Stakeholder Identification
Identification Selection
Colleagues of the ESG Committee work team, which was convened, conducted the identification and selection of objects. 7 categories of stakeholders are: government/competent authority, clients, employees, suppliers/contractors/business partners, inspection/verification agencies/consulting firm/industry association/academic institution/research Institution, investors/shareholders/financial institutions, and community residents/general public.
Questionnaire
Respective departments distributed stakeholder questionnaires to stakeholders and collected their feedback contents. The contents of the questionnaire mainly adopted 5 major principles designed in the Stakeholder Engagement Standard, AA1000 SES 2015 to investigate stakeholders’ 5 perspectives, which include the level of dependence, influence, level of concern, responsibility, and multiple perspectives.
Stakeholder Engagement
KYF is dedicated to becoming the best company in the world. Being Asia’s biggest thermoforming food container manufacturer, the company not only takes stakeholders’ views on the company seriously, but it is also proactively engaged in communication and collaboration with stakeholders through various channels to create multiple-win situations. As a result, the company pays attention to listening to stakeholder’s thoughts, responds, and conducts related measures accordingly. During the engagement process, the company’s principle is not to disregard the minority’s opinion. In addition to including or consolidating all stakeholders’ opinions, the company also allows all stakeholders to freely express opinions or to express in anonymity to ensure that the most accurate responses are collected.
| Stakeholders | Meaning / Purpose of KYF | Concerned Subjects | Communication Channels |
Communication Frequency |
|---|---|---|---|---|
| Government / Competent Authority |
Compliance with domestic/ foreign related requirements; Active collaboration with policy implementation; Establishment of trust and collaboration relationship |
•Occupational Health and Safety
•Regulation Compliance •Energy Management •Information Security •Risk Management |
•Telephone
•Communication Software •Labor Inspection •Face–to–Face Meeting |
Random |
| Client | The client is not just a source of revenue. The company needs to listen to clients’ voices, provide products and services that meet customer’s needs, and provide more space for KYF to grow and supply more quality service through continuous learning and adjustment. |
•Innovative Design
•Product Safety and Quality •Customer Relationship •Circular Economy •Carbon Emissions •Information Security |
•Telephone
•Communication Software •Face–to–Face Meeting |
Daily |
| Employee | Talents are the core foundation and key to corporate management. The company respects and cares for employees to attract talents to develop their expertise and create efficiency. |
•Occupational Health and Safety
•Compensation and Benefits •Talent Development •Employee Diversity and Inclusion |
•Telephone
•Communication Software •Document Promotion •Face–to–Face Meeting •Reading Club |
Daily |
| Supplier / Contractor / Business Partner |
Suppliers, contractors, and business partners play a crucial role in product manufacturing. Only high–quality raw materials can safeguard clients’ investment and ensure consumers’ safety and satisfaction. |
•Supply Chain Management
•Raw Material Management •Anti–Corruption •Occupational Health and Safety |
•Telephone
•Communication Software •Face–to–Face Meeting |
Daily Random |
| Inspection / Verification Agencies / Consulting firms / Industry Associations / Academic Institutions / Research Organizations |
Through third–party verification and continuous collaboration with industry associations and academic institutions, we ensure all company systems comply with standards and regulations. This provides peace of mind to our clients and end–users regarding the safety and reliability of our products. |
•Product Safety and Quality
•Occupational Health and Safety •Risk Management •Anti–Corruption •Energy Management •Carbon Emissions |
•Telephone
•Communication Software •Face–to–Face Meeting •Workshop Event •E–News |
Yearly Random |
| Investors / Shareholders / Financial Institute |
Investor’s support is the power that drives KYF to march steadily. It is also a partner that allows King Yuan Fu to illustrate values sustainably. |
•Operational Performance
•Risk Management •Anti–Corruption •Corporate Governance |
•Telephone
•Communication Software •Face–to–Face Meeting |
Random |
| Community Resident / General Public |
Care for Local Residents;Feedback to the Public; Enhance Social Positive Influence |
Community Care / Neighborliness
|
•Telephone
•Communication Software •Activity Participation • Face–to–Face Meeting |
Random |
Identification of Material Topics
The material topic identification process is as follows
01Topic Collection
Topics were collected from a wide range of sources including government regulations, client expectations, expectations from all stakeholders, newspapers and magazines, peer feedback, domestic and international initiatives or standards (such as GRI, the United Nations 17 Sustainable Development Goals (SDGs), Sustainability Accounting Standards Board (SASB) , Sedex), and results from stakeholder engagement tools. Based on this, a material topic survey tool directly related to KYF was developed.
Questionnaire Design:Through topic collection and internal discussions, a total of 21 topics were compiled into a questionnaire covering three major dimensions: economic, environmental, and social aspects.
02Stakeholder Survey
Each department within the company widely distributed the questionnaire to both internal and external stakeholders. A total of 275 questionnaires were collected, covering seven categories of stakeholders.
03Phase 1 — Broad–based Issue Survey
Based on the questionnaire feedback, a two–dimensional materiality matrix was developed. One dimension represents the level of stakeholder concern regarding each topic, and the other reflects the level of impact the topic has on KYF. Of the 21 topics evaluated, scores were calculated based on concern and impact, and 14 material topics were identified (indicated in red text in the matrix below).
Phase 2 — Assessment of Positive / Negative Impacts of Material Topics
Based on the 14 material topics identified in Phase 1, we conducted in-depth scenario analyses, taking into account the nature of each topic and the company’s key operational areas.
| 三大面向 |
議題 |
假設情境 |
正面+ / 負面 – |
主要影響對象 |
影響衝擊描述 ( 經濟、環境、社會 ) |
|---|---|---|---|---|---|
| 治理面 | 公司治理 | 公司著眼於永續經營，以 SDGs 為指導原則，制定永續發展願景與政策、並訂定 ESG 策略 | + | 員工、供應商、客戶、員工、社區、環境 | 環境：落實循環經濟與減碳，降低塑膠製品對環境的負面衝擊。 社會：重視企業社會責任，提高人權保障、降低不平等 / 歧視。 |
| 環境面 | 供應鏈管理 | 逐步推動”永續供應鏈”，將社會與環境面向納入供應商評鑑 | + | 供應商 | 環境、社會：供應商開始推動環境管理系統、職安管理系統、遵守人權規範，對 ESG 有正面助益。 |
| 社會面 | 產品品質與安全 | 出貨給客人的產品出現品質瑕疵 ( 例如：有異物、毛邊⋯等 ) | – | 客戶 | 經濟：若客戶退貨，造成公司損失。 社會：瑕疵品若被消費者使用，恐有食安疑慮。 |
| 治理面 | 客戶關係 | 公司將循環設計概念融入產品設計與製造，以符合客戶期待 | + | 客戶 | 環境：提高資源再利用率、減少石化原料之開採、減少塑膠垃圾 |
| 治理面 | 營運績效 | 公司營收未達目標且呈現虧損，周轉不靈、無法發薪水給員工 | – | 銀行、供應商、員工 | 經濟：公司虧損，影響供應商、銀行、員工權益 |
| 環境面 | 循環經濟 | 逐年提高再生料rPET使用比例、廠內粉碎料重複利用 | + | 回收體系、環境 | 環境：提高資源利用率、促進 PET 回收體系發展、減少石化原料之開採 |
| 環境面 | 原物料管理 | 提高環保、低碳材質之使用 ( 例如：rPET、PLA ) | + | 供應商 | 環境：減少石化原料開採、減少原料碳排放 |
| <rowspan=”2″>環境面 | <rowspan=”2″>碳排放 | <rowspan=”2″>1. 用電大戶須依規定每年節電 1% 並申報能源局。 2. 因應氣候變遷調適法，未來可能針對類別 1 、類別 2 之排 碳大戶課徵碳稅 / 碳費。 3. 依據歐盟碳邊境調整機制 ( CBAM )，未來出口歐洲之產品將被課徵碳稅。 | – + | 客戶、公司 環境 | 經濟：碳稅 / 碳費將使企業成本增加，也可能使產品漲價 環境：企業致力降低碳排放，有助減緩溫室效應 |
| 社會面 | 人才培育 | 面臨人才短缺，透過建立各機能專業學習藍圖，培養內部指導老師，加強內部經驗傳承、協作。 | – | 員工 | 社會：人力未能補足下，員工專業能力提升緩慢，無法跟上市場變化，缺乏市場競爭力。 |
| 社會面 | 薪酬福利 | 提升員工薪資待遇與福利可以讓員工強化對公司的認同感，連帶提高工作效率，讓公司營收與員工個人財富創造雙贏。 | + | 員工、公司 | 社會：員工有穩定的收入，對公司、社會則是有所助益。 |
| 社會面 | 員工平等機會與沒有歧視 | 員工平等機會和反對歧視，公司致力於建立一個多元化的工作場所，並且樂意聘用和培訓各種背景和經歷的員工，以確保所有員工都能在公司的文化中感到包容和尊重。 | + | 員工、公司 | 社會：減輕移工來台工作之經濟負擔，保障員工權益，並確保公司不違反強迫勞動之人權公約。 |
| 社會面 | 職業安全衛生 | 發生重大職災，員工受傷，復原期間無法繼續工作。 | – | 員工、公司 | 社會：員工無法工作，喪失經濟來源。 經濟：公司負擔醫療費用、負補償責任、進行事故調查之金錢與時間成本。 |
| Dimensions | Material Topics | Positive(+) / Negative(–) |
Actual / Potential |
Impact Scenario Analysis | Parties for Major Impact |
|---|---|---|---|---|---|
| Economic | Corporate Governance |
+ | Potential | Implement ESG visions and goals to avoid potential financial and non–financial losses, enhance operational efficiency, and collaboratively create an ESG business model with partners, benefiting society as a whole | Employee, Supplier, Client, Community, Environment |
| Operational Performance |
– | Actual | When the company reasonably allocates and utilizes ESG resources, it can enhance operational efficiency and effectiveness, thereby strengthening overall competitiveness. In addition, a sound ESG risk management mechanism helps build mutually beneficial relationships with partners, further increasing stakeholders’ confidence in the company. |
Bank, Supplier, Employee |
|
| Product Safety and Quality |
+ | Actual | Through ISO 9001, ISO 22000 & HACCP, and BRCGS management systems, we regularly identify potential risks and simulate corresponding countermeasures. As a result, our food safety and quality control management have successfully prevented major incidents, and these high standards have enhanced our customers’ satisfaction as well. |
Client | |
| Customer Relationship |
+ | Potential | Regular interactions with customers, continuous optimization of service processes, and feedback on market information help enhance customer satisfaction with service outcomes, thereby generating economic benefits. | Client | |
| Economic / Environmental |
Circular Economy |
+ | Actual | As plastic regulations have been updated continually in multiple countries, we regularly review the product categories, strengthen circular economic concepts, increase the recycled materials’ proportions, and reduce the amount of plastic waste to establish an innovative low–carbon produced lifecycle business model by sustainable economic effects. |
Recycle System, Environment |
| Economic | Information Security |
– | Actual | Information security and risk management are crucial foundations of the company’s operations. Inadequate system security measures and information management can lead to data breaches and severe damage that harms information assets. This could result in increased costs of repair and impact operational efficiency negatively. |
Client, Employee, Supplier |
| Risk Management |
+ | Potential | Based on risk management, identifying significant ESG risks and proposing effective response measures and goal controls can effectively transform risks into competitive advantages in company operations through efficient tracking and management. |
Client, Supplier, Environment, Employee |
|
| Environmental | Raw Material Management |
+ | Potential | To manage raw material usage at the source while ensuring food safety and product quality, we actively develop recycled material suppliers that comply with relevant regulations. This approach aims to reduce reliance on natural resources and associated carbon emissions, thereby mitigating climate change risks. | Supplier |
| Environmental / Economic |
Supply Chain Management |
+ | Potential | By guiding the supply chain to implement ESG management, leveraging larger players to lead smaller ones in collective carbon reduction efforts, positive and comprehensive benefits are generated for the environmental, social, and financial aspects. | Supplier |
| Environmental | Carbon Emissions |
+ | Actual | Complying with regulatory requirements, we actively participate in greenhouse gas inventory registration and set medium – to longterm carbon neutrality goals. Through internal audits and analysis of emission sources, we establish management mechanisms to reduce carbon emissions, thereby minimizing carbon costs, operational risks, and impacts on climate change. |
Client, Company, Public Sector, Environment |
| Energy Management |
+ | Actual | In energy management, we comply with regulatory requirements and have established relevant procedures and internal mechanisms to enhance energy efficiency. This helps mitigate the potential impact of future energy price increases and reduces unnecessary energy waste. At the same time, it lowers carbon emissions from energy use during the production process, effectively reducing our environmental impact. |
Client, Company, Public Sector, Environment |
|
| Social | Occupational Health and Safety |
+ | Actual | To enhance internal safety awareness, monitor security measures to prevent potential risks, procure advanced protective equipment to improve safety levels, reduce work–related incidents, mitigate human hazards, and achieve external accreditation through Occupational Health and Safety Management System (OHSMS) verification. Additionally, regular health checks and onsite occupational medicine specialist evaluations are conducted to assess employees’ physical and mental well–being. Timely planning of health promotion activities, seminars, and health education campaigns aims to prevent occupational diseases from occurring. | Employee, Company |
| Compensation and Benefits |
– | Actual | Compensation and benefits are among the key factors in attracting top talent. If adjustments are not made based on industry salary standards and cost–of–living indexes, it becomes difficult to offer competitive packages. This not only hinders the recruitment of high– caliber talent but may also lead to the loss of existing employees. |
Employee, Company | |
| Talent Development |
– | Potential | Enhancing employee capabilities is fundamental to a company’s competitiveness. If the leadership skills of management are insufficient, it may hinder the organization’s development and cause psychological unrest among current employees. Additionally, the absence of clear training programs for new or existing staff can lead to talent attrition and the depletion of the company’s human resources. |
Employee |
04Result Confirmation
The material topics table is summarized and submitted to the ESG committee for review and approval.
KING YUAN FU PACKAGING CO.,LTD
