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Taiwan's workplace bullying prevention provisions took effect on July 1, 2026. Employers must handle complaints, investigate and decide under the Workplace Bullying Prevention Measures Regulations. The tools below organize deadlines and duties by workforce size for HR and legal teams.

Based on the Regulations, effective July 1, 2026 · Updated September 24, 2026

Deadline calculator

Final dates vary with workforce size

Month-based deadlines run by calendar months, as in the Regulations. “Working days” here exclude Saturdays and Sundays only; adjust for Taiwan public holidays and makeup workdays. Coordination time is excluded from the investigation-report period.

WorkforceDecision deadlineProvision
Fewer than 30Three months from the day after receipt; possible one-month extension with noticeArt. 21(1)
30–99Four months from the day after receipt; possible one-month extension with noticeArt. 21(2)
100 or moreReport within two months after panel formation, with possible one-month extension; decision within one month after report completionArts. 14, 17–18

Complaint-handling deadlines

Enter receipt date and workforce size; the result can be printed for internal review.

Prevention-duty self-check

A checklist based on the regulations, not an official finding or score.

    Checklist progress

    See what still needs checking

    Checked 0 / 14 items

    Items to check

      Employers must record prevention measures and the processes and results of complaint acceptance, coordination, investigation and review, and keep them for three years (Art. 26). This checklist does not replace an authority's or labor inspector's assessment.

      Complaint handling

      Four steps from receipt to review

      Full guide
      1. 01Accept

        Decide and register

        Decide whether to accept within ten working days after receipt and notify the complainant in writing. Register within seven working days from the day after acceptance (Arts. 10–11).

        Common mistakeTreating it solely as an interpersonal issue and bypassing the formal procedure.→ Check the complaint channel, confidentiality and separation measures; consider coordination according to the complainant's wishes.
      2. 02Form panel

        Investigation panel and recusal

        At 100 or more workers, form a panel within 15 working days after acceptance: at least three members, at least half external professionals and at least one-third of each gender (Art. 14). A member who is a party, or has a specified family or legal relationship with a party, must recuse; where other specific facts suggest possible bias, a party may apply in writing for the member's recusal, and the employer decides (Art. 15).

        Common mistakeAllowing a directly involved manager to investigate.→ Review membership and recusal before interviewing.
      3. 03Investigate

        Interviews and report

        Give written notice; record interviews (audio or video) and keep written records; do not require the parties to confront one another; protect identifying information (Art. 16).

        Common mistakeFailing to verify interview records or missing the reporting deadline.→ Use notice and record templates and track each deadline.
      4. 04Decide and review

        Decision, measures and review

        Notify parties in writing within ten working days after the decision, with the review method and deadline. A party may request a review once within 30 days. Do not impose prohibited adverse treatment on the complainant (Arts. 18, 20, 22).

        Common mistakeTaking action inconsistent with findings or moving a complainant without considering their wishes.→ Check the decision and measures, including possible labor, criminal or civil issues.
      Hypothetical examples

      Questions an investigation may need to ask

      These are generalized examples, not cases handled by Attorney Hsu or findings on any particular conduct.

      Example A

      Public performance criticism in a meeting

      A manager repeatedly names an employee when criticizing sales results.

      • Was the criticism limited to work performance?
      • Were the wording and setting necessary and reasonable?
      • What were the frequency, duration and target?
      Example B

      Excluded from necessary meetings

      An employee reports not being invited to role-related meetings for several weeks.

      • Were the meetings necessary for the person's work?
      • Was there a reasonable operational explanation?
      • Could this be intentional exclusion described in Regulations Article 2?
      Example C

      Job change after a complaint

      The company transfers a complainant to another unit to separate the parties.

      • Were the complainant's wishes considered (Art. 7)?
      • Could it amount to prohibited adverse treatment (Art. 20)?
      • Were other separation measures available?
      Administrative penalties

      Employer duties now carry fines

      The competent authority may fine violations of prevention and response duties. Depending on business size, nature or seriousness, it may increase the fine by up to half of the statutory maximum (Occupational Safety and Health Act, Arts. 43, 45).

      SituationFine (NT$)Provision
      Specified failures to take effective measures, investigate, handle or registerSome apply only after a notice to correct has been issued and its deadline missed.30,000–750,000Possible increase up to 1,125,000Art. 45
      Breach of specified prevention or immediate-response duties causing an occupational or work-related disease50,000–3,000,000Possible increase up to 4,500,000Art. 43(1)(3)
      The organization's most senior person in charge is found to have engaged in workplace bullying10,000–1,000,000Art. 46(1)

      Where an investigation violates the regulations and has a serious procedural defect, an authority or labor inspector may require a new investigation, which the employer may not refuse (Occupational Safety and Health Act, Art. 22-2(5)).

      How counsel may help

      Support for the procedure

      • Review prevention rulesCheck complaint channels, required content and publication against Regulations Articles 5–6.
      • Advise on investigation processPanel formation, conflicts, notices, records and deadline tracking.
      • Explain duties to managersThe boundary between management and bullying, and how to prepare statements.
      • Coordinate related disputesWhen a complaint also leads to criminal, employment or civil proceedings.
      External support

      External investigation members and in-house lectures

      Attorney Hsu has been invited to give workplace bullying and sexual harassment prevention lectures in industries including manufacturing, technology, energy, chemicals, logistics, shipping, cleaning services and social welfare organizations. In practice, Attorney Hsu has served as an investigation committee member in multiple workplace sexual harassment investigations and, since the new workplace bullying rules took effect, has taken part in more than ten workplace bullying investigations and consultations. Procedural fairness, confidentiality and lawful procedure are emphasized in every investigation.

      Learn about lecture and investigation experience →
      Employer consultation

      Check the procedure as deadlines begin.

      Attorney Hsu does not represent a complainant and the respondent or employer in the same matter.

      Law firm
      昊鼎國際法律事務所 臺中所