Sorry, the script used in this homepage is not supported by your browser, which does not prevent you from browsing any information in this website. Please continue to browse. Thank you!

Home Sustainability
Employee Training

Employee Training

Talents are the core assets of corporates. Education and training are closely associated to changes in the external environment, corporate growth and employee career development. As the current financial service industry offers a diverse range of products, we encourage employees to obtain wealth management specialist licenses and train professional talents while maintaining business development of the entire bank. We therefore included the wealth management license as a requirement for promotions and instituted bonus points for professional licenses.

TBB spares no effort in talent cultivation and emphasizes the importance of people's knowledge, skills and experience. We encourage employees to participate in various education and training courses inside and outside the Bank to increase their business skills and improve work efficiency. We also cultivate a diverse range of talents in various positions to bridge gaps caused by the resignation or retirement of staff members. We use unit and job rotations to increase employees' professional skills and business promotion capacity. Employees can also learn professional knowledge and experience through work which help them develop problem-solving skills and experience. They can continue to learn new knowledge and improve personal value and share and pass on knowledge, experience, and training. These measures help us create a culture of learning in the organization, accumulate intellectual property, and attain sustainable development, efficiency, and responsibility of the Bank.

TBB aims to cultivate outstanding talents and appropriates high amounts of training expenses each year to provide a comprehensive training system. The scope of professional training includes core competencies, management functions, professional functions, new recruit training, lecturer training, international talent training, and self-growth training.

Core Competencies
Employee Training Programs

TBB formulates the annual "Employee Training Program" each year to improve the service quality and professional quality of employees, reduce operational risks, cultivate excellent management personnel, and improve the business performance of TBB. We plan and implement various training courses based on different positions and qualifications of employees. A test was arranged before the end of the training course to evaluate the learning effectiveness of the staff and to improve their learning attitude and professional ability, so as to achieve the effect of unity of training and application. In 2022, TBB tracked all basic business courses based on implementation and the average implementation rate [1] was 98.20%.

In order to familiarize the branch staff with the relevant laws and regulations before the rotation of duties, to smoothly transfer their duties and to enhance the legal compliance culture of the Bank, the General Managers (Managers) and employees of each branch should pass the test of their new duties within 2 months before the change of duties in major categories.

TBB provides incentives for learning and provide measures including points for promotion to encourage employees to study by themselves and increase professional skills and selfworth. In addition to paying attention to for participants’ after-class questionnaire opinions and learning results and regularly tracking participants Job status, the Bank implements management of training of all employees to ensure that the training is put to good use.


  • The formula for calculating the unity of training and application courses for each rotation = the number of trainees taking up or acting on behalf for that position at the time of training or within six months after the completion of training/the total number of trainees who completed the training in that rotation*100%.
Internal hire rate in last 4 years
2019 2020 2021 2022
Percentage of open positions filled by internal candidates65

Note: Percentage of open positions filled by internal candidates = (Number of positions filled internally/Total number of openings in the year) *100%

Categories of Employee Training
Internal training
  • Pre-employment training: TBB provides general training for new recruits such as the overview, common rules, work rules, and management rules of TBB. The Bank also provides practical or internship courses for professional skills required for newly-transferred employees.
  • On-the-job training: TBB implements onthe-job training on business and professional knowledge of current employees. Measures include rotations, seed employees, mentorship, or training at the Taiwan Business Bank Training Center to help trainees use professional capabilities quickly to improve training efficiency.
External training
  • External training: TBB selects relevant personnel to participate in various professional training courses provided by external institutions based on business requirements to facilitate business development and cultivate specialized talents. The courses include financial product trading, foreign exchange, corporate credit investigation and extension, wealth management, risk management, digital finance, accounting, deposit and foreign exchange, auditing, compliance, and payment collection in accordance with laws. The courses are designed to increase employees’ professional knowledge.
  • Outsourcing centralized training: TBB hires external lecturers to provide courses on trust businesses, on-the-job seminars for management personnel, qualification training for personnel responsible for derivative financial products, etc. to strengthen functions and meet regulatory requirements.
Management training
  • TBB plans different training courses for managers of different levels.
  • We focus on the professional knowledge and enhancement of business promotion capabilities for entry-level managers and management associates. Examples include the business management courses for various managers.
  • We focus on leadership and communication and coordination for mid-level to senior managers. Examples include seminars on how banking managers retain outstanding leadership management and marketing skills.
  • We focus on building the planning and strategic development capabilities of head office units. Examples include the training program for senior financial executives. We use training to achieve continuous improvement and lead all employees towards attaining the organizational goals of the Bank.
Overseas talent training
  • TBB interviews and selects employees willing to work overseas to establish an overseas management associates database.
  • TBB arranges management associates to participate in the “International Financial Talents Training Course” to cultivate the basic concepts of overseas business, and also arranges “Overseas Talents Advanced Training Course” that lasts for about one year and is conducted once a month. Overseas branch managers are invited to give practical lectures such as local regulations and business promotion, so that students have sufficient time to absorb relevant knowledge, and facilitate their immediate combat capabilities in overseas.
  • The Bank set up the “Pandemic Relief Measures Zone”, “Well-rounded Supply Station “, and “Important Announcement Zone” on the e-learning website to allow employees to access relevant rules and regulations regarding pandemic relief, industry trends, international political and economic situations, and important announcements.
  • The “Taiwan Business Bank E-Learning Website” has provided over 1,790 courses, including administration, operation management, risk management, corporate finance, personal finance, financial strategies, and English courses. The Bank shall add various professional courses in the future in response to new businesses, new systems, and new products to help employees study online in their spare time.
Advanced education
  • TBB invites external experts, scholars, or outstanding executives from the same industry to deliver keynote speeches or engage in diverse study groups to help clerks to access new knowledge in various aspects so as to keep abreast of the latest financial trends and development trends while enhancing knowledge and skills effectively.
  • TBB arranges holiday training sessions, including international financial development trends, mortgage life insurance and real estate trends, strengthening the understanding of green industry, metaverse, self-driving industry, deepening the understanding of financial digital transformation, taxation and asset planning, in order to strengthen the practical expertise of all employees, and cultivate potential customers for increasing customer trust and stickiness.
  • TBB encourages employees to use non-working hours for self-study, sets the training hours on holidays or spare time for employees to obtain training records, and converts them into learning points which are included into points necessary for promotions.
  • TBB encourages employees to improve their foreign language skills during their free time and established related subsidies for studying foreign languages including measures for including foreign language test scores as bonus points for promotions.
Learning Plan for All Employees

To strengthen TBB employees’ long-term employment skills and help them manage their career after retirement for lifelong learning, in addition to the basic training for employees, TBB also implements the “Learning Plan for All Employees”. The training and expenses of all employees are planned and fully subsidized by the Bank. In 2022, a total of 405 classes were offered (including 29 basic business classes, 349 business seminars (advanced), 7 management classes, and 20 seminars/information sessions), and a total of 38,674 person-times completed the training, averaging 7.1 times per employee per year. The total cost of employee training was NT$29,209,000, averaging NT$5,385 per person.

Learning Plan for All Employees
Employee Training Hours
Employee training hours
Calculated based on overall training statistics of TBB in 2022:
Statistics by gender Male Female
Number of hours
Percentage (%)
Number of employees (persons)
Average hours of training per employee (hours)
Statistics by nature of work Foreign exchange Credit investigation and loan Wealth management Others
Number of hours
Percentage (%)
Number of trainees (person-times)
Average hours of training per employee (hours)

Note: Others include employees selected by the Bank to attend ESG-related courses (climate change, sustainability, corporate governance, etc.), with a total of 73 person-times and 632 hours.

Objectives and Plans for Talent Development
2022 Objectives 2023 Objectives Medium and Long-term Objectives
  • Improve the job competency of management associates
  • Cultivate digital finance skills of employees
  • Industry-academia collaboration - basic talent cultivation
  • Strengthen professional training in digital finance and professional skills
  • Enhance the informationrelated knowledge of the business planning managers and personnel at the head office to lay a solid foundation for digital transformation
  • Continue to promote the "industrial-academic cooperation programs" with colleges and universities
  • Enhance diverse and professional skills training in digital finance
  • Increase employees' professional skills in different sectors
  • Enhance training for overseas talents
Achievements in 2022
Item Explanation Achievements in 2022
A.Management associate cultivation program
  • Job Rotation: Since all of our management associates have good English skills, most of them have been assigned to serve in the Head Office, their professional experience is mainly in foreign exchange and head office business.
  • Unit Rotation: Newly recruited management associates are first assigned to branches to learn practical banking operations, and then sent to serve in the Head Office and overseas units according to business needs to enhance their professional capabilities in banking.
  • Professional training: In addition to general business training courses, the Bank offers international financial talent training courses for those who are willing to be dispatched overseas or arranges the participation in overseas talent training courses for state-owned banks.
  • Certificate acquisition status: Individuals will be notified by email every month of the required qualification certification for promotion to a higher position.
  • Tracking and evaluation: Each year, managers will conduct assessment and evaluation of the performance of the management associates. In addition, managers will be asked to check out the training items that should be enhanced during the appraisal operation for the reference of training assignment.
  • Promotion: Accelerate the promotion speed for those who have excellent evaluation, and cultivate the reserve planning and overseas management talents for the Head Office, so as to assist in obtaining the reserve qualification of managers and promoting them to the management level.

A total of 79 people are qualified as management associates:

  • In 2022, a total of 6 people were newly transferred to the Head Office and 9 people to overseas branches.
  • A total of 44 people worked at the Head Office and overseas branches.
  • 17 people participated in the international financial talent training courses and 5 people participated in the overseas talent training courses for state-owned banks.
  • 53 people are equipped with the certification required for promotion (Proficiency Test for Financial Planning Personnel and Basic Proficiency Test for International Banking Personnel).
  • After the evaluatin of department or branch managers, a total of 72 people obtained scores with Good or above in the appraisal.
  • Promotion: 32 people were promoted in the past 2 years (2021 and 2022). 1 person was assigned the position of Deputy General Manager, and 7 people were assigned the position of Manager.
B.Subsidies for professional certification
In order to strengthen the information security expertise of the Bank's staff and in response to the Hong Kong Monetary Authority's (HKMA) professional certification of personnel involved in the three lines of defense in cyber security, the Bank has established the CISA subsidy program, which provides subsidies for international and Taiwan membership fees, examination fees and license application fees. The Bank also increased the fee subsidy for Cyber Security Essentials (CSX) license from 2021.
  • A total of 4 people with Certified Information Systems Auditor (CISA) license as of the end of 2022. Among them, 3 people obtained relevant subsidies.
  • A total of 2 people with Cyber Security Essentials (CSX) license as of the end of 2022.
C.Acceleration of financial technology talent cultivation
The Bank developed the "Financial Technology (Digital) Knowledge Validation" promotion plan in 2021. All units of the Bank (excluding foreign branches) are scheduled to achieve the unit assessment targets in three phases (2021-2023) and set up a mechanism for adding and deducting points to motivate bank employees to obtain licenses and strengthen their understanding of financial technology.
In order to accelerate the cultivation of financial technology talents and strengthen digital financial capability, the Bank promulgated the financial technology (digital) license assessment and promotion plan in January 2021, and set up a three-stage assessment target and incentive mechanism for each unit of the Bank from 2021 to 2023. As of the end of 2022, the number of license holders increased after the promotion of this project from 728 to 3,269, and the acquisition rate increased from 15.00% to 67.86%, which brings positive and beneficial effects on flexible manpower deployment, shortened training schedules, and reduced personnel adaptation periods in digital transformation of financial services in the future.
D.Diverse program for digital learning

With the rapid development of Internet technology, in order to meet the trend of banking development and innovation, and to facilitate the self-learning of bank staff, we have also set up a special section to facilitate the correct and timely transmission of information:

  • In order to build a learning organization and establish a real-time communication and feedback mechanism, the Bank has set up an "All-in-One Supplementary Station (weekly bank-wide video conference)" on the e-Learning Platform to enhance the efficiency and effectiveness of communication between the Head Office and branches, to shorten the knowledge gap between the Head Office and branches, and to build consensus on various issues.
  • To facilitate employees to look up the common deficiencies in real time, the Bank has set up a "Section of Deficiencies" on the e-Learning website. The business department in charge will review the relevant deficiencies in a timely manner according to their duties, describe the deficiencies and the correct way to do it, and add the original relevant regulations of the deficiencies. In addition, for cases of negligence involving repeated failures in legal compliance or auditing, failures in service etiquette, and written warnings from the Personnel Evaluation Committee, the business department will supervise the failing unit to make a microfilm of the case in order to achieve the effect of prevention and propaganda, and to prevent the recurrence of deficiencies.
233 courses were added to the e-Learning Platform in 2022.
E.Industry-academia cooperation
Since 2018, we have been working with colleges and universities on the "Industry-Academia Cooperation Program" to cultivate deep corporate strengths to deepen the impact and benefits of CSR, to pass on the experience to the society, to nourish students, to integrate corporate and academic resources, to jointly "master the next era", to work with inter-generational talents in the workplace, and to face the generational changes brought about by technology.
A total of 91 students went to the Bank for workplace experience. With reference to the performance during the internship and interview results, 66 students were selected for employment, with a retention rate of about 73%. The actual number of people employed in 2022 was 54.