C h i n a  M o t o r  C o r p o r a t i o n
2022 Sustainability Report

Sustainability Commitment from the Chairperson
About the Report
ESG Performance 2022
About CMC
Evolving Taiwan’s automotive industry: Corporate Value of CMC
2
4
5
7
7
CH 1 Vision Blueprint for Corporate 
Sustainability 
11
1.1 Mission and Vision of Sustainable 
Development 
11
1.2 Materiality Analysis 
15
CH 2 Innovative Technology Sustainable 
Value  
29
2.1 Visionary Technology: Making safe and 
comfortable products 
30
2.2 Sustainable Manufacture: Towards digital 
management of production lines 
35
2.3 Mutual Prosperity and Existence: Pursuing 
sustainability with suppliers 
38
2.4 Valued Service: Providing safe and quality 
services 
43
CH 3 Excellent Governance Proactive 
Action 
46
3.1 Sustainable Governance: Robust 
governance for a sure foundation 
47
3.2 Ethical Management: Uncorrupted 
management for legal compliance 
49
3.3 Risk Management: Preventive action for 
business continuity 
52
3.4 Financial Performance: Business 
diversiﬁcation for overseas expansion 
55
3.5 Information Security: Impeccable defense 
for information security 
56
CH 4  Circular ReductionSafeguarding 
Environment 
58
4.1 Climate Change: Climate-related ﬁnancial 
disclosures 
59
4.2 Environmental Management: Energy 
conservation for carbon reduction 
68
4.3 Pollution Prevention: Waste reduction for 
environmental protection 
75
4.4 Circular Economy: Reclaiming and Recycling 
for connection with circulation 
79
CH 5  Safe WorkplaceExcellent 
Development 
82
5.1 Workforce Deployment: Driving corporate 
sustainable development 
83
5.2 Attraction and Retention: Diversifying beneﬁts 
and remuneration 
88
5.3 Training and Development: Optimizing 
competencies through complete learning 
 
94
5.4 Safe Workplace: Enjoying the experience of 
work satisfaction 
97
CH6 Give Back to Society 
in Every Way Possible 
101
6.1 Social Inclusion: Finishing the sustainability 
roadmap together 
102
6.2 Urban and Rural Sustainability: Safeguarding 
society with cars 
105
6.3 Indigenous Development: Regional 
revitalization with the Indigenous Dream 
Project 
108
6.4 Knowledge and Education: Ingraining and 
talents development 
109
Appendix 
112

2022 CMC Corporate Sustainability Report
02
Sustainability Commitment from the Chairperson
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Apart from accomplishing the annual target for automotive sales with 45,867 units, we also 
earned numbers of recognition for our ESG performance in 2022, including the top 5% of listed 
companies at the Corporate Governance Evaluation by TWSE for nine consecutive years, 
the 17
th (2
nd in the automotive industry) at the Excellence in Corporate Social Responsibility 
by CommonWealth Magazine, the silver award at the 4
th National Enterprise Environmental 
Protection Award, the silver award in the Corporate Sustainability Report Awards at the Taiwan 
Corporate Sustainability Awards (TCSA), the Work-Life Balance Award of the Ministry of Labor, 
the 2002 BSI Award for Sustainable Resilience, the gold award in Auto Part Store Category at 
the Best Service in Taiwan and the gold award in the Auto Part Store Category at the Taiwan 
Best Customer Center Award of the Commercial Times, and the constituent of the FTSE ESG 
Index and Taiwan ESG Index.
Creating product value and innovating business model for a smart, low-emission mobility era
The government announced the Net Zero 2050 policy in 2022, and the “EV for Zero Emission” 
strategy will drive the market and technology development of electric vehicles (EVs). We 
will combine the support of this favorable policy to accelerate deployment in independent 
technological capacity and local production and implement the new energy vehicle (NEV) 
transformation strategy so as to provide various low-emission mobility solutions for the green 
competitiveness of Taiwan’s businesses and net zero emissions target!
To support automotive product development, we are furthering cooperation with domestic 
suppliers to actively develop the platform and module technology for V2X and EV power 
systems. In the future, apart from continuously increasing domestic procurement and production 
through product range expansion and sales boost, we will also drive the upgrading and 
development of Taiwan’s automotive supply chain by integrating the automotive technological 
capacity so as to create the sustainable value of the industry  in the smart NEV era!
Specifically, our 2022 progress included the launch of the independently developed CMC 
P350 Hybrid for the commercial vehicle (CV) range, the plug-in hybrid electrical vehicle 
(PHEV) model equipped with the advanced driver assistance systems (ADAS) of the HS series 
by MG for the passenger car range, and the mango sorbet color for the battery model EZ1 of 
our e-scooter brand eMOVING. In addition to attracting young motorcyclists, we also sought 
cooperation with the public sector and local governments to accelerate the development 
of urban e-mobility. From 2017, Chunghwa Post, Taiwan Power Company, Taiwan Water 
Corporation, and local town and district ofﬁces have purchased over 4,000 units of eMOVING 
e-scooters.
Additionally, we have also extended to the autonomous mobile robot (AMR) sector based on 
our core technology and already successfully distributed products to leading domestic high-
tech manufacturers. In the future, we will expand both the product and service ranges to 
provide more competitive solutions for Taiwan’s industries to enter smart manufacturing!
In business model innovation, in addition to investing money and resources in helping startups 
to develop new campus and tourism shared mobility services, we also promoted and 
developed the customer total journey service model under the digital transformation strategy 
to enhance resource efﬁciency and promote smart processes by exploiting digital technology 
so as to improve customer experience while reducing operating costs and expenses at the 
same time.
Integrating corporate events with continuous environmental sustainability actions for greater 
industrial and social inﬂuence
“Low-emissions and energy-saving smart manufacturing” has always been our goal for 
combining profit-making with environmental sustainability, and we have earned various 
representative citations for our investments and achievements over the year. In 2018 we 
began implementing “smart energy conservation”, smart logistics”, and “smart factory” in 
collaboration with our contractors. In 2021 and 2022, apart from helping contractors reduce 
emissions by about 3,365tCO2e, we also invited contractors, dealers, and car owners to 
join global interest activities, such as coastal clean-ups and Earth Hour. In the future, we will 
continue to help contractors plan and progressively realize various action plans with our know-
how in implementing energy conservation and carbon reduction over the years so as to build 
a green supply chain and demonstrate the “big brother” inﬂuence!
In 2017 we activated the 3-phase construction project “Ecological Sustainability Park”. 
It includes three pillars: the ecological pond for endemic Taiwanese animals and plants, 
the Fagaceae restoration area, and the eco-friendly farm. After six years of efforts and 
investments, the preliminary structures were completed in 2022 to accommodate a total of 44 
endemic species so far. In the future, we will continue to cultivate Taiwanese endemic species 
in the park. Currently, traces of protected species such as the crested goshawk (Accipiter 
trivirgatus), the common kingfisher (Alcedo atthis), and the grey heron (Ardea cinerea) 
have been reported in the park. The aquaponic water recycling system and kitchen waste 
composting site have become the happy farm of Chunghua Preschool, which grows various 
organic (pesticide-free) vegetables in this edutaining setting. In the future, we will team 
Sustainability Commitment from the Chairperson
Chairperson Li-Lian YAN-CHEN

2022 CMC Corporate Sustainability Report
03
Sustainability Commitment from the Chairperson
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
up with in-house volunteering groups and external environmental protection units to train 
professional park tour guides so as to progressively publicize our conservation concept and 
ingrain it in children’s education through the park guided tour service and interesting activities.
Additionally, we began expanding the eMOVING e-scooter and charging services to 
Penghu, Green Island, Matsu, and Liuqiu Island in 2012 to provide low-emission vehicles for the 
residents and tourists of these offshore islands. On the 2022 World Sea Turtle Day (July 16), we 
provided 100 e-scooters on Liuqiu Island where the green sea turtle (Chelonia mydas) and 
other protected species were seen on that day to promote low-carbon travel, publicize the 
concept of marine conservation and biodiversity conservation, and safeguard the home of 
sea turtles together.
In the future, we will continue to expand and extend the social inﬂuence of environmental 
protection and conservation through various action plans.
Guarding happiness through undertaking corporate social responsibility
At CMC, we value the health, career development, growth, family care, and feedback 
of every employee. In addition to equipping plants with kindergartens (preschools), after-
school care centers, dormitories, gyms, basketball courts, and badminton courts; and 
arranging health checkups, conducting employee satisfaction surveys, and optimizing the 
remuneration and performance system every year, we have activated a range of epidemic 
control measures, including offering the epidemic control tea and in-house COVID-19 
vaccination service, organizing online physical exercise courses, and arranging online care 
talks for professional counselors to help employees relieve mental stress. Additionally, we 
establish a talent development committee in every department to implement various learning 
and growth plans by combining with the corporate resources. Employees are the source of 
corporate innovation and value creation. In a time of workforce shortages, employees are the 
Company’s exceptionally important assets. In the future, we will continue to build a healthy 
workplace environment for healthy working and work-life balance for every employee to 
demonstrate their self-worth!
As a local business, we have ingrained social responsibility in our corporate culture. Over 
the years we have been engaging in volunteerism and offering care to remote townships 
by combining with our core automotive business. In 2022 we supported the “Central 
Kitchen for Schools in Remote Townships” launched the Executive Yuan by forming a food 
distribution network to deliver tasty and nutritious lunch to 240,000 elementary schoolchildren 
in remote townships with 225 DELICA vans. Additionally, we persistently implement remote 
townshiptransportation improvement, including:
During the 2022 “Vehicle Maintenance Service Tour”, apart from amassing 8 contractors to 
the tour, we also recruited students from Taipei City University of Science and Technology, 
Dah Yung Senior High School of Kaohsiung, and National Kuangfu Commercial and 
Industrial Vocational High School of Hualien through to join the service. In 2022 we made 24 
maintenance service tours to service 856 vehicles in remote townships to fully integrate social 
contribution into young student practice education!
Since 2016 we have donated 12 DELICA vans to children’s welfare groups and schools in 
remote townships through the “Happiness Guardian Program”. The beneficiaries included 
Feng Tien Primary School and Hung Yeh Primary School in Taitung and Hualien County 
Tafalong Primary School, which have cultivated numbers of great baseball players. With such 
a program, we aim to contribute our part tochildren taking off for their dreams and Taiwan’s 
baseball development!
In 2022 we continued to implemented the “Bu Bu Sharing Program” with the Ministry of 
Transportation and Communication (MOTC) to provide regional shuttle services in Fuli Township 
and Zhuoxi Township of Hualien and Yanping Township of Taitung. The combined mileage of 
the service during 2021 and 2022 accumulated 54,800km. In the future we will expand the 
service scope to safeguard the transportation needs and safety in more remote townships.
Putting people ﬁrst to achieve business sustainability through persistent pursuit of harmony with 
the environment
The post-COVID inﬂation and rapid interest rate rises of worldwide central banks have ﬁlled 
the macro environment with uncertainties in 2023. The increasing pressure from industry 
transformation and competitions have also brought various challenges in the future. In 
response to the new normal in the post-COVID era and the global ESG concerns, in addition to 
continuously improving the quality of corporate governance in terms of “maintaining the rights 
and interests of shareholders”, “strengthening the structure and operation of the board”, and 
“enhancing information transparency”, we will also uphold the “people-oriented” mindset in 
the interaction and relationship maintenance with all stakeholders to make sure steps towards 
a happy business and sustainable operations.

2022 CMC Corporate Sustainability Report
04
About the Report
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
About the Report
Thank you for reading the 2022 Corporate Sustainability Report published by China 
Motor Corporation (CMC, stock code 2204). Prepared by the CMC employees of 
relevant units, this report aims at enabling all stakeholders having concerns about CMC 
to comprehensively understand our theory and practice in sustainable operations, 
environmental protection, and social inclusion and our continuous efforts and 
determination in various issues relating to sustainable development.
As a company devoted to paperless operations for environmental protection, the 
whole report will be published on the CMC corporate website (http://www.china-
motor.com.tw/) for download by the general public.
Reporting Period
This report discloses our environmental, social, and governance (ESG) performance 
and implementation status in 2022 (1 January 2022 to 31 December 2022). To ensure 
the integrity and comparability of the project and activity performance, some content 
involves the information of 2022 and the outlook of 2023.
 
• Previous release: June 2022
 
• Current issue: June 2023
 
• Next release: June 2024
Scope of the Report
The scope of this report mainly covers the activities as well as services of CMC (Yangmei 
Plant and Hsinchu Plant) and Sino Diamond Motors. The scope of the financial 
performance corresponds to Page 9 of the 2022 Consolidated Financial Statements, 
with all the ﬁnancial ﬁgures calculated in NTD. If any afﬁliates are involved, such matter 
will be explicitly speciﬁed in this report.
What needs to be noted is that our Youth Plant as not become a dealing center 
of Shung Ye Motors and the talents training center of Brilliant Insight International 
Consultancy Service Co., Ltd. It is not operated for production and thus excluded from 
the scope of this report, except for the performance disclosures of its renewable energy 
installations.
Principles for Compilation
This report has been prepared in accordance with the GRI Standards (2021) published 
by Global Reporting Initiative (GRI), the Sustainability Accounting Standards for 
automobiles published by the Sustainability Accounting Standards Board (SASB), and 
the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD). 
The report contents cover various management approaches and material topics for 
sustainable operations and project performance.
Report Management
Contact Information
1
Development of Report 
Structure
Interviews about the ESG 
status and material topics 
were conducted, and the 
results of engagement 
were submitted to the ESG 
Committee for the reference 
of implementation.
3
Review on ESG 
Implementation Results
The annual ESG performance 
and strategic goals are 
reported to the Board every 
year.
2 Preparation of Report
The working groups of 
the ESG Committee and 
the heads of different 
departments reviewed 
the report contents to 
ensure the accuracy of 
information disclosed in 
each section.
4
External 
Veriﬁcation
Report veriﬁcation 
performed by 
an external third 
party
 
• Internal Review:  This report has been reviewed by the heads of the relevant departments and 
the chair of the ESG Committee of the Company based on their professional 
knowledge and management experience.
 
• External Verification:  SGS Taiwan Ltd. has been commissioned to perform the materiality 
review and assurance of the report contents and data based on the GRI 
Universal Standards 2021 to ensure compliance with the Type-2 moderate 
level assurance of the GRI Universal Standards 2021. Relevant veriﬁcation 
methods and results are appended to the report.
Should you have any questions or suggestions regarding this report, please feel free to contact 
us with the following information:
Contact persons: Anny Fu and Lisa Lee, report editors of the ESG Committee 
Phone: (03) 478-3191 ext. 2316 and 2346
Fax: (03) 270-7770
Email: anny.fu@china-motor.com, lisa.lee@china-motor.com
Address: No. 618, Xiucai Road, Xiucai Village, Yangmei District, Taoyuan City, Taiwan.
Ofﬁcial website
CMC ESG section
Download CMC 
Corporate 
Sustainability Report
CMC Stakeholders 
section

2022 CMC Corporate Sustainability Report
05
ESG Highlights
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
ESG Performance 2022
Highlights and Performances in the Aspect of Environment
Highlights and Performances in the Aspect of Society
Silver Award at the 4
th National Enterprise Environmental Protection Award 2022
By implementing “intelligent energy management” and “solar energy installations 
and green power use” through the energy conservation plan and the in-house 
“wastewater control and reduction measures” and “waste reduction” and providing 
guidance, education, and training for suppliers, Hsinchu Plant outreached its 
experience in “environmental sustainability”.
First Prize for Elder-Friendly Outstanding Solution at the 19th Annual Corporate Social 
Responsibility and ESG Award by Global Vision Monthly
Based on the themes of “zero workplace barriers, zero health burdens, and zero limit 
development”, we activated the “CMC Triple Zeros Evergreen Program” in our senior 
workforce development strategy to extend the work career of senior employees through the 
“job accommodation” and “second career” policies.
Excellent Performance in Occupational Safety and Health 2022
Hsinchu Plant makes continual workplace environment to improve 
workplace safety and health through “occupational accident 
prevention”, “workplace health management and health 
protection”, and “safety and health education, training, and 
activities” to promote labor safety and health, 
Investment in Green Bonds up to NTD 200 million
The Company invested in the green bonds issued by 
Evergreen and YAGEO, not only supporting them to move 
towards sustainable green development with the idle funds 
but also receiving stable income by increasing the asset 
allocation
Excellent Performance in “Taoyuan City Business River 
Adoption” for 7 consecutive years.
Apart from the long-term adoption of the Xiucaiwo Section of the 
Duzi River in Yangmei, the Yang Mei Plant also engages in regular 
environmental maintenance, organizes education and publicity 
activities, thus earning the Excellent Performance in “Taoyuan City 
Business River Adoption” for 7 consecutive years.
4th Work-Life Balance Award 2022 of the Ministry of Labor
We value the living quality of employees. Through the measures 
for building a friendly workplace, we improve the physical, mental, 
and spiritual sense of happiness for employees to balance work, 
family life, and health. In 2022 we were awarded the Employee 
Care Award at the 4
th Work-Life Balance Award of the Ministry of 
Labor.
Bu Bu Sharing for remote townships with 3 DELICA vans for a total service mileage 
equivalent to Traveling around Taiwan 51 Times
To assist the MOTC in promoting the Bu Bu Sharing, we provided Fuli Township and 
Zhuoli townships in Hualien and Yanping Township in Taitung with 3 DELICA vans 
for shuttling up to 19,608 persons over a total mileage of 54,800km (equivalent to 
traveling around Taiwan 51 times).
EV to offshore islands: Developing low-carbon tourism for the carbon-free 
island vision
Develop low-carbon tourism for offshore islands and realize the carbon-
free island vision by combining NEVs with sustainability and tourism. Products 
including the e-VERYCA and eMOVING are seen everywhere on offshore 
islands including Liuqiu, Kinmen, Penghu, and Matsu, and Lanyu and Green 
Island will be the next targets.

2022 CMC Corporate Sustainability Report
06
ESG Highlights
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Highlights and Performances in the Aspect of Governance
Co-prosperity of Supply Chain
Top 5% at the Corporate Governance Evaluation for 
9 consecutive years
CMC has won the highest recognition of the Corporate 
Governance Evaluation for 9 consecutive years.
Excellence in Green Procurement from Hsinchu County Government
Hsinchu Plant actively uses and purchases green products for 
manufacturing, such as green construction materials and Green Mark 
parts, thus earning the Excellence in Green Procurement recognition from 
the Hsinchu County Government in 2021 and 2022.
Guidance for 7 Suppliers on Intelligent Transformation, with improvement 
efficiency up to NTD49.08 million/year and emissions reduction up to 
2,885 tCO2e
Based on the themes of “smart energy conservation”, “smart logistics”, 
and “smart factory”, we arrange internal and external guidance by 
experts for selected suppliers and share the outcomes and beneﬁts with 
all suppliers, hoping to spill over our knowhow in smart manufacturing, 
energy conservation, and carbon reduction to the supply chain.
Independent director seats A Third of the Board
To strengthen Board competencies and increase the Company’s sustainable 
value, apart from setting up functional committees including the Audit 
Committee and Remuneration Committee, we increased the seats of 
independent directors to a third of the Board to improve Board operation from 
2022..
Top 100 at the Excellence in Corporate Social Responsibility by Common 
Wealth Magazine
Through long-term engagement in sustainability, apart from the deep ESG 
involvement, we also combined with various work items, customers, suppliers, 
and local communities to build the CMC sustainable value chain and 
ecosystem.
Co-prosperity and developing supply chain resilience with 
suppliers through the price adjustment mechanism and spot 
goods procurement funding mechanism.
To mitigate the stress of cost changes on CMC and suppliers, 
we have signed an agreement on the price adjustment 
mechanism of raw materials and exchange rate with suppliers 
and periodically check the changes and adjustments in prices. 
When there is a dramatic rise of materials prices due to global 
materials and chip shortages, we will assist suppliers in materials 
price adjustment or make up the price differences.
Beach Clean-up with 37 Suppliers and 121 Participants, 
cleaning up 368kg of exotic plants and 276kg of marine debris
Teaming up with suppliers to practice CSR, we implement and 
encourage suppliers to participate in environmental sustainability 
activities. In 2022 we organized three clean-ups, including the 
Yangming Mountain Clean-up in Taipei, Xianxi Township Coastal Clean-
up in Changhua, and Kezailiao Coastal Clean-up in Kaohsiung.  
Implementation of the ISO 27001 Information Security 
Management System
Implemented the ISO 27001 Information Security Management 
System and passed the certiﬁcation.

2022 CMC Corporate Sustainability Report
07
About CMC
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Evolving Taiwan’s automotive industry: Corporate Value of CMC
Upholding CMC’s business philosophy of HITS (Harmony, Innovation, Top, Sustainability), 
we make continual innovation through harmony to pursue excellence. We also expand 
our business scope to the green energy industry to keep up with the trends to create 
value for employees, the Company, and society, achieve sustainable operations, and 
give back to society.
CMC’s Vision
Carrying happiness and delivering touching 
warmth with new forms of convenience and 
power, we endeavor to become the most 
reliable diversiﬁed mobile partner
Main Products and Services
Note:  CMC is a partner of MFTBC (Mitsubishi Fuso Truck and Bus Corporation) for the production of their domestic cars, and is 
responsible for the implementation testing and veriﬁcation of the FUSO and CANTER series, procurement and development 
of locally manufactured parts, assembly and production of completed cars, sales of locally manufactured parts, etc.
ZINGER series ZINGER PICK UP series
Commercial 
RV
Veryca Series CMC VERYCA series CMC e-VERYCA series
Commercial 
vehicle
FUSO Series  CANTER series
Commercial 
vehicle
e-Scooter series  Micro e-Scooter series  e-Bicycle series
Electric two-
wheeler
Heavy-duty AGV  Magnetic tape guided AGV
Mobile robot
Automated 
Guided Vehicle 
(AGV)
Hi-Power Autonomous Mobile Robot
Autonomous 
Mobile Robot 
(AMR)
MG HS    MG HS PHEV
Sedan
DELICA series
GRAND LANCER series 
COLT PLUS series 
Sedan
RV
Commercial 
vehicle
OUTLANDER PHEV
ECLIPSE CROSS series
Yangmei 
Plant
Hsinchu Plant
Total Number of Employees
2,117 member
Company name
China Motor Corporation (stock code: 2204)
Headquarters address
No. 618, Xiucai Road, Yangmei District, 
Taoyuan City
Paid-in capital
NTD 5.54 billion
Major Products and Services
Production and sales of commercial vehicles, RVs, sedans, motor vehicles, and 
the related parts and components thereof
Business locations
Yangmei Plant, Hsinchu Plant
Date of establishment
June 13, 1969

2022 CMC Corporate Sustainability Report
08
About CMC
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Business Focus and Strategy
Embracing the EV era with the NEV Promotion Strategy
In response to the government’s net-zero emissions pathway and the goal of 100% price-to-
sales ratio of electric vehicles/scooters in Taiwan by 2040, the Company aggressively promotes 
the sales of new energy vehicles (NEVs) and motivates business and consumers to use EVs 
through multiple channels to enhance the market visibility of CMC electric vehicles/scooters.
Launch of diversiﬁed 
electric models
Diversified models including 
e-VERYCA vehicles, OUTLANDER
PHEV and MG HS PHEV, CMC P350 
Hybrid, and eMOVING e-scooters 
have been provided for consumers 
to choose.
More opportunities for consumers 
to try the products
As EV is not yet popular in Taiwan, 
we increase the opportunities for 
EV use by enriching consumer 
experience. In 2022 we thus 
introduced the short-let service of 
eVERYCA in Kinmen. 
Promotion of corporate procurement
T o  r e d u c e  c a r b o n  e m i s s i o n s 
from transportation, CMC has 
actively promoted corporate EV 
procurement. In 2022 Chunghwa Post 
purchased 500 units of eVERYCA for 
the post service.
Enhancement of the ratio of 
electric company vehicles
We progressively increase the ratio to 
EV company car at CMC. In 2022 we 
used 3 EVs and 10 PHEVs for company 
cars. We also arranged 43 eVERYCAs 
as the company cars for Huifeng 
Plant to reduce carbon emissions.
Youth Dealer Franchise 
Program
e M o v i n g  l a u n c h e d  t h e 
“Youth Dealer Franchise 
Program” to increase 8 
franchised stores in 2022. 
 
Expansion of green 
transportation layout on 
campuses
Committed to providing 
campuses with a sustainable 
environment, eMoving works 
for net-zero emissions by 
building charging stations or 
forming campus EV patrol 
ﬂeet on campuses. 
Electric 
Vehicle/
Scooter
100%
1
2
3
4
5
6
Youth Dealer Franchise Program - Engagement in Social 
Participation and Environmental Sustainability Promotion
In social engagement, eMOVING has launched 
the “Youth Dealer Franchise Program” to provide 
multiple resources for young people to fulfill 
their entrepreneurial dreams so as to promote 
environmental sustainability together with young 
people and so to expand our social influence. 
Through the “Youth Dealer Franchise Program”, we 
have set up eight eMoving locations, including Dajia 
Branch in Taichung, Puli Branch in Nantou, Zhonghua 
Branch in Yongkang, Zhonghua North Branch in 
Gangshan, Taibao Branch in Chiayi, Daguan Branch 
in Banqiao, Fuan Branch in Xizhi, and Zhongshan 
West Branch in Fengshan.
Expanding  Green Transportation Territory: Campus Charging 
Stations from eMoving
Practicing ESG Together with CYCU, NTHU, and NCKU for ESG
Committed to providing campuses with a sustainable environment, 
eMOVING has collaborated with Chung Yuan Christian University 
(CYCU), National Tsing Hua University (NTHU), and National Cheng 
Kung University (NCKU) to build campus charging stations or form 
campus patrol car ﬂeets to contribute to net-zero emissions. In April 
2022, eMOVING further cooperated with National Cheng Kung 
University for the practicing ESG by introducing the first batch of 
smart green e-scooters into the campus for campus patrol missions 
to maintain campus security.
Additionally, building charging stations is the priority to provide 
a thorough environment for using e-scooters in Taiwan! Setting 
out from “harmony with the environment and green campus”, 
eMOVING has invested in the infrastructure to build the campus 
green transportation territory and progressively built 8 charging 
stations (2 rapid charging stations and 6 slow-charging stations) in 
CYCU, 10 stations (2 rapid charging stations and 8 slow-charging 
stations) in NTHU, and 2 rapid charging stations in NCKU, making 
energy use more convenient.
Green Fleet by Government Sector 
Realizing net-zero emissions with over 4,000 eMOVING e-scooters.
To end petroleum car sales by 2040, the MOTC began 
forming the “green fleet” in the government sector from 
Chunghwa Post by continuously replacing its petroleum 
vehicles. From 2017 Chunghwa Post has been progressively 
purchasing e-scooters to deliver mails. So far, it has 
purchased over 3,200 eMOVING e-scooters for the mail 
service. By including Taiwan Power Company, Taiwan Water 
Corporation, and township and district offices, the public 
sector has purchased over 4,000 eMOVING e-scooters 
for office use to reduce emissions of up to 696 tCO2e, 
equivalent to the carbon adsorption of 1.8 Daan Parks, 
so as to reduce carbon together with a meticulous green 
transportation network.

2022 CMC Corporate Sustainability Report
09
About CMC
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Net-Zero 2050: Demonstrating the determination to promote the ESG ecosystem and guide 
suppliers and dealers to reduce emissions with the “big brother” inﬂuence
To facing the future issues for sustainable development, implement ESG development, 
comply with the legal and regulatory requirements, and keep up with the green energy 
market trend, we will actively combine internal and external resources to launch various 
NEV products to fulfill the market demand and maintain harmony with the environment. 
Additionally, we undertake to set short-, medium-, and long-term targets for carbon reduction 
based on the “Taiwan Net-Zero Emissions 2050 Pathway”. Apart from achieving carbon 
neutrality throughout the production process by 2050, we further set Net -Zero 2050 as our 
carbon emission target in terms of four aspects: energy conservation and carbon reduction, 
energy transformation, sustainable development, and low-emission transportation. Based on 
the “big brother” mindset, we will implement the “Carbon Reduction for the Common Good 
Advancement Program” to lead and help upstream and downstream suppliers to achieve 
the “Net-Zero 2050” target together with the whole center-satellite system.
CMC Sustainability 3 Arrows Towards Net-Zero 2050
CMC Net Zero 
Declaration
Guidance for GHG inventory
Aiming to expand the scope of carbon reduction, we activated the “2050 Net-
Zero Emissions Carbon Reduction for the Common Good Advancement Program” 
together with suppliers and dealers at the supplier conference on March 21, 2023. 
To help suppliers complete GHG inventory, we offer onsite technical and practical 
guidance to promote the program, hoping to increase the number of suppliers 
conducting GHG inventory within ﬁve years.
Guidance and funding for energy conservation and carbon reduction
We began providing suppliers with guidance on smart energy conservation, smart 
logistics, and smart factory in 2018. Through 32 times of onsite guidance, we helped 
suppliers reduce emissions by 11,282tCO2e.
Additionally, through the mid-term and term case presentation and onsite 
improvement demonstration, we share the outcomes within the whole supply chain 
system.
Advocation of green power installations
We have long been promoting green energy at CMC. We also assist suppliers in 
building green power facilities to reduce emissions and costs and so to realize 
sustainable development. Assisting suppliers in building green power facilities is our 
one of social and environmental responsibilities, as well as our realization of the CMC 
Net Zero 2050 vision. We will continue to offer green power construction assistance 
for more suppliers to actively promote green energy use in the automotive industry 
and so to realize sustainable development,
Guidance for 48 suppliers 
by 2027 to help reduce 
emissions by 18,200tCO2e
GHG inventory for 115 
suppliers by 2027
Guidance for 48 suppliers 
by 2027 and building 
green power facilities up to 
60,000KW
We undertake to set short-, 
medium-, and long-term 
targets for carbon reduction 
based on the “Taiwan Net-
Zero Emissions 2050 Pathway”. 
We also undertake to achieve 
carbon neutrality or net-zero 
emissions throughout the 
production process by 2050
Plant; Scopes 1 + 2
Practice the “big brother” 
carbon reduction for 
common good policy 
and lead the upstream 
and downstream supply 
chains to achieve net-zero 
emissions together.
Suppliers and dealers:
Scope 3
Set Net-Zero 2050 as the 
emission reduction target to 
practice energy conservation 
and energy transformation 
and actively develop low-
emission transportation.
Products, Scope 3

2022 CMC Corporate Sustainability Report
10
About CMC
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Apart from committing to setting short-, medium-, and long-term targets for carbon reduction 
based on the “Taiwan Net-Zero Emissions 2050 Pathway” and achieving carbon neutrality 
throughout the production process by 2050, we further implement the Net-Zero 2050 target 
in terms of four aspects: energy conservation and carbon reduction, energy transformation, 
sustainable development, and low-emission transportation. We have also established the 
“Supply Chain Carbon Reduction 5-Year Plan” to progressively achieve Net-Zero 2050 through 
deﬁned and quantiﬁed targets, starting from short-term goals.
Supply Chain Carbon Reduction 5-Year Plan
Work Projects
GHG inventory
Number of suppliers practicing GHG inventory 
(accumulatively from 2023)
18
4 classes
36
3 classes
56
3 classes
76
3 classes
115
3 classes
Targets
Organized ESG-related 
courses
Organized ESG-related courses
Electricity conservation and 
smart factory guidance
Supplier carbon 
reduction
Suppliers with green 
power installations
Low-carbon delivery
Number of electricity conservation/smart factory, smart 
factory guidance (accumulatively from 2018)
Annual  carbon reduction (tCO2e) (accumulatively from 
2018)
Number of suppliers with green power installations 
(accumulatively from 2018)
Carbon reduction of supplier delivery trucks 
(accumulatively from 2023)
Installation capacity of green power (accumulatively from 
2018)
Number of suppliers with Green Mark delivery trucks 
(accumulatively from 2023)
2023
2024
2025
2026
2027
32
36
40
44
48
12,500 tCO2e
14,000 tCO2e
15,500 tCO2e
17,000 tCO2e
18,500 tCO2e
27
33
38
43
48
40,000 KW
45,000 KW
50,000 KW
55,000 KW
60,000 KW
3
5
6
7
8
7
9
11
13
15

2022 CMC Corporate Sustainability Report
11
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Vision Blueprint 
for Corporate 
Sustainability
1
1.1 Mission and Vision of Sustainable Development
1.1.1 Incorporation of Sustainability into Business Philosophy
Bearing Taiwan’s automotive industry, following Taiwan’s economic development, 
we have shaped a solid brand image through close connection with “up- and down-
stream suppliers”, “customers”, “employees” and “society” over the past 53 years. 
In the course of operations, we deeply realize that on top of corporate governance 
and operational performance, we also need to value environmental and social 
resources and address the concerns and needs of stakeholders through actions and 
commitments.
The Company believes that harmony, innovation, top, and sustainability are interlinked. 
Continuous innovation in harmony, pursuit of top performance and sustainable 
operation jointly form the upmost philosophy of a company’s existence. By progressively 
implementing our sustainability strategy based on the “HITS” business philosophy, we 
make reforms in  manufacture, corporate governance, and social welfare.
1.1  Mission and Vision of Sustainable 
Development
1.2 Materiality Analysis
H
Harmony
I
Innovation
T
Top
S
Sustainability
Achievement of a balance 
between the interests of 
and harmonious interaction 
of customers, employees, 
shareholders, up- and 
downstream companies, 
government and general public
Efforts to ensure 
sustainable development, 
fulﬁll CSR, and achieve 
thorough corporate 
governance and 
operations, with the care 
for the environment, 
society and partners
Unceasing 
improvement and 
development of 
products, technologies, 
processes, and 
management services
Pursuit of top quality 
and performance in 
the aspects of work, 
life and society
INDUSTRY, INNOVATION 
AND INFRASTRUCTURE
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION
CLIMATE 
ACTION
PARTNERSHIPS 
FOR THE GOALS

2022 CMC Corporate Sustainability Report
12
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
1.1.2 Sustainability Strategy Blueprint
To demonstrate our determination to promote sustainability goals, we have 
incorporated comprehensive industrial trends and explored the risks due to 
climate change and the opportunities for transformation in accordance with 
the recommendations of the Task Force on Climate-related Financial Disclosures 
(TCFD). In response to the 17 Sustainable Development Goals (SDGs) of the 
United Nations, we have established the “sustainable development strategy” 
and set the following five constructs for the reference of implementation and 
management: “steady governance,” “top innovation,” “harmony and co-
prosperity,” “environmental sustainability”, and “social care”. The Company has 
employed the sustainability strategies in a progressive manner, innovating in the 
regards of corporate governance, manufacturing and social welfare. Meanwhile, 
we have actively responded to the needs of stakeholders, seeking to drive the 
development of the automotive industry chain and enhance the Company’s 
sustainable value through the connection of the ecosystem, and become the 
most reliable diversiﬁed mobile partner.
S
u
st
a
i
n
a
b
il
it
y
 
 
 
 
H
a
r
m
o
n
y
 
 
 
 
I
n
n
o
v
a
ti
o
n
 
 
 
 
 
 
  
T
O
P
C
us
to
m
e
rs
 
E
m
pl
o
y
e
e
s 
S
h
a
re
h
ol
d
er
s
 
S
u
p
pl
ie
rs
 
 
D
e
a
le
rs
 
 
C
o
m
p
e
te
nt
 
A
u
th
o
ri
ti
e
s 
  
  
T
h
e 
M
e
di
a
 
  
 
C
o
m
m
u
ni
ti
es
Ethical management
CMC ensures the integrity and transparency of management, implements risk management, and 
thereby becomes the model of sustainable enterprise
Market expansion
Information Security 
Upgrading
Multiple product lines are developed to take care of the needs of diverse customer groups, and the export 
market has been expanded
Activate and implement and pass the certification of the ISO 27001 Information security management 
system
DECENT WORK AND 
ECONOMIC GROWTH
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION
Stable 
Governance
Smart manufacturing
We integrate cloud technologies to develop smart plants and promote data-based 
decisions
Quality improvement
Digital transformation
The quality testing and application of AI has been expanded, and digitized service tools have been 
developed
Advance the “mobility service” development strategy and revolutionize traditional automaking through 
transformation. 
Top Innovation
Safe workplace
Buying products from 
small farmers
Treating employees as family, we expand the scope of talents development, value senior employees, and 
build a equal and safe workplace environment.
To promote eco-friendly farming, we have been continuously purchasing organic organic vegetables from 
indigenous smallholders to support indigenous smallholder economic development.
Creation of values 
hand in hand
We strengthen the partnership with suppliers and dealers to lead the center-satellite system to 
create sustainable values together in the “big brother” mindset.
Harmony and 
Co-prosperity
Carrier of happiness
Aiming at urban and rural sustainable development, we actively combine our core automotive industry 
to safeguard the happiness of children in remote townships through repair and maintenance services and 
vehicle donation. 
Delivery of warmth
Rural transportation
CMC provides strong support for indigenous people, increases the effectiveness of our employees’ 
volunteer services, and pays attention to local issues
Our corporate resources are invested to ensure the transportation justice in rural areas
Social Care
Low-carbon operation
Beach cleanup for 
sustainability
Ecological restoration
The Company is devoted to energy saving, carbon reduction, and establishment of renewable energy, 
putting green manufacturing into practice
We organize department oastal clean-ups through local actions to practice sustainable coastal 
management,
We restore Taiwan endemic species and the Fagaceae in the in-house ecological pond and train 
environmental protection volunteers to offer ecological education.
Development of new energy
To implement “net-zero emissions”, we independently develop safe and comfortable Evs and build a 
multifaceted energy ecosystem.
Environmental 
Sustainability
GOOD HEALTH 
AND WELL-BEING
INDUSTRY, INNOVATION 
AND INFRASTRUCTURE
SUSTAINABLE CITIES 
AND COMMUNITIES
GENDER 
EQUALITY
DECENT WORK AND 
ECONOMIC GROWTH
PEACE, JUSTICE 
AND STRONG 
INSTITUTIONS
PARTNERSHIPS 
FOR THE GOALS
AFFORDABLE AND 
CLEAN ENERGY
SUSTAINABLE CITIES 
AND COMMUNITIES
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION
CLIMATE 
ACTION
NO 
POVERTY
QUALITY 
EDUCATION
SUSTAINABLE CITIES 
AND COMMUNITIES
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION

2022 CMC Corporate Sustainability Report
13
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
1.1.3 SDGs
In 2015 the United Nations identified 17 
sustainability issues of utmost global urgency, 
announced the Sustainable Development 
Goals (SDGs), and invited all walks of 
society to take actions to solve these global 
problems. Fulfilling the responsibility as a 
global citizen, CMC actively responds to 12 
UN SDGs based on the corporate business 
philosophy of “HITS” and the commitment of 
becoming an “enterprise of well-being.” It is 
our hope to transform our internal ESG actions 
into global sustainability strategies, and 
relevant actions have been taken to make 
active contributions to the goal of global 
sustainable development.
Remote Townships and Rural Communities: Support the “Indigenous Production-Sales” partnership development program
With an offer better than that of the brokers, we have purchased up to 70,280kg of organic vegetables from indigenous smallholders 
since 2015 to help promote the indigenous smallholder economic development. 
Promote the “Indigenous Dream Project” to support indigenous peoples
Recruit materials and daily necessities and deliver them to remote indigenous townships to lessen the urban-rural resource inequalities. 
In 2022 wed donated 300 COVID-19 rapid test kits and 250 children’s picture books, and the project has beneﬁted up to 15,000 persons 
so far.
Corresponding 
chapter: CH6
Take care of the physical, mental, and spiritual health of employees through multifaceted measures and equipment.
Use organic vegetables to ensure food safety for employees to provide employees with the best beneﬁts. Arrange periodic health 
checkups, build multifaceted sports facilities, and organize weight loss activities to keep employees ﬁt. We establish the plant health 
center and hire medical specialists to protect health for employees and provide medical consultation and ﬁrst aid services.
Corresponding 
chapter: CH5
Combine the core automotive industry to implement the “Anchor” education program.
Improve the practical competencies of students by donating test cars to vocational schools. Ingrain knowledge relating to automotive 
tests, automotive design, and vehicle service in vocational schools through university-industry collaboration to develop professional 
automotive talents. We organize the Trafﬁc Safety Camps to provide trafﬁc safety education for children in remote townships.
Through comprehensive career development plans and projects, we shape employees into multifaceted professional talents.
Establish a learning organization and offer channels to help employees enhance professional competencies and develop lifelong 
learning capability. Enable employees to get the right jobs through education and training, value employee strengths, and develop 
competencies to maximize their potential.
Corresponding 
chapter: CH5
Corresponding 
chapter: CH6
Gender equality for employees
About 12% of management are women (including Sino Diamond Motors; excluding seconding and expatriate officers) and two 
women directors, no wage gap and benefit differences between women and men, establish the sexual harassment prevention 
mechanism to ensure women’s rights.
Well-established parental beneﬁt policy
The parental beneﬁt policy applies to both women and men. We prepare the  pregnancy card for employees to take good care 
of them during pregnancy. We also plan priority parking spaces, lunch break areas, protective gowns, and parental magazines for 
pregnant employees.
Corresponding 
Chapter: CH3 
Corresponding 
Chapter: CH5
We have adopted the Xiucai Village water area of Shezi River, Yangmei, maintaining the environment on a regular basis
Yangmei Plant has earned the Excellent Performance in “Taoyuan City Business River Adoption” for 7 consecutive years and launched 
12 coastal clean-ups and 7 environmental outreaches in 2022.
Building the in-house wastewater treatment system and improve the environment of the in-house ecological pond,
Properly treat wastewater from the plant through source and process reduction, enhance efﬂuent monitoring, and reduce water 
consumption. Make infrastructure improvement of the in-house ecological pond to reshape the environment for wetland species and 
build the aquaponics system.
Corresponding 
chapter: CH4
Towards a business of excellent growth through robust corporate governance
Ranked the top 5% of listed companies at the Corporate Governance Evaluation for 9 consecutive years and maintain steady growth 
upon a robust corporate governance system and effectiveness.
A remuneration and beneﬁt policy with better offers in the industry
Offer salaries and beneﬁts better than the industry’s average for employees to enjoy better pay and beneﬁts. Our multifaceted leave 
system includes up to 9 days of short summer breaks for employees to well relax themselves. With a 100% retention rate after parental 
leave, we ease the worries about career development of employees after they become parents.  
Corresponding 
chapter: CH3
Corresponding 
chapter: CH5
NO 
POVERTY
GOOD HEALTH 
AND WELL-BEING
QUALITY 
EDUCATION
GENDER 
EQUALITY
CLEAN WATER 
AND SANITATION
DECENT WORK AND 
ECONOMIC GROWTH

2022 CMC Corporate Sustainability Report
14
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Build a sustainable manufacturing ecosystem with intelligent and innovative production technologies.
Establish a smart factory and a smart supply chain system towards Productivity 4.0. Implement AGV, the supplier management platform, the global logistics 
management system, and others to build a smart supply; build a smart energy management system; and establish energy conservation and carbon 
reduction targets for effective emissions reduction. Continuously implement digital transformation to enhance production efﬁciency while maintaining 
environmental protection to contribute to sustainable development.
Corresponding 
chapter: CH2
Implement the “Happiness Guardian Program” and donate vehicles to provide shuttle service for vulnerable children in remote townships.
Over the past 8 years, we provide transportation resources for children in remote townships through the “Happiness Guardian Program” to shorten their 
distance from going home safe, knowledge and education, dreams, and development, carrying the happiness of vulnerable children. Through vehicle 
donation, we hope to broaden the horizons of children.
Implement the “Vehicle Maintenance Service Tour” provide car owners in remote townships to access vehicle safety check and auto services.
Continuously provide the vehicle maintenance and repair services in remote townships to expand the scope of the “Vehicle Maintenance Service Tour”; 
introduce the “Safety for Children Tire Safety Check Service” to provide maintenance services including “free replacement with Taiwan CPC engine oil” 
and “MAXXIS tire buy one get one free” to support the operations of children’s groups. Safeguard vehicle safety through continuous public care.
Engage in the “Bu Bu Sharing” and “Central Kitchen for Schools in Remote Townships” programs to ensure transportation justice. 
Assist the MOTC in promoting trafﬁc equality in remote townships by providing carpooling services for residents of Fuli and Zhuoxi townships in Hualien 
and Yanping Township in Taitung with the DELICA. Additionally, we engaged in the “Central Kitchen for Schools in Remote Townships” program in 2022 to 
customize the DELICA into meal delivery trucks to deliver school lunch for 240,000 students in remote townships. 
Corresponding 
chapter: CH6
Purchase ecolabel parts to enhance vehicle sustainability.
Promote ecolabel certification and energy label certification to products, purchase green parts for ecolabel models up to NT$903 million, with a 
percentage up to 56%.
Promote the circular economy to reduce resource consumption
The Company implements the recycling plan for “packaging materials of parts,” with a recycling rate up to 57.3%
Corresponding 
chapter: CH2
Corresponding 
chapter: CH4
Develop NEVs and enhance vehicle efﬁciency
Develop and actively market and promote electric four-wheelers, eMOVING e-scooters, and PHEVs to reduce the carbon emissions from transportation.
More reduction measures for climate action
Hsinchu Plant has passed the certiﬁcation for the Green Plant Mark and Golden Grade Green Building Mark. Yangmei Plant introduces the regenerative 
thermal oxidizer (RTO) and automated spray paint and coating robotic arm systems to reduce VOCs emissions and so to improve air quality. We also build 
solar PV systems in all plants to generate renewables for self-consumption.
Corresponding 
chapter: CH2
Corresponding 
chapter: CH4
Purchase smallholder organic vegetable
Promote eco-friendly farming and co-market eco-friendly crops to car owners through the Mitsubishi LINE ofﬁcial account. Purchase the organic vegetable 
from indigenous smallholders for the employee canteens and co-market their agricultural products through employee group purchase to protect local 
agricultural development.
Promote coastal and mountain clean-ups within the outside of the company
Encourage employees and suppliers to join coastal and mountain clean-ups to contribute to environmental sustainability.
Corresponding 
chapter: CH2
Corresponding 
chapter: CH6
Transparent internal system and unfettered communication channels
Promote ethical management and arrange related training for all new employees Ban child labor and forced labor to protect labor human rights. Set up 
various communication channels, including hotline, email, and employee survey, to provide employees with unfettered communication channels.
Enhance stakeholder communication
Set up sections including CSR, Stakeholder, Ethical Management on the CMC sustainability website to enhance stakeholder communication. We have also 
signed the “CSR” policy and “Ethical Management Clause” with suppliers.  
Corresponding 
chapter: CH3
Corresponding 
chapter: CH5
INDUSTRY, INNOVATION 
AND INFRASTRUCTURE
SUSTAINABLE CITIES 
AND COMMUNITIES
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION
CLIMATE 
ACTION
LIFE ON 
LAND
PEACE, JUSTICE 
AND STRONG 
INSTITUTIONS

2022 CMC Corporate Sustainability Report
15
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
1.2 Materiality Analysis
1.2.1 Process of Materiality Analysis
Based on the materiality deﬁnitions of the GRI Standards (2021), we analyzed the latest 
ESG trends and legal and regulatory changes at home and abroad and gathered 
the ESG issues that concern stakeholders. Through the questionnaire survey on the 
members of the ESG Committee and the ESG issues that concern stakeholders, we 
identiﬁed 22 sustainability topics according to the double materiality principle in terms 
of the “signiﬁcance and likelihood of the positive and negative operational impacts” 
and the “signiﬁcance of the positive and negative impacts on ESG” to understand the 
substantive impacts caused by CMC and the expectations of stakeholders.
1.2.2 Identiﬁcation of Stakeholders
We started stakeholder identification with the stakeholders that each department 
engages in routine operations, and the scope of analysis did not include other 
CMC subsidiaries. Through analyzing various stakeholder groups, we determined the 
stakeholder groups with the greatest influence on CMC. Based on the assessment 
results of the ESG Committee, we identified 10 major stakeholder groups based on 
the ﬁve stakeholder attributes in AA1000SES: Responsibility, inﬂuence, tension, diverse 
perspectives, and dependency. After prioritizing stakeholder groups based on their 
significance to CMC, their priorities are: A. employees; B. suppliers; C. government 
agencies; D. dealers; E. customers; F. shareholders; G, industry associations and NGOs; 
and the media.
F
H
A/B/C
D/E
G
Whom CMC is 
responsible for making 
responses to
Potential 
impact on CMC 
operational 
performance
Being 
inﬂuenced by 
CMC
 Dependency
Groups or individuals who are 
directly or indirectly dependent 
on CMC’s products, activities, or 
services.
Responsibility
Groups or individuals to whom 
CMC has legal, commercial, 
operational or ethical/moral 
responsibilities.
Tension
Groups or individuals who need 
immediate attention from CMC 
with regard to financial, wider 
economic, social or environmental 
issues.
Inﬂuence
Groups or individuals who can 
have an impact on CMC’s 
strategic or operational 
decision-making.
Diverse perspectives
Groups or individuals whose different views can lead to a new 
understanding of the situation and the identiﬁcation of opportunities of 
CMC.
Collection of 
sustainability 
topics
Based on the sustainability standards (e.g., GRI, TCFD, 
SASB), the characteristics of automotive products, the 
concerned issues at home and abroad, MSCI ESG 
rating, and the global material sustainability trends, 
we focused on the sustainability topics relating 
to CMC operations and eventually selected 22 
sustainability issues for impact assessment.
Targets
Selected 22 
sustainability 
issues for impact 
assessment through 
13 sustainability 
interviews across 
departments.
Step 2
Evaluation 
of Impact 
Signiﬁcance
Based on the stakeholder tension and significance 
to CMC of topics, we made a visual representation 
(matrix) of topics based on the assessment results in 
three levels: high, medium, and low, for the reference 
of judging materiality.
Targets
46 staff responses 
and 43 stakeholder 
responses to 
materiality 
questionnaire
Step 3
Conﬁrmation of 
material topics
Through staff and stakeholder questionnaire surveys, 
horizontal communication among all units, and 
recommendations by external experts, we verified 
the operational relevance and impact significance 
of material topics. After integrated consideration 
and further analysis, we determined 11 key material 
topics.
Targets
Identified 11 key 
material topics 
through ONE cross-
department and 
external expert 
meeting.
Step 4
Establishment and 
Periodic Review 
of Management 
Approaches
Review the results of identiﬁcation of material topics, 
compare them with the material topics in the 
previous year, set management approaches and 
targets for material topics, review and manage every 
year, and ensure compliance with the sustainability 
context and completeness. 
Targets
100% compliance 
with the 
sustainability and 
completeness 
requirements of all 
material topics
Step 5
Identiﬁcation of 
Stakeholders
Based on the ﬁve attributes of stakeholders of AA1000 
Stakeholder Engagement Standard (SES), we deﬁned 
“the internal and external organizations or individuals 
influencing or being influenced by the company” 
for the reference of distributing the stakeholder 
questionnaire to department heads.
Targets
Identified 8 
stakeholder groups 
with 61 stakeholder 
responses.
Step 1
2
Collection of 
sustainability 
issues
3
Evaluation 
of Impact 
Signiﬁcance 4
Conﬁrmation of 
material topics
1
Identiﬁcation of 
Stakeholders
5
Establishment and 
Periodic Review 
of Management 
Approaches

2022 CMC Corporate Sustainability Report
16
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
1.2.3 Dialogue with Stakeholders
We value the needs and opinions of stakeholders. Apart from providing unfettered communication channels for 
stakeholders, we also collaborate with key stakeholders to implement projects relating to social inclusion and 
environmental sustainability. Through continuous interaction, we set the performance indicators of material issues and 
review our performance in sustainability implementation from time to time. The table below shows the frequency and 
major contents of communication with stakeholders in 2022.
Unfettered Stakeholder Dialogue
CMC 
Stakeholder 
section
Stakeholder 
sustainability 
feedback 
questionnaire
Suppliers are the important partners that enable 
us to manufacture and supply quality products 
and the key of CMC carbon reduction and 
sustainability. Teaming up with suppliers, we 
progressively advance towards a sustainable 
supply chain for suppliers to provide services that 
comply with our business philosophy and satisfy 
customers. 
 
• Product safety and quality 
management
 
• Business continuity 
management
 
• Product and service 
innovation
(Regularly)
 
• Supplier Conference (annually)
 
• SCM Platform: Supplier activities (12 times/
year)
(Irregularly)
 
• SCM Platform: Explain the requirements 
of the design speciﬁcations through legal 
outreaches.
 
• Support for suppliers to obtain ISO 14001 
certiﬁcation
Guidance for zero emissions towards a green future
The rise of environmental protection 
awareness has been tightening 
the laws and regulations relating 
to environmental protection. 
Additionally, the continuous rise of 
material costs during the pandemic 
further made it more difficult for 
us to maintain steady supply and 
brought more pressure to quality 
management. Hence, it is not easy for suppliers to keep up with the 
low-carbon transformation trend. Fortunately, suppliers were willing 
to put themselves into our shoes in cooperation. Apart from helping 
them passing the certiﬁcation of various ISO systems, we also held the 
supplier conference to explain the relevant laws and regulations to 
them. We even voluntarily guided them to progressively implement 
net-zero emissions as a “big brother” to maintain virtuous and positive 
competitiveness and sustainability.
Suppliers
Concerned Issues
Signiﬁcance and Value to CMC
Method and Frequency of Engagement
Results and Actual Performance of Dialogue
Concerned Issues
Putting health ﬁrst and maintaining work-life balance
Employees are our biggest asset, 
particularly during the pandemic 
when we introduced multifaceted 
epidemic control policies. In addition 
to the isolation leave and home 
recovery leave, we launched the 
“one-stop health service” for private 
trainers to lead employees to 
exercise regularly and capture their 
physical health. Employees with children can send their children to the 
kindergartens and after-school clubs run by the Company to match 
childcare with work so as to smoothly connect work with family and 
prevent burning the candle at both ends for two-paycheck families. 
Our quality employee benefits enable employees to balance work 
and life and to be proud of being a CMC employee.
Employees are our most important stakeholder and 
core competitiveness for sustainable operations. 
Apart from building a no-discrimination friendly 
workplace environment, we keep thinking how to 
improve the work experience of employees and 
continuously enhance the capability of digital 
operations for cross-generation teams to work at 
CMC with agility and ﬂexibility.
 
• Recruitment and retention
 
• Safe workplace
 
• Product Safety and Quality 
Management
(Regularly)
 
• Labor-management meeting (monthly)
 
• Employee Welfare Committee Meeting 
(quarterly)
 
• Member representative conference 
(annually)
 
• Training and development meeting 
(annually)
 
• Occupational Safety and Health 
Committee meeting (quarterly (indirect 
units/enterprise-wide), monthly (direct 
units)
(Irregularly)
 
• Together for ESG section
 
• Management-employee communication 
meeting (periodically)
 
• Hotline, fax number and email address for 
employee complaints
 
• Hotline, fax number and email address for 
sexual harassment complaints
 
• LINE@5680 and 2460 hotline (employees 
may report the status through these 
channels)
Employees

2022 CMC Corporate Sustainability Report
17
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Government agencies have signiﬁcant inﬂuence 
on our development and competitiveness. In 
addition to abiding by the automotive safety laws 
and regulations, environmental protection laws 
and regulations, and trade laws and regulations, 
we also actively coordinate with the product 
and safety monitoring and assessment of the 
government and maintain a sound relationship 
with government agencies. 
 
• Ethical management and 
legal compliance
 
• Product safety and 
quality management
 
• Customer privacy
(Regularly)
 
• Evaluation by government 
agencies (annually)
 
• Corporate Governance 
Evaluation (annually)
(Irregularly)
 
• Policy seminar, forum, public 
hearing
 
• Ofﬁcial document and visit
Achieving the low-carbon policy with innovative technologies towards 
low-carbon tourism 
We actively support government policies and 
legal compliance. Through green production 
and the excellent performance in energy 
conservation and carbon reduction of plants, 
we earned the National Enterprise Environmental 
Protection Award and were ranked the top 
5% among listed companies in the Corporate 
Governance Evaluation. In response to industrial 
upgrading, the MOTC innovates the platform 
guidance by launching the “Smart Electric Scooter Development and Promotion 
Program”. We engage in the R&D of key technologies to help develop 
e-scooters and improve their functions. In response to the national green 
energy technology promotion policy, we also actively cooperate with local 
governments to build e-scooter charing stations and battery exchange stations, 
becoming one of the key promoters of green transportation promotion.
Government 
Agencies
Method and Frequency of Engagement
Results and Actual Performance of Dialogue
Shareholder investments are the major support 
of business expansion and development and 
bring direct influence to the corporate finance, 
decision-making, and future development. We 
value the rights and interests of shareholders and 
regularly disclose information relating to corporate 
governance for shareholders to understand our 
operations more conveniently.
 
• Product safety and quality management
 
• Economic performance and proﬁt
 
• Recruitment and retention
(Regularly)
 
• Annual meeting of shareholders 
(AGM) (annually)
 
• Annual report (annually)
 
• Investor conference (quarterly)
(Irregularly)
 
• Acceptance of corporate visit
 
• Shareholder inquiry by phone
 
• Announcement of management 
status and timely disclosure of material 
information on the corporate website 
and the Market Observation Post 
System (MOPS)
Shareholders
Shaping a benchmark for business sustainability with information 
transparency
Upholding the HITS business philosophy, we 
embrace integrity and practice it in corporate 
governance, legal compliance, and risk 
management. By establishing a robust corporate 
governance framework, we ensure that the 
Board and management can meet the best 
interest of both the company and shareholders 
and maintain steady operations to protect 
the assets of shareholders and customers. In 
addition to strengthening the core services, 
we continuously cultivate the market through 
innovative and comprehensive means to expand 
the scale of operations, create proﬁt, and so to 
boost integrated growth.
 Excerpts from the CMC Annual Report 2021
Signiﬁcance and Value to CMC
Concerned Issues
Concerned Issues

2022 CMC Corporate Sustainability Report
18
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Method and Frequency of Engagement
Results and Actual Performance of Dialogue
Customers are the major source of revenues and 
directly influence sales and market presence. 
Customer satisfaction and loyalty are key to the 
success in business operations. Customer needs 
and feedback are significant to us. Hence, we 
improve product and service quality and establish 
a steady customer relationship.
 
• Customer privacy
 
• Customer relationship 
management
 
• Product and service 
innovation
(Irregularly)
 
• Contact points of new model development 
projects, email, conference call, formal 
meeting and regular project meeting
 
• Online inquiry through 0800 hotline of 
Customer Care Center (8:00~22:00)
 
• Customer satisfaction survey
 
• Irregular customer care activity
 
• Dissemination of SOP for vehicle delivery
 
• SMS and YES APP promotion information
Timely fulﬁlling customer demands with excellent services 
S i n c e  I  b o u g h t  t h i s 
car, I feel safe to have 
Mechanic Chen of the 
Rende Service Center 
take care of it. When I 
lost my remote control 
the other day and could 
not open the door with 
the spare key, I phoned 
the Rende Service Center for help. It was a Sunday and Chen 
was on leave. To my surprise, Chen immediately drove to my 
place to look into the matter upon hearing this. Then, he drove 
back to the service center to fetch the maintenance computer 
and returned to me to solve my door lock problem. Chen even 
tested the remote control again before leaving. I was deeply 
impressed by his enthusiasm and dedication.                         
 --- car owner Mr. Wang.
Customers
Signiﬁcance and Value to CMC
Concerned Issues
Industry associations and NGOs give us support 
and instructions, promote cooperation within the 
industry, and strive for policy support. We actively 
cooperate with the collaboration needs of industry 
associations to promote close collaboration 
within the industry. We also engage in long-term 
cooperation with NGOs to create the best future 
for the industry through reciprocity.
 
• Ethical management and 
legal compliance
 
• Product and service 
innovation
 
• Waste emission 
management
(Regularly)
 
• Annual "Anchor" program (quarterly)
 
• Vehicle Maintenance Service Tour 
(monthly)
 
• Trafﬁc Safety Camp (quarterly)
 
• Industry association board meetings 
(quarterly)
(Irregularly)
 
• Remote Agricultural Community Partner 
Development Program
 
• Annual "Dream Project"
 
• Happiness Guardian Program
 
• Bu Bu Sharing
 
• Online inquiry through 0800 care center 
hotline (8:00~22:00)
Rewarding outstanding college automotive talents by promoting 
university-industry exchange
We, the Society of Automotive 
Engineers (SAE) Taipei Section, co-
organize with CMC the National 
College and University Electric 
Vehicle Competition with to 
encourage young students to 
put theory into practice, develop 
teamwork, and cultivate R&D and 
innovation capabilities. In addition 
to emphasizing the driving performance, emission reduction, and 
energy conservation of vehicles, the competition also enables 
students to put theory into practice and demonstrate their talent. 
We also co-promote with CMC national engineering symposium, 
international student exchange, and participation in US SAE 
events to actively promote university-industry exchange and 
connect with the world. Promote university-industry exchange.
  --- SAE Taipei Section
Industry 
Associations/
NGOs
Concerned Issues

2022 CMC Corporate Sustainability Report
19
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
As the coordinator between CMC and consumers, 
dealers can promote products to the more 
extensive consumer market to help us increase 
market share. Additionally, they also help 
consumers solve problems and ease doubts to 
enhance our brand reputation, bringing signiﬁcant 
influence to our market presence and brand 
image.
 
• Economic performance and proﬁt
 
• E t h i c a l  m a n a g e m e n t  a n d  l e g a l 
compliance
 
• Product safety and quality management
(Regularly)
 
• Dealer conference (monthly)
 
• Analysis of the board operation 
and ﬁnancial statements of dealers 
(quarterly)
 
• Dealer e-leaning courses with Microsoft 
Teams (monthly)
 
• Dealer technology education and 
training (every four months)
(Irregularly)
 
• Regional dealer conferences or online 
meetings
 
• Dealer education and training
Method and Frequency of Engagement
Results and Actual Performance of Dialogue
As the tie between CMC and the public, the 
media helps shape our social image and 
reputation and influence our sales and market 
presence. We actively maintain a steady and 
sound relationship with the media to increase 
social trust through open and transparent 
communication and disclosure.
 
• Product safety and quality 
management
 
• Customer privacy
(Regularly)
 
• Corporate Governance 
Evaluation (annually)
 
• Test drivee and gatherings with 
the media (annually)
(Irregularly)
 
• Product launch press conference
 
• Organize ESG events
 
• Publish press releases
 
• Media interviews
Developing multifaceted and sustainable sales pathways by ingraining the 
green concept
The rapid development of sustainability issues 
has urged dealers to timely keep up with 
the latest legal and regulatory changes to 
respond to the related doubts of car owners. 
Through education and training, CMC 
outreaches the environmental sustainability 
concept and net-zero emission practice 
to management and sales representatives 
and ingrains the environmental sustainability 
concept in car owners through its service. 
In addition to creating a two-way learning situation for both CMC and car 
owners, this also enables car owners to understand Mitsubishi’s environmental 
concerns and helps boost sales. Every year it also leads dealers to join the “Earth 
Hour” event to substantively improve the emission reduction image of dealers.
 --- Dealer Fortune Motors Co., Ltd.
Sharing industry innovation trends through multifaceted cooperation
Every year CMC organizes test 
d r i v e s ,  i n n o v a t i o n  a n d  R & D 
presentations, and product launch 
press conferences for the media 
understand its latest products and 
operational directions with open 
and transparent information. It also 
holds investor conferences regularly 
to disclose the information regarding 
corporate governance and product 
innovation at CMC. All these reveals that CMC values the media and 
maintain a positive and steady relationship with the media.
 --- The Media
The Media
Dealers
Signiﬁcance and Value to CMC
Concerned Issues
Concerned Issues

2022 CMC Corporate Sustainability Report
20
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
1.2.4 Identiﬁcation of and Matrix Analysis of Material Topics
After locating the potential material issues based on the international sustainability standards and regulations, the SDGs, responsible investment, industry trends, and stakeholder interaction, 
we focused on 22 sustainability topics and further investigated their impacts caused.
Sources of sustainability issues
Sustainability Topics
2
Collection of 
sustainability 
issues
3
Evaluation 
of Impact 
Signiﬁcance 4
Conﬁrmation of 
material topics
1
Identiﬁcation of 
Stakeholders
5
Establishment and 
Periodic Review 
of Management 
Approaches
References are made to the GRI 
Standards, Responsible Business Alliance 
(RBA), Task Force on Climate-Related 
Financial Disclosures (TCFD), Carbon 
Disclosure Project (CDP).
International Sustainability 
Standards and Regulations
Screening actions to which we can 
contribute by assessing the 169 targets 
of the 17 SDGs.
Sustainable 
Development  Goals
References are made to the MSCI ESG 
Leaders Indexes and the standards of 
the Sustainability Accounting Standards 
Board (SASB).
Responsible 
Investment
Issues that concern industries, such 
as international sustainability leaders, 
business associate Hotai Motor Co., 
Ltd., and heterogeneous industries like 
Taiwan Cement and ASUSTek.
Industry Development 
Trends
Issues that concerns shareholders 
i n c l u d i n g  e m p l o y e e s ,  s u p p l i e r s , 
government agencies, dealers, customers, 
shareholders, industry associations/NGOs, 
and the media.
Issues that Concern 
Stakeholders
 
• Economic performance and proﬁt
 
• Customer privacy
 
• Customer relationship management
 
• E t h i c a l  m a n a g e m e n t  a n d  l e g a l 
compliance
 
• Anti-corruption and anti-competition
 
• Whistleblower system
Strengthening 
Corporate Governance
 
• Waste emission management
 
• GHG management
 
• Energy management
 
• Climate change
 
• Water resource management
 
• Use of renewable energy
Resource Recycling 
and Management
 
• Product safety and quality management
 
• Product and service innovation
 
• Low-emission products and services
Product Innovative 
Application
 
• Sustainable Supply Chain
 
• Business continuity management
Strengthening Value 
Chain Cooperation
 
• Recruitment and retention
 
• Safe workplace
 
• Collective bargaining
 
• Labor right protection
 
• Community engagement
Sustainability and 
Social Common Good

2022 CMC Corporate Sustainability Report
21
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Calculation Process
Based on the definitions of the GRI Standards (2021), we assessed the significance of the impacts on CMC and the economy, environment, and people (including human rights) of 22 
sustainability topics. Apart from setting the impact factor (IF) as the foundation for assessment, we have also considered the perspectives of stakeholders to facilitate the identiﬁcation of the 
external impacts caused by our operational activities. 
Quantitative Questionnaire Analysis
The table below shows the impact signiﬁcance match of individual stakeholder groups and material issues with reference to the stakeholder responses and in consideration of the materiality 
of issues. “Product safety and quality management” and “talents recruitment and retention” were the material issues with higher impact in 2022.
Description of Issue Changes
No.
Material Issues 2022
Description of Issue Changes
Recommendation and Description of Issue Adjustment 2022
1
Low-emission products and 
services
Term adjustment
The term “product carbon footprint” was adjustment in line with the net-zero emissions and industry trends.
2
Sustainable Supply Chain
Term adjustment
The term “supply chain management” was adjustment in line with the net-zero emissions and industry trends.
3
Product safety and quality 
management
New issue
This is a new issue for disclosure in 2022 and was adjusted as a material issue in 2022 after comparing to the major issues of competitors.
Stage 1
IF Calculation
In addition to assessing the routine operations, we have also identiﬁed the potential positive and negative impacts of the 11 sustainability topics with reference to the development trends of 
sustainability issues. Then, we assessed the signiﬁcance of impact based on the severity and likelihood of impacts. Furthermore, we calculated the IF of individual topics in consideration of the 
scale, range, reversibility, and human rights impact of individual factor.
Stage 2
Stakeholder 
Questionnaire 
and Analysis
By setting the “signiﬁcance of impact” as the criterion for topic materiality assessment, we screened 
key stakeholders having close interaction with CMC to ensure that the feedback is collected from 
stakeholders have a good understanding of CMC.
In 2022 we collected 61 stakeholder responses. After statistical analysis, we quantitatively assessed the 
materiality and impact signiﬁcance of each issue to understand the potential sustainability issues and 
management strategies.
Incorporation
Incorporate opinions closely related to CMC for the reference of material topics.
Questionnaire
Review of the perspectives and context of stakeholders, including their 
backgrounds and observations.
Analysis 
Quantify stakeholder feedback verify the pros and cons of stakeholders.
Signiﬁcance 
of Impact
High
↓
Low
Employees
Suppliers
Government 
Agencies
Dealers
Customers
Shareholders
The Media
Industry Associations/
NGOs
 
• Recruitment and 
retention
 
• Safe workplace
 
• Product safety and 
quality management
 
• Product safety and 
quality management
 
• Business continuity 
management
 
• Product and service 
innovation
 
• Customer privacy
 
• Ethical management 
and legal compliance
 
• Product safety and 
quality management
 
• Economic performance 
and proﬁt
 
• Ethical management and 
legal compliance
 
• Product safety and 
quality management
 
• Customer privacy
 
• Customer 
relationship 
management
 
• Product and service 
innovation
 
• Product safety and 
quality management
 
• Economic performance 
and proﬁt
 
• Recruitment and 
retention
 
• Ethical management and 
legal compliance
 
• Product and service 
innovation
 
• Waste emission 
management
 
• Customer privacy
 
• Product safety and 
quality management
2
Collection of 
sustainability 
issues
3
Evaluation 
of Impact 
Signiﬁcance 4
Conﬁrmation of 
material topics
1
Identiﬁcation of 
Stakeholders
5
Establishment and 
Periodic Review 
of Management 
Approaches

2022 CMC Corporate Sustainability Report
22
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Based on the GRI Standards (2021), the visual representation of the 22 sustainability issues is 
presented in the following matrix of material issues after cross-analysis of “their impact on the 
economy, society, and people (human rights)” and “the signiﬁcance of their impact on CMC”. 
We establish the sustainable development strategic policy, periodically review its performance 
and target accomplishment, and enhance performance reliability through internal validation 
and third-party veriﬁcation. Based on the management approaches of material topics, we set 
key performance indicators (KPIs), follow up on target accomplishment and progress, and verify 
the consistency between the KPI and sustainability principle. We deﬁne topics with signiﬁcant 
impact on “operations” and “the economy, environment, and people” as “high-concerned 
material topics”.
After consolidating IFs to calculate the results of stakeholder engagement, we selected and 
validated the 11 material topics of 2022. Although “climate change” was not considered as a 
material topic at the beginning, due to the net-zero emission trend and the effectuation of the 
Climate Change Response Act, after the discussion at the ESG Committee and cross-department 
meetings, we eventually decided to include “climate change” as a high-concerned material 
topic in consideration of its rising importance in line with global warming.
2
Collection of 
sustainability 
issues
3
Evaluation 
of Impact 
Signiﬁcance 4
Conﬁrmation of 
material topics
1
Identiﬁcation of 
Stakeholders
5
Establishment and 
Periodic Review 
of Management 
Approaches
Vehicle assembly
Technical service
Manufacturing 
Center
Assembly and 
Technical Service 
Plants
Sales
Import and 
Export
Branded Suppliers
Service and Sales 
Locations
Production Item
Supply chain
Material topic
Aluminum 
alloy steel 
wheel
Tire
Sheet metal
vehicle light
Bumper
Hood
Others
Product safety and 
quality management
Low-emission products 
and services
Safe workplace
Waste emission 
management
Product quality and 
safety management
Product and service 
innovation
Safe workplace
Waste emission 
management
Economic performance 
and proﬁt
Customer relationship 
management
Customer privacy
Materials and 
Component 
Manufacturers
Upstream
Midstream
Downstream
1.2.5 Material Topics and Automotive Value Chain
With the global rise of the climate change issue, automotive industries and supply chains 
around the globe actively engage in low-emission transformation. As the leader of Taiwan’s 
automotive industry, we have different value chains corresponding to our up-, mid-, 
and down-stream services, covering materials and part and component suppliers in the 
upstream, automotive manufacturing and assembly and technical service providers in 
the midstream, and branded suppliers and sales and service stations in the downstream. 
After assessing the environmental and social impacts and influences of the automotive 
value chain, we correspond it to the material topics and maintain close cooperation with 
upstream, midstream, and downstream suppliers to engage in sustainable development so 
as to enhance the sustainability competitiveness of Taiwan’s automotive industry.
Low
Topic in 
environmental 
aspect
Topic in social 
aspect  
Governance issues
Automotive industry 
issues
Impact on the economy, environment, and people (human rights)
Signiﬁcance of impact on operations
Use of renewable energy 
Water resource management 
Anti-corruption and anti-competition 
Whistleblower system 
Climate change 
Sustainable Supply Chain
GHG management 
Energy management 
Business continuity management 
Collective bargaining 
Community engagement 
Labor right protection 
Waste emission management 
Recruitment and retention 
Customer relationship management 
Product and service innovation 
Low-emission products and services 
Product safety and quality 
management
Customer privacy 
Ethical management and legal 
compliance
Economic performance and proﬁt 
Safe workplace 
High-Concerned 
Material Topic
Medium-Concerned 
Material Topic
Low-Concerned 
Material Topic
Materiality Deﬁnitions and Management Strategies of Topics
 
• High-concerned material topic: Set targets with periodic follow-up and management. 
 
• Medium-concerned material topic: Establish management policies and assign 
responsible control units 
 
• Low-concerned material topic: Insignificant short-term impact, continuous 
observation.

2022 CMC Corporate Sustainability Report
23
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Impact hotspot on value chain and description
Material topic
Business 
operations
Upstream
Downstream
Downstream
Description
Contribution to SDGs
Materials 
Procurement/
Product 
Manufacture
Customer 
Use
Reclamation 
and 
Recycling
Product safety and quality 
management
We have established a well-planned product quality management system to reduce 
hazards in product use with stable product quality, safety, and reliability and so to ensure 
compliance with the laws, regulations, and standards and fulﬁll customer expectations for 
all products.
INDUSTRY, INNOVATION 
AND INFRASTRUCTURE
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION
Product and service 
innovation
We engage in continual product improvement and R&D and continuously introduce 
NEVs in response to the market changes and energy conservation trend to fulﬁll customer 
demands with innovative technologies and services.
INDUSTRY, INNOVATION 
AND INFRASTRUCTURE
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION
Recruitment and retention
As employees are our biggest asset, we offer a well-established promotion and transfer 
system and good salaries and benefits, attract outstanding talents to join CMC, and 
cohere organizational commitment to create a better future with employees.
QUALITY 
EDUCATION
GENDER 
EQUALITY
DECENT WORK AND 
ECONOMIC GROWTH
PEACE, JUSTICE 
AND STRONG 
INSTITUTIONS
Customer privacy
We periodically maintain the information security system at high standards to ensure no 
leakage of customer privacy and ensure all protective measures are in place to safeguard 
the customer trust on CMC with absolute rigor.
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION
Economic performance and 
proﬁt
We engage in active business expansion and development through operations 
diversification, maintain steady profit and a robust corporate structure, and boost 
automotive sales every year to enhance competitiveness and improve operational 
performance.
DECENT WORK AND 
ECONOMIC GROWTH
Customer relationship 
management
We listen to customer feedback and periodically gather customer opinions. We value 
each piece of customer advice and maintain sound two-way interaction with customers.
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION
Ethical management and 
legal compliance
Integrity is the guiding principle of business operations at CMC. We treat customers with 
sincerity, run the business with diligence, and comply with applicable laws and regulations 
to ensure sustainable development.
PEACE, JUSTICE 
AND STRONG 
INSTITUTIONS
Low-emission products and 
services
We actively develop low-emission technology and NEVs and enter the green market with 
low-emission products to provide customers with more automotive options and contribute 
to environmental protection at the same time.
INDUSTRY, INNOVATION 
AND INFRASTRUCTURE
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION
CLIMATE 
ACTION
Safe workplace
We emphasize occupational safety and health and protect employee health, 
believing that only the best care for employee health can productivity, efﬁciency, and 
organizational commitment be enhanced.
GOOD HEALTH 
AND WELL-BEING
QUALITY 
EDUCATION
PEACE, JUSTICE 
AND STRONG 
INSTITUTIONS
Waste emission 
management
Reduce environmental production through proper waste recycling and energy efﬁciency 
enhancement. By complying with various waste reduction laws and regulations, we 
promote environmental protection and reduce negative impacts to practice out 
commitment to environmental sustainable development.
CLEAN WATER 
AND SANITATION
INDUSTRY, INNOVATION 
AND INFRASTRUCTURE
CLIMATE 
ACTION
LIFE ON 
LAND
Climate change
While GHGs from product production and manufacture will accelerate global warming, 
we establish the internal climate response policy and engage in low-carbon transformation 
with suppliers to provide customers with more options for green products.
CLEAN WATER 
AND SANITATION
CLIMATE 
ACTION
LIFE ON 
LAND

2022 CMC Corporate Sustainability Report
24
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
1.2.6 Management Approaches and Visionary Targets
2
Collection of 
sustainability
issues
3
Evaluation of 
impact 
Signiﬁcance 4
Validation of 
material
Topic
1
Stakeholder
type
5
Establishment and 
Periodic Review 
of Management 
Approaches
Product 
safety and 
quality 
management
Product safety and product quality 
are our first priority. Before shipping 
we conduct quality control (QC) 
inspection on every product through 
complete and stringent processes, 
including parts, finished vehicles, and 
after-sales service and guarantee, 
to ensure total compliance with the 
quality requirements of the vehicle and 
customers.
Short-term
Replace paperwork with the 
tablet PC in QC inspections 
and extend to materials 
incoming QC inspection and 
vehicle OQC inspection.
 
• MG car implementation: All three models of the HS range 
met various quality requirements.
 
• QC information digitization system: Enhanced work 
efficiency, quality big data application, and graph 
visualization.
 
• Smart management: Optimized timely and preventive 
management through real-time quality monitoring and big 
data analysis and application.
 
• New technology application: Used 3D visualization 
devices for automatic tests and calibration, VR devices for 
education and training, and I/O devices for simulation and 
quality instructions to make quality more reliable. 
 
• Mistake-prooﬁng (poka-yoke) quality system: With the error 
prevention (fool-proofing) equipment and tools, 100% 
quality was assured at the first time to deliver trustworthy 
quality for customers.
 
• Suppliers can discuss with CMC and make real-
time report and control of product status via the 
4M change system.
 
• Post information over the SCM platform via 
software quality assurance (SOA) to notify all 
suppliers or customers.
 
• All suppliers establish the “QC Practices During 
COVID-19”.
 
• Validate the performance of suppliers with the 
“Horizontal Implementation Validation and 
Improvement Form”. Request for improvement 
measures for failure to meet the requirements 
and completion of improvement by a time-limit.
Medium to long-term
Ensure unaffected part quality 
and continuously maintain 
zero error with computer 
check.
Product 
and service 
innovation
In response to the environmental 
protection regulations at home and 
abroad and the international changes, 
we actively engage in transformation, 
continuously develop the “commercial 
vehicle sector” and innovate the “NEV 
sector” to providing quality products 
that carry happiness and deliver warmth 
with new forms of convenience and 
power.
Short-term
Announce the EZ2 e-scooter 
to implement HEV to raise the 
CAFE standard of the whole 
plant.
 
• Implemented the eHRD system, uploaded new courses 
every month, and all 22 dealers completed the training.
 
• EZ2 e-scooter R&D and EX3 e-scooter pilot research.
 
• Continuously implemented the “Youth Dealer Franchise 
Program”, and 3 dealers and 8 franchised stores were 
opened in 2022.
 
• Launched the brand-new battery plan “Save More with 
eMOVING” to lessen the monthly battery rate burden 
(exceeding the petroleum rate) of light users. In 2022 about 
64.3% of owners subscribed this new plan.
 
• Continuously developed the “Ride with Fun” two-wheeler 
app.
 
• Co-developed the emergency steering assist system with 
the National Taipei University of Technology.
 
• Completed the facelift development of the eVeryca van/
truck and certiﬁcation of energy efﬁciency enhancement.
 
• We determine the results and come up with 
improvement measures according to the CMC 
model development system
 
• We actively support the suppliers to pass the ISO 
14001 certiﬁcation.
 
• The Business Partners Conference is held 
periodically to present the energy vehicle 
programs to the suppliers and actively look for 
collaboration opportunities
Medium to long-term
C o n t i n u o u s l y  i n t r o d u c e 
NEVs and enhance the fuel 
efficiency of commercial 
vehicles by 20%.
Management 
approaches
Our Management Commitment
Action Performance
Management and Improvement Mechanisms
Target Term

2022 CMC Corporate Sustainability Report
25
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Recruitment 
and retention
Employees are the most important asset 
to CMC. We value the development 
diversity of employees, enhance 
the employee retention rate, recruit 
outstanding talents in the industry, and 
ensure production efﬁciency.
Short-term
Establish comprehensive 
c h a n n e l s  t o  r e c r u i t 
appropriate talents and 
enhance the retention rate of 
new employees.
 
• In 2022 a total of 75 employees recommended 84 talents to 
CMC. Based on the duty reporting rate of recommended 
talents, a total of NT$335,000 was distributed as the talents 
recommendation bonus.
 
• In 2022 we introduced the departmental talents 
recommendation point collection plan and distributed a 
total of NT$190,000 as the talents recommendation bonus.
 
• University-industry collaboration with Vanung University.
 
• Internship program with Chienkuo Technology University.
 
• Support for the government’s Youth Employment 
Navigation Program
 
• Internship program with Kao Ying Industrial, Commercial, 
Vocational High School.
 
• Comprehensive benefits for employees, e.g., 
gatherings, LOHAS exercise, diversiﬁed employee 
clubs.
 
• Well-laid pension system.
 
• Promotion of the “Zero Limit on Development” 
program to extend the career of senior workers.
 
• Development of a multifaceted leave system, 
e.g., short summer break, volunteerism leave, 
extended paternity leave, COVID-19 leave.
Medium to long-term
Develop long-term and stable 
workforces and offer industry-
better remuneration and 
rewards 
Customer 
privacy
To enhance management against 
personal data leakage, we inventory 
and validate various program using 
personal data, implement management 
at the source, and establish the 
“CMC Personal Information Security 
Committee” to implement the measures 
for security management of personal 
data.
Short-term
R e q u e s t  d e a l e r s  t o 
incorporate personal data 
protection in the standard 
operating procedures (SOP) 
of car delivery.
 
• Before vehicle delivery, the customers are required to sign 
the agreement that they authorize the Company to use 
their personal information
 
• In each department, the access to the customer 
information is limited to the approved sales-related 
personnel only
 
• Periodic deletion of customer data after use.
 
• Through new car training, we educate the 
dealers about how to explain our key personal 
information protection policies to car buyers and 
require them to stick to the procedures
 
• We arrange personal information security 
education and training led by our in-house 
instructors on an annual basis, and periodically 
require all employees to take the online courses 
on Personal Data Protection Act designed by the 
Company, or disseminate information through 
the courses
Medium to long-term
Continuously strengthen 
personal data protection and 
enhance the awareness of 
personal data protection in 
employees through education 
and training.
Economic 
performance 
and proﬁt
Maintaining the steadiness and 
growth of economic performance 
is our fundamental commitment to 
the shareholders. Through diversified 
operation and innovative R&D, we 
expand the market, increase the 
sales, and pursue the sustainable 
development of the Company
Short-term
Progressively launch various 
facelift and special education 
m o d e l s  a n d  i n t e g r a t e /
enhance the retail system to 
meet the consumer needs.
 
• No. 1 market share for micro electric two-wheelers in 2022, 
 
• Accumulative sales of eMOVING during 2018-2022 were 
over 18,000 units.
 
• The 2022 sales of four-wheelers were up to 44,437 units or 
NT$21.37 billion.
 
• Hold the AGM and publish the annual report 
every year.
 
• Hold the investor conference quarterly and 
accept corporate visits from time to time.
 
• Hold regular meetings to keep track on 
exchange rate changes and adopt steady 
heading policies.
 
• M a i n t a i n  c l o s e  i n t e r a c t i o n  a n d  s o u n d 
relationships with various banks to strive for the 
best interest rate for ﬁnancing and savings.
 
• Periodically assess the capital adequacy for 
operations and turnover and apply for ﬁnancing 
credits from various banks to ensure no liquidity 
risks.
 
• Assign responsible personnel to keep track on 
tax regulation changes and study and draw up 
counteractions for such changes to ensure tax 
compliance, enjoy tax incentives, and mitigate 
tax.
Medium to long-term
Seize domestic and overseas 
markets through operations 
diversification to pursue 
steady operations and profit 
growth.
Management 
approaches
Our Management Commitment
Action Performance
Management and Improvement Mechanisms
Target Term

2022 CMC Corporate Sustainability Report
26
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Customer 
relationship 
management
We keep ourselves aware of 
what motivates consumers to 
buy vehicles or how they use 
them to fully understand the 
consumer needs so as to to 
protect their rights and interests 
a n d  e n h a n c e  c u s t o m e r 
satisfaction.
Short-term
Improve the service expertise 
of service representatives and 
the certification of SSI sales 
representatives, including a 
passing rate of over 95% in the 
mystery shopper test.
 
• Added the online questionnaire survey to increase the population 
for the new vehicle sales satisfaction survey.
 
• For the problems that the customers have, the responsible service 
stations are appointed to repair the vehicles and deal with customer 
dissatisfaction
 
• Appropriate part of the amount for the customer 
satisfaction evaluation bonus to incentivize sales 
consultants to optimize sales service.
 
• Conduct a customer satisfaction survey after 
warranty repair every week, review the CSI score 
of all service centers across Taiwan every month, 
and request centers in the last two places to 
present an improvement report at CMC HQ.
 
• 0800 Customer Care Center: Handle customer 
inquiries and complaints.
 
• Customer satisfaction survey: Conduct the 
maintenance satisfaction survey on customers at 
service centers each week.
Medium to long-term
Improve service quality and 
maintain sound and positive 
interaction with customers.
Ethical 
management 
and legal 
compliance
We establish an integrity-
based policy and have it 
approved by the Board. 
We also establish a sound 
corporate governance and risk 
control mechanism to create 
an environment for sustainable 
development.
Short-term
Zero non-compliance of parts 
and top 5% in the Corporate 
Governance Evaluation
 
• We conduct an external board performance evaluation every three 
years (the most recent one was in 2021)
 
• Annual meetings have been convened for different divisions related 
to the teams to present the implementation status of the year
 
• Education and training courses are arranged
 
• We have established operating regulations regarding trade secrets 
management
 
• Appointment of dedicated personnel for legal affairs to keep up 
with the changes in laws, inform relevant units of such changes and 
the risks thereof, and request the units to make immediate responses
 
• In accordance with the “Unethical Behavior 
Report Handling SOP”, after producing the 
report every six months, the Audit Office will 
present the report to the president, directors, and 
independent directors to explain the handling 
status of each unethical behavior report.
 
• Incorporation of ethical management into the 
employee performance evaluation and human 
resource policies, and establishment of specific 
and effective systems for rewarding, punishment 
and reporting
 
• The functional units make self-evaluation under 
internal control every year
 
• Regular internal and external audit plans are 
implemented annually
 
• The Company takes part in TWSE’s Corporate 
Governance Evaluation every year
 
• Periodically audit customers in coordination with 
the government regulations.
Medium to long-term
Continuously improve the 
c o r p o r a t e  g o v e r n a n c e 
culture, with sustainable 
operations as the ultimate 
goal.
Low-emission 
products and 
services
D e v e l o p  l o w - e m i s s i o n 
products and technologies 
and implement low-carbon 
t r a n s f o r m a t i o n  a r e  o u r 
environmental concerns. 
Through continual product 
improvement, we provide 
customers with the best service 
quality.
Short-term
Implement the Design BOM 
system and the PLM+DFMEA 
KM module and develop the 
topology optimization analysis 
capability.
 
• Painting Line 1 ASU modiﬁcation: Reduced natural gas consumption 
by 20% in winter after direct heating modiﬁcation.
 
• Coating and gluing automation enhancement: Enhanced gluing 
automation from 25% to 45%.
 
• Reduced power consumption with the 3-in-1 motor and enhance 
battery capacity to increase travel mileage.
 
• Facelift for the Veryca and Zinger reduced fuel consumption and 
ensure market share.
 
• Developed integrated starter-generator (ISG) for 3.5T models. 
 
• Introduced the HS ranges of MG cars and passed the certiﬁcation 
for the HS 1.5T, 2.0T, and PHEV models.
 
• Improved the carving quality and reduced ambient noise with laser 
VIN carving for the quietness and ﬂexibility of laser carving.
 
• Set franchised stores in regions without stores or vulnerable regions to 
build a complete retail network for eMOVING.
 
• Built 110 eMOVING charging stations, accounting for 52% of all two-
wheeler charging stations across Taiwan.
 
• Run emission and fuel consumption tests of all 
products before shipping.
 
• Reasonably and automatically improve 
production lines periodically.
 
• Extend the procurement module of the 
e-procurement platform to the suppliers to 
simplify the paperwork process and reduce 
paperwork lead time.
 
• Introduce the Delmia simulation software to 
realize engineering synchronization to shorten 
development time and enhance equipment 
planning accuracy.
 
• Continuously implement more advanced ISG 
technology and engage in EV and e-scooter 
R&D to develop low-emission and low-energy 
consumption NEVs.
Medium to long-term
Set Net-Zero 2050 as the 
emission reduction target to 
practice energy conservation 
and energy transformation 
and actively develop low-
emission transportation.
Management 
approaches
Our Management Commitment
Action Performance
Management and Improvement Mechanisms
Target Term

2022 CMC Corporate Sustainability Report
27
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Safe 
workplace
We actively practice workplace safety 
and health management and protect 
the health and safety of employees to 
cohere organizational commitment.
Short-term
Implement the Occupational 
Safety and Health Policy to 
provide a safe and healthy 
workplace for employees.
 
• NHI-covered outpatient services are provided in the plants 
to take care of the employees’ health. The employees can 
get free diagnosis services during work time whenever they 
don’t feel well
 
• Contracted dietitians are appointed to offer free nutrition 
consultation service for the employees in the plants, so that 
the employees can have a better diet when dining out
 
• Purchased the InBody Composition Analyzer for employers 
to understand their body composition: muscle, fat, 
and bone. Arranged dietitian consultation services for 
employee to tailor personal diet and exercise plans.
 
• Gift for birth: Mothers were given a cash gift of NT$1,600 for 
each baby. 
 
• Gift for maternity: Pregnant employees were given a gift 
for maternity of NT$2,000 for each baby.
 
• The CMC kindergarten has accepted 827 children of 
employees since its establishment.
 
• The CMC after-school club has accepted 168 children of 
employees since its establishment.
 
• The Occupational Safety and Health Committee 
meetings and management review meetings are 
organized to review and improve the execution 
of measures for a safe workplace
 
• Hold the epidemic control meeting periodically 
to review and improve the epidemic control 
measures.
Medium to long-term
Pass the certification of ISO 
45001.
Waste 
emission 
management
CMC  p r o a c ti v e l y c o m p l i e s  w i th 
environmental regulations such as the 
Air Pollution Control Act, Water Pollution 
Control Act, and Waste Disposal Act, 
and implements waste management 
in accordance with the ISO14001 
environmental management systems to 
lower environmental impact.
Short-term
R e d u c e  w a s t e w a t e r 
discharge by 10% in two years, 
coating VOCs emission by 2% 
in two years, and waste paint 
by 6% in two years.
 
• Implemented waste reduction and the recycling of waste 
of higher heating value (HHV).
 
• The efﬂuent recycling equipment is installed
 
• Implemented the VOCs reduction project at the painting 
workshop.
 
• Yangmei Plant passed the certiﬁcation of carbon footprint 
and water footprint for the EM25 Shine e-bike.
 
• Yangmei Plant passed the certification for the ISO 46001 
Water efﬁciency management systems.
 
• Hsinchu Plant harvested and reused rainwater up to 1,136t 
in 2022, with an recycling rate increased by 215% over 
2021.
 
• Relevant indicators and projects have been 
incorporated into the Company’s 5-year work 
objectives for implementation
 
• The implementation and achievement status will 
be followed up and reviewed through regular 
meetings and evaluated on a monthly, quarterly 
and yearly basis. The objectives will also be timely 
adjusted if necessary
Medium to long-term
R e d u c e  w a s t e w a t e r 
discharge by 25% in ﬁve years, 
coating VOCs emission by 5% 
in ﬁve years, and waste paint 
by 15% in ﬁve years.
Climate 
change
Climate change will affect the stability 
and quality of product manufacture. 
Hence, we actively engage in carbon 
reduction and plant safety protection to 
reduce disasters due to climate change.
Short-term
Implement self-generation of 
solar power and the ISO 50001 
energy management systems 
and continuously expand 
the scope of product carbon 
footprint calculation.
 
• Yangmei Plant implemented the PV system construction 
project in 2022.
 
• A total of 25 coastal clean-ups were organized individually 
by different departments with the participation of suppliers 
to enhance the action for environmental sustainability in 
2022. 
 
• Invested NT$72.5 million in building the high-temperature 
and low-temperature laboratories.
 
• Equipped inspection lines with the drainage system to 
prevent damage on high valued equipment caused by 
natural disasters.
 
• Promoted low-carbon tourism to offshore islands by 
introducing 100 units of the iE125 to Liuqiu Island and 22 
units of eVERYCA to Kinmen to reduce carbon reduction 
on offshore islands with green vehicles.
 
• Build ﬂood protection gates to prevent damage 
on vehicles in the plant by ﬂoods. 
 
• The energy saving projects and water saving 
projects are constantly implemented at plants
 
• Increase the testing and solution costs for 
vehicles before shipping to prevent the rise of 
vehicle failure rate due to extreme temperatures.
 
• Provide product repair services or new car 
purchase for the car damage of stakeholders 
due to typhoons.
 
• Continuously plan the environmental and 
ecological education park.
Medium to long-term
Complete the construction of 
the independent PV system 
and transition to green power 
according to the net zero 
emissions planning.
Management 
approaches
Our Management Commitment
Action Performance
Management and Improvement Mechanisms
Target Term

2022 CMC Corporate Sustainability Report
28
Vision Blueprint for Corporate Sustainability
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Scope of Stakeholder Impact
Through identiﬁcation including internal and external impact assessment and integrating the perspectives of stakeholder groups, the 11 material topics were ﬁnalized after validation with the 
CMC ESG Committee. In the future, we will maintain contacts with CMC stakeholders from time to time to validate if there are changes in the negative and positive impacts on CMC of the 
material issues and the stakeholder expectations on CMC.
Apart from planning corresponding management approaches and countermeasures to address material issues, we have also established action plans based on the short-, medium-, and 
long-term targets and follow up on the results periodically. For immaterial issues, we planned and implemented relevant counteractions based on the existing management processes and 
disclosed the relevant indicators for stakeholders to get the whole picture of our operations.
Category
CMC
Material topic
Signiﬁcance to Operations
Scope of Stakeholder Impact
Internal
External
CMC
Suppliers
Government 
Agencies
Dealers
Customers
Shareholders
Industry 
Associations/NGOs
The Media
Automotive 
Industry
Product safety and 
quality management
Ensure compliance with product health and safety regulations 
through protect safety tests and quality management and 
optimization to provide customers with high-quality products.
Product and service 
innovation
Enhance core competitiveness through continual product R&D 
and innovation, produce high-quality products with professional 
technologies, diversify service pathways, make continual service 
improvement, and enhance customer satisfaction.
Customer privacy
Customer privacy protection is our due responsibility. By raising the 
level of information security management through a well-planned 
customer privacy protection policy, we provide customers with safe 
and secure services.
Customer relationship 
management
We value customer demands and feedback. Through customer 
satisfaction surveys and grievance handling, we make continual 
improvement in product and service design to maintain a sound 
customer relationship.
Low-emission products 
and services
Maximize economic value while addressing environmental 
sustainability through the carbon reduction and optimization of 
manufacturing processes, products, and services and provide 
customers with data relating to the product carbon footprint.
Governance
Economic performance 
and proﬁt
Develop complete strategies and management mechanisms 
to facilitate the steady growth of operational performance and 
increase proﬁt for sustainable operations.
Ethical management 
and legal compliance
Incorporate business ethics and integrity into the operational 
strategy and prevent operational and ﬁnancial impacts due to non-
compliance through legal compliance and ethical management.
Environment
Waste emission 
management
Reduce environmental impact through waste disposal, reduction, 
recycling, and reuse.
Climate change
Enhance product R&D and production safety to address the risk 
of natural disasters at the rise of the demand for energy-efficient 
transportation in consumers in response to the tightening emission 
control due to climate change.
Society
Recruitment and 
retention
Employees are the most important asset to CMC. We offer complete 
and industry-better employee beneﬁts and develop positive labor-
management relations through unfettered communication channels 
to attract talents.
Safe workplace
Labor safety always comes ﬁrst at CMC. To promote employee health 
and safety, we continuously improve safety and health management 
measures and proactively prevent occupational accidents.
Note: ●Direct impact    Business-related impact

2022 CMC Corporate Sustainability Report
29
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Launched the CMC P350 Hybrid to reduced 
emissions by 0.34kgCO2e/liter of diesel
Up to 90% of suppliers
passed the ISO 14001 EMS certiﬁcation
Monthly average score of new car owner 
satisfaction in 2022 up to 996 marks (out of 1,000)
License plate collection of 2,735micro e-bike 
with market shares up to 13.4%, ranking at 
marketNo.1
I n v e s t m e n t  i n  a c t u a l 
vehicle testing totaled 
NTD93,760,000
eMOVING and Ysrt launched 100 units of 
iE125 to Liuqiu Island
30 car models
passed the Green Mark certiﬁcation 
of EPA.
To keep up with the market trends and green energy development, 
apart from continuously investing resources in technology 
optimization, we launch low-emission and green-energy products 
and optimize service experience through quality management 
improvement, sustainable development and co-prosperity with 
the supply chain, and internal and external development and 
innovation collaboration. By fulﬁlling the market demands through 
continual product and technology R&D and innovation, we aim 
to build a sustainable value chain for the mutual prosperity with 
suppliers and dealers in a top-down manner so as to contribute to 
the progress of Taiwan’s electric vehicles.
Core Vision and Commitment
Strategic Goal
Short-term
Medium-term
Long-term
 
• Continuously develop new energy vehicles 
to boost the technologies and expand the 
market
 
• Set up the Part Development Management 
System (PDMS) to digitally manage the 
important development processes
Keep on introducing NEVs, increase the 
fuel efﬁciency of commercial vehicles, and 
aggressively develop new models
Expand the scope of supply chain 
management, with the supplier 
information from up- and downstream 
supply chain combined for early 
detection of the controllable and 
uncontrollable factors
Innovative 
Technology
Sustainable 
Value
2
2.1  Visionary Technology: Making safe and 
comfortable products
2.2  Sustainable Manufacture: Towards digital 
management of production lines
2.3  Mutual Prosperity and Existence: Pursuing 
sustainability with suppliers
2.4  Valued Service: Providing safe and quality 
services
Outcomes and Performance in 2022
Material topic
Product and service 
innovation
Product safety and quality 
management
Low-emission products 
and services
Customer relationship 
management
Customer 
Privacy
INDUSTRY, INNOVATION 
AND INFRASTRUCTURE
RESPONSIBLE 
CONSUMPTION 
AND PRODUCTION
CLIMATE 
ACTION
PARTNERSHIPS 
FOR THE GOALS

2022 CMC Corporate Sustainability Report
30
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2.1 Visionary Technology: Making safe and comfortable products
CMC Operational Strategy
The global automotive industry entered a new era in 2022 towards vehicle-to-everything 
(V2X) characterized by intelligent, sharing, and electric features. CMC is devoted to 
meet the consumer demands and the market trends, and since the full electriﬁcation of 
vehicles for carbon emission reduction has been the current trend, the Company has 
been pursuing the goal of NEV development. Hence, we set “transformation from inside 
out” as the operational goal. In the future, we will foster the “diversiﬁed brand business”, 
develop the “commercial vehicle business”, and innovate the “new energy vehicle business”. 
Additionally, apart from deploying an innovative business model through designing and 
developing products with excellent quality and meeting the market demands, we will also 
develop control processes based on the new models to progressively achieve the QG (quality 
gate) objectives at different stages.
1.  Strive for opportunities to import popular models overseas to fulﬁll the diverse 
consumer demands.
2.  Actively seek opportunities for collaboration with external resources to 
develop the diversiﬁed brand business
 
• Introduce the HS series from MG and actively import Mitsubishi’s PHEV 
and other NEV models
1.  Complete the medium, small, and mini commercial vehicle (CV) ranges and independently 
develop new appearances and power systems for CV
to extend the product life cycle of the CV.
2. Develop smart systems and features to increase the comfort and safety of CVs
 
• Launched the CMC P350 Hybrid in 2022 to provide the CV market with another 
option.
 
• Local production of the advanced driver assistance systems (ADAS), with 
speciﬁcation adjustment started in 2022. 
1.  Engage in key technology development to improve the performance and extend the trip mileage to eMOVING 
two-wheelers. 
2. Increase product ranges in response to the government’s e-bus designed and made in Taiwan (DMIT) policy.
 
• Independent development of electric four-wheelers, including the e-VERYCA in 2021 and VERYCA E300 in 2023, to 
signiﬁcantly enhance durability.
 
• Increase in the product ranges of electric two-wheelers and launch of the EZ2 in collaboration with GOGORO in 
2023
 
• License plate collection of 2,735 micro e-bikes with market shares up to 13.4%, ranking at market No.1 
Society
(S)
Promotion of 
“diversiﬁed brand 
business”
Development of 
“commercial vehicle 
business”
Innovation with 
“new energy vehicle 
business”

2022 CMC Corporate Sustainability Report
31
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2.1.1 Advanced Technology and Process Innovation
Product Development Strategies
CMC Product Development Process
2022 innovation and R&D investments up to NT$1.558 billion
Provision of Products that Satisfy the Market Demands
New product innovation and development matter continuous proﬁt-making and sustainable 
operations. We invest resources in innovation and R&D and produce high-quality products 
with professional technology. Apart from engaging in body, interior/exterior, chassis, and part 
development, the R&D team also review the development progress and trial parts together 
with customers. Every year the R&D department sets the annual targets for new product 
and process development. Through the stringent innovation and development processes, it 
continuously launches new products and technologies to maintain steady development in the 
increasingly competitive market.
Idea of a product
Completion of the 
development
Conception of the 
development/business
Final quality assurance
Determination of the 
speciﬁcation
Mass production
Before product development and 
implementation, we investigate 
the car buying motivation of 
consumers or listen to the car use 
experience of owners through 
new car buyers study (NCBS), 
focus group interview (FGI) and 
dealer interview to develop 
products that meet the market 
trends.
In response to the rising global 
awareness of environmental 
protection in recent years and 
the government’s green energy 
policy, apart from actively 
importing the PHEV from MG, 
we will launch the ECLIPSE 
CROSS PHEV from Mitsubishi after 
researching and analyzing the 
customer demands so as to fulfill 
the green energy demand of 
businesses and car owners.
To fulfill the comprehensive 
leisure demands of consumers, 
we license manufacturers to 
launch the caravan range for the 
VERYCA to provide drivers and 
passengers to more convenient 
driving experience.
We launch the CMC P350 HYBRID 
equipped with the independently 
developed ISG power system, the 
smart cruise control (SCC) safety 
system, and the maximum load of 
1,610kg (highest in class) to meet 
customer expectations more 
closely.
In 2022 we maintained leadership 
in safety regulation compliance 
for all CMC cars and enhanced 
the safety protection for all 
series to improve vehicle safety 
and convenience with various 
additional features.
Research on market 
demands
R&D of sustainable 
green energy 
products
Diversiﬁed service 
experience
Listening to 
customers’ 
expectation
Product safety 
enhancement

2022 CMC Corporate Sustainability Report
32
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Development Goals of Product and 
Technology Innovation
To follow the market trend of green energy and the Corporate 
Average Fuel Economy Standards (CAFE) enforced in Taiwan 
in 2022, the Company has independently developed electric 
vehicles and hybrid models. Aside from launching new products 
that lead us into the market of ordinary heavy-duty electric 
motorcycles to boost our competitiveness therein, we also plan 
to introduce hybrid electric trucks this year to enhance the 
competitiveness of our truck products.
Performance
NEV Development and Technology 
Advancement
R&D of lithium-ion power battery applicable to 
commercial use
 
• Successfully mass-produced the eMOVING iE125 e-scooter. Apart from the increasing the battery capacity, we also shortened the quick charge time to 80% from 48 
minutes to 18 minutes.
 
• Accepted for use by Chunghwa Post.
Enhancement of electric two-wheeler power 
system
 
• Developed the 7.2KV air-cooled power system
 
• Improved performance with high-torque motor (28Nm)
 
• Completed quality quality validation and design validation before mass production in 2022
Fast charging system with a common charging 
speciﬁcation
 
• With the fast-charging battery, we are the ﬁrst company in the electric scooter industry to simultaneously realize the three features: high-speed charging, long endurance, 
and long service life
 
• We facilitate the fast charging operation and set up demonstration operation for compatible charging
Cooling system with cooling chips
 
• Quickly inhibited temperature rises due to battery charging and discharging on e-scooters.
 
• The small volume of cooling system is an advantage in terms of the space for use
 
• Passed the battery life test and the ECE R100 test to ensure durability of over 300km.
Vehicle Safety System Upgrade
Independently developed the relevant parts and components in response to the ADAS trend.
Started Level 2 speciﬁcation adjustment and road test preparation in 2022 for use on independently developed CMC 
models in 2023 to enhance technical capacity as well as progressively raise the level of advanced driving and safety 
systems towards autonomous driving.
ADAS
▲CMC commercial vehicle ADAS
Short-term 
(within one year)
 
• Take responsibility for the goals set 
by the CMC Board and the KPIs of the 
Group in 2023:
1. Domestic sales of 48,163 four-
wheelers, accounting for 11.4% of the 
small four-wheeler market.
2. Domestic sales of 10,000 two-
wheelers,
Long-term
 
• Progressively raise the level of 
advanced driving and safety 
systems towards autonomous 
driving. 
Medium-term
 
• Development of 3.5t CVs in response to the CAFE 
policy and to expand CMC product ranges.
 
• Development of the new two-wheeler business: In 
addition to the EZ2 ( (51-150cc) model equipped 
with the 7KW motor planned for mass production, 
we will develop the EZ3 of the same displacement 
for women to add more options two-wheelers.

2022 CMC Corporate Sustainability Report
33
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
To develop competitive NEVs that meet the market demands through the independent 
development and validation of new-typed batteries, in consideration of energy conservation, 
carbon reduction, and energy recovery, we built and inaugurated the new energy laboratory 
in 2021. In 2022 we actively contact worldwide excellent suppliers to make continual 
improvement to develop lightweight batteries at a lower cost with higher safety.
In response to the in-house EV and hybrid CV development, we completed the modiﬁcation 
of the new module testing equipment at the end of 2022 to accelerate the performance 
validation of battery packs. In addition to running the continuous test on battery pack 
durability with the programmable battery automatic charging and discharging system, the lab 
New Energy Laboratory
Testing Items in Cryogenics 
Laboratory and the Results 
thereof
Project Description
Heater performance testing in the 
cryogenics laboratory
Validate compliance with the vehicle development targets of the vehicle heating system 
performance and fulﬁll the use demands of customers.
Defrost testing in the cryogenics 
laboratory
Validate defrost performance of the vehicle heating system to ensure clear vision for driving safety
Defog testing in the cryogenics 
laboratory
Validate defrost performance of the vehicle heating system to ensure clear vision for driving safety
Power margin test (winter)
Validate generator power supply meeting the winter demand to ensure driving safety.
Placement and freezing test in the 
cryogenics laboratory
Make sure of the frozen status of parts when the vehicle is placed outdoor after being driven on the 
road of melted ice and washed to ensure that the frozen status does not impact the normal use of 
vehicleValidate the frozen status of parts when the vehicle is placed outdoor after being driven on 
the road of melted ice and washed to ensure that the frozen status does not impact the normal use 
of vehicle
Cold resistance testing of resin parts 
of actual vehicle
Validate the low-temperature tolerance of resin parts to prevent deformation and breakage.
Low-temperature cold startup test 
Validate compliance with the development targets of low-temperature cold startup to meet 
customer needs.
Low temperature-related function 
testing
Validate the low-temperature performance of relevant functions to meet the use needs and 
vehicle safety demand of customers.
is equipped with the ﬁre system using smoke detectors and submersible pumps and the energy 
storage cabinet to recover the electrical energy discharged in the battery test to achieve 
environmental protection and energy conservation.
In recent years, climate change has led to more and more extreme weathers, particularly the 
extreme cold and extreme heat events. CMC has invested NTD 72.50 million to set up the high 
temperature and cryogenics laboratory for product testing, thereby ensuring the stability of 
products sold and reducing the failure rate. Also, by establishing the actual vehicle laboratory, 
we have enhanced the vehicle quality and increased export opportunities.
Innovative Laboratory 
Equipment
Description
All spent batteries from experiments are 
discharged to reduce activity before 
scrapping by government-accredited 
contractors. After we replace the lithium 
iron phosphate battery with the ternary 
lithium battery, contractors sell the cathode 
materials with commercial value recovered 
from the batteries to cathode materials 
manufacturers for recycling into cathode 
materials with commercial value for reuse. 
In 2022 a total of 10,400kg of batteries were 
recovered.
By matching the operation of the high 
energy consumption equipment, including 
battery charge and discharge equipment 
and immersion cooling equipment, 
we regenerate electricity from battery 
discharge, charge batteries in the night 
time (lower electricity rate), and regenerate 
electricity at peak hours in the daytime to 
save electricity by 120kWh/day or reduce 
the contract capacity by a maximum of 
37KW each month. 
Laboratory Battery Recycling and Reuse
Energy Storage Cabinet

2022 CMC Corporate Sustainability Report
34
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2.1.2 Low-Emission Products and Development Diversiﬁcation
NEV Development Roadmap
As the environmental protection policies are becoming stricter around the world, some of the international car manufacturers have announced full electriﬁcation as their future product plan. 
The Taiwan government has brought in several regulations to accelerate the EV business development. Due to the fact that new energy vehicles are going to be the next trend, seizing the 
opportunities of NEV development and business has become one of the most important business plans to CMC. NEV business development plans have thus been devised corresponding to the 
Company’s three main future development strategies.
NEV: Reduce energy consumption without limiting travel
In 2022 we launched the CMC P350 HYBRID and HS PHEV through technological improvement to enhance the efﬁciency of oil-using cars. In the future, we will continue to develop hybrid cars. 
In 2023 we will launch the ECLIPSE CROSS PHEV to enhance the competitiveness of truck products.
Increasingly stricter energy policies in Taiwan
Launched the PHEV from MG and 
imported the OUTLANDER PHEV from 
Mitsubishi from Japan to provide 
consumers in Taiwan with more options.
Even though the CAFE standards tighten 
the regulations on the fuel consumption 
of different models and further raise the 
fuel consumption levels of the models, the 
standards also speed up the development 
of NEVs. Using green energy, the NEV 
models will help lessen the impact of CAFE 
regulations
Developed mini and small electric 
commercial vehicles (ECVs) and electric 
two-wheelers with diversified energy 
reﬁlling methods.
 
• Independently developed electric four-
wheelers, launched the e-VERYCA in 
2021 and
the e-VERYCA E300 in 2023.
 
• Launched the CMC P350 Hybrid in 2022.
Independent R&D
EV for multiple brands
Development and modiﬁcation of 
technologies and parts
In 2022 the National Development Council (NDC) 
announced the “Taiwan’s Pathway to Net-Zero 
Emissions in 2050”. In 2023 the Climate Change 
Response Act took effect to lead all businesses in 
Taiwan towards net-zero emissions by 2050.
Three main NEV business development plans
CMC e-VERYCA
CMC P350 Hybrid in 3.5.
HS/PHEV/HYBRID from MG
OUTLANDER PHEV
Model 
Modiﬁcation
Energy-
saving 
Performance
Pure ECV equipped with the 42.6kWh lithium 
battery for durability over 300km.
Equipped with the independently developed ISG 
hybrid system, the CMC P350 Hybrid is the only 
petroleum model in class, all using diesel engines.
A passenger PHEV equipped with the 16.6kWh 
lithium battery for a pure e-trip mileage up to 
72km.
As a plug-in hybrid passenger vehicle equipped 
with 13.8kWh lithium battery, it can offer a range 
of 52km with only electricity, and the pure EV top 
speed can even reach 135km/h
EV can effectively reduce carbon emissions over 
petroleum cars: 186g vs. 110g per kilometer 
Petroleum engines can reduce emissions over 
diesel engines by 0.34kgCO2e/liter.
PHEV reduces carbon emissions over traditional 
oil-using cars without limiting daily vehicle use.
Zero range anxiety: Save about NT$270,000 vs. 
oil-using cars over a 10-year period.

2022 CMC Corporate Sustainability Report
35
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2.2 Sustainable Manufacture: Towards digital management of production lines
As a full-range automotive maker, CMC’s value chain covers the manufacturers 
of raw materials, parts and components in the upstream, car manufacturers 
and assembly and technical service vendors in the midstream, and brands and 
sales service stations in the downstream. We closely review the impact that the 
product value chain has on the environment and society, and move towards 
sustainable development with the suppliers via constant improvement. It is 
our hope to provide quality vehicle products that meet the market demands 
through continuous R&D and innovation of products and technologies, and 
integrate the guidance and collaboration of up- and downstream value chain 
partners to facilitate the sustainable competitiveness of Taiwan’s automotive 
industrial chain.
Upstream
Vehicle 
assembly
Technical 
service
Midstream
Sales,
Import and 
Export
Downstream
Aluminum alloy 
steel wheel
Tire
Sheet metal
vehicle light
Production of vehicle parts and accessories
Bumper
Hood
Others

2022 CMC Corporate Sustainability Report
36
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2.2.1 Sustainable Supply Chain
Life Cycle Planning of Sustainable Products
It is indicated in the Global Risks Report 2022 published by the World Economic Forum that climate change has ranked ﬁrst among the top 10 global risks for many years. With a view to 
mitigating the impact of global warming, CMC keeps ﬁnding ways to reduce the impact of products on the environment and safety during the manufacturing, the production, and the use by 
consumers. We make health and safety assessment of product life cycle based on the phases of product concept development, R&D, certiﬁcation, manufacturing and production, marketing 
and promotion, storage, transportation and supply, usage, and disposal, reuse or recycling, and boost the health and safety properties of products by improving the plans.
Life Cycle
CMC Action Plan
Product concept 
development
 
• The R&D of green energy vehicles is based on the customer-oriented principle. With the existing technology capacities and system processes, CMC develops products that correspond to the needs of the time and 
provides consumers with quality products and services
 
• As the ﬁrst mover in ECV development in Taiwan, we capture the government policy in using EVs for ofﬁce duty and EV market trend, meet the energy consumption requirements of Taiwan’s CAFE standards with 
NEVs, develop the e-VERYCA ECV for large logistics companies and government agencies, and continuously cultivate new customers with airport vehicle demands.
 
• In terms of electric two-wheelers, 3 models have been developed to meet the demands of different customer groups: ① young males, ② corporations and logistic industry, and ③ females. Instead of simply 
choosing from fuel vehicles and battery-swapping ones, consumers are now provided with more options
 
• We conducted a market survey for electric two-wheelers on 1,800 respondents. As the major customer groups of eMOVING are aged 25-45 years old, the survey included male and female users using both 
petroleum and electric scooters aged 25-45 years old. We also used the results in the development of the EZ2 for young male consumers
Research and 
development
 
• The design and development of HEV (hybrid electric vehicle) trucks is incorporated with improvement technologies that effectively help reduce pollutant emissions. Using motors on HEVs enables the power system 
to make agile control based on the actual driving condition to reduce fuel consumption and emissions.
 
• The exclusive smart protection system, safety control center (SCC), for commercial vehicles enhances safety and detects car skids with the dynamic body stabilization system to timely protect the safety of drivers 
and passengers. The computer engine control enables the vehicle to advance along the original track when being braked. The active anti-rolling program (ARP) advances accident prevention. All are developed 
towards ADAS and net-zero emissions.
Certiﬁcation
 
• By the end of 2022, up to 30 CMC vehicles have passed EPA's Green Mark certiﬁcation.
 
• Additionally, 9 electric two-wheelers passed the EPA's Green Mark certiﬁcation and 11 models passed ISO certiﬁcation.
Manufacturing and 
production
 
• The brake shoe does not contain asbestos as we avoid using such a carcinogen as vehicle ﬁller. Meanwhile, we use environmental protection refrigerant 
 
• To prevent abandoned vehicles from polluting the environment, CMC has signed the voluntary standards and concluded a letter of intent with each supplier, committing to reduce or ban the use of the following 
four hazardous substances: lead, mercury, cadmium, and hexavalent chromium in automotive parts. Currently, this policy has been applied to all models under development and production.
Marketing and 
promotion
 
• Apart from continuously promoting models passing the certiﬁcation of Green Mark and Energy Label and eMOVING e-scooters to consumers and introducing eco-friendly and energy-efﬁcient CVs, we also 
advertise products on different media based on the target customer groups of each model to increase reach and the chances of sales.
 
• In addition to the PHEV from MG, we will introduce the ESCLIPSE CROSS PHEV to promote plug-in hybrid EV and continuously distribute the e-VERYCA to promote pure electric driving.
 
• Launched the brand new CMC P350 HYBRID, with sales up to 212 units in 2022.
Storage, 
transportation 
and supply
 
• By transporting the products during off-peak hours (18:00 to 08:00 of the next day), we not only enhance the transportation effectiveness but also cut the carbon emissions with less driving time for product delivery 
 
• The sales consultant delivers the vehicle to customer based on the vehicle delivery conﬁrmation form which includes certiﬁcate checking and handover, interior and exterior vehicle inspection, accessory 
checking, matters to be noticed, etc. After the above items have been conﬁrmed one by one with the customer and the vehicle delivery has been completed, the customer will sign their name as conﬁrmation 
Usage and services
 
• Full-scale optimization of the “Ride with Fun” app. Modiﬁcation of the online billing function was completed in 2022 for e-scooter owners to immediately select and adjust the required plans to enhance user 
convenience and enable consumers to enjoy the scooting fun.
 
• Added the maintenance booking service on the corporate website in 2022 for owners to book maintenance service online to reduce the onsite waiting time and reduce the labor dispatch workload of dealers.
Disposal, reuse or 
recycling
 
• As the only manufacturer in Taiwan to recover used brake discs, we recovered 551 brake discs in 2022. Since 2009 a total of 16,411 brake discs have been recycled.
 
• In order to promote the reuse and recycling of vehicle parts, we have joined the voluntary standards set by the Taiwan Transportation Vehicle Manufacturers Association in response to the Resource Recycling Act, 
making a commitment that since January 1, 2008, the vehicle recyclable rate of the partners’ models should reach more than 80% and the reusable rate should be more than 85% 
 
• Detachable part and component design with clear indication of recycling symbols to facilitate the identiﬁcation of part reusability and recyclability and recycling after vehicle scrapping.

2022 CMC Corporate Sustainability Report
37
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Promoting “Total Quality Management” (TQM)
Product Quality Management
Product quality and safety are essential to automotive manufacturers. Through various design and innovation practices, we aim to maintain high product quality to impress customers with 
quality services beyond imagination. Upholding “observance and continual improvement”, through “double quality control” featuring the autonomous guarantee of upstream materials 
suppliers and our full product inspection, we maintain rigorous quality control an every detail to ensure the comfort and safety of every CMC car owner.
In 2022 there was no non-compliance with safety and health regulations in products and services. We establish stringent QC policies and processes for product monitoring and measurement 
and data analysis. By conducting internal and external audits, preventive action, and management review, we improve product quality to practice our product quality commitment.
To pursue quality excellence in work, life, and society, we seek perfection 
through quality control in terms of three aspects. We care for the 
environment, society, and partners and engage in sustainable development 
to optimize corporate governance. Apart from easing customer doubts in 
product quality, we also fulﬁll high-quality operation in all aspects.
Smart management
O p t i m i z e d  t i m e l y  a n d 
preventive management 
through real-time quality 
monitoring and big data 
analysis and application.
New Technology 
Application
Used 3D visualization devices 
for automatic tests and 
calibration, VR devices for 
education and training, and 
I/O devices for simulation and 
quality instructions to make 
quality more reliable.
Mistake-Prooﬁng (Poka-Yoke) 
Quality System:
With the error prevention 
(fool-proofing) equipment 
and tools, 100% quality was 
assured at the first time to 
deliver trustworthy quality for 
customers.
Methods of Quality Management
Category
Methods of Quality Management
Monitoring Method
Inspection Item
Raw 
Materials
 
• Secondary Materials IQC Criteria 
 
• Brake Fluid Check SOP
 
• Divided into “Regular Secondary 
Materials” and “General Secondary 
Materials”
 
• Once a month
 
• Subject to the inspection criteria
 
• Prevent brake fluid leakage or 
sputtering on the human body 
to cause bodily injury.
Part
 
• Regulations for Supplier Quality Assurance
 
• During part development, the development 
department obtain “QC Passed” parts 
through the “Mass-Produced Part Approval 
Procedure” to ensure the quality consistency 
of part mass production. QC personnel will 
take over the quality management and 
assurance of part delivery.
 
• Subject to the “Inspection SOP”
 
• Arrange periodic training 
for personnel involving the 
manufacture of safety parts and 
components of suppliers.
Mass-
Produced 
Products
 
• Vehicle emissions and exhaust regulations 
and QC SOPs
 
• Motor vehicle noise QC SOPs
 
• Spot checks in accordance with 
the “Directions for Application for 
Certification of Motor Vehicle Noise 
Control” and “Regulations Governing 
the Ratio fo New Vehicle Sampling 
Check”
 
• Stationary noise/acceleration 
noise
Methods of Quality Management
Monitoring Method
Inspection Item
We continuously implement the ISO 9001 and IATF 16949 quality management systems, and the status of internal 
and external implementation is as follows:
(1) Internal management: Conduct personnel education and training, internal audits, and management reviews; 
and report the progress and results to the president.
(2) External veriﬁcation: External auditors audit Yangmei and Hsinchu plants, which smoothly passed the 3-year 
certiﬁcate renewal in 2020.
Product quality 
and safety 
protection
Process failure mode and 
effects analysis (PFMEA) 
supervision and quality 
control plan practice and 
education for suppliers
45 persons/3 hours
Eight Disciplines 
Methodology (8D)
42 persons/3 hours
IATF 16949 internal auditor training
38 persons/7 hours
Outcomes of quality 
education and 
training 2022

2022 CMC Corporate Sustainability Report
38
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2.3 Mutual Prosperity and Existence: Pursuing sustainability with suppliers
2.3.1 Sustainable Supply Chain
Supplier Management Mechanism
Eco-friendly and Local Procurement
To enhance the utilization rate and profitability of the local suppliers in 
Taiwan, we actively promote the part production localization by implement 
the local procurement policy. In 2022, the ratio of amount invested in local 
procurement was 72%, among which the procurement of the parts for models 
with environmental labels accounted for 56%. To contribute to environmental 
protection, we actively promote “recyclable, low-pollution, and resource-
efﬁcient” models. In 2022, modes including the OUTLANDER, LANCER, COLT PLUS, 
ZINGER, VERYCA and eMOVING earned recognition from the Environmental 
Protection Administration and passed the Green Mark certiﬁcation.
Supplier Evaluation and Sustainable Supply Chain
We consider suppliers as an extension of the production line. Hence, through the stringent evaluation of new suppliers, and routine management and structure improvement evaluation 
of existing suppliers, we hope that suppliers can male continual improvement and development in quality, cost control, delivery punctuality, and product R&D to synchronize production, 
management, and operations together and so to develop long-term, steady partnerships. We also encourage suppliers to value and practice ESG through the relevant management 
regulations.
Ratio of CMC Domestic and Foreign 
Procurement in 2022
Domestic
NT$11.66 billion
Foreign
NT$4.52 billion
72%
28% 
Statistics on the Procurement of Parts for the Production of 
Models with Environmental Labels (NTD 100 million)
Amount invested in 
the procurement of 
parts for models with 
environmental labels
Total amount of 
procurement
Ratio of the 
procurement of 
parts for models with 
environmental labels
97.6
90.3
106.5
178.2
161.8
171.1
55%
56%
62%
2020
2021
2022
New Supplier 
Introduction
 
• New suppliers must pass the certiﬁcation of either IATF 16949 or ISO 9001 and the evaluation of by the task force formed by the procurement, development, QC, and production control units. The 
evaluation covers ﬁve aspects: operational management, production/manufacturing management, product quality assurance, production plan and logistics management, and design and R&D. 
Additionally, the performance in ISO 14001, environmental protection, and CSR is also included in the valuation. Suppliers will only become qualiﬁed CMC suppliers after passing the evaluation of the 
relevant units and obtaining the management approval. 
Routine 
Management 
Mechanism
 
• To ensure that suppliers can maintain the level of quality, cost, delivery punctuality, and R&D, we conduct routine supplier evaluation. Apart from rewarding suppliers with outstanding performance, 
we also request suppliers with unfavorable performance to make improvement by a time limit. The description is as follows:
a.  Outstanding suppliers of the month: Suppliers are scored each month based on their performance in delivery punctuality, after-sales service, quality, and costs. The top ten suppliers will be 
rewarded with advance receipt of payables. We also encourage suppliers to practice legal compliance and will disqualify suppliers from the reward when they are sanctioned for non-compliance 
with environmental protection and labor safety regulations. 
b.  Outstanding suppliers of the year: Suppliers are scored each year based on their performance in delivery punctuality, after-sales service, quality, and costs. The top ten suppliers will be rewarded 
with a trophy and free overseas travels. Suppliers will be disqualiﬁed by discretion from the reward when they are sanctioned for non-compliance with environmental protection and labor safety 
regulations.
c.  Focus suppliers of quality and delivery (including after-sales service) defects: The relevant units will draw up standards to screen focus suppliers with serious quality and delivery (including after-sales 
service) defects in the month and request them to report the status of improvement. Payables will be put off for repeat focus suppliers with defects.
Structure 
Improvement 
Evaluation
 
• To encourage suppliers to make continual improvement, eligible suppliers may apply for the Total Quality (TQ) Program in the middle of each year. Suppliers passing the evaluation will be rewarded 
with a trophy and enjoy advance receipt of payables for one year and free overseas travels.
 
• Suppliers failing to pass the ISO 14001 certiﬁcation or being sanctioned for non-compliance with environmental protection or labor safety regulations will be disqualiﬁed from the evaluation or reward.

2022 CMC Corporate Sustainability Report
39
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Supplier risk assessment and management
Key Points of CMC Sustainable Supply Chain
Supply chain sustainability 
policy
 
• All CMC part and component suppliers are requested to sign the “Basic Contract”. We reserve the right to revoke or terminate the contract after notiﬁcation when suppliers violate any one of the 
following rules. In 2022 there was supplier non-compliance. 
a. Violation of our ESG policy and causing signiﬁcant environmental and social impact to the local communities of their location.
b. Violation or allegation of violation of any anti-bribery regulations, anti-competitive regulations, corporate governance regulations, and other laws and regulations.
 
• New suppliers violating the following will be disqualiﬁed from being a qualiﬁed CMC supplier in accordance with the “Regulations for New Supplier Evaluation”.
a. The supplier and its products have considerable impact on the community environment as well as the society
b. Violation or being charged of violation of any anti-bribery regulations, anti-competitive regulations, corporate governance regulations, and other laws and regulations.
Encouragement to 
suppliers to achieve legal 
compliance
 
• Suppliers are requested to comply with the environmental protection regulations of the local government; reduce emissions, water consumption, and waste; and comply with occupational safety 
regulations.
 
• Exceptions are included in the excellent supplier selection and the TQ program. Suppliers sanctioned by government units for non-compliance with the environmental protection regulations and 
labor safety regulations will be disqualiﬁed from the reward, including the advance receipt of payables and free travels.
Request for Passing ISO 
14001 Certiﬁcation
 
• We have encouraged supplies to pass the certiﬁcation of the ISO 14001 EMS both at the supplier conference and by correspondence. By the end of 2022, 90% of suppliers have passed the ISO 14001 
certiﬁcation.
Recycling and reuse of 
packaging materials, 
waste motor oil and 
repaired items with high 
unit prices
 
• Packaging material recycling: The automotive parts are protected by packaging cartons during transportation. After the Company developed new operating process and SOP with the dealers and 
suppliers, speciﬁc packaging materials of parts are recycled and reused. According to the statistics for 2022, a total of 26,894 packaging materials were used, and 15,411 packaging materials were 
recycled; the recycling rate was 57.3%. This is a part of our efforts to support environmental protection, energy conservation and carbon reduction on this planet
 
• Waste motor oil recycling: Legal contractors purchase and recycle motor oil from CMC and our dealers and suppliers. The circular economy not only matches the concept of environmental 
protection but also increases our revenues. In 2022, 9,674 drums of waste oil were recycled.
 
• Recovery of refurbished products with high unit prices: 916 gearboxes, 1,891 AC compressors, and 643 steering pumps were recovered.
Enhancement of 
environmental protection 
and occupational safety 
and health management 
of suppliers
 
• Plant ﬁre usually causes casualty and tremendous loss of plant assets, and greatly impacts the supply chain and overall economy. In 2022 we helped suppliers to run quick ﬁre safety inspection by 
providing them with the ﬁre safety self-inspection checklist. The results show that 16 suppliers needed improvement, and all have completed their improvements.
 
• To build a center-satellite system with a safe workplace environment, we help suppliers pass the ISO 45001 certiﬁcation to enhance the plant and employee safety of the center-satellite system. In 
2022, 39 suppliers passed the certiﬁcation.
Calling for the suppliers to 
take part in environmental 
protection and social 
welfare activities
 
• CMC invites the suppliers to participate in the Vehicle Maintenance Service Tour, takes care of the disadvantaged through the activities of the China Motor Corporation Association and Golf 
Association, and works with the suppliers for beach cleanup
When COVID-19 broke out 
in 2020, we conducted 
a  s u p p l i e r  f i n a n c i a l 
survey to care about 
t h e i r  f i n a n c i a l  s t a t u s 
during the pandemic. 
In 2022 we audited 80 
suppliers for supply chain 
management.
In these two years, various countries have 
adopted easy money policy to stimulate 
economic recovery due to the COVID-19 
pandemic, which has led to global material 
and chip shortages and, subsequently, the 
dramatic rise in prices. We sign an agreement 
on the adjustment of raw material prices 
and exchange rates with suppliers and 
periodically validate price changes. When 
there is a signiﬁcant price change due to supply 
shortages of raw materials or electric parts, we 
will help suppliers to regulate supply or fund 
price differences to mitigate the cost changes 
of both CMC and suppliers so as to maintain 
the robust development of the center-satellite 
system.
1. As the automotive industry was severely affected by COVID-19 during 2020-2022, the revenue of many 
suppliers reduced. To ensure the normal operation of the supply chain and provide suppliers with necessary 
assistance, we assessed the risk of 80 focus suppliers in 2022, and six low-risk suppliers were under control 
and resume normal operations and delivery in 2022. Additionally, we also audited 80 suppliers in terms of 
the following ﬁve aspects: labor and human rights, health and safety, environmental protection and green 
procurement, ethics and integrity, and social engagement, to understand their status of operations.
2. The production control department keep track on and coordinate the supply status of suppliers and 
review the supply in conjunction with the procurement, technology, QC, and development departments as 
necessary.
3. Both CMC and suppliers have established a price adjustment mechanism to address materials price 
ﬂuctuations to effectively mitigate the cost pressure of suppliers through periodic price adjustments.
Price Adjustment of Suppliers 
During Pandemic

2022 CMC Corporate Sustainability Report
40
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2.3.2 Supplier Management
The Company has introduced the supply chain management (SCM) 
platform, global logistics management (GLM) system, order and 
delivery management system, electronic procurement management 
(EPM) platform, etc., to the supply chain management system, and 
incorporated the dealer management system (DMS), marketing and 
production balance system (MPBS), production data value chain (PDVC) 
and enterprise resource planning (ERP) to integrate the information 
network with the suppliers. We announce the forecast orders and 
production information through the SCM platform, making it easier for 
the suppliers to arrange their production and delivery accordingly. 
Meanwhile, to have an early grasp of the delivery information updates, 
we actively manage the delivery progress of the suppliers through the 
daily non-delivery management report; any abnormalities found will be 
followed up and handled in a prompt manner.
Marketing-
Production Balancing 
System (MPBS )
Production Data 
Value Chain (PDVC)
Enterprise 
Resource Planning 
(ERP)
SCM Platform
Turnkey 
Supply Chain 
Management
Dealer 
Management 
System (DMS)
Production plan
Actual production 
performance
Sales order
JIT delivery
Material order
Production 
information 
Project change 
Quality control 
Reconciliation 
with invoice
B2B.B
Item
Description
SCM Platform
Enable communication with suppliers based on the procurement, production, purchase order (PO), QC, and engineering data received from the ERP system. Major functions include 
browse notice and sales information, engineering order (EO) and purchase order (PO) management, real-time delivery instructions, quality management, and account check and 
payment.
Global Logistics Management 
(GLM) System
Capture the raw materials ﬂow through the management system. After sending a purchase request to overseas suppliers, the system keeps close track on processes from PO negotiation, 
supplier shipping, delivery and receipt, customs clearance and discharge, to arrival and entry to ensure real-time PO management, information transparency, and operation 
standardization to reduce the cost and enhance competitiveness.
Purchase Requisition and 
Delivery Management System
Allow suppliers to manage CMC POs and prepare for shipping.   Additionally, the system supports PO information and report download and transfer, including delivery management, 
e-receipt, and material checking and management.
Electronic Procurement 
Management (EPM) Platform
Enable the procurement department to publish procurement information to suppliers and proceed with inquiries, bid collection, quotation, bid opening, price negotiation, and bid 
awarding based on the procurement information from the ERP system; and send the information of the successful bidder (supplier) to the ERP system through information interchange to 
simply the operating process and shorten the operating time of the center-satellite system.
Dealer Management System 
(DMS)
Include four sub-systems: vehicle supply system, warranty repair system, part logistics system, and server virtualization system. Support collective data management of suppliers through a 
consistent operating mode. Improve dealer management, quickly capture market information, and improve decision-making quality by sharing the same information platform between 
manufacturers and dealers.
Marketing-Production 
Balancing System (MPBS )
Integrate sales and capacity planning with production plans and manufacturing processes through production-sales coordination and communication, with major functions including 
sales planning, capacity planning, CKD planning, and production plan making,
Production Data Value Chain 
(PDVC)
The leading-edge production system that gathers shop ﬂoor data with advanced information technology for value-added processing, including the shop ﬂoor control system and optimal 
process control management.
Enterprise Resource Planning 
(ERP)
Provide suppliers with information of the related part orders, production intelligence, engineering change, quality management, and invoice checking and deliver it to suppliers to request 
for supply over the supply chain system.
Turnkey Supply Chain 
Management
Installed at the supplier side, the system supports CMC order and shipping process management and PO information and report download and transfer, including delivery management, 
e-receipt, and material checking and management.

2022 CMC Corporate Sustainability Report
41
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2.3.3 Sustainability and Mutual Prosperity with Suppliers
China Motor Corporation Association for Procurement
CMC believes that a company and its suppliers are not only connected by business 
relationships. In addition to “coexistence and co-prosperity,” “loyalty” is another factor 
even more critical to foster the partnership. In addition to implementing action plans 
related to environmental sustainability and sustainable development through partnership 
with suppliers, we also invite internal and external experts to provide suppliers with 
guidance on operations and transformation so as to create a positive, sustainable cycle.
Due to high-mix low-volume (HMLV) manufacturing, a short product life cycle, and higher 
part design and development costs, the supply chain member change is small in Taiwan’s 
automotive industry. Hence, in addition to the supply-demand relationship, CMC and 
suppliers have become an interest community characterized by reciprocity.
Since the suppliers are the extension of production lines of vehicle manufacturers, we shall 
work in tandem to improve and develop in the aspects of quality, cost, delivery, R&D, 
environmental protection and safety, so that the objective of simultaneous production, 
management and operation can be achieved. Only with unceasing progression can 
we create more value to give back to the consumers compared to the competitors and 
enhance the beneﬁts for the employees of the Company and the suppliers.
To strengthen the partnership with the suppliers, we formed the “China Motor Corporation 
Association” (CMCA) in 1990 to enhance “operational capacity” and “competitiveness” and 
secure the relationship with stakeholders so as to establish and enhance the competitiveness 
of the center-satellite system. Up to 2022, a total of 115 suppliers of parts and components 
including electrical ones, machined ones, sheet metal ones, plastic and rubber ones, etc. 
have been engaged. Based on the assistance of the Company’s technical experts, we 
have worked with demonstration manufacturers to create feasible improvement cases and 
processes, share experience and provide on-site observation, and laterally expand the scope 
to help the partners of China Motor Corporation Association boost competitiveness.
Supply chain 
management 
system
Establishment 
of China Motor 
Corporation 
Association
Green 
procurement
Compliance 
with supplier 
introduction 
regulations
CSR
Guidance on 
energy saving and 
carbon reduction
Valuing Plant and 
Labor Safety and 
Health
Ethical 
management
Center-satellite System 
under Which CMC and the 
Suppliers Exist and Prosper 
Together
Item
Description
Director/
supervisor 
meeting
1. The operation of China Motor Corporation Association and the rationality of the 
way the membership fees are used are supervised through the meeting
2. The prior communication about the relevant requirements set by the central plant is 
performed at the meeting to allow all the units in the center-satellite system to reach 
an agreement
3. Through the meeting, responses to the opinions of the suppliers are given, and the 
central plant is urged to make improvements; mutual encouragement and common 
growth can be achieved accordingly
Supplier 
convention
This is held annually (unless suspended due to any signiﬁcant reason; in this case, the 
suppliers would be informed of through the announcement of written information), 
with all the suppliers invited. In addition to the reporting of meeting affairs, CMC 
provides information about the automobile market status, operation status and vision, 
reaching mutual agreement and increasing cohesion
Courses 
and 
lectures
Education, training or observation activities are provided for each level of employees 
of the suppliers based on their position and professionalism
Themed 
activities
1. Themed activities of the China Motor Corporation Association are organized to 
enhance the competitiveness of the CMC center-satellite system; the themes include 
smart production lines, smart energy saving and smart logistics, etc.
2. CMC selects internal or external experts in different ﬁelds to make implementation 
with the vendors, and arranges presentation and observation activities to increase 
the inﬂuence of activities by laterally extending the improvement results to all suppliers
Based on the theme of “activities for sustainable operations”, in 2022 we
Organized 11education and 
training and environmental 
protection activities
Attracted up to 
451persons
Accumulated the 
participation of 
237suppliers
▲Onsite visit of the energy improvement of Kenda Rubber on 
November 1 (Tue)
▲CMCA achievement presentation on December 27 (Tue)

2022 CMC Corporate Sustainability Report
42
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Carbon Reduction Together - Assistance for the Suppliers in Carbon Reduction with Smart 
Systems
To call for the support for energy conservation from suppliers, we have proactively 
gathered 115 suppliers through the CMCA to implement the Carbon Reduction for the 
Common Good Advancement Program through the “big brother” policy of the Industrial 
Development. By gathering experts with practical experience of energy conservation, we 
offer free guidance and consultation to suppliers and organize sharing meetings to extend 
our inﬂuence. Over the years we have recruited 28 suppliers (e.g., Kenda Rubber, Taiwan 
Yuasa Battery, Kian Shen Corporation, and Lioho Machine Works) to reduce emissions by 
about 10,802tCO2e. On March 21, 2023 we activated the “2050 Net-Zero Emissions Carbon 
Reduction for the Common Good Advancement Program”. In the future we will continue 
recruit more suppliers based on the experience and achievements in the year, hoping to 
recruit 115 suppliers to complete GHG inventory in ﬁve years.
In 2022, themed improvement activities have continually taken place. With “smart energy 
saving,” “smart logistics” and “smart plants” as the main topics, we selected a vendor and 
arranged internal and external guidance by experts, developed the know-how, improvement 
methods, processes and cases for each topic, and organized seminars on energy saving 
technology, mid-term and ﬁnal presentation, on-site observation events, etc. to share with all 
the suppliers.
3086
3325
2885
1506
2018
2019
2020
Total: 10,802tCO2e/year
2021-2022
1
Note 1: Guidance was prevented by the pandemic in 2021 and resumed in 2022.
Emissions 
Reduced 
(tCO2e/year)
1.  Problems are easily overlooked and past experience is difﬁcult to apply and 
pass down for diagnosis based on the rule of thumb. 
2.  Proposals with major beneﬁts cannot be established due to the failure to 
explain the practice and beneﬁts to decision-makers.
3.  Time-consuming and inefﬁcient proposal assessment.
1.  Gather and utilize past improvement examples.
 
• Establish an energy conservation case platform
 
• Convert cases into check sheets for diagnosis. 
2.  Gather big data and apply it to important energy conservation 
equipment; gather, assess, and ﬁle data before, during, and 
after improvement.
3.  Establish an “improvement proposal assessment” procedure for 
decision-makers to shorten decision-making time and enhance 
proposal implementation efﬁciency.
4.  Provide assistance for efﬁciency analysis and reporting of 
proposals with major beneﬁts.
Problems Found
Approach Optimization
Guidance for Implementation and Approach Optimization
Establishment of the 
energy management 
organization
Deﬁnition of 
objectives of 
management plans
Establishment of 
energy baselines
Diagnosis of current 
problems
Analysis and 
strategies of the 
problems
Promotion of 
projects on ﬁle
Promotion of smart 
operations
Assistance with 
implemented 
projects
Attainment of 
government 
subsidies and awards
Guidance Structure of China 
Motor Corporation
Development of 
consensus
Determination 
of the goals, 
objectives and 
schedule of 
guidance
Implementation 
of education
Concept 
education for all
Overall 
diagnosis
Understanding 
of the current 
problems, 
and provision 
of directions 
for primary 
improvement
Horizontal 
implementation
Horizontal 
implementation 
of plans
Improvements
Detailed 
diagnosis, 
provision of 
improvement 
strategies, and 
presentation of 
energy saving 
achievements
KICK OFF meeting
Determination of the 
organization, and 
announcement by the 
management

2022 CMC Corporate Sustainability Report
43
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2.4 Valued Service: Providing safe and quality services
2.4.1 Listen to Customers’ Voices
2.4.2 Customer Satisfaction Management
CMC Mitsubishi offers complete frontline interaction and consultation services, optimizes 
every process and detail from new vehicle sales to after-sales services, listens to customers’ 
voices, and makes efforts to protect the rights and interests of customers and enhance their 
satisfaction.
In order to provide better services to every CMC car owner, CMC has a comprehensive 
customer service management mechanism, regularly conducts improvement work, 
information updates and staff training for the customer services hotline, and connects with the 
0800 free service hotline of our dealerships across the country to provide consumers with more 
diversiﬁed and holistic services and channels for inquiry about their rights.
CMC has a 0800 free service hotline in place for car owners seeking towing assistance, 
inquiries about the business and service locations of our dealers as well as new cars, and 
customers requesting assistance. We also take in suggestions from customers and handle 
complaints to improve their satisfaction with our services. To effectively pass on customers’ 
requests and views to internal management units, all customer satisfaction surveys, including 
“items with Unsatisﬁed ratings” and “complaints taken in via the 0800 hotline”, are submitted 
to the concerned units to come up with improvement plans. We also actively conﬁrm with the 
customers what improvements have been made.
Continuous Improvement of Customer Satisfaction with Bowing Philosophy
We have developed the “SSI SOP” together with dealers. In addition to the unscheduled audits 
for business lines, we also hire external market survey companies to conduct mystery shopping 
and new car owner satisfaction surveys based on the SSI (Sales Satisfaction Index), with the 
aim of meeting and surpassing customers’ expectations. In the automotive sales industry, 
customer satisfaction surveys mainly involve the SSI and the CSI (Customer Service Index). We 
have long valued the quality and performance of our services. After data analysis customer 
satisfaction can be adopted as an important reference for the continual improvement of 
products and service procedures to meet customer requirements more closely.
Description
Implementation Outcomes in 2022
Telephone interviews 
after warranty repair
We conduct telephone interviews with randomly 
selected customers who took their cars in for 
warranty repairs the previous week
 
• There were about 363 telephone 
interview samples per week and 
about 1,452 samples per month
 
• Request the two lowest-scored 
service centers to present an 
improvement proposal.
Online market survey
We have performed online questionnaire surveys 
since March 2021 to gather more samples for 
market survey. More questions have been added 
to the questionnaires to understand the views of 
customers from multiple perspectives. Online survey 
messages are sent to all customers every week 
through SMS, except for those who have been 
interviewed via telephone
About 5,000 questionnaires were 
recovered per month
Comments on the 
ofﬁcial website
Customers’ comments are sorted and entered into 
the customer complaint system for subsequent 
handling every day
For comments entered into the 
c u s t o m e r  c o m p l a i n t  s y s t e m 
for management, the 1.5-hour 
customer complaint response rate 
and five-day customer complaint 
closure rate must be ensured. 
The achievement rates for the 
two indexes were 99% and 91%, 
respectively, in 2022
Targets
Continuously enhance customer satisfaction and understand the car buying needs of consumers for 
the reference of product improvement, personnel service improvement, SOP performance validation, 
and environmental facility improvement.
Management 
Mechanism
 
• We carry out electronic questionnaire or telephone satisfaction surveys for customers buying 
new cars from the Company every month and for customers taking their cars in for repair and 
maintenance every week to understand their satisfaction with the Company’s service procedures, 
personnel services, and environments and facilities
 
• Regular meetings are held with our dealers to review any problems with respect to the promotion 
of customer satisfaction matters or the units or sections with lower scores and explain corresponding 
countermeasures for improvement
 
• An telephone interview is performed for individual customers giving low satisfaction ratings in market 
surveys, and then the sales supervisor repairs relationships with the customers. A market survey is 
conducted again afterward to ensure that the customers’ problems are resolved. The survey result is 
used as a basis for reviewing and optimizing sales service procedures subsequently
Make Regular Reports on A 
Monthly Basis
Make Responses Within the 
Target Time of 1.5h
Close A Customer Complaint 
Within Five Days
Report all complaints received 
f r o m  t h e  0 8 0 0  h o t l i n e  t o 
management each month 
and request dealers to make 
improvement for major customer 
customer complaints at the 
monthly sales meeting.
C o n t a c t  c u s t o m e r s  f i l i n g 
complaints over the 0800 hotline 
in 1.5 hours, and all targets for 
2022 were accomplished.
Customer complaints include 
i n q u i r i e s ,  c o m p l a i n t s ,  o r 
c o m p l i m e n t s ,  a n d  9 1 %  o f 
complaints were settled within 
ﬁve days in 2022.

2022 CMC Corporate Sustainability Report
44
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
In addition to the use of all statistical customer satisfaction indexes as a reference for the 
Company’s business plans, we promote the optimization of customer service procedures and 
quality-related mechanisms, hoping to create service value that cannot be replaced through 
good sales services, after-sales care, and timely satisfaction of customers’ needs.
The 2022 accomplishment rate and 2023 targets for after-sales service quality are as follows:
Statistics on customer satisfaction with new car sales and after-sales services in the past three 
years are as follows:
Management approaches
Accomplishment 
rate in 2022
The monthly average 
score of new car 
owner satisfaction in 
2022 was 996 marks
Customer satisfaction questionnaire scores, mystery shopping survey 
scores, the timeliness of responses to test drive appointments, sales 
representative evaluation results, and other indexes are included in 
our key customer service management indexes. We perform audits for 
locations with low scores and draw up improvement plans together 
therewith every month. As for complaints with low scores taken in via 
the 0800 hotline, divisional managers are responsible for customer 
care and relationship repair
99%
The pass rate of 
mystery shopping 
test: 90%
Locations failing a mystery shopping test are required to conduct 
regular simulations on a monthly basis and attend the simulation on 
the monthly education and training day to have a synergistic effect
98%
The pass rate of 
sales representative 
certiﬁcation: 90%
In addition to monthly ﬁxed courses, car model tests and simulations 
are arranged in order for the personnel to answer perceived questions 
out of a conditioned reﬂex
94%
Targets in 2022
Outcomes in 2022
Targets in 2023
T h e  s c o r e s  f o r  p r o a c t i v e 
telephone CSI surveys were used 
as KPIs in 2022:
Target telephone satisfaction 
survey score: 970 points
Target online satisfaction survey 
score: 920 points
Telephone survey score: 980
Online survey score: 928
Conduct a customer satisfaction 
survey after warranty repair every 
week, review the CSI score of all 
service centers across Taiwan every 
month, and request centers in the last 
two places to present an improvement 
report at CMC HQ. Review the survey 
questionnaire items every year and 
adjust the item weight based on the 
system performance.
Target telephone satisfaction survey 
score: 970 points
Target online satisfaction survey score: 
920 points
Note 1: An SSI score of over 800 out of 1000 is considered a passing mark
SSI during 2020-2022
2020
2021
2022
January
February
March
April
May
June
July
August
September
October
November
December
984 
987 
988 
988 
988 
994 
994 
994 
995 
995 
993
992
996
996
995
994
994
996
996
996
996
996
997
995
997
996
997 
995
994
2020
2021
2022
Vehicle after-sales service CSI (telephone interview) during 2020-2022
January
February
March
April
May
June
July
August
September
October
November
December
974
980
980
983
982
982
975
975
987
969
977
980
975
976
976
976
978
980
972
981
981
981
980
983
983
985
983
979 
979 
977
977
979 
979 
981
981
After surveying customer satisfaction through various channels (including text message and 
telephone interview), we forward the results to the customer service center for processing 
and request dealers and frontline personnel to take counteraction and make improvement 
to enhance customer satisfaction. Additionally, every month the service quality unit audits 
the major areas of service, carry out the implementation plans, review the effectiveness of 
operation, and take corrective and preventive action for the effective management of 
service quality. We set the following quality KPIs for customer service.

2022 CMC Corporate Sustainability Report
45
Innovative Technology 
Sustainable Value
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2.4.3 Customer Complaint Management and Service Optimization
2.6.4 Improvement of Service Quality and Customer 
Experience
Customer Complaint Management Procedures and Approaches
Through the SOP for handling customer complaints, including inquiries, complaints, and 
compliments, we categorize complaints based on the feedback contents before referring 
them to the relevant units to contact with customers, handling the complaints, and follow up 
on the results before closing the case. Every month we review major customer complaints, 
including in-house quality and service delivery. Goals related to customer complaint handling 
are set to continue enhancing service quality and customer experience. The customer 
complaint handling ﬂow chart is shown below.
Ensure part supply stability
We have a well-managed part supply system with 121 suppliers across Taiwan. Parts are 
delivered two times a day based on the ordering quantity of service centers. In case of 
emergency, service centers can collect parts directly from the warehouse to meet customer 
demands in real time.
Customer Complaint Management Outcomes in 2022
There were mainly inquiries, complaints and compliments from customers. Most of the inquiries 
were immediately closed after being received and answered by customer service personnel 
online. All the complaints were placed on ﬁle for investigation. The Service Division submitted 
a list of employees praised by customers every quarter to the headquarters as a basis for 
selecting the best personnel. Once a customer complaint was received, the customer service 
division immediately took proactive actions to understand all the details of the complaint, 
communicated with the handling unit of the dealer several times, and tracked the handling 
progress on a day-to-day basis. In a joint effort to value and quickly respond to customers’ 
voice, the division also gathered and submitted customer complaints to related internal 
units every month. This led to both the response rate and the complaint closure rate in 2022 
signiﬁcantly exceeding the target 1.5-hour customer complaint response rate and the target 
ﬁve-day customer complaint closure rate, respectively.
Customers’ Inquiries or Complaints Made via the 0800 Hotline
An inquiry or 
complaint from an 
customer
CMC/the dealer 
places the inquiry or 
complaint on ﬁle
Sales Locations/Service 
Centers
Handling and Report 
in 1.5 hours
The location/service 
station applies for the 
closure of the inquiry 
or complaint
CMC/the dealer 
reviews the 
handling result and 
gives consent to 
such closure
The respective subsidiaries 
shall provide care for such 
customer after the closure 
of the inquiry or complaint
1
3
4
5
6
2
Customer Complaint-related Targets and Achievement Rates in 2022
Analysis of Customer Feedback
Analysis of Customer Service Requests via 
the 0800 Hotline in 2022
90%
88%
99%
91%
Targets
Targets
Performance
Performance
1.5-hour customer 
complaint response 
rate
Five-day customer 
complaint closure 
rate
Inquiries
11,421
92%
Total
12,417
100%
Category of 
Complaints
873
7%
Compliments
123
1%
Consumers
10,881 
inquiries
87.6%
Total
12,417
100%
609 messages 
related to car 
quality
4.9%
eMOVING 
e-scooter 782 
inquiries (6.3%)
Service Quality
63 inquiries 
(0.5%)
Sales Quality
48 inquires 
(0.4%)
Part-related 
Inquiries
34 inquires 
(0.3%)
Item
2020
2021
2022
2023 Targets
Total Sales Amount 
(NT$)
3.517 billion
3.58 billion
3.65 billion
3.69 billion
Part Supply Rate
97%
97%
97.8%
98%
Total Number of 
Delivery Destinations
125
123
121
121

2022 CMC Corporate Sustainability Report
46
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Top 5%
Ranked at the top 5% of listed 
companies at the 9
th Corporate 
Governance Evaluation, holding 
this place for 9 consecutive years 
(announced on April 30)
Award for Sustainable 
Resilience 
Awarded the 2002 BSI Award for 
sustainable resilience
100%, 1,225 hours in total
1 0 0 %  p a r t i c i p a t i o n  i n  e t h i c a l 
management outreaches and legal 
affairs talks for a total of 1,225 hours.
75 suppliers
Audited 75 suppliers through the supplier 
operations audit program in 2022 after 
the pandemic.
Excellent Supplier Section
Encouraged suppliers selected as excellent 
suppliers and approved under the TQ program 
to implement environmental sustainability and 
CSR.
Implemented ISO 27001, with 104 persons 
participating in the education and training 
for information security.
Implemented the ISO 27001 Information Security 
Management System and organized education 
and training to enhance the awareness of and 
responsiveness to information security risk for a 
total of 104 persons in 2022.
Zero personal data leakage
There was no personal data leakage 
or significant internally and externally 
audited defect in 2022.
CMC upholds the “integrity, care and responsibility” as the code of conduct to treat all 
the internal and external stakeholders. While pursuing stable growth, we keep in mind the 
corporate purpose of “taking from the society and contributing to the society” and continue 
to maintain harmonious interaction with all stakeholders, aiming to become a friendly 
and CSR-based outstanding company in all respects. We have established the “Ethical 
Corporate Management Best Practice Principles", correctly and timely disclosed ﬁnancial 
and non-ﬁnancial performance information, and continuously enhanced the awareness and 
performance of legal compliance of employees to reduce the risk legal non-compliance. 
In addition to continuously enhancing operational performance of the Company over the 
years, we also connect with the ESG trend towards sustainable governance.
Core Vision and Commitment
Strategic Goal
Short-term
Medium-term
Long-term
 
• Top 5% of Corporate 
Governance Evaluation
 
• Zero case of major 
violation
Unceasing follow-up and 
identification of the risks to the 
Company, and discussion on 
the implementation results of 
risk control
Deployment in the domestic 
and foreign markets through 
diversiﬁed operation to achieve 
steady operation and profit 
growth
Excellent 
Governance 
Proactive 
Action
3
3.1  Sustainable Governance: Robust governance 
for a sure foundation
3.2  Ethical Management: Uncorrupted 
management for legal compliance
3.3  Risk Management: Preventive action for 
business continuity
3.4  Financial Performance: Business 
diversiﬁcation for overseas expansion
3.5  Information Security: Impeccable defense for 
information security
Outcomes and Performance in 2022
Material topic
Ethical management and 
legal compliance
Business continuity 
management
Anti-corruption and 
anti-competition
Economic performance 
and proﬁt
GENDER 
EQUALITY
DECENT WORK AND 
ECONOMIC GROWTH
PEACE, JUSTICE 
AND STRONG 
INSTITUTIONS

2022 CMC Corporate Sustainability Report
47
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
3.1 Sustainable Governance: Robust governance for a sure foundation
We place importance on shareholders’ equity and continue enhancing the operation of 
the corporate governance. The Board of Directors is comprised of nine directors (including 
three independent directors) who have a professional background and are experienced 
in techniques. All the directors perform their duties in accordance with the Compact Act, 
CMC’s Articles of Incorporation, and other relevant laws and regulations. With impartiality 
the Board offers professional operational, legal, and financial consultation services and 
takes charge of the Company’s strategy planning, operations, and supervision. Each year 
the Board holds 1-2 board meetings on average to review CMC’s operational performance, 
discuss important ESG strategies and issues and key events, including ﬁnancial, environmental, 
and social impacts, risks, and opportunities. After verification in the board meeting, the 
responsible units present the follow-up reports in the next board meeting. Every year we 
arrange continuing education courses for directors to enrich the collective knowledge of 
the highest governance body in legal, economic, environmental, and social issues. The 
self-organized courses in 2022 covered “legal knowledge building” and “ESG issues” for 
department heads, senior ofﬁcers, and employees engaging in the relevant services.
Formation of the Board of Directors
We select and review board members in terms of various criteria, including education 
attainment, work experience, gender, independence, professional experience, and 
nationality. We also consider their roles and performance in the board so as to maximize their 
contribution of the corporate interest. For example, a Japanese national with international 
business management capability was appointed director in 2022 to help CMC make 
international decisions. Scan the QR code below for more information regarding director 
backgrounds and the board composition. 
3.1.1 Organization and Operation of the Board of Directors
Organizational Structure of China Motor 
Corporation
Upholding “ethical management”, we set CSR as the ultimate development goal and 
establish a complete corporate governance mechanism. Being ranked among the top 
5% of all listed company at the Corporate Governance Evaluation by the TWSE for 9 
consecutive years is our performance in protecting the rights and interests of shareholders 
and maintaining the interest of stakeholders, treating them as the “value co-builder”. Through 
well-planned communication channels and methods, we create sustainable value through 
collaboration with stakeholders. We also commit ourselves to building a comprehensive 
governance structure for the Board and management to accomplish the operational 
targets in the best interest of the company and shareholders, enhance the performance of 
corporate governance, and ensure the outcomes and competitiveness of ethical corporate 
management so as to improve social well-being.
Vice 
President 
Board of Directors
Chairperson
President
Executive Vice 
President
Executive Vice 
President
Executive Vice 
President
Sales Division 
Service Division
Procurement Division
Overseas Business Division  
Electric Scooter Sales 
Division
Production Engineering 
Division  
Hsin Chu Plant
Production Control Division
Yangmei Plant
Electrical & Electronic 
Engineering Division
Advanced Technology 
Division
Vehicle Testing Division 
Financial & Accounting 
Division
Environmental 
Management, 
Occupational Safety & 
Health Division
Human Resource 
Management Division
Management Information 
System Division
Corporate Planning Division
Product Engineering 
Division 
Parts Development Division 
Product Program Division
Vehicle Styling Division
ECV Situation Room
Digital Transformation 
Project Ofﬁce
Quality Control Division
Project Vice 
President 
Vice 
President 
Vice 
President 
Vice 
President 
Audit Division
Formation of the Board of Directors
Note 1: The three sets of “best-practice principles” include 
the Corporate Governance Best Practice Principles, 
ESG Best Practice Principles, and Ethical Corporate 
Management Best Practice Principles.
Note 2: After the re-election in June 2022, currently there are 
nine directors, including three independent directors. 
Board meeting status
1
The Board of Directors 
shall hold at least 1-2 
meetings evert quarter
Held 6 board 
meetings in 2022
The annual meeting of 
shareholders shall be held 
once a year
New directors signed 3 sets 
of “best-practice principles”
Board meeting attendance 
rate 100%
Female directors 2 seats
Board composition
2
Number
Percentage
Male
Male
Male
Female
Female
Female
5
4
3
2
1
0
50%
40%
30%
20%
10%
0%
71 years old or 
above
61~70 years old 
(inclusive)
51~60 years old 
(inclusive)
Please visit the CMC website for more information regarding the CMC board.
3
Note 3: Article 16 of the “Rules of Procedure for Meetings of the Board of Directors” stipulates that directors or the 
companies they represent having a conﬂict of interest with a proposal discussed in a board meeting should avoid the 
discussion and voting of such a proposal. Please refer to pp. 34-36 of the CMC Annual Report 2022 for more information 
regarding the avoidance of conﬂicts of interest of CMC directors in 2022.
Rules of Procedure 
for Meetings of the 
Board of Directors
Board Composition
SOPs for handling 
board requests
Board diversity 
policy
Communication between 
independent directors and 
functional committees

2022 CMC Corporate Sustainability Report
48
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
3.1.2 Sustainable Governance Structure and Functional Committee
CMC Sustainable Governance Structure
Structure of Sustainable Development (ESG) 
Committee
Corporate 
Governance Team
Executive Vice President of 
Planning and Management GR.
Executive Vice President of 
Manufacture GR.
Environment 
Sustainability Team
Executive Vice President 
of Sales GR.
Customer and 
Partnership
Team
Executive Vice President of 
Planning and Management GR.
Social Welfare Team
Executive Vice President of 
Planning and Management GR.
Employee Care Team
Corporate Planning 
Division
Financial & 
Accounting Division
Management Information 
System Division
Audit Division
Human Resource 
Management Division
Environmental Management, 
Occupational Safety & Health Division
Yangmei Plant
Hsin Chu Plant
Corporate Planning 
Division
Electric Scooter Sales 
Division
Sales Division
Human Resource 
Management Division
Service Division
Procurement Division
Service Division
Sales Division
Electric Scooter Sales 
Division
Parts Development 
Division
Yangmei Plant
Hsin Chu Plant
Environmental Management, 
Occupational Safety & Health Division
Product Program 
Division
Electrical & Electronic 
Engineering Division
Product Engineering 
Division
Vehicle Testing 
Division
Production Technique 
Division
Sales Division
Production Control 
Division
Electric Scooter Sales 
Division
Team leader
Executive 
secretary
Audit Committee 
The Audit Committee is formed by all three 
independent directors to appoint and dismiss CMC 
certified public accountants (CPAs), determine 
CPA remuneration, review and discuss the annual 
financial reports and internal audit system, and 
revise and review the suitability of the statement of 
internal control. 
Held 5committee 
meetings in 2022
2022 attendance rate: 
100% 
Articles of 
Organization 
Committee 
Operation in 
2022 
Note:  Attendance included proxy 
attendance
Remuneration Committee 
The Remuneration Committee is formed by three 
independent directors to periodically establish and 
review the policy, system, criteria, and structure of 
performance evaluation, salary, and renumber of 
directors and ofﬁcers. 
Held 3committee 
meetings in 2022
2022 attendance rate: 
100% 
Articles of 
Organization 
Note:  Attendance included proxy 
attendance
Committee 
Operation in 
2022 
3.1.3 ESG Committee
We have been actively promoting corporate governance, developing environmental 
sustainability, and maintaining social welfare over time. To promote ESG more efficiently, 
we established the “CSR Management Committee” (renamed ESG Committee in 2022) in 
2014, with President Chao-Wen CHEN chairing the committee and the President’s Office 
being the executive secretary. Other related departments are shown in the ESG Committee 
organization chart below. Apart from promoting sustainable development and editing the 
ESG report, the ESG Committee also reports to the Board periodically.
Operation of ESG Committee 
Chair 
President Chao-Wen Chen
Executive Secretary
Corporate Planning 
Division
Sustainable Development (ESG) Committee
Two meetings are held annually with each 
team explaining the implementation 
status and establishing three-year 
implementation goals.
The Committee discloses the ESG 
implementation in the Company's 
annual report every year.
The Committee reports to the Board of 
Directors regularly (every six months) and 
explains the annual ESG implementation 
outcomes and the key tasks for the future.
The preparation and upload (to the official 
website and MOPS) of the ESG report for the 
previous year must be completed by the end of 
June every year.
President
Project 
Management GR.
Audit Division
Risk Management Committee
Ethical Management 
Committee
Audit Committee
Remuneration Committee
ESG Committee
Shareholders’ 
Meeting
Board of Directors
Chairperson

2022 CMC Corporate Sustainability Report
49
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
With the principles of fairness, honesty, trustworthiness, and transparency, we established 
the “CMC Ethical Corporate Management Best Practice Principle" in 2014 to improve the 
efficiency in the implementation of the ethical corporate management. Four pillars are 
established for all the commercial activities and the operations of the Company in order to 
cultivate the corporate culture of ethnical management and build an environment for the 
sustainability of the business operation. By taking multiple management strategies, we request 
employees to observe the code of conduct with the ethics and integrity as the core value, 
enhance the norm of professional ethics from internal practices to external implementations, 
and cultivate a culture emphasizing legal compliance.
3.2 Ethical Management: Uncorrupted management for legal compliance
3.2.1 Ethical Management and Compliance Management Committee
Structure of the Ethical Management and 
Compliance Management Committee
Responsibility
1. The Secretariat operates the Ethical Corporate 
Management and Compliance Management 
Committee and reports to the Board periodically.
2. The Policy Planning Team establishes and revises 
policies, guidelines, and related systems.
3. The Promotion Team outreaches and implements 
policies and guidelines within the company 
(employees and officers) and outside of the 
company (DLRs and suppliers),
4. The Supervision and Audit Team audits related 
policies, regulations, and systems.
Co-responsible division
Main responsible division
Chair 
Head of Planning 
Management GR Director
Promotion Team
Monitoring and Audit Team
Policy Planning Team
Ethical Management 
and Compliance
Management 
Committee
Executive Secretary
Human Resource 
Management Division
Corporate Planning 
Division
Audit Division
Human Resource 
Management Division
Financial & Accounting 
Division
Audit Division
Financial & 
Accounting Division
Human Resource 
Management Division
Service Division
Electric Scooter Sales 
Division
Overseas Business 
Division
Sales Division
Procurement 
Division
Corporate Planning 
Division
Ethical 
Corporate 
Management 
Policy
Ethical Corporate 
Management  
Best-Practice 
Principles
Procedures 
for Ethical 
Management 
and Guidelines for 
Conduct
3.2.2 Ethical Corporate Management Policy and Implementation
Pillar 1
Pillar 3
Pillar 2
Pillar 4
Establishment of Regulations
We establish an ethical corporate management culture and conduct business upon fairness, 
honesty, integrity, and transparency. By presenting periodic reports and establishing the 
management committee, we outreach the ethical corporate management policy internally 
and externally and ensure legal compliance.
Dissemination and Implementation
Ensure compliance with a consistent code of business conduct and ethics within CMC 
through implementing the relevant laws and regulations and internal regulations, continuous 
employee education and training, and supplier management. 
Regular Review and Amendment
The “Ethical Corporate Management and Compliance Management Committee” holds at 
least one committee meeting every year for related departments to present and review the 
status of ethical corporate management, reports the achievements to the Board periodically, 
and discloses the results in the annual report.
Whistleblowing Mechanism
 
• Establish the “Unethical Behavior Report” section on the corporate website for stakeholders to 
report unethical behavior.
 
• Incorporation of ethical management into the employee performance evaluation and 
human resource policies, and establishment of speciﬁc and effective systems for rewarding, 
punishment and reporting
Policy
With the business philosophy of integrity, transparency and responsibility, CMC shall establish 
integrity-based policies and submit them to the Board for approval, and sets up thorough 
mechanisms for corporate governance and risk control to create an operational environment for 
sustainable development.
Commitment
 
• CMC shall request the directors and senior management to make a statement that they will 
keep in line with the ethical management policies and incorporate the requirement that the 
employees shall abide by the ethical management policies into the conditions of employment.
 
• The ethical management policies shall be stated in the Company’s internal regulations, external 
correspondence and on the ofﬁcial website, adhered to by the Board of Directors and senior 
management in an active manner based on their commitments, and appropriately implemented 
in the internal management and commercial activities.
 
• CMC should document the above policies, statements, commitments, and implementation for 
ethical corporate management and properly retain the relevant documents.
Committee 
Operation
 
• The Committee holds at least one committee meeting each year for all teams and departments 
to report their performance in ethical corporate management (extraordinary meetings are held 
from time to time as necessary).
 
• Every year the Committee report the results of ethical corporate management to the Board.
 
• The Committee shall disclose the implementation status of ethical management in the annual 
report.
Policies and Goals of the Ethical Management and 
Compliance Management Committee
Ethical 
management
Pillar 4

2022 CMC Corporate Sustainability Report
50
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
The new directors and 
managerial ofﬁcers signed 
the statements for three best 
practice principles this year
One new director and three new officers signed the three sets of “best-practice principles”: 
Corporate Governance Best Practice Principles, ESG Best Practice Principles, and Ethical 
Corporate Management Best Practice Principles.
Dissemination of ethical 
management to new and 
existing employees
In 2022 we organized education and training related to ethical corporate management (including 
compliance with ethical corporate management regulations, orientations of ethical corporate 
management, and case study of ethical corporate management) for 463 persons with a total of 
958 hours.
Implementation status of the 
Charitable Donation and 
Sponsorship Management 
Regulations
In 2022 we donated about NT$1.04 million to 8 units in accordance with the “Charitable Donation 
and Sponsorship Management Regulations”.
Review of systems
To promote the establishment of the Ethical Corporate Management Risk Scale, we selected 
the department-based assessment because a department included more personnel than a 
location. The assessment helps high-risk departments to review unethical behavior through self-
assessment. By October 2022 the data of 11 departments was collected. Data will be reported 
to management individually. Currently, 48% of all 23 CMC departments have completed the self-
assessment of risks.
Monitoring and audit of 
operations related to ethical 
management
1. Completed the KPI audit of ethical corporate management in 2022 and recommended 
observation of 3 items. Corrective action was proposed and completed as planned in the year.
2. There were three reports of unethical behavior, including one from the stakeholder email and 
two from the report system. All were reported to management and closed.
Actions for addressing reports 
of unethical behavior
Report System
1. Anonymous report to the report email on the corruption of the purchasing personnel of an 
investee: After an internal review, the Audit Ofﬁce veriﬁed the report and referred the report to 
the management of that investee and its “legal compliance department”. Additionally, as no 
CMC expatriate was involved in the report, and part of the content overlapped with another 
anonymous report in 2021, we closed the case for non-compliance with our report handling SOP.
2. A supplier report on non-compliance with the corporate regulations of CMC staff: The Audit 
Ofﬁce and administration unit audited the report together and reported the results to the senior 
management. That staff member offended the business ethics for apparent non-compliance with 
the administrative procedures and failure to confess to the superior. However, as there was no 
evidence proving an intent of claiming bribes, he was disciplined for violation of the CMC Work 
Rules.
Stakeholder Communication Channels
A customer complaint to the media about an embezzlement of the sales representative of a 
dealer: Investigation verified that the complainant was not the buyer but a lower-level seller 
of the involved sales representative. Additionally, as it was the private behavior of that sales 
representative, the report was referred the involved dealer. Eventually, that sales representative 
returned the sum and reached a settlement with the complainant.
CMC’s Implementation of Ethical Management and 
Compliance Management
Measures for Implementation of Internal and External 
Ethical Management.
The Status of Participation in the Ethical Management 
Courses from 2020 to 2022
1642
2020
1775
79%
2105
2021
1555
100%
2198
2022
1225
100%
2020
222
222
100%
100%
2021
263
263
100%
2022
522
522
Lecture on legal affairs
Senior management 
(higher than division level)
Lecture on ethical 
management and legal affairs
Employee
Ethical management - 
play of a short ﬁlm
New Employees
2020
31
124
100%
2022
34
125
100%
2021
-
-
-
Cancelled due to COVID-19
Please refer to the ESG section 
on our corporate website for 
the details regarding the four 
pillars of ethical corporate 
management and related 
education, training, and 
outreach. 
Number of participants
Percentage of participation
Total hours

2022 CMC Corporate Sustainability Report
51
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Society
(S)
Development 
of “commercial 
vehicle business”
Suppliers in Ethical Management
We treat suppliers as a major stakeholder group in ethical corporate management. In addition 
to outreaching ethical corporate management to them through the supplier conference or 
correspondence, we have also added the ethical corporate management clause to the contracts. 
Additionally, we also publicize ethical corporate management at the supplier conference to 
enhance the awareness of the importance of  ethical corporate management in suppliers.
We incorporate the "Integrity and Compliance Pledge" in the “Fundamental Contract” 
entered into between the CMC and parts suppliers as well as in the “Equipment/Engineering 
Contract” entered into between the CMC and the suppliers contracting an equipment/
engineerintg project over NTD 1 million. If any supplier acts in violation of the ethical conduct, 
CMC has the right to terminate or withdraw the contract.
A. Engagement in 
business activities 
in a fair and 
transparent manner.
We undertake that all the business transactions and activities are lawful 
without acceptance or offering of bribes or any other unethical conduct. We 
will never offer or pay any improper advantages to any employees of CMC 
for the purpose of any deals
B. Termination 
or withdrawal of 
contracts in case 
of violations of the 
Ethical Management 
Clause
The supplier who acts in violation of the Ethical Management Clause shall 
compensate CMC for its damage, and CMC has the right to terminate or 
withdraw the contract without the need to assume the liability for breach of 
the contract
C. Management of 
unethical behavior 
reports
Any person who ﬁnds any employee of the company for which the person 
works or the other company accepting or offering bribes or engaging in 
unethical conduct shall report it to the audit department or designate 
person of the other company as soon as possible CMC provides the following 
whistleblowing channels. The identity of the whistleblower and the contents of 
the whistleblowing will be kept conﬁdential
(1) We set up the CMC unethical behavior report 
hotline (03)-270-7781) in the Audit Ofﬁce. All calls 
are tapped and the answering machine function 
is provided. Personnel of the Audit Ofﬁce answer 
the calls or process the the tapped ﬁles.
(2) CMC’s unethical behavior report email 
(audit@china-motor.com) can only be accessed 
by CMC independent directors or their 
designated persons.
Whistleblowing section 
for stakeholders
3.2.3 Tax Governance and Transparent Information Disclosure
Tax governance
In addition to paying tax by law, we also mitigate tax through legal means. To keep up 
with the international trend in tax governance, we control tax risk effectively, implement 
sustainable operations thoroughly, and improve the shareholder value.
Transparent information disclosure
We are dedicated to protecting the rights and interests of all the stakeholders, observe 
relevant regulations and the “Corporate Governance Best-Practice Principles for TWSE/
TPEx Listed Companies”, and set up multiple smooth information disclosure channels for the 
public to enquire.
Note:  After reviewing our (excluding investees) internal control and the laws and regulations governing environmental protection, tax,  and 
labor, there was defect required for correction by the end of 2022, including investees.
Publishing the ESG Report
Establishment of 
the Online Public 
Information Filing 
System
We disclose our financial and non-financial 
information to stakeholders and timely publish 
information that concerned stakeholders over 
the corporate website. In addition to publishing 
the annual report, we also began publishing 
the CSR report” (now ESG report) in 2014 
every year to state explain the directions 
and goals of our efforts in promoting 
sustainable development.
We establish the “Online Public Information Filing System” in accordance 
with the Guidelines for Online Filing of Public Information by Public 
Companies promulgated by the Financial Supervisory Commission (FSC) to 
periodically ﬁle information relating to the monthly revenue, the quarterly 
audit and ﬁnancial statement review report of CPAs, insider share transfer, 
and AGM information, as well as the information relating to the acquisition 
and disposition of assets from time to time. We also timely disclose material 
information regarding legal compliance to provide stakeholders with 
complete and timely ﬁnancial and sales information to protect their rights 
and interests.
We have established the spokesperson mechanism 
and appointed spokespersons. Apart from disclosing 
CMC’s stage achievements and future prospects 
to worldwide investors through the periodic 
live investor conferences, we also publish the 
bilingual conference contents over MOPS..
Transparency of Information Disclosure
Ofﬁcial website
Investor section
ESG section
Live-stream of 
investor conference
Information Disclosure Channel
Establishment of Spokesperson Mechanism

2022 CMC Corporate Sustainability Report
52
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
3.2.4 Legal Compliance
3.3 Risk Management: Preventive action for business continuity
We keep paying attention to the regulations and policies related to the industry, assessing 
the potential risk and effect arising from the changes of the regulations on the Company, 
and reviewing if we have established corresponding internal rules according to these 
regulations to ensure compliance with them to the extent of the highest standards. The 
legal affairs unit of the President’s Office and responsible legal units review high-risks 
regulations and general regulations and documents. Additionally, each department 
establishes clear and appropriate action plans for periodic legal updates, self-assessment, 
education and training, and audits.
In addition to laws and regulations, all the employees of the Company shall make sure their 
business activities comply with the policies and rules of the Company to implement the 
ethical management. We provide education and training to improve the effectiveness of 
the dissemination on laws and regulations. 171 employees participated in the training in 
2022. Through progressive promoting various concepts of the rule of law, there was no ﬁne 
for legal non-compliance by the end of 2022.
We an automotive and auto part manufacturer and do not engage in high-leverage, high-
risk investments. With the rise of emerging risks around the globe, such as the deteriorating 
climate change, legal and policy change, and viruses and epidemics, we get ourselves 
prepared by engaging in risk management, planning loss controls, and building relevant 
equipment, hoping to optimize risk management mechanism and enhance corporate 
resilience through elevating alerts and taking precautionary actions.
Handling Process of Cases In Violation of Laws
Legal Compliance Training 
Courses in 2022
Course: Understanding the Copyright 
Act
Participants: 65 persons
Course: Understanding Trade Secrets 
and Management
Participants: 64  persons
Course: Basic Understanding of Patent 
Speciﬁcations
Participants: 42 persons
HRD receives 
documents
Legal Affairs 
reviews 
documents 
Discussed by 
responsible units
Discussed at 
management 
meeting to raise 
improvement plan
3.3.1 Risk Management Committee
To enhance corporate governance and improve the risk management operation, the 
Company has established the Risk Management Committee, focusing on the standards that 
board members and senior management should observe, to review, control related risks, and 
update response strategies from time to time.
Risk Management Procedure
Our risk management process covers identiﬁcation, assessment, control, handling, monitoring, 
and report. Through these steps we can proactively identify and assess potential risk incidents, 
establish corresponding measures and make rapid response in risk occurrence, and lower 
or prevent the impact of risk incidents. Additionally, through risk review and improvement, 
we continuously enhance the efﬁciency of the risk management process to ensure business 
continuity toward sustainable development.
Main responsible division
Chair Head of Planning 
Management GR Director
Secretariat  Management 
Information System Division
Risk Management 
Committee
Legal affair and intellectual 
property risk
Corporate Planning Division
Financial risk
Supply chain risk
Financial & 
Accounting Division
Procurement 
Division
OSH&E risk
Environmental Management, 
Occupational Safety & Health Division
Information risk
Management Information 
System Division
Operation risk
Corporate Planning 
Division
Risk identiﬁcation
Risk assessment
Risk control
Risk treatment
Risk monitoring and 
reporting
Please scan the QR Code to ﬁnd out the result of the identiﬁcation
Assessment of the occurrence frequency and probability of the risk and its impact
Establishment of cost-effective risk plans and countermeasures
 Simulation drill of risk incidents
 Implementation of risk control plans and countermeasures
 The risk management team holds at least two team meetings every year to capture risks and 
the effectiveness of risk control.
 Report the performance of risk management to the Board every year

2022 CMC Corporate Sustainability Report
53
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
The Three Lines of Defense Model 
Items and Achievements of Routine Audits
Three Internal Control Frontlines
We have established the Audit Division directly under the Board of Directors. It is the designated 
audit unit in charge of internal audit affairs and whistleblowing matters. The responsibility of 
the Audit Division covers all the units of the Company and the subsidiaries. The Audit Division 
performs the audit in accordance with the annual audit plan that has been approved by the 
Board of Directors. In case of deficiencies and unlawful acts, the Audit Division summarizes 
the improvement statuses of the divisions involved into a report and submit it to the Audit 
Committee, Board of Directors, operation meeting, or management review meeting. In addition, 
the Audit Division follows up the problems identiﬁed during the audit every quarter and prepares 
the “Follow-up Report on Identiﬁed Problems and Abnormalities” containing a description of the 
effectiveness. The follow-up actions are taken until all the improvements have been completed, 
so that the Board of Directors and the management can understand the deﬁciencies and the 
effectiveness of the corrective and preventive measures that the audited divisions have taken.
Routine Audit
Audit Item
Audit Focus
ESG Relevance
Procurement Cycle: 
Procurement, inspection 
a n d  a c c e p t a n c e , 
payment (including 
legal compliance)
Ensure that all operations with in the procurement and payment 
cycles are implemented in accordance with the internal controls to 
lower internal control risks.
Green 
procurement
Information Security 
Check
Ensure that information security is managed in compliance with the 
securities-related regulations to prevent fines or sanctions on the 
chairperson by governance agencies.
Business 
continuity 
management
Acquisition and 
Disposition of Assets
Ensure that assets are acquired and disposed in compliance with the 
internal controls to lower internal control risk and securities-related 
regulations to prevent fines or sanctions on the chairperson by 
governance agencies.
Green Bond 
Procurement
Management of Board 
Operation
Ensure that the Board is operated in compliance with the securities-
related regulations to prevent ﬁnes or sanctions on the chairperson 
by governance agencies.
Legal 
compliance
Subsidiary Supervision 
and Management Audit
•Ensure that subsidiaries are invested in compliance with the 
securities-related regulations to prevent fines or sanctions on the 
chairperson by governance agencies.
•Strengthen the internal control system of subsidiaries to lower 
potential corruption risk.
Ethical 
management
Targeted Audit
Audit Item
Audit Focus
ESG Relevance
Management of the Rules of 
Procedure and Operation of 
the Ethical Management and 
Compliance Management 
Committee
Ensure that the Ethical Management and Compliance Management 
Committee is operated in compliance with the securities-related 
regulations to prevent fines or sanctions on the chairperson by 
governance agencies.
Ethical corporate 
management 
and compliance 
management
Environmental 
Management Audit
Ensure that environmental management, including air pollution 
prevention, water pollution prevention, waste disposal, and toxic 
chemical management, is implemented in compliance with the 
relevant laws and regulations to prevent fines or sanctions on the 
chairperson by governance agencies.
Waste, 
emissions, and 
environmental 
sustainability 
audits
Payroll Cycle & 
Occupational Safety Audit
Ensure that the payroll cycle and occupational safety (including 
legal compliance, labor conditions, education and training) are 
implemented in compliance with the internal controls to lower 
internal control risk and securities-related regulations to prevent ﬁnes 
or sanctions on the chairperson by governance agencies.
Safe workplace
The functional units make 
self-evaluation under 
internal control every year. 
They fill out the checklist 
and submit it to the Audit 
Division for review
 
• Appointment of dedicated 
personnel for legal affairs to 
keep up with the changes in 
laws, inform relevant units of 
such changes and the risks 
thereof, and request the units to 
make immediate responses
 
• Enhanced promotion of risk 
control targeting the Heads 
of Finance or Accounting of 
subsidiaries and educating that 
any unusual matters related 
to legal compliance shall be 
reported within two days of 
occurrence
 
• Setup of an audit unit under the 
Board of Directors to monitor the 
internal control system, carry out 
the annual audit plan, report to 
the Audit Committee and Board of 
Directors regularly, and follow up 
improvement status
 
• Assistance to the Board of Directors 
and management to achieve 
given goals by performing the 
aforesaid evaluation, improving risk 
management, and controlling and 
monitoring the effectiveness of the 
process
Self-evaluation of 
functional unit under 
internal control
Independent audit 
mechanism
Sound legal 
compliance and risk 
management 
systems

2022 CMC Corporate Sustainability Report
54
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
3.3.2 Critical Incident Risk Man­
agement
Scan the QR code below for 
more information regarding 
our achievements in risk 
management in 2022 on the 
corporate website.
Operation risk
Financial Risk Management
Legal and IP Risk
Information risk
Supply chain risk
HSE Risk
Establish the Ethical Management and 
Compliance Management Committee 
and hold committee meetings periodically. 
The ethical corporate management 
achievements in 2022 were reported to the 
Board on December 20, 2022.
1. Arranged education and training on the “Trade Secret 
Management Mechanism” and the “Copyright Talk” in 2022.
2. Completed the Regulations for Trade Secret Management (Draft) 
to establish CMC’s trade secret management mechanism; will 
be submitted to management for approval after gathering the 
opinions of all departments.
1. Audited the business visit plan of 75 suppliers and provided 
necessary support for them.
2. In the 2022 excellent supplier selection and TQ evaluation, marks 
were added to suppliers passing the ISO 45001 and ISO 50001 
certification to encourage suppliers to establish and implement 
the occupational health and safety management systems (ISO 
45001) and energy management system (ISO 50001), implement 
ESG management, and practice environmental sustainability and 
social responsibility.
Periodically assess the financial value of 
investees, keep track on exchange rate 
changes and adopt steady hedging 
policies, maintain sound relationships with 
various banks to ensure ﬁnancing credits and 
prevent liquidity risk, and keep track on tax 
legal changes and draw up counteractions.
In 2022 we passed the certiﬁcation of the ISO 
45001 (CNS 45001) Occupational health and 
safety management systems, the ISO 14001 
environmental management system, and 
ISO 14061-1 GHG inventory and verification 
systems
1. Implemented the ISO 27001 Information Security Management 
System and passed the certiﬁcation on December 16, 2022.
2. Identified 5 high-risk items and 18 medium-risk items and 
completed the improvement of all high-risk items.
3. The 5 high-risk items included service disruption due to system 
overload for sharing the same server and database between the 
corporate website and apps with other other systems.
4. Corrective action: Separate database use, design load balance, 
and optimize SQL programming to solve the performance issue.
3.3.3 Business Continuity Management (BCP)
Four Actions for Business Continuity Management
In response to the escalating risks and hazards around the globe, we proactively 
establish the business continuity plan (BCP). Recognizing the need to provide strategic 
customers and important stakeholders with uninterrupted services and to make advance 
deployment for business continuity with a complete management mechanism so as to 
pursue sustainable operations, we make continual review and optimization and ensure the 
capability to maintain and restore optimal services to strive for and protect customers and 
stakeholders in their best interest.
Action 1
Adjustment of production 
schedules to reduce 
inventory of completed 
vehicles
Follow-up of the upstream 
suppliers for their material 
preparation status
Action 2
Six-month forecast of orders 
for long delivery time or crucial 
materials to help suppliers in 
preparation of materials
Action 3
Action 4
Continue to promote and use 
the part selection signaling 
system to shorten the 
training for new employees 
or contractors to effectively 
improve the processing 
difﬁculty after personnel 
suffered from COVID-19.
National Disaster Response Team
The climate change has been rank as one of the Top 5 risks, including ﬂood, draught and 
severe typhoon, in The Global Risks Report 2021 published by World Economic Forum (WEF). 
It is a threat and has impact on the operation of the companies to a certain extent, and 
result in losses. To minimize the damage brought about by an emergency and the impact 
on the environment, the CMC Yangmei Plant has established the “Operating Standards 
for Emergency Responses” to specify the procedures for emergency contact, handling, 
treatment, and restoration in case an accident occurs. The responsible units are requested 
to implement emergency response procedures for different emergency circumstances 
within their respective authority and perform at least one drill every year to make sure the 
system involved functions effectively and make improvement for the deficiencies in the 
response procedures. Where a natural disaster occurs, the responsible unit, Environmental 
Management, Occupational Safety & Health Division, must be informed immediately. The 
response procedures are comprised of the following documents:
Name of Organization and Process
Responsibility List and 
Procedure for the 
Wastewater Leakage 
Emergency Treatment 
and Response 
Organization
Responsibility List 
and Procedure for 
the Conﬁned Space 
Emergency Response 
Organization
Responsibility List 
and Procedure for 
the Natural Disaster 
Emergency Response 
Organization
Responsibility List and 
Procedure for the 
ED Displacement 
Tank Leakage 
Emergency Treatment 
and Response 
Organization
Responsibility List 
and Procedure for 
the Paint Mixing Room 
(Waste Solvent Room, 
Cleaning Solvent Room) 
Leakage and Fire Alarm 
Emergency Response 
Organization and 
Process
Responsibility List and 
Procedure for the 
Natural Gas Leakage 
and Fire Alarm 
Emergency Response 
Organization
Responsibility List and 
Procedure for the 
Boiler Natural Gas 
Leakage and Fire Alarm 
Emergency Response 
Organization
1
2
3
4
5
6
7

2022 CMC Corporate Sustainability Report
55
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
3.4.1 Building A Solid Financial Foundation
Financial 
Performance
3.4 Financial Performance: Business diversiﬁcation for overseas expansion
Our efforts in all aspects beneﬁted the ﬁnancial performance in 2022. For example, we emphasized enhancing operational efﬁciency and cost control, continuously increased the value and 
market competitiveness of products through marketing and product innovation, actively cultivated global business expansion, and carefully managed ﬁnancial risks. Apart from improving 
ﬁnancial performance, these efforts also set a solid foundation for CMC’s sustainable development. 
In 2022, CMC’s consolidated revenue was 
NTD29.554 billion, total assets were NTD48.490 
billion, and equity was NTD36.047 billion.
Operation Performance in the Recent Three Years
Consolidated Financial Information of CMC in the Recent Three Years
2020
2021
2022
54597693
54735114 
 48489639 
Total assets 
2020
2021
2022
45706644
46325028 
 36046948 
Shareholders' equity 
Note:  The data were based on CMC’s consolidated ﬁnancial statements 
for 2020 to 2022
2020
2021
2022
30874600
31125399 
 29553870 
Operating 
revenue 
(Unit: NTD thousands)
CMC’s Dividend Policy for 2022
Due to the loss on the epidemic insurance policy sold by investee Tokio Marine Newa 
Insurance, we accounted for such a loss amounting to NT$1.2499 billion in 2022, causing a 
deﬁcit in non-operating income and expense amounting to NT$9.049 billion, leading to a net 
income after tax of NT$7.604 billion and an EPS of NT$14.22. As this is a single non-operating 
loss caused by a single incident, EPS after eliminating the influence of Tokio Marine Newa 
Insurance increased from NT$7.05 of 2021 to NT$8.34 in 2022. Apart from the continuous 
growth in both operating and non-operating incomes, we have sufﬁcient capacity to support 
medium- and long-term strategic development. After eliminating the influence of  the 
epidemic insurance policy, we will regain normal proﬁt growth.
                            (Unit: NTD thousand)
Item
Basic element
2020
2021
2022
Direct economic value 
generated-A
Revenue
30874600
31125399
29553870 
Economic value 
distributed-B
Operating costs
29099362
29083946 
27611103
Employee wages and 
beneﬁts
1
2592905
2564318
2413329 
Payments to providers 
of capital
(cash dividend of the year)
3875342
3044912
2214481
Payments to government
2
211918
674792
495539 
Investment in communities
3
3052
7206
2251
Economic value retained 
Generated - Distributed 
(A- │B │)
(4,907,979)
(1,678,251)
(767,253) 
Note 1: Including personnel expenses such as bonuses, pensions, as well as labor and health insurance
Note 2: The income taxes paid
Note 3: Social welfare expenses such as donation to government agencies, other clubs and community care activities
Note 4:  The data were based on the consolidated ﬁnancial statements in 2022 and the internal data of CMC; please refer to the Company’s 
annual report of the year for details
Note 1:  After eliminating the inﬂuence of Tokio Marine Newa Insurance, the 2022 EPS was NT$8.34, showing that both the 
operating and non-operating (excluding Tokio Marine Newa Insurance) incomes are growing continuously.
Cash dividend
NTD 4
Yield rate
10.10%
EPS (excluding Tokio 
Marine Newa Insurance)
NTD 8.34

2022 CMC Corporate Sustainability Report
56
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
3.5 Information Security: Impeccable defense for information security
3.5.1 Information Security Management Policy
Conﬁdential data protection is a never-ending task at CMC. To protect the conﬁdential 
data of both the Company and customers, we passed the certification of the ISO 
27001 information security management system (ISMS) in 2022. Through the continuous 
awareness education of information security and use of information security tools, we 
establish ISO documents for conﬁdential data protection and processing in collaboration 
with various departments so as to protect confidential data more comprehensively 
through systems and mechanisms.
Multi-level Information Security 
Protection Framework
Cybersecurity 
Management
Host Security 
Management
AP Security 
Management
Information Security 
Analysis
Data Leakage 
Protection
Information Security 
Joint Defense 
Mechanism
Note: The production volume and value are based on the production of completed cars. Production capacity refers 
to the volume manufactured using existing production equipment operating under a normal single shift considering 
factors such as holidays or days when production ceases
Production Value in the Recent Three Years
Unit: Vehicle
Unit: NTD 1 million
4-wheeled vehicles
2020
47,365
19,451
2021
50,014
20,541
2022
44,489
19,266
2-wheeled vehicles
2020
3,108
91
2021
4,692
100
2022
6,847
116
Note 1: Because the 4-wheeled electric vehicle is the new model was launched in 2022, it only 
has the data in 2022
Note 2: These sales values are based on the number of vehicles that CMC took for delivery 
rather than those for which motor vehicles ofﬁces disclosed the license plates
Sales Value in the Recent Three Years
Category
Unit
2020
2021
2022
4-wheeled diesel vehicles
(including domestic and export sale)
Vehicle
49,163
50,390
43,656
NTD 100 
million
233.39
228
206.96 
4-wheeled electric vehicles
(including domestic and export sale) 
Vehicle
21
79
87
NTD 100 
million
0.15
0.53
0.51
4-wheeled plug-in 
hybrid electric vehicles
(including domestic and export sale)
Vehicle
NA
NA
694
NTD 100 
million
NA
NA
6.24 
2-wheeled vehicles
(including domestic and export sale) 
Vehicle
5,964
5,365
6,483
NTD 100 
million
3.06
1.98
3.01

2022 CMC Corporate Sustainability Report
57
Excellent Governance  
Proactive Action
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
To lower the risk and reduce the damage caused by confidentiality breaches, we 
implement the conﬁdential document encryption system in full scale and protect and 
manage confidential data including core technologies, IP rights, patents, and trade 
secrets with information technology to ensure the appropriate and effective protection 
of conﬁdential data.
Additionally, to prevent the willful or unintended destruction, damage, or unauthorized 
operation of personal data, we protect the personal data of customers with 
technological and organizational measures.
Externally
 
• Give suppliers security management 
advice based on their needs and 
request them to comply with the 
relevant regulations, receive related 
training, and sign the non-disclosure 
agreement (NDA).
 
• Build the access control and CCTV 
surveillance systems at the main 
entrance and access to important 
business units to continuously control 
personnel and vehicle access.
Internally
 
• Periodically arrange training and awareness 
education for high-risk employees of information 
security and show them the importance and best 
practice for conﬁdential data protection.
 
• Establish the “CMC Trade Secret Management 
Regulations”
 
• Implement conﬁdential data protection and physical 
security measures and controls.
 
• Deploy confidential data protection solutions with 
information technology.
 
• Conduct internal audits periodically.
 
• Impose punishment depending on the severity of 
the violation in the protection of confidential data; 
dismissal and litigation may be the result in case of 
serious violation
Short-, medium-, and long-term targets for information security and system management
 
• CAFE Response
New model ECU diagnosis and battery test 
function development in response to the facelift 
of the eVERYCA and system management 
improvement
 
• Expansion of the domestic two-wheeler 
business
1. Two-Wheeler Dealer Management System 
Revision Phase II (warranty repair system) 
2. Two-Wheeler Dealer Management System 
Revision Phase II  (extended applications, e.g., 
management preview)
3. Warranty repair system and management 
preview extended application. Data is 
encrypted during transmission and database 
storage, and traceability of critical personal 
data operating processes.
Short-term (within one year)
 
• Cloud-based systems
Version revision and upgrade of the OA systems, 
including the e-document system and claim and 
reimbursement system.
 
• System function expansion
Enhancement of IQC management systems: Create 
and manage key manufacturing data of parts and 
revise the version of the new product value monthly 
report.
 
• Information security
1. Implement the ISO 27001 ISMS  
2. Information security check of the production 
environment
 
• Digital transformation
1. Senior ofﬁcers information system MVP
2. Data middle ofﬁce
3. New Model Development Cost Management 
System Phase II
4. Network infrastructure upgrading
Medium to long-term
3.5.2 Achievements in Information Security Implementation
In 2022 we established a series of information security measures. They included establishing the 
CMC Trade Secret Management Regulations and implementing conﬁdential data protection, 
passing the 27001 ISMS, building the endpoint protection system, activating a meticulous 
surveillance network, arranging periodic training and outreach for employees, and building 
the information security threat prevention mechanism. These measures have optimized 
personal data protection, enhanced cybersecurity management, fulfilled the information 
security demands of customers at home and abroad, enhanced corporate competitiveness, 
ensured corporate development and customer interest protection.
Major Achievements in Information Security Management 2022
Passed the certiﬁcation of ISO/IEC 27001:2013 Standard.
(1) Implement the ISO 27001 ISMS and establish ISMS 
documents.
(2) Enhance the information security control 
and lower the information security risk of core 
systems.
(3) Establish methods for information 
security management and enhance 
overall information security protection.
(4) Improve the information security 
professional skills and awareness of 
personnel.
Continual Information Security through PDCA
(1) Drill disaster recovery for critical systems.
(2) Periodically run system vulnerability scan and system update.
(3) Periodically run social engineering drills.
(4) Periodically arrange education and training on information security. 
In 2022 we arranged education and training for a total of 2,151 persons, 
including 1,090 IDLs and 1,061 DLs.
(5) Periodically arrange awareness education of information security for 
employees.
(6) There was no signiﬁcant information security defect found in the 
internal and external audits in the year.
Enhance personal data protection 
awareness in employees, form 
the CMC Personal Data Protection 
Management Committee, and hold 
committee meetings periodically.
Society
(S)
Development 
of “commercial 
vehicle business”
01
03
02

2022 CMC Corporate Sustainability Report
58
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Energy Conservation Investment
E n e r g y  c o n s e r v a t i o n  r e l a t e d 
investment: NT$63.239 million
Accumulative benefits:NT$3.284 
million
Air Pollution Reduction and Improvement Project
Reduced 2022 coating shop VOCs emissions 
by 7.5% over 56.48/m
2 in 2021 to 52.25/m
2.
Reduced air pollution fees and the cost of 
purchasing fresh solvents by NTD 4.498 million/
year over 2021.
Reduced effluent discharge by 
5.6% over 2021 compare with 2022
Invested NT$3.785 million in building 
the environmental and ecological 
education park in 2022.
Awarded the BSI Award for sustainable resilience
Silver Award at the 4th National Enterprise Environmental 
Protection Award 
Passenger Car Leakage Test Site 
Water Conservation Improvement 
System Reduced water 
consumption by 5,500t/year Water 
conservation rate: 2.78%
Built self-use PV installations at 536.5 kW to generate 
electricity of about 608,928kWh/year and reduce emissions 
by about 309.9tCO2e/year.
The bearing is one of the key components for vehicles. It bears the weight and gives 
directions to the wheels. We input the same idea in the sustainability concepts of the 
Company based on the inter-connected harmony, innovation, excellence and sustainability. 
We continue innovating harmoniously and pursuing excellence for sustainable operations 
like a bearing that bears the weight and gives the directions. These help us manifest our core 
advantages and demonstrate the value of sustainability through actions. Aiming to lower the 
environmental impact of production activities, we establish stringent SOPs for the disposal 
and treatment of pollutants, promote the continuous construction of self-use PV installations, 
establish and implement energy and water conservation targets and projects, conduct 
periodic audits every year, maintain the environmental quality within the plant boundaries, 
and build an environmental and ecological education park to contribute to biodiversity 
maintenance for ecological education to bud in more venues. We also actively engage in 
the low-carbon economy to develop towards green transportation. We also introduce the 
electric commercial vehicle ahead of competitors to contribute to carbon reduction on 
Earth.
Core Vision and Commitment
Strategic Goal
 
• All CMC plants continuously 
promote energy conservation, 
carbon reduction, water 
c o n s e r v a t i o n ,  a n d  g a s 
conservation and implement 
various projects for process 
energy conservation and 
carbon reduction to enhance 
energy efﬁciency.
 
• Continue to comply with 
pollution control regulations for 
air, water, and noise.
 
• By 2030 the PV installed capacity will 
reach  5,993.5 kW, with a renewables 
percentage of 25%.
 
• Promote the annual reduction targets 
for different types of pollution.
In wastewater discharge, 2020 has 
been set as the base year, and the 
reduction during 2021-2025 will be 15% 
over 2020. 
 
• All five phases of PV installations 
will be completed by 2040 with a 
total capacity of 13,282.5kW, with 
a renewables percentage of 55%,
 
• We will keep watching the long-
term trend of the climate change 
issues and define relevant goals 
for management
Short-term
Medium-term
Long-term
Circular 
Reduction
Safeguarding 
Environment
4
4.1  Climate Change: Climate-related ﬁnancial 
disclosures
4.2  Environmental Management: Energy 
conservation for carbon reduction
4.3  Pollution Prevention: Waste reduction for 
environmental protection
4.4  Circular Economy: Reclaiming and 
Recycling for connection with circulation
Outcomes and Performance in 2022
Material topic
Waste emission 
management
Climate change
GENDER 
EQUALITY
DECENT WORK AND 
ECONOMIC GROWTH
PEACE, JUSTICE 
AND STRONG 
INSTITUTIONS

2022 CMC Corporate Sustainability Report
59
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.1.1 Implementation of TFCD-Recommended Climate-Related Finan­
cial Disclosures and Management Guidelines
Summary of 4 Core Elements for Climate-Related Financial Disclosures
Climate Management Procedure
4.1 Climate Change: Climate-related ﬁnancial disclosures
The era of "Climate Emergency" is coming. The Company has gradually realized the 
operational crisis that may be brought about by the extreme weather and global warming. 
The traditional Automotive industry will face more ﬁercer challenges and rapidly changing 
markets due to the climate change. Hence, we establish measurement indicators and target 
management based on the results of risk identification to effectively grasp the progress 
and results of responsive actions, thereby reducing the ﬁnancial impact of climate risks on 
operations.
The Company has been concerned about climate change issues for many years and coped 
with the impact of the extreme climate on the business of the Company actively. In addition 
to implementing different environmental management projects, we identify the opportunities 
in the risk in accordance with the Task Force on Climate-related Financial Disclosure 
(TCFD) and establish and enhance relevant mechanisms in a proactive manner. We have 
developed the management strategies and action plans for the climate change risks and 
opportunities with reference to the four TCFD facets of “Governance”, “Strategy”, “Risk 
Management”, and “Metrics and Targets”, in the hope to reduce the impact of the climate 
risks and ﬁnd new prospects and business opportunities for the Company.
Governance
 
• The Risk Management Committee coordinates 
and gathers the climate change risks identified 
by each department. The ESG Committee 
follows up on and manages the performance of 
the adaptation programs through the periodic 
committee meetings. 
 
• T h e  B o a r d  s u p e r v i s e s  c l i m a t e  c h a n g e 
management, and members of the ESG 
Committee take charge of the climate change 
issues. Together they help CMC address and 
propose solutions for climate change issues, 
aiming to develop corporate resilience against 
the threats of climate change risks.
Strategy
 
• We identify short-term, medium-term and long-
term climate risks and opportunities and their 
impact on the operations, strategies, and 
financial plans of the organization through the 
TCFD framework, and assess the development 
potential of the market.
 
• Based on TCFD recommendations and internal 
assessment methodology, we conduct scenario 
analysis of ﬁnancial impact according to different 
climatic scenario roadmaps with respect to the 
impact of the transition, physical and other risks 
on the business.
Risk management
 
• For the identified risks, the relevant 
departments are invited to discuss the 
impact of climate change risks on the 
Company's ﬁnances, and discuss as much 
as possible the countermeasures for each 
risk and link to the annual management 
guidelines
 
• The impact and occurrence rate are 
used for assessment of the severity of the 
climate change risks. The result of the 
scenario analysis is used as a reference for 
the formulation of related solutions
Metrics and Targets
 
• Establish assessment and management metrics for water consumption, 
energy consumption, GHG emissions, and waste generation; and 
actively develop the NEV business.
 
• To support the government’s “Net-Zero Emissions 2050” policy, we 
establish the “Environmental Sustainability Policy” and “Net-Zero 
Declaration” in the organization and undertake to set short-, medium-, 
and long-term targets for carbon reduction and achieve carbon 
neutrality for all processes based on the “Taiwan Net-Zero Emissions 2050 
Pathway”. We further et net-zero emissions by 2050 as the corporate 
emission reduction target and implement it in terms of four aspects: 
energy conservation and carbon reduction, energy transformation, 
sustainable development, and low-emission transportation.
Identiﬁcation of Climate Risks and Opportunities
Measurement of Impact
Development of Climate Action Guidelines
Formulation of Climate Goals
We identify and manage the risks and opportunities 
involved in the climate and formulate relevant policies 
with the TCFD guidance, international standards and 
benchmarking companies as a reference
 
• Assess the significance of impact of risks and 
opportunities through external consultation and 
research and
Intensive discussion in cross-department meetings.
 
• The scenario analysis of ﬁnancial impact is performed 
for critical risks.
 
• Establish actions and approaches to address 
identiﬁed climate risks and opportunities based on the 
signiﬁcance of impact, 
the results of scenario analysis of financial impacts, 
and the characteristics of the automotive industry.
 
• The Company establishes the resilience and 
looks forward to the opportunities in the future by 
formulating policies
 
• Continuously implement relevant projects based on 
the climate change policy and analysis results
in combination with the corporate energy 
conservation and carbon reduction targets.
 
• Follow-up actions are taken and review is performed 
for the goals on a regular basis to ensure the direction 
toward sustainable operations

2022 CMC Corporate Sustainability Report
60
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.1.2 Identiﬁcation of Climate Change Risks and Opportunities
Process for Identiﬁcation of Risks and Opportunities and Formulation of 
Action Guidelines and Goals
The Company formulates detailed procedures for identification of climate related risks and opportunities in accordance with the TCFD recommendations. In addition to collecting the 
information on the climate change and the practices of benchmarking companies, we conduct interviews with internal responsible units within the TCFD framework. In addition, we design 
assessment questionnaires with reference to these internal and external researches and discussions to ensure more accurate identiﬁcation of the risks and opportunities related to CMC. 
Besides, the Company has established action guidelines and management indicators for energy conservation and carbon reduction based on the identiﬁed critical risks and opportunities, in 
the hope to make a contribution to the mitigation of the global warming and environmental degradation by making effort for the climate and environment.
Collection of Data Relating to Climate 
Climate Change
 
• Collect the information on the physical 
and transition risks in all respects 
related to the TCFD guidance
 
• Collect the background information 
on the incidents occurring in other 
countries or other companies in the 
industry from new reports and networks 
with the characteristics of the CMC’s 
business and the risks and opportunities 
on key markets as the core
Interview with responsible divisions
 
• Conduct regular interview with 
responsible divisions within the TCFD 
framework to understand the status 
quo of their operations and the plants, 
and help them understand more about 
TCFD
 
• Help individual divisions focus on 
the critical tasks for the climate 
and environment to facilitate the 
subsequent formulation of the goals
Distribution of TCFD risk and opportunity 
questionnaire
Design the TCFD risk and opportunity 
questionnaire with reference to the 
characteristics of the automotive industry 
and distribute it to relevant responsible 
units in order to assess the impact that 
climate risks and opportunities may bring 
about and the frequency of the impact
Matrix analysis of material topics
Analyze the critical climate change 
risks and opportunities that CMC faces 
currently based on the collected 
responses from the questionnaire 
survey, and assess their impact, benefit 
and occurrence rate to facilitate the 
subsequent formulation of the action 
guidelines and goals
Establishment of the 2022 CMC climate and 
environment indicators
Propose actions and approaches based on the key 
risks and opportunities identified and discuss the 
climate-related metrics and targets for 2022 together 
with all responsible departments.

2022 CMC Corporate Sustainability Report
61
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Climate Change Risk Matrix Analysis Result
CMC’s Corresponding Measures against Climate Risks
CMC’s Response to Climate-related Opportunities
CMC Climate Change Risk Matrix
7. Employee’s health
10. Punishment for 
incompliance
High
High
Low
Low
Impact of Climate Change Risk
Occurrence rate of Climate Change Risk
5. Draught and water shortage
3. Business discontinuity
6. Power shortage
9. Collection of carbon 
fee/energy tax
13. Demand for low-carbon 
products and services
14. Changes in consumer 
behavior and preference 12. Product efﬁciency 
regulations and 
standards
15. Adverse environmental incident
2. Injury to personnel
4. Supply chain interruption
8. Shortage in materials
11. Cap and trade
1. Damage to 
operational equipment
Climate change risks of “low impact and high occurrence rate”
Climate change risks of “low impact and low occurrence rate”
Climate change risks of “high impact and high occurrence rate”
Climate change risks of “high impact and low occurrence rate”
CMC Climate Change Risk Matrix
2. Green process and environment-
friendly manufacture
1. Planning of energy 
conservation equipment
8. Deployment and development of renewable energy
Climate change opportunities of “low beneﬁt 
and high occurrence rate”
Climate change opportunities of “low beneﬁt 
and low occurrence rate”
Climate change opportunities of “high beneﬁt 
and high occurrence rate”
Climate change opportunities of “high beneﬁt 
and low occurrence rate”
High
High
Low
Low
Beneﬁt of Climate Change Opportunity
Occurrence rate of Climate Change Opportunity
5. Digital transformation and 
service experience
6. Development in line with 
consumer preference
7. Creation of corporate 
resilience
4. Development of new energy 
vehicles
3. Statutory 
subsidies to new 
energy vehicles
Climate change risks of “low impact and high 
occurrence rate”: risk control and safety measures
Such risks were not assessed in 2022.
Climate change risks of “high impact and high 
occurrence rate”: avoidance of risk
6. Power shortage
9. Collection of carbon fee/energy tax
11. Cap and trade
12. Product efﬁciency regulations and standards
13. Demand for low-carbon products and services
14. Changes in consumer behavior and preference
Climate change risks of “low impact and low 
likelihood”: Assumption of risk
1. Damage to operational equipment
2. Injury to personnel
3. Business discontinuity
4. Supply chain interruption
5. Draught and water shortage
7. Employee’s health
10. Punishment for incompliance
Climate change risks of “high impact and low 
occurrence rate”: mitigation or transfer of risk
8. Shortage in materials
15. Adverse environmental incident
Climate change opportunities of “low beneﬁt 
and high occurrence rate”: development after 
assessment
8. Deployment and development of renewable 
energy
Climate change opportunities of “high beneﬁt and 
high occurrence rate”: practice actions
5. Digital transformation and service experience
Climate change opportunities of “low beneﬁt and 
low occurrence rate”: long-term plans
1. Planning of energy conservation equipment
2. Green process and environment-friendly 
manufacture
Climate change opportunities of “high beneﬁt and 
low occurrence rate”: actions focusing on critical 
items
3. Statutory subsidies to new energy vehicles
4. Development of new energy vehicles
6. Development in line with consumer preference
7. Creation of corporate resilience
Note:  As we have appropriate management measures for the supply chain and the supply of materials and have established response 
strategies for extreme situations (e.g., chip shortage due to port congestion), and our production and delivery of products have 
proceeded smoothly over the past two years, we have adequate resilience to cope with the aforementioned two risks of “supply 
chain interruption” and “shortage in materials”. So, they are not the risks of “high impact and high likelihood”.

2022 CMC Corporate Sustainability Report
62
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
No.
Category
Risk
Description
1
Physical Risks
Typhoons, ﬂoods, and 
extreme precipitation
Damage to Operational 
Equipment
Direct impact on sales locations from damage of buildings, operational, and information equipment due to anomalies (e.g., ﬂoods due to extreme rainfall) caused by 
extreme weather events, such as typhoons and intense rainfall
2
Injury to Personnel
Injury of personnel during commuting, in workplaces, or when verifying damage caused by disasters due to extreme weather events, such as typhoons, ﬂoods, and intense rainfall.
3
Operational Interruption
Operational interruption caused by production halts due to extreme weather events, such as typhoons, ﬂoods, and intense rainfall.
4
Supply Chain Interruption
Production or operational disturbance caused by supply chain disruption due to the production halt or operational interruption of suppliers as a result of unstable materials 
and energy supply due to frequent extreme weather events.
5
Physical Risks
Long-term Impact of 
Climate Change
Draught and Water Shortage
Potential risk of ﬁres due to extreme droughts, increased operating costs due to water scarcity, leading to the crisis of operational interruptions.
6
Power Shortage
Frequent extreme temperatures, electricity is indispensable to both operations and production. Reduced revenues due to operational interruptions as a result of roduction 
halts caused by frequent electricity shortages of TPC, particularly in frequent extreme temperatures, because electricity is indispensable to our operations and production.
7
Employee Health
Increased risk on employee health and then operational interruption caused by increased possibility of heat exhaustion of employees due to rising mean temperatures as 
a result of long-term climate change.
8
Materials Shortage
Operational interruptions or production halts due to materials supply shortages caused by drastic environmental changes as a result of long-term climate change.
9
Transition Risk: Policy 
and Legal
Carbon tax/energy tax 
collection
Increased operating costs, e.g., energy prices and carbon tax and energy tax collection in the future, due to the tightening GHG reduction requirements or energy 
conservation and consumption policies or regulations to ensure compliance with the carbon neutrality target by 2050 in the Paris Agreement by the government as a 
result of the deteriorating climate change.
10
Sanction for Non-compliance
Sanctions for non-compliance with the tightening GHG reduction requirements or energy conservation and consumption policies or regulations or exposure to litigation 
due to inadequate disclosures of climate-related risks.
11
Cap and Trade
Increased operating costs due to emissions control or carbon credit purchase as a result of the government’s incorporation of mandatory reduction in the Climate 
Change Response Act and implementation of GHG cap and trade.
12
Product Efﬁciency Regulations 
and Standards
Mandates on products with lower emissions, based on either the Euro 6 emission standard or CAFE standard, due to the tightening government emission standards for cars 
and motorcycles.
13
Transition Risk: Market
Demand for Low-carbon 
Products and Services
Increased management costs due to the increasingly demanding low-emission requirements of products in Taiwan and worldwide on either product emission efﬁciency or 
energy consumption, water consumption, or air pollution control during production.
14
Changes in Consumer 
Behavior and Preference
Shift in consumer preferences towards NEVs aroused by the interest in NEV at the rise of environmental protection awareness.
15
Transition Risk: 
Reputation
Adverse Environmental 
Incident
Indirect impact on goodwill and revenues due to negative media reports on environmental pollution, and potential impact on corporate image and reputation for failure 
to actively engage in the climate change issues that concern stakeholders.
No.
Category
 Opportunity
Description
1
Resource Efﬁciency
 Planning of energy-efﬁcient 
equipment
Enhanced energy efﬁciency and reduced operating costs due to the purchase of the latest energy-efﬁcient production equipment with higher production efﬁciency.
2
 Green process and 
environment-friendly 
manufacture
Reduced electricity and power consumption due to the use of eco-friendly technologies in the manufacturing process and production line to keep up with the environmental 
protection and energy conservation trends. Reduced cost for energy consumption through energy conservation measures.
3
Environmental 
Protection Regulations
 Government subsidization for 
NEVs.
Increased government subsidies for NEVs due to environmental protection regulations. New product announcement due to the NEV and environmental protection trends and 
intensiﬁed NEV buying motivation in consumers due to government subsidization.
4
NEV Development
 NEV Development
Launch new models when developing low-emission, energy-efﬁcient NEVs due to the tightening energy consumption standard.
5
 Digital transformation and 
service experience
Optimize consumer experience and integrate technology into management, e.g., online car watching and app service integration, by launching digital service experience 
for consumers in the post-COVID era.
6
Market Development 
and ESG Trends
 Development in line with 
consumer preferences
Meeting the environmental protection concept of present-day consumers by launching related services and selling eco-friendlier vehicles to keep up with the ESG trend.
7
Resilience
 Creation of corporate 
resilience
Establish a more resilient CMC by building the disaster prevention mechanism and introducing the climate change risk management mechanism into CMC’s existing system.
8
Renewables 
Development
 Renewables installation and 
development 
Increased revenues due to green power retailing through installing independent solar panels and other renewables installations by following the future amendments to 
renewables-related regulations and the development of lower-emission sources of energy.
Description of Climate-Related Risks and Opportunities
Climate-Related Risks
Climate-Related  Opportunities

2022 CMC Corporate Sustainability Report
63
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.1.3 Scenario Analysis of Climate Change Risks
Analysis of Flood Risk
The climate change has impact on the daily operation of the CMC to a great extent. The 
terrains of high mountains and steep slopes and the drastic changes of the climate lead to 
uneven distribution of rainwater and seasonal water shortage in different regions. The ﬂoods 
occur frequently in the typhoon and plum rain season. The stricter environmental regulations 
may lead to carbon-related fees and emission control someday in the future. These will bring 
a heavy burden of costs to us. Hence, no matter whether the “physical risk” or “transition 
risk”, we have assessed their impact carefully and taken management measures in a serious 
manner.
Analysis of Flood Risk at Business Locations
For the operational and production bases (Yangmei Plant and Hsinchu Plant), we adopt 
the “Representative Concentration Pathways (RCPs) in the Fifth Assessment Report of 
the “Intergovernmental Panel on Climate Change” (IPCC) and use the difference in the 
radiative forcing between 2100 and 1750 as the metrics. Additionally, we infer the mid-
century climate (2036-2065) based on the RCPs 8.5 scenario and the information on the 
Disaster Risk Adaptation platform of the National Science and Technology Center for Disaster 
Reduction.
As the analysis result of the graphic information shows, Yangmei Plant is located in the region 
of Level-3 risk (moderate risk). Hsinchu Plant is located in the region of Level-4 risk where the 
ﬂood risk is high. As the result indicates, both production bases of the CMC are exposed to 
ﬂood risk to a certain extent. More hazards to these bases are expectedly in consideration 
of the more frequent extreme weather conditions. To avoid ﬂoods at the plants as a result 
of extreme climate incidents in the future, prevent the business from discontinuation, and 
protect the employees from being affected when coming to work, we will formulate 
response policies based on the result of the analysis, assess potential hazards carefully, and 
propose management and action guidelines. 
Yangmei Plant
Hsinchu Plant
Note 1:  The ﬂood risk is the analysis result of the hazard, vulnerability and exposure. It reﬂects the level of disaster risk presented in most GCM models (2036~2065) under the base period (1976~2005) and RCP 8.5 
scenario.
Note 2:  The disaster risk is classiﬁed with the base period as the criterium. The estimated disaster risk graphic reﬂects a modal analysis based on the results of 33 prediction models.
Note 3:  The Level-5 ﬂood risk indicates that the regions has the “relatively” highest disaster risk; the Level-1 ﬂood risk indicates that the disaster risk is relative low but does not mean there is no disaster risk or no 
disaster incidents would happen.
Note 4:  RCP 8.5 high emission scenario - The radiative forcing will rise to 8.5 watts per square meter in 2100. If the carbon reduction policy and the increase of the greenhouse gas emissions remain 
unchanged, the concentration of the greenhouse gas in the atmosphere will increase continuously and the temperature will rise by nearly 4°C, leading to unavoidable damage to the environment 
in the world.

2022 CMC Corporate Sustainability Report
64
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Analysis of Power Shortage
As the global warming becomes ﬁercer, the temperature rises drastically, the economic and 
industrial activities remain growing, and the energy transformation plan in Taiwan remains 
unclear, the supply of electricity in Taiwan becomes more unstable and the power shortage 
incidents have occurred frequently in recent period as a result. Electricity is indispensable 
to every stage of operations and production at CMC, an electricity shortage will bring 
tremendous impact to business operations. Hence, apart from treating the power shortage 
as one of the critical risks, we also conduct statistical regression simulation analysis on power 
shortage with different environmental and economic factors and use the data of the RCP 8.5 
temperature scenario on the Taiwan Climate Change Projection Information and Adaptation 
Knowledge Platform (TCCIP) of the National Science and Technology Council (NSTC) to 
obtain the probability of power shortage in a year and assess the potential loss of CMC 
under this power shortage probability.
Based on the simulation and scenario analysis results of power shortage risk, the revenue 
loss falls between NTD251 million and NTD289 million, accounting for 0.85-0.98% of our total 
revenue in 2022. This suggests that the signiﬁcance of impact is below 1%. Hence, we believe 
that the exposure to the risk of power shortage due to climate issues is insigniﬁcant, and the 
risk will not bring signiﬁcant ﬁnancial impact. Nevertheless, we face this risk seriously because 
electricity is one of the required energies for our production. To reduce the potential impact 
of the power shortage risk to the operation of the Company, we implement damage 
prevention measures proactively by deploying emergency power generation equipment 
and renewable energy power units in the hope to enhance our crisis awareness in advance 
to nip power shortage in the bud.
Assessment of Loss in Revenue Due to Power Shortage
4.00
3.50
3.00
2.50
2023
2024
2025
$ 289,634,209
$ 288,488,519
$ 251,816,274
$ 300,000,000
$ 280,000,000
$ 260,000,000
$ 240,000,000
$ 220,000,000
3.58
3.56
3.11
*The power shortage probability decreases in 2024 in scenario RCP 8.5as shown in the above table because the temperature in that year 
is slightly lower than the temperature in other years. As the average cooling degree days (CCD) is lower, the power shortage probability in 
that year decreases after the statistical regression analysis.
Power Shortage Probability (RCP 8.5 scenario)
Amount allowable for loss on 
power shortage  
Business discontinuity days
2023
2024
2025
1.00%
0.95%
0.90%
0.85%
0.80%
0.75%
0.98002%
0.9761%
0.85198%
Parameter Factor
Description
Source
Percent Reserve Margin Bak
This is the indicator used to measure the power supply reliability on the power generation side of the system.
Taiwan Power Company
Installed Capacity of 
Conventional Power Unit Vol
This includes the installed capacity of thermal power generation, pumped hydropower generation, coal-ﬁred power  generation, oil-ﬁred power generation, gas-ﬁred power 
generation, nuclear power generation, and conventional hydropower  generation, but does not include the installed capacity of new energy power units, such as wind power, 
solar power, and biomass energy power generation.
Estimated by CMC
Gross Domestic Product GDP
The higher GDP indicates that the economic activities in Taiwan are more prosperous and more electricity is needed and consumed to support the economic performance. 
Thus, the higher the GDP, the higher the occurrence rate of the power shortage risk.
IMF (International Monitory 
Fund)
Annual Total Population
The increase of the population in Taiwan means a rising demand for electricity. Hence, the more the number of the population, the higher the occurrence rate of the power 
shortage risk.
Directorate General of 
Budget, Accounting and 
Statistics, Executive Yuan
Average Cooling Degree 
Day CDD
1. CDD = Σ(Ti-26 ) if T>28 , Ti = Daily Average Temperature. This value reﬂects the sum of temperatures. The higher the value, the more the days on which air conditioners are 
turned on, and the higher the occurrence rate of the power shortage risk.
2. This value is obtained with reference to the RCP 8.5 scenario to estimate the temperature for 2022- 2025 and calculate the CDD value.
RCPs 8.5 scenario data 
and estimated by CMC

2022 CMC Corporate Sustainability Report
65
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Risk Analysis of Carbon Tax
To accomplish “Net Zero Emissions by 2050”, the Legislative Yuan passed the Climate 
Change Response Act in early 2023, suggesting that the carbon tax will be collected in 
the foreseeable future. Our 2022 GHG emissions (Scopes 1 and 2) were 20,711,441tCO2e. 
Although we are not a large emitter of GHG, our operating costs will soar to affect proﬁtability 
when the government collect high carbon tax.
Hence, we assess different levels of exposure during 2022-2050 under the interaction of 
different scenarios in terms of the three emission scenarios proposed by IEA: stated policies 
scenario (SPS), announced pledges scenario (APS), and net zero emissions by 2050 scenario 
(NZE) in coordination with the five carbon pricing rates: recommended rates by the 
Environmental Protection Administration, predicted carbon tax rates of EU, recommended 
rates of Greenpeace, NGFS 2050 Net Zero, and NGFS Below 2DC.
Although the results show that the carbon cost is signiﬁcant in all scenarios, NT$$313,677,559 
the highest, the amount accounts for only 1.06% of the total revenues in 2022. Despite the 
insigniﬁcant impact on operations, we highly concern ourselves with carbon-related issues. As 
an automotive manufacturer and dealer, it is highly likely that we will be unable to fulﬁll the 
market and customer expectation for high energy-efﬁcient products in the future due to our 
failure to propose a transition plan and offer energy-efﬁcient products to address climate and 
emission issues. Eventually, our market presence will be lowered, and we will be abandoned 
by the market. Hence, apart from actively building renewables installations, we will also 
optimize the manufacturing processes to reduce emissions throughout the product life cycle 
through technological advancements so as to offer customers eco-friendly and low-emission 
products.

2022 CMC Corporate Sustainability Report
66
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
CMC Carbon Tax Analysis (STEPS)
CMC Carbon Tax Analysis (APS)
CMC Carbon Tax Analysis (NZE)
CMC CO2 Emission 
   Carbon Tax Rates-EPA 
 
      Carbon Tax Rates-Greenpeace
Carbon Tax Rates-EU ETS 
    Carbon Tax Rates-NGFS_2050 NetZero 
    Carbon Tax Rates-NGFS_2050 Below 2DC
$ 350,000,000 
$ 300,000,000
$ 250,000,000
$ 200,000,000
$ 150,000,000
$ 100,000,000
$ 5,000,000
$
25000
20000
15000
10000
5000
0
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
$ 120,000,000
$ 100,000,000
$ 80,000,000
$ 60,000,000
$ 40,000,000
$ 20,000,000
$
25000
20000
15000
10000
5000
0
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
$ 45,000,000 
$ 40,000,000 
$ 35,000,000 
$ 30,000,000
$ 25,000,000
$ 20,000,000
$ 15,000,000
$ 10,000,000
$ 5,000,000
$
25000
20000
15000
10000
5000
0
2022
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
2043
2044
2045
2046
2047
2048
2049
2050
Year
Carbon Emissions 
Scenario
Carbon Fee Scenario
2030
2040
2050
STEPS
Rate recommended by the 
Environmental Protection Administration
$ 2,254,587
$ 2,319,097
$ 2,479,814
Rate recommended by the 
Greenpeace
$ 15,823,099
$ 42,337,891
$ 107,211,243
Predicted carbon tax rate of EU
$ 32,793,987
$ 58,954,890
$ 107,211,243
Recommended Rates NGFS 2050 Net 
Zero
$ 60,198,313
$ 103,618,133
$ 313,677,559
Recommended Rates NGFS Below 
2DC
$ 40,559,850
$ 70,585,688
$ 138,112,964
Year
Carbon Emissions 
Scenario
Carbon Fee Scenario
2030
2040
2050
APS
Rate recommended by the 
Environmental Protection Administration
$ 1,891,351
$ 1,335,427
$ 912,773
Rate recommended by the 
Greenpeace
$ 13,273,846
$ 24,379,811
$ 39,462,420
Predicted carbon tax rate of EU
$ 27,510,561
$ 33,948,528
$ 39,462,420
Recommended Rates NGFS 2050 
Net Zero
$ 50,499,787
$ 59,667,368
$ 115,458,746
Recommended Rates NGFS Below 
2DC
$ 34,025,268
$ 40,645,996
$ 50,836,756
Year
Carbon Emissions 
Scenario
Carbon Fee Scenario
2030
2040
2050
NZE
Rate recommended by the 
Environmental Protection Administration
$ 1,497,139
$ 418,021
$ 0
Rate recommended by the 
Greenpeace
$ 10,507,195
$ 7,631,469
$ 0
Predicted carbon tax rate of EU
$ 21,776,570
$ 10,626,708
$ 0
Recommended Rates NGFS 2050 Net 
Zero
$ 39,974,181
$ 18,677,325
$ 0
Recommended Rates NGFS Below 
2DC
$ 26,933,425
$ 12,723,177
$ 0

2022 CMC Corporate Sustainability Report
67
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.1.4 CMC Climate Action Guidelines
Facing the menacing climate change risks, either the physical risks or the transition risks 
will bring tremendous potential impact to CMC. Particularly, as we are an automotive 
manufacturer, the carbon issues relating to NEV development and automotive 
manufacturing will become the focus and request of all stakeholder groups. Hence, we 
propose the CMC climate action guidelines to address climate change issues in terms of 
three major aspects: product energy efﬁciency enhancement, renewables installation, and 
loss control action enhancement. Apart from avoiding risk-related potential loss, we also 
assess the opportunities from the opposite side of climate issues to propose future targets. 
Item
Action Guideline (1): Product energy 
efﬁciency enhancement
Action Guideline (2): 
Renewables installation
Action Guideline (3): 
Loss control action enhancement
Corresponding 
Signiﬁcant Risks
 
• Product Efﬁciency Regulations and Standards
 
• Changes in Consumer Behavior and Preference
 
• Demand for Low-carbon Products and Services
 
• Collection of Carbon Fee/Energy Tax
 
• Power Shortage
 
• Cap and Trade
 
• Supply Chain Interruption
 
• Damage to Operational Equipment
 
• Draught and Water Shortage
Development 
Opportunity
 
• Actively develop electric two-wheelers, electric four-wheelers, 
PHEV, and their support measures to keep up with the global 
market trend and consumer preferences.
 
• Enhance vehicle energy efﬁciency and provide consumers with 
eco-friendly, low-emission vehicles.
 
• Reduce the energy consumption of vehicles during the life cycle 
and develop low-emission products and services.
 
• Develop renewable energy plans ahead of the schedule in the 
legal requirements, promote energy diversify, reduce Scope 2 
GHG emissions, and lower the risk of power shortages.
 
• Strengthen energy management and enhance energy efﬁciency 
and implement new energy equipment to reduce operating costs.
 
• Implement energy conservation programs to address global 
warming and renewables issues.
 
• Invest in part manufacturers, integrate the supply chain, and plan 
new supply chain risk strategies.
 
• Enhance process water efﬁciency and water efﬁciency and 
reduce water costs.
 
• Review the opportunities for improving soil and water conservation 
and drainage capability of the plants to prevent ﬂoods and 
optimize loss control in advance.
Investments
 
• In 2023 we will invest about NT$1.28 billion in vehicle R&D and 
technology innovation.
 
• In 2022 we invested NT$29.4 million in building PV installations to 
generate electricity of about 608,928kWh each year and reduce 
emissions by about 309.94tCO2e/year.
 
• It is estimated that this can save carbon tax of about NT$22.09 
million and reduce electricity bill by about NT$46.27 million over a 
20-year period. Compared to the investment, the beneﬁts are up 
to NT$38.96 million.
In 2022 we invested NT$2.95 million in the wastewater efﬂuent 
recycling project and NT$330,000 in the passenger car leakage test 
site water recyling.
Future Goal
 
• Continue to invest in the R&D and launch of electric two-wheelers, 
electric four-wheelers, and PHEV to introduce products and 
services taht meet the marekt demands.
 
• Set the sales target for electric four-wheelers to 6,000 units by 2027.
 
• Promote transformation in power utilization pursuant to the 
schedule of net zero emissions by 2050
 
• Continuously review constructible capacity and regions to 
accumulated capacity to 13,279KW in 2040, with a green power 
ratio of about 47.8% for Yangmei Plant, 99.7% for Hsinchu Plant, 
and 120% for Taoyuan Youth Industrial Park Plant.
 
• Increase the recovery rate of process and domestic water
 
• Continuously follow up on, manage, and request suppliers to 
improve ﬁre and ﬂood prevention capabilities to facilitate making 
the most timely  response and handling in emergency.
*Carbon tax mitigation is calculated at NT$3.8/kWh based on the changes in carbon tax in the NGFS Net-Zero 2050 scenario during 2023-2042.

2022 CMC Corporate Sustainability Report
68
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.2.1 CMC’s Dedicated Environmental Protection Management 
4.2 Environmental Management: Energy conservation for carbon reduction
In the production and marketing process of both two-wheelers and four-wheelers, on 
top of considering various environmental impacts, we also make continual improvement 
in environmental performance in accordance with domestic legal and regulatory 
requirements. To ensure that all environmental issues are managed within the system, we 
passed many ISO management systems in 2022 and review the environmental performance 
and make improvements through internal and external audits and environmental 
management reviews. The issues managed are described below:
CMC’s Dedicated Environmental 
Protection Organization
Air Pollution 
Control
Water Pollution 
Control
Indoor Air Quality
Declaration of 
Environmental Measures
Waste 
Management
Toxic Chemical Substance 
and Noise Management
ISO14001 Environmental 
Management System
 
• Monitoring of the 
air pollution control 
facilities for their 
normal operation and 
management
 
• Application for the 
permit of stationary 
pollution sources
 
• Testing and declaration 
of pollutants in exhaust 
pipes
 
• Operation and 
management of 
wastewater treatment 
plants
 
• Application for discharge 
of wastewater
 
• Testing and declaration 
of wastewater quality 
and quantity
 
• Formulation of 
wastewater collection, 
treatment and 
improvement measures
 
• Establishment and amendment 
of environmental policies
 
• Review and identiﬁcation 
of environmental laws and 
regulations; assessment of 
compliance
 
• Assessment of signiﬁcant 
environmental considerations
 
• Follow-up and management 
of environmental improvement 
projects
 
• Implementation of the 
environmental management 
system
 
• Analysis and improvement of the 
environmental management 
performance
 
• Documentation of the indoor air 
quality maintenance management 
plan
 
• Inspection and measurement of indoor 
air quality at the plant
 
• Recommendations relating to indoor 
air quality improvement and
management
 
• Declaration of tests
 
• Monitoring and management 
of pollution control facilities
 
• Implementation and 
declaration of environmental 
protection activities
 
• Declaration of greenhouse gas 
inventories
 
• Implementation of green 
procurement
 
• Compilation of environmental 
sustainability under ESG
 
• Storage, clearance and 
disposal management of 
general and hazardous 
industrial wastes
 
• Declaration and tracking of 
industrial waste
 
• Promotion of waste 
reduction and recovery
 
• Recycle of waste
 
• Operation and 
management of toxic 
chemical substances
 
• Monitoring of noise 
around the plant and 
implementation of 
preventive measures
ISO Management System Certiﬁcations and Sustainability Awards Over the Years
2016
2019
2020
2021
2021
June 27, 2022
2018/7
2018/7
June 21, 2022
June 21, 2022
MOEA Excellence in Energy 
Conservation Award
Excellence in Energy Conservation 
Service for Business Group
Silver Award, the 2
nd National Enterprise 
Environmental Protection Award (Yangmei Plant)
Taoyuan City Subsidization 
for Low-Emission Technology
Gold Award, MOES Energy Conservation 
Benchmark Award 
Excellence in Green Procurement from Hsinchu 
County Government for two times
Silver Award, the 4
th National Enterprise 
Environmental Protection Award (Hsinchu Plant)
SI Award for Sustainable Resilience
Extension of the green factory certification of 
Hsinchu Plant
Passed the ISO 50001 EMS certiﬁcation
 
• Established the energy policy and set energy efﬁciency 
targets in accordance with the ISO verification 
requirements to help enhance energy efficiency and 
reduce the waste of energy.
 
• Optimize energy use and management and reduce 
energy costs
 
• Improved corporate image and reputation and 
enhance market competitiveness
 
• Complied with the energy laws and regulations in 
accordance with the ISO verification requirements to 
lower the risk of ﬁnes.
EM25 Shine e-bike carbon footprint and 
water footprint veriﬁcation
 
• Assessed the carbon emissions and water consumption 
in product manufacturing and identiﬁed sections with 
negative environmental impacts through carbon 
footprint and water footprint verification and adopt 
improvement measures to reduce carbon emissions 
and water consumption to eventually enhance 
product sustainability.
 
• Enhanced consumer concern about environmental 
sustainability and improved corporate image and 
reputation through carbon footprint and water footprint 
veriﬁcation to enhance market competitiveness.
 
• Ensured compliance with related international 
laws and regulations and enhanced international 
competitiveness through carbon footprint and water 
footprint veriﬁcation.
July 12, 2022 
Passed ISO 14064 GHG inventory
Effectiveness of continuous GHG management
Passed the certiﬁcation of the ISO 46001 Water 
efﬁciency management systems.
 
• Enhanced water management efficiency to reduce 
water consumption costs.
 
• Improved corporate image and reputation and 
enhance market competitiveness
 
• Complied with the water laws and regulations in 
accordance with the ISO verification requirements to 
lower the risk of ﬁnes.
Passed the ISO 14001 EMS certiﬁcation
 
• Updated the environmental sustainability policy and 
Net-Zero 2050 Declaration.
 
• Followed up on the improvement of the 2022 
environmental protection projects.

2022 CMC Corporate Sustainability Report
69
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.2.2 Energy Use and Conservation 
Management 
Major energy conservation/water conservation 
items in 2022
Yangmei Plant Ofﬁce (2F)
Rome Avenue
spray ﬁnishing Line 1 
in Coating Shop 
spray ﬁnishing Line 2 in 
Coating Shop 
Supplies Receipt Center and Logistics Warehouse
Minor Repair Zone
EM Line
Supplies Zone
SPS Warehouse
DE Secondary Line
DE Master Line
Passenger Car Assembly/Final Assembly 
SPS Warehouse
Supplies Zone
Supplies Zone
Passenger Car Inspection Line
Supplies Zone
Welding (passenger car) 
Welding (passenger car) 
U/B
CV/RV
JD Line
CPQC
DE Line
Water Treatment Zone
CV Line
CV Line
Supplies Warehouse
Welding Master Line (passenger car)
Supplies Zone
CV Inspection Line
Assembly 
Section
Unloading Zone
Test Assembly 
Zone
ESH Ofﬁce
Health Education 
Center
Final Assembly QC 
Loader
Engine Pre-Installation 
New Chassis Line 
CV Pre-Assembly/Final Assembly
CV Instrumentation Assembly I
CV Instrumentation Assembly II
Loader
Passenger Car Assembly/Interior Assembly
Passenger Car Assembly 
Elevated 
Passenger Car 
Assembly/
Pre-Assembly 
ROBOT
3D 
Maintenance 
Section
Power 
Room
Air Compressor 
Room
Passenger Car Minor Repair Zone
Yen Ching-Ling 
Laboratory
Boiler Room
Wastewater
Treatment Plan
Supplies Warehouse
Employee Canteen (2F)
R&D Building
Technology 
Development Building
Yen Ching-Ling 
Building
Xiucaiwo River
Passenger Car Leakage Test Site Water 
Conservation Improvement
Reduced water consumption by 
5,500t/year
Dormitory A/C chiller replacement
Electricity saved: 344,305 kWh/year
Self-construction of PV installations 
536.5kW
Generated electricity 608,928 kWh/year
Coating and spray ﬁnishing Direct 
Heating System
Reduced gas consumption by 44,056 m
3/year
Procurement of Efﬂuent Recycling 
Equipment
Reduced efﬂuent discharge by 10,516t/year
ED circulation pump replacement and 
adjustment
Electricity saved: 102,763kWh/year
spray ﬁnishing Line 2 A/C chiller 
replacement 
Electricity saved: 92,016 kWh/year
Efﬁciency Improvement and 
Investment in 2022
Amount Saved
Investment Amount
Electricity saving efﬁciency: 843,097 
kWh/year
NTD 2,950,840
NTD 64,939,000
Gas saving efﬁciency: 44,056m
3/year
NTD 378,900
NTD 6,380,000
Water saving efﬁciency: 6,636t/year
NTD 27,500
NTD 330,000
Note: Basis for calculation of electricity bill saved: NT$3.5/kWh

2022 CMC Corporate Sustainability Report
70
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
CMC’s Energy Use Status (excluding renewable energy)
Unit
2020 
2021 
2022 
Category of Energy
kWh
Thousand cubic 
meters
Thousand cubic 
meters
GJ
Liter
Vehicle/year
Liter
MWh/vehicle
tCO2e
 GJ/vehicle
23404800
0
1578583
161638
14007
47363
587506
494.2
16746
3.41 
23529600
0
1721505
168349
7285
48971
570023
480.5
16364
3.44 
22402800
0
1532509
157598
11543
43934
575087
509.9
15614
3.59
Purchase 
electricity
LPG
LNG
Total energy 
consumption
Diesel
Number of 
vehicles produced
Gasoline
Power energy 
intensity
Carbon emissions
Energy use 
intensity
Note 1:  The actual number of vehicles produced by Yangmei Plant in 2022 is based on the data provided by the production planning 
group (excluding FUSO).
Note 2:  Conversion of energy units: kcal = Mcal*1000; 1 kcal = 0.0000041868 GJ.
Note 3:  Diesel consumption is based on the “GHG Materials Use Investigation Form”. The carbon emissions of 92 and 95 petrols are 
calculated as the same category. The emission factor of natural gas is 1.879kgCO2e.
Note 4:  The gas consumption at the painting shop is based on the bills issued by the CPC Corporation, Taiwan, and the data provided by 
the canteen (including the kindergarten).
Note 5:  The CO 2 emission factor is based on the “greenhouse gas emission factor management table” of the Environmental Protection 
Administration, Executive Yuan (ver. 6.0.4, June 2019)."
Note 6:  The 2021 electricity carbon emission factor announced by MOEA on 7/22/2022 is 0.509kgCO2e/kWh.
Note 1:  LPG 1000 Kg = 1.818L
Note 2:  The unit fuel heating value of is based on the MOEA Bureau of Energy - Heat Content of Energy Products: (1) electricity 860 kcal/
kWh, (2) petroleum 7,800 kcal/L, (3) diesel 8,400kal/L, (4) LPG 6,635kcal/L; 1 kcal=4.184 kJ.
Note 3:  Hsinchu Plant’s equivalent units = Motor production*1 + die casting production*0.8 + mechanically processed aluminum alloy*0.36 
+ truck production*2.68
Note 4:  Electricity energy intensity (MWh/vehicle equivalent) = Power consumption (MWh)/Production volume of the plant (vehicle 
equivalent).
Note 5:  Energy use intensity (GJ/vehicle) = Total energy consumption (GJ)/Production volume of the plant (vehicle).
Note 6:  The energy consumption is the quantity consumed within the Company
Yangmei Plant 
Hsinchu Plant
Category of Energy
Unit
kWh
Liter
Liter
Vehicle/year
Liter
MWh/vehicle
tCO2e
GJ/vehicle
GJ
2020 
2868540
95607
119462
97192
76930
 0.0295
1835
 0.1691
16444.45
Purchase 
electricity
Gasoline
Diesel
Number of 
vehicles produced
LPG
Power energy 
intensity
Carbon emissions
Energy use 
intensity
Total energy 
consumption
2022 
3109000
112788
87006
93219
123270
0.0415
 2240
0.2534
18981.494
2021 
3206308
107056
142145
110335
100590
 0.0290
2124
 0.1795
19413.32

2022 CMC Corporate Sustainability Report
71
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Energy Conservation and Carbon Reduction Projects and Energy Conservation Efﬁciency
The five major projects for electricity efficiency enhancement included the A/C chiller 
replacement of the spray ﬁnishing line 2 of the coating shop and A/C modiﬁcation of the 
ofﬁce area on 2F of Yangmei Plant and the lighting improvement for energy conservation in 
block C, PV installation for self-generation and self-consumption, introduction of winter direct 
heating for the spray ﬁnishing line 1 of the coating shop, and ASU modiﬁcation of Hsinchu 
Plant.
In 2022 we placed new investments amounting to NT$63.239 million and engaged in ﬁve new 
equipment improvement projects. Combining with other improvement projects in progress, 
in 2022 we saved electricity and electricity bills by 764,466kWh NT$2.905 respective and gas 
and gas fees by 44,056 m³ and NT$379,000 respectively. Together we reduced emissions 
by 389.1tCO2e, with an annual average energy consumption by 3.3%, accomplishing the 
annual electricity conservation target of over 1.0%. 
 68%
13%
12%
4%
3%
PV installations (self-generation 
and self-consumption)
Replacement of the 900RT ﬁxed-speed centrifugal chiller at spray 
ﬁnishing line 2 in the coating shop
Ofﬁce A/C modiﬁcation on 2F 
of Yangmei Plant
Lighting improvement for energy 
conservation in block C of Hsinchu Plant
Introduction of winter direct heating on spray ﬁnishing line 1 of the coating shop and ASU modiﬁcation
Problems before Improvement
Improvement Measure
Investment Amount
Estimated Beneﬁts upon 
Completion
I n  a c c o r d a n c e  w i t h  t h e 
Regulations for the Management 
of Setting up Renewable Energy 
Power Generation Equipment 
of Power Users above a Certain 
Contract Capacity of MOEA, 
electricity users with a contract 
capacity of over 5,000kW are 
obliged to install renewables 
at 10% of contract capacity 
(obligatory capacity) with PV 
installations.
With respect to the regulatory 
requirements, after deducting 
t h e  m a x i m u m  d e d u c t i b l e 
capacity completed by 2023 
and considering the equipment 
installation specifications, the 
planned installation capacity was 
536.5KW. The installation and on-
grid were completed in 2022 for 
generation.
NT$29.4 million
Estimated generation: 608,928kWh/year
Amount save: NT$2,053,677/year
Increased renewables: 2.2%
Emissions reduced: 309.94 tCO2eyear
Problems before Improvement
Problems before Improvement
Problems before 
Improvement
Improvement Measure
Improvement Measure
Improvement Measure
Improvement Measure
Investment Amount
Investment Amount
Investment Amount
Investment Amount
Beneﬁts upon completion
Beneﬁts upon completion
Beneﬁts upon completion
Beneﬁts upon completion
The two 900RT fixed-speed 
centrifugal chillers at spray 
ﬁnishing line 2 in the coating shop 
were used for 19 years. As the 
efficiency reduced and faulty 
rate increased, we planned to 
replace them to enhance energy 
efﬁciency.
Water-cooled floor-standing 
A/Cs were used in the office 
area on 2F of Yangmei Plant 
for 26 years. Despite the low 
energy efficiency, they waste 
energy when individual control 
and temperature setting were 
prevented.
Block C of Hsinchu Plant was 
equipped with 60 mercury 
lamps with higher electricity 
consumption and lower energy 
efﬁciency.
Use steam for heating in the 
spray finishing line. In winter, 
heating water with the boiler to 
generate steam transported to 
the spray chamber air dispenser 
and subsequent heat exchange 
process consume lots of energy.
Use of the high-efficiency 
900RT fixed-speed centrifugal 
chiller. One old chiller has been 
retained for backup use.
Replaced water-cooled floor-
s t a n d i n g  A / C s  w i t h  h i g h -
efficiency screw chiller (energy 
consumption level 1) including 
chillers, pumps, and cooling 
towers, and re-planned control 
areas to save energy.
E l e c t r o d e l e s s  l a m p s  w e r e 
planned for the improvement 
to enhance lighting and energy 
efﬁciency.
Energy conservation through 
process modiﬁcation is key to this 
project. Combustion equipment 
is used to heat up fresh air which 
is delivery to the spray changer 
by fan via the vent to further 
reduce the thermal efficiency 
loss.
NT$18.272 million
NT$8.62 million
NT$750,000.
NT$6.38 million. 
Emissions reduced: 46.96 tCO2e /year
Electricity saved: 228,096 kWh/year
Amount save: NT$373,000
Emissions reduced:15.25 tCO2e/year.
Electricity saved: 60,540.48 kWh/year
Amount save: NT$113,900
Emissions reduced: 10.61 tCO2e/year.
Electricity saved: 20,851 kWh/year
Amount save: NT$104,200
Enhanced thermal efﬁciency by 20%, i.e., reducing 
steam purchasing cost by NT$270,000/year.
Reduced part and steam pipeline maintenance cost 
by NT$330,000/year.
Reduced combined production cost by NT$600,000/
year, payback period 7.5 years.
Emissions reduced: 82.78 tCO2e/year
Gas saved: 44,056 m³/year
Amount save: NT$378,900/year
Replacement of the 900RT 
ﬁxed-speed centrifugal 
chiller at spray ﬁnishing line 
2 in the coating shop
Yangmei Plant PV 
installation zone.
Introduction of direct 
heating and ASU 
modiﬁcation
Problems before Improvement
Highlights of Energy 
Conservation and Carbon 
Reduction Projects of CMC Plants
Amount save: NT$3,023,677
*Note: Calculations are completely 
based on the efficiency of electricity 
conservation.

2022 CMC Corporate Sustainability Report
72
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
As CMC highly values the conservation of water resources, we have launched multiple 
water-saving equipment improvement projects to replace the equipment, enhance water 
efﬁciency, and ensure the recycling and reuse of the water resources in several areas with 
high water consumption. In addition to continuously publicizing process water reduction and 
domestic water reduction, we also promote the reclamation and reuse of boiler condensate 
and coating UF cleaning RO water and the recycling of die casting water to effectively 
reduce water consumption.
In 2022 we promoted water recycling and reuse through the passenger car leakage test site 
water conservation improvement system and the rainwater harvesting system. In 2022 the 
target and actual water consumption target was 214,667 t/year 198,156 t/year respectively. 
The actual unit water consumption reduced by 26% from 6.70t/vehicle in 2015 to 4.57t/
vehicle. The target of both items was accomplished.
Water Withdrawal in the Plants
Yangmei Plant Passenger Car Leakage Test Site Water Conservation Improvement System
Key water-saving projects are introduced and described as follows:
We use fresh clear 
well water at the 
end section of the 
test. Water flows into 
the circulation pool 
below for discharge. 
Water consumption is 
about 22t/day.
Estimated water 
conservation 
efﬁciency
Water conservation by 
5,500t/year (about 2.78% 
out of 198,155t/year 
consumed by Yangmei 
Plant)
Daily water conservation 22t.
An oil-water separator (OWS) and filter are 
installed to recycle the water used in the test 
after filtering and through regular pipeline 
CIP to reduce fresh well water consumption. 
Investment of N$350,000 plus water treatment 
operating cost (including ﬁlters and electricity) 
4.2t
▲Yangmei Plant Passenger Car Leakage Test Site 
Water Conservation Improvement System
Circulation Water 
Tank (60t)
Water Pump
Primary 
Filter
Secondary 
Filter + Oil 
Separation
Water 
Storage 
Tank
(existing)
OWS
Before Improvement
Improvement Measure
Beneﬁts
Hsinchu Plant Rainwater Harvesting System Ecological Circulation Project
In 2021 we built a 
rainwater harvesting 
system with capacity 
of 0.025ML. A total of 
0.527ML of rainwater 
was harvested for use 
by toilet ﬂush.
In 2022 accumulative 
r a i n w a t e r  h a r v e s t 
i n c r e a s e d  b y  2 1 5 % 
over 2021 to 1.136ML. It 
was used for in-house 
vegetation irrigation, 
ecological pond water 
replenishment, and 
toil flush. Rainwater 
reuse maintained the 
2022 domestic sewage 
discharge at the same 
level of 2021.
The artiﬁcial ecological 
pond is operated with 
rainwater harvest, 
forming part of the 
ecological circulation 
system. The ecological 
pond is built to restore 
endangered species 
and endemic ﬁsh, 
and rainwater can 
maintain pond water 
quality and ecosystem.
Implementation 
outcome
Approach Optimization
Beneﬁts
▲ The 10t rainwater storage in 
Hsinchu Plant.
Note 1:  Numbers of the water rights certiﬁcates: H0113148, H0108471, H0123080, H0112073
Note 2:  Yangmei Plant data source: Monthly water bills (including those for the plants and dormitories) from Taiwan Water Corporation and 
the monthly reported volume of groundwater used.
Note 3:  Source of the data for Hsinchu Plant: Water bills and the regular wastewater testing data on the EMS
Note 4:  As the volume of water used on water bills from Taiwan Water Corporation is not calculated from a ﬁxed date (but from the middle 
of a month, in most cases), the period on the bill may be inconsistent with the period of time during which the water is used. The 
result, 201,126 tons of water used, was obtained after the volume of water used was recalculated based on the actual period on 
the bill
Note 5:  Hsinchu Plant’s equivalent units = Motor production*1 + die casting production*0.25 + mechanically processed bell housing 
production*0.57 + truck production*2.68
Third-Party Water Withdrawal 
(ML)
Groundwater Withdrawal (ML)
Total Withdrawal (ML)
Water Consumption Intensity 
(t/vehicle) (Note 2)
Yangmei Plant
2020
49.345
180.380
229.725
4.850
2022
39.403
158.752
198.155
4.51
2021
37.134
 167.031 
 204.095 
4.107
Third-Party Water Withdrawal 
(ML)
Groundwater Withdrawal (ML)
Total Withdrawal (ML)
Water Consumption Intensity 
(t/vehicle equivalent) (Note 3)
Hsinchu Plant
4.797
5.274
10.071
0.1036
4.656
4.185
8.841
0.0948
2.851
6.008
8.859
0.0803

2022 CMC Corporate Sustainability Report
73
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.2.3 Management of GHG Emissions
In 2018 we began the annual GHG inventory with third-party verification. In 2022 we 
introduced the ISO 14064-1:2018 (new version) GHG inventory management system. In 
addition to Scopes 1 and 2, we also included Scope 3 for inventory. The base year for Scopes 
1 and 2 is 2018, while the base year for Scope 3 is 2021.
In terms of emission management and information, the 2022 emissions of Scopes 1 and 2 
were 20,711,4413 tCO2e and Scope 3 were 2,861,777.9204 tCO2e (with 92.79% of emissions 
from product use). In addition to the disclosure at the internal ISO 14001 Environmental 
Management System review meetings, we voluntarily disclosed the greenhouse gas emissions 
on the National Greenhouse Gas Registration Platform of the Environmental Protection 
Administration to fulﬁll our responsibility of disclosure. 
Carbon Intensity of CMC’s Products
The carbon intensity of products reflects the process efficiency indirectly. Thus, we can 
calculate the carbon emissions intensity of the products based on the vehicles produced at 
the Yangmei Plant and Hsinchu Plant and their greenhouse gas emissions, in the hope to help 
the Company march toward the goal of sustainable operations by implementing effective 
energy management.
Note 1:  Direct (Scope 1) GHG emissions comprise emissions from fuel combustion in a ﬁxed equipment (e.g. boiler, RTO, oven, restaurant, 
and emergency power generator), process emissions (e.g. CO2 and acetylene used in the manufacturing process, and ﬁre test), 
mobile combustion sources of transportation (e.g. company car, ﬁnished vehicle, forklift, and test oil), fugitive emissions (refrigerant 
and septic tank)
Note 2:  Indirect (Scope 2) GHG emissions result from the generation of purchased electricity.
Note 3:  Other indirect (Scope 3) emissions occur outside of the organization. After ﬁltering under the signiﬁcance principle, we incorporate 
the indirect greenhouse gas emissions from transportation (Category 3), organization (Category 4), and use of organization’s 
products (Category 5).
Note 4:  Category 3 GHGs comprise indirect GHG emissions generated from transportation, including emissions generated from upstream 
and downstream transportation and delivery of goods (raw materials, products, waste) from the source to the plant, products 
distributed to various locations, and waste directed to the disposal facilities. They are calculated based on the CO2 emitted during 
transportation.
Note 5:  Category 4 GHGs comprise (a) emissions generated from goods procurement and estimated based on the CO2 emitted from 
upstream manufacturing of purchased bulk materials (e.g., electricity, fuels, coatings, body materials, and coolants); (b) estimated 
based on the CO2 emitted from the purchased capital goods; and (c) the CO2 emitted from disposing of solid and liquid waste.
Note 6:  Category 5 GHGs comprise (a) emissions generated or removed from product use and estimated based on the CO2 emitted from 
the use to the end-of-life (EOL) of products (four wheelers and two wheelers) sold to consumers; (b) CO2 emitted generated by the 
leased assets in the downstream; and (c) CO2 emitted from investment.
Note 7:  The base year for GHG emissions is 2022, the operational control as stipulated in 4.1, ISO14064-1:2018, is adopted for the 
organizational boundaries, covering Taipei Office, Yangmei Plant, Hsinchu Plant, and Taoyuan Youth Industrial Park Plant. The 
emissions of Scopes 1, 2 and 3 were veriﬁed by AFNOR at the end of May
Note 8:  In response to the report publication schedule, data of GHG emissions in 2022 was extracted from the self-imposed inventory.
Scope 1 (Note 1)
CO2
CH4
N2O
HFCs
PFCs
SF6
NF3
Subtotal
5313.2949
7716.1041
245.9832
2095.9470
60.8790
0.0000 
0.0000 
0.0000 
Unit:tCO2e
Scope 2 (Note 2)
CO2
CH4
N2O
HFCs
PFCs
SF6
NF3
Subtotal
12995.3372
12995.3372
0.000
0.000
0.000
0.000
0.000
0.000
Unit:tCO2e
Total emissions (tCO2e)
2882489.362
Category 5 (note 6)
CO2
CH4
N2O
HFCs
PFCs
SF6
NF3
Subtotal
2674781.2817
45085040
2674781.2817
0.000
0.000
0.000
0.000
0.000
Unit:tCO2e
Scope 3 (Note 3)
Category 4 (note 5)
CO2
CH4
N2O
HFCs
PFCs
SF6
NF3
Subtotal
181124.5778
181124.5778
0.000
0.000
0.000
0.000
0.000
0.000
Unit:tCO2e
Category 3 (note 4)
CO2
CH4
N2O
HFCs
PFCs
SF6
NF3
Subtotal
5872.0609
 5872.0609
0.000
0.000
0.000
0.000
0.000
0.000
Unit:tCO2e
CMC GHG Emissions 2022 (t2e)
Annual emissions 
(tCO2e/year)
Carbon emissions per unit of capacity (per vehicle) 
(tCO2e/vehicle)
Number of vehicles produced
Annual emissions 
(tCO2e/year)
Carbon emissions per unit of capacity (per vehicle) 
(tCO2e/vehicle)
Number of vehicles 
produced
Intensity and Volume of GHG Emissions of 
Yangmei Plant (Scopes 1 and 2)
Intensity and Volume of GHG Emissions of Hsinchu 
Plant (Scopes 1 and 2)
2020
17236.621 
38976
2021
2022
18148.424 
17623.880
41609
43934
0.442
0.436
0.0401
Note 1:  Greenhouse gas emissions intensity (tCO2e/vehicle/year = 
annual emissions (tCO2e/year)/vehicles produced.
Note 2:  The vehicles produces means the sum of the four-wheelers 
and two-wheelers.
2020
2021
2022
 2823.906 
11497
0.246 
2716.838
13097
0.207 
3078.085
10111
0.304
Note 1:  Greenhouse gas emissions intensity (tCO2e/vehicle/year = 
annual emissions (tCO2e/year)/vehicles produced
Note 2:  The vehicles produced means the total number of four-
wheelers

2022 CMC Corporate Sustainability Report
74
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Performance Highlights of PV Installations 2022
608,928 kWh/year
Estimated Generation
298tCO2e/year
Carbon Reduction
NT$2,053,677/year
Electricity Bill Saved
2.2%
Proportion of Achieved Renewables (%)
Performance of the Solar Power Equipment in 2022
Plant
Application
Accumulative 
Generation (kWH)
Annual Generation 
(kWH)
System Installed 
Capacity (kW)
Consumption (kWH)
Accumulative CO2 Reduced 
(kg)
Electricity Bill Saved
Yangmei Plant
Rented out
5426090
967866
852.0
-
3456419.2
-
Self-Construction for 
Self-Consumption
12168
12168
536.5
12168
6437
42588
Hsinchu Plant
Rented out
9123415
2091647
2007.81
-
5811615.5
-
*Basis for calculation of electricity bill saved: NT$3.5/kWh
Medium- and Long-Term Renewables Promotion Plans
Description of renewables promotion after PV installations: In addition to the said obligatory capacity, we continuously review the available zones and plan targets for three phases through 
renewables promotion. We also independently promote renewables installations with a total capacity of 13,282.5kW through ﬁve stages. Targets of each phase renewables promotion: 25% by 
2030, 55% by 2040, and net-zero emissions by 2050 (including 44.5% through REC procurement).
Step 1
Step 2
Step 3
Step 4
Step 6
Step 5
2023
Installation of 536.5KW
Installation of 2,157KW
Installation of 3,300KW
Installation of 3.537KW
Installation of 3,752KW
2025
2030
2035
2050
2040
Obligatory Capacity
Completed
Optimal Regional 
Capacity
Maximum Installable 
Capacity
Maximum Installable 
Capacity
Accomplishment of 
net-zero emission 
Recovery and 
reconstruction of leased 
roofs
Yangmei Plant
Hsinchu Plant
Taoyuan Youth Industrial 
Park Plant
Green power proportion: 47.8%
Green power proportion: 99.7%
Green power proportion: 120%
Green Power Use Target 2040
4.2.4 Renewable Energy Installations

2022 CMC Corporate Sustainability Report
75
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.3.1 Air Pollution Management and Mitigation Projects
Emission of Air Pollutants
Actual Performance of VOC Recycling Devices of Yangmei Plant in Past 3 Years
VOC Emissions from Coating Process in Yangmei Plant in Past 3 Years
4.3 Pollution Prevention: Waste reduction for environmental protection
An overview of the emission of air pollutants
To effectively control air pollution and maintain ambient air quality around the plants, we 
install various control equipment such as the regenerative thermal oxidizer (RTOs) and acid 
gas scrubber. We also install the automatic painting robotic arms and their control system to 
enhance painting efﬁciency to over 89.5%. Apart from effectively reducing the production 
of air pollutants including particulates (par), sulfur oxides (SOx), nitrogen oxides (NOx), and 
volatile organic compounds (VOCs), they also help reduce the fugitive emission of VOCs 
to protect the health of residents in local communities. We outsource the inspection of the 
boiler stack and RTO exhaust pipe of Yangmei Plant, and the results show that all emission 
requirements are met.
At CMC, the coating and aluminum die-casting processes are the major sources of air 
pollutants, including Par, SOx, NOx, and VOCs In 2022 the unit vehicle combined emissions 
were 1.948kgCO2e.
Emission of VOCs
With the aim of effectively reducing air pollution, CMC has endeavored to cut the VOC 
emissions produced in the painting process in a step-by-step manner over the years. 
During 2014-2018, we adopted a two-stage approach to improve and modify the exhaust 
equipment and paint spray capture water circulation system of the spray ﬁnishing chamber 
of painting line 1 of the coating process in Yangmei Plant to enhance the efficiency of 
capturing fugitive paint spray in the air. We also installed the spray ﬁnishing robot to enhance 
paint fastness.
In 2018, we invested NT$120 million to replace the conventional reciprocating painting 
machine used for 18 years in the painting line 2 of the painting process in Yangmei Plant with 
a dedicated paint ﬁnishing robot. We also developed new-spec materials and the improve 
the exterior painting quality.
For waste solvents that are produced inevitably in the painting process, a recovery device 
was installed in 2019 to reduce the quantity of solvents purchased through reclamation and 
thereby lower the VOC emissions. In comparison to 2021, the VOC emissions were reduced 
by about 13.2% in 2022.
Category
Emission Status
2020
2021
2022
Par
Emissions (tCO2e/year)
1.519
1.926
1.686
Percentage Reduced over 2014
-35.5%
-71.8%
-50.4%
SOx
Emissions (tCO2e/year)
0.458
0.581
0.479
Percentage Reduced over 2014
91.4%
89.0%
91.0%
NOx
Emissions (tCO2e/year)
3.913
4.160
3.783
Percentage Reduced over 2014
42.2%
38.5%
44.1%
VOCs
Emissions (tCO2e/year)
264.666
264.499
225.596
Percentage Reduced over 2014
8.7%
8.7%
22.2%
Combined Emissions (tCO2e/year)
312.310
285.744
231544
Unit Vehicle Emissions (kgCO2e)
6.547
5.770
1.948
Year
Recycled 
Solvents(kg)
Percentage Used of 
Recycled Solvents
1
Percentage of 
Waste Solvents 
Reclaimed
Solvents Directed to 
Disposal
(t)
Reduction in Waste 
Solvents
(Over 2017)
2020
51449
27.80%
33.11%
103.95
57.5%
2021
73066
40.17%
48.89%
76.39
68.8%
2022
64913
45.10%
61.31%
43.92
82%
Note 1:  Percentage used of recycled solvents = Volume of solvents recycled/(Volume of solvents recycled + Volume of fresh solvents used)
Note 2:  Percentage recycled of solvents = Volume of solvents recycled/(Volume of  solvents recycled + Volume of waste solvents directed 
to disposal)
Annual Average /year
2020
2021
Targets in 2022
Actual Performance 
2022
VOCs (g/m
2)
61.28
56.48
55.00
52.25
Reduced Emissions
0.63
4.8
1.48
4.23
Percentage Reduced over 
Previous Year
1.01%
6.82%
2.6%
7.5%
Note 1:  We set  2014 as the base year (emissions (t) in 2014: Par = 1.121; SOx = 5.301; Nox = 6.765 ;  VOCs = 289.81)
Note 2:  VOC emissions in 2018 increased due to process modiﬁcation .VOC emissions began to reduce each year from 2019 after the 
modiﬁcation.
Note 3:  Source: Pollutant Release and Transfer Register, Environmental Protection Administration, Executive Yuan.
Note 4:  Part of the emission data of air pollutants during 2019-2022 was revised based on the review result of the Environmental Protection 
Administration.
Note 5:  The emissions of the air pollutants of the Yangmei Plant and Hsinchu Plant in Q4 2022 were calculated on the Control Fees and 
Emissions Reporting Integrated Management System
Coating Process VOC Reduction Targets of Yangmei Plant 2023-2027
2023
Improvement of 
management and 
processes (equipment)
51.25
2024
Review and 
improvement of 
paint conditions
50.50
2025
Optimization of 
production processes 
and conditions
50.00
2026
Adjustment based on results in 2023-2025
49.80
2027
49.60
Targets 
(< g/m
2)
Direction
CMC’s Annual 
Production
2020
47363
55267
44489
2021
2022

2022 CMC Corporate Sustainability Report
76
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Pre-planned Improvements Regarding the Reduction of VOCs during the Painting Process at Yangmei Plant in 2023
Ozone-depleting substance management
In terms of the control of ozone-depleting gases or substances, we are no longer using halons 
and any other similar substance, as required by the government, and completely switch to 
using R134A refrigerants. As for other ozone-depleting gases or substances produced during 
manufacturing, improvements are made by updating process technology for electrical 
equipment in the processes and the emissions of NOx and VOCs are kept below the emission 
limits defined by the Environmental Protection Administration. Additionally, Taiwan will 
freeze the use of HFCs by 2024 and reduce their use by 10% by 2029 in response to the Kigali 
Agreement, Hence, we are working towards the “use of the new coolant R-1234yf on all new 
vehicles from 2029).
Yangmei Plant’s air pollution reduction project for the painting process
Yangmei Plant sets the VOC reduction target at 5% over 5 years. In 2022 it implemented 
three air pollutant reduction projects to reduce VOC emissions by 4.23g/m2 over 2021 or 
7.5% in total. In 2021 Yangmei Plant also reduced the expenses on air pollution fee and fresh 
solvent procurement by NT$4.498 million in total. Apart from saving costs, we also hope to 
reduce the severity of air pollution to provide employees with a safe workplace environment 
and to contribute to environmental protection for local communities.
Reduction of air pollution in the Yangmei Plant’s painting process
Air Pollutant Reduction of Hsinchu Plant
Item
Adjustment of the frequency of washing robots 
for color changing
Control of the use of reclaimed solvents by 
contracted cleaning staff
Standardization of the method of washing spray 
guns to reduce the consumption of reclaimed solvents
Operating Filter Pack Replacement Project
Before 
improvement
Robot washing frequency of the spray ﬁnishing line #1 
before color changes: Once for two robots using the 
same color. 
Recycled solvent use control for outsourced cleaning: 
896kg/month
Manual sprayer cleaning with jet.
Air pollution control equipment in Hsinchu Plant 
included: sedimentation chamber, jet pulse bag ﬁlter 
dust collector, and scrubber
After 
improvement
Optimization of washing frequency to reduce the 
frequency of color changing and washing.
Painting chamber wall cleaning: Replacing jet 
spray with rubbing.
Recycled solvents control: Reduced from 
896kg to below 640kg
Replaced jet washing with rubbing with solvents.
Replacement of the jet pulse bag ﬁlter dust collector 
once every ﬁve years.
Beneﬁts
Reduced VOC emissions by 2.11g/ ㎡
Saved recycled solvent consumption by 256kg
Reduced VOC emissions by 0.83g/ ㎡
Reduced VOC emissions by 1.14g/m
2
NT$227,200/year
Continuous operation of air pollution control equipment 
to ensure the continued compliance with the standards 
for air pollutant emissions.
Photos after 
improvement
▲Robot cleaning for same color changing
▲Replaced jet spray with rubbing for painting chamber wall cleaning.
▲Replaced manual sprayer cleaning with jet.
▲Filter bag replacement
Planned Improvement
Purposes and Beneﬁts of Improvement
Projected Efﬁciency of VOC Reduction (g/m
2)
Revitalization and improvement of the circulation system of 
spray ﬁnishing line #2
Use of the small circulation system by the line for low-volumed colors to reduce 
scrapping excessive mixed paints.
0.08
Filling volume reduction for returned unused spare sprayers
Adjustment and modiﬁcation of the spray ﬁnishing program for improvement.
0.12
Setup of a special zone for management and improvement of 
paint dilution.
Prevention of lot differences of paints from causing additional solvent 
consumption.
0.2

2022 CMC Corporate Sustainability Report
77
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.3.2 Water Management and Pollution Prevention
Water Management Policy
In water management, we identify and manage the mutual impact of CMC and water based 
on the IA-0020 CMC Water Management Handbook (IA-0020) and IB-0309 Organizational  
Situation and Risk and Opportunity Management SOP (IB-0309). First, the organizational policy 
regarding the need to understand corporate water management capacity and water 
performance improvement has been stipulated in section 4.1.1 of IA-0020.
In terms of identification, by collecting water-related internal and external issues and 
demands through questionnaire, email, meeting, and the CMC Water Risks and Opportunity 
Assessment Form at the end of every March, we understand water-related impacts and the 
water-related demands and expectations of stakeholders and fulﬁll the identiﬁed demands 
through the water management system. The results of risk and opportunity assessment are 
visualized in the representations below. 
Water Pollution Prevention Policy
Coating process wastewater and domestic sewage are the two main sources of wastewater 
at CMC, and chemical oxygen demand (COD), biological oxygen demand (BOD), suspended 
solids (SS), E. coli, and heavy metals are the main items for water quality monitoring.
To ensure in-house prevention of wastewater pollution and comply with the environmental 
protection laws and regulations, we spare no efforts in the treatment, monitoring, and 
reduction of wastewater, rainwater diversion and treatment, wastewater treatment 
equipment upgrading, and wastewater treatment system maintenance. We also introduce 
new equipment and related monitoring methods for wastewater monitoring. In terms 
of equipment, we introduced the new sludge dryer in 2018 to effectively reduce sludge 
generation. On top of that, we have set up high-concentration wastewater collection 
tanks to collect pre-treated wastewater with higher concentration separately. The 
wastewater is pumped back to the retention basin for equalization and treatment in a ﬁxed 
quantity at a ﬁxed time interval in order to reduce the impact of a sudden inﬂow of high-
concentration wastewater into the wastewater system. To maintain the water quality of 
wastewater treatment and efﬂuents, we periodically outsource water quality measurement 
and monitoring and create the run chart to follow up on the wastewater quality changes 
and enhance wastewater treatment efﬁciency, save energy, and reduce carbon through 
operation maintenance. In 2022 the value of water quality items were far better than the 
discharge standard and regulation limits, and there was no signiﬁcant non-compliance with 
water quality requirements.
For the process and domestic sewage of CMC’s Yangmei Plant and Hsinchu Plant, the 
Yangmei Plant’s sewage is discharged to Xiucaiwo Section of Shezi River through the 
discharge outlet next to the new gate after being treated in the wastewater treatment plant 
and the Hsinchu Plant’s pipeline is connected to the Hsinchu Science Park’s Wastewater 
Treatment Plant where the efﬂuents are released to Jiadong River.
Water-Related  Opportunity Matrix
1.  Changing customer behavior and 
preferences
2. Changing product standards
3.  Substitution of existing products with 
options of lower water consumption.
4. Droughts
5. Vulnerability of the ecosystem
6.  Floods (infrastructure insufﬁciency and 
drainage design)
7. Water supply rationing
8. Deteriorating water quality  
9.  Water efﬁciency, conservation, 
reclamation, and treatment standards
1.00
2.00
3.00
4.00
5.00
1.00
2.00
3.00
4.00
5.00
Likelihood
Signiﬁcance of Impact
6
5
2
4
3
1
Water-Related  Risk Matrix
1.00
2.00
3.00
4.00
5.00
1.00
2.00
3.00
4.00
5.00
Likelihood
Signiﬁcance of Impact
6
8
4
3
1
5
9
7
10
11
13
15
14
12
1
2
10. Dependency on high intensity of water consumption
11.  Increased difﬁculty in obtaining permits for water 
withdrawal/operation
12. Increasing water pressure
13. Pollution
14. Increased water prices (water conservation charge)
15.  Tightened legal and regulatory requirements (discharge 
volume and discharge quality standards)
1. Sales of new products/services
2. Community relationship improvement
3. New R&D opportunities
4. Enhanced competitive strengths
5. Improvement of water efﬁciency in operations
6. Wastewater recycling management

2022 CMC Corporate Sustainability Report
78
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Water Management & Wastewater Reduction Projects
Major Improvement Items for 2023-2024
Items, Schedule, and Targets of Improvement
Before Improvement
Beneﬁts
Improvement 
Measure
The total water consumption in 2021 was 
201.126ML, including 37.134ML of third-
party water and 163.992ML of groundwater.
Assess efﬂuent recycling and reuse 
in three aspects: reduce tap water 
and groundwater consumption, 
reuse in toilet ﬂush and coating shop 
PTT water replenishment, and pre-
treatment waste gas scrubber water 
replenishment.
10.138ML/year
Project water saved
4.6%
Usable water 
reduced
10.516ML/year
Wastewater and efﬂuent 
discharge reduced
10%
of the total
1.6t/year
Carbon 
Reduction
Completed and started operation on 
March 31, 2022
Yangmei Plant 
Procurement of 
Efﬂuent Recycling 
Equipment
Project Description
Beneﬁts
Process 
Improvement
Yangmei Plant
Smart Wastewater 
Input/Output 
Monitoring 
System
Consolidate the real-time 
volume data of process 
wastewater, domestic 
sewage, and efﬂuents 
and equipment operation 
monitoring system for effective 
monitoring of wastewater 
input/output volume, ﬁre 
water, water leakage, and 
overﬂow tank wastage, and 
detection and immediate 
report of anomalies.
 
• Install smart water meter for 
process wastewater and domestic 
sewage to capture real-time data.
 
• Integrate with the water 
management system for analysis 
and management.
NTT1.5million
Investment 
Amount
4,700t/year
Reduce leakage and 
overﬂow wastage
NT$61,900 /year
Amount Saved
Project Description
 
• Enhancement of wastewater 
management capacity, 
digitalization and automatic 
recording to wastewater 
treatment volume
 
• Chemical and treatment 
volume signage
Real-time volume, total 
volume, yesterday discharge, 
chemicals, and treatment 
trend management
Digitization 
and Automatic 
Recording to 
Wastewater 
Treatment Volume 
of Hsinchu Plant
 
• With the automatic calculation and 
recording of the volume of chemicals 
and wastewater treatment, reduce 
manual calculation of working hours 
by one hour each day, up to 238 
hours a year.
 
• Reduced wastewater discharge to 
5.5% in 2022.
Beneﬁts
2025
2029
2027
2031-2050
Treatment and recycling of 
cooling tower water.
Painting chamber dry 
scrubber
Pre-treatment process 
wastewater recycling equipment
UV hardening paint coating
Coating wastewater pre-
treatment by quality
Wastewater zero discharge 
core equipment
Introduction of pre-coated 
steel plates
1.  Domestic Sewage Reduction Project: Investigate the points and pipelines of rainwater inﬁltration 
in wastewater and make improvement for anomalies through pipeline segregation.
2.  Use water-efﬁcient equipment (two zones in the west of the assembly lines and one zone in the 
testing equipment (jig) section in 2023) through toilet renewal.
Wastewater Reduction
1. Expansion of the EMS management points: Increase water meters from 47 units to 73 units.
2.  System expansion mainly includes: (1) Modify software functions in line with smart water 
meter expansion (2) Increase EMS functions from 82 items to 92 items, including green 
energy management and chiller performance monitoring and calculation. 
EMS Function Expansion and Strengthening
1.  Assessment and test of reuse applications (including laws and regulations) of efﬂuent after 
recycling. 
2.  Participate in the Water Conservation Award of the Water Resources Agency and seek 
feasible improvements through the technical support and instructions of external experts.
Introduction of New Technology and Equipment

2022 CMC Corporate Sustainability Report
79
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.4.1 Framework of CMC’s Circular Economy 
4.4 Circular Economy: Reclaiming and Recycling for connection with circulation
The Company strives to develop a circular economy and is the only manufacturer 
that is capable of recycling and processing discs. We have gained quite outstanding 
accomplishments in the reclamation and reprocessing of vehicle parts, waste recycling, 
scrapping and donation.
In an effort to ensure the environmental friendliness of our products, CMC seeks optimal 
solutions in the R&D, design, manufacturing, production, and sale stages to reduce waste 
generated to the utmost. We not only improve the recycling of all plastics from vehicles on 
a continuous basis, but also unceasingly enhance the part recycling rate. By accomplishing 
the specific design and development goals initially set and combining technological 
innovation with R&D, our aim to achieve product sustainability can be attained.
CMC’s reprocessing
External manufacturers’ reprocessing
1. 2015-2022
Brake disc recovery and 
recycling: 16,411ea
2.  Remelting aluminum die-cast 
part leftovers in Hsinchu Plant: 
161.3t
3.  Sorted 27.5t of recyclable plastic 
packaging materials in 2022, 
saving NT$324,000,
Reclamation of parts in 2022
1.  Gearbox recycling: 916 units
2.  AC compressors recycling: 1,891 
units
3.  Steering pumps recycling: 643 
units
Recycling of dealers’/imported 
packaging materials
Waste Reduction
Shipped a total of  26,894 units 
in 2022, recovered 15,410 units 
of packaging materials, with a 
recovery rate of 57.3%
In industrial waste reduction, 
reduced general waste (garbage) 
by 21.0t (37.7%) in total from 83.8t 
to 52.2t. Reduced waste disposal 
fee by NT$379,000/year.
Circular
Economy
Part
Reprocessing
New Vehicle
Sales
Waste
Recovery
Vehicle 
Use
Scrapping
Repair
Donation of trial vehicles
Scrapping of trial vehicles
Vehicle scrappage for customers
Donated a total of 88 trial vehicles 
to vocational schools during 2016-
2022.
Scrapped nine trial 2-wheelers 
vehicles in 2022.
Accepted 17,134 applications in 
2022
Adoption of energy storage 
systems
Store energy discharged from 
battery tests with the energy 
s t o r a g e  c a b i n e t  t o  r e c o v e r 
batteries of up to 10,400kg in 2022.
▲CMC’s Circular Economy Performance
CMC’s efforts to create a circular economy are as follows:
1.  To enhance automotive part reuse, recovery, and recycling, we signed up to 
the voluntary regulation program of the automotive industry launched by the 
Taiwan Transportation Vehicle Manufacturers Association in response to the 
Resource Recycling Act to ensure that the minimum recyclable rate of 80% and 
the minimum recyclable and reusable rate of 85% for target models (whole 
vehicle) from January 1, 2008.
2.  Part design with clear indication of recycle symbols to facilitate the reuse and 
recycling purposes of automotive parts to promote the easy recovery and reuse 
of automotive parts.
3.  Part detachable design facilitate recovery after vehicle abandonment.
4.  Replace the wooden bed of wooden truck bed with recyclable plastics to 
promote materials reuse and reduce wood consumption.  
Reclamation 
and Recycling
Connection with 
Circular Economy

2022 CMC Corporate Sustainability Report
80
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Key Projects Implemented
Recycling and Reclamation 
Leading to Circular Economy
Many replaced brake discs are reusable after refurbishment. After collecting the 
replaced brake discs from the market, we select those with a minimum recyclable 
thickness for Hsinchu Plant to refurnish them for reuse. They are welcomed by 
consumers for their affordable prices, safety performance, and environmental 
performance. More importantly, we are the only automotive manufacturer 
in Taiwan with the brake disc refurbishment know-how. During 2015-2022, we 
recovered a total of 16,411 brake discs, including 551 units in 2022. Calculating at 
6.42kg/disc, we recovered a total of 3,537kg in 2022. In the future, we will develop 
technology for parts that can be refurbished to extend part life while develop 
towards the circular economy at the same time.
At CMC, we practice the circular economy by promoting the recovery, recycling, and reuse of leftover materials, waste, and parts of high unit prices. We also actively build the water and electricity reuse equipment to 
accomplish the goals of environmental protection, resource conservation, energy conservation, and carbon reduction. We also reduce the cost of use for consumers.
Only manufacturer recycling discs in the industry
We have co-established with dealers the new SOPs for the cartons 
vehicle protection during transportation to recover speciﬁc part 
packaging materials for reuse. In 2022 we used a total of 26,894 
cartons for shipping and recovered 15,410 bumper cartons, 
with a recovery rate of 57.3%. Calculating at 0.6kg each piece, 
we recovered cartons of 9,246kg in 2022. During 2020-2022, we 
recovered a total of 43,220 cartons, with a total weight of about 
25,932kg,
Recycling and Reuse of Packaging Materials and High-
Unit-Price Refurbished Products
Recycling and reuse of parts with 
high unit prices
P a r t s  t h a t  a r e  r e p l a c e d  d u r i n g 
maintenance and are still usable 
are recycled by the service stations. 
They are then handed over to the 
designated vendors for repair and 
consumable replacement. Those 
that function well are offered for 
consumers to purchase and use them 
for replacement at lower prices
1.  Gearbox recycling: 916 units
2.  AC compressors recycling: 1,891 
units
3.  Steering pumps recycling: 515 units
Industrial Waste Sorting 
and Reuse
Optimize waste sorting in production 
lines to enhance sorting efficiency, 
reduce the generation of general 
waste, and allow collectors to collect 
and reuse. Achieving the circular 
economy
Reduced general waste (garbage) 
by 21.0t (37.7%) from 83.8t to 52.2t. 
Reduced waste disposal fee by 
NT$379,000/year.
Yangmei Plant Procurement of 
Efﬂuent Recycling Equipment
Assess effluent recycling and reuse 
in three aspects: reduce tap water 
and groundwater consumption, 
reuse in toilet ﬂush and coating shop 
PTT water replenishment, and pre-
treatment waste gas scrubber water 
replenishment.
1.  Projected volume of water saved 
10,138 t/year to reduce water 
consumption by about 4.6%. 
2.  Reduce wastewater and effluent 
discharge by about 10,516t/year
Remelting and reuse 
of die-cast leftovers
A f t e r  f o r m i n g ,  d i e - c a s t  p a r t s 
were trimmed before gathering. 
Die-cast leftovers are remelted 
proportionally to reduce raw material 
consumption and waste generation.
About 161.3t accumulatively. 
Adoption of energy storage systems
Store energy discharged from 
battery tests with the energy storage 
cabinet
Recovered batteries of up to 
10,400kg in 2022.

2022 CMC Corporate Sustainability Report
81
Circular Reduction 
Safeguarding Environment
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
4.4.2 Waste Management
Waste treatment
To reduce the environmental hazards of waste, we hired qualified public/private waste 
disposal and treatment contractors to dispose of and treat the industrial waste generated. 
We are also committed to managing environmental pollutants and hazardous waste in 
accordance with the laws and regulations related to waste disposal and recycling of the 
Environmental Protection Administration, hoping to reduce waste generation. Non-recyclable 
waste may cause various actual or potential environmental impacts due to aggressive 
disposal. Landfilling untreated waste plastics may contaminate groundwater, compiling 
fire-retardant materials not only occupies space but also different forms of energy for 
management, and so on. Hence, we need top mitigate impacts through various procedures. 
As the paint leftover from the spray finishing line may contaminate both soil and water, 
and untreated organic sludge will produce odor, we mitigate their environmental impact 
through thermal treatment and incineration alongside medical waste containing bodily 
hazards and other general waste suitable for incineration. Recognizing the potential hazards 
of heavy metal exposure in the manufacturing process, we adopt physical disposal of waste, 
such as waste ion exchange resin, that is labor-consuming in recovery to reduce impact.
In 2022, non-recyclable waste was reduced by 43.98% over 953.3t of the base year 2017 
to 534.07t, and waste solvents was reduced by about 82% over 2018. In 2022 there was no 
transportation, import, or export of waste regulated by the “Basel Convention” in waste 
disposal.
Statistics on Waste Resource Recycling and Reuse in Past 3 Years
1 (Unit: t)
Statistics on Total Non-Recyclable Waste in Past 3  Years (Unit: ton)
Year
parts with high unit prices
Total Waste
Recycling 
Rate
%
Iron
Aluminum 
scraps and 
copper
Paper
Waste 
lubricant
Packaging 
materials 
and plastics
Waste 
Wood
Glass
Non-
packaging 
plastics
Total
2018
2118.95
23.92
413.55
18.43
0
689.67
0
0
3264.52
4195.38
77.81
2019
2106.27
15.65
425.82
10
0
682.3
0
0
3240.04
4029.92
80.46
2020
2155.67
12.46
392.6
7.64
0
606.29
0.83
0
3175.49
3893.02
81.57
2021
2169.65
19.87
405.09
1.09
66.34
641.24
5.91
8.89
3318.08
3932.55
84.37
2022
2018.89
22.32
578.58
6.37
82.81
1249.98
4.2
61.35
4024.5
4558.57
88.28
Note 1:  The data is from the Industrial Waste Report and Management System of the Environmental Protection Administration, Executive 
Yuan, and the statistical report on recyclable waste
Note 2:  Waste oil treatment companies recycle oil for physical treatment involving oil-water separation and solid-liquid separation. The oil is 
then reclaimed and reused as fuel oil
Note 3:  Total waste: General waste + Hazardous waste + Recycled waste
Project for Paint Leftover Weight Reduction Through Natural Drying 
on Racks  at Spray Finishing Line #2 of the Coating Shop
Reduced weight by 17% after improvement
CC paint leftovers: 
Daily average generation about 80kg.
Reduced 3,264 kg/year after improvement
CC paint leftovers: Annual generation 
80kg*240 days = 19,200kg
Reduced clearance expense of 
NT$146,880 at the end of year 
2022 clearance fee: NT$45/year
Practice: After comparing the effectiveness of weight reduction through natural drying with racks, drying CC 
paint leftovers with racks became the focus of this project. In 2022 we introduced ﬁve more racks for the natural 
drying of CC paint leftovers and tested the actual clearance operability.
Beneﬁts
Modiﬁed racks based on the clearance methods of 
contractors. 
Year
Plant
General commercial waste
Hazardous commercial waste
Non-
recyclable 
waste
Thermal treatment, 
incineration
Reuse
Thermal 
treatment
Cleaning
Physical treatment
Incineration
Landﬁll
Incineration Solidiﬁcation
Physical 
treatment
Organic 
sludge
Paint 
residues
Inorganic 
sludge
Waste 
heat-
resistant 
materials
Non-
hazardous 
oil sludge
Waste iron 
containers
Waste ion 
exchange 
resin
Waste oil
General 
waste
Plastic-
containing 
waste
Medical 
waste
Chemical 
compounds 
containing 
chromium
Solvents
2020
Yangmei 
Plant
78.39
89.76
-
-
-
14.92
-
0
315.61
-
0.0163
-
103.95
913.1963
2021
86.43
108.33
-
0.1
-
11.93
-
3.79
231.26
-
0.0149
-
76.39
856.4349
2022
61.81
114.24
-
-
-
17.23
3.6
4.38
218.75
1.02
0.0142
-
43.92
464.96 
2020
Hsinchu 
Plant
5.77
-
0
-
0
4.84
-
0
103.71
-
-
0.57
-
411.46
2021
0
-
1
-
6.61
4
-
0
83.79
-
-
0.83
-
414.08
2022
5.48
-
-
-
6.28
4.18
-
-
52.26
-
-
0.91
-
69.11 311.91
Note:  Data is extracted from the Industrial Waste Report and Management System of the Environmental Protection Administration, Executive Yuan, and the statistical 
report on recyclable waste. 
1
2
3

2022 CMC Corporate Sustainability Report
82
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Commended 29 model 
employees
Voluntarily employees suggestion1,470 pieces
Completed improvement of 192 items
Saved costs of NT$2,061,912
CPR and AED education and 
training in 4 sessions for 238 
employees
Summer internship for 20 students
Free neonatal insurance service for 
23 newborns  Birth gifts for 38 employees
Education and training in 1,445 sessions 
for 22,570 persons with a total of 
49,091hours
At CMC, employees are the biggest asset. We are committed to maintaining employee 
health, building a safe and worry-free workplace environment, strengthening employees 
connection through various channels and activities, accompanying employee growth, 
strengthening core competencies, and promoting employee-focus benefits to achieve 
mutual prosperity and the common good for the Company and employees. 
Core Vision and Commitment
Strategic Goal
E n h a n c e  t h e  e x t e r n a l 
competitiveness of salary 
and improve momentum 
for talents recruitment and 
retention.
 
• Facilitate digital transformation through 
education and training and process 
optimization.
 
• Continuously improve workplace health 
and safety to give employees a more 
comfortable workplace.
Practice cultural diversity and 
inclusion, attract and retain excellent 
professional talents, offer attractive 
salaries and an environment for 
continuous learning and growth, and 
become a business that employees 
feel pride.
Short-term
Medium-term
Long-term
Safe 
Workplace
Excellent 
Development
5
5.1  Workforce Deployment: Driving corporate 
sustainable development
5.2  Attraction and Retention: Diversifying beneﬁts 
and remuneration
5.3  Training and Development: Optimizing 
competencies through complete learning
5.4  Safe Workplace: Enjoying the experience of 
work satisfaction
Outcomes and Performance in 2022
Material 
topic
Recruitment and 
retention 
Safe workplace 
GENDER 
EQUALITY
DECENT WORK AND 
ECONOMIC GROWTH
GOOD HEALTH 
AND WELL-BEING
PEACE, JUSTICE 
AND STRONG 
INSTITUTIONS
QUALITY 
EDUCATION

2022 CMC Corporate Sustainability Report
83
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
5.1.1 Workforce Composition
5.1 Workforce Deployment: Driving corporate sustainable development
Apart from implementing the relevant workforce policies and establishing internal regulations 
and systems, we also make workforce composition policies in respect of corporate 
development to provide employees equal job opportunities and workplace environments so 
as to build a healthier corporate image.
Employment Overview
 
• Workforce composition and structure
By December 31, 2022, the total number of employees at CMC was 2,066 persons (281 
women and 1,785 men). There were 1,993 permanent employees were full-time employees 
(263 women and 1,730 men) and 73 contracted employees and temporary employees. 
Jobs were primarily carried out by permanent employees. There were 52 agency workers 
(contracted).The total number of employees in 2022 increased by 18 persons over 2021. In 
2022 we continued to hire sufﬁcient talents to drive overall corporate growth.At CMC, about 
44.2% of employees (914 persons) have a seniority of over 20 years, demonstrating that the 
sense of happiness we create is the fundamental power that ease their worries.
In terms of age distribution, about 17% of employees are aged 30 years old or younger, about 
52% of employees are aged between 31 and 50 years old, and about 31% of employees are 
aged 51 years or older. Hence, the career extension and retirement planning of middle aged 
and elderly employees have also become the important issues that concern us.
281
Female
1785
Male
Job Grade
Female
Male
Employee
259
1539
Onsite Supervisor (team leader, CTO, DCTO)
0
90
Middle Management
16
117
Senior Management
6
39
Total Number of Employees
281
1785
Age
Female
Male
Under 30 years old (inclusive)
49
307
31- 50 years old (inclusive)
180
902
51 years old or above
52
576
52%
31~50 
years old
17%
Under 30 
years old
31%
51 years 
old or 
above
2022 Employees Composition by Gender
2022 Employees Composition by Age
Women to Men Ratio of Employees in Past 3 Years
12%
Female
88%
Male
2020
13%
Female
87%
Male
2021
14%
Female
86%
Male
2022

2022 CMC Corporate Sustainability Report
84
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
New Employees Hires and Employee Turnovers
5.1.2  Employee Communication and Work Satisfaction
Proportion of Local Employees
New 
Employees
Employees 
Left
Note 1:  Employee Turnover refers to employees who leave the organization 
voluntarily or due to dismissal, retirement, or death in service.
Note 2:  Rate of new employee hires (%) = (Number of new employee hires/Total 
number of employees at the end of year)
Note 3:  Rate of employee turnover (%) = (Number of employee turnover/ Total 
number of employees at the end of year)
Rate of New Employees Hires and Employee Turnover In Past 3 Years
2020
2021
2022
4.91
4.91
12.9
14.47
14.81
14.81
In 2022 the rate of new employee hires and employee turnover was 14.81% and 14.81% 
respectively, and a signiﬁcant rise was noted in the former.To measure the job satisfaction 
of new employees for the early warning of their adaptability, we interview and conduct 
questionnaire surveys on new employees (senior under 3 years) to understand their view 
on the organization and condition. We also immediately report to the unit head of new 
employees with adjustment problems to as to increase the channel for new employee 
communication.
Through the multifaceted and unfettered channels and consultation mechanisms, we 
proactively establish positive labor/management relations. Through the annual work 
satisfaction survey on employees, we understand their views on CMC and make continual 
management improvement so as to establish a highly interactive virtuous cycle with 
employees.
Employee Communication
In 2022 we held a total of five labor-management meetings, one union representative 
meeting, and four Employee Welfare Committee meetings. These meetings were convened 
to communicate to employees the status of corporate operations, including the 2022 salary 
raise, impact of COVID-19, labor shortages, and issues that concern employees, such as 
travel expense adjustment and leader incentive plan. Through the periodic meeting, we also 
addressed the status of resolutions made in the previous meetings, drew up contingency 
plans, and determine the contents of countermeasures.
Year
Total Number of 
Employees 1 (A)
Number of 
Employees with 
Local Household 
Registration 2 (B)
Local 
Employment Rate 
(B)/(A)
Number of Senior 
Ofﬁcers 3
Male
Male
2020
2076
1242
59.83%
47
14
30%
2021
2048
1277
62.35%
40
24
60%
2022
2066
689
33.35%
45
5
11.11%
Note 1: Senior ofﬁcers are department managers or ofﬁcers of  higher levels in the plant.
Note 2: Local is deﬁned as within Taoyuan

2022 CMC Corporate Sustainability Report
85
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Employee Communication Channels
Employee Job Satisfaction
Face-fo-face communication with management
Employee Suggestion Box
President’s forum
Labor-management meeting
Employee representative meeting
Employee Welfare Committee
Training and development meeting
New employees conference
One-page website 
integration
Employee grievance hotline/email
Channels for reporting workplace violence 
(bullying)
5680 LINE Group
A channel for ubiquitously reporting problems 
in the workplace environment (e.g., bumpy 
road surfaces or faulty street lamps) or 
inquiring employee benefits (for weddings, 
funerals, and other celebrations).
Real-time Feedback Form
The form is issued quarterly for employees to 
ﬁll in their expectations for improvements from 
CMC.
EAP Hotline
Co-established with the Taoyuan Lifeline, the 
service is equipped with counselors  to help 
employees handle workpalce bullying, work 
stress, family pressure, and ﬁnancial fraud.
To have a comprehensive picture of employees’ opinions about the Company, we 
continued to perform the “employee job satisfaction survey” throughout the Company 
in 2022. The six facets of the survey included managers, remuneration, colleagues, jobs, 
development, and corporate culture. Employee engagement was also included in the 
survey to understand the employees’ recognition of the value of the Company, efforts and 
commitments as well as retention intention. The survey was used as a basis and momentum 
for facilitating the development of relevant action plans.
In the 2022 job satisfaction survey, we collected 1,716 
valid responses, with a valid response rate of up to 
88%, up by 6 percentiles over the previous.
The score of overall satisfaction increased from 
4.36 marks in 2021 to 4.4 marks, and the satisfaction 
with “colleague” and “supervisor” is the highest, 
with scores including 4.66 and 4.57 marks 
respectively, both are higher than that of the previous 
year.
4.49 marks
4.66 marks
4.57 marks
4.5 marks
Job 
Satisfaction
Colleague 
Satisfaction
Supervisor 
Satisfaction
Job Dedication
Note:  The full score of all the 
items is 6 marks.

2022 CMC Corporate Sustainability Report
86
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
5.1.3 Aging Workplace and Career
In addition to offering a friendly workplace environment to middle-aged and elderly 
employees through ergonomic improvements, we have also arranged the Life Transition 
talk series and activities to help employees understand the differences at critical transition 
stages in life. The talk was planned in three stages: Understanding Transition, Change with 
Conﬁdence, Leap with Joy in correspondence with four characteristics in career transition 
(physical health, social relationship, ﬁnancial planning, and social participation) to prepare 
employees with the knowledge and attitude for facing the changes in roles and life for them 
to leap towards the next stage of life with joy. Additionally, we also arrange multifaceted 
activities and development planning for middle-aged and elderly employees to help them 
extend their career, develop sub-specialties, and share valuable experience to drive CMC’s 
sustainable development.
CMC Triple Zeros Evergreen Program
When population aging is taking place in Taiwan, the effective use of middle-aged and 
elderly employees has become an important issue in workforce planning and practice 
at CMC. According to the statistics, senior employees with a seniority of over 20% and 
employees aged over 51 years old account for 42.5% and 33% of all CMC employees.
Facing how to encourage and combine with the middle-aged and elderly workforce and 
the retirement extension of elderly employees, we activated the CMC Triple Zeros Evergreen 
Program in 2012 to encourage middle-aged and elderly employees to extend their career 
and so to co-create personal and corporate value together by combining the three program 
themes: zero workplace barriers, zero health burdens, and zero limit development with ﬁve 
measures: development and training diversiﬁcation, total healthcare, stress relief and LOHAS 
promotion, workplace ergonomics management, and job and career redevelopment
Zero Workplace Barriers
Through targeted improvement projects and employee improvement suggestions, Yangmei 
Plant has solved the employee aging problem and improved employee job satisfaction to 
make plant management and production more humane. In 2022 there were 113 suggestions 
for ergonomic improvement, 46 suggestions for environmental improvement, and 18 
suggestions for noise reduction.By making improvement based on these suggestions, we aim 
to effectively lessen the job tiredness of employees and provide middle-aged and elderly 
workers with a healthy and friendly workplace environment so as to reduce work hazards or 
impact due senescence.
The workplace environment improvement suggestion system has also created a space 
for labor-management communication. We have further introduced a bonus scheme to 
incentivize employees to make improvement suggestions. For suggestions with practical 
benefits of over NT$100,000, the bonus will be 5% of the actual amount of benefits. For 
suggestions with practical benefits of NT$1,000,000, the bonus will be NT$50,000. For 
suggestions with practical beneﬁts of NT$10,000,000, the bonus will be NT$500,000.   
Category
Ergonomic Improvement
Environmental Improvement
Noise Reduction
Q1
27
7
3
Q2
26
10
6
Q3
 39
11
3
Q4
 21
18
6
Total
113
46
18
Scope
Type of Award
Number of Award
Enterprise-wide
First Prize
0
Second Prize
3
Third Prize
27
Fourth Prize
162
Creativity Prize
1024
Basic Prize
74
Total Number of Awards 2022
1470
Amount Saved (NT$)
2061912
Statistics on the Major Categories and Items of Improvement in 2022
Number of Employee Improvement Suggestions and Amount Saved In 2022
Zero Workplace 
Barriers
Zero Health  
Burden
Zero Limit on 
Development
CMC Triple Zeros Evergreen Program
1,470 employee improvement suggestions with 192 four-star or higher awards saving 
up to NT$2,061,912

2022 CMC Corporate Sustainability Report
87
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Zero Health Burden
In an effort to ensure the health of our middle-aged and older employees, we have a 
comprehensive health management procedure in place. In addition to having nurses 
conduct health management and follow-ups for the employees at risk, several measures, 
such as “overwork control, health promotion, health management activities, and the 
development of assistive aids for the employees with disabilities”, are implemented to 
continuously improve the health of our middle-aged and older employees.
Zero Limit on Development
Taiwan’s automotive industry has a complete supply chain and internationally competitive 
technology and knowhow. For middle-aged and elderly workers to extend their career, 
we established Brilliant Insight International Consultancy Service Co., Ltd. in 2012 to recruit 
internal senior talents and develop them through the internal instructor training program 
for them to become consultants in specific fields to continuously develop their expertise.
Currently, this has become a new stage for internal senior talents to start a second career.
For members who are about to retire of senior management and junior management, 
after assessing the corporate development needs before their retirement, we interview 
them to understand their retirement plan. Then, in consideration of their family care and 
transportation needs, we match them with jobs at appropriate subsidiaries. 
Additionally, when there are vacancies (job openings) in CMC afﬁliates or CMC suppliers, 
we will ﬁrst inquire the willingness of senior employees and offer them the relevant education 
and training to help them transfer to the new job smoothly. Through the preferential 
separation/retirement regulations, we enable employees to arrange the tempo personal 
career planning with greater flexibility and ease worries about a career move with less 
stricter requirements and more favorable pensions than the regulatory requirements. We 
also enable excellent talents that are difﬁcult to develop to ﬁnd a new stage for continuing 
development.
Management Cycle of Employees at Cardiovascular Disease (CVD) Risk
Special Health Classiﬁcation Flow Chart
Unlimited competencies for employees
Career Transition Outcomes for the Middle-aged and Elderly Employees (Unit: person)
Grading Based on Annual Checkup 
Results
For employees with three or more 
anomalies related to metabolic 
syndrome as shown in the checkup 
results, we apply the Framingham risk 
score (FRS) to predict their CVD risk 
level within the next decade.
Health condition assessment through 
the health checkup every October
Reassessment of health status is 
conducted in the Company’s annual 
medical examination held every 
October, and then appropriate 
health improvement advice is given 
by doctors
Monthly Overwork (OT hours) 
Control and Prevention
Employees at high risk: We remind 
and alert them through an overtime 
system and have their managers 
keep an eye on their conditions. We 
also limit the number of overtime 
hours of  employees to below 37 
hours on average each month within 
six months.
Production of the List of Low-, 
Medium-, and High-Risk Groups 
Assess the CVD risk level of employees 
based on the assessment criteria of 
the health and safety management 
team and provide all units with the 
list of employees with CVD risk for 
working hours management based 
on their level of CVD risk.
Implementation of health 
management and promotion 
activities
1. In addition to the free outpatient 
consultation and health consultation 
services, we also provide seven 
blood pressure meters and ﬁve scales 
for employees to keep track of their 
health condition at any time.
2 Regular health education on 
chronic diseases, infectious diseases, 
diet, exercise promotion.
3. A series of health promotion 
activities related to physical fitness, 
low-salt and low-oil diet, hiking, and 
others are launched to improve 
physical condition.
Re-
classiﬁcation
Occupational disease 
specialists from the 
c o n t r a c t  h o s p i t a l 
g r a d e  e m p l o y e e s 
based on the results 
of their special health 
checkup.
Medical examinations 
and classiﬁcation
Level 1 
management
Record 
retention
Health 
instruction
Follow-ups and 
examinations
Level 4 
management
Construction 
control/worker 
redeployment
Continuous 
tracking and 
management
Level 2 
management
Level 3 
management
Level 4 
management
Reporting
Reporting
Base-level mechanics
Start from the base level 
on the arrival for thorough 
fundamental training. 
Assistant Managers/
Team Managers
Lead worker teams.
Project Managers/
Department Managers
Direct large corporate 
projects
Consultants (Brilliant Insight 
International)
I am older, but I am 
professional!Career 
extension for middle-aged 
and elderly employees.
Onsite Leaders
After meeting the fundamental 
requirements, leaders begin to 
lead other workers.
Year
2020
2021
2022
Annual transitions
3
8
0
Accumulated transitions
32
40
40

2022 CMC Corporate Sustainability Report
88
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
5.2.1 Recruitment Diversity 
5.2 Attraction and Retention: Diversifying beneﬁts and remuneration
In consideration of the increasingly severe competition in Taiwan’s talents market, the demand for technical talents and 
transformation of new strategic development, apart from continuously reviewing and optimizing the recruitment plans, we also 
developed the “talent recruitment indicators” for the recruitment process in 2022 to enhance recruitment efﬁciency and talents 
quality.
CMC Talents
Four Aspects of the 
Recruitment Policy
Performance in 2022
 
• Apart from declaring compliance with internationally recognized human rights regulations and principles, including 
the UN’s “Universal Declaration of Human Rights” and “Global Compact”, the “ILO Conventions” , and others, we 
also complied with the labor laws and regulations, eliminated human rights violations, and signed the “collective 
bargaining agreement” with the labor union that covers all CMC employees.
 
• There was no forced or compulsory labor in 2022.
 
• Covered all groups in our employee system
 
• Hired 20 interns in the summer internship program, one intern in the regular internship program, and one intern in the 
university-industry collaboration program.
Fair and equal employment
The Company employs talent from all sectors and 
recruits employees through the fair and equal 
selection procedure while strictly adhering to the 
government’s labor and human rights regulations. 
Personnel engaged and employed are not 
discriminated against in terms of salaries, performance 
evaluations, and promotion opportunities on the basis 
of race, class, language, thought, religion, political 
party, nationality, place of birth, gender, sexual 
orientation, age, martial status, appearance, facial 
features, disability or past union membership
Compliance with labor laws
 
• CMC observes the regulations of the “Labor 
Standard Act” by not hiring children below 15 
years of age and not forcing or compelling 
personnel to engage in labor against their will. The 
Company only accepts job applicants at or over 
the age of 16. Hired employees must provide their 
identiﬁcation documents for veriﬁcation to ensure 
the employment does not violate labor laws
 
• Suppliers that comply with the regulations of 
the “Labor Standards Act” or the human rights-
related laws of countries where they operate in are 
selected to protect and respect human rights
Prioritization of local residents
We prioritize employment for residents in local 
communities of our business locations, fulfill our 
corporate social responsibility, and hire persons with 
disabilities at the legal quota.
Fostering of industrial talent
 
• To attract students with professional competencies 
to CMC, we implement the “Sprout Cultivation 
Program” every year to hold on-campus 
recruitment activities at key universities
 
• Summer and semester internship programs 
are developed to enable students to have an 
early understanding of the environment in the 
automotive industry, experience working and 
discover prospects in the industry
Ratio of Employees with Disabilities in Past 3 
Years
2020
0.85%
0.80%
0.75%
0.70%
0.65%
0.60%
2021
2022
0.77%
0.68%
0.83%

2022 CMC Corporate Sustainability Report
89
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
5.2.2 Well-Planned Remuneration and Retention Action
Competitive renumeration policy
We offer a competitive remuneration system to attract and retain outstanding talents to 
grow with the Company. The median salary for our full-time non-managerial employees 
ranks among the top 15% of listed automotive manufacturers. We are committed to 
becoming a happy business that guarantees a worry-free career  for employees and 
encourages them to achieve corporate operational goals.
Talents Retention Action Plan
In 2022, the Company’s new hire rate and turnover rate were 14.81% and 14.81%, respectively. 
We performed follow-ups with certain groups where the termination of employment took place 
the most frequently and drew up and implemented a talent retention program. The action plan 
for 2022 is as follows.
           Salary Package
          Base pay
We approve 
employee salary 
based on the 
past experience, 
competencies, and 
the value of the 
position of employees. 
All salaries are higher 
than the minimum 
wage as stipulated in 
the Labor Standards 
Act. We ensure equal 
pay for equal work 
regardless of gender, 
age, nationality or 
race.
Bonuses for 
three major 
festivals
Bonuses (equal 
to at least 2 
months of salary) 
are granted at 
Spring Festival, 
Dragon Boat 
Festival, and 
Mid-Autumn 
Festival
Additional 
annual 
bonuses
They are 
distributed 
depending on 
the Company’s 
operational 
performance 
and employees’ 
personal 
performance
Salary Adjustment 
Structure
Market salary 
level
We take market 
salary surveys 
into account for 
irregular salary 
level adjustment 
to keep up with 
economic trends
Performance 
standards
Employees’ 
salaries are 
adjusted 
according to 
the Company’s 
operational 
performance 
and their 
personal 
performance
Salary 
adjustment 
for promotion
Employees 
will receive a 
raise after a 
promotion to 
encourage 
excellent talents.
Number of employees
Median salary
Average salary
Number and Salary of the Full-time Non-managerial Employees (Unit: NTD thousand; 
person)
Managerial positions
Non-managerial 
positions
Female-to-male Remuneration and Reward Ratios Over the Last Three Years
2020
1.02
0.90
2021
1.01
0.94
2022
1.01
0.92
2020
1.05
0.90
2021
1.04
0.93
2022
1.05
0.91
Remuneration ratio (female/male)
Reward ratio (female/male)
2020
1950
1110
984
2021
1921
1067
1007
2022
1856
1111
994
“Salary information of non-management full-time employees” reported to the TWSE; information posted on the Market 
Observation Post System (MOPS) by the end of every April.
Employee 
Satisfaction Survey
In 2022, we optimized the 
employee job satisfaction survey by 
incorporated the organizational/
corporate culture into the survey to 
understand employees’ feeling about 
the organizational culture. Based on 
the survey results, we reshaped our 
corporate culture after integrating 
with the corporate development 
direction.
Keeping the Salary Level in Line 
with Market Conditions
For posts and grades with less 
competitive salaries, as compared 
to the market salary level, we 
designed relevant systems and 
incentive improvement plans to be 
implemented in 2022.
Incorporation of Managers’ Opinions 
into the Development of the Company’s 
Future Policies
As surveyed, employees with ﬁve to 
ten years of service terminated their 
employment with the Company 
mainly due to “the Company’s future 
development” and “limited salary 
growth”. For such group of employees, 
all managers were required to further 
convey the Company’s vision and 
development prospects and associate 
them with the current jobs of the 
employees.
To have a grasp of the satisfaction of 
new employees with their jobs and 
achieve the early warning of their 
adaptability, we conducted heart-
to-heart talks and questionnaire 
surveys with new employees (with 
three or less years of service) in 2022 to 
understand their opinions and situations 
in the organization in advance. If the 
employees encountered adaptability 
issues, they would be reported to the line 
managers of the employees in a timely 
manner to facilitate their communication 
with the Company.
Assistance to New 
Employees in Adaptation

2022 CMC Corporate Sustainability Report
90
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
5.2.3 Beneﬁt Diversity
Employee Health Promotion Plans
In 2022 we were awarded the “Work-Life b Balance Award-Employee Care Category” from 
the Ministry of Labor. Our achievements included the promotion of a ﬂexible work system, 
friendly measures for childcare support, provision of employee assistance at different stages 
of life, and optimization of isolation leave and care during the pandemic to promote the 
physical and mental health of employees.
In addition, to help employees take care of their families, we have formulated several leave 
programs such as “paid custom leaves”, including leave for the employees to accompany 
their children on their ﬁrst day of school and wedding ofﬁciant leave, to allow our employees 
to take part in all the growth stages of their children. The Company has a kindergarten and an 
after-school care center in place to address our employees’ needs for nursery and childcare.
To implement the employee health promotion plans, we set up a responsible unit and form a cross-functional promotion team to create a comprehensive and individualized 
healthcare system.By safeguarding and implementing health and safety through employees, equipment, the environment, and related activities, we reduce hazards and risk 
factors, prevent industrial safety accidents and overwork incidents, and promote the physical and mental health of employees so as to build a true healthy and happy workplace.
CMC places great importance on physical and mental care and welfare systems for our 
employees. Our employees are provided with a diverse range of beneﬁts and care measures 
to meet their needs at different life stages. In response to the pandemic in the past few 
years, we have formed an emergency response team with all department heads and held 
meetings every day to capture the pandemic’s status to build a health protection net for 
employees.
 
• Sports and leisure center: An 
indoor swimming pool, tennis 
courts, indoor basketball courts, 
badminton courts, a gymnasium, 
aerobic rooms, and a audio-visual 
room
 
• I n  a d d i t i o n  t o  i n - h o u s e 
sports facilities, we organize 
comprehensive sports, fitness 
classes and form various employee 
s p o r t s  c l u b s ,  p r o v i d e  t h e m 
with budgets, and encourage 
employees to form their own clubs. 
Currently, there are over a dozen 
sports clubs, such as the softball 
club, yoga club, and others.
 
• We encourage employees to do 
a 10-minute warm-up before work 
and have their managers invite 
them to hiking activities after work
 
• Through the continuous execution 
of health promotion activities, 
at least ten employees have 
r e c o v e r e d  f r o m  m e t a b o l i c 
syndrome. Employees participating 
in the activities have lost weight by 
over 400 kilograms in total
 
• Promote physical fﬁtness tests
 
• A sports app is introduced in sports 
and carnival games
 
• Employees form teams (of 3-10 
people) to go on hikes through the 
100 must-visit trails recommended 
by Hiking Biji
 
• Over 80% of employees participate 
in our online health promotion 
activity and work more than 7500 
steps per day for at least ﬁve days 
a week
 
• Employees are provided with a 
wide variety of healthy meals, 
including low-carbohydrate and 
high-protein boxed lunch designed 
and promoted by our dietitians
 
• Nighttime healthy boxed lunch 
ordering service is offered when 
the pandemic is severe
 
• O r g a n i c  v e g e t a b l e s  a r e 
purchased and transported 
directly from farmers from tribes
 
• Employees may enjoy healthy 
and fresh organic vegetables by 
paying NTD 7 per dish on three 
days a week
 
• Temporary meeting rooms are set 
up to control the access of guests
 
• Partitions are placed in offices, 
meeting rooms and cafeterias
 
• R e m o t e  w o r k / w o r k p l a c e 
separation is implemented
 
• Fully-paid pandemic care leave/
home rest leave
 
• Helped employees purchase 
epidemic control materials (face 
masks,
alcohol, hypochlorous acid, home 
test kits) and vegetable boxes.
 
• Employees are provided with a free 
medical examination on a yearly 
basis. The Company conducts 
follow-ups and management for the 
health of individual cases based on 
their medical examination results
 
• Occupational nurses and on-site 
contract occupational medicine 
physicians are engaged
 
• Employee assistance programs 
(EAPs) are available to take care of 
the physical and mental health of 
employees
 
• Annual medical examinations, 
classification management, 
medical checkups for managers 
are conducted
 
• Preventive healthcare services and 
vaccination services are available
 
• Free health center outpatient 
services and off-site outpatient 
referral services are offered
 
• Massage services for stress relief and 
medical care services are provided
 
• Sphygmomanometers and AEDs 
are widely accessible
 
• Care for middle-aged and elderly 
employees - CMC Evergreen 
Program for Three [Zeros]
CMC Evergreen Program
 
• 5230 Happy Pregnancy Program, 
comprehensive care measures for 
pregnant employees
 
• CMC’s Wide-ranging Happy Leave 
Program
 
• Childcare services - A kindergarten 
and an after-school care center
 
• Introduced the Stay Fun benefit 
platform to offer comprehensive 
gifts each quarter. Employee can 
also book various courses and 
activities over platform, including 
relaxing exercise, staff shopping, 
group shopping, stress-relieving 
message, etc. 
 
• Purchased two 7-ELEVEN smart 
coffee vending machines and one 
merchandise vending machine 
to provide employees with more 
food options during work.
Comprehensive Sports 
Facilities
Exercise for all
Employee Dietary 
Health
Pandemic Prevention 
Policies
Workplace of well-
being
Healthcare
Invested in NT$36,109,268
Care and Beneﬁts 2022

2022 CMC Corporate Sustainability Report
91
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Happy and Diversiﬁed Vacation
Birth Beneﬁts
To help employees take care of their families and their jobs at the same time, CMC offers a variety of leave programs based on their needs at different life stages.
Number of employees eligible to apply for 
parental leave (A)
133
107
26
Number of employees applying for 
parental leave (B)
13
7
6
Application rate (B/A)
10%
7%
23%
Total
Application rate
10%
Number of employees who were to be 
reinstated in the reporting year (C)
15
7
8
Number of employees applying for 
reinstatement (D)
11
4
7
Reinstatement rate (D/C)
73%
57%
88%
Total
Reinstatement 
rate
73%
Number of employees who were reinstated 
in the year prior to the reporting year (E)
2
0
2
Number of employees who have been retained 
for one year since their reinstatement (F)
1
0
1
Retention rate (F/E)
50%
0%
50%
Total
Retention rate
50%
A: Total number of employees that were entitled to parental leave: Number of 
employees with children under 3 years old at the beginning and the end of 2022
C: Total number of employees that returned to work in the reporting period: 
Including the total number of employees that took parental leave in 2020 and due 
to return to work in 2022, the total number of employees that took parental leave in 
2021 and due to return to work in 2022, and the total number of employees that took 
parental leave in 2022 and due to return to work in 2022.
D: Total number of employees applying for returning to work:  Including the total 
number of employees that applied for returning to work in 2020 and returned to work 
in 2022, the total number of employees that applied for returning to work in 2021 
and returned to work in 2022, and the total number of employees that applied for 
returning to work in 2022 and returned to work in 2022.
(D/C): Return to work rate = Total number of employees that did return to work 
after parental leave / Total number of employees due to return to work after taking 
parental leave*100
(F/E): Retention rate = Total number of employees retained 12 months after returning 
to work following a period of parental leave / Total number of employees returning 
from parental leave in the prior reporting period*100
Parental Leave Application in 2022
Flexible working hours
Our ﬂexible working hour system 
allows employees to start 
working from 7:00 to 10:00
 
• A total of 850 employees 
made an application in 2022
Short-term summer vacation
A short summer break of 9-11 days is arranged for 
employees to enjoy quality time with their children 
during the school summer break.
 
• A total of 2,000 employees beneﬁted from the 
leaves in 2022
COVID-19 Leave
We offered different types of COVID-19 leave with 
pay better than the law to care about employees:
 
• Isolation Leave: A total of 259 employees 
applied for the leave in 2022.
 
• COVID-19 Family Care Leave: A total of 64 
employees applied for the leave in 2022.
 
• Special Sick Leave: A total of 189 employees 
applied for the leave in 2022.
 
• Home Recovery Leave: A total of 206 employees 
applied for the leave in 2022.
 
• Paid COVID-19 Leave: A total of 235 employees 
applied for the leave in 2022..
Volunteer leave
Employees are provided with three days 
of fully-paid volunteer leave every year 
to encourage them to participate in 
volunteering activities
 
• A total of 280 employees applied for 
such leave in 2022
Custom leaves
To respect folk customs involving weddings, 
funerals, and festivals, we have designed 
the “paid custom leave”, including leave for 
employees to accompany their children on 
their ﬁrst day of school and wedding ofﬁciant 
leave, enabling our employees to take part 
in all the growth stages of their children.
 
• A total of 51 employees beneﬁted from the 
leaves in 2022
Extended paternity leave
To take care of employees after 
their childbirth and ensure care and 
education for their children, the 
duration of paternity leave for male 
employees is extended
 
• A total of 26 employees made an 
application in 2022

2022 CMC Corporate Sustainability Report
92
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Maternity protection and various beneﬁt plans
CMC’s “childbirth care” aims to reduce the burden and stress of employees during pre- and 
post-childbirth. We hope to create an environment where the employees are willing to give 
birth and enabled to look after their children with no worries by allowing them to take care 
of their jobs and families at the same time and providing them with all-inclusive services for 
childbirth care, so as to help them maintain work-family balance. We continuously execute the 
“maternal care” program to offer supportive measures to pregnant employees, including not 
only active maternal health protection measures, but also on-site reserved parking spaces for 
pregnant employees, protective clothing for expectant mothers, pregnancy cards, child care 
books and magazines available for borrowing, and other thoughtful services.
Before childbirth
After childbirth
Maternal health 
protection
 
• After being informed of the pregnancy of employees, the Company 
conducts hazard assessment and control for the employees in 
a proactive manner, arranges face-to-face appointments with 
occupational medicine physicians for instructions, carries out risk 
classification management, makes appropriate work arrangements, 
and implements other physical and mental health protection measures 
to ensure the physical and mental health and safety of pregnant 
employees and postpartum employees with breastfeeding needs
 
• CMC has endeavored to promote the maternal health protection 
program. To protect pregnant workers, the program covers workers for 
the period from the date of their reported pregnancy to their childbirth 
as well as those who still need to breastfeed within a year after their 
childbirth. We change their work conditions (e.g. by adjusting their 
workload), adjust their working hours, and make job changes based on 
the suitability suggestions of our occupational physicians
 
• Free neonatal insurance services beneﬁted 23 employees in 2022
Reserved parking 
spaces
 
• Reserved parking spaces near our office building, 100% anti-
electromagnetic wave and anti-radiation clothing, a reading 
section with over 6000 books about pregnancy and parenting as 
well as children's books, regularly added parenting magazines, 
and well-designed breastfeeding rooms are available for 
pregnant employees.
Family-friendly care 
center
 
• Since the opening in 2001, the after-school childcare center has 
provided services for 168 children aged 6-12 years of employees.
After-school 
temporary 
childcare services
 
• The services help employees maintain work-family balance. About 15 
employees apply for the services per year
Thematic Summer 
Camp
 
• The summer camp is planned in coordination with the employee’s 
working hours, so that they can send their children to the camp before 
work and pick them up after work. Apart from arranging the quality 
time for employees to go to work and go home with their children, 
the camp also enables children to learn from doing through various 
thematic activities.We plan a wide variety of themes for the summer 
camps, such as the LEGO Robot Camp, Mortar Water Rocket Camp, 
Game Experience Camp, Bakery Summer Camp, Basketball Camp, 
and Swimming Camp.With the camp activities and courses, we aim 
to improve the harmonious interaction of international relationship 
and train the physical strength of the children of employees and 
promote family interaction.
Birth Gift
 
• A birth cash gift of NT$1,600 for each baby
Beneﬁted 38 employees in 2022
Childcare measures
 
• We offer after-school childcare services according to the Company’s 
calendar, employees’ attendance time, and their children’s holidays. 
When working overtime on holidays is required, holiday childcare 
services also available. About 200 employees are beneﬁted by the 
service every year.
 
• The tuition for our kindergarten is cheaper than that for external 
kindergartens. Our employees’ children are entitled to a 30% discount 
on the registration fee and a discount of about 10% on the monthly fee.
 
• For employees who are unable to send their children to CMC’s 
kindergarten in Yangmei, we assist them in applying for a subsidy of 
NTD 3,000/year for childcare measures (childcare centers) for children 
under 3 years old
Afﬁliated 
kindergarten
 
• The Company established a kindergarten next to the office area in 
1997. The kindergarten provides preschool education services for 
children between 2 and 6 years of age. To mesh with the working hours 
of employees, the kindergarten is open for children from 7 a.m. to 7 p.m. 
and provides childcare services that match the employees’ working 
hours on both workdays and weekends. Since its establishment, the 
kindergarten has accepted the children of 827 employees
 
• Benefits: If the children of employees attend our kindergarten from 
baby class to senior class, the employees may save about NTD 
116,160/child in monthly tuition and transport costs. If the children 
proceed with their studying in the family-friendly care center, the 
employees may save about another NTD 151,610/child
Parenting 
magazines
 
• CMC’s library and kindergarten have a reading section with over 6000 
books about pregnancy and parenting as well as children’s books. 
The Company subscribes to Baby&Mother; BabyLife; Education, 
Parenting, Family Style; and other childcare and parenting magazines 
for employees to borrow free of charge
Pregnancy Gift
 
• Every pregnant employee will receive a cash gift for maternity of 
NT$2,000 for each baby.
Beneﬁted 5 employees in 2022
Protective clothing 
for expectant 
mothers
 
• In consideration of the safety of pregnant employees 
using electronic devices, CMC provides them with 
anti-radiation clothing designed for expectant mothers 
that can deliver 100% shielding from electromagnetic 
waves.
Apple Pregnancy 
Card
 
• Every pregnant employee receives an 
“Apple Pregnancy Card” to give them 
an understanding of which integrated 
services and resources are offered by 
the Company during their pregnancy. 
To wish the employees a safe and easy 
pregnancy while giving them extra nutrition 
for improving the health of both the mothers 
and the babies, they can get an apple 
every week.

2022 CMC Corporate Sustainability Report
93
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Employees Beneﬁts
Scholarships for employees 
and their children, emergency 
loans and aids are offered
Dependents are eligible for daily hospitalization beneﬁts under group insurance policies. Moreover, the 
dependents of our expatriates are entitled to coverage under casualty insurance, travel insurance and 
medical insurance policies
Every year we organize events such as hikes, Family Day, Father’s Day, and Mother's Day. All events 
include the family of employees to improve the family joy of employees.
In addition to offering the Labor Insurance and National Health Insurance and contributing the 
sufﬁcient pension by law, we have also developed a well-established insurance mechanism that covers 
group insurance, expatriate insurance, the International SOS and insurance.
2022 total insurance premiums NT$7,787,590, employee claims and allowances NT$6,345,286
Hikes: Due to the pandemic, hikes in 2022 were organized by employees. We also funded a total of 
583 employees (family 173) to encourage the to exercise.
Insurance coverage for family members: We also include the family members of employees in the 
group accident hospital in allowance of NT$1,000/day for the spouse and children of employees. 
Employees are also entitled to a discount to raise the premium for their family, including lie insurance, 
accident insurance, and cancer insurance. A total of 239 persons joined the premium raise for 
expatriates and family.
Family Day: Online redemption for travel package tickets and gifts. Each person enjoyed an 
allowance of  NT$2,000 for redeeming travel package tickets and gifts.
Coverage boost for expatriates and family: To increase the health and safety coverage for expatriates, 
in addition to the said insurance items, we also buy the accident insurance of NT$10 million and the 
medical plan of NT$300,000 for expatriates, as well as the accident insurance of NT$3 million and 
medical plan of NT$300,000 for their family. Additionally, family visiting expatriates overseas are also 
entitled to the travel accident insurance of NT$3 million and medical plan of NT$300,000.We also 
provide expatriates and their family with the medical assistance services and insurance plans through 
the International SOS to meet their needs for overseas medical and business travels.
Mother’s Day: Organized the “Flowers for the Good of Mothers” preserved ﬂower DIY activity with 
156 participants
Father’s Day: Organized the “Show Your Dad” for 260 participants to show the photos of their family.
As the pandemic slowed, we organized the one-day Father’s Day Camp again to increase the 
opportunity for employees to maintain intimacy with their family. A total of 70 children joined the 
camp as team assistants for them to understand the workplace environment of their parents and 
the automaking process. We also hired environmental education instructors to help participants 
understand nature, arranged physical strength courses for them, and helped them make presents 
for their fathers to enrich the summer break life of employees’ children.
Pandemic Care Assistance 
 
• At the beginning of the pandemic, we arranged in-house vaccination 
service for employees to reduce the risk of crowd infection outside 
of the Company. To take better care of employees in isolation at the 
peak of the pandemic, we distributed the pandemic care kit, provide 
medication, and made herbal tea for employees. We also arranged 
the isolation ward in the employee dormitory to take care of health of 
both employees and their family.
Letter mailing and receipt services and bank services
 
• Mailing and receipt services for personal letters are offered to employees
 
• We work with two banks which provide bank services and relevant assistance 
during noon break to reduce daily hassles troubling our employees
Diversiﬁed 
transportation 
services
 
• We offer commute shuttle buses, company vehicles for business trips, 
shuttle buses for employees to return to their hometowns, and cars for 
renting at special prices at nighttime and on weekends. Employees 
can rent the company vehicles to have a trip with their families on 
weekends
 
• There are ﬁve shuttle buses a day (4 for Yangmei and 1 for Hsinchu)
High-quality dormitory
 
• The Company offers an employee dormitory with twin rooms/
single rooms (315 rooms for male employees/46 rooms for female 
employees). The dormitory is equipped with central air conditioning 
systems and provide free internet access via dedicated lines
 
• Sports and leisure center
Meetups
Family day, hiking activities, summer camps for employees’ children, 
postcard sending activities, Mother’s Day and Father’s Day themed 
activities, etc. are organized annually. The families of our employees 
are invited to the events to improve their identiﬁcation with the 
Company and thereby help retain excellent talent
Various clubs
 
• We encourage employees to develop various interests. They have 
formed 24 clubs on their own initiative, including skill-based clubs, 
athletic clubs, art and academic clubs, and so forth. The employees 
can make friends and develop interests through the clubs, thereby 
achieving the aim of reducing physical and mental stress
Sales promotions held by vendors
 
• Invite suppliers to set up stalls at the employee canteen, offer staff discounts, and 
provide convenient shopping channels for employees.
LOHAS exercise 
courses
 
• Four types of group exercise courses are selected and offered after 
work on workdays every week. Employees are not only allowed to 
exercise with their colleagues in the Company’s activity center, but 
are also able to choose the exercise course that best suits them from 
the courses meeting the exercise needs of people of different genders 
and at different ages to move their bodies on a daily basis
Pension System
 
• CMC implements a deﬁned beneﬁt plan managed by the government in the 
retirement system in accordance with Taiwan’s “Labor Standards Act”. Pensions 
are paid to employees based on their service length and average salary in the 
six months prior to the retirement approval date. We contribute 2% of the monthly 
salary of employees. For more information regarding the retirement system, please 
refer to the “Post-employment Beneﬁt Plan” in p.153 of the annual report.
Deﬁned Beneﬁts
Pension System
3.18%
Contribution rate 
NT$149,635,253 
thousand
(Provided by the Financial 
Department)
Pension liability amount
Beneﬁts exclusive for employees and their family

2022 CMC Corporate Sustainability Report
94
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
5.3.1 Talents Development
5.3 Training and Development: Optimizing competencies through complete learning
To improve workforce quality and cultivate talents for future corporate development, we 
build the training center to integrate the double goal of “corporate development” and 
“employees satisfaction” to train professional talents, develop personal potential, and 
establish a learning organization to combine corporate and individual growth.
We spare no efforts in labor and resource investment in talents development, aiming to build 
a continuous and comprehensive learning environment. Through the ﬁve training systems, 
including the new employee training system, vocational training system, management 
training system, professional training system, and project training system, we depict the 
learning roadmap of employees and develop the competencies we require in employees to 
closely combine employee growth with the future corporate development.
CMC Five Training Systems
New employee training system
Provide suitable training and 
guidance for new employees 
to help them fuse with the 
CMC family.
Vocational Training System
Design competency 
training courses for 
the required core 
competencies of all 
employees at CMC.
Professional training 
system
Professional 
competencies 
speciﬁc to each 
department.
Project training system
Optimize  the 
cross-department 
competencies of 
employees through 
projects.
Management 
training system
Management competencies 
required for supervisors and 
ofﬁcers.
2022 Talent Development Project
Stage 1 
(Aug-Oct 2022)
Reviewed the existing 
performance management 
system, including 
needs communication, 
senior management 
interview, and collection 
of the difﬁculties and 
recommendations of 
middle management to 
focus on the performance 
policy and support 
measures.
Stage 2 
(Nov-Dec 2022)
Drew up e-forms and 
discussed education 
and training planning, 
implemented education 
and training, and optimize 
system form connection.
Project Planning 
(2023)
Continue with the 
achievements of the 
current project, organize 
training for department 
head with high-
performance targets, set 
performance targets for 
operations and team/
section chief for education 
and training.Promote 
top-down performance 
management optimization.
Project Planning 
(2023)
Continue with form-
target connection, 
optimize the 
performance 
management system, 
and education 
and training for 
the performance 
management system.
Digital  transformation and optimization of performance management
By linking to digital transformation, we reorganize the performance management 
systemnculcate the success factors of digital transformation in employee experience, 
system, and culture.
Internal
Establish career domains 
and career levels, deﬁne 
employee development 
paths, offer various 
development options, 
and externalize efforts 
and results.
External
Recruitment and 
appointment, offer 
comprehensive salary 
plans with greater 
ﬂexibility, enhance CMC 
salary competitiveness, 
and strengthen the 
encouragement effect of 
the bonus system.
Project Planning 
(2023)
Organize executive and 
employee conferences 
for employees to 
understand the transition 
from the old system to 
the new system within the 
organization.
Project Planning 
Review system 
targets every year 
and develop a 
calibration system 
meeting the 
organizational 
system.The new 
system will go live in 
2023.
Digital Transformation and Optimization of Remuneration System
Build a flexible, comprehensive salary system that meets market expectations and the 
needs of different functions, enhance the organization’s retention and recruitment 
competitiveness, and attract and retain excellent talents required for corporate 
sustainable development.

2022 CMC Corporate Sustainability Report
95
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Achievements in Education and Training 2022
In consideration of the legal and regulatory requirements, corporate strategicdevelopment, 
and employee needs, apart from progressively improving the quality of talents through the 
five training systems, we also implement a range of leaning culture promotion activities, 
including the study group, business exchange, e-newsletters, talents development point 
collection bonus, charging talks, new e-learning system, and library publicity activities.
Total sessions held
Number of trainees
Total training hours
Total Training Outcomes Over the Last 
Three Years
Education and Training 2022
2020
40080
22299
2881
2021
43744
18396
2964
2022
49091
22570
1445
New employees
On-site technical personnel
Construction/managerial personnel
Entry-level managers
Achievements in Education and 
Training 2022 (by job type)
Annual training sessions
1022
265
138
20
Average training hours 
per person
63
3
11
35
Annual number of trainees
17428
2867
1253
1022
Organized  1,445 
sessions in total
Up to 22,570  participants
Training hours up to 
49,091 hours

2022 CMC Corporate Sustainability Report
96
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
5.3.2 Performance Development
Performance Evaluation Mechanism
Excellent Employee Recommendation and Assessment Process
To live up with the CMC’s business philosophy: “harmony, innovation, top, and sustainability” 
(HITS), we add a departmental development plan of 3-5 years to the annual strategy of each 
division. By setting and regularly reviewing departmental targets, we integrate our business 
philosophy into sustainable development and practice them in the routine work.We establish 
the performance evaluation mechanism by job type. After initiating the department policy 
and various job plans based on the annual strategic targets undertaken at the beginning 
of the year, indirect units below grade 6 sets their own targets and follow up on and review 
them periodically to ensure the effective connection of the job duty of employees and the 
corporate performance.
To encourage employees to make excellent performance and set up examples, we began 
organizing the annual model employee selection and commendation in 1988. One out of 
every 70 union members will be nominated by each unit as the candidate for the evaluation 
board formed by the union board to review the candidates and determine the annual 
model employees based on their performance. In 2022 a total of 29 employees were 
selected as model employees.
In 2022 we completed performance evaluation on all CMC employees.
Employees still in service on December 31 in the year, excluding fixed-term contract 
employees, and employees starting service or returning to work for less than 3 months are 
not included in the performance evaluation.
Performance Development (Performance Management System)
Carrying happiness and delivering touching 
warmth with new forms of convenience 
and power,
we endeavor to become the most reliable 
diversiﬁed mobile partner.
Vision
Business philosophy
Corporate strategies
Strategies for functional 
divisions
Personal work goals
Values
Competencies
Commercial 
vehicle
Two-wheeler
Automated 
guided vehicle
Passenger 
vehicle
Organization
Function
Individual
Excellent Employee Recommendation 
and Assessment Process
Eligibility
Work at the plant for at least 
one year, receive grade A and 
a b o v e  i n  t h e  p e r f o r m a n c e 
evaluation in the past 2 years, 
and fully demonstrate various 
core competencies: innovative 
thinking, proactivity, customer 
focus, and executability.
Number of  Candidates
B a s e d  o n  t h e  n u m b e r  o f 
members of the labor union 
in January of the year (2,004 
in 2022), one out of every 70 
members.
Candidate Nomination
Each unit nominates candidates 
by ﬁlling in the “Model Employee 
Nomination Form”.
Evaluation Mechanism
The evaluation board formed 
by the union board will access 
each candidate and determine 
the model employees of the 
year based on the candidates’ 
performance in all evaluation 
items.
Open Commendation
Model employees will be 
commended openly.

2022 CMC Corporate Sustainability Report
97
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
5.4 Safe Workplace: Enjoying the experience of work satisfaction
CMC OSH Core Value
5.4.1 Occupational Safety and Health Management
The Company’s occupational safety and health target achievement rates in 2022 and targets for the following year are shown below:
Occupational Safety and Health Improvement Mechanisms and Management Approaches
In order to facilitate and improve safety and health management for equipment, contractors, ﬁreﬁghting, emergency responses, and working environments/premises, CMC has formed a 
professional safety and health organization and created a safety and health inspection system.
 
• To ensure the smooth promotion and implementation of safety and health work, 
we have established the “Environmental Safety Department” and had a “Health & 
Safety Department” in place at each plant with the aim of achieving zero hazards
 
• We have set up the “Occupational Safety and Health Committee” at different 
levels, including corporate, departmental, and sectional levels, as shown below. 
Take the corporate committee for example, it establishes the corporate OSH 
policy, reviews the results of various OSH tasks, promotes occupational safety, 
prevents accidents, improves the workplace environment, and maintains 
employee health. The labor representatives holding 34% of the seats are sent by 
the union.
 
• Our occupational safety management system applies to all CMC business-
conducting venues (Yangmei Plant and Hsinchu Plant) and covers all employees 
(93%) and non-employees (7%, service and construction contractors).
 
• In an effort to implement occupational safety and health control, 
the Company take a proactive approach to carrying out a wide 
range of safety and health inspections in contexts that different 
types of employees may encounter in the workplace, e.g. 
management by having top management walking around, graded 
safety and health inspections by managers at all levels, professional 
audits by the safety and health unit, patrol inspections by all units, 
etc.. Any deﬁciencies are tracked until relevant improvements are 
made to prevent the occurrence of incidents
 
• As CMC takes equipment safety very seriously, the “Safety and Health Procurement 
Management Guidelines” have been established to make sure the machinery equipment to 
be procured is designed to eliminate its potential danger during the procurement planning and 
thereby ensure its inherent safety and prevent incidents in case of operating errors or equipment 
failures
 
• Potential hazards in existing equipment are identiﬁed through the mechanisms of reporting and 
patrol inspections by on-site employees. Safety mats, safety bolts, photoelectric safety devices 
or other interlocking devices are used, when necessary, to avoid potential hazards resulting 
from man-made factors
 
• We have developed the “Fire Safety Equipment Management Rules” that require that a ﬁre 
protection engineer shall be commissioned regularly on an annual basis to inspect ﬁreﬁghting 
equipment and report the result. Also, all units are required to perform regular checks on all 
ﬁre safety equipment and immediately notify the maintenance unit of any found equipment 
defects for inspection and repair, allowing the equipment to be able to function well in case of 
ﬁre
 
• To prevent ﬁre in advance and ensure the safety of operators, all switches and lights at premises 
where highly ﬂammable substances are stored and used are explosion-proof and there are also 
automatic CO2 ﬁre extinguishing systems installed
Level
Meeting Frequency
Chair
Corporate
One meeting every 
three months
Management 
Representative
Depart­
mental
Indirect 
Depart­
ments
One meeting every 
three months
Department 
Head
 Direct 
Depart­
ments
One meeting every 
month
Department 
Head
Sectional
One meeting every 
month
Section Chief
Responsible  
safety and
health  
organization
Equipment  
intrinsic safety
implementation 
and
improvement
OSH system and 
core  value
Fire safety
equipment 
management
Accomplishment rate 100%
Improvement rate for deﬁciencies 
found in safety and health inspections
Accomplishment rate 90%
Achievement rate for annual safety 
and health targets and management 
programs
Accomplishment rate 100%
Accomplishment rate of abnormal workload follow-up on 
high-risk cases
Achievement in 2022
Accomplishment rate 100%
Improvement rate for deﬁciencies 
found in safety and health inspections
Accomplishment rate 100%
Achievement rate for annual safety 
and health targets and management 
programs
Accomplishment rate 100%
Accomplishment rate of abnormal workload follow-up on 
high-risk cases
Targets in 2023
Sincerity, 
Accountability
Full 
participation
Exempt from 
hazard
We protect employee safety and health and improve the safety and 
health performance of partners. In accordance with the Occupational 
Safety and Health Act, we implement occupational health and safety 
(OH&S) management systems (ISO 45001:2018/CNS 45001:2018) in 
Yangmei Plant and Hsinchu Plant and pass the third-party certiﬁcation 
by BSI (ISO 45001:2018/CNS 45001:2018). We adopt scientific and 
systematic documentation management systems along with the PDCA 
management principle, implement safety and health management 
initiatives, carry out relevant hazard prevention measures, establish 
management regulations, and conduct internal and external audits 
to reduce safety and health risks and boost relevant performances 
continuously. We also promise that we will make improvements in the 
following directions.
OSH Core 
Value

2022 CMC Corporate Sustainability Report
98
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Hazard Identiﬁcation, Risk Assessment and Classiﬁcation Management
Contractor Safety and Health Management
CMC places great importance on the safety and health of employees in the workplace. The 
“Safety and Health Risk Management Guidelines” have been established for hazards and 
risks that may occur in the workplace. We also carry out hazard identiﬁcation, risk assessment 
and classiﬁcation management for routine and non-routine operations in the workplace to 
prioritize high-risk hazards for making improvements and control risks, thereby offering the 
employees a safe working environment. The Occupational Safety and Health Committee 
convenes regularly to review the effect of improvements made and keep ﬁnding chances to 
improve our occupational safety and health management systems. Furthermore, to ensure 
the effectiveness of hazard identiﬁcation and risk assessment, relevant personnel shall receive 
regular hazard identiﬁcation and risk assessment education and training every year and may 
take up the work only after they are qualiﬁed. In accordance with the hazard identiﬁcation 
and risk assessment results in 2022, there was one Level 1 high-risk hazard, accounting for 0.01% 
(Level 2: 0.01%; Level 3: 13.43%; Level 4: 75.46%; Level 5: 11.09%), and piercing, cut, scratch, 
electric shock, and fall are common lower-risk hazards.
We value the safety and health of contractor personnel at work. Hence, we establish the 
“Contractor Management Plan” and the “Guidelines for Work Safety Implementation 
Permits”. We also develop the contractor construction application system and include 
the number of contractor personnel, the equipment used by contractors, the operating 
environment and hazard factor notification, coordination organization meeting minutes, 
education and training records, and contractor insurance data in system management. For 
construction projects with more severe hazards (e.g., fall, ﬁre, electric shock, and cut), we 
conduct onsite inspection from time to time and unannounced audits to prevent violation 
of the occupational safety and health regulations and occupational accidents, supervise 
contractors to maintain occupational safety and stay alert, enhance the effectiveness of 
accident precautionary actions, and lower the operational risk.
In 2022 there was no occupational accident occurred to contractors. However, we found 
7 offenses of the Company’s OSH regulations in the irregular onsite contractor construction 
safety inspections. We issued the relevant tickets in accordance with the “Contractor 
Management Plan” to ﬁne offending contractors with a total of NT$55,000. We also requested 
the site directors of contractors to explain the causes of offenses and propose corrective and 
preventive action for the audited defects.
In order to maintain good working environments, our plants commission the “Industrial Safety 
and Health Association of the R.O.C. (Taiwan)” to carry out working environment monitoring 
at premises where operations involving organic solvents, dust, noise, heat, and other factors 
signiﬁcantly endangering health are conducted on a half-yearly basis in accordance with 
the related regulations specified in the Occupational Safety and Health Act. The results 
are used as a basis for executing relevant preventive measures and developing operating 
standards for safety and health.
Source:
Monitoring and Measurement Criteria
Monitoring and Measurement  Results
Protective Action
Environmental 
monitoring data in 
2022
(divided into H1 and 
H2)
Dust:
1. Respirable dust: 5mg/m3
2. Total dust 10mg/m3
Noise:Subject to “§300 of the Regulations for Occupational Safety and Health 
Equipment and Measures”
Organic Solvents & Speciﬁc Chemical Substances: Subject to the statutory limits 
for the permissible concentrations of organic solvents/speciﬁc chemicals
Working in hot temperatures:
1. Regarding working in the boiler room, in accordance with Article 8 of the 
Regulations for Implementation of Labor Work Environment Monitoring, as wet-
bulb globe temperature (WBGT) time-weighted average (TWA) for working in 
the boiler room is below the limit set by the competent authorities, there is no 
need for the WBGT test once every three months. However, we monitor the 
temperature once every six months. 
2. In accordance with the working hours and break for working in hot 
temperatures, as the workload of the boiler room is minor, the WBGT-TWA is 
below 30.6, continuous operation is allowed.
Respirable dust/Total dust: Wholly 
compliant 
Noise: Wholly compliant
Organic solvents/speciﬁc chemical 
substances: Wholly compliant
WBGT: Wholly compliant
General management measures:
1. Regular annual work environment monitoring and operation management 
2. Special operation health checkup each year
Dust:
1. Using local exhaust ventilation systems
2. Wearing respirators correctly
Noise:
1 Developing a hearing protection plan
2. Wearing ear protectors correctly
Organic Solvents & Speciﬁc Chemical Substances:
1. Equipment automation, separation, remote-controlled operation
2. Using exhaust ventilation systems to prevent contaminant dispersion
3. Respirator education and training and regular annual
 qualitative ﬁt-testing
WBGT:
1. Install  ventilation devices and fans in the interior.
2. Provide sufﬁcient drinking water.

2022 CMC Corporate Sustainability Report
99
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
5.4.2 Statistics on Occupational Accidents
To ensure effective immediate emergency handling and subsequent investigation and 
recording in case of accidents incurred by employees, we have the “Accident Handling and 
Investigation Procedures” in place. If an accident occurs, the concerned unit shall notify the 
Health and Safety Division and the President immediately. For material accidents, the Health 
and Safety Division shall make a report to related competent authorities within 8 hours. In 
addition to making immediate improvements for the accident, hazardous identiﬁcation and 
risk assessment shall be re-conducted for the concerned operation to check if the risk grade 
is appropriate. Further and better precautions are then taken in the hope of minimizing 
the risk. After detecting workplace conditions that may lead to work-related injury or work-
related ill health, employees may leave the scene voluntarily and report to the supervisor to 
take action afterwards. More importantly, employees will not be disciplined for leaving work 
in this manner.
Through the well mechanism control, there were 6 recordable work-related injuries in 2022 
(excluding 20 commuting trafﬁc accidents). The main causes for the trafﬁc accidents (falls) 
included not keeping an eye on road conditions, not maintaining a safe distance, and 
human error. To further remind employees to keep themselves safe, further information 
dissemination and education about keys to safe driving are conducted at Occupational 
Safety and Health Committee meetings, morning meetings, and education and 
training. In addition, in 2022, none of our employees incurred occupational diseases and
no occupational disasters, occupational fatalities or diseases happened to the non-
employee workers and contractors directed or supervised at the workplace.
3933664
Total number of working hours of CMC 
employees in 2022(Note 1)
34872.5
Total number of working hours of 
non-CMC employees in 2022
Occupational Accident Statistical Item
CMC
Contractors
Male
Female
Male
Female
Injury Rate (IR)
Proportion
0
0.464
0
0
Total
0.054
0
Occupational Disease Rate 
(ODR)
Proportion
0
0
0
0
Total
0
0
Lost Day Rate (LDR)
Proportion
0
170
0
0
Total
19.93
0
Work-related Fatalities
Number of 
Fatalities
0
170
0
0
Total
0
0 
Total hours of work = 238 days (2022 direct unit calendar) x 2066 persons (total number of employees) x 8 hours =  3,933,664 
hours.
5.4.3 Promoting Safety Culture
Emergency Response and Management
In an attempt to respond to all types of emergencies in an appropriate manner and 
strengthen our employees’ first aid and emergency response capabilities, we have 
established the “Emergency Response Plan Management Guidelines” and “Operating 
Standards for Emergency Responses”. All units set up their emergency handling team and 
draw up relevant countermeasures based on operations and environmental conditions and 
perform regular drills to be familiar with the emergency response steps in hopes of reducing 
damages and limiting personnel and equipment losses in case of an incident. Currently there 
are 10 automated external deﬁbrillators (AEDs) in two CMC plants. In addition to one AED 
equipped in the inﬁrmary of Hsinchu Plant, the other nine AEDs are equipped in Yangmei 
Plant. In 2022, we hired experts to give four training sessions on cardiopulmonary resuscitation 
(CPR) administration and AED use for 238 personnel, including personnel of AED locations, 
safety and health staff, first responders, and onsite supervisors, for every staff member to 
operate and practice CPR administration and AED use.
Occupational Health and Safety Education and Training
Every year we establish the safety and health education and training plan to enrich the 
safety and health professional knowledge for employees and contractors.We implement 
workplace health management and health protection, arrange health talks, and prevent 
and assess disorders triggered by abnormal workloads in all plants.Additionally, Hsinchu Plant 
offers general occupational safety and health on-the-job training, training on operation 
with special hazards (operators using cranes for slinging operations, operator of ﬁxed cranes 
with a load of 0.5-3 tons and operators forklifts with a load of over 1 ton) and on emergency 
response (ﬁre, earthquake, and chemical leakage). A total of 22 courses were organized for 
2,508 personnel.Hsinchu Plant was also awarded the “Excellence in OSH Implementation”, 
the only one plant in Hsinchu County to receive this citation.
CPR and AED training for 238 personnel for each member to practice onsite.
Number of sessions
Number of participants
CPR and AED Education and Training Results Over the Last Three Years
2020
249
4
2022
238
4
2021
52
2
(3 sessions were  canceled due 
to the pandemic)

2022 CMC Corporate Sustainability Report
100
Safe Workplace 
Excellent Development
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Health service management services
To take good care of the health of employees, we have established the “Employee Health 
Management Regulations”. Apart from offering health checkups (once a year) better than 
the legal and regulatory requirements, we also implement graded health management on 
employees based on the checkup results. We also arrange responsible nurses to follow up 
on the health improvement of employees and occupational medicine specialists to assess 
the need for job accommodation to provide a reference for the OSH Office to assist in 
job accommodation. With the aim of reducing potential health hazards in the workplace, 
contracted occupational medicine physicians are engaged to provide on-site medical 
services and inspect the working environments at our plants together with our safety and 
health personnel and nurses to identify and eliminate occupational health hazards.
Moreover, to take care of contractors and resident personnel, we offer health 
checkups (together with CMC staff) to resident personnel of the employee canteens. ‘ 
Additionally, apart from free consultation and post-checkup follow-up services, the in-
house outpatient clinic also provides free medical services for contractor personnel, such as 
consultation, checkup, wound dressing.
Management 
Item
Process Management 
Regulations
Assessment Target
Assessment 
Frequency
Improvement Measures
Ergonomic 
Hazards
Ergonomic Hazard 
Prevention Plan
Once every three years 
for onsite units, and one 
musculoskeletal symptoms 
survey every year.
Once a 
year
Sequence of improvement: 
Engineering improvement, 
administrative improvement, 
health management.
Excessive 
workload
Disorders triggered by 
abnormal workloads 
prevention plan
For employees with three 
or more anomalies related 
to metabolic syndrome 
as shown in the checkup 
results, we apply the 
Framingham risk score (FRS) 
to predict their CVD risk 
level.
Once a 
year
Prepare a list for 
management; implement 
health management, health 
promotion, and health follow-
up; and arrange workplace 
relocation based on the 
assessment of the occupational 
medicine specialist.
Job accommodation or work 
time reduction.
Maternity 
Protection
Maternity Health 
Protection Plan
The date of pregnancy 
report until one year after 
delivery.Breastfeeding one 
year after delivery
Implement 
on 
employees 
with 
pregnancy 
and after 
delivery
Change work conditions (e.g., 
workload adjustment), work 
time adjustment, and job 
accommodation based on 
thee assessment and advice 
of occupational medicine 
specialist.
Workplace 
Violence
Workplace Violence 
Prevention Plan
When employees ﬁle 
a workplace violence 
grievance
Subject to 
individual 
grievance
Take action based on the 
investigation results and prevent 
recurrence. Job adjustment 
or other management 
approaches. Report to 
the police when involving 
personal safety. Impose 
related disciplines based on 
the work rules. Arrange legal 
consultation, counseling, health 
instructions by occupational 
medicine specialists, medical 
assistance, and contact the 
victim’s family as necessary.
Number of improvements
Accumulated improvements
Accumulated Ergonomic Improvements Made
Workplace Gender Equality 
2017
523
85
2020
826
78
2018
633
110
2021
887
61
2019
748
115
2022
1000
113
Online Women Self-Defense 
Skill Course 
41 employees signed up to 
the course.
Hire professional Chinese 
boxing coaches to teach 
common self-defense skills.
Tabletop Game
51 employees signed up to the 
game.
Allow employees to understand 
the diversity and composition 
of “home” through the “Home 
Play” tabletop game to inspire 
views and ideas.
Gender-Friendly Design 
Competition
17 employees contributed 
works to the competition.
Organize the “Gender-Friendly 
Design Competition” to enhance 
the gender equality awareness 
in employees and encourage 
employees to think about the 
meaining of respect through 
different angles so as to build a 
workplace with gender equality.

2022 CMC Corporate Sustainability Report
101
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Give Back to 
Society 
in Every Way 
Possible
6
6.1  Social Inclusion: Finishing the sustainability 
roadmap together
6.2  Urban and Rural Sustainability: Safeguarding 
society with cars
6.3  Indigenous Development: Regional 
revitalization with the Indigenous Dream 
Project
6.4  Knowledge and Education: Ingraining and 
talents development
Bu Bu Sharing subscribers 19,608 persons
Accumulative shuttle mileage 54,800 km
Accumulatively donated 12 Happiness Guardian vans 
to remote townships across Taiwan to travel a total of 
319,091 km
Volunteers involved 2,122 persons
Volunteered services 5,857 hours
Internal volunteers and contractors
Participation in coastal clean-ups and 
mountain clean-ups 25 sessions
Vehicle Maintenance Service Tour 856 vehicles
Tire Service Check
126 vehicles of children’s welfare organizations 
returned to CMC for the tire service check
Starting out as a commercial vehicle manufacturer, we have been considering how to 
solve social problems with our automotive competence and so to realize the SDGs. Apart 
from proactively establishing communication channels with external stakeholders through 
the daring use of corporate resources, we reshape a social welfare implementation model 
and lead CMC employees towards a future of common good in society by integrating 
the innovative thinking of the automotive industry with the ESG concept.We also hope to 
collaborate with all parts of society to create a beautiful future where social inclusion and 
value sharing are realized.
Core Vision and Commitment
Strategic Goal
Continuously implement social 
inclusion projects to distribute 
corporate resources to every 
corner of society
Develop automotive talents and build a 
reciprocal positive cycle through social 
inclusion projects
Foster a social corporate culture 
to ingrain volunteering in CMC 
operations
Short-term
Medium-term
Long-term
Achievements and Performance in 2022
Material 
topic
Although there was no material topic corresponding to this chapter in 2022, through long-term engagement in social welfare, we will continue to create the common 
good through collaboration with society based on our core automotive competencies.

2022 CMC Corporate Sustainability Report
102
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
6.1 Social Inclusion: Finishing the sustainability roadmap together
6.1.1 Performances in Social Inclusion
Upholding the brand spirit of “Starting for Happiness” and the development strategy of “urban and rural sustainability, we connect with the SDGs and implement ESG to promote remote 
township development so as to effectively bridge the urban-rural divide.
Achievements and Amount for Social Inclusion 2022
Charitable 
activities
12%
Investment in communities
49%
Commercial activities
39%
Total 100%
Amount: NTD 
39,248,327
Money invested: NTD 39,248,327
Volunteers involved: 986
Expenses for volunteers: NTD 
1,117,900
Note 1: For the number of volunteers, a volunteer is counted once every 8 hours
Note 2: Commercial activities: generally refer to investments in sales, car owners, and the improvement of the corporate image
Note 3: Expenses for volunteers are equal to the number of volunteers involved in each session times the average daily wage of NTD 1,600
Money invested: NTD 15,484,284
Volunteers involved: 430
Expenses for volunteers: NTD 489,600
Commercial activities
Money invested: 
NTD 4,521,807
Volunteers involved: 4
Expenses for volunteers: 
NTD 6,400
Charitable activities
Money invested: NTD 19,242,236
Volunteers involved: 552
Expenses for volunteers: NTD 621,900
Investment in communities
Starting for 
Happiness
Core 
Competence
Strong Support 
for Indigenous 
People
Educa­
tion
Giving 
Back to 
Urban 
and 
Rural 
Areas
Development 
Strategy
Urban-Rural 
Sustainability
Low-Emission Transportation 
Network for Offshore Islands
Provide low-emission vehicles, 
such as the eVERYCA EV and 
eMOVING e-scooters, for offshore 
islands to reduce emissions from 
local travels.
Realizing Rural Transportation Justice 
Allocate resources to help develop 
local shuttle service in Hualien and 
Taitung to finish the last mile or rural 
transportation.
Vehicle Maintenance Service Tour 
for Rural Vehicle Safety 
C o n t i n u e  w i t h  t h e  V e h i c l e 
Maintenance Service Tour and unfold 
the Tire Check Service at the same 
time to fund the operating expenses of 
children’s welfare groups.
Connect with SDGs.
Support remote township 
development
Effectively bridge the 
urban-rural divide

2022 CMC Corporate Sustainability Report
103
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
CMC’s Social Inclusion Roadmap
Accumulated outcomes:
59 activities were held under the Anchor program 
during 2015-2022 with a total of 2,833 visiting students
Goal in 2024:
Recruit excellent talents to CMC through university-
industry collaboration by combining the Anchor 
Program with talents recruitment.
Anchor Program
Trafﬁc Safety Camp
Accumulated outcomes:
Continued the Taoyuan Fuxing Township Indigenous 
Primary School Project and organized four trafﬁc safety 
camps for Yisheng Primary School, Paichi Elementary 
School, Gaoyi Elementary School, and Hsinle 
Elementary School in Hsinchu.
Goal in 2024:
Extend the Trafﬁc Safety Camp to indigenous townships 
in Hsinchu and coastal schools in Taoyuan to invest 
corporate resources in places in need.
Read for Hope Project
Accumulated outcomes:
Accumulative mileage of the Read for Hope >226,350 
km (equivalent to traveling around Taiwan 210 times)
Goal in 2024:
Accumulate the mileage of Read for Hope to > 240,000 
km
Knowledge 
and 
Education
Accumulated outcomes:
Assisted the MOTC in promoting the Bu Bu Sharing: 
Provided Fuli Township and Zhuoli townships in Hualien 
and Yanping Township in Taitung with 3 DELICA vans 
for shuttling up to 19,608 persons over a total mileage 
of 54,800km (equivalent to traveling around Taiwan 51 
times).
Goal in 2024:
The Company will extend the Bu Bu Sharing service to 
more areas and facilitate integrated passenger and 
freight transportation in rural areas
Bu Bu Sharing
Discovery Tour
Accumulated outcomes:
Due to the pandemic, the Discovery Tour, which 
combines domestic travel and tourism have been 
shifted to the online mode, and the car owners have 
been invited to travel on their own to stimulate the local 
tourism industry. The number of participants accumulated 
133,153 persons.
Goal in 2024:
Accumulate participants to >140,000 persons.
Environmental Ecology
Accumulated outcomes:
Successfully restored 9 species of the Fagaceae in the 
ecological pond for native species and the Fagaceae.
Goal in 2024:
The ecological pool will be opened for guided tours 
to ensure sustainable ecology through community 
renovation
Giving 
Back to 
Urban and 
Rural Areas
Accumulated outcomes:
Donated a total of 12 Happiness Guardian vans 2016-
2022, with an accumulative service mileage of 319,091 
km (equivalent to traveling around Taiwan 297 times)
Goal in 2024:
The Vehicle Maintenance Service Tour will be combined 
with the Happiness Guardian Program to offer vehicle 
maintenance services to the vehicles under the program
Happiness Guardian Program
Vehicle Maintenance Service 
Tour
Accumulated outcomes:
Recruited students from the Taipei City University of 
Science and Technology, National Taitung Junior College 
and National Lotung Industrial Vocational High School to 
the Vehicle Maintenance Service Tour through university-
industry collaboration to provide 24 tours across Taiwan 
and ﬁx 856 vehicles through the support of 8 suppliers.
Goal in 2024:
Expand the beneﬁt of university-industry collaboration 
and recruit more vocational schools to organize >150 
tours to repair >5,000 vehicles.
Corporate Volunteers
Accumulated outcomes:
The number of volunteers involved reached 2,122
The time invested by the volunteers totaled 5,857 hours
Goal in 2024:
Focus on environmental sustainability based on “wetland 
maintenance and coastal clean-up” and develop 
volunteers for the CMC ecological pond to restore 
Taiwan native species.
Core 
Competence
Accumulated outcomes:
Supported school lockdown without class shutdown: 
Donated 300 COVID-19 rapid test kits to the 11 units 
on the Happiness Guardian Program and 250 picture 
books to Dapeng Primary School in Chiayi under the 
Indigenous Dream Project. So far, the Dream Project 
has had a total of 15,000 beneﬁciaries since it’s ﬁrst 
launched  
Goal in 2024:
We will be dedicated to charitable activities in rural 
areas on a continuous basis to create common good 
for the areas with corporate resources
Dream Project
Remote Agricultural Community 
Partner Development Program
Accumulated outcomes:
Purchased a total of 70,280 kg of organic vegetables 
and fruits from indigenous people during 2015-2022.
Goal in 2024:
Promote organic/eco-friendly farming with CV owners 
and assist with sales through the Mitsubishi LINE account.
Food Truck Program of South 
Link Association
Accumulated outcomes:
South Link TAKECPIZZA Food Trucks
>556 missions
Revenues >NT$3.54 million
Goal in 2024:
We will take advantage of our modiﬁed Mitsubishi 
commercial vehicles to promote local revitalization and 
public welfare vehicle programs
Strong 
Support for 
Indigenous 
People

2022 CMC Corporate Sustainability Report
104
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
6.1.2 Volunteerism Development and Achievements
Volunteer Outcomes Over the Last Three Years
Volunteerism Leave Application in Past 3 Years
Focus of Volunteering Activities
Volunteerism Culture: Ingraining in Taiwan and Giving Back to 
Society
To actively create an atmosphere and promote sense of honor for 
volunteerism, in addition to the 3-day volunteerism leave each year 
ahead of competitors, we also provide company cars and other 
resources for volunteering use to encourage volunteer service We 
also introduce the “Volunteerism Reward Regulations” to include 
volunteering activities in the department policy to enhance the 
departmental accomplishment rate.
Support for culture industry development, funds for environmental ﬁlms 
To support the development of Taiwan’s culture industry and raise the awareness of the 
importance of environmental conservation in employees, we activated the Mitsubishi Green 
Life Program and chartered the broadcast of environmental ﬁlms including Good Morni MIT 
and Caring for Black-Faced Spoonbill for employees and their family to enjoy the ﬁlms so as 
to promote ESG together through comprehensive and multifaceted activities.
3 days/year
Volunteerism 
Leave
Due to the labor shortage in Taiwan in recent years, “continuing education” volunteering 
activities have thus become the focus of volunteerism promotion of all departments. By 
combining with talents recruitment and university-industry collaboration projects, such as the 
“Vehicle Maintenance Service Tour” and “Anchor Program”, we ingrain automotive resource 
and professional technology on campuses to improve the practical capability of students as 
well as develop the brand favorability of CMC Mitsubishi in students.
Care for Indigenous Peoples
Environmental Protection
Automotive-Related
Continuing Education
2020
2,479 people 
involved
2,578 hours 
invested
2021
2,729 persons 
involved
 3,383 hours 
invested
2022
2,122 persons 
involved
 3,665 hours 
invested
2020
A total of 189 
applicants
A total length of 1,043 
hours
Amounting to 
NT$208,600
2021
A total of 362 applicants
A total length of 1,659.5 
hours
Amounting to 
NT$331,900
2022
A total of 280 
applicants
A total length of 1,680 
hours
Amounting to 336,000
Note:  The ﬁgure above represents the number of employees taking volunteer leave on weekdays. The converted value of the 
volunteer leave equals to the number of employees applying for the volunteer leave times the average daily wage of NTD 
1,600
Participation in volunteer activities with suppliers to give 
back to society
In 2022 we organized a total of 25 coastal clean-ups 
through the Volunteerism Reward Regulations and hired 
the Xinwu Township Association to give environmental 
education courses to introduce the story of Xinwu 
weirs and the rules for coastal clean-ups.To extend the 
ESG spillover effect, apart from actively encouraging 
employees to participate in environmental sustainability 
activities, we specifically organized three beach clean-
ups through CMCA in northern, central, and southern 
Taiwan respectively. We also hired Friendly Seed, an environmental protection group, to 
arrange guided courses for suppliers to understand better the process of coastal clean-up 
and mountain clean-up, the origins of marine debris, and the concept of environmental 
sustainable development. The three clean-ups in 2022 attracted the heat participation of 37 
suppliers and 121 contractors.
Support for environmental protection ﬁlms from CMC employees
Good Morni MIT introduces the characteristics of the Formosan salamander 
(Hynobius formosanus), an endemic species of Taiwan, and brings forth the 
environmental threats to the species including climate change and habitat 
damage.We chartered the film for CMC employees and their family and 
enriched the knowledge and enhance awareness of CMC volunteers in 
environmental sustainability with environmental films. With such we aim to 
support the conservation of Taiwan endemic species and the development of 
Taiwan’s ﬁlm industry.
Caring for Black-Faced Spoonbill recounts the efforts in maintaining the space 
for survival for the black-faced spoonbill over the years of the dedicated. 
We chartered the ﬁlm for employees and their family to support the ﬁlm and 
for the audience to rethink the issues relating to conservation, wetlands, and 
international promotion and to consider how to contribute to the precious 
migratory birds on their transit over Taiwan through volunteering.
Employee Testimonial and Feedback
Thank you CMC. It’s like dreaming to see Director Mai's work and meet with him in person.After watching Good 
Morni MIT, I was inspired to rethink what I’ve seen through mountaineering over the years.When I studied in 
Japan the other day, I used to watch Taiwanese productions over the internet to ease my homesickness, MIT 
Made In Taiwan and was on of my favorites.As an extension of MIT Made In Taiwan, Good Morni MIT introduces 
the knowledge of the Formosan salamander and further discusses ecological conservation as a whole. 
Inﬂuenced my nature, I will lead mountaineers to work for “leave no trace”.

2022 CMC Corporate Sustainability Report
105
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
6.2.1 Happiness Guardian Program
According to the statistics of the MOTC, nearly 10,000 children under 12 years of age were 
involved in road traffic accidents per year in recent years. In an attempt to take full care of 
disadvantaged children in rural areas, CMC initiated the “Happiness Guardian Program” in 2016 
to invest our vehicle resources in rural tribes, so as to boost road safety for the disadvantaged 
children. By the end of 2022, we have donated a total of 12 Happiness Guardian vans to remote 
townships across Taiwan to provide shuttle services for vulnerable children. So far, a total 319,091 
km has been traveled, equivalent traveling around Taiwan 297 times.
There are over 3,000 elementary and junior high schools in Taiwan, and over 1,000 of them 
are located in remote townships as determined by the Ministry of Education. Through the 
“Happiness Guardian Program”, we team up with NGOs across Taiwan to take care of 
vulnerable children by offering shuttle service for their after school club sessions. So far, we have 
provided the after school club shuttle service for Grass Book House in Taoyuan, Citong Book 
House in Taitung, South Link Ark Classroom, and the Secret Space of After School Association 
of Taiwan. Additionally, we funded Warm Breeze Caring Association in Taichung and AGAPE 
Care Association in Changhua with NT$30,000 each for vehicle replacement through the 
Children’s Vehicle Safety Solution to meet the transportation need of vulnerable children.
Vehicle Donation/NT$30,000 Vehicle Replacement Funding under the Happiness Guardian Program Over the Years
Code of Donated Car: Happiness 12
Recipient
Hualien County Tafalong Primary 
School
(Guangfu Township, Hualien 
Coounty)
Vehicle Replacement Funded 
Unit
AGAPE Care Association in 
Changhua
Vehicle Replacement 
Funded Unit
Warm Breeze Caring 
Association in 
Taichung
Vehicle Replacement Funded Unit
Dabida Family Caring Association in 
Xincheng, Hualien
Code of Donated Car: 
Happiness 11
Recipient
Taitung County Pasikau 
Indigenous Peoples Care 
Association (Yanping 
Township, Taitung County)
Code of Donated Car: 
Happiness 10
Recipient
Taiwan Corp. Sustainable 
Urban and Rural Care 
Association
Grass Book House (Daxi 
District, Taoyuan City)
Code of Donated Car: 
Happiness 8
Recipient
Taitung County Hongye 
Elementary School
(Yanping Township, Taitung 
County)
Code of Donated Car: 
Happiness 9
Recipient
New Taipei Municipal 
Qinxian Junior High School
(Ruifang District, New 
Taipei City)
Code of Donated Car: 
Happiness 7
Recipient
Chinese Love & Joy 
Charity Association 
(Puyuma, Taitung County)
2022
2020
2017
2022
2021
2021/2020
2020/2019
Code of Donated Car: 
Happiness 6
Recipient
Association of South-Link Health 
Care Promotion for Taitung 
County (Dawu Township, 
Taitung County)
Code of Donated Car: 
Happiness 5
Recipient
Bethel Holistic Care 
Association
(Wugu, New Taipei City)
Code of Donated Car: 
Happiness 3
Recipient
After School Association of 
Taiwan in Wanluan Township, 
Pingtung
(Wanluan, Taitung)
Code of Donated Car: 
Happiness 1
Recipient
St. Joseph Church in Wufeng, 
Taichung
(Wufeng, Taichung)
Code of Donated Car: 
Happiness 4
Recipient
Tainan City Social Care 
Association
(Xigang, Tainan City)
Code of Donated Car: 
Happiness 2
Recipient
 Feng Tien Primary School  
Baseball Team in Taitung
(Taitung City) 
2019
2018
2017
2016
We accept applications for shuttle 
services from children’s welfare 
groups and elementary schools in 
remote townships across Taiwan 
and donate 3 shuttle vans each 
year.
Children's Shuttle Safety 
Solution
We funded children’s welfare 
groups and elementary schools 
and affiliated kindergarten in 
remote townships with NT$30,000 
each for replacing school light 
buses or 8-seat (or more) school 
vans of 10 years or older. The 
quota is 50 vehicles each year.
Children's Vehicle Safety 
Solution
Services Covered by the Happiness Guardian Program
中華汽車         守護計畫
幸福
中華汽車         守護計畫
幸福
6.2 Urban and Rural Sustainability: Safeguarding society with cars

2022 CMC Corporate Sustainability Report
106
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
6.2.2 Implement the Vehicle Maintenance Service Tour
6.2.3 Central Kitchen for Schools in Remote Township
China Motor Corporation has a dense distribution and service network to ensure the safety 
of large-scale car owners. In order to further guarantee driving safety for car owners in 
remote areas, we integrate the service system of Fortune Motors with that of Shung Ye Motor 
to launch the "Vehicle Maintenance Service Tour" for regions with lower service density, 
such as rural, coastal and mountainous areas. Through the call of CMCA, eight suppliers, 
including CPC Taiwan, General Enterprises, Bridgestone Taiwan, Yuasa, Xinquai, NGK, 
Orange Electronic, and San Chien Electric, joined the event.In response to the pandemic, 
we proactively expanded the scope of the “Vehicle Maintenance Service Tour” from remote 
township vehicle maintenance service to the tire check service to extend the scope of 
transportation care in collaboration with contractors.
For schoolchildren in remote townships to enjoy the same dietary 
care as that of schoolchildren in the urban, the Executive Yuan 
introduced the “Central Kitchen for Schools in Remote Township” 
program in 2021. In 2022 we joined the service by forming a delivery 
network for elementary schools in remote townships with 225 Delica 
vans to provide 240,000 schoolchildren in remote townships across 
Taiwan with tasty lunch.In response to the school lunch delivery 
needs and the distance from schools (30 minutes’ ride or within 
10km), two Delica vans joined the delivery fleet.Each van can 
delivery lunch for about 20 classes, while each pickup can carry 
food for about 7 classes. As these vehicles must enter the campus, to 
ensure smooth school lunch delivery, apart from keep track on these 
vehicles with the GPS and managing the routes, delivery time, and 
temperature with AI, we apply full-range smart logistics monitoring of 
school lunch delivery to ensure students can enjoy fresh, warm food 
and make food safety visible.
Services
Vehicle Maintenance Service Tour
Service Contents
• Free CPC Taiwan motor oil change
• Free replacement with General 
Enterprises oil ﬁlters
• Buy one get one free tire of Bridgestone 
Taiwan at service stations
• 50% off for Yuasa batteries at service 
stations
• Free replacement with Xinquai 
windscreen wipers
• Free replacement with NGK spark plugs 
after 50,000 km mileage at service 
stations
• Free Orange Electronic TPMSes at 
service stations
• Free replacement of tire valve caps by San Chien Electrical 
Maintenance 
session/Location
Four tire check sessions and 20 general maintenance sessions in Thyakan Community 
of Hsinchu, Tapang  Community of Chiayi, Aoba Community of Pingtung, and Tafalong 
Community of Hualien.   
Number of 
ambulances 
maintained
856
Services
Station Vehicle Check
Service Contents
2021 CMC Mitsubishi Ambulance Inspection 
Service
 Free CPC Taiwan motor oil change
  Free replacement with General Enterprises 
oil ﬁlters
2022 Safety for Children Tire Safety Check 
Service
 Free CPC Taiwan motor oil change
 MAXXIS tire buy one get one free
Maintenance 
session/Location
CMC Mitsubishi service stations across Taiwan
CMC Mitsubishi service stations across Taiwan
77
Number of ambulances maintained
126
Number of ambulances maintained
225 Delica
school lunch delivery vans
240,000 schoolchildren
were beneﬁts.  
Hualien
Tafalong 
(Taibalang) 
Community 
Hsinchu
Thyakan 
(Taigang) 
Community
Taitung
Pasikau 
(Taoyuuan) 
Community
Yilan
Ropwe (Jinyue) 
Community
Taitung
Dawu Township
Miaoli
Marongarong 
(Donghe) 
Community 
Chiayi
Tapang  
(Dapeng) 
Community
Pingtung
Aoba (Qingye) 
Community
Pingtung
Rinari (Linali) 
Community
Yilan
Klesan (Nan'ao) 
Community
2019
2022
2021
Vehicle Maintenance Service Tour Timetable

2022 CMC Corporate Sustainability Report
107
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
77  townships  215  routes
In service
23,687 persons
Users
Fuli Township of Hualien 5 routes / Zhuoxi River 
Township of Hualien 2 routes
Yanping Township of Taitung 35 routes, 
42 Happiness Bus routes in total
78,922 km
shuttle service 
59%
shuttle service for 
students
Increased to 90%
public transport coverage
Achievements of Happiness Bus 2.0
6.2.4 Promotion of transportation and carpool: Bu Bu Sharing
6.2.5 Social Innovation with Employment for the Homeless--Flipping Life with CMC
Remote townships in Taiwan are mountainous. As the road condition is unfavorable and the 
population is low and scattered, public transport is inconvenient, and the operating cost 
is high. Currently, public transport is mainly available on main roads in remote townships, 
and there is nearly no route running through local communities, making it difﬁcult for locals 
to seek medical attention, go to school, conduct business, and even enjoy an easy life. 
Even worse, elderly people often need to wait for infrequent bus. This also derives problems 
such as student tardiness for school and driving without a license. The shuttle service for the 
“last mile” for home has thus become the most concerned issue of transportation in remote 
townships.
To promote transportation justice in remote townships, the MOTC piloted the multifaceted 
carpool service “Bu Bu Sharing” program in remote townships in Hualien and Taitung in 2018 
by guiding local NGOs to develop the carpool matching center with local idle vehicles and 
driver resources to provide locals with carpool service.We joined the “Bu Bu Sharing” program 
in 2021 and arranged 3 Delica vans to provide the “Happiness Bus 2.0” shuttle service for 
Fuli Township and Zhuoxi Township in Hualien and Yanping Township in Taitung in two years. 
In 2023 we will add one more Delica to provide service for Wanrung Township in Hualien for 
transportation to reach every part of remote townships through ﬂexible arrangements.
By linking various stakeholder groups, we facilitate multifaceted collaboration through the 
“social innovation” business model and invest in corporate resources to solve environmental 
and social issues.In 2019 we assisted the “Association of South-Link Health Care Promotion for 
Taitung County” in developing the social innovation and charity with vehicle programs using 
the modification advantage of Mitsubishi commercial vehicles. By modifying the VERYCA 
into food trucks for operations, they successfully created venues for local regions.In 2022 
we supported the employment for the homeless with corporate resources. In practice, we 
sponsored three Zinger Pick Ups for the “Yowash Social Innovation” cleaning team formed 
by the homeless under the leadership of Lin Li-Ching, author of Working People. Through the 
one-stop CV modiﬁcation, we transform the Zinger Pick Up into a ﬂoor-washing vehicle. 
In addition to sponsoring vehicles, we offer the additional free 300,000km vehicle 
maintenance for “Yowash Social Innovation” for the long-term support of the “Yowash” ﬂoor 
washing service for “Yowash” to enjoy maintenance service by booking with the meticulous 
Mitsubishi maintenance network when they give service in different regions. Moreover, 
through the cloud maintenance record system, users can capture the maintenance status 
and progress ubiquitously to make ﬂexible dispatch.
CMC sppnsors the working trucks for “Yowash Social Innovation” to build the urban “Yowash”.
Number of times the food trucks have been 
taken out for service
2020
168
2021
250
2022
138
Food truck revenue
2020
NTD 600 thousand
2021
NTD 1.23 million
2022
NTD 1.71 million
556
NTD 3.54 million
Total
Achievements the Food Truck Program of 
South Link Association in Past 3 Years
“Bu Bu Sharing” Program
Year
Region
Ridership
Shuttle Mileage
2021
Fuli in Hualien
9583
32612
Yanping in 
Taitung 
8849
16631
2022
Zhuoxi in Hualien
1176
5557
More about Bu Bu 
Sharing

2022 CMC Corporate Sustainability Report
108
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
6.3 Indigenous Development: Regional revitalization with the Indigenous 
Dream Project
It has been 23 years now since we established the “China Motor Corporation Indigenous 
Culture and Education Foundation”. Over the years we have offered different forms of 
assistance in improving indigenous education, culture, and employment.The foundation 
promotes the Indigenous Dream Project over time to promote the “Remote Agrarian 
Community Partnership Development Program” through the voluntary charitable activities 
recommended by employees, the continuous investment in learning resources for children 
in remote townships through the corporate power, and the “farmer-business cooperation”. 
By doing so, we hope to use corporate resources in the best interest of society to create the 
common good for remote townships.
Through “farmer-business cooperation”, we implement the Remote Agrarian Communities 
Partnership Development Program. In addition to launching three times of employee group 
shopping each year, we purchase the organic vegetable of indigenous smallholders for use 
in the employee canteens and increase the purchase every year.
In 2023 we began combining promoting organic and eco-friendly crops with our CV 
promotion. In the future we will promote the eco-friendly crops from smallholders over the 
Mitsubishi LINE account to usher in the consumer power and so to combine the upstream, 
midstream, and downstream inﬂuence.
Since the launch of the Indigenous Dream Project in 2014, we have reached Hagay 
Community in Jianshi (Nahuy) Township of Hsinchu, Fazi Primary School in Renai Township 
of Nantou, Hbun-Sinqumi (Heliu) Community in Fuxing (Pyasan) Township of Taoyuan, 
Llyung (Maliguang) Community in Jianshi (Nahuy) Township of Hsinchu, communities in 
Taiwu (Kulaljuc) Township of Pingtung, and Sanmin Junior High School in Hualien. In 2019 
we continuously recruited volunteer photographers to take photos for graduates for the 
yearbook through the “Remote Township Student Yearbook Dream Project”. Through the 
car owner donation, we also distributed Mitsubishi storage chairs and large blocks to remote 
townships across Taiwan, even to offshore islands including Lanyu and Penghu.
When the government raised the epidemic control to level 3 in 2021, through the fraternity of 
employees, we donated laptops to Jinyue Elementary School in Yilan for elementary schools 
in remote township to lock down without shutdown. We also recruited children’s books for 
Luofu Elementary Schools in Taoyuan to enable children to continue their studies. Through 
the Indigenous Dream Project in 2022, we donated 300 COVID-19 rapid test kits to the 11 
units on the Happiness Guardian Program and 250 picture books to Dapeng Primary School 
in Chiayi under the Indigenous Dream Project. By the end of 2022, the Indigenous Dream 
Project beneﬁted a total of 15,000 persons accumulatively.
6.3.1 Charitable Activity for Indigenous Townships through the Indigeneous Dram Project
6.3.2 Remote Agrarian Communities Partnership Development and Placemaking
Fraternity for Remote Townships through the Indigenous Dream 
Project
More about the Indigenous Dream Project
Sales/marketing channels
Fulﬁllment of social responsibilities
Development of local relationships
Expansion of corporate inﬂuence
Facilitation of remote township 
development
Promotion of eco-friendly farming
Provision of long-term procurement 
options for enterprises
Sale of local agricultural products
CSR procurement
Stable production and sales 
channels
CSR cooperation
Organic agricultural products


Support for the
Indigenous Production-Sales 
Partnership Alliance
Suppliers
Indigenous 
small 
farmers
Dealers
/Car owners
Employee 
Canteen
/Employees
LINE
Ofﬁcial 
Account/Car 
Owners
Festival Gifts
/Guests
Purchased a total of 70,280 kg of organic vegetables and fruits from indigenous 
peoples during 2015-2022.

2022 CMC Corporate Sustainability Report
109
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
6.4 Knowledge and Education: Ingraining and talents development
6.4.1 Trafﬁc Safety Camp
6.4.2 Read for Hope Project
6.4.3 Automotive Education Towards Campus
“Pedestrian” is ﬁrst autonomous role children in the trafﬁc environment. However, up to 80% 
of children have experienced accidents when crossing the road or running out of the road. 
Statistics show that over 4,700 children were either injured or killed by trafﬁc accidents from 
2018-2022. The school and home are the major living venues of children. As car owners have 
lower traffic safety awareness and there are lesser service stations in remote townships, 
locals are less capable of making emergency response to trafﬁc accidents. To keep children 
from danger, we voluntarily launched the “Traffic Safety Camp Tour” across indigenous 
elementary schools across Taiwan in 2017, hoping to let children learn about the trafﬁc signs 
and signals, understand the vehicle body structure, and equip them with the knowledge to 
handle trafﬁc accidents so as to reduce trafﬁc accidents in the future.
By the end of 2022, we had organized the Trafﬁc Safety Camp in 19 elementary schools on 
offshore islands (Penghu and Kinmen) and remote townships to beneﬁt over 1,000 indigenous 
students. To cultivate Taoyuan and give back to locals, we activated the “Traffic Safety 
Camp-Taoyuan Fuxing Township Indigenous Elementary Schools Project” under the program 
in 2019. By prioritizing the camp to indigenous elementary schools in Fuxing Township in 
Taoyuan, we aim to safeguard the safety of every child in Taoyuan through the related 
courses.
In 2004 we began implementing the “Read for Hope Project” in collaboration with the 
CommonWealth Magazine Education Foundation to guide children to read through five 
mobile libraries. Over the years we have adopted 200 schools in remote townships, hoping 
to connect children with the world through reading. By the end of 2022, the five mobile 
libraries have traveled over 226,350km, equivalent to traveling around Taiwan for 210 times, 
to continuously support the read for hope dreams of children.
In addition to touring remote townships, the “Read for Hope Project” also organize the “Little 
Writer Picture Book Contest” every year to encourage schoolchildren in remote townships 
to engage in writing picture books. In 2023 the CommonWealth Magazine Education 
Foundation published the first picture book The Biggest Strawberry Cake for Chin I-Fei, a 
Bunun girl from Renai Township of Nantou. In this book, the author makes an analogy of 
family affection with the dessert to express her concern and thankfulness for her family.We 
immediately organized the group shopping and campus accompanying reading to help 
promote this picture book.
Through university-industry collaboration, we have been developing professional automotive 
talents over the years. In 2022 we combined the “Anchor Program” with talents recruitment 
and organized the “1st CMC Design Camp” for students of departments related to 
automotive design across Taiwan. Through vehicle appearance design and practical 
painting and coating courses, we aim to attract potential automotive designers to join CMC.
We also continue internship for the Vehicle Maintenance Service Tour to encourage students 
to walk out of the campus into the ﬁeld to connect education with employment. We also 
plan university-industry collaboration courses including vehicle test, test vehicle donation/
practice, service station internship, and vehicle maintenance and check to improve the 
capabilities of students of technical and vocational education and training (TVET).
More about the Camp
Trafﬁc Safety Camp for Campus
Year
School
Number of Students Beneﬁted
2019
Ha-Yun Primary School
47
San-Min Primary School
71
2020
Jie-Shou Elementary School
100
Pai-Chi Elementary School
91
2021
Chang-Shing Elementary School
64
Kuei-Huei Elementary School
56
2022
Hsin-Le Elementary School
103
Yi-Sheng Primary School
55
Pai-Chi Elementary School
107
Gao-Yi Elementary School
33
Total
727

2022 CMC Corporate Sustainability Report
110
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
In addition to body assembly, vehicle testing is also very important to automotive manufacturing. We activated the Anchor Program in 2015 to show students the vehicle test processes and 
inspection methods off the campus to enhance their awareness of and demand for vehicle safety.
In 2022 we reached out to National Nei-Pu Senior Agricultural-Industrial Vocational High School and National Pingtung Industrial Vocational High School in Pingtung, Taipei City University of 
Science & Technology, National Cishan Agricultural & Industrial Vocational Senior High School, National LoTung Industrial Vocational High School, and Siluo Agricultural Industrial High School to 
beneﬁt up to 300 students.Apart from arranging volunteer instructors to give classes, we also donated the latest test cars for the training.
Anchor Program
Car Test Course
Donation of trial vehicles
Service Center Internship
Vehicle Maintenance Service Tour
88 test cars to TVET schools across Taiwan.
Donation 
Over3,000 students of in the automotive major
Beneﬁting
Four-Wheelers
Electric two-wheeler
Course description
Introduction to automotive high/low 
temperature tests
Real car durability and driving tests
Brief introduction to TPMS and ESC tests
Noise & vibration tests
Reliability test 
Introduction to electric control 
technologies for braking and handling
Enable students to understand the future EV 
market trend.
Combine theory (academic courses) and 
practice (practical courses)
 Improve the EV maintenance and repair 
capabilities of students
Through university-industry collaboration and education promotion, we hope to organize related automotive continuing education courses at TVET schools for students to better understand 
the new technology of vehicles and the new car development process to stimulate their interest in the automotive industry and enhance their brand identiﬁcation with CMC. Additionally, we 
also team up with the Yen Ching-Ling Industrial Development Foundation to guide National Taipei University of Technology and National Taiwan University of Science and Technology to appl 
for technology R&D funding every year to connect university-industry collaboration with TDPs so as to keep closer to the needs for automotive products.
Vocational High School Attached to National 
Taitung Junior College
Vocational High School Attached to National 
Taitung Junior College
More about the Anchor Program
Please visit the CMC website
“Anchor”’s Outcomes Over the Last Three Years
Year
Number of Schools/Units
Number of Participants
Number of Hours
2020
3
500
24
2021
4
325
32
2022
13
343
52
Total
20
1168
108

2022 CMC Corporate Sustainability Report
111
Give Back to Society  
in Every Way Possible
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
2022 CMC University-Industry Collaboration Projects and Programs
Program name
Partner Academic Institution
Project Contents
Integration of the visual and lidar dynamic avoidance technology 
for AGV navigation system and HDI development
National Taipei University of 
Technology
Development of the advanced items for AGV automated navigation functions the status monitoring, mission deployment, 
and route planning of AGV
Li-ion battery module real-time SoC estimation and realization
Chung Yuan Christian University Steering angle tracking control design by building the torque and steering angle relational curve with reverse engineering and 
designing steering angle tracking controller using linear quadratic regulator for steering angle control.
Strategic development of the emergency steering assist system
National Taipei University of 
Technology
This project aims to design an emergency steering assist system to enhance the performance and safety of VCU products in the 
market.
Details on Trial Vehicle Donations
6 
vehicles
2022
88 
vehicles
Total
ZINGER PICK UP
6 
vehicles
2015
DELICA
ZINGER
VERYCA
VERYCA
VERYCA
2019
16 
vehicles
16 
vehicles
2018
VERYCA
eMOVING
LANCER
22 
vehicles
11 
vehicles
2016
2017
GRAND LANCER
ZINGER
2021
11 
vehicles
DELICA
ZINGER PICK UP
VERYCA
COLT PLUS series

2022 CMC Corporate Sustainability Report
112
Appendices
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Appendix 1 Membership Associations and Profes­
sional Organizations
Appendix 2 Climate-Related Information of TWSE/TPEx Listed Company
Risks and opportunities on the company due to climate change and the 
countermeasures
Organization Name
Membership
1
China Motor Corporation Indigenous Cultural and 
Educational Foundation
Director
2
Yen Tjing Ling Industrial Development Foundation
Director
3
Yen Tjing Ling Medical Foundation
Director
4
Taiwan Transportation Vehicle Manufacturers Association
President
5
Car Safety Association
Executive Director
6
Chinese National Association of Industry and Commerce, 
Taiwan
Member
7
The Third Wednesday Club
Member
8
SAE Taipei Section
Director
9
SAE International
Member
10
Chinese Society of Sound and Vibration
Member
11
Taiwan Motor Industry Association
Member
12
Taipei Automobile Distributors Association
Director
13
Task Force for the Promotion and Development of 
Common Electric Scooter Battery Swapping Technologies
Member
14
Organization for the Promotion and Development of 
Common Electric Scooter Charging Technologies
Member
15
Taiwan V-team
Member
16
Automotive Research Testing Center (ARTC)
Executive Director
Item
Performance and Corresponding Report Sections
Page No.
1. Describe the board's and management's oversight and 
governance of climate-related risks and opportunities.
For details, please refer to: 4.1.1 Implementation 
and Management Overview of Task Force on 
Climate-Related Financial Disclosures (TFCD)
59
2. Describe how the identiﬁed climate risks and opportunities 
affect the business, strategy, and ﬁnances of the business (short, 
medium, and long term).
For details, please refer to: 4.1.2 Identiﬁcation of 
Climate Change Risks and Opportunities
60-63
3. Describe the ﬁnancial impact of extreme weather events and 
transition actions
For details, please refer to: 4.1.3 Scenario Analysis 
of Financial Impact Related to Climate Change
63-66
4. Describe how climate risk identiﬁcation, assessment, and 
management processes are integrated into the overall risk 
management system.
For details, please refer to: 4.1.2 Identiﬁcation of 
Climate Change Risks and Opportunities
60-63
5. If scenario analysis is used to assess resilience to climate 
change risks, the scenarios, parameters, assumptions, analysis 
factors and major ﬁnancial impacts used should be described.
For details, please refer to: 4.1.3 Scenario Analysis 
of Financial Impact Related to Climate Change
63-66
6. If there is a transition plan for managing climate-related risks, 
describe the content of the plan, and the indicators and targets 
used to identify and manage physical risks and transition risks.
For details, please refer to: 4.1.4 CMC Climate 
Action Guidelines
67
7. If internal carbon pricing is used as a planning tool, the basis 
for setting the price should be stated.
Currently, we do not use internal carbon pricing 
as a planning tool
8. If climate-related targets have been set, the activities 
covered, the scope of greenhouse gas emissions, the planning 
horizon, and the progress achieved each year should be 
speciﬁed. If carbon credits or renewable energy certiﬁcates 
(RECs) are used to achieve relevant targets, the source and 
quantity of carbon credits or RECs to be offset should be 
speciﬁed.
For details, please refer to: 4.1.4 CMC Climate 
Action Guidelines
67
9. Greenhouse gas inventory and assurance status.
 
• Company basic data: A company with an 
authorized capital over NT$5 billion but under 
NT$10 billion.
 
• Minimum disclosures of the year as per the 
Sustainable Development Roadmap for TWSE/
TPEx Listed Company: Undetermined.
 
• Current status: We have completed the GHG 
inventory of individual companies and passed 
the external veriﬁcation. 
117-160

2022 CMC Corporate Sustainability Report
113
Appendices
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Appendix 3 GRI Content Index
Statement of use
GRI Universal Standards 
Statement of use
China Motor Corporation has reported in accordance with the GRI Standards (2022) 
for the period from 1 January 2022 to 31 December 2022.
GRI 1 used
GRI 1: Foundation 2021
Applicable GRI Sector 
Standard
N/A
GRI 2
GRI 2: General Disclosures 2021
Indicator
Disclosure
Report Section or Explanation
Omission
Page 
No.
Organization and Reporting Practices
GRI 2- 1
Organizational details
Basic Information of CMC
07-10
GRI 2- 2
Entities included in the organization’s 
sustainability reporting
Basic Information of CMC
07-10
GRI 2- 3
Reporting period, frequency and 
contact point
About the Report
04
GRI 2- 4
Restatements of information
4.2.2 Energy Use and Conservation 
Management: Revision of the water 
consumption intensity of Hsinchu Plant in 2020 
and 2021.
72
GRI2-5
External assurance
Appendix: Veriﬁcation Statement
117-118
Activities and workers
GRI 2- 6
Activities, value chain and other business 
relationships
1.2.5 Material Topics and Automotive Value 
Chain
2.3.1 Sustainable Supply Chain
22-23
38-39
GRI 2- 7
Employees
5.1.1 Workforce Composition
83-84
GRI 2- 8
Workers who are not employees
5.1.1 Workforce Composition
83-84
Governance
GRI2-9
Governance structure and composition
3.1.2 Sustainable Governance Structure and 
Functional Committee
48
GRI 2- 10
Nomination and selection of the highest 
governance body
3.1.1 Organization and Operation of the 
Board of Directors
47
GRI 2- 11
Chair of the highest governance body
3.1.1 Organization and Operation of the 
Board of Directors
47
GRI 2- 12
Role of the highest governance body in 
overseeing the management of impacts
3.1.3 ESG Committee
48
GRI 2- 13
Delegation of responsibility for managing 
impacts
3.1.3 ESG Committee
48
GRI 2- 14
Role of the highest governance body in 
sustainability reporting
3.1.3 ESG Committee
48
GRI 2- 15
Conﬂicts of interest
3.2.3 Tax Governance and Transparent 
Information Disclosure
51
GRI 2- 16
Communication of critical concerns
3.3.3 Critical Incident Risk Management
54
GRI 2- 17
Collective knowledge of the highest 
governance body
2.1.2 Digital Transformation Roadmap
34
GRI 2- 18
Evaluation of the performance of the 
highest governance body
3.1.1 Organization and Operation of the 
Board of Directors
47
GRI 2- 19
Remuneration policies
5.2.2 Well-Planned Remuneration and 
Retention Action
89
GRI 2- 20
Process to determine remuneration
5.2.2 Well-Planned Remuneration and 
Retention Action
89
GRI 2- 21
Annual total compensation ratio
5.2.2 Well-Planned Remuneration and 
Retention Action
Please refer to the CMC 2022 Annual Report
89
Strategy, policies and practices
GRI 2- 22
Statement on sustainable development 
strategy
Sustainability Commitment from the 
Chairperson
2-3
GRI 2- 23
Policy commitments
1.1.2 Sustainability Strategy Blueprint
12
GRI 2- 24
Embedding policy commitments
1.2.6 Management Approaches and 
Visionary Targets
24-33
GRI 2- 25
Processes to remediate negative 
impacts
3.3.1 Risk Management Committee
52-53
GRI 2- 26
Mechanisms for seeking advice and 
raising concerns
5.1.2  Employee Communication and Work 
Satisfaction
84
GRI 2- 27 
Compliance 
with laws and 
regulations
Legal compliance
3.2.4 Legal Compliance
52
GRI 2- 28
Membership associations
Appendix 1 Membership Associations and 
Professional Organizations
112
 Stakeholder engagement
GRI 2- 29
Approach to stakeholder engagement
1.2.3 Dialogue with Stakeholders
16-19
GRI 2- 30
Collective bargaining agreements
5.2.1 Recruitment Diversity
88
GRI 3
GRI 3: Material Topics 2021
Indicator
Disclosure
Report Section or Explanation
Omission
Page 
No.
GRI 3
GRI 3- 1
Process to determine material topics
1.2.1 Process of Materiality Analysis
1.2.2 Identiﬁcation of Stakeholders
1.2.3 Dialogue with Stakeholders
15
15
16-19
GRI 3- 2
List of material topics
1.2.4 Identiﬁcation of and Matrix Analysis of 
Material Topics
1.2.5 Material Topics and Automotive Value 
Chain
20-22
22-23
GRI 3- 3
Management of material topics
1.2.6 Management Approaches and 
Visionary Targets
24-28

2022 CMC Corporate Sustainability Report
114
Appendices
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Topic-Speciﬁc Standard 
Speciﬁc Topic Standard
Indicator
Disclosure
Report Section or Explanation
Omission
Corresponding 
Material Topic
Page 
No.
Economic
GRI201
Economic 
Performance 
2016
201- 1 Direct economic value 
generated and distributed 
3.4.1 Building A Solid Financial 
Foundation
Economic 
performance 
and proﬁt
55-56
201-2 Financial implications and 
other risks and opportunities due 
to climate change 
4.1.1 Implementation and 
Management Overview of Task 
Force on Climate-Related Financial 
Disclosures (TFCD)
Climate 
change
59
201-3 Deﬁned beneﬁt plan 
obligations and other retirement 
plans 
5.2.3 Beneﬁt Diversity
90-93
201-4 Financial assistance 
received from government
3.4.1 Building A Solid Financial 
Foundation
55-56
GRI204
Procurement 
Practices 
2016
204-1 Proportion of spending on 
local suppliers
2.4.1 Sustainable Supply Chain
38-39
GRI205
Anti-
corruption 
2016
205-1 Operations assessed for risks 
related to corruption
3.2.1 Ethical Management and 
Compliance Management 
Committee
3.2.2 Ethical Corporate 
Management Policy and 
Implementation
Ethical 
management 
and legal 
compliance
49
49-51
205-2 Communication and 
training about anti-corruption 
policies and procedures
3.2.4 Legal Compliance
55
205-3 Conﬁrmed incidents of 
corruption and actions taken
3.2.4 Legal Compliance
No 
relevant 
matters 
in 2022
GRI207
Tax 2019
207-1 Approach to tax
3.3.1 Risk Management Committee
3.4.1 Building A Solid Financial 
Foundation
52-53
55-56
207-2 Tax governance, control, 
and risk management
3.2.3 Tax Governance and 
Transparent Information Disclosure
51
Environment
GRI302
Energy 2016
302-1 Energy consumption within 
the organization
4.2.2 Energy Use and Conservation 
Management
69-72
302-2 Energy consumption 
outside of the organization
4.2.2 Energy Use and Conservation 
Management
69-72
302-3 Energy intensity 
4.2.2 Energy Use and Conservation 
Management
69-72
302-4 Reduction of energy 
consumption 
4.2.2 Energy Use and Conservation 
Management
69-72
GRI303
Water and 
Efﬂuents 2018
303-1 Interactions with water as a 
shared resource 
4.3.2 Water Management and 
Pollution Prevention
Waste emission 
management
77-78
303-2 Management of water 
dischargerelated impacts 
4.3.2 Water Management and 
Pollution Prevention
77-78
303-3 Water withdrawal
4.3.2 Water Management and 
Pollution Prevention
77-78
GRI305
Emissions 2016
305-1 Direct (Scope 1) GHG 
emissions 
4.2.3 Management of GHG 
Emissions
73
305-2 Energy indirect (Scope 2) 
GHG emissions
4.2.3 Management of GHG 
Emissions
73
305-3 Other indirect (Scope 3) 
GHG emissions
4.2.3 Management of GHG 
Emissions
73
305-4 GHG emissions intensity
4.2.3 Management of GHG 
Emissions
73
305-5 Reduction of GHG 
emissions
4.2.3 Management of GHG 
Emissions
73
305-7 Nitrogen oxides (NOx), 
sulfur oxides (SOx), and other 
signiﬁcant air emissions
4.3.1 Air Pollution Management 
and Mitigation Projects
75-76
GRI306
Waste
306-1 Waste generation and 
signiﬁcant waste-related impacts
4.4.2 Waste Management
81
306-2 Management of signiﬁcant 
wasterelated impacts
4.4.2 Waste Management
81
306-3 Waste generated
4.4.2 Waste Management
81
GRI308
Supplier 
Environmental 
Assessment 
308-1 New suppliers that were 
screened using environmental 
criteria 
2.4.2 Supplier Management
40
308-2 Negative environmental 
impacts in the supply chain and 
actions taken
2.4.1 Sustainable Supply Chain
38-39
Society
GRI401
Employment
401-1 New employee hires and 
employee turnover
5.1.1 Workforce Composition
Recruitment 
and retention
83-84
401-2 Beneﬁts provided to full-
time employees that are not 
provided to temporary or 
parttime employees 
5.2.3 Beneﬁt Diversity
90-93
401-3 Parental leave
5.2.3 Beneﬁt Diversity
90-93
403-1 Occupational health and 
safety management system 
5.4.1 Occupational Safety and 
Health Management
97-98
403-2 Hazard identiﬁcation, 
risk assessment, and incident 
investigation 
5.4.1 Occupational Safety and 
Health Management
5.4.2 Statistics on Occupational 
Accidents
97-98
99

2022 CMC Corporate Sustainability Report
115
Appendices
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
GRI403
Occupational 
safety and 
health
403-3 Occupational health 
services 
5.4.1 Occupational Safety and 
Health Management
Safe 
workplace
97-99
403-4 Worker participation, 
consultation, and 
communication on occupational 
health and safety 
5.4.1 Occupational Safety and 
Health Management
97-99
403-5 Worker training on 
occupational health and safety 
5.4.1 Occupational Safety and 
Health Management
5.4.3 Promoting Safety Culture
97-99
99-100
403-6 Promotion of worker health 
5.1.3 Ageing Workplace and 
Career
5.4.1 Occupational Safety and 
Health Management
5.4.3 Promoting Safety Culture
86-87
97-99
99-100
403-7 Prevention and mitigation 
of occupational health and 
safety impacts directly linked by 
business relationships
5.1.3 Ageing Workplace and 
Career
5.4.1 Occupational Safety and 
Health Management
5.4.3 Promoting Safety Culture
86-87
97-99
99-100
403-8 Workers covered by an 
occupational health and safety 
management system
5.4.1 Occupational Safety and 
Health Management
97-99
403-9 Work-related injuries
5.4.2 Statistics on Occupational 
Accidents
99
403-10 Work-related ill health
5.4.2 Statistics on Occupational 
Accidents
99
GRI 404
Training and 
Education
404-1 Average hours of training 
per year per employee 
5.3.1 Talents Development
94-96
404-2 Programs for upgrading 
employee skills and transition 
assistance programs 
5.1.3 Ageing Workplace and 
Career
5.3.1 Talents Development
86-87
94-96
404-3 Percentage of employees 
receiving regular performance 
and career development reviews
5.3.2 Performance Development
96
GRI405
Diversity 
and Equal 
Opportunity
405-1 Diversity of governance 
bodies and employees 
3.1.1 Organization and Operation 
of the Board of Directors
5.2.1 Recruitment Diversity
47
88
405-2 Ratio of basic salary and 
remuneration of women to men
5.2.2 Well-Planned Remuneration 
and Retention Action
89
GRI407 
Freedom of 
Association 
and 
Collective 
Bargaining 
407-1 Operations and suppliers 
in which the right to freedom 
of association and collective 
bargaining may be at risk
5.2.1 Recruitment Diversity
88
GRI414
Supplier Social 
Assessment
414-1 New suppliers that were 
screened using social criteria 
2.4.2 Supplier Management
40
414-2 Negative social impacts 
in the supply chain and actions 
taken
2.4.2 Supplier Management
40
GRI416
Customer 
Health and 
Safety
416-1 Assessment of the health 
and safety impacts of product 
and service categories 
2.2.1 Advanced Technology and 
Process Innovation
Customer 
relationship 
management
Product safety 
and quality 
management
31-32
416-2 Incidents of non-
compliance concerning the 
health and safety impacts of 
products and services
2.2.1 Advanced Technology and 
Process Innovation
No 
relevant 
matters 
in 2022
GRI418
Customer 
Privacy
418-1 Substantiated complaints 
concerning breaches of 
customer privacy and losses of 
customer data
2.6.3 Customer Complaint 
Management and Service 
Optimization
Customer 
privacy
No 
relevant 
matters 
in 2022
Material Topic without Speciﬁc GRI Standards
Material Topic without Speciﬁc GRI Standards
Indicator
Disclosure
Report Section or Explanation
Omission
Description
Page No.
Product and service innovation
GRI 3- 1
Process to determine material 
topics
1.2.1 Process of Materiality Analysis
1.2.2 Identiﬁcation of Stakeholders
1.2.3 Dialogue with Stakeholders
15
15
16-19
GRI 3- 2
List of material topics
1.2.4 Identiﬁcation of and Matrix Analysis of 
Material Topics
1.2.5 Material Topics and Automotive Value 
Chain
20-22
22-23
GRI 3- 3
Management of material topics
1.2.6 Management Approaches and Visionary 
Targets
24-28
Low-emission products and services
GRI 3- 1
Process to determine material 
topics
1.2.1 Process of Materiality Analysis
1.2.2 Identiﬁcation of Stakeholders
1.2.3 Dialogue with Stakeholders
15
15
16-19
GRI 3- 2
List of material topics
1.2.4 Identiﬁcation of and Matrix Analysis of 
Material Topics
1.2.5 Material Topics and Automotive Value 
Chain
20-22
22-23
GRI 3- 3
Management of material topics
1.2.6 Management Approaches and Visionary 
Targets
24-28
No Corresponding Speciﬁc GRI Standards
2.1.2 Low-Emission Products and Development 
Diversiﬁcation
34

2022 CMC Corporate Sustainability Report
116
Appendices
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Product 
Safety
TR-AU-
250a.2
Number of safety-related 
defect complaints, 
percentage investigated
There were 473 customer complaints related to vehicle quality 
in 2022, and all of them were investigated.
45
TR-AU-
250a.3
Number of vehicles 
recalled
Four recalls were announced in 2022. As of the end of the year, 
the total average completion rate was 52%.
Model
Recall Cause
Number of 
Vehicles
Subsequent 
Handling
PAJERO
Passenger seat 
cylinder replace­
ment.
130
Recall in 
progress
Refer 
to the 
col­
umn 
on the 
left
Labor 
Practices
TR-AU-
310a.1
Percentage of active 
workforce covered under 
collective bargaining 
agreements
In 2022, all full-time employees with non-ﬁxed term contracts 
were protected under the “collective bargaining agreement”.
Refer 
to the 
col­
umn 
on the 
left
TR-AU-
310a.2
(1) Number of work 
stoppages 
(2) Total days idle
There were no work stoppages and days idle in 2022
Refer 
to the 
col­
umn 
on the 
left
Fuel 
Economy & 
Use-phase 
Emissions
TR-AU-
410a.1
Sales-weighted average 
passenger ﬂeet fuel 
economy, by region
Commercial vehicle
Vehicle 
Type
Sales 
(unit)
Proportion 
(%)
Fuel 
Consumption 
(km/L)
Weighted 
Fuel 
Consumption 
(km/L)
ZINGER
5630
22%
10.5
2.4
ZINGER 
PICK UP
872
3%
10.2
0.4
DELICA
3191
13%
8.9
1.1
VERYCA 
PICKUP
10684
43%
13.4
5.7
VERYCA 
VAN
4701
19%
13.7
2.6
Sum
25078
100%
NA
12.1
Note 1:  Excluding EV and models with a total weight of over 2.7t.
Note 2:  The sales proportion was low because the export 
quantity was excluded.
Note 3:  The total units sold in 2022 were the basis of calculation.
Refer 
to the 
col­
umn 
on the 
left
Fuel 
Economy & 
Use-phase 
Emissions
TR-AU-
410a.1
Sales-weighted average 
passenger ﬂeet fuel 
economy, by region
Passenger vehicle
Vehicle 
Type
Sales 
(unit)
Proportion 
(%)
Fuel 
Consumption 
(km/L)
Weighted Fuel 
Consumption 
(km/L)
COLT PLUS 
series
4375
58%
16.1
9.3
ECLIPSE 
CROSS 
series
450
6%
13.1
0.8
OUTLANDER
1964
26%
13.3
3.5
LANCER
763
10%
15.5
1.6
Total
7552
100%
NA
15.1
Note 1:  Passenger car calculation excluded MG cars.
Note 2:  Annual fuel consumption is obtained by dividing 
the annual average trip of 15,000 km by the fuel 
consumption test value. 
Note 3: The total units sold in 2022 were the basis of calculation.
MG 
Vehicle 
Type
Sales 
(unit)
Proportion 
(%)
Fuel 
Consumption 
(km/L)
Weighted 
Fuel 
Consumption 
(km/L)
EHS PHEV
693
54%
75.2
40.7
HS 1.5T
587
46%
13.5
6.2
Total
1280
100%
NA
46.9
Refer 
to the 
col­
umn 
on the 
left
TR-AU-
410a.2
(1) Zero emissions
(2) Hybrid vehicles
(3) Plug-in hybrid vehicles 
Sales
Model
Total Sales in 2022
Zero emission vehicles
87
Hybrid vehicles
0
Plug-in hybrid vehicles
649
Refer 
to the 
col­
umn 
on the 
left
TR-AU-
410a.3
Discussion of strategy 
for managing ﬂeet fuel 
economy and emissions 
risks and opportunities
 
• Vehicle performance improvement: 2.2.2 Low-Emission 
Products and Development Diversiﬁcation, 2.3.1 Sustainable 
Supply Chain
 
• Vehicle technology Optimization: 2.2.1 Advanced 
Technology and Process Innovation
 
• Vehicle regulatory requirements and countermeasures: 2.2.2 
Low-Emission Products and Development Diversiﬁcation
 
• Vehicle development targets and planning: 2.2.1 Advanced 
Technology and Process Innovation
Refer 
to the 
col­
umn 
on the 
left
Appendix 4 SASB Content Index
Disclosure 
Topic
METRIC
CODE
Disclosure Metric
Description
Page 
No.
TR-AU-
250a.1
Percentage of vehicle 
models rated by NCAP 
programs with an overall 
5-star safety rating, by 
region
By the end of 2022, Taiwan has not adopted any NCAP 
programs. As Taiwan’s MOTC will start planning the local NCAP 
in 2023, no relevant data is available for disclosure on this topic 
item.
Refer 
to the 
col­
umn 
on the 
left

2022 CMC Corporate Sustainability Report
117
Appendices
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance
Materials 
Sourcing
TR-AU-
440a.1
Description of the 
management of risks 
associated with the use of 
critical materials
Corresponding chapter: 3.3.3 Business Continuity Management 
(BCP)
 
• Key materials: Imported electronics or imported materials
 
• Risk identiﬁcation and items: L/T that has been delivered for 
six months is considered a high-risk material that will affect 
both production and punctuality of product delivery to 
customers.
 
• Risk control measures:
(1) Create the basic data for imported parts or imported 
materials (including supplier, place of origin, purchase 
requisition lead-time, safety stock, and others)
(2) Provide suppliers with a 6-month forecast and license 
suppliers to prepare materials and maintain a safety stock 
based on the forecast.
(3) Find a second source to meet the production needs as 
necessary
54
Materials 
Efﬁciency & 
Recycling
TR-AU- 
440b.1
Total amount of waste 
from manufacturing, 
percentage recycled
The total weight of waste generated in 2022 was 4,558.57t, and 
the recycling rate was 88.28%.
81
TR-AU-
440b.2
Weight of end-of-life 
material recovered, 
percentage recycled
Corresponding Section: 4.4.1 CMC’s Circular Economy 
Framework
79-
81
TR-AU-
440b.3
Recyclability rate of 
vehicles sold
Model
Model
Recyclability rate 
Passenger 
vehicle
OUTLANDER
91.96%
LANCER
87.03%
COLT PLUS series
87.03%
Commercial 
vehicle
ZINGER
81.51%
Note:  Only the ZINGER was disclosed for the CV range. The 
recycling rate of  the VERYCA is under calculation and 
will be discussed in the future
Refer 
to the 
col­
umn 
on the 
left
Activity 
Metrics
TR-AU
-000.A
Number of vehicles 
manufactured
A total of 44,489 units in 2022
56
TR-AU
-000.B
Number of vehicles sold
A total of 44,437 units 2022 (including those sold domestically 
and abroad)
25
Appendix 5 Veriﬁcation Statement

2022 CMC Corporate Sustainability Report
118
Appendices
Sustainability 
Commitment 
from the 
Chairperson
ESG 
Highlights
About CMC
Vision 
Blueprint for 
Corporate 
Sustainability
Innovative 
Technology 
Sustainable 
Value
Excellent 
Governance  
Proactive 
Action
Circular 
Reduction 
Safeguarding 
Environment
Safe 
Workplace 
Excellent 
Development
Give Back to 
Society  
in Every Way 
Possible
Appendix
2022 
Environmental, Social & 
Governance