In 2022, KTB held or participated in 1,135 internal or external education training classes (including 121 physical classes, 972 online classes and 42 financial management classes) with 84,467 participants. Every employee took part in 85 education training courses on average, with a total of 54.48 training hours. For details on education training, please refer to Appendix 9.4 Human Resource Management Indicators.
Comprehensive Training System
KTB provides a comprehensive training system based on the 4 principles, Preliminary Training, On Site Training, On Job Training, and Development Training. Based on the employees' experience, job function, professional ability, KTB conducts or encourages them to participate in internal or external education training, with the aim of enhancing the professional ability of our employees, improving organizational operation efficiency, strengthening employee's identification with KTB, and assisting them to build their own career development plans.
Incentives and Subsidies for Continuing Training and Certifications
Besides encouraging employees to participate in internal and external education training, KTB also designs a system to provide its employees with career growth opportunities and resources. KTB has formulated the "Major Licenses/Certificates Subsidy Scheme" based on the list of required certificates for each position and duty. For employees who obtain international certificates, such as CFA, FRM, AFMA, PMP, they may apply for subsidies for the application fee, and receive an additional monthly professional allowance. For details on the certificates held by KTB employees in 2022, please refer to "Page 58 to Page 88-90 of King's Town Bank Co., Ltd. 2022 Annual report“.
Expanding Career Experience through Job Rotation
The cultivation of talents relies not only on education training and continuing training but also on a systematic job rotation mechanism. Job rotation provides the employees a chance to expand their experience beyond their duties, enhance their abilities, and unlock their potential. From the organization's perspective, job rotation brings stimulation to internal revitalization and enhances the flexibility and breadth of manpower. At the same time, job rotation also reduces job burnout from long-term repetitive work, so as to strengthen the internal operational safety control.
We have formulated the "Regulations Governing Job Rotation" to mitigate the disadvantages and strengthen the advantages through systemization and scheduled rotation. The job rotation mechanism consists of job rotation training and internal recruitment. The former is a planned training based on the internal needs of the organization; while the latter is based on the employees' willingness to change their career path. Content of job rotation includes:
✓ Intra-unit rotation: Become an all-rounded financial expert through gaining experience in different areas of the business.
✓ Inter-unit rotation: Learn to work with different colleagues and enhance the ability to collaborate.
✓ Interdepartmental rotation or rotation between headquarters and branches: Cultivate the ability of strategic planning, strategy execution, and receiving customers, and improve the communication between departments or between headquarters and branches.
In 2022, there were 124 positions transferred through job rotation training, and only 1 position through internal recruitment. The filling rate of internal employees for vacancies was up to 52.52%. For relevant data, please refer to Appendix 9.4 Human Resource Management Indicators.
In order to protect the rights and interests of the employees, when there are changes in labor contracts due to KTB's business or employee career planning, they shall be announced in accordance with the following regulations, and KTB shall prepare the employees for job handover and their new work environment, so as to minimize the job handover time and the occurrence of operational interruptions.
✓ Where an employee has worked continuously for more than 3 months but less than one year, the notice shall be given 10 days in advance.
✓ Where an employee has worked continuously for more than 1 year but less than 3 years, the notice shall be given 20 days in advance.
✓ Where an employee has worked continuously for more than 3 years, the notice shall be given 30 days in advance.
Guided Performance Development Management
A fair and reasonable performance development system can motivate and retain talents. Also, it can promote employees' understanding of the expectation and performance of their own duties, provide a clear goal for future development, and align the goals of the employees with that of KTB. KTB has formulated the "Regulations on the Annual Employee Performance Evaluation", and "Regulations Governing Promotion of Employees". The assessment items include, ethics and attitude, work performance, professional growth through learning, leadership and management, and records of awards and penalties. In 2022, 99.2% of the students were evaluated, excluding one part-time employee and seven new employees who arrived at the company in December 2022. (For relevant data, please refer to Appendix 9.4 Human Resource Management Indicators.)
