Wednesday, December 11, 2019

Founded in 1981, Sinyi Realty Inc. provides innovative and comprehensive real estate services, and builds on its mission of upholding and promoting the security of real estate transactions. Headquartered in Taiwan, it is the only listed real estate corporate in Taiwan Stock Exchange. Sinyi Realty has branched out worldwide into Mainland China, Japan, and Southeast Asia with nearly 2000 branches, providing consumers with the most cordial and reliable services. The Sinyi Group is vertically structured into different business units that encompass the primary business of real estate, including real estate services and construction across international markets, and a special unit for culture and public welfare.

In line with its motto: “Sinyi begins with trust and ends with perfection”, Sinyi has reshaped the structure of the real estate industry in Taiwan, by constantly initiating high-quality services that surpass the industry average, as evidenced in customer satisfaction rates. Sinyi has distinguished itself as a role model for responsible business by embedding ethical business behavior into its core organizational strategy. Having remained the largest Taiwanese real estate company by revenue for 24 years in a row, Sinyi is the perfect example of how profitability and responsible business conduct can go hand in hand.

“People first” is the business principle at Sinyi Realty Inc. In its one-of-a-kind approach to ethical business, our latest GOLD Community member draws on the traditional Chinese philosophy of Confucianism. Drawing on the traditional Chinese philosophy of Confucianism, Sinyi has developed its own unique approach to incorporating ethical business behavior into its business operations, to develop initiatives that target long-term sustainability. Grounded in Confucianism, Sinyi’s business operations and strategy give prime importance to their societal obligation and address the needs and concerns of various stakeholders. Sinyi’s successful integration of traditional philosophy into modern business ethics and practices has also been studied by researchers.

Sinyi regarded human resource as the key to Sinyi’s success as well as its sustainable development. Chou’s philosophy of human resource is respect to human dignity, that means treat employees as ends not means, and employees stood for the quality and reputation of Sinyi.

Sinyi has realized a fundamental guideline –Putting people first: Not just staff, the partner also in fulfilling our strategies. We have created a well-functional workplace by identified two essential pillars:

Pillar 1: attract and cultivate talent
Talent innovative recruitment policies:

  • Talent innovative recruitment policies:
    1. We have operated 30-day Work Appraisal Program since 2015 that Sinyi provided one extra month salary for outgoing employees. It was different from usual not only created competitive compensation also decreased the opposition between labor-employer relationships.
    2. Diverse recruitments and development opportunities resulted from we ensured gender balanced candidate shortlists as interview panels and applied for equal pay and promotion. Moreover, Sinyi operates diversely that staff can choose appropriate career path respectively.
    3. Sowing Seeds on Campus Program implemented in universities with real estate practice course, Industry-Academia cooperation, Full-time Internships, Sales Specialist Class, and Sinyi School Scholarships to encourage youth to learn professional skills.
  • Transformed Belief-oriented Talent Cultivation System which was put in place at each level. Sinyi took a long-term perspective on offering courses in the skills and knowledge needed.
  • Diversity and inclusion demonstrated on a female and male ratio, hiring people with disabilities, post-retirement re-employment.
  • Positive labor-employer relations showcased between transparent complaints channel, reasonable remuneration and promotion. Forinstance, we distribute the annual-end bonus from the yearly after-tax operating profit in the long run so that employees are able to share 1/3 of the operating performance.

Pillar 2: Ensure a safe and healthy workplace

  • We established the Happy Health Management Center with the largest employee health screening program in the industry, launched new Sinyi Health Program, and provided timely care to our staff. Most important of all, we also improved our safety data by recording potential accidents.

Due to continual endeavor to implement health promotion, tobacco control policy, and procedures which represented excellence and achievement of building a comprehensive workplace, we were awarded Taipei City Government Department of Labor’s Three-star Happy Businesses Award, Ministry of Labor’s Work-Life Balance Award, Taiwan iSports certification from the Ministry of Education Sports Administration, and Badge of Accredited Healthy Workplace by Ministry of Health and Welfare.

Sinyi made a substantial adjustment to salaries in 2018- raising wages by 7.6 % on average for employees and salespeople are to receive a maximum wage hike of almost 11 %, it would be the highest in Taiwan real estate industry. We still invested NT$130 million per year for talents regardless of Taiwan economics recession at a time. To these ends, we employ a policy of high salaries, high development, and high care. We are committed to corporate social responsibility, raising staff awareness, motivation, and drive for creativity and innovation.

In 2018, Sinyi decided to raise wages by 7.6 % on average for employees and salespeople are to receive a maximum wage hike of almost 11 %, it would be the highest in Taiwan real estate industry. We still invested NT$130 million per year for talents regardless of Taiwan economics recession at a time. To these ends, we employ a policy of high salaries, high development, and high care. We are committed to corporate social responsibility, raising staff awareness, motivation, and drive for creativity and innovation.

A regulation of flexible benefit has been operated from the beginning of 2019 for all staff can choose each item of benefits depends on different life stages.

In the foreseeable future, Sinyi expects itself to be the property market leader among Chinese communities across the world. For the long term, it will work toward win-win growth with the whole society and the entire humanity.0

信義企業集團秉持「以人為本」的信義精神,以「堅持企業社會責任,成就世界級服務業」為願景目標,以信義房屋為起點,採取以不動產為主要經營範疇的垂直化經營策略,發展出台灣核心事業群、台灣關係事業群、中國信義事業群、開發事業群、海外事業群、泛信義集團以及文化公益事業群七大事業群為發展基礎。在三十多年的辛勤耕耘下,到今天已逐漸展開出自立而健全的經營體系。

信義企業集團之經營理念,可以「信義立業,止於至善」一言以蔽之,唯有做到信義才能立業,而立業不僅指創業而已,更包括個人的成家、立業,我們的企業目標不僅是「永續經營」,更要「止於至善」,不斷地追尋與成長,進而達到「壽而康」的境界。信義企業集團成立以來,以「堅持企業社會責任,成就世界級服務業」為目標,期能在2025年「成為全球華人居住產業第一品牌」,進而達成與整體社會共生共榮的終極願景。

「提供良好環境,確保同仁獲得就業安全與成長」,是信義房屋一路走來不變的承諾。從「以人為本」的思考出發,兼顧同仁在經濟上、個人發展上以及身心健康管理的均衡。信義以「吸引優秀人才」、「營造友善職場」兩大主軸作為持續努力的方向,推動以同仁為核心的各項施策,提升勞動環境,以達成我們的核心願景目標:「以人為本」,同仁不只是同仁。

支柱1:吸引優秀人才
人才創新招聘政策:
2015年推出「30天工作鑑賞期,5萬保障薪+5萬轉職金」計畫, 邀請求職者了解不動產業並探索個人職涯發展方向,即使選擇離開也能帶走工作技能和轉職金。

全體同仁之薪資核敘並無依性別不同而做區分,係依其職務類別與職級別而異。幕僚同仁並根據所具專長能力、學經歷及參考巿場薪資水準核敘。業務職類的薪資結構以變動薪佔較大比例;而幕僚職類薪資結構以固定薪所佔比例較高。

2017年推出「信義校園種子計畫」,創辦「證照專班」,擴大辦理「全時實習計畫」,除持續招募相關學系之學生外,亦開放非相關學系學生報名。

信義以長期培育發展人才之觀點建立培育體系,依據不同職涯階段所須具備的能力與知識,規劃對應系列課程,包含新人訓練、專業進階訓練、店組主管訓練、區部主管訓練等,協助同仁透過多元學習方式持續學習成長。
信義一向秉持多元與包容的人才策略,在僱用、發展等各方面皆重視多元化且具有彈性,兼顧工作與家庭平衡,並提供男女性同仁同等機會。讓同仁在為客戶成就家業夢想的同時,也成就自己的家業夢想、創造豐富人生。
為保障同仁權益、提供免遭性騷擾及性別歧視的工作環境,我們建置多元溝通管道,宣導及促進溝通管道之使用,並且確保溝通機制通暢,協助同仁解決工作上有關個人權益或不公平待遇等事項,同仁之意見能立即獲得處理,使整個職場達到溝通無障礙。

支柱2:營造友善職場
信義致力協助同仁在工作與生活間取得雙向均衡,以維護企業永恆的創新發展與幸福成就。制定職場安全規範,持續監測改善;推動健康促進及職安教育,並取得相關認證。使同仁能安心就業、長期發展。

企業的永續關鍵來自同仁的幸福,而幸福首重健康的身心。信義2015年成立照顧同仁身心健康專責單位「幸福健康管理中心」, 聘請專職職業衛生護理師強化既有的健康管理平台。提供同仁優於法規的健康檢查,健康諮詢與追蹤改善、疫苗施打、同仁協助方案(EAP)等服務,並擬定實施預防計畫及促進健康方案,為同仁的健康把關。重視同仁身心靈健康的信義房屋,這幾年陸續獲得台北市政府勞工局的幸福企業三星級獎、勞動部工作與生活平衡獎 ,2017年更順利通過教育部體育署「運動企業認證」。

信義於2018年4月進行年度調薪作業,全體調薪幅度約為7.6%, 而屬於業務性質的經紀人平均調幅亦接近11%,整體而言,相當於年增新台幣1.3億投資人才;並於2019年1月1日實施彈性福利制度,發送每人1萬枚「信福幣」,可以用來支付學習成長、身體健康、家庭照顧等三大構面的福利項目,包括健身房、運動中心、子女托育、眷屬健檢及非工作相關的學習成長課程等,最高使用額度等同於新台幣15,000元,預估集團全年在彈性福利制度上將投入1.05億的預算。

信義將同仁視為公司最重要的事業夥伴,招募優秀人才,提供良好的工作環境,公平對待所有同仁。實踐高薪資、高發展、高關懷的「三高」政策。堅持企業社會責任,能夠提升同仁的認知、動機, 刺激同仁想法並創新,塑造特有的組織文化,增加公司於人力市場的價值,吸引與留住優秀人才,提升競爭力。

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