| Environmental (E) |
Social (S) |
Governance (G) |
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The carbon emission intensity was substantially reduced by 59.54% in 2022, as compared to 2008.
Five 11,000 TEU container ships were delivered to be put into use in the Southwest US and Northwest US routes.
Through effective shipping schedule control, the fuel consumption was less than expected by 356,492 tons and 21.5%.
Water-based paints for container coating have been used to make new containers, reducing a total of 2,657 tons of of Volatile Organic Compounds (VOCs).
Digitalization has been promoted to cut paper use, reducing about 3.93 tons of CO2e.
21 environmental education classes were provided, participated by 1,024 people, with up to 2.261 tons of waste reduction in total.
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The percentage of female managers grew 7.14％ in 2022, as compared to 2021.
A preschool center was set up
The company provides better frequency of health checkup that superior to OH&S law’s requirement, and increase the amount to TWD10,000/per employee.
We participated in the Mariner Training Program launched by the Maritime and Port Bureau to offer scholarships to 10 students.
The YM Oceanic Culture & Art Museum organized 20 activities participated by 28,225 people and released 3 publications.
The Company organized 9 recruitment events and 5 seminars to introduce the maritime industry.
Important teaching equipment was donated to maritime schools, and put into use in November 2022.
A program was launched to sponsor excellent athletes. In 2022, we sponsored a total of 32 athletes engaged in 8 types of sports.
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The consolidated operating revenue was NT$375.9 billion (growing 12.65%, as compared to last year); the net profit after tax was NT$180.6 billion (growing 9.28%, as compared to last year); and the EPS after tax was NT$51.71 (growing 6.12%, as compared to last year).
The rating from Taiwan Ratings was raised to twA-/twA-2.
In terms of holding an investor conference every quarter and publishing major information in English in real time, the achievement rate was 100%.
The annual general meeting was held in a physical manner, with video conferencing as an option for participants.
The Company established the Risk Management Committee, designated a chief information security officer and set up the Cyber Security Office.
A contract system was developed, and a procurement portal went live.
1 auditor received an international audit certificate.
Yang Ming signed up for the TCFD initiative.
We opened a green fixed deposit with DBS Bank.
The overall average score of the 2022 global customer satisfaction survey was increased by 3.27%, as compared to the previous survey.
We obtained 2 patents: the invention patent for the “Container Terminal Pick-up Method, Container Terminal Computer, and Pick-up Information System” (I792933) and the invention patent for the “METHOD FOR PREDICTING FUEL CONSUMPTION OF SHIP” (I792418), which was acquired in collaboration with National Cheng Kung University.
The global shipowner e-bill rate reached 96%.
24 bills of lading with undeclared dangerous cargo were identified.
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| Sustainable Operation Strategy and Goal |
Sustainable Operation Strategy Team |
Corresponding SDGs |
Medium-term and Long-term Goals (2024-2030) |
Short-term Goals by 2023 |
| Strengthen corporate governance and ethical management
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Corporate Governance and Integrity Division
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Increase the Company’s ranking in the corporate governance evaluation to the top 5%
Earn prizes in the Taiwan Enterprise Sustainability Award
Enhance ethical operation management mechanisms and improve information transparency and awareness
Have auditors obtain professional licenses
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Continue to participate in the Taiwan Enterprise Sustainability Award.
Optimize the Chinese and English versions of the Company’s sustainability website.
Implement policies for diverse board members.
Maintain the rights and interests of shareholders and enhance information transparency.
(V)Hold at least one investor conference
per quarter.
(V)Answer the DJSI questionnaire and
continue to complete TCFD and CDP
climate change questionnaires.
Execute internal control system optimization projects.
Develop two quantification models, namely a long-term corporate cash management model and a proper risk-adjusted internal rate of return.
Conduct audits based on project type and perform internal audits at overseas locations.
Have the contract management system go live.
Strengthen employees' awareness of legal compliance and risk control, and ethical operation management mechanisms.
(V)Create case studies on internal
punishment and communicate the
case studies once a year.
(V)Ingrain ethical management in
employees through relevant
education and training every year,
achieve the target participation rate of
93% and the target pass rate of 93%
with 0.5 course hours, and offer
education and training in English to
employees at overseas locations and
onboard employees.
(V)Propagate the Group’s whistleblowing
channels and whistleblower protection
measures.
(V)Join the Maritime Anti-Corruption
Network (MACN).
(V)Introduce the ISO37001 anti-bribery
management system certification.
(V)Create a mechanism for the
avoidance of conflicts of interest in
the Group.
Encourage employees to obtain international internal audit certificates or CPA licenses. We expect to have one employee that will acquire a CPA license in 2023.
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Continue to optimize the sustainable management mechanism for suppliers
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Promote the procurement portal and enhance the functions of the portal.
Optimize the sustainable management mechanism for suppliers on an ongoing basis, conduct a sustainability risk assessment for tier 1 key suppliers and implement due diligence and evaluation systems to deepen engagement.
(V)Carry out written reviews for over 50
tier 1 key suppliers and on-site
reviews for 5 tier 1 key suppliers.
Require suppliers identified as having high risk to make improvements, follow-ups, and replacements.
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| Provide excellent transportation services and fulfill service commitments to our customers |
Customer Service Division |
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Improve operational performance
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Ensure a sound financial structure.
(V)Maintain a stable financial structure.
Diversify the Group’s business.
(V)Identify investment opportunities
related to terminal yards, storage
logistics, and clean energy-powered
transport ships.
Strengthen the route layout.
(V)Continue the planning of developing
routes for niche markets.
(V)Establish operational strategies within
and beyond the alliance.
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Offer excellent customer services
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Provide safe and reliable transportation services.
(V)Implement cargo stowage and transport safety checks.
(V)Fully use meteorological
navigation-suggested safe routes.
(V)Actively participate in international
seminars.
Satisfy customers’ needs for new containers.
Offer multifaceted customer services.
(V)Develop new markets.
(V)Hold irregular customer meetings.
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Ensure shipping safety
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Implement smart ship monitoring and audit plans.
(V)Reinforce warnings in military
exercise areas.
(V)Actively increase the Company’s
green ship rating and reduce the
number of ship defects.
(V)Integrate the green shipping module
with big data.
Improve cargo transportation safety.
(V)Hold a stowage planning safety and
management meeting every month.
(V)Provide regular seafarer training
courses.
Enhance special cargo transportation management.
(V)Have professionals conduct
management.
(V)Implement education and training.
Give vessel operation and seafarer training.
(V)Continue the optimization of fleet
operation and organize regular
seafarer training on dangerous cargo
transportation, information security,
and occupational safety.
(V)Raise seafarers’ safety awareness
and further perform accident
simulation exercises for survival, fire
distinguishing, and oil pollution.
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Facilitate information security, personal information protection, and digital transformation
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Promote document digitalization.5.2
(V)Complete phased tasks in line with
the DSCA’s goal of document
digitalization.
Participate in the development of digital standards for the industry.
(V)Join the DSCA to work with
international carriers for the
digitization and standardization of
industrial information.
Offer a more convenient digital customer service platform.
(V)Provide intelligent customer services.
(V)Develop a new container ordering
function.
Ensure fleet information security.
(V)Perform regular vessel information
security exercises.
(V)Introduce active protection systems to
detect USB devices or relevant
abnormal warnings.
(V)Work with external organizations in
developing an information security
monitoring and protection
mechanism.
Detect contraband and terrorism-related cargo.
(V)Carry out early detection at the
container ordering stage to enhance
transportation safety.
Perform customer privacy management.
(V)Control authorities to access the
database.
(V)Implement the inventory of personal
information entries regularly every
year.
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| Achieve environmental sustainability with energy conservation and emission reduction |
Environmental Sustainability Division |
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Reduce the carbon intensity by 20% by 2025 compared to 2020
Achieve Net Zero by 2050
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Keep the carbon emission intensity in 2023 not higher than that in 2022 at 39.88 g/TEU*km (the fleet’s carbon emission intensity in 2022 was 40.21 g/TEU*km).
Plan the use of the SBTi methodology to set total reduction targets and the signing of the SBTi initiative.
Upgrade fleet energy conservation measures.
(V)Regularly monitor the management of
operating vessels’ fuel consumption
(the goal is to receive a C rating or
higher).
(V)Research low-carbon fuels and take
them into consideration for the future
deployment of energy-efficient vessels.
(V)Arrange annual dry-docking plan for
13 vesselss.
(V)Complete the retrofit and inspection of
37 vessels.
(V)Participate in initiative meetings to
exchange opinions on carbon
reduction technologies with members
from different sectors.
Have the parent company include GHG Inventory Categories 3 to 6 under ISO14064-1, and schedule subsidiaries’ introduction of ISO14064-1 GHG inventories and report the schedule to the Board of Directors.
Reduce VOC (volatile organic compound) emissions.
(V)Continue the use of water-based
paints for newly-built containers and
the use of low-VOC paints for the hull
of all vessels in the fleet.
Make plans for energy conservation at offices.
(V)Discuss the installment of green
energy equipment at offices and the
construction of an energy-efficient
server room in the headquarters.
(V)Assess green power procurement
projects and execute them in stages.
(V)Promote aquaponics plans.
Facilitate digitalization to cut paper use by 0.5% in comparison to the previous year.
Achieve 99% or more use of electronic documents.
Make attachments to vouchers payable to become paperless.
Manage shipowner bills, optimize the process, and increase agents’ cloud utilization rate to 98%.
Achieve 45% use of electronic import receipts and increase the E-DO utilization rate by 3%.
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Manage water resources at offices and the container terminal
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Promote water saving and management measures and actions.
(V)Conduct statistical analysis of water
consumption.
(V)Recycle the wastewater from the
building’s reverse osmosis (RO)
equipment and install a wastewater
recycling and filtration system in the
container washing area of the
container terminal.
(V)Install water-saving equipment and
encourage water saving.
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Further reduce vessel and office waste
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Reduce vessel and office waste by 1% compared to 2022.
Achieve a 10% recycling rate or more at offices.
Recycle 10 metric tons of destroyed paper documents in 2023.
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Protect marine ecology and maintain biodiversity
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Install vessel ballast water management equipment on 5 vessels.
Comply with international biological conservation laws and regulations continuously.
Implement marine environment cleanup programs (port cleanups).
Team up with the National Museum of Marine Science and Technology to launch a coral restoration project.
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| Take care of employees and develop talent |
Employee Care and Social Commitment Division |
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Increase employee satisfaction
Maintain harmonious labor-management relations
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Improve overall employee satisfaction: Conduct at least one employee satisfaction survey every two years and achieve a 2% or higher score increase over the previous survey.
Provide employee benefits and incentives better than those required by laws.
Continue to promote the education and care center to employees.
Communicate the human rights policy to employees and ingrain the concept of gender equality in them by providing at least 1 hour of training, with both the minimum participation rate and the minimum pass rate reaching 92%.
Continuously schedule compliance reviews for certification in accordance with the requirements of the Maritime Labour Convention and verify management performance.
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Optimize personnel health management and promote the physical and mental health of seafarers
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Implement e-health management to improve the efficiency and quality of employee health management.
(V)Provide online reservations for health
checkups, lectures, and promotion
activities.
(V)Conduct health checkup satisfaction
questionnaire surveys and the
statistical analysis of health checkup
data.
(V)Achieve the target questionnaire
return rate of over 80% for the four
programs under the Occupational
Safety and Health Act.
Raise employees’ health awareness and improve their health.
(V)Hold at least 10 free stress relief
massage sessions every month.
(V)Offer 2 free on-site physician
consultation sessions on a monthly
basis.
(V)Organize 6 health-related lectures
and health promotion activities
annually.
Promote comprehensive EAPs to seafarers and their dependents.
Enhance health care for seafarers.
(V)Upgrade remote medical equipment.
(V)Raise the health checkup allowance
for seafarers.
(V)Communicate when and how to
access the EAPs.
Promote an ESG passport program: Encourage participation in sports events.
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Remain accredited as a healthy workplace
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Implement workplace health management and health promotion on a continuous basis, comply with the requirements and standards of the Healthy Workplace Accreditation, and constantly adjust pandemic prevention measures according to the CDC’s policies.
Ensure no occurrence of serious accidental injuries or death attributable to the Company.
(V)Conduct safety and health education
and training to enhance employees’
safety awareness.
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Develop a diversity of talent
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Recruit and attract diverse talent.
Plan the development and recruitment of maritime talent.
(V)Recruit 200 seafarers and have all of
them complete competency training
courses for officers and ratings.
(V)Continue to work with academic
institutions in recruitment.
Offer diverse talent development courses and various learning methods (e.g., an online learning platform in addition to physical courses).
(V)8 required courses (about 25 batches
in total, totaling 131 hours).
(V)6 elective courses (6 batches in total,
6 hours per batch).
(V)5 promotional courses (5 batches, 0.5
hours per batch).
Develop sustainability talent and organize at least 5 course sessions related to sustainability issues.
Provide more opportunities for industry-academia collaboration and international exchange.
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| Enhancing social participation to give back to society |
Employee Care and Social Commitment Division |
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Sponsor specific social engagement projects
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Demonstrate our care to local communities and promote cultural development.
(V)Support environmental protection,
marine ecology conservation, cultural
and art activities, cultural and creative
industries, public welfare
undertakings, and social growth to
facilitate the implementation of
cultural development activities and
sponsorships.
(V)Support excellent athletes.
(V)Promote an ESG passport program -
Launch volunteer service programs
and environmental sustainability
courses.
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Continuously expand green procurement and local procurement
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Prioritize the use of the Green Mark-labelled materials and products of Taiwanese brands.
Prioritize the use of locally-sourced ingredients in Taiwan for the staff cafeteria.
(V)Use about 650 kilograms of locally
sourced ingredients in Taiwan a day,
about 161,200 kilograms/year.
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