Sustainable Governance

Culture of Sustainable Governance
In response to international sustainability initiatives and the government’s sustainable development policies, KGI Life actively leverages its core competencies and, in alignment with the United Nations Sustainable Development Goals (SDGs), has set out four major sustainable development pillars: Deepening Corporate Governance, Achieving Financial Inclusion, Advancing Low-carbon Transition, and Promoting Sustainable Finance. Under the leadership of the management team, KGI Life has introduced international ESG management frameworks. Based on the four major sustainable development pillars, the Company has formulated sustainability strategies and various short, medium, and long-term goals. With innovative and forward-looking thinking, it integrates sustainable value into all operational aspects and the organizational culture.
Sustainable Governance Structure

The Board of Directors serves as the highest supervisory unit of the Company’s sustainable development governance structure, responsible for approving corporate sustainable development policies, sustainability and climate governance guidelines, and specific action plans. In 2025, the Board approved the merger of the “Ethical Corporate Management Committee” and the “Corporate Sustainable Development Committee” into the “Sustainability and Ethical Corporate Management Committee,” which supervises the formulation and execution of annual plans and strategic directions. The Sustainable Development Department, Compliance Department, and Human Resources Department serve as supporting units, responsible for integrating and promoting various sustainable action plans and assisting various operational departments in implementing their goals.

 
 
 
 
 
 
 
 
 
External Interview | Sustainability is now embedded in KGI Life’s DNA

In an ESG Post interview, KGI Life CEO Yu-Ling Kuo pointed out that the Board of Directors acts as the company’s highest supervisory body for sustainable development, supported by the Sustainable and Ethical Management Committee that meets quarterly to oversee policies, performance indicators and concrete action plans. ESG metrics are integrated into senior executive KPIs and remuneration to advance responsible investment, climate risk management and Science-Based Targets (SBTi), while promoting social inclusion through treating customers fairly, financial inclusion and digital equity initiatives.

Sustainability and Ethical Corporate Management Committee
Organizational Structure

Board of Directors

The highest supervisory unit of the Company’s sustainable development governance structure, responsible for approving corporate sustainable development policies, management guidelines, and specific action plans.

Sustainability and Ethical Corporate Management Committee

Meets quarterly to supervise the formulation and execution of annual plans and strategic directions.

Sustainable Development Department, Compliance Department, Human Resources Department

Serving as the supporting units for the Sustainability and Ethical Corporate Management Committee, they assist the committee in formulating sustainable management policies, implementing sustainable development strategies, and tracking the implementation of sustainable action plans:

  • Sustainability-related affairs - Sustainable Development Department.
  • Ethical management-related affairs - Compliance Department.
  • Responsibility map-related affairs - Human Resources Department.

Responsible Finance Task Force

  • In accordance with the PRI and PSI principles, progressively promote and support sustainable development economic activities.
  • Promote investment and financing-related climate strategies, goals, and related action plans, and evaluate their implementation.

Environmental Sustainability Task Force

  • Establish specific goals and practices for environmental protection and energy conservation and carbon reduction, and actively promote a sustainable living environment.
  • Promote climate strategies and goals related to its own operations, develop mitigation and adaptation plans, and evaluate their implementation.

Customer Rights and Interests Task Force

  • Deliver customer service and safeguard customer rights, and pursue research and development in financial innovation, in order to provide comprehensive financial services.

Employee Well-being Task Force

  • Comply with relevant labor laws, develop and support employees, and provide corporate systems that suit employees’ career development.

Corporate Governance Task Force

  • Propose recommendations to strengthen corporate transparency, risk management, and ethical management, ensure legal compliance and effective internal audit and control, and track the development of external factors related to the company’s operations.
Committee Members
Chairperson Members
Yu-Ling Kuo Shih-Chieh Chang (Independent Director), Victor Kung (Independent Director), Nick Huang (Independent Director), Wei-Chuan Kao (Independent Director)
Committee Responsibilities
  • Revise the Sustainable Development Policy and Sustainable Development Best Practices.
  • Determine the annual plan and strategic direction for sustainability development.
  • Approve sustainability projects and activity plans.
  • Monitor and review the implementation effectiveness of the annual plan, strategic direction, projects, and activity plans for sustainability development.
  • Periodically review sustainability reports.
  • Decide on other sustainability-related matters assigned by the board of directors.
Sustainable Development Milestones
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Voluntarily published the first Corporate Social Responsibility (CSR) Report
Established the Corporate Social Responsibility Committee
Established a CSR section on the company website
Established an English version CSR section on the company website
Voluntarily complied with the UN PSI and PRI
Incorporated TCFD disclosures
Became a TCFD Supporter
Established the Responsible Investment Policy
Renamed the Corporate Sustainable Development Committee
Established baseline data for insurance service carbon footprint
The "Corporate Sustainability Development Committee" upgraded to being a functional committee under the Board of Directors
Participated in the first batch of carbon trading to realize the net-zero vision
Deepened IFRS S1/S2 disclosures and adopted the TNFD approach