As part of our core vision, we place emphasis on the value of human life. Treating every employee as an important asset of the Company, SKL recruits outstanding talents and puts the right people in the right place. In 2022, the outstanding talent retention rate reached 96.2%, and the newcomer retention rate was 78.2%. Based on the annual business strategy - Provide the Excellent Experience and Become a Sustainable Corporate, SKL set the annual training programs to deliver remarkable business results. We also had ad hoc training programs in place to impart professional knowledge to our employees and teach them to think creatively and adapt to digital finance, thus fulfilling talent cultivation and development.

• The training system is divided into two categories: sales (sales personnel) and administration (office staff). It is designed to meet the training needs of core personnel in various categories and establish a diversified learning mechanism to explore career development paths. 

• In 2022, we organized 520 sessions of learning map training, and 14,733 people completing the training with the satisfaction score averaging 4.89 (five-point scale).

• To encourage employees to pursue further education independently and pass professional certification, SKL offers allowances for related training courses and certification examinations.

 • Allowances cover application fees, annual membership fees, foreign language training fees, EMBA and inservice master's program (including master's programs) fees. 

• We also offer certification incentives, continuing education allowances, and study leave.

 • In 2022, we allocated NT$25.48 million to certification allowances and incentives. 

• The decline in the number of 1-3 insurance certificates among insurance agents can be attributed primarily to the establishment of SKPIA, which resulted in the transfer of license ownership from SKL to SKPIA for some employees. Except for MDRT and IDA, which indicate the number of applicants in the current year, the professional certificates in the table on the right represent the cumulative total.

• We provide a diversity of flexible talent exchange programs after confirming with employees about their career plans and willingness to participate. 

• We provide talents in every function with opportunities to delve into their fields and even other financial sectors and take up management positions and even get promoted to executives.

• In 2022, we introduced the online education and training platform "Hahow for Business" with a training budget of NT$3.75 million. It provides the opportunity to learn and apply knowledge without geographical limitations, as well as strengthening professional abilities. To encourage employees to learn online, we launched a learning leave system. Employees who read eight hours on the online platform are eligible for one-day study leave, with a maximum of two days per year. In 2022, more than 1,800 employees achieved their learning leave goals, accumulating a total of 57,000 hours of learning on the platform. 

• Employees are encouraged to use fragmented time to learn on the "CommonWealth Leader Campus" (CWLC) to stay competitive at work. In 2022, we were honored to receive the "Super Star Award" in the Annual Corporate Learning Awards organized by the CWLC. The results have been remarkable.

SKL treats every employee as the most important asset of the Company. In addition to launching strategic products, we recruit and develop young talents through the business transformation program. Each year, we invest in a world of training resources to boost our insurance agents’ productivity. In terms of digital service, we continue to train talents in digital finance to provide customers with a diversity of user-friendly smart financial services. In 2022, we allocated NT$25.48 million to certification allowances and incentives.

A diversity of training courses are designed based on the needs of office and sales personnel at work to train employees to become insurance professionals. 

In the wake of the pandemic, our training courses went virtual. We also added courses on digital service and trading to improve insurance agents’ capabilities of working as a team and adapt to digital transformation.

To provide employees with clear career development paths, we set competences at all levels according to the Company's annual business strategies and evaluate the employees' performances (70%) and competences (code of conduct) (30%) at midyear and the end of the year respectively. In 2022, the evaluation rates for both formal employee performance and professional development reached 100%.

To optimize the use of human resources, we connect the Company's development with an employee's career development. Each year, we conduct a survey of employees' willingness to transfer to new posts. Through job rotations, we adjust job descriptions and the work environment appropriately to improve our employees' competence and productivity at work. In 2022, our internal job rotation rate reached 83%.

To encourage retirees to continuously contribute to the insurance industry, SKL has established a "reemployment project," which re-employs retirees based on their ranks at the time of retirement. In 2022, 115 retirees were re-employed.