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CSR

Index > CSR > Social Inclusion > Human Resources
Human Resources

■ Gender Composition

In 2018, the Company had 8,956 full-time employees and 372 temporary employees; adding 540 full-time employees in subsidiaries which are not included in the CSR report, the total number of employees was 9,868. Since 2011, the Company has been selected as a component of the TWSE RA Taiwan Employment Creation 99 Index (EMP99), showing that the number of employees of the Company ranks highly among the listed companies.

The Group has 3,772 male employees and 5,184 female employees with a male to female ratio of 42:58. Managers account for 31% of employees and female managers account for 48%. Gender equality has been achieved.

The Group has 124 male and 248 female temporary employees and the male to female ratio was 33:67.

■ New Employees and Employee Turnover

In response to the government's call for increased employment, we continued to hire large amounts of employees in 2018 and we increased the net number of employees by 454 mainly due to the appointment of compliance and anti-money laundering professionals by MICB in response to enhanced legal compliance and anti-money laundering requirements.

For business development, each subsidiary recruits and selects new employees every year. New employees will be given training for 1~2 week(s) before working at respective operation units; competent employees are selected on an ad hoc basis in response to the business needs of overseas units and then assigned to overseas units or universities for a series of professional training.

■ Multi-ethnic Employees

The Company adopted a diverse hiring policy and does not discriminate based on nationality, race, gender, or age. The Company provides equal job opportunities for people with disabilities and indigenous people; the Company also designs jobs based on the characteristics of people with disabilities to allow them to use their talents to contribute to the society and improve the quality of life. By the end of 2018, the Company hired 63 people with disabilities, 6 indigenous peoples, and 493 foreign employees.


Talent Development and Cultivation

In response to the development of digital finance, the Company implements the plan for competence training and career transformation and the manpower allocation will be adjusted in a timely manner subject to the development of digital finance, the regulators' policies and the amendments to related laws and regulations. On average, each employee of the Group received 47.83 hours of training in 2018.

MICB has strived to organize staff training courses, including professional training and foreign language courses, to enhance their employability, competence management after retirement, and lifelong learning plans; MICB also subsidizes employees to obtain professional licenses, take foreign language proficiency tests, and sets up an e-learning portal for advanced studies. In 2018, the Group provided employees with the following training courses:

The Company seeks to demonstrate its resolve for AML/CFT operations and build a solid foundation for legal compliance. The Company actively encourages employees to obtain the Certified Anti-Money Laundering Specialists (CAMS) certification (the number of certified employees accounts for approximately 59% of all employees of MICB and approximately 39% of all employees of the Group; the Company invested approximately NT$250 million in related subsidies and bonuses for the CAMS certification). We also continued to enhance AML/CFT educational training for managers of all levels and employees responsible for related businesses to fully improve employees' awareness and knowledge of related risks. The results have been significant.

Knowing that employees are fundamental for business development and sustainable growth, the Company attaches great importance to the environment and resources that are fit for employees. Taking MICB for example, each unit recommends outstanding intermediate-level employees who have the intention and potential; qualified ones will be given internal training courses and subsequent plans for external professional training to become reserve supervisors, cadres, or expatriates.