ESG in CDF
Our five sustainable business strategies reflect our focus on social responsibilities and the goals that we must achieve.
Value Creation Model
    Financial Capital
    Input
    Total consolidated assets
    NT$3.5 trillion
    Total Operating expense
    NT$29.07 billion​
    Output
    Financial Value
    Net profit after tax (including non-controlling equity of NT$ 0.2 billion)​
    NT$16.39 billion
    Consolidated ROE
    6.5 %
    Non-Financial Value
    Constituent stock of DJSI(World, Emerging Markets) for the third consecutive year
    Constituent stock of FTSE4Good Emerging Index and FTSE4Good TIP Taiwan ESG Index
    Ranked in the Top 6-20% of the 8th Corporate Governance Evaluation of TWSE/TPEx listed companies
    CL, CDIB, KGIB, KGIS and KGI SITE signed the “Stewardship Principles” of TWSE
    Intellectual Capital
    Input
    CL Fintech investment (or optimization)
    NT$132.12 million
    CL i-Agent investment
    NT$12.45 million
    CL subsidy for license certification examinations
    NT$2.305 million
    KGIB system research and development investment (including mobile banking, online banking, and the introduction of intelligent customer service platforms, and the new financial market trading systems, etc.)
    NT$450 million
    KGIS FinTech investment
    NT$145 million
    Output
    Financial Value
    CL i-Agent utilization rate
    85%
    Utilization rate of CL mobile insurance
    98%
    Average licenses of CL employees
    2.7
    Average licenses of KGIB employees
    5.8
    KGIS adopted the patented conference electronic signature technology to launch the first “adjustment to transaction limit of Taiwan stocks via video” service in the industry. ​
    KGIS launched the first wealth management account online subscription of ETF IPO
    Non-Financial Value
    Video survival analysis
    11,757 times
    Introduction of “RPA Process Robots” reduced manual work: improved work efficiency by
    73%
    Human Capital
    Input
    Training expense
    NT$45.433 million
    Employee salary expense
    NT$12.86 billion
    KGIS employee training fees during the year reached
    NT$17.27 million
    Output
    Financial Value
    Human Capital Return on Investment (HC ROI)
    5.09​
    Average training costs NT$ 4,873 (excluding field staff), up 48% compared with previous year.
    Employee compensation was down 28.5% compared with previous year.​
    Total training hours of KGIS employees reached 101,061 hours and the average employee training hours were 32.8 hours.
    Non-Financial Value
    Constituent stock of Taiwan High Compensation 100 Index for 8 consecutive years
    Average training hours: 38.5 hours
    Natural Capital
    Input
    Investment in energy saving and carbon reduction measures
    NT$ 7,773,487
    Investment in green procurement
    NT$2,564,889
    Output
    Non-Financial Value
    Awarded “Green Procurement Certificate” for 4 consecutive years
    Awarded “Green Procurement Program for Private and Organizations” for 5 consecutive years
    GHG emissions from category 1 and category 2 down 522.59 tCO2e compared with 2020.
    Carbon reduction rate reached 2.37%. 
    Per capita energy consumption was 17.52GJ, down 7.42% compared with 2020.
    Renewable energy consumption was  526.36 MWh.
    Per capital water consumption density was 24.7 CBM, down 12.64% compared with 2020.
    10.0%
    Social Relation Capital
    Input
    Total public welfare expenditure (including time investment and in-kind donations)
    NT$166.15 million
    Employee volunteer time
    77,660 hours
    Promoted microinsurance, small-sum end-of-life insurance policies, and disability whole life comprehensive insurance that catered for the needs of the disabled – “Friendly Whole Life Insurance”
    CDIB Capital Innovation Accelerator held 101 free innovation and entrepreneurship lectures, 12 one-day startup board meetings.
    charitable trust funds
    7
    Output
    Financial Value
    “Give You A Hand” revolving credit: 164 people successfully applied, with a success rate 55%
    “Taxi Driver” small-sum revolving credit: 83 people successfully applied, with a success rate 31%
    “Quick Repayment”, a quota-based loan product: enabled amount
    NT$785 million
    Charitable trusts
    NT$29.39 million
    Non-Financial Value
    Microinsurance serviced policyholders
    92,631 people
    Small-sum end-of-life policies
    40,031
    Disabled people were insured
    19,382 people
    Beneficiaries of public welfare activities
    39,774 people
    “Heritage 100 X Tutelage 100” social return on investment (SROI)
    4.9%
Materiality
CDF emphasizes on stakeholders' expectations by incorporating issues they consider important into CDF’s goal of business sustainability. Before compiling the CSR report, we have identified the top 8 stakeholder groups and collected related issues of economic, environmental, social, and governance of which our stakeholders may concern about and their impacts on the company's sustainable management. We have constructed corporate strategies, business objectives and annual plans based on the material issues and presented in the CSR Report.
Material Issues Identification
Step 1
Identification
Stakeholder Groups
8
Stakeholder Groups
8 stakeholder groups were identified: Government and Competent Authorities, Investees, Clients, Shareholders and Investors, Employees, Media, Suppliers, Community
Material Topics
19
Material Topics
Labor protection and workplace inclusion and equality, corporate governance and ethical management, risk management, optimize service quality and customer relation management, customer private and personal data protection, sustainable operation, upgrade service convenience through digital finance, workplace safety and health, upgrade financial inclusion, competitive compensation and welfare, employment and training for diversity of talents, energy and resource consumption, ESG risk and opportunities in investment and financing, management of influence caused by social changes, maintain shareholders’ equity, social participation and supporting disadvantaged groups, waste management, supply co-prosperity sustainable development, and climate opportunities and business potential.​
Step 2
Collection
Questionnaires
972
Questionnaires
To understand the views of all major stakeholders, CDF considered their proportional makeup and brought out a questionnaire on major issues that are of concern to such stakeholders, and analyzed the levels of their impact on their decisions and evaluation.
Internal Stakeholders
795
Internal Stakeholders
Internal Stakeholders Authorities, Investees, Clients, Shareholders and Investors, Employees, Media, Suppliers, and
External Stakeholders
177
External Stakeholders
External Stakeholders Authorities, Investees, Clients, Shareholders and Investors, Employees, Media, Suppliers, and
Step 3
Analysis
WORKING GROUPS (WGS) OF SUSTAINABILITY COMMITTEE
6
WORKING GROUPS (WGS) OF SUSTAINABILITY COMMITTEE
6 Working Groups (WGs) of Sustainability Committee: Corporate Governance, Social Philanthropy, Environmental Sustainability, Responsible Finance, Client Relations, and Employee Wellbeing
Step 4
Confirmation
key topics
11
key topics
Labor protection and workplace inclusion and equality, corporate governance and ethical management, risk management, optimize service quality and customer relation management, customer private and personal data protection, sustainable operation, upgrade service convenience through digital finance, workplace safety and health, upgrade financial inclusion, competitive compensation and welfare, and employment and training for diversity of talents.​
Material Issues Matrix
Next
Environmental
We have included environmental protection and sustainable development as our major mission since 2008. In 2021, we have become the industry s leader in ESG