We define stakeholders as a group or an organization that can affect or be affected by ASEH. Based on the 5 major principles (dependency, responsibility, influence, diverse perspective, tension) of the AA1000 Stakeholder Engagement Standard (SES), we have identified 7 major categories of stakeholders. They are categorized into two groups based on whether the impact is direct or indirect. Our direct stakeholders include shareholders, employees, customers, and suppliers/contractors; our indirect stakeholders include community (incl. NGOs, media), government and industry unions/associations.
We engage with our stakeholders through a variety of means, depending on the nature of the relationship. The methods of engagement will vary depending on the stakeholders, the issues of concern and the purpose of engagement. We regularly report the stakeholder communication status to the board of directors every year.
Customer quarterly business review meeting
Customer audits
Customer service platforms
Technical forums
COO Office
Sales Offices
Customer relationship management
Sustainable supply chain
Data and privacy
Information security management
Innovation management and sustainable manufacturing
We achieved a customer satisfaction rating of 92%in 2023, which met our target of 90%.
GM and plant manager’s mailbox
Intranet web site, bulletin board and display walls
Seminars/employee forums
Employee engagement survey
Service and complaint hotlines
CAO Office
HR Departments
Human rights
Talent attraction and retention
Occupational health and safety
Talent development
Diversity and inclusion
In 2023, more than 1700 seminars/employee forums were held, including 220 sessions for new employees, 533 sessions for foreign workers, 78 instances of regular labor-management negotiations and 927 sessions for regular employees.
The number of internal employee complaints totaled 778, all of which were closed satisfactorily.
In 2023, 95.1 of our employees participated in the employee engagement survey, and 77% of the subjects responded to the sustainability engagement survey. The next survey will be conducted in 2025.
Annual and quarterly financial reports
Quarterly earnings conferences
Annual shareholders’ meetings
Quarterly institutional investors' conferences
Company Spokesperson
Investor Relations Department, CFO Office
Innovation management and sustainable manufacturing
Water resource management
Talent attraction and retention
Occupational health and safety
Energy management
In 2023, we held an annual shareholders meeting and 4 quarterly earnings conferences, and attended 15 institutional investor conferences to communicate economic, environmental, and social issues to our shareholders.
In 2023, our consolidated operating revenue was NT$581.9 billion, a decrease of approximately NT$89 billion or 13.3% compared with 2022.
Supplier questionnaire surveys
Supplier on-site audits
Annual supplier forum and supplier sustainability awards
Supplier capacity-building activities
Supplier information security evalsuation
Corporate CSR Division
Group Procurement Department
IT Departments
Occupational health and safety
Sustainable supply chain
Business ethics
Customer relationship management
Data and privacy
More than 600 suppliers completed the survey, while 201 suppliers underwent onsite/remote audits or RBA VAP.
More than 5500 suppliers participated in sustainability forums/training workshops.
We completed third year annual on-site audits for our first year Supplier Sustainability Award winners (one for each of the 3 suppliers).
For the second year Supplier Sustainability Awards, we selected one supplier for the Low Carbon category and one for the Circular category.
We completed written information security evalsuations of 76 suppliers.
Communication meetings, conferences, forums or seminars held by government authorities
Proactive dialogue with government authorities
Reporting through government portals
Public Affairs Division, CFO Office
CAO Office
Occupational health and safety
Social involvement
Business ethics
Water resource management
Air pollution prevention
The Environmental Safety and Health (ESH) Committee–Assembly and Test Working Group was formed by our company together with our industry peers to address industrial safety and environmental issues pertaining to the semiconductor industry in Taiwan. The group analyzes trends and developments in international law to provide references for government agencies to formulate policy and regulatory amendments related to the semiconductor assembly and testing industry, and to assist the competent authorities in formulating regulatory proposals that align with current and future industry developments.
Community perception surveys and needs assessments
Communication meetings, forums, seminars or workshops held by NGOs
Volunteer activity cooperation with NGOs
Press releases
Spokesperson interviews
Company's website
Public Affairs Division, CFO Office
CAO Office
HR Departments
Waste and circularity
Social involvement
Air pollution prevention
Water resource management
Climate-related strategies
We held a press event for the media and non-profit foundations, and organized forums and facility visits for concerned professionals to learn about the technologies behind semiconductor manufacturing and our achievements in environmental protection.
We contributed approximately US$1.86 million in support of environmental conservation programs, charitable activities, and cultural and educational programs through collaboration with 60 NGOs.
Organizational member conference
Technology forums held by industry unions/associations
CAO Office
Subsidiaries
Energy management
Occupational health and safety
Customer relationship management
Innovation management and sustainable manufacturing
Data and privacy
We engaged over 140 industry unions, associations and organizations, and international industry alliances, and contributed approximately US$0.9 million to public policy and industrial development (more details can be found here).
Our executive serves as the vice chair of the SEMI Global Board of Directors, and the company is a founding member of SEMI [the Semiconductor Climate Consortium (SCC)]. In 2023, we worked with our member partners to promote the SCC Energy Collaborative (SCC-EC), which is committed to assisting the Asia-Pacific region in accelerating its development of low-carbon energy and working with the semiconductor industry chain to accelerate the implementation of the net-zero goal through methods such as low carbon processes, renewable energy, and circular economy.
Every year, ASEH develops a materiality execution framework that identifies major sustainability issues and develops economic, environmental, and social impact assessment methodologies by referencing major standards organizations like the 2021 GRI Universal Standards’ GRI3: Material Topics, the AA 1000 Stakeholder Engagement Standard (SES), the Value Balancing Alliance (VBA), the Harvard Business School’s Impact-Weighted Accounts research project, the London Benchmarking Group (LBG), and incorporating the concept of Double Materiality proposed by the European Financial Reporting Advisory Group (EFRAG). Applying the ERM approach to integrate risks and materiality allows the assessment of the company’s organizational resilience. In addition, based on the major issues identified through the preceding process, we are able to develop long-term sustainable goals and strategies.
During the preparation of our 2023 Corporate Sustainability Report, we collected feedback from 2,298 stakeholders to understand the degree of concern on sustainability at ASEH. Led by the company’s senior management, a total of 175 colleagues from the Corporate Sustainability Committee (CSC) of the subsidiary companies participated in identifying the degree of impact of each sustainability issue on the operations of the company. The CSC members, the supervisors of functional units, and the responsible personnel of our other subsidiary companies worked together to identify the impact of our operations on the sustainable development of the economy, environment and society (people and human rights). The company referenced the material issues identified in the previous year, and reported to the Board of directors on the final 16 issues selected as the basis for our long-term sustainability goals from now to 2030. The overall materiality assessment process is detailed below:
To identify the relevance and importance of various issues, we referenced international standards and regulations as well as sustainable investment ratings and communicated with our global semiconductor industry peers and stakeholders. We compiled a list of 21 sustainability issues that were related to our company. This year, we added “risk and crisis management issues” to the list, changed “climate change” to “climate-related strategies,” and dropped “work from home.”
International standards and regulations:
GRI Standards, Sustainability Accounting Standards Board (SASB), SDGs, RBA, Task Force on Climate-related Financial Disclosures (TCFD), and Task Force on Nature-related Financial Disclosures (TNFD).
Sustainability investment assessments:
Dow Jones Sustainability Indices (DJSI), Climate Disclosure Project (CDP), MSCI ESG Index, and FTSE4Good Emerging Index.
Global semiconductor industry:
Benchmarking sustainability policies and practices from semiconductor companies listed on the DJSI.
Stakeholder engagement:
Analysis of online media reports and regular/occasional stakeholder communication to evalsuate stakeholders' perception on sustainability issues.
We comply with the GRI Standards and base the materiality of issues on their importance to stakeholders, impact on the company’s operations, and impact on the external environment. We collect our stakeholders’ feedback through daily communication and questionnaires to help senior managers determine the impact of various issues on company operations. Functional unit supervisors are invited to identify sustainability-related impact and determine the materiality and relevance of issues.
The degree of concern from stakeholders is a key factor in the process of determining the significance of our material issues, and the process is an important channel for us to communicate with our external stakeholders. This year, we designed a questionnaire on stakeholders’ degree of concern about sustainability issues that drew a total of 2,904 stakeholder responses. The respondents included employees (1,589), customers (105), shareholders (31), suppliers/contractors (889) and members of the government (53), industry unions/ associations (32), NGOs (36), media (31), and communities (138).
Integrating care for the environment, society, and governance (ESG) into core operations is a key driver of corporate sustainability. Therefore, we had a 175-member team of senior managers and CSC members participate in evalsuating the impact of each sustainability issue on our revenue, risks, customer satisfaction, and employees’ organizational identification, and ranking the level of each issue’s importance according to its impact.
We integrated the economic, environmental, and social impact assessment methodologies developed by the VBA, the Impact-Weighted Accounts research project of the Harvard Business School, and the LBG to identify 5 external economic impact, 6 external environmental impact, and 10 social impact external impact related to our company. Additionally, we formed a team made up of 38 supervisors from functional units and the core sustainability team that identified 11 material external impact related to our company.
Based on the results of the materiality assessments and using the GRI indicators, we fulfilled the disclosure requirements of our stakeholders regarding sustainability-related information. We continue to increase transparency with regard to our sustainability issues and efforts across various communication platforms such as our ESG reports, annual reports, TNFD report, TCFD report and website, covering aspects such as our policies, organization, practices, performance, and goals.
The CSC initially identified 16 material issues that were of importance to stakeholders and impact the company’s sustainable development and/or the external environment. After further deliberation, the assessment ultimately yielded 16 material issues. The CSC later confirmed these issues as material issues. Consequently, the issues formed the basis for the disclosures in our 2023 Sustainability Report and for formulating internal sustainable management goals.
We derived 23 additional sub-issues (21 GRI-specific and 2 ASE Holdings-specific issues) for disclosure from the 16 material issues. Other issues with lower priority were also disclosed in the report.
Commitment, actions, and goals are key factors through which we demonstrate our impact. We monitor and track the achievement rates of our goals, tying sustainability-related performance to the remuneration of our senior managers. We view corporate sustainability as one of our core operational factors, and strive for a corporate culture that values and practices sustainability from the top down.
To elevate the impact of corporate sustainability, we have made commitments to various major issues and formulated 41 long-term sustainability goals for 2030. In addition, we have promoted and implemented various projects at our factories worldwide year by year.
Every year, the CSC assesses the progress of goal completion via the reports presented by colleagues from relevant business units. On a regular basis, our three member companies hold internal CSCs to manage and track the progress and sustainability trends.
