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公司治理
Corporate Governance

   /    公司治理    /   利害關係人與重大性議題

STAKEHOLDER & MATERIAL ISSUES
利害關係人與重大性議題

本公司參考利害關係人議合標準的五大原則(依賴性、責任性、影響力、多元觀點及關注力),鑑別出七類主要利害關係人,並依照各單位屬性,建立了多元且運作流暢的溝通管道,透過各種有效的溝通管道,充分瞭解利害關係人的想法與需求,以獲得其關切議題與意見回饋(詳如下表),作為本公司未來擬定策略與目標的重要參考。另本公司與各類利害關係人溝通情形每年至少一次提報董事會,最近一次報告日期為2021年7月7日。
自2018 年起台塑公司所鑑別出之五階段價值鏈,2020 年我們進一步分析各價值鏈階段所對照之重大性議題,並評估衝擊到之利害關係人類別。同時,為辨識各重大性議題造成之衝擊,我們按衝擊涉及程度區分為直接與間接兩類,以期有效管理議題之衝擊,提升與利害關係人的溝通效率。
五階段價值鏈
七類利害關係人
台塑公司與利害關係人溝通情形
利害關係人 對台塑的重要性 2021年關注
的重大議題
權責部門 2021年溝通管道、回應方式及頻率
地區居民 與營運地區居民保有良好互動關係一直是本公司努力重點 1.空氣污染物管理
2.公司治理
3.社區參與和社會回饋
4.環保法令遵循
1.駐廠總經理室
2.廠區管理部(處)
1.麥管部涉外組溝通互動頻率-5,300次/年
2.仁武敦親睦鄰小組溝通互動頻率-2,241次
3.2021年產學/建教合作參與人數共188人
4.電子郵件/電話-隨時
聯絡窗口:李先生
N000109487@fpc.com.tw
政府機關 遵循法律規定,並與政府共同努力促進產業發展 1.空氣污染物管理
2.公司治理
3.員工發展與薪資
4.廠區緊急應變機制
總經理室 1.會議-不定期
2.電子郵件/電話/公文-不定期
聯絡窗口:蕭小姐
phoebe@fpc.com.tw
專家學者與環保團體 聆聽專家學者及環保團體的聲音,自我鞭策努力,並期許結合實務與理論,攜手進步 1.環保法令遵循
2.廠區緊急應變機制
3.職業健康與安全
4.空氣污染物管理
1.總經理室
2.安全衛生處
1.會議-20次以上/年
2.電子郵件/電話-隨時
聯絡窗口:羅先生
jtluo@fpc.com.tw
股東與投資者 感謝股東與投資者長期支持本公司,將繼續以穩健的經營成果與透明誠信的公司治理,回饋股東與投資者 1.廠區緊急應變機制
2.工業與公共安全
3.營運財務績效
4.空氣污染物管理
總經理室 1.股東會-1次/年
2.業績發表會-1次/月
3.法人說明會-2021年共23場
4.電子郵件/電話-隨時
聯絡窗口:劉先生
pjlau@fpc.com.tw
客戶 產品品質與客戶服務不僅要達到客戶需求,甚至要比客戶想得更多,以期達到更高的客戶滿意度 1.廠區緊急應變機制
2.供應鏈管理
3.職業健康與安全
4.環保法令遵循
各事業部營業處 1.參展/產品說明會-2次以上/年
2.滿意度調查-1次/年
3.提供市場資訊及技術服務-隨時
4.會議-隨時
5.電子郵件/電話-隨時
聯絡窗口:蘇先生
realman@fpc.com.tw
供應商及承攬商 要求供應商及承攬商提供高品質的產品與服務,創造雙贏的局面 1.廠區緊急應變機制
2.公司治理
3.職業健康與安全
4.空氣污染物管理
總經理室 1.廠商說明會-不定期,至少3次/年
2.電子系統專業客服中心-隨時
3.會議-100次以上/年
4.2021年社會責任承諾書回覆率90%
5.2021年社會責任問卷回覆率87%
6.2021年廉潔保密承諾書回覆率79%
7.電子郵件/電話-隨時
聯絡窗口:賴先生
laipee@fpc.com.tw
員工 員工是本公司最重要的資產,透過健全的教育訓練與職涯規劃,凝聚員工向心力,齊心努力共創公司永續經營 1.環保法令遵循
2.公司治理
3.員工發展與薪資
4.能源管理
1.總經理室
2.駐廠總經理室
3.廠區管理部(處)
1.各部門晨會-每天、總經理室週會-每週
2.勞資協調會- 1次/季
3.福利委員會-1次/月
4.實體/網路意見箱-隨時
5.「799」員工反應電話專線-隨時
6.「台塑企業」雜誌雙月刊-每兩月1次
7.員工滿意度調查-4次以上/年
8.員工輔導專人-隨時
9.高階主管與工會代表及基層員工面對面溝通-4~6次/年
聯絡窗口:范姜先生
N000174372@fpc.com.tw

重大性議題矩陣

重大性分析流程

本公司透過重大性分析的過程,了解利害關係人所關切的議題並衡量這些議題對公司的影響性,作為編製報告的參考基礎。我們希望透過資訊的揭露與溝通管道,跟利害關係人進行雙向的溝通,傳達本公司致力於企業經營、環境保護以及社會公益上的各項努力。

1
利害關係人的鑑別

藉由本報告書編輯小組與各部門主管內部討論,並參考AA 1000 利害關係人議合標準 (SES) 的五大原則,鑑別出7 類主要利害關係人。

2
永續議題蒐集

參考GRI Standards永續性報導準則、上市上櫃公司企業社會責任實務守則、ISO 26000 社會責任指引國際標準、聯合國全球盟約十大原則以及媒體報導等,經討論後篩選出29個永續議題進行鑑別。

3
議題關切程度分析

以電子問卷的方式,藉由本公司總經理室各機能組、會計處、安全衛生處、各事業部營業處、麥寮管理部高雄管理處等部門的協助發放,共調查559位利害關係人。另外,對公司內部高階主管調查的問卷,共回收27份,藉以衡量這些議題對公司營運的衝擊程度。

4
重大性議題排序

依據「利害關係人關切程度」與「對公司營運衝擊程度」兩個構面,進行高、中、低三個強度分析,鑑別其重要性,並排列出優先順序,共鑑別出13項重大性議題。

5
審查與討論

經分析後以13項重大性議題作為此次報告揭露重點,相關資訊均詳實揭露於本報告書中,作為檢視公司對非財務資訊重視程度之依據,以符合利害關係人對本公司的期待。未來將持續檢視各項重大性議題,並考量利害關係人對報告的反饋,確保報告內容的透明、合理與平衡。

FPC CSR REPORT
台灣塑膠工業股份有限公司
企業社會責任報告書

下載   公司治理

Corporate Governance

   /    Corporate Governance    /   Stakeholder & Material Issues

Stakeholder & Material Issues

Considering the experiences of the various departments and consulting the five major principles of the AA1000 Stakeholder Engagement Standard (SES) (Dependence, Accountability, Influence, Multiple Perspectives, and Degree of Concern), FPC has identified the seven main stakeholder groups, and established a variety of smooth communication channels with the stakeholders according to the nature of each department to learn more about their issues of concern, and obtain their feedback. In addition to providing the basis for the preparation of this Report, such feedback will also serve as an important reference for FPC when determining strategies and objectives in the future.

Stakeholder Importance to FPC Responsible
Department
Communication Channel and
Response Method and Frequency
Focus of
Communication in 2020
residents in the operation area Maintaining good interaction with residents in the operation area has always been the focus of FPC's efforts. 1. President's Office at each complex
2. Complex Management Division
1. Neighborhood relations team (at least 1,800 times/year)
2. Village meetings (at least 100 times/year)
3. Town hall meetings (from time to time)
4. E-mails/telephone (anytime)
1. Living environment
2. Air quality
3. Social contribution
4. Community prosperity
Government Agencies FPC complies with the law and cooperates with the government to promote industrial development. President's Office 1. Meetings (irregular)
2. E-mails/official documents (irregular)
1. Addition and revision to regulations
2. Formulation, adjustment, and implementation of policies
3. Clarification of discrepancies in 4.9 Environmental Impact Assessment of the Sixth Naphtha Cracking Project
Experts, Scholars, and Environ mental Protection Organizations FPC listens to the voices of experts, scholars, and environment protection organizations in order to spur itself on and work harder in the hope of combining practice and theory to make further progress. 1. President's Office
2. Safety and Health Department
1. Meetings (at least 20times/year)
2. E-mails/telephone (anytime)
1. Environmental issues
2. Addition and revision to regulations
3. Clarification of discrepancies in 4.9 Environmental Impact Assessment of the Sixth Naphtha Cracking Project
Shareholders Investors Thanks to shareholders and investors for their long-term support, FPC will continue to reward the shareholders and investors with continuously stable management results and transparent and honest corporate governance. President's Office 1. Shareholders' meetings (once a year)
2. Performance review meetings (once a month)
3. Investor conferences (about 50 times/year)
4. E-mails/telephone (anytime)
1. Corporate Governance
2. Business Performance
3. Future Outlook
Customers Product quality and customer service must not only meet customer requirements but also exceed customer expectations in the hope of achieving higher customer satisfaction. Sale departments at each division 1. Exhibitions/Product presentations (at least 3 times/year)
2. Satisfaction surveys (once a year)
3. Providing market information and technical services (anytime)
4. Meetings (anytime)
5. E-mails/telephone (anytime)
Products and services
Suppliers Contractors FPC requires suppliers and contractors to provide high quality products and services to create a win-win situation. President's Office 1. Contractor conferences (irregular, at least 3 times/year)
2. The Electronic Client Service Center (anytime)
3. Meetings (at least 100 times/year)
4. E-mails/telephone (anytime)
1. Case contact in procurement/ contracting
2. Occupational health and safety
Employees Employees are FPC's most important asset. Through comprehensive training and career planning, FPC unites the employees and works alongside them to create a sustainable business. 1. President's Office
2. President's Office at each complex
3. Complex Management Division
1. Departmental meetings (daily morning meeting)
2. Labor-employee meetings (once every two months)
3. The Welfare Committee (once a month)
4. Physical/online suggestion mailboxes (anytime)
5. “799”Staff Feedback Hotline (anytime)
6. FPG bimonthly magazines (once every two months)
7. Employee satisfaction surveys (irregular, at least 4 times/year)
8. Employee counselors (anytime)
9. Face-to-face meetings between high-level executives and union representatives and employees (irregular, at least 6 times/year)
1. Labor/ management relations
2. Salary and benefits
3. Occupational health and safety
4. Educational Training

Materiality Matrix

Identification of Material Issues

By analyzing material issues, FPC can understand the issues of concern to the stakeholders and evaluate the impact of these issues as a reference for the preparation of this Report. Hopefully, by openly disclosing information and communicating with stakeholders, FPC can convey its efforts at corporate management, environmental protection and social charity.

1
Identification of Stakeholders

Through discussions between the editorial team of this Report and heads of various departments, this Report referenced the five major principles of the AA1000 Stakeholder Engagement Standard (SES) to identify seven main groups of stakeholders.

2
Collection of Sustainability Issues

After referencing GRI Standards, the Corporate Social Responsibility Best Practice Principles for TWSE/GTSM-listed Companies, the ISO 26000 Guidance on Social Responsibility, the ten principles of the United Nations Global Compact, and media reports, the editorial team of this Report held discussions to select 29 sustainability issues for identification.

3
Analysis of Degree of Concern of Issues

Through the distribution of online questionnaires, surveys were conducted on 559 stakeholders from various functional teams at the President's Office, Accounting Department, Environment Safety & Health Department, sale departments at various divisions, Mailiao Administration Department, and Kaohsiung Administration Department. Furthermore, 27 questionnaires targeting high-level executives were retrieved to evaluate the degree of impact that these issues would have on FPC's operations.

4
Sorting of Material Issues

According to two aspects, namely, “Degree of Concern to Stakeholders” and “Degree of Impact on the Company's Operations,” the analysis of varying intensities (high, medium, and low) was carried out to identify the importance of these issues and list their priority in order. A total of 13 material issues and 9 continuously tracked issues were identified.

5
Review and   Discussion

After analysis, 13 material issues were used as the focus of this Report, while relevant information is now disclosed in this Report in order to meet stakeholders’ expectations. In the future, FPC will continue to review these material issues and take stakeholders’ feedback on this Report into account to ensure the transparency, rationality, and balance of this Report.

Formosa Plastics Corporation
CSR Report

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