Employee is one of the important factors for us to achieve the vision of common prosperity. To build a happy working environment, the SCSB actively recruits young talents through diverse recruitment channels and natures of work to attract next-generation talents, with the aim of maximizing workforce diversity. In addition, human rights and equality values are highly valued, no discrimination against any gender, species, age group, political bias, marital or family status. The total number of employees in 2024 is 2,899, 32 less than in 2023 (2,931 employees), no significant difference.
Employee composition in the end of 2024
Note 1: In 2024, the SCSB hired 18 employees with disabilities and 3 Taiwanese indigenous persons.
Note 2: In 2024, we did not hire any employee with no guaranteed hours of work. Most of our part-time employees are company massagists.
Note 3: Percentage calculation = The number of this type of employee/Total number of employees
Note 4: Section 3.1 on employee-related data only covers the SCSB which does not include its subsidiaries. For the information of subsidiaries, the SCB (Hong Kong), the SCSB Leasing (China), and the AMK MFI (Cambodia), please refer to Chapter 4.
Our promotion policy is based on the “Regulations Governing Employee Transfer .” The job opportunities opening are announced in the entire bank and a just, fair and open selection principle is adopted. To ensure equal promotion opportunities for all employees regardless of gender, the SCSB improved gender balance across most employee categories in 2024. Therefore, the gender ratio balance of most types of employees is enhanced in 2023. The SCSB expects to enhance the ratio of male to female employee serving in entry management before 2025. The SCSB keeps the percentage of both of male and female employees in entry management at 60% and below to enhance adaptive development and equality of gender in promotion opportunities.
Diversity indicators for employees in the end of 2024
Note: Revenue-generating units include business departments, business units, and channel management department..
Composition of new employee hires and employee turnover in 2024
The average recruitment cost in the past four years (NT$)
Note: Average recruitment cost = Recruitment cost this year/Total number of new employees this year.
SCSB analyzes the employee turnover rate and reasons for leaving across all job grades on a regular annual basis, in order to identify employees with potential and high flight risk. Based on the analysis, the SCSB formulates corresponding response and improvement measures to increase retention. SCSB will continue to enhance employee retention measures going forward.
Employee turnover rate in the past four years
Employee turnover rate for the past four years by job grade
Note 1: This table excludes retiree, employee on unpaid leaves of absence, and laid off employee.
Note 2: The data in this table covers only the SCSB and does not include its subsidiaries.
Analysis of reason for employee turnover in 2024
Internal hires rate in the past four years
Note :Internal hires rate = (Number of positions filled by internal employees ÷ Total number of company job openings in the year). Starting in 2024, the calculation basis for total job openings has been adjusted to include only positions officially posted for public recruitment.
Diverse recruitment
As part of this year’s focus on “Talent First” strategy, the SCSB has established diverse internship channels through industry-academia collaboration, overseas referral programs, and partnerships with non-profit organizations. These opportunities enable students to gain early exposure to real-world banking operations while allowing the SCSB to identify potential talent. In 2024, our recruitment efforts emphasize inclusivity, welcoming candidates regardless of academic major or nationality, with a particular focus on IT and digital talent. The SCSB collaborates with colleges and universities to cultivate sustainable banking talents.
Retiree Return Program
In response to evolving workforce demographics and the growing trend of extended careers, our bank is committed to supporting retired employees by providing opportunities for transition and career transformation. The SCSB has established the Regulations for Fixed-Term Employment of Retired Employees . Under this policy, employees reaching retirement age may be offered new positions under renewed labor contracts with fixed terms. In addition, employees who retire before the statutory age may also be invited to return to the SCSB, depending on staffing needs, their professional background, and past performance. This approach ensures that employees can continue to contribute and grow at different stages of their career journey.
Employee Training and Career Development
The SCSB believes that corporate growth must be rooted in human capital. Every employee is an asset worthy of investment and care. Accordingly, the SCSB has adopted the vision of “Developing Core Competencies to Strengthen Human Capital” as the strategic focus of its talent development efforts. In addition to formulating the “The Regulations Governing Education Training” as the implementation framework, takes into account the overall talent development structure, strategic objectives, and top-down training needs, to design and execute an annual training plan and assess their effectiveness, thereby advancing its commitment to talent sustainability.
2024 average employee training hours and expense
Employee Compensation and Benefit
Employee Benefit (Full-time Employees)
Leave entitlements and wage benefits for female employees during menstruation, pregnancy (including prenatal check-ups and pregnancy-related medical leave), maternity leave, parental leave, and breastfeeding periods are clearly defined. In accordance with relevant regulations, the SCSB provides 8 weeks of paid maternity leave and 1 week of paid prenatal check-up leave for primary caregivers, as well as 1 week of paid paternity leave and prenatal accompaniment leave for non-primary caregivers. Moreover, the SCSB offers an additional 4 days of paid maternity leave beyond statutory requirements. Parental leave is not limited to female employees; all eligible employees are entitled to apply for unpaid parental leave, thereby enhancing support for employees in balancing work and family responsibilities. To further encourage female employees to return to the workplace after childbirth, the SCSB launched the “breast milk shipment subsidy” Program in 2024. Under this program, each eligible employee may claim up to 12 reimbursements per year, with a maximum of NT$400 per delivery, fostering a family-friendly work environment.
Parental leave
Note: This table includes data for the SCSB only and does not cover its subsidiaries.
Nursing and Childcare
The SCSB currently provides dedicated lactation rooms at its Headquarters, Neihu, Jiaxin, and Personal Banking buildings for postpartum female employees, fostering a supportive environment. To further promote a family-friendly workplace and help employees balance work and family responsibilities, the SCSB has also partnered with Hess Educational Enterprise Co., Ltd. to offer corporate childcare services. Employees whose kids attend Hess affiliated preschools or after-school programs are eligible for tuition discounts and extended childcare hours.
Compensation and Incentives
The SCSB annually reviews employee compensation by considering market salary levels, the Consumer Price Index (CPI), and industry benchmarks. Salary scales are updated at least once every two years, with corresponding adjustments made to the starting salaries of new hires to ensure adequate wages at or above cost of living estimates or benchmarks. Bonuses are distributed during the Dragon Boat Festival and Mid-Autumn Festival based on the SCSB’s annual earnings. Year-end performance bonuses are determined through a performance-based evaluation system. At the end of each year, employee performance is assessed against individual annual goals and overall behavioral competencies. Following performance review discussions between supervisors and employees, final performance ratings are confirmed and serve as the basis for determining year-end bonuses. Employees with outstanding performance may also be considered for promotion and salary adjustments. Additionally, in line with public financial institutions, the SCSB offers employees preferential savings programs with set limits, as well as home loans in accordance with related regulations . In 2024, the average female to male salary ratio was approximately 0.88:1 for general staff and 0.83:1 for managerial positions.
Female-to-Male Average Pay Ratio
The average salary and medium of the salary of non-managerial employees
Note: The calculation of the disparity ratio is based on the percentage result of (2024 - 2023) / 2023.
Gender pay indicators
Gender pay indicators difference
Note 1: Salary includes monthly wages from January to December as well as position allowances. Bonuses include variable compensation such as Dragon Boat Festival and Mid-Autumn Festival bonuses, full attendance bonus, various subsidies, and other types of bonuses.
Note 2: Gender pay gap for salary = (Male salary – Female salary) / Male salary; Gender pay gap for bonuses = (Male bonus – Female bonus) / Male bonus.
Note 3: The gender pay data in this section covers only employees of the SCSB in Taiwan. It does not include employees with overseas income, overseas branch employees, or employees of subsidiaries (SCB, SCSB Leasing, and AMK, please refer to Chapter 4).
Note 4: Managers on executive level refers to positions at or above the Executive Vice President level and above; general management level refers to managerial positions below (not included) Executive Vice President; non-management refers to employees without managerial duties.
All starting salaries at the SCSB exceed the minimum wage stipulated by the Labor Standards Act and do not vary based on gender or other factors. Gender pay indicators are disclosed annually in the SCSB’s Sustainability Report. In addition, the SCSB reviews pay gap data from peer institutions to monitor gender disparities and implements relevant management measures, including the promotion of high-performing female managers to leadership positions, in pursuit of the goal of equal remuneration for men and women.
Long-term Incentive System
| Long-term Incentive Measures | Details |
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To enhance employee morale, motivation, and retention, and share the fruits of sustainable operations, the SCSB established the “SCSB Employee Stock Ownership Association” in 2021, and formulated the “Management Measures for the SCSB Employee Stock Ownership Trust”, covering 100% of all employees. A fixed number of employees’ monthly salary was allocated for purchasing trust stocks. Furthermore, the SCSB provided a monthly incentive bonus (hereinafter referred to as the bonus) to employees based on their monthly contribution amount, serving as an incentive for employees to hold the stocks for the long term. |
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The SCSB awarded commemorative trophy and incentives as mark of recognition to colleagues with 25 and 30 years of seniority, applicable to all employees. |
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To strengthen corporate governance and ensure a strong alignment between the compensation of appointed managers, business performance, future risk management and talent retention, the SCSB added deferred incentive clauses to the “Regulations for Remuneration Management” in 2023. The clause applies to 1.28% of the SCSB’s total employees and takes effect starting in 2024. Under this clause, thirty percent of the performance bonuses for managers at the rank of Deputy Executive Vice President (in grades twelve and above) will be deferred and distributed over a three-year period. |
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Employees who have served the SCSB for 15 years and apply for retirement within the same year, but have not completed the entire year of service, are eligible for a service bonus. This policy covers 95.78% of all employees at the SCSB. |
Fair Performance Appraisal
- KPI goal management and performance ranking: To achieve the SCSB’s organizational strategic objectives and enhance employee competitiveness, the performance management system is utilized to cascade strategic goals from the entire organization down to individual objectives within each department, for the organizational goals to cascade down and connect effectively to the individual objectives of the employee. Throughout the year, continuous communication and dialogue between supervisors and subordinates are conducted to review goal execution, identify factors for goal achievement and areas for improvement regarding occupational behavior, and provide timely feedback to employees. All the SCSB employees are required to participate in regular performance evaluations, which fairly assess their job performance through mechanisms such as goal management and performance ranking. The performance management system covers all employees, with a coverage rate of 100%.
- Team performance evaluation: To incentivize business departments to enhance operational efficiency and empower employees to execute annual strategic objectives collaboratively, the SCSB has established the “The Shanghai Commercial and Savings Bank Organizational Performance Evaluation Measures for Business Unit”, which sets group evaluation items and allocation according to each unit’s strategies for the year. Departments that meet or excel in their evaluations will be rewarded with bonuses to encourage teamwork efforts.
- Two-way (appraisal – feedback) appraisal mechanism and communication: The top supervisor of the unit completed the final performance appraisal of the appraisee and sent the appraisal result to the appraisee. He asked if the appraisee agrees with the appraisal form, and the appraisee offers feedback to the top supervisor of the unit. This enhances two-way communication on the performance appraisal results among the appraisee and supervisor.
- 360-Degree performance feedback mechanism: In addition to self-assessment and supervisor evaluations in the annual performance appraisal, staff undergo service quality sampling assessments conducted by the Channel Management Department across all branches and support units nationwide. The Channel Management Department executes cross-departmental assessments and includes service satisfaction feedback in the assessment evaluation mechanism through mystery customer call-ins and the platinum customer service award, achieving multi-dimensional performance assessments.
- Agile communication: Furthermore, specific departments and project teams hold regular stand-up meetings or weekly meetings during daily operations to discuss business execution, pending tasks, and strategies for addressing execution challenges. This fosters a corporate culture of agile communication, ensuring effective and immediate communication between subordinates and supervisors.
Performance Appraisal Flow and Frequency
Freedom of Association and Collective Bargaining
The SCSB grants employees the freedom to associate, and there is an internal employee union available for employees to join voluntarily. Employees participating in the union receive equal treatment in all aspects (including but not limited to salary, bonuses, training, transfers, and promotions). As of December 2024, the percentage of employees participating in the employee union accounted for 14.66% of the total workforce, equivalent to the same period in 2023. The SCSB complies with applicable regulations regarding reasonable minimum consultation or notice periods prior to large-scale terminations (including but not limited to the Act for Worker Protection of Mass Redundancy), and maintains open communication with the union and employees to ensure their right to be informed and to uphold the spirit of collective bargaining.
Employee Work Experience Survey
Employees are the SCSB’s most important asset. To optimize the employee work experience and understand the feelings of employees, since 2022, the SCSB commissioned an objective third-party external consultancy to carry out an anonymous employee engagement and satisfaction survey, expanding the scope of the employee experience survey to include full-time employees worldwide. The survey aims to comprehensively evaluate the workplace experience of employees and understand their thoughts. Subsequently, the SCSB will conduct rolling policy adjustments based on the survey outcome and important suggestions from follow-up interviews to attract, retain, and cultivate outstanding employees, as well as plan the improvement directions. Also, the employee engagement level and satisfaction were analyzed according to diverse categories in conjunction with the above employee turnover rate analysis at various levels to facilitate early identification of potential turnover risks. Furthermore, improvement strategies for areas with lower scores (such as care mechanisms and benefits systems) will be devised to increase employee engagement and retention rates.
Survey Results of Employee Commitment and Satisfaction in 2024
Note 1: The base date for the number of respondents is based on the period from January 1 to December 31 of the respective year. The total number of employees for each year is based on the number of employees in the SCSB as of December 31 of the respective year.
Note 2: The response rate is calculated by dividing the number of respondents by the total number of the SCSB employees worldwide.
The SCSB values employee communication and has therefore commissioned an external consultancy to conduct the employee engagement and satisfaction survey using a third-party platform since 2022. All employees of the SCSB were invited to participate in the survey to understand their assessment across five dimensions: meaningful work, supportive management, positive work environment, growth opportunities, leadership, and trust. Moreover, happiness and stress levels were also included as survey dimensions. Through the systematic collection of feedback and cross-analysis with relevant indicators such as employee performance and turnover, the SCSB has formulated talent experience optimization strategies and laid the foundation for the planning of the following year’s talent management strategy.
The SCSB attaches great importance to employee health and safety. In 2022, the SCSB introduced the ISO 45001 Occupational Health and Safety Management System and successfully obtained certification. Starting in the second half of 2023, the SCSB expanded the scope of certification nationwide, achieving a coverage rate of 90.36% by 2024. A committee should be established in accordance with the “Regulations of Occupational Health and Safety Management ” and the SCSB’s “Regulations of the Establishment of Occupational Health and Safety Committees”, and quarterly meetings should be convened. According to Article 11 of the Regulations of Occupational Health and Safety Management, labor representatives should account for more than one-third of the committee members. The SCSB’s committee consists of 11 members, including 4 labor representatives, thereby complying with legal requirements.
Considering the work patterns of employees, the SCSB follows the framework of the Four Major Plans for Labor Health Services to formulate short-, medium-, and long-term occupational and environmental safety and health indicators and targets. Furthermore, the SCSB conducts surveys to identify and evaluate high-risk groups, implements improvement measures including health management and medical personnel interviews, as well as plans relevant health promotion activities. In 2024, the SCSB implemented projects to address potential workplace risks. These include the installation of partitions in electrical switch boxes to minimize the chances of operators accidentally touching live components; the installation of guardrails along the edges of roofs to prevent fall accidents; the installation of handrails and anti-slip strips on stairs to prevent falls and injuries while using stairs.
Short-, Medium-, and Long-term Indicators and Targets of Occupational and Environmental Health and Safety
Health Risk Evaluation
| High Health Risk Factors | The SCSB’s Response and Management Measures |
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Improper Working Postures 
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Since most of the SCSB’s employees work in seated positions and use computers for extended periods, they are prone to occupational hazards such as visual fatigue, repetitive strain injuries, and poor posture. To address these risks, the SCSB has established the “Human Factors Hazard Prevention Plan” and implemented necessary occupational safety and health measures to prevent potential work-related illnesses. Based on the results of the Nordic Musculoskeletal Questionnaire completed by employees, the SCSB arranges for occupational health specialists to provide individual assessments and health education for those identified as potentially high-risk. On-site medical personnel collaborate with occupational health service professionals to inspect the workplace and offer ergonomic improvement suggestions. In addition, the SCSB adopted a five-step design thinking approach and incorporated its mascot, Pukii, into a custom-developed "Stand-Up App". The app uses engaging visuals and messages to regularly remind employees to stand up and break prolonged periods of sitting, helping to encourage healthier workplace habits. |
Improper Working Postures 
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Due to variations in indoor carbon dioxide (CO₂) concentration, there is a potential risk of respiratory issues and decreased attention. To mitigate these risks, the SCSB commissions a government-approved occupational environment monitoring agency to conduct CO₂ concentration monitoring in the workplace every six months. All monitoring results in 2024 complied with relevant legal standards. |
Abnormal workload / shift / night shift / long working hours 
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High-pressure and long working hours can increase the risk of occupational cerebrovascular and cardiovascular diseases, as well as the hazards associated with night work. Therefore, the SCSB has implemented the “Prevention Plan for Abnormal Workload-related Illnesses” to manage employee health. Employees are also entitled to access the Employee Assistance Program (EAPs), which offers professional counseling services by licensed counseling psychologists and clinical psychologists to enhance overall well-being.
Based on the Abnormal Workload Risk Assessment Form completed by employees, individual risk factors and levels are evaluated. Employees identified as high-risk receive consultations and health education from on-site occupational physicians. Those in the medium- and low-risk categories are cared for through health seminars, wellness newsletters, and interviews conducted by on-site occupational health nurses. The SCSB has established a comprehensive overtime application procedure and regularly monitors employees’ overtime hours. For employees with unusual overtime patterns, follow-ups are conducted to understand the cause and adjust workloads accordingly. In 2024, there were no violations of the Labor Standards Act concerning working hours. |
Workplace violence / Sexual harassment 
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The SCSB set up the “Workplace Sexual Harassment Prevention, Complaints, and Penalty Measures”, “Sexual Harassment Prevention, Complaints, and Investigation Handling Measures” and the “Plan for Unlawful Infringement Prevention on Duty” have been formulated for physical violence, verbal abuse, psychological violence, and sexual harassment. The sexual harassment prevention section is available on the website, providing a complete complaint and handling system, and protecting employees from unlawful physical or mental injury at work.
In 2024, there were 2 cases of illegal infringement and harassment (including sexual harassment and non-sexual harassment) while performing duties. They were closed according to specified processes. In July 2024, a three-week bank-wide early meeting was held to promote sexual harassment prevention and the SCSB’s complaint and psychological counseling channels. In October 2024, an online course on “Sexual Harassment Prevention and the Prevention of Illegal Harm Infringement While Performing Duties” was arranged for the entire bank. To enhance gender sensitivity, awareness, and ability to recognize power differential relationships among management, an advanced course on “Sexual Harassment Prevention and the Prevention of Illegal Infringement While Performing Duties” was arranged for managers. Additionally, in June 2024, the Q2 compliance training for managers focused on promoting regulations related to sexual harassment prevention. In December 2024, further promotion of the concept “Creating a Bullying-Free Workplace, Starting with You and Me” was conducted through the Business Affairs Meeting to foster a healthy working environment. |
On-site Health Service is Provided by Contracted Occupational Health Service Physicians and Nurses
In 2024, there were zero cases of occupational diseases, permanent disabilities, or fatalities resulting from occupational accidents at the SCSB. There were zero severe occupational injuries and 18 recordable occupational injuries, all of which were commuting accidents. The actual working hours were 5,730,416 hours, resulting in a recordable occupational injury rate of 3.14 (million hours*number of occupational injuries/actual working hours). No other workers experienced occupational injuries, and the overall average absenteeism rate for the SCSB employees in 2024 was 0.37%, which is below the SCSB’s target of 0.5% for the same year.
Note 1: The definition of severe occupational injury is based on the “Regulations of the Examination of Injuries and Diseases Resulting from the Performance of Duties by the Insured Persons of the Labor Occupational Accident Insurance” issued by the Bureau of Labor Insurance, Ministry of Labor.
Note 2: Absenteeism rate = (Occupational injury and sick leave + sick leave + personal leave/total working days) x 100%. Long-term absences due to serious illness were excluded from the 2024 absenteeism calculation.
Note 3: The calculation scope for the 2024 absenteeism rate includes the SCSB’s business locations in Taiwan, as well as its overseas branches and representative offices.
To strengthen employees’ awareness of occupational safety and health, the SCSB continuously conducts education and awareness programs. Employees are trained to identify risks and evacuate from the workplace in a timely manner when facing imminent and serious threats to their life or health while performing their duties. In addition, the SCSB has implemented appropriate measures to ensure employees are protected from such risks and conducts occupational safety and health training in accordance with relevant regulations. In 2024, the SCSB arranged for all employees to partake in the “Disaster Emergency Response Measures and Bank Office Disaster Prevention” online course, which achieved a 100% completion rate. The Administration Management Department is responsible for the annual inspection of fire equipment and AEDs to ensure that equipment at each location can effectively respond to emergencies.
Note : The training completion rate calculation for “Disaster Emergency Response Measures and Bank Office Disaster Prevention” excludes employees on unpaid leave, long-term leave, new employees who joined in December of the current year, and overseas employees.
Employee Health and Safety Plan
To fulfill corporate social responsibility, protect the basic human rights of employees, suppliers, and business partners (e.g. customers), the SCSB strives to create an environment that ensures human rights and adheres to regulations of global branches where they are located. The SCSB agrees to and supports various principles disclosed in the “International Bill of Human Rights”, “ILO Core Conventions on Labor Standards”, and “The UN Global Compact”. To eliminate any infringement or violation of human rights and reflect the responsibility of respecting and safeguarding human rights, the “SCSB Human Rights Policy” was formulated, and the “Employee Service Regulations” explicitly stipulate that employees should respect human rights in their daily work.
To strengthen the practice of human rights and ensure the protection of labor conditions, the SCSB has established 13 labor-management meetings across its head office and 12 business units in accordance with the Regulations for Implementing Labor-Management Meeting . These meetings are convened quarterly and composed of representatives from both labor and management, selected according to regulatory requirements. Discussion topics include compensation, working hours, employee benefits, and occupational safety, serving as a key reference for policy adjustments and system improvements. Through this mechanism, the SCSB actively promotes labor-management communication and cooperation, and is committed to continually enhancing the workplace environment.
On the other hand, the SCSB set up the “Workplace Sexual Harassment Prevention, Complaints, and Penalty Measures”, “Sexual Harassment Prevention, Appeal, and Penalty Measures” and the “Plan for Unlawful Infringement Prevention on Duty” have been formulated for physical violence, verbal abuse, psychological violence, and sexual harassment. The sexual harassment prevention section is available on the website, providing a complete complaint and handling system, and protecting employees from unlawful physical or mental injury at work. In 2024, there were 2 cases of illegal infringement and harassment (including sexual harassment and non-sexual harassment) while performing duties. They were closed according to specified processes. In July 2024, a three-week bank-wide early meeting was held to promote sexual harassment prevention and SCSB’s complaint and psychological counseling channels. In October, an online course on “Sexual Harassment Prevention and the Prevention of Illegal Harm Infringement While Performing Duties” was arranged for the entire bank. To enhance gender sensitivity, awareness, and ability to recognize power differential relationships among management, an advanced course on “Sexual Harassment Prevention and the Prevention of Illegal Infringement While Performing Duties” was arranged for managers. Additionally, in June 2024, the Q2 compliance training for managers focused on promoting regulations related to sexual harassment prevention. In December 2024, further promotion of the concept “Creating a Bullying-Free Workplace, Starting with You and Me” was conducted through the Business Affairs Meeting to foster a healthy working environment.
The SCSB’s Human Rights Risk Due Diligence Process
The SCSB conducts regular assessments of key human rights issues and affected groups annually, or when new business relationships are established (e.g., mergers, acquisitions, joint ventures). The scope of data collection includes topics such as forced labor, human trafficking, child labor, freedom of association, collective bargaining, equal pay, discrimination, excessive working hours, and mental health in the workplace. In 2024, human rights risk assessments were carried out for suppliers, all employees, and third-party personnel (e.g., contract workers). Based on the findings, two issues were identified as potentially high-risk or already occurring: excessive working hours and workplace mental health. Responsive actions were taken accordingly.
Human rights risk identification
Human Rights Impact Analysis and Mitigation/Remediation Measures
Note 1: The total number of employees with monthly accumulated overtime hours exceeding 30 hours in 2024 (January to December) divided by the total number of employees in the SCSB (excluding locally employed personnel in overseas branches).
Note 2: In 2024, a total of 36 employees exceeded 30 hours of overtime work per month. After appropriate adjustments to workload by the SCSB, all employees showed improvement and did not violate the regulations regarding overtime hours stipulated in the Labor Standards Act.
Note 3: The total number of cases utilizing Employee Assistance Programs in 2024 divided by the total number of employees in the SCSB (excluding locally employed personnel in overseas branches).
Note 4: In 2024, there were a total of 52 cases utilizing Employee Assistance Programs. Through the involvement of external professional “employee counselors”, these cases assisted employees in identifying and resolving issues affecting their personal work, life, and health dimensions.
Suppliers/Third-party Employees
The SCSB actively promotes awareness of related concepts among employees, upholding the strategic focus of “fulfilling social responsibility and building a positive corporate image.” In 2024, the SCSB continued to provide human rights education and training.
Human rights education training
The SCSB upholds the service philosophy of "Always placing customers’ needs first " orienting towards societal needs and advancing multiple initiatives to enhance the accessibility of financial services for vulnerable groups. These groups include children, the general public, diverse communities, and the elderly, aligning with the principles of inclusive finance. AMK also offers micro-loans to farmers, contributing to local income and standard of living improvements. The SCSB remains committed to ongoing efforts in introducing financial products that meet a broader range of needs, contributing to a more prosperous and harmonious society.
Financial Inclusion Loan
To support businesses across Taiwan, the SCSB issued a total of 31,661 corporate loans in 2024, with an outstanding loan balance of approximately NT$367.8 billion. Of this amount, NT$287.9 billion, accounting for 78.28%, was extended to small and micro-sized enterprises.
To enhance investors' understanding of loans with social benefits, the SCSB provides specific disclosures regarding overdue and collection information for micro enterprise loans. This practice aims to reflect both the social impact of the loans and the risk management associated with them to investors
In 2024, there were 73,574 personal loans in total and the balance was about NT$ 353.8 billion by the end of the year. SCSB offered numerous loan programs including student loans, housing loans, and start-up loans. Implementation of the programs in 2024 is shown below:
Trust Transition
The SCSB proactively supported the Trust 2.0 Plan organized by the FSC. The Trust 2.0 Promotion Team was established at the headquarters in September 2020, and the SCSB implemented two major programs including the Strategic Alliance and Trust Helper. The former focused on the promotion of Trust 2.0 to implement comprehensive care trust, while the branch Trust Helper offered immediate trust service to customers at branch locations, aiming to facilitate the establishment of care trusts for senior citizens or people with disabilities. As of the end of 2024, the SCSB forged alliances with 461 partners from diverse industries, including long-term care facilities, nursing homes, social welfare charity groups, accountants (including bookkeepers), attorneys, and the medical industry.
The SCSB values cultural preservation and the rights of disadvantaged students, women, children, seniors, and people with disabilities. The SCSB has assisted these groups by forming several charitable trusts and elderly care trusts. The trust situation for 2024 is illustrated below:
1: This applies to financially disadvantaged new or current college students. The ones with one or both parents who have passed away, those from a single parent family, or those with families that have fallen into misfortune are prioritized. This applies to current students earned an “A” in Conduct and an average of 75 in GPA (without any fail grades).
2: Beneficiaries of the trust for people with disabilities must be disability certificate holders.
Protect the Rights of People with Disabilities
The SCSB not only offered trust services designed for people with disabilities as well as their families and relatives to accommodate their needs for managing wealth through trusts but also provided off-site signing services for customers who were unable to visit the SCSB branches. Furthermore, the SCSB’s online banking and mobile APP banking services offer a user-friendly version and the SCSB's official website has obtained the “A” level certification for accessibility, providing a user-friendly interface with A-level accessibility standards for the entire website. The digital banking “Transaction Section” on the homepage of the official website offers online banking services designed for the visually impaired. Additionally, the SCSB’s ATMs provide “Accessible ATM” services for the visually impaired, including functions such as cash withdrawal, transfer, balance inquiry, and changing passwords, all meeting accessibility specifications.
Sustainable Insurance
The SCSB’s Insurance Agency Department strives to provide premium services to meet the insurance needs, risk management, and financial planning of customers across all age groups. Furthermore, the SCSB offers comprehensive financial insurance services aimed at personal and asset protection, retirement planning, and asset inheritance for the public.
Primary services of life insurance include allocating insurance products by customizing risk planning, offering adequate advice, and analyzing customers’ needs. The insurance products include health insurance, whole life insurance, endowment insurance, principal repayment life insurance, investment insurance, annuity insurance, housing loan life insurance for housing loan customers, as well as group and personal injury insurance for corporate customers. Primary services of property insurance cover risks associated with factories, cargo transportation, trade credit, as well as director’s and supervisor’s liability for corporate customers.
In 2024, the SCSB provided a total of 412 insurance products related to environmental care, social responsibility, and ESG topics, generating a total premium of approximately NT$49,953,028. To give back to society and protect the rights of disadvantaged groups, the SCSB also sponsors micro insurance for various vulnerable groups each year. In 2024, a total of NT$11,151 in sponsorships was provided, benefiting 59 individuals.
Note 1. Vulnerable groups include Micro enterprises, poor people, people with disabilities, people with low income, females and elders in countryside or remote areas, young people with special conditions, people with health conditions or disabilities, ethnic minorities, immigrants or unofficial workers, uneducated people, or people who are forcibly displaced.
Note 2. The units donating micro insurance premium in 2024: 1. Catholic Hsinchu Diocese , Miaoli County Holy Family for Special Education. 2. Taoyuan Chang Educational and Nursing Institution.
Since 2006, the SCSB has actively supported the FSC’s policies by collaborating with the BAROC, TABF, and The National Federation of Credit Co-operatives R.O.C. (NFCC) to organize the “Financial Knowledge Promotion in Campuses and Communities”. The SCSB has been honored by the FSC and received the certificate of appreciation for more than ten consecutive years since 2011. To help children and clients understand investment and financial concepts as well as sustainability trends, the SCSB has also organized children’s financial camps and various lectures via offline or online multimedia platforms such as Facebook. The following summarizes activities held in 2024:
Since its establishment in 1915, the SCSB has been committed to the principle of "serving society”, emphasizing the promotion of public welfare activities. Through various initiatives, the SCSB provides a more secure life for the elderly, youth, and persons with disabilities, striving to create a more compassionate society. To extend the power of "good" to every corner of society, the SCSB established the "SCSB Cultural and Educational Foundation " and the " SCSB Charity Foundation " in 1990 and 2010, respectively. In recent years, the SCSB has actively integrated its business operations with philanthropic efforts, combining credit card rewards and occupational affinity cards for charitable purposes to effectively disseminate social influence. With the ethos of "taken from the community, giving back to society. “, the SCSB employees form a volunteer team, spreading the power of "good" across various regions in Taiwan.
To effectively manage the resources invested in social engagement and assess their outcomes, the SCSB utilizes the Business for Societal Impact (B4SI) community investment assessment framework. In 2024, the SCSB categorized its social projects into charitable donations, community investments, and business advocacy. Through quantified results, the SCSB evaluates the input and output of relevant social welfare projects, aiming to allocate resources for social welfare engagement appropriately and improve resource conversion efficiency. This ensures the sustainable development of charity projects, maintaining the SCSB's original intention of fostering goodness in society.
The SCSB’s donations in 2024 (excluding SCSB Cultural & Educational Foundation/SCSB Charity Foundation and AMK, the SCSB’s Cambodian subsidiary): The total donation of the year was NT$84.79 million (primarily NT$ 62.72 million donation to credit guarantee fund, NT$ 15 million to the SCSB Cultural & Educational Foundation to facilitate cultural and sustainable development, NT$ 5 million to April 3 Hualien Earthquake Disaster for relief, and NT$ 2 million to Formosa Dreamers).
In 2024, the SCSB Cultural & Educational Foundation and the SCSB Charity Foundation sponsored academic seminars, cultural activities, and charitable activities by contributing NT$ 25.91 million and NT$ 3.02 million, respectively. The total budget was approximately NT$ 28.93 million.
In 2024, AMK, our Cambodian subsidiary, made a donation equivalent to about NT$ 723,006 for NGOs such as Kantha Bopha, a Cambodian children’s hospital (aiming to enhance the local healthcare level and offering free medical services to children), Smile Cambodia (free surgeries for children with cleft lip, cleft chin, and facial deformity), and local festivals such as ASEAN Savings Day and Khmer Literature Festival. The SCSB donated 150 helmets to the event One Helmet, One Life, and school supplies to numerous schools.
Note: The data includes the subsidiary of the AMK MFI (Cambodia). The exchange rate is calculated according to the exchange rate announced by the Central Bank on the last business day of 2024 (December 31, 2024), where USD1 = NT$32.781.
Charitable Strategy
With a century-long history, the SCSB has always aspired to be a commercial bank that assists individuals in starting families and enterprises in transmitting their legacy. At its inception, the SCSB aimed to become a cornerstone of the community, embodying the core philosophy of "Being thoughtful in all aspects, passing down from generation to generation”. It actively integrates its resources, strengthens relationships with customers and supply chain partners, and incorporates the needs and expectations of stakeholders. Through three major philanthropic strategies: "Care and Love Society”, "Taking Action to Cherish the Earth”, and "Invest in the Future with Wisdom”, the SCSB combines its core financial strength to create the greatest possible social impact.
Care and Love Society
Sustainability and Financial Education
Key Financial Inclusion non-financial supports in 2022
| Focused area | Supports | Key social impact KPIs |
|---|---|---|
| Senior citizens | Trust info sessions for senior citizens | 60 trust info sessions for senior citizens were held |
| Youths | Pukiibank digital saving account | 160,000 accumulated digital accounts |
| Small businesses | Sustainable finance, net-zero transition, and SDGs related activities to help small business to go though sustainable transition | 10 activities were held |
