of processing and can realize the idea
of taking consideration of economic development
and environmental protection. CTCI owns solid R&D
background in engineering technologies and has
accumulated rich experiences in technology R&D while
participating in international projects and cooperation
with international engineering companies. Moreover,
CTCI is committed in the relevant green technology
development with actual introduction of various
plant construction projects. The following is a list of
performance that discloses and summarizes the green
engineering of 8 indicative projects in 2014:
Notes: 1. The annual electricity saving amount was based on daily 24-hour operation for duration of 365 days. The CO2e emission amount promulgated by Bureau
of Energy, Ministry of Economic Affairs was 0.522kg/kWh. The annual electricity saving amount for outdoor lighting was based on daily 12-hour operation for duration of 365 days while the electricity saving amount for indoor lighting was based on 24-hour operation for duration of 365 days.
2. Instructions of Abbreviation: VOCs: Volatile Organic Compounds CO2e: Carbon Dioxide Equivalent VE: Value Engineering3. Saved heat energy that was used for vapor recovery (based on the vapor heat energy required for recovering vapor steam). 4. The effective water-cooling equipment of energy saving from cooling was not the actual water consumption. 5. The annual reduction of VOCs was based on the comparison between the average valve (emission amount standard 1000ppm or above) and the low
fugitive emission valve (emission amount standard 100ppm)
Summary of Green Engineering Performances in 2014
ItemGreen Engineering
Technology ItemCategory of Energy
Saved
Hydrogenated styrene Project
EVA Project
A
EVA Project
B
p-Phthalic acid Project
Sulfur Recovery
Unit Construction
Project
Flare Gas Recovery
System (FGRS) Project
Domestic Power Plant
Thailand Power Plant
1 Energy Saving Process / Heat Recovery
Fuel Oil (10,000 metric tons/year)
- - - - - - - -
Heat energy (million kcal/year)
- 54,069 - 2,902,718*3 186,667*3 - - -
Natural gas (million cubic meters/year
- - - - - - - -
Electricity consumption (kWh/year)
- - - - - 2,625 - -
2 Water Saving Water (10,000 metric tons/year)
6.8 - - - 7.61 327*4 43 -
3 Application of high performance motor
Electricity consumption (kWh/year)
144.56 366.84 360.26 4324.89 396.09 232.78 - 496.32
4 Application of inverter driven device
Electricity consumption (kWh/year)
- - - 2060.13 159.89 - - -
5 Application of high performance transformer
Electricity consumption (kWh/year)
70.08 105.12 105.12 - 60.74 - - -
6 Application of two-wire lighting control
Electricity consumption (kWh/year)
- - - - - - 657.00 -
7 Application of high performance lighting
Electricity consumption (kWh/year)
237.26 47.70 192.01 - - - 1181.95 -
8 Energy saving from green building air conditioning
Electricity consumption (kWh/year)
84.08 - - - - - 435.2 -
9 Application of low fugitive emissions valve*5
VOCs (metric tons/year) 18.38 35.34 1.46 - 22.3 - - -
10 VE results of plant layout CO2e (Metric tons)
- 5.6 - 1,857 11.3 - - -
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Air Pollution Prevention
Technology Development
˙DeNOx˙DeSOx˙Application of low fugitive emission valve for VOCs
Benefits
˙Reduce the harmful effects of air pollution to health
Air Pollution Prevention
Air pollution is quite inevitable from the process of building plant to the formal operation upon plant completion. Hence, CTCI introduces various advanced air pollution prevention technologies incorporated with low fugitive emission valve to reduce pollutants emission and damage to the human body and environ-ment.
Process Energy-Saving Technology
Energy saving and environmental protection have become the global trends while many proprietors are also committed to introducing advanced green energy-saving process. CTCI then plays the role of completing the green energy-saving process with implementation. CTCI also optimizes process design in the process of building plants by reducing energy consumption and CO2 emission.
Electrical and Rotary Machine Energy-Saving Technology
Green Buildings
All plants come with one central control center for use by office workers or instrument operation in the plant. CTCI designs the building with green building concept by using green materials while adopting reduction, recycling and reuse of water and power consumption through deploying green facilities to the plant environment.
Ding-Ding and Ding-Mei are CTCI’s Goodwill Ambassadors for CSR promotion.
In the following section, they will guide you through the hard engineering
technologies to make them clear and easy to understand to all stakeholders.
You may not be aware that rotary machines (such as the pumps of electric motors) are the most power-consuming devices, account-ing for 20%~60% of the total power consumption of an industrial plant. Hence, all plants built by CTCI adopt high-performance motors, trans-former and lighting to cooperate with VFD for reduction of power consumption.
Equipment Noise Prevention
Like air pollution, it is inevitable for noise production during plant construction and official operation. However, CTCI finds out the instrument, pipeline or structure that makes vibrating noises through diagnosis, analysis and strategy development to actively control them, which not only reduces noise injury but also increases the operating life of the equipment and reduces resource waste.
Waste Management
For wastes discharged by the plants, CTCI applies reduction, recycle and reuse method by introducing various technologies to remove hazardous substance from waste water, using recycled water to supply to the plant, reduce waste water production, and properly handle discharge issues.
Air Pollution PreventionConclusion
In reality, the R&D and application of one green technology requires years of cumulative experience and improvement before reaching perfection. For CTCI, the continual introduction of world’s advanced green techniques and technology are most urgent and CTCI will promote the concept of green engineering from plant planning, process design and procurement that meet the project owner’s cost requirement, and to collaborate with the project owner and supplier in the contribution of environmental protection.
Ding-Ding and Ding-Mei Acquaint You with the Plant in 3 minutes
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Air Pollution Prevention
Technology Development
˙DeNOx˙DeSOx˙Application of low fugitive emission valve for VOCs
Benefits
˙Reduce the harmful effects of air pollution to health
Air Pollution Prevention
Air pollution is quite inevitable from the process of building plant to the formal operation upon plant completion. Hence, CTCI introduces various advanced air pollution prevention technologies incorporated with low fugitive emission valve to reduce pollutants emission and damage to the human body and environ-ment.
Process Energy-Saving Technology
Energy saving and environmental protection have become the global trends while many proprietors are also committed to introducing advanced green energy-saving process. CTCI then plays the role of completing the green energy-saving process with implementation. CTCI also optimizes process design in the process of building plants by reducing energy consumption and CO2 emission.
Electrical and Rotary Machine Energy-Saving Technology
Green Buildings
All plants come with one central control center for use by office workers or instrument operation in the plant. CTCI designs the building with green building concept by using green materials while adopting reduction, recycling and reuse of water and power consumption through deploying green facilities to the plant environment.
Ding-Ding and Ding-Mei are CTCI’s Goodwill Ambassadors for CSR promotion.
In the following section, they will guide you through the hard engineering
technologies to make them clear and easy to understand to all stakeholders.
You may not be aware that rotary machines (such as the pumps of electric motors) are the most power-consuming devices, account-ing for 20%~60% of the total power consumption of an industrial plant. Hence, all plants built by CTCI adopt high-performance motors, trans-former and lighting to cooperate with VFD for reduction of power consumption.
Equipment Noise Prevention
Like air pollution, it is inevitable for noise production during plant construction and official operation. However, CTCI finds out the instrument, pipeline or structure that makes vibrating noises through diagnosis, analysis and strategy development to actively control them, which not only reduces noise injury but also increases the operating life of the equipment and reduces resource waste.
Waste Management
For wastes discharged by the plants, CTCI applies reduction, recycle and reuse method by introducing various technologies to remove hazardous substance from waste water, using recycled water to supply to the plant, reduce waste water production, and properly handle discharge issues.
Air Pollution PreventionConclusion
In reality, the R&D and application of one green technology requires years of cumulative experience and improvement before reaching perfection. For CTCI, the continual introduction of world’s advanced green techniques and technology are most urgent and CTCI will promote the concept of green engineering from plant planning, process design and procurement that meet the project owner’s cost requirement, and to collaborate with the project owner and supplier in the contribution of environmental protection.
Ding-Ding and Ding-Mei Acquaint You with the Plant in 3 minutes
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2013 Electricity-Consumption saving
(Million kWh)
2013 Water Saving (10,000 Metric Tons)
2013 VOCs Reduction (Metric Tons)
2013 CO2 saving (Million kWh)
2014 Electricity-Consumption saving
(Million kWh)
2014 Water Saving (10,000 Metric Tons)
2014 Cumulative VOCs Reduction (Metric Tons)
2014 CO2 saving (Million kWh)
2,500
2,000
1,500
1,000
500
0
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
12,000
10,000
8,000
6,000
4,000
2,000
0
45
40
35
30
25
20
15
10
5
0
Cumulative Electricity Consumption was Saved by about 1,892 million kWh in 2014
Cumulative Water Saving was Saved about by 128,750,000 Metric Tons in 2014
Cumulative CO2 Reduction was Saved by about 40 Million Metric Tons in 2014
Cumulative VOCs Reduction was Saved by about 11,327 Metric Tons in 2014
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Technological Development of Green Engineering
The actual performance represents the final outcome. In
fact, during the process of project execution, the biggest
challenge faced by engineering companies is how to
apply various green engineering in actual projects apart
from maintaining the motive and power for constant
R&D of the latest technology. The following presents
the description and summary of CTCI's technological
development in green engineering.
1.Process Energy-saving Technology
Benefits: Good process design determines the increase of energy e�ciency in overall plant.
In EPC turnkey projects, process design and the
application of relevant technology are usually the basis
of determining the energy efficiency of overall plant.
The consideration of introducing energy saving and
environmental protection at the initial process design
stage will facilitate the optimization of effectiveness for
the entire project.
Particularly in the midst of environmental pressure and
the increasingly rigorous green requirement due to
climate change, taking consideration of energy saving
and reduction in the improvement and application of
process technology has now become inevitable. CTCI
plays the role in turnkey solution as the integrator of
introducing existing optimal and feasible technology or
cooperating with suppliers of patented process jointly to
accomplish the objectives in various project saving and
carbon reduction, thereby to increase the overall energy
efficiency.
Currently CTCI achieves the objectives in energy saving
and carbon reduction through three methods:
(1) Upgrade process technology: Assist project owners
to introduce new process technology to enhance
device efficiency and production capacity, increasing
productivity under the same facility and equipment.
(2) Saving water resource: The plant process usually
involves several heat exchangers or air cooler devices,
which adopts proper difference in temperature
between the cooling water opening and closing
through consideration of optimization system, which
not only saves the circulation amount of cooling water
but also relatively reduces the energy consumption
needed for cooling water circulation. Moreover, the
recovery of condensing steam applied to cooling water
can also save the amount of cooling water.
(3) Process waste heat recovery: A further recycling of
waste heat generated from the process (including
boiler) , using heat exchanger to recovery and
generate h igh-pressure s team for rec yc l ing.
Alternatively, regenerative thermal oxidizers or such
energy-saving pollution control measures can be
conducted to process the waste gas treatment from
VOCs ( Volatile Organic Compounds), which fully
utilizes the combusting heat energy generated from
waste gas to assist with reduction in combustion
processing while the excess heat energy can further
be used for generating medium pressure steam to
reduce the energy consumed by previous steam
production using fuels. Additionally, the condensed
steams recovered are possibly re-converted into
lower-pressure steam for reuse.
2.Rotary Machine Energy Saving
Benefits: �e reduction of electricity consumption for rotary machines is equivalent to the control over main electricity consumption.
Rotary machines are widely used in various processes,
including water, waste water, chemical engineering,
p e t ro c h e m i c a l s , p o w e r g e n e r a t i o n , fo o d , a n d
pharmaceutical industries. In the abovementioned
industries, the electric energy consumed by rotary
machines is roughly estimated to account for 25% of
the world's power demand. On the other hand, electric-
motor driven rotary machines are the main demand of
power consumption for plants. Statistically, the electricity
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amount used by rotary machines could account for a
considerably high ratio, between 30%~60% of the total
industry plant electricity amount. We adopt the following
two methods to save energy consumption by electric
motors:
(1) High-Efficiency Motor: Motors with higher efficiency
will naturally reduce energy waste. Considering the
rotary machines in general industry factories with
the demand of continuous operation, it will save
considerable energy and electricity bill over the long
run.
(2) Use with Variable Frequency Inverter: The process
conditions will require adjustment following the
changes in operating demand and the use of regulator
valve or other pressure-reduction devices will increase
pressure loss to the system and cause waste in electric
energy. Hence, the use with variable frequency
inverters and variable speed motors in replacement
of the pressure-reduction devices in the system for
variable amount control will adjust the rotating speed
of rotary machines according to process demand and
consequently save electricity use.
3.Electrical Energy-Saving Technology
Benefits: E�ectively improve energy e�ciency, save energy and reduce waste
The implementat ion of electr ical energy-saving
technology is classified into high permeability oriented
silicon steel transformers and lighting improvement:
(1) High-permeability oriented silicon-steel transformer:
The iron core of an average transformer in operation
wil l generate a circulat ing current and cause
extremely high eddy-current losses due to alternating
magnetic field. The use of high-permeability oriented
silicon-steel transformer can reduce no-load iron
core losses and reduce noise without affecting
a quiet environment, in addition to maintaining
stability during long-term operation and considerably
increasing efficiency.
(2) Use of LED and T5 lighting system and two-wire
lighting management system: Indoor/outdoor LED
and T5 lighting fixture with introduction of two-wire
lighting design management system (approximately
30% of electricity consumed by energy-saving
lighting) not only simplifies the tubing/wiring and
loading circuit but also relatively reduces the overall
costs and wastes, and creates benefits of energy-
saving and waste reduction.
4.Green Buildings
Benefits: Infusing energy-saving concepts with plantplant buildings
Aside from the process and engineering execution
process that are executed through green engineering,
CTCI will infuse the concept of green buildings to the
construction for control center established by all plants
and the hardware architecture of the plant, as described
in the following example:
(1) Hydrogenated styrene Project
• Green design allows buildings with an overall carbon
sequestration capacity to reach 1,121,519 kg within
the 40-year life cycle, outperforming the green
standard (1,031,715 kg) by 89,804 kg.
• Full use of permeable pavement and green covering
design allows the water retention capacity upon
the completion of building and the water retention
capacity of original base to reach an average ratio of
17%, outperforming the benchmark value (15%) by 2%.
• The utilization rate of indoor green material for
administrative buildings is 52%, in particular a large
number of non-solvent based paints with low fugitive
emission and healthy green building materials.
Additionally, a range of blank-off panel of drywall does
not use any panel containing asbestos.
• The Administrative Building strengthens the building
housing with energy-saving design, reaching 25.15
(kWh / m2‧K)in energy consumption differences
for building housings in the whole year.
• The number of air-conditioning main units was
controlled to save electricity by about 84,080 kWh
• U s e Po l y v i ny l i d e n e f l u o r i d e ( P V D F ) c o a t i n g
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on al l colored steel roof ing and wal l sur face
comprehensively to keep the housing of buildings in
coastal plant area at low maintenance requirement.
(2) EVA Project B
• Green design allows buildings with an overall carbon
sequestration capacity to reach 5,888,000 kg within
the 40-year life cycle, outperforming the green
standard (5,705,685 kg) by 182,315 kg.
• Full use of permeable pavement and green covering
design allows the water retention capacity and the
water retention capacity of original base to reach an
average ratio of 24% upon the completion of building,
outperforming the benchmark value (15%) by 9%.
(3) p-Phthalic acid Project
• Green design allows buildings with an overall carbon
sequestration capacity to reach 4,443,977 kg within
the 40-year life cycle, outperforming the green
standard (915,558 kg) by 3,528,419 kg.
• Full use of permeable pavement and green covering
design allows the water retention capacity upon
the completion of building and the water retention
capacity of original base to reach an average ratio of
25%, outperforming the benchmark value (15%) by
10%.
• Install rainwater storage tank with capacity of 5 tons
and the percentage of rainwater substituted for
demand in households is 4%.
• The utilization rate of indoor green material is 45.52%,
in particular a large number of non-solvent based
paints with low fugitive emission and healthy green
building materials. Additionally, a range of blank-off
panel of drywall does not use any panel containing
asbestos.
(4) Flare Gas Recovery System (FGRS) Project
• Green design allows buildings with an overall carbon
sequestration capacity to reach 364,832 kg within the
40-year life cycle, outperforming the green standard
(307,783 kg) by 57,490 kg.
(5) Domestic power plant
• Control the number of air-conditioning main units to
save electricity by about 435,200 kWh.
5.Equipment Vibration Control and Noise
Prevention
Benefits: E�ectively improve plant environment and control noises
Composed of experts in the process, equipment,
pipeline, civil engineering and other fields, a task-
oriented vibration team was set up to assist owners to
handle various phenomena on vibration. The purpose
of the team is to propose improvement programs
through performing problems diagnosis, possible cause
analysis, root-cause determination, and development of
countermeasure and other steps to allow the equipment,
pipelines and structures to comply with the vibration
standards under various operating conditions, and
thereby increase the plant's reliability and operating
life cycle. In particular, performances with condenser
vibration, rotating equipment vibration, smoke pipe
vibration, water hammer phenomenon of LNG transient
fluid, inlet pipeline steam hammer of steam turbines,
safety valve intermittent discharge, relief valve vibration
and other issues have been improved over the years.
Meanwhile, with regards to noise prevention measures,
the use of silencers, acoustic enclosures and plant
acoustic barriers have been coordinated to meet the
overall noise standard requirement of the plant. In
addition, equipment suppliers of all rotating machinery
are also required to perform mandatory noise tests
before shipment, and provide reports for reference and
review. Apart from actual noise value measured at plant
sites, engineering software is also used to analyze the
entire plant premise, and noise distribution is performed
with visual processing. This is to ensure that all regions
that need noise prevention are applied with such
measure to keep the noises under the permissible values,
which effectively lowers the adverse effects of working
environment on operators.
6.Applications of Low Fugitive Emission Valves
Benefits: E�ectively reduce VOCs emission amount from petrochemical plants
Fugitive emissions may occur at the flange joints of
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any equipment or pipeline. The main leaking sources
are pumps, flanges, compressors, seals, and other
flange joints between valves and the other fittings. The
average valve used by petrochemical plants contains
VOCs leakage of 1,000ppm or higher, however CTCI has
selected low fugitive emissions valves during the design
period with leakage standard of 100ppm to effectively
reduce VOCs leakage. Such low fugitive emission valve
will reduce fugitive emissions at valves and lower the
impact on people and the environment during the plant
operation. For the process fluid in pipelines that comes
in the forms of gas and light fluid, low fugitive emission
valves are selected and applied with the reduced VOCs
emission calculated from Stratified Emission Factor
Method.
7.Application of Plant Layout Value Engineering
Benefits: reduce plant construction costs and the impact of carbon dioxide emissions on the earth and environment
Apart from considering the requirement of regulations
and standards, smooth process sequence and operating
maintenance in the design of plant layout, CTCI also
carries out value engineering on the main plant facilities
(i.e. equipment, structure and pipelines). CTCI optimizes
plant layout through systematic discussion, shortens the
distance between equipment and thereby minimizes
the use of structural materials and pipeline materials.
Consequently the carbon dioxide emission generated
by relevant materials in production will reduce the
damage to the earth and environment as well as save
construction costs for plants.
8.Air Pollution Prevention
Benefits: Improve air quality
CTCI has been investing in air pollution prevention
technology for more than 23 years. Besides having rich
performances in Hydrodesulfurization and Selective
Catalytic Reduction (SCR), and takes more proactive
participation in recent years to constantly improve air
quality, reduce various air pollutants and the emission
concentration of fine particulate matter (PM2.5). Using
economic and feasible technology, cost-benefit analysis,
and the concept of integrative pollution control system
to select denitrification, desulfurization, dust removal,
sewage treatment and combination of different units
and to concurrently take care of the reduction measures
for all pollutant emissions from the waste gas exhaust to
the chimney. For example, to cope with the increasingly
rigorous requirement for environmental protection, the
sinter plant of a large and longitudinal operation steel
mill adopts advanced design and equipment in addition
to introducing ideas of clean production to cope with
energy-saving, carbon reduction and reduce impact on
the environment. The waste gas circulation system can
reduce waste gas generation and recover the heat energy
from heat waste gas through the recycling system to
generate steam. Moreover, the electrostatic equipment
using the latest dust removal technology reduces 99%
of dust emission while desulfurization, denitrification
and de-dioxin equipment are installed to effectively
reduce waste gas emission to meet national air pollutant
emission standards.
CTCI has also introduced Dyna Wave wet caustic process
in the process of constructing sulfur recovery unit,
allowing the concentration of exhaust gases (SO2, NOx
and particulates) to remain lower than conventional
exhaust gas treatment methods and conform to Best
Available Control Technology (BACT) standards. Since
1991, C TCI has been actively participating in the
denitration work of Selective Catalytic Reduction (SCR)
for domestic and abroad projects, with a cumulative
contracting achievement of up to 118 units. These have
amounted to 141 million NM3 exhaust flow per hour.
Among these, 110 units have been completed and in
operation, capable of handling a total of 90 million NM3
exhaust flow per hour. Based on the design parameters
of each project and annual operating time of 8,000 hours
per year, they are capable of reducing 246 thousand
metric tons of NOx emissions per year.
9.Wastewater Treatment
Benefits: Lower water consumption and recycle
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wastewater for reuse.
The practical technological applications of wastewater
reduction and reuse in plantsplants include: condensate
water flash evaporation technology, cooling water inlet/
outlet temperature differential technology, wastewater
recycling for sealed loop circuit of cooling water system
utilization. In addition, we also emphasize the R&D of
wastewater treatment and recycling technology, the
achievements of which included:
(1) Energy Recovery and Reuse in Wastewater Treatment
Plant
An advanced Double-layer Upflow Anaerobic Sludge
Blanket method that is currently adopted in the
contracting service at Oriental Petrochemical wastewater
treatment is able to provide more than 70% removal
efficiency of Chemical Oxygen Demand (COD) while
handling 82 cubic meters wastewater daily. In the daily
production of more than 33,000 cubic meters of bio-
gas, the rich thermal mass of 60% methane is especially
sent to the plant to serve as the boiler fuel. Not only can
it reduce the amount of boiler fuel consumption, it can
also reduce greenhouse emissions such as methane and
carbon dioxide.
(2) Application of Membrane Bioreactor Technology in
Industrial Wastewater Recycling System
CTCI has combined the expertise of the academic
field, membrane makers and engineering companies
respectively to build a design database of various
characterized wastewater treatment system in order
to develop the best possible processing technology
and Membrane Bioreactor (MBR) and related products.
These technologies or equipment have been applied in
practical projects with large quantity of wastewater such
as hydrocarbon industry, steel industry and integrated
wastewater treatment of industrial zones, and have
attained good processing performances.
(3) Application of Electrodialysis Reversal Technology in
Industrial Wastewater Recycling System
C TCI has adopted Electrodialys is Reversal (EDR)
wastewater recycling system after combining its
engineering expertise and the R&D capabilities of
ITRI. The Pilot Test Economic Assessment of EDR was
completed in 2012 and the system operation cost is
compared with the existing system costs of Ultrafiltration
(UF), Nanofiltration (NF) and Reverse Osmosis (RO) in
Wurih Recycling Plant.
It was found that the operation costs of EDR recycled
water are lower than that of existing RO recycled water
based on the comparison benchmark of cooling water
tower's discharge recycling scale of Wurih Recycling
Plant. However, the costs have slightly increased when
both are compared with the sum of current tap water
fee and the wastewater treatment fee. Before the water
rate is increased, EDR could be applied to the project
with high risk of loss due to water shortages, or to the
plants that have environmental impact assessment
commitment in plant construction and expansion.
10.Analysis and Application of Life Cycle Costing
Benefits: Emphasis on long-term operation costs with implementation of concepts in sustainability
This year, CTCI introduced the Carrier Engineering
Economic Analysis (EEA) and attempted to apply
the program for project use. The past calculation of
converting relevant recovery based on single energy-
saving facility was too simplified and various factors were
neglected. The calculation of energy-consumption plus
Engineering Economic Analysis (EEA) not only conducts
analysis (as shown in Figure 1) on economic factors such
as borrowing, cash flow and recycling year but also adds
the various operation, maintenance and repair, the final
discharge and dismantling as well as other internal and
external energy consumption and costs. The cycle of
one life cycle analysis takes 20 years into consideration
and it can avoid short-term factors based on intuitive
determination while neglecting long-term impact. The
proposals of the analysis will also attain scientific grounds
and concepts of sustainability to convince all departments
and project owners with relative ease.
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◎ 1. Life-Cycle Cost Cash flow (Adapted from Carrier Applications – Life Cycle Costing for HVAC Systems)
11.Real-time Project Information Dashboard
Benefits: Focus on anomaly activities to achieve green management objectives
Real-time project intelligent information dashboard
is a common information platform providing project
execution information to help project team members
oversee the real-time status at engineering, procurement,
construction and commissioning stage timely and
synchronously. It helps to make the project execution
information more transparent and more manageable.
Through the effective and meaningful pre-defined
key index, the management level (such as PM, PEM
and leader engineers) can just focus on the abnormal
activities and then dig all the way down the root causes
of the problem so that proper countermeasures can be
taken to reduce project risks in a timely manner. As a
result, all EPC projects can be completed on schedule to
meet client's requirements and achieve the objective of
green engineering management.
12.Integration and Application of Engineering
Material Information
Benefits: Reduce rework and lower on-site modi�cation and surplus material
The material management of lump-sum engineering
covers the information control related to material during
engineering, procurement and construction stages. Main
goal is to ensure that proper material can be delivered
to the job site timely according the requirements of
quality and construction schedules in order to fulfill
the requirements of installation works at job site.
Poor material control will lead to rework and on-site
modification work, surplus and waste materials will be
also substantially increased, resulting in resource waste.
All current quotation and implementation projctes of
CTCI come with a set of standard equipment control
process and strong equipment control system to assure
the goal of none-waste green engineering can be
achieved.
13.Application of Building Information
Modeling (BIM)
Benefits: E�ectively control construction schedule to avoid building material waste
In recent years, there has been an increasing demand for
Building Information Modeling (BIM) in the engineering
field. Since 2010, CTCI has applied Revit 3D to build the
models (Figure 2) of general civil and building work
as well as relevant information of building materials
and developed the interface programs to build up a
longitudinal integrated operation on planning, analyzing,
designing, drawing, material take-off, and manufacturing
for civil engineering. They have been successfully applied
to many projects over past years, which not only improve
the quality of engineering designs by providing accurate
drawing, labor and materials but also extending the
applications in construction management to avoid
building material waste and control the construction
schedule effectively.
◎ 2. Illustration diagram shows that Revit 3D was used to generate the 3D model of analysis design
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14.Automatic Wiring & Piping Design
Benefits: Precise consistency in drawing, labor and materials to avoid material waste.
In view of the considerably high spending on manpower
and costs for plant construction engineering to perform
the route planning and design for instrumentation
piping and wiring works, the company has developed
an automatic design system. Users only need to pull
out the main route by using mouse, and the system
will automatically generate the piping or wiring sub-
routes for the instrument of the same signal to connect
to the main route, and then automatically calculate and
label the piping/wiring size or the number of cables
and cable tray size to improve work efficiency, reduce
human design errors, shorten work time, upgrade
the drawing quality and save labor costs. Meanwhile,
system will automatically generate drawings and BOM
by calculating the route data as a construction basis. It
accurately achieves the consistency between drawings
and materials to avoid materials waste.
15.Application of 3D laser scan
Benefits: Improve job site measurement operations
The 3D laser scanner scans with multi-point laser
scanning to establish Point Cloud in digital model.
Through Point Cloud, we can analyze the genuine
objects or environment of the site and gather the
information of shapes and spatial locations to re-establish
precise 3D model of the physical objects or environment,
and bring "plant" into officeon top of engineers' desk,
which effectively improve the site measurement
operations. CTCI applies this technology to projects of oil
refinery plants in Thailand and petrochemical plants in
Saudi Arabia.
16.Application of Mobile Devices at Job Site
Benefits: Reduce the amount of paper use and quickly respond construction status
Adopting the convenience and portability of mobile
communication devices, CTCI's mobile devices bring
the construction operation of site into a new century of
engineering management by walking around. This device
is installed with many Apps of engineering practices
such as the pipeline welding progress, ISO drawing, site
punch, site documents, piping support standard, which
are provided to users to carry out the approval, data
key-in and query activities of construction management
and replace the traditional carrying of paper drawings,
thereby to quickly respond with construction status,
improve work efficiency, and achieve the objectives in
green construction management.
17.Precast Concrete Technology
Benefits: Low maintenance demand with high economic bene�ts
CTCI has developed a precast concrete technology and
promoted its application to EPC lump-sum turnkey
projects. The precast reinforced concrete construction
method involves using reinforced concrete materials that
have been pre-casted in the plant under stringent quality
control before being transported to the worksite for
installation. As compared to traditional on-site concrete
construction method, precast concrete structures
features many advantages, including higher durability,
lower maintenance demand, shorter construction
period, higher economic efficiency, quieter and cleaner
construction sites and higher fireproof rating. This
technology has been applied to silicon, PTA and SRU
plants (as show in Figure 3).
◎ 3. Illustration diagram of precast installation work
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18.Application of Construction Modularization
Benefits: Enhance construction site safety
C o n s t r u c t i o n d e t a i l s a r e d e s i g n e d t h r o u g h
modularization and coordinated with CTCI's innovative
4D programs to simulate the dynamic construction
modularization of rigging process and develop safe and
feasible installation orders. It shortens installation time,
enhances construction quality, reduces work at heights,
avoids industrial safety issues, and reduces site welding
manpower demand. Such modularization has been
applied to Naphtha Cracker and Sulfur Plants, as shown
in Figure 4-5.
◎ 4. Steel Structure Modularization Rigging Simulation
◎ 5. Steel Structure Modularization Rigging Simulation
19.Application of Piping Fabrication and
Installation
Benefits: Increase management e�ciency and reduce errors
During the piping fabrication stage and in cooperation
with 4D construction plan and progress requirement,
all steps from fabrication completion, transport to lay
down area to the final step of transporting from lay down
area to site installation can receive the most detailed
information of fabrication, warehouse management and
installation data through piping fabrication system. Later
the fabrication spools can be added with barcode labels
that can immediately display the relevant data on the
spools through barcode scanner for personnel to identify
and query, as shown in Figure 6. During the installation
stage, construction workers can directly browse and
search for 3D models and relevant documents from
mobile device for the approval activity while concurrently
sharing design drawing and discussing contents with
remote project teams immediately to improve the site
management efficiency, reduce site construction errors
and save construction costs (Figure 7).
◎ 7. Information Query from Mobile Devices
◎ 6. Barcode labels on spools and a�aining information from scanning the barcodes
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Effectiveness in Green Project Sites
�e average duration of a project construction site is at least 3~5 years; there is normally over hundred manpower
at site, including workers and CTCI personnel. Substantial implementation of energy-saving and carbon reduction
work in a project site is extremely important, otherwise, it would lose the meaning of CTCI's promotion of green
engineering. To show respect for resources on earth, CTCI emphasizes the environment and takes issues related
to "energy saving, recycling and reuse, and green environment" into consideration with actual application in the
project site. For this reason, we added three CSR indicators in 2014, the total quantity of waste, money from material
recycling, and disposition fees of waste. CTCI intends to guide all projects under plant construction to prioritize
"the smallest impact to the earth" and to a�ain co-prosperity with the environment. CTCI also develops competition
guidelines to encourage project sites to be devoted in energy saving campaigns.
Start with Daily Tasks To Build Green Project Sites
Instructions 2013 2014 Notes
Indicators Energy
Official vehicles gasoline consumption (Liter/Indirect MH) 0.605 0.059
Machinery gasoline consumption (Liter/Direct MH) 0.0007 0.0010
Machinery diesel consumption (liters/Direct MH) 0.241 0.109
Livelihood {power Consumption (KwH / Indirect MH) 0.447 1.230
Water Resource
Livelihood Water Consumption (cubic meter water/Indirect MH) 0.003 0.016
Construction Water consumption (cubic meter water/Indirect MH) 0.149 1.122
Livelihood Wastes
Paper usage (KG/Indirect MH) 0.009 0.005
Livelihood Waste (paper) 0.002 - 《-》
Livelihood Waste (glass) 0.000 - 《-》
Environmental Performance Indicators for Annual Consumption at Project Sites
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Instructions 2013 2014 Notes
Livelihood Waste (Plastic) 0.001 - 《-》
Livelihood Waste (Metal and aluminum cans) 0.001 - 《-》
Construction Wastes
Construction Waste –Metal (KG/Direct MH) 0.014 0.067
Construction Waste –Wood (KG/Direct MH) 0.169 0.030
Construction Waste –Cement soil and bricks (Cubic meter /Direct MH)
- 0.0002 《+》
Others
Construction waste recycling amount (NTD10,000) - 417,545.0 《+》
Construction waste treatment costs (NTD10,000) - 2,440,397.0 《+》
Number of scaffolds used repeatedly (construction amount/number of construction site access)
1.075 1.356
Number of shuttering used repeatedly (construction amount/number of construction site access)
5.696 0.036
Site environmental greenness (square meters/base area) 0.015 0.000
ResourceCon-sumption
Direct man hour 2,796,791 3,770,989
Indirect man hour 1,139,365 1,977,550
Total energy consumption (MwH hours) 13,537.357 8,286.689
Total water resource consumption (cubic meter water) 36,563.7 179,866.9
Total livelihood waste production (KG) 14,345.1 10,747.9
Total construction waste production (KG) 271,696.8 951,106
Direct/indirect greenhouse gas emission (metric tons of CO2)/h 3,560.12 2,730.2
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Notes:
1. Signs instruction for 2014 measurement indicators (+): Addition (-): Deletion.
2. Indirect Man Hour (Indirect MH) = Direct Man Hour, referring to construction office workers. Direct Man Hour (Direct MH)= Direct Man
Hour, referring to construction site worker such as steel bar workers, cement workers and electricians.
3. Greenhouse gas emission (metric tons) =(Gasoline consumption (liters) / 1000x2.263)+(Diesel consumption (liters) / 1000x2.606)+(power
consumption (kwh) / 1000x0.522) (in particular, the coefficients 2.263 and 2.606 refer to the gasoline and diesel emission coefficients
announced by the EPA in 2011, 0.522 is the 2013 power emission coefficient announced by the Bureau of Energy, Ministry of Economic
Affairs).
4. Various energy consumption GJ (Giga-joule) calculations:
(1) Gasoline GJ calculation (metric tons) =gasoline consumption (liters) / 1000x0.72g / cm3x44.8
(2) Diesel GJ calculation (metric tons) =diesel consumption (liters) / 1000x0.85 g / cm3x43.33
(3) Power GJ calculation (metric tons) =power consumption (kWh) x0.0036
(4) According to the Bureau of Energy, Ministry of Economic Affairs' annual statistics report, the average density for gasoline is 0.72g / cm3
and 0.85g / cm3 for average diesel density.
5. Energy converted to power:
(1) gasoline/diesel KwH calculation = gasoline/diesel GJx277.778
(2) 1MwH=1000KwH
6. Volume converted to weight:
(1) 1 cubic meter = 1000kg.
Types of Use and Total Amount 2013 2014
Direct and Indirect Green-house Gas Emission
Official vehicle usage (liters) / (GJ) 688,991/22,224.11 117,386.7/3,786.4
Machinery gasoline consumption (liters) / (GJ) 1,978.50/63.82 4,263.3/137.5
Machinery diesel consumption (liters) / (GJ) 674,556.60/24,844.23 476,052.9/17,533.3
Power consumption (1000 kwh) / (GJ) 445,080.20/1,602.29 2,326,350.7/8,374.9
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Resource Use Distribution Chart
Total Energy Consumption (MwH hours)
Total Waste from Life Production (KG)
Direct/Indirect Greenhouse Gas Emission (metric tons of CO2)
Total Water Resource Consumption(cubit meter water)
Total Construction Waste Production (KG)
2014
2014
2014
2014
2014
2013
2013
2013
2013
2013
8,286.69
10,747.9
2,730.2
179,866.9
9,511,106
13,537.357
14,345.1
3,558.34
36,563.7
271,696.8
Note: Increased workload in 2014 added the number of people using energy and prolonged hours. The total consumption was less than 2013.
Note: Four construction sites in Taiwan were included in the 2013 measurement while 6 construction sites were included in the 2014 measurement, resulting in reduction of waste from life.
Note: workload increased in 2014 but direct/indirect greenhouse gas emission was lower than 2013.
Note: Increased workload by Talin Power Plant and Linkou Power Plant in 2014 plus the 30,000 tons of HSBC projects from Kraton Formosa Polymers Corporation and the Flare Gas Recovery System project of CPC Talin Plant that started construction this year have contributed to the increased water consumption for construction.
Note: Increased workload by Talin Power Plant and Linkou Power Plant in 2014 plus the 30,000 tons of HSBC projects from Kraton Formosa Polymers Corporation and the Flare Gas Recovery System project of CPC Talin Plant that started construction this year have contributed to the increase of construction building waste in 2014.
Project Site CSR Environmental Protection
Competition
To encourage project construction sites to devote in
environmental protection for fulfilling CSR, CTCI has
specially organized the environmental protection
competition and selected 6 items as the primary targets
of competition in order to impel all construction sites
with actual participation in environmental protection
through competition. The six indicators are described
below:
1. Project site office livelihood water consumption (used
by every person from the office per hour)
2. Project site office livelihood power consumption (used
by every person from the office per hour)
3. Official vehicle gasoline consumption (used by every
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person from the office per hour)
4. Paper usage (used by every person from the office per
hour)
5. Valued waste recovery amount (Average amount from
direct man hour)
6. Fees for commissioning wastes for handling (Average
amount from direct man hour)
In the 2014 competition results, the Linkou Power Plant
and Talin Power Plant have received progress award
and best performance award in terms of official vehicle
gasoline consumption, paper use, and construction
site office water consumption. Apart from presenting
awards as encouragement, the Construction Division
also gives awards at the year-end construction site
manager's meeting as incentives. In view of this, Linkou
Power Plant Zhi-Hou Su expressed: "We apply some
management method to execute the use of paper
and electricity. For example, we promote paperless
operations and encourage all employees to use email
for correspondence and we will not stock up too much
on paper for photocopy, so that everyone will reduce
the use of paper. Additionally, we turn off the light and
air conditioning during lunch time while the Office of
General Affairs would patrol the construction site from
time to time, so that they will take immediate actions
in case the lights or air-conditioning have not been
turned off." For this reason, Zhi-Hao Su has observed that
many employees have treated energy saving for power
and water consumption as a handy habit. They have
internalized such concept and therefore could present
a brilliant performance at the environmental protection
competition. In the future, CTCI will continue to hold
similar competitions and activities for construction
sites in an attempt to encourage all workers at the
construction site with exercise of energy saving and
environmental protection in life.
Award Indicator Winning Project Site Content
Progress Award Official vehicle gasoline consumption
Linkou Power Plant Saving 10% or higher in June and October than the same period from last year. Talin Power Plant
Progress Award Paper use Linkou Power Plant Saving 10% or higher in June than the same period from last year.Talin Power Plant
Progress Award Construction site office livelihood water consumption
Linkou Power Plant Saving 10% or higher in April and June than the same period from last year.
Progress Award Construction site office livelihood power consumption
Linkou Power Plant Saving 10% or higher in June than the same period from last year.
Best Performance Award Official vehicle gasoline consumption
Talin Power Plant Average official vehicle gasoline consumption was 0.04 liters/Indirect MH and was the construction site with the best performance for that year.
CSR Competition Award for Project Site
◎ Medals for Environmental Protection CSR competitions by project sites.
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The 2014 water consumption during the initial stage of construction was considerably higher than that of
2013 due to the increased number of new projects. The following improvement on construction water and
livelihood water was continued from the 2013 practice to reduce and effectively utilize water resources:
Livelihood Water Consumption for in Project Sites Offices
The administrative office is installed with water-saving device to adjust
the water supply pressure according to the number of staff stationed to
the site. The water storage container (water tower) is elevated and uses
difference of height (gravity) to increase water pressure, reducing the
number of pumping.
Water Consumption at Project Site
Use the pipe amp of storage tank at the site to test water pressure before
supplying water to other pipes for pressure test (The water use for 1800
metric tons of pressure test on the spherical storage tank is applied with
batched procedures for repeated use).
Water Amount Recycled from Rainwater, Reclaimed Water and Livelihood Water
Effluent flowing from ground surface or temporary waste water treatment facility is collected to the temporary
sediment facilities. The supernatant liquid extracted after sediment is used for industrial park sprinkling. This
method can reduce dust while prevent air pollution. It can also be used for concrete cooling and maintenance.
Water Resource Conservation
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Air Pollution Prevention
For land and materials exposed without pavement, cover with dustproof cloth
and mesh to avoid dust. Monitor air quality on a regular basis.
Noise Prevention
Technique: Use drill machine (i.e. embedded foundation piles and fully
encased pipe foundation pile) to avoid the traditional hitting methods,
which not only protects the health of workers but also will not affect the
environmental quality of community residents.
Oil and Sewage Prevention
Sewage discharge project: Take consideration of designing sewage discharge pipeline with sewage storage
pool when preparing comprehensive planning (The proprietor also specifies to discharge the water from roof
gutter of CTCI to special sewage disposal tank).
Routine machinery maintenance: No replacing oil in the area to avoid dripping during the replacement process
and contamination.
Drainage canal: Use impermeable materials (i.e. concrete) for construction and prevent waste water (sewage)
from seeping into the soil and result in secondary contamination.
Machineries and construction vehicles are required to rinse off dirt using sprinkling equipment or at the car
washing pool before leaving.
Conduct environmental monitoring to monitor the effluent water quality at the project site. The sprinkling
truck will move in the project site back and forth for cleaning and prevention of dusts concurrently.
Environmental Protection Measures for Construction
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F ollowing the high development in industry and
technology, global warming and climate change
have become increasingly severe. As a member of
global village, CTCI not only constantly develops more
new energy-saving and carbon reduction engineering
technologies in professional fields but also regard
such issues as one of the key daily works inside the
headquarterss building.
It is easy to spot the various slogans regarding energy
saving in the public areas of CTCI building, seemingly
to remind us to pay little attention and any small
gesture and habit could save the earth and protect the
environment. In fact, CTCI building has recently been
completed and has shown substantial progress in terms
of energy saving and carbon reduction compared with
some older model of office buildings. Nonetheless, CTCI
does not stop here but to continue holding open and
innovative ideas by interchange experiences with other
enterprises while brainstorming to devote in the energy-
saving and carbon reduction for headquarterss buildings.
Effectiveness in Energy Saving, Water
Conservation and Power Saving for Office
Buildings
CTCI has re-reviewed the headquarters buildings in 2014
including the use of power and water by conducting
a series of improvement measures. Except for existing
energy-saving equipment such as variable-speed
air conditioner, T5 lighting fixture, and LED lighting
fixture, CTCI applies central control to manage the air
conditioning and lighting configurations in public areas
while conducting multiple improvement measures for
different electronic appliances in the building.
Electric Equipment
Improvement Measures
Elevator 1. Change elevator mode during peak hours to stop at odd or even numbered floors (previously at
upper and lower floors).2. Some elevators are shut down after working hours or on the weekend to maintain minimal operation.
Lighting 1. Replace the lighting in meeting room and escape stairs with LED lights.2. Strengthen weekend patrol to reduce unnecessary lighting.
Air conditioning 1. All office air-conditioning is collectively shut down at 8pm at night during the week and employees
may turn on the air-conditioner manually. 2. Strengthen the weekend patrol to reduce unnecessary air-conditioning.
Refrigerator Gradually phase out old refrigerators and replace with variable-speed refrigerator.
Steaming box Make announcement to remind employees to use lunch box steamer collectively.
Photocopier Entering energy-saving mode when idle for 60 minutes.
Personal computer Detect computers un-turned off at night and send email to remind users.
Water dispenser Shut off some water dispenser at night and on the weekends.
The total power consumption for 2014 was saved by 0.8% compared with 2013.
Build Energy-Saving and Carbon-Reduction Office Environment
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With regards to water consumption management,
the office water supply is directly supplied by Taiwan
Water Corporation. With the exception of large use via
automatic sensing faucets and the water conservation
via controlling water dispensing amount and dispensing
time, many water saving slogans are created to remind
employees for water conservation and contribution to
the earth.
Nonetheless, the 2014 total water consumption was still
increased by 3.7% compared to 2013. The main reason
could be the recent health promotion advocated by the
company to encourage employees to exercise after work
(i.e. aerobics and table tennis) that leads to employees
taking shower and drinking water after exercise. In
addition to reminding employees of water conservation
through constant public announcing, CTCI will continue
to search for improvement measures that can save more
water.
Additionally, with regards to paper management, the
company continues to strengthen the promotion on
reduction of unnecessary printing and double-sided
printing shall be adopted in case a printing is required, in
order to reduce the paper use of the company. Moreover,
printing access identification mechanism is added to each
multi-function printer since 2012. All employees must
use employee identification badge before receiving the
report or data while all the computers of employees were
configured to print double-sided, which not only reduces
paper use but also reminds the important of conservation
on paper use. Statistics show that the 2014 total paper
use for 2014 was reduced by 8.63% compared to 2013.
Apart from continuing the use of FSC compliant paper at
the office for the coming year, suppliers of blueprints shall
also use FSC compliant papers to reduce the damage
to rainforests. Employees will continue to be reminded
by public announcements with rigorous requirement of
using double-sided printing as well as the recycling of
single-sided paper.
The calculation of greenhouse gas emission is based
on the proprietary calculation and according to the
calculation method announced by the EPA and Bureau
of Energy, Ministry of Economic Affairs. The 2014
headquarters building has generated 3,318.91 metric
tons of CO2, down by 0.76% compared to that of 2013.
YearTotal power
consumption (kwh)
Heating value conversion
number (GJ)
Power consumption indicator (kwh/ping)
EUI(kWh / m2.yr)
Power consumption
reduction rate (%)
2012 6,163,407 22,188 603.99 147.3 2.3
2013 6,311,179 22,720 618.48 150.8 -2.4
2014 6,258,491 22,530 613.31 149.6 0.8
Notes:.Power consumption indicator = total power consumption (kwh) ÷ ping size (10204.4).Power consumption reduction rate = 1- (current year power consumption indicator ÷ previous year power consumption indicator). . EUI: Power consumption reference indicator for building users. Bureau of Energy, Ministry of Economic Affairs announced office buildings (including
indoor parking lot) with average value of 186.2 kWh / m2.yr. Headquarters office area of use 33733.60m2, parking area 8112.31m2 and a total of 41845.91m2
Headquarters Building Power Consumption in Last 3 Years
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Headquarters Building Greenhouse Gas Amount Statistics in Last 3 Years
Notes:Direct and indirect greenhouse gas emission = 【official vehicle gasoline consumption (liters) / 1000*2.263】+【power consumption (kwh) / 1000*0.522】, in particular the coefficient 2.263 was cited from the EPA's greenhouse gas emission coefficient management table. The Bureau of Energy, Ministry of Economic Affairs announced electricity emission coefficient for 2012 was 0.532 and 0.522 for 2013. Greenhouse gas emission reduction rate = 1- (current year direct and indirect greenhouse gas emission ÷ previous year direct and indirect greenhouse gas emission)
Headquarters Building Paper Use in Last 3 Years
Notes:. Recovery rate: current year paper recycled amount ÷ current year total paper use . Paper use reduction rate = 1- (current year total paper use ÷ previous year total paper use). . 2012 adoption of double-sided printing and access identification mechanism has substantially reduced paper use.
Year Total water consumption
(cubic meters)
Average number of people per office building (people)
Water consumption indicators
Water consumption reduction rate (%)
2012 18,063 1,790 10.083 21.63
2013 21,002 1,945 10.780 -6.9
2014 22,619 2,024 11.179 -3.7
Headquarters Building Water Consumption in Last 3 Years
Notes:. Water consumption indicator = Total water consumption (cubic meters) ÷ office building average number of people (this method has been used for
calculation standard since 2014). .Water consumption reduction rate = 1 – (current year water consumption indicator ÷ previous year water consumption indicator) .Company waster consumption consists of livelihood water consumption and office water consumption. This water is discharged to the drainage directly
and the water consumption recovery rate is 0%.
YearTotal paper use
(KG)Total paper recycled
(KG)Recovery rate
(%) Paper use reduction rate
(%)
2012 81,617 23,370 28.6 19.9
2013 107,958 26,540 24.6 -32.3
2014 98,644 23,310 23.6 8.63
YearOfficial vehicle
gasoline consumption (liters)
Power consumption
(kwh)
Director and Indirect Greenhouse Gas Emission
(metric tons CO2)
Greenhouse gas Emission reduction rate (%)
2012 20,475 6,163,407 3,349.92 2.4
2013 22,073 6,311,179 3,344.39 0.17
2014 22,968 6,258,491 3,318.91 0.76
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To implement energy saving and carbon reduction
through daily work, the CTCI headquarters building
has developed the following measures to remind the
employees to develop habits in energy saving and carbon
reduction through routine promotion and notes.
1. Air conditioning connected with lighting switch so
that air conditioning will automatically shut off when
lighting is turned off.
2. Public area is configured for lighting switch modes
during different time slots.
3. Promote Office 5S management to carry out energy-
saving behavior competition each month.
4. Use broadcast to remind employees to turn off
unnecessary lighting and air conditioning.
5. All affiliated enterprises of the group in Taiwan and
abroad shall respond to the Earth Hour lights-off for
energy-saving and carbon reduction each March.
6. Routinely remind the employees to develop energy-
saving habits and establish corporate culture in energy
saving.
7. Security guards shall patrol the office at night and turn
off lighting and air conditioning.
8. Configure the temperature for air conditioning
collectively according to the outdoor temperature of
the season and prepare into records for review and
adjustment.
9. Shut down some elevators after work or on the
weekends.
10. Routinely check the amount of water dispensed by the
faucet in the restroom and the water dispenser in staff
room.
11. Recycle and reuse the water from the outdoor viewing
pond.
12. The building rooftop is installed with rainwater
recycling system to provide use for the outdoor
plantations.
13. Prior to washing the water storage tank, shut down the
inlet valve through concise timing according to the
current water storage and estimated amount of water
consumption daily to reduce water release (currently
the external water inlet is suspended in 36 hours
before washing the water tank).
14. Replace the lighting in recycling room, staff room and
public areas with LED lighting.
15. Use email to replace paper for data transmission. Set
up document output in double-sided printing and
encourage the use of recycled paper.
16. Adopt e-official document and various E-Flow
authorization processes to reduce the use of paper.
17. Request paper suppl iers to provide FSC mark
compliant paper.
Except for the aforementioned conducts already adopted,
CTCI is estimated to develop more innovative issues in
2015 to further implement energy saving and carbon
reduction:
1. Install sensing lighting in public areas such as the staff
room, stairs, and parking lots.
2. Consult with relevant professional suppliers for energy
saving on telecommunication computer room and IT
equipment.
3. Draft the statistics on employee going to work and
getting off work, business trips and other indirect
methods that generate greenhouse gas.
4. Organize energy-saving proposal for the entire
company in an attempt to brainstorm for more energy-
saving related creativity through the wisdom of more
people.
Energy-Saving Measures for CTCI Headquarters Building
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Transform Waste into Resource
W aste disposal in Taiwan was mostly carried out
in the form of random littering before 1984 until
the Government promulgated the "Urban Waste Disposal
Program" in 1984 with guidelines mainly emphasized
sanitar y landfi l l . By 1991 the waste incinerat ion
technology became increasingly mature and hence the
Executive Yuan regarded waste incineration treatment
as one important objective at the technology meeting
by developing the "waste incineration supplemented by
landfill" disposal policy for waste. At the same time, CTCI
could cover the design, construction, commissioning,
operation, and maintenance of the incineration plant
as well as collection and transportation of waste.
CTCI is an integrated upstream to downstream waste
disposal service provider, in accordance with corporate
pr inciples "professional ism, integr ity, teamwork ,
innovation" toward the flue gas, waste water, bottom
slag, and fly ash generated by incineration process with
proper monitoring and detection mechanism, and
pollution prevention measures. Apart from fulfilling the
responsibility in proper waste incineration treatment, also
utilizes the heat generated from waste incineration to
maximize the benefits of each ton of waste. On the other
hand, by adopting the following strategies and behaviors
in the achievement of energy saving and carbon
reduction autonomous management, resource recycling
and reuse, and environmental education, as described
below:
Realize the Concept of Environmental Protection in Life
The business division responds to the concept and
actions of 5R (Reduce waste, Recycle resources, Repair
usable objects, Refuse to use product nonconforming
to environmental protection, and Reuse) through the
following examples:
(1) Transmit data in electronic forms whenever possible
to reduce paper use. For example, for the monthly
report from each plant that requires printing, bonding
and postal mail to the headquarters, we scan the
monthly report into PDF file and send to the company
via email for review, which not only saves photocopy
and postal fees but also reduce the storage space.
(2) P r o m o t e a n d c h o o s e g r e e n p r o d u c t s w i t h
environmental protection marks such as cartridges
and energy-saving products.
(3) Replace with efficient lighting fixture and improve
the lighting control modes. For example, the 400W
mercury-vapor lamps for Xindian waste incineration
plant's reception hall were replaced with 10 energy-
saving light bulbs with 75W to save 14,235 kWh per
year. In the example of Keelung waste incineration
plant , the replacement of emergency escape lighting
with 200 LEDs can save 15,312.45kWh.
(4) Install maintenance management information system
to effectively control the life cycle of equipment and
be able to immediately replace key components,
extending the life cycle of equipment.
(5) The waste oil and waste materials produced from
operation and maintenance were central ized,
categorized and then reused.
(6) Phase out and replace with new air conditioner. In the
example of Xindian waste incineration plant, three
air conditioners were replaced in 2014, saving annual
power consumption by 13,688 kWh.
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Reduce Consumption and Emission during Incineration Process
In recent years, the world is discussing the impact
brought by climate change to the earth due to the
effects of global warming. In the midst of such critical
moment and as the leading enterprise in environmental
protection and also the industry for greenhouse gas
emission, the wholesale electricity sale for waste
incineration plant under the operation of the CTCI
Environment & Resources Business Operations (ERBO)
in 2014 was 1,073,072.45 MWh (as shown in Table 1). Per
Taiwan Power Company and Companhia de Electricidade
de Macau announced publicly the average monthly
electricity consumption per household in 2014 was 298
kWh and 341 kWh respectively, which supplies electricity
to about 295,000 households each year. Due to the
reduction of output power converting to CO2, about
543,000 tons of CO2 are reduced based on the calculation,
which is equivalent to the reduction of approximately
214,000 metric tons of coal (calculated by the 2.5349
metric tons of CO2 produced by one metric ton of coal)
and also equivalent to the 1 year of CO2 absorption by
1,396 Daan Forest Parks (calculated by 1 year of CO2
absorption of 389 metric tons by one Daan Forest Park).
The total waste going into the 24 incineration plants in
Taiwan was 6,420,400.01 metric tons in 2014 while CTCI
ERBO operated the 8 incineration plants in Taiwan alone.
The total amount waste going into these 8 incineration
plants in 2014 was 2,129,022.23 metric tons with a total
of 2,106,576.23 metric tons processed. The wastes going
to the plant under the category of municipal solid waste
accounted for 1,649,271.31 metric tons while the general
industrial wastes accounted for 479,750.92 metric tons,
equivalent to the waste amount produced by 5.24 million
people in one year (calculated according to the 0.863 KG
of waste produced per person per day announced by
the Department of Waste Management, EPA of Executive
Yuan in 2014) and the industrial wastes produced by
17,000 plants.
The total waste going to the two waste incineration
plants in Macao in 2014 was 457,371 metric tons. In
particular, the general wastes accounted for 447,591
metric tons and the industrial wastes accounted for
9,780 metric tons. The general wastes of all Macao areas
are within the scope of service by CTCI's ERBO, serving
630,000 people in population.
Additionally, CTCI's ERBO has promoted proposals of
improvement system since 2009 and encourages the
employees to propose safer, more effective or energy-
saving improvement solutions for the operating
environment, equipment or methods. Employees will
be granted with prizes as incentives once their proposal
has been accepted and approved to be constructive
proposals.
In the example of Tainan Chengxi waste incineration plant
Branch , 112 cases have passed review for constructive
proposals between the promotion in 2009 and 2014, with
an approval rate of 75%. In particular, the installations of
time relay control to the reception hall and the lighting
loop of boiler house as well as the modification to the
lighting loop in the mid to low voltage switch room
(as shown in Figure 1 and Figure 2), saving power by
97,016 kWh per year and reducing CO2 emission by 50.6
metric tons per year. As for air-conditioning system,
temperature switching control has been installed to
the air-conditioning box of low-voltage switch room,
changing the main transformer and mid to low voltage
switch room to variable-speed control and chilling water
main unit (as shown in Figure 3 and Figure 4); saving
power consumption by 242,086.8 kWh per year and CO2
emission by 126.4 metric tons per year. The improvement
on energy saving, water conservation and improvement
on power saving through multiple processes and the
reduction of secondary pollution has been awarded by
the Bureau of Energy, Ministry of Economic Affairs in 2014
with the special honor in Energy Saving Excellence Award
(as shown in Figure 5). The Division of Environmental
Resources wil l continue to work towards carbon
reduction for the earth, provide quality environment and
convenient life, leaving sustainable and beautiful clean
land for our later generations.
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Item/Plant Electricity sales (Mwh) Electricity sales x 0.522 kg/kwh=reduction of CO2 emission (kg)*Electricity sales x 0.4kg/kwh = reduction of CO2 emission (kg) (Macao)
Keelung 91,676.48 47,855,122.56
Xindian 68,277.70 35,640,959.40
Shulin 107,440.90 56,084,149.80
Taonan 232,348.50 121,285,917.00
Miaoli 75,170.50 39,239,001.00
Houli 150,007.10 78,303,706.20
Wurih 139,783.89 72,967,190.58
Tainan 65,792.88 34,343,883.36
* Macao 142,574.50 57,029,800.00
Total 1,073,072.45 542,749,729.90
2014 Waste Incineration Plant Electricity Wholesale Table
◎ 1. Boiler house installed with time relay
◎ 2. Installing time relay control to the lighting loop of the reception hall
◎ 3.Replacement of main unit of chilling equipment
◎ 4.Change Mid to Lower-Voltage Switch Room into Variable-Speed Control
◎ SESC Houli Incineration Plant certi�ed with "Energy Saving and Carbon Reduction Action Badge" from Environmental Protection Administration (EPA).
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◎ 5. 2014 Tainan plant awarded with Energy Saving Excellence Award
◎ 6. EPA Audit and Evaluation Excellence Award.
Reduce Secondary Pollution, Energy Saving and Water Conservation
Currently the waste water from municipal solid waste
incineration plant handled by CTCI's ERBO reuses boiler
waste water, process waste water, cleaning waste water,
livelihood waste water, and car washing waste water
for the plant, attaining "zero waste water discharge." In
the example of Houli incineration plant , the plant has
participated in the energy saving evaluation held by
Ministry of Economic Affairs in 2013 for the execution
of multiple energy saving behaviors and has been
awarded by the MOEA with a trophy in "Energy Saving
Elite with Excellence and Innovation." At the same time,
Houli plant participated in the energy saving and carbon
reduction mobile mark campaign held by MOEA in
the same year and received the "2013 Energy Saving
Mobile Mark Enterprise Category B (manufacturing site)
Excellence Award" from the EPA in December 2013. The
main energy saving and carbon reduction measures
include lighting and air conditioning management,
water use management, plant equipment energy-saving
improvement and installation of e-vehicle charging
stations. In 2014, the plant has received the special award
from the Executive Yuan EPA Audit and Assessment
Award – Energy Utilization Award (as shown in Figure 6).
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Promoting Friendly Community and Environmental Education Facilities
CTCI's ERBO has long been committed in the operation
of various environmental facility and technological
services, exerting efforts in environmental sustainability.
Nonetheless upholding to the philosophy of pursuing
perfection, ERBO appeals in "environmental sustainability"
and "environmental education" to promote facility
improvement and social environmental education.
Environmental education emphasizes environment
related knowledge, attitude, and technology. It aims
to implement sustainable environment. Environment
education comprises six core learning spirits, including
" n a t u r a l re s o u rc e p re s e r v a t i o n ," "e nv i ro n m e n t
management," "ecology pr inciples," " interact ion
and interdependence," "environment ethics," and
"sustainability". The urban waste incineration plant
operated by ERBO integrates with local culture and
history by designing curriculum for different targets by
the way of observation with eyes, perception by heart,
and listening through ears to learn and the curriculum
makes participants to understand the impact of wastes
on the environment. The characteristics are described in
the following points:
(1) Integrate local culture and natural characteristics to
design environment education curriculum.
(2) Design general education and professional curriculum
for different group demand.
(3) Integrate with native plant around the facility, existing
pools and establish ecology education zone.
(4) P lant sed iment waste through regenerat ion
presentation.
Apart from proactively organizing multiple environment
education activities and apply for certification in the
area where the incineration plant is located, CTCI
also holds multiple household, neighborhood street
cleaning, natural ecology and environment education
campaign observation in other counties and cities,
resource recycling and environment ecology education
observation, low-carbon LOHAS environmental summer
camps, as well as other educational and interactive
activities for the residents.
Following the Tainan Refuse Incineration Plant-Chengxi
Branch passing the cer tif ication for environment
education facility premise, there have been 78 sessions
of environment education held with a total of 3861
participants, making Tainan Refuse Incineration Plant-
Chengxi Branch the first incineration plant among the
five municipalities to pass certification (as shown in
Figure 7). The Keelung Recycling Plant and Miaoli BOT
Incineration Plant under the operation of SESC in 2014
have both passed the certification for environment
education facilities.
In particular, the Keelung City Recycling (Incineration)
Plant integrates local culture, ecology and geographic
evolution of the premise by developing a curriculum
plan on "Fantasy Journey of Incinerator," allowing
participants to perceive the beauty through five senses.
The participants are able to understand the striking
environmental change caused by human through the
evolution of waste disposals while they can also perceive
the heat from burning waste as well as understand how
thermal energy transforms into kinetic energy personally
(as shown in Figure 8). In spite of the imperfection
with the incineration plant, there is certain value for
its existence. For example, the sanitary landfill is also
restored into beautiful park and wetland due to the
opening of the incineration plant expects participants to
reflect on their own behaviors through the observation
on waste disposal process in addition to save energy,
resource and protect the environment through waste
reduction, classification and recycling.
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◎ 7. Tainan Refuse Incineration Plant – Chengxi Branch
◎ 8. Keelung Plant Personnel Experiencing Temperature through the Flare Peeping Holes
◎ 9. Miaoli Plant organizing Zhunan Ecology Wetland Environmental Protection Education Camp
◎ 10. Emergency Response and Drills for Personnel Falling inwaste bunker
Simple and lively methods, such as theme exhibition
designs and the assistance of hardware/software, are
applied in the Miaoli BOT waste incineration plant,to
help learners understand how waste disposal issues in
Miaoli County are tackled under the principles/objectives
of "stabilization," "sanitation," and "resource". At the
same time, the participants can understand the nearby
abundant ecology and environment. Miaoli plant designs
5 theme-based figures and each of them comes with
different personality and expertise, giving them different
mission in environmental protection and leaving people
impression through interactions. The curriculum plan
also designs three courses in "everyone loves green
dream works," Puhas Little Helper" and "Recycling and
Restructuring" to carry out teaching and interaction,
so the participants will understand the advantage and
disadvantage of the incineration plant as well as to
prepare for environmental protection at all time and
contribute efforts for the benefits of the earth (as shown
in Figure 9.)
Additionally, the Keelung City Recycling Plant was
invited by the Occupational Safety and Health Center
in Northern Taiwan to deliver a seminar on cleaning
personnel safety and personnel response and drills for
falling into the storage pits in April 2014 (as shown in
Figure 10). There were nearly 100 people participating in
the activity and the actual drills through film propagation
also teach the cleaning staff with operational safety in an
attempt to change the personal behavior of participants
through different promotional methods.to demonstrate
our concern for the earth and environment as well as the
safety and health of personnel.
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In the process of becoming the most reliable global engineering
service provider, CTCI Corporation also profoundly perceives and
acknowledges the efforts of all group employees for such growth while
the support and recognition of different communities are also the
key force driving CTCI to move forward. For this reason, CTCI not only
appreciates but also spares no efforts in caring for the employees and
giving feedback to the society through actual actions. CTCI asks itself
to care for this land by promoting various social charity events with full
efforts.
Hence, this section will describe CTCI's actual behaviors and future
prospects in employment care and fostering, relation with proprietor
and Vendors and social charity commitment through three dimensions,
including "Building a Healthy and Happy Work Environment," "Building
Friendly and Harmonious Partnership" and "Professional Participation
and Social Services."
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Building Healthy and Happy Work Environment
T he key to a company's sustainable management
is the building of quality environment for talent
development. C TCI not only develops Individual
Development Plan for each employee in terms of talent
fostering but also injects efforts in online learning
curr iculum, mentor & Mentee system whi le the
establishment of Knowledge Management (KM) system
facilitates the legacy and sharing of knowledge.
Moreover, CTCI is also committed in building healthy
and friendly workplace by establishing a health center
for physicians on-site and nurses health promotion
services. The health center designs a wide diversity of
health promotion activities and advocate correct health
knowledge to employees. Moreover, CTCI also actively
encourages club activities for employees to get together
and bond with each other, jointly creating a healthy and
happy workplace that encourages learning & sharing.
Fostering Talent
CTCI is committed in fostering outstanding talent.
The company recruits newly graduated students in
different fields, including mechanical, electrical, chemical
engineering, civil engineering, and international trade.
In terms of the strategy of talent selection, the company
does not recruit talents through poaching but expects
to provide complete education and training courses, and
foster engineering students who just graduated from
school. Due to its valuation on the breadth and width of
talent fostering with emphasis on continuous learning
and growth in employees, the recent talent fostering plan
of CTCI gradually shifts toward internationalization while
strengthening employees' engineering competency,
management capacity, language proficiency, and macro
international horizon.
Moreover, CTCI offers services to customers all over the
world; to implement its corporate social responsibility,
CTCI also expects to share it professional knowledge in
engineering fields with local students. For example, CTCI
(Thailand) Co., Ltd. signed a cooperation memorandum
for internship project with IRPC vocational school on
August 22, 2013 to provide 6-month internship for
14 local students. The training content consists of
design and construction work and more young people
interested in engineering can access this professional
field through this learning and growth platform.
Individual Development Plan (IDP) Tailored for
Employees
To provoke the passion for work in every employee
and in consideration of the need for the organization
to satisfy employees with self-realization, CTCI started
promoting Individual Development Plant (IDP) for all
employees since 2014. Each employee may develop
different learning development plant according to
the corporate development, competency required
for the function and individual development intent,
which urges the employees to increase their own KSA
(knowledge, skill and attitude) while employees can
develop training, experience, disciplines, and refinement
based on their own strength and weakness through
communication with the coach. Consequently the overall
competitiveness in employees is enhanced to reach win-
win situation between the employees and the company,
which forms an unconstrained work environment with
infinite development.
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Mentor & Mentee System Keeps New Recruits
Company
CTCI believes that the fostering of talents require both
internal and external considerations. With regards
to external talent fostering, CTCI not only provides
scholarship to students of engineering department
with excellent academic performance and in poverty as
incentives but also offers internship opportunities for full-
time students to accumulate hands-on experience in
work. During the internship, students working in CTCI will
receive help from mentor served by senior employees,
so that interns can possibly learn the richest industrial
knowledge in just two months. Moreover, CTCI also
discusses the possibility of internship credits with the
department of engineering in relevant universities and
projects to contribute efforts in fostering engineers for
Taiwan.
Online Courses Provide Zero-Distance Learning
The internal cultivation curriculum of the company offers
physical courses from time to time and establishes an
online training platform on the Global Training System
so that employees at home or abroad could all attend
courses online via conference in synch or non-synch
online courses, without the constraint of time and place
and accomplishing the training objectives of "ubiquitous
learning." Apart from courses in professional fields,
employees could also manage individual training status
by checking personal learning status at any time and
helping supervisors to understand the training status of
their subordinates. Statistics show that over 1.2 million
people have used the Global Training System (GTS) online
since its launch in June 2009 and as of December 2014.
I was acquainted with CTCI during my junior year at
the Department of Civil Engineering in National Central
University.
In the summer of my junior year, I wanted to accumulate
my own practical experience and so I applied for part-time
work at CTCI. Although I only worked there for 2 months,
I have learned many things during that period and I also
discovered much knowledge about engineering from
the CTCI KM. Even though I was a part-time employee
for the summer, the senior engineers and supervisors all
assisted me to perform my duties with patience. They
even let me receive education and training with the new
recruits. I could perceive the tremendous efforts of large
corporations to foster talent.
Frankly speaking, after working part-time in CTCI for 2
weeks during summer vacation, I had made up my mind
to become a full-time employee of CTCI after graduation
because not only could I contribute what I have learned
to CTCI, I will have the opportunity to understand the
overview of engineering circle and participate in different
engineer ing c yc les as a c iv i l
engineer due to the division or
work and shift-based systems of
the company. I have been looking for such work nature
and environment.
Finally, I have passed the test and became a new
CTCI recruit in September 2014. The company offers
education and training as well as mentorship for new
employees, which has stabilized us emotionally. Under
the leadership of senior engineers, we eventually entered
the engineering field through simulated cases and we
received abundance of experience. I am also able to
develop relation with colleagues of the same session since
we attended classes together. Moreover, the company
offers various association activities and curriculum for
employees to get in contact with other employees from
different departments and of different age after work. We
are able to increase knowledge and learn from each other.
I feel very fortunate to learn and grow with many partners
from the engineering field.
CTCI is the Best Place for Engineers to Learn and Grow CTCI Civil & Building Engineering Dept., Hsing-Yu Chen
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The company act ivates the onl ine profess ional
competency assessment system in every half year since
2012 for the average employees and the supervisor will
assess the employees. The "Reaching Rate of Enhanced
Competence is established for the annual quality
objectives " to routinely review the promotion of talent
quality. The "Reaching Rate of Improving Professional
Competency" for 2014 is projected to be ≧ 90% while
the ReachingRate of Improving Professional Competency
for 2014 has increased from the 92.2% to 94.4% and from
the first half year to the second half year. All departments
will develop learning development plant for employees
with gap in professional competency. For deficiency
in professionalism, employees are encouraged to take
external courses or invite CTCI internal instructors for
offering courses, in addition to evaluating the students'
learning status and development.
The management training for supervisors emphasizes
management skills and hence the company offers
courses in international corporate management,
organizational behaviors and management, financial
management, customer relation management, innovative
management, commercial negotiation, subordinate
guidance, comprehensive communication. For most
CTCI employees graduating from engineering colleges,
these skills are required by the workplace and can solve
organizational issues as well as contributing considerable
help to the society.
Apart from the training courses held by the company
and the participation of external training curriculum, the
company encourages employees to upgrade and pursue
excellence, while the company offers domestic and
overseas on-the-job training, recommending workers to
purchase advanced study with the domestics and foreign
universities according to the work nature. CTCI also pays
for tuition and expenses. By the end of 2014, 42 people
have been recommended for pursuing EMBA and have
graduated.
Strengthen Management Capacity through
Senior Management Training Curriculum
CTCI firmly believes that only the establishment of
corporate culture with continuous learning will improve
the corporate competitiveness. The company has re-
examined and planned the supervisor management
training since 2012 and has comprehensively initiated
new supervisor management training starting in March
2013. Moreover, an offsite meeting has been held in every
two years since 2008 , where supervisors strengthen their
leadership through competition, teamwork activities and
case study in addition to communicate and exchange
opinions on the future development and strategies
of the company, pushing CTCI to progress towards
sustainability.
The senior management has perceived abundance
of rewards since the holding of offsite meeting and
could profoundly perceive the importance of strategy
formulation and team consensus. Hence the office
meeting wil l be held each year star t ing 2015 to
upgrade leadership, increase corporate identify towards
the development strategy and to inject brand-new
leadership concept and ideas through the enlightenment
of external instructors.
In terms of the actual numbers, the recent investment
made by CTCI in 2014 is nearly NT$13.33 million and
nearly 241,000 labor hours on employee education and
training. The average training hours per employee also
reach 73.6 hours (the average training hours per female
employee is 68.97 hours and the average training hours
per male employee is 74.95 hours).
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Year 2012 2013 2014
Rank Sex PersonsAverage Training
Hours/PersonPersons
Average Training Hours/Person
PersonsTraining Hours/
Person
Vice President and AboveM 21 9.8 24 30.33 28 24.61
F 0 - - -
Chief Engineer/Senior SPECIALIST I
M 37 0.8 42 43.26 47 10.36
F 0 - - - 1 42.00
Deputy Chief Engineer/Senior Specialist
M 71 8.3 71 36.10 92 29.24
F 4 36.5 4 54.00 5 36.60
Associate Chief Engineer/ Senior Specialist III
M 256 26.9 256 55.70 251 42.73
F 17 21.5 20 52.95 20 49.45
Principal Engineer/ Specialist I
M 248 16.3 258 38.80 254 38.04
F 30 17.3 34 48.94 35 47.94
Senior Engineer/ Specialist II
M 229 19.6 260 42.47 264 42.09
F 34 21.7 41 53.78 39 51.77
Engineer I/ Specialist IIIM 315 20.6 348 45.28 406 45.37
F 61 20.8 71 46.24 82 46.67
Engineer II/ Specialist IVM 411 22.5 434 40.23 473 40.97
F 142 25.0 161 39.86 169 39.78
Engineer III/ Specialist VM 505 202.4 617 234.68 477 241.41
F 148 144.1 174 225.74 145 234.70
Assistant Engineer/ Specialist VI and others
M 29 5.1 164 5.01 239 5.80
F 53 40.6 249 7.44 243 6.07
Employees Training Hours for the Past 3 Years
CTCI offers various education and training channels inside
the organization in addition to sending internal senior
engineers and senior managements to serve as industry
lecturers at the department of college of engineering in
universities to share professional practice of engineering
with the academia.
In the past 2 years, the engineering-related colleges and
departments in university now offer engineering related
courses. CTCI passes down the management skills of cross-
border project for student through the rich engineering
experience of CTCI, in order to foster global talent who
can respond to taking challenges. For example, CTCI offers
"Cross-Border Project Management" with the College of
Engineering at Tatung University and the "Practical Design
for Factory Equipment" offered by the Dept. of Mechanical
Engineering at National Taiwan Ocean University. On the
contrary, CTCI also offers visit and internships for students
in engineering related departments, and colleges s to
bring closer the industry to the academia.
With regards to scholarship, CTCI offers poverty grants
for students living in poverty with interests to study
engineering related major so that the students can study
without worries. CTCI offers 12 scholarships starting
in 2011 with each students receiving grant between
NT$40,000~NT$50,000. This policy will continue and
expand in the future.
Active Establishment of Industry-University Cooperation
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Knowledge Management System,
Enhancement of the Culture of Knowledge
Sharing
It is the 9th year ever since the Knowledge Management
System (KM) was launched in February 2006. With the
great support from the company and staff, KM plays a
vital role in CTCI global operation, serving as a borderless
arsenal that provides real-time responses. The staff in
the group may utilize this knowledge treasury through
internet at any time and any place whether they are in
the office, during a business tour or at abroad. Currently,
KM has been expanded from C TCI Headquar ters
to its subsidiaries both home and abroad, such as
E&C Engineering Corporation, Advanced Control &
Systems Inc., Resources Engineering Services Inc., Sino
Environmental Services Corporation, Jingding Engineering
& Construction Co, Ltd., Shang Ding Engineering &
Construction Co., Ltd., CTCI (Thailand) Co., Ltd., CTCI
Machinery Corporation., and CIMAS Engineering Co., LTD.
The system not only provides the platform of knowledge
sharing and useful work-related know-hows but also
establishes project related documents and experiences
shared in the KM system. Moreover, in view of the fact
that much knowledge cannot be stored in documents
or written form, a new website design and discussions
in social network can retain the engineering professional
knowledge of intrinsic "workers." In addition, the staff
Q&A mechanism (the EXPERT Function) inside the group
allows the sharing, discussion and passing-down of
professional knowledge.
To enhance the handiness and create a better user
experience for the colleagues, the new KM has been
revised and upgraded planning since 2011. Apart from
the extension of existing functions, new KM strengthens
interactive association and knowledge social network
functions. The smooth operating platform allows
colleagues to make query through cross-organization,
system and fields. The effective management and
implementation of corporate knowledge documents
also brings the document base into maximal play. At
the same time in cooperation with the annual review on
KM, the knowledge fields are increased to 54 according
to actual demand. With regards to the details of project
management items, the system is consolidated into
132 professional items that clearly represent each
professional scope. Moreover, 193 knowledge experts
were re-collected and expanded, providing a fast window
for employees when asking from experts, fulfilling
core base and collecting base on core competency,
and collect more intrinsic work knowledge from the
experts. Meanwhile, the Expert function was launched
in 2014, providing a mechanism for users to consult
with professional technical experts when needed. The
collection of questions raised by employees together
with answers provided by internal specialists help retain
the professional knowledge.
In 2014, CTCI has particularly increased the knowledge
f ield of Product Management in the knowledge
document base by categorizing the professional
knowledge and categorizing the product types. After
the closing of the project, the knowledge documents
with value of repeated use during ongoing process are
uploaded for sharing. Moreover, CTCI IT Division also
designs the new KM function, myVideo-KM, in 2014, in
attempt to theme-based learning related knowledge
document, teaching materials and multimedia learning
platform for employees to study independently and
increase knowledge. The function is to provide new
employees with independent learning of departmental
knowledge through film viewing, similar to online
learning but through strengthened video streaming
technology, providing users with better learning effect.
The new function is still under testing and is scheduled
for launching in 2015.
The KM System is divided into five major function
modules (as shown in the Figure below). The knowledge
document management system and k nowledge
social networking emphasize on the establishment of
knowledge-sharing platform while the core competency
system and interpersonal network emphasizes on the
deployment of knowledge network. The integration
of five major KM function module and string search
functions form an important platform of management
and knowledge sharing.
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Modules Functions and Benefits
1. Knowledge Document Management System (Knowledge)
To organize knowledge database hierarchically and systematically for a convenient knowledge access.
2. Core Competence System (Expert)
The experts listed are categorized according to each engineering field, so that the staff can find the right person to seek advice from as soon as possible. Also, through the SOS mechanism, their questions can be answered by experts from different fields.
3. Knowledge Community System (Community)
The Knowledge Community is formed by different discussion groups, aiming to boost problem solving, creativity and serving as a platform for innovation, sharing and updates of knowledge.
4. Social Network (Networking)
We utilize the concept of relational searching, starting from individual names, one can find the enquired person's publication, projects took part in, members of the project, and trainings received. Thus, Social Network is a useful tool to know better about talent in the company.
5. Search Engine (Fast Search) Through keywords search, we can achieve cross-fields and cross-system search. Since each category is iconized and can be singled out for particular search, the searching effect is greatly enhanced.
Connect
Connect
Connect
Connect
Fast SearchKnowledgeShare
KnowledgeNetwork
Connect
Knowledge
Community
Social Network
Expert
Associate
◎Five Major Modules of New KM
Moreover, KM can be used to link to the demand-supply
chain, construct global competition network, and open
some contents of the new knowledge management
system of the company to affiliated persons, including
customers, proprietors, major contractors, partners,
upstream vendors, downstream vendors, and schools.
KM can be used to share the cumulative engineering
experience of C TCI over the past 30 years while
enhancing the corporate competiveness to grow with
customers and partners together.
In terms of utilization, about 25.26% in average of
company employees use the said system monthly. As
for 2014, 39 people with 151 visits in average use the
Knowledge Management System per weekday, while
about 597 documents are downloaded per weekday.
Total Visitors
Total Visits
Documents Viewed(Article)
798 3,079 12,164
Average Monthly KM Use Statistics in 2014
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Employee Care
For CTCI, only employees owning health and happiness
will solidify and improve the company growth. For this
reason, caring for body, mind and soul of employees is
highly valued by CTCI. Apart from promoting different
activities and measures of body health, CTCI is also
committed in promoting club development to provide
the busy employees with a soothing and relaxing
channel for the body, mind and soul. Moreover, we strive
to protect the rights of employees to bring together
the employees so they could inject enthusiasm in
friendly workplace and thereby increase work efficiency.
Meanwhile, by caring for employee, we will create a
momentum for the growth of the overall company
operation.
Creating a Friendly Workplace and Promoting
Good Health
In 2011, CTCI established an inter-departmental health
promotion working group. Led by the director of the
Executive Management Office as the coordinator, the
team jointly plans and executes health promotion tasks
to establish a health workplace and assist colleagues to
focus on proper health concepts.
1. Establishing a Health Center
To create a better environment and healthy workplace,
CTCI officially established a "Health Center" on the
10th floor of HQ building in August 1, 2013. During the
opening ceremony, President Sheu said: "Employees are
the most valuable asset." While providing the working
partners better and appropriate health care resource
and health care, the company will also strengthen the
"Employee Care" aspect of CSR, allowing everyone to
work happily and strive in this high-quality and healthy
work environment.
2. Providing Health Services
Since 2012, the company has star ted to provide
physician on-site services. CTCI established the health
management system in 2014 to filter the employees
with abnormal health examination results using
system analysis according to the preventive concept
of preventive medicine medium prevention and to
provide early medical intervention to avoid disease
occurrence or deterioration. CTCI also conducts health
care, health monitoring, case management and service,
environmental safety and health based health promotion
plan for employees of different groups. Moreover, CTCI
also contact external resources as Taipei City Health
Bureau, Shihlin Health Service Center, cooperative clinics,
hospitals, etc. to build up a comprehensive health care
network and a platform providing colleagues with
medical information.
(1) Physician on-site services: Among the services
offered are general physical examination, medical
examination repor ts and commentar y, health
consultation, suitable labor allocation, and on-
site visits, in addition to participating in health
management and activity planning guide. This service
information is announced through company website
and will be orally announced the date of physician on-
site services during the health seminar as well as the
displaying of relevant information on elevator multi-
media. A cumulative number of 280 people had used
the service in 2014, and 48.6% of them had consulted
for general diseases. In 2015, CTCI will prioritize the
arrangement of consulting services for patients of
chronic disease and colleagues with abnormal health
examination results. If necessary, the company will
◎ CTCI establishes a health center and o�ers registered nurses and physician on-site services.
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♀♂ ♀♂
Health Consultation Note 3
9945.62%
General Trauma Note 1
219.68%
General Disease Note 2
13648.6%
General Disease Note 2
8137.33%
Health Consultation Note 3
12645%
General Trauma Note 1
186.4%
2013 Total number: 217 2014 Total number: 280
Health Consultation General Disease General Trauma Female Male
13461.75%
8338.25%
10637.9%
17462.1%
♀♂ ♀♂
Health Consultation Note 3
16028.27%
General Trauma Note 1
22339.4%
General Disease Note 2
26730.5%
General Disease Note 2
16929.86%
Health Consultation Note 3
29433.6%
General Trauma Note 1
31435.9%
2013 Total number: 566 2014 Total number: 875
Health Consultation General Disease General Trauma Female Male
25344.7%
31355.3%
54061.7%
33538.3%
Note 1: General trauma includes bruise, cuts, contusion, pricks, burns, bites, sprains, clamps, old wounds, and skin itchiness. Note 2: General diseases include headache, dizziness, fever, eye disease, ear disease, nausea, vomiting, coughing, running nose, sore throat, gastric distention,
stomachache and abdominal distention, and abdominal pains. Note 3: Health consultation includes physical examination selection, physical examination report, diet, sports, drugs, high blood pressure, diabetes,
cardiovascular diseases, hyperlipidemia, and insomnia.
Note 1: General trauma includes bruise, cuts, contusion, pricks, burns, bites, sprains, clamps, old wounds, and skin itchiness. Note 2: General diseases include headache, dizziness, fever, eye disease, ear disease, nausea, vomiting, coughing, running nose, sore throat, gastric distention,
stomachache and abdominal distention, and abdominal pains. Note 3: Health consultation includes physical examination selection, physical examination report, diet, sports, drugs, high blood pressure, diabetes,
cardiovascular diseases, hyperlipidemia, and insomnia.
(as of December 31st, 2014)
(as of December 31st, 2014)
Nursing Health Promotion Services in 2013 to 2014
Physician On-Site Serve in 2013 to 2014
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also expand the scope of services to the affiliates
and construction sites through the use of video
conference, providing consulting services for specific
groups in the future.
(2) Health Promotion Services Provided by Registered
Nurses: Among the services offered are medical
treatment (medical handling for injured or sick
c o l l e a g u e s , e m e rg e n c y m e d i c a l t re a t m e n t ) ,
providing health advice and medical health-related
knowledge, drafting health promotion campaigns
and handling relevant activities, sending condolences
to hospitalized employees, stationed physician
consultation services, medical unit contact window,
etc. In 2014, a cumulative number of 875 people had
been served, where general trauma care accounted
for 35.9% of employees seeking the medical services.
(3) Massage chair service: The Company has installed a
coin-feed massage chair and there is a stress-relief
wall in front of the massage chair. The photos taken by
colleagues are posted for the colleagues to relax the
mind and soul while enjoying the massage. In 2014,
there were cumulative 1,504 people using the service.
(4) Health Information: In view of the current sever
problems with food safety plus people today eat more
processed food and move too little, the prevention of
blood sugar, blood lipid and blood pressure becomes
increasingly important. Moreover, most employees
are quite busy at work and do not have time to read
health information, the company advocates health
promotion through activities held or hardware as well
as inviting physicians or nutritionists as well as other
experts to hold health promotion seminars targeting
at the characteristics of company employees or other
hot topics , in addition to recording the files on the
internal health promotion websites, so that colleagues
not registered for class or those at the affiliates or job
sites can watch them online. There are also abundant
health information on health promotion network such
as the latest medical and health information provided
by the competent authority. Moreover, the elevators
are installed with multimedia to broadcast monthly
activities and seminar information simultaneously with
CTCI Monthly, in addition to cooperating with relevant
department for promotion of health activities and to
let employee acquire different health knowledge. For
oversees staff, we added the information on infectious
disease to "CTCI Employee Overseas Manual" while
the library also purchases health related books for
colleagues to borrow. A total of 98 people borrowed
the books in 2014.
3. Continue to Perform Health Monitoring
A comprehensive and systematic health management is a
footstone to promote a healthy workplace. To encourage
employees to take regular health examinations, CTCI
appropriates NT$500 health check fees per person per
year aside from the inspection of health check items
provided by the contracted hospital. If any employee is
too busy to take the health check-up during the year,
such fee will be credited to his/her personal account
up to 3 years before collective use. In 2014, a total of
909 employees participated in health check-ups and
consumed a total subsidy amount of NT$3,226,803.
In addition to regular health check-ups, C TCI co-
organized four anti-cancer screening (oral cancer,
colorectal cancer, cervical cancer and breast cancer) and
three-in-one inspection (blood pressure, blood sugar and
cholesterol) activities with Shilin District Health Center
and Taipei City Hospital Heping Branch in July 2014. The
event was intended to help colleagues develop regular
cancer screening habit with the benefit of early detection
and early treatment. A total of 95 employees participated
in the event and the post-tracking was assisted by Shilin
District Health Center.
Moreover, CTCI has purchased health management
software in mid-2014 to effectively care and manage
the health of employees. CTCI co-designs employee
health management, trace and assist colleagues with
abnormal health check. The health check data in 2014
is applied with health management system to analyze
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the ten major anomalies. The year 2015 is defined as the
"Caring year for the heart and liver." Themes of seminars
are planned and annual health promotion activities are
carried out according to the themes. CTCI is scheduled
to implement corporate blood pressure measurement in
2015 and expects to improve the health conditions and
self-health awareness in employees.
4. Organizing Health Promotion Activities
(1) Health Promotion Seminars: CTCI has always been
actively helping colleagues develop correct health
concept through the organization of relevant health
promotion activities. In addition to cooperating
with Shilin District Health Center and appointing
health check hospitals, CTCI also collects colleague
demand for health seminar to develop the themes
for annual health promotion seminars, including
psychological issues for people today. Moreover, the
seminar is organized by the clubs in turn while the
Welfare Committee provides meals to encourage the
employees to participate. Among the 13 seminars
held in 2014, a total of 974 people participated.
While the other two testing events, test for carbon
monoxide in lung and bone mass measurement
for heel bones, drew a total of 107 people, where
employees were able to understand their physical
status and given proper health education.
(2) Healthy Weight Loss Act iv i ty : I n response to
Healthy Weight Management Activity – "Weight
management for good health and receive incentives
for competition" promoted by the Department of
Health, Taipei City Government, CTCI co-organized
the "Weight Loss Class" activity with Taipei Veterans
General Hospital in 2014. The course was carried out
in 8 sessions of small classes and the orientation of
courses included: concept of healthy weight loss,
ingredient choice and calculation of food types and
portion, and correct exercise methods. To reward
the participated colleagues, awards were given for
those with weight loss achievement after the end
of the course to motivate them to maintain weight
management continuously. The activity lasted
4 months, attracting a total of 20 colleagues to
participate and achieving a total weight loss of 77.8kg.
an average weight loss by 3.89KG.
(3) Smoke-free family assures happiness and smoke
concession: Smoke-free life is happiness and smoke
concession requires courage and the support
and accompany from beloved family and friends.
To maintain the health of colleagues and family,
CTCI health promoting working group follows the
regulations on tobacco prevention regulations to
cooperate with Taipei Veterans General Hospital
in the organization of smoke concession. A smoke
concession plan and related sources are built while
family and friends are invited to help the employees
build a smoke-free family.
This smoke concession course lasts for 2 months
◎ CTCI routinely holds health seminars to strengthen the employees' health concept.
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with the age of the participants between 25~35. The
course was tailored to the young smoking groups to
add vitality and few absences were reported. There
were a total of 18 people participating and 6 of them
successfully quite smoking. The success rate is about
33%; while the other half could not completely quit
smoking, the smoking amount has been cut down by
half, which significantly shows concession class has
certain effect on smoking incentive promotion and
tobacco knowledge.
5. Build Friendly Workplace
To care female employees, all female bathrooms on each
floor of CTCI Headquarters Building have been installed
with individual lockers to place other health supplies
with convenience. There is also a breastfeeding room
that has received a certificate of Breastfeeding Room
Excellence from the Taipei City Department of Health. To
help employees balance between work and family life,
the company offers flexible working hours for colleagues
to balance work, family and life freely. The "Art Classroom"
also offers an activity room for children waiting for their
parents to get off work. It is often used as space to hold
club activities. CTCI does not forget about the family of
employees while taking care of its employees' physical
and mental health, and holds two family day events to
invite employees and their family to walk into agricultural
village and mountains to enjoy the nature.
Activate Club Activities and Bring Each Other
Closer
To care and maintain the welfare of CTCI employees,
C TCI has long established the C TCI Occupational
Welfare Committee in 1979. The organization consists
of all committee members selected by all departments
and established the Welfare Committee Office with
two administrative personnel appointed to provide
e m p l oye e s w i t h c o m p re h e n s i ve s e r v i c e s a n d
consultation.
The source of funding for CTCI Welfare Committee mostly
comes from the certain proportion of appropriation
to the revenue set aside by the company. The total
amount of appropriation in 2014 was NT$50,243,494,
with an appropriation ratio of 0.132%. The different
welfares provided by Welfare Committee are targeted at
employees primarily with fairness as the main guide. In
essence, the welfare provided by Welfare Committee can
be divided into welfare subsidies (birthday celebration,
giving bir th and wedding allowance), leisure and
entertainment (domestic and international travel and
club activities), scholarships for children of employees,
◎ CTCI clubs o�ers various activities and all employees participate with great enthusiasm.
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and other incentives (holiday bonus). The most worth
mentioning is the development of CTCI's club activities.
CTCI protects the speech of employees and freedom
to association for employees to maintain interests
and receive channel for stress relief after work, which
results in a thriving development of club activities in
CTCI. There are currently 19 clubs at the Headquarters
and among which the sports-based clubs include
basketball club, badminton club, table tennis club,
baseball club, swimming club, mountain climbing club,
Taichi club, and Qigong club. Non-sports based clubs
include photography club, calligraphy association, home
economics club, music club, Faith-Hope-Love club, Puti
club, Reading club, Leisure club, IT Study club, English
Study Group, and Bridge club. The company offers table
tennis room in the building and assists employees with
preferential in external sports field rental to provide ideal
places for employees to exercise.
These clubs meet up routinely and cooperate with
Welfare Committee in the organization of various
activities. For example, some clubs provide games and
volunteers to play with the children in foster home,
integrate with charity events to hold second-hand
clothes donation, participate in charity runs, cooperate
with tourism clubs for excursions, cooperate with blood
donation center, and encourage employees in blood
donation. The annual blood donation collected is up
to 1,800 units of blood (250cc per unit). Moreover, the
Welfare Committee also appropriates additional budget
as extra subsidy to creative proposals put forward by the
clubs. If a proposed project is passed, extra subsidy will
be acquired, and employees have the opportunity to
engage in more fun activities.
In CTCI, employees do not need to belong to certain
association as all employees and even the spouses
of employees can freely joint the activities held by all
clubs. The company offers subsidies for all club activities
and holds the voting for year-end club assessment,
dividing the best clubs into superior, excellent, good,
and acceptable ranks according to the voting results
and therefore providing different amount of subsidies.
In 2014, the total amount of subsidies given to clubs
exceeded NT$1 million.
Improve Management System and Value
Human Rights
Currently, there are 3,270 employees working at CTCI
(403 new recruits in 2014 accounts approximately for
12.32%), who are not constrained by gender and age nor
races, political inclination and religion/belief, regardless
in the position acquisition or promotion. Any employee
competent and eligible for the position requirement is
entitled to the right of equality.
The equality and obligations of employees are prescribed
in the Employee Handbook and constantly announced
on the intranet of the company. CTCI employs by age in
accordance with the regulations and laws pursuant to
Labor Standard Act and CTCI does not hire any child labor.
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2012Total Employees
2,681
2013Total Employees
3,228
2014Total Employees
3,270
2,09578.14%480
17.90%
973.62%
90.34%
Official: Male: Male : Female Temporary: MaleOfficial: Female Temporary: Female
2,13366.08%
50415.61%
34110.56%
2507.75%
43613.33% 2,095
64.07%
49415.11%
2457.49%
2013Total Employees
324
2014Total Employees
395
2012Total Employees
325
Below 30 31-40 41-50 51-60 60 and above: Male : Female
4614.19%169.94%
30.93%
154.63%
30.93%
257.72%
10.31%
92.78%
15347.22%
5316.36%
6516.13%
204.96%
81.98%
40.99%
10.25%
4811.91%
4511.17%
317.69%
12230.27%5112.65%
4313.23%72.15%
10.31%
154.62%
278.31%
51.54%
19660.31%
319.53%
Employee Number & Sex Ratio in Last 3 Years
Number of New Recruits in Last 3 Years
Number of Employees Resigned in Last 3 Years
9325.48%195.21%
71.92%
102.74%
246.58%
5916.16%
61.64%
5314.52%
5515.07%3910.68%
9825.86%297.65%
92.37%
41.06%
328.44%
5614.78%
6517.15%4612.14%
61.58%
348.97%
2013Total Employees
365
2014Total Employees
379
Below 30 31-40 41-50 51-60 60 and above: Male : Female
8232.80%135.20%
62.40%
62.40%
208.00%
3514.00%
208.00%
5722.80%114.40%
2012Total Employees
250
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Structure of Employee Education in Last 3 Years
Employee Age Distribution in Last 3 Years
To implement it commitment in preventing harassment
and discrimination and prevent incident such as sexual
harassment in office, CTCI not only prescribes in the
employee manual but also strengthens advocacy for
employees during new recruits. For the handling of
various complaint events, there is a hotline established
(02)2835-5936, special email ([email protected]) to
take over the relevant complaint cases. CTCI established
the "Sexual Harassment Complaint Processing Committee"
in 2011 and any sexual harassment or suspected incidents
will be processed by the Committee. The committee
members shall adhere to confidentiality and non-
disclosure to propose investigation results in 3 months
after the proposal of complaints. The Sexual Harassment
Complaint Processing Committee comprises 7 committee
members while the Supervisor of HR Division served as
the Chairperson and other committee members consist
of the deputy general manager of Executive Management
Office (EMO) and coordinating department supervisors.
The proportion of female committee ratio may not fall
under 1/2 when the corporate employees are assigned.
There has not been any sexual harassment complaint
incident or illegal discrimination event in 2014 that have
been investigated and reported.
Cur rent ly the management a f fa i r s o f the C TC I
Headquarters Building in commissioned to a professional
property administration company. Each security guard
is trained with basic duty training and developed
with concept on human rights to routinely instruct
"Unidentified Personnel Invasion Standard Operation
Procedures," "Crowd Protect Event Standard Operation
Procedures," "Timing and Steps of Applying CPR," and
"Etiquette Education" in education and training.
170.52%
1,23937.89%
1,175835.93%
50315.38%
33610.28%
Master Bachelor Associate Degree Holder Senior High School and BelowDoctor
2012 2013 2014
130.48%
1,10841.33%
97136.22%
45617.01%
1334.96%
170.53%
1,22337.89%
1,24838.66%
51615.99%
2246.94%
Below 30 31-40 41-50 51-60 60 and above: Male : Female
45013.76%
1775.41%
81724.98%
48314.77%
61118.69%
2337.13%
2096.39%
1123.43%
1705.2%80.24%
2014Total Employees
3,270
45516.97%
1084.03%
65824.54%
49018.28%
49018.28%
1194.44%186
6.94%
682.54%
993.69%80.30%
2012Total Employees
2,681
49315.27%
2116.54%
77624.04%
50815.74%
57117.69%
2206.81%
2146.63%
993.07%
1263.9%100.31%
2013Total Employees
3,228
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Employee Sex and Remuneration Ratio in Last 3 Years (F:M)
Employee Sex and Number of Persons Per Rank Ratio in Last 3 Years (F:M)
Rank 2012 2013 2014
Chief Engineer/Senior Specialist I(No female employees for
the rank in 2012) (No female employees for
the rank in 2013)0.91:1
Deputy Chief Engineer/Senior Specialist II 1.029:1 1.130:1 0.97:1
Associate Chief Engineer/ Senior Specialist III 0.949:1 0.945:1 0.91:1
Principal Engineer/ Specialist I 0.983:1 0.971:1 0.96:1
Senior Engineer/ Specialist II 0.906:1 0.924:1 0.94:1
Engineer I/ Specialist III 0.935:1 0.868:1 0.95:1
Engineer II/ Specialist IV 0.924:1 0.947:1 0.99:1
Engineer III/ Specialist V 1.096:1 1.069:1 1.05:1
Engineering Assistant / Specialist VI and others 1.063:1 0.840:1 0.93:1
Rank 2012 2013 2014
Vice President and Above(No female employees for
the rank in 2012) (No female employees
for the rank in 2013) (No female employees
for the rank in 2013)
Chief Engineer/Senior Specialist I (No female employees
for the rank in 2012) (No female employees
for the rank in 2013)0.02:1
Deputy Chief Engineer/Senior Specialist II 0.06:1(2013年)
20130.05:1
Associate Chief Engineer/ Senior Specialist III
0.066:1 0.06:1 0.05:1
Principal Engineer/ Specialist I 0.12:1 0.08:1 0.14:1
Senior Engineer/ Specialist II 0.148:1 0.13:1 0.15:1
Engineer I/ Specialist III 0.193:1 0.16:1 0.20:1
Engineer II/ Specialist IV 0.345:1 0.20:1 0.36:1
Engineer III/ Specialist V 0.293:1 0.37:1 0.30:1
Engineering Assistant / Specialist VI and others
1.827:1 0.28:1 1.02:1
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Fair and Reasonable Salary and Welfare
CTCI values employee welfare and care. Apart from
offering a base salary higher than the minimum local
wage, CTCI also appeals in internal and external fairness
as well as individual fairness. In terms of external fairness,
we have external professionals surveying the salary and
benefit survey with fully understanding of the market
rate while analyzing the employment environment as the
foundation of our salary design
For internal fairness, the salary structure is designed
based on the evaluation of skills and duties of employees
so as to insure that the salary standard is appropriate and
irrespective of gender difference. To encourage better
performance of colleagues, CTCI also combines one's
payment with his/her performance, especially for variable
bonus, to realize individual fairness in salary with one's
organizational performance, departmental performance,
and personal performance. Additionally, salary review
is performed according to the market salary survey and
personal performance ever year. As for the payment for
employees who work overtime, we give overtime pay. In
2014, the average overtime hour in CTCI Corporation is
23.65 hours per person each month.
To attract and retain outstanding talents, CTCI has
introduced "Employee Stock Investment Pol icy".
Employees may join the Employee Stock share Trust by
appropriating a specific proportion of the total amount
of their base salary and festive bonuses, and 30% of that
amount is offered as an extra encouragement bonus.
However, this sum of money will not be included in the
future pension or severance pay.
Moreover, employees may also buy in CTCI stocks at a
specific price according to the Employee Stock Option
Issuance Measure. The quantity of stock and eligibility
of employees depend on the position, performance,
contribution, special performance or other conditions.
The president and department managers may further
provide a certain proportion of shares to employees
with direct contribution or excellent performance to the
company as a kind of reward.
Other benefits provided include three-festival bonuses,
birthday cash gifts, birth subsidy (available to both
females and males), hospitalization subsidies, consolation
funds for critical illness and death. In 2014, we spent
about NT$50 million on the welfare of employees. In
terms of infant care, rules regardingUnpaid position
reserving for nursing based on the Act of Gender Equality
in Employment and Regulations for Implementing
Unpaid Parental Leave for Raising Children, are specified
in the Employee Handbook. For an employee hired for
one full year, the "Unpaid position reserving for nursing"
may be applied for child aged below 3 until the child is 3
years old, while the length of leave should not be longer
than two years. Total applicants were 21 in 2014 (17
female employees and 4 male employees)
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Analysis of "Unpaid Position Reserving for Nursing" in Last 3 Years (as of Dec 31st, 2014)
Year 2012 2013 2014
TypeTotal no. of
personsM F
Total no. of persons
M FTotal no. of
personsM F
No. of employees applying for leave that year
8 4 4 15 5 10 21 4 17
No. of employees to be reinstated for that year (A)
6 2 4 12 6 6 16 3 13
No. of employees still on leave that year
3 1 2 7 1 6 13 3 10
No. of employees resigned for that year after leave
1 0 1 1 1 0 8 0 8
No. of employees should reinstate and have actually reinstated that year (B)
5 2 3 11 5 6 9 3 6
Cumulative no. of employees reinstated after leave (C)
9 3 6 20 8 12 28 11 17
Cumulative no. of employees already reinstated over 12 months (D)
6 2 4 8 3 5 19 8 11
Resumption rate after reinstatement (%) (B/A)
83.3% 100.0% 75.0% 91.7% 83.3% 100.0% 56.3% 100.0% 46.2%
Retention rate after reinstatement (%) (D/C)
67% 67% 67% 40% 37.5% 41.7% 68% 73% 65%
Note: Definitions of figures (using 2014 as the example) (1) No. of employees applying for Unpaid position reserving for nursing that year: Number of applicants for Unpaid Infant Care Leave(2) No. of employees to be reinstated for that year (A): Number of applicants for Unpaid position reserving for nursing to be reinstated in 2014 (3) No. of employees still on leave that year: Number of employees still on unpaid infant care leave in 2014 (4) No. of employees resigned for that year after leave: Number of applicants for unpaid infant care leave who resigned in 2014 during the leave. (5) No. of applicants for Unpaid position reserving for nursing who expected and have reinstated in 2014(6) Cumulative no. of employees reinstated after leave (C): Cumulative number of employees already applied for Unpaid position reserving for nursing and
have reinstated as of 2014 (7) Cumulative no. of employees already reinstated over 12 months (D): The number of employees who have reinstated over 12 months from the report
deadline (8) Resumption rate after reinstatement (%) (B/A): The number of employees should reinstate and have actually reinstated (B)/the number of employees to
be reinstated for that year (A) (9) Retention rate after reinstatement (%) (D/C): The number of employees who have reinstated for over 12 months (D) /Cumulative number of employees
reinstated after the leave (C)
As for employees who are dispatched abroad, CTCI will
gather the life information of that country and compose
a handbook for the dispatched employees and their
families to read. In consideration of the family life of
employees, full subsidizations for the flight tickets are
provided four times a year for employees to go back
Taiwan or as the traffic charge for their families to visit
them in the country they work.
As for employment abroad, CTCI hires a large number
of local personnel at the place where construction is
undertaken. The number of employed personnel abroad
increases year by year and CTCI offers average salary
higher than the minimum local wage requirement. This
way will help increase the local employment rate and
take care of the life of employees. Take CIMAS in Vietnam
as an example, the minimum monthly wage defined by
the Vietnam Government is US$144 while CTCI provides
a minimum salary of US$381 per month, which is 3 times.
CTCI also joins the special salary welfare investigation
of local areas to design a remuneration system that will
meet more employee expectation and market fairness.
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Ratio of local supervisors in 2014
Ratio of local employees in 2014
Ratio of local wage paid in 2014 to local minimal wage
JDEC85.2%98.9%229%
SDEC9.1%87.4%123%
CIMAS91.2%98.7%265%
CTCIT85.4%92.9%100%
CINDA50.5%89.8%219%
CAL50.0%94.5%100%
Ratio of Local Employees and Local Wage Analysis in Overseas Subsidiaries in 2014
CAL: CTCI Arabia Ltd. CINDA: CINDA Engineering & Construction Pvt. Ltd.CTCIT: CTCI (Thailand) Co., Ltd. CIMAS: CIMAS Engineering Co., Ltd.JDEC: Jingding Engineering & Construction Co., Ltd. SDEC: Shang Ding Engineering & Construction Co., Ltd.
Sound Communication Channel to Understand
What Employees are Thinking
To enhance the industrial relation and guarantee rights
of the labor, CTCI sets up a "Employment Coordination
Meeting" on a quarterly basis in 2010. Important affairs
of the quarter are reported or discussed in the meetings.
Major issues raised are CTCI business development and
the employees' health, safety, welfare, salary, reward and
punishments. The meeting agenda will be announced to
the employees, called for once each quarter and 4 times
a year.
The "Employment Coordination Meeting" is composed
o f 6 management representat ives and 6 labor
representatives. Representatives of the management are
chaired by the director of the Executive Management
Office who assigns personnel familiar with business
operations and labor s ituations as management
representatives. The 6 labor representatives are elected
by the constituency (units of business operations) and
each term is 3 years. Wherein, supervisors above the rank
of Senior Executive President are not allowed to serve
as labor representatives, and female representatives
must not be less than one-third of the total labor
representatives.
In internal communication, we hold "Seminar between
Executives and Employees" on a regular basis for
employees to discuss with higher level supervisors face
to face and raise opinions and questions about company
operation or management. The seminar was firstly
held in 2009, and has since attracted approximately 50
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employees each time. We have held 19 sessions of the
seminar with nearly 1,000 employees participated, which
allows the managers to hear the voice of employees
while employees can understand better about the
company policy and direction.
Resigned employees also take questionnaire survey to
understand the employees' satisfaction towards the
company, cohesion and stability. Additionally executives
also communicate with employees face to face and on
a regular basis to understand their views towards the
company and the work.
As for basic level employees, CTCI has performed an
Organization Climate Survey in 2012 to understand the
satisfaction degrees of employees regarding organization
system, culture, and supervisor leadership. Anonymous
survey is also performed for quitting employees to
understand satisfaction degree, through which, we can
know better about employees' opinions about CTCI.
Furthermore, higher-level supervisors will also discuss
with recruits regularly to understand opinions and ideas
of them through face to face communications.
For the purpose of boosting employee's engagement
in work and improving their work morale, the "Proposal
Reward Regulations" has been implemented since
September of 2010. For proposals with efficacy, creativity,
and applicability, rewards are issued immediately as an
encouragement once it is adopted. As of the end of 2014,
there have been totally 342 proposals raised, wherein
31 proposals have passed initial examination, among
which 5 proposals have been finished, and other 26
proposals have been transferred to related departments
as subsequent reference. There are 3 proposals passing
reexamination and are ongoing, as shown in the
following table.
Additionally, there is a "Staff Opinion Box" for colleagues
to send questions through e-mails, which are gathered
according to question types and forwarded to related
divisions for replies.
Statistics of Various Proposals in Last 3 Years
Type of proposals
Closed
Total Passed 2nd review
Passed preliminary review and closed
Rejected in the preliminary review
2012 General proposals 8 80 116 204
2012 Project proposals 4 1 4 9
2012 Sum 12 81 120 213
2013 General proposals 10 105 154 269
2013 Project proposals 4 1 4 9
2013 Sum 14 106 158 278
2014 General proposals 10 136 187 333
2014 Project proposals 4 1 4 9
2014 Sum 14 137 191 342
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Since the foundation of CTCI Monthly published by CTCI in 1979, CTCI upholds the philosophy of
assuring the inheritance of engineering technique, improving enterprise image and enhancing internal
communication. As of the end of 2014, a total of 425 issues have been published. To save energy and
reduce carbon emission from paper print, CTCI started publishing the CTCI Monthly since May 2012 in
synch while reducing the number of 2,500 copies per issue to 800. The content of the monthly magazine
is diversified, including engineering technique topics, sharing of engineering experience and work
experience, conveyance of company operational belief, company status, and specific reports for important
events, topics in art, health and tour information are offered as well. Various activities held by
CTCI, including "Shilin Cultural Festival: Scenic Zhishan," and health promotion
speeches are presented in the "Special Reports" section of the monthly
magazine, providing rich information on life and enhancing
the employees' identification and participation for the
company.
CTCI Monthly – A Companion for Internal Communication
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Building Friendly and Harmonious Partnership
U pholding the corporate culture and principles
in professionalism, integrity, teamwork, and
innovation, CTCI has long been accompanied by its loyal
clients, suppliers, subcontractors and staff members
along the way while CTCI also embraces the mentality of
building friendly and harmonious partnership. We value
our commitment in project quality from the stance of
clients and we firmly believe that mutual trust is far more
important than anything else. From the perspective of
supply- chain, we intend to build a work environment
focusing on HSE, and regard occupational safety as the
top priority in project management. Moreover, CTCI is
more actively participating in infrastructure projects
and intends to bring a more convenient and safe living
environment for the public through the company's R&D
technology in engineering expertise.
Providing Clients with Outstanding Engineering Quality
As the largest domestic EPC contractor and leading
global engineering and technology service team, CTCI
has prospered and grown with the trust from customer
both home and abroad over the past thirty years. Quality
is the most critical element with absolute perseverance.
Introduction of International Standards
CTCI creates a set of Quality Management System
(QMS) from project management, design, procurement,
construction, manufactur ing, commissioning, to
maintenance in accordance wi th the ISO 9001
International Standard to assure that all stages of project
execution conform to the contract, laws and corporate
requirement. Such management system has been
verified in 1996 and is operated through the PDCA (Plan-
Do-Check-Act) management cycle.
With regards to HSE, CTCI applied prudent control and
introduced international safety, health and environment
and quality management standards to Taiwan, increasing
the domestic average engineering standards through
proper execution of local projects. In a specific execution
case such as the CPC Talin 14,000 BPSD Alkylation Project,
CPC 720KTA No.6 Naphtha Cracker Project, CPC Talin #10
SRU Project, TPC Power Generating Equipment for Talin
Power Plant Renewal Project, FPCC 60KTA C5 Isoprene
Project, TPC 800MW×3 Lin Kou Power Plant Renewal
Project, and TPC Tung Hsioa Power Plant.
Continuously Strengthen Quality Management
System
In recent years, the projects undertaken by C TCI
are getting more complex with larger scale. With
the increasingly more r igorous demand imposed
by customers both in Taiwan and abroad for the
requirement of the quality and quantity of quality
administrators, quality management procedures, and
document records control, besides attaining the ultimate
quality of engineering realization conforming to the
contract and local laws and regulations. For this reason,
CTCI is devoted in promoting "Corporate Document
Management System Integration and Improvement,"
"Project Vertical Quality Management Integration,"
"EPC (Engineering/Procurement/Construction) Process
Advancement Measures and Outcome," and "Quality
Management Information System" as well as other
quality management activities. CTCI intends to constantly
improve the activit ies and existing management
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mechanism, followed by promoting and advocating to all
departments through Quality Management Department
so that users can timely grasp the latest methods and
concepts of procedure unification operations.
The specific matters and effectiveness of promotion are
shown in Figure 1 with the outcome summarized in the
following description:
P C
KE
Promote Company DocumentSystem Improvement
Strengthen the awareness of project members for operation procedures
Strengthen the awareness of project members for operation procedures
Promote Project VerticalManagement Integration
Quality ManagementInformation SystemQuality ManagementInformation System
Advancement in management rules and document websitesAdvancement in management rules and document websites
Promote ProcedureAdvancement MeasuresPromote ProcedureAdvancement Measures
Promote project project site document handover controlPromote project project site document handover control
Promote project device quality managementPromote project device quality management
Strengthen design document and vendor document review mechanism
Strengthen design document and vendor document review mechanism
Establish project internal audit moduleEstablish project internal audit module
Promote NCR/DND e-formPromote NCR/DND e-form
Establish quality incident reporting moduleEstablish quality incident reporting module
Strengthen project operation proceduresStrengthen project operation procedures
Improve document formulation efficiencyImprove document formulation efficiency
Organize project critical process assessmentOrganize project critical process assessment
Implement project design change controlImplement project design change control
◎ 1. Quality Management Activity Promotion Ma�ers and E�ectiveness
(1) Company document management system integration
and improvement
. Increase document joint review procedure and
bilingual publication: revised "Procedure for the
Formulation, Revision, Publication and Numbering
of Company Documents" (hereinafter referred to
as CP-001-E) by revising the previous document
co-signing operation into document joint review.
For the formulation or revision on the level 1 and
level 2 documents of the company, the formulating
unit shall invite relevant units to initiate a joint
meeting to participate in document review and
facilitate opinions expressing through bilateral and
immediate coordination and response, thereby to
effectively shorten the schedule between document
formulation and publication. Moreover, the company
shall announce concurrently and publish the English
version of the relevant level 1 and level 2 document
formulations under the globalization and strategic
leadership of internationalization, which can be used
as guidance for non-Taiwan national colleagues with
quality standards operation procedures as well as
providing similar operation procedures for overseas
subsidiary.
. Maintain and integrate project administration
procedure: In CP-001-E, Project Administration
Procedure are concluded according to the numbering
rules in Figure 2 and shall be re-reviewed by the
relevant departments while the modification coding
shall be integrated with par tial procedures so
that project members can clearly understand the
scope of procedures and adaptability in addition to
implementing the execution.
Project Human Resource ManagementPA-400~499
Project Cost ManagementPA-300~399
Project Time ManagementPA-200~299
Project Scope ManagementPA-100~199
Project Integration ManagementPA-000~099
OthersPA-900~999
Project Material ManagementPA-800~899
Project Procurement ManagementPA-700~799
Project Risk ManagementPA-600~699
Project Communication ManagementPA-500~599
Project Engineering ManagementPA-050~059
Project Construction ManagementPA-060~069
Project Commissioning ManagementPA-080~089
Project Administration
Procedure
◎ 2. Project Administration Procedure (PA series) Numbering Rules
. CCC (CTCI Cyber Channel) "Management Rules and
Document" revision: the CCC "management rules
and document" platform is designed for modification
to present the quality document management
system architecture in addition to providing the
execution of fast and correct SOP (standard operation
procedure). The system was launched in May of 2014
for online use, whose main scope of modification
included the update on query contents and new
cover page announcement, keyword query function,
revision comparison table and "history" as well as
"void" document base. CCC "management rules and
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◎ 3. CCC "Management Rules and Document" System Query Function Screens
Instruction: A. Latest document query record, divided into Level
1 and Level 2 consisting of 13 document base for separate query on various documents.
B. History storage: historical version and revision comparison table for documents stores. *Historical versions of document bases are restricted for query with authorization.
C. Void document storage: Older version of document announced for void and in storage. *Void document base are restricted for query with authorization.
D. Recently published documents and relevant information that allows direct selection of document name to open the file via hyperlink.
E. Recent announced void document and other reason scrap.
F. Site searching function: Input keywords to search for relevant documents. The scope of keyword search includes the name of document and contents.
document" system query function screenshots are
shown in Figure 3.
(2) Project vertical quality management integration
. Pro j ec t c r i t i ca l p roc e ss a s se s sm en t : Q ua l i t y
Management Department consolidates the outcome
of quality audit and the project quality incidents
occurred in recent years, which will be analyzed for
the promotion of "Project critical procedure control
assessment operation." The "project critical procedure
control assessment form" is a quality management
system related procedure published according to
the company announcement, which is developed
according to the key control of project operation
process and past common audit flaws. Furthermore,
the form turns passive into active by organizing the
project quality management information meeting
for members of newly established projects, including
the project cr i t ical procedure qual i ty control
guidelines and project contract quality requirement.
The above behaviors will effectively increase the
project implementation in terms of critical procedure
execution control.
. Implement project design change management: to
strengthen the design change control mechanism
and improve control effectiveness, the Quality
Management Department and relevant departments
re v i e w e d t h e re v i s i o n d e s i gn a n d c h a n g e d
management procedure. The Engineering Division
had included the aforementioned in "PQS-402-E
Engineering Design Procedure" and announced
publication in April of 2014. The key revisions to design
change management procedure as shown in Figure
4. Moreover, the Quality Management Department
validates the establishment and execution of project
design change management procedure during the
various project quality audits, so that the department
could explicitly control personnel appointment and
with effective tracing on closing situations through
explicit design change and reason attributes, therefore
to comprehensively strengthen the control of change
costs.
◎ 4. Guidelines for Project Design Change and Management Procedure Modi�cation
Increase design change control
operation
reason of change Attribute validation
Cost follow-up control
Modify DCN and FDCN reporting
information
Reason of changeAttribute
classification
Classifcaiotn of cost impact
Increase design change control form
Summarize ptimary data on
Notice of change
Increase change cost control personnel and follow-up on
closed case
A
B
C
D
E
F
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. Strengthen project member operation procedure
awareness process: To assure CTCI's conformance
with thelevel 1 and level 2 operation procedures
announced and published by CCC, the relevant
competent personnel have read and understood
the guidelines issues or revised, in addition to
complying and implementing execution in the daily
operations. The Quality Management Department
has been promoting the organization of "Awareness
for Competent Personnel in level 1 and 2 Operating
Procedure" with the purpose of strengthening the
awareness of operation procedures and thereby
effectively improve the implementation of project
operation plan. The simplified operation processes for
"Awareness for Competent Personnel in Level 1 and 2
Operating Procedure" is shown in Figure 5.
◎ 5. "Awareness for Competent Personnel of Level 1 and Level 2 Operation Procedures"
(3) EPC Process Improvement Measure and Outcome
. Upgrade project equipment quality management:
The storage and maintenance of equipment between
arrival and commissioning are the key to assuring
the normal operation of equipment. Hence, the
Construction Division shall jointly revise the relevant
procedures for equipment receiving, storage and
maintenance while the manager of Construction
Division promotes and requests all sites to follow
accordingly. Moreover, the Quality Management
Department develops the "Equipment Storage and
Maintenance" audit checklist to review the project
site equipment maintenance through project quality
manager (PQM).
. Strengthen design document and Vendor document
review mechanism: To reduce design interface related
issue, the Squad Check List is prepared into checklist
form with selection mechanism (Y/N) and additional
co-signing blank for original deign department to
add to squad check, in addition to incorporating the
aforementioned quality control mechanism into SPF
(Smart Plant Foundation). Additionally, to clarify the
review items and internal responsible departments
of Vendor Document Review (VDR), the engineering/
procurement/construction divisions to jointly develop
vendor document review authorization table in
addition to supplementing the vendor document
review control operation mechanism in the "PQS-
102-E Project Documents and Data Control Procedure"
in order to effectively control the vendor document
review procedures.
. Promote project site document hand-over control:
The QVD (Quality Verification Document) documents
for construction and commissioning are divided into
in-house, turn-over and PCC (Pre-Commissioning
Control) (Figure 6). The project should be customized
into construction and commissioning hand-over
documents according to the ITP (Inspection Test Plan)
approved by the client. Then the critical documents
from the turn-over documents will be selected as PCC
Documentformulatingunit
QualityManagementDepartment
QualityManagementDivision
Personnel
Organizing GTS test
Follow-up test results
Statistics testing results
Call for document formulation joint review
meeting and determine if testing is required
Provide testing questions
Complete GTS online testing
within specified time
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◎ 6. Project Construction Site Hand-Over Document Diagram
Construction Site Quality Document All Project Turn-Over Documents
documents as the control point of turn-over. Then
the construction division and Innovation R&D Center
will jointly promote and establish the "Site Document
Turn-Over Control System" to upgrade QVD document
control efficiency to avoid affecting the hand-over
schedule.
(4) Quality Management Information System
. Establish project internal audit module: To explicitly
define the internal audit and relevant responsibly of
the project, the Quality Management Department
reviewed and revised the "PQ-501-E Quality Audit
Procedure" and collectively designed and established
the "Project Internal Audit Module" with the HSE
Management Department. The internal audit was
divided into 1. "Corporate internal audit module"
for the audit executed by the company. 2. "Project
internal audit module" for the internal audit of project.
The most significant difference between the two
modules is the "Quality Management Representative"
while the internal corporate audit report is reviewed
and signed by the head of Quality Management
Department while the internal project audit report is
reviewed and signed by the Project Manager (PM).
. Establish quality incident reporting module: The
purpose of establishing "Quality Incident Reporting
Module" is to facilitate the employees with e-reporting
quality incident to improve the quality incident
reporting efficiency, improve quality incident to
summarize statistics operation process. This module
replaces the original written reporting procedure
and paper form for company employees and project
members to fil out online the quality incidents
already occurred or the potential quality problems
discovered. Moreover, the module further shows the
time of incident occurrence, premise, responsible unit,
and loss by analyzing the root-cause and impact of
any incident occurs to facilitate the correction and
prevention of system quality problems.
. Promote NCR/DND E-management: To effectively
control the issuance and improvement for NCR
(Nonconformity Report) and DND (Defect Notification
Disposition), in addition to summarizing the NCR/
DND information of all company, thereby to conduct
comprehensive statistical analysis. In 2014 CTCI
promoted NCR/DND e-form, established mobile
issuance APPs and SPF-PCC system module to carry
out the issuance, tracing and control of NCR and DND.
Refer to Figure 7 for NCR/DND APP interface and
instruction.
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◎ 7. NCR/DND Apps Interface and Instruction
Stringent Execution of Internal/External Audit
The development of per fect quality management
process without stringent audit plan would have been
useless. CTCI Q HSE Division has designed a set of
considerably stringent internal audit standards to audit
the departments and projects on a regular basis.
There were 150 Auditee for quality in 2014, including
84 projects and 66 departments with 5,572 samples.
The audit result showed 11 Positive, 659 Opportunity
for Improvement (OFI), 205 observations (OBS) and 33
corrective action requests (CAR). The average number
of project flaws is 2.10 while the average department
flaws were 0.48. With regards to HSE, there were 101
Auditee with 44 based on projects as audit target while
57 auditing the department. A total of 2,272 samples
were drawn. The audit results revealed 4 Positive, 271
Opportunity for Improvement (OFI), 106 observations
(OBS) and 2 corrective action requests (CAR). The project
defect rate is 6.84% and department defect rate is 1.63%.
As fo r the in ter na l aud i t resu l t s , the company
departments have all taken immediate processing and
tracing. Currently the corrective action request and
observations identified have been improved. Additionally
the company commissions BSI to conduct external
audit. In 2014, there were 6 Positive (P) discovered, 6
opportunity for improvement (OFI), and 5 observations
(OBS). The observations from the audit results have been
improved by the company within the shortest time
possible.
Value Customer Requirement and Implement
Satisfaction Survey
Upholding the belief of "Exquisite engineering quality
wins customer satisfaction" CTCI applies stringent
requirement for internal employees to take basic
responsibly of qual ity f rom engineer ing design,
construction to maintenance according to "strengthen
customer service operation" with prudent attitude when
faced with the opinions given by external customers.
For this reason, CTCI has established phone, email and
fax channels for customers to respond with valuable
suggestions while the information will undergo careful
categorization, analysis, processing and response.
Save the issuance information offline at any time and upload to the database in the presence of internet services.
Directly take the defect photo at construction site as NCR/DND records.
Record to leave real-time voice information on the site inspection process and content.
The system will automatically number the project demand.
According to the operations configured for all projects, the following drop-down list can be used for construction site to select the different information and to issue NCR and DND quickly.
->Process simplification can reduce on-site operation and increase operation efficiency.
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2012~2014 Customer Satisfaction Survey
It is our responsibility to maintain customer privacy and
other than signing "Non-Disclosure Agreement" with
customers in the process of plant construction, CTCI
also requests project manager to sign the "Project Non-
Disclosure Agreement" to supervisor executing staff with
compliance with the matters in the letter of commitment.
Upon completing the plant, CTCI will voluntarily provide
the information regarding project design, engineering
operation machinery operation to customers according
to the entire completion data, thereby to maintain their
rights to know.
Under layers of constraints from the internal mechanism,
there has not been any infringement to customer privacy
in 2014 or omission of important document.
Apart from passively accepting customer response and
opinion, the company also takes initiative to find out
the market situation. First the President will serve as
the coordinator for the interdepartmental formation
of "Customer Opinion Operation Team" and shall
conduct customer satisfaction survey for projects under
warranty, using scientific method to analyze and propose
improvement suggestions, and the President will then
supervise all departments to perform the solutions and
assure the engineering quality meeting customer trust
and expectation.
In the first half of 2014, CTCI conducted customer
satisfaction survey on 32 projects with valid questionnaire
on 28 projects. The proprietor gave CTCI a 8.08 for
satisfaction in a scale form one to 10. CTCI conducted
survey on 36 projects with valid questionnaire from 30
projects, averaging satisfaction in 8.07 points.
Year HSEEngineering
QualityResponse
SpeedCommunication
and CoordinationEngineering
Progress Professional Technology
Average questionnaire
scores
1st half year of 2012 8.19 8.13 8.43 8.35 7.95 8.70 8.29
2nd half year of 2012 7.88 7.97 8.15 7.85 7.76 8.24 7.98
1st half year of 2013 7.92 7.95 8.52 8.30 7.93 8.46 8.18
2nd half year of 2013 7.79 7.74 8.23 8.16 7.58 8.26 7.96
1st half year of 2014 8.23 7.87 8.15 7.97 7.92 8.34 8.08
2nd half year of 2014 7.91 7.81 8.51 8.06 7.66 8.49 8.07
◎ Routinely visiting project site to build a safe project site environment.
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Apart from the opinion of external customers, CTCI has
also implemented internal Customer satisfaction since
2009 while concurrently compare the survey results
with the questionnaire of external customers as the
guidance for improvement on service quality. Such
approach will further help CTCI understand the internal/
external problems and weakness/strength of all products.
In the coming year, CTCI projects to apply stringent
requirement for over 8 points in customer satisfaction.
Systematic Supply- Chain with Sustainable
Management
CTCI is an EPC turnkey company under globalized
management . I n addi t ion to s t rengthening i t s
competitiveness in project management, CTCI is also
committed in the sustainable purchase. Faced with all
major engineering projects and hundreds of downstream
vendors, CTCI has long developed a set of management
over contractor construction and vendor products such
as disclosing the contracting rights and obligations
in details at front end through the following prudent
procurement supply- chain management process, vendor
contracting projects with limited assessment eligibility,
and sending personnel to inspect vendor products and
construction process from time to time at back end.
Purchase requisition Vendor quotationBid evaluation and bid awarding
Placing order and contract signing
Expediting Inspection Completion and delivery
Civil subcontractorPiping subcontractorInstrument subcontractorElectrical subcontractorEquipment subcontractorOther subcontractors
Civil supplierPiping supplierInstrument supplier Electrical supplierEquipment supplierOther suppliers
CTCI takes prudent attitude toward all details of projects
and will provide full instruction on the work content,
specification, schedule, and safety before signing with
the vendors and contractors so the vendors will fully
understand the scope of construction and the risks
involved. CTCI will indicate the amount of contract,
payment terms, liabilities of both parties, rights and
obligations, and penalties on the contract as reference
for vendors to perform the contract. The company also
establishes supplier payment query system opened for all
vendors to access the payment progress of each invoice.
To encourage vendors not only to provide excellent
quality and lead-time but to further jointly fulfill the
responsibility in protecting the environment as well as
providing friendly employment environment, thereby
upgrading the competitiveness of both parties, CTCI has
increased criteria such as environmental management,
labor conditions, human rights, and social impacts as well
as other vendor corporate sustainability assessment to
the previous equipment collaborative vendor eligibility
assessment standard records for vendor in its supply-
chain. The assessment now ties with the previous quality
and lead-time design manufacturing capacity as the
sustainability risk assessment management items for
supply-demand chain. It is a key reference for CTCI's
procurement strategies in the joint establishment of
sustainability based supply- chain.
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C TCI has v i s i ted and audi ted 34 domest ic and
international vendors in 2014, including evaluation on
vendor corporate sustainability. CTCI asks vendor to fill out
the vendor corporate sustainability assessment according
to the real situations, followed by in-field auditing at the
site conducted by CTCI factory visiting representatives.
Among the 34 vendors having completed auditing, 7 of
them did not complete the ISO14001 and OHSAS18001
qualification but only the factory HSE autonomous
management system. Additionally, 4 vendors have not
established management system for sub-grade supplier.
We have corrected and suggested on site during the
individual audit meeting and advocated the supplier to
further establish sustainable and reduction of risks.
To assure the vendor and associate vendors of CTCI
provide equipment, contract design, construction and
manufacturing work in conformance with the company
inquiry and customer demand through quality, HSE,
price, and delivery, the project procurement manager
and procurement engineers would represent the
procurement department will and follow the "vendor
assessment operation process" to conduct mid-term
assessment on the equipment vendor and associate
vendor throughout the execution after the project has
started. The vendors of equipment and associate vendors
will also assess project once in every half year. In 2014,
the company assessed 1,171 order and contracts with
an average score of 8.23 points. These sophisticated
assessment work fully indicates CTCI's principle of
integrity and fairness in treating all vendors, creating a
win-win situation between CTCI and vendors in perfect
cooperation, co-existence and co-prosperity.
For vendors assessed with excellence who are reported
with issuance of letter of appreciation will need to
achieve 8 points in the total assessment scores and
HSE scores before being qualified for accepting the
proposals. Assessment with non-conformance or is on
the vendor list of dishonored account as announced by
the Public Construction Commission, Executive Yuan,
will be considered by CTCI as non-conforming vendor
and subject to submission to the registered list for
suspension of rights. The restoration requires re-review
and submission to relevant business division supervisors
before restoring the rights.
The following table shows the regional procurement
outsourcing ration in last 3 years (2012-2014). Based
on the intention to assist with regional economic
development, engineering projects wil l consider
outsourcing to local vendors as priority. Hence the
regions of execution for engineering projects vary
each year while the ratio of outsourcing procurement
also changes. There was no significant change in the
relationship between CTCI and the vendors in 2014.
10~8.0
7.99~6.0
5.99~4.5
Total
Score
12315
307
849
252 55
800 49
Orders
Contracts
2014 Vendor Assessment Statistics
The following table shows the regional procurement outsourcing ration in last 3 years (2012-2014). Based on the intention to assist with regional economic development, engineering projects will consider outsourcing to local vendors as priority. Hence the regions of execution for engineering projects vary each year while the ratio of outsourcing procurement also changes. In 2014, there was no significant change in the relationship between CTCI and the vendors and for plant and client located in Taiwan, the amount about local purchasing order and subcontracting is 78.9% of total project procurement amount.
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America 2.64%
Asia 89.47%
Europe 7.89%
2014
Asia
Europe
America
America 2.48%
Asia 82.24%
Europe 15.28%
2012
America 1.55%
Asia 94.98%
Europe 3.47%
2013
Regional Procurement Outsourcing Ratio for 2012 to 2014
Building Safe Work Environment
Project quality relies on the establishment of safe and
healthy foundation for the employee, contractor, client,
and the environment. Hence CTCI also focuses on
building safe work environment while expanding its
business, providing the engineering projects with more
labor and quality protection.
Daily Review on Construction Quality
To improve engineering stringency, the team coordinates
for construction review meeting daily during the
period of project execution, in order to follow up the
control over the construction quality of associate
vendors. The review matters include work progress,
difficulties encountered, quality flaws, flaws in safety
and health environment, work distribution, cross-border
coordination, and movement arrangement for all vendor
machinery and equipment, as well as improvement
solutions. Daily review meetings help the work team to
immediately respond and handle major problems to
avoid delayed project progress.
Stringent Management of HSE System
HSE is closely related to the human rights of workers and
hence CTCI established the HSE management system in
accordance with ISO14001 and OHSAS18001, while the
President promulgated the HSE policy statement in 2005
with applicable scope including the headquarters and
all projects sites. The HSE policies are routinely amended
and co-signed by all department heads and president to
declare to customer of the company's determination in
valuation of HSE.
Moreover, CTCI has been successfully accredited with
the certification of HSE management system and
became the first company acquitting quality and HSE
system qualification concurrently in the domestic
engineering field. In 2008, CTCI acquired TOSHMS
(Taiwan Occupational Safety and Health Management
System) certificate, highlighting CTCI's attention on labor
participation, procurement safety management, and
contracting management. In 2012, CTCI even successfully
converted to CNS15506: 2011, followed by passing the
3-year re-examination and certification renewal for HSE
management system in November-2014.
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CTCI established the "Occupational Safety and Health
Committee" comprising 18 committee members
according to the law. Among the 6 labor representatives
in labor-employer meeting accounted for one third of the
total number. The Committee calls for a regular meeting
in every 3 month to review the matters related to
occupational safety and health management in addition
to listing the discussion and conclusion of the meeting to
meeting minute to announce all employees.
To attend labor safety, the company conducts safety
design inspection operation at the project design
stage according to the "Risky Workplace Review and
Inspection Guidelines" and international standards (API,
IEC), to improve the safety and quality durability of the
entire operation. During the project construction period,
the company also requests all associate vendors to
comply with laws, regulations and contract requirement
by establishing labor safety health management
department and personnel, forming construction site
coordination organization, and coordinating the safety
and health matters regarding the common operations
between the vendors. Additionally the overseas projects
shall comply with CTCI standards as well as the local laws
and regulations.
The QHSE Division of Headquarters follows the safety and
health management system annually to develop proper
annual objectives by routinely tracing the execution
effectiveness and provide reference for management in
the decision making for quarterly allocation of resources
as well as the evaluation standards for next year's objective
formation. The entire dynamic management process
provokes the company to pay attention to flaws and
improvement in order to create the best safety and health
environment conditions for employees in good circulations.
Promoting Total HSE
To reduce occupat ional hazards and r isks , C TCI
implements the requirement of management system
apar t f rom compl iance with the laws, C TCI has
developed a set of HSE Risk Assessment Procedure (PS-
409-E) and supervises all accountable departments
with performance, pre-identify high-hazard risk items
and effectively manage to reduce occupational injuries.
Moreover, in view of the HSE performance relying on all
employees with full efforts and the key role of "people"
◎CTCI emphasizes QHSE management and has acquired various management system certi�cates and Accident Free Man-hours Proof by the Executive Yuan.
Risky Workplace Review and Inspection Flowchart
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◎ 1. Total HSE Scheme
Between the third quarter of 2013 and 2014, according
to the different positions and duties, the HSE assessment
–manager version (including departmental managers
and project manager), PEM/PPM/PSM/PKM version, and
construction engineer discipline version (including civil
engineering, warehousing, equipment, electrical, pipeline,
instrument panel, steel structure). The assessment
method adopts GTS online test with questions categories
divided into safety commitment, basic concept and HSE
practice. In the future, CTCI will continue to hold the
abovementioned assessment on a regular basis while
planning the targets of assessment for other positions in
order to promote to the entire company. Please refer to
the scheme in Figure 1.
Additionally in view of the Occupational Safety and
Health Act (hereinafter referred to as Occupational Safety
Act) went into force on July 3rd, 2014. To strengthen the
HSE staff with quick control over the key revisions, impact
and influence from the Occupational Safety Act, except
for dispatching personnel to participate in all information
meeting or training seminars regarding occupational
safety act revision held by all government agencies.
Moreover the HSE Division organized a series of activities
in the second half of 2014 to arrange for internal/external
experts or scholars with arrangement for new laws and
practice experience by adopting training seminars, on-
site diagnosis so employees can further understand
the philosophy and revision to Occupational Safety Act
1. Company policy
2. Laws and regulations
3. Practical experience
HSE Manage-ment Division questioning
Trial database Establishment
Test Statistics
Safety commitment
Basic concept
Purpose
1. Clarifying training requirement
2. Strengthening HSR awareness
3. Established corporate safety culture
HSE practice
5~8
Questions
Questions by
occupation/
Current feedback design
Div./Dept.Departmental
Supervisor
(2013 second half, routinely organizing assessment) (started from 2014) (planning and executing in stages)
Respondents
PM PEM/PPMPSM/PKM
DisciplineEngineer
Allemployees
in safety culture, CTCI then further expands HSE to
"total" participation, namely promoting the Total HSE
mechanism.
Total HSE involves all company employees, particularly
non-HSE employees and departmental supervisors
and project managers who will be instructed for the
establishment of correct HSE knowledge through test
evaluation and their familiarity with the HSE requirement
related to their own work, thereby to gradually correct
the safety behavior and attitudes of employees and
accomplish a cultural atmosphere of Total HSE.
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◎ 1~3 Organized Occupational Safety Act related training course
◎ 4~5 External experts conducting diagnosis at site
◎ �e above �gure shows HSE consolidated performance management system.
(as shown in Figure 1~Figure 5) as the corresponding
countermeasure between the company and project HSE,
attaining the health and safety of occupational worker to
comply with the basic requirement of compliance.
R&D on the Latest HSE Management
Technology
As a top international EPC company in Taiwan, CTCI
constantly and actively attempts various technologies
in trend in recent years to search for breakthrough
i n m a n a g e m e n t te c h n o l o g y to o l s . To i n c re a s e
the transmission efficiency of the company's HSE
information and to strengthen the HSE management
system monitoring on projects, utilizing information
technology to assist with routine HSE related activities.
Hence, the HSE consolidated performance evaluation
system is established with optimal information on
the management activities. The performance of HSE
management is improved and such safety and HSE
performance assessment system also expands with
English website reviewing to further connect with
international project HSE practices.
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Subcontractor Assessment
To effectively strengthen the contractors screening
mechanism under the Procurement Control of HSE
management system, the system will provide quarterly
execution of associate Vendor assessment in every half
year through the system computation and analysis in
accordance with the monthly education and training of
the construction site. The system also establishes HSE
assessment items database that could be prepare a list
of collaborative Vendors to the various projects and
conduct the monthly assessment index scoring to the
construction site, in addition to check the project and
contractor scores. Consequently managers can control
the capacity of HSE comprehensive management and
the relevant activity execution effectiveness for all
associate Vendors, conforming to the principles of origin
management and reduce the occurrence of occupational
injuries.
Regulation Identification
"Compliance with regulations and customer requirement"
has long been one of CTCI's HSE policies. The initiation
of regulation identification online operation platform
will implement the conformance of all the relevant
operations of all departments, which establishes a set of
domestic occupational safety, health and environmental
protection regulations through information system
◎ A screenshot of subcontractor system.
integration. This system platform allows management
department to conduct real-time regulation upgrade and
maintenance in addition to providing regular regulations
identification to all departments and projects. Apart from
self-conducting regulation applicability and identification
conformance, the identification outcome of past projects
with similarities to further strengthen the facility and
effectiveness of regulation identification operations, in
addition to exporting statistics report as reference in
review meeting and system recording. The company
departments may apply regulation identif ication
operation to minimize the possible hazards in early stage
and reduce HSE related risks along with the execution of
various activities.
Building Safe and Comfortable Work
Environment
Employees are the most valued assets of CTCI and we
rely heavily on them for project executions. In recent
years, CTCI has performed BBS (Behavior-Based Safety)
and 5S self-management to protect the personal safety
of colleagues. Problems discovered by staff and the
improvement recommendations related to safety and
health will be regularly discussed in the Occupational
Safety and Health Committee meeting of the company.
With the exchange of in-depth discussion during regular
meeting, both the managment and staff will be able to
draft the optimal improvement proposal.
CTCI is happy to see BBS proposal submitted by staff
and has specifically designed the incentive mechanism
for employees to discover all problems and propose
suggestions through BBS. The Safety and Health
Committee wil l submit the case to the quarter ly
Occupational Safety and Health Committee meeting
while ten lucky draws will be made from the list of
proposing. After organizing and sorting the proposals
of that year, the "Enthusiastic Proposal Award" and the
"Best Proposal Award" will be selected with gifts given for
recognition and rewards.
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The above measures reveal C TCI's pursuit of safe
workplace has shifted from "quantity" to "quality".
Safety Work Hours and Occupational Injury
Incident Record
CTCI has been awarded with the 30,518,818-hour of
zero-incident work hour record certificate issued by the
Occupational Safety and Health Administration, Ministry
of Labor to CTCI headquarters between January 8th,
2007 and January 31st, 2015. The records show CTCI's
protection and determination in occupational safety
and come from several specific approaches. First, CTCI
considers the demand for HSE indicator measurement
and risk management principles, followed by taking
regular measurement for occupation injuries statistics
are. The indicator adopted is the Total Recordable
Case Rate (TRCR) (Note 1), Days Away, Restricted, or
Transferred Incidence Rate (DARTIR) (Note 2) defined by
Occupational Safety and Health Administration (OSHA),
and Occupational Injury Yearly Thousand People Rate
(YTR) announced by Ministry of Labor, Executive Yuan.
In 2014, the TRCR of CTCI is 0.08, and DARTIR is 0.02.
The Ministry of Labor data were referred to list the
Occupational Injury YTR for domestic industries, the
manufacturing industry and CTCI Corporation for the past
five years. According to the statistics, there were 2 cases
of Days away from work incidents in occupation safety
records (both personnel of contractors) and 6 cases of
medical injuries (3 cases involving personnel of contractor
and 3 cases involving CTCI colleagues). The occupational
injuries recorded in male and female was 7:1. Moreover,
CTCI does not have any records of occupational diseases.
In 2014, there were 3 cases of violation to relevant
laws and regulations, whose operation was partially
suspended by the competent authority as penalty and
the issuance of 8 notices of improvement. Nonetheless,
the above non-conformance matters have undergone
careful review and improvement by the company before
resuming to operation and correction.
To lower the injury and risk brought by incidents,
the company has established standard procedure in
respond to such situations. When incidents occur, related
departments will form an investigation team to actively
investigate, review and analyze its cause and establish
an improvement and prevention scheme for occurrence
of similar accidents. The specific improvement actions
shall include the implementation of HSE training as well
as the strengthening of labor safety inspection. This year
in response to the revision on Occupational Safety and
Health Acts, CTCI shall change the 24-hour reporting to
procedure to 8 hours to the labor competent authority
for the Days away from work incidents in order to comply
with the laws and regulations.
CTCI has acquired the following qualifications in 2014:
‧CN15506:2011 Certificate of Occupational Safety and Health Management System Qualification
‧ISO 9001:2008 Certificate of Quality Management System
‧OHSAS 18001:2007 Certificate of Occupational Safety and Health Management System
‧ISO 14001:2004 Certificate of Environmental Management System
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NGNG OK
OK
Identification of Requirements
HSE Inspection Team
Requesting Unit All units All units All units All units Irregular Units
HSE Inspection Team
HSE Inspection Team
Review
HSE Inspection Team
Review
HSE Inspection Team
HSE Inspection Team
Management Review Meeting
Management Review Meeting
Reviewing UnitResponsible Unit
Implementation of Identification
Application of Identification
In the regular evaluation, the inspection team should suggest the
grading of significant environmental aspects
and high safety and health risk
Responsible units implement the
identification and risk assessment of
environmental aspects and safety and health
hazards
The responsible unit should plan control and plan significant
environmental impacts and high
safety and health risk.
Implements improvement and
control
Organization expansion or reduction,
responsibility shift, operational activity
change
The responsible unit should plan control and plan the
provisional assessment according to the grading of significant environmental
impacts and high safety and health risk.
Determines the grading of significant
environmental aspects and high safety and
health risk
Notification of Regular Evaluation
Request of provisional assessment
New chemical substances, new equipment, new processes, correction of a HSE problem and other regular requirements of the management representative
Revises the HSE policy Record and analysis
Reviews the identification and risk
assessment of HSE hazards
0
3
6
9
12
1513.47113.559 13.363
12.573 12.015
4.378 4.176 4.020 3.721 3.453
0.154 0.294 0.200 0.2100.357
■ CTCI■ National Average■ Construction
Inudstry Average
2010 2011 2012 2013 2014 Year
%
0.00
0.25
0.50
0.75
1.00
0
10000000
20000000
30000000
40000000
0.05 0.04 0.06 0.05 0.080.01 0.02 0.01 0.03 0.02
2010 2011 2012 2013 2014 Year
27,3
28,1
54
27,2
77,8
19
31,5
08,7
08
33,5
95,1
76
19,6
62,9
26
% Hours
■ Total Hours Worked■ TRCR■ DARTIR
Occupational Injury YTR2010-2014 Occupational Injury YTR, TRCR & DARTIR
Identification and Risk Assessment of Environmental Aspects and Health and Safety Hazards
Note 2: Total Recordable Case Rate, TRCR=
TOTAL RECORDABLE CASES (INCLUDING DEATH,LOST TIME INJURY, RESTRICTED OR JOB TRANSFERRED, MEDICAL TREATMENT INCIDENCE)
TOTAL HOURS WORKEDX200,000
Note 3: Days away, restricted, or transferred incidence rate, DARTIR=DAYS AWAY,RESTRICTED,OR TRANSFERRED INCIDENCE
TOTAL HOURS WORKEDX200,000
Note 4: Occupational Injury YTR=THE TOTAL NUMBER OF OCCUPATIONAL INJURY
THE NUMBER OF EMPLOYEESX1,000 (excluding traffic accidents)
PS. In 2014, some projects contracted by CTCI are through the forms of joint venture (JV), and according to the project contracts, the construction scope shall be classified into the JV (not just CTCI); hence, the total hours worked were not calculated in CTCI's total hours worked (approximately 8.56 million work hours in 2014).
0.00
0.25
0.50
0.75
1.00
0
10000000
20000000
30000000
40000000
0.05 0.04 0.06 0.05 0.080.01 0.02 0.01 0.03 0.02
2010 2011 2012 2013 2014 Year
27,3
28,1
54
27,2
77,8
19
31,5
08,7
08
33,5
95,1
76
19,6
62,9
26
% Hours
■ Total Hours Worked■ TRCR■ DARTIR
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Professional Participation and Social Services
A s a member of the society, CTCI actively plays
the role of corporate citizen and is devoted
to participate in association, institutes and various
infrastructure projects, contributing the knowledge
and service of the company in engineering expertise
with active commitment in different social charity
events, leading in community promotion, and caring
for the environment and ecology as well as leading all
employees in social charities. Moreover, CTCI gives back
what it acquires the society to help more people in need.
The company offers employment opportunities and to
persons with mental and physical disability, contributing
computer equipment to help the disadvantaged and to
contribute efforts to the society through different social
participation measures.
The following dimensions describe CTCI's participation
in institutes, association activities, commitment in
infrastructure projects, feedback to the communities, and
participation in social charity events.
Participating in Associations and Institutes
With an engineering expertise background, CTCI has
been actively involved in the professional nature-
based science associations, and served as a directorate
and supervisors in organizations to promote the
development of conferences as to improve the industry
standards along with colleague industries. In 2014, CTCI
participated in a total of 46 science associations (67 for
the whole group). To assist with conference functioning
of science associations, CTCI had invested a total of NT$
2,992,878 (NT$4,013,678 for the Group) in advertisement,
membership and sponsorship fees.
Additionally to encourage colleagues to participate in
professional groups and upgrade personal skills, the
company has developed subsidies to encourage the
employees for professional and academic interchange.
In 2014, the company has granted 643 persons (888
persons from the whole group), amounting to a total of
NT$412,488 (NT$ 575,688 for the group).
In the process of participating in science associations,
CTCI has also played its expertise in the engineering
domain into full play by actively providing and sharing
its knowledge. For example, CTCI provided information
to Taiwan Institute of Chemical Engineers when building
the "Taiwan Chemical Engineering History Museum."
CTCI shared the "Execution Experience of Engineering
Consultants in Cross-Strait Incineration Construction
Items" at "The 5th Cross-Strait Engineering Consulting
Forum" under the invitation of The Chinese Association of
Engineering Consultants, and published three papers on
"energy-saving and carbon reduction," "rotary machine
technology," and "environmental management" at the
Chinese Petroleum Institute assembly. In the future, CTCI
will continue to participate in association and institutes
in order to contribute to the activation of industry
knowledge and economies.
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List of Institutes and Associations Directors and Supervisors Held by CTCI in 2014
Name of Association/Institution Director Supervisor
Chinese Institute of Engineers (Head) Andy Sheu John H. Lin
Chinese Institute of Engineers (Kaohsiung Branch) Pi- Chuan Chen Pao-Yao Pan
Chinese Petroleum Society John T. Yu Pi- Chuan Chen
Sino-Arabian Cultural & Economic Association John T. Yu
Chinese International Economic Cooperation Association John T. Yu
Taiwan Institute of Chemical Engineers John H. Lin, Kuen-Tian Chang
Chung-Hwa Railway Industry Development Association Michael Yang
The Chinese Arbitration Association, Taipei Po-Chien Wang
Middle East Business Association K. Y. Chang
The Chinese Association of Engineering Consultants, Taipei John T. Yu
The Chinese Association of Engineering Consultants, Taipei John H. Lin Andy Sheu
Taiwan Welding Society Chia-Hsing Wang Zong-Ling Zhang
Chinese Society of Mechanical Engineers John H. Lin
TISC (Taiwan Institute of Steel Construction Yuan-Fu Liao
Chinese Society of Structural Engineering Shyi-Yun Jean, Ching-Hsiang Tseng
Pressure Vessel Association Chey-Chan Lee
Sino-Indonesia Cultural and Economic Association John T. Yu
Taiwan Safety Council John T. Yu
India Business Association John H. Lin
Cross-Strait CEO Summit John T. Yu (Alternate Member)
Chung -Hwa Nuclear Society Andrew Tsai
Taiwan Nuclear Grade Industry Association Andrew Tsai
Proactive Introduction and Development of New Engineering Technology
C TCI spares no ef for ts in the int roduc t ion and
development of new technology, driving the company to
take up a market share in the competition of international
EPC turnkey engineering.
These new technologies, including the design of
technical quantitative risk assessment for increase of
process safety research, visualization factory technologies,
P&ID Rule-based automation design, BIM technology,
development of spherical tank design system, and design
application of optimization of MRT bulk supply substation
harmonic filter. Construction technology with mobile
devices installed for application in site construction,
building modular units and modularization construction
application, and concrete-filled double rectangular steel
tubing. The pilot-run technologies include: pilot expert
system development, and pilot-run and EPCK seamless
connection technology. The introduction and R&D of
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these engineering technologies are related, which not
only help upgrade industrial competitiveness but also
Funding Invested in R&D in the Past 3 Years
Manpower Invested in R&D in the Past 3 Years
Item/Year 2012 2013 2014
Net Revenue (Unit: Thousands NTD) 34,824,383 31,446,326 38,060,203
R&D Expense (Unit: Thousands NTD) 95,378 92,576 81,630
Proportion of R&D Expense to Revenue (%) 0.27% 0.29% 0.21%
connect the domestic engineering technologies with the
world.
Unit: Thousands NTD
Year 2012 2013 2014
Number of persons 50 people 46 people 44 people
Participation in Infrastructure Projects
Moreover, CTCI also specializes in its engineering
professionalism by devoting in infrastructure with
the best construction quality, upgrading national
engineering development standards, bringing the
public with convenience in life and transportation, while
effectively achieving the objectives in energy saving and
carbon reduction.
With regards to participation in infrastructure, CTCI is
committed in public transportation system, power plant
and sewage as well as other engineering field. Among
which there are many projects of massive difficulty;
however, the company upholds a fearless spirit by
continuing to make breakthrough, innovate and seek
for the optimal solutions. Not only does the company
receive recognition from the government but also makes
excellent contribution to Taiwan and other countries.
In the example of rec ycl ing plant (or k nown as
incineration plant), there were 24 incineration plants in
Taiwan in 2014 and the quantity of wastes going to the
plant summed up to 6,420,400.01 metric tons. The KD
Holding Corporation subordinated to the Environment &
Resources Business Operations operated 8 incineration
plants in Taiwan while the total quantity of wastes going
to the 8 incineration plants was 2,129,022.23 metric tons.
The total handling quantity accounted for 2,106,576.23
metr ic tons while the wastes going to the plant
belonging to general wastes were 1,649,271.31 tons and
the general industrial wastes accounted for 479,750.92
metric tons, equivalent to handling the annual garbage
quantity produced by 5.24 million people (calculated
on the approximate 0.863KG produced per person per
day from the 2014 statistics prepared by the Waste
Administrative Office, EPA, Executive Yuan) and the
industrial wastes produced by about 17,000 factories.
The total waste going to the two waste incineration
plants in Macao in 2014 was 457,371 metric tons. In
particular, the general wastes accounted for 447,591
metric tons and the industrial wastes accounted for
9,780 metric tons. The general wastes of all Macao areas
are within the scope of service by CTCI Environment &
Resources Business Operations, serving 630,000 people in
population.
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Participation in Projects and Contribution of CTCI and KD Holding Corporation Subordinated to the Environment & Resources Business Operations in 2014
Category of Public
ConstructionProject Name Contracted Part Contribution to the Public
Public
Transportation
System
Electromechanical
systems engineering of
Taipei Songshan MRT
EPC contracting After the official opening of Taipei MRT Songshan
Line (Ximen-Songshan Staion) on November
15, 2014, it becomesthe third west-east bound
operatin line after Bannan Line and Xinyi Line. It is
in direct operation as the Xiaonanmen Line and
Xindian Line under Route No. 3, which intersects
with Blue Line, Red Line, Orange Line, and Brown
Line for transfer, effectively soothing the crowding
at urban core and providing citizens with a more
time-saving and convenient transportation service.
Public
Transportation
System
Equipment operation
and maintenance of
power system at 161KV
main substation, and
11.4KV main switching
stations of Terminal 1
and Terminal 2
Equipment operation and
maintenance at 161KV main
substation of Taoyuan Airport, and
main switching stations of Terminal 1
and Terminal 2
Maintenance of airport electricity at arrival and
departure lobbies.
Public
Transportation
System
Maintenance work of
water and electrical
equipment at Bannan
Line
tenance and troubleshooting of water
and electrical equipment for Taipei
MRT.
Providing MRT with complete water and electrical
maintenance
Public
Transportation
System
Maintenance work of
firefighting equipment
at Bannan Line
Regular maintenance and
troubleshooting of firefighting
equipment
Providing MRT with complete water and electricity
maintenance.
Public
Transportation
System
Taoyuan MRT Airport
Line T&C Work
Dynamic integration testing Assisting with the construction between Taoyuan
City and Taipei City MRT System transport network
so that Taoyuan City will gradually develop
convenience, comfort, sustainability, and prosperity.
Water resource
& wastewater
treatment
Operation and
maintenance of gravel
purification facility
between New Taipei
City Water Resource
Center, Ximei, Nanzi
Ditch, Dahan River, and
Xindian River Valley.
Routine operation and maintenance
of facilities, machinery, equipment and
power control panels, water quality
sampling and test analysis, removal
and disposal of sludge and waste,
equipment repair and improvement,
emergency repair and restoration
Assisting New Taipei City to effectively improve the
water quality of rivers within the administration.
Others Operation and
maintenance contracts
on air conditioning
system
Air conditioning system equipment
operation, maintenance and
troubleshooting services at outpatient
building of Kaohsiung Veterans
General Hospital, emergency building
and administration building
Providing the hospital with clean air conditioning.
Note: The list refers to projects with significant contributions to the local society, economics, labor safety and environment in 2014.
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The employment of operational maintenance personnel,
guards and cleaning personnel for one single plant
can provide about 60 or more local employment
opportunities. The 9 incineration plants under the
operations of CTCI Environment & Resources Business
Operations can provide 550 employment opportunities.
Moreover, during the annual overhaul period, one single
plant will require additional 60 or more construction
workers and provide 550 employment opportunities
during the annual overhaul period.
Additionally with contribution in infrastructure such as
power plant, sewage, waste water treatment, and air
pollution control, CTCI appeals in customer demand, uses
innovative thinking and builds up new operation model
to provide world-class engineering services. CTCI has
always valued innovation R&D and continues to invest in
funding and human resource in the field of R&D.
Promoting Activities to Communities
Shilin District is filled with atmosphere of humanities and
culture and also the location of CTCI Headquarters. CTCI
upholds to the concept of community hospitality by
paying attention to the culture of Shilin District over the
long-run in addition to cooperating with local groups in
attempt to help the residents understand the ecology,
culture and historical characteristics of Shilin District
through various activities.
CTCI has sponsored and organized the " Shilin Cultural
Festival: Scenic Zhishan" with the Zhishan Cultural
and Ecological Garden for 4 years in a row, under the
sponsorship and guidance of Ministry of Culture and
Taipei City Government Department of Cultural Affairs.
The festival intends to gather the cultural elites from
Shilin-Tianmu Area through music and humanity arts,
jointly promoting the development of local culture.
The activities also co-organized by local enterprises,
cultural museum, schools, and arts and cultural groups
while charity groups and community and vil lage
residents surrounding Shilin and Tianmu are invited
to participate. The Event expects to draw public with
enthusiastic participation through Shilin water and green
environment experience day, music performance, Shilin
Cultural Museum, and music marathon.
In particular, the "Shale up Shilin with Music" music
concernt held in the Headquarters Building of CTCI
Group. On the day of activity, "Music Instrument Box"
features a trio consisting of piano, flute and clarinet to
interpret the sound and rhythm of nature. The Zhishan
Elementary School "4.5 Degree Sky" band features the
Ukulele performance with lovely and vibrant borderless
music feast. This cultural festival has become one of
the indicative annual events in Shilin and Tianmu Area.
This year a special "Zhishan-Shilin Cultural Festival
Outcome Manual" has been prepared to record the
origin and development of events, which is scheduled
to be distributed during the 2015 Cross-Strait (Xiamen)
Cultural Industries Fair. Using the integration of music
and art activities, local enterprises, local students and
communities can promote local cultural development
through feedback , care and interchange to fulfi l l
corporate social responsibilities.
Helping the Disadvantaged for a Loving Society
Faced with the fast-changing information technology,
CTCI requires a massive number of computers for
computer-aided design and need to replace software/
hardware tools frequently. When replacing computer
equipment, C TCI specifically donates phased-out
computer equipment to social charity groups, which
not only reduces burden on the environment but also
contributes efforts to the domestic education.
CTCI has donated phased-out computers through the
help of Triple-E Institute to sort the computer equipment
before donating to disadvantaged social and welfare
groups or individuals in need of help. In 2014, CTCI
has donated a total of 232 computers, 135 monitors, 9
printers, 150 laptops, and 9 servers.
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Activities and Number of Participants in Zhishan and Shilin Cultural Festival in Last 3 years
Activities Seats
reserved in 2012
Seats reserved in 2013
Seats reserved in 2014
Participants in 2012
Participants in 2013
Participants in 2014
1. CTCI 200 200 200 268 281 219
2. The Lin Yutang House 80 90 90 125 51 77
3. Shilin District Office 100 100 100 117 71 87
4. Zhishan Cultural and Ecological Garden 100 - 80 112 - 93
5. Shihlin Electric 200 200 200 233 271 211
6. Ch'ien Mu House 40 40 40 62 75 60
7. Dayeh Takashimaya 150 150 150 45 158 188
8. Digital Art Center, Taipei - 100 70 - 89 93
9. Shung Ye Museum of Formosan Aborigines - 70 - - 89
10. Kuo Yuan Ye Museum of Cake and Pastry - 60 - - 101
Opening Press Conference and Music Marathon of the Closing Ceremony 707 1217
Number of Photos Received in the Photo Contest -
Historic Photos Exhibition -
Drawing Experience Concert (held in 2013) 174
Drawing Concert Popularity Vote (held in 2013) 4727
Number of children guides participated 31 42
Situational simulations of Zhishanyuan Site military navigation event (held in 2013) 2500
Zhishanyuan military guide trip participants (held in 2013) 27095
Bird specimen exhibition and children guides (held in 2014) 31765
Total 36367 34242
Number of volunteers 255 273
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The first contact between Children Are Us Foundation
Minsheng Store and CTCI could be dated by to 2009 when
CTCI established the headquarters in Shilin. CTCI started
contacting Children Are Us Foundation because of the
administration company of the Headquarters Building and
even invites the children with mental retardation problemto
set up a booth for selling bread and cake at the building every
other week. For nearly 6 years since 2009, CTCI employees
have been able to taste the bread with craftsmanship and
love from these children every other week.
Xiang-Yi Mai who leads children with mental retardation
for setting up booth in CTCI said with a smile: "The children
were always happy when they knew they are coming to
CTCI. The customers in CTCI are very friendly and bring
their own shopping bag. They also encourage the children
during the sales or voluntarily help us when we are too
busy. Sometimes they would pull the colleagues here with
enthusiasm or broadcast in the building to remind people
of the bread selling services offered by Children Are Us
Foundation.
Moreover, Xiang-Yi Mai also observed: "Some customers
worry that they will not be able to buy the products since
they will be late, they would call us in advance and ask us
to safe products for
t h e m . S o m e C TC I
customers would also
come to the Children
Are Us Foundation
bakery at Mingsheng
E . Road af ter they
h a v e r e s i g n e d o r
dur ing non-booth
time to order pastry
or wedding cake. The
habit of charity seems
to remain in CTCI employees and it is quite touching for us.
Other than weekly booth, CTCI also invites Children Are
Us Foundation to set up booth at the site whenever
there are events or rooms. "We really appreciate CTCI's
encouragement for children with mental retardation so we
can share our products with more people. Most importantly,
the children with mental retardation have the opportunity
to get in touch with people, increase their confidence,
and we hope our relation will last long and continue
permanently."
Children with Mental Retardation Problem Love to Sell Bread to CTCI!Children Are Us Foundation, Mingsheng Store by Xiang-Yi Mai
Empathy and Devotion in Disaster Relief
In the morning of August 1st, 2014, a devastating gas
explosion accident took place in Qinzheng and Lingya
District of Kaohsiung City in Taiwan, resulting in severe
disastrous situations; and the society had devoted much
manpower and material support. CTCI also showed
empathy and donated NT$5 million to the Kaohsiung
City Government Disaster Relief account to help the
victims of disaster to pull through and rebuild their
home. Apart from corporate donation, we also developed
the "Regulations Governing Corporate Charity Volunteer
Services" to encourage our employees to devote in
volunteer services after work and participate in various
social charity services, therefore giving feedback to the
society with personal efforts.
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Honor Roll for Social Participation
Awards Description
Honor Roll – "Community Participation"
Letter of appreciation and souvenirs issued by Wild Bird Society of Taipei
Continuing the promotion of local culture development and neighborhood hospitality by cooperating with Zhishan Cultural and Ecological Garden to co-sponsor the "2014 Zhishan –Shilin Cultural Festival" under the guidance of Ministry of Culture and Department of Cultural Affairs, Taipei City Government. CTCI received the letter of appreciation and souvenirs from the Wild Bird Society of Taipei.
Taipei City Workplace Health Excellence – Health Excellence Award
Commitment in building workplace health with enthusiasm and protecting employee health; received "Taipei City Workplace Health Excellence – Health Excellence Award" from Taipei City Government
Red Cross Certificate Received certificate of appreciation from Red Cross for donation.
Certificate of Appreciation issued by Taiwan CPC
Participated in "CPC Winter Charity Sales Campaign" and received Certificate of Enthusiasm and Charity from Taiwan CPC.
Honor Roll – "Social Contribution and Social Services"
Certificate of Appreciation issued by the Chinese Institute of Environmental Engineering
CTCI was awarded with certificate of appreciation issued by the Chinese Institute of Environmental Engineering for sponsorship.
Golden Thumb Awards for PPIP issued by the Ministry of Finance
Houli Incineration Plant under the operation of CTCI Environment & Resources Business Operations participated in public construction, collecting private-sector funds and management efficiency and government authorities to provide Taiwan nationals with high-quality public construction and services and received the Golden Thumb Awards for PPIP in category of private-sector management team excellence award.
Outstanding Electrical Engineering Award
CTCI Deputy Chief Engineer Dong-Liang Zhang has worked in CTCI for 28 years and initially engaged in the power transmission system related design work for petrochemical plant renovation construction and traffic transportation infrastructure. He has been devoted in the construction and improvement projects for Great Taipei MRT traffic transportation system since 1989 with excellent contribution to the company and society and was awarded with the 2014 "Outstanding Electrical Engineer Award" issued by the Chinese Institute of Electrical Engineering.
Honor Roll – "Social Charity"
Certificate of Appreciation issued by Triple-E Institute
CTCI was awarded with Certificate of Appreciation for contribution to the campaign on "Your old computer, his new hope" organized by Triple-E Institute.
Medal of Appreciation issued by Occupational Safety And Health Administration, Ministry Of Labor
Actively assisting various occupational safety and health promotion activities with enthusiasm in labor safety. Awarded with medal of appreciation.
Honor Roll "Human Rights Protection"
Breastfeeding Room Excellence Award issued by Taipei City Government Department of Health
CTCI Headquarters Building awarded with Breastfeeding Room Excellence Award issued by Taipei City Government Department of Health (Period: 2013/9~2016/8)
Honor Roll – "Quality and Safety Health Environment"
Construction Quality and Labor Safety and Environmental Protection Performance Excellence Award
CPC Talin #10 SRU Sulfur Recovery Plant EPC Project awarded with Construction Quality and Labor Safety and Environmental Protection Performance Excellence Award issued by proprietor, CPC Construction Project Office.
Best Contractor Safety Award in 2013
Qatar cracking furnace and ethylene storage tank awarded with Best Contractor Safety Award in 2013 issued by proprietor QAPCO.
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Awards Description
Excellence in Labor Safety Competition
The construction project of Oriental Petrochemical (Taiwan) Co., Ltd. Guanyin Plant No. 2 participated in the Contractor Labor Safety Competition held by the proprietor Oriental Petrochemical (Taiwan) Co., Ltd. and won the 3rd place.
Certificate of Appreciation for High-Temperature Worker Heat-related Hazards Prevention Demonstration Seminar
Taipei Power Corporation Talin Power Plant renewal and restructuring co-organized the 2014 High Temperature Worker Heat-related Hazards and Prevention Demonstration Seminar.
Certificate of Appreciation for Enthusiastic Labor Safety and Charity
CTCI took initiative to participate in TOSHMS Northern District Promotion Association to actively devote in the promotion of TOSHMS for interchange of safety and health management promotion. Awarded with the Certificate of Appreciation for Enthusiastic Labor Safety and Charity presented by Minister Huang-Ran Fu of Occupational Safety And Health Administration, Ministry Of Labor.
Certificate of Labor Safety Distinguished Award issued by New Taipei City
Under the operation of CTCI Environment & Resources Business Operations, Shulin and Xindian Incineration Plants were awarded with the Certificate of Labor Safety Distinguished Award issued by New Taipei City Government.
Certificate of Labor Safety Excellence Award issued by Ministry of Labor
Xindian Incineration under the operation of CTCI Environment & Resources Business Operations was awarded with the Certificate of Labor Safety Excellence Award issued by Ministry of Labor.
Certificate of Zero-Disaster Labor Records issued by Ministry of Labor
Houli Incineration Plant and Xindian Incineration Plant under the operation of CTCI Environment & Resources Business Operations have accumulated over 800,000 labor hours with zero-disaster and over 1.2 million labor hours with zero disaster respectively.
Certified for environmental education facility and premise
Keelung and Miaoli Incineration Plants certified by the environmental education facility and premise.
Air Quality Purification Area Adoption Distinguished Award issued by Environmental Protection Administration
Tainan Refuse Incineration Plant under the operation of CTCI Environment & Resources Business Operations was awarded with Quality Purification Area Adoption Distinguished Award issued by Ministry of Economic Affairs.
Energy-Saving Excellence Award issued by Ministry of Economic Affairs
Tainan Refuse Incineration Plant under the operation of CTCI Environment & Resources Business Operations was awarded with Energy-Saving Excellence Award issued by Ministry of Economic Affairs.
Taiwan Enterprise Environmental Protection Award-Silver Prize issued by Environmental Protection Administration
Shulin Incineration Plan under the operation of CTCI Environment & Resources Business Operations was awarded with the 23rd Taiwan Enterprise Environmental Protection Award-Silver Prize issued by Environmental Protection Administration.
Performance Audit Special Award issued by Environmental Protection Administration
Both Shulin and Houli Incineration Plants under the operation of CTCI Environment & Resources Business Operations were awarded with the Performance Audit Special Award issued by Environmental Protection Administration.
Performance Audit Distinguished Award issued by Environmental Protection Administration
The Taonan Incineration Plant under the operation of CTCI Environment & Resources Business Operations was awarded with the Performance Audit Distinguished Award issued by Environmental Protection Administration.
Performance Audit Excellence Award issued by Environmental Protection Administration
Xindian, Miaoli, and Tainan Refuse Incineration Plants under the operation of CTCI Environment & Resources Business Operations were awarded with the Performance Audit Excellence Award issued by Environmental Protection Administration.
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Appendix I: Correspondence between this CSR Report and GRI G4.0 Guideline
I. Disclosure Status in Correspondence to GRI G4.0 Guideline (The following are verified by outside third-party as detailed in the Independent Assurance Opinion Statement.)
Status: V: Fully disclosed; O: Partially disclosed; △ : Not applicable; X: Not disclosed
Indicator Description Status Corresponding Section Note
PART I: STANDARD DISCLOSURES
1. Strategy and Analysis
G4-1 Provide a statement from the most senior decision-maker of the organization about the relevance of sustainability to the organization and the organization's strategy for addressing sustainability.
V Message from the Top Management
G4-2 Provide a description of key impacts, risks, and opportunities.
V 1. Operation and Governance \ Corporate Governance \
2. Operation and Governance \ Corporate Governance \ Improvement of Internal Control System
3. Operation and Governance \ Future Prospects
2. Organizational Pro�le
G4-3 Report the name of the organization. V Operation and Governance \ Corporate Overview
G4-4 Report the primary brands, products, and services.
V Operation and Governance \ Corporate Overview
G4-5 Report the location of the organization's headquarters.
V Operation and Governance \ Corporate Overview
G4-6 Report the number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report.
V Operation and Governance \ Corporate Overview
G4-7 Report the nature of ownership and legal form.
V Operation and Governance \ Finance Disclosure\Shareholding Structure
G4-8 Report the markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries).
V Operation and Governance \ Corporate Overview
G4-9 Report the scale of the organization, including:Total number of employees, total number of operations, net sales (for private sector organizations) or net revenues (for public sector organizations), total capitalization broken down in terms of debt and equity (for private sector organizations), quantity of products or services provided
V 1. Operation and Governance \ Corporate Overview
2. Operation and Governance \ Strengthen the Supervision Function of the Board
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Indicator Description Status Corresponding Section Note
G4-10 a. Report the total number of employees by employment contract and gender.
b. Report the total number of permanent employees by employment type and gender.
c. Report the total workforce by employees and supervised workers and by gender.
d. Report the total workforce by region and gender.
e. Report whether a substantial portion of the organization's work is performed by workers who are legally recognized as self-employed, or by individuals other than employees or supervised workers, including employees and supervised employees of contractors.
f. Report any significant variations in employment numbers (such as seasonal variations in employment in the tourism or agricultural industries).
V Social Participation \ Establishing a Healthy andHappy Work Environment \ Employee Care \Improve Management System and Value Human Rights
G4-11 Report the percentage of total employees covered by collective bargaining agreements.
V Social Participation \ Building Healthy and Happy Work Environment \ Employee Care \Improve Management System and Value Human Rights
All CTCI's employeesare protectedthrough formal signing of recruit- ment contract.
G4-12 Describe the organization's supply chain. V Social Participation \ Building Friendly and Harmonious Partnership \ Providing Clients with OutstandingEngineering Quality \ Systematic Supply-Chain with Sustainable Management
G4-13 Report any significant changes during the reporting period regarding the organization's size, structure, ownership, or its supply chain, including:* Changes in the location of, or changes in,
operations, including facility openings, closings, and expansions.
* Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations).
* Changes in the location of suppliers, the structure of the supply chain, or in relationships with suppliers, including selection and termination.
V Social Participation \ Building Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \ Systematic Supply-Chain with Sustainable Management
There was no significant change in organizational structure or operation during the reporting period.
3. Commitments To External Initiatives
G4-14 Report whether and how the precautionary approach or principle is addressed by the organization.
V Operation and Governance \ CorporateGovernance \ Establishment of Enterprise Self-Disciplinary RegulationsSocial Participation \ Building Friendly and Harmonious Partnership \ Building Safe Work Environment\ Stringent Management of HSE System
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Indicator Description Status Corresponding Section Note
G4-15 List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses.
V CSR Promotion \ CSR Policy Statement
G4-16 List memberships of associations (such as industry associations) and national or international advocacyorganizations in which the organization:* Holds a position on the governance body* Participates in projects or committees* Provides substantive funding beyond
routine membership dues* Views membership as strategic
V Social Participation \ Professional Participationand Social Services \ Participating in Associations and Institutes
4. Identi�ed Material Aspects and Boundaries
G4-17 a. List all entities included in the organization's consolidated financial statements or equivalent documents.
b. Report whether any entity included in the organization's consolidated financial statements or equivalent documents is not covered by the report.
V 1. Operation and Governance \ Corporate Overview
2. Operation and Governance \ CorporateGovernance \ Continuation to StrengthenCorporate Capabilities
G4-18 a. Explain the process for defining the report content and the Aspect Boundaries.
b. Explain how the organization has implemented the Reporting Principles for Defining Report Content.
V Evaluation and Response to Stakeholders and Materiality Issues
G4-19 List all the material Aspects identified in the process for defining report content.
V Evaluation and Response to Stakeholders and Materiality Issues
G4-20 For each material Aspect, report the Aspect Boundary within the organization, as follows:* Report whether the Aspect is material
within the organization* If the Aspect is not material for all entities
within the organization (as described in G4-17), select one of the following two approaches and report either:
-- The list of entities or groups of entities included in G4-17 for which the Aspect is not material or-- The list of entities or groups of entities included in G4-17 for which the Aspects is material* Report any specific limitation regarding the
Aspect Boundary within the organization
V Evaluation and Response to Stakeholders and Materiality Issues Appendix I: Correspondence between this CSR Report and GRI G4.0 Guideline \ II. Boundary of Material Aspect Within and Outside Organization
G4-21 For each material Aspect, report the Aspect Boundary outside the organization, as follows:* Report whether the Aspect is material
outside of the organization* If the Aspect is material outside of the
organization, identify the entities, groups of entities or elements for which the Aspect is material. In addition, describe the geographical location where the Aspect is material for the entities identified
* Report any specific limitation regarding the Aspect Boundary outside the organization
V Evaluation and Response to Stakeholders and Materiality Issues Appendix I: Correspondence between this CSR Report and GRI G4.0 Guideline \ II. Boundary of Material Aspect Within and Outside Organization
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G4-22 Report the effect of any restatements of information provided in previous reports, and the reasons for such restatements.
V Editor's Note No Differences in Comparison toPrevious Report
G4-23 Report significant changes from previous reporting periods in the Scope and Aspect Boundaries.
V Editor's Note No Differences in Comparison toPrevious Report
5. Stakeholder Engagement
G4-24 Provide a list of stakeholder groups engaged by the organization.
V Evaluation and Response to Stakeholders and Materiality Issues
G4-25 Report the basis for identification and selection of stakeholders with whom to engage.
V Evaluation and Response to Stakeholders and Materiality Issues
G4-26 Report the organization's approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.
V Evaluation and Response to Stakeholders and Materiality Issues
G4-27 Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns.
V Evaluation and Response to Stakeholders and Materiality Issues
6. Report Pro�le
G4-28 Reporting period (such as fiscal or calendar year) for information provided.
V Editor's Note
G4-29 Date of most recent previous report (if any) V Editor's Note
G4-30 Reporting cycle (such as annual, biennial) V Editor's Note
G4-31 Provide the contact point for questions regarding the report or its contents.
V Editor's Note
7. GRI Content Index for 'In accordance' – Core
G4-32 a. Report the 'in accordance' option the organization has chosen.
b. Report the GRI Content Index for the chosen option (see tables below).
c. Report the reference to the External Assurance Report, if the report has been externally assured. GRI recommends the use of external assurance but it is not a requirement to be 'in accordance' with the Guidelines.
V Appendix 1: Correspondence between this CSR Report and GRI G4.0 Guideline \ I. Disclosure Status in Correspondence to GRI G4.0 Guideline
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8. Assurance
G4-33 a. Report the organization's policy and current practice with regard to seeking external assurance for the report.
b. If not included in the assurance report accompanying the sustainability report, report the scope and basis of any external assurance provided.
c. Report the relationship between the organization and the assurance providers.
d. Report whether the highest governance body or senior executives are involved in seeking assurance for the organization's sustainability report.
V Third Party Verification Statement
G4-34 Report the governance structure of the organization, including committees of the highest governance body. Identify any committees responsible for decision-making on economic, environmental and social impacts.
V Operation and Governance \ Corporate Governance \ Strengthen the Supervision Function of the Board
G4-35 Report the process for delegating authority for economic, environmental and social topics from the highest governance body to senior executives and other employees.
V CSR Promotion
G4-36 Report whether the organization has appointed an executive-level position or positions with responsibility for economic, environmental and social topics, and whether post holders report directly to the highest governance body.
V CSR Promotion
G4-37 Report processes for consultation between stakeholders and the highest governance body on economic, environmental and social topics. If consultation is delegated,describe to whom and any feedback processes to the highest governance body.
V 1. Social Participation \ Employee Care \ Sound Communication Channel to Understand What Employees are Thinking
2. Operation and Governance \ Corporate Governance \ Enforcement of Information Disclosure
G4-38 Report the composition of the highest governance bodyand its committees by:* Executive or non-executive* Independence* Tenure on the governance body* Number of each individual's other
significant positions and commitments, and the nature of the commitments
* Gender* Membership of under-represented social
groups* Competences relating to economic,
environmental and social impacts* Stakeholder representation
V Operation and Governance \ CorporateGovernance \ Strengthen the Supervision Function of the Board \ CTCI Board Directors
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G4-39 Report whether the Chair of the highest governance body is also an executive officer (and, if so, his or her function withinthe organization's management and the reasons for this arrangement).
V Chairman &CEO John T. Yuis the highest governance body of the company.
G4-40 Report the nomination and selection processes for thehighest governance body and its committees, andthe criteria used for nominating and selecting highestgovernance body members, including:* Whether and how diversity is considered* Whether and how independence is
considered* Whether and how expertise and
experience relating to economic, environmental and social topics are considered
* Whether and how stakeholders (including shareholders) are involved
V Operation and Governance \ Corporate Governance \ Strengthen the Supervision Function of the Board
G4-41 Report processes for the highest governance body to ensure conflicts of interest are avoided and managed.Report whether conflicts of interest are disclosed to stakeholders, including, as a minimum:* Cross-board membership* Cross-shareholding with suppliers and
other stakeholders* Existence of controlling shareholder* Related party disclosures
V Operation and Governance \ Corporate Governance \ Strengthen the Supervision Function of the Board
G4-42 Report the highest governance body's and senior executives' roles in the development, approval, and updating of the organization's purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts.
V CSR Promotion
G4-43 Report the measures taken to develop and enhance the highest governance body's collective knowledge of economic, environmental and social topics.
x
G4-44 a. Report the processes for evaluation of the highest governance body's performance with respect to governance of economic, environmental and social topics. Report whether such evaluation is independent or not, and its frequency. Report whether such evaluation is a self-assessment.
b. Report actions taken in response to evaluation of the highest governance body's performance with respect to governance of economic, environmental and social topics, including, as a minimum, changes in membership and organizational practice.
V Operation and Governance \ Corporate Governance \ Strengthen the Supervision Function of the Board
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G4-45 a. Report the highest governance body's role in the identification and management of economic, environmental and social impacts, risks, and opportunities. Include the highest governance body's role in the implementation of due diligence processes.
b. Report whether stakeholder consultation is used to support the highest governance body's identification and management of economic, environmental and social impacts, risks, and opportunities.
V Operation and Governance \ Corporate Governance \ Strengthen the Supervision Function of the Board
G4-46 Report the highest governance body's role in reviewing the effectiveness of the organization's risk management processes for economic, environmental and social topics.
x
G4-47 Report the frequency of the highest governance body's review of economic, environmental and social impacts, risks,and opportunities.
V Operation and Governance \ Corporate Governance \ Strengthen the Supervision Function of the Board
G4-48 Report the highest committee or position that formally reviews and approves the organization's sustainability report and ensures that all material Aspects are covered.
x
G4-49 Report the process for communicating critical concerns tothe highest governance body
V 1. Social Participation \ Employee Care \ \ Sound Communication Channel to Understand What Employees are Thinking
2. Operation and Governance \ Corporate Governance \ Enforcement of Information Disclosure
G4-50 Report the nature and total number of critical concerns that were communicated to the highest governance body and the mechanism(s) used to address and resolve them.
x
G4-51 a. Report the remuneration policies for the highest governance body and senior executives for the below types of remuneration:
* Fixed pay and variable pay:––Performance-based pay––Equity-based pay––Bonuses––Deferred or vested shares* Sign-on bonuses or recruitment incentive
payments* Termination payments* Clawbacks* Retirement benefits, including the
difference between benefit schemes and contribution rates for the highest governance body, senior executives, and all other employees.
b. Report how performance criteria in the remuneration policy relate to the highest governance body's and senior executives' economic, environmental and social objectives.
V Operation and Governance \ Corporate Governance \ Strengthen the Supervision Function of the Board
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G4-52 Report the process for determining remuneration. Report whether remuneration consultants are involved in determining remuneration and whether they are independent of management. Report any other relationships which the remuneration consultants have with the organization
x
G4-53 Report how stakeholders' views are sought and taken into account regarding remuneration, including the results of votes on remuneration policies and proposals, if applicable.
V 1. Social Participation\Building Healthy and Happy Work Environment \Employee Care\Sound Communication Channel to Understand What Employees are Thinking
2. Operation and Governance\Corporate Governance \Enforcement of Information Disclosure
G4-54 Report the ratio of the annual total compensation for the organization's highest-paid individual in each countryof significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country.
x
G4-55 Report the ratio of percentage increase in annual total compensation for the organization's highest-paid individual in each country of significant operations to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual) in the same country.
x
9. Ethics and Integrity
G4-56 Describe the organization's values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.
V Operation and Governance \ Corporate Governance \ Establishment of Enterprise Self-Disciplinary Regulations
G4-57 Report the internal and external mechanisms for seeking advice on ethical and lawful behavior, and matters related to organizational integrity, such as helplines or advice lines.
V Operation and Governance \ Corporate Governance \ Establishment of Enterprise Self-Disciplinary Regulations
G4-58 Report the internal and external mechanisms for reporting concerns about unethical or unlawful behavior, and matters related to organizational integrity, such as escalation through line management, whistleblowing mechanisms or hotlines.
V Operation and Governance \ Corporate Governance \ Establishment of Enterprise Self-Disciplinary Regulations
Part II: SPECIFIC STANDARD DISCLOSURES
1.Generic Disclosures on Management Approach V Evaluation and Response to Stakeholders and Materiality Issues
2. Aspect-specific Disclosures on Management Approach
(1) Economic
G4-EC1 Direct economic value generated and distributed, including sales, operating costs, employee compensation and benefits, dividends, taxes and levies, and retained earnings.
V Operation and Governance \ Finance Disclosure (For more details, please refer to Financial Report of the company published quarterly or the annual report.)
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G4-EC2 Financial implications and other risks and opportunities for the organization's activities due to climate change.
V Operation and Governance \ Future Prospects
G4-EC3 Coverage of the organization's defined benefit plan obligations.
V Social Participation \ Building Healthy and Happy Work Environment \ Employee Care \ Fair and Reasonable Salary and Welfare
G4-EC4 Financial assistance received from government.
V Operation and Governance \ Corporate Governance \ Adaptation to Policies to Enjoy Tax Break
G4-EC5 Ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Fair and Reasonable Salary and Welfare
G4-EC6 Proportion of senior management hired from the local community at significant locations of operation.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Fair and Reasonable Salary and Welfare
G4-EC7 Development and impact of infrastructure investments and services provided.
V Social Participation \ Professional Participation and Social Services \ Participation in Infrastructure Projects
G4-EC8 Significant indirect economic impacts, including the extent of impacts.
V Social Participation \ Professional Participation and Social Services \ Participation in Infrastructure Projects
G4-EC9 Proportion of spending on local suppliers atsignificant locations of operation.
V Social Participation \ Creating Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \Systematic Supply-Chain with Sustainable Management
(2) Environmental
G4-EN1 Materials used by weight or volume. △ Not a fabrication shop.
G4-EN2 Percentage of materials used that are recycled input materials.
△ Not a fabrication shop
G4-EN3 Energy consumption within the organization. V Environmental Protection \ Build Energy-Saving and Carbon-Reduction Office Environment
G4-EN4 Energy consumption outside of the organization.
V Environmental Protection \ Performance of Green Engineering Implementation
G4-EN5 Energy intensity x
G4-EN6 Reduction of energy consumption V 1. Environmental Protection \ Performance of Green Engineering
Implementation2. Environmental Protection \ Build
Energy-Saving and Carbon-Reduction Office Environment
3. Environmental Protection \Transform Waste into Resource
G4-EN7 Development and impact of infrastructure investments and services supported.
V 1. Environmental Protection \ Performance of Green Engineering
Implementation 2. Environmental Protection \ Build
Energy-Saving and Carbon-Reduction Office Environment
3. Environmental Protection \ Transform Waste into Resource
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G4-EN8 Total water withdrawal by source. V Environmental Protection \ Build Energy-Saving and Carbon-Reduction Office Environment \ Effectiveness in Energy Saving, Water Conservation and Power Saving for Office Buildings
We use tap water from Taiwan Water Company and will not affect water sources.
G4-EN9 Water sources significantly affected by withdrawal of water.
△ We use tap water from Taiwan Water Company and will not affect water sources.
G4-EN10 Percentage and total volume of water recycled and reused.
V 1. Environmental Protection \ Performance of Green Engineering Implementation \Effectiveness in Building Green Project Sites
2. Environmental Protection\ Transform Waste into Resource \ Reduce Secondary Pollution, Energy Saving and Water Conservation
We use water for daily life and office purposes, and waste water is discharged to the sewerage system. Therefore, the water recycling rate is 0%.
G4-EN11 Operation sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.
△ The construction sites where we conduct business activities are owned by the clients and have passed environmental impact evaluation.
G4-EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.
△ The construction sites where we conduct business activities are owned by the clients and have passed environmental impact evaluation.
G4-EN13 Habitats protected or restored. △ The construction sites where we conduct business activities are owned by the clients and have passed environmental impact evaluation.
G4-EN14 Total number of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.
△ The construction sites where we conduct business activities are owned by the clients and have passed environmental impact evaluation.
G4-EN15 Direct greenhouse gas (GHG) emissions (Scope 1)
V 1. Environmental Protection \ Performance of Green Engineering
Implementation2. Environmental Protection \ Full Practices
of Carbon Reduction in Everyday Life
G4-EN16 Energy indirect greenhouse gas (GHG) emissions (Scope 2)
V 1. Environmental Protection \ Performance of Green Engineering
Implementation2. Environmental Protection \ Build
Energy-Saving and Carbon-Reduction Office Environment
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G4-EN17 Other indirect greenhouse gas emissions (Scope 3)
V Environmental Protection \ Performance of Green Engineering Implementation
G4-EN18 Greenhouse gas (GHG) emissions intensity x
G4-EN19 Reduction of greenhouse gas (GHG) emissions
V 1. Environmental Protection \ Performance of Green Engineering Implementation
2. Environmental Protection \ Build Energy-Saving and Carbon-Reduction Office Environment
G4-EN20 Emissions of ozone-depleting substances (ODS).
V We do notuse Halon fireextinguishers, CFC, HCFC, and methyl bromide.
G4-EN21 NOx, SOx, and other significant air emissions. △ Not a fabrication shop.
G4-EN22 Total water discharge by quality and destination.
V We have connected all sewers to thesewerage system except for natural steam; which is the same as the water input volume.
G4-EN23 Total weight of waste by type and disposal method.
V Environmental Protection \ Transform Waste into Resource
G4-EN24 Total number and volume of significant spills. V No critical spill was reported in 2014.
G4-EN25 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally.
△ CTCI is not a fabrication shop and does not produce hazardous waste during service process.
G4-EN26 Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the organization's discharges of water and runoff.
V We have connected all sewers to thesewerage system,and no impact was made to the survival of creatures.
G4-EN27 Extent of impact mitigation of environmental impacts of products and services.
V 1. Special Report \ CPC Talin #10 SRU Sulfur Recovery Plant EPC Project, Green SRU that Enhances Industrial Competitiveness and Reduces Pollution
2. Environmental Protection \ Performance of Green Engineering Implementation
3. Environmental Protection \ Build Energy-Saving and Carbon-Reduction Office Environment4. Environmental Protection \ Transform Waste into Resource
G4-EN28 Percentage of products sold and their packaging materials that are reclaimed by category.
△ Not a fabricationshop.
G4-EN29 Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with environmental laws and regulations.
V Social Participation \ Creating Harmonious Partnership \ Creating a Safe Work Environment
No violation ofnoncompliancewith environmentallaws and regulationswas reported in2014.
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G4-EN30 Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce.
V 1. Environmental Protection \ Performance of Green Engineering Implementation
2. Environmental Protection \Build Energy-Saving and Carbon-Reduction Office Environment
3. Environmental Protection \ Transform Waste into Resource
G4-EN31 Total environmental protection expenditures and investments by type.
V Environmental Protection
G4-EN32 Percentage of new suppliers that were screened using environmental criteria.
○ Social Participation \ Friendly and HarmoniousPartnership \ Providing Clients with OutstandingEngineering Quality \ Sustainable Management for Systematic Supply Chain
G4-EN33 Significant actual and potential negativeenvironmental impacts in the supply chain and actions taken
○ Social Participation \ Friendly and HarmoniousPartnership \ Providing Clients with OutstandingEngineering Quality \ Sustainable Management for Systematic Supply Chain
G4-EN34 Number of grievances about environmental impacts filed, addressed, and resolved through formal grievance mechanisms.
V Environmental Protection \ Build Energy-Saving and Carbon-Reduction Office Environment
(3) Social: Labour Conditions and Forced Labor (16)
G4-LA1 Total number and rates of new employee hires and employee turnover by age group, gender, and region.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
G4-LA2 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care
G4-LA3 Return to work and retention rates after parental leave, by gender.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Following Rules, Respecting Human Rights
G4-LA4 Minimum notice periods regarding operational changes, including whether these are specified in collective agreements.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Sound Communication Channel
G4-LA5 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.
V Social Participation \ Creating Harmonious Partnership \ Creating a Safe Work Environment
G4-LA6 Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities by region and by gender.
V Social Participation \ Creating Harmonious Partnership \ Creating a Safe Work Environment
G4-LA7 Workers with high incidence or high risk of diseases related to their occupation.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care
G4-LA8 Health and safety topics covered in formal agreements with trade unions.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care
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G4-LA9 Average hours of training per year per employee by gender and by employee category.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Talent Cultivation
G4-LA10 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Talent Cultivation
G4-LA11 Percentage of employees receiving regular performance and career development reviews by gender and by employee category.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care
We have establishedEmployeePerformanceEvaluation Policy to evaluate employee performance every year.
G4-LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
G4-LA13 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
G4-LA14 Percentage of new suppliers that were screened using labor practices criteria.
○ Social Participation \ Friendly and HarmoniousPartnership \ Providing Clients with OutstandingEngineering Quality \ Sustainable Management for Systematic Supply Chain
G4-LA15 Significant actual and potential negative impacts for labor practices in the supply chain and actions taken.
○ Social Participation \ Friendly and HarmoniousPartnership \ Providing Clients with OutstandingEngineering Quality \ Sustainable Management for Systematic Supply Chain
G4-LA16 Number of grievances about labor practices filed, addressed, and resolved through formal grievance mechanisms.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
(4) Social: Human Rights (12)
G4-HR1 Total number and percentage of significant investment agreements and contracts that include human rights clauses or that underwent human rights screening.
V There was no significant invest case in 2014.
G4-HR2 Total hours of employee training on human rights policies or procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ \Improve Management System and Value Human Rights\
G4-HR3 Total number of incidents of discrimination and corrective actions taken.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
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G4-HR4 Operations and suppliers identified in which the right to exercise freedom of association and collective bargaining may be violated or at significant risk, and measures taken to support these rights.
V 1. Social Participation \ Establishing a Healthy and Happy Work Environment \Employee Care \Improve Management System and Value Human Rights
2. Social Participation \ Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \ Sustainable Management for Systematic Supply Chain
G4-HR5 Operations and suppliers identified as having significant risk for incidents of child labor, and measures taken to contribute to the effective abolition of child labor
V 1. Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Following Rules, Respecting Human Rights
2. Social Participation \ Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \ Sustainable Management for Systematic Supply Chain
G4-HR6 Operations and suppliers identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of all forms of forced or compulsory labor.
V 1. Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Following Rules, Respecting Human Rights
2. Social Participation \ Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \ Sustainable Management for Systematic Supply Chain
No forced orcompulsory laborhas been reportedat CTCI, andovertime work has been reasonably compensated.
G4-HR7 Percentage of security personnel trained in the organization's human rights policies or procedures that are relevant to operations.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
G4-HR8 Total number of incidents of violations involving rights of indigenous peoples and actions taken.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
No incident ofhuman rightsviolation has been reported.
G4-HR9 Total number and percentage of operations that have been subject to human rights reviews or impact assessments.
V Social Participation \ Establishing a Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
All the operationsof CTCI subsidiarieshome and abroadare in compliancewith LaborStandards Act.
G4-HR10 Percentage of new suppliers that were screened using human rights criteria.
○ Social Participation \ Building Harmonious Partnership \ Building Safe Work Environment \ Systematic Supply- Chain with Sustainable Management
G4-HR11 Significant actual and potential negative human rights impacts in the supply chain and actions taken.
○ Social Participation \Building Friendly and HarmoniousPartnership \ Providing Clients with OutstandingEngineering Quality \ Systematic Supply- Chain with Sustainable Management
G4-HR12 Number of grievances about human rights filed, addressed, and resolved through formal grievance mechanisms.
V Social Participation \ Establishing aBuilding Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
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(5) Social: Society (11)
G4-SO1 Percentage of operations with implemented local community engagement, impact assessments, and development programs.
V Social Participation \ Professional Participation and Social Services
G4-SO2 Operations with significant actual and potential negative impacts on local communities.
V None was reported in 2014.
G4-SO3 Total number and percentage of operations assessed for risks related to corruption and the significant risks identified.
V Operation and Governance \ Corporate Governance \ Establishment of Enterprise Self-Disciplinary Regulations
G4-SO4 Communication and training on anti-corruption policies and procedures.
V Operation and Governance \ Corporate Governance \ Establishment of Enterprise Self-Disciplinary Regulations
G4-SO5 Confirmed incidents of corruption and actions taken.
V Operation and Governance \ Corporate Governance \ Establishment of Enterprise Self-Disciplinary Regulations
G4-SO6 Total value of political contributions by country and recipient/beneficiary.
V We have been maintaining and will remain neutral in politics and will not make contributions to political parties, politicians, and related institutions.
G4-SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes.
V None was reported in 2014.
G4-SO8 Monetary value of significant fines and total number of non-monetary sanctions for noncompliance with laws and regulations.
V None was reported in 2014.
G4-SO9 Percentage of new suppliers that were screened using criteria for impacts on society.
○ Social Participation \ Building Friendly and HarmoniousPartnership \ Providing Clients with OutstandingEngineering Quality \ Systematic Supply- Chain with Sustainable Management
G4-SO10 Significant actual and potential negative impacts on society in the supply chain and actions taken.
○ Social Participation \ Building Friendly and HarmoniousPartnership \ Providing Clients with OutstandingEngineering Quality \ Systematic Supply- Chain with Sustainable Management
G4-SO11 Number of grievances about impacts on society filed, addressed, and resolved through formal grievance mechanisms.
V Social Participation \ Building Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
(6) Social: Product Responsibility (9)
G4-PR1 Percentage of significant product and service categories for which health and safety impacts are assessed for improvement.
V 1. Social Participation \ Building Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality
2. Social Participation \ Building Friendly and Harmonious Partnership \ Building Safe Work Environment
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G4-PR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning the health and safety impacts of products and services during their life cycle, by type of outcomes.
V Social Participation \ Building Friendly and Harmonious Partnership \ Building Safe Work Environment
G4-PR3 Type of product and service information required by the organization's procedures for product and service information and labeling, and percentage of significant product and service categories subjectto such information requirements.
V 1. Social Participation \ Professional Participation and Social Services
2. Social Participation \ Building Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \Value Customer Requirement and Implement Satisfaction Survey
G4-PR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.
V None was reported in 2014.
G4-PR5 Results of surveys measuring customer satisfaction.
V Social Participation \ Building Friendly and Harmonious Partnership\ Providing Clients with OutstandingEngineering Quality \ Value Customer Requirement and Implement Satisfaction Survey
G4-PR6 Sale of banned or disputed products. V CSR Promotion In terms of market expansion, thecompany upholdsthe principle o fintegrity, and stays in compliancewith governmentregulations basedon internal policies (e.g., CSR related policies).
G4-PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising,promotion, and sponsorship by type of outcomes
V None was reported in 2014.
G4-PR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.
V Social Participation \Building Friendly and Harmonious Partnership\ Providing Clients with Outstanding Engineering Quality\ Value Customer Requirement and Implement Satisfaction Survey
None was reported in 2014.
G4-PR9 Monetary value of significant fines for noncompliance with laws and regulations concerning the provision and use of products and services.
V Social Participation \ Providing Clients with Outstanding Engineering Quality
None was reported in 2014.
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Indicator Description Corresponding Section
I. Human Rights
1 Businesses should support and respect theprotection of internationally proclaimed human rights.
1. Social Participation \ Building Healthy and Happy Work Environment t \ Employee Care \ Improve Management System and Value Human Rights
2. Social Participation \Building Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \ Systematic Supply- Chain with Sustainable Management
2 Businesses should make sure they are not complicit in human rights abuses.
1. Social Participation \ Building Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
2. Social Participation \ Building Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \ Systematic Supply-Chain with Sustainable Management
II. Labour
3 Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining.
1. Social Participation \ Building Healthy and Happy Work Environment \ Employee Care \ Activate Club Activities and Bring Each Other Closer
2. Social Participation \ Building Healthy and Happy Work Environment \ Employee Care \ Sound Communication Channel to Understand What Employees are Thinking
4 Businesses should eliminate all forms of forced and compulsory labour.
Social Participation \ Building Healthy and Happy Work Environment \Employee Care \ Fair and Reasonable Salary and Welfare
5 The effective abolition of child labour.
1. Social Participation \ Building Healthy and Happy Work Environment \ Employee Caret \ Improve Management System and Value Human Rights
2. Social Participation \ Building Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \ Systematic Supply-Chain with Sustainable Management
6 Businesses should eliminate discrimination in respect of employment and occupation.
Social Participation \ Building Healthy and Happy Work Environment \ Employee Care\ Improve Management System and Value Human Rights
III. Environment
7 Business should support a precautionary approach to environmental challenges
1. Special Report \ CPC Talin #10 SRU Sulfur Recovery Plant EPC Project, Green SRU that Enhances Industrial Competitiveness and Reduces Pollution
2. Environmental Protection \ Performance of Green Engineering Implementation 3. Environmental Protection \ Full Practices of Carbon Reduction in Everyday Life4. Environmental Protection \ Transform Waste into Resource
8 Businesses should undertake initiatives to promote greater environmental responsibility.
1. Special Report \ CPC Talin #10 SRU Sulfur Recovery Plant EPC Project, Green SRU that Enhances Industrial Competitiveness and Reduces Pollution
2. Environmental Protection \ Performance of Green Engineering Implementation3. Environmental Protection \ Build Energy-Saving and Carbon-Reduction Office
Environment 4. Environmental Protection \ Transform Waste into Resource
9 Businesses should encourage the development anddiffusion of environmentally friendly technologies.
1. Special Report \ CPC Talin #10 SRU Sulfur Recovery Plant EPC Project, Green SRU that Enhances Industrial Competitiveness and Reduces Pollution
2. Environmental Protection \ Performance of Green Engineering Implementation3. Environmental Protection \ Build Energy-Saving and Carbon-Reduction Office
Environment4. Environmental Protection \ Transform Waste into Resource
IV. Anti Corruption
10 Businesses should work against corruption in all its forms, including extortion and bribery.
Operation and Governance\Corporate Governance\Establishment of EnterpriseSelf-Disciplinary Regulations
Appendix II:Correspondence between the Ten Principles of the UN Global Compact and CTCI CSR Indicators
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Appendix III:Correspondence between the Seven Core Subjects in ISO 26000 and CTCI CSR Indicators
Indi-cator Description Contents Corresponding Section
1 Organizationalgovernance
Develop strategies, objectives, and targets that reflect its commitment to social responsibility.Demonstrate leadership commitment and accountability. Create and develop an environment for realizing social responsibility.Create a system of economic and non-economic incentives related to performance on social responsibility.Use financial, natural and human resources efficiently.Promote a fair opportunity for underrepresented groups (including women and racial and ethnic groups).Balance the needs of the organization and its stakeholders.Establish two-way communication processes with its stakeholders.Encourage effective participation of all levels of employees in the organization's social responsibility activities.Balance the level of authority, responsibility and capacity of people who make decisions on behalf of the organization.Keep track of the implementation of decisions.Periodically review and evaluate the governance processes of the organization.
1. Message from the Top Management2. Operation and Governance \ Corporate
Governance3. CSR Promotion4. Evaluation and Response to Stakeholders
and Materiality Issues
2 Human rights Comply with law and avoid audits on risk arising from issues relating to human rights.Human rights risk situationsAvoidance of complicityResolving grievancesDiscrimination and vulnerable groupsCivil and political rightsEconomic, social and cultural rightsFundamental principles and rights at work
1. Social Participation \ Building Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
2. Social Participation \ Building Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \ Systematic Supply- Chain with Sustainable Management
3 Labour practices
Employment and employment relationshipsConditions of work and social protectionSocial dialogueHealth and safety at workHuman development and training in the workplace
1. Social Participation \ Building Healthy and Happy Work Environment \ Employee Care
2. Social Participation \ Building Healthy and Happy Work Environment \Fosterting Talent
3. Social Participation \ Building Friendly and Harmonious Partnership \ Building Safe Work Environment
4 The environment
Prevention of pollutionSustainable resource useClimate change mitigation and adaptationProtection of the environment, biodiversity and restoration of natural habitats
1. Special Report \ CPC Talin #10 SRU Sulfur Recovery Plant EPC Project, Green SRU that Enhances Industrial Competitiveness and Reduces Pollution
2. Environmental Protection \ Performance of Green Engineering Implementation
3. Environmental Protection\Build Energy-Saving and Carbon-Reduction Office Environment
4. Environmental Protection\Transform Waste into Resource
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Indi-cator Description Contents Corresponding Section
5 Fair operatingpractices
Anti-corruptionResponsible political involvementFair competitionPromoting social responsibility in the value chainRespect for property rights
1. Operation and Governance\Corporate Governance\Establishment of Enterprise Self-Disciplinary Regulations
2. Social Participation \ Building Healthy and Happy Work Environment \ Employee Care \ Improve Management System and Value Human Rights
3. Social Participation \ Building Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \ Systematic Supply- Chain with Sustainable Management
6 Consumer issues
Fair marketing, factual and unbiased information and fair contractual practicesProtecting consumers' health and safetySustainable consumptionConsumer service, support, and complaint and dispute resolutionConsumer data protection and privacyAccess to essential servicesEducation and awareness
Social Participation \Building Friendly and Harmonious Partnership \ Providing Clients with Outstanding Engineering Quality \Value Customer Requirement and Implement Satisfaction Survey
7 Communityinvolvement anddevelopment
Community involvementEducation and cultureEmployment creation and skills developmentTechnology development and accessWealth and income creationHealthSocial investment
Social Participation \ Professional Participation and Social Services
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Legal Terms Determination Items Corresponding Sections
Does an enterprise prepare the corporate social responsibility report according to GRI, whether in writing or by posting on the specific are in the corporate website?
Appendix I Correspondencebetween this CSR Report and GRI G4.0 Guideline
In order to assist companies listed on the Taiwan Stock Exchange Corporation ("TWSE") and GreTai Securities Market ("GTSM") (collectively referred to as "TWSE/GTSM-listed companies") in fulfilling their corporate social responsibility initiatives and to promote economic, social and environmental balance and sustainable development, the TWSE and GTSM hereby jointly adopt the Principles to be followed by TWSE/GTSM-listed companies. TWSE/GTSM-listed companies are advised to promulgate their own corporate social responsibility principles in accordance with the Principles to manage their environmental and social risks and impact.
1.1 Have TWSE/GTSM-listed companies established their own CSR best practice principles in accordance with the Corporate Social Responsibility Best Practice Principles for TWSE/GTSM-Listed Companies to facilitate the management of environmental and societal impact and risk?
Appendix IV DeterminationItems of the Corporate SocialResponsibility Best Practice Principles for TWSE/GTSM Listed Companies
The Principles applies to TWSE/GTSM-listed companies, including the entire operations of each such company and its business group.The Principles encourages TWSE/GTSM-listed companies to actively fulfill their corporate social responsibility in the course of their business operations so as to achieve a balance among environmental concerns, social responsibility, and corporate governance to follow the international trend and to contribute to the economic development of the country, to improve the quality of life of employees, the community and society by acting as responsible corporate citizens, and to enhance competitive edges built on corporate social responsibility.
2.1 Does the scope of corporate social responsibility cover the overall operational activities of the enterprise and its group?
Operation and Governance \Corporate Overview
In fulfilling corporate social responsibility initiatives, TWSE/GTSM-listed companies shall, in its corporate management and operations, give due consideration to the social mores and the rights and interests of the interested parties and, while pursuing sustainable operations and profits, also give due consideration to the environment, society and corporate governance.
3.1 In fulfilling corporate social responsibility initiatives, did TWSE/GTSM-listed companies give due consideration to the social mores and the rights of stakeholders?
Evaluation and Response to Stakeholders and Materiality Issues
3.2 While pursuing sustainable operations and profits, did TWSE/GTSM-listed companies also give due consideration to the environment, society and corporate governance?
CSR Promotion
To implement corporate social responsibility initiatives, TWSE/GTSM-listed companies are advised to follow the principles below:1. Exercise corporate governance.2. Foster a sustainable environment.3. Preserve public welfare.4. Enhance disclosure of corporate social responsibility information.
4.1 In fulfilling corporate social responsibility initiatives, did TWSE/GTSM-listed companies exercise corporate governance?
Operation and Governance
4.2 In fulfilling corporate social responsibility initiatives, did TWSE/GTSM-listed companies foster a sustainable environmental?
Environmental Protection
4.3 In fulfilling corporate social responsibility initiatives, did TWSE/GTSM-listed companies preserve public welfare?
Social Participation
Appendix IV:Determination Items of the Corporate Social Responsibility Best Practice Principles for TWSE/GTSM-Listed Companies
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4.4 In fulfilling corporate social responsibility initiatives, did TWSE/GTSM-listed companies enhance the disclosure of social responsibility information?
Operation and Governance \Corporate Governance\ Enforcement of InformationDisclosure
TWSE/GTSM-listed companies shall comply with relevant laws, regulations, their articles of incorporation, agreements entered into with the TWSE or GTSM, and other relevant rules. Further, they are advised to take into consideration the development of domestic and international corporate social responsibility principles and the operation of individual companies and of their respective business groups as a whole in establishing their policies, systems or relevant management protocols for corporate social responsibility programs, which shall be approved by the board of directors.
5.1 Did TWSE/GTSM-listed companies establish the corporate social responsibility policy, system or relevant management systems according to the relevant laws, regulations, their articles of incorporation, agreements entered into with the TWSE or GTSM, and other relevant rules; and take into account the development of domestic and international corporate social responsibility principles and the operation of individual companies and of their respective business groups as a whole in establishing their policies, systems or relevant management protocols for corporate social responsibility programs?
Operation and Governance\ Corporate Governance \Establishment of EnterpriseSelf-Disciplinary Regulations
5.2 Were these corporate social responsibility policies, systems, or relevant management systems approved by the board of directors?
Evaluation and Response to Stakeholders and Materiality Issues
TWSE/GTSM-listed companies are advised to build effective governing structures and related ethical standards by following the code of practice on corporate governance, code of business integrity, and reference examples of ethical code of conduct, in order for sound corporate governance.
6.1 Whether the company has built effective governing structures and related ethical standards, in order for sound corporate governance.
Operation and Governance\ Corporate Governance
The board of directors of a TWSE/GTSM-listed company shall exercise the due care of good administrators to urge the company to perform its corporate social responsibility initiatives, examine the results of the implementation thereof from time to time and continually make adjustments so as to ensure the thorough implementation of its corporate social responsibility policies.The board of directors of a TWSE/GTSM-listed company are advised to uphold corporate social responsibility by:
7.1 Did the board of directors of TWSE/GTSM-listed companies make corporate social responsibility the guiding principle of the company's operations and development?
CSR Promotion
7.2 Did the board of directors of TWSE/GTSM-listed companies identify the company's corporate social responsibility mission (or vision, values) and declaring its corporate social responsibility policy?
CSR Promotion
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Legal Terms Determination Items Corresponding Sections
1. Making corporate social responsibility the guiding principle of the company's operations and development;
2. Identifying the company's corporate social responsibility mission (or vision, values) and declaring its corporate social responsibility policy;
3. Enhancing the disclosure of corporate social responsibility information.
In terms of the economic, environmental and social issue generated by operating activities, the board of directors of a TWSE/GTSM-listed company shall authorize its top-level management to handle and report to the board. The operational processes and relevant personnel responsible should be specific and clear.
7.3 Did the board of directors of TWSE/GTSM-listed companies enhance the disclosure of corporate social responsibility information?
CSR Promotion
For the purpose of managing corporate social responsibility initiatives, TWSE/GTSM-listed companies are advised to establish an exclusively (or concurrently) dedicated unit to be in charge of proposing and enforcing the corporate social responsibility policies or systems of the company and to report on the same to the board of directors on a periodic basis.TWSE/GTSM-listed companies are advised to develop reasonable compensation policies, to ensure that the compensation plan is in compliance with organizational strategic objectives and interests of stakeholders. Employee performance appraisal system should be combined with corporate social responsibility policies and a clear, effective reward and punishment system should be established.
8.1 Did TWSE/GTSM-listed companies establish an exclusively (or concurrently) dedicated unit to be in charge of proposing and enforcing the corporate social responsibility policies or systems of the company for the purpose of managing corporate social responsibility initiatives?
CSR Promotion
8.2 Did the exclusively (or concurrently) dedicated unit to be in charge of proposing and enforcing the corporate social responsibility policies or systems of the company for the purpose of managing corporate social responsibility initiatives report on the same to the board of directors on a periodic basis?
CSR Promotion
TWSE/GTSM-listed companies shall respect the rights and interests of any interested parties, identify and understand the reasonable expectations and demands of such parties through proper communication with them and allowing their participation, and shall adequately respond to the important corporate social responsibility issues which such parties are concerned about.
9.1 Did TWSE/GTSM-listed companies respect the rights and interests of stakeholders and identify the company's stakeholders?
Evaluation and Response to Stakeholders and Materiality Issues
9.2 Did TWSE/GTSM-listed companies understand the reasonable expectations and demands of stakeholders through proper communication with them?
Evaluation and Response to Stakeholders and Materiality Issues
9.3 Did TWSE/GTSM-listed companies adequately respond to the important corporate social responsibility issues which stakeholders are concerned about?
Evaluation and Response to Stakeholders and Materiality Issues
Note: As it would take too much space if the complete principles were to be listed, only parts of these items are presented here.
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