Customer Service

Service Quality

Improvement on Regulations and Procedures

In order to improve its service quality, CTCI continues to improve its internal procedures, collect suggestions for improvement from all parties, fully communicate through the high-level executive meeting chaired by the President to confirm the revision direction and the countermeasures for improvement, and proceed with the documentation revision. The Quality Management Department will follow up with the revision schedule of each responsible unit and make sure if the document quality meets the requirements of "CP-001 Corporate Documents Management Regulations." It will then be officially announced on the company website. In 2022, a total of 50 Level I and Level II regulations/procedures were formulated and revised, while a total of 289 Level III and Level IV documents for various departments were formulated and revised. The main reasons for the revisions were compliance with government regulations, organizational adjustment, department name change, control mechanism continual improvement and reviews on practical needs.

Strengthen Employees' Awareness and Compliance with Regulations/Procedures

Semi-annual Briefings of Regulations/Procedure Updates and Announcement of Major Issues

Once the regulations/procedures are formulated/ revised and issued, the next important task  for corporate sustainability is to give all employees the "awareness" and "ability" to apply them to their daily work. In order to help the Group's employees understand the newly revised regulations and procedures, CTCI organizes a "Briefings of Regulations/Procedure Updates and Announcement of Major Issues" every six months, so the Group can promote its latest project implementations and control requirements in real time. Briefings are presided over by the President and are supplemented by tests after briefings. This serves to strengthen colleagues' understanding on the latest regulations and procedures. After reviewing the suggestions put forth by the colleagues with the responsible unit, the comments will be reported to the high-level executives and then announced on the EIP, and all participating colleagues will be notified via email.

Customer Satisfaction

CTCI highly values customer opinions. To understand customer needs, the Group has established the "Strengthening Customer Service Procedures" initiative. Besides collecting customer feedback on a daily basis, CTCI conducts annual surveys. A cross-departmental "Customer Opinion Task Force" is formed, with the company president serving as the convener. The task force reviews the survey results, proposes improvement suggestions, and assigns responsibilities to different departments to ensure service quality meets customer trust and expectations.
In 2022, to enhance customer service operations, CTCI adjusted the satisfaction survey questionnaire structure and set an annual target score of 8. The Group also added new sections such as "Engineering Design," "Engineering Procurement," "Engineering Construction," as well as "Others" covering document digitization management and IT application, intellectual property protection and control, and ESG performance. These new sections aim to increase the questionnaire's effectiveness. That year, CTCI conducted customer satisfaction surveys for 25 projects, with a 100% response rate. Customers rated CTCI's services with an average score of 8.16 out of a full score of 10, while green engineering projects received an average rating of 8.22. Furthermore, focusing on the "other" category within the "ESG Performance," the overall average satisfaction score obtained was 8.40. Among the projects classified as green engineering, the satisfaction score reached an impressive 8.50. These findings indicate that green engineering clients highly value CTCI's ESG performance and provide recognition for CTCI's achievements.

Detailed reviews and improvement measures were carried out for all customer ratings and one complaint case. In addition to external customer feedback, CTCI also conducted internal customer satisfaction surveys (project managers assessing engineering departments). The results were compared with external customer questionnaires to serve as a guide for improving service quality and gain insights into the strengths and weaknesses of each project.

To achieve a 100% response rate for customer satisfaction surveys, the business department proactively increased customer visits to foster closer relationships and boost survey response rates. For overseas or long-term travel clients who could not be visited in person, phone calls were made to reduce the distance barrier. For project site owners, local supervisors contacted high-level client representatives for face-to-face visits to understand their suggestions and opinions on the projects, thus gaining insight into customer needs and providing higher-quality services.

In addition to the aforementioned survey scores, further analysis reveals that there were 20 projects with scores of 7.5 or above. These projects accounted for 80% of the 25 projects surveyed. Moreover, these 25 projects generated 45.73% of the total revenue. The decrease in this proportion compared to the previous year is primarily due to several long-term surveyed projects being in the final stages, while new projects are mostly in the early design phase and have not yet entered the procurement and construction stages.
Consequently, they did not meet the survey criteria and were not included in the survey list, resulting in a lower coverage rate compared to the previous year.

Project Evaluation

With the philosophy of "Professionalism, Integrity, Teamwork, and Innovation" and the vision of being "the most trusted global engineering services team," the Company executes various projects. The project team evaluates project risks in accordance with the Company's project risk management procedures and the project risk management flow chart ( as below ), which includes reviewing the tender documents to understand the responsibilities and obligations involved in contract performance, identifying risk events that may have a positive or negative impact on personnel, environment, assets, society and culture, project cost and schedule, analyzing and evaluating their impact and establishing countermeasures. The project risk impact assessment and countermeasures are reported to the Company's Management at the price review meeting, which includes public attitudes towards the project  and its possible concerns and doubts, countermeasures to be taken and the impact on competitiveness to ensure that the project can be implemented.