| 課程介紹 Course Description | 2022年成效 2022 Results | 2023年成效 2023 Results | 差異說明 Explanation of Differences |
|---|---|---|---|
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課程介紹
Course Description
落實「以戒為制度，用愛來管理」的理念，增進各層級主管及職工管理觀念，致力培育優秀人才，以達組織永續之目標。
Implementation of the philosophy of a precepts-based system and love-oriented management mode, reinforcement of management concepts among executives and employees at all levels, and firm commitment to training of outstanding talent to achieve the goal of organizational sustainability.
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2022年成效
2022 Results
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2023年成效
2023 Results
|
差異說明
Explanation of Differences
2022年為因應組織調整，為輔助新晉升主管之實務管理上能更順手，故加開管理類課程。2023年因全面管理訓練已完成一循環，故2023年僅邀請各處室代表參加基金會各階層職能指標共識訓練為主，故時數降低。
In the wake of organizational restructuring in 2022, additional management courses were offered to assist newly promoted executives in the smooth execution of their practical management duties. Since the comprehensive management training has completed one cycle in 2023, representatives from each department were only invited to participate in the functional indicator consensus training for this level in 2023, so the number of hours was reduced.
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| 課程介紹 Course Description | 2022年成效 2022 Results | 2023年成效 2023 Results | 差異說明 Explanation of Differences |
|---|---|---|---|
|
課程介紹
Course Description
以「人才培育化」理念出發，強化及培養各職系發展之專業能力。
Provision of diversified courses (including legally mandated courses and health promotion courses) to enable employees to take a breather from their busy duties and ensure physical, mental, and spiritual balance.
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2022年成效
2022 Results
|
2023年成效
2023 Results
|
差異說明
Explanation of Differences
專業類課程屬各單位因應業務需求所開。2022年部分地區因疫情未全部開放，且因導入線上教育訓練平臺，職工有較多時間在線上做教育訓練，2023已回歸崗位忙於業務，故時數有些許落差。
Professional courses are offered by individual units in line with their operational needs. In 2022, some areas were not fully opened due to the pandemic, and due to the introduction of online education and training platforms, employees had more time to do online education and training. In 2023, we returned to business as usual, so there was a slight gap in hours.
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| 課程介紹 Course Description | 2022年成效 2022 Results | 2023年成效 2023 Results | 差異說明 Explanation of Differences |
|---|---|---|---|
|
課程介紹
Course Description
提供多元學習課程，除法定規定課程外，亦提供健康促進之相關課程，讓職工在繁忙的業務中也能喘口氣，使身心靈得到平衡。
Learning by doing and awakening by learning through training and activities on the foundation of a profound humanistic culture with the goal of increasing the identification with the core values and vision of the organization on the part of employees.
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2022年成效
2022 Results
|
2023年成效
2023 Results
|
差異說明
Explanation of Differences
2023年因應基金會策略目標加入永續及淨零碳排相關講座及數場健康促進相關課程。
The substantial increase in training hours in 2023 can be attributed to the addition of courses related to sustainability and net-zero emissions, as well as several health promotions courses.
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| 課程介紹 Course Description | 2022年成效 2022 Results | 2023年成效 2023 Results | 差異說明 Explanation of Differences |
|---|---|---|---|
|
課程介紹
Course Description
以「人文深度化」理念出發，藉由訓練及活動，使職工做中學、學中覺，提升職工組織核心價值與願景的認同。
Raising the awareness of occupational safety and operational safety through occupational health and safety training.
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2022年成效
2022 Results
|
2023年成效
2023 Results
|
差異說明
Explanation of Differences
因疫情後轉型為教育數位化，2023年於線上教育訓練平臺開放原現場課程，職工不受時間及空間限制，自行線上上課，使志工人文類時數增加。
In the wake of the digital education transformation associated with the pandemic, courses originally delivered in person were made available on the online training platform in 2023. This allows employees to complete courses independently at their own pace without any temporal or spatial constraints, which has resulted in increased training hours in this category.
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| 課程介紹 Course Description | 2022年成效 2022 Results | 2023年成效 2023 Results | 差異說明 Explanation of Differences |
|---|---|---|---|
|
課程介紹
Course Description
透過職業安全衛生教育訓練，提升職工職業安全衛生意識，增進作業安全。
Provision of diversified courses (including legally mandated courses and health promotion courses) to enable employees to take a breather from their busy duties and ensure physical, mental, and spiritual balance.
|
2022年成效
2022 Results
|
2023年成效
2023 Results
|
差異說明
Explanation of Differences
過往以消防安全為主要內容，2023年起，為加強專業職安人員規劃，安排職安課程。職業安全相關課程內容詳見《職業安全》章節。
Course contents in this category used to focus on fire safety. Starting in 2023, occupational safety courses have been organized to enhance planning operations by occupational safety personnel.
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因應實務之需，我們鼓勵職工考取專業證照，強化專業職能。根據職工教育訓練平臺系統統計，截至2024年5月21日，本會職工擁有的有效證照共有915張。 We encourage our employees to acquire professional licenses/certificates and enhance their professional competencies in line with the needs of their practical duties. Statistics of our employee training platform reveal that, as of May 21, 2024, our employees held a total of 915 valid licenses.
永續發展不僅關乎組織營運，亦關注職工生活品質。我們重視職工工作與生活的平衡，從「尊重個體需求」與「創造支持環境」方向，提供職工幸福友善的工作環境，不僅提高職工滿意度，也展現組織的社會價值觀和責任感。 The term sustainable development not only refers to organizational operations but also employee life quality. We place top emphasis on the work-life balance of our employees. Consequently, we offer our employees happy and friendly working environments on the foundation of respect for individual demands and the concept of supportive environments. The goal is to increase employee satisfaction and demonstrate the organization’s social value and sense of responsibility.
有鑑於職工健檢異常項目主要為缺乏規律運動，自2022年起辦理多元健康促進活動。2022年舉辦走路/跑步運動里程競賽、減重比賽，共101人參與，運動累積總里程數為5萬9,966公里，減重總累積65.8公斤；2023年舉辦瑜珈課程(四梯次)，每梯約20-40人參與。 Since abnormal results can often be ascribed to a lack of regular exercise, we started to organize diversified health promotion activities in 2022. A total of 101 employees participated in walking/running and weight-loss competitions in 2022. The cumulative exercise distance and cumulative weight loss amounted to 59,966 km and 65.8 kg, respectively. In 2023, we offered yoga courses in four sessions. Around 20-40 employees signed up for each session.
世界衛生組織(WHO)於2010 年建立「職場周全健康促進推動模式」，強調健康職場應涵蓋「生理工作環境」、「社會心理工作環境」、「個人健康資源」及「企業社區參與」之四大層面，並將「企業/組織的領導承諾」及「員工共同參與」列為計畫核心價值。我們致力於建構安全健康幸福的工作環境，於2022年取得衛生福利部國民健康署所頒發認證之「健康促進標章」；2023年取得臺北市與新北市中高齡者暨高齡者友善企業認證，以及入圍勞動部勞力發展署2023促進中高齡者及高齡者就業績優單位獎。 In 2010, WHO established a Comprehensive Health Promotion Model for Workplaces, which stresses “Physiological Working Environments,” “Social Psychology Working Environments,” “Personal Health Resources,” and “Enterprise Community Engagement” as the four key components of healthy workplaces. “Leadership Commitment of Enterprises/Organizations” and “Employee Participation” are listed as core values. We are steadfastly committed to building safe, healthy, and happy working environments. Our efforts have been recognized with a Health Promotion Badge presented by the Health Promotion Administration, Ministry of Health and Welfare in 2022, Middle-Aged and Elderly-Friendly Enterprise Certifications presented by the Departments of Labor, Taipei City Government and New Taipei City Government in 2023, and a nomination for an Award for Units with Excellent Achievements in the Promotion of Middle-Aged and Elderly Employment by the Workforce Development Agency, Ministry of Labor in 2023.
我們重視並積極傾聽職工的聲音，積極建構多元、暢通溝通機制，促進勞資雙方良性互動；除了定期安排勞資會議外，也透過各種內部會議、申訴表單、職工意見箱等，讓職工得以充分表達與互動，為勞資雙方共同尋求解決方案，有效促進勞資關係之和諧。 We listen carefully and highly value the voices of our employees. In addition, we strive to foster positive labor-management interactions through our active commitment to building a diversified, open communication mechanism. Our employees can fully express their opinions and engage in interactions with management representatives during regularly organized labor-management meetings and various internal meetings or via grievance forms and employee suggestion boxes. The goal lies in the joint search for solutions and effective promotion of harmonious labor-management relations.
| 溝通方式 Communication Method | 2022-2023反應 2022-2023 Concrete Actions |
|---|---|
|
溝通方式
Communication Method
勞資會議上，由勞資代表進行溝通達成共識，推動勞工活動、福利項目及工作環境改善等政策執行。資方代表由本會執行長直接指派；勞方代表由本會全體職工投票選舉產生。
Labor and management representatives engage in communication for consensus building and promotion of policy implementation in the dimensions of labor activities, benefit items, and working environment improvements. Management representatives are directly appointed by the CEO, while labor representatives are selected by vote of the employees of the foundation.
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2022-2023反應
2022-2023 Concrete Actions
|
| 溝通方式 Communication Method | 2022-2023反應 2022-2023 Concrete Actions |
|---|---|
|
溝通方式
Communication Method
可透過各處室會議、行政主管會議，提出問題討論。
Issues can be raised for discussion in department/office meetings and administrative supervisor meetings.
|
2022-2023反應
2022-2023 Concrete Actions
2022-2023年行政主管會議共召開30場次，其中9場討論與職工相關議題，如防疫規範、健康認證、健康促進活動、教育訓練系統、資安系統、留職停薪及出差辦法、學雜費補助及關懷慰問準則、考核系統、人事布達等。
A total of 30 administrative supervisor meetings were convened in 2022-2023. Employee-related issues including pandemic prevention guidelines, health certificates, health promotion activities, training system, information security system, unpaid leave and business trip regulations, tuition and miscellaneous fee subsidies and concern and consolation regulations, performance appraisal system and so on.
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| 溝通方式 Communication Method | 2022-2023反應 2022-2023 Concrete Actions |
|---|---|
|
溝通方式
Communication Method
為保障職工權益，並協助解決問題，若職工感覺於工作中受到不公平或不合理對待或權益受損，可就近向人資單位或主管反應，或可填寫職工申訴問卷，以尋求合適幫助。期望透過暢通溝通管道，建立職工與組織間的信任與合作，而組織亦廣納意見並積極處理，以達到正向積極之勞雇關係。
To safeguard employee rights and assist in the solution of problems, we offer employees the option to provide feedback to HR units or executives or fill out grievance questionnaires to seek adequate assistance if they feel they are treated in an unfair or unreasonable manner at the workplace or feel their rights are impaired. One goal is to foster trust and cooperation between employees and organizations through open communication channels. Another goal is to enable the organization to solicit a wide range of opinions, handle them in a proactive manner, and thereby achieve positive labor-management relations.
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2022-2023反應
2022-2023 Concrete Actions
職場不法侵害經調查成立之案件有2件，均為言語溝通不當，兩案均已結案。
Two cases of unlawful infringement (inappropriate verbal communication) at the workplace have been verified upon investigation. Both cases have been closed.
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| 溝通方式 Communication Method | 2022-2023反應 2022-2023 Concrete Actions |
|---|---|
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溝通方式
Communication Method
職工可使用電話及主管E-MAIL信箱反應
Employees can provide feedback by phone and supervisor email addresses.
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2022-2023反應
2022-2023 Concrete Actions
2022-2023年均無接獲職工意見。
No feedback was received via these channels in 2022-2023.
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| 溝通方式 Communication Method | 2022-2023反應 2022-2023 Concrete Actions |
|---|---|
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溝通方式
Communication Method
工作地點設置實體職工意見箱，供職工可隨時反應各項意見或建議。
Physical suggestion boxes are available at work sites to enable employees to provide suggestions and feedback anytime.
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2022-2023反應
2022-2023 Concrete Actions
2022-2023年均無接獲職工意見。
No feedback was received via these channels in 2022-2023.
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| 溝通方式 Communication Method | 2022-2023反應 2022-2023 Concrete Actions |
|---|---|
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溝通方式
Communication Method
人資處不定期發出職工滿意度調查表，針對不同議題進行調查。
The HR Department conducts employee satisfaction surveys on different issues as required.
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2022-2023反應
2022-2023 Concrete Actions
2023年執行360度職工對主管之滿意度問卷調查，共回收338份問卷，滿意度為4分(滿分5分)。
In 2023, a questionnaire to determine employee satisfaction with their supervisors was conducted. A total of 338 valid questionnaires were collected. The satisfaction score was 4 (out of 5).
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| 溝通方式 Communication Method | 2022-2023反應 2022-2023 Concrete Actions |
|---|---|
|
溝通方式
Communication Method
為保障職工權益並協助解決問題，若職工覺得在工作中受到不公平或不合理的對待或權益受損，可就近向人資或主管反應，亦可直接透過申訴專線，以尋求合適的幫助。 申訴專線：0912-412600分機2701
To safeguard employee rights and assist in the solution of problems, we offer employees the option to provide feedback to HR units or executives or call the grievance hotline at 0912-412600 ext. 2701 to seek adequate assistance if they feel they are treated in an unfair or unreasonable manner at the workplace or feel their rights are impaired.
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2022-2023反應
2022-2023 Concrete Actions
2022-2023年均無接獲申訴。
No grievances were received in 2022-2023.
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慈濟志工從1967年由十位委員起始，只要是有心參與者都是行善種子；隨著慈濟慈善志業的發展，志工也隨之增加。證嚴法師於1993年的志工早會正式宣布，慈濟志工邁入「見習、培訓、受證」三大階段，並從1995年開始辦理培訓課程，成為現行志工培力之基礎。慈濟志工制度和培訓隨後逐步成形，持續秉持付出無所求的精神，讓課程設計與時俱進。 The Tzu Chi volunteer movement began in 1967 with just ten individuals, each embodying the potential for good. As Tzu Chi’s charitable endeavors expanded, so did the number of volunteers dedicated to making a positive impact. In 1993, at the annual Volunteer Morning Meeting, Master Cheng Yen formally announced the establishment of a three-stage volunteer system: apprenticeship, training, and certification. The organization began offering training courses in 1995, laying the foundation for the current volunteer development program. Over time, Tzu Chi’s volunteer system and training evolved, continuously upholding the spirit of selfless service and ensuring that the curriculum remains relevant and effective.
| 2021 | 2022 | 2023 |
|---|---|---|
|
2021
男/人數:
Males:
280
女/人數:
Females:
722
總計/人數:
Total People:
1002
每人次/年/時數:
Hours per Person per Year:
40
|
2022
男/人數:
Males:
480
女/人數:
Females:
1296
總計/人數:
Total People:
1776
每人次/年/時數:
Hours per Person per Year:
40
|
2023
男/人數:
Males:
820
女/人數:
Females:
2282
總計/人數:
Total People:
3102
每人次/年/時數:
Hours per Person per Year:
40
|
| 2021 | 2022 | 2023 |
|---|---|---|
|
2021
男/人數:
656
女/人數:
1196
總計/人數:
1852
每人次/年/時數:
88
|
2022
男/人數:
665
女/人數:
1180
總計/人數:
1845
每人次/年/時數:
88
|
2023
男/人數:
693
女/人數:
1290
總計/人數:
1983
每人次/年/時數:
88
|
| 2021 | 2022 | 2023 |
|---|---|---|
|
2021
男/人數:
63,253
女/人數:
126,506
總計/人數:
189,759
每人次/年/時數:
48
|
2022
男/人數:
56,807
女/人數:
113,614
總計/人數:
170,421
每人次/年/時數:
35
|
2023
男/人數:
29,770
女/人數:
59,540
總計/人數:
89,310
每人次/年/時數:
36
|
志工因個人時間、能力與興趣各不相同，秉持志願服務的精神，慈濟志工可投入於社區志工組隊之運作、社區關懷服務。組織上以落實社區為基礎，以縣市行政區域為輔，由大區域到小區域分別組成「合心」、「和氣」、「互愛」、「協力」的架構，組成四合一組隊，層層聯繫。另外，依照個人興趣與能力，亦可選擇投入各類功能性志工服務。志工參與各項志業推動與教育訓練，皆以「無償、自費、自假、自禮、自捐」無私付出。 Recognizing the diverse interests, abilities, and time constraints of volunteers, Tzu Chi provides a range of service opportunities within community volunteer teams and community care services. Organized on a community-based foundation, complemented by county and city administrative divisions, Tzu Chi volunteers form structured teams called “Heartfelt,” “Harmonious,” “Loving,” and “Collaborative” at various levels, creating a four-in-one team structure that fosters close connections. Additionally, individuals can choose to participate in various functional volunteer services based on their interests and skills. Our volunteers have promoted various missions, as well as education and training, and participate in various causes to promote “free and selfless” contributions.
我們視志工為家人，在生活關懷關心照料，困難時能互相扶持，在助人之際，也不忘身邊同行夥伴的需求。為感恩志工長期無所求的付出，基金會對志工遭遇變故或困境時，均以尊重的態度予以協助，包括經濟型的扶助或非經濟型的關懷，強調在團體間如家人的情誼彼此照顧，讓志工在投入志願性服務同時，亦能同時感受到回饋，強化組織志願服務的凝聚力和認同感。 We regard volunteers as family members. We care for and support each other in times of need. When helping others, we also consider the needs of our fellow companions. To express gratitude for the selfless contributions of volunteers, the foundation provides respectful assistance to volunteers who encounter difficulties or challenges. This assistance includes both financial aid and non-financial care. We ensure that volunteers feel appreciated by emphasizing the familial bond among the groups to strengthen cohesion and a sense of belonging within the volunteer organization.
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