Corporate
Sustainability
Report 2022

03
QISDA Corporate Sustainability Report 2022
Contents
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Contents
04
05
06
08
1 4
18
25
171
172
185
188
189
195
200
201
204
207
2 1 2
Creativity
Product Innovation and 
Responsibility
Lifecycle assessment
Supply chain sustainability 
management
Trust relationship with 
customers
Creativity
Transformation
Environmental policy and 
management
Climate adaptation and 
mitigation
Energy use and saving
Utilization of water resources
Waste cycle
Pollutant
Biodiversity and forest 
conservation
Transformation
39
40
54
57
68
71
72
72
85
88
91
92
93
94
95
106
112
117
127
145
148
149
159
163
Note: Material topics concerned by stakeholders are marked with the following icons.
Preface
1
2
3
4
5
About the Report
Performance Highlights 2022
Messages from the Chairman 
& the President
Introduction to Qisda 
About Us and the Partners
Qisda and Sustainable 
Development
Qisda and the Stakeholders
Productivity
Recruitment and retention 
of talent
Human capital management
Protection of human rights
Health and safety at work
Social care and influence
BenQ Foundation
Productivity
Leadership
Corporate governance
Business performance
Risk management
Leadership
Sustainability
GRI Standards Index
SASB Metrics
TCFD
Quantitative Indicator for 
Sustainable Development 
Qisda’s Alignment with Financial 
Supervisory Commission’s Path of 
Sustainable Development
Qisda’s ESG Activity Video
Human Rights Risk Identification
ISO 26000 Index
SDGs Index
Assurance Statement
Sustainability

04
QISDA Corporate Sustainability Report 2022
About the Report
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
For external verification, we commissioned the independent third-party verification 
company, Bureau Veritas Certification (Taiwan) (BVC), to verify the report so that 
the GRI Standards (comprehensive) and the standards of AA 1000 AS V3 High 
Assurance Type II are conformed with. Through the internal and external audit 
mechanisms, the quality of information disclosure has been ensured. In addition, 
the disclosure of the report also corresponds to the domestic and international 
standards such as “Sustainable Development Best-Practice Principles for TWSE/TPEx 
Listed Companies,” “Rules Governing the Preparation and Filing of Sustainability 
Reports by TWSE Listed Companies,” guidance on social responsibility (ISO 26000), 
UN Sustainable Development Goals (SDGs) and SASB framework.
International standards including ISO 9001/27001/14001/45001/14064-1/50001/14004/
62430 and SA8000 have been verified.
The information disclosure of this report focuses on the sustainability issues, management 
strategies, targets, current status and future directions. In order to enhance the responses to 
the topics the stakeholders are concerned about, Qisda has specifically devised a corporate 
sustainability website on which our achievements through efforts in different CSR aspects of the 
most recent year are presented in summary. Furthermore, we have responded to climate 
change and trends in the industry to contribute to CSR and exert positive influence together. 
The previously published corporate sustainability reports are available for all to download or 
search for at: 
About the Report
*
**
This icon means that a link to relevant information in the report is given.
This icon means that a link to relevant external information is given.
Including the companies listed in the financial statements: Qisda Corporation and the subsidiaries listed in the consolidated financial statements, such as Qisda (Suzhou) Co. Ltd. (QCSZ), Qisda Electronics (Suzhou) Co. Ltd. (QCES), Qisda Optronics (Suzhou) Co. Ltd. (QCOS), Qisda 
Precision Industry (Suzhou) Co. Ltd. (QCPS), and Qisda Vietnam Co. Ltd. (QVH). For the other companies not listed, please refer to the annual report. In light of the materiality and completeness of disclosed information, the data of certain chapters or performance indicators 
include overall global data. The data that do not completely cover the Taiwan Plant, Suzhou Plant and Vietnam Plant are described in the notes of respective chapter. Address of the headquarters: No. 157, Shanying Rd., Guishan Dist., Taoyuan City, Taiwan (R.O.C.)
Name of subsidiaries listed in the consolidated financial statements: The Company’ s consolidated subsidiaries and listed subsidiaries, BenQ Materials Corp., BenQ Medical Technology Corp., Partner Tech Corp., DFI Inc., Data Image Corp., SYSAGE Technology Co., Ltd., Topview 
Optronics Corp., Simula Technology Inc., Alpha Networks Inc. and their consolidated subsidiaries. Please refer to the annual report for all the consolidated subsidiaries. Some of the entities included in the consolidated financial statements are not covered within the scope of the 
ESG report; in this case, notes will be given in the sections.
About the Cover
Release Date & 
Reporting Period
Report Scope & 
Boundary
Data Collection & 
Calculation
Report 
Management Unit
Facing the trend of net zero around the world, Qisda supports carbon reduction 
and is committed to reducing carbon and create common good together. We not 
only strive for carbon reduction ourselves, but also lead small enterprises and 
share our experience in carbon reduction with the companies in the Group as well 
as the suppliers. Qisda takes care of both sustainable development and corporate 
sustainability by joint carbon reduction, and moves toward the goal of net zero to 
exert our influence on the society.
This Report is managed by the Company’ s sustainability unit .
Internal 
Management 
Process
External 
Verification 
Process
Feedback & 
Contact 
Information
The compilation and preparation of the contents relevant to this report were 
established, planned and promoted by the Company’ s sustainability unit. This 
report was also internally audited by related personnel to make sure of the 
consistency, completeness and accuracy of data; when any omissions were found, 
the data was returned for the head of each department to complement and confirm 
the information. At the final stage, this report was approved and disclosed by ESG 
Committee members.
This report is published in June 2023. Since the publication of Qisda’ s first “Corporate 
Sustainability Report” in 2007, the Company has been disclosing information 
and publishing the report in June every year. The next report is expected to be 
published in June 2024.
Geographic scope* : This includes the headquarters of Qisda – Taiwan, and the 
main manufacturing sites – Suzhou (China) and Vietnam. Besides, the report has 
additionally encompassed the CSR-related matters of the subsidiaries**since 
2018; the relevant information has been disclosed in About Us and the Partners
Time scope: January 1, 2022 to December 31, 2022.
The data of 2022 has been collected based on the aforementioned scope of 
report; the calculation formulas of the indicators and data have been detailed in 
the notes of the chapters.
Sustainability unit of Qisda Technology Co., Ltd.
Ves Lu
No. 157, Shanying Rd., Guishan Dist., Taoyuan City, 333, Taiwan (R.O.C.)
TEL: 03-3598800 ext. 3820
FAX: 03-3599000
EMAIL: Csr@Qisda.com        Ves.Lu@Qisda.com
https://www.qisda.com/tw 
Qisda website
Qisda ESG
esg.qisda.com

05
QISDA Corporate Sustainability Report 2022
Performance Highlights 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Productivity
Transformation
G
E
S
essential patents
57
Corporate Governance
Evaluation
6~20%
6%
LCD display
shipment volume
NO.2
NO.2
20%
0
0
chemical leakage
Average employee
training hours
30.3 hr
our energy
consumption is sourced
from renewable energy
10%
Monitoring supplier
social responsibility
97%
completion rate for the
Code of Conduct training 
100%
Employee engagement
scored 4.6 out of 6.
4.6
Performance Highlights 2022
73.8%
 (Social)
(Corporate Governance)
(Environment)
96
42.32%
38.95%
Waste reduction
45.47%
Reduce carbon
emissions
90%
Recyclable waste
proportion reached
RE100
Creativity, Leadership
Average customer
satisfaction reached
Implemented local
procurement at
Digital light processing
(DLP) Projector
shipment volume
Hold a supplier conference
and promise to reduce
 suppliers' carbon emissions
by 2030
Consolidated revenue
increased by 6% a year,
setting a new record
We join
Energy-saving
No cases of released
chemicals and
environmental
law violations
A total of 28 million
work hours without
occupational accidents
in our Taiwan facility.
Green Factory
certification

06
QISDA Corporate Sustainability Report 2022
Message from the Chairman
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Message from the Chairman
However, the inflation, war, pandemic, rate hike, and purchases in the market in wider external 
circumstances continue to bring operational challenges, to which we respond very carefully. 
Starting from last year, Qisda has implemented strategies for tough periods, such as 
streamlining, in-depth cultivation, foundation consolidation, and sowing the seeds for new 
businesses. We have promoted the lean project to integrate the Group’ s business units which 
resources highly overlap; consolidated and disposed unnecessary assets; enhanced mergers 
and acquisitions to provide the customers with services in a wider product line; arranged 
and assembled highly value-added businesses again to improve the operating efficiency 
and facilitate “having more than 50% profitability of highly value-added business.” Thanks to 
our preparations for these tough periods in advance, the new business was able to rise 
significantly last year, establishing the developing momentum in the future.
In addition to operation, the BenQ Qisda Group spares no effort in participation in ESG. We have 
actively set goals and striven to implement ESG. In December 2022, we officially announced 
our participation in RE100 and made a commitment to achieving the goal of reducing 
carbon by 20% in the supply chain before 2030, using renewable energy comprehensively by 
2040, and reaching net zero emissions by 2050. The Group’ s alliance leads small companies 
and invites suppliers to join us in creating common good together and exerting power that is 100 
times bigger than the status quo. Currently, net zero emissions are the common understanding 
internationally. Hence, whether ESG can be implemented will affect the Company’ s 
existence and development in the future. We ask every employee to actively assist in the 
Company’ s ESG goals in his/her work area in order to make the Earth’ s environment better.
With “having more than 50% profitability of highly value-added business in 2027” as the new 
vision, Qisda has started a 5-year plan to improve our performance and further increase 
profitability in the hope of implementing value transformation. This indicates a clear direction 
for the Group’ s future. Qisda is not only one of the leading companies of the world in LCD 
displays and projectors, but continues to increase our influence in the industry by investing 
resources in the medical business, AIoT and the network communication industry. We have 
been recognized and received the Best Companies to Work for in Asia for four consecutive 
years, and also been selected as one of the Taiwan Top-100 Best Sustainability Enterprise. 
These mainly result from the collaboration of all employees and the upstream and downstream 
partners. Facing challenges in the future, let us build resilience and make agile responses 
together. We will further lead the partners in the alliance to innovate and break through, 
sailing toward the sea of sustainability.
Thanks to the effort of all employees, Qisda’ s revenue of 2022 reached NT$239.829 billion and 
showed an annual increase of 6.1%, which was a record high over the years. Due to our early 
deployment in highly value-added new businesses, the revenue of both network communication 
and smart solutions businesses exceeded NT$30 billion, and the revenue of the medical 
business also surpassed NT$20 billion. With the operation scale expanding, the phased goal 
of “getting more than 50% revenue from highly value-added businesses (medical business, 
solutions and others) in 2022” was officially achieved. Moreover, Qisda has officially started 
to march toward the vision and goal for the next 5 years “having more than 50% profitability of 
highly value-added business in 2027.”
We have gained weight and grown strong; now, it is time to start “building muscles.” Qisda will 
continue to play the role of the resource platform for the alliance and leads the transformed 
new business in delivering a business synergy and increasing profitability.

07
QISDA Corporate Sustainability Report 2022
Message from the President
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Message from the President
the production process, and conducted training plans to improve employees’ behaviors 
and awareness. These measures not only benefit the Company, but also facilitates the 
healthy development of our customers, communities, suppliers and the global environment.
Qisda will continue to promote more ESG plans and commit to taking actions to protect the 
Earth. The scope of factors affecting ESG can be wide. In addition to the amount of carbon 
emissions, production capacity and efficiency is also a material issue. There are many aspects 
in the technology area that are worth discussing. By actively participating in the alliance’ s 
advocacy, we increase the influence of ESG and allow Taiwanese enterprises to move 
toward the international market. We believe that these plans can not only facilitate the 
realization of the Company’ s goals, but will also have a positive impact on our customers, 
employees and suppliers.
The Company only accounts for 1% of the carbon footprint in manufacturing; the others come 
from suppliers and users. This shows the importance of reducing carbon with upstream and 
downstream partners. In addition to setting the goal of RE100 at 2040, which is earlier than the 
industry, we also explicitly establish goals of carbon reduction for suppliers by 2030. What 
Qisda really wants is to take actions with everyone, and only in this way can the performance 
of sustainability improve.
Corporate operation is like a relay race. Currently, Qisda’ s new businesses have reached a 
certain size, and the revenue of the highly value-added business has reached NT$100 billion. 
Next, we will march toward the goals “value expansion” and “efficiency improvement” to 
increase the overall profitability. Qisda will expand high profit products and dedicate itself to 
products and services with a gross margin of more than 20%. New business with market 
potential and in which Qisda has competitive advantages will be deployed, and “value 
expansion” will be accelerated through strategic investments. For “efficiency improvement,” 
we will continue the strategies used in last year, such as lean and focused operations and 
operational optimization, to improve the overall business performance. In addition, we will 
speed up the deployment of a supply chain in mainland China, charging forward on 
Qisda’ s road of value transformation.
“Facilitating common good together” is an important concept. We hope that everyone can 
collaborate with and support one another, and further bring sustainability to Qisda with the 
common sustainability goal.
Together, let us “facilitate common good for sustainability in Qisda,” make greater 
accomplishments, and create a better future.
Corporate sustainable development is one of Qisda’ s core value. We are aware that only 
through SDGs can we protect the Earth’ s environment, continuously improve employee 
welfare, and create economical value for the Company.
On December 21, 2022, the Qisda Group officially announced that we will become a member of 
RE100. We are the first Taiwanese technology group of computer peripherals that joins RE100, 
and we have made a commitment to using renewable energy comprehensively by 2040. 
In addition, the Company announces the goal of reaching net zero by 2050. We actively 
collaborate with the alliance as well as supply partners to reduce carbon and support the 
carbon reduction advocacy. By doing so, we show our actions on sustainability to be in line 
with international standards.
In the ESG report, we disclosed the Company’ s ESG plans and results in different aspects. This 
includes green design of products for carbon emission reduction, improvement of supply 
chain transparency for labor rights protection, sustainable supply chain for environmental 
protection, and green operation management methods for waste reduction. Our goal is to realize 
zero pollution, zero waste and zero emission. Many measures have currently been adopted. 
For example, the Company has used eco-friendly raw materials and green energy during

08
QISDA Corporate Sustainability Report 2022
Qisda Corporation
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
*
Current status of Qisda
1984
Time of 
Establishment
2022 Consolidated
Revenues of the
Main Business
Capital
Number of Employees
19.7 billion
NTD $
239.829 billion
NTD $
6,950
Qisda Corporation
   Introduction to Qisda
Qisda Corporation (formerly named BenQ Corp.) was founded in 1984, with the headquarters 
established in Taoyuan, Taiwan. As a global technology group that has an operational scope 
covering ICT industry, medical business, smart solutions, and 5G network communication 
business, Qisda not only provides the customers with quality innovative products and services that 
meet the market demand, but also looks forward to improving human life through technology 
and achieving the goal of “Bringing Enjoyment ’ N Quality to Life.”
Qisda is engaged in the R&D of electronic products, such as consumer electronics and products 
applicable for commercial and industrial use in professional fields. The products and technology 
fields include the following: high-end and professional displays, such as the displays for 
gaming, drawing, radio and television, medical use and security control; precision optics 
electronic products, such as projector, security monitoring system and on-board products; 
industrial/commercial computers and peripheral equipment, such as POS printer, and barcode 
scanner. The product lines and technologies of the Company cover LCD displays, professional 
displays, and electronic signages; projectors; LCD all-in-one computers; precise scanners; 
multifunctional business machines; medical electronic products; wireless communication 
modules; automotive electronics; industrial automations; various mobile electronic consumables; 
smart LED desk lamps; and hanging lamps. In recent years, Qisda has aggressively expanded 
deployment in the medical industry. Related results include ultrasound, hemodialyzer, dialysis 
machine, and intraoral scanner; the deployment in the medical field has currently covered the 
businesses of medical services, medical equipment, medical consumables, digital oral 
operations, dialysis, and hearing-related operations. 
Meanwhile, Qisda has also sped up the development of the six smart solution fields: smart 
retail, smart manufacturing, smart education, smart health, smart energy, and smart 
enterprise. Aiming at “high integration of software and hardware, one-stop shopping, and 
innovative operation,” the Company offers 30 smart solutions and 10 main kinds of hardware 
equipment in the 6 main integration fields. The services meet the customer requirements at 
the foremost end, and assist the customers with their digital transformation, empowerment 
and growth.
As one of the top 2 manufacturers of LCD displays* and projectors in the world as well as 
the first company to be devoted to the R&D of network communication business in Taiwan, 
Qisda has operating bases, including R&D and manufacturing and service locations, in 
Taiwan (Taipei, Taoyuan, Hsinchu), China (Suzhou), Vietnam, Singapore, the U.S. and 
Japan.Currently, Qisda has around 6,950 employees all over the world.
The shipment volume of LCD displays in 2022 was around 19 million units. 4 The number of employees was calculated mainly based 
on the employees (incl. full-time employees and students participating in the cooperative education programs) actually hired by 
Qisda on December 31, 2022. As the employment contract of dispatched labor belongs to the third-party companies, the calculation 
of manpower didn’ t include the number of dispatched employees unless their actual employer was Qisda. (32 dispatched workers 
in Taiwan; 4,507 contracted workers in Suzhou, China)
Around
employees

09
QISDA Corporate Sustainability Report 2022
Qisda Corporation
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Core values
Bringing
Enjoyment ’ N
Quality
to Life
United States
Service Center
Singapore
Service Center
Japan
Service Center
R&D Center
Manufacturing Site
China (Suzhou)
Taiwan (Headquarters)
R&D Center
Manufacturing Sites
Manufacturing Site
Vietnam
Integrity & 
Introspection
Execution &
Excellence
Passion &
Professionalism
Caring & 
Contribution
In order to “pursue excellence,” 
we open our mind to innovations 
and changes, thereby continuously 
learning, growing and looking for 
better performance.
With “passion and focus on 
fundamentals,” we complete our 
missions in an active manner, show 
love to our work and partners, and 
stick to our commitments.
“Caring for and contributing to” the 
entire society, we fulfill our commitments 
on environmental protection and 
sustainable development, and make 
contributions to the interests of the 
customers, society and environment.
Committed to “integrity and self-
discipline,” we take no opportunistic 
or dishonest behaviors, follow the 
Company’s disciplinary regulations as 
a model, and keep our promises.
“Bringing Enjoyment ’N Quality to Life” is the shared vision of Qisda, and efforts are made to 
achieve the vision based on the four core values: “integrity and self-discipline,” “passion 
and focus on fundamentals,” “pursuit of excellence,” and “care and contribution.”
Committed to “integrity and self-discipline,” we take no opportunistic or dishonest 
behaviors, follow the Company’s disciplinary regulations as a model, and keep our 
promises.
With “passion and focus on fundamentals,” we complete our missions in an active manner, 
show love to our work and partners, and stick to our commitments.
3 The shipment volume of LCD displays in 2022 was around 19 million units. 4 The number of 
employees was calculated mainly based on the employees (incl. full-time employees and 
students participating in the cooperative education programs) actually hired by Qisda on 
December 31, 2022. As the employment contract of dispatched labor belongs to the 
third-party companies, the calculation of manpower didn’t include the number of 
dispatched employees unless their actual employer was Qisda. (32 dispatched workers in 
Taiwan; 4,507 contracted workers in Suzhou, China)
In order to “pursue excellence,” we open our mind to innovations and changes, thereby 
continuously learning, growing and looking for better performance. There is no “best,” 
only “better.”
“Caring for and contributing to” the entire society, we fulfill our commitments on 
environmental protection and sustainable development, and make contributions to the 
interests of the customers, society and environment so as to create social influence.
Core Values
I.
II.
III.
IV.

Qisda Corporation
10
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
   Business Overview and Organizational Structure
While based in Taiwan, Qisda adopts internationalized division of production and marketing. 
The bases in Taiwan are responsible for the R&D of products, design of process, etc., while the 
overseas subsidiaries of Qisda, namely Suzhou Plant and Vietnam Plant, are responsible for 
the production. In addition, we have established subsidiaries in the U.S. and Japan for repair 
services and sales, not only expanding our marketing channels in Europe, America and Asia, 
but also looking forward to providing further services for the customers and responding to 
the customer requirements in the most rapid and effective manner. The information 
about Qisda’s share capital, paid-in capital, shareholder structure, and subsidiaries 
included in the consolidated financial statements has been disclosed in the specific 
sections of capital raising and financial highlights in the Company’s annual report.
Aside from targeting the customer brands of consumer electronics around the world, Qisda 
has also aggressively developed the markets of commercial and industrial use in recent 
years. With a view to meeting the operational needs, our operational structure has been 
been divided into five business groups: Information Technology Products Group, Commercial 
and Industrial Products Group, Business Solutions Group, Medical Devices Products Group, 
and Networking and Communication Business Group.
So far, Mr. Peter Chen has been serving as the Chairman and President of Qisda for 32 years 
since the first day of service in June 2017. Possessing extensive experience in different fields 
such as product development, global marketing and customer related matters, he has led 
Qisda to keep on pursuing significant growth.
Organizational structure of Qisda
Product strategies
Financial & administrative management
Finance/HR/legal affairs/Patent Engineering
Information Technology
Products Group
Commercial and Industrial
Products Group
Business Solutions Group
Medical Devices
Products Group
Networking and
Communication Business
Group
R&D and management of
front-end technologies
President
Information technologies
and services
Digital fashion design center
Manufacturing headquarters 
Supply chain management
Quality management
Advantages and Accomplishments of Qisda
Qisda has the R&D and manufacturing capacities for displays, optics, wireless 
communication, image, medical use, automotive application, automation, and LED 
illumination. Such capabilities enable the Company to develop and create diversified 
product lines, which is an advantage that only few electronic manufacturing companies in 
the world have. Moreover, we not only grasp the technologies of LCD, LED, electronic paper, 
K.Y.Lee
Honorary Chairman
Peter Chen
Chairman and CEO
Joe Huang

11
QISDA Corporate Sustainability Report 2022
Qisda Corporation
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Qisda’s products
ICT
Products
Medical care
electronics
Smart
Solutions
Network
Communication
Business
Industrial
automation
Displays
Smart IoT
On-board
products
Projectors
Smart
solutions
Medical
equipment and
consumables
Medical care
electronics
Digital light processing
(DLP)projector
shipment volume
LCD display
shipment volume
Link for more product information: https://www.qisda.com/tw/products.
Ranking NO.2
in the world
Ranking NO.2
in the world

12
QISDA Corporate Sustainability Report 2022
Qisda Corporation
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
   Value-Up Solutions with Forward Thinking
   Creating Outcomes beyond Expectations
With the corporate vision of “Bringing Enjoyment ‘N Quality to Life,” the overall business has 
been continuously extended to the important fields of people’s life, such as the new 
businesses of medical services, medical devices, software services, integrated service 
platform, and solutions for enterprises. Meanwhile, the operational restructuring has been 
covered in the operating strategies. This includes the integration of global manufacturing 
*
touch screen, and IC design by leveraging the synergy of the vertical integration of the 
Group’s upstream and downstream partners, but also independently own the vertical integra-
tion capabilities of surface-mount technology (SMT), metal stamping, plastic injection and 
LCD module assembling. The ten main products provided for the customers are displays, 
projectors, smart IoT, on-board products, industrial automation, medical care electronics, 
medical equipment and consumables, smart solutions, private 5G network, and network 
communication. In 2022, Qisda demonstrated solid operation of major product lines. With the 
display products ranked second in the world, we continued to develop toward advanced and 
professional displays and medical displays with a high unit price. The COVID-19 pandemic 
facilitated the leading position in the manufacture and sale of projectors due to increased 
demands for working, learning and entertainment at home. In addition to completing the 
product portfolio from portable to high-end laser models, we entered the new Blue Ocean of 
3D machine vision with this precise optical technology. As for development of the medical 
business, our two medical centers in Suzhou and Nanjing operated well. We have been 
devoted to the construction of the IoT hospital and smart hospital, boosted the electronic 
medical care product lines and deployed them in the global market. Speeding up the 
development of the six intelligent solutions is another focus. We also enhance the integration 
relationship with software and hardware service providers, and invest in the 5G network 
communication business to meet the requirements of the industries for digital transformation 
under the threat of the pandemic.
Furthermore, Qisda is internationally known for its competence in industrial design. Since 2008, 
the Company has continually received recognition; a total of 156 international awards for 
design have been granted so far. We have not only the advantage of R&D and manufacturing, 
but also the advantage of competence for unique product design that ensures our unique 
competitiveness of the designs of highly value-added products.
and supply chain management, enhancement of in-plant vertical integration capabilities, 
and setup of the production mode featuring low volume, great diversity and customization, 
which all help improve the Company’s capabilities of serving customers. Further, by combining 
the integration and application of software, we continue to create the value of the Company, 
achieve high customer satisfaction, and facilitate the operating strategies of a solution 
provider.
   Associations
Qisda has voluntarily participated in cross-industry and cross-sectoral associations, 
groups or organizations. By building good collaborative relationships or becoming a member, 
we drive the communication between and development of industries and continue to focus on 
important issues, such as corporate mergers and acquisitions, industrial development, 
technological innovation, corporate governance and environmental sustainability .
The Chairman of Qisda, Peter Chen, has served as the Chairman of the Taiwan Mergers & 
Acquisitions and Private Equity Council (MAPECT) since 2022. He not only aims to keep on 
building a complete environment for mergers, acquisitions and private equity investments in 
Taiwan, but also strive to enhance relevant laws and systems, provide the competent authority 
with suggestions on policies, and widely communicate and cooperate with relevant 
international organizations.
In response to the impact of climate change, Qisda joined RE100 in 2022 and committed to the 
comprehensive use of renewable energy by 2040. We also expected to reach the goal of net zero 
by 2050. Furthermore, the Company has actively participated in domestic and international 
organizations for climate actions, including RE100, the Science Based Targets initiative, the 
Taiwan Climate Partnership, and CommonWealth Magazine’s Sustainability Council to keep 
up with international trends and realize the goal of sustainable operation.
In 2022, Qisda participated in a total of around 30 international and domestic associations, 
totaling an expense of NT$2.27 million. From 2019 to 2022, the total accumulated expense 
was NT$7.77 million.
Qisda has paid attention to material issues and participated in associations and organizations to influence public policies. 
However, we maintain political neutrality and do not contribute to political activities. In the recent 4 years (2019–2022), the 
Company did not make any political contribution, and had no election or referendum related expense.

13
QISDA Corporate Sustainability Report 2022
Qisda Corporation
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Management Intelligence Sharing Association
Artificial Intelligence Foundation
Taiwan Design Research Institute
Taiwan Renaissance Platform
Qisda has valued human capital, industrial design and other issues. 
Hence, we participated in relevant activities or held a post as a director 
in groups and organizations, such as:
RE100
Taiwan Climate Partnership
CommonWealth Magazine Sustainability Council
ESG Technology Innovation Promotion Alliance
SBTi
Qisda has actively taken climate actions in the hope of leading the partners 
in the supply chain and of the Group to implement green operation. The 
environmental sustainability related associations that we joined include:
Taiwan Association of TWSE/TPEX Listed Companies
Taiwan Industry Holding Association
Institute of Internal Auditors, R.O.C
Taiwan Stock Affairs Association
Taiwan Independent Director Association
Attaching importance to shareholder rights and transparent governance, 
Qisda joined the following corporate governance related associations:
VESA
HDMI LA
MHL
HDBaseT Alliance
GMDN Agency
GS1 Taiwann
TPSA
Smart Display Industrial Alliance (SDIA)
Qisda has obtained leading positions in the global display and projector 
industries. Thus, we participated in relevant associations to promote 
technological innovation and international standards, including:
Associations and organizations in the industry that Qisda joined in  include
With an operational scope covering the ICT industry, medical business, 
smart solutions and other businesses, Qisda has actively transformed and 
grown through investments, mergers and acquisitions. The industrial 
development related associations that we joined in 2022 include:
Others
Technological
innovation
Corporate
governance
Environmental
sustainability
Director/
supervisor
Participated associations or organizations
Member
Category
Director/
supervisor
Participated associations or organizations
Member
Category
Taiwan Mergers & Acquisitions and Private Equity 
Council (MAPECT)
Taiwan Electrical and Electronic Manufacturers’ 
Association
Taipei Computer Association
Institute for Biotechnology and Medicine Industry
Taiwan Medical and Biotech Industry Association
Taiwan Automation Intelligence and Robotics 
Association
Information Management Association
Digital Solution Multimedia Association
Association of Service Industries, Taiwan
Corporate
merger and
acquisition
Industrial
development
* Qisda has paid attention to material issues and participated in associations and organizations to influence public policies. However, 
we maintain political neutrality and do not contribute to political activities. In the recent 4 years (2019–2022), the Company did not make 
any political contribution, and had no election or referendum related expense.

14
QISDA Corporate Sustainability Report 2022
Qisda and Our Partners
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Qisda and Our Partners
Suppliers’ Meeting
The Qisda Group connects 400 suppliers to build a sustainable low-carbon supply chain
The Qisda Group held the annual suppliers’ meeting on December 21, 2022, with sustainability as 
the topic for the first time. We formed a sustainability alliance with 400 supplier partners, and 
the total market capitalization of the companies participating in the meeting surpassed US$1 
trillion. With “Joint Carbon Reduction for the Creation of a Sustainable Future"” as the theme, 
we advocated carbon reduction in the form of an “alliance,” showing our ambition to meet 
international sustainability standards.
Under the Chairman Peter Chen’ s requirements for “implementation expansion,” more than 
100 suppliers were gathered in person while 300 more participated online, with a total market 
capitalization exceeding US$1 trillion. In the grand ceremony, we praised 29 suppliers with 
outstanding sustainability performance. Different from previous years in which the supply chain 
meeting always revolved around QCDST (quality/cost/delivery/service/technology), this year, 
we focused on sustainability as the topic for the first time. With the core element of “Joint 
Carbon Reduction for the Creation of a Sustainable Future, ” we put every effort in the net-zero 
emission initiative. We also invited the Vice President of the Industrial Technology Research 
Institute, Yu-Min Peng, to share the latest technologies and trend of carbon reduction. On the 
other hand, the Director of the Center for Corporate Sustainability Impact at Tunghai University, 
Yao-Te Chen, demonstrated net-zero principles and examples of carbon reduction. In addition, 
Celebration for 29 suppliers with 
outstanding sustainability 
performance.

15
QISDA Corporate Sustainability Report 2022
Qisda and Our Partners
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
the responsible person of the “CommonWealth Magazine Sustainability Council” Yi-Hsi Hsiung 
gave an analysis of competitiveness with respect to ESG. Through these keynote speeches, new 
technologies and practical methods for, as well as the current status of, carbon reduction were 
shared in order to collectively march toward the goal of carbon reduction.
The Chairman Peter Chen had announced 
Qisda’ s net-zero targets: “reaching a 20% 
carbon reduction in the supply chain by 
2030; achieving a 100% use of renewable 
energy by 2040; and reaching net-zero 
emissions by 2050.” The Chairman also em-
phasized that the Qisda Group spared no 
effort to realize the spirit of sustainability, 
which was “Joint Carbon Reduction for 
Common Good.” Carbon reduction is not an 
 easy task; it requires shared knowledge and experiences as well as joint efforts to exert 
power that is 100 times bigger than the status quo.
The President Joe Huang promised that 
Qisda will strive to meet the same standard. 
In the future, internal compensation 
performance will be linked to net-zero targets. 
In addition, Qisda has started establishing 
principles for the implementation of internal 
carbon pricing. According to the President, 
Qisda, with up to 1,200 suppliers, understands 
that the ESG capability and level of each 
partner can vary. Since the partners have raised 
the requirement of carbon reduction, we will 
surely fulfill the responsibility of cultivation 
and guidance, and further provide a complete ESG learning plan for all supply chain part-
ners. Qisda plans to hold 20 courses on GHG inventory in 2023 to teach the suppliers how to 
inventory their own carbon footprints and then reduce emissions through various means.
Joining RE100:https://youtu.be/TIE38Ab7doE
Qisda and Suppliers’ Carbon Reduction Roadmap
A 20% carbon reduction in the supply chain:
https://youtu.be/RJmoUfYX-Ro

16
QISDA Corporate Sustainability Report 2022
Qisda and Our Partners
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
   Subsidiaries Enjoying Common Good and 
   Producing Synergy
Qisda continues to stand with hidden champions from each target field. We have faith 
in expanding the Qisda alliance, and with the cooperation of our subsidiaries, we expect to 
promote economic, social and environmental growth and even other aspects, further 
enhancing the influence of the Qisda Group. A sustainable business group is better than a 
sustainable company; a sustainable industry in Taiwan is better than a sustainable business 
group. We will make every effort to make the industry in Taiwan better and help more 
hidden champions march toward the world to accomplish the most important mission of 
Qisda. Under the leadership of Qisda, our group continues to share our resources to bring 
out the benefits of professional responsibility assignment, and gradually improves economic, 
social and environmental benefits with our subsidiaries, achieving the most important 
mission of our alliance.
BenQ Dialysis Technology Corp.
2014
Spark Huang
Taoyuan, Taiwan
45
120M
R&D, manufacturing and service center: Taiwan
Medical devices, electrical appliances and electronic products
BenQ Medical Technology Corp.
1989
Peter Chen
Taipei, Taiwan
186
2,951,441 (NT$ thousand)
Headquarters: Taiwan     R&D/manufacturing center: Taiwan
Service centers: Taiwan
BenQ Dialysis Technology Corp.
www.benqdialysistech.com
BenQ Medical Technology Corp.
www.benqmedicaltech.com
Name of the organization
Time of establishment
Chairman
Headquarters
Number of employees
Revenue in 2022
Global locations of 
operation
Main products or services
Basic Information
Sustainability Related Information
Name of the organization
Time of establishment
Chairman
Headquarters
Number of employees
Revenue in 2022
Global locations of 
operation
Main products or services
Basic Information
Sustainability Related Information
Obstetrics and gynecology operating tables and accessories, 
electric surgical operating tables and accessories, manual surgical 
operating tables and accessories, surgical lights, fiber optic dental 
light sources (inspection lamps), dental planning software, the 
iQOR operating room integration solution series, and medical/
surgical mask products

17
QISDA Corporate Sustainability Report 2022
Qisda and Our Partners
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
LILY Medical Corp.
1984
Michael Guan
Miaoli, Taiwan
113
NT$320 million
R&D center: Taiwan     Manufacturing center: Taiwan
Service centers: Taiwan
www.lily-medical.com/cht/
www.dfi.com/tw/
www.partnertechcorp.com/tw/
LILY Medical Corp.
Partner Tech Corp.
DFI Inc.
Name of the organization
Time of establishment
Chairman
Headquarters
Number of employees
Revenue in 2022
Global locations of 
operation
Main products or services
Basic Information
Sustainability Related Information
DFI Inc.
1981
Peter Chen
New Taipei City, Taiwan
598
16,183,418 (NT$ thousand)
R&D center: Taiwan
Manufacturing center: Taiwan; Suzhou, China
Service centers: Taiwan
Industrial motherboards, system-on-modules, industrial 
computers, industrial panel PCs and displays
Name of the organization
Time of establishment
Chairman
Headquarters
Number of employees
Revenue in 2022
Global locations of 
operation
Main products or services
Basic Information
Sustainability Related Information
Name of the organization
Time of establishment
Chairman
Headquarters
Number of employees
Revenue in 2022
Global locations of 
operation
Main products or services
Basic Information
Sustainability Related Information
LILY Medical provides medical supplies, OEM and designs. The 
main products are: infusion devices (such as precision infusion set 
and extension tubes that help control volume and concentration 
of medications injected into human bodies), needle-free devices 
(for health professionals to lower the risk of being pricked by 
needles),surgical drainage devices, bags, semi-finished goods 
and components.
Partner Tech Corp.
1990
Peter Chen
New Taipei City, Taiwan
85
2,735,892 (NT$ thousand)
R&D center: Taiwan and Beijing, China
Service centers: China, Singapore, Dubai, the U.S., Germany, 
the UK, South Africa
POS, IOT display and cloud service

18
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Qisda has been dedicated to the promotion of sustainable development. In order to 
achieve the goal of sustainable development, we established relevant internal management 
approaches and implementation goals such as green operation, green products, and social 
responsibility. We have also joined the SBT, RE100, Net Zero and other initiatives voluntarily to 
show our support to international initiatives with practical actions.
1. SBT Initiative
We committed ourselves to the SBT initiative and establish science-based reduction 
goals with the framework recommended by the organization.
Science Based
Targets (SBT)
Public
commitment
on the SBTi
official website
Voluntary
carbon
reduction
1. Completion of goal
submission in H1 2023
2. Completion of goal
announcement in H2 2023
3. Regular goal tracking
2. RE100 Initiative
In 2022, the BenQ Qisda Group joined the RE100 initiative.
1. Short-term: Using renewable energy 
by 32%in 2025
2. Midterm: Using renewable energy 
by 60% in 2030
3. Long-term: Using renewable energy 
by 100% in 2040
10%
green power
Use of green
power to
reach carbon
neutrality
Use of
renewable
energy
The Qisda Group officially joined RE100 in December 2022, being the first Taiwanese technology 
group of computer peripherals that joins RE100. We have made a commitment to using 
renewable energy comprehensively by 2040. In addition, the Company announces the goal 
of reaching net zero by 2050. We actively collaborate with the alliance as well as the suppliers 
to reduce carbon and support the carbon reduction advocacy. By doing so, we show our 
actions on sustainability to be in line with international standards.
Qisda and Sustainable Development
Qisda and Sustainable Development
Topic
Method
Plans for Initiatives in 2023
Completed
in 2022
Topic
Method
Target Plans by Year
Completed
in 2022
Qisda and Our Partners

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QISDA Corporate Sustainability Report 2022
Qisda and Sustainable Development
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Sustainability Achievements and Highlights in 2022
2022 HR Asia
2022 Taiwan Sustainability Action Awards
2022 Sustainability Report Awards
2022 Overall Sustainability Performance
2022 Suzhou City Annual Ranking
of Economic Contribution
2022 Suzhou City Annual Ranking
of Product Innovation
Business Weekly’ s Top 100 Companies 
2022 CDP survey
In order to smoothly conduct a variety of affairs regarding corporate sustainable development 
and ensure the communication for and responses to the stakeholders’ suggestions on our 
business, Qisda has integrated the relevant departments to form the Corporate Sustainable 
Development Committee (ESG Committee). The President, Joe Huang, serves as the 
chairperson while the senior managers of relevant departments act as the committee 
members of different dimensions. The Chief Sustainability Officer serves as the executive 
secretary and is responsible for establishing and planning matters related to corporate 
sustainable development. Moreover, the sustainability unit coordinates, promotes and 
guides the implementation by the department concerned. In order to improve the 
performance continuously, the ESG Committee’ s Meeting is held quarterly, at which the 
committee members of different dimensions report the implementation status of the 
performance indicators and corporate sustainable development relevant issues. Currently, 
the Committee monitors and discusses 57 indicators. It has also held 68 meetings to date. 
Related personnel shall perform internal audit to ensure the consistency, completeness and 
accuracy of data; when any omissions are found, the data will be returned to the head of 
each department to complement and confirm the information. At the final stage, it shall be 
disclosed after the approval of the ESG Committee. In addition, according to Qisda’ s 
“Guidelines for Corporate Sustainable Development,” material topics of the year, sustainability 
performance and the management results of climate governance related issues are 
reported to the Board of Directors every year on a periodical basis.
In the field of electronic technology, Qisda continues to promote measures for sustainable 
development. By optimizing green products continuously, actively promoting green 
manufacturing and participating in social/public welfare, Qisda achieves a win-win situation 
for EPS and ESG and further contributes to the realization of global sustainability goals.
Organizational and Management Structure of the ESG Committee
Corporate Sustainable
Development Committee
Financial
Performance
Functional Committee
(Audit Committee)
“Social Inclusion – Golden Award,” 
“Environmental Sustainability – 
Golden Award,” 
“Economic Development – Bronze Award”
Best Companies to Work For in Asia
“Golden Award of Electronic Information
Manufacturing Industry”
Taiwan Best Sustainability Enterprise Award
with Carbon Competitiveness in 2022
B
(management level)
Receipt of the Annual Model for
Economy Award
Receipt of the Contribution to
Innovation Award
Top-100
Board of Directors
Green supply
chain
Green
operation
Green
product
Social
responsibility
Management
system
Member
Member
Member
Member
Member
Member
Finance
Global
Supply Chain
Management
Global
Production and
Manufacturing
Different
Business
Departments
HR Center
IT
Department
Chairman –
President
Executive Secretary –
 Chief Sustainability Officer
Business Unit: 
Sustainability &
Environmental Safety

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QISDA Corporate Sustainability Report 2022
Qisda and Sustainable Development
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Senior Managers and ESG Committee Sustainability Statement 
We make sure that the Qisda Group is able to keep in line with increasingly 
complex regulations with respect to sustainable operations, enhance risk 
identification and management, assess the most urgent ESG issues across 
all sectors in the Company and quantify their long-term impacts in order to 
perform the most effective management. We also actively build an ESG 
culture in the Company and ensure that every unit and individual follows the 
Company’ s ESG strategies, fostering internal consensus and implementing 
our commitment to ESG.
Qisda keeps on promoting ESG and continues to increase the percentage of 
renewable energy in the environmental aspect (E). Not only that, but we have 
also established a Workshop for ESG Sustainability Action to enhance the 
suppliers’ capabilities in terms of energy saving and carbon reduction. In the 
social aspect (S), we spare no effort in improving employee welfare by creating 
an open and quality work environment. In terms of governance (G), in addition to 
enhancing internal corporate governance and increasing transparency, we 
have established an effective risk management system to ensure the stable 
and sustainable business operation of the Company.
The Qisda Group actively sets up ESG goals and strives to fulfill the following:
We officially joined RE100 in 2022, and then made a commitment to using 
renewable energy comprehensively by 2040 as well as reaching the target 
of net zero emissions by 2050.
Furthermore, we have formed an alliance and invited the suppliers to join us in 
assisting our partners in the supply chain to build the capability of calculating 
product carbon footprints starting from GHG inventory and energy management. 
In addition to achieving a 20% carbon reduction in the supply chain by 2030, by 
influencing the consumers through our brand, we aim to reduce carbon 
emissions together and exert power that is 100 times bigger than the status quo.
We are committed to implementing comprehensive green management for 
Qisda’ s commercial and industrial products from planning and project 
management, to sales and the supply chain. Furthermore, we mitigate the 
impacts on the environment and human health brought by the product 
lifecycle while ensuring successful delivery to the customers and maintaining 
profitability of our business.
We innovate medical operation modes, leverage advanced software and 
hardware technologies, and dedicate ourselves into the four major fields: 
smart healthcare, hemodialysis, medical equipment and consumables, and 
medical services through investment as well as merger and acquisition. We 
not only make further improvement in being friendly to the environment, but 
also provide the employees with better and more comprehensive medical 
care for their health.
Leading Qisda’ s teams for information and communication products such 
as LCD displays and professional displays, we continue to upgrade green 
manufacturing processes to reduce energy consumption and waste 
generation. With the advanced green products, we are the customers’ leanest 
and most reliable partner in terms of design and manufacturing services.
With green thinking, we guide the overall planning from factories and production 
lines to machines and products. From single points to all levels, we effectively 
solve carbon reduction, energy saving, environmental protection and other 
issues. In addition, we make good use of AI and automation to upgrade our 
production lines and construct a new generation manufacturing system. This 
not only protects employee welfare but also takes care of operational efficiency, 
further creating innovative production and operation modes.
Qisda’ s Business Solutions Group assists the Company in solving the pain 
point of digital talent shortage to create agile and flexible operational 
processes. Our subsidiaries not only provide the Company with sustainability 
plans such as green energy, energy storage, energy saving and carbon 
reduction, but also plan the “Digital Transformation Program,” which 
includes digital process management and paperless courses, to provide 
the Company with cloud energy-saving, carbon reduction and digital 
governance solutions.
President of Plants
Peter Chen
Joe Huang
Danny Lin
Mark Hsiao
Board of Directors
Chairman
Executive Secretary/Member
for Social Responsibility
CIG Member of
Green Products
MDG Member of
Green Products
BSG Member of
Green Products
ITG Member of
Green Products
Member of Green Operation
President
Chairman
Daniel Hsueh
Yuchin Lin
Spark Huang
Michael Lee
Information Technology
Products Group President
Commercial and Industrial
Products Group President
Medical Devices Products
Group President
Business Solutions Group
President
Chief Sustainability Officer/
Vice President of HR

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QISDA Corporate Sustainability Report 2022
Qisda and Sustainable Development
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Focusing on IoT, Qisda’ s Networking and Communication Business Group 
offers the customers wired and wireless networking products and system 
integration services. By utilizing technology, we aim to improve the quality of 
life and reduce digital gaps. As we pursue the steady growth of the Company, 
we are also dedicated to carbon and waste reduction. At the same time, we 
implement vision projects for sustainable development and create a cycle of 
goodwill and public welfare to pursue a society with common prosperity.
Through digital transformation, we improve the organization’ s agility, 
enhance cross-system integration and link all information from R&D to 
manufacturing. With these, we support the calculation of product carbon 
footprints and life cycles, which becomes an important statistical foundation for 
the sustainability performance. In addition to promoting the application of 
green information technologies, we choose energy-efficient equipment and 
cloud solutions to reduce energy consumption and carbon emissions, and 
even assist in enhancing green supply chain management through systems.
We ensure that the sustainability information provided internally/externally is 
accurate and compliant, and continuously follow up on the financial and 
non-financial performance related to sustainability of the unit concerned. 
Through quantitative follow-up and management mechanisms, we make 
sure that resources of all departments are effectively integrated and aligned 
with the developmental direction of the Company’ s sustainability strategy.
We include measures of green management such as carbon emission 
reduction in our supply chain management plans, and then discuss and 
share Qisda’ s ESG goals and plans with the suppliers to build consensus 
and ensure that the suppliers meet our expectations and requirements 
regarding ESG. 
We monitor the ESG performance of the suppliers and provide ESG training, 
technical guidance, and resource sharing to help them improve their ESG 
performance.
We continuously improve innovative materials and technologies to 
promote the R&D of eco-friendly products. In 2010, Qisda achieved the first 
carbon footprint certification for display products in the world. We have 
continued to promote the reduction of product weight and power consumption 
during the design stage to achieve GHG emission reduction in the product 
life cycle, further promoting the continuous development of environmental 
technologies.
Being friendly
to the Earth
Qisda’ s Sustainability Vision
1. Moving from corporate survival to corporate sustainability,
and further pursuing sustainability of the Earth
2. Incorporating sustainability performance with operating strategies
3. Enhancing the value of the Company’ s investment in sustainability
4. Meeting the international regulations and the expectations
about sustainability of the customers, employees, etc.
5. Leading the affiliates to grow and make breakthroughs together
Member of Green
Supply Chain
Member of Financial
Performance
Management System
NCG Member of
Green Products
R&D Member of
Green Products
April Huang
TS Wu
Daven Wu
Jasmin Hung
Josephine Huang
Networking and Communication
Business Group President
President of Supply Chain
Vice President of
Finance/spokesperson
Chief Information Officer
Vice President of R&D
Being an innovator for
the design and
manufacturing of ICT
and medical products
Boosting the quality
of human life
Our Sustainability Strategy

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QISDA Corporate Sustainability Report 2022
Qisda and Sustainable Development
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
I. Investment 
Following the value creation process, Qisda invests six capitals – financial capital, manufactured 
capital, intellectual capital, human capital, social capital, and natural capital – to lay the 
foundations for sustainable development.
II. Creation of Value
With Qisda’ s vision of corporate sustainable development as the core, we refer to the 
process of SDG Compass Guide, the suggestions on corporate SDG implementation provided 
on the SDG Compass website, the international sustainability trends and the directions of 
the industry, in order to design and develop products and services via strategic thinking.
As a company of electronic design and OEM services, we check the existing measures and 
the risks and opportunities of value chain to review the major concerns of the stakeholders 
and our focuses ranging from the material supply and supply chain management in the 
upstream, the Company’ s product manufacturing and business operation, to the product 
sales, use and decommissioning in the downstream. The future priorities of Qisda’ s SDG 
management are accordingly identified, so that we can become a leading model in the 
industry. Internally, with the economy, society and environment of “corporate sustainable 
development (ESG)” as the three fundamental elements, the priorities of SDGs are promoted 
based on the five aspects: “green product,” “green operation,” and “green supply chain” in 
the environmental dimension, “social responsibility” in the social dimension, and “financial 
performance” in the economic dimension. The ESG Committee takes relevant implementation 
actions as well. These are the efforts for Qisda to achieve the corporate vision of “Bringing 
Enjoyment ’ N Quality to Life.”
The planning comprehensive training 
blueprint that makes the employees 
abide by the Company’ s regulations 
based on “integrity and self-discipline,” 
and complete the tasks actively with 
“passion and focus on 
The collaboration with stakeholders for 
the engagement in and devotion to 
social participation to care for and 
contribute to the entire society
Green designs at the very beginning to 
proactively reduce the environmental 
impact of supply chain, operations and 
products and fulfill the commitment to 
environmental protection and sustainable 
development
Investment of resources for continuous 
soft power maintenance via the 
concentrated R&D and innovation with 
the attitude of “pursuit of excellence”
T h e  m a i n t e n a n c e  o f  Q i s d a ’ s  
infrastructure, such as buildings, and 
of production equipment, together 
with the collaboration with the 
supply chain, in order to offer better 
commodities and services to the 
custom
The foundation of investment in the 
R&D and production of products and 
relevant services built via financial 
management
Investment
Financial Capital
Human Capital
Our Sustainability Value Creation Process
III. Outputs
Our sustainable development promotion is based on the five aspects of Qisda’ s ESG 
management framework. We make long-term targets for each aspect according to our 
core competencies so that there are guides for the implementation and management of 
different programs. Short-, medium- and long-term management indicators are further set 
for the ESG Committee to review the performances on a regular basis. Since the systematic 
promotion of ESG in 2009, Qisda has been making efforts to keep in line with the established 
performance indicators of sustainable operations in the economic, social and environmental 
dimensions. In addition, annual targets are set for the material topics of the year that the 
stakeholders are concerned about; such targets are reviewed and assessed yearly.
Manufactured
Capital
Intellectual
Capital
Social Capital
Natural Capital

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QISDA Corporate Sustainability Report 2022
Qisda and Sustainable Development
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Exceeding the goal          Achieved           Not yet achieved
No data loss occurred and the 
number of complaints of 
customer privacy was 0.
1
Achievement Status and Output of Material Issues in 2022
Number of complaints of data 
losses: 0
Management
2
3
4
Customer
privacy
protection
To fulfill the corporate social responsibility and 
protect the human rights of the employees, 
Qisda declares that the Company will protect the 
employees’ rights and comply with the local labor 
regulations and the international standards for 
the human rights management.
The SA 8000 management 
system remained valid.
No incident related to human 
rights occurred.
97% of Tier 1 key suppliers
completed the inspection and 
audit of social responsibility, 
environmental health and safety
To maintain great labor–management relations 
between the Company and the employees, 
smooth communication channels have been set 
up internally to allow the employees to receive 
messages from the Company in a timely 
manner. The employees are also encouraged 
to provide suggestions regarding the overall 
business and development of the Company so that 
the decision makers can have some references.
Four labor–management 
meetings were held, and the 
contents were publicly released 
for the employees’ reference.
The employees are one of the capitals for 
sustainable development as well as the foundation 
for innovation to the Company. Qisda appropriately 
manages and trains the employees and has 
good communication channels with them, in 
order to retain outstanding talents for the 
enhancement of our competitiveness.
70% of the courses were digital.
Rotation rate in 2022: 100%.
(As of 2022, the position rotation 
rate of managers had reached 
95%.)
1. Passing of the Social Accountability 
Management Systems (SA 8000) 
certification and no human rights 
violation cases
2. Completion of the inspection and 
audit of the supplier’s social responsibility, 
environment, safety and health
Holding the labor–management 
meeting and announcing the labor
and business statuses within the 
Company every quarter
1. Increasing the percentage of digital 
courses to 70%
2. Continuing to promote the 
accomplishment of a 100%
manager rotation in 2022
Remarks
Goal
Achievement
What it Means to Qisda
Category
Topic
No.
Society
Society
Society
Society
If a customer privacy breach occurs, customer 
loyalty and satisfaction may decrease, the 
business and reputation may be impacted 
negatively, and the Company may even face 
legal proceedings. Thus, it is Qisda’ s promise 
to the customers that their privacy is surely 
respected and protected.
Human rights
Labor–
management
relations
Talent
development

24
QISDA Corporate Sustainability Report 2022
Qisda and Sustainable Development
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
To make sure that the Company and the 
employees comply with the laws and regulations 
of different countries during the business 
operation, Qisda pays close attention to policies 
and laws that might impact our business, 
establishing relevant compliance regulations 
and promoting awareness.
Legal
compliance
Economy/
governance
Economy/
governance
Economy/
governance
Quality/Hazardous
substance
management
Code of conduct
In 2022, 100% of the ethical
training workers were trained.
Quality/Hazardous
substance management
5
6
7
Exceeding the goal          Achieved           Not yet achieved
Achievement Status and Output of Material Issues in 2022
1. Continuing the promotion plan for the
compliance with anti-trust laws
2. Implementation of the GDPR compliance plan
Continuous follow-up of the implementation
status of remaining public templates
Continuous attention to the development 
trends related to personal data protection 
laws in different countries
Ensuring the effectiveness of the 
certificates of quality/hazardous 
substance management
Reaching 100% for the employee
code of conduct training percentage
1. 100% of anti-trust relevant 
personnel complied with the laws.
2. There were 0 cases of violation
against anti-trust laws and 
leakage of personal data.
8
Environment
Waste
management
Recyclable waste proportion 
reaching 90%
The proportion of recyclable 
waste reached 90%.
Management
Remarks
Goal
Achievement
What it Means to Qisda
Category
Topic
No.
Considering the improvement of customer 
and business partner satisfaction the priority, 
Qisda guarantees the satisfaction for the 
quality to continuously design and produce 
products that meet the regulations and the 
customers’ requirements.
In order to avoid the distrust by the business 
partners resulting from unethical conduct, 
the poor ethics of the employees, and loss to 
the Company, Qisda has established related 
bylaws to make sure that all the employees 
follow the highest standards of conduct 
during business activities.
Qisda manages the waste by adopting the 
source management strategy, and, with constant 
energy saving and waste reduction activities, 
implements waste recycling and sorting in 
the source management to significantly 
reduce the waste produced, increase the 
amount of recycling, and further achieve the 
goal of waste reduction.
ISO9001、 ISO13485、
IATF 16949

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QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
In order to better make plans and decisions regarding corporate sustainable development, 
Qisda appropriately communicates with stakeholder groups, includes material topics that 
concern them in the ESG policies, and sets up a transparent and smooth response mechanism. 
We also adopt the “AA 1000 Accountability Principles (AA 1000AP)” and follow the four 
principles – inclusivity, materiality, responsiveness, and impact – to identify and respond to 
sustainability information and increase the strictness of sustainability information 
disclosure. For the materiality analysis, we divide it into the following steps:
Qisda and the Stakeholders
I. Steps of Materiality Analysis
The top three activities with 
positive impacts were corporate
culture and communication, 
employment of employees 
and employee training.
Organizational context:
Qisda identified all activities in the value chain and 
divided them into groups, verifying the partnership 
that occurs upstream and downstream of each 
activity to explore relevant issues in the sustainability 
context, identify major stakeholders and investigate 
their focuses. 
Degree of significance: 
We integrated the impact identification results in 
terms of economic, environmental as well as social 
and human rights aspects, and then determined 
the occurred positive impacts by their scope and 
scale while additionally taking irreversibility into 
consideration for negative impacts. On the other 
hand, the occurrence rate was considered for 
potential positive and negative impacts.
II. Organizational Context
According to Qisda’ s definition and framework of sustainable development, individuals or 
groups who have significant effects or are highly impacted by Qisda’ s operations are 
our important stakeholders. In 2022, Qisda identified eight types of important stakeholders: 
customer, shareholder, employee, government, subsidiary, media, affiliate and supplier.
III. Impact Identification
During the process of impact significance identification, we divided them into positive and 
negative impacts before assessment. The factors considered for positive impacts 
include the actual impact (scale and scope) and the potential for and probability of 
occurrence. On the other hand, the factors took into consideration for negative impacts include 
actual impact (scale, scope and irreversibility) and the potential for and probability of 
occurrence. Out of the 44 operating activities identified with life cycle taken into consideration, 
32 had economic impacts, 18 could impact the environment, and 28 had impacts in the 
social and human rights aspect. In economic aspects, the positive impacts were slightly 
Step
Description
Step
Description
A total of 44 operating
activities were identified.
There were a total of 32 
operating activities with 
impacts in economic 
aspects.
There was a total of 18 
operating activities with 
impacts in environmental 
aspects.
There was a total of 28 
operating activities with 
impacts in the social and 
human rights aspect.
Impact identification: 
We summarized all activities in the value chain and 
identified actual and potential impacts involved 
or possibly involved. These included positive or 
negative, short-term or long-term, intentional or 
unintentional, reversible or irreversible impacts. 
Determination of significance: 
We compiled all activities into sustainability issues 
and prepared a materiality matrix according to the 
severity of positive and negative impacts as well as 
the degree of concern of the stakeholders.
The top three activities with 
negative impacts were 
waste emissions, raw material 
mining, and manufacturing 
and production by suppliers.
A total of 6 issues with 
significant positive impacts 
were determined.
A total of 7 issues with 
significant negative impacts 
were determined.

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QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
lower than the negative ones, and the result of significance rating of negative impacts 
in both environmental and social aspects was about twice that of the positive impacts.
Customer
Customers are the foundation of the Company’ s sustainability 
and the source of our competitiveness. Thus, we have to 
establish collaborative relationships with the customers in 
which they are highly satisfied.
Operational
and financial
performance
Customer
relations
management
Use of raw
materials
Establish a customer service unit for two-way 
vertical and horizontal communications.
Implement customer satisfaction surveys 
voluntarily.
Receive and visit senior managers to build a 
successful partnership.
Accept the SER rating by customers and 
periodical audits.
Protect customer privacy.
Shareholder
Tax
Engage the stakeholders in the periodical and 
temporary shareholders’ meeting for the status 
of corporate governance and future outlook.
Include the investors’ recommendations on 
sustainability issues of the Company and report 
them to the Board of Directors every quarter as 
an important tool for sustainable development.
Publicly release financial and annual reports 
as well as information of the shareholders’ 
meeting on a public website to communicate 
with the shareholders.
Employees
Employee
welfare and
wages
Government
Subsidiary
Sustainable
supply chain
management
Climate
mitigation and
adaptation
R&D and
innovation
of green
products
The senior managers explain the operation 
status and future goals at the quarterly 
business meeting.
Communicate effectively through the quarterly
 labor–management meeting.
Establish multiple internal and external 
communication channels (e.g. the President 
mailbox) to collect the employees’ opinions.
Implement various regular training on 
occupational safety, fire safety, human 
rights, etc.
Communicate with the government regularly 
or irregularly on matters that the government
requires to understand the items they are 
promoting.
Evaluate the compliance with laws and 
regulations on a regular basis.
Meet the new legal requirements through the 
cycle of management and supervision.
Employment
of talents
Inclusion and
equality in the
workplace
Hold monthly meeting to provide the 
subsidiaries with counseling so that they can 
be incorporated into the Company’ s culture.
Reach the goal together by communicating 
with each other.
Countermeasures
1st Concerned
Issue
2nd Concerned
Issue
3rd Concerned
Issue
Countermeasures
1st Concerned
Issue
2nd Concerned
Issue
3rd Concerned
Issue
Countermeasures
1st Concerned
Issue
2nd Concerned
Issue
3rd Concerned
Issue
Countermeasures
1st Concerned
Issue
2nd Concerned
Issue
3rd Concerned
Issue
Countermeasures
1st Concerned
Issue
2nd Concerned
Issue
3rd Concerned
Issue
IV. Degree of Significance
After compiling the results of impact assessments in the three aspects – economy, 
environment, society and human rights, the overall negative impact generated by all of 
Qisda’ s operating activities was more significant than the overall positive impact. Afterwards, 
we summarized the 44 activities into 19 sustainability issues and asked the major 
stakeholders about their level of concern for each issue. 250 surveys were recovered 
from internal employees and 38 more from external stakeholders, including the shareholders, 
customers, government, subsidiaries, media, affiliates and suppliers, totaling 288 surveys 
recovered.
Effectively monitoring the status of corporate governance to 
protect shareholder rights
Operational
and financial
performance
Customer
relations
management
Driving the subsidiaries in attaching importance to 
sustainability to achieve the goal of “facilitating common 
good for sustainability in Qisda.”
The employees are not only one of the capitals for 
sustainable development, but are also important partners 
as well as the foundation for innovation to the Company.
Compliance with laws and regulations is the most basic 
requirement for corporate sustainability, so the Company 
shall meet the specifications of laws and regulations and 
increase the operational transparency.
Waste
management
Management
for the
impact of
air pollutants
Energy
management

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QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
V. Determination of Significance
We have prepared a matrix of material issues with the level of concern of the stakeholders 
as the x-axis and the positive/negative impact as the y-axis. We have selected 6 material 
issues with significant impact that are highly focused from the matrix of positive impacts, 
and another 7 from the matrix of negative impacts as the major content to be disclosed in 
the report. Compared to the previous reporting period, the total number of material issues 
(including both positive and negative) has increased from 8 to 9. We have added 3 new 
material issues in environmental aspects. For the social aspect, we have canceled the 
individual assessment of human rights issues. Instead, we include the impact on human 
rights in the issues to be considered in the materiality assessment process. In terms of 
economy, we have removed the issues regarding compliance and the Code of Conduct, as 
compliance with laws and regulations is the most basic self-requirement for Qisda if we are 
to serve as a sustainable company. In addition, two new issues “R&D and innovation of 
green products” and “customer relations management” are added.
Media
Release the Company’ s latest operation 
status along with the future trend and outlook
via the media regularly or irregularly.
Invite the media to our forums to deliver the 
latest news to them.
Affiliates
對應作法 
Conduct surveys to understand the status
 of sustainability promotion.
Suppliers
Hold the suppliers’ meeting every year.
Perform regular and irregular audits on the 
suppliers.
Encourage the suppliers to reduce carbon 
emissions and contribute to sustainable value.
Aspect
Difference From the Material Topics in the Previous Report
Added topic
Sustainable supply chain 
management
Energy management
Climate mitigation and 
adaptation
Human rights
Legal compliance
Code of conduct
R&D and innovation of 
green products
Customer Relations 
Management
Deleted topic
Countermeasures
1st Concerned
Issue
2nd Concerned
Issue
3rd Concerned
Issue
Countermeasures
1st Concerned
Issue
2nd Concerned
Issue
3rd Concerned
Issue
對應作法 
Countermeasures
1st Concerned
Issue
2nd Concerned
Issue
3rd Concerned
Issue
Energy
management
Through the media, bridges for good communication 
between the stakeholders and the Company can be built 
to provide the stakeholders with the latest news about the 
Company.
Operational
and financial
performance
Climate
mitigation and
adaptation
The important source of investment in the Company’ s 
operational performance.
Tax
Operational
and financial
performance
R&D and
innovation
of green
products
Suppliers are one of the important parts of the sustainable 
operation of the Company; without them, our operations 
may not be able to continue. Thus, we are responsible for 
actively creating a sustainable supply chain in which safety, 
health, environment protection and human rights are 
ensured with the suppliers.
Customer
 Relations
Management
Operational
and financial
 performance
Sustainable
supply chain
management
Environment
Society
Economy

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QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Distribution of Material Topics
0
7.20
7.40
7.60
7.80
8.00
8.20
8.40
8.60
50
100
150
200
250
300
350
400
Level of positive impact
Concern of stakeholders
1
1
2
2
3
3
4
4
5
5
6
7
7
8
8
9
9
10
10
11
11
12
12
13
13
14
14
15
15
17
17
16
16
18
18
19
19
Sustainable supply Chain 
management
Climate mitigation and adaptation
Waste management
Energy management
Employment of talents
R&D and innovation of green 
products
Inclusion and equality in the 
workplace
Operational and financial 
performance
Water resourse management
Tax
Employee welfare and wages
Customer Relations Management
Use of raw materials
Ecological conservation and 
biodiversity
Management for the impact 
of pollutants
Customer safety and health
Corporate citizen and charity
Educational training for employees
Safety and health at work
6

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QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Sustainable supply Chain 
management
Climate mitigation and adaptation
Waste management
Energy management
Employment of talents
R&D and innovation of green 
products
Inclusion and equality in the 
workplace
Operational and financial 
performance
Water resourse management
Tax
Employee welfare and wages
Customer Relations Management
Use of raw materials
Ecological conservation and 
biodiversity
Management for the impact 
of pollutants
Customer safety and health
Corporate citizen and charity
Educational training for employees
Safety and health at work
Distribution of Material Topics
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
17
16
18
19
0
7.20
7.40
7.60
7.80
8.00
8.20
8.40
8.60
200
100
300
400
500
600
700
800
900
1
2
3
4
6
7
8
9
10
11
12
13
14
15
17
16
18
19
5
Concern of stakeholders
Level of negative impact

30
QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
2025
2030
2040
VI. Management Methods
Material Topic
Responsible Unit
Responsible Unit
R&D and innovation of green products
PG/sustainability
Utilize strategic thinking to design and develop products and services. 
Review the carbon emissions of the products and the opportunity of reduction 
from the viewpoint of the life cycle.
Suppliers
Affiliates
Media
Subsidiaries
Shareholders
Customers
Customer survey
Supplier survey
Shareholders’ 
meeting
Monthly Group 
meeting
Sustainability 
report
Regular
Regular
Quarterly
Monthly
Annual
Introduction of the ISO 14006 and IEC 62430 management systems 
Number of patent applications
93
93.5
94
Customer relations management
This helps us fully understand the customers’ requirements to improve the 
quality of products and services. It may also facilitate the improvement of the 
Company’ s reputation and the increase of market share/revenue.
This can cause a reduction of customer loyalty and satisfaction as well as 
bringing negative impacts on our business and goodwill. It may even incur legal 
proceedings.
As a result, the Company’ s reputation may be damaged, and customer churn 
may occur along with the decrease in market share/revenue.
Learn about the customers’ requirements and expectations of the Company, 
and then make improvements and provide better services based on the results 
of customer feedback and satisfaction surveys.
Fully comply with the customers’ requirements and provide services with 
better quality.
Affiliates
Shareholders
Customer
Customer 
satisfaction survey 
Shareholders’ 
meeting
Customers’ SER 
rating
Establishment of improvement countermeasures through customer feedback 
and satisfaction to improve the quality of products and services.
Customer satisfaction score
Customer service
Material Topic
Commitment
Policy
Positive Impact
Negative Impact
Engaged
Counterparty
Frequency of
Engagement
Project/Action
Performance
Indicator
Commitment
Policy
Positive Impact
Negative Impact
Project/Action
Performance
Indicator
Medium-term
Short-term
Long-term
Medium-term
Short-term
Long-term
Connected SDGs
Channel for
Engagement
Engaged
Counterparty
Frequency of
Engagement
Connected SDGs
Channel for
Engagement
Reaching  items
per year by 2025
During the R&D and innovation of green products, the patent, foresight development, 
RD and HR personnel may work overtime. Moreover, the price of the products will 
increase and further result in the economic burden on the customers. It is also 
possible that suitable R&D talents cannot be found, which may bring about the 
negative impact of being unable to produce competitive products.
With this, we can hopefully mitigate climate change by starting to introduce the 
concept of green design and creating product value for the customers in order 
to make contributions to net zero emissions.
Reaching  items
per year between 
2026 and 2030
Reaching  items
per year between
2031 and 2040
semi-annual
Quarterly
Quarterly

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QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Engaged
Counterparty
Frequency of
Engagement
Connected SDGs
Channel for
Engagement
Engaged
Counterparty
Frequency of
Engagement
Connected SDGs
Channel for
Engagement
2025
2030
2040
2025
2030
2040
Responsible Unit
92%
95%
Waste management
Environmental safety
If pollutants (waste) are not effectively managed, this issue will not only cause the 
increase of the operating cost, but also attract the attention of the stakeholders.
Strive for pollution prevention, waste reduction, energy efficiency improvement 
and reduction of GHG emissions.
Increase the percentage of products and packaging materials used in the 3R 
practice, starting from source design; reduce the amount of operating waste 
and increase the reuse and recovery rate.
Affiliates
Suppliers
Media
Subsidiaries
Government
Shareholders
Customer
Government 
inspection
Customer audit
Shareholders’ 
meeting
Sustainability report
The Company’ s 
communication 
platform
ESG Committee
Monthly Group 
meeting
Irregular
Irregular
4 times a year
4 times a year
Irregular
Quarterly
Monthly
1. Courses of green products
2. Waste reclamation – making plastic waste into regenerative fuels to convert
waste into energy
Recyclable waste proportion
The increase of electricity consumption and energy use intensity results in the 
increase of production cost and decrease of profitability, which attracts the 
attention of the stakeholders.
The operating cost may also increase in response to possible carbon fees and 
taxes collected by each country.
Strive for pollution prevention, waste reduction, energy efficiency improvement 
and reduction of GHG emissions.
1. Improve energy use efficiency
2. Increase the use of renewable energy
Suppliers
Media
Subsidiaries
Government
Shareholders
Customers
Board of Directors 
meeting
Senior managers’ 
meeting
Media
Suppliers’ meeting
Sustainability report
Internal 
announcement
ESG Committee
Monthly Group 
meeting
1. Utilization of highly efficient equipment to continuously improve energy
performance and efficiency.
2. Introduction of the concept and methods of carbon reduction to the
employees and suppliers to avoid waste
3. Continuous purchase of renewable energy and establishment of renewable
power generation system to reach 100% renewable energy
4. Additional carbon offset project and setting of internal carbon price
Renewable energy consumption
Absolute reduction
Material Topic
Responsible Unit
Energy management
Environmental safety
Material Topic
Becoming a 
zero-waste factory
Sourcing 100% of
operational electricity needs
from renewable sources
Commitment
Policy
Positive Impact
Negative Impact
Project/Action
Performance
Indicator
Commitment
Policy
Positive Impact
Negative Impact
Project/Action
Performance
Indicator
Medium-term
Short-term
Long-term
Medium-term
Short-term
Long-term
Sourcing 32% of 
operational electricity
needs from
renewable sources
Reducing
eletricity 
by1% annually
Continuing
the 1%
annual reduction
Sourcing 60% of
operational electricity
needs from
renewable sources
4 times a year
Irregular
Irregular
Once a year
Issued annually
Irregular
Quarterly
Monthly

32
QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
80%
In the face of risks and challenges brought by climate change, there will be 
significant impacts and effects on the overall operation if the mitigation is invalid.
1. Set up goals of carbon reduction and net zero and realize them year by year
2. Enhance the response to climate risks
Suppliers
Media
Subsidiaries
Government
Shareholders
Customers
Employees
Investor conference, 
shareholders’ meeting, 
sustainability report, 
the Company’ s 
communication 
platform, internal 
educational training
Risk Management 
Committee and 
internal educational 
training
1. Continuous introduction of TCFD to enhance climate risk management
2. Submission of an SBT
Suppliers
Suppliers’ 
meeting
Supplier audit
Annual
2023
2030 in
comparison with 2021
2040
Reaching
carbon
neutrality
2025
2030
2040
SCM
Use scientific methods for carbon reduction
Scope 1 and 2 GHG emissions; absolute reduction
2025 in comparison
with 2021
Multiple times a 
year
Annual
By disseminating that the suppliers’ shall fulfill their social responsibilities, improving 
the quality of work and life for the employees, and controlling goals of sustainable 
operation and performance periodically, the spirit of RBA can be spread in the 
whole network of suppliers. In addition to keeping the operation of the supply chain 
in line with local laws and regulations, this also pushes the Company to meet the 
international trend and goals regarding work environment.
The supply chain cannot keep up with the international trend of work and 
environment, resulting in the lack of friendly work environments for the 
employees and violation of local laws and policies. The Company suffering 
reputational damage internationally.
Ask the suppliers to follow the laws, social standards and environmental protection 
plans of the country where they are located, and to implement periodical 
investigations and audits to let them make commitments to the environment and 
society with Qisda, and further increase product value.
Improve the value of a sustainable supply chain.
Periodically review of the fulfillment and performance of environmental responsibility 
in the supply chain through written investigations, on-site audits and other methods
Supplier social responsibility
1. Written inspection completion rate of key suppliers
2. On-site inspection completion rate of factories with high risk
()
100%
()
100%
()
100%
()
100%
()
100%
()
Commitment
Policy
Positive Impact
Negative Impact
Project/Action
Performance
Indicator
Commitment
Policy
Positive Impact
Negative Impact
Project/Action
Performance
Indicator
Medium-term
Short-term
Long-term
Medium-term
Short-term
Long-term
Responsible Unit
Responsible Unit
Climate mitigation and adaptation
Risk
Material Topic
Sustainable supply chain management
Material Topic
Engaged
Counterparty
Frequency of
Engagement
Connected SDGs
Channel for
Engagement
4 times a year
Passing the
inspection for
SBTs
Reaching a 16.8%
reduction
Reaching a 42%
reduction
Engaged
Counterparty
Frequency of
Engagement
Connected SDGs
Channel for
Engagement

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QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
This provides work opportunities for talents to work their magic, further 
increasing the local employment rate.
Build quality work environments and diverse channels for career development 
to attract and retain exceptional talents.
Provide quality work environments and good remuneration packages
Media
Subsidiaries
Shareholders
Employees
Shareholders’ 
meeting
Survey through 
systems
Implementation of employee engagement surveys
1. Participation rate
2. Average engagement
Corporate operation/direct impact
This can assist in the competency development of employees and improve 
the competitiveness of the organization’ s talents.
Affiliates
Subsidiaries
Employees
Education and 
training 
(incl. drills)
Training for new 
employees
Irregular
1. Establishment of learning blueprints for the four schools
2. Implementation of professional courses for learning and growing based on
the needs for training in the year
3. Training for all employees
1. Average annual training hours of the IDL personnel
2. Percentage of employees completing the compulsory policy courses
reaching (100%)
Irregular
By 2030
By 2040
HR
By 2025
()
()
()
()
()
()
()
()
Commitment
Policy
Positive Impact
Negative Impact
Project/Action
Performance
Indicator
Commitment
Policy
Positive Impact
Negative Impact
Project/Action
Performance
Indicator
Medium-term
Short-term
Long-term
By 2030
By 2040
By 2025
Medium-term
Short-term
Long-term
Responsible Unit
Employment of talents
Material Topic
HR
Responsible Unit
Educational training for employees
Material Topic
Engaged
Counterparty
Frequency of
Engagement
Connected SDGs
Channel for
Engagement
Engaged
Counterparty
Frequency of
Engagement
Connected SDGs
Channel for
Engagement
Reaching at
least 80%
Reaching at
least 80%
Reaching at
least 80%
Reaching
4.7
Reaching
5.0
Maintaining at 
5.0
4 times
1 times
Complete the educational training system in accordance with the Company’ s 
strategic development and business goals; improve the overall competitiveness 
of the organization and create more advantages
Build a complete educational training and development system to provide an 
environment for diverse learning and development, further attracting and 
retaining exceptional talents.
Reaching
26
hours per year
Reaching
100%
per year
()
()
Reaching
30
hours per year
Reaching
100%
per year
()
()
Reaching
40
hours per year
Reaching
100%
per year

34
QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Impact Pathways Analysis for Material Topics
Our Doings
R&D and innovation of green products
Operation, Product/service, Supply chain
Operation, Product/service, Supply chain
Reaching 100 items
per year
>85%
>90%
>95%
In order to attract and retain outstanding talents, we provide the employees 
with wages and welfare that are competitive in the market.
Provide the employees with wages and welfare that are better than the other 
companies in the industry.
The participation rate of the Group’ s employees in the ESOT system
Affiliates
Subsidiaries
Government
Employees
Internal session
Internal portal
Labor inspection
The Company’ s
remuneration 
system
The Welfare 
Committee
Introduce the concept of green design.
Customer Relations Management
100%
93
Performance
Indicator
(Input)
Quantified
Value
Number of patent
applications
Performance
Indicator
(Input)
Quantified
Value
Commitment
Policy
Positive Impact
Negative Impact
Project/Action
Performance
Indicator
By 2030
By 2040
By 2025
Medium-term
Short-term
Long-term
HR
Responsible Unit
Employee welfare and wages
Material Topic
Material Topic
Material Topic
Engaged
Counterparty
Frequency of
Engagement
Connected SDGs
Channel for
Engagement
Corporate operation/direct impact
Competitive welfare and wages can attract exceptional talents for the 
Company and allow them to enjoy their jobs without worries, further 
stabilizing the development of the Company’ s business.
Corporate operation/direct impact
Wages and welfare can affect talents’ decisions when job seeking. Employees 
are also leaving Qisda due to the attraction of other companies, which reduces 
our innovation and competitiveness in terms of business.
Continuously implementation of the Employee Stock Ownership Trust (ESOT) system 
with an expanded scope that covers the subsidiaries. Dissemination and explanation 
of systems when an employee takes office or comes to the Company for 3 months;
implementation of quarterly participation promotional activities 
4 times a year
3 announcements 
in a year
Irregular
Frequent
4 times a year
Description
Location of Occurrence
Our Action/Doings
Description
Location of Occurrence
Our Action/Doings
1. Utilize strategic thinking to design and develop products and
services.
2. Review the carbon emissions of the products and the opportunity
of reduction from the viewpoint of the life cycle.
Customer feedback and satisfaction survey
Fully understand the customers’ requirements to improve the 
quality of products and services, further facilitating the 
improvement of the Company’ s reputation and the increase 
of market share/revenue.
Survey distribution and
response rate
Customer satisfaction
score

35
QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Operation, Product/service, Supply chain
Operation, Product/service, Supply chain
Operation, Product/service, Supply chain
Waste management
Statistics of
waste emissions
Proportion of
recyclable waste
1. Establish SBTs
2.Implement the TCFD
CO2 emissions
An annual reduction
of 4.2%
Improve energy efficiency and the usage of renewable energy.
Supply chain
Improve the value of a sustainable supply chain.
1. Ask the suppliers to follow the laws, social standards and
environmental protection plans of the country where they
are located.
2. Implement periodical investigations and audits to let the
suppliers make commitments to the environment and society
with Qisda, and further increase product value.
3. Periodically review the fulfillment and performance of
environmental responsibility in the supply chain through
written investigations, on-site audits and other methods.
Waste management
Material Topic
Material Topic
Climate mitigation and adaptation
Material Topic
Description
Location of Occurrence
Our Action/Doings
Description
Location of Occurrence
Our Action/Doings
Description
Location of Occurrence
Our Action/Doings
Material Topic
Description
Location of Occurrence
Our Action/Doings
Performance
Indicator
(Input)
Quantified
Value
Quantified
Value
Performance
Indicator
(Input)
Performance
Indicator
(Input)
Quantified
Value
Performance
Indicator
(Input)
Quantified
Value
Dedicate to pollution prevention and reduction, practice the best,
feasible plan, and reduce the amount of waste, etc.
Over 90% of the weight
recovered annually
in the weight of
recyclable resources
Improve energy use efficiency and energy-saving plans.
1. Utilize highly efficient equipment to continuously improve
   energy performance and efficiency.
2. Introduce the concept and methods of carbon reduction to
    the employees and suppliers to avoid waste.
3. Continue to purchase renewable energy and establish a
    renewable power generation system to reach 100% 
    renewable energy.
4. Add carbon offset projects and set the internal carbon price.
Renewable energy
consumption
Amount of
energy saved
Use of renewable energy:
10% per year
Energy saving: 1% per year
Energy management
Sustainable supply chain management
Use scientific methods to reduce carbon emissions and improve 
the resilience of factories for disaster prevention.
Supplier social responsibility
1. Written inspection
   completion rate
2. On-site inspection
    completion rate of 
    factories with high risk
Reaching 100%in
medium- and long-term.

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QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
>85%
Operation, Product/service
Operation, Product/service, Supply chain
Operation, Product/service, Supply chain
Build quality work environments and diverse channels for career 
development to attract and retain exceptional talents
1.Participation rate
2.Average engagement
Continuously implement the Employee Stock Ownership Trust
 (ESOT) system with an expanded scope that covers the 
subsidiaries; disseminate and explain the system when an 
employee takes office or comes to the Company for 3 months; 
and implement quarterly participation promotional activities.
Employment of talents
Material Topic
Material Topic
Employee welfare and wages
Material Topic
Description
Location of Occurrence
Our Action/Doings
Description
Location of Occurrence
Our Action/Doings
Description
Location of Occurrence
Our Action/Doings
Performance
Indicator
(Input)
Quantified
Value
Quantified
Value
Performance
Indicator
(Input)
Performance
Indicator
(Input)
Quantified
Value
Provide quality work environments and good remuneration 
packages.
1. At least over 80%
2. Scoring over 4.7
Educational training for employees
Provide the employees with wages and welfare that are better
than the other companies in the industry.
Complete the educational training system in accordance with 
the Company’ s strategic development and business goals as 
well as improving the overall competitiveness of the organization 
and creating more advantages.
Build a complete educational training and development system 
to provide an environment for diverse learning and development, 
further attracting and retaining exceptional talents.
1. Establish learning blueprints for the four schools.
2. Hold professional courses for learning and growing based on
the needs for training in the year.
3. Train all employees.
1. Average annual training
hours of the IDL personnel
2. Percentage of employees
completing the compulsory
policy courses
1. 26 hours per year
   in short term
2. Reaching 100%
The participation rate of
the Group’ s employees
in the ESOT system

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QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Positive and Negative Changes
Negative Changes
Positive Changes
Material Topic
Economic
Environmental
Social
Economic
Environmental
Social
R&D and
innovation of
green products
Customer
relations
management
Management
or the impact
of waste
Energy
management
Climate
mitigation and
adaptation
Sustainable
supply chain
management
The economic burden on the 
customers resulted from the 
increase in product price
Damage of the Company’ s reputation, 
occurrence of customer churn and the 
decrease in market share/revenue 
resulted from the reduction of
 customer loyalty and satisfaction
Increasing removal and disposal 
fees for waste emissions and 
possible additional costs and 
expenditures caused by penalties
Rising costs caused by the purchase 
of renewable energy or self-builds
Expenditures for additional costs
Increase of HR costs
Capacity failing to increase due to 
labor shortage
The quality of the employees failing 
to assist the Company in creating 
market value due to the lack of 
sufficient educational training
Increasing expenditures and costs
Worsening of 
environmental quality
Possible trade-offs of 
some land resources 
caused by self-builds 
for renewable energy
The supply chain failing 
to keep up with the 
international trend of 
work and environment
Overtime work of the 
R&D personnel
Negative impacts on the 
business and goodwill 
and even the occurrence 
of legal proceedings
Negative public mood
Lack of friendly work environments 
for the employees and violation 
of local laws and policies; The 
Company suffering reputational 
damage internationally
Difficulties in recruiting 
employees for companies
The quality of the employees
being unable to keep up with 
the evolution of technologies
High turnover rate as outstanding 
talents are unwilling to be retained
Creation of product value for the 
customers
Increase of customer satisfaction
Decrease of expenditures for waste 
disposal fees due to waste 
emission reduction
1. Energy and cost saving
2. Avoidance of being affected by 
climate change mitigation and
taxes on fossil fuels
Prevention of losses brought by 
climate change and relevant 
disasters 
Prevention of material shortage 
and other economic impacts 
brought by the suppliers
Possible creation of products and 
services with market potential by 
exceptional employees
Cost reduced and revenue 
generated by the Company 
through the implementation 
of new technologies
Increase of the employees’ income 
and promotion of consumption 
in the market
Assistance in achieving 
net zero emissions
　
Avoidance and 
minimization of impacts 
on the nature
Reduction of
environmental impacts
from general merchant 
gray energy(Scope2) 
Climate change 
mitigation
Avoidance and 
minimization of impacts 
on the nature
　
Environmental impacts 
of experience activities
Improvement of the 
Company’ s reputation
Establishment of a green and 
eco-friendly corporate image
Establishment of a green and 
eco-friendly corporate image
Establishment of a green and 
eco-friendly corporate image
Establishment of successful 
partnerships with the suppliers
Enhancement of relationships 
with new employees
The employees gaining a 
sense of accomplishment 
with new skills 
Increase of retention rate
Employment
of talents
Educational
training for
employees
Employee
welfare and
wages

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QISDA Corporate Sustainability Report 2022
Qisda and the Stakeholders
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Reduction of possible 
damage to body health 
caused by pollution 
emissions
Reduction of damage 
to body health caused 
by pollution emissions 
from electricity
Reduction of possible 
damage to body health 
caused by pollution 
emissions
Area of Impact
Area of Impact (Output)
Climate change
mitigation
Patent Value
Increase of market 
share/revenue
Possible impact on 
local culture
Possible impact on 
local landscapes
Mitigation of and adaption to the systematic damage brought by climate change (with the systematic cost calculated with the social cost of carbon)
Higher supply chain resilience and reduction of 
risks in the supply chain as a result for suppliers 
passing the audit
Lower turnover rate 
of new employees
Reduction of damage to 
biodiversity caused by 
pollution emissions from 
electricity
Possible destruction of the 
local nature and biodiversity 
caused by the installation
of renewable energy at
the wrong location
R&D and
innovation of
green products
Customer
relations
management
Management
or the impact
of waste
Energy
management
Climate
mitigation and
adaptation
Sustainable
supply chain
management
Employment
of talents
Educational
training for
employees
Employee
welfare and
wages
Climate Change
Body Health
Biodiversity
Social Capital          
                                         Cultural Heritage           Natural Heritage
Material Topics
Economical Value
of Company
1. Increase of public
approval through
emissions reduction
2.Dissatisfaction of local
communities with the
installation of renewable
energy
Number of patent 
applications
Promotion of friendly 
relationships between 
communities
Possible increase or 
decrease in costs

39
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Creativity
Product Innovation and 
Responsibility
Lifecycle assessment
Supply chain sustainability 
management
Trust relationship with 
customers

40
QISDA Corporate Sustainability Report 2022
Product Innovation and Responsibility
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Product Innovation and Responsibility
Innovation 
Qisda is an all-round, multi and cross-sectoral electronic design and OEM company. Our 
products and technology fields include high-end and professional displays, precision optics 
electronic products and industrial/commercial computers, machines and peripheral 
equipment. In recent years, we have actively accelerated the expansion of the medical 
industry and developed smart solutions in the hope of sailing towards the sea of markets 
with high value-added products. We have maintained in a leading position in the field of 
LCD displays and projectors around the world through advantages such as innovative and 
diverse capabilities of product design, profound R&D technical strength, high-quality and 
flexible manufacturing capabilities around the globe, capability of vertical integration for 
Group resources, and exceptional industrial design.
Keeping on leveraging the existing innovative momentum of R&D and strength in integration, 
we will adhere to product design and manufacturing applications as well as committing to 
energy saving and environmental protection in line with the corporate social responsibility 
to focus on the R&D and production of products and reduce emissions of all substances in 
a sustainable way. In the future, we will focus on four major strategies for R&D to move 
towards the Company’ s vision of “Bringing Enjoyment ’ N Quality to Life.”
Qisda’s R&D Strategies
Qisda spares no effort in innovation and development of products to maintain our competitive 
advantages. In the recent 4 years, we have invested an average amount of more than 2% 
of our revenue in the innovation and R&D of products every year. Moreover, the “Regulations 
for Rewarding Employees with Patents” has been established to encourage the employees 
to innovate, invent and apply for patents. Statistics show that in 2022, a total of 57 essential 
patents were obtained. As of the end of 2022, we had accumulated a total of 1,199 valid 
patents worldwide.
Funds invested in R&D 
(NT$10 thousand)
Percentage of R&D funds in revenue (%)
R&D personnel (persons)
Percentage of R&D personnel in 
employees (%)
Number of valid patents
Number of patent applications
Reward for employees with 
patents (NT$)
198,068
2.01
594
40.2%
1121
405
2,387,056
216,174
2.34
588
40.3%
1140
289
1,942,630
227,559
2.18
599
39.7%
1192
206
2,279,041
257,286
2.52
591
40.5%
1199
238
1,808,242
Note: Essential patents are defined as patents in the U.S. The goal is to obtain 100 essential 
          patents per year by 2025.
Total Number and Regional Distribution of Valid Patents in 2022
 Item
Year
2019
2020
2021
2022
302
310
587
United States of America
China
Taiwan
Technology
Internalization
Deepening
of R&D
Metamorphosis
Design
Assimilation &
Cooperation
Keep on exploring and 
establishing new product 
technologies, and then 
applying them to product 
design and manufacturing.
Account for the front-end 
R&D of products to ensure 
their quality and safety.
Continue to introduce the 
idea of innovative design for 
products in order to meet the 
ever-changing requirements
in the market.
Continue the implementation 
of industry–university 
cooperation for the joint R&D of 
new technologies and products

41
QISDA Corporate Sustainability Report 2022
Product Innovation and Responsibility
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Though industry–university cooperation projects, Qisda encourages professors and students in 
universities to jointly participate in the research in the field of AI and smart technology 
application. The industry–university technological research in 2022 focused on three major 
aspects: “Smart Location,” “Smart Medical Care” and “IoT.” In the same year, a total of 10 
cooperation projects were implemented with more than 10 research students under training. 
The topics for the industry–university research included:
The material contents of Qisda’s cooperation with universities in 2022
Material Industry–
University Cooperation
Application Results
Application of AI:
Development of (1) medical care,    (2) electricity 
inspection,    (3) edge computing and motion control, 
(4) radar beamforming, and other forward innovative 
technologies.
Application of smart technologies:
1. The Smart Campus sports science-based teaching
system (live recording with instant replay)
2. Safety monitoring devices and integration for campus
With recorded videos and instant replay, we are able to effectively correct the erroneous postures 
of athletes in accordance with technological analysis. We record videos during the whole process 
from every angle, including left and right or even underwater and on the surface if in a pool. This 
can be used to teach athletes about postures. In addition, we collect statistics and calculate ball 
speed in order to provide recommendations on tactic development and collect data of situations 
in the future in the hope of enhancing athletic performance and reducing sports injuries.
With the established cameras and 360-degree emergency helping booths, we combine the 
rolling doors, elevators and rooftop high-speed cameras of the Administration Building (Yun-Ping 
Building) and integrate the videos, sounds, emergency intercoms, remote monitoring and instant 
recording in the Situation Monitoring Center. Quick inquiry and video replay are available with the 
videos being stored for 30 days. With emergency helping booths, 24-hour 360-degree video and 
audio recordings are provided, and help can be requested by communicating with the Situation 
Monitoring Center via the button. Finally, cameras are installed across the eight campuses and 
the Administration Building (Yun-Ping Building) of NCKU for the integration of campus safety 
applications, namely, the smart campus and building PoC.
Successfully developed technologies/products in 2022
LCD Display
Product
Curved QD-OLED displays, Ultra-fast (360Hz) IPS gaming monitors, 
cost-effective local dimming with 96 zones, the DisplayHDR 1400 certifi-
cation, 4K/144Hz/Mini-LED backlit displays, 1,000R curved displays, OLED 
4K/HDR, Thunderbolt 3 displays, borderless displays, displays for special 
purposes with eye-care technologies and Privacy, Portable and Eyesafe 
certifications, G-Sync R4/high refresh rate and night vision monitors for 
gaming, professional color management display (for photography and 
photo-editing), and the Display Arrangement Manager application.
The DMD or LCD panels of projectors are monopolized by TI, Epson, and 
Sony. Moreover, it requires a lot for companies to enter the light source 
industry, which has resulted in an oligopoly. The Company maintains 
close collaborative partnerships with manufacturers of material parts 
and components to ensure a stable supply of these items. Our projec-
tor products include high-brightness interchangeable-lens laser pro-
jectors for large venues, high-brightness 4K UHD laser projectors for 
business, 4K UHD laser projectors for small theaters, and 4K UHD 
ultra-short throw laser TV projectors.
We focus on the R&D of high-quality, reliable and innovative medical 
and care products as well as solutions to provided complete medical 
equipment, advanced medical services and personalized care for the 
creation of better lives.
The BenQ Medical Center in Nanjing acquired the IoT Hospital Certifica-
tion and JCI Certification in 2020; it was also certified by the National 
Chest Pain Center, Stroke Center and Atrial Fibrillation Center. In addi-
tion to having a division for oncology, a key discipline in Suzhou City, the 
BenQ Medical Center has also committed itself to establishing key 
discipline units that include the Center of Critical Care Medicine and 
departments of orthopedics, obstetrics and gynecology, rehabilitation, 
gastroenterological internal medicine and cardiovascular internal 
medicine. In 2022, the BenQ Medical Center in Nanjing officially became 
a Tier 3, Grade A general hospital, making it the first Tier 3, Grade A 
private hospital in Nanjing.
Projector
Product
Medical
Service
National
Taiwan
University
National
Cheng Kung
University 
6
patents
4
patents
Type
Campus
safety
Smart
campus
Medical
inspection. 
Utilizing forward R&D momentum, such as AI/MI and edge computing, in the application 
of products and technological innovation in different fields.

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QISDA Corporate Sustainability Report 2022
Product Innovation and Responsibility
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Development History of Smart Factories
Smart Factory and Innovative Actions
In order to meet market demands and maintain competitiveness, Qisda has introduced the 
design of smart factories since 2015. By combining statistical analysis, robots, AI and other 
technologies during the production, we realize the production mode in which manufacture in 
factories is transformed to improve production efficiency and quality. We lead the industry in 
launching a production and manufacturing information system relevant solution, providing a 
platform that highly integrates hardware and software. In 2017, Qisda established the second 
term of the smart factory at the Taoyuan headquarters, and further designed three safety 
protection mechanisms with ISO 10218 and TS 15066 as the basis in 2019, through which we 
significantly enhance the safety of human–robot collaboration and have obtained the first 
certification of safety in human–robot collaboration in Taiwan. Through the setup of smart 
manufacturing solutions, the production quality can be improved while the waste caused by 
the sales per unit area can be reduced, which enhances the overall production efficiency of the 
plants. We had already promoted the application of the smart factory related technology – the 
automatic guided vehicle (AGV) – in wafer fabs and automobile factories in 2021. Further in 
2022, we advanced to smart warehousing that allowed products to be placed and stored in 
the warehouse and then shipped from the dock. With this, we have realized unmanned 
operations and implemented smart inventory management throughout the entire process at 
the same time.
Started introducing the design of smart 
factories
Second term of the establishment of smart 
factories by Qisda’ s Taoyuan headquarters
Acquisition of the first certification of safety in 
human-robot collaboration in Taiwan
Smart and automated warehousing for 
all-time smart management
Completed promoting the application of the 
automatic guided vehicle (AGV) in wafer fabs 
and automobile factories
2015
2017
2019
2021
2022

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QISDA Corporate Sustainability Report 2022
Product Innovation and Responsibility
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
   Concept of Incorporated Design
Qisda has introduced the environmentally conscious design (IEC 62430) since 2010, and 
continued to promote the concept of product life cycle. We require that green design be 
included in the beginning of the product R&D to assess the potential environmental impact and 
risks caused by the designed products/components in different phases of the life cycle. 
Furthermore, we hope to simplify our design, so that we can reduce the environmental impact 
from the very beginning of the design. We believe that we should combine ecological design with 
quality management and produce products that are helpful to the environment with great 
functionality. Since 2013, we have combined the incorporated design (ISO 14006) with the 
environmentally conscious design (IEC 62430), the environmental management system (ISO 14001) 
and the quality management system (ISO 9001), and introduced them to the R&D process, 
establishing a structure of incorporated ecological design. Since 2013, we have received 
statements of the integrated design (ISO 14006) and the green design (IEC 62430) for products 
such as displays, projectors, smart phones, scanners, multimedia players and light fixtures.
Qisda aims to maintain and implement the vision of corporate sustainable development (ESG): 
“Being an innovator for the design and manufacturing of ICT and medical products that 
boosts the quality of human life and stays friendly to the Earth.” The process of promoting 
green, sustainable products can be divided into different phases. We extend our vision from the 
organizational environment to the whole product environment and focus on the environmental 
impact of the products after they leave the factories. We implement big picture thinking 
and consider about the products’ impact on the environment during their life cycle.
Tracing from the product environment to the beginning of design, Qisda places importance on 
introducing the green elements since the beginning of design, believing that it is the only way to 
reduce the products’ impact on the environment at each stage of their life cycle. Qisda 
combines the methods of green design with the quality process, and further builds a close tie 
between them and the procedure of product design and R&D. We reach the highest efficiency 
by conducting inspections and adjustments at every stage of design.
Starting from 2010 (2009 as the baseline year), we have combined the elements of green 
design with the product design and R&D process, and established management systems with 
respect to the environmentally conscious design (IEC 62430) and the incorporated ecodesign 
(ISO 14006) guidelines.
Qisda combines the concept of life cycle with the procedure of product design and R&D, setting 
up goals for green design at the early stage of design. We conduct inspections at every stage 
of design to ensure product compliance with the customers’ requirements and the importing 
countries’ laws. Moreover, we make self-improvements, improve energy efficiency of the 
products, and reduce resource consumption by doing so. Compared to our performance in 
2015, we have saved 42.32% of energy, reduced 38.95% of material and resource consumption, 
and reduced 45.47% of carbon from 2016 to 2022. Qisda has mapped the future for 2025 and 
continued promoting the green design 555 (energy saving %, material reduction %, carbon 
reduction %) plan to reduce environmental pressure and increase the efficiency of products, 
further provide products of even better quality to customers and establish sustainable 
value in the products.
Green Product
Green
Sustainability
EPR
LCT
ECO
Design
Environment of
Product Design
Sustainable Value
of Products
Organizational
Environment
Product
Environment
Combination
with Quality
Qisda’s Green Product Evolution Stages

44
QISDA Corporate Sustainability Report 2022
Product Innovation and Responsibility
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
feedback
LCT
CFP
ERM
ErP
WEEE
GDMS
GPMSA
EMC
Environmental risks assessment
for the products (passive/active)
Procedure of Product Design (Qisda Q System)
Assessment of environmental
pressure and cost variation
Improvement of the
goals and targets
Ecological
benefits
Carbon
reduction
platform
platform
Qisda’s Structure of Incorporated Ecological Design
Initial Design Stage
      Confirmation of customer/regulatory requirements
       Incorporation of development specifications
Middle Design Stage
      Design audits
       Ecological design levels assessment
Final Design Stage
      Hazardous substance management
       Product recovery rate/disassembly report
        Life cycle assessments (EPD, CFP, etc.) 
         Green design performances
Design
Manufacture
Use
Disposal
Company Policy
Principles of
product design
Energy saving by 42.32%,
material reduction by 38.95%,
carbon reduction by 45.47%
Achieved in 2022 
(with 2015 as the
baseline year):

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QISDA Corporate Sustainability Report 2022
Product Innovation and Responsibility
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Principle/approach of ecological design
Process of ecological product design
Qisda requires that green design be included in the beginning of the product R&D to assess the potential 
environmental impact and risks caused by the designed products/components in different phases of 
the life cycle. We also requires implementation of proper management from the very beginning of the 
design. Thus, based on the status and experience in design of each product line, we established 
interdepartmental green design principles for the R&D staff as a guideline and a choice for related 
manufacturing procedure. We place importance on the four major green design approaches during the 
R&D stage, which are material reduction, hazardous substance management ,energy saving, and 
reclaim. In the middle of design, we use the internal WEEE platform to make product recovery rate 
assessments, and see if the recovery rate of the product meets Qisda’ s basic requirement. The product 
can only move on to the next stage of the design process after confirmation.
1. Reduction of raw material consumption
Reduce volume and weight of the products and the packaging as well as the number of the products’ 
components; take modular design into consideration. Until 2022, the weight and the materials of products 
had reduced by 38.95% in all production lines averagely.
2. Hazardous substances
For the chemicals that could be used in products or during the producing process and are harmful to the 
environment, Qisda has established the “Hazardous Substance Control List” according to the international 
regulations and the requirements of the customers. Qisda strictly manages the component and material 
approvals, and strongly inspects imported materials. We establish a systematized management mechanism 
to ensure that our products comply to international regulations and meet the customers’ requirements. We 
hope to reduce the usage of hazardous chemicals year over year while avoiding damage to human bodies 
and the environment during product transportation, use and disposal.
3. Energy saving
Qisda especially focuses on increasing energy efficiency and reducing the energy consumption of shutdown 
and standby mode. We also compare the data of contemporary models with that of the previous 
generation models to confirm the achievement of energy saving performances. Qisda not only meets 
international requirements (such as ErP, TCO and Energy Star), but also takes self enhancement and 
continuous improvement as an aim, takes them into consideration and makes them our operation framework. 
Until 2022, all product lines had increased energy efficiency and saved energy by 42.32% on average.
4. Product disposal
Qisda especially considers the products’ recovery rate and the difficulty in disassembling them since the 
product design process starts. We think about the way of composing the products from the beginning 
and avoid using materials and manufacturing processes that make products hard to dismantle, such as 
bonding, soldering or embedding. Products and samples with plastic components that weigh 25g or 
above should be labeled with a list of materials, and the plastic components used cannot be composed 
of more than two kinds of materials.
Confirmation of customer/regulatory requirements: Confirm the regulations/ver-
sions of the customers and the importing countries, and submit the requirements to 
the system, sending them internally to the management units responsible for 
subsequent processes.
Incorporation of development specifications: Convert the regulations of the 
customers and the importing countries to design specifications as design inputs at 
the initial design stage.
Design audits: Double-check the blueprints and prototypes to see if they meet 
the requirements and if there’s any quality issue.
Ecological design levels assessment: See if the products meet other international 
requirements in addition to those of the customers and the importing countries, 
and label the products with golden, silver and bronze medals according to their 
ecological design status. The distribution of advantage and disadvantage of the 
product design is also provided as the improvement guide for next generation 
products.
Hazardous substances management: Provide corresponding reports for 
customers based on their requirements and check the compliance status of each 
component again.
Product recovery rate/disassembly report: Calculate the recovery rate of the 
models and make disassembly analysis reports through the internal WEEE platform.
Life cycle assessment: Collect internal and external information through Qisda’s 
carbon management platform, and provide product carbon footprint reports and 
lists of recommendations for reducing carbon right after mass production.
Green design performances: Compare existing products with the previous 
generation models and make assessments of design improvement performances 
to see the status of achieving goals such as energy saving, material reduction and 
carbon reduction.
(1)
(2)
(1)
(2)
(1)
(2)
(3)
(4)
Concept
Requirements
Methods
Concept
Requirements
Methods
Initial
Design
Stage
Middle
Design
Stage
Final
Design
Stage
In order to implement ecological design for all models and meet the requirements of customers/importing 
countries while continuously promote material reduction, energy saving and carbon reduction, the design 
process of the machines can be roughly divided into three stages.

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QISDA Corporate Sustainability Report 2022
Product Innovation and Responsibility
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
思維 
要求
作法
Environmental risks assessment for the products
In 2010, Qisda led the field in establishing carbon management platform. By using the bill of 
materials (BOM) system, we listed the corresponding components and integrated them with the 
component approval system to collect the material and process parameter of each component. 
Then, we imported the data into the Simapro system before mass production, generating a product 
carbon footprint report. This way, we immensely reduce the operation time. It used to take six 
months, and now the products are available right after mass production. We also establish the 
horizontal development of the carbon inspection, inspecting not only one model, but other product 
lines and models. Thus, Qisda has achieved the goal of providing carbon footprint reports for all 
main models since 2012. In the future, Qisda will also integrate the information of product disposal 
and energy consumption on the WEEE platform so as to present the carbon footprint of the 
products, from idea to disposal, in a way closer to completion.
In 2013, Qisda established the product-related environmental regulation management platform 
to completely connect with the customers’ /company’ s requirements. Based on the various 
requirements of each model, the system converts itself to suitable specifications for mandatory 
and optional design audits, offering audit lists at the subsequent design stages to ensure that our 
product design meets the customers’ /company’ s requirements, all the while avoiding rework 
costs.
We will continue to connect/integrate Qisda’ s systems and resources to make the most of 
information, and further reduce time on rework and sending information between departments.
Based on the requirements of the customers/importing countries, Qisda actively assesses if the 
design of products can be further simplified to leave out unnecessary manufacturing process and 
parts. Every year, we perform periodical assessments on the environmental impacts of each product 
type. The current and new design specifications/process of the product line are taken into 
consideration when assessing the possible impacts and risks brought by it in each stage of the life 
cycle. We also make comparisons with the previous models or benchmark products in the industry 
to identify high-risk parts and manufacturing processes, and then establish affordable and feasible 
improvement plans to reduce environmental pressure. These plans shall be implemented for the 
next generation models.
Continue to optimize the carbon footprint management system and avoid omissions with 
inspection reports.
At the same time, we have developed the high-level analyzing function to improve the capability of 
analyzing completely during the LCA as well as better presenting and improving the environmental 
impact in each stage of the product life cycle.
Among the display products, the life cycles of models accounting for 12.1% of the Company’ s revenue 
were fully assessed in 2022.
Other than that, models on which the simple life cycle assessment was conducted accounted for 9.3% 
of the Company’ s annual revenue in 2022 (excluding the models that were already assessed in 
previous years).
The products for which the energy label (Energy Star 8.0) was obtained had a 56% share in the 
Company’ s annual revenue in 2022. According to the calculation made based on the statistics on 
new and major Energy Star 8.0 models (accounting for 31% of the annual revenue) in 2022, the carbon 
emissions were expected to be reduced by a total of 64,958 tonnes.
Concept
Requirements
Methods
Concept
Requirements
Methods
Platform data integration

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The requirements of each stage during the product life cycle are explained below:
Stage of Life Cycle 
In addition to considering using parts that consume less energy and reducing the quantity 
of the parts used, parts in compliance with the EU Restriction of Hazardous Substances 
(RoHS) Directive or with the customer’ s personal requirements for the prohibition and 
limitation of the use of hazardous substances must be adopted.
Qisda has implemented the environmental management system (ISO 14001) since 1997 and 
the occupational safety and health management system  (ISO 45001) since 2001, committing 
to reduce the impact on the environment and potential risks during the production. We 
obtained the Green Factory Label in 2016 and established relevant energy saving as well as 
waste reduction performance indicators to implement goals of green operation.
Qisda thinks about reducing the volume of end-product packaging as well as utilizing parts 
produced by local suppliers at the early stage of new product design in order to reduce oil 
consumption during the stage of distribution and transportation in the hope of preventing 
more impacts on the environment.
Qisda not only meets international and customer brands’ requirements (such as the ErP, TCO 
and Energy Star), but also takes self enhancement and continuous improvement as an aim 
to keep on improving the design with respect to the energy consumption of products. 
In addition, we also establish the internal “design for service” and design verification systems 
to make sure that our products meet the customer brands’ requirements for after-sales 
services and reliability for use, hoping to satisfy the market demands.
Qisda especially considers the products’ recovery rate and the difficulty in disassembling them 
since the product design process starts. We think about the way of composing the products 
from the beginning and avoid using materials and manufacturing processes that make 
products hard to dismantle, such as bonding, soldering or embedding. Products and samples 
with plastic components that weigh 25g or above should be labeled with a list of materials, and 
the plastic components used cannot be composed of more than two kinds of materials. 
In the middle of design, we use the internal WEEE platform to make product recovery rate 
assessments, and see if the recovery rate of the product meets Qisda’ s basic requirement. 
The product can only move on to the next stage of the design process after confirmation.
1. In our sites around the world, the carbon emissions per personal hourly electricity 
consumption were 1.92 kilograms of CO2e in 2022, falling by 23% compared to that 
of 2021, which was 2.5 kilograms of CO2e.
2. The global energy consumption per million USD production value (kWh) was
29,436 kWh, which was 7% more than the 27,532 kWh in 2021.
3. Qisda has been building solar power systems since 2022. In 2022, the systems 
produced electricity was about 5,200,534 kWh, and they helped reducing carbon 
for around 2,980 tCO2e.
4. The global water consumption per million USD production value was 106 tonnes in 
2022, having an around 0.7% decrease in comparison with 2021.
5. The proportion of recyclable waste reached 90% in 2022.
From 2019 to 2022, the product recovery rate had been in line with the WEEE 
requirements.
Percentage of 
products 
complying with 
WEEE requirements
2019
2020
2021
2022
100%
100%
100%
100%
Case
Requirements 
Raw
materials
Manufacture
Distribution
Use
Waste
 disposal
1. In 2022, all of the raw materials of the new products were in compliance with the 
EU RoHS Directive. 
2. With 2015 as the baseline, the quantity of materials for product design in 2022 was 
reduced by 38.95%.
In 2022, for the proportion of procurement in China, 73.8% of Qisda’ s items were 
actually purchased in local areas.
With 2015 as the baseline, the energy consumed during product use reduced by 
42.32% in 2022 thanks to the energy-saving design.

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   Recovery Benefits
Raw material stage:
In response with the customers’ requirements as well as Qisda’ s pursuit of eco-friendly 
operation, the use of recovered materials has been gradually increased. Between 2019 and 
2022, the share of the display models for which recovered plastics were used in the operating 
revenue is shown below:
The proportion of the 
display models made 
of recycled plastics in
the operating revenue
2019
2020
2021
2022
2019
2020
2021
2022
Income of Suzhou Plant 
from waste Recycle
(Currency: RMB)
35,901,601      26,995,126       28,686,797      29,198,303
For new R&D personnel: Qisda holds periodical general courses in green product design. 
Starting with product functional design, we gradually bring in the elements and directions of 
green design through simple games. Then, we approach the design process and actual 
cases of Qisda’ s green products. The examples include the concept of life cycle, 
applications of the life cycle concept, redesign of green products, the structure and 
elements of green products, and the corresponding documents for the Q process.
For senior R&D personnel: We open professional courses according to the requirements of 
each department or project. The knowledge and skills are internalized as internal documents 
and SOP, and are passed on to the R&D personnel through the courses with the help of 
software platforms. For example, there are courses relevant to cognition and interpretation 
of international regulations, life cycle inspections and assessments, ecological design, design 
methods, product disassembly and analysis, application of software platforms, etc.
For the R&D executives of management bodies: We provide courses about green management 
regularly to let them understand the management status of existing products and areas of 
enhancement for management. Moreover, the courses allow them to establish suitable 
management approach based on the status of each product line.
Training for Green Talents
34%
36%
52%
62%
Disposal
Distribution
Manufacture
Product
Life Cycle
Green Design:
   Recycled
   Hazardous 
   substance free
   Energy saving
   Recovery
Management system
Energy saving and 
carbon reduction
Reduction of 
packaging materials
Volume
Weight
Energy saving
Recycled materials
Renewable materials
The 3Rs assessment
Design
Use 
Qisda’s Concept of Product Life Cycle
Manufacturing stage:
Waste from the manufacturing process can also generate economic benefits. From 2019 to 
2022, the Suzhou Plant’ s income from waste recovery in each year is as follows:
1.
2.
3.

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   Quality/Hazardous substance management
Qisda devotes itself to promoting the quality management system (ISO 9001), the medical 
devices quality management system (ISO 13485), the automotive quality management 
system (IATF 16949) and the hazardous substance process quality management system 
(IECQ QC 080000). We design and manufacture products that conform to laws, regulations 
and the requirements for customer safety and health. In the “Quality and No-Hazardous 
Substance Handbook,” we clearly disclose Qisda’ s policies for quality and hazardous 
substance free, and the policies are verified by a third party.
The President of Qisda also serves as the person in charge of our quality/hazardous 
substance management system, who supervises and establishes different levels of QA 
teams and coordinators to promote the quality/hazardous substance free policies 
throughout the company and require the employees’ compliance. By using communication 
methods such as educational training, internal announcements on the official website, 
promotional cards, Qisda guides our employees to be aware of the importance of meeting 
the requirements of laws and regulations, the quality policies of the Company, the quality 
goals and the requirements of the customers. We also inspect the suitability of the 
management system and the usability of resources during management review meetings. 
We hope to improve the process continuously, reduce defects and waste, and make 
improvements in quality and productivity by pursuing continuous enhancement and precaution 
with the most economical methods. Meanwhile, we hope to meet the EU RoHS Directive and 
the customers’ requirements, and further have our products comply with society’ s expectation 
and reduce negative impacts to the environment. In the recent 3 years (2019–2022), the 
customers had been updating their requirements for the hazardous substance control for 
products. In total, there were 15 updated versions and 49 additional substances for inspection. 
We had performed inspections in accordance with the requirements of customers and 
international environmental laws with both the inspection rate and the compliance rate 
reaching 100%. However, the customers have not demanded that we focus on the goal of 
hazardous substance reduction for OEM products in the next 3 years.
In 2022, there was no violation of laws or voluntary standards with respect to the health and 
safety impacts in the life cycle of products. The was also no violation of any information and 
labeling regulations or voluntary protocols with respect to products and services.
In 2022, a total of 19 models conformed to the voluntary standard of TCO Certified, generation 
9, for displays and completed the application for certification to meet the customers’ 
requirements. In the aspect of management, Qisda converts reasonable requirements to 
implementation plans through the new product development system. We divide the process of 
product development, from idea generation to the final stage, into seven phases 
(Q00-Q60) based on the mission and management goals of each development stage. By 
doing so, we ensure the quality and reliability of the products. In addition, Qisda establishes 
internal product development process through the management system described above. 
We also ensure that all products produced by Qisda and delivered to the customers meet 
the following requirements:
Plans for training green talents
Function
Course
Management
Course
Freshmen
Senior employee
Manager
Awareness 
  Education
Influence
Keep Going
General 
education
Advanced 
education
Deepening 
management

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QISDA Corporate Sustainability Report 2022
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According to the customer’ s requirements, Qisda can only start mass 
production after obtaining product-related certifications through tests 
in order to ensure that the customers can receive the products without 
concerns about product safety.
Prohibitive measures with respect to environmental hazardous substances 
have been implemented for all products produced by Qisda. In addition, 
we have presented requirements to the suppliers in accordance with 
relevant specifications to ensure the compliance with laws, regulations 
and Qisda’ s rules. With this, source management can be implemented.
1. Product safety:
Reduction and precaution of product-related danger such as electrical leakage, energy 
and fire generated by short circuits, heat during operations, chemicals and radiation. 
For instance, the Taiwan BSMI certification, the U.S. UL standards (UL60950-1 E d. 2/ 
IEC62368-1/UL62368-1), the China CCC standards (GB 4943.1-2011/GB8898-2011), etc.
2. Electromagnetic compatibility (EMC):
Detection of electromagnetic radiation emitted by electronic products and its 
impact on human bodies, public electrical grid and other electronic products that 
function normally; testing of whether the electronic products function stably without 
being affected in electromagnetic environments. For instance, the U.S. FCC labeling, 
the Canada ICES-003 issue 7, the EU CE marking (EMC Directive 2004/108/EC, Low 
Voltage Directive 2006/95/EC), etc.
3. Energy consumption of product
Reduction of energy consumption during the product life cycle to improve efficiency 
and reduce energy use. For instance, the U.S. Energy Star, the EU ErP Lot 5, the EU 
Energy Label, and the China Energy Label (CEL), etc.
All products must meet the requirements of the “Non-hazardous
Substance Process Management Procedures”
Qisda complies with the goal: “Our products and services must conform to the 
promised quality, specification, cost and delivery date; We must devote ourselves 
to energy saving and environmental protection when designing and manufacturing 
the products, and fulfill the corporate social responsibility.” We also comply with 
the quality/hazardous substance free policy and will spare no effort to promote 
and establish systems that meet the international standards, such as the ISO 9001 
“quality management system” and IECQ QC 080000 “hazardous substance 
process quality management system.” We strive for improving the process 
continuously, reducing defects and waste, and making improvements in quality 
and productivity by pursuing continuous enhancement and precaution with the 
most economical methods. Meanwhile, we are dedicated to complying with 
regulations related to hazardous substances  (such as the EU RoHS Directive) and 
meeting the customers’ requirements, and further complying our products with 
the society’ s expectation and reducing negative impacts to the environment.
Qisda also makes cards and built a mobile app (Qplay) about the quality policies 
for all employees to check them out anytime.
Relevant certificates are also stored on the internal and external websites.
Qisda verifies that its products comply with the EU Restriction of Hazardous 
Substances (RoHS) Directive and conform to the customers’ personal requirement 
that we prohibit and limit the use of hazardous substances before mass production. 
Meanwhile, Qisda audits all suppliers regularly, strictly manages component and 
material approvals, and strongly inspects imported materials. By doing so, we 
establish a systemized management mechanism to ensure that the customers 
can receive the products without concerns about health.
Qisda’ s policy of quality/non-hazardous substance
1.
2.
3.
4.

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U.S.
Energy Star
TCO Certified
Displays 9
19
models
109
models
Remarks
RoHS
Number of
Models Submitted
in 2022
Environmental
Certification
10
models
100%
models
Number of
Models Submitted
in 2022
Environmental
Certification
The numbers of models qualified for environmental certifications and applications in 
2022 are as follows:
China
Environmental
Labeling
(the Ten-Ring
Certification)
TCO Certified is a world-leading sustainability 
certification for IT products. Its criteria are designed 
to drive social and environmental responsibility 
throughout the product life cycle. Compliance is 
independently verified, both pre and post certification.
The U.S. Energy Star program was launched by the 
U.S. Environmental Protection Agency in 1992 with the 
aim of reducing energy consumption and the 
greenhouse gas emission of power plants. 
Participation in this program is not compulsory. 
Companies voluntarily participating in the program 
are allowed to put an Energy Star label on their 
qualified products. In 2022, products with the Energy 
Star environmental label accounted for 56% in the 
total product revenue.
To connect with the world, Qisda adopts the SDG Compass Guide as reference to set 
performance indicators for the potential risks that require prior management in the 
Company’ s value chain. Moreover, with the existing core R&D strength and operating 
strategies incorporated, we also launch a variety of relevant products and services in 
accordance with the SDGs, in order to make corporate responses to the international 
trend of sustainable development.
Products and Services in Response to the UN SDGs
RoHS is a compulsory standard formulated by the 
EU, mainly aiming to restrict hazardous substances 
in electric and electronic devices and further protect 
human health. It also ensures proper recovery and 
disposal of waste for environmental protection. 
Qisda’ s products that are in compliance with the EU 
RoHS Directives account for 100% in the total product 
revenue.
The China Environmental Labeling is a certification 
launched by the government. Products certified with 
the label not only pass the quality standard, but also 
meet the requirement of environmental protection 
during the process of production, use and disposal. 
Compared to other similar products, the certified 
products have advantages in environmental aspects, 
such as low toxicity and hazardous substances, 
resource saving, and so on.

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Solution
Description
       Applied Software and Hardware                   SDGs
Based on the core of offering big data learning and analysis services of flipped classroom model 
and education, the Company makes seamless integration of the software, hardware and 
teaching/learning experience, supports the learning application scenarios, and provides education 
cloud services. Ranging from the Campus Security Monitoring, School Administration & Student 
Information System to Smart Classroom System, we leverage our specialties in information 
system to comprehensively address the needs of school administration and of the parents, 
teachers and students.
School administration & student 
information system
Comprehensive education cloud 
system
Parent-Teacher-Student Platform 
and 1-Campus APP
Campus security monitoring system
Automatic guided vehicle (AGV)
Warehouse management system 
(WMS), supervisory control and 
data acquisition (SCADA), smart 
environmental safety management 
(SESM), smart cloud situation room 
(SCSR), radio frequency identification 
(RFID), traceability, etc.
PoE switch
Automated monitoring system for 
energy saving of AC and lighting
Smart Energy
Smart
Education
Smart
Manufacturing
BenQ Business Solutions, an affiliate of Qisda, is the only “ADR 2.0 Ready” certified energy 
saving technology company in Taiwan. It creates intelligent green energy and smart 
management for energy saving and full-time monitoring of IoT equipment used in the 
domestic manufacturing and service industries. In 2021, the service scope has been extended 
to include the energy creation and storage system; the customers are provided with 
one-stop energy management services, receiving our support to make plans and progressively 
fulfill the requirements of net zero carbon emissions that attract more and more attention. 
We are the first one in the industry to introduce the solution of production and manufacturing 
information system and provide a platform of high software and hardware integration. In 
2017, we set up the Phase 2 smart plant at the headquarters in Taoyuan. As of 2022, AGVs have 
been adopted by several wafer fabs and automobile factories. Qisda’ s smart plant has 
received the first safe human–robot collaboration certification in Taiwan, and the Green Factory 
Label from MOEA for the second time. Through the setup of smart manufacturing solutions, the 
production quality can be improved while the waste caused by the sales per unit area can be 
reduced, which enhances the overall production efficiency of the plants.
Hardware
Software
Hardware
Software
Hardware
Software

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Hardware
By combining rich clinical resources and professional technologies of medical equipment and 
materials, and incorporating the internationalized design capability and software/hardware 
integration services, we create opportunities for a quality and healthy life. The pandemic 
prevention and disinfection robots demonstrated their functions during the pandemic in 2022. 
The UV fluorescent tubes are capable of disinfecting in the hospital at a preset time and in a 
specified location. The trackless 3D laser and supersonic sensing equipment can work 
independently and provide additional introductory and transporting functions to reduce the risk 
of infection to the pandemic prevention personnel. The smart hospital wards, smart emergency 
room dashboard, clinic check-in and queuing management system and service desk management 
system all make the treatment-seeking process effectively organized; the efficiency has been 
boosted, the direct contact has been avoided, and the risk of infection has been reduced.
Medical display, ultrasound scanner, intraoral 
scanner, surgical table, transporting robots in 
operation rooms and disinfection robots
Group fitness system, health management 
system, integrated operating room solution, 3D 
dental implant integration service, dashboard 
application, clinic check-in and queuing 
management system, service desk management 
system, etc.
POS terminal, mobile POS, large commercial 
display, projector and other peripheral 
equipment
Content management system (CMS), 
electronic shelf label, hotspot analysis
Human capital management (HCM), 
supplier relationship management 
(SRM), business process management 
(BPM)
Solution
Description
Applied Software and Hardware                  SDGs
Smart Health
Smart Retail
Smart
 Enterprise
Software
Hardware
Software
Software
The Company satisfies the needs for diversified one-stop hardware shopping of the retail industry, 
and puts together a variety of software system services for precision marketing and interactive 
consumption. We have provided our customers with people flow analysis service for stores; with 
such support, the customers’ revenues of the stores have increased by 20% compared to those of 
the time before the service implementation. Qisda’ s affiliates, Partner Tech Corp., LaFresh, etc., 
have integrated all the online and offline channel platforms in an active manner, providing highly 
integrated self-order, checkout and kitchen management systems for the stores of catering 
industry in the popular trend of food delivery and take-away under the pandemic. With systematic 
process management, such stores can fulfill the consumer needs for food ordering and taking 
processes that are more feasible and diversified in the pandemic era.
Qisda’ s affiliate, BenQ Business Solutions, has mature software development capability. Certified 
by CMMI5, the company, with experience of serving more than 700 well-known customers on the 
both sides of the Taiwan Strait and top-100 companies in China, supports the customers to 
become smoothly operating smart enterprises by offering highly flexible modular services.

Life Cycle Assessment
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QISDA Corporate Sustainability Report 2022
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According to ISO 14044:2006 life cycle assessment standards in the life cycle assessments, 
the product life cycle includes raw material acquisition, production, distribution, use, and 
end-of-life treatment stages. For LCD monitor products, the scope of the system boundaries 
has been defined as cradle to grave, which includes all stages of the full life cycle.
(1) Raw Material Acquisition Stage
Information regarding raw material stage on LCD monitor products includes the process of 
manufacturing main materials, auxiliary materials and packaging materials (referring to the 
raw material mining and manufacturing of the supply chain), and the related transportation to 
the manufacturing plant of Qisda.
(2) Production Stage
The process of production stage on LCD monitor products includes the energy used in the 
manufacturing and the related processes of waste treatment.
(3) Distribution Stage
The distribution information of the LCD monitor products includes the shipments from the 
manufacturing plant to the first-tier deliver points (or warehouse)
Due to the difficulty in collecting, data related to sales operations is not included.
(4) Use Stage
The energy consumption of LCD monitor products is calculated according to the use phase 
scenario and product lifetime. The power consumption under the consumer use phase 
scenario is defined based on the latest version of the Energy Star monitor testing standard.
(5) Waste disposal and recycle
Reporting of information such as dis-assembly reports and sales area recycling channels 
mentioned in the 3Rs report of LCD monitor products. It distinguishes the disposal methods 
of each component at the end-of-life treatment stage and includes the relevant processes 
of incineration and landfill in calculation.
Life Cycle Assessment
System boundaries
Life cycle stage
Allocation method
Raw material
acquisition
Production
Distribution
Use
Waste disposal
and recycle
The life cycle assessment software used for the carbon footprint calculation of this product is 
SimaPro v9.3.0.3 version, and its database is Ecoinvent 3.8. The life cycle impact assessment 
The life cycle assessment software used for the carbon footprint calculation of this product is 
SimaPro v9.3.0.3 version, and its database is Ecoinvent 3.8. The life cycle impact assessment 
methodology follows the ReCiPe 2016 Midpoint methodology for product life cycle assessment 
analysis, revealing 18 environmental impact categories.
Calculation method of product environmental footprint: environmental footprint = activity 
intensity data × emission factor
The life cycle assessment is to check and calculate the product environmental footprint at each 
stage of the life cycle (from raw material mining/manufacturing, transportation, manufacturing, 
distribution, product use and product final disposal) and its supply chain emissions.
1.
2.
The calculation of raw materials is according to the actual 
production quantity (weight) as the basic parameter.
The calculation of raw material transportation is multiplying the 
above parameter by the actual transportation distance from the 
supplier's production site to Qisda's Suzhou factory.
At production stage, for input, output and emission data, we use 
"production weight" as the factor to allocate the data to the 
target product.
The actual weight of the target product shipped from the factory 
to the first distribution point (or warehouse) is multiplied by the 
transportation distance, and then allocated to a single product.
Allocation according to the sales proportion of each region.
The weight is used as the basic parameter for allocation according 
to the disposal way of each component after disassembling the 
product.

Life Cycle Assessment
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QISDA Corporate Sustainability Report 2022
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Environmental Impact Assessment Results at Every Stage of the Lifecycle
Impact category
Unit
Carbon Footprints(Climate change)
Stratospheric ozone depletion
Ionizing radiation
Ozone formation, Human health
Fine Particulate matter formation
Ozone formation, Terrestrial ecosystem
Terrestrial acidification
Freshwater eutrophication
Marine eutrophication
Terrestrial ecotoxicity
Freshwater ecotoxicity
Marine ecotoxicity
Human carcinogenic toxicity
Human non-carcinogenic toxicity
Land use
Mineral resource scarcity
Fossil resource scarcity
Water consumption
kg CO2e
kg CFC11 eq
kBq Co-60 eq
kg NOx eq
kg PM2.5 eq
kg NOx eq
kg SO2 eq
kg P eq
kg P eq
kg 1,4-DCB
kg 1,4-DCB
kg 1,4-DCB
kg 1,4-DCB
kg 1,4-DCB
m2a crop eq
kg Cu eq
kg Oil eq
m3
1.05E+02
6.85E-05
7.69E+00
2.70E-01
2.38E-01
2.84E-01
5.84E-01
8.40E-02
1.35E-01
1.73E+03
2.23E+01
2.89E+01
1.30E+01
3.66E+02
4.95E+00
1.71E+00
2.54E+01
4.55E+00
2.03E+00
4.19E-07
2.99E-02
5.36E-03
2.93E-03
5.43E-03
6.60E-03
3.66E-04
2.66E-05
2.25E+00
6.87E-02
8.66E-02
6.48E-02
1.03E+00
2.88E-02
2.48E-03
3.76E-01
5.31E-0
1.81E+00
1.28E-06
3.07E-02
2.10E-02
7.00E-03
2.12E-02
2.10E-02
3.05E-04
8.62E-06
1.82E+01
2.48E-02
4.28E-02
7.83E-02
7.28E-01
5.96E-02
3.58E-03
5.75E-01
2.28E-03
7.31E+01
3.18E-05
1.14E+01
1.17E-01
1.35E-01
1.19E-01
1.91E-01
5.02E-02
3.40E-03
1.27E+02
5.02E+00
6.37E+00
4.09E+00
7.72E+01
1.52E+00
1.05E-01
1.96E+01
4.53E-01
3.73E-01
9.41E-07
9.88E-04
6.62E-04
1.27E-04
6.65E-04
3.46E-04
2.83E-04
1.98E-05
1.04E+00
4.36E-02
5.96E-02
2.62E-02
7.80E-01
9.60E-04
4.12E-04
1.14E-02
6.65E-04
1.82E+02
1.03E-04
1.91E+01
4.15E-01
3.83E-01
4.30E-01
8.03E-01
1.35E-01
1.38E-01
1.88E+03
2.95E+01
3.55E+01
1.73E+01
4.46E+02
6.56E+00
1.82E+00
4.59E+01
5.01E+00
Environmental impact results
The functional unit of this product is defined as an LCD monitor (24 inches). The functional 
unit is based on the LCD product category rules (PCR) announced by the Environmental 
Protection Administration. When the product is sold, one unit is used as the declared unit. 
According to the basis, Qisda completes product activity data inventory and environmental 
footprint quantitative analysis. 
The analysis results show that the hotspots of environmental impact mainly occur at the stage 
of raw materials. Taking the carbon footprint as an example, the life cycle of this product gener-
ates a total of 182 kg CO2e emissions of greenhouse gas. The raw materials acquisition stage 
accounts for 57.6%. Among all kinds of components, LCD display module (LCM) (75.3%), housing 
(ASSY) (5.6%), printed circuit board (PCB) (4.8%) and integrated circuit (IC) (1.8%) have higher 
environmental hotspots.
In the future, Qisda will continue to expand the coverage of LCA for products, establish an 
operating procedure for LCA, offer professional courses, and internalize knowledge and 
technology into internal documents and SOPs. Meanwhile, Qisda will train R&D members via 
software platform to understand the current management status of products and to improve 
low-carbon products design by analyzing carbon emission hotspots through LCA.
Total
Raw material
acquisitio
Production
Distribution
Use
Waste disposal
and recycle

Life Cycle Assessment
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Carbon
footprint
Stratospheric
ozone depletion
Ionizing
radiation
Ozone
formation,
Human health
Ozone
formation,
Terrestrial
Tarrestrial
acidification
Freshwater
eutrophication
Marine
eutrophication
Fine Particulate
matter formation
Water
consumption
Ozone
carcinogenic
toxicity
Land use
Maneril resource
scarcity
Tarrestrial
ecotoxicity
Fossil resource
scarcity
Freshwater
ecotoxicity
Marine
ecotoxicity
Human non-
carcinogenic
toxicity
(kg CFC11 eq/Unit)
(kBq Co-60 eq/Unit)
(kg NOx eq/Unit)
(kg PM2.5 eq/Unit)
(kg NOx eq/Unit)
(kg SO2 eq/Unit)
(kg P eq/Unit)
(kg P eq/Unit)
(kg CO2e/Unit)
Results of environmental impacts at various stages and their percentage share
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
(kg 1,4-DCB/Unit)
(kg 1,4-DCB/Unit)
(kg 1,4-DCB/Unit)
(kg 1,4-DCB/Unit)
(kg 1,4-DCB/Unit)
(m2a crop eq/Unit)
(kg Cu eq/Unit)
(kg Oil eq/Unit)
(m3/Unit)
Raw material
acquisition
Production
Distribution
Use
Waste disosal
and ecycle

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Sustainable Supply Chain Management
Main Industrial Chains of Qisda’s Products/Services
   Overview of Supply Chain
The headquarters of Qisda are located in Taiwan. Our suppliers are from countries including 
Taiwan, Japan, mainland China/Hong Kong, Singapore, South Korea, Malaysia and Vietnam. 
Additionally, these suppliers have operations across regions includingin Asia, America, 
Europe and other regions. Overall, we had 1,107 suppliers in 2022. With a selection mecha-
nism, we removed the customers and spot dealers with a transaction amount of less than 
NT$1 million, making the number of Tier 1 suppliers 718. We disaggregate the suppliers 
into categories including panel, electronic parts, parts and components, and packaging 
materials. Through focused suppler relevant conditions, we selected 313 focused 
Tier 1 suppliers in 2022. We also investigate the conditions of the non-Tier 1 suppliers. In 2022, 
we controlled the conditions of a total of 145 significant non-Tier 1 suppliers.
Supplier: Referring to product-selling suppliers.
Definition of a focused supplier: A focused supplier is a single supplier that provides key 
materials, is ranked top 95% in terms of procurement amount, and leads in technologies. 
Customers, spot dealers and suppliers with a transaction amount of less than NT$1 million 
are not included.
Definition of a high-risk supplier: We perform risk assessment on the suppliers based on 
four major aspects: “sustainability action,” “labor,” health and safety” and “environment.” 
High-risk suppliers are then identified according to the comprehensive assessment 
Overview of Tier 1 Suppliers in 2022 (Region)
536              131               18              24
4
5
709
718
LCD
Projector
Medical
Service
Upstream
Qisda
Downstream
Unit assembly
Integration of 
medical services
Customer brands, 
brand sales, 
end consumers
Customer brands, 
brand sales, 
end consumers
Hospitals and
consumers
3
1
1
2
2
Under the premise that industries around the world are closely connected and the customers’ 
requirements must be satisfied, the suppliers have become the most important partner of 
Qisda. Playing the leading role of the alliance, Qisda bears the responsibility of leading the 
supply chain in marching toward sustainable development. Hence, we establish a systematic 
sustainability management mechanism for the supply chain. Internally, we raise the level of 
supply chain management and improve the management process; externally, we stimulate 
the suppliers’ sustainability actions and performance step by step to create mutual benefits 
and co-prosperity in the industrial chain together. Alongside the suppliers, we move 
towards the vision of “Bringing Enjoyment ’ N Quality to Life.”
Qisda provides ODM/OEM services for electronic products, such as consumer electronics and 
products applicable for commercial, industrial and medical use as well as daily applications. 
For our major business, we focus on three major aspects: LCDs, projectors and medical 
services. Upstream mainly refers to the suppliers of different types of parts, components 
and equipment, while downstream mainly refers to customer brands and end consumers.
Glass substrate, color 
membrane, polarizer, 
backlight, liquid crystal, 
target, driver IC
Color wheel, lens, camera 
lens, light bulb, light stick, 
reflective prism, beam 
splitter, display chip, LCoS 
panel, MEMS scanning 
mirror, optical engine
Pharmaceutical 
companies, medical 
equipment suppliers, 
medical supplies suppliers 
and logistics providers
Design and 
manufacture of 
panels and displays
Asian countries
American countries
European countries
Number of suppliers
Number of suppliers
Number of suppliers
China            Taiwan            Japan 
Others               Subtotal
Others               Subtotal
Others               Subtotal
USA             Canada
Germany            Italy         Switzerland
Total

Sustainable Supply Chain Management
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Overview of Focused Non-Tier 1 Suppliers in 2022 (Region)
Number of Tier 1 Suppliers and Percentage in Procurement in 2022
Procurement
Number of focused
non-Tier 1 suppliers
119
16
1
1
1
Type and Number of Focused Non-Tier 1 Suppliers in 2022 (Product)
Product
24
90
25
138
139
1
1
Asian countries
European countries
Number of suppliers
Number of suppliers
China       Taiwan       Japan      Malaysia     Singapore 
Others
Czech
Total
Number of Tier 1 suppliers
Number of focused Tier 1 suppliers
Percentage of focused Tier 1 suppliers (%)
Percentage of focused Tier 1 suppliers in 
procurement amount (%)
Number of Tier 1 suppliers
Number of focused Tier 1 suppliers
Percentage of focused Tier 1 suppliers (%)
Percentage of focused Tier 1 suppliers in 
procurement amount (%)
Number of Tier 1 suppliers
Number of focused Tier 1 suppliers
Percentage of focused Tier 1 suppliers (%)
Percentage of focused Tier 1 suppliers in 
procurement amount (%)
Asia          Europe      America    Subtotal
24
15
2.1%
22.08%
230
109
15.2%
22.51%
372
155
21.59%
36.61%
0
0
0%
0%
3
0
0%
0%
2
1
0.14%
0.06%
1
1
0.14%
0.01%
3
3
0.3%
6.25%
0
0
0%
0%
25
16
2.23%
22.09%
236
112
15.6%
28.75%
374
156
21.73%
36.67%
Panel
Electronics
Parts and components
Number of Tier 1 suppliers
Number of focused Tier 1 suppliers
Percentage of focused Tier 1 suppliers (%)
Percentage of focused Tier 1 suppliers in 
procurement amount (%)
Number of Tier 1 suppliers
Number of focused Tier 1 suppliers
Percentage of focused Tier 1 suppliers (%)
Percentage of focused Tier 1 suppliers in 
procurement amount (%)
Number of Tier 1 suppliers
Number of focused Tier 1 suppliers
Percentage of focused Tier 1 suppliers (%)
Percentage of focused Tier 1 suppliers in 
procurement amount (%)
Asia          Europe      America    Subtotal
Packaging materials
Consumables
Total
Product
Electronics
Parts and
components
Packaging
materials
57
23
3.2%
5.4%
26
6
0.84%
0.17%
709
308
42.9%
86.76%
0
0
0%
0%
0
0
0%
0%
5
1
0.14%
0.06%
0
0
0%
0%
0
0
0%
0%
4
4
0.56%
6.26%
57
23
3.2%
5.4%
26
6
0.84%
0.17%
718
313
43.59%
93.07%

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Framework for Sustainable Supply Chain 
   Management 
Qisda establishes a complete framework for sustainable supply chain management. First, 
we explicitly notify the suppliers about the sustainability specifications and ask them to 
ensure compliance with relevant requirements. Then, we assess sustainability risks in 
different aspects through the sustainability risk assessment system for suppliers, and 
review the risks that the supply chain is facing. Finally, we perform counseling and capacity 
building regarding the supply chain based on the problems it faces as well as the important 
strategies of the industry’ s and the Company’ s future development in the hope of 
improving alongside the suppliers and moving forward to a sustainable future.
Framework for Sustainable Supply Chain Management
Governance Structure
Qisda continues to focus on the development and management of the supply chain. Not 
only do we report the daily management performance at the quarterly ESG Committee 
meeting, but the Chief Sustainability Officer also reports the implementation results and 
performance of the sustainable supply chain to the Board of Directors annually. At the 
same time, the Board of Directors guide and make decisions for the development of the 
sustainable supply chain to make sure that the management of the sustainable supply 
chain complies with the Company’ s overall sustainability strategy.
Qisda’ s Training for Internal Personnel
Every year, all of Qisda’ s procurement personnel undergoes sustainability related education 
and training, including awareness courses and ethics training as well as educational training 
for intellectual property management and specifications, information security, health and 
safety, and risk management based on the RBA’ s Code of Conduct and SA8000 Social 
Accountability Standards. This is to let the procurement personnel continue the improvement 
of the professional capabilities that sustainability requires, and further apply these to 
sustainable supply chain management. During the process of participating in supplier 
Sustainable
Supply Chain 
Governance Structure
Sustainability
Specifications
Sustainability Risk
 Assessment System
Functional
Committee
(Audit Committee)
Guidance
Capacity building
Active Selection
Sustainability Assessment 
Questionnaire (written audit)
Improvement for 
Non-conformances
Educational training 
for suppliers and 
learning from benchmarks
Sustainable supply chain 
strategies
Code of Conduct for Sustainable 
Development of Suppliers
On-site Audit
Organizational and Management Structure of the ESG Committee
Corporate Sustainable
Development Committee
Financial
Performance
Functional Committee
(Audit Committee)
Board of Directors
Green supply
chain
Green
operation
Green
product
Social
responsibility
Management
system
Member
Member
Member
Member
Member
Member
Finance
Global
Supply Chain
Management
Global
Production and
Manufacturing
Different
Business
Departments
HR Center
IT
Department
Chairman –
President
Executive Secretary –
 Chief Sustainability Officer
Business Unit: 
Sustainability &
Environmental Safety

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Preface
relevant inspections for selection, regular evaluation, sustainability risk assessments, 
identification of high-risk suppliers, audits, counseling and improvement, the procurement 
personnel can leverage their professional capabilities and facilitate the sustainable 
development of the supply chain.
With respect to the aforementioned sustainability related education and training courses, 
there were a total of 1,469 procurement personnel who should participate in the training 
in 2022, all of which had completed the courses, meaning that 100% of the procurement 
personnel was covered in the training. The total training hours reached 1,188 hours. 
Sustainability Specifications
Sustainable Supply Chain Strategies
Qisda believes that promoting sustainable supply chain management is important to the 
development of the Company. Thus, we establish sustainable supply chain strategies as the 
highest principles for compliance. In addition to quality, speed, innovation/technical 
capabilities, delivery and cost, we include ESG into the strategies and persist in promoting 
them to increase the overall sustainable value of the supply chain.
on Business and Human Rights, the UN Universal Declaration of Human Rights and the Ten 
Principles of the UN Global Compact, Qisda has established the “Code of Conduct for 
Sustainable Development of Suppliers” that includes labor, health and safety, environment, 
ethics and management systems. We even add biodiversity and zero-deforestation 
commitments in the environmental aspect to reduce environmental impacts. We require 
that all suppliers understand the content of the “Code of Conduct for Sustainable Development 
of Suppliers” as well as complying with its requirements. We also include the suppliers’ 
implementation status in the major assessment items for procurement-related decisions. 
At the same time, Qisda asks the suppliers to develop their own specifications/Code of 
Conduct regarding sustainability and communicates our requirements to them, ensuring 
the sustainability of the overall value chain.
Code of Conduct for Sustainable Development of Suppliers
With reference to relevant international specifications and initiatives including the RBA’ s 
Code of Conduct, social accountability standards (e.g. SA8000), the UN Guiding Principles 
Aspects of Qisda’ s “Corporation Code of Conduct for Sustainable Development of Suppliers”
Sustainability Risk Assessment System
Active Selection
The suppliers’ performance on sustainability affects our reputation indirectly or becomes a 
potential risk. Hence, we establish new assessment conditions for the selection of suppliers, 
actively selecting suppliers to reduce relevant risks. The assessment factors include ESG, 
operation, located country, industry, product, etc. Where a major international event 
happens, we investigate and understand the status of the region, industry and source of 
supply that are involved in the major event.
Human rights risk situations
Freedom to choose an occupation
Child labor and teen workers
Work hours
Wage and welfare
Humane treatment
Anti-discrimination/anti-harassment
Freedom of association
Dismissal 
Occupational safety and industrial 
hygiene
Emergency response
Occupational injuries and diseases
Manual labor and machine 
protection
Public sanitation, food and housing
Communication and complaint
Approval and repor
Prevention of pollution and 
resource saving
Hazardous substance
Waste and exhaust
Water management
Material limitation
GHG & energy consumption
Biodiversity
Business ethics
Prohibition/recusal of improper 
benefits
Information disclosure
Property rights
Fair trade, advertisement and 
competition
Whistleblower protectio
Responsible procurement
Information security and Privacy
Commitment and responsibility
Risk management and 
improvement targets
Awareness, communication and 
complaint
Assessment, correction and 
documented record
Supplier responsibility
Labor
Health and Safety
Environment
Ethics
Management System

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Item
Content
Environmental
Social
Governance
Operation
Located country
Industry
Product
Audit Methods
Description
Written audit
On-site second-party audit
On-site third-party audit
Industry relevant standard
Overview of Sustainability Assessment Questionnaire in 2022
38
37
97%
Statistics of Non-conformance in Audits for Focused Tier 1 Suppliers in 2022
0%
14.79%
0%
76.33%
0%
2.37%
0%
1.18%
0%
5.33%
Document of control over non-hazardous substances, carbon footprint 
investigation, probable VOCs related carcinogens, investigation into 
compliance with the US TSCA regulation regarding the five PBT substances
Human rights, ethics and labor rights
Financial status, operational competitiveness, conflict minerals investigation
Basic information, product information, major customer, production and 
equipment status, investment, and continuous product planning
Status of the supply (whether it is affected) in the located region, conflicts 
between countries (military and coup related problems), local restrictive 
policies, natural disasters and epidemic
Investigations of the RBA’ s Code of Conduct and sustainability risks
Procurement amount, types of products provided
Sustainability Assessment Questionnaire (Written Audit)
In order to continuously control the conditions of sustainability risks in the supply chain, 
starting from 2022, Qisda has started to distribute sustainability assessment questionnaires 
(SAQ) to Tier 1 and non-Tier 1 suppliers and require them to fill out the questionnaire as 
well as submitting relevant evidence. The sustainability assessment questionnaire (SAQ) 
has four major aspects: “sustainability action,” “labor,” health and safety” and “environment” 
with a total of 58 questions. It also collects relevant written data. Through continuous 
distribution and recovery, we will collect and analyze the results gradually in the hope of 
identifying potential high-risk suppliers and further performing management. As of 
March 2023, we had distributed 183 questionnaires to the focused Tier 1 and non-Tier 1 
suppliers, and recovered 176 of them with a recovery rate of 96%.
On-site Audit
To confirm the status of supplier risks, we plan to confirm the risks with four methods such 
as written audit, on-site second-party audit, on-site third-party audit and assessment 
based on industry relevant standards to further control the suppliers’ sustainability risks. In 
2022, we mainly adopted written audits and industry relevant standards (e.g. RBA VAP) to 
confirm the status of sustainability regarding the suppliers.
Assess the status of supplier risks through the data recovered from the 
sustainability assessment questionnaire.
The supplier or consultant conducts on-site audits on its upstream 
suppliers.
An independent third-party verification agency performs on-site audits.
Conduct written or on-site audits in accordance with industry relevant 
standards or specifications.
Focused Tier 1 Supplier
Number of 
suppliers
completed
Number of 
suppliers
investigated
Completion rate (%)
According to the audit results with respect to 37 focused Tier-1 suppliers in 2022, 
Qisda made statistics of non-conformance in the five major aspects: labor, health and 
safety, environment, ethics and management systems. In addition, we disaggregated 
non-conformances by priority and other levels. During the audit, we did not identify any 
priority non-conformances of focused Tier 1 suppliers. For non-conformances at other levels, 
the aspect of health and safety had the highest percentage in total non-conformances 
at 76.33%, followed by the labor aspect, which occupied 14.79%. The management 
system aspect had 5.33% while the environment aspect accounted for 2.37%. The ethics 
aspect had the lowest percentage, accounting for 1.18% of total non-conformances.
Labor
Ethics
Health and
safety
Environment
Management
system
Incompliance of 
prioritized deficiencies
Incompliance of 
other deficiencies
96%
Number of 
suppliers
completed
Number of 
suppliers
investigated
Completion rate (%)
Focused Non-Tier 1 Supplier
145
139

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Aspect 
Topic
Improvement Action
Non-conformance Improvement Actions for Supplier Audits in 2022
Improvement for Non-conformances
With respect to non-conformances after audits, Qisda requires the suppliers to propose 
action plans within the time limit. Then, we provide suggestions for improvement and 
counseling to the suppliers in order to complete the improvement as soon as possible. 
In 2022, Qisda provided counseling to a total of 37 suppliers, all of which were focused 
suppliers, to complete improvement.
Supplier Sustainability Improvement
Educational Training for Suppliers
In December 2022, the BenQ Qisda Group held the Joint Carbon Reduction Meeting and 
Workshop for ESG Sustainability Action. We not only committed ourselves to the 
comprehensive use of renewable energy by 2040, but also intended to reach the goal 
of net zero by 2050. We actively collaborated with the alliance as well as our 400 suppliers 
to reduce carbon and support the carbon reduction advocacy. By doing so, we showed 
our actions on sustainability to be in line with international standards. During the meeting, 
three experts were invited to provide lectures on themes such as “Challenges of ESG 
and Net Zero,” “Analysis of ESG Competitiveness” and “Net Zero Emissions and Reduction 
Practices,” allowing the suppliers participating in the activity to gain a deeper knowledge of 
sustainability requirements and planning. Furthermore, Qisda awarded the 29 suppliers 
that were deemed outstanding in sustainability performance during the assessment 
with the “Qisda Outstanding Supplier in Sustainability Award” at the meeting. By doing 
so, we not only recognized their efforts and achievements in the field of sustainability, 
but also encouraged all suppliers to follow their examples. 
In line with our commitments along with the goal of collaborating with the alliance and 
reducing carbon with the supply chain partners, the BenQ Qisda Group has especially 
established the “Workshop for ESG Sustainability Action.” Through the BenQ 
Foundation’ s platform, we start with GHG inventory and hired professional lecturers to 
open educational training and courses on it. We expect to arrange 20 batches of online 
educational training courses on ISO 14064-1 with 60 participants per batch in 2023 for all 
suppliers to participate. By the end of 2023, the training on GHG inventory will expectedly 
be completed for 1,200 suppliers, thereby enhancing their capabilities of inventorying 
GHG emissions. We will also help the suppliers set up carbon reduction targets, manage 
energy effectively and implement actions for carbon reduction in the hope of facilitating 
our movement forward the goals of energy saving, carbon reduction and common good.
Benchmark Learning of Suppliers
During the Joint Carbon Reduction Meeting, Qisda invited chairpersons of benchmark 
suppliers, which were “major panel manufacturers,” to share their extensive practical 
experience in energy saving and carbon reduction, including:
Green design: Adding green elements in the stages of purchase of raw materials, 
manufacturing, design and recycling.
Organization promotion: Processes and ideas of long-term deployment such as the 
establishment of the CSR committee in 2013 as well as the establishment of the 
Sustainability Headquarters and appointment of the Chief Sustainability Officer in 2018.
Anti-discrimination/
anti-harassment
Occupational injuries 
and diseases
Safety at work
Emergency response 
preparedness
Hazardous substance
Solid waste
Identity protection 
and prevention of 
retaliation
Management duties 
and responsibilities
Improvement targets
Cancel age restrictions in recruitment advertisements 
and enhance anti-discrimination education and training
Renew the expired drugs in first aid kits
Order relevant personnel to put on protective equipment 
in line with regulations
Mark emergency assembly points on evacuation 
diagrams 
Attach labels to hazardous waste in accordance with 
regulations
Use secondary containers that prevent leakage for 
chemicals and disseminate this to the personnel
Classify solid waste and enhance the dissemination 
and explanation of waste classification
Place the complaint mailbox outside the monitored 
spaces
Train department heads again in terms of occupational 
disasters
Establish and implement target management procedures 
and plans
Labor
Health and
safety
Environment
thics
Management
system
1.
2.

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In 2022, Qisda collaborated with 12 suppliers in H1 and with another 12 in H2, totaling 
24 participating suppliers, and launched a 6-month “Continuous Improvement 
Program (CIP).” The Program focused on various themes, such as improvement of 
operational efficiency and product design as well as customers’ satisfaction of the 
product. Qisda worked with the suppliers and analyzed causes of problems, 
established and implemented improvement measures, and evaluated the benefits 
of the Program. In this Process, we not only optimized our existing approaches, but 
also trained the suppliers and improved their capabilities of problem analysis and 
solving.
We have assisted three suppliers in capacity building in terms of GHG inventory. 
Relevant educational training, guidance and communication has been implemented 
since July 2022, aiming to cultivate the suppliers’ capability to perform GHG inventory. 
During this period, Qisda’ s personnel responsible for the projects has helped 
confirm the GHG emissions inventory results of each supplier in 2021, and assisted 
the suppliers in planning the GHG inventory and third-party verification schedules 
for 2023. This is to accompany the suppliers during relevant processes and establish 
their capabilities in inventorying themselves in the future.
Name of Capacity Building Project
Name of Capacity Building Project
Carbon Inventory of Suppliers
Continuous Improvement Program
By inviting benchmark suppliers to share their outstanding performance and experiences, 
Qisda allowed all suppliers to learn and grow together.
Supplier Capacity Building
To enable the suppliers to improve continuously in terms of sustainability performance, 
Qisda has initiated supplier capability development projects. For each project, collaborations 
and resource investments are implemented for more than 6 months in the hope of 
enhancing the sustainability performance of the suppliers.
Supplier Sustainability Project
Qisda hopes to develop stable partnerships with the suppliers, continuously improve the 
resilience of the overall supply chain, and practically implement responsible procurement. 
Therefore, in daily procurement operations, we not only take costs, quality and technical 
capability into consideration, but also assess the overall sustainability value created by the 
supply chain. We work with the suppliers and grow persistently, and further spread this to 
the entire supply chain. In recent years, various projects with respect to responsible 
procurement and improvement of diverse sustainable supply have been launched. 
Through the comprehensive implementation of these projects, we collaborate with the 
suppliers and realize a sustainable future.
3. Green business opportunities: Subsidiaries’ actual performance in transforming crises
into opportunities. For example, the subsidiary that specializes in wastewater recovery
begins to conduct carbon inventory and management for other companies while AI
relevant digital technologies are used to help companies improve manufacturing
processes and efficiency, further achieving energy saving and carbon reduction.

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Introduction of Water-based Eco-friendly Paint
Introduction of Materials Recovered From Plastic and Iron Parts
Enhancement of the Supply Chain’ s Compliance With the Toxic
Substances Control Act (TSCA) of the U.S. EPA 
AOI/VRS Defect Rate Improvement
Small Panel Yield Rate Improvement
Meet the requirements of the customers and 
local transformation policies in response to 
global sustainability related revisions and 
appeals; improve competitiveness and 
comply with global sustainability strategies 
in response to the rise of awareness of 
environmental sustainability.
Goal: Reduce the panel scrap rate and 
material waste to increase the customers’ 
satisfaction with product quality. 
Prohibition of all suppliers 
from using volatile organic 
raw materials.
Use eco-friendly materials for product 
design, and use recovered materials that 
contain 15%, 35%, 85% and 90% plastic as 
well as recovered materials that contain 
13% and 15% iron. 
Use of recovered plastic/
iron for product design 
every year.
Decrease in the defect 
rate from 6.08% to 1%. 
30% recycled content in plastic: NT$ 36.593 million
35% recycled content in plastic: NT$ 164.7774 million
65% recycled content in plastic: NT$ 5.259 million
85% recycled content in plastic: NT$ 325.74 million
90% recycled content in plastic: NT$ 21.53 million
13% recycled content in iron: NT$ 1.2604 million
15% recycled content in iron: NT$ 1.167 million
Total amount: NT$ 556.3million
A total of 1,101 suppliers were inspected, 1,095 of which had signed the Statement of Com-
pliance with Water-based Paint. Six non-compliant suppliers were replaced, meaning that 
water-based paint had been introduced to the whole supply chain. We also ensured 
that the Company’ s products comply with laws and regulations, and that the shipment 
was not affected.
By improving the stirring time of the DOE silver paste, changing the diameter of needles, 
and improving the dispensing process, we reduced the product yield rate from 6.08% to 
0.58%. 
Goal
Indicator
Benefits
Goal
Indicator
Benefits
Goal
Indicator
Benefits
Goal
Indicator
Benefits
Inspect whether the manufacturing (including 
imports), processing and/or distribution 
related requirements of the five chemicals: 
DecaBDE, PIP, TTBP, HCBD and PCTP are met. 
Inspection of all suppliers 
involved in transactions for 
the use of volatile organic 
raw materials, and signature 
of declarations.
For the safety and sustainability of the whole supply chain, your company should make 
sure that the requirements of the Act are fully met, and disclose to Qisda the use or 
involvement of the five chemicals or any relevant substance during the manufacturing 
and/or supply of your products. Furthermore, in 2021, the suppliers were required to sign 
declarations, make compliance reports, and replace non-compliant suppliers and suppliers 
with potential risks. A total of 1,168 suppliers were inspected.
Goal
Indicator
Benefits
Improve the PCB yield rate and reduce 
scrapped PCBs as the PCB manufacturing 
process is a key source of pollution in the 
technology industry. 
Decrease in scrapped PCBs, 
process, broken and short 
circuit issues; reduction of 
the defect rate from 1.3% 
to 0.65%.
By reducing the size of developer rollers, dry films and developer filters for AOI/VRS as 
well as setting a unified specification, the product yield rate was reduced from an original 
1.3% to 0.62%.

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   Supplier Rewarding and Elimination Mechanisms
Qisda has established supplier rewarding and elimination mechanisms to encourage the 
suppliers to accelerate and march towards sustainable development. Through relevant 
evaluation systems, we identify suppliers with outstanding performance in sustainability 
and provide them with a higher proportion in procurement along with priority in adopting 
their new products. We eliminate suppliers with poor performance in order to facilitate joint 
improvement and growth in the industrial chain.
Dimensions of evaluation: 
quality, innovation/technology, speed/response, delivery, cost leadership and ESG. 
Serving to select and manage the suppliers, this mechanism has 5 levels ranging 
from A (over 90 points) to E (lower than 60 points). It also includes ESG relevant fac-
tors such as sustainability, health, labor, environment and green products, which 
occupy 21.6% in grading.
Frequency: semi-annual
Rewarding measures: 
According to the evaluation results, excellent suppliers ranked Level A may have a 
higher proportion in procurement and priority in the adoption of new products after 
being confirmed by the review team.
For the suppliers ranked Level D or below, we not only reduce their proportion in procurement 
depending on the situation, but also require them to devise improvement plans and 
perform stricter incoming inspections. The elimination mechanism is as follows:
The suppliers ranked Level D (or below) twice in a row will be required to undergo 
the supplier selection and management operation again at the discussion meeting 
of the evaluation. Based on the results, discussions over whether the suppliers shall 
be disqualified for future collaborations with Qisda will be made.
The suppliers ranked Level E twice in a row will be disqualified for future collaborations 
at the discussion meeting of the evaluation.
KPI Goals for Sustainable Supply Chain and the Performance Achievement
Sustainable Supply Chain KPIs
Number of audited suppliers or percentage of audited 
focused suppliers (%)
High-risk/focused supplier audits
Non-conformance improvement counseling in supplier 
audits
Supplier capacity building
Written inspections of human rights, environment and 
labor behavior for new suppliers
Written inspections of conflict minerals for new suppliers
97
37 suppliers
37 suppliers
24 suppliers
100%
100%
100
38 suppliers
37 suppliers
24 suppliers
100%
100%
Reason of goal-failure in high-risk/focused supplier audits: A supplier failed to cooperate
in the inspection.
Local Procurement
Qisda dedicates itself to realizing the idea that “the purpose of a company’ s existence is to 
create sustainable value that can contribute to human society and further bring positive 
effects.” As the flagship company of the alliance, we strive to improve the resilience of the 
supply chain and move toward sustainable development as well as the vision of “Bringing 
Enjoyment ’ N Quality to Life” together with the overall supply chain. We set up a supply 
chain protecting environment, human rights, safety, health and sustainable development 
with suppliers in a responsible and proactive manner. To work more closely with them, 
Qisda also strives to implement local procurement to improve the efficiency of material 
supply and support local economic development. In 2022, the local procurement percentage 
in China was 73.8%*, the local procurement percentage of the plant in Vietnam was 12.7%*, 
and the local procurement percentage of the plant in Taiwan was 57%*, which significantly 
increased by 24% compared with the same period last year.
Performance
2022
Rewarding Mechanism
Elimination Mechanism
Goal

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Region          Type of Procurement
29.8%
60.2%
75.3%
24.7%
N/A
N/A
38%
62%
75.3%
24.7%
32.8%
67.2%
73.7%
26.3%
13.5 %
86.5%
57%
43%
73.8%
26.2%
12.7%
87.4%
Management of conflict minerals
As the research reports of SOMO and Enough, two international non-governmental 
organizations point out, the Congo has been facing the most serious death conflict since 
the second world war, and this conflict is attributable to the demands of the electronics 
The smelters of products were identified 
and listed in line with the Conformant 
Smelters List announced on the official 
website of the Responsible Minerals 
I n i t i a t i v e  ( R M I ) .  C o n f l i c t  m i n e r a l  
investigations were also conducted 
through Qisda’ s Conflict Minerals 
System, which required the suppliers 
to disclose sources of minerals and sign 
the Conflict Minerals Commitment. The 
smelters of products provided to Qisda 
were subject to the RMAP list.
The words to encourage the 
smelter submitted by the 
suppliers to become a qualified 
smelter under the Responsible 
Minerals Assurance Process 
(RMAP) were indicated in the 
buyer’ s PO for the first time.
The system was used for the 
conflict mineral investigation 
among the suppliers for the 
first time.
Qisda installed a conflict 
mineral investigation system 
in response to the US Conflict 
Mineral Act, which requires 
disclosure of the metal from 
conflict mining areas, if any, 
in the products.
Qisda adopted the Conflict 
Minerals Reporting Template 
developed by the RBA and 
GeSI and performed the 
conflict mineral investigation 
among the suppliers. Qisda 
also requested suppliers to 
undertake not to use minerals 
from conflict mining areas.
Qisda asked suppliers to 
sign the Conflict Mineral 
Investigation Commitment 
Letter for the first time.
2019
2020
2021
2022
2019
2020
2021
2022
Local Procurement of Qisda
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
Qisda’s Conflict Mineral Management Progress
2011
2011
2012
2013
2016
2017
Local procurement 
in Taiwan (%)
Local procurement 
in China (%)
Local procurement 
in Vietnam (%)
Taiwan
Mainland
China
Vietnam
Local procurement (%)
Non-local procurement (%)
Local procurement (%)
Non-local procurement (%)
Local procurement (%)
Non-local procurement (%)

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industry for the rich metal mines in east of the Democratic Republic of the Congo The 
behavior of an electronics company that uses the metal mines procured from the conflict 
mining area in the Congo is equal to a support for these conflict actions. For this, the 
Responsible Business Alliance (RBA) and the Global e-Sustainability Initiative (GeSI) request 
their members to perform a responsible purchasing procedure to ensure the metal pur-
chasing process meets the requirements of the social and environmental responsibilities.
Qisda, being a global citizen, supports the boycott activities of the international society for 
conflict minerals and establishes the Qisda Conflict Mineral Commitment. In addition, we 
refer to the OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from 
Conflict-Affected and High-Risk Areas of the Organization for Economic Cooperation and 
Development and work with the suppliers to perform conflict mineral investigations in order 
to prevent direct or indirect purchase of the conflict minerals by the suppliers. We have 
developed an internal management procedure. After the review, we return the documents 
to the suspected supplier for confirmation. In case of confirming that the supplier uses a 
smelter not listed in the Responsible Minerals Assurance Process (RMAP), we will ask it 
to fill in the implementation plan and inform it of related risks. In 2022, a total of 206 
suppliers were investigated, making the completion rate of the investigation 73.3%.
Implementation Process of Conflict Mineral Investigations
Issuance of
investigation notices
Completion of
data by suppliers
Return and notices
for amendment
Whether the data for
review is complete
Whether the
supplier is suspected
of using conflict
minerals
Confirmation
of whether the supplier
uses conflict
minerals
Project progress
report
Reply to the customer
If a time limit
is set for the suppler
to improve
Report to the manager for
suspension of the supplier

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With the enhancement of satisfaction of our customers and business partners as the top 
priority, Qisda has conducted surveys through questionnaires to learn about the customers’ 
and our business partners’ scores for our commitment to delivery time, costs, technology, 
quality, customer service, related regulations, and overall evaluation to constantly ensure 
that the customer demands are met. To promptly respond to and meet the various 
demands from the customers, Qisda has set up a Customer Service Division (CSD) to listen 
to the voice of customers thoroughly and solve their problems. The customers can provide 
feedback through the communication mailbox on the Company’ s website. In 2022, we 
received a feedback message in which the customer recommended that we add contents 
of communications in the ESG Report, and we had responded within 24 hours.
NG
OK
OK
NG
Trust in Customer Relationships
Customer Commitment
Receipt of complaint
Confirmation of complaint
Root cause analysis
Action confirmation
Action confirmed
Provision of analysis results
Review of
analysis results
Recording
Termination
Delivery
time
Costs
Technology
Customer
service
Quality
Overall
evaluation
Related
regulations
Commitment

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   Customer Satisfaction Survey
To ensure that the customer demands are understood and satisfied, Qisda carries out a 
full-scale customer service satisfaction survey on January and July every year. The CSD 
sends notification emails to the contact persons of the customers, inviting them to give 
ratings at Qisda’ s questionnaire survey system. The rating results are collected by the CSD and 
then delivered to the responsible departments, which then work with high-level executives 
to review the customer feedback according to the survey results, and thereby work out 
improvement measures for the enhancement of product and service quality. Qisda scored 
96 points in average according to the customer satisfaction survey results for each product 
line in 2022, showing that Qisda’ s performance on customer service and satisfaction had 
won the great recognition from customers.
2022 Customer Satisfaction Survey Results (Points)
Customer Satisfaction in the Most Recent 4 Years
2019
2020
2021
2022
96
94
93
100
98
95
Goals for 2022
95
95
95
96
92
100
100
100
100
100
Displays
precision optics
Manufacturing services
Medical image Digital fashion
Design center
On-board products
Customer 
satisfaction 
score (points)
Customer 
coverage 
rate (%)
   Privacy Protection
Qisda values and strives to protect privacy and personal data. Referencing to local laws and 
regulations related to protection of the right to privacy of each operation location along with 
the EU “General Data Protection Regulation (GDPR),” we have established privacy policies 
to protect all personal data. We also required the subsidiaries, joint ventures, suppliers, 
contractors, external consultancies and subcontractors to meet the policies in the hope of 
protecting the right of the personal data owner.
For private information collected and used for business needs, Qisda has set specific 
collection/addressing/utilization purposes and the scope of personal data as well as 
restrictions of sharing, cross-border transfer, a data protection system and the data retention 
period to make sure that the protection for the right to privacy and personal data is 
implemented. At the same time, we include the right to privacy in the scope of risk 
management. The Risk Management Committee implements monitoring and management 
based on the policy of risk management, and control risks by including the overall system in 
the scope of internal control. If there is any question about the privacy policy, please direct 
it to the specified responsible unit. To protect the right of the personal data owner, please 
file the complaint or disclosure by calling (03) 359-8800, faxing to (03) 359-9000, or emailing 
to Grace.Wu@qisda.com if there is any opinion or question related to the right to privacy.

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Trust in Customer Relationships
Number of complaints about 
personal data leaks
2019
2020
2021
2022
Process of Personal Data Processing and Reporting
0
0
0
0
0
0
0
0
Personal Data Processing Flowchart
In 2022, Qisda provided two courses relevant to the right to privacy with the title of 
(1) Personal Data Protection Act and (2) GDPR_Manual for Personal Data Protection and 
Management respectively. Every worker had to participate in the courses, and 6,000 
employees were trained for 6,000 hours.
To ensure the effectiveness of current management methods, we regularly verify whether 
there are any incidents of data losses occurring each year. Should there be any, we will 
launch a full-range review. In 2022, no complaint was received due to the occurrence of 
incidents related to data loss or leak. We only utilize the collected data within the scope 
where it is necessary and do not use the personal data twice.
Personal data
owner
Personal
data processor
Description
of operation
Data
Deletion
subject
Collection
and utilization
File creation
for custody
Response
to the request
End
The data subject understands 
the purpose of collection and 
signs the Statement of 
Personal Data Use when 
providing the data.
If the purpose of collection 
no longer exists, the data 
shall be deleted in 
accordance with regulations. 
If not, the data shall be 
stored properly.
According to Article 3 of the 
Personal Data Protection Act, 
a data subject has the right 
to make an inquiry, and it 
shall not be rejected or 
waived in advance unless the 
following conditions occur:
1. When the purpose of 
   collection exists.
2.According to the Labor 
   Standards Act, data shall 
   be retained until 5 years 
   after resignation; within this 
   period, any inquiry for data 
   deletion may be rejected.
External agency
Customer reflection

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Transformation
Environmental policy and management
Climate adaptation and mitigation
Energy use and saving
Utilization of water resources
Waste cycle
Pollutant
Biodiversity and forest conservation

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Environmental Policy and 
Management
Qisda knows that the impact of human beings on the environment is irreversible, and only 
focusing on the economic and social development is not sufficient to meet the expectations 
of the stakeholders. Hence, Qisda invests resources and is dedicated to energy saving and 
carbon reduction in the product design to ensure both products and processes can save 
more energy and are more friendly to the environment. Qisda guarantees to manufacture the 
products that are compliant with relevant laws and meet the requirements of the customers 
for health and safety, and ensures the continuous improvement in the environmental 
protection, quality, health and safety based on the management system. In the future, Qisda 
will continue performing environmental management as planned. We will give support to our 
subsidiaries continuously and duplicate successful verification and certification experiences to 
improve the capabilities in the management of the environment and safety and acquire the 
ISO 14001 environmental management certificate progressively. The number of environmental 
violations in the recent 4 years is:
Climate Adaptation and Mitigation
Fossil fuels have been used to a great extent since the industrial revolution and a great 
amount of carbon dioxide and other greenhouse gases have been generated as a result. This 
worsens the greenhouse effect and leads to a rise in the average temperature on the planet. 
Further, the rising temperature brings about sea level rise, changes the rainfall and climate in 
some areas, and even alters the entire ecosystem. Climate change has significantly affected 
the living environment of all the organisms. More people are concerned about the carbon 
management issues as the domestic regulations on the reduction of greenhouse gases and 
the international Paris Agreement have become effective. Hence, in addition to checking the 
business operations that may be affected by the climate change, Qisda has planned climate 
strategies and implemented carbon management with the sustainable development of the 
Company as the core. We have referred to the recommendation framework of the Task Force 
on Climate-Related Financial Disclosures (TCFD) to assess the risks and opportunities and 
formulate countermeasures under the risk of climate change in a progressive manner. Every 
year, we regularly illustrate the results of sustainability development and the performance of 
reduction to the stakeholders through sustainability reports. Qisda also shows concern about 
the issue of climate change and its management methods by actively participating in the 
survey under the international Carbon Disclosure Project (CDP), and Qisda has been recog-
nized by many for taking this action.
Number of
environmental violations
2019
2020
2021
2022
0
0
0
0
Organizational and Management 
Structure of the ESG Committee
Corporate Sustainable
Development Committee
Financial
Performance
Functional Committee
(Audit Committee)
Board of Directors
Green supply
chain
Green
operation
Green
product
Social
responsibility
Management
system
Member
Member
Member
Member
Member
Member
Finance
Global
Supply Chain
Management
Global
Production and
Manufacturing
Different
Business
Departments
HR Center
IT
Department
Chairman –
President
Executive Secretary –
 Chief Sustainability Officer
Business Unit: 
Sustainability &
Environmental Safety

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Qisda attaches importance to impacts caused by climate-related issues. Considering 
that the scope of impact covers every aspect of implementation as well as the Company’ s 
future development, the Chair of the Board monitors these impacts in person to ensure 
that the Board understands the meaning of climate change issues to the Company’ s 
sustainability. With the effective, internal top-down management, we have also connected 
the ESG performance, level of achievement, the CSO, and the remuneration to senior 
managers based on KPIs. The Company has decided to establish a long-term remuneration 
plan for the Chairman, CEO, President and other senior managerial officers starting from 2023. 
This plan is connected to the ESG performance (corporate governance, social engagement 
and environmental sustainability performance indicators) and grants long-term reward 
and compensations based on the achievement status of ESG performance targets every 
year. Taking the President for example, the compensation is estimated to account for up 
to 10% of his total remuneration of the year.
As climate issues become more and more severe, and paying attention to climate risks 
complies with Qisda’ s overall sustainability goals, the Company deems climate-related 
risks immediate and highly important, and designates the ESG Committee to promote 
sustainability related developmental affairs. Relevant issues are discussed at the senior 
managers’ meeting on a quarterly basis, and a report is made to the Board of Directors 
once a year. The Board has committed itself to achieving net-zero targets by 2050 (it 
already committed to join the SBTi in 2022). Please refer to the chapter “Metrics” for details. 
In Qisda’ s risk management mechanism, in addition to the risk radar chart and assessment 
of the annual Top 3 risks at the management level, there is also an assessment with a risk 
checklist at the operational aspect that includes all important business units. Based on the 
major operational function of each unit, potential operational-level risk assessments are 
carried out. In 2022, the risks of climate change was included in the assessment. We 
assessed the transformation and physical risks that each unit might face, and chose 
appropriate scenarios for possible disclosure of financial impacts.
a. The Board’ s oversight of climate-related risks and opportunities
b. Management’ s influence in assessing and managing
climate-related risks and opportunities
a. Identified climate-related risks and opportunities over the short,
medium, and long term
b. Climate-related risks and opportunities that have significant impacts
on business, strategies and financial plans
c. Taking different scenarios of climate change into consideration
Governance
Strategy
Qisda has defined the period for the short term (2021–2025), medium term (2026–2030), 
and long term (2031–2050). Adopting the climate scenarios of the RCPs, we have identified 
7 transformation risks, 3 physical risks and 8 opportunities. Through the creation of a 
climate risk matrix, we have completed the management of climate risks and the 
establishment of countermeasures. The climate risk matrix can help Qisda better understand 
the impact of climate change on our business as well as guiding the Company on how to 
respond to and manage risks while climate changes in the future. In this matrix, risks are 
divided into two major aspects: “impact” and “frequency,” and then classified as “low,” 
“low-medium,” “medium,” “medium-high” and “high” according to their levels. The impact 
duration of each climate risk is also identified in advance, enabling Qisda to estimate the 
duration of impacts on our operations more accurately when facing climate risks. Please 
refer to the 2022 Qisda Matrix of Climate Change Risks and Opportunities.
We have not only inventoried climate-related risks and opportunities, but also calculated 
and listed the potential impacts that these risks and opportunities may have on our business, 
strategies and finances. 
Based on the identified climate risks and opportunities, the responsible department 
manages the “risk content,” “potential impacts on business, strategies and finances,” and 
“adaptive and responsive actions,” which serve as references for Qisda when setting up 
relevant hedging and risk control measures (please refer to the following paragraphs on 
climate-related risks and financial impacts).
Qisda’ s 2° C scenario is a simulation of the RCP 2.6, 4.5 and 8.5 climate scenarios of the UN 
Intergovernmental Panel on Climate Change (IPCC). Further, we not only conduct assessments 
on transformation risks along with immediate and long-term physical risks, but also implement 
the NDCs’ simulation scenarios with respect to transformation risks. (Please refer to the 
detailed content below for the simulation data for physical and transformation risks)

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Risk Management
a. Process of identifying and assessing climate-related risks
c. Methods of integrating and including the process of climate-related risk
identification, assessment and management in the overall risk management
In response to the risks of climate change, Qisda proposes responsive plans in accordance 
with risk scenario analysis, and had commissioned Fubon Insurance to investigate in 
risks of floods in 2022, and take the investigations as references for establishing 
responsive strategies against physical climate risks. In order to mitigate and adapt to 
relevant climate risks, we have also established responsive strategies for droughts 
result from the rising yearly temperature in average, which can be easily caused by 
climate change, and floods brought by the increasing precipitation:
1. Plans for fighting droughts
Drought fighting measures will be activated once the drought monitoring signal of 
any area turns green. We use water consumption inventory and days of stored water 
supply as main indicators, and aim at surviving the situation of “providing water for 
two days and cut off the supply for another two.”
2. BCP for flood prevention
If there are potential climate risks in the region where the supplier is located, Qisda 
investigates in the supplier’ s BCP thoroughly or recommends it to take appropriate 
adaption measures. By playing a proactive role in risk management, we are able to 
maintain a stable supply chain in a crisis, further preventing damage in the business 
operation of the supplier as well as protecting the benefits and rights of its stakeholders. 
Qisda also commissions external experts to perform climate risk assessment on the 
Company’ s key facilities as a reference for improving and adapting to climate risks.
Qisda has introduced the corporate risk management structure since 2005. We have also 
established the Risk Management Committee and conducted annual risk identification 
and assessment every year. In addition, preventive and mitigation measures against 
high-risk items are also taken to follow up on them on a quarterly basis. In 2016, the 
climate change risk was seen on the annual risk radar chart for the first time. It was 
later listed as the Company’ s Top 3 risks in 2017. For the risk ranking in 2022, we gradually 
added transformation risks in addition to the physical ones. We also implemented 
assessments according to the severity and possibility of the risk, and followed up on 
two major risks: production interruption in factories and supply interruption of suppliers, 
making these the basis for establishing the business continuity plan (BCP).
In compliance with the TCFD framework, Qisda identifies risks/opportunities that have 
impacts on business, strategies and financial planning. Risks/opportunities are defined 
and listed by the department concerned. Apart from that, Qisda’ s 2 ° C scenario is a 
simulation of the RCP 2.6, 4.5 and 8.5 climate scenarios of the UN Intergovernmental Panel 
on Climate Change (IPCC). Further, we not only conduct assessments on transformation 
risks along with immediate and long-term physical risks, But also identify and analyze the 
climate-related risks and opportunities within the Company’ s scope of operations over 
the short, medium, and long term.
Board of Directors
All units
Risk Identification
All units
Department of
Risk Management
Policy-making and guidance
Confirmation
Communication and coordination
Periodical report
Risk
Monitoring
Risk
Response
Risk
Identification
Risk
Assessment
Review 
and report
Implementation /report
b. Process for managing climate-related risks
1
2
3
2022 Qisda Top3 Risks
Drop in panel price
Having more than 50% revenue from 
highly value-added business
Geopolitics/cross-strait issues
Examples of strategic risks:
Examples of operational risks:
Examples of damaging risks:
Profitability
Economic upturn or downturn/supply 
chain/inventory
Information security
Carbon reduction and green power
Water and electricity shortage
COVID-19
Finance
Operation
Damage
Natural disasters – 
operational 
disruption
Energy saving and 
carbon reduction
U.S.–China 
conflicts/cross-
strait issues
United States 
midterm 
election
Slowdown of 
China’s economy
Actions against 
climate change
$1.2 trillion bill + 
$1.75 trillion bill 
in the U.S.
Fluctuation in 
exchange rates
Global Anti-
Base Erosion
Pressure from
inflation/rate 
hikes
Bad debt/
liability risks
Cyber attack/fraud
Rise in 
material 
prices
Reversal of 
supply–
demand 
relationship
Pandemic
Coexistence 
with the virus
Abnormal 
CN/TW 
power supply
United States 
midterm election
Climate change/
extreme weather
 (flood, drought, 
snow disaster)
CN asset 
devaluation
Tax risk
Financial and
accounting
compliance
Profitability
Supply chain/i
nventory management
Information 
security/drills
Increasing QVH 
production capacity
M&A/post-
investment 
management
Geopolitics/cross-
strait issues
Drop in panel price
Strategy
Supply chain 
disruption

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Qisda is concerned about the impact of climate issues on our operation. Hence, 
the Board of Directors has approved of the commitment to and focus on relevant 
goals, and attached importance to:
1. Green operation: Whether the goal of reducing the annual electricity consumption
for each million USD value by 1% is achieved.
2. Green products: Reducing carbon emissions and materials and improving energy
efficiency by 1% for new generation products comparing to products from the
previous generation.
Continuous investment in the improvement of green power and carbon reduction 
projects as per the SBTi and the Company’ s carbon reduction roadmap.
GHG Emissions
GHG emissions have been listed as one of the important sustainability performance 
indicators by Qisda and are assessed by the ESG Committee every quarter. The 
production value in 2022 reduced to US$4,180 million, making the GHG emissions 
intensity 17.65  tCO2e/million USD (73,770/4,180 ), which slightly increased by 3% 
compared to the intensity in 2021 (21.19  tCO2e). Due to the decrease in production 
value and electricity required for production as well as the increase of self-generated 
and self-consumed solar power in 2022, the total Scope 2 GHG emissions from the 
use of supply mains (68,965 tonnes) reduced by around 33.9% from 104,383 tonnes 
in 2021. As to the responsive measures for possible carbon taxes in the future, we 
can only identify that the risk exists even though it could be relevant to GHG emissions 
as the taxation mechanism is currently not clear. The actual level of impact also 
cannot be determined. Qisda will continue to focus on this issue.
Short-term (2021-2025)
1. Expansion of types for GHG inventory (including the suppliers)
2.Reducing carbon emissions intensity by 21% before 2025
3.Consuming 126 tonnes of water per million USD production value and increasing
waste recovery rate by 2% between 2021 and 2025
4.Reducing materials by 5%, saving energy by 5%, and reduce carbon emissions of
products by 5% as of 2025
5.Using renewable energy by 32% in 2025
Medium-term (2025-2030)
1. Making all factories green by 2030
2.Producing 60% low-carbon products by 2030
3.Zero-carbon factory (making 67% of all factories zero-carbon by 2040)
Long-term (2030-2050)
1. Meeting RE100 requirements regarding the percentage of renewable energy by 2040
2.Achieving net zero emissions (carbon neutrality) by 2050
3.Realizing the vision of 100% zero-carbon factory by 2050
Management of targets for climate-related risks and opportunities 
and performance against targets
b. Scope 1, 2 and 3 emissions and relevant risks
2022 Qisda GHG Emissions Table
Unit: tCO2e
Country/region
Scope 1
Scope 2
Scope 3
Taiwan
Suzhou, China
Vietnam
Total
1,638
3,097
70
4,805
8,187
57,598
3,180
68,965
1,652
108
41
1,801
Metrics and Targets
a. The metrics used to assess climate-related risks and opportunities in
 line with the strategy and risk management process

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Governance
The Board of Directors of the Company is responsible for the review and supervision of the 
climate change strategies, action plans and annual goals. The Sustainability Officer is 
authorized to take the responsibility for the draw-up, planning and implementation of the 
strategies. He/she performs climate change detection and takes relevant actions in the 
Risk Management Committee and Corporate Sustainability Management Committee 
every quarter, reports the implementation status to the Board of Directors regularly every 
year, and review the goal of the greenhouse gas reduction and its achievement.
Qisda implements the sustainable development in the respect of the environment from 
the three facets of “green products,” “green operations,” and “green supply chains.” 
The goals set for the development strategies and management measures are subject 
to the KPI (Key Performance Indicator). As a company engaging in the design and manufacture 
of electronic products, Qisda is not only concerned about the greenhouse gas emissions 
of the organization, but also conducts analysis and management with respect to the 
environmental impact of the products to ensure compliance with international standards, 
such as EU Energy-related Products Directive (ErP) and the carbon footprint of the 
organization (ISO 14064-1).
Strategy
Qisda reviews the carbon emissions of the products and the opportunity of reduction from 
the viewpoint of the life cycle. The Company places importance on the green design, uses 
the eco-design approach, and takes the environmental impact and carbon reduction into 
account at the design stage. A carbon footprint report is produced via the management 
platform and the Company takes follow-up and management measures for the 
performance of the carbon reduction.
With the quantification/assessment, management and carbon reduction as the core, 
Qisda takes actions starting from the inventory of the organization’ s greenhouse gas 
emissions (ISO 14064-1) and sets up the energy management system (ISO 50001) and the 
corporate sustainable development (ESG) KPI management system to understand the 
accomplishment status and reduction performance of each energy saving measure.
Green
Supply Chain
This is implemented in three phases as planned: Awareness, Implementation and 
Sustainability. Education and training of key suppliers on GHG inventories is an element in 
the awareness phase. The suppliers of key components are encouraged to conduct GHG 
inventory and reduction in the implementation phase. In the last sustainability phase, it is 
expected to improve the independent management capability of the suppliers and 
disclose their climate change strategies and reduction performance in the Corporate 
Social Responsibility (CSR) Report.
Environment
Design
Management
system
IEC 62430
ISO 14001
ISO 9001
ISO 14006
ISO 14064-1
ISO 50001
ESG KPI System
GHG Inventory
Management system
GHG Reduction
Quantify/
Evaluate
Management
Reduction
Inspection of the supplier’s social responsibility, environment, safety and health
Self-assessment on the Responsible Business Alliance Code of Conduct (RBA Code)
On-site audit of the supplier’s social responsibility, environment, safety and health
Implementation of the Responsible Business Alliance Code ofConduct (RBA Code)
Supplier’s independent management
Preparation of the Corporate Social Responsibility Report
Extension to the Tier 2 supplier
Awareness
Implementation
Sustainability
Green
Operation
Green
Product

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At present, the risks and scenarios that Qisda has identified through assessments are 
sorted below:
RCP2.6
Annual
temperature
Annual
rainfall
Annual
temperature
Annual
rainfall
Today - 2023
2031~2050
Annual temperature:
Increase 0.3 - 2.1°C 
in Taiwan
Increase 0.8 - 2.7°C 
in Suzhou
Increase 0.6 - 1.7°C 
in Vietnam
Annual rainfall:
Increase -5.3 - 12% 
in Taiwan
Increase 1.7 - 11.3% 
in Suzhou
Increase -6.6 - 10% 
in Vietnam
Annual temperature:
Increase 0.7 - 2.4°C 
in Taiwan
Increase 1.2-3.2°C 
in Suzhou
Increase 0.8-2.0°C 
in Vietnam
Annual rainfall:
Increase -4.7-13.6% 
in Taiwan
Increase 2.1-12.8% 
in Suzhou
Increase -4.6-9.9% 
in Vietnam
Most suppliers are located in 
Suzhou. If the temperature 
increases 3.2 ° C, the attendance 
and health of factory personnel 
can be affected, leading to 
production disruptions and material 
s h o r t a g e s .  I f  p r e c i p i t a t i o n  
abnormally increases up to 10%, 
the flood it brings can affect the 
attendance of employees, and 
the factories will be unable to 
proceed with production and 
shipment. This will have further 
impact on Qisda’ s production 
and shipment.
Abnormal natural disasters can 
affect power supply stability. If 
the Company fails to proceed 
with the production, costs will 
eventually increase.
I f  p r e c i p i t a t i o n  i n c r e a s e s  
a b n o r m a l l y ,  i t  m a y  c a u s e  
shipping delays and further 
affect Qisda’ s production and 
shipment.
The annual temperature is expected to 
increase 1.7°C in Vietnam and more than 2°C 
in both Taiwan and China, which will possi-
bly result in a temperature rise in facilities 
and their surroundings, further affecting 
production efficiency.
The increase in rainfall might cause increases 
in flooding, especially when the maximum 
rate of precipitation increase in all 3 countries 
exceeds 10%. If  
drainage equipment around the facilities is 
poor, the facilities can be easily flooded, 
and losses of raw materials, end products 
and machines are highly possible to occur.
The customers can require 
Qisda to prepare materials in 
the warehouse in advance to 
respond to possible material 
shortage crisis.
We require the factories and the internal 
units of Qisda to pay attention to the 
height of the factory’ s foundation for 
flood prevention. We also regularly pay 
attention to occurrences of abnormal 
natural disasters that affect the operation 
of factories and Qisda.
In addition, Qisda also conducts BCP drills 
with respect to natural disasters, checks 
the height of each factory’ s foundation, 
and implements improvement and flood 
prevention measures.
Finally, sufficient key materials are regularly 
stored in the warehouse in accordance 
to the FCST against unexpected needs.
The customers not only 
require additional preparation 
of inventories, but also ask for 
more secondary sources
Physical Climate Scenario
Physical Climate Scenario RCP4.5
Upstream (Suppliers)
Operational & Financial Impact
Management Methods
Parametric
Hypothesis
Qisda
Downstream (Customers)
The annual temperature in Vietnam and Taiwan 
is expected to increase 2.4 ° C and 2.0 ° C 
respectively. On the other hand, the annual 
temperature in China can rise 3.2 ° C to the 
most. This will possibly result in a temperature 
rise in facilities and their surroundings, further 
affecting production efficiency. As a result, the 
investment of devices for improvement is 
required. Additionally, the longer duration of 
high temperatures in recent summers can 
lead to sick employees and further affect the 
operation of the Company.
In addition, the increase in the average 
rainfall might cause increases in flooding. 
Currently, the annual precipitation in the locations 
of Qisda’ s facilities has risen by around 9.9% 
to 13.6%. If drainage equipment around the 
facilities is poor, the facilities can be easily 
flooded, and losses of raw materials, end 
products and machines are highly possible 
to occur. Furthermore, factors such as the 
local terrain, drainage and flood prevention 
measures shall be taken into consideration.
We require the factories and the internal 
units of Qisda to pay attention to the 
height of the factory’ s foundation for 
flood prevention. We also regularly pay 
attention to occurrences of abnormal 
natural disasters that affect the operation 
of factories and Qisda.
In addition, Qisda conducts BCP drills 
with respect to natural disasters, checks 
the height of each factory’ s foundation, 
and implements improvement and flood 
prevention measures.
Moreover, we introduce second resources 
other than preparing key materials for 
inventory.

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Annual
temperature
Annual
rainfall
Annual temperature:
Increase 1-3.1°C 
in Taiwan
Increase 2-4°C 
in Suzhou
Increase 1.1-2.6°C 
in Vietnam
Annual rainfall:
Increase -7.7-13% 
in Taiwan
Increase 3-17.1% 
in Suzhou
Increase -2.7-14% 
in Vietnam
Net zero
emissions
The 1.5°C
target of the
SBTi
Higher temperatures and extreme 
rainfall or drought can result in 
severe power shortage. Thus, the 
suppliers may need to spend 
more money to improve working 
environments and ensure personnel 
safety. The time needed for 
material preparation may be 
longer, and transportation methods 
may need to be changed, which will 
result in increasing costs.
Although Taiwan and Vietnam still have 
lower temperatures compared to China, it 
is possible that the temperatures increase 
more than 2°C and further lead to continuous 
increasing temperatures. As a result, 
continuous improvements of air conditioning 
in factories are necessary. The rise of the 
annual temperature can cause a decrease 
in the number of typhoons and the 
occurrence of droughts.
In extreme climate conditions, floods are 
more likely to occur in the three regions/
countries where Qisda locates comparing 
to other climate scenarios. Apart from 
potential flooding in factories, transportation 
disruptions, impact on employee commuting 
and employee injuries may also occur.
We require the factories and the internal 
units of Qisda to pay attention to the 
height of the factory’ s foundation for 
flood prevention. We also regularly pay 
attention to occurrences of abnormal 
natural disasters that affect the 
operation of factories and Qisda.
In addition, Qisda conducts BCP drills 
with respect to natural disasters, checks 
the hight of each factory’ s foundation, 
and implements improvement and 
flood prevention measures.
Qisda has proactively established three 
production locations in Suzhou, Taiwan 
and Vietnam respectively in response 
to different situations in each region as 
well as customer requirements.
1. Reaching an 
   annual carbon 
   reduction of 4.2% 
   (Scope 1 & 2) 
2. Reaching 60% 
   green power by 
   2030
1. Reaching an
annual carbon
reduction of 4.2%
(Scope 1 & 2)
2.Reaching 100%
green power by
  2040
3.The commitment
to net zero by 
   2050
In line with Taiwan's Pathway to Net-Zero 
Emissions in 2050 as well as international 
trends, laws and regulations, and policies 
with respect to low-carbon transformation, 
the Qisda 
Group has established the goals of reaching 
60% green power by 2030 and then 100% in 
2040. If business growth causes an annual 
increase in electricity consumption by up to 
5%, the Group 
will have a 150% growth in electricity 
consumption in 2030 in comparison with 2021. 
Thus, additional amount for investment is 
required to accelerate energy transformation 
and further increase the usage of green 
power.
1. Continue to invest in energy-saving 
devices for facilities, aiming to
reduce electricity consumption by
6.44 million kWh.
2. Purchase 350 kWh green power from 
renewable sources.
3. Reduce materials in accordance
with SBTs of reduction.
RCP8.5
NDCs
In response to the trend of 
low-carbon transformation, 
the customers will focus 
on increasing the number 
of commissioned ODM 
products made from green 
sources and designing 
low-carbon products. They 
will also
make more requirements 
regarding renewable 
energy and green products 
r e l a t e d  g o a l s  t o  t h e  
upstream suppliers.
The customers hope to 
have a second or third 
production site to prevent 
delivery dates from being 
affected by disasters in 
different locations.
Today - 2023
2031~2050
Physical Climate Scenario
Physical Climate Scenario
Upstream (Suppliers)
Operational & Financial Impact
Management Methods
Parametric
Hypothesis
Qisda
Downstream (Customers)
Due to the need of industrial 
transformation:
1. The operating costs of suppliers 
will definitely increase as the rise
of investments in low-carbon
products is driven.
2. Suppliers that fail to combat
the challenge of low-carbon
transformation will gradually
lose orders and competitiveness.

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Risk Management
2022 Qisda Matrix of Climate Change Risks and Opportunities
Transition risk
Substantial risk
Opportunities
High
Medium-
high
Medium
Low-
Medium
Low
Low-Medium
Medium
Medium-high
High
Low
Impact
Frequency
1
2
3
4
1
2
3
4
5
1
2
3
4
Qisda has identified 7 transition risks, 3 physical risks and 8 opportunities based on the 
adopted climate scenarios of the RCPs. Through the creation of a climate risk matrix, we have 
completed the management of climate risks and the establishment of countermeasures. 
The climate risk matrix can help Qisda better understand the impact of climate change 
on our business as well as guiding the Company on how to respond to and manage risks 
while climate changes in the future. In this matrix, risks are divided into two major aspects: 
“impact” and “frequency,” and then classified as “low,” “low-medium,” “medium,” “medium-high” 
and “high” according to their levels. The impact duration of each climate risk is also identified 
in advance, enabling Qisda to estimate the duration of impacts on our operations more 
accurately when facing climate risks. Finally, according to the climate risks and opportunities, 
Qisda designates responsible departments to manage the “risk content,” “potential impact on 
business, strategies and finances,” and “adaptive and responsive actions,” which serve as 
references for Qisda when setting up relevant hedging and risk control measures.
1
2
3
4
1
1
2
2
3
3
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
1
2
3
4
5
6
7
Domestic and international regulations and laws (Medium to long Term)
Carbon trading and carbon(Medium Term)
Green product and techno(Long term)
Purchase of green power(Medium to long Term)
Customer and regulatory requireme(Long Term)
The sustainable awareness of consumers (Long Term)
Reputational risk(Long term)
Typhoon and flood (Short  Term)
Water and Power shortage (Short  Term)
Increase of annual Temperatures (Short  Term)
Benefits of energy saving (Short term)
Benefits of water saving (Short term)
High- efficiency green building(Medium to long term)
Solar power installattion(Medium to long Term)
Products and services with low carbon emissions( Long term)
Energy-saving commodities and market demond (Medium to long term)
Energy-saving commodities(Medium to long term)

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Climate Change Related Risks and Their Financial Impact
Qisda regularly checks the compatibility with climate change relevant laws and regulations every year. We also include laws and regulations with 
higher risks in the assessment performed by the Risk Management Committee and the ESG Committee. If they are confirmed as potential risks, they 
will be set up as the quarterly key performance indicator for management.
Transition
risk
The Bureau of Energy under the MOEA has required 
the Company to reduce our electricity consumption 
by 1% every year.
Summer energy-saving measures of the 
Administrative Yuan
The “Greenhouse Gas Reduction and Management 
Act” was enforced in 2015, and major energy 
consuming companies are required to report 
relevant problems.
Law-related risks that product labels (e.g. carbon 
labels and green labels) in sales regions may 
have.
Domestic and international laws and regulations 
might include prohibition and control on high 
power-consuming products.
Qisda has responded to this in terms of administration and engineering 
controls. Our ESG Committee manages this issue on a quarterly basis.
We have implemented measures such as smart lighting and inspection 
on turning off lights to meet new regulations, and the ESG Committee 
has had good control over energy saving.
The ESG Committee has established relevant KPIs control. We also 
continue to focus on requirements of domestic and international laws 
and regulations. Currently, there is no risk regarding domestic and 
international laws and regulations for Qisda.
Qisda not only follows relevant domestic and international laws and 
regulations at any time, but also disseminates the requirements of the 
latest laws, such as the ban of selling 8K TVs in the EU, within the Company 
to let the employees better understand transition risks of climate 
change.
Qisda will continue to pay attention to this trend. Our products are 
currently not included, but we will be prepared in advance to respond 
to relevant problems.
Increase in operating costs 
resulted from possible rise of
 electricity bills
Possible impact on production 
in factories
Importers will start paying for 
the EU’ s CBAM charge, which 
will cause a rise in import and 
export costs.
More funds will be needed for 
R&D expenses as well as the 
R&D and in-process energy-
saving equipment.
In 2022, Qisda spent US$3,745 
in purchasing renewable energy 
and green certificates.
Policy and Regulation
Medium- 
to long-
term
Medium- 
to long-
term
Medium-
term
Long-term
The Carbon Border Adjustment Mechanism 
(CBAM) will gradually enter into force in 2023.
There may be impact brought by the carbon tariff 
system of the U.S.
The change of the consumers’ awareness will 
result in an increase in the demand for green 
products. Hence, Qisda’ s products have to meet 
the customers’ expectations and market demand.
We have increased the proportion of purchased 
green power certificates year by year in response 
to the RE100 project.
To increase the usage of green energy, Qisda has 
installed equipment related to solar power 
generation.
We officially established an internal carbon footprint calculation system - 
the Carbon Management Platform - in 2011. Whenever a customer 
requires the provision of this type of information, we can calculate the 
volume of carbon emitted from the product.
Qisda has incorporated the idea of ecological design in our product 
development process. For example, we have adopted the IEC 
62430-verified eco-friendly design for LCD displays and projectors to 
create more environmentally-friendly green products.
Qisda purchased 3.5 million kWh of renewable energy (green power) in 
2022.
We aim to use renewable energy by 60% in 2030.
Domestic and
international
regulations
and laws
Carbon trading
and carbon tax
Green product
and technology
Purchase of
green power
Climate Change
Related Risk
Type
Impact
Period
Description of Risk Content
Potential Impact on Business,
Strategies & Finance
Adaption & Responsive Actions 
We can start from the initial stage of product realization, which is design, and minimize the impact on the environment as well as carbon emissions. 
Considering that the stakeholders are more aware of product carbon reduction, Qisda has included this issue in our risk assessments since 2009.
Technology

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Transition
risk
Consumers have become more and more aware of the environmental impact of the products that they purchased. If the environmental 
performance of our products cannot meet the expectations, there will be market risks.
The increasing costs of additional manual 
labor and working hours related to the 
implementation of the LCA research has 
been damaging our income and profitabil-
The customer brands are having higher 
requirements for the assessment of 
product carbon footprints.
Sales will decrease if errors occur during 
the certification of energy-saving products.
Qisda established the Carbon Management Platform system 
in 2011, providing the customers with a report on the product 
carbon footprint right after the mass production of a product.
We have also conducted quarterly inspections on the ESG 
Committee, set up and maintained the product GHG inventory 
system as well as verifying the subcontractors, spending over 
US$342,700.
The total amount under the potential financial impact is 
around US$931,000.
We also include reputational issues with higher risks in the 
assessment performed by the Risk Management Committee 
and the ESG Committee.
In accordance with the customer brands’ requirements, Qisda 
provides the GHG emissions data of the organization and 
products along with corresponding carbon emissions reduction 
plans.
We are able to satisfy the customers’ requirements with the 
carbon footprint calculation system, leading to the success in 
reducing transition risks.
The identification and management of climate risks can affect the judgement made by external stakeholders on the Company and further 
influence the business status in long term.
Long-term
Long-term
Long-term
Since 2011, the change of consumer 
behavior has had a financial impact 
on the implementation of the 
LCA; the costs have increased/
decreased by US$341,000 in total.
One of our customers is requiring 
that we apply the EPEAT for our 
products through PAS2050 or 
ISO14067. As a result, we have spent 
US$590 thousand every year for 
this.
Calculation of product carbon 
footprints requires a great deal 
additional time and manual labor.
The impacted recertification and 
sales of some products are estimated 
to affect 1% of the revenue.
Reputation
Market
Climate Change
Related Risk
Type
Impact
Period
Description of Risk Content
Potential Impact on Business,
Strategies & Finance
Adaption & Responsive Actions 
Customer
and regulatory
requirements
The sustainable 
awareness of 
consumers
Reputational risk

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Short-term
Short-term
Short-term
Qisda has established an emergency response and joint defense mechanism and integrated the resources of the Company and the Group to 
assess and analyze the climate events that have possible impact on the Company’ s operation every year.
Physical
risk
According to estimations, if the period 
of impact lasts for a day: 
The disaster may have an impact of 
around CN$150 thousand, so the 
production process needs to be 
adjusted.
If it lasts for more than 2 days, it may 
have an impact of around CN$300 
thousand.
Suzhou Plant: If the government cuts 
power supply for 5 days, orders that 
worth a total of CN$20 million might 
be affected.
Taiwan Plant: It has a smaller share of 
the Company’ s overall production, 
meaning that the amount being 
affected by it is rather small.
Expenses for purchasing air conditioners 
may cause a rise in costs.
Through the professional comprehensive analysis of climate 
disasters, we can transfer risks through insurance. In 2020, we 
identified if there are climate-related risks in Qisda’ s facilities 
in Taiwan through Fubon Insurance. Currently, we put more 
than NT$2 billion in insurance every year for the overall risk of 
the Company.
In 2020, Qisda investigated in the status of the Group’ s water 
use and simulated complementary plans for water shortage 
during the occurrence of droughts.
Personnel outside of the production line shall work from home 
to reduce the impact on production. With this, the original 
2.5-day water storage can be prolonged to 3.5 days, and the 
production will not be affected as a result.
Where there is long-term impact, production in different 
locations will be implemented for internal support as Qisda 
has 3 factories in different countries.
We have finished updating air conditioning and water-cooled 
water chillers, which costs us NT$22.2 million after deducting 
the subsidies from the government.
Regarding the long-term global climate trend, Qisda has identified the risks and adopt responsive strategies progressively to prevent possible impact.
Acute physical risks 
Long-term physical risks
Climate Change
Related Risk
Type
Impact
Period
Description of Risk Content
Potential Impact on Business,
Strategies & Finance
Adaption & Responsive Actions 
Typhoon
and flood
Water and
power shortage
Increase of
annual
temperatures
Floods can disrupt the business as well as 
the production and delivery of products.
If power shortage occurs in the Suzhou 
Plant for a long time, the production will 
be affected.
The capacity of the Taiwan Plant will be 
affected in the scenario when Northern 
Taiwan suffers water scarcity and the 
policy “providing water for two days and 
cut off the supply for the next three 
days” is implemented.
The increase in the average tempera-
ture will incur more electricity consump-
tion to satisfy the needs for air condi-
tioning and heating.

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Climate Change Related Opportunities and Their Financial Impact
Energy
sources
Short-term
Short-term
Type
Impact
Period
The cost  of solar power installation and generation as well as electricity 
storage at the Taoyuan Plant was around NT$23.1 million in 2021.
The Suzhou Plant collaborated with an energy company; Qisda 
provided areas for installation while the energy company provided 
power generation equipment. After the operation started, Qisda 
purchased green power for use and paid the energy company 
usage fees that were lower than the price of supply mains.
We completed solar power installation at the end of 2021, includingthe Phase-I solar power 
installation in Suzhou and the Taoyuan Twin-Star Plant’ s connected grid for solar power 
generation.
In 2022, Qisda generated a total of 5.2 million kWh solar power, all of which were self-generated 
and self-consumed.
The Phase-II solar power installation at the Suzhou Plant will be implemented in 2023.
NT$19.5 million of electricity bills (4.2 million kWh electricity) can be saved every year.
In order to mitigate the effects of customer requirements on Qisda, we have established plans for 
relevant GHG emissions reduction. They are divided into two courses: engineering improvement and 
administrative management.
We have also activated the ISO 50001 energy management system to fully monitor and control 
ourperformancein terms of energy saving and further reduce operating costs. 13.37 tCO2eis 
expected to be reduced every year.
Qisda has been utilizing energy-saving data as our sustainability indicator and performing 
inspections on a quarterly basis to follow up on the emissions reduction progress. Our key 
performance indicator is to reduce electricity consumption per million USD production value by21%in 
2025 compared with the baseline year (2021).
Qisda has set up relevant plans to reduce energy consumption. For example, we replace the original 
T8 (40W) fluorescent tubes with LED (20W) lights in all office space and some warehouses. The total 
accumulated expenses of restructuring engineering for energy saving is around US$190 thousand.
In order to reduce water use and consumption, Qisda has established KPIs through the ESG/CSD 
Committee, planning to reduce water consumption per million USD production value by 22% in 2025 
compared with the baseline year (2015).
Each manufacturing facility shall conduct quality inspection for wastewater to be discharged in the 
frequency required by the local competent authority.
The inspection is performed every quarter to follow up on the water use reduction progress. Our key 
performance indicator is to, through relevant plans, reduce water use per million USD production 
value by 22% in 2025.
Qisda establishes relevant plans to reduce water consumption and leakage, which are divided into two 
courses: engineering improvement and administrative management. These plans include checks on 
and repair of leakage, replacement of old pipelines, installation of water-saving equipment and 
dissemination of water conservation. The accumulated cost for water use reduction is around US$11,100.
The wastewater recovery rate in the production at the Suzhou Plant varies in different production 
lines, ranging round 70% to 100%.
The increase of energy efficiency in factories can bring about energy conservation and cost 
reduction. Qisda has set up relevant engineering improvement plans to better march towards 
more effective buildings.
In 2022, the Twin-Star Plant in Taiwan received a three-year extension for its Green Factory Label.
The Twin-Star Plant in Taiwan currently has a bronze-level Green Building Label for in-use buildings. In 
2023, we will carry out an upgrading plan in the expectation of raising the Label to silver level for 
in-use buildings in 2024.
We expect to apply for China’ s Green Factory Certificate of Jiangsu Province for the Suzhou Plant in 
2023. For this, we will inventory our existing green products, green design and energy-saving 
measures as well as expanding the scope for the ISO 50001 certification.
Saving US$1,872 every year.
The potential financial return of the energy-saving plan is estimated 
to surpass US$180 thousand.
The cost for the water bills and hazardous waste disposal in the 
Suzhou Plant is reduced by NT$12.7 million.
The indirect (operating) cost is reduced.
Medium- 
to long-
term
Medium- 
to long-
term
Benefits of
energy saving
Benefits of
water saving
High-
efficiency
green building
Solar power
installation
Resource
Efficiency
Potential Financial Impact  
Responsive Actions

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Productivity
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Preface
The annual revenue of Qisda’ s LCD products and Energy Star 
models has a YoY growth of 4.67%.
ACE Energy had a revenue of NT$130 million in 2022, having a YoY 
growth of 20%.
BenQ:
We have acquired energy labels for all LCD products and PDPs, 
which account for around 55% of all products with energy labels. 
Qisda:
    LCD: 76% of our products meet the requirements of laws and 
    regulations on energy saving in 2022.
    Thanks to the business of ACE Energy, this will not be affected by 
    climate risks.
Metrics and Targets
To achieve the goal of becoming a green enterprise, Qisda had committed to joining the SBTi 
in 2022 and has set up carbon reduction goals in 2023. In the future, we will march toward 
RE100 and net zero emissions to engage with the value chain. Qisda attaches importance to 
impacts caused by climate-related issues. Considering that the impacted scope covers 
every aspect of implementation as well as the Company’ s future development, the Chair of 
the Board monitors these impacts in person to ensure that the Board understands the meaning 
of climate change issues to the Company’ s sustainability. With the effective, internal 
top-down management, we have also combined the ESG performance and level of achievement 
with the CSO along with the remuneration to and KPIs of senior managers. The Company has 
decided to establish a long-term remuneration plan for the Chairman, CEO, President and 
other senior managerial officers starting from 2023. This plan is connected to the ESG performance 
(corporate governance, social engagement and environmental sustainability performance 
indicators) and grants long-term reward and compensations based on the achievement 
status of ESG performance targets every year. Taking the President for example, the 
compensation is estimated to account for up to 10% of his total remuneration of the year.
The use of materials and GHG emissions shall be reduced by 5% in comparison with 
2015. This goal must be achieved with the specific product of each business unit. Since 
2011, we have spent over US$342,700 in establishing and maintaining the green product 
system and verifying the subcontractors.
The Qisda Group actively develops energy-saving products in the hope of increasing 
the percentage of green products’ revenue.
ACE Energy has included energy saving and safety in design starting from the planning stage. 
After completion, it adjusts energy efficiency and subsequent operational maintenance to 
fulfill the commitment to energy-saving and safe operation. In addition to providing 
real-time statistics of electricity usage, adjustment and control equipment and abnormal 
monitoring reports, it also offers monthly reports on energy-saving benefits and 
appropriateness of equipment in line with the International Performance Measurement and 
Verification Protocol (IPMVP), hoping to enhance customer competitiveness (by ensuring 
energy efficiency and reducing the labor burden) and achieve a win-win situation (for 
the Earth, the customers and ACE Energy) through professional energy services.
Upholding the idea of smart energy saving and sustainability through green power, 
ACE Energy focuses on energy services including air conditioning, air compression, hear 
recovery, lighting, management of electricity use, energy storage as well as electrical 
equipment monitoring and Internet-based management of relevant data. It also 
establishes long-term partnerships with the customers by sharing the benefit of 
energy saving and installing green energy systems.
The transformation of carbon reduction technologies and low-carbon materials will 
continue to be required in the future.
BenQ: Currently, we use recovered materials for 35% of the plastic coats, and use EPS 
for buffer packaging materials. In the future, we will use recovered materials for 65% of 
the plastic coats, and use folded paper or molded pulp materials for 85% of the buffer 
packaging materials.
Qisda: We recycle and reuse plastics, hardware and paper packaging materials to 
achieve a circular economy.
Type
Impact
Period
Potential Financial Impact  
Responsive Actions
The indirect (operating) cost is reduced. The reduction of water 
consumption can result in the decrease in carbon and costs. As 
materials have a 1.1% share, the potential financial return is estimat-
ed to surpass US$24,787 thousand.
The cost  of solar power installation and generation as well as 
electricity storage at the Taoyuan Plant was around NT$23.1 million 
in 2021.
The Suzhou Plant collaborated with an energy company; Qisda 
provided areas for installation while the energy company provided 
power generation equipment. After the operation started, Qisda 
purchased green power for use and paid the energy company 
usage fees that were lower than the price of supply mains.
Medium- 
to long-
term
Medium- 
to long-
term
Long-term
Products and
services with
low carbon
emissions
Energy-saving
commodities
Energy-saving
commodities
and
market demand
Product
and
service
Market
Resilience

Energy Consumption and Saving
85
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Energy Consumption and Saving
With the issue of global warming becoming more and more severe, Qisda, being a citizen of 
the Earth, has established a GHG inventory for global manufacturing sites with reference to 
the requirements of the GHG emission at the organization level (ISO 14064-1) and the GHG 
Protocol since 2007. GHG inventories and third-party verifications have been conducted 
annually. Currently, the coverage rate of the organizational boundary of inventory has 
reached 100%. Qisda conducted third-party verification according to the ISO 14064-1:2018 
standard for the GHG inventory data of all factories around the globe in 2022. The energy 
consumption within the Qisda Group, including fuels (natural gas, gasoline and diesel fuel) 
and electricity in offices and factories, is assessed with the significance guide of the ISO 
14064-1:2018. Our major energy consumption is the electricity used in offices and factories 
(Scope 2 – indirect GHG emissions from energy consumption). In 2022, the energy intensity 
was 29,436 kWh per million USD production value. In 2021, Qisda expanded the establishment 
of solar power generation and electricity storage equipment in the facilities in Taiwan and 
Suzhou. The equipment has been put into use since 2022. Both facilities generate and use 
renewable energy internally to reduce the use of purchased electricity.
9,240
 33,264 
0
0
121,700,000
 438,120,000 
599.3
 6,494,586 
 23,380,491 
19.7
 245,156 
 882,560 
12.8
 159,289 
 573,440
9,300
 33,480 
0
0
121,900,000
 438,840,000 
623.7
 6,759,008 
 24,332,408 
22
 273,778 
 985,600 
9.5
 118,222 
 425,600
9,680
 34,848 
0
0
127,900,000
 460,440,000 
180.6
 1,957,154 
 7,045,748 
13.9
 172,978 
 622,720 
10.8
 134,400 
 483,840
5,200,534
 18,721,922 
3,500,000
12,600,000
117,846,382
 424,246,977 
339.16
 3,675,461 
 13,231,649 
99.97
 1,244,072 
 4,478,656 
14.68
 182,685 
 657,664
9,240
 33,264 
 128,599,031 
 462,956,491 
9,300
 33,480 
 129,051,008 
 464,583,608
9,680
 34,848 
 130,164,532 
 468,592,308
8,700,534
 31,321,922 
 122,948,600 
 442,614,946
2019
2020
2021
2022
Total renewable energy usage
Total non-renewable
energy consumption
Electricity
kWh
MJ
kWh
MJ
kWh
MJ
kWh
MJ
kWh
MJ
1,000 cubic meters
kWh
MJ
1,000 cubic meters
kWh
MJ
1,000 cubic meters
kWh
MJ
Energy
Unit
Self-generated, 
self-consumed
& renewable
Purchased &
renewable
Purchased &
non-renewable
Natural gas
Gasoline
Diesel fuel

Energy Consumption and Saving
86
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
In 2022, the total GHG emission of Qisda and its global sites was around 74,000 tCO2e. The 
emission is mostly the carbon dioxide caused by purchased electricity for operational needs 
during the process of electricity generation, and holds over 90% of the overall carbon emission of 
the entire company. Since 2021, Qisda has disclosed the Scope 3 indirect GHG emissions with the 
verification of a third-party verification unit. In the future, we will expand the scope of disclosure 
and verify the type of indirect GHG emissions in each facility. Qisda complied with the principles 
of the National Renewable Energy Certification Center and applied for the Renewable Energy 
Certificate (T-REC) for the Taiwan Plant with its volume of solar power generation in 2022. We 
also purchased international renewable energy certificates (I-RECs) for the Suzhou Plant. We 
will follow the GHG Protocol Scope 2 Guidance and make disclosures in the CDP survey, 
describing the plan for offset to conform to the Scope 2 GHG inventory.
Scope (tCO2e)
Stationary combustion
Mobile combustion
Process emissions
Fugitive emissions
1,358.8131
99.4826
0.0000
981.9297
2,440.2254
95,123.9331
0.0000
97,564.1585
0.0000
353.3010
84.4237
0.0000
1,799.2807
2237.0054
93,414.1813
0.0000
95,651.1866
0.0000
 413.5096 
 71.1329 
0.0000
 1,808.1099 
2,292.7524
102,262.3510
0.0000
104,555.1586
0.0000
 742.2685 
 318.9313 
0.0000
  3,743.7680  
4,804.9678
73,031.8256
70,758.5866
77,836.7934
75,563.5544
CO2
CH4
N2O
NF3
HFC
PFC
SF6
Total
 96,573.6044 
 891.9967 
 6.3721 
0.0000
 72.4248 
0.0000
 19.7605 
 97,564.1585
 93,848.0291 
 848.4418 
 4.0222 
0.0000
 930.9330 
0.0000
 19.7605 
 95,651.1866
 102,927.4345 
 825.6514 
 3.6326 
0.0000
 778.6795 
0.0000
 19.7605 
 104,555.1586
 71,882.5382 
 726.5444 
 10.5304 
0.0000   
 2,924.1810 
 0.0000   
 19.7605 
75,563.5544
145.0000
(*QTY)
45.9524
(*QTY)
59.6214
(*QTY/QCS)
1,473.7881
(*QTY)
135.1860
(*QTY/QCS/QVH)
127.6748 
(*QTY/QCS/QVH)
65.2047
(*QTY)
The GHG inventory at the organization level is based on the ISO 14064-1:2018 version. Operational 
control is adopted as the method of compiling the amount of GHG.
We adopt the global warming potential in IPCC’ s Sixth Assessment Report in 2021. Other than that, 
emission factors are calculated in accordance with the value announced by the central competent 
authority of the location of each factory.
The amount of direct and indirect GHG emissions as well as emissions from imported energy is 
verified by a third-party verification agency.
Source of the conversion factors used to calculate transportation indirect GHG emissions: we use 
distance-based calculation in accordance with the International Civil Aviation Organization (ICAO) 
website, and we also adopt the carbon emission factors on the website in our calculation.
The statistics of Scope 3 emissions in 2019 and 2020 were verified in line with the AA 1000 while the 
statistics in 2021 and 2022 were verified according to the ISO 14064-1.
2019
2020
2021
2022
2019
2020
2021
2022
2019
2020
2021
2022
Source of Scope 3 emissions 
(tCO2e)
16.7734
(*QTY/QCS)
45.9524
76.3948
1801.8536
145
Location-based
Market-based
Location-based
Market-based
     Subtotal
Scope 1
Scope 2
Total
(Scope 1 & 2)
Substance of GHG 
emissions (tCO2e)
Purchased goods and services
Capital goods
Fuel- and energy-
related activities
Upstream transportation and 
distribution
Waste generated in operations
Business travel
Employee commuting
Upstream leased assets
Downstream transportation 
and distribution
Processing of sold products
Use of sold products
End-of-life treatment of sold 
products
Downstream leased assets
Franchises
Investments
Total
3. 
4. 
5. 
2. 
1.

87
QISDA Corporate Sustainability Report 2022
Energy Consumption and Saving
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
In order to reduce the impact of energy consumption on global warming, Qisda has 
developed GHG reduction-related measures. Based on the GHG reduction plan, we 
completed energy-saving measures (such as engineering improvements including 
replacement of high energy-consumption lighting and smart lighting in facilities) in the 
past. In addition, we continue to increase the proportion of renewable energy use through 
self-installed solar power generation systems and save energy with the help of administrative 
management, aiming to reach the goal of reducing GHG emissions.
IIn 2022, the actual amount invested in green equipment at all manufacturing sites around 
the world was NT$23.66 million while a total of 6,445 MWh electricity was reduced.
In 2022, the actual amount invested in green equipment in the Taiwan Plant around the world 
was NT$22.2 million while a total of 1,340 MWh electricity was reduced.
4,200
42
161
173
530
774
452
114
6,446
15,120
151
578
622
1,908
2,785
1,628
411
23,203
 2,440 
 24 
 94 
101
 270 
394
230
58
3,611
10.6
2.5
27,532
21.91
9.75
2.4
26,530
22.61
9.56
2.3
29,338
23.06
7.4
1.9
29,436
16.50
10.4
2.5
27,532
21.91
-30%
-23%
7%
-25%
Total
Climate Indicator
2019
2020
2022
2021
Major Implemented Project 
Use of green energy
Energy efficiency of processes
Energy efficiency of buildings
Energy efficiency of processes
Use of green energy
Energy efficiency of processes
Energy efficiency of processes
Energy efficiency of processes
Phase-I engineering for solar power generation at 
the Suzhou Plant
Installation and frequency conversion of MI air 
handling units
Improvement of lighting in areas around the dorm
Improvement of frequency conversion and energy 
efficiency of S2 air compressors
Engineering for solar power generation at the 
Twin-Star Plant
Replacement of water-cooled water chillers
Frequency conversion and energy saving for the 
headquarters building
Recovery of waste heat from air compressors
Annual Emission Reduction
(tCO2e)
Annual Energy Savings
(GJ)
Annual Energy Savings
(MWh)
Categorization &
Scope of Reduction
Reduction Type
Scope 2
Scope 2
Scope 2
Scope 2
Scope 2
Scope 2
Scope 2
Scope 2
2021
Baseline year
Reduction %
(Compared to the Baseline Year)
Total GHG emissions (10,000 tCO2e)
Carbon emission per personal hourly electricity 
consumption (kgCO2e)
Electricity consumption per million USD production 
value (kWh)
GHG emissions for each million USD value (tCO2e)
(*Only Scope 1 and 2 emissions are in the calculation.)

88
QISDA Corporate Sustainability Report 2022
Making Good Use of Water Resources
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Making Good Use of Water Resources
496,080
0
0
0
496,080
396,864
561,854
0
0
0
561,854
449,483
517,562
0
0
0
517,562
414,049
441,270
0
0
0
441,270
353,016
1. The total water discharge is the tap water consumption of global manufacturing sites * 0.8 (0.2 is the 
calculated proportion of evaporated water due to the use of air conditioners).
2. The organization collects water consumption data based on water bills (which include the tenants’ 
water usage) as a standard for water consumption.
3. According to World Resources Institute “Aqueduct Water Risk Atlas,” Suzhou (China) and Hà Nam (Vietnam) 
are regions facing high levels of water stress.
2019
2020
2022
2021
Qisda considers cleaner production and environmental protection at the beginning of 
the product design process. No wastewater is generated during the production process 
of any product in any factory; there is only domestic sewage. In 2022, Qisda’s global 
operation locations consumed around 4.41 million liters of water and discharged about 
3.53 million liters of water. The municipal water supply was the only source of water for all 
factories. To implement water resource management, all factories have taken the initiative 
to concern about the status of tap water use since 2011. The water consumed per million 
USD production value in 2022 was 106 tonnes, which had a 0.72% reduction compared 
with 2021. Other than that, all factories of Qisda have not extracted groundwater for 
operational use. The water pollution control equipment in the Taiwan Plant are operated 
and maintained by professional personnel. We use biofilms to treat domestic sewage, 
whereas the produced sewage is discharged into the sewerage system built by the 
government. The sewage discharged by the Suzhou Plant is directly discharged into the 
municipal sewer system, and the sewage discharged by the Vietnam Plant is treated by 
the internal sewage treatment plant, and then discharged into the sewage treatment 
plant of the industrial park. The sewage discharged by both plants eventually goes into 
the sewer management system. Therefore, the generated sewage has not caused any 
direct impact on water bodies and the land. As for the inspection for sewage quality, the 
Taiwan Plant surpassed the standard established by the Guishan Industrial Park*. The 
Suzhou Plant meets the sewage discharge standard** , and the Vietnam Plant meets the 
discharge standard of the industrial park***. The water discharged by all factories is 
regularly monitored and has not been reused by other organizations. All of Qisda’s 
factories are located in industrial parks; we do not own, rent or manage any factory in 
ecological reserves or water reserves. We do not engage in any event that creates negative 
impacts on biodiversity. Likewise, our services and the process of product manufacturing 
do not harm the environment and the ecology.
Taiwan: The lowest effluent standards are COD: 480mg/L and SS: 200mg/L. We use the maximum value from the annual inspection 
data of the Guishan Industrial Park as our actual data. The actual data of 2022 was COD: 52.75mg/L and SS: 17.35mg/L.
Suzhou, China: The lowest effluent standards are COD: 500mg/L and SS:400mg/L. We use the maximum value from the inspection 
data as our actual data. The actual data of 2022 was COD: 43.5mg/L and SS: 22.0mg/L
Vietnam: The lowest effluent standards are COD: 150mg/L. We use the maximum value from the inspection data as our actual data. 
The actual data of 2022 was around 37mg/L.
*
**
***
Water withdrawal
(cubic meter)/year
Tap water
Surface water
Groundwater
Others
Total
Water discharge (cubic meter)
Water consumption (cubic meter)

89
QISDA Corporate Sustainability Report 2022
Making Good Use of Water Resources
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
0
0
0
0
0
0
0
0
0
0
441.27
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
361.33
81.88%
441.27
361.33
81.88%
88.25
72.27
81.88%
353.02
289.06
353.02
289.06
Table of Water Withdrawal, Discharge and Consumption (1,000 tonnes)
Water Withdrawal
Water
Withdrawal
by Source
Total
Water
Withdrawal
Drainage Volume
Water Consumption
Volume
Surface water
Groundwater
Seawater
Third-party water (total)
Surface water 
+ ground water 
+ seawater
+ third-party water (total)
Freshwater
Other water
(≤1,000 mg/L total dissolved solids)
(≤1,000 mg/L total dissolved solids)
Regions facing
high levels of
water stress
All regions
Percentage of
water use in
regions with
high levels of
water stress
Regions facing
high levels of
water stress
All regions
Percentage of
water use in
regions with
high levels of
water stress
Regions facing
high levels of
water stress
Percentage of
water use in
regions with
high levels of
water stress
Surface water (total)
Surface water, ground water, 
seawater, produced water
Freshwater 
(≤1,000 mg/L total dissolved solids)
Other water 
(> 1,000 mg/L total dissolved solids)
Freshwater 
(≤1,000 mg/L total dissolved solids)
Other water 
(> 1,000 mg/L total dissolved solids)
Freshwater 
(≤1,000 mg/L total dissolved solids)
Other water 
(> 1,000 mg/L total dissolved solids)
Groundwater
Freshwater 
(≤1,000 mg/L total dissolved solids)
Other water 
(> 1,000 mg/L total dissolved solids)
Produced water (total)
Freshwater 
(≤1,000 mg/L total dissolved solids)
Other water 
(> 1,000 mg/L total dissolved solids)
Third-party water (total)
Seawater (total)
Total water withdrawal by 
source of the third party,
Total Water Withdrawal
Total Water
Discharge
by
Destination
Total Water
Consumption
Water
Discharge
by
Freshwater
and Other
Water
Surface water (total) 
+ groundwater (total)
+ seawater (total) 
+ produced water (total) 
+ third-party water (total)

Making Good Use of Water Resources
90
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Qisda is a professional OEM of electronic design. The manufacturing process of Qisda is simple 
assembly work, and thus does not consume any water. The major risk of using water is that 
when water shortage occurs, there will be no water for drinking and household needs. 
Other risk analysis of water resources are shown as the table below. To reduce water consump-
tion, Qisda has formed the Corporate Sustainable Development Committee (ESG Committee), 
set up water saving KPIs and managed the performance regularly. We also adjust the goals for 
the next year with respect to water consumption and other related risks at the end of each year. 
In addition, Qisda holds meetings with all companies within the Qisda Group to check the water 
consumption status of all companies and factories and make water limitation-based 
simulation. By doing so, we are able to assess the regional water supporting mechanism 
of the Group, and further improve our response capabilities when water shortage or limitation 
occurs.
Table of Risk Assessment of Water Resources
Water
Withdrawal
Water Resource Risk Assessment and Response
Qisda does not consume any water during the manufacturing process, but it 
needs to provide clean domestic water for employees’ daily demands. According to 
the results analyzed by the WRI (World Resources Institute) Aqueduct’s global water 
risk mapping tool, Taiwan is included in medium and low-risk regions, whereas the 
regions in which the Suzhou (China) Plant and the Vietnam Plant located are facing 
“high level” water stress. However, the municipal water supply is the only source of 
water for all Qisda’s factories. As a result, the water shortage only occurred once 
over the past 15 years. Qisda has established procedures for emergency response 
with respect to water shortages. If we receive messages from the government or the 
media about water suspension/limitation due to contaminated water resource 
following typhoons or water shortage caused by droughts, we will notify contracted 
water carts to provide water for places that need support. This way, we can avoid 
operational disruption caused by water shortage.
Drinking
water Quality
Item
Description / Impact on Qisda’s Operation
1. Continuous implementation of water saving
2. Drawing up water shortage response plan
All of Qisda’s factories rely on the municipal water supply as the only source of 
water, and have not extracted groundwater for operational use. We also 
establish drinking-water filtration systems and regularly inspect water quality 
in accordance with the laws and regulations so as to ensure safe water.
Low
Coping Strategies/
Management 
Mechanism
Level of Risk
Item
Description / Impact on Qisda’s Operation
Low
Coping Strategies/
Management 
Mechanism
Level of Risk
The water pollution control equipment in the Taiwan Plant are operated and 
maintained by the professional personnel. We use biofilms to treat domestic 
sewage, whereas the produced sewage is discharged into the sewerage 
system built by the government. The sewage discharged by the Suzhou Plant 
is directly discharged into the municipal sewer system without causing any 
direct impact on water bodies and the land. Moreover, the effluent quality is 
regularly monitored and inspected in accordance with the regulations, and 
the results have surpassed legal standards. In recent years, there has not 
been any incident of water pollution for all factories.
Low
Coping Strategies/
Management 
Mechanism
Level of Risk
Water
Pollution
Control
According to the results analyzed by the WRI (World Resources Institute) 
Aqueduct’s global water risk mapping tool, all factories located in Taiwan, 
Suzhou (China) and Vietnam do not face “high level” flood risk. For the last 15 
years, there is no loss caused by floods in the factories. In addition, Qisda has 
set up control procedures for precautions and emergency response. Before 
typhoon occurs, we ask cleaning service providers to clean the drains to 
improve drainage and avoid factories being flooded due to poor drainage. We 
also prepare emergency equipment such as sandbags and water-gates 
beforehand lest any issue occurs.
Low
Coping Strategies/
Management 
Mechanism
Level of Risk
Flooding
None
None
Regular drills

Making Good Use of Water Resources
91
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
In order to achieve the benefits of water conservation, the Company adopts the following 
traditional water-saving measures for our locations worldwide: 1) improving air conditioners 
and cooling towers to reduce water evaporation and fugitive emissions; 2) recovering and 
providing rainwater to facilities for plant watering; 3) adopting sense water-saving water 
taps; 4) producing simple save water slogans, and others, aiming to use 126 tonnes of 
water per million USD production value in our global locations. In 2022, the total water 
consumption of Qisda’ s global locations reduced by 14.7% in comparison with 2021. 
Furthermore, the water usage per million USD production value was 106 tonnes, which was 
also better than the established annual performance target. 
Waste Recycling
Qisda complies with the regulations and sets up the environmental dedicated personnel 
to effectively manage the flow of waste, such as output, removal, and treatment. In addition 
to the continuous energy saving and waste reduction activities, we also adopt the strategy of 
source management for the waste. At the design stage, non-toxic raw materials, recycled 
materials, recyclable materials and easy-to-disassemble structure design are included to 
reduce the environment impacts when products are discarded. At the production stage, 
we reduce the amount of waste generated through process design, and initiatively implement 
resource classification (reuse, reuse) to achieve waste reduction in the manufacturing 
plant. There is no hazardous waste defined by the Basel Convention is produced during 
the manufacturing process. At the distribution stage, we use the standard version wooden 
pallets, reduce the number of special size pallets, and increase the reuse rate. In terms of 
the waste, in addition to entrusting qualified clearing and disposal companies to incinerate 
or reuse them, we uphold the concept of responsible producers and conduct regular 
audits for disposal companies to ensure proper waste disposal. The recyclable waste is 
sorted and recycled by outsourced companies in the resource recovery area of the factory. 
In order to increase the recycling proportion of the waste, Qisda has established waste 
management procedures and recycling targets. Action plans and goals are reviewed at 
the corporate sustainable development (ESG) meeting quarterly to achieve long-term 
results. In the past four years, Qisda Technology has achieved the goal that 90% of waste 
can be recycled and reused.
Water Bill
Legal
Compliance
Qisda regularly checks the compliance with water-related laws and regulations 
at the end of every quarter. If there are regulatory updates, we comply with them 
immediately. In recent years, there has not been any violation of water-related 
laws and regulations.
Item
Description / Impact on Qisda’s Operation
Low
Coping Strategies/
Management 
Mechanism
Level of Risk
Maintenance
The water bills in Suzhou (China), Vietnam and Taiwan are relatively low, and the 
Taiwan government has not yet imposed the water conservation charge. Considering 
that the factories maintain a medium amount of water usage, water bills have 
little impact to the costs in the future.
Low
Coping Strategies/
Management 
Mechanism
Level of Risk
Implementation of water saving

Waste Recycling
92
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Unit\Year
Pollutants
Qisda Suzhou Factory continues to devote itself to the improvement of environmental 
protection, and the exhaust gas emissions have been steadily decreasing year by year. 
The main action plan adopted are as follows: For the painting production line with a lot of 
exhaust gas emissions, we improve the process from the source and change the raw 
material from oil paint to waterborne paint. On this basis, the terminal exhaust gas treatment 
equipment has also been upgraded and transformed the process from the “activated 
carbon adsorption” to the “activated carbon adsorption and desorption” , which is with a 
treatment efficiency over 80%. The project was praised by the Environmental Protection 
Department of Jiangsu Province and the Suzhou Municipal Government and published in 
many media. At the same time, this project was also selected as Suzhou's extraordinary 
ten-year environmental protection model case and broadcast on the prime time of 
Suzhou TV station. For the waste gas treatment of soldering process, Qisda introduced 
water spraying and activated carbon adsorption facilities. The adsorption efficiency of the 
activated carbon is strictly controlled, and the replacement frequency of activated carbon 
has also been changed from once a year or six months to a quarter. In the use of cleaning 
solvents, we are also committed to replacing traditional high-volatile solvents and switching 
to environmentally friendly solvent. Qisda’ s action plans, such as raw material replacement 
and processing equipment optimization, not only significantly help reducing air emissions, 
but also allow employees to work in a more friendly, comfortable and green environment.
2022 
2021
2020
2019
VOCs Emissions of volatile organic gases (metric tons)
VOCs
2019
32.18
2020
15.33
2021
11.62
2022
7.33
0
0
0
0
0
0
0
0
0
0
0
0
0
479
627
877
100
100
100
100
Total waste 
recycled/ 
reused
Total waste 
disposed
Waste landfilled
Waste 
incinerated 
with energy 
recovery
Waste 
incinerated 
without energy 
recovery
Waste otherwise 
disposed, please 
specify:
Transported to
external
treatment 
facilities
Waste with 
unknown disposal 
method
Data coverage 
(as % of 
denominator)
metric tonnes
metric tonnes
metric tonnes
metric tonnes
metric tonnes
metric tonnes
metric tonnes
percentage of:
2022Y
target
2,277
2,873
3,003
2,649
2,277
3,352
3,630
3,630
38,079
metric
tonnes
3,526
28,882
32,536
38,079
32,212

Biodiversity and Forest Conservation
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Transformation
Productivity
Leadership
Sustainability
Preface
Biodiversity and Forest Conservation
Biodiversity 
After 'climate change,' 'biodiversity' has become the next global sustainability issue, 
responding to the United Nations' Sustainable Development Goal 15: 'Life on Land.' QISDA 
commits to preserving the sustainability of forest ecosystems and preventing biodiversity 
loss. We have formulated policies for biodiversity conservation, which are published on 
their official website. Also, QISDA actively engages in removal, mitigation, and restoration 
efforts. In pursuit of this goal, QISDA has joined the ESG Technology Innovation Promotion 
Alliance and collaborates with seven graduate students to develop strategies for biodiversity. 
Through this cooperation, they plan to collaborate with relevant associations in 2023 to 
jointly conduct the 'Tree Frog' species removal project.
The Banded Bullfrog is an invasive species mainly distributed in the Taipei, New Taipei, and 
Taoyuan areas. The Banded Bullfrog's tadpoles prey on tadpoles of other native frog species 
in Taiwan, leading to difficulties in the reproduction of native species and posing a threat 
to local biodiversity. In response, the relevant association, commissioned by the Taoyuan 
City Government's Agriculture Bureau, is undertaking the task of species removal. QISDA 
will leverage its expertise to assist the association in species monitoring to enhance the 
efficiency of the mission.
In addition to actively engaging in biodiversity conservation efforts, QISDA plans to adopt 
TNFD (Task Force on Nature-related Financial Disclosures) to address the risks associated 
with biodiversity loss. We aim to begin the development of TNFD in the second half of 2023. 
TNFD follows a similar framework to TCFD (Task Force on Climate-related Financial 
Disclosures) and addresses governance, strategy, risk management, and metrics and 
targets. It classifies risks into transition, physical, and systemic risks, enabling early risk 
management measures to prevent or mitigate the potential impacts of biodiversity loss.
Forest Conservation
Furthermore, a significant portion of the world's forests is being excessively deforested, 
which can lead to the disappearance of biodiversity and global warming, posing 
immense survival risks to our environment. Recognizing the importance of cherishing and 
protecting the Earth, QISDA not only establishes a 'No Deforestation' policy but also commits 
to using forest-friendly materials, such as toilet paper and photocopy paper, in our operations.

94
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Productivity
Recruitment and retention of talent
Human capital management
Protection of human rights
Health and safety at work
Social care and influence
BenQ Foundation

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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Recruitment and Retention
Employees are the long-term capital and the supporting capacity for innovation of a 
company. Qisda have a well-established training system and are dedicated to the 
improvement of the talent retention rate in order to strengthen the competitiveness of 
the Company in the industry. For this, we are committed to providing the employees 
with a complete work environment, and regularly reviewing and timely moderating the 
employee management rules with reference to the regulations at the regions where 
the Company is located and the business conditions, enhancing the employee solidarity 
with the Company by maintaining good work conditions and atmosphere.
Talent Recruitment
Standards of Talent Selection
Qisda publicly recruits technology talents according to the business needs, and makes 
efforts to develop multiple channels to attract direct employees with “the right person 
in the right place” and “precedence of the internal talents for recruitment” as the basis. 
The principles of “no discriminatory treatment on the grounds of race, religion, skin 
color, nationality, gender, or other factors” and “prohibition of child labor” have also 
been established for talent selection.
New Employment Rate and Internal Fill Rate
4879
50.3%
62.5%
3558
34.7%
65.3%
3166
42.1%
52.1%
2764
39.9%
58.5%
Item
2019
2020
2021
2022
2019
2020
2021
2022
2019
2020
2021
2022
Gender
Age
Male
Female
< 30 
30-50
> 50
222
82
24
264
16
128
79
19
185
3
171
91
16
234
12
104
69
32
139
2
151
74
24
188
13
96
85
36
142
3
23
4
8
19
0
188
87
18
226
31
118
64
38
133
11
29
12
13
25
3
Gender
Age
Region
Employee
Category
Rank
Note 1: Since the Vietnam Plant was established in 2021, it does not have the data for 2019 and 2020.
Note 2: The management refers to those actually serving in managerial positions in their units.
3487
1392
3778
1096
5
255
4624
-
4174
705
12
4867
2487
1071
2715
838
5
230
3328
-
3191
367
13
3545
1997
1169
2535
624
7
218
2526
422
1527
1639
5
3161
1882
882
2254
502
8
194
1645
925
1493
1271
10
2754
Distribution of New Hires
Total new hires recruited (person)
New employment rate (%)
Internal fill rate (%)
Note: Formula for internal fill rate = No. of employees with internal position transfers in the year / 
          total vacancies in the year
Distribution of 
Internal 
Vacancy Filling
Taiwan
Suzhou,
China
Vietnam Taiwan
Suzhou,
China
Vietnam
Taiwan
Suzhou,
China
Vietnam
Taiwan
Suzhou,
China
Vietnam
Male
Female
< 30
30-50
> 50
Taiwan
Suzhou, China
Vietnam
Direct Labor
Indirect Labor
Management
Non-management

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Recruitment and Retention
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Composition of Employees
Qisda had 6,950 employees in the world up to the end of 2022 (December 31, 2022). 
1,651 of them were in Taiwan and the rest 5,299 employees were distributed in Suzhou, 
China (4,761), Vietnam (512) and other locations (26).
Local Hiring
Qisda gives priority to local candidates for employment.
Diversity and Inclusion
Distribution of Employees by Gender, Age and Labor Type 
2019
2020
2019
2020
2021
2022
Proportion of senior
management
Proportion of locally hired
senior management
Area
Note 1:  Senior management: Executives at the level of director and above.
Note 2: Calculation of the proportion of senior management: Total number of senior management / total number 
             of employees at the local site (local: Taiwan, China and Vietnam).
Note 3: Calculation of the proportion of locally hired senior management: Total number of locally hired senior 
             management / total number of senior management at the plant (local: Taiwan, China and Vietnam)
3.3%
0.2%
-
96.4%
16.7%
-
3.4%
0.1%
-
94.9%
16.7%
-
3.4%
0.2%
0.8%
96.6%
23.1%
0.0%
3.5%
0.3%
0.4%
96.5%
23.1%
0.0%
Distribution of Total Workforce
Contract
Type
Employment
Type
Non-employee
Worker
Male        Female
Male        Female
Male        Female
1015
1
1016
1016
6
1022
9
The interns in Taiwan are classified as part-time employees but not counted in the regular workforce.
The manpower of outsourcing, primarily consisting of operators in the field for highly repetitive tasks, is 
adjusted according to the volume of work.
634
1
635
635
6
641
23
3176
-
3176
3176
-
3176
3264
*
*
**
**
1585
-
1585
1585
-
1585
1243
259
-
259
259
-
259
-
253
-
253
253
-
253
-
Total
Total
4392
2161
115
425
1119
5124
4137
2531
1053
5615
-
65.9%
32.4%
1.7%
6.4%
16.8%
76.8%
62.0%
38.0%
15.8%
84.2%
-
1526
1448
54
131
776
2121
1514
1514
658
2370
-
50.4%
47.8%
1.8%
4.3%
25.6%
70.0%
50.0%
50.0%
21.7%
78.3%
-
4298
2233
152
436
1085
5162
4246
2437
1039
5644
-
64.3%
33.4%
2.3%
6.5%
16.2%
77.2%
63.5%
36.5%
15.5%
84.5%
-
2018
1501
66
131
762
2692
2106
1479
683
2902
-
56.3%
41.9%
1.8%
3.7%
21.3%
75.1%
58.7%
41.3%
19.1%
80.9%
-
Distribution
of Employees
Distribution
of Employees
2021
2022
2327
2136
195
466
1147
3045
2689
1969
1069
3404
185
50.0%
45.9%
4.2%
10.0%
24.6%
65.4%
57.7%
42.3%
22.9%
73.1%
4.0%
1272
1508
78
134
826
1898
1822
1036
660
1984
214
44.5%
52.8%
2.7%
4.7%
28.9%
66.4%
63.8%
36.2%
23.1%
69.4%
7.5%
2131
2073
247
455
1115
2881
2564
1887
1016
3176
259
47.9%
46.6%
5.5%
10.2%
25.1%
64.7%
57.6%
42.4%
22.8%
71.4%
5.8%
Age
Title
Employment
Type
Area
910
1468
95
139
819
1515
1731
742
635
1585
253
36.8%
59.4%
3.8%
5.6%
33.1%
61.3%
70.0%
30.0%
25.7%
64.1%
10.2%
Proportion of Senior Management 
Hired from Local Communities
Taiwan
Suzhou, China
Vietnam
Taiwan
Suzhou, China
Vietnam
Taiwan
Suzhou, China                 Vietnam
Taiwan
Suzhou, China
Vietnam
Permanent employment
Fixed-term employment
Full-time
Part-time
Temp worker
(outsourcing) 
Indirect Labor
Direct labor
Technical
Personnel/
Assistants
Management
Professional
Personnel
< 30
30-50
> 50
Age
Title
Employment
Type
Area
Taiwan
Suzhou, China
Vietnam
Indirect Labor
Direct labor
Technical
Personnel/
Assistants
Management
Professional
Personnel
< 30
30-50
> 50
Number of
Employees
Percentage
Number of
Employees
Percentage
Number of
Employees
Percentage
Number of
Employees
Percentage
Male
Female
Male
Female
Number of
Employees
Percentage
Number of
Employees
Percentage
Number of
Employees
Percentage
Number of
Employees
Percentage
Male
Female
Male
Female

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QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Statistics by Rank, Age, Gender and Area
Information on the Wage of Full-time Non-managerial 
Employees
Wage of Non-managerial Employees in Taiwan (NT$ thousand)
Distribution of Nationality of Direct and Indirect Personnel
Percentage of Nationality of Employees and Managers
< 30
30–50
> 50
Total
< 30
30–50
> 50
Total
0
152
94
246
115 
569 
86 
770
0
33
18
51
134 
393 
57 
584
0
155
22
177
1789
1171
39
2999
0
80
4
84
589
896
16
1501
1
26
5
32
131
95
1
227
1
3
0
4
152
97
0
249
2
449
143
594
2910
3221
199
6330
Total
2020
2021
2022
Deviation (%)
Item
Note 1: As defined by the Directorate General of Budget, Accounting and Statistics, Executive Yuan, for material terms, a full-time 
            employee means the one who works to the full normal work hours specified by a company or to the statutory work hours. 
            We set 40 normal work hours and, thus, all the employees of the Company are full-time employees.
Note 2: The total wage includes the basic salary, overtime pay, various allowances and bonuses, employee compensation, etc. 
             The estimated amount of share-based payment under expenditure is not included.
Note 3: Average wage of employees = Total wage of full-time non-managerial employees ÷ total No. of full-time employees.
Note 4: The median wage of employees refers to the middle value of the numbers of wages of all employees ordered from 
             smallest to greatest.
Note 5: Deviation (%) = Gap between the data for 2022 and that for 2021 / data for 2021
1,713
1,508
1,238
1,758
1,592
1,258
1,747
1,695
1,289
-0.6%
6.4%
2.5%
Taiwan
Japan
Malaysia
Vietnam
China
Total
Taiwan
Japan
Malaysia
Vietnam
China
Total
Nationality
916
0
1
0
0
917
470
1
1
0
0
472
71
0
0
28
0
99
82
0
0
81
0
163
27
0
5
0
871
903
2
0
0
0
218
220
0
0
0
0
2273
2273
0
0
0
0
1365
1365
12
0
1
29
25
67
0
0
0
50
0
50
0
0
0
181
11
192
0
0
0
203
0
203
No. of Persons
No. of Persons
%
%
1580
1
8
572
4763
6,924
23%
0%
0%
8%
69%
100.0%
328
1
7
7
250
593
55.3%
0.2%
1.2%
1.2%
42.2%
100.0%
Taiwan
Suzhou, China                  Vietnam
Taiwan
Suzhou, China
Vietnam
Indirect Labor
Direct labor
Indirect Labor
Direct labor
Indirect Labor
Direct labor
Male
Female
Male
Female
Male
Female
Male
Female
Male
Female
Male
Female
Male
Female
Male
Female
Male
Female
Management
Non-
management
Age
Rank
No. of full-time non-managerial 
employees (person)
Average wage of full-time non-
managerial employees (NT$ thousand)
Median wage of full-time non-managerial 
employees (NT$ thousand)
Nationality
of
Employee
Percentage in Total Employees           Percentage in Total Managers

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QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Employees with Disabilities
Qisda encourages the hiring of diverse talents to drive the Company’ s growth in a 
continuous manner. In 2022, a total of 84 employees with disabilities were hired by us 
worldwide based on the compliance with the local governments’ regulations regarding 
the employment of talents with disabilities.
Open-minded, Respectful and Diversified Work Environment 
Qisda regards “integrity and self-discipline, pursuit of excellence, passion and focus on 
fundamentals, and care and contribution” as the core values of the code of conduct. To ensure 
the consensus among all the employees and the correct decisions, we have developed our 
Code of Conduct for all the employees to follow and thereby move towards the vision of 
“Bringing Enjoyment ’ N Quality to Life.” Holding human-oriented values, we support and protect 
the human rights of all the stakeholders, and maintain a diversified, fair and open-minded 
work environment that respects cultural diversity, in order to stimulate the innovation of 
employees, motivate employees, and create a broader business perspective as well as more 
varied experience in the industry. The Company offers the employees fair promotion channels 
and communicates such concept to all the operating bases in the world, in the hope of building 
an environment that allows people to fully express their ideas and opinions and ensures smooth 
communication.
Pursuit of Equality in the Workplace, Including Gender Equality
Qisda strictly prohibits any forms of discrimination and harassment, sticking to the spirit of 
providing the employees with a work environment free of discrimination and harassment. This 
applies to the employment, training, performance evaluation, promotion, transfer, wage and 
other internal activities of the employees. The senior managers, employees, job seekers, 
customers and business partners of the Company are required to comply with the rule, and 
are meanwhile protected by the rule. All the factors unrelated to work, such as ethnicity, 
nation, race, caste, color, age, gender, sexual orientation, gender identity and expression, 
national or territorial origin, disability, pregnancy, religion, political affiliation, union membership, 
family responsibility, veteran status, genetic information or marital status and other factors 
specified in the law, shall be excluded from the considerations for decisions concerning 
employee rights. All forms of harassment, including defamation, aggressive and sexually 
suggestive language, images, objects and physical contacts, and behaviors, acts or 
environment that could make other employees feel uncomfortable, insulted, threatened 
or afraid, are strictly forbidden by the Company. Also, no discrimination against the 
employees is allowed in relation to the recruitment, actual practices, wage, promotion, 
reward, access to training, dismissal, or retirement.
Disability
Ratio
7
917
0.8%
3
472
0.6%
3
99
3.0%
1
163
0.6%
14
1651
0.8%
0
903
0.0%
0
220
0.0%
38
2273
1.7%
32
1365
2.3%
70
4761
1.5%
Distribution of Female Employees
31.3%
23.4%
24.5%
15.2%
37.7%
21.8%
34.9%
23.1%
23.8%
17.9%
36.7%
21.6%
38.1%
22.3%
23.4%
14.3%
35.0%
21.5%
41.5%
22.8%
23.8%
15.3%
43.1%
21.6%
Note 1:
The word “business-related” means that the managers play the line management roles in the departments 
such as marketing, or directly contribute to the output of products or services (marketing business/customer 
service, in particular).
Note 2:
STEM refers to science, technology, engineering and mathematics. STEM workers apply their knowledge of 
science, technology, engineering or mathematics to perform their daily duties. This is primarily related to 
the R&D/engineering technology/industrial design/finance and accounting.
2020
2019
2021
2022
Taiwan
Suzhou, China
Indirect Labor
Direct labor
Male
Female
Male
Female
Indirect Labor
Direct labor
Male
Female
Male
Female
No. of
Employees
with Disabilities
No. of Total
Employees
Total
Total
Proportion of female employees
Proportion of female managers
Proportion of female entry-level managers
Proportion of female senior managers
Proportion of female managers in business-
related units (marketing business)
Proportion of female STEM employees 
(R&D/engineering/industrial design)

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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Qisda firmly believes that diverse talents will open the possibility of unlimited growth for 
an organization. Therefore, our female employees have the same opportunities and rights as 
male employees in all aspects. To make sure that all our managers and employees adhere 
to the “Qisda Employee Code of Conduct,” we provide relevant training for all of them in Q4 
every year; the global employee training rate was 100% in 2022, with the training covering 
issues such as avoidance of conflict of interest, legal compliance, pursuit of a fair work 
environment, anti-discrimination and zero tolerance. The Code of Conduct and related 
systems are announced on the Company’ s internal website for the employees to look up 
at any time. Performance targets are set every six months, and the Code of Conduct is one 
of the evaluation items to ensure all our personnel’ s conformity to it.
Steadily Growing Power of Women in Technology Based on Diversity 
and Inclusion
Ratio of Basic Salary and Compensation of Women to Men
Talent Retention
Compensation Policy
To attract and retain outstanding talents, Qisda observes the labor laws and regulations at 
the places where our significant operational sites are located. The pay to the employees is 
not less than the base wage required by law and is not different on the grounds of gender, 
religion, race, nationality or political affiliation. To provide employees with a compensation 
policy that is competitive on the market, the employee payment is adjusted based on the 
personal education background and experience, professional skills, and performance of the 
employee to ensure the wage is compliant with the offer on the market and the fairness. We 
refer to the wage survey report of a third-party remuneration consultant and the business 
status of the Company every year, and review the achievement of the goal at the end of the 
year. As for the compensation to the senior managers, the Compensation Committee reviews 
the annual achievement rate of relevant performance indicators at the meeting and determines 
the scope of the annual compensation.
Committed to diversity and inclusion and advocating gender equality, Qisda has set 
gender equality targets.
Target 1: Qisda intends to have two more female directors in the Board of Directors in 2023.
Target 2: We aim to have more than 30% female entry-level managers by 2040.
Support to female employees for business travel: 
We have established a section for issues of business 
travel for female employees on our internal 
website of business travel, in order to remind 
female employees of the culture they need to 
adapt to and the matters to be noticed during 
their trips to other places.
Exclusive welfare for female employees: We have 
demarcated parking spaces and installed baby 
care hardware equipment for pregnant female 
employees. Flexible breastfeeding time is also 
provided for them to take care of the maternal 
work even in the workplace. Further, a flextime 
system is established for the employees to strike a 
balance between work and life based on flexible 
time arrangements.
Development of female talents: We hold the HR 
Evaluation Committee meeting every six months 
to review the report on the development and 
promotion of talents. The promotion rate is 
analyzed by gender; the recent analysis result 
shows that the female employees have a higher 
promotion rate than the male employees in these 
two years.
Four schools of Qisda Academy: The Academy 
includes the School of Leadership and Management, 
which particularly focus on the leadership 
development of managers. To enhance the 
diversity of manager development, we provided 6 
courses and lectures on leadership in 2022; 443 
employees were trained, with female employees 
accounting for 33%.
10.7%
1 1 . 1 %
1 1 . 0 %
1 1 . 0 %
Rank
Note 1: The data above is the ratio of average salary and compensation of women to men throughout 2022.
Note 2: Senior management: Executives at the level of director and above.
Note 3: Managerial officers: Executives at the level of deputy manager and above.
0.90
0.90
0.96
0.99
0.94
0.98
1.3
0.97
1.1
1.3
0.94
0.97
1
1
1
1
98%
94%
106%
105%
94%
97%
2021
2022
Ratio of standard 
wage to local 
minimum wage
Ratio of Standard Entry-level Wage to Local Minimum Wage
Note: Calculation method: Entry-level starting wage / statutory basic wage.
1.02
1
1.13
Male
Female
Total
Taiwan                  Suzhou, China                 Vietnam
Taiwan
Suzhou, China
Vietnam
Senior
Managers
Managerial
Officers
Non-managerial
Employees
Salary      Compensation
Salary      Compensation
Salary      Compensation
Salary      Compensation
Promotion
Rate in
Taiwan

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QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Employee Welfare System
With the concept of creating a workplace of health and well-being, Qisda has promoted 
the diverse employee welfare so that all the employees experience a premium working 
environment and a corporate culture that brings a sense of health and well-being. The 
Company mainly provides the welfare measures as shown in the following table. The temporary 
workers enjoy the same welfare as the full-time employees except for the performance 
bonus, which is only provided to the latter. Only a few temporary workers are not incorporated 
in the scope of the welfare due to their short work time (less than 6 months). Qisda follows the 
regulations and systems of social insurance all over the world to protect the basic rights of 
the employees. Group insurance for the family members is also available for the employees 
to add to their own insurance, and we arrange the personnel of the insurance company to 
provide on-site consultation services and assist with the application for claims.
With a view to making the employees work without worries, those who need to take care of 
children or with health requirements may apply for flexible or less working hours in accordance 
with the Company’ s “Regulations for Management of Flexible Working.” During the COVID-19 
pandemic, the Company has adopted a flexible WFH policy, allowing the employees to finish 
their tasks at home. The employees who cannot come to the offices due to illnesses or injuries 
may also work at home without entering the offices as long as their applications are approved.
Taiwan
Suzhou, China
Qisda’ s Major Welfare Measures
Regular Welfare
Regular Welfare
Welfare Better Than
Legal Requirements
Welfare Better Than
Legal Requirements
Company Childcare Support (childcare allowance for 
those with 0–6-year-old children; NT$30,000/child per 
year) 
Gifts to the parents of the employees for Father’ s Day 
and Mother’ s Day
Lunch allowance and free dinner
E-voucher of NT$11,000/person per year
Contracted hospital
Dormitory/production line uniform
Free sports center and diversified fitness/club courses
Services such as healthy massage/consultation on 
ergonomic issues/EAP psychological counseling
Professional allowance for forklift operators of 
NT$1,500/person per month
Health insurance and labor 
insurance
Appropriation of labor pension 
reserve
Appropriation of wage arrears 
payment fund
Appropriation of occupational 
accident insurance fund
Infirmary and contracted 
on-site physician
Parental leave and paternity 
leave (for male employees) 
Family care leave and 
vaccination leave
Vaccination leave
Self-paid group insurance for the 
family members of the employees
Allowance for marriage, funeral, 
festivities, and childbirth; consolation 
money for injury and illness
Employee Stock Ownership Trust
Epidemic prevention insurance for 
the employees
Pension system
Volunteer leave and engagement 
leave 
Referral of the infected employees 
to the quarantine hotel
1. Social insurance (retired life, medical service, unemployment, 
occupational injury, childbirth)
2.Housing provident fund
3.Paid annual leave
1. Infirmary
2. Sports center
3. Meal allowance
4. Contracted store
5. Dormitory/uniform
1. Education and training
2.Subsidies for employees’ 
quarterly activities
Offered According
to Laws
Offered According to Laws
1.
2.
4.
6.
5.
7.
3.
1.
2.
4.
6.
5.
8.
7.
3.
1.
2.
4.
6.
8.
5.
7.
9.
3.

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Maternity Care
I. Maternity Care:
   Demarcation of free parking spaces
    Setup of lactation rooms open during the working 
    time, with free milk collection bags provided by the 
    Company and in-plant medical staff available for 
    consultation at any time
    Provide friendly medical checkup time
    Application for flexible working time arrangement 
    (with clocking-in time adjusted to 9:00)
    Maternity Health and Workplace Health Protection Plan
II. Welfare for Childcare:
7 days of pregnancy checkup accompaniment and
paternity leave as per the law
A total of NT$180 thousand childcare allowance:
NT$30,000/child per year (until 6 years old)
Contracted kindergartens for the parents to use the
childcare services without worries
Performance Evaluation
Performance Management System
In order to reinforce the mechanism of communicating the Company’ s strategy goals 
downward to each level, a KPI system is applied to all the employees. We connect the Company, 
departments and individuals in a top-down manner to pursue the organizational strategy 
goals at all levels, and, by setting quantitative targets, clear scoring principles, and weight of 
each goal, we drive the members to take corresponding actions to achieve the goals.
Qisda carries out diversified performance evaluation once every 6 months. The approaches 
include the setting of performance targets (reviewing the overall performance in the current 
period and set targets for the next period), multi-faceted feedback, and performance rating.
For the one with the lowest performance rating, an individual performance improvement plan 
will be devised and timely assistance will be provided so as to boost his/her performance.
Unpaid Parental Leave
120
4
3.3%
6
5
83.3%
6
5
83.3%
68
15
22.1%
19
16
84.2%
10
9
90.0%
Item
Percentage of Performance Target Achievement Rate and Performance 
Evaluation Completion Rate in 2022
Performance
Target
Achievement
Rate
Performance
Evaluation
Completion
Rate
DL
IDL
100%
100%
99.3%
99.4%
100%
100%
100%
100%
Number of employees eligible for application for unpaid 
parental leave in 2022 (person)
Number of employees actually applying for unpaid parental 
leave in 2022 (person)
Application rate of unpaid parental leave in 2021 (%)
Number of employees expected to be reinstated in 2022 (person)
Number of employees actually reinstated in 2022 (person)
Reinstatement rate in 2022 (%)
Number of employees reinstated in 2021 (person)
Number of employees reinstated in 2021 that had stayed in 
their jobs for one year (person)
Retention rate in 2022 (%)
Taiwan
Male
Female
Male
Female
Male
Female
Male
Female
Male
Female

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Implementation Method
Applicable to
Amount
Long-term Incentive Plan
Employee Stock Ownership Trust
Full-time employees in 
Taiwan who have passed the 
probation (i.e. employed for 3 
months) and thus allowed to 
apply for the ESOT
Talents in key positions 
critical to the organizational 
development
The employees participating in the ESOT can buy the 
Company’ s shares according to their respective 
ranks and the corresponding incentives appropriated 
by the Company; the higher the rank, the more the 
amount of jointly appropriated incentive. By this 
way, we motivate the employees to strive for the 
opportunities of rank promotion, meet the 
performance targets, and thereby contribute to 
a synergistic effect for the overall operating 
performance of the Company.
Employee voluntary contribution: Based on the 
personal rank, a participant contributes a certain 
amount from the monthly pay as the trust fund to 
purchase the Company’ s shares.
Company incentive: The Company also appropri-
ates an incentive of the amount up to 100% of the 
employee voluntary contribution (50% for those 
working with the Group for 5 years and 100% for 
those working for 10 years).
To ensure that the talents in key positions keep staying 
in the Company and creating steady long-term 
operating performance for the organization, we 
enter into a retention bonus contract with the 
outstanding talents in key positions to reach an 
agreement that they can receive full retention bonus 
after staying in the Company for the specified 
retention years (i.e. 2 years as specified by the 
retention bonus program in 2022).
By distributing the retention bonus, we motivate 
the talents in key positions to have better future 
performance as well as bringing more permanent 
operating benefits to the Company, which reflects a 
win-win situation.
In 2022, the incentives 
appropriated by the 
Company totaled more 
than NT$167 million.
In 2022, around NT$20 
million was distributed 
as retention bonus.
Retention bonus
Setting performance targets for units: Qisda holds an operating goal 
alignment meeting at 6-monthly intervals to discuss the targets for 
the next period with the top-level units within the organization. The 
targets for each unit will be subsequently decided and, level by level, 
assigned downward to the unit members, so that the employees at all 
levels work together to attain the organizational strategy goals.
Indirect labor: The employees take responsibility for the assignments 
after the unit targets are determined. The personal performance targets 
are set half yearly, with the action plans put forward through the MBO 
method. The managers shall supervise their subordinates’ performance, 
regularly tracking such performance and providing feedback as well as 
instructions in an agile manner so that the subordinates manage to 
reach the targets. At the final stage of evaluation, the employees make 
self-evaluation first, and the managers further evaluate them based on 
their status of achievement. In addition to the performance target 
achievement rate, the evaluation items also include the related 
behavioral indicators such as the employee compliance with the 
Company’ s Code of Conduct, risk management, and information security.
Direct labor: As the performance targets of this kind of employees are 
linked with the Company’ s production capacity and quality, all the 
plant managers manage the targets periodically by selecting the best 
team and employee in each month according to the indicators of 
monthly work quality, discipline, efficiency and attendance.
Approach       To Whom
Method
Performance
target
management
All
employees
All
employees
All
employees
We give multi-faceted feedback once a year to ensure more diverse 
evaluation channels. The feedback covers the core competencies that the 
employees are required to have for their respective ranks. Not only do the 
managers evaluate the subordinates, but the subordinates provide 
feedback to the managers; the details therein are taken as references for 
the employees and managers in the period of setting performance targets, 
which helps facilitate the subsequent career development planning.
Such an approach is to be adopted in Suzhou, China and Vietnam as well in 
2023.
Indirect labor: Each unit rates their employees based on the employees’ 
performance target achievement status, multi-faceted feedback and other 
indicators and by management/non-management, rank and type of 
position to have references for the rank promotion, personal development, 
performance improvement, and bonus/remuneration planning.
Direct labor: As the performance targets of this kind of employees are linked 
with the Company’ s production capacity and quality, all the plant 
managers rate the employees according to the indicators of their work 
quality, discipline, efficiency and attendance.
Multi-faceted
feedback
Performance
rating
Implementation Method
Applicable to
Amount

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Creativity
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Productivity
Leadership
Sustainability
Preface
Pension
Qisda follows the regulations and systems of retirement all over the world and protects 
the rights of the employees who are planning to retire. Details are described below. For 
more information about the Compensation Committee, please refer to the “Corporate 
Governance Operation.”
The labor pension reserve appropriated in accordance with the Labor Standards Act
The Company makes a contribution to the pension fund for the employees every month 
and remit it to the labor pension reserve fund account at the Bank of Taiwan in the name of 
the Labor Pension Fund Supervisory Committee. The fair value of plan assets up to the end of 
2022 was NT$429,122 thousand. According to the law, the expenses that the Company 
recognized in 2022 was NT$13,799 thousand. The insufficient fund was presented as 
accrued pension liabilities. The total amount of the funds up to the end of 2022 was 
NT$277,431 thousand.
The pension appropriated in accordance with the Labor Pension Act
The Company appropriates an amount equal to 6% of the monthly wage of an employee 
to the personal account at the Bureau of Labor Insurance. The amount of the expenses 
recognized in 2022 was NT$93,692 thousand. The overseas subsidiaries also appropriate 
a pension every month in accordance with local laws and regulations.
Survey
Description
The survey, designed with reference to the Q12 questionnaire 
structure, included four survey dimensions: basic requirements, 
manager support, teamwork, and learning and growth. The 
questionnaire helps understand an employee’ s work experience 
in the Company, awareness of the work targets, trust in the 
team/manager, etc.
Distributed to: All the IDL and DL employees of Qisda in the world
A six-point scale was used: 1 = strongly disagree, 2 = disagree, 3 
= slightly disagree, 4 = slightly agree, 5 = agree, 6 = strongly 
agree
Definition of employees with high engagement: Those getting 4 
to 6 points through the questions
Employee Engagement   
2.
1.
Employee Engagement
It is Qisda’ s firm belief that employees are fundamental to the corporate sustainable 
operation. Since 2020, the Company has tried to get the opinions and feedback of the 
employees through the employee engagement survey on an annual basis as a means of 
follow-up, in order to improve the Company’ s operation and management. The scope of 
the survey covers the employees of all our plants and units in the world, and the report on 
survey results is disclosed. To make the survey more scientific and reliable, the structure, 
questions and analysis method of the questionnaires in different areas of the world are 
consistent with each other. In addition, we perform comparative horizontal analysis of the 
trends by different employee group, area and survey year to enhance the overall 
effectiveness of the survey. In 2022, a total of 6,110 employees were involved in the global 
employee engagement survey, and 5,177 of them responded to it; the response rate was 
85%. The overall global employee engagement score was 4.57 (out of 6 points).
The analysis of the survey results shows that the employees have a certain level of 
engagement. However, they look forward to and ask for more support from the managers 
and learning opportunities for growth. In response to the results, the Company arranged 
the cross-generation management training in 2022 to help the entry-level and medium 
managers understand the work values of different generations and develop appropriate 
leadership and management concepts. In 2023, we will keep on enhancing the leadership 
of managers at all levels. Further, with the mitigation of the pandemic, we will resume the 
arrangement of physical courses that have been impacted by the pandemic in a gradual 
manner to go with the online courses for continuous promotion, providing the employees 
with more diverse and timely learning resources to support their learning and growth. 
Through the engagement survey, we know our strengths, aspects to be improved, and the 
employees’ expectation for us. We thereby maintain our strengths while making improvement 
plans to display our emphasis on the employees’ opinions, committed to creating a 
workplace of higher quality for the employees.
2.
1.
2.
1.
Survey Scale

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QISDA Corporate Sustainability Report 2022
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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Employee Turnover Rate
Qisda hopes to manage the resignation tendency of the employees effectively. Therefore, 
the immediate supervisor of the employee who raises a resignation is informed to arrange an 
interview right after the resignation is received to understand the reason of the resignation 
and persuade the employee to stay in the Company. In consideration of the fluctuation of the 
economy and the change of the environment, a healthy turnover rate can guarantee to bring 
new blood into the Company continuously. The voluntary turnover rate of Qisda in Taiwan 
was 9.8%. In general, the turnover rate of employees, direct labor in particular, was relatively 
high in China because of the impact of the local labor market.
2,050
872
43%
4.34
N/A
N/A
N/A
N/A
N/A
N/A
N/A
4.34
N/A
N/A
6,404
3,979
62%
4.55
4.57
4.52
4.53
4.57
4.56
4.52
4.58
4.48
4.61
N/A
6,110
5,177
85%
4.57
80%
4.60
4.56
4.69
4.56
4.46
4.56
4.59
4.52
4.63
4.56
2020
2021
2022
Engagement Survey in 2022
Male
Female
< 30
30–50
> 50
Management
Non-management
Taiwan
Suzhou, China
Vietnam
80%
81%
79%
83%
79%
77%
79%
81%
75%
81%
85%
Note: There are no raw data for 2020 and 2021 to be included in the statistics as the survey in 
          the two years was conducted in an anonymous manner by an external consulting firm 
          commissioned by us.
Employee Engagement in 2022
4–6 Points (%)
Overall Engagement
Gender
Age
Rank
Area
Distributed in
Taiwan, Suzhou (China) 
and Vietnam
Taiwan
Suzhou
(China)
Vietnam
Taiwan, 
Suzhou (China) 
Taiwan
No. of Copies of 
Questionnaire
No. of Recovered Copies
Recovery Rate
Average Engagement
Engagement (%)
Management
Non-
management
Gender
Age
Rank
Area
Male
Female
< 30
30–50
> 50
Note: The scope of employee engagement survey included only Taiwan in 2020 and included 
          Taiwan and China in 2021.

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26.7%
26.6%
26.7%
26.6%
26.6%
26.4%
31.8%
19.3%
7.7%
31.7%
19.1%
5.3%
8.6%
30.6%
7.8%
30.6%
-
4.8%
28.0%
4.4%
27.9%
17.8%
17.7%
19.2%
15.3%
19.1%
15.1%
21.1%
13.1%
5.5%
21.1%
13.0%
3.2%
9.2%
19.6%
8.7%
19.6%
-
2.2%
18.8%
1.7%
18.7%
24.2%
24.0%
26.7%
20.2%
26.6%
19.9%
30.8%
18.6%
11.7%
30.8%
18.5%
8.8%
10.5%
28.6%
24.8%
9.7%
28.6%
24.8%
3.3%
26.0%
3.1%
25.8%
20.7%
20.3%
20.2%
21.6%
19.7%
21.4%
29.2%
14.6%
7.3%
29.1%
14.3%
2.6%
11.4%
22.6%
32.6%
9.8%
22.6%
32.6%
4.4%
22.2%
3.4%
21.9%
Note: The statistics on turnover rate above do not include those employed for less than 3 months.
Employee Turnover Rate
Employee Turnover Rate
2019
2020
2021
2022
Total Turnover Rate (%)
Voluntary Turnover Rate (%)
Total Turnover
Rate (%)
Voluntary
Turnover Rate (%)
Total Turnover
Rate (%)
Voluntary
Turnover Rate (%)
Total Turnover
Rate (%)
Voluntary
Turnover Rate (%)
Total Turnover
Rate (%)
Voluntary
Turnover Rate (%)
Male
Female
Male
Female
< 30
30–50
> 50
< 30
30–50
> 50
Taiwan
Suzhou, China
Vietnam
Taiwan
Suzhou, China
Vietnam
Management
Non-management
Management
Non-management

Human Capital Management
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Productivity
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Sustainability
Preface
This School designs related training programs in consideration of the difference between 
the functions of the Company to improve the professional capabilities of the employees.
This School covers a complete set of training programs for new employees and internal 
instructors. Also, it has launched the inUniversity Program to keep in line with the 
industry–university project of the government.
This School designs related guiding courses in consideration of the management 
requirements of the managers at different levels to help them make further improvement 
and develop their own leadership.
This School provides the innovation and development momentum, and introduces 
resources for the courses on business model innovation and design concepts, enabling 
the employees to bring their creativity into full play and create an organizational culture 
of innovation.
School of Professional Competence
School of Learning and Growth
School of Leadership and Management
School of Innovation and Continuous Improvement
Qisda puts emphasis on the enhancement of the overall corporate competitiveness and 
the improvement of the knowledge and skills that the employees need for their jobs. 
Diversified career development plans in which adequate resources are invested and 
physical and virtual learning platforms are integrated have been provided for the 
employees to take part in a variety of courses and lectures. Meanwhile, the duty oriented 
Qisda Academy has been set up according to the business strategies and the organizational 
development needs; it gives training courses to all the employees based on the development 
plans formulated for the respective schools, helping them comprehensively improve their 
professional knowledge and skills. We set an average of 26 training hours per employee 
as the target for 2022, and actually reached an average of 30.3 training hours in the year. 
Besides this, we audit the implementation progress of training every 6 months to ensure 
the effectiveness of annual training.
In addition to the green product related courses, the Company incorporates the Responsible 
Business Alliance (RBA) Code of Conduct, Hazardous Substance Process Management 
System (IECQ QC 080000), and ESH in the required courses for all the employees, in order 
to show our attention to social accountability. With a view to ensuring that the employees 
have deep-rooted knowledge of sustainability, the Company includes at least three 
pieces of sustainability information a week in the regular newsletter, and at least one 
piece of sustainability-related information a week for the casual reading. On the first 
weekend of every month, the senior managers receive some news about sustainability, 
which helps them know more about the new knowledge and trends of sustainable operation.
   Qisda Academy
We take Qisda Academy as the basis of the training. It is comprised of four schools, namely 
the School of Professional Competence, the School of Learning and Growth, the School of 
Innovation and Continuous Improvement, and the School of Leadership and Management, 
planned with reference to the properties of the courses and the participants. Comprehensive 
training plans are provided to meet different learning requirements. To offer more timely 
learning resources to the employees and support them to play a better role in their work, for 
learning channels, Qisda not only provides physical programs, but has an internal e-learning 
platform and a knowledge sharing platform for the employees to participate in related online 
courses and acquire knowledge online. Since 2019, the Company has advocated mobile 
learning, increasing the proportion of digital courses and developing the learning APP so that 
the employees can make use of fragmented time to learn with their mobile phones. As of the 
end of 2022, the digital courses have made up 75% of our overall training.
Human Capital Management
Training Courses of the Four Schools

Human Capital Management
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Qisda Academy
Job Description
Ordinary
Employees
Senior
Employees
Entry-Level
Managers
Middle
managers
Senior
Managers
SCM
PM/Sales
R&D
Win Camp for New Hires
New Comer Orientation
InUniversity Program
DMAIC awareness 
DFX
CIP Champion
Qisda Forum
Patent
FLP
ALP
SLP
TDC
MFG
Department Training Blueprint
Training
for New
Managers
Professional Courses
Professional Courses
Professional Courses
Professional Courses
Training for Internal Instructors
School 
of Innovation
and Continuous
Improvement
School of
Professional
Competence
School of
Leadership
and Management
School of
Learning
and Growth

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Productivity
Leadership
Sustainability
Preface
Diverse Career Development
In 2022, in response to the diverse business and globalized development of the 
organization, we invested a total of US$2,853,739 in training around the world, namely 
US$412.15 for each employee on average. The training hours of all our employees around 
the globe totaled 209,452 hours, i.e. 30.3 hours of training per person on average. The 
table below presents the average training hours disaggregated by gender, employee 
category and management/non-management.
Human
Capital
ROI
Note: Human Capital ROI= (Total Revenue- (Total Operating Expenses-Total 
          employee-related expense)) / Total employee- related expense
Key Employee Development Programs in 2022
1. Employee learning blueprints formulated for the employees to develop
professional capabilities to take up future challenges
Outstanding talents are the key driving force for a company’ s sustainable growth. To 
continuously foster and strengthen the employees’ workplace skills so that they could 
adapt to the internal work environment and respond to external trends and changes, a 
series of learning courses were devised for the employees, including new hires and senior 
personnel, with the talent development strategy focusing on cognitive thinking, influence 
in communication, digital application, and self-competition. We arranged elective courses as 
well as compulsory courses and integrated physical and digital resources, not only 
equipping the employees with the skills necessary in the workplace, but also enabling 
them to create a personalized organizational learning environment by selecting the 
courses they were interested in based on their work and requirements of career development 
with the flexibility of space and time. In 2022, around 2,300 employees attended relevant 
courses; the average satisfaction score for the learning courses was 4.80.
Developing systematic thinking to stay on top of the overall situation; 
ensuring insightful financial thinking to understand the operation 
focuses of the Company; stimulating creative thinking to develop 
processes of innovative products; facilitating multi-dimensional 
thinking to enhance personal capabilities of decision making and 
innovation at work
Understanding the two-way communication of human nature and 
further extending to the skills of parallel and upward communication; 
fostering the utilization of simulation scenarios of presentation and 
business negotiation; building the skills required for both internal and 
external communication
Helping the employees to know how to define problems correctly, 
identify necessary data and learn data analysis methods, and to 
boost their skills of solving problems with data based on systematic 
problem solving methods and data analysis tools
With self-management, learning and growth as the core of development, 
enhancing personal capabilities of work planning and workplace 
competitiveness through courses on the awareness of personal 
strengths, creation of highly effective learning patterns, work time 
management, mindset of career development, etc.
Gender
Age
Employee
Category
Rank
Male
Female
< 30
30–50
> 50
Direct Labor
Indirect Labor
Management
Non-management
48.3
29.5
41.1
41.1
41.1
8.5
47.2
51.1
38.9
23.4
29.8
25.5
25.5
25.5
20.9
40.5
17.0
26.0
39.6
38.9
39.2
39.2
39.2
36.2
49.4
29.3
39.9
Average of All Employees
Average Cost of Training (US$)
Category
Group
Average Training Hours per Person
30.3
412.15
2019
2.19
2020
2.15
2021
2.08
2022
1.98
Taiwan         Suzhou (China)       Vietnam
Cognitive
Thinking
Influence in
Communication
Digital
Application
Self-
competition

Human Capital Management
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Leadership
Sustainability
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Development methods:
   Blended learning with physical and online management courses
   Job rotation; as of 2022, the job rotation rate of managers reached 95%.
In 2022, Qisda placed importance on the entry-level and middle managers’ capability of 
employee performance management and development and leadership and management 
with regard to young employees. Hence, we arranged the courses on “employee 
performance problem handling and communication skills “ and “cross-generation 
leadership and management “ aimed at all the entry-level and middle managers. A total of 
172 managers were trained, with the average course satisfaction score reaching 4.74 points.
3. Potential talent development plan
Since 2018, to facilitate the sustainable growth of the Company and meet the demands of the 
Company for the talents under the strategic development of the business, the Company has 
not only ensured the comprehensive training and development of employees, but also 
formed the talent echelon to respond to the challenges regarding succession or appointment 
within the organization in the face of external uncertainties for lower risks of talent shortage 
and succession problems. The Company has started to set up a potential talent development 
project in which a potential talent database is established based on the potential talents 
identified by the top manager of each unit, so that a managerial vacancy, if any, can be 
filled in a timely manner. An Individual Development Plan will be devised for each of the 
talents every 6 months in consideration of their individual knowledge and requirements.
Fresh Leader Program
Action Leader Program
Strategic Leader Program
Visionary Leader Program
Potential talents/
new managers
Entry-level managers
Middle managers
Senior managers/
heads of business units
Inspiring the awareness and concept of management, and 
enabling the participants to understand the basic knowledge of 
management and the full picture of leadership
Developing the participants’ practical skills in relation to management 
and leadership so that they can lead their teams to complete the 
tasks assigned by the higher managers
Emphasizing the planning of and implementation for department 
strategy goals, and developing the capacity to take responsibility 
for and work towards the strategy goals of the upper management
 
Facilitating strategic business planning and deployment thinking, 
and developing the organizational leadership and the capability 
to shape the culture and environment
2. Manager leadership development plan
To develop the critical leadership and management capability required for managers at 
different levels, and to ensure the capabilities that should be prepared for the future 
challenges in relation to organizational growth, we built the training and development 
system for the managers at all levels in consideration of our core management functions. 
The managers, whether novices of great potential or experienced experts, had their own 
capability development plans under which they systematically acquired the leadership 
and management capability necessary for a leader through progressive rank-based 
management courses and job rotation.
Qisda’ s Course Blueprint for Employee Learning and Growth
Development of New Hires
Development of Workplace Skills
Culture of 
the Group
Teamwork
Goal
Management
Problem
Analysis
and Solving
Code of 
Conduct
Legal 
Awareness
Professional
Training
Cognitive
Thinking
Digital
Application
Core
Competencies
Influence in 
Communication
Self-competition
Courses for All Employees
Courses for New Employees
Win
Camp
Trainees: The managers at all levels; a total of 335 managers were trained (making up 
58% of the management). 
Training plans:
Participant
Focus of Development

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Productivity
Leadership
Sustainability
Preface
Qisda unites and leads all the business units under the CIP (Continuous 
Improvement Program) to create a sustainable value. There were more than 
5,684 CIP projects implemented in the world until now to bring an economical 
benefit of about NT$11 billion.
Qisda received the “2021 Taiwan Sustainability Action Award – Best Action Plan 
Award “ from Taiwan Institute for Sustainable Energy.
Fresh Leader
Action Leader
Strategic Leader
Visiovary Leader
Trainees
Focus of 
Training
Potential talents/
new managers
Entry-level managers
Middle managers
Senior managers/
heads of business units
Inspiring the awareness and 
concept of management, 
and enabling the trainees to 
u n d e r s t a n d  t h e  b a s i c  
knowledge of management 
a n d  the full p i c t u r e  o f  
leadership
Developing the participant’ s 
practical skills in relation to 
management and leadership 
so that they can lead their 
teams to complete the tasks 
as si gn ed by th e hi gher 
managers
Emphasizing the planning of 
and implementation for 
department strategy goals, and 
developing the capacity to 
take responsibility for and work 
towards the strategy goals of 
the upper management
Facilitating strategic business 
planning and deployment 
thinking, and developing the 
organizational leadership and 
the capability to shape the 
culture and environment
Establishment of the core management function system
Setup of potential talent database in 2022: Based on the list of potential talents in each unit 
confirmed by the top-level manager thereof, with the talents’ current development status 
of core competencies evaluated, and their strengths and weaknesses of competencies 
and future development directions analyzed
Assessment of a talent for his/her positioning based on his/her previous performance, the 
result of the evaluation, the future potential, and the personal willingness of development
The Individual Development Plan (IDP) formulated together with the person concerned 
and his/her manager in consideration of the functional requirements of 3P (Proactive, 
Personal and Professional) for the positions at different levels and with reference to the 
aforementioned points 2 and 3
Implementation of the IDP for talents with the 3E (Learning/Exchange & Assistance/Training) 
model and job rotation
Implementation methods:
1.
3.
5.
2.
4.
1.
3.
2.
1.
2.
4.
4. Development of talents for marketing data analysis
To reinforce the ability of data analysis, a special development plan targeting “talents for 
marketing data analysis “ was formulated in 2022. A four-stage development plan was 
thereby prepared for the potential talents for data analysis selected from different posi-
tions within the Company; it required each identified talent to take 116 hours of training in 
total, participate in a 6-month project assistance program, and so on. Thirty-one talents 
for marketing data analysis were trained, with their training hours totaling 3,596. As 
encouragement, a training completion ceremony was further held to award qualification 
certificates to those who had completed the training.
An overall increase by around NT$2.8 billion for the Group’ s organizational performance 
(tangible + intangible) due to the courses of professional competence (based on the total 
tangible and intangible costs saved in 2022 with Mr. Kevin’ s CIP)
Overall manager engagement: more than 4.56 points (out of 6 points); average 
engagement of employees: 4.59 (out of 6 points); percentage of global employees with 
high engagement: 80%
Global IDL manager retention rate in 2022: 96.6%; global IDL retention rate: 89.2%
31 talents for marketing data analysis trained in 2022
Implementation result in 2022:
Formula for IDL manager retention rate: 1 - IDL manager turnover rate; IDL manager turnover 
rate = Number of IDL managers who resigned / total number of IDL managers
IDL retention rate: Formula for retention rate: 1 - IDL turnover rate; IDL turnover rate = Number 
of IDL employees who resigned / total number of IDL employees
Notes:
Six Sigma: CIP (Continuous Improvement Program)
Qisda has implemented the Six Sigma and developed the Continuous Improvement Program 
(CIP) from the beginning of 2007. CIP (Continuous Improvement Program) is a program that 
helps escalate the Group’ s competitiveness in the industry. With the approaches and 
application of training and communication of Six Sigma, guidance and presentation of 
improved projects, and continuous reviews and improvements, all our employees are 
enabled to acquire the ability of logical thinking and problem solving. The Company can even 
engage in smoother internal communication and external customer communication 
accordingly, thereby producing the culture of continuous improvement.

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Human Capital Management
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
CIP 概念
VALUE UP
WASTE DOWN
Concept of CIP
CIP Structure
The continuous improvements of CIP are based on the spirit of PDCA throughout the Group. In 
addition to the R&D department, the CIP projects are applicable more extensively to the 
manufacture, administration and supporting units. The employees can make use of the most 
suitable tools, such as DMAIC/DFX/Lean/QCC/Quick Win, to improve their work, reduce waste 
and enhance value, which represents considerable financial benefits for every year.
CIP Vision
Building the culture of continuous improvement
CIP Mission
To enable employees with the knowledge, skills and attitude to facilitate quality, design and 
process improvement through voice of customer, time to market and financial impact.
The participation rate exceeded 70% each year. These have become part of the essential 
activities of Qisda and formed an important corporate culture. There were 569 CIP projects in 
2022 and the total number of the CIP projects implemented globally reached up to more 
than 5,684 with a cumulative benefit of nearly NT$11 billion. The result of the improvement is 
remarkable.
Implementation Process of CIP Projects
Each year, all the employees of Qisda take part in the CIP activities, including training, project 
execution, guidance, presentation on competitions, and continuous promotion. Since 2007, 
more than 390 sessions of courses have been run, with more than 10,000 participants in total. 
Regarding the implementation of CIP, Qisda not only improves the Group internally, but 
combines the core competences with the SDGs of the United Nations and assists the 
suppliers with the implementation in every step. This is a pioneering work rarely seen in the 
industry. The CIP is helpful to improve the yield rate and efficiency of the supplier and 
reduce the generation of the waste. It also enables an increase in the revenue of the supply 
chain and Qisda to create a win-win situation in the economy and environmental protection. 
The support of the Company for the suppliers has had a good performance. In 2022, there 
were 24 CIP projects implemented for the suppliers in Suzhou to create a benefit of about 
NT$20 million. Up to now, a total of 138 suppliers participated in 345 projects to create a total 
benefit of NT$470 million. With this performance, Qisda received the “2021 Taiwan Sustainability 
Action Award – Best Action Plan Award “ from Taiwan Institute for Sustainable Energy.
CIP Sustainable Development
Promotion
Showcase
Coaching
Project
Training

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QISDA Corporate Sustainability Report 2022
Protection of Human Rights
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Protection of Human Rights
   Qisda Human Rights Policy
Holding “human-oriented” values, Qisda believes that a good work environment can provide 
support for the employees to grow without concern. A well-established training system with a 
complete design of activities is helpful to consolidate the strength of the employees and 
enables happy employees to play a leading role in the creation of the shared value among 
the Company, employees and society. We support and comply with the internationally 
recognized human rights regulations and principles, including the UN Universal Declaration of 
Human Rights, UN Global Compact, UN Guiding Principles on Business and Human Rights, and 
ILO Declaration on Fundamental Principles and Rights at Work. Meanwhile, we shape the 
human rights policy in accordance with the laws and regulations of the places our companies 
are located in, and ensure human rights based on the human rights principles of “protect, 
respect and remedy.”
Qisda’ s human rights policy is applicable to Qisda Corporation and its investees, including 
the employees, customers, suppliers, partners and joint ventures, At the same time, we 
request our suppliers, partners and joint ventures to stick to other standards equivalent to our 
policy for human rights protection.
In terms of the material issues related to human rights, the Company has formulated the 
following implementation approaches:
Provide a safe and healthy work environment
Ensure equal employment opportunities
Prohibit discrimination in any forms
Offer fair and reasonable wage and work conditions
Respect the freedom of assembly and association among the employees
Forbid hiring child labor and forced labor
Adhere to the values of ethics against corruption and prohibit bribery 
Provide stakeholders with communication channels
Conduct human rights risk assessment and take relevant measures to reduce the impact
Qisda CSR mailbox: csr@Qisda.com
The Company has established the “Child and Youth Labor Management Regulations.” The HR 
unit takes the sole responsibility for the recruitment and appointment of labor. It shall validate 
the identity of the candidate during the recruitment by checking his/her ID certification 
documents and commission an external institution to check the identity in case of suspension. 
Validation of the identity is also required for the oral examination to avoid fraudulent use of 
the identity certification documents. As for minor cooperative education students, the 
Company abides by the aforementioned procedure to ensure they will not be assigned to 
the work that might be harmful to their safety and health.
The Company provides a simple employment channel. All employees have entered into an 
employment agreement to confirm their employment intention and eliminate the sources of 
forced labor. Since the implementation of the social accountability management systems 
(SA8000) in 2006, the Company’ s operations have all been aligned with the requirements of 
human rights treaties; no child or forced labor has been hired.
There are around 109 foreign migrant workers at the headquarters of Qisda. The relevant fees 
and handling charge for them to come to Taiwan and work for the Company are all covered by 
us; these employees need not pay any relevant fees. The work arrangement and management 
in relation to the foreign employees are all in line with the local laws and regulations, which 
enables them to be devoted to the work in Qisda without worries.
As for the issue of fair treatment, the Company adheres to the Responsible Business Alliance 
Code of Conduct (RBA Code) and is committed to being free of impact on the recruitment, 
wage and welfare, promotion, reward and access to training, dismissal, or retirement as a 
result of ethnic group, nation, race (including indigenous peoples), caste, color, age, gender, 
sexual orientation, gender identity and expression, national or territorial origin, disability, 
pregnancy, religion, political affiliation, union membership, family responsibility, veteran 
status, genetic information or marital status and other factors specified in the law. The 
Company treats all the employees equally and ensures no deficiencies exist in the 
implementation of the aforementioned procedure by performing the internal and external 
audits under the social accountability management systems (SA8000). There were no 
discrimination cases within the Company in 2022.

Protection of Human Rights
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Productivity
Leadership
Sustainability
Preface
   Human Rights Risk Assessment
Principles of Human Rights Risk Management
Attaching weight to human rights, Qisda not only protects the human rights of the employees 
in the internal management system and work environment, but also makes the employees 
aware of the rights they and the relevant stakeholders have through active communication, 
education and training. Qisda has implemented the Responsible Business Alliance Code of 
Conduct (RBA Code; formerly EICC) since 2007. We provide education and training to 
enhance the awareness of the RBA on a regular basis and incorporate the ethical management 
system in the CSR and ESH management systems. In addition, the Company has established the 
Integrity Handbook in accordance with relevant international ethical management 
regulations and communicated it to the employees at our plants all over the world. Recently, 
the plants in Suzhou, Taiwan and Vietnam have been subject to a third-party audit in 
Human Rights Issues Concerning the Stakeholders
response to the request of the customers. Corrective measures have been taken for the 
nonconformities identified during the audit to ensure the compliance with the RBA Code.
Since the issues of labor and human rights are critical to the customers, the Company 
provides education and training on the Responsible Business Alliance Code of Conduct (RBA 
Code) and social accountability management systems (SA8000) every year. In 2022, 100% of 
the employees participated in the human rights training. The education and training on the 
RBA Code and human rights are also arranged for the contractors, such as security guards 
and cleaning service providers, who are doing their duties in the Company or the plants. The 
training rate of the security guards reached up to 100%. For new employees, we communicate 
the Company’ s stance of zero tolerance towards harassment by giving them courses on 
sexual harassment prevention on their first day in the Company. In addition, Qisda declares 
the protection of the employees’ rights and the availability of multiple communication channels. 
We have established the “Communication Management Procedure” for the internal 
complaints of the employees. For any sexual harassment or improper treatment, the employee 
concerned may report such to the HR unit directly in accordance with the “Whistleblowing 
and Complaint Handling Regulations.” The Company will keep the identity of the whistleblower 
confidential. The external stakeholder who has any doubt about this issue may file the 
complaint through the CSR mailbox on the official website of the Company; the ESG responsible 
unit will give a reply. In 2022, we did not receive any complaints or grumbles about the issues 
of labor or human rights. The RBA VAP and social accountability management systems 
(SA8000) verification is conducted at our global manufacturing sites every year to constantly 
improve the human rights issues and avoid occurrence of labor-related incidents that may 
affect the production or reputation of the Company.
In 2022, Qisda built a human rights management system that covers the human rights policy 
and the process of human rights due diligence. With the thorough management process: 
plan, do, check and act, the material human rights issues concerning the stakeholders 
(employees, suppliers, customers, nearby communities, etc.) of Qisda and the joint ventures 
are identified, and a complaint mechanism is available to the stakeholders. At the same time, 
the risks of human rights issues are detected through the due diligence, with corresponding 
mitigation or remedial measures proposed to enhance the human rights of the stakeholders.
System of regular internal and
external audits
External audits include :
(1) RBA VAP
(2) SA 8000
Qisda CSR mailbox: csr@Qisda.com
Suppliers/contractors
Inspection and audit of the 
suppliers’ social responsibility, 
environment, safety and health
Patrol inspection for construction 
safety
EMRT survey
Freedom to choose an occupation
Non-discrimination
Sexual harassment
Working hours
Wage and welfare
Data privacy and security
Emergency preparedness
Safety at work
Occupational injuries and diseases
Public sanitation, food, and housing
Teenage employees
Freedom of assembly
Employees
    All employees
    Female employees
    Foreign employees
    Teenage employees
Disclosure based on 
the issues
Freedom to choose an occupation
Working hours
Wage and welfare
Data privacy and security
Emergency preparedness
Safety at work
Teenage employees
Responsible mineral procurement
Complaint Mechanism
Stakeholder
Human Rights Issue
Due Diligence

Protection of Human Rights
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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Impact
Frequency
Low
Moderate
High
High
Moderate
Low
Working hours
Emergency preparedness
Safety at work
Freedom to choose an 
occupation
Non-discrimination
Sexual harassment
Wage and welfare
Data privacy and security
1
2
5
3
4
Establish (amend) the
human rights policy
Identify the stakeholders 
and the potential human 
rights issues
Identify the material 
human rights issues
Monitor and follow up 
the effectiveness of 
improvements
Devise improvement 
plans
P
A
D
C
Check
Plan
Do
Action
Build a human rights management 
system and formulate the human rights 
policy. Identify the potential human rights 
risks that have considerable impact on 
the stakeholders through the process of 
human rights due diligence, and make 
improvements accordingly.
Develop improvement targets in a 
proactive manner based on the detected 
risks and deficiencies related to human 
rights, and take corresponding mitigation 
or remedial measures to protect the 
rights of the stakeholders.
Implement human rights management 
in the daily operations, and avoid any 
violation of human rights through the 
systems and mechanism, education and 
training, complaint channels, etc., as well 
as the compliance with laws, regulations 
and corporate systems and bylaws.
Combine the external audits such as 
SA8000 and RBA VAP certification with our 
internal audit mechanism to detect the 
risks and deficiencies related to human 
rights in the process of management.
Process of Human Rights Management 
Process of Human Rights Due Diligence
By analyzing the reports of the RBA VAP audit and SA8000 audit completed between 2020 and 
2022, Qisda identified the impact and frequency of potential human rights issues, and further 
pointed out the material issues regarding human rights risks in 2022, such as working hours, 
emergency preparedness, safety at work, etc.
Based on the identification results of human rights risks in 2022, all the plants of Qisda 
have developed risk mitigation and remedial measures right away and followed up the 
implementation status regularly. These included the optimization of production capacity, 
planning of reasonable schedule, introduction of automated equipment, etc. to reduce the 
urgent need for manpower, along with the working hour management system, which reminded 
the managers of the working hours of employees to stay on top of the overtime hours they 
worked. (For the identification results of human rights risks in 2022, please refer to the appendix.) 
Qisda plans to conduct the complete management cycle of human rights due diligence 
once a year from 2023, in order to raise the awareness of human rights of the employees, 
suppliers, customers and related communities of the Group, enhance such parties’ rights, 
and ensure that the material human rights risks can be reduced.
Process of Human Rights Due Diligence 
Human Rights Risks and Material Issues
Qisda Human Rights Risk Matrix
Occupational injuries and 
diseases
Public sanitation, food, 
and housing
Teenage employees
Freedom of assembly

Protection of Human Rights
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Creativity
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Productivity
Leadership
Sustainability
Preface
Human Rights Management Measures
Material Human Rights Risks and Mitigation and Remedial Measures
Working hours
Communication and training: Qisda has 
developed the human rights policy and 
declared the focuses of full support to 
human rights protection. Each year, the 
education and training on RBA Code 
and SA8000 are provided so that all the 
employees understand their rights.
System: Qisda has established a work-
ing hour management system with 
which a warning value is set to remind 
the managers of the working hours.
Communication and training: Each year, 
the Company implements relevant 
emergency response training on a 
regular basis as per regulations.
Communication: We provide education 
and training on RBA Code and social 
accountability standards (SA8000) for 
all employees every year. The courses 
include the knowledge related to 
“emergency preparedness.” Each 
employee is required to pass the 
post-course exam. 
Training: An emergency response and 
reporting mechanism has been built, 
and education, training and simulation 
exercises are arranged for the employees 
to get familiar with the response process.
Employees
External
SA8000
audit 
External
SA8000
audit 
External
SA8000
audit 
Remedial Measures
Material Human Rights Issues
Emergency preparedness
Material Human Rights Issues
Impacted Party
Employees
Impacted Party
Risk
Assessment
Method
Mitigation Measures
System adjustment: 
1. The production capacity has been optimized based 
on reasonable arrangement of tasks.
2.Automated equipment has been introduced.
Remedy: A working hour management system has 
been established.
Punishment: The system sends early warning 
notifications to the managers to remind them to 
timely adjust the workload of personnel
Example: In 2022, our Suzhou Plant conducted capacity 
planning (leaving some time for abnormalities, adopting 
shift work) and personnel planning (arranging backup 
manpower in advance, planning bonuses for special 
periods, introducing automated equipment), and set 
up the working hour system, in order to cope with the 
overtime working resulting from the requirements of 
customer orders.
Safety at work
Communication and training:
We provide education and training on RBA 
Code and social accountability standards 
(SA8000) for all employees every year. The 
courses include the knowledge related to 
“safety at work.” Each employee is required 
to pass the post-course exam.
Training: Our safety at work is ensured based 
on the methods of awareness raising, 
assessment and control, including: 
1. occupational safety and health education 
and training,
2. safety protection related to production 
equipment, 
3. chemicals management, 
4. work environment monitoring, 
5. self-inspection of operations, 
6. change management, and 
7. safety management of contracted 
construction. Through these methods, 
we protect the safety and health of 
our employees.
System: Systematic OSH management system
Employees
Hazard
identification
and risk
assessment
Remedial Measures
Material Human Rights Issues
Impacted Party
Risk
Assessment
Method
Mitigation Measures
System adjustment:
When an employee fails to pass the post-course 
exam after taking the education and training 
courses on RBA Code and social accountability 
standards (SA8000), he/she shall take the 
courses and exam again until passing the exam.
When an occupational injury occurs, the Company 
records the case, including the concerned 
parties, matter, time, location and object at 
the time of occurrence, as per the Accident 
Management Procedures. The unsafe behaviors 
and environmental causes are investigated to 
take effective improvement measures and 
actions. In order to avoid the recurrence of 
abnormal incidents, horizontal investigation 
into the protective devices and preventive 
measures of the machines of the same model 
or similar type is carried out as well.
Remedy: The injured employees will be given 
compensation better than that required by law.
Punishment: The managers will be retrained.
System adjustment:
When an employee fails to pass the post-course 
exam after taking the education and training courses 
on RBA Code and social accountability standards 
(SA8000), he/she shall take the courses and exam 
again until passing the exam.
When an emergency occurs (except for natural 
disasters), the Company records the case, including 
the concerned parties, matter, time, location and 
object at the time of occurrence, as per the Accident 
Management Procedures. The unsafe behaviors and 
environmental causes are also investigated to take 
the effective improvement measures and actions 
and avoid the recurrence of abnormal incidents. 
Remedy: For the employees who are injured, they will 
be given shift adjustments, be transferred to another 
work environment and be entitled to leave as remedies.
Punishment: The managers will be retrained.

Protection of Human Rights
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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
2885 Internal 
Communication 
Platform 
Labor–management 
meeting
President mailbox
HR mailbox
CSR mailbox
csr@Qisda.com
Integrity mailbox 
Integrity@Qisda.com
In-plant employee 
complaint mailbox
Employees’ Participation Rate in Labor Unions 
The employees’ participation rate in labor unions have increased year by year, with the employees 
at the Vietnam Plant having the highest rate (around 80% on average).
2019
1.68
2020
3.69
2021
7.54
2022
10.15
Reporting on daily life matters in the plants, and support to the 
improvement of meals and cleanliness and maintenance of 
malfunctioning equipment, so that the Company can take 
response and preventive measures right away and reduce 
the risk of serious failure
Issues related to labor and human rights, such as wage, 
welfare, and so on
All issues related to the business operation and sustainable 
development of the Company
Issues related to personal safety, such as discrimination, 
workplace violence, sexual harassment, mental health, industrial 
safety, and human rights.
Complaints of human rights issues, and issues related to 
corporate sustainable development and ESG
Reporting of non-compliance with the principles of integrity, 
conflict of interests and avoidance, fair trade, bribery and 
illegal payments, etc.
Improper treatment, punishment, verbal abuse, etc. by a 
manager to a subordinate, or by an employee to another
   Internal Communication Channels
To maintain a great labor–management relations between the Company and the employees, 
smooth communication channels, such as business meetings, Welfare Committee meetings 
as well as labor–management meetings, have been set up internally for the employees to 
receive messages from the Company in a timely manner. The employees are also encouraged 
to provide suggestions regarding the overall business and development of the Company so 
that the decision makers can have some references. Well established communication channels 
are not only favorable to the improvement of the labor–management relations, but also 
helpful for the Company to understand the needs of the employees and provide a more 
complete work environment. In addition to the provision of smooth internal communication 
channels for employees, we also encourage employee engagement in communication. As 
we consider communication to be one of the keys to the continuous improvement of the 
internal environment, the workers will not be retaliated against due to the whistleblowing.
From the employees in Suzhou Plant, China, and the business headquarters in Taoyuan, 
Taiwan, Qisda elects 16 (occupying 0.27% of the total employees at Suzhou Plant) and 12 
(occupying 0.72% of the total employees at the headquarters) representatives according to 
the labor laws and the social accountability management standards to fully represent the 
employees of their respective business units and hold Welfare Committee meetings as well 
as labor–management meetings on a regular basis. They communicate with the management 
representatives of the Company on the matters related to the social accountability 
management standards at the meetings. At the quarterly labor–management meeting, the 
representatives of the employees can raise proposals of labor–management relations, labor 
conditions, labor welfare and other issues. They communicate with the representatives of the 
management and jointly resolve on the matters of labor rights. The Company will assess the 
feasibility and incorporate them in the subsequent improvement actions.
Communication Channels for the Employees
Communication Channel      Frequency
Main Topics of Communication
At any time
At any time
At any time
At any time
At any time
At any time
Quarterly
No. of employees
with membership
in labor unions / 
total No. of 
employees (%)

Health and Safety at Work
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Productivity
Leadership
Sustainability
Preface
Health and Safety at Work
With the insistence on a happy and healthy workplace, Qisda has gradually upgraded 
itself from ESG to ESG+H. Sustainable health management reflects the commitment to 
employee care. Only when the employees are healthy can the corporate competitiveness 
be enhanced; thus, we have arranged diverse health promotion activities for our employees, 
enabling all of them to experience a work environment of high quality and a corporate 
culture that ensures health and happiness.
I. Health Risk Assessment
In terms of the health risks of the employees, we use the assessment tool, Framingham 
Cardiac Risk Score, to annually assess the risk of suffering from the ischemic heart disease 
within 10 years based on six indicators: age, cholesterol, HDL cholesterol, blood pressure, 
diabetes and smoking. Those with the high risk (>20%) of such disease are required to 
seek medical advice for complete follow-up, while those with the moderate risk (10–20%) 
are required to take 100% of the online health education and training.
According to the health risk assessment, the groups of different risk levels in 2022 
are distributed as follows:
Distribution
(%)
92.1
7
0.9
   Employee Health Management
Qisda places importance on the health management of the employees and believes that 
maintaining the health and vitality of the employees is helpful to keep up the best competitive 
strength of the Company. For this, the Company has established a wellness center in 
Taiwan and Suzhou, China, respectively, to promote the health of the employees. The 
participation rate of the medical checkup over the years is about 95% on average. The 
rate in 2022 remained to be 95%, realizing the Grade 1 management (health screening) in 
the public health domain to diagnose the illness earlier, receive medical treatment earlier, 
and reduce the risk to health.
Low (<10%)              Moderate (10–20%)             High (>20%)
Health Risk Level
II. Health Promotion
To pay close attention to the employees’ stress at work, Qisda has implemented the 
Heartwarming Employee Assistance Program since 2012 to arrange mental health lectures 
according to the needs of the employees every year. In addition, we share soul-touching 
articles with the employees for them to develop self-awareness and understand how to 
seek support and help when facing problems. In 2022, the mental health services was 
further upgraded, with the Employee Assistance Program satisfying the employees’ needs 
even more. A psychological counselor was introduced to the Company to provide on-site 
services for the first time, enabling the employees to make an anonymous appointment for 
counseling at any time. Moreover, we devised training courses for managers to improve 
their skills of communication and care, so that they could identify stressed subordinates 
effectively and provide them with timely care. The completion rate of the training was 
100%, which shows that the Employee Assistance Program has been promoted in a more 
active manner and implemented in the work environment.
In the last 3 years, Qisda has devoted around NT$2.4 million to offer up to 20 health promotion 
son activity and 350–420 participants in each activity held in both online and offline 
forms. The employees have benefited a lot from the courses on how to get rid of chronic 
fatigue syndrome, little body aches that can’ t be ignored, cerebro-cardiovascular 
disease prevention, to name but a few.
III. Health Management
(I) Six facets in health management:
Health management based on the health management platform (Health Bar)
1. The events of the Wellness Center in Taiwan
The Wellness Center organized health promotion events in six facets depending on the 
problems and needs of the employees with respect to their health: Wellness Clinic, workplace 
breast milk program, illness tracking and care, emergency injury treatment, health management 
and follow-up, and healthy and happy life.

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Health and Safety at Work
Creativity
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Productivity
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Preface
Promotion of breast milk: Qisda has promoted breast milk at the workplace since 2007. To 
assure the mothers of working and breastfeeding at the workplace, Qisda attentively provides 
more convenient and privacy-protective breastfeeding environment and hardware facilities 
(e.g. refrigerator, sterilizer, milk collection bag, breast pump, and electric heater) at the Wellness 
Center for the mothers to meet their needs.
Maternity health: Maternity health protection has been performed since 2017. In combination 
with the care management, required maternity health protection measures are taken for the 
female employees who have become pregnant or given birth within one year or those who are 
feeding a baby. Twenty-four employees were protected in 2022 based on their health status and 
the connection with their tasks. Also, the employees whose health is at high risk are reassessed, 
and required preventive and health promoting measures are taken whenever necessary.
Childcare allowance: Considerate of the employees who face a lot of parenting work and take 
on the childcare burden, the Company has granted childcare allowance for those with 
0–6-year-old children (NT$30,000/child per year) since 2023 to ensure that the employees can 
work without worries and a family-friendly work environment can be built.
Wellness Clinic (healthcare at the workplace)
Parenting and maternity protection
Disease prevention and care
Emergency injury treatment
Qisda’s health management model
Employee
health checkup
New
employee
health
checkup
Manager
health
checkup
On-site health service
Special health 
management
Wellness Clinic
Anti-cancer/
healthy and 
happy life
Wellness
Center
Health lecture and 
event
Health
management
and follow-up
Health consultation
Promotion
of breast milk
at workplace
Private breastfeeding 
environment
Related hardware
facilities
Emergency injury
treatment
First-aid training on 
general disease and 
accident
Disease prevention
and care
Information on epidemic/
infectious disease
Global outbreak 
reporting system
The clinic is established under the health insurance for the convenience of the employees to receive 
medical services and health consultations, in the hope to achieve the goals of zero-distance to a 
clinic and provision of services for the employees whenever needed.
On-site health service: Occupational safety survey is conducted for the prevention of occupational 
accidents and the reduction of their occurrence rate.
Special health management: The employees engaging in the tasks with special health hazards, 
including those involving ionizing radiation, organic solvent and noise, are subject to special 
tracking and management. The Company takes the measures better than what the special 
labor inspection regulations of the government require by providing the personnel engaging in 
highlight tests with regular precise eye examination and special protection measures (goggles).
Up to now, no cases of occupational disease have occurred as a result of the work at Qisda, and 
no employees have been engaged in any work that is exposed to high risk or special incidence 
rate of disease.
(3)
(2)
(1)
The Company provides employees with information on the domestic and overseas epidemic and 
infectious disease. We communicate the correct health and epidemic prevention concepts to the 
employees based on the international outbreak and the information of the Taiwan Centers for 
Disease Control. A global outbreak reporting system has been set up to understand the inventory of 
the resources and the health status of the employees in each subsidiary in a timely manner. In the 
meantime, the Company provides newsletters related to the epidemic prevention and health on an 
irregular basis to remind the employees of their importance. In 2022, during the period when 
COVID-19 became severe, we required all the employees to report their rapid test results 8 times (at 
the time when the business resumed or at the end of holidays), so that the employees can work with 
a sense of security and lower anxiety. Meanwhile, for the employees who tested positive, the 
Company showed care and support to weather the storm with them.
The Company provides training on the first aid for general diseases (e.g. spasm and nose bleeding) 
and accidents (e.g. cut or incised wound, drowning and shock), for example, education and training 
for new employees, first aid license course, and emergency treatment course. An AED was set up in 
the public area on the first floor in 2013 and a second AED was provided in the public area on the first 
floor of the Twin-Star Plant in 2016. Seed trainers have been trained for the operation of the AED 
equipment. This is a training program extending from 2016. Four sessions of retraining were held for 
the first aid personnel in 2020 and 63 participants finished the retraining successfully. Another 
training targeting more than 200 participants is planned to be provided in 2023.

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Based on the medical checkup data of the employees, the abnormality items indicated in the 
medical checkup report are identified in the electronic health management system, and an 
employee concerned is reminded through the group he/she joins. The employee will be 
arranged to have a consulting meeting with the on-site physician, who will help the employee 
understand his/her health and provide subsequent medical consultation services.
The DSHA (Disease Specific Health Assessment) is used for a quantitative assessment of the 
health status and potential disease and/or the risk of death of an individual or a group of 
employees.
In addition, the Company uses the Framingham Risk Score model in the ATPIII to assess the risk 
and opportunity of suffering from the ischemic heart disease within ten years and find out the 
employees of high risk to give telephone interviews and health education. Health education and 
follow-up measures have been applied to 70% of the sub-health group members among these 
employees without prejudice to their privacy.
To ensure that the employees can participate in mental/physical health related lectures and events 
during off-work hours even in the period of pandemic, we have held such activities in the form of live 
streaming and recorded them for everyone to watch online and enjoy remotely. During the 
pandemic, we have also mapped out the routes for special preventive vaccination and annual 
medical checkup, etc., and further held such activities to ensure the effectiveness of the prevention, 
early identification, and early treatment of diseases.
Qisda’ s breastfeeding room
Health management and follow-up
Healthy and happy life
Dissemination of a health risk issue
Here are 8 tips for 
preventing COVID-19
Disease prevention and care
Healthy and happy life

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2. The events of the Wellness Center in Suzhou, China
A Wellness Clinic is set up in Suzhou, China to treat commonly seen diseases. Two breastfeeding 
rooms are available for mothers to use at the workplace. Medical checkups are arranged 
before, after and during the work for prevention of occupational diseases. Follow-up actions 
are taken and a name list with respect to the occupational diseases is maintained for this 
purpose. In addition, the Company provides lectures on healthy and happy life such as the 
health of the female employees and the healthy life after the retirement.
Qisda also promotes personal health management within the Company. The employees can 
understand their personal health status at any time through Qisda’ s health management 
system and implement the management in their personal health behavior by combining the 
internal real-time health information and events of the Company.
Homepage of Qisda’ s health management system
Interface of Qisda’ s health database
In response to the government’ s encouragement of hiring persons with disability, we have 
hired professional blind masseurs to provide massage services in a “Massage Station.” 
Through the services, the employees are able to relieve their stress and tiredness from daily 
life and work, which helps escalate the Company’ s competitiveness. Furthermore, with 
importance placed on hazards of work and exercising, we provide physiotherapy services. 
The employees may conduct assessment with the professional physiotherapist face to face 
during the work hours to reduce the symptoms like body soreness and limb numbness after 
working. Health education is also offered for the employees to know the correct postures and 
avoid the recurrence of symptoms.
(II) Stress management and exercise
Work stress has become an emerging issue when it comes to the protection of workers. 
Undoubtedly, unhealthy physical and mental health of employees will lead to considerable 
operating costs for a company. According to the assessment by the on-site physician and 
full-time medical staff, the causes of stress to our employees include work stress, interpersonal 
relationships and physical/mental illness. In 2019, Qisda carried out a stress assessment 
With medical staff: Face-to-face guidance and consultation for 
122 persons, and telephone consultations for 48 persons
Interactive and stress-reducing DIY lessons, etc. organized for the 
employees to be better aware of the symptoms of stress they 
have and the solutions thereto, so that the impact of stress sources 
can be transformed and mitigated
1 session of workshop for managers to identify emotion-related issues
Online and physical interactive lectures: “Smooth Communication 
with Your Partner – Read between the Lines” arranged and attended 
by 380 participants in 2022
At least 3 soul-touching short articles shared via email per quarter
AP upgrading: (1). Online appointment for counseling (2). On-site 
psychological counselor services provided twice per month (since 
August 2022; used by 51 persons so far)
Stress-relieving
activities for
employees
Promotion
of exercise
Encouragement given to the employees to join sports clubs; 
participants: around 300 employees
Free core training and activities of yoga/basketball/volleyball/
badminton clubs, etc., every week; participants: around 6000 
employees/year

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   Occupational Health and Safety
Occupational Health and Safety Management System
Qisda has formed the Corporate Sustainable Development Committee (ESG committee) and 
the Occupational Safety and Health Committee to take actions on workplace safety and 
health. From top-level to entry-level positions, every employee is responsible for completing 
jobs safely. Qisda also meets all safety and health requirements through green operational 
activities. Qisda has obtained Occupational Health and Safety Management Systems (ISO 
45001:2018) certificates for all operation locations since 2019, conducted hazard identification 
and risk assessment annually and continued to go through verification processes. Meanwhile, 
Meanwhile, Qisda keeps optimizing the occupational health and safety management system 
to facilitate the improvement of safety performance in an unceasing manner.
targeting all the employees, of which 22 were identified as needed to be followed. Those who 
needed to be followed have been given individual guidance, and a diversity of stress-relieving 
activities have been arranged for all the employees.
(III) Outdoor events such as road running, hiking and cycling; participants: 
        600 employees/year.
(I) OSH Policies and Goals
To implement and promote the concepts of CSR, energy management, ESH management and 
excellent corporate safety management, Qisda not only enhances the information life of human 
beings through products and services, but also devotes itself to environmental protection, 
ensures the rights of workers, maintains a healthy and safe work environment, and guarantees 
the environmental quality of life. The employees are required to know their roles and 
responsibilities, and the suppliers, service providers, contractors, subcontractors, logistics 
providers, companies of the Group and partners in the supply chain are requested to keep in line 
with Qisda’ s CSR and ESH policies to jointly fulfill the commitment to social responsibility, energy 
management and ESH management. When a merger, acquisition or business collaboration is 
needed for the Company to meet the market demands and the requirement of organizational 
development, we objectively conduct due diligence as well.
1. Ensure ethical management by sticking to the ethics.
2. Comply with regulations and customer requirements and adhere to social accountability
standards.
3. Strive for pollution prevention, waste reduction, energy efficiency improvement and reduction 
of GHG emissions.
4. Provide healthy and safe work environment, protect labor rights, and reduce OSH risks.
5. Put attention to the consultation and participation of the workers, and continuously improve
the performance of ESH management.
6. Enhance the eco-design of products and lessen the impact of product life cycle.
7. Stimulate the companies of the Group to jointly develop sustainable operation.
(II) Occupational Safety Management Measures
Qisda ensures the employees’ personal safety and protects the work environment by taking 
the following actions:
1. Strict compliance with laws of the countries in which Qisda operates its factories
Qisda complies with laws of the countries in which our factories located, and conducts the 
following with the specified frequency: 1) occupational safety and health education and 
training, 2) self-inspection of production equipment and operations, 3) monitoring of the 
environment of operational areas, 4) physical examinations for employees, 5) inspections of 
fire protection and firefighting systems, and 6) simulation exercises.

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Preface
37
91
1,771
32
11,247
313
1,789
577
1,779
32
22,494
313
2,837
577
quarter, such units gather the management representatives, relevant responsible units and 
labor representatives for an Occupational Health and Safety Committee meeting, which is 
held to discuss the progress towards the targets of programs, internal and external concerns 
and communication topics, ESH management plans and the implementation thereof, 
occupational disease prevention and health promotion matters, and ESH management 
performance evaluation, etc. In addition, the OSH management effectiveness is audited 
through the annual ISO 45001 external verification.
2. Chemicals management
The chemicals used in the process of production have consistently been the focus of our OSH 
management. Qisda’ s plants in Taiwan and Suzhou have progressively replaced high-risk 
organic solvents with low-risk neutral chemicals. With the measures of source management, 
operational process control and safety protection, we ensure the safety and health of the 
employees and in the plants, and weaken the negative impact on the environment. In 2022, 
none of Qisda’ s plants in operation sites around the globe had any accidents of chemicals, 
oil and fuel spill.
3. Safety management regarding equipment automation
In response to the trend of plant automation and safety management, Qisda has set up 
three levels of safety protection mechanism according to ISO 10218 and TS 15066: effective 
segmentation, decelerated robots, and contact stop features. First, we make use of the workspace 
and effectively demarcate working areas for workers and robots: the manipulators on the 
inside, the workers on the outside. This way, workers and robots can collaborate with each 
other’ s movements. Second, we use grating sensors to slow down the robots the moment 
workers enter the alert area. Finally, if the workers make contact with the manipulators, the 
robots will automatically stop at the first moment. These significantly increase the safety of 
human-robot collaboration. Furthermore, Qisda has received third-party notarization 
verification from the Precision Machinery Research Development Center (PMC) and obtained 
certification of safety in human–robot collaboration. Qisda has officially met the ISO 10218/TS 
15066 standards and received international safety certification, becoming the first manufacturer 
in Taiwan to receive a safe human–robot collaboration certification and setting a new 
benchmark for smart factories.
4. Change management
Qisda has established safety assessment and safety inspection processes for changes in all 
new construction, reconstruction and expansion projects, and in all procurement of production 
equipment, lab equipment and plant equipment for public use. The approval process is 
monitored via the purchase requisition system, which means the risks of ESH and energy 
management are identified from the sources, and the safety assessments of construction 
and equipment are carried out with safety protection measures imposed accordingly, or the 
low-risk chemicals are selected based on assessment in place of high-risk ones as a source 
control measure to ensure the safety and health of the employees and in the plants.
Statistics on
Change Management
Cases in 2022
Change Control
Application Form
Safety Inspection and
Acceptance Checklist
(Cases)
5. Occupational safety and health education and training
In order to ensure that the employees have a clear safety and health concept and heighten 
their awareness of occupational hazards, Qisda regularly arranges general safety and health 
courses, professional knowledge and skill training and emergency response training that the 
employees are expected to be familiar with based on their positions. These include the 
in-service training of general employees, general knowledge of chemical hazards, simulation 
exercises, forklift operation training, manager training for hazardous operations, in-service 
Fire
Physical Damage
Electric Shock
Collapse of Materials
Chemical Spill/Damage
Total
Type of Simulation Exercise            No. of Sessions      No. of Trainees
20
19
8
8
12
67
4,333
247
88
18
454
5,140
Statistics on Annual Training     No. of Participants     Total Training Hours
Employees
Contractors
Employees
Contractors
Employees
Contractors
Taiwan
Suzhou
Vietnam

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Creativity
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Productivity
Leadership
Sustainability
Preface
Emergency response education and training
Monthly
Irregular
Annually
Annually
79 
      100%
0
≦0.326
≦8.64
0
0
0.111
1.475
0
No. of Cases of Fire
6. Safety management of contracted construction
In terms of the construction by contractors, we have created standard operating procedures 
and inspection record forms applicable to the contractors’ application for entrance, hazard 
notification to personnel, application for construction, application for dangerous operation, 
and inspections before, during and after operation. The procedures include the regular 
consultative organization meeting for the dissemination of the common defects of and matters to 
be followed by contractors, inclusion of contractors into the identification and assessment 
items of risks, discussion upon the operational risks and control methods before the construction, 
etc. Through multiple levels of control as well as mutual communication and cooperation, we 
lower the construction hazard risks within the plants. When an accident takes place in a 
contracted case, the accident investigation and analysis will be made and the corrective and 
preventive measures will be adopted in accordance with Qisda’ s “Accident Management 
Instructions.”
(III) Promotion of Safety Climate Assessments and Activities
The Suzhou (China) Plant continues to perform safety climate assessments. Through drafting 
and planning safety and health activities, Qisda connects the assessments with green 
operational performances and implements safety measures for employees from top-level to 
entry-level. This system incorporates continuous improvements of energy saving and safety 
and health performances, reinforcement of safety and health patrol inspections, implementation 
of work safety analysis, enhancement of the participation rate in safety and health educational 
training, promotion of near miss incident reports, encouragement to safety and health 
proposals, etc. Through the above measures, we fulfill every requirement for safety and 
health, further improving the performance of safety and health management and reaching 
the goal of work safety. With the realization of promotional activities, Qisda continued to keep 
the score above 90 in 2022.
Monthly ESH Patrol Inspection
Environmental Safety Patrol Inspection
Joint Patrol Inspection in Plants
ISO 45001 Management System Internal Audit
Category
Frequency of
Inspection
No. of
Inspections
Defect
Improvement Rate
(IV) Risk and Hazard Management
For the purpose of effective occupational accident prevention, the Company has established 
the procedures of hazard and risk identification. All the routine or non-routine activities of the 
employees, visitors, permanent suppliers and contractors that might do harm to the personnel 
or lead to accidents are subject to the comprehensive operational hazard identification, and 
the risk level of each hazard is determined based on the exposure frequency, possibility and 
severity of the hazardous incident. Improvement management targets and occupation control 
are set for the material safety and health risks identified, with a view to eliminating the unsafe 
behaviors and environment. In 2022, 19 material safety and health hazard risks were identified. 
With the risk of fire, damage due to the equipment maintenance and damage due to the use 
of chemicals as the three main categories, four active OSH management indicators were defined 
and all met in 2022.
2022 OSH Management Indicator
Status of Achievement
Target Value
Incidence Rate of Occupational Injuries
Occupational Injury Frequency Rate per 
Million Hours Worked (F.R)
Number of Days Lost Due to Occupational 
Injuries per Million Hours Worked (S.R)
No. of Occupational Disease Cases

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Process flow chart of safety and health hazard risk assessment
Internal education and training in OSH management
(VI) Causes of Occupational Accidents and Improvement Measures
For 2022, Qisda included the cases of occupational injuries requiring leave for more than a 
day in the calculation of injury rate and lost day rate. There were four cases of injuries in 
the year, which were all due to physical hazards; there were no occupational injuries 
resulting from chemical, biological and ergonomic hazards, and no deaths were recorded. 
When an occupational injury occurs, the Company records the case, including the concerned 
parties, matter, time, location and object at the time of occurrence, as per the “Accident 
Management Procedures.” The unsafe behaviors and environmental causes are also 
investigated to take the right improvement measures and actions. In order to avoid the 
recurrence of abnormal incidents, horizontal investigation into the protective devices and 
preventive measures of the machines of the same model or similar type is carried out as well.
In 2022, we recorded an average disabling injury frequency rate (FR) of 0.111 and a disabling 
injury severity rate (SR) around 1.475 in our global manufacturing sites; no occupational 
deaths and diseases occurred in the workplace. In Taiwan, the total work hours without 
occupational disaster in 2022 were around 2.93 million hours. At the end of 2022, the 
cumulative total work hours without occupational disaster reached 28.27 million. There 
were no work-related injuries or deaths of contractors working on-site.
(V) Internal Audit
Seven non-compliances were found during the ISO 45001 management system internal audit 
in 2022; they were all related to the operational control. To reduce the hazard risks, improvements 
have been made in the aspects of systems and constructions, employee education and 
training have been provided, and checks as well as patrol inspections have been enhanced.
All operations
(Production and non-production processes)
Hazard identification
Risk assessment
Determination of material risks
Material risks
R>20
Setup of 
operational 
control
Formulation
of targets
Determination
of material risks
Determination
of improvement
opportunities
Formulation
of targets
END
Routine/non-routine
Incl. visitors/contractors
Process/organizational 
change
Nearby environment
Status when a hazard occur
Type of hazard
Cause of hazard
Risk (R) = Exposure 
frequency (F) * possibility 
(P) * severity (S)

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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Statistics on Employee Occupational Accidents
32,335,394
8,740,497
31,759,521
8,683,766
32,466,025
9,243,573
27,753,840
8,176,522
4.546
0.000
2.267
0.000
4.928
0.108
1.910
0.000
0.124
0.000
0.126
0.000
0.154
0.108
0.144
0.000
4
0
4
0
5
1
4
0
3.579
1.780
3.860
1.475
0.097
0.099
0.144
0.111
41,075,891
40,443,288
41,709,599
35,930,362
2019
2020
2021
2022
4
4
6
4
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
12,537,490
5,373,210
12,950,292
5,550,125
15,261,877
6,540,805
27,753,840
5,522,684
17,910,701
18,500,417
21,802,682
18,408,948 
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Statistics on Non-employee Worker Occupational Accidents
Total Working Hours
No. of Occupational Accidents
Disabling Injury Frequency Rate (FR)
Disabling Injury Severity Rate (SR)
No. of Serious Occupational Injuries
Percentage of Serious Occupational Injuries
No. of Occupational Deaths
No. of Occupational Disease Cases
No. of Work Stoppages
Total Working Hours
No. of Occupational Accidents
Disabling Injury Frequency Rate (FR)
Disabling Injury Severity Rate (SR)
No. of Serious Occupational Injuries
Percentage of Serious Occupational Injuries
No. of Occupational Deaths
No. of Occupational Disease Cases
Note 1:  The occupational accidents refer to the cases in which a worker suffered from any injuries or diseases that led to death, 
             permanent total disability, permanent partial disability or temporary total disability during his/her performance of duties, 
             with more than a day lost accordingly (including the traffic accident during the commute).
Note 2: Disabling injury frequency rate (FR) = No. of occupational accidents × 1,000,000 / total person-work hours.
Note 3: Disabling injury severity rate (SR) = Total workdays lost due to occupational accidents × 1,000,000 / total person-work hours     
             (the number of days lost were calculated based on the calendar days, excluding the day of injury and the day of return to work).
Note 4: The serious occupational injuries refer to the injuries that made a worker unable to get back to the health conditions 
             before getting injured within six months (excluding death).
Note 5: Percentage of serious occupational injuries = No. of cases of significant occupational injuries × 1,000,000 / total person-work hours.
Note 6: The occupational diseases refer to the physical diseases caused by the long-term exposure to chemical, physical, biological, 
             ergonomic or psychosocial hazard factors during the performance of duties, and recognized as occupational diseases 
             according to the diagnosis by professional occupational physicians or the identification of competent authority.
Male             Female
Male             Female
Male             Female
Male             Female
2019
2020
2021
2022
Male             Female
Male             Female
Male             Female
Male             Female
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total
Total

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Creativity
Transformation
Productivity
Leadership
Sustainability
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Physical hazard factors: Abnormal temperature, abnormal barometric pressure, noises, hand-arm 
vibrations and radiation. 
Chemical hazard factors: Dust, organic solvents, strong acids/bases, toxic gases and heavy metals.
Biological hazard factors: Microorganisms (bacteria, virus, mold, etc.), parasites (roundworm, 
pinworm, hookworm, liver fluke, etc.), insects (louse, flea, mosquito, bee, etc.), animals and plants and 
their products (e.g. fur, secretion or excrement of animals, and pollen).
Ergonomic hazard factors: Problems resulting from the inappropriate arrangement of interface 
between the human and equipment, such as spinal injuries due to long-term weight-bearing 
activities, and carpal tunnel syndrome caused by highly repetitive wrist motions.
Psychosocial hazard factors: Cerebrovascular and heart diseases due to the work (overwork), and 
mental illnesses recognized to be caused by work-related psychological stress.
Finally, with the statistics on occupational accidents and other items as the basis, we hereby present 
the employee absence rate and coverage rate in the recent 4 years. Owing to the pandemic, the 
figures in 2022Y are slightly high. The absence rate and coverage rate have both increased a bit.
Statistics on Absence Rate
Employee absence rate (%): Total No. of days / total expected working days for the year
Coverage rate (%): No. of absent employees / total No. of employees
Absence rate
Employee  %
Coverage rate %
2019
2020
2022
2021
2022 Target
Physical
hazard
Being drawn 
into machine/
smashing
Crushing
1. Amendment to the procedures and SOP related 
to machine adjustment
2. Increase in protective devices to the machinery
3. Education, training and information dissemination
for the personnel
4. Horizontal investigation into and improvement to 
the machines of the same model
100%
0.3
0.3
0.3
1
0.3
16
15
15
42
Hazard Type 
Cause             Percentage
Improvement Measure

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QISDA Corporate Sustainability Report 2022
Social care and influence
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
To realize Qisda’ s vision of “Bringing Enjoyment ’ N Quality to Life” and extend it to local 
communities, we, based on the core values of “care and contribution,” gather the employees 
to show love with the Company’ s core competitiveness incorporated, and take part in 
different local care programs and employee voluntary activities to make a contribution to the 
society through specific actions. Qisda’ s employees in the world participated in charitable 
events for a total of 1,142 hours in 2022. In terms of the public welfare blueprint, the cores and 
resources of Qisda and the BenQ Foundation are incorporated into the overall strategies. 
Meanwhile, with the international trend of net zero and carbon reduction, environmental 
sustainability initiatives are included in our core element – environment – to facilitate the 
sustainability capacity development of the partners in the supply chain, and to create substantial 
changes through sharing, so that a net zero supply chain can be jointly established.
   Public Welfare Blueprint
Social care and influence
Philanthropic Influence
Driving Force
Counterparty
Project
Influence
Direction & 
Core Element
Corresponding
SDG
Reduction of the 
Digital Gap
Digital
Cultivation of 
Honest and Smart 
Employees
Education
Improvement of 
the Value in the 
Original Culture
Art
Environment
Goodwill 
Ambassadors
Environmental 
Sustainability 
Initiatives
Promotion and improvement of information 
and communication intelligence
Elimination of digital gaps between cities 
and communities
Improvement of applications of digital skills
Connection with end and medical 
technologies
Digitalization of equipment on teaching 
sites to help teachers and students 
develop in-depth digital learning
Insufficient funds and a lack of choices in 
lectures
Creation of domestic and international 
communication platforms of art
Increase of diversity in art and culture
Labor shortage as a result of aging workers 
in rural areas
Maintenance and protection of water 
resources in farmlands
Green cycle for friendly food
Sustainable implementation of net zero 
and carbon reduction
Communities (learning for 
all, including indigenous 
people, new immigrants 
and women)
Government units
Experts and scholars
Social groups
Elementary, junior high and 
senior high schools
Government units 
(education bureaus and 
sections)
Experts and scholars
Social groups
Artists
Teenage students
Experts and scholars
Social groups
Companies of the Group
Employees
Suppliers
Government units
Experts and scholars
Social groups
“Digital Opportunity Center 
Project” of the Ministry of 
Education
BenQ Academy – Intelligent 
Hearing Aid
BenQ Honest and Smart 
Experience Workshop
BenQ Dream Action Campus 
Lecture
BenQ International Sculpture 
Workshop
Farming like a farmer: (I) “DOC 
Volunteers’ Short Trip”
Farming like a farmer: (II) “Friendly 
Farming” for rice contract farming
Workshop for ESG Sustainability 
Action
Promoting the educational development of 
information and communication in remote 
areas
Building hearing care networks to guide 
people with needs to face the right of health 
choice
Empowering women in digital capabilities 
and developing microeconomies
Developing positive influence on moral 
character
Promoting interaction and communication 
with respect to new digital technologies 
among students from different generations
Stimulating teenage students in diverse 
learning
Increasing exhibitions of art and culture in 
public spaces
Improving the accessibility of art spaces for 
people
Promoting land-friendly communications 
among cities and communities
Ensuring the production of friendly farmed 
food
Ensuring that the employment of workers in 
rural areas complies with the market
Training the partners in the supply chain in 
sustainability

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763 hours of information courses were held to 
improve the information literacy of 1,864 people.
350 people were put under healthcare.
NT$2,010,086 was additionally invested in the 
marketing of the smallholder economy.
230 volunteers of the Group and 70 community 
volunteers were engaged in beach cleaning and 
farm work.
20 units were connected for public welfare regarding 
hearing care.
20 sessions of hearing screening services were held 
with 558 participants.
47 sessions of educational lectures for public 
welfare were held.
60 students and teachers from elementary schools, 
30,247 from senior high schools, and 12 from universities 
and colleges participated in the lectures.
3 types of the Group’ s Resource and Community 
Collaboration Programs were conducted.
14 sessions of Intelligent Hearing Aid were held 
by New Best Hearing International.
5 sessions of Online Pharmacists were held by 
BenQ Healthcare Corporation.
5 sessions of Easy Art with Big Tablets were held 
by BenQ Corp.
7 employees served as lecturers.
There were 27 medical volunteers.
1 exemplary BenQ Mobile Smart Classroom was 
established.
There were 35 appearances on official websites 
of schools and social or self-media.
Exhibitions of original artwork in public spaces were 
supported.
Art workers were encouraged to dedicate themselves 
in creation.
6 sessions of educational activities on humanistic 
environment were held, 3 of which were actions for 
environmental advocacy and beach cleaning while 
the other 3 were for farm work.
13 local cultural groups and units collaborated with 
us and involved 144 community volunteers to participate 
in beach cleaning and farm work.
Long-term contracts with farmers in “Nanpu Community” 
of Beipu, Hsinchu, and “Shangshuimi” farmers in 
Xizhou, Changhwa were signed, covering 10 hectares 
of rice fields every year and affecting 13 agricultural 
partners (5 administrative personnel and 8 farmers).
Donations were made to 37 welfare organizations 
with senior welfare locations as the priority.
The meeting for the “Joint Carbon Reduction for 
Common Good” initiative was held. Three experts and 
scholars were invited to provide lectures and hold 
workshops, affecting around 400 online and in-person 
participants (including employees and suppliers of 
the Group).
Business Benefits
Social/Environmental Efficiency
Business Benefits
Social/Environmental Efficiency
0
14,403,361
7,124,646
21,528,007
0%
67%
33%
100%
525,584-
12,621,037
13,848,914
25,955,535
2%
47%
51%
100%
0
7,323,410
9,166,062
16,489,472
0%
44%
56%
100%
Activity
type
2020
2021
2022
18,446,836
842,421
2,952(hours)
2,238,750
86%
4%
-
10%
17,270,555
6,303,209
1,956(hours)
3,421,771
64%
23%
-
13%
13,211,539
1,008,483
2,250(hours)
2,269,450
80%
6%
-
14%
Charitable
activities
Community
investment
Business
activities
Total
Invested
amount (NT$)
Proportion 
(%)
Invested
amount (NT$)
Proportion 
(%)
Invested
amount (NT$)
Proportion 
(%)
Form of
investment
2020
2021
2022
Invested
amount (NT$)
Proportion 
(%)
Invested
amount (NT$)
Proportion 
(%)
Invested
amount (NT$)
Proportion 
(%)
Cash
donation
Item
donation
Voluntary
manpower
Management
cost
Digital
Education
Art
Environment
Reduction of the Digital Gap
Cultivation of Honest and Smart Employees
Improvement of the Value in the Original Culture
Goodwill Ambassadors
Environmental Sustainability Initiatives
The quality of employees’ lives was improved.
The cultural diversity in workplaces was 
increased.
377 employees (and family members) were 
gathered for volunteer services.
26 outstanding suppliers were publicly 
praised at the meeting for the carbon reduction 
initiative held with the companies and 
suppliers of the Group.
3 sessions of a Sustainability Workshop were 
held with 500 trainees.

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The Board of Directors of the Qisda Corporation (the former BenQ Corp.) adopted a 
donation for the establishment of the BenQ Foundation on August 22, 2002; that is, the 
BenQ Foundation was established as a donation of the Qisda Corporation. The BenQ 
Qisda Group is dedicated to the happy life of human beings, while the BenQ Foundation 
is committed to demonstrating the beauty of Taiwan and communicating the touching 
genuineness, kindness ,and beauty of the island.
The Foundation takes mankind and land as the origins with the “Environmental Protection” 
and “Social Care” as the vertical and horizontal axes which intersect with four core 
elements of “Reduction of the Digital Gap,” “Cultivation of Honest and Smart Employees,” 
“Improvement of the Value in the Original Culture,” and “Implementation of Environmental 
Protection.” Combining these with the core competencies of the companies, the 
Foundation spares no effort in focusing on the UN Sustainable Development Goals. It 
dedicates itself to the four major goals: environmental sustainability, digital opportunities, 
kindness education, and cultural value in the aspects of issues including “no poverty 
(SDG 1),” “zero hunger (SDG 2),” “good health and well-being (SDG 3),” “quality education 
(SDG 4),” “gender equality (SDG 5),” “decent work and economic growth (SDG 8),” 
“sustainable cities and communities (SDG 11),” “responsible consumption and pro-
duction (SDG 12),” “life below water (SDG 14)” and “partnerships for the goals (SDG 17).” 
Moreover, it proposes corresponding actions for each point, follows evidence to review 
the connection point between the project indicators and sustainability, and further 
discusses environmental protection (E), social responsibilities (S) and corporate 
governance (G) comprehensively when engaging the stakeholders in the hope of 
focusing on and combining the creation of sustainable cultures of the Group and civil 
groups. The Foundation finally inputs positive stimulants in the societies externally and 
enhances the corporate culture internally to train outstanding talents and cultivate kind 
social citizens.
BenQ Foundation
BenQ Foundation
Focus of the presentation of ESG performance in 2022.
E – Environmental Protection
The Foundation continued to support friendly farming and accumulate areas of rice 
fields under contract farming (totaling 105.5 hectares from 2008 to 2022). It also 
encouraged the purchase of local agricultural products, which brought NT$6 million to 
remote areas for the green economy for food. In August, it conducted the “Plan for 
Beaches in Southern Miaoli” by leading the volunteers of the Group to clean the beaches 
in Yuanli, Tongxiao, and Houlong. Through the connection of the three points, the 
Foundation focused on the issue of marine waste in the aspect of the environment and 
learned the attitude and method for co-existing with the ocean from the perspectives 
of local groups. It collected 406 kilograms of marine waste with local groups and 
uploaded the statistics of the weight by category as the accumulated monitoring 
statistics for the long term.
S – Social Responsibility
Referencing to the SDGs, the BenQ Foundation played the role of bridging the 
communication between the Group and cities or communities. It also influenced 
technologies in remote areas by bringing in quality education with diverse information 
and cultures. With these, the Foundation not only affected people’ s methods and 
capabilities of digital application, but also deeply communicated and grew with 
cities and communities. Through brand empowerment, the Foundation assisted 
cities and communities in transforming the development of agricultural crafts to 
digital marketing. It even encouraged female workers to create their own business in 
small-scale online sales. Furthermore, it emphasized its support of food safety and 
promote responsible green economy for food starting from the source. As the model 
of long-term social companionship, the Foundation received the “Taiwan 
Sustainability Action Awards” from the TCSA for two consecutive years. Deeply 
involved in the “Digital Opportunity Center Project” of the Ministry of Education for 16 
years, it won the Golden Award of the “TSAA Taiwan Sustainability Action Awards” 
with “Creating Sustainable Communities: Shakeng Hongbao to Enrich the Community 
Industry” in 2022. According to the compiled statistics of external social activities, a 
total of 150 sessions of information courses, healthcare lectures, volunteer events 
and campus lectures were held, with 33,256 people benefiting from the relevant digital 
and educational cultivation projects as well as volunteer services. Furthermore, 908 
senior people aged above 65 had received the professional services including hearing 
care and online lectures from pharmacists.
G – Corporate Governance
With respect to internal communication, the BenQ Foundation held the “BenQ Qisda 
Group Sustainability Action Initiative” kickoff meeting with the Group’ s Sustainability 
Department for the first time. 400 suppliers were involved in the meeting either

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Total performance of effective projects in 2022
I. Environmental protection
Problems waiting to be solved
UN Sustainable Development Goals
online or in person, and a total of over 700 people participated in and supported the 
activity. The Foundation delivered ideas regarding governance strategies, environmental 
commitment as well as outcomes of and actions on sustainable economies to 
actively respond to the aspect of governance in the global trend of net zero. With 
the help of many departments, the dedicated session of the activity was even 
reported in 166 relevant news reports.
Collecting the result of efforts over the years, the BenQ Foundation will re-position 
itself and play the role of an ESG expansion platform to enhance the corporate and 
civil culture within the Group along with the cultivation of sustainability-affecting 
environment. It will keep on spreading the touching genuineness, kindness and 
beauty through projects with four core elements of “Reduction of the Digital Gap,” 
“Cultivation of Honest and Smart Employees,” “Improvement of the Value in the 
Original Culture,” and “Implementation of Environmental Protection.”
Annual
performance
150 activities held
33,256 participants
908 participants
NT$6 million and more
Core element of public welfare
Parties for assistance 
Problems observed
Actions of social influence
Reduction of the digital gap
Cultivation of honest and smart employees
Improvement of the value in the original 
culture
Environmental protection
Community residents/smallholders and 
merchants
Locations for senior care
Elementary and senior high school, and 
college students
Artists
Schools in remote areas and education 
units
Friendly farming/NGO groups
Residents in remote areas are not familiar 
with digital intelligence and applications.
Medical services have low penetration and 
accessibility in remote areas.
Insufficient funds on teaching sites and a 
lack of choice in lectures.
Crisis of water resource, labor and food 
shortage in rural areas.
Providing residents in Hsinchu-Miaoli regions 
with counseling and courses to learn new 
information for the long term.
Inputting the Company’s medical resources, 
holding health education lectures, and 
providing channels for after-class consultation.
Supporting topics outside the system for the 
youth to explore themselves.
Focusing on marine and land issues, matching 
volunteer services and promoting 
communications among cities and communities.
Information courses, healthcare
lectures, volunteer events,
campus lectures, etc.
Several people benefited from the
relevant digital and educational cultivation
projects and volunteer services.
Number of senior people aged above 65
who received hearing care and online
lectures and services from pharmacists
Support for friendly farmed food: friendly
contract farming and understanding of
products from small farms in remote areas.
Ensure food safety and promote sustainable agriculture.
Promote green economies and ensure sustainable consumption and 
production modes.
Make cities and rural areas inclusive, safe, resilient and sustainable.
Protect and utilize marine ecosystems in a sustainable way to ensure 
biodiversity and prevent the marine environment from worsening.
Establish diverse partnerships, promote the vision of sustainability together 
and enhance the coherence of sustainable development policies.

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Our roles
Collaboration with stakeholders
The force that stably supports friendly farmers
Long-term contract farming: Referring to the regulations and principles for “organic 
agriculture and friendly farming” of the Agriculture and Food Agency, Council of 
Agriculture, Executive Yuan, the Foundation implements contract farming to make sure 
that the land, environment and ecosystem are maintained and actually create effects 
on the local place for the expansion of friendly farmed areas.
Advocate of local sustainable diets
The Foundation encourages purchasing local friendly farmed agricultural products and 
inputs the Company’ s resources to jointly plan the adoption of rice fields by 
employees, purchase of agricultural products and farming experience activities, 
driving the employees of the Group to get close to green production locations and 
facilitating the cycle of sustainable agricultural economies.
The Foundation ensures stable agricultural sales in remote areas through contract 
farming, exhibition and sales in bazaars, employees’ purchase of agricultural products, 
volunteer travel and procurement of the Group’ s public relations products.
The Foundation plans the annual ESG general education course to empower our 
partners in sustainable common languages for communication.
We also comply with the Company’ s goals of net zero and carbon reduction by 
introducing courses regarding the ISO 14064 certification for companies of the Group 
and in the supply chain. This is to assist in cultivating sustainable talents for the Group as 
well as implementing legal compliance and the strategy of net zero/carbon reduction.
The Group’ s platform for ESG dissemination – consolidating the direction of sustainability 
for the Group’ s civil partners
The Foundation lists the issues that social groups and partners of the coast care about, 
and then introduces digital recording to assist in disseminating the urgent issue of 
marine protection.
We collaborate with townships on the coast of Miaoli, including Yuanli, Tongxiao 
and Houlong, to help local partners clean the beach and upload the record of waste 
classification on the ICC for statistics, aiming to implement the participation in citizen 
science-based movements.
Promoter of cultural communications among cities and communities
Based on the principle of sustainable tourism, the Foundation makes discussions on 
schedule plans that meet the requirements of local economic benefits, cultural translation 
and environmental sustainability with the stakeholders such as community groups.
The Foundation serves as the bridge for mismatching the Company and external 
communities to enhance the positive connection between both parties, and further 
promote the PDCA cycle for community tourism to improve the momentum.
Becoming the partner of environmental working groups of marine areas in Miaoli
Our action
Farming like a farmer: (I) “DOC Volunteers’ Short Trip” and (II) “Friendly Farming” for 
rice contract farming
1. Long-term contracts with farmers in the “Nanpu Community” of Beipu, Hsinchu, and
“Siong Sui Rice” farmers in Xizhou, Changhwa were signed, accounting for 10 hectares
of rice fields every year and protecting the working conditions of 13 agricultural
partners (5 administrative personnel and 8 farmers).
2. Collaboration with 13 local cultural groups (Yuanli DOC, Chushui Community of Yuanli
Township, Protect Yuanli Coast Association, Xindiaoju, Tongxiao DOC, Baishatun
Beach Cleaning Group, Lohas Tongxiao Trip, Houlong DOC, Houlong Shuiwei
Community Development Association, Tongluo DOC, Tongluo Bay Revitalization and
Development Association, Nanpu Community Development Association, and
Hsichou Shangshui Water Farmer Co., Ltd.) to design 6 sessions of a 6-type
educational activity on low-carbon humanistic environments, including 3 sessions
of beach cleaning in Yuanli, Tongxiao and Houlong and 3 sessions of farm works in
Yuanli, Tongluo and Hsichou.
3. The Foundation mismatched a total of 521 volunteers from the Group and communities 
for the activity. 377 family members of the Group’ s employees also provided
services for a total of 2,262 hours.
The meeting for the “Joint Carbon Reduction for Common Good” initiative
1. The meeting for the “Joint Carbon Reduction for Common Good” initiative was held.
Three experts and scholars were invited to provide lectures and hold workshops,
affecting around 500 online and in-person participants (including employees and
suppliers of the Group).
(A list of project implementation highlights in 2022)
Companies, suppliers and employees of the Group
Experts and scholars
Communities/non-governmental or nonprofit organizations 
1.
2.
1.
2.
1.
2.

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2017
2018
2019
2020
2021
2022
Total
227
35
382
49
340
156
250
75
224
52
105
54
262
431
396
325
276
343
1849
125
59
184
2033
Environmental protection: “DOC Volunteers’ Short Trip” – the meaning 
of sweating and walking
1. Farming like a farmer: (I) “DOC (Digital Opportunity Center)
Volunteers’ Short Trip”
From 2013 to 2022, the Foundation had dedicated itself to “DOC Volunteers’ Short Trip” 
for 10 consecutive years. It introduced the concept of sustainable tourism and 
discussed schedule plans that meet the requirements of local economic benefits, 
cultural translation and environmental sustainability with the stakeholders, such as 
community groups, to work together and assist smallholders in developing the immersive 
experience and marketing models in connection with the local communities, volunteers 
and DOCs. Moreover, the Foundation gathered the employees and their family members 
to engage in harvesting work, show their passion for services, and experience what 
sweating and walking mean by combining the spirit of exploration with the voluntary 
labor service. In addition to the culture and landscape at different places, the participants 
experienced various forms of life and became more familiar with the rich culture and 
landscape at the digital opportunity centers in Hsinchu and Miaoli. From the participation 
in the activities at the place of the production to the dining table, the volunteers 
communicated their concerns about local industries and cultures and, as a result, 
aroused the interactive affections between them and local smallholders. The event 
attracted much attention among Qisda’ s volunteers. 5 sessions were held and a total 
of 343 environmental and community volunteers of the Group were connected.
Corporate
volunteer
Community
volunteer
Beach
cleaning
Farm
work
Total

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The United Nations published 17 Sustainable Development Goals (SDGs) in 2016. For the 
SDG 12 “Promote green economies and ensure sustainable consumption and production 
patterns,” the BenQ Foundation has advocated “environmental protection” and supported 
“friendly farming” for many years since 2008.
The Foundation has performed contract farming for 15 consecutive years (2008–2023). It 
adopts rice fields in Northern, Western, Southern and Eastern Taiwan. Based on the 
concepts of friendly farming, the Foundation has entered into agreements with local 
farmers that cover 100.5 hectares of rice fields in Taiwan.
In 2022, the “friendly contract farming” was extended to the “Nanpu Community” in Beipu, 
Hsinchu County, and the “Shangshuimi” rice fields in Xizhou of Changhua. The contract 
farming area in 2021 reaches up to 10 hectares. Thanks to the plentiful harvests in the 
spring and autumn, the Foundation shared the “Rice Gift Box” with the employees of the 
Group and arranged 18 locations to donate rice to vulnerable groups for public welfare. A 
total of 1,200 kilograms of rice were donated in two terms in order to encourage farming 
and eating safe, good rice. In addition, the harvesting activity was a means to lead the 
employees to the soil, help them learn agricultural knowledge, enhance the friendliness to 
the land by engaging in the labor work, and put the concepts of “environmental protection” 
into practice. In 2022, Qisda’ s employees and their family members participated in the 
harvesting work enthusiastically in the autumn in Xizhou. They rolled up their sleeves and 
bent down to cut the rice while experiencing the exhausting labor work of the farmers and 
coming closer to the land.
Environmental protection: friendly contract farming “My Small 
Farmland” – the autumn harvest in Xizhou
2017
2018
2019
2020
2021
2022
N
50.5
109
40
145
25
200
23
102
30
10
10
10
10
10
147
31
149
170
223
132
178
852
100.5
Corporate
volunteer
Community
volunteer
2. Farming like a farmer: (II) “Friendly Farming” for rice contract farming
Area/
hectare
Volunteer/
number
Total
Total

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In response to the Company’ s goals of net zero and carbon reduction, the BenQ 
Foundation set up short-term, midterm and long-term targets for the expansion 
platform, and the short-term target was completed in 2022. It held the “BenQ Qisda 
Group Sustainability Action Initiative” kickoff meeting with the Group’ s Sustainability 
Department for the first time. 400 suppliers were involved in the meeting either online 
or in person, and a total of over 700 people participated in and supported the activity. 
The Foundation delivered ideas regarding governance strategies, environmental 
commitment as well as outcomes of and actions on sustainable economies to actively 
respond to the aspect of governance in the global trend of net zero. With the help of 
many departments, the dedicated session of the activity was even reported in 166 
relevant news. Then, the Foundation planned a series of activation courses in 2023 to 
introduce courses regarding the ISO 14064-1 certification for companies of the Group 
and in the supply chain. Midterm and long-term ESG general education courses were 
also planned to empower our partners in sustainable common languages for 
communication. This was to assist in cultivating sustainable talents for the Group as 
well as implementing legal compliance and the strategy of net zero/carbon reduction.
Environmental protection: Workshop for ESG Sustainability Action
3. Workshop for ESG Sustainability Action
Joint Carbon Reduction for Common Good
2022 BenQ Qisda Group Action for Sustainability Initiative

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The “Digital Opportunity Center Project” of the Ministry of Education
    BenQ Academy – Intelligent Hearing Aid
II. Reduction of the digital gap
Ensure and promote healthy life and well-being for all at all ages.
Ensure inclusive and equitable quality education and promote lifelong 
learning opportunities for all.
Realize gender equality and empower women.
Promote inclusive and sustainable economic growth to provide everyone 
with an ideal job.
Make cities and rural areas inclusive, safe, resilient ,and sustainable.
Promote green economies and ensure sustainable consumption and 
production modes.
Protect and utilize marine ecosystems in a sustainable way to ensure 
biodiversity and prevent the marine environment from worsening.
Establish diverse partnerships and promote the vision of sustainability 
together.
Using the power of technology to affect the education on information and 
communication in remote areas and ensuring women’ s right of digital 
learning in the year
In line with the government’ s policy of digital development, the 
Foundation utilizes the Group’ s professional capability of information, 
communication, and branding to provide all required people in the 
Hsinchu-Miaoli region, including new immigrants, indigenous people, and 
the elders, with multi-dimensional education of digital intelligence such 
as technological lives, healthcare applications, and design and marketing 
to eliminate digital gaps between cities and communities.
We establish dedicated courses for women to ensure their learning rights 
and encourage female merchants to join us and be recommended as 
craftspersons to enhance their information and communication 
capabilities and increase income through Internet marketing.Information 
and communication accessibility in elementary schools: The Foundation 
invites educators, scholars and R&D teams to develop lesson plans with 
the Group’ s new carrier products while referring to the trend on the 
teaching site, aiming to train the ability of elementary school students to 
use hardware and software.
The Foundation connects cities and communities in terms of consumption and 
brings an average of more than NT$2 million to remote areas every year to 
facilitate DOC agricultural economies through contract farming, exhibition 
and sales in bazaars, employees’ online purchase of agricultural products, 
volunteer travel and procurement of the Group’ s public relations products.
Based on the principle of sustainable tourism, the Foundation makes 
discussions on schedule plans that meet the requirements of local 
economic benefits, cultural translation and environmental sustainability 
with the stakeholders such as community groups. We combine this with the 
Group’ s volunteer services to realize the consumability of the schedule.
We encourage the partners of Hsinchu and Miaoli DOCs to set sustainability 
goals to recheck, view and make plans for resources and corresponding 
goals in three aspects of ESG: the development of local economies, cultural 
preservation and sustainable natural environments.
Problems 
waiting to be 
solved
Our roles
Our roles
UN Sustainable 
Development 
Goals
Our action
Collaboration 
with 
stakeholders
1.
1.
1.
2.
3.
4.
2.
1.
3.
5.
6.
4.
2.
Empowering users of end medical technologies in digital intelligence
In cooperation with BenQ Healthcare Corporation and New Best 
Hearing International, we connect the Group’ s medical specialists with 
potential demanders in remote areas and communities, and plan “Online 
Pharmacists” for remote consultation on drug use as well as “BenQ 
Academy – Intelligent Hearing Aid” interactive courses of hearing care and 
screening to facilitate people in improving preventive healthcare literacy.
We place a priority on friendly farmers and professional cultural 
craftspersons when making recommendations to establish data on network 
platforms and footage.
Promoting green economies and the sustainability cycle as a scout and 
recommender
(1) New Best Hearing International (Intelligent Hearing Aid)
        12 sessions were held in Hsinchu and Miaoli while 20 sessions were held in 
         Taoyuan, providing 818 senior people with hearing screening and consultation.
(2) 5 sessions of Online Pharmacists were held by BenQ Healthcare Corporation.
(3) 5 sessions of Easy Art with Big Tablets were held by BenQ Corp.
(4) 7 employees served as lecturers (3 audiologists from New Best Hearing 
      International; 2 pharmacists, 1 software displaying personnel and 1 
      specialist consultant from BenQ Healthcare Corporation) and 27 
      employees served as medical volunteers.
The Foundation collaborated with the Ministry of Education, Hsinchu County 
Government and Miaoli County Government and provided 15 DOCs with 
long-term counseling services to promote local cultures with digital records.
763 hours of information courses were held to improve the information 
literacy of 1,864 people.
3 craftspersons were recommended and NT$2,010,086 were additionally 
invested in the marketing of the smallholder economy in the year.
3 routes (Beipu, Xinpu and Qionglin) were planned for the annual exchange 
meeting “Tsin Ho Landscape in Hsinchu.” Moreover, 200 program related 
persons in Taiwan were invited to have a learning tour through the special 
“Hsinchu-Miaoli Chromatics” route.
3 types of the Group’ s Resource and Community Collaboration Programs 
were promoted.
Employees of the Group
Government units
Experts and scholars
Communities/non-governmental or nonprofit organizations
3 types of the Group’ s Resource and Community Collaboration Programs 
were promoted.

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1. “Digital Opportunity Center (DOC) Project” of the Ministry of Education
The BenQ Foundation has participated in the “Digital Opportunity Center Project” of the 
Ministry of Education for many years and been dedicated to digital care in remote areas. 
Since 2008, the Foundation has assisted Hsinchu County and Miaoli County with the 
establishment of the digital opportunity centers and applied digital skills to the 
development of local features, including marketing of local agricultural products, 
documentation of the culture and history of the communities, and collection of cultural 
writings. The Foundation has helped the school children, young people, middle-aged and 
senior people, and new immigrants learn emerging technologies and improved their 
digital capabilities.
The outcome and influence of the BenQ Foundation in the implementation of the 
“Digital Opportunity Center Project in Hsinchu County and Miaoli County” organized 
by the Ministry of Education:
The Foundation made use of the teamwork force in collaboration with Qisda’ s volunteers 
to help the DOC perform unique tasks suitable to develop in local communities. Based on 
the cumulatively established groundwork, the Foundation combined local demands with 
multiple developments and assisted local communities with their development step by 
step. From the initial installation to the basic operation and provision of basic and 
advanced IT courses, the Foundation helped the DOC promote local cultures and features 
acquired considerable results accumulatively.
In 2022, the Foundation established 763 hours of information courses, including courses in 
which the Group input resources: “DOC Academy – Intelligent Hearing Aid,” “Online 
Pharmacists” and “DOC Aesthetics Course – Easy Art with Big Tablets” in Hsinchu 
County and Miaoli County. 1,864 people were driven to participate in digital learning. As 
a pioneer in digital application, the BenQ Foundation thought about how to provide 
the participants with innovative and interesting digital experiences in the course. We 
gathered the Group’ s medical, information and communication specialists and 
continued to create new contents for the course to increase influence on health, 
well-being and quality education.
In terms of economic performance, we expanded our image-based influence and live 
streamed “Being Indoorsy with Craftspersons” to rebuild the DOC smallholders’ and 
professional craftspersons’ capability of going online and doing live streams in front of the 
camera. We live streamed at least one episode of the show every quarter. Furthermore, 
with more detailed scripts, plans and marketing strategies, we improved interactions 
in the show, the click through rate, abundance of experience, and effectiveness of 
dissemination on social platforms to provide craftspersons with more precise digital 
value-added services. The “DOC Volunteers’ Short Trip” was also held. By connecting local 
smallholders and the volunteers of the BenQ Qisda Group, we helped local smallholders 
create brands and experience marketing in order to show our attention to the culture 
of local industries. Not only that, but we also collaborated with the DOC 
Craftsperson’ s website to promote and expose 3 craftspersons from Hsinchu County 
and Miaoli County in accordance with the output needs related to the Feature Center. 
What’ s more, the BenQ Foundation had organized the “DOC Small Bazaar” for 8 
consecutive years from 2015 to 2022. The employees of the Company cared for the 
environment and supported local agricultural products by participating in the bazaar. 
They learned about the brands of the smallholders and their attentiveness in pure 
farming and protection of the land. In addition, they supported agricultural products in 
a way of group buying to directly benefit the local economy and meet the real demands 
of the local farmers. In 2022, a total of NT$2,010,086 were added to the value of the 
smallholder economy in terms of marketing through the activity series.

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“Tsin Ho Landscape in Hsinchu” : 200 DOC program related persons in 
Taiwan gathered together to communicate, showing the momentum of 
craftspersons that had been accumulated over the years. 
Other than assisting DOC’ s value-added performance in educational and economic 
aspects, the Foundation also focused on training local partners in their soft skills. We 
embedded planning capabilities into the DNA of local partners and jointly organized 
the exchange seminar in Hsinchu for the Digital Opportunity Center under the Ministry 
of Education. With “Hsinchu-Miaoli Chromatics” as the core idea, 3 routes (Beipu, Xinpu 
and Qionglin) were comprehensively planned for “Tsin Ho Landscape in Hsinchu” in terms 
of location scouting, route planning and guide content. The Foundation welcomed nearly 
200 DOC partners from all over Taiwan, and together, we visited and walked through 
century-old street houses, old shops and alleys in three classic Hakka villages, deeply 
experiencing the charm of local cultural landscapes. For the “Cultural Seminar,” we invited 
the Amis artist Yosifu, cultural worker Ding-Yao Huang, and the well-known director 
Jing-Jie Lin to talk about how culture shapes local life appearance through art, 
experience, and images as well as the cross-sectoral practice of local cultures.
2. BenQ Academy – Intelligent Hearing Aid
Leveraging the Group’ s influence in smart medical services, the BenQ Foundation 
collaborated with the company of the Group, New Best Hearing International, and 
planned the “BenQ Academy – Intelligent Hearing Aid.” Lectures were held in partnership 
with village chiefs and partners in care locations. Moreover, tour lectures for communities 
involve three major units including speech by an audiologist, individual hearing tests 
and push of health education information. We introduced channels and resources 
for hearing care and daily smart healthcare as well as disseminating the delay of 
degeneration through proper concept of health education and the use of aids. 
Furthermore, we connected offline permanent stores and locations with online customer 
service systems to provide reliable relationships and channels with respect to 
professional consultation, establishing an effective hearing protection line.
Starting from 2020, priority has been given to the “DOC Academy – Intelligent Hearing 
Aid” project to spread health education services to the Digital Opportunity Centers in 
Hsinchu and Miaoli. In 2022, with the concept of a hearing-friendly city area, care

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BenQ Academy – Intelligent Hearing Aid: touring through communities 
to provide professional hearing screening services
2020
2021
2022
8
7
167
123
2
1
63
17
7
20
5
146
558
1147
17
20
13
376
558
254
15
290
3
80
32
818
50
1188
locations around Guishan District and Taoyuan District of Taoyuan City was included 
in the scope of our services. This led to the renaming of the project as the “BenQ 
Academy – Intelligent Hearing Aid.” For the health education tour, we held a total of 7 
sessions in Guishan (Lukuang, Xingfu, Chunghsing, Shanding, Jingzhong, Shanding, and 
Fengfu Vil.), 13 sessions in Taoyuan (Tong’ an, Sanmin, Xinpu, Zhongde, Zhongtai, 
Zhongcheng, Zhongshan, and Zhongning Vil.; Pien Chou Association, Lung Kang Association, 
U-Land in Fenglin Vil., Hsiang Yang Association in Zhongcheng Vil., and True Jesus Church 
Taoyuan Branch in Zhongcheng Vil.), and 12 sessions in the Hsinchu-Miaoli region, 
totaling 32 sessions. We provided hearing screening consultations for 818 senior people to 
raise awareness of the importance of hearing care among the aging population, 
dedicating ourselves to meeting the physiological needs with respect to hearing.
County/
city
Miaoli
Taoyuan
Hsinchu
Total
Number of
Sessions
Number of
Participants
Number of
Sessions
Number of
Participants
Number of
Sessions
Number of
Participants
Total
Sessions
Total
Participants
III. Cultivation of honest and smart employees
Eliminate all forms of poverty everywhere.
Ensure and promote healthy life and well-being for all at all ages.
Ensure inclusive and equitable quality education and promote lifelong 
learning opportunities for all
Supporter and carer of vulnerable groups in the society
The Foundation collaborates with education bureaus and sections of 
county and city governments and then sends notifications to junior high 
and elementary schools to request lists of students from low-income 
families to reward vulnerable children with scholarships and encourage 
learning by distributing certificates.
The Foundation provides financial aid to children from centers of the 
Taiwan Fund for Children and Families to get glasses in order to enjoy 
normal learning and life quality..
Getting close to the teaching site and providing diverse viewpoints
Information and communication accessibility in elementary schools: The 
Foundation invites educators, scholars and R&D teams to develop lesson 
plans with the Group’ s new carrier products while referring to the trend 
on the teaching site, aiming to train the ability of elementary school 
students to use hardware and software.
Positive career empowerment for high school students: The Foundation 
invites teenage models from each field to serve as a lecturer and share 
their process of practices, showing persistence and resilience to encourage 
more high school teenagers to dream.
Problems 
waiting to be 
solved
Our roles
UN Sustainable 
Development 
Goals
1.
2.
1.
2.

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Values of ethics: The learning journey of school children in remote areas 
during the “Honest and Smart Experience Workshop.”
2020
2021
2022
6
23
278
2
16
81
County/city
BenQ Honest and Smart Experience Workshop
The Foundation established 1 exemplary BenQ Mobile Smart Classroom.
We collaborated with the Education Department of Miaoli County Government 
and held a workshop at National United University. The workshop had 2 
batches, with the participation of a total of 60 students and teachers from 
elementary schools and 12 from universities and colleges.
BenQ Dream Action Campus Lecture
The Lecture was held in 17 counties and cities, including Taoyuan City, Hsinchu 
County and City, Miaoli County, Taichung City, Nantou County, Changhua 
County, Yunlin County, Chiayi County and City, Tainan City, Kaohsiung City, 
Pingtung County, Yilan County, Hualien County, Taitung County and New 
Taipei City.
45 sessions were held in the year while the charming stimulation in the 
accomplishment of the dreams were shared with 30,107 students and 
teachers from senior high schools.
Dissemination in the campus: The workshop had 35 appearances on official 
websites of schools and social or self-media.
Government units (education bureaus and sections)
Experts and scholars
Elementary, junior high and senior high schools
Our action
Collaboration 
with 
stakeholders
1.
2.
1.
2.
3.
1. BenQ Honest and Smart Experience Workshop
Aiming to build smart technological communities, the Foundation invited schools from 
the Miaoli region to collaborate in the “BenQ Honest and Smart Experience Workshop.” 
As a result, the educational momentum of Tong Guang Elementary School, National 
United University and Sanwan Elementary School was gathered together. With 
“creative thinking” as the core element, we planned to connect the students’ tablets in 
the classroom with the large touchscreen as the starting point, and further initiated a 
journey of learning combined with technology and creativity. With such rich and solid 
contents, the workshop was even supported and co-organized by the Education 
Department of Miaoli County Government.
For the smart classroom, we emphasized interactive collaboration on networks and 
flipped the carriers on the teaching site, which was why the concept of technology 
application ran through the annual lesson plan for the “BenQ Honest and Smart 
Experience Workshop.” We used an app as the language for communication in the 
workshop, connecting BenQ’ s 86’ interactive touchscreen and the tablets of workshop 
teachers and students for interaction. With these, we guided 60 elementary school children 
from Houlong, Sanwan, Zhunan and Toufen into creative thinking and learning to create a 
learning experience that differed from traditional paper-based teaching materials.
Batch
Number of
elementary schools
Participants
Not held due to
the pandemic.
2. BenQ Dream Action Campus Lecture
The BenQ Foundation invites representative youngsters to act as dream ambassadors. 
They visit the campus in remote mountains and seafronts to share their experience 
with the students at vocational and senior high schools about how they turned their 
dreams into actions. They deliver positive power and encourage teenagers to dream 
as far as they can and make their dreams come true.
For the “BenQ Dream Action – Campus Lecture” in 2022, the Foundation invited 
Hsin-Ling Shen, a devotee of public welfare who was selected as one of the ten 
outstanding young persons; Ming-Cheng Huang, who also known as Mr. Candle;

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Ideal and practice: “BenQ Dream Action – Campus Lectures” – delivery of 
positive influence
Sessions
County/city
78
57
44
39
37
27
27
25
16
14
14
12
12
11
10
6
3
1
433
396,078
Total
2022
2021
2020
2019
2018
2017
2016
2015
6
3
3
6
4
5
2
1
3
1
1
1
2
2
2
2
1
45
30,107
4
7
1
4
4
2
1
1
1
1
3
1
1
31
24,652
11
8
3
12
14
1
1
1
4
2
2
2
1
4
3
1
70
57,046
13
9
1
14
12
2
2
2
6
1
4
3
1
1
1
72
77,349
22
12
9
3
3
7
7
5
2
8
3
3
1
3
3
91
80,962
13
13
8
9
4
5
1
1
3
57
59,000
9
5
10
2
5
4
1
5
1
1
43
42,922
9
1
4
6
4
24
24,040
Taichung City
Changhua County
Taoyuan City
Kaohsiung City
Tainan City
Nantou County
Miaoli County
Hsinchu County
Pingtung County
Yunlin County
Hsinchu City
Chiayi City
Chiayi County
Yilan County
Hualien County
Taitung County
New Taipei City
Keelung City
Total sessions
Number of 
participants
Hsing-Ho Chen, a former actor of the Cirque du Soleil; Yoyo Yang, a yo-yo master; 
Po-Han Huang, a magician of The Magic Castle in Hollywood; Jeff Lee, the magician 
and winner of the champion at The Grand Master Asia; and Chia-Ying Wu, an adversity 
coach, to tour through 17 counties and cities, including Taoyuan City, Hsinchu County 
and City, Miaoli County, Taichung City, Nantou County, Changhua County, Yunlin 
County, Chiayi County and City, Tainan City, Kaohsiung City, Pingtung County, Yilan 
County, Hualien County, Taitung County and New Taipei City. They were invited to 
share the charming stimulation in the accomplishment of the dreams with 30,107 
students and teachers from 45 senior high schools, and encourage them to learn 
from models and dare to dream.

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IV. Improvement of the value in the original culture
1. BenQ International Sculpture Workshop
The purpose of the “BenQ International Sculpture Workshop” is to promote the domestic 
and international exchange of the art and culture of sculpturing. In the form of site-specific 
creation for one month, the Sculpture Workshop attracts young people, students, and the 
public who are interested in sculpture to experience sculptural works and exchange with 
the artists in person. The BenQ Foundation is dedicated to the development of modern 
sculptural art in Taiwan and creates a new and cross-sector horizon of diversity. The 
Foundation has organized six sessions of “BenQ International Sculpture Workshop” since 
2010 and built up a good image and experience for Taiwan in the international art circle. It 
has retained 90 master sculpture pieces in Taiwan.
To promote the aesthetics of public art, the BenQ Foundation established permanent static 
model exhibitions in 10 public locations of the Group’ s companies, including BenQ Corp., 
BenQ Materials, Qisda Corporation, Darfon Electronics Corp., DFI Inc., ACE PILLAR, Data Image 
Corporation, AEWIN Technologies, Alpha Networks Inc. and Hitron Technologies Inc in 2022. 
This was helpful for the employees and people who visited the companies to get close to 
art, become more aware of the humanities and cultures, cultivate artistic and cultural spirit 
as well as experience the ritual aesthetics of the sculptures in daily life.
Daily aesthetics: Increasing artistic atmosphere in public locations with 
the sculpture and model work exhibition of the “BenQ International 
Sculpture Workshop.”
Problems 
waiting to be 
solved
Our roles
UN Sustainable 
Development 
Goals
Our action
Collaboration 
with 
stakeholders
Ensure inclusive and equitable quality education and promote 
lifelong learning opportunities for all
The Foundation builds an exchange platform for art. By calling for 
submissions, we encourage and support domestic and international artists 
in their creation as well as providing locations for site-specific creation.
We facilitate the employees and people in getting close to art and 
learning to appreciate it by methods such as public art donations and 
establishment of 10 permanent static sculpture and model exhibitions.
Promoter of art and culture
1.
2.
(A list of project implementation highlights in 2022)
Employees of the Group
Government units
Experts and scholars

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Honest
and Smart
Scholarship
Vision Hope
Project
BenQ
International
Sculpture
Workshop
The Foundation’ s corresponding action
Corresponding
item
The Foundation collaborates with education bureaus and sections of 
county and city governments, and then sends notifications to junior 
high and elementary schools to request for lists of students from 
low-income families in order to reward vulnerable children with 
scholarships and encourage learning by distributing certificates.
The Foundation provides financial aid to children from centers of 
Taiwan Fund for Children and Families to get glasses in order to enjoy 
normal learning and life quality.
Eliminate all forms of poverty everywhere.
Farming
like a
farmer:
(I) “DOC
Volunteers’
Short Trip”
Farming like 
a farmer:
(II) “Friendly
Farming”
for rice
contract
farming
Workshop
for ESG 
Sustainability
Action
The “Digital
Opportunity
Center
Project” of
the Ministry
of Education
BenQ
Academy–
Intelligent
Hearing Aid
BenQ
Honest and
Smart
Experience
Workshop
BenQ
Dream
Action
Campus
Lecture
Environmental
protection
Reduction of
the digital gap
Cultivation of honest
and smart employees
Improvement of
the value in the
original culture
Referring to the regulations and principles for “organic agriculture 
and friendly farming” of the Agriculture and Food Agency, Council 
of Agriculture, Executive Yuan, the Foundation implements contract 
farming to make sure that the land, environment and ecosystem 
are maintained. We maintain a total of 10 hectares of land under 
contact farming in a year to actually create effects on the local 
place for the expansion of friendly farmed areas.
The Foundation encourages purchasing local friendly farmed 
agricultural products and inputs the Company’ s resources to 
jointly plan the adoption of rice fields by employees, purchase of 
agricultural products and farming experience activities, driving the 
employees of the Group to get close to green production locations 
and facilitating the cycle of sustainable agricultural economies.
We donate friendly farmed rice in food service locations for 
vulnerable groups and senior people to make sure that they are 
able to enjoy safe, nutrition-rich and healthy rice.
Ensure food safety, eliminate hunger and promote 
sustainable agriculture.
In cooperation with BenQ Healthcare Corporation and New Best 
Hearing International, we connect the Group’ s medical specialists 
with potential demanders in remote areas and communities, and 
plan “Online Pharmacists” for remote consultation on drug use as 
well as “BenQ Academy – Intelligent Hearing Aid” interactive 
courses of hearing care and screening to facilitate people in 
improving preventive healthcare literacy.
The Foundation provides financial aid to children from centers of 
Taiwan Fund for Children and Families to get glasses in order to 
protect their eyes.
Ensure and promote healthy life and well-being for all 
at all ages.

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The Foundation establishes dedicated courses for women to ensure their 
learning rights.
We encourage female craftspersons to enhance their information and 
communication capabilities in order to increase income through Internet 
marketing.
Realize gender equality and empower women.
Honest
and Smart
Scholarship
Vision
Hope
Project
BenQ
International
Sculpture
Workshop
The Foundation’ s corresponding action
Corresponding
item
Farming
like a
farmer:
(I) “DOC
Volunteers’
Short Trip”
Farming like 
a farmer:
(II) “Friendly
Farming”
for rice
contract
farming
Workshop
for ESG 
Sustainability
Action
The “Digital
Opportunity
Center
Project” of
the Ministry
of Education
BenQ
Academy–
Intelligent
Hearing Aid
BenQ
Honest and
Smart
Experience
Workshop
BenQ
Dream
Action
Campus
Lecture
Environmental
protection
Reduction of
the digital gap
Cultivation of honest
and smart employees
Improvement of
the value in the
original culture
Education on information and communication for all: In line with the 
government’ s policy of digital development, the Foundation utilizes the 
Group’ s professional capability of information, communication and 
branding to provide all requiring people in the Hsinchu-Miaoli region, 
including new immigrants, indigenous people and the elders, with 
multi-dimensional education of digital intelligence such as technological 
lives, healthcare applications and design and marketing to eliminate 
digital gaps between cities and communities.
Information and communication accessibility in elementary schools: The 
Foundation invites educators, scholars and R&D teams to develop lesson 
plans with the Group’ s new carrier products while referring to the trend 
on the teaching site, aiming to train the ability of elementary school 
students to use hardware and software.
Positive career empowerment for high school students: The Foundation 
invites teenage models from each field to serve as a lecturer and share 
their process of practices, showing persistence and resilience to 
encourage more high school teenagers to dream.
Promotion of art and culture: The Foundation builds an exchange platform 
for art to encourage and support domestic and international artists in 
their creation by calling for submissions. Moreover, we facilitate the 
employees and people in getting close to art and learning to appreciate it 
by methods such as the provision of locations for site-specific 
creation, and establishment of permanent static artwork exhibitions. 
Ensure inclusive and equitable quality education and promote 
lifelong learning opportunities for all
Promote inclusive and sustainable economic growth to provide 
everyone with an ideal job.
We place a priority on friendly farmers and professional cultural 
craftspersons when making recommendations to establish data on 
network platforms and footage.
The Foundation brings an average of more than NT$6 million to remote areas 
every year to facilitate agricultural economies through contract farming, 
exhibition and sales in bazaars, employees’ purchase of agricultural products, 
volunteer travel and procurement of the Group’ s public relations products. In 
addition, we ensure that average around 5.5 dedicated personnel from the 
contract farming unit are devoted to friendly agriculture.

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Honest
and Smart
Scholarship
Vision
Hope
Project
BenQ
International
Sculpture
Workshop
The Foundation’ s corresponding action
Corresponding
item
Farming
like a
farmer:
(I) “DOC
Volunteers’
Short Trip”
Farming like 
a farmer:
(II) “Friendly
Farming”
for rice
contract
farming
Workshop
for ESG 
Sustainability
Action
The “Digital
Opportunity
Center
Project” of
the Ministry
of Education
BenQ
Academy–
Intelligent
Hearing Aid
BenQ
Honest and
Smart
Experience
Workshop
BenQ
Dream
Action
Campus
Lecture
Environmental
protection
Reduction of
the digital gap
Cultivation of honest
and smart employees
Improvement of
the value in the
original culture
Based on the principle of sustainable tourism, the Foundation makes 
discussions on schedule plans that meet the requirements of local 
economic benefits, cultural translation and environmental sustainability 
with the stakeholders such as community groups.
Combining volunteer services and touring experience, the Foundation not 
only serves as the bridge for mismatching the Company and external 
communities, but also pay field visits to local communities in the hope of 
enhancing the positive connection between both parties and promoting 
the PDCA cycle for communities to improve the momentum.
Make cities and rural areas inclusive, safe, resilient and sustainable.
Employees participate in labor services and assist in beach cleaning as 
well as harvesting work during volunteer leaves or holidays.
The Foundation supports the purchase of local friendly farmed agricultural 
products and plans the purchase of agricultural products and farming 
experience activities for employees, facilitating the cycle of sustainable 
economies.
We collaborate with townships on the coast of Miaoli, including Yuanli, 
Tongxiao and Houlong, to help local partners clean the beach and upload 
the record of waste classification on the ICC for statistics, aiming to 
implement the participation in citizen science-based movements.
The Foundation lists the issues that social groups and partners of the 
coast care about, and then introduces digital recording to assist in 
disseminating the urgent issue of marine protection.
Protect and utilize marine ecosystems in a sustainable way to ensure 
biodiversity and prevent the marine environment from worsening.
Promote green economies and ensure sustainable consumption 
and production modes.
The Foundation plans the annual ESG general education course 
to empower our partners in sustainable common languages for 
communication.
We encourage the partners of Hsinchu and Miaoli DOCs to set sustainability 
goals to recheck, view and make plans for resources and corresponding 
goals in three aspects of ESG: the development of local economies, 
cultural preservation and sustainable natural environments.
We also comply with the Company’ s goals of net zero and carbon 
reduction by introducing courses regarding the ISO 14064 certification 
for companies of the Group and in the supply chain. This is to assist in 
cultivating sustainable talents for the Group as well as implementing 
legal compliance and the strategy of net zero/carbon reduction.
Establish diverse partnerships and promote the vision of 
sustainability together.

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Qisda Corporation
 Clubs for Public Welfare
Suggestions from consultant: Problems waiting to be solved, roles, major results and 
footprints shall be presented in advance for every core element, as shown in the 
table below. The example of Wistron is attached.
The “Loving Care Club” and “Public Welfare Ukulele Club” were organized by the employees 
full of affectionate love. The purposes of these clubs are to provide a diverse public 
welfare platform for the employees, so that they can participate in volunteer events 
and the clubs can give assistance to public welfare organizations and take care 
disadvantaged groups in society. The “Public Welfare Ukulele Club” pursues the goal to 
console people with music. For this, employees make use of their spare time and 
participate in volunteer events with music to give their warmhearted enthusiasm to 
the organizations that they help.
In consideration of the diversity and to encourage the employees with different 
demands to participate in public welfare activities, these clubs organized 19 volunteer 
events in 2022 and showed their love to the people who were really in need of care, 
such as children with Intellectual development disorders, elderly people living alone, 
disadvantaged children, farmers, global environmental protection, stray animals, 
etc. The organizations that the public welfare clubs take care of continuously include 
the Huashan Social Welfare Foundation, Genesis Social Welfare Foundation, World 
Vision, Hondao Senior Citizen Welfare Foundation, Reindeer Child Home, Child Welfare 
League Foundation, The Carpenter’ s House, twhope.org, Taiwan Pawprint K9 Rescue, 
Xinwu Catfirst, Parents’ Association for the Visually Impaired, Chiling Charity Foundation, 
Chensenmei Social Welfare Foundation, Taiwan Happywork Association, and the 
Noordhoff Craniofacial Foundation.  
As for raising funds for disadvantaged organizations, a total of 184 volunteers and 
477 hours were input.  
Support of the World Earth Day
As we survived the impact of the pandemic in early autumn in 2022, the Employee 
Welfare Committee began to hold the employees’ favorite activity – the Family Day. 
The activity had not been held for two years. This time, as the government developed 
policies to loosen the restriction for pandemic prevention, the members of the 
Employee Welfare Committee attentively made proposals and plans to bring the 
employees of the Group and their family members on a trip to Leofoo Village, a 
double-themed (water and land) park in Hsinchu. Under the effort of the planning 
partners, every participant was allowed to play in both water and land theme parks 
with just one ticket. The element of group competition was added to the activity to 
increase interactions among departments. Furthermore, the singer-songwriter 
William Wei was additionally invited to perform live, creating many good memories 
and experiences in the activity.
Through this activity, not only the strength of the Group’ s employees was effectively 
consolidated, the happiness that the Company emphasized was also significantly 
manifested, showing the unified strength of the companies of the Group. The activity 
was named “A Happy Sailing and A Brave Dive Into the Visual World” as a response to 
the Company’ s strategy of caring for the employees and building a happy workplace. 
A total of 14,000 people signed up for this activity with the participation of more than 
30 companies. The attendance rate reached 92%, which especially demonstrated 
the Group’ s “united alliance” mode. Moreover, the result of the overall evaluation of the 
activity turned out to be better than ever with a 30% growth in the satisfaction rate.
At the same time, the vision of ESG was completely realized in this activity. Social 
welfare organizations including the Man Fair Sheltered Workshop, Children Are Us 
Foundation, Genesis Social Welfare Foundation and BenQ Foundation were invited 
for exchange and promotion. In addition, we sold charitable commodities to provide 
the employees and their family members with more opportunities to care about 
issues with respect to vulnerable groups in society. It is worth mentioning that the 
event broke away from the mode in the past and showed innovative thinking. The

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Overseas Locations
Combined with corporate social responsibility, Suzhou, China continues to pay 
attention to the people in need.
organizing unit encouraged the employees to bring their own chopsticks and water 
bottles instead of providing single-use tableware. It also introduced the “Electronic 
QR Code System” for employees to use in the park, where all activities including 
check-ins, purchases, challenge-defeating activities and food provision were 
conducted through the electronic system. This significantly reduced waste caused 
by excessive material consumption, and directly benefiting society and the Earth. 
With our joint efforts, we achieved remarkable results in reducing carbon emissions. 
The total amount of paper used in the activity was 84 thousand sheets less than 
expected, and 672 kilograms of carbon were reduced as an overall result.
Moreover, the Employee Welfare Committee held various activities irregularly to 
enhance the employees’ physical and mental balance while satisfying the ESG 
performance. A total of more than 40 sessions of small and large activities were 
held, including the Green Carnival Party – Tree Planting Festival, Courses for Remaking 
Wasted Peel Into Detergent, DIY – Remaking PET Bottle Into Potted Plants, and Positive 
Sustainability Lecture. The average satisfaction rate reached 4.35 points and over 25 
thousand kilograms of carbon were reduced. As a result, the BenQ Qisda Group’ s 
dedication to sustainable operations was proved once again. Through individual 
activities as well as the joint effort and support from everyone, a trend to a better 
Earth and society was facilitated.
Qisda Suzhou in China takes the corporate social responsibility and take care of the 
people in need continuously. Qisda Suzhou has implemented the Trip of Hope project 
since 2013. It helped the Mingfan Elementary School at the foot of Dabie Mountain in 
Anhui Province build a dream library and provided lunch for the students in need. In 
2016, the company launched a startup project for people with disabilities to produce 
handmade flowers and trained them for their startup career. It helped them learn the 
skill for their livelihood and independent life and realized the meaning and wonder of life. In 
2017, Qisda Suzhou focused on the people around the plant and expressed solicitude for 
the well-being of the communities, welfare houses, and public welfare associations 
near the plant. Qisda Suzhou focused on the inner world of the mentally challenged 
children in 2018. While expressing solicitude for their material and mental life, Qisda 
Suzhou invited a baking teacher to teach how to make cookies and assisted in the 
2013
2016
2017
2018
2019
2020
2022
Uphold the concept of 
being green and 
environmentally friendly
plant more trees for the Earth 
(exchanging books for plants), 
refuse to be phubbers, “clean 
your plate” actions, healthy 
eating and low-carbon travel. 
advocate healthy and 
environmentally friendly 
Focus on the mentally
challenged children
lead the children from their 
home to a knowledge 
theater to learn the 
humanities, to the 
mountains and rivers to 
appreciate the natural 
landscape
Focus on the people 
around the plant
focus on the people around 
the plant and express 
solicitude for the well-being of 
the communities, welfare 
houses, and public welfare 
associations near the plant
The Trip of Hope project
build a dream library provide 
lunch for the students in need
New school building 
donation
donate sports goods to the 
school building to set up a 
paradise for the children and help 
them improve their physique and 
strength while learning.
Focus on the mentally 
challenged children
invite a baking teacher to teach 
how to make cookies and assisted 
in the development of the 
marketing channels for them at 
the initial stage
Startup project 
startup project for people with 
disabilities to produce 
handmade flowers and trained 
them for their startup career

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development of the marketing channels for them at the initial stage, then they could 
sell the products by themselves at the later stage. This way, they could enjoy the results 
of their endeavor, learn a skill for their survival, and eventually become a member of the 
society. Qisda Suzhou focused more on the inner world of the mentally challenged 
children in 2019. This year, the company led the children from their home to a knowledge 
theater to learn the humanities, to the mountains and rivers to appreciate the natural 
landscape, and to the traditional festivals to experience the fun in the customs. The 
Mingfan Elementary School at the foot of Dabie Mountain moved to the new building in 
2020. Qisda Suzhou donated sports goods to the school building to set up a paradise 
for the children and help them improve their physique and strength while learning.
In 2022, the employees in Suzhou, China upheld the concept of being green and 
environmentally friendly and paid attention to every detail related to environment 
protection around them. They advocated healthy and environmentally friendly 
lifestyles through eco-friendly and public welfare activities such as planting more 
trees for the Earth (exchanging books for plants), refusing to be phubbers, “clean 
your plate” actions, healthy eating and low-carbon travel. Meanwhile, they attracted 
more people to actually participate in environmental actions within their power, 
making contributions to the business of environmental protection.
The labor union for the Vietnam Plant, on the other hand, fulfilled the internal and 
external corporate social responsibilities in 2022. For external responsibilities, it 
donated Lunar New Year gifts to 50 local poor families. It even donated VND 500 
thousand to each of these families. In terms of internal responsibilities, the union 
raised more than VND 37 million to take care of the employee who got into a car 
crash during the holiday, facilitating the subsequent treatment for and recovery of 
the employee.

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Corporate governance is fundamental to the operation of a company. Qisda is committed to 
disclosing information about the corporate governance and enhancing the transparency of 
management performance, while making efforts to improve the revenue and actively achieve 
value transformation with the operation guidelines of “optimization of existing businesses”, 
“expansion of medical business”, “acceleration of smart solution development”, and “deployment 
of network communication business.”
Regarding the risks of operations, the Company has managed to reduce the risks and bolster the 
risk response capabilities through risk control. Meanwhile, the organizational activities have been 
promoted and supervised in accordance with domestic and international regulations to ensure 
the development as a robust organization and further protect the rights of stakeholders.
Leadership
Vision of governance: Having more than 50% revenue 
from highly value-added business by 2027
Transformation based on the four operation guidelines
For the optimization of existing businesses: Continuous in-depth development of advanced 
technology with comprehensively enhanced technological capabilities and strict quality control;
For the medical business: Expansion of channel deployment and service scope to maintain 
considerable growth;
For the smart solutions: Expansion of the core businesses to satisfy the customers’ demand;
For the network communication business: Expansion of the telecom market and deployment of 
LEO satellites for more 5G business opportunities.
“value expansion” to deploy new businesses with market potential and in which 
we have competitive advantages, and
“efficiency improvement” to improve the overall business performance, we are 
devoted to increase the overall profitability and carry out value transformation 
so that the Group achieves common good, growth and synergy.
Based on
Corporate governance
Business performance
Risk management
(1)
(2)
Outlook

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   Organization and Operation of Corporate 
   Governance
Qisda has been committed to the protection of shareholder rights and advocated transparency 
as well as fairness in terms of information dissemination. Since the shareholders’ meeting in 
2012, the Company has adopted the electronic voting system and case-by-case voting 
method for the meeting’ s agenda, in order to enhance the shareholder attendance at the 
meeting and make sure the shareholders exercise their rights at the meeting legally. At the 
meeting, we also actively present our operational and financial overview to the shareholders 
and receive their inquiries. The Audit Committee and the Compensation Committee has been 
established under the Board of Directors to assist the directors in reviewing the proposals and 
ensure the decision-making quality of the Board. Meanwhile, our management team consisting 
of experienced and professional managerial officers is also involved to jointly facilitate the 
shareholder rights to the fullest extent possible.
Corporate Governance
Organizational Structure of Corporate Governance
Shareholders’
Meeting
Board of
Directors
Chairman
and CEO
President
Sustainability
Risk Management
Office
Operate
Structure and Operation of the Board of Directors
The Board of Directors serves as the top decision-making unit of Qisda. All the Board members 
are elected for a term of office for three years by all the shareholders through voting at the 
shareholders’ meeting as per the “Procedures for Election of Directors” in accordance with the 
laws and the Articles of Incorporation. Currently, there are seven members in the Company’ s 
Board of Directors (including three independent directors), excluding the honorary chairman 
who has an average term of office for 7.7 years. One of the members is 51–60 years old, while 
the other six members are 61–70 years old. For the committees subordinate to the Board, the 
members thereof are nominated and selected upon the Board’ s resolution according to 
their respective organizational regulations. The independent directors all comply with 
the professional qualifications, work experience requirement, restriction and independence 
of independent directors with concurrent positions under the “Regulations Governing 
Appointment of Independent Directors and Compliance Matters for Public Companies.” The 
Chair is elected by the directors who all have more than five years of work experience related 
to business, legal affairs, finance, accounting or other operations essential to the Company.
Qisda’ s Chairman and CEO, Peter Chen, serves as the Chair of the Board of Directors 
according to Paragraph 3, Article 208 of the Company Act. During the discussion and voting 
on the proposals at the Board meeting, when a director has a personal interest in the proposal 
discussed and might impair the Company’ s interests, the director shall, according to 
Paragraph 2, Article 206 of the Company Act, avoid taking part in the discussion and voting of 
the proposal in compliance with the rules of conflicts of interest avoidance under Article 178 of 
the Act. When necessary, the Chairman will appoint another director to serve as the chairman 
of the meeting. Any conflict of interest at the Board meeting will be disclosed in the corporate 
governance section of our annual report of the year according to the regulations.
Inquiry of annual report: 
https://www.qisda.com/tw/investor/governance/director
Audit
Compensation
Committee
Audit
Committee

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Functional Committees
Audit Committee
Compensation Committee
Established in 2008, the Audit Committee, consisting of all the 
independent directors pursuant to the laws and regulations, is subject 
to the “Audit Committee Charter” formulated by the Board of Directors. 
It mainly plays the role of auditing, prudently inspecting the operation 
implementation status of the Company and the Board of Directors. 
The committee meets at least once a quarter.
Reports and inquiries regarding the audit status of the latest financial 
statements, internal audit results, major lawsuits, financial and 
business overview, etc., are made to the Audit Committee members by 
the accountants (every six months), internal audit unit (quarterly) and 
units of risk management, legal affairs, finance and accounting 
(irregularly). This way, the Audit Committee members can ensure the 
validity of our corporate governance and information transparency 
for the investors, thereby protecting the shareholders’ equity.
The Company established the Compensation Committee in 2011 and had the Board of Directors 
develop the “Compensation Committee Charter” , in order to boost corporate governance and 
enhance the compensation system for our directors and managers. The Compensation Committee 
members exercise the due care of a good administrator, faithfully perform the relevant duties as 
per laws, and submit the suggestions to the Board of Directors for discussion. It holds the meeting 
at least twice a year; the meeting can be convened at any time when necessary.
Based on the consideration of the industrial risks, the duties of the person in charge, directors and 
independent directors, and the operational scale, etc., of the Company, and under the principles of 
correspondence with responsibility as well as reasonable basic compensation, the distribution of 
the compensation to our employees and directors is subject to the approval of the Compensation 
Committee and the Board of Directors, and reported at the shareholders’ meeting as a proposal 
independent from the stakeholders’ opinions. Such distribution can be a method of measuring the 
management performance of the Company’ s top management. The related information about 
the compensation to our top management such as the Board of Directors and managers has also 
been appropriately disclosed for all the stakeholders to fully understand the connection between 
the compensation to high-level executives and corporate ESG performances.
Election and Diversity of the Board Members
It is specified in our Articles of Incorporation that the candidate nomination system shall be 
adopted for the election of directors, and it is set forth in Article 20 of our “Corporate 
Governance Principles” that diversification shall be taken into account for the composition of 
Board of Directors. The number of directors concurrently serving as the Company’ s 
managers should not exceed one-third of the overall number of directors, and the Company 
should, according to the operations, business type and development needs, formulate an 
appropriate diversity policy in consideration of the basic criteria and values including but not 
limited to age, gender, nationality, culture, and of the professional expertise and skills (i.e. 
professional background, professional skills and industry experience).
Currently, there are two directors who are also the employees of the Company (accounting 
for 28.57%) and three independent directors (accounting for 42.86%), which corresponds to 
our specific management targets of diversity policy: more than one-third of the Board 
members as independent directors, and less than one-third of the Board members concurrently 
serving as managers.
Description
of Duties
Operation
in 2022
In 2022, there were six Audit Committee meetings convened, with an 
average attendance rate of 100%.
The relevant implementation highlights and operational status of the 
Audit Committee in the year have been disclosed in the “Operational 
Status of the Audit Committee” in our 2022 Annual Report. As for the 
status, topics and results of its communication, the details have been 
disclosed in the “Investor Relationship – Committee – Communication 
Status of Independent Directors and Internal Audit Officer with CPAs” 
of our official website.
In 2022, there were four Compensation Committee meetings convened, with an average attendance 
rate of 100%.
For the Company’ s compensation policies and the implementation highlights and operational 
status of the Compensation Committee in the year, the information has been disclosed in the 
corporate governance section of our 2022 Annual Report and the Investor Relationship – Committee – 
Operational Status of the Compensation Committee” of our official website.
The Investor Relationship section of the Company’ s website: 
https://qisda.com/tw/investor/shareholder

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Title
Peter Chen
K.Y. Lee
25 Consumer
Discretionary
25 Consumer
Discretionary
20 Industrials
25 Consumer
Discretionary
45 Information
Technology
40 Financials
The director did not serve as a senior manager of the Company in 2022.
The director and his/her family member(s) did not accept more than US$60 thousand from the Company or any of the subsidiaries thereunder in 2022 unless otherwise permitted by the 
US SEC 4200 clause.
None of the director’ s family members were employed by the Company or any of the subsidiaries thereunder as senior managers in 2022.
The director is not a consultant of the Company or the management team, and has no conflict of interest with consultants of the Company.
The director has no conflict of interest with the Company’ s major customers or suppliers.
The director has not entered into any service contract with other companies or their executives.
The director has no conflict of interest in non-profit organizations whose main sources of revenue are donations from the Company.
The director was not employed and did not serve as a partner of the Company’ s external auditor in 2022.
The director has no conflict of interest with the independent operations of the Board of Directors.
Note 2: The information about the educational background, experience, term, concurrent positions in other companies, Board meeting attendance rate, shareholders with control, etc., of the Company’ s 
              Board members has all been disclosed in the section of Corporate Governance Operation in our annual report.
Diversity of the Board Members
Name
Male
Taiwan
Male
Taiwan
Male
Taiwan
Male
Taiwan
Male
Taiwan
Male
Taiwan
Male
Taiwan
Note 1: The independence of the external directors is examined using the following criteria, with at least four of the nine indicators and at least two of the first three indicators required to be met.
Concurrently
an Employee
Chairman
Honorary
Chairman
Director
Director
Independent
Director
Independent
Director
Independent
Director
Independence
of Non-
executive
Director
Nationality
Gender
51-61     61-70
Age
Professional Background and Ability
GICS Level1 
Industry
Experience
Business
Management
Academic
Research
Industrial
Knowledge
Information
Technology
Venture
Capital
Finance and
Accounting
Sustainable
Development
Representative
of AU Optronics
Corporation:
Shuang-Lang
(Paul) Peng
Representative of
BenQ Foundation:
Joe Huang
Allen Fan
Charles Yen
Jyuo-Min Shyu

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Evaluation of Board Performance    
In compliance with the “Directions for the Implementation of Continuing Education for Directors 
and Supervisors of TWSE Listed and TPEx Listed Companies” , every director of Qisda engages 
in continuing education for at least 6 hours per year so that the highest governance body 
possesses the knowledge in relation to economic, environmental and social issues. In 2022, 
the Board members received up to 6.7 hours of continuing education per person on average, 
with the courses covering information security governance, sustainability information disclosure, 
and sustainability risk management. For the details of the continuing education, please refer 
to our annual report/corporate governance report.
To ensure corporate governance and enhance the function of the Board of Directors, Qisda 
passed the “Rules for Performance Evaluation of Board of Directors” in 2018, specifying that the 
performance evaluation of the overall Board of Directors, individual directors and functional 
committees shall be carried out internally at the end of each year, and externally at least 
once every 3 years.
At the end of 2022, we completed the internal performance evaluation of the Board and the 
functional committees. The completion rate of self-evaluation exceeded 99%, reflecting 
the good overall operational efficiency of our Board of Directors. The evaluation results have 
been reported to the Board in Q1 2023. Meanwhile, it is stipulated in our Rules for Performance 
Evaluation of Board of Directors that the performance shall be evaluated by an independent 
external professional institution or an external group of experts and scholars for at least once 
every 3 years as well as being evaluated internally at the end of each year. In 2021, the 
Company commissioned the independent external evaluation institution, Taiwan Corporate 
Governance Association, to evaluate the performance of our Board of Directors. The eval-
uation was made based on eight dimensions: composition, guidance, authorization, 
supervision, communication, self-discipline, internal control and risk management of the 
Board; the methods of evaluation included online self-evaluation, review on relevant written 
documents, and the on-site visit on September 27, 2021. The persons evaluated included the 
Chairman, three independent directors, the Corporate Governance Officer and the Audit 
Officer. The performance evaluation results of the Board of Directors were received on 
October 6, 2021 and reported to the Board on November 12, 2021; also, the relevant external 
evaluation results have been disclosed in the “Board of Directors Performance Evaluation” on 
our official website.
In 2022, Qisda continued to be ranked among the top 6%–20% in the 9th Corporate 
Governance Evaluation, with the external performance evaluation of the Board of 
Directors already completed. In 2023, we will go on keeping track of the revolutionary 
indicators of corporate governance with an eye to improving the corporate governance 
system and the evaluation results.
2023
2024
2025
2030
Compensation System for the Directors and Managers
In addition to the financial indicators, the Company has decided to establish a long-term 
compensation plan for the Chairman and CEO, President and other senior managerial 
Compensation
System for the
Directors and
Managers
Goal
Description
Implementation of 
the pathway to 
carbon net zero
Enhancement of social 
engagement and 
influence in 
sustainability
Improvement of the ESG rating 
results in Taiwan and abroad
With 2021 as the base 
year
Scope 1 and Scope 2
GHG emissions:
106,672 tCO2e
GHG emission
reduction by 10%
GHG emission
reduction by 20%
GHG emission
reduction by 30%
GHG emission
reduction by 60%
Being selected in international 
sustainability rating events or 
continuous improvement in DJSI
Improvement of one of the 
indicators and effort for bonus 
points with relevant questions in 
the domestic Corporate 
Governance Evaluation
Being selected by AREA or
improvement by 5 points or a 
place higher in DJSI
Improvement of one of the 
indicators and effort for bonus 
points with relevant questions in 
the domestic Corporate 
Governance Evaluation
Being selected by AREA or
improvement by 5 points or a 
place higher in DJSI
Improvement of one of the 
indicators and effort for bonus 
points with relevant questions in 
the domestic Corporate 
Governance Evaluation
Being selected by DJSI or MSCI
or improvement by 5 points or a 
place higher in DJSI
Improvement of one of the 
indicators and effort for bonus 
points with relevant questions in 
the domestic Corporate 
Governance Evaluation
Being selected by DJSI
Improvement of one of the 
indicators and effort for bonus 
points with relevant questions in 
the domestic Corporate 
Governance Evaluation
Internally:
Improvement of the 
employees’ participation
Engagement survey in 
2021: Average score: 4.55 
points (out of 6 points)
Average employee 
engagement score:
4.6
Average employee 
engagement score:
4.65
Average employee 
engagement score:
4.7
Average employee 
engagement score:
5.0
Environment
(E)
Society
(S)
Corporate Governance
(G)

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Code of Conduct
officers for their management performance starting from 2023. Connected to the ESG 
performance (performance indicators in relation to corporate governance, social 
engagement and environmental sustainability), the plan grants long-term reward and 
compensations based on the achievement status of such ESG performance indicators every 
year. The compensation of the President, for example, is expected to constitute 0%–10% of 
his overall annual remuneration according to his target achievement status.
The new “Ethical Corporate Management Best-Practice Principles” were supervised 
and approved by the Board of Directors in 2020. The rate of the employee code of 
conduct training remained 100% in 2022.
Policy and Commitments
Ethical management is the primary corporate social responsibility. It is helpful to the operation 
and long-term development of a company. Unethical behaviors not only bring loss to a 
company but also lead to low level of morality of the employees and distrust in the relationships 
with customers and business partners. Lobbying, bribery and other illegal behaviors might 
subsequently occur, which would impair the corporate governance system and make the overall 
operational environment deteriorate. To turn the mission of “dealing with the customers, 
suppliers, creditors, shareholders, employees and general public with integrity” into the 
core corporate culture of Qisda, we have passed the “Corporate Governance Best-Practice 
Principles” , “CSR Best-Practice Principles” , “Code of Ethics for Board of Directors and 
Managers” and “Ethical Corporate Management Best-Practice Principles” upon the Board’ s 
resolution in May 2015. The new “Ethical Corporate Management Best-Practice Principles” were 
supervised and approved by the Board of Directors in November 2020, with some provisions 
added as per the requirements of the Taiwan Stock Exchange. Meanwhile, the “Code of 
Conduct” , “Employee Code of Conduct” and “Anti-corruption and Anti-bribery Policies” have 
been formulated. These are all reference for every employee to keep in line with. The foregoing 
policies cover the regulation of integrity, anti-corruption and bribery, discrimination and 
harassment, conflicts of interest, anti-trust, management of conflicts of interest, insider trading 
and money laundering, intellectual property rights, data protection, environmental protection, 
health and safety, human rights protection, etc. For the regulation of donations and sponsorships, 
it is explicitly stated in the Code of Conduct that the Company shall not make any direct or 
indirect political contribution, that the engagement in political events shall be strictly subject 
to local regulations and careful assessment, and that the donations and sponsorships shall 
not be a disguised form of bribery. In 2022, Qisda did not provide any political contributions, 
but still maintained the employees’ entitlement to civil rights.
Management Procedures
Regarding the practice of management, the Company has formed a dedicated unit for 
ethical business management to ensure the thorough management of ethical business, 
and organized the Ethical Management Implementation Task Force in compliance with 
the “Ethical Corporate Management Best-Practice Principles” approved by the Board of 
Directors. The members of the task force are the professional personnel in the fields of 
human resources, risk management and auditing; they are responsible for the development 
and implementation oversight of the ethical management policies and related preventive 
programs. Also, upon the Board’ s resolution, Qisda authorize the ESG Committee, in which 
the Chairman, Peter Chen, serves as the committee chair, to supervise and manage the 
progress of our corporate sustainable business activities (including ethical business), and 
take charge of the proposal and implementation of corporate sustainability policies, systems 
or related management guidelines as well as the concrete promotional plans.
Since 2015, the committee has regularly reported the implementation status of CSR and 
ethical management of the year to the Board (at least once a year) to discuss relevant 
issues with the directors. The most recent report on the implementation status of CSR and 
ethical management was given to the Board in Q1 2023, and the related information has 
been disclosed in the corporate governance section of the 2022 Annual Report and the 
Company’ s website.
Qisda’ s Code of Conduct is disclosed on the Company’ s internal website and 
communicated to the employees through regular training every year. All the employees 
are required to meet the requirements of the Code of Conduct; their fulfillment in this 
aspect is connected to personal performance and incorporated into the scope of 
performance evaluation as part of the reference for remuneration.
Communication and Training on the Code of Conduct
Qisda’ s Code of Conduct is disclosed on the home page of the Company’ s internal 
website. When important festivals such as Lunar New Year are coming or when necessary,

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The contents of the Code of Conduct were communicated to the employees in the form of training by October 31, 2022. 
A total of 11,431 employees participated in the training.
Category of Code of Conduct/Number of Valid Cases
*
Percentage of Communication and Training on the Code of Conduct*
2019
2020
2021
2022
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
the Company also sends newsletters reminding that no external presents shall be 
accepted, for example, to the employees through email, increasing their awareness of 
observing the standard.
Every new employee must agree to observe the Company’ s Ethical Corporate Management 
Best-Practice Principles by signing the employment contract when coming on board. As 
for the existing employees, they are given online training on the Code of Conduct (including 
anti-corruption) on an annual basis; the employee training completion rate was 100% in 
2022. Thanks to the training and dissemination with respect to the Code of Conduct, there 
was no violation of the ethical management principles in 2022.
Direct Labor
Indirect Labor
Direct Labor
Indirect Labor
Direct Labor
Indirect Labor
251
1409
7931
1323
298
219
11,431
100%
100%
100%
100%
100%
100%
100%
Region 
Employee
Category
Number of
Employees
Completion Rate
Taiwan
Suzhou, China
Vietnam
Total
Besides the communication with and training of employees with regard to ethical conduct, 
we have sent anti-corruption promotion letters to all the members of the Board of Directors 
(currently seven members) on a regular basis since 2014, and anti-corruption clauses have 
been added to the contracts entered into with our business partners. In addition, we regularly 
send a letter of “Qisda Ethics Promotion” to our suppliers every year. The letter was sent to 
about 1,268 suppliers in 2022 to achieve our goal of zero corruption incidents. In 2022, the 
Company did not receive any whistleblowing reports from the suppliers.
Report and Suggestion Communication Mechanism
The Company has established the “whistleblowing channel and investigation procedure” and 
the President mailbox; relevant announcement has been made on our website as well. For 
serious inappropriate behaviors that violate the principles of integrity, conflicts of interest and 
avoidance, fair trade, bribery and illegal payments, or any illegal or improper treatment, 
we have a complete set of communication procedures for whistleblowing reports and 
suggestions. When finding anyone or any matters non-compliant with the spirit of integrity or 
against the regulations under the Ethical Corporate Management Best-Practice Principles, the 
employees may send messages directly to the President through the President mailbox for 
the top supervisor to handle such cases. The employees and external stakeholders (e.g. 
suppliers, customers) can also file (anonymous) reports or complaints via the integrity 
mailbox (Integrity@Qisda.com) in Mandarin, English or other local languages. The Audit 
Officer is responsible for accepting the whistleblowing reports in relation to integrity, and the 
dedicated unit will launch investigations and compile the investigation reports. Once the 
facts are confirmed, the cases are handed over to the Personnel Evaluation Committee for 
further process. Qisda strictly guarantees the confidentiality of the whistleblowers, making 
sure of their safety and protecting them from revenge attacks. In 2022, the Company did not 
receive any whistleblowing reports.
Number of whistleblowing reports regarding 
violation of Code of Conduct (related to ethics)
Corruption or bribery
Discrimination or harassment
Customer privacy/personal data protection
Conflicts of interest
Money laundering or insider trading
Fair competition
Trade secrets
Others
Number of valid cases (with violation of business
ethics confirmed after investigation)

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   Legal Compliance
Qisda has operating bases all over the world. We fully comply with the laws and regulations 
in Taiwan and different countries, and have established relevant policies and by-laws 
accordingly, with the scope covering personal data protection, confidentiality, anti-bribery, 
anti-discrimination, environmental protection, intellectual property right protection, 
anti-insider trading, anti-unfair competition, labor protection, etc. In order to ensure the 
introduction of internal compliance policies, a control system has been set up. A dedicated 
legal compliance unit reviews legal changes on an irregular basis, and correspondingly 
adjusts or arranges new education and training on internal legal compliance. It thereby 
supports the departments to properly perform their duties as per laws, and takes auditing 
measures to make sure that the performance of duties is in line with relevant requirements.
All the employees of Qisda pursue the legal compliance policies, escalating the 
performance of implementation through interdepartmental collaboration. Internally, 
we ask our employees to maintain ethical integrity in an active manner, and improve 
occupational safety and health by providing safe and healthy work environment and 
preventing pollution. In terms of the entire product life cycle, we proactively reduce the 
use of environment-related substances, not only abiding by the environmental regulations 
 Significant fine” is defined as a fine of over NT$2 million.
*
Principles of Punishment:
All the employees of the Company must comply with the government laws and the regula-
tions related to employee code of conduct. When any of the following circumstances occurs, 
the concerned person shall be subject to dismissal, verbal admonition or written warning 
depending on the severity of the circumstance.
A. Violating the Company’ s policy
B. Asking others to violate the Company’ s policy
C. Failing to promptly report the non-compliance found or suspected
D. Failing to cooperate in the investigation conducted for possible non-compliance with a 
    certain policy
E. Taking revenge on the employee who reported the non-compliance
In order to effectively make sure that all the employees adhere to the ethics of the Code of 
Conduct, Qisda has accepted RBA VAP and SA8000 external audits on a regular basis at our 
manufacturing sites around the world. Since the first implementation of third-party audit in 2006, 
there has not been any non-compliance with the requirements of the Code of Conduct so far.
but also constantly mitigating our impact on the environment. Meanwhile, we fully carry 
out the anti-trust law compliance plan internally through education and training for new 
hires, newsletters, online training courses and dissemination posters. In 2022, the Company 
faced no lawsuits on antitrust grounds. In addition, the Company has taken response 
measures for the EU General Data Protection Regulation (GDPR), such as education and 
training, impact analysis of the laws and regulations that the relevant departments are 
involved in, and so on. The project teams have implemented and set up applicable legal 
compliance mechanisms like management procedures or templates of forms and documents. 
Also, we have tracked and paid attention to the legal development trends of personal 
data protection laws in different countries to stick to the responsibility of personal data 
protection. In 2022, no significant fines  for legal violations were imposed upon Qisda.*
   Information Security 
Information Security Policy/Organization

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Organizational Structure of Information Security Governance
Board of Directors
To protect the confidentiality, integrity, availability and legality of IT assets from intentional 
or accidental threats posed internally or externally, and to ensure the business continuity 
of the Company, we have developed the information security policy in accordance with 
ISO 27001 and obtained the ISO 27001 certification. The certified scope includes all the 
operating systems and key systems of Qisda.
To achieve better implementation of information security management, Qisda has formed 
the Information Security Management Committee to take charge of the overall information 
security risk management. The committee consists of the President, top-level executives 
of different units, and the Chief Information Officer. With the President acting as the convener 
and the Chief Information Officer as the chairperson (Chief Information Officer: Li-Wen 
Huang), it is responsible for the regular discussion and review of the Company’ s information 
security plans and response measures, etc. The Information Security Management 
Committee meets every six months, reports the management performance to the Chairman 
or the President every quarter, and reports the information security management performance, 
information security issues and directions to the Board/Audit Committee at least once a year.
Chairperson
(Chief Information Officer)
Advisory Committee Members
(Legal Affairs/Finance/
Risk Management/Audit/HR)
Information Security
Management Committee
Information Security
Technology and Policy
Promotion Task Force
Information
Security Maintenance
Task Force
Information Security
Response Task Force
Information Security
Audit Task Force
Information Security Risk Management
To reduce the information security risks, Qisda has taken several actions at the same time in 
accordance with the information security policy to ensure a good information security 
management mechanism, including implementing management and key measures for 
information security, and raising the awareness of information security protection. In terms of 
the prevention of information security incidents, the vulnerability scanning system has been 
introduced for regular vulnerability scanning of each system at least once two weeks, so that 
our system safety is guaranteed and no sensitive information will be leaked due to system 
vulnerability. Also, we arrange a system recovery drill every year and make remote backup of 
ERP data every day.
For the information security management of suppliers, the cyber security risk management 
system, SecurityScorecard, has been adopted to analyze the ten major risk categories, 
including cyber security, robustness of network name system, vulnerability repair, endpoint 
security, IP credit rating, and app security. The information security system risks are thus 
monitored and continuously analyzed. We have set the target of maintaining the overall 
SecurityScorecard score of 95 or above (out of 100; average score in the industry: 85); the 
score has consistently been 95 in these three years.
With the establishment of the information security management system, Qisda has developed 
and periodically reviewed the information security indicators based on the information security 
policy, and continued to enhance the Company’ s information security control mechanism 
as well as reducing information security risks through the PDCA system.
The independent directors of our company, Mr. Fang Cheng-Ju, graduated from the 
Department of Electrical Engineering at National Taiwan University. He has previously 
served as the President of Microsoft Taiwan and Vice General Manager of HP (Taiwan) 
in the information security industry. Mr. Hsu Juei-Min, our other independent director, 
holds a Ph.D. in Electrical Engineering and Computer Science from UC Berkeley. He has 
also served as the Minister of the Ministry of Science and Technology of the Republic of 
China and was involved in formulating national cybersecurity standards and development. 
Both independent directors contribute their relevant expertise in guiding and advising 
the company's cybersecurity policies.

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Information Security Policy Measurement Indicators
No. of violation cases related to 
information or cyber security
No. of data leaks
No. of customers and employees 
impacted by data leaks
Amount of fines imposed for cases related 
to information or cyber security (NT$)
0
0
0
0
0
0
0
0
Information Security Control 
on the Internet
Data Access Control
Response and Recovery Mechanism
Audit and Dissemination
Check the user accounts of the production 
operating systems
Perform spot checks on the settings concerning 
system security of the production systems 
and PCs (incl. laptops, public computers, 
workstations, and file hosts)
Review and check the firewall rules
Have all the employees sign the non-disclosure 
agreement
Check the user accounts of the production AP
Request that any changes to the application 
systems shall be subject to authorization and 
be made within the scheduled period
Retain the records of personnel entering and 
leaving the computer rooms and give 
appropriate authorization
Assess the risks, and put forward and implement 
an improvement plan within 1month
Report the information security incidents (if any) 
within the specified period
Arrange drills for continuous operation and 
review the availability of the fundamental 
equipment in computer rooms and of the 
perimeter network on a regular basis every year
Annually perform vulnerability scanning and 
put forward an improvement plan for critical 
vulnerabilities within two months
Review the documents of information secu-
rity management system once a year
Have all the contracted, dispatched and 
temporary workers hired by the Company 
sign the relevant documents such as the 
information security policy agreement
Give IDL workers appropriate education and 
training on information security as per 
regulations
Awareness-raising of Information Security Protection
Implementing the information security management system of Qisda, we review each 
regulation and make evaluations of as well as adjustments to our internal information 
security regulations on a regular basis every year, to ensure the legal compliance and 
effectiveness; the relevant information is disseminated to the employees. In terms of the 
suppliers, we request that when third-party service providers enter into agreements they 
will observe the regulations regarding non-disclosure and cyber security. Besides the 
basic information security-related training when newcomers join us, we regularly hold 
email social engineering drills, performing educational training for related information 
security knowledge regarding email delivery and receipt to lower the risk of their clicking 
malicious emails by mistake. In 2022, 2,130 employees took part in the email social engineering 
drills for general and information security personnel, online information security education 
for all employees, and professional courses on information security; their training hours 
totaled 2,739 hours. With such arrangement, we improve the employees’ awareness of 
information security, and ensure that the concept of information security is woven into 
daily operations.
Information Security Insurance
Since July 2017, Qisda has applied for the insurance for enterprise information security risk 
management to ensure the insurance claim for related expenses incurred by information 
security incidents (such as business suspension and forensics). This covers the subsidiaries 
holding a majority of shares to reduce the losses of the Company.
Measures for Significant Information Security Incidents
During the establishment of the information security management system, Qisda has 
enhanced the SOP and drills of internal emergency response process. We will continue to 
conduct simulation drills for different information security attack incidents with related 
personnel participating in the drills, in order to ensure that we can kick off the emergency 
process when the incident happens and effectively lower the response time and losses on 
the Company. No information security incident took place in 2022.
Information Security Incident                  No. of Cases in 2022       Goal for 2023

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Information Security Reporting and Handling Process
End
Yes
Yes
Yes
Yes
No
No
Occurrence of an
information security
incident
Incident reported to
the responsible person
Incident reported to
the head of the IT unit
Severity
identification – a major
incident?
Major information
security incident
handling procedure
Incident reported to
the head of ITS (CIO)
Incident
appointed to
Incident Response and Handling Task Force
Determining
whether internal/external
resources and assistance
are needed
Internal/external
resources  e.g.: DBA
External resources 
(expert of digital
forensics, 
consultant, etc.)
Investigation
Assessment Task Force
Forensics Analysis
Task Force
Output of
solution/recovery
process
Implementation
of solution/recovery
process
Analysis and
follow-up of the
information
security incident
Completion of
the “Information
Security Incident
Report Form”
Determining
whether stakeholders
should be notified
Notification to stakeholders
by the Stakeholder
Communication Task Force
The head of the IT
unit determining whether
stakeholders should
be notified
Notification to stakeholders
by the Stakeholder
Communication Task Force
General information
security incident
handling procedure
Incident reported to
the responsible person
of relevant systems
Recovery process

Operating Performance
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Operating Performance
Management focuses in 2022 and management plans in 2023
Qisda formed an alliance with hidden champions around the 
resource platform of the Group.
Qisda has been engaged in the transformation in recent years and formed an alliance with 
hidden champions around the resource platform of the Group. This idea is recognized by 
many domestic listed and OTC companies and attracts them to join the alliance. Hence, 
Qisda had a consolidated revenue rising to a new record high in the recent five consecutive 
years in the face of the impact of COVID-19 pandemic, challenges in supply chain, rising 
global trade war jitters and other uncertain conditions. In 2022, we devoted ourselves to the 
expansion of the business territory based on the four operation guidelines.
Optimization of existing businesses: Our two major product lines, namely display and 
projector, continued to produce steady results and stay in the leading positions. The 
display segment outperformed the other companies in the overall industry and ranked 
second in the world. We kept moving towards professional display and medical display of 
high-end quality and high ASP. Our DLP projector also ranked top 2 in the world, continuing 
to play a leading role.
Rapid expansion of medical business: Qisda steadily expanded the deployment in the 
medical field in 2022. The revenue in this aspect exceeded NT$20 billion, the Nanjing BenQ 
Medical Center was rated as a general hospital of the highest level (i.e. Tier 3, Grade A), and 
the two medical centers in Suzhou and Nanjing operated well, with constant improvement 
made in the quality and management of medical care services for smart health 
operations. Regarding the medical equipment and channel expansion, we obtained the 
medical device permit license of Malaysia for the BenQ Qflux Dialyzer produced by BenQ 
Dialysis Technology Corp in 2022, which made our deployment in the five countries in 
Southeast Asia complete. At the same time, we continued to expand our market in China. 
We were devoted to the one-stop services in the manufacturing and sales channel of 
dialyzers, dialysis solution, and disinfectant, and invested in TCI GENE to explore the 
future business opportunities of precision medicine together.
Acceleration of solution development: To provide more complete IT (Information Technology) 
and OT (Operational Technology) deployment, we marched towards the goal of becoming 
a total software and hardware service system integration provider. The consolidated revenue 
from intelligent solutions in 2022 was maintained to be more than NT$30 billion. Qisda 
continued to provide services in the six intelligent vertical markets that meet the 
requirements of non-contact and cloud transformation under the pandemic. We 
aggressively explored the business opportunities of cloud market and cloud and local 
integration, assisted the manufacturing industry in the enhancement of automation, and 
even created a solution that incorporated all the online and offline channel platforms for 
smart catering industry, satisfying the customer requirements.
Deployment of network communication business: The revenue of our network 
communication business reached NT$30 billion in 2022. In consideration of the growing 
importance of network communication in the future technology life, we provided total 
broadband services integrated with wired and wireless networks through our subsidiaries 
Alpha Networks, Hitron Technologies, and IDT.
Expansion of our business territory based on the four operation guidelines: 
optimization of existing businesses, rapid expansion of medical business, acceleration 
of solution development, and deployment of network communication business
Consolidated revenue having set new records for 5 consecutive years
1.
2.
3.
4.
For 2023, despite the uncertainty factors of inflation, rate hikes, wars and geopolitics, etc., 
in the economic environment, there are long-term opportunities such as automation 
enhancement and digital transformation acceleration as well. Qisda will continue to focus 
on the four operation guidelines, looking forward to further improvements and creation of 
long-term values. Our plans include:
1. Optimization of existing businesses: We will keep on strengthening our global leading
positions for displays and projectors, with the product deployment aimed at the high-end
quality, high-resolution and high-value applications.

Operating Performance
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   Financial Performance
In 2022, Qisda’ s consolidated revenue was NT$239.8 billion, which was NT$13.9 billion 
more than that of the previous year. The consolidated operating profit totaled NT$5.9 
billion, and the consolidated post-tax profit was NT$11.1 billion; the net profit attributable to 
the owners of the parent was NT$8.3 billion, and the EPS after tax was NT$4.20.
Please refer to the following table for Qisda’ s operational performances in the past four 
years. The information has been disclosed in the section of financial highlights in the 
Company’ s annual report as well. As for the consolidated entities covered in the Company’ s 
2022 Economic Value Distribution of Qisda’ s Parent Company in Taiwan 
Qisda’ s Operational Performances in the Past Four Years
This is the consolidated income statement with IFRS adopted; this table includes all consolidated entities of our 
consolidated financial statements.
Item
Amount
Note
*
*
Operating revenue
Gross operating profit
Operating profit (loss)
Item
Year
2022
2021
2020
2019
169,754
23,050
6,228
191,702
26,827
6,613
225,961
32,557
7,361
239,837
34,561
5,852 
Unit: NT$ million
Unit: NT$
2.
3.
4.
Rapid expansion of medical business: The BenQ Medical Centers will keep pursuing the 
goal of becoming the top China-based private-owned hospitals. The channel deployment 
will be the priority of our medical equipment business, especially the deployment in Asia 
and emerging countries. We are also devoted to the development of in-house products 
and technologies such as ultrasound, hemodialyzer and intraoral scanner. Our expansion 
of the professional medical management field will be focused on product and service 
development in four major domains: smart health, medical services, medical equipment 
and consumables, and hemodialysis. Meanwhile, we will carry on the expansion of medical 
industry alliances via win-win merger or strategic partnership collaboration models.
Acceleration of solution development: We will continue to horizontally integrate the 
internal technologies and channels for our smart business to meet various vertical market 
demands. Further, we will more keenly integrate the resources of the invested companies 
such as DFI and Partner Tech to deliver a business synergy, connect with MetaAge in the IT 
field, and connect with Ace Pillar for its top international agent brands in the OT field, 
offering customers the best smart solutions, assisting customers with digital transformation, 
and meeting the requirements for cloud and information security protection.
Deployment of network communication business: With networking as the core, we will 
offer the products and services needed by the customers, expand private 5G enterprise 
networks actively, develop the business opportunities of LEO satellites and space industry, 
and provide seamless and rapid total broadband services.
Qisda maintains competitive advantages with innovation and technology development. 
Averagely speaking, the Company invests around 2%–3% of the revenue in the R&D of 
products and innovative ideas every year; a total of 1,199 patents around the world are 
currently obtained.
consolidated financial statements, they have been disclosed in our 2022 financial statements. 
According to laws and regulations, tax preferences such as tax exemption or investment 
tax credits are applicable to Qisda’ s capital increase or investment in machinery, 
equipment and R&D. In 2022, Qisda’ s companies and the plant in China received a tax 
credit of NT$260 million as per the laws and regulations.
A. Direct Economic Value Generated
a      Revenue of the parent in Taiwan
B. Economic Value Distribution
b      Operating cost
c      Employee compensation and welfare
d      
e      Tax
f       Investment in communities
Economic Value Retained=A-b
Total economic value retained
Net amount of interest expense of 
NT$550 million; dividends of NT$4.92 
billion allocated to the shareholders
Employment expenses
Income tax
101.9 billion
96.6 billion
4 billion
5.47 billion
130 million
N/A
5.3 billion
Payment of interests or allocation of 
dividends

Operating Performance
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   Tax Governance
The Company implements tax governance and executes regular trading principles pursuant 
to local tax laws of the countries where our operating bases are located. The Company does 
not take radical tax plans, and is not involved in any tax avoidance or tax break based on a 
tax structure without real business purposes. We improve the transparency of information by 
disclosing tax information to stakeholders in our financial reports and local tax returns. The tax 
department is responsible for the tax governance of the Company. The financial department 
of each major subsidiary is responsible for the tax governance of the subsidiary concerned. 
All the significant transactions and decisions of the Company are planned pursuant to local 
tax laws and agreements. Whether regular transactions meet local tax laws is verified 
regularly at each operating base. If the competent taxation authority has questions about 
Company forms a project team to communicate with local taxation authorities about tax 
related issues. In addition, the Company submits the country-by-country report of the previous 
year pursuant to laws and regulations at the end of the year and conducts secondary filing in 
the Netherlands for the taxation authorities of the countries other than Taiwan to use.
*
Disclosure of Tax Information in Recent Two Years
2022
2021
Net profit before tax
Income tax expense
Effective tax rate (%)
Income taxes paid
Cash tax rate (%)
Average tax rate in global
electronics industry
12,992,346
2,509,489
19.32%
2,067,882
15.92%
16,623,301
5,544,231
33.35%
2,442,084
14.69%
22.5
24.35
Note: The average tax rate in global electronics industry is derived from the data published 
          by S&P Global.
Item
Year
Description: 
Qisda and its subsidiaries applied for relevant investment tax credits as per the Statute for Industrial Innovation 
for the deduction or exemption of other taxes payable, and applied for applicable tax preferences based on 
the business types of the respective companies. Therefore, the effective tax rate in 2021 and the effective tax 
rate and cash tax rate in 2022 of the Group were lower than the average tax rate in global electronics industry.
   Participation in Policies
Qisda has voluntarily participated in cross-industry and cross-sectoral associations, groups 
or organizations. By building good collaborative relationships or becoming a member, we 
drive the communication between and development of industries, and continue to focus on 
corporate mergers and acquisitions, industrial development, technological innovation, 
corporate governance, environmental sustainability, and other important issues*. In 2022, 
Qisda participated in around 30 international and domestic associations, with the expense 
totaling NT$2.27 million. From 2019 to 2022, the accumulated expense was NT$7.77 million in 
total. During the participation in the external organizations, the Chairman of Qisda, Peter 
Chen, has served as the Chairman of the Taiwan Mergers & Acquisitions and Private Equity 
Council (MAPECT) since 2022. He not only maintains a complete environment for mergers, 
acquisitions and private equity investments in Taiwan, but also strives to enhance relevant 
laws and systems, provide the competent authority with suggestions on policies, and widely 
communicate and cooperate with relevant international organizations.
Moreover, in response to the significant international initiatives and the impact of climate 
change, Qisda has actively invested resources to cooperate with climate action organizations 
in Taiwan and abroad, such as joining the RE100, the Science Based Targets initiative (SBTi), 
the Taiwan Climate Partnership, and the CommonWealth Magazine Sustainability Council in 
2022. We commit ourselves to the comprehensive use of renewable energy by 2040, and 
intend to reach the goal of net zero by 2050, in the hope of keeping up with international 
trends and realizing the goal of sustainable operation.
Qisda has paid attention to material issues and participated in associations and organizations to influence public policies. 
However, we maintain political neutrality and do not contribute to political activities. In the past four years (2019–2022), the 
Company had not made any political contributions, and had no expenses related to national elections or referendums.

Operating Performance
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Corporate
governance
Taiwan Association of TWSE/TPEX Listed Companies
Taiwan Industry Holding Association
Institute of Internal Auditors, R.O.C
Taiwan Stock Affairs Association
Taiwan Independent Director Association
Taiwan Association of TWSE/TPEX Listed Companies
Taiwan Industry Holding Association
Institute of Internal Auditors, R.O.C
Taiwan Stock Affairs Association
Taiwan Independent Director Association
VESA
HDMI LA
MHL
HDBaseT Alliance
GMDN Agency
Taiwan Internet and E-Commerce Association 
TPSA
Smart Display Industrial Alliance (SDIA)
Technological
innovation
Taiwan Mergers & Acquisitions and Private Equity 
Council (MAPECT)
Taiwan Electrical and Electronic Manufacturers’ 
Association
Taipei Computer Association
Institute for Biotechnology and Medicine Industry
Taiwan Medical and Biotech Industry Association
Taiwan Automation Intelligence and Robotics 
Association
Information Management Association
Digital Solutions Multimedia Asia (DSMA)
Association of Service Industries, Taiwan
Corporate
M&A and
industrial
development
With an operational scope covering the ICT industry, medical business, 
smart solutions and other businesses, Qisda has actively transformed and 
grown through investments, mergers and acquisitions. The industrial 
development related associations that we joined in 2022 include:
Qisda has obtained leading positions in the global display and projector 
industries. Thus, we participated in relevant associations to promote 
technological innovation and international standards, including:
Attaching importance to shareholder rights and transparent governance, 
Qisda joined the following corporate governance related associations:
Qisda has actively taken climate actions in the hope of leading the 
partners in the supply chain and of the Group to implement green 
operation. The environmental sustainability related associations that we 
joined include:
Qisda has valued human capital, industrial design and other issues. 
Hence, we participated in relevant activities of or held a post as a 
director in the following groups and organizations:
Management Intelligence Sharing Association
Artificial Intelligence Foundation
Taiwan Design Research Institute
Taiwan Renaissance Platform
Others
Environmental
sustainability

Risk Management
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Risk Management
Since 2005, Qisda has framed risk management policies and established the Risk 
Management Committee (RMC) in accordance with the ISO 31000 Risk Management–Principles 
and Guidelines. With importance placed on the systematic operation of risk management, 
the vision and policies for risk management are established, the management goals and 
performance indicators are set for constant follow-up, and the risks that are likely to have 
negative influence on our operating goals are regularly identified, assessed, handled, 
reported and monitored every year. By these measures, we effectively control the risks that 
exceed the Company’ s risk tolerance. Meanwhile, management tools are utilized to ensure 
the optimization of total risk management cost.
The Company is committed to the continuous provision of products and 
services to create long-term values for the customers, shareholders, 
employees and society.
In terms of risk management, a systematic organization and risk 
management procedures are required to timely and effectively identify, 
assess, handle, report and monitor the significant risks that can impact 
our business survivability, and raise the employees’ awareness of risks.
Instead of having “zero” risks, the aim of risk management is the 
optimization of risk management cost by achieving the greatest profit 
under the acceptable risks.
Corporate Risk Management
Risk Management Policies and Governance Structure
In 2020, Qisda established the risk management policies and procedures upon the Board of 
Directors’ approval as the Company’ s highest guidelines for risk management. The Board of 
Directors, serving as the top decision-making unit for the Company’ s risk management, 
plays a role in ensuring the consistency between the directions of our operational strategies 
and the risk management policies, and overseeing and making sure of the effective operation of 
the overall risk management mechanism. We have three independent directors with 
respective specialties of financial and governance risk management, IT risk management 
and information security risk management. The Audit Committee assists the Board of 
Directors in risk governance; it reviews the policies, procedures and implementation of risk 
management to keep track of the effectiveness of risk management, checks the risk 
appetite, ensures that the risk management mechanism and resource allocation are helpful 
for the comprehensive response to the risks we face, and reports to the Board on the 
implementation of risk management on a regular basis.
Risk Management Structure and Procedures
In June 2005, Qisda established the cross-functional Risk Management Committee (RMC) 
to pursue the Company’ s goal of sustainable development and operation through the 
continuous risk management based on four categories: strategy, finance, operation and 
damage. With the President serving as the committee chair, the Sustainability Risk Control 
Management Structure of Risk Governance
RM Team
Vision for
Risk
Management
Board of Directors
Risk Management 
Promotion Unit
Risk Control Officer
Risk Management
 Committee
Audit Unit
Audit Officer
Operating Unit
Functional Committee
(Audit Committee)

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Officer serving as the vice chairman, and the top-level executives of different units acting 
as the committee members, it discusses and determines the risk management strategies, 
decides on the risk appetite (risk tolerance), and sets annual targets and risk performance 
indicators of Qisda, incorporating the risk management mechanism into the routine operations.
In addition, the Sustainability Risk Management Office is appointed to be the executive 
secretary of risk management to identify the potential risks based on the internal and 
external matters, prepare risk radar charts, arrange risk management meetings, conduct 
quarterly follow-ups to the risk targets, stay on top of the implementation of improvement 
plans, and play a role as a coordinator in the interdepartmental communication. The 
operation of the Risk Management Committee is supervised by the Audit Committee/Board 
of Directors; a report on the implementation of risk management is submitted to the 
Audit Committee/Board of Directors every year.
Process of potential risk identification:
Chairman of RMC
After taking the references
into account:
Determine the annual 
corporate top 3 risks
Based on the annual corporate top 3 risks, the risk 
radar chart and the risk checklist for self-check, 
identify the annual risk items in relation to strategy, 
finance, operation and damage that might cause 
the units’ failure to comply with the KPIs within their 
respective scopes of functions.
Organization of the Risk Management Committee
General Secretary
Risk Management Department
Head of 
Finance Dep.
Head of
HR Center
Head of
IT Dep.
Head of
Legal Dep.
Head of Quality
Management
Head of Supply
Chain Dep.
Head of
Manufacturing
Operation
Head of
PG
Risk Management Committee
Chairman / Vice Chairman
Head of
Finance Dep.
Head of
HR / IT /Custom / 
Legal Dep. 
1. Internal/external incidents of
    significance
2. After external professional
    reports
Executive Secretary of
RMC References:
Based on four risk 
categories – strategy, 
finance, operation 
and damage:
Produce a new annual 
risk radar chart
Members of RMC
Head of
MINT
Head of
PRJ
Head of
BMS
Head of
Stamping
Plant
Head of
Mold
Forming
Head of
QTY
Head of
QVH
Head of
Photoelectric
plant 
Head of
PCBA

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The Risk Management Committee meets quarterly; temporary meetings may be held if there 
are any important matters. The Chairman of RMC determines the annual significant risks at 
corporate level, while the committee members identify the risks within their respective units 
and develop corresponding strategies, set key risk indicators (KRIs) that can be quantified, 
conduct follow-ups on a quarterly basis for management, regularly review the risk exposure 
to look into the effectiveness of risk management for improvement, so that the organization 
goals can be achieved. Also, the committee reviews the significant issues, legal changes, 
abnormal incidents, etc., domestic and abroad in the meetings to propose effective 
countermeasures. In 2022, a total of 52 Risk Management Committee meetings were held, 
including 4 regular meetings and 48 temporary meetings (the overseas operational sites 
held their meetings separately).
Risk management structure
Strategy
Finance
Operation
Hazard
Plan
Check
Board of Director
RM Committee
Risk Monitoring
Drill / Exercise
Self Assessment
Risk Auditing
Internal Aaudit
Improvement Plan
Policy
Structure & Process
Reporting/Audit
Communication & Consultation; Training & Awareness
Risk Type
RM dep. job
RM Process
ITS
Legal
MO
Fin
Mfg
PG
HR
SCM
PG
Avoid
BCP
Tolerance
Transfer
Retain
Control
S
F
Do
Risk  Assessment/ Response
Risk Control
Risk Financing
Self-funding
Insurance
Borrowing
Action

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Risk Management Structure and Procedures
Qisda has set the following risk categories based on the levels and types of emergency 
reporting, and developed different management and reporting mechanisms with reference 
to the level of severity (sensitivity) of non-financial and financial impacts. The analysis of high, 
moderate and low sensitivity in relation to the risk types is provided below. To keep up with the 
ever-changing environment and international trends, the review is made once every two 
years to ensure that the regulations regarding emergencies are suitable to the current status. 
In addition to the regular education and promotion of risk culture for all employees each year, 
we have the secretaries of different units apply the emergency reporting rules at all times 
based on the RMC organizational structure. In 2022, in the face of the Russo-Ukrainian War, 
COVID-19 lockdowns, natural disasters in different countries and other emergencies, all 
relevant units were required to investigate whether the operations would be impacted, and 
report timely according to the emergency reporting standards (financial amount). Moreover, 
with regard to the major statutory infectious diseases, the Group has, in line with the 
governmental zero-COVID policy, introduced strict pandemic control measures, and held 
weekly meetings to report on the impacts on operations based on the financial aspect 
(whether the suppliers are not able to provide materials and thus impact the manufacturing, 
or whether the products can’ t be delivered to customers due to the lockdowns) and 
non-financial aspect (percentage of infected personnel and pandemic prevention measures 
of the Group) for unceasing monitoring.
In terms of the other on-site emergencies, such as abnormalities of production equipment or 
occupational injuries, or the port strikes in the West Coast of the US and Germany, all the 
relevant units have immediately checked the situations, reported on the hazards to employees’ 
health and asset loss caused by human errors through the emergency reporting procedures, 
and taken consequent loss reduction measures to minimize the damage and loss of the 
Company’ s employees and finance.
Non-
financial
Aspect
Financial
Aspect
Risk of operational 
disruption due to 
COVID-19
Risk of the Company’ s 
utilization of funds
Percentage of 
infected 
employees
Risk of increase in 
the financial debt ratio 
(syndicated loans)
90% of Qisda’ s production 
capacity relies on the plants in 
China. In the light of the local 
government’ s Zero-COVID 
policy, the RMC met on a 
weekly basis to keep track of 
the status of infection so that 
our production capacity would 
not be impacted. 
A financial debt ratio (syndicated 
loans) > 100% implied a breach of 
syndicated loan agreement that 
could lead to cross default and 
cause the long-term and 
short-term banking facilities to be 
frozen and repaid.
If the percentage of 
infected employees every 
week exceeded 30%, the 
production and shipment 
might fail to go normally.
An increase by 7Y in 
financial liabilities could 
result in an increase by 1% 
in the financial debt ratio 
(syndicated loans)  
Procurement of sufficient pandemic prevention supplies; active 
rapid self-tests to slow the spread of COVID-19; implementation 
of various pandemic prevention measures; weekly pandemic 
prevention meetings and quarterly RMC reviews.
1. No visits to other sites or floors for conversation allowed
(using telephone/video conferences instead)
2. Shift adjustments/shift work pattern/WFH *7 days fully
implemented (by site)
3. Staggered people flow for internal control
4. Provision of meal boxes in place of the food in the cafeteria
5. Reception service closed
6. WFH arrangement for non-production units
1. Disposal of non-core long-term investments or idle assets
      1 Long-term investments reviewed to speed up the disposal 
      of non-core shareholdings
      Fixed assets reviewed to speed up the disposal of idle assets
2 .Annual KRIs for the RMC developed, with the RMC review 
    conducted quarterly
Risk Category
Focus
Sensitivity Analysis
Stress Testing
Countermeasures

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Risk Identification Results
In 2022, Qisda’ s Risk Management Committee identified 33 key risks with the risk radar 
chart and the risk checklist, and set key risk indicators that could be quantified. The 
categories include:
1. Financial category: The risk of increase in the financial debt ratio (syndicated loans) must
be < 90%;
2. Managerial category: When the PG operation is suspended due to the COVID-19 infections,
the infection rate in the Company during the time (in a single week) shall not be >30%; etc.
Besides the major global risk of COVID-19 pandemic, the risks of geopolitics, rising inflation, 
USD appreciation and climate anomaly-related disasters have led to the declining 
demand, increasing inventory, pressure of supply chain transfer, and higher operational 
complexity, having enormous impact on the corporate operation. The relevant units have 
provided the targets of control and response instructions to reduce the operational 
impacts with no efforts spared.
Owing to the impact of sluggish global demand for electronic products, the KRI preparation rate 
in 2022 was 86.5%. For the items that didn’ t match the KRIs, the RMC will keep on controlling them 
in 2023, and enhance the response programs to reduce the impact on the Company’ s operation.
Risk Management and Internal Control/Audit
Qisda has an independent internal audit unit, namely the Audit Office, subordinate to the 
Board of Directors. The unit acts in compliance with the internal control system, and has, 
based on the said system, developed the Rules for Implementation of the Internal Audit 
according to which it implements the current control system and procedures, and measures 
the effectiveness thereof and the compliance therewith. It presents the reports to the Audit 
Committee and the Board of Directors not only in the routine meetings, but also in each 
month or whenever necessary.
For the procedures of the daily operating activities, the Company has devised appropriate 
an internal control mechanism for the operations that might have potential risks related 
to corruption, legal compliance and business. The Risk Management Committee identifies 
Finance
Operation
Damage
Financial
Risks
Strategic
Risks
Operational
Risks
Damaging
Risks
Natural disasters – 
operational 
disruption
Energy saving and 
carbon reduction
U.S.–China 
conflicts/cross-
strait issues
United States 
midterm 
election
Slowdown of 
China’s economy
Actions against 
climate change
$1.2 trillion bill + 
$1.75 trillion bill 
in the U.S.
Fluctuation in 
exchange rates
Global Anti-
Base Erosion
Pressure from
inflation/rate 
hikes
Bad debt/
liability risks
Cyber attack/fraud
Rise in 
material 
prices
Reversal of 
supply–
demand 
relationship
Pandemic
Coexistence 
with the virus
Abnormal 
CN/TW 
power supply
United States 
midterm election
Climate change/
extreme weather
 (flood, drought, 
snow disaster)
CN asset 
devaluation
High
High
Moderate
Moderate
High
Moderate
High
Low
High
High
High
Non-financial
Financial
Financial
Financial
Financial
Financial
Financial
Financial
Non-financial
Non-financial
Non-financial
Qisda’ s 2022 Risk Radar Chart for Risk Identification
Hazards to employees’ health
Impact of human error accidents on the operations
Impact of natural accidents on the operations
Impact of system/information security matters on the 
operations
Asset loss caused by human errors
Asset loss caused by natural disasters
Non-compliance or frauds
Lawsuits
Environmental hazards
Major statutory infectious diseases
Corporate image
Risk Category
Sensitivity
Analysis
Financial/
Non-financial
Tax risk
Financial and
accounting
compliance
Profitability
Supply chain/i
nventory management
Information 
security/drills
Increasing QVH 
production capacity
M&A/post-
investment 
management
Geopolitics/cross-
strait issues
Drop in panel price
Strategy
Supply chain 
disruption

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the risks of corruption, the HR unit arranges related training, and the audit unit makes sure 
of the adoption and establishment of relevant mechanisms, in order to reduce and prevent 
corruption or any potential risks to legal compliance and business operation. The audit 
unit periodically evaluates the management effectiveness of the internal control mechanism, 
collects the suggestions on the potential risks (including fraud and corruption) from 
high-level executives of different departments, formulates appropriate audit plans and 
performs relevant audits accordingly. The unit also reports the audit results to the Audit 
Committee and the Board of Directors every year so that the management can keep 
track of the current status of corporate governance and reach the goal of management. 
Also, we carry out 100% internal control risk assessments and audits for the three operational 
sites in Taiwan, Suzhou (China), and Vietnam on a regular basis. The focuses of the 
assessments and audits include three major issues: financial reporting, procurement 
operations and sales operations. There were no major corruption risks and incidents found. In 
2022, inspections were constantly enhanced pursuant to relevant laws and regulations to 
implement legal compliance.
Internal Audit Process
Complete
Incomplete
Operations in which
corruption or risks
to legal compliance
and business occur
Confirmation of the
completeness of the
bylaws and systems
Update of the internal
control system
Amendment to the
bylaws and systems
Regular audit and
implementation
Regular report to the
Board of Directors
accident, loss control and reduction during the accident, and recovery and transfer after the 
accident – are applied as the fundamental core of the corporate risk management structure 
and business continuity management system. The Risk Management Committee defines the 
significant risks, simulates the risk scenarios, and assesses the impacts on the organization’ s 
operations. Business continuity plans (BCP) are developed based on the risk scenarios, 
and the updates of risk scenarios and drills are continually carried out to ensure that the 
organization can keep working despite any operational impact. By this way, it is ensured that 
the impact can be mitigated and the operations can be back to normal as soon as possible 
when the risks occur.
Moreover, the operational scope of the Company’ s business continuity management system 
(BCMS) covers the entire Qisda Group, including more than 170 companies thereunder. We 
have accordingly set up the joint defense mechanism centering on Qisda, integrating the 
loss prevention resources of the Group and enhancing the Group’ s emergency response 
capabilities through the discussions on projects at regular meetings, information integration 
and sharing of practical experience, in order to reach the target of risk control. In 2022, the 
Qisda Group convened 10 regular meetings in total, introducing the emergency responses, 
business continuity plans, CSR/ESG, and education on risk management culture for all 
employees into the companies under the Group through the platform. Via educational 
   Business Continuity Management System (BCMS)
For Qisda’ s risk management, the three pillars – identification and prevention before the

Risk Management
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Structure of Qisda corporate risk management and BCMS
0-2 hr
0-48 hr
0-1 month
                 1 week -3 month
Business Continuity Management System, BCMs
Enterprise-Wide Risk Management (ERM)
Prevention
Incident Management 
Plan (IMP)
Business Continuity 
Plan (BCP)
Incident
of Event
Emergency Response Plan
            Crisis Management Roadmap
Business Continuity Roadmap
             
Business Recovery 
training and practical drills, the Group and the companies have developed rapid crisis 
response and handling capabilities. The mechanism of sharing resources, information 
and experience has enabled the Group and the companies to have great prevention and 
management before the risk events happen as well, reducing the occurrence rate of 
accidents from the very beginning.
Implementation Results of Business Continuity Management Plan
Since 2004, Qisda has successively updated and developed business continuity plans (BCPs) 
for different scenarios based on the international trends, legal requirements, internal changes 
in and adjustments to the Company’ s product lines, and topics that the customers are 
concerned over, with a view to coping with urgent and material risk events. To boost the 
employees’ familiarity with how to carry out the plans, BCP drills are performed on a periodic 
basis. The scenario planning and repeated practice of countermeasures under a variety of 
simulated scenarios help enhance the employees’ awareness of risks and response 
capabilities. This way, the Company can rapidly implement the plans when any risk event 
occurs, achieving the target of bringing the operations back to normal immediately. All the 
BCPs are described in the “Crisis Management Manual” as the major guidelines of the 
Company when incidents of significant impact occur.
Since the CECC lowered the epidemic alert level from Level 3 to Level 2 in July 2021, Taiwan 
has progressively entered the phase of coexisting with the virus. However, in the light of 
the lockdown in Shanghai from the beginning of 2022 and the pandemic peak in Taiwan from 
April, the Company has constantly convened the RMC pandemic prevention meetings to 
follow the policies of the CECC and adjust the Company’ s response instructions in a 
timely and active manner. With an eye to preventing the spread of pandemic that could 
impact our operations, our employees, except for those of the production lines and R&D, 
have adopted the WFH pattern since April 2022, with their rapid self-test results reported 
every week. We have encouraged the replacement of physical meetings with online ones, 
reduced the direct contact among employees with partitions in meeting rooms and cafeteria, 
required the incoming suppliers and visitors to take rapid tests, etc., to keep the weekly 
percentage of infected and isolated employees below 5%. In May 2022, we managed to 
have a hotel become our own quarantine hotel through the integration of the Group 
resources and the collaboration with relevant government units, meeting the needs of our 
employees (including migrant workers) for isolation of confirmed cases to lower the risk of 
pandemic so that our operations would not be impacted too hard. During the period, the 
medical business of the Group not only leveraged the strength of the alliance to provide 
the Group’ s companies with sufficient pandemic prevention supplies, but also expanded 
the market share actively, showing significant operational growth superior to other product 
types and the highest profitability and revenue growth rate.
   Risk Culture
To secure Qisda’ s corporate culture of risk management, the Company has incorporated 
various risk management indicators into the daily management performance. For example, 
in order to enhance the senior management and the general managers’ awareness of risk 
management, we require the critical risk management factors to be included in their KPIs for 
measurement, and the relevant performance bonus will be distributed with reference to the 
achievement status of KPIs. As for the general employees, the risk items are also covered in 
the behavioral indicator evaluation of performance target management, and all the employees 
are subject to performance evaluation once every six months.
Further, we provide risk-related education and training regularly. In 2022, online and on-site 
education and training on the culture of risk management were delivered to all the employees. 
The vision and procedures of the Company’ s risk management were disseminated, and the 
content focused on the three main phases – ” prevention and detection before the matter,” 
“impact reduction during the matter,” and “claim and recovery after the matter” – to improve 
the employees’ understanding of risk management. There were 6,924 employees in the 
Company, and their online training hours totaled 6,924 hours; the coverage rate was 100%. For 
other high-risk items, we also arranged relevant training sessions or drills to heighten the 
employees’ awareness of risks; the training topics included, among others, the BCP drills for

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   Long-term Emerging Risks
Qisda’ s Risk Management Committee has identified the long-term material risks in Q4 2022, 
among which the emerging risks with regard to EU’ s cancellation of exemption for 
energy-consuming 8K TVs and the falling demand in response to the market trends 
Strategic
risk
The product might fail to satisfy 
the international regulations of 
low power consumption mark and 
the customers’ requirements, 
which will definitely impact the 
sales orders and the stakeholders’ 
impression of us.
Legal 
requirements 
on the power 
consumption 
of products
Operational
risk
Operational 
risk to the
 Vietnam Plant
fire and earthquake, information security risks, employee integrity risks (e.g. insider trading, 
corruption risks), GDPR risks, occupational health and safety (earthquake and fire safety), and 
safety at work.
Whenever the employees find any identifiable, existing or potential risks during the life in the 
Company, they may make immediate or early reports through the President mailbox, 
2885 platform, secretary of their unit, employee representatives, HR contact person, gate 
guard, risk management unit, etc., to avoid and prevent any accidents and disasters. If 
they have any problems with their work, they can also check the contact information 
of all responsible units announced by the Company, report and handle the problems right 
away via multiple channels such as phone calls/MVPN, email and communication software 
(Skype/Teams/Line/WeChat/Messenger), and follow up the matter until the case is closed. 
With such procedures, the problems can be solved and the risks can be minimized. 
Meanwhile, labor–management meetings in which the Company engages in face-to-face 
conversation with the employee representatives are held periodically to know and response 
to the needs of the employees.
Qisda’ s products are subject to the risk management assessment during the process of 
design, which will be recorded in the documents of design. The engineers also have to 
measure the risk impact in relation to each requirement for engineering change, if any. In the 
future, we will continue to enhance the employees’ awareness and culture of risks through a 
diversity of innovative methods.
According to the updated requirements of the EU in March 2023, high-end TVs no 
longer enjoy an exemption, and the overall maximum level for power consumption has 
become lower. All the 8K TVs will be leaving the Europe market; TVs above the level of 
4K, if not aligned with the standards, are not allowed to be sold in the EU market either.
After the new energy efficiency regulations are put into effect in the next year, Sam-
sung, LG and Sony will probably have a falling market share for their high-end TVs, or 
even face the prohibition of all their sales for the worst condition, which will impact the 
important export channel significantly and further endanger the operation of panel 
manufacturers such as AUO and Innolux.
With the global emphasis on ESG, it is expected that the monitoring and control by 
customers and regulations of different countries over high power-consuming products 
will become increasingly strict.
In recent years, major enterprises have gradually transferred their premises due to the 
political and economic conditions around the world, and Vietnam, the Southeast Asia 
and India have thus become the battlegrounds. As the quantity of plants and the 
speed of scale expansion of other companies in the electronics industry have notably 
increased in Vietnam, there will be challenges in terms of the sophistication of 
management system and the level of local manufacturing. If Qisda’ s third production 
site, Vietnam Plant, intends to increase the models and numbers of production 
machines in response to the pressure from the customers and the market demands, 
whether our Vietnam Plant have qualified talents and how to respond to the Vietnam 
government’ s adjustments to regulations regarding the new industries will be the 
problems to take into account.
Pay active attention to relevant energy regulations in 
different countries, carry out transformation and 
improvement of products and technologies, and 
increase products with energy saving marks year by 
year. Include the regular reviews of the legal compliance 
with other countries’ regulations in the RMC_KRIs.
Make the safety unit provide education, training and 
information exchange conferences on a periodic basis.
Have the relevant units constantly follow the status of 
related risks and response in a timely manner.
Labor shortage: Provide the employees with education 
and training to develop talents that can alternately 
support the personnel of different plants.
Regulations: Keep track of relevant governmental 
regulations on a regular basis, make active adjustments 
whenever necessary, and coordinate the production 
capacity based on the strengths of our plants in China, 
Taiwan and Vietnam without affecting the operation 
and shipment of the Company.
Labor shortage: 
A lack of talents in the electronics 
manufacturing industry will impact 
the steadiness of production 
quality and the expansion of the 
Company’ s operation.
Regulations: 
New regulations might 
Risk Category          Risk Item
Description of Risk           
Impact on the Operations
Countermeasures

171
Sustainability
Creativity
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Preface
Sustainability
GRI Standards Index
SASB Metrics
TCFD
Quantitative Indicator for 
Sustainable Development 
Qisda’s Alignment with Financial 
Supervisory Commission’s Path of 
Sustainable Development
Qisda’s ESG Activity Video
Human Rights Risk Identification
ISO 26000 Index
SDGs Index
Assurance Statement

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GRI Standards Index
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
GRI Standards Index
General Disclosures 2021
The organization 
and its reporting 
practices
Introduction to Qisda
Introduction to Qisda
About the Report
Introduction to Qisda
Introduction to Qisda
There are no differences.
N/A
report its legal name
report its nature of ownership and legal form
report the location of its headquarters
report its countries of operation
list all its entities included in its sustainability reporting
if the organization has audited consolidated financial statements 
or financial information filed on public record, specify the 
differences between the list of entities included in its 
financial reporting and the list included in its sustainability 
reporting.
if the organization consists of multiple entities, explain the 
approach used for consolidating the information, including: i. 
whether the approach involves adjustments to information 
for minority interests; ii.how the approach takes into account 
mergers, acquisitions, and disposal of entities or parts of 
entities; iii. whether and how the approach differs across the 
disclosures in this Standard and across material topics.
specify the reporting period for, and the frequency of, its 
sustainability reporting
specify the reporting period for its financial reporting and, if it 
does not align with the period for its sustainability reporting, 
explain the reason for this
report the publication date of the report or reported information
specify the contact point for questions about the report or 
reported information
report restatements of information made from previous reporting 
periods and explain: i. the reasons for the restatements; ii. the 
effect of the restatements.
Statement of use: Qisda published the 2022 Sustainability Report in accordance with the GRI Standards, disclosing the information between January 1, 2022 to December 31, 2022.
GRI 1 version:  Foundation 2021
GRI Sector Standards: None
2-1-a
2-1-b
2-1-c
2-1-d
2-2-a
2-2-b
2-2-c
2-3-a
2-3-b
2-3-c
2-3-d
2-4-a
2-1 
Organizational
details
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
2-2 
Entities included
in the
organization’s
sustainability
reporting
2-3 
Reporting period,
frequency and
contact point
2-4
Restatements of
information
About the Report
The period of the
sustainability aligns with the
financial reporting.
About the Report
About the Report
There are no restatements
of information.
08
08
04
08
08
04
04
04

173
QISDA Corporate Sustainability Report 2022
GRI Standards Index
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
General Disclosures 2021
The organization 
and its reporting 
practices
Activities
and workers
describe its policy and practice for seeking external assurance, 
including whether and how the highest governance body and 
senior executives are involved;
if the organization’s sustainability reporting has been externally 
assured: i.provide a link or reference to the external assurance 
report(s) or assurance statement(s); ii.describe what has been 
assured and on what basis, including the assurance standards 
used, the level of assurance obtained, and any limitations of the 
assurance process; iii. describe the relationship between the 
organization and the assurance provider
report the sector(s) in which it is active;
describe its value chain, including: i. the organization’s activities, 
products, services, and markets served; ii. the organization’s 
supply chain; iii. the entities downstream from the organization 
and their activities;
report other relevant business relationships;
describe significant changes in 2-6-a, 2-6-b, and 2-6-c 
compared to the previous reporting period
report the total number of employees, and a breakdown of this 
total by gender and by region
report the total number of: i. permanent employees, and a 
breakdown by gender and by region; ii. temporary employees, 
and a breakdown by gender and by region; iii. non-guaranteed 
hours employees, and a breakdown by gender and by region; iv. 
full-time employees, and a breakdown by gender and by region; 
v. part-time employees, and a breakdown by gender and by region.
describe the methodologies and assumptions used to compile 
the data, including whether the numbers are reported: 
i. in head count, full-time equivalent (FTE), or using another
methodology;ii. at the end of the reporting period, as an 
average across the reporting period, or using another methodology.
2-5
External
assurance
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
2-6 
Activities, value
chain and other
business
relationships
2-7
Employees
2-5-a
2-5-b
2-6-a
2-6-b
2-6-c
2-6-d
2-7-a
2-7-b
2-7-c
Diversity and Inclusion
Diversity and Inclusion
Diversity and Inclusion
Introduction to Qisda
Introduction to Qisda
Introduction to Qisda
Introduction to Qisda
About the Report
About the Report
04
04
08
08
08
08
96
96
96

GRI Standards Index
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QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
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Sustainability
Preface
Activities
and workers
2-7
Employees
General Disclosures 2021
Governance
report contextual information necessary to understand the 
data reported under 2-7-a and 2-7-b.
describe significant fluctuations in the number of employees 
during the reporting period and between reporting periods
report the total number of workers who are not employees and 
whose work is controlled by the organization and describe: 
i.the most common types of worker and their contractual
relationship with the organization; ii. the type of work they 
perform
describe the methodologies and assumptions used to 
compile the data, including whether the number of workers 
who are not employees is reported: i. in head count, 
full-time equivalent (FTE), or using another methodology;
ii. at the end of the reporting period, as an average across
the reporting period, or using another methodology
describe significant fluctuations in the number of workers 
who are not employees during the reporting period and 
between reporting periods
describe its governance structure, including committees of 
the highest governance body
list the committees of the highest governance body that 
are responsible for decisionmaking on and overseeing the 
management of the organization’s impacts on the economy, 
environment, and people
describe the composition of the highest governance body 
and its committees by: i. executive and non-executive 
members; ii. independence; iii. tenure of members on the 
governance body;iv. number of other significant positions 
and commitments held by each member, and the nature 
of the commitments;  v. gender; vi. under-represented 
social groups; vii. competencies relevant to the impacts of 
the organization; viii. stakeholder representation
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
2-8
Workers who are
not employees
2-9
Governance
structure and
composition
Diversity and Inclusion
Diversity and Inclusion
Diversity and Inclusion
Diversity and Inclusion
2-7-d
2-7-e
2-8-a
2-8-b
2-8-c
2-9-a
2-9-b
2-9-c
Diversity and Inclusion
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
96
96
96
96
96
149
149
149

GRI Standards Index
175
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
2-10
Nomination and
selection of the
highest
governance body
General Disclosures 2021
Governance
describe the nomination and selection processes for the highest 
governance body and its committees;
describe the criteria used for nominating and selecting highest 
governance body members, including whether and how the 
following are taken into consideration: i. views of stakeholders 
(including shareholders); ii. diversity; iii. independence; iv. 
competencies relevant to the impacts of the organization
report whether the chair of the highest governance body is also a 
senior executive in the organization
if the chair is also a senior executive, explain their function within 
the organization’s management, the reasons for this arrangement, 
and how conflicts of interest are prevented and mitigated.
describe the role of the highest governance body and of 
senior executives in developing, approving, and updating the 
organization’s purpose, value or mission statements, strategies, 
policies, and goals related to sustainable development.
describe the role of the highest governance body in overseeing 
the organization’s due diligence and other processes to identify 
and manage the organization’s impacts on the economy, 
environment, and people, including: i. whether and how the 
highest governance body engages with stakeholders to support 
these processes; ii. how the highest governance body considers 
the outcomes of these processes.
describe the role of the highest governance body in reviewing 
the effectiveness of the organization’s processes as described 
in 2-12-b, and report the frequency of this review
describe how the highest governance body delegates 
responsibility for managing the organization’s impacts on the 
economy, environment, and people, including: i.whether it 
has appointed any senior executives with responsibility for 
the management of impacts; ii. whether it has delegated respon-
sibility for the management of impacts to other employees;
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
22-11
Chair of the
highest
governance body
2-12
Role of the highest
governance body
in overseeing
the management
of impacts
2-10-a
2-10-b
2-11-a
2-11-b
2-12-a
2-12-b
2-12-c
2-13-a
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
2-13
Delegation of
responsibility for
managing impacts
The Board members do not
belong to under-represented
social groups.
149
149
149
149
149
149
149

GRI Standards Index
176
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
2-13
Delegation of
responsibility for
managing impacts
General Disclosures 2021
Governance
describe the process and frequency for senior executives or other 
employees to report back to the highest governance body on the 
management of the organization’s impacts on the economy, 
environment, and people。
report whether the highest governance body is responsible for 
reviewing and approving the reported information, including the 
organization’s material topics, and if so, describe the process for 
reviewing and approving the information
if the highest governance body is not responsible for reviewing 
and approving the reported information, including the 
organization’s material topics, explain the reason for this.
describe the processes for the highest governance body to 
ensure that conflicts of interest are prevented and mitigated.
report whether conflicts of interest are disclosed to stakeholders, 
including, at a minimum, conflicts of interest relating to: i. 
cross-board membership; ii. cross-shareholding with suppliers 
and other stakeholders; iii. existence of controlling shareholders; 
iv. related parties, their relationships, transactions, and outstanding
balances
describe whether and how critical concerns are communicated 
to the highest governance body;
report the total number and the nature of critical concerns that 
were communicated to the highest governance body during the 
reporting period.
report measures taken to advance the collective knowledge, skills, 
and experience of the highest governance body on sustainable 
development.
describe the processes for evaluating the performance of the 
highest governance body in overseeing the management of the 
organization’s impacts on the economy, environment, and people;
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
2-15
Conflicts of
interest
2-16
Communication
of critical concerns
2-13-b
2-14-a
2-14-b
2-15-a
2-15-b
2-16-a
2-16-b
2-17-a
2-18-a
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
Organization and Operation
of Corporate Governance
2-18
Evaluation of the
performance of
the highest
governance body
2-14
Role of the highest
governance body
in sustainability
reporting
2-17
Collective
knowledgeof the
highest
governance body
N/A
Report and Suggestion
Communication Mechanism
149
149
149
149
149
149
04
149

GRI Standards Index
177
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
N/A
General Disclosures 2021
Governance
report whether the evaluations are independent or not, and the 
frequency of the evaluations;
describe actions taken in response to the evaluations, including 
changes to the composition of the highest governance body and 
organizational practices
describe the remuneration policies for members of the highest 
governance body and senior executives, including: i. fixed pay 
and variable pay; ii. sign-on bonuses or recruitment incentive 
payments; iii. termination payments; iv. clawbacks; v. retirement 
benefits
describe how the remuneration policies for members of the 
highest governance body and senior executives relate to their 
objectives and performance in relation to the management of the 
organization’s impacts on the economy, environment, and people
describe the process for designing its remuneration policies 
and for determining remuneration, including: i.whether independent 
highest governance body members or an independent 
remuneration committee oversees the process for determining 
remuneration;ii. how the views of stakeholders (including 
shareholders) regarding remuneration are sought and taken 
into consideration; iii. whether remuneration consultants are 
involved in determining remuneration and, if so, whether they are 
independent of the organization, its highest governance body and 
senior executives;
report the results of votes of stakeholders (including shareholders) 
on remuneration policies and proposals, if applicable
report the ratio of the annual total compensation for the 
organization’s highest-paid individual to the median annual total 
compensation for all employees(excluding the highest-paid 
individual)
report the ratio of the percentage increase in annual total 
compensation for the organization’s highest-paid individual to the 
median percentage increase in annual total compensation for all 
employees (excluding the highest-paid individual)
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
2-20
Process to
determine
remuneration
2-19
Remuneration
policies
Currently not included
Currently not included
Organization and Operation
of Corporate Governance
2-18
Evaluation of the
performance of
the highest
governance body
2-21
Annual total
compensation
ratio
QTY:20.8
QCS: 9.9
QTY:7.9
QCS: 0.93
2-18-b
2-18-c
2-19-a
2-19-b
2-20-a
2-20-b
2-21-a
2-21-b
Compensation System for
the Directors and Managers
Compensation System for
the Directors and Managers
Please refer to the remarks
Please refer to the remarks
152
152
149

178
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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
General Disclosures 2021
Governance
Strategy, policies
and practices
report contextual information necessary to understand the 
data and how the data has been compiled.
report a statement from the highest governance body or 
most senior executive of the organization about the 
relevance of sustainable development to the organization 
and its strategy for contributing to sustainable development.
describe its policy commitments for responsible business 
conduct, including: i. the authoritative intergovernmental 
instruments that the commitments reference; ii. whether 
the commitments stipulate conducting due diligence; 
iii. whether the commitments stipulate applying the
precautionary principle; iv. whether the commitments 
stipulate respecting human rights.
describe its specific policy commitment to respect human 
rights, including: i. the internationally recognized human 
rights that the commitment covers; ii.the categories of 
stakeholders, including at-risk or vulnerable groups, that the 
organization gives particular attention to in the commitment;
provide links to the policy commitments if publicly 
available, or, if the policy commitments are not publicly 
available, explain the reason for this
report the level at which each of the policy commitments 
was approved within the organization, including whether 
this is the most senior level.
report the extent to which the policy commitments apply to 
the organization’s activities and to its business relationships
describe how the policy commitments are communicated 
to workers, business partners, and other relevant parties
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
2-23
Policy
commitments
2-22
Statement on
sustainable
development
strategy
2-21
Annual total
compensation
ratio
2-21-c
2-22-a
2-23-a
2-23-b
2-23-c
2-23-d
2-23-e
2-23-f
GRI 2-21 The annual total 
compensation ratio can 
be calculated using the
following formula
The Company has not 
endorsed any collective 
bargaining agreement 
with the employees.
Please refer to the
remarks
Our Sustainability
Vision
Protection of
Human Rights
Protection of
Human Rights
Protection of
Human Rights
Protection of
Human Rights
Protection of
Human Rights
Protection of
Human Rights
112
112
112
21
112
112
112
GRI Standards Index

179
QISDA Corporate Sustainability Report 2022
GRI Standards Index
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
General Disclosures 2021
Strategy, policies
and practices
describe how it embeds each of its policy commitments for responsible 
business conduct throughout its activities and business relationships, 
including: i. how it allocates responsibility to implement the 
commitments across different levels within the organization; ii.how it 
integrates the commitments into organizational strategies, operational 
policies, and operational procedures;  iii. how it implements its 
commitments with and through its business relationships; iv. training 
that the organization provides on implementing the commitments
describe its commitments to provide for or cooperate in the remediation 
of negative impacts that the organization identifies it has caused or 
contributed to.
describe its approach to identify and address grievances, including the 
grievance mechanisms that the organization has established or 
participates in;
describe other processes by which the organization provides for or 
cooperates in the remediation of negative impacts that it identifies it 
has caused or contributed to
describe how the stakeholders who are the intended users of the 
grievance mechanisms are involved in the design, review, operation, 
and improvement of these mechanisms
describe how the organization tracks the effectiveness of the grievance 
mechanisms and other remediation processes, and report examples of 
their effectiveness, including stakeholder feedback
describe the mechanisms for individuals to: i. seek advice on 
implementing the organization’s policies and practices for responsible 
business conduct; ii. raise concerns about the organization’s business 
conduct.
report the total number of significant instances of non-compliance with 
laws and regulations during the reporting period, and a breakdown of 
this total by: i. instances for which fines were incurred; ii. instances for 
which non-monetary sanctions were incurred.
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
2-26
Mechanisms for
seeking advice and
raising concerns
2-25
Processes to
remediate
negative impacts
2-27
Compliance
with laws and
regulations
2-24
Embedding policy
commitments
2-24-a
2-25-a
2-25-b
2-25-c
2-25-d
2-25-e
2-26-a
2-27-a
Qisda and the
Stakeholders
Qisda and the
Stakeholders
Qisda Human
Rights Policy
Human Rights
Management Measures
Human Rights
Management Measures
Human Rights
Management Measures
Code of Conduct
Legal Compliance
25
25
112
115
115
115
153
155

180
QISDA Corporate Sustainability Report 2022
GRI Standards Index
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
General Disclosures 2021
Strategy, policies
and practices
report the total number and the monetary value of 
fines for instances of noncompliance with laws and 
regulations that were paid during the reporting period, 
and a breakdown of this total by: i. fines for instances 
of non-compliance with laws and regulations that 
occurred in the current reporting period;ii. fines for 
instances of non-compliance with laws and regulations 
that occurred in previous reporting periods.
describe the significant instances of non-compliance.
describe how it has determined significant instances 
of non-compliance.
report industry associations, other membership 
associations, and national or international advocacy 
organizations in which it participates in a significant role
describe its approach to engaging with stakeholders, 
including: i. the categories of stakeholders it engages 
with, and how they are identified; ii. the purpose of 
the stakeholder engagement; iii. how the organization 
seeks to ensure meaningful engagement with 
stakeholders
report the percentage of total employees covered by 
collective bargaining agreements.
for employees not covered by collective bargaining 
agreements, report whether the organization 
determines their working conditions and terms of 
employment based on collective bargaining 
agreements that cover its other employees or based 
on collective bargaining agreements from other 
organizations.
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
2-29
Approach to
stakeholder
engagement
2-30
Collective
bargaining
agreements
2-28
Membership
associations
2-27
Compliance
with laws and
regulations
2-27-b
2-27-c
2-27-d
2-28-a
2-29-a
2-30-a
2-30-b
Legal Compliance
Legal Compliance
Legal Compliance
No employee participates 
in any labor union in Taiwan, 
so only statistics in Suzhou 
and Vietnam have been 
made.
There is no labor 
union formed in 
Stakeholder
engagement
Participation in Policies
Qisda and the
Stakeholders
Internal Communication
Channels
Internal Communication
Channels
161
155
155
155
25
116
116

181
QISDA Corporate Sustainability Report 2022
GRI Standards Index
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Material Topics
Economic
Performance
2016
Risks and opportunities posed by climate change that have the 
potential to generate substantive changes in operations, revenue, 
or expenditure, including: i. a description of the risk or opportunity 
and its classification as either physical, regulatory, or other; ii. a 
description of the impact associated with the risk or opportunity; 
iii. the financial implications of the risk or opportunity before action
is taken; iv. the methods used to manage the risk or opportunity; 
v. the costs of actions taken to manage the risk or opportunity.
Total fuel consumption within the organization from non-renewable 
sources, in joules or multiples, and including fuel types used.
Total fuel consumption within the organization from renewable 
sources, in joules or multiples, and including fuel types used
In joules, watt-hours or multiples, the total: i. electricity consumption ii. 
heating consumption iii. cooling consumption iv. steam consumption
In joules, watt-hours or multiples, the total: i. electricity sold ii. heating 
sold iii. cooling sold iv. steam sold
Total energy consumption within the organization, in joules or multiples.
Standards, methodologies, assumptions, and/or calculation tools used
Source of the conversion factors used
reductions in energy requirements of sold products and services 
achieved during the reporting period, in joules or multiples.
Basis for calculating reductions in energy consumption, such as base 
year or baseline, including the rationale for choosing it 
Standards, methodologies, assumptions, and/or calculation tools used
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
302-1
Energy
consumption
within the
organizatio
201-2
Financial
implications and
other risks and
opportunities due
to climate change
201-2-a
302-1-a
302-1-b
302-1-c
302-1-d
302-1-e
302-1-f
302-1-g
302-5-a
302-5-b
302-5-c
Energy 2016
Climate Adaptation
and Mitigation
Energy Consumption
and Saving
Energy Consumption
and Saving
Energy Consumption
and Saving
Energy Consumption
and Saving
Energy Consumption
and Saving
Energy Consumption
and Saving
N/A
Green Product
Green Product
Green Product
72
85
85
85
85
85
85
43
43
43

GRI Standards Index
182
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Material Topics
For the organization’s significant actual and potential waste-related 
impacts, a description of:  the inputs, activities, and outputs that lead 
or could lead to these impacts; whether these impacts relate to waste 
generated in the organization’s own activities or to waste generated 
upstream or downstream in its value chain.
Actions, including circularity measures, taken to prevent waste 
generation in the organization’s own activities and upstream and 
downstream in its value chain, and to manage significant impacts 
from waste generated.
If the waste generated by the organization in its own activities is 
managed by a third party, a description of the processes used to 
determine whether the party manages the waste in line with 
contractual or legislative obligations
The processes used to collect and monitor waste-related data
Total weight of waste generated in metric tons, and a breakdown of 
this total by composition of the waste.
Contextual information necessary to understand the data and how 
the data has been compiled.
Total weight of waste diverted from disposal in metric tons, and a 
breakdown of this total by composition of the waste
Total weight of hazardous waste diverted from disposal in metric tons, 
and a breakdown of this total by the following recovery operations: 
i. Preparation for reuse; ii. Recycling; iii. Other recovery operations
Total weight of non-hazardous waste diverted from disposal in metric tons, 
and a breakdown of this total by the following recovery operations: 
i. Preparation for reuse; ii. Recycling; iii. Other recovery operations.
For each recovery operation listed in Disclosures 306-4-b and 306-4-
c, a breakdown of the total weight in metric tons of hazardous waste 
and of non-hazardous waste diverted from disposal: i. onsite; ii. offsite.
Contextual information necessary to understand the data and how 
the data has been compiled
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
306-1
Waste generation
and significant
waste-related
impacts
306-1-a
306-2-a
306-2-b
306-2-c
306-3-a
306-3-b
306-4-a
306-4-b
306-4-c
306-4-d
306-4-e
Waste 2020
Waste Cycle
Waste Cycle
Waste Cycle
Waste Cycle
Waste Cycle
Waste Cycle
Waste Cycle
Waste Cycle
Waste Cycle
Waste Cycle
Waste Cycle
306-2
Management of
significant
wasterelated
impacts
306-3
Waste
generated
306-4
Waste diverted
from disposal
91
91
91
91
91
91
91
91
91
91
91

GRI Standards Index
183
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Material Topics
Total weight of waste directed to disposal in metric tons, and a 
breakdown of this total by composition of the waste.
Total weight of hazardous waste directed to disposal in metric tons, 
and a breakdown of this total by the following disposal operations: i. 
Incineration (with energy recovery); ii. Incineration (without energy 
recovery); iii. Landfilling; iv. Other disposal operations.
Total weight of non-hazardous waste directed to disposal in metric tons, 
and a breakdown of this total by the following disposal operations: 
i. Incineration (with energy recovery); ii. Incineration (without energy
recovery); iii. Landfilling; iv. Other disposal operations
For each disposal operation listed in Disclosures 306-5-b and 306-5-c, 
a breakdown of the total weight in metric tons of hazardous waste and 
of non-hazardous waste directed to disposal:
i. onsite;  ii. offsite
Contextual information necessary to understand the data and how 
the data has been compiled
Percentage of new suppliers that were screened using environmental 
criteria
Number of suppliers assessed for environmental impacts
Number of suppliers identified as having significant actual and potential 
negative environmental impacts.
Significant actual and potential negative environmental impacts 
identified in the supply chain
Percentage of suppliers identified as having significant actual and 
potential negative environmental impacts with which improvements 
were agreed upon as a result of assessment
Percentage of suppliers identified as having significant actual and 
potential negative environmental impacts with which relationships 
were terminated as a result of assessment, and why
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
306-5
Waste directed
to disposal
306-5-a
306-5-b
306-5-c
306-5-d
306-5-e
308-1-a
308-2-a
308-2-b
308-2-c
308-2-d
308-2-e
Waste 2020
Waste Cycle
Waste Cycle
Waste Cycle
Waste Cycle
Waste Cycle
308-1
New suppliers that
were screened
using
environmental
criteria
308-2
Negative
environmental
impacts in the
supply chain and
actions taken
Sustainable Supply
Chain Management
Sustainable Supply
Chain Management
Sustainable Supply
Chain Management
Sustainable Supply
Chain Management
Sustainable Supply
Chain Management
Sustainable Supply
Chain Management
91
91
91
91
91
57
57
57
57
57
57
Supplier
Environmental
Assessment
2016

GRI Standards Index
184
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Material Topics
Total number and rate of new employee hires during the 
reporting period, by age group, gender and region
Total number and rate of employee turnover during the 
reporting period, by age group, gender and region
Benefits which are standard for full-time employees of the 
organization but are not provided to temporary or part-time 
employees, by significant locations of operation. These 
include, as a minimum: i. life insurance; ii. health care; iii. 
disability and invalidity coverage; iv. parental leave; v. 
retirement provision; vi. stock ownership; vii. others
The definition used for ‘significant locations of operation
Average hours of training that the organization’s employees 
have undertaken during the reporting period, by: i. gender; 
ii. employee category.
Type and scope of programs implemented and assistance 
provided to upgrade employee skills.
Transition assistance programs provided to facilitate continued 
employability and the management of career endings resulting 
from retirement or termination of employment
Percentage of total employees by gender and by employee 
category who received a regular performance and career 
development review during the reporting period.
Topic
Description
GRI
Disclosure
Disclosure Item
Corresponding Chapter/
Explanation
Remarks 
Page
External
Assurance
401-2
Benefits provided
to full-time
employees that
are not provided
to temporary or
parttime employees
401-1-a
401-1-b
401-2-a
401-2-b
404-1-a
404-2-a
404-2-b
404-3-a
Waste 2020
404-1
Average hours of
 training per year
per employee
404-2
Programs for
upgrading employee
skills and transition
assistance programs
404-3
Percentage of
employees receiving
regular performance
and career
development reviews
401-1
New employee
hires and employee
turnover
Recruitment
Talent Retention
Talent Retention
Talent Retention
Talent Retention
Talent Retention
Diverse Career
Development
Diverse Career
Development
For corresponding management guidelines to GRI 3: Material Topics, please refer to the chapter “Qisda and the Stakeholders.”
95
99
99
99
108
108
108
99

2022 – SASB Industry-Specific Metrics
185
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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
2022 – SASB Industry-Specific Metrics
Water Management
TC-ES-140a.1
Waste Management
TC-ES-150a.1
Labor Practices
TC-ES-310a.1
Labor Status
(1) Total water volume
(2) Total water consumed, percentage of 
     each in regions with High or Extremely 
     High baseline water stress
441,270 metric tons/year
81.88%
Making Good Use of 
Water Resources
Mainly focused on the Suzhou Plant.
Total hazardous waste
Recovery rate
Total amount: 877 metric tons
Recovery rate: 90%
(1) Number of work stoppages 
(2) Days of work stoppages
0
0
Occupational
Health and Safety
Occupational
Health and Safety
For all factories:
No related accidents occurring 
in 2022.
Waste Cycle
TC-ES-320a.1
Metric No.
Disclosure Metrics
Statistics
Relevant Chapter 
Remarks
Page No.
Full-time and contracted employees’ 
(1) Recordable injury rate
Full-time and contracted employees’
(2) Near miss frequency rate
Full-time employees’ injury 
rate: 0.11
Contracted employees’ 
injury rate: 0
Full-time employees’ near 
miss frequency rate: 0.04
Contracted employees’ near 
miss frequency rate: 0
121
121
91
88

2022 – SASB Industry-Specific Metrics
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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Labor Statu
83.33%
0%
3.09%
The entity’s facilities’ non-conformance 
rate with each audit dimension is shown 
in the table below (1).
0%
57.14%
0%
92.3%
N/A
Sustainable
Supply Chain
Management
Sustainable
Supply Chain
Management
TC-ES-320a.2
TC-ES-320a.3
a. Facilities: 6
b. Facilities passing the RBA audit: 5
Percentage: 83.33%
High-risk facilities: None
Metric No.
Disclosure Metrics
Statistics
Relevant Chapter 
Remarks
Page No.
(1) Percentage of entity’s facilities audited 
in the RBA Validated Audit Process (VAP) 
equivalent by: (a) all facilities
(2) Percentage of entity’s facilities audited 
in the RBA Validated Audit Process (VAP) 
equivalent by: (b) high-risk facilities
(3) Percentage of Tier 1 suppliers audited 
in the RBA Validated Audit Process (VAP) 
equivalent by: (a) all suppliers
(4) Percentage of Tier 1 suppliers audited 
in the RBA Validated Audit Process (VAP) 
equivalent by: (b) high-risk suppliers
Other deficiencies of Tier 1 suppliers:
Total items: 169
Improved items: 156   Improvement rate: 92.3%
(1) The entity’s facilities’ non-conformance 
rate with the RBA Validated Audit Process 
or equivalent
(a) The entity’s facilities’ improvement 
rate of prioritized deficiencies for the RBA 
Validated Audit Process or equivalent
(b) The entity’s facilities’ improvement 
rate of other deficiencies for the RBA 
Validated Audit Process or equivalent
(2) Tier 1 suppliers’ non-conformance rate 
with the RBA Validated Audit Process or 
equivalent
(a) Tier 1 suppliers’ improvement rate of 
prioritized deficiencies for the RBA 
Validated Audit Process or equivalent
(b) Tier 1 suppliers’ improvement rate of 
other deficiencies for the RBA Validated 
Audit Process or equivalent
Tier 1 suppliers’ non-conformance rate 
with each audit dimension is shown in 
the table below (2).
Tier 1 suppliers: 1,199
Suppliers passing the RBA audit equivalent: 37
Percentage: 3.09%
Currently no relevant statistic.
Deficiencies of each audit dimension/
total deficiencies of facilities
Prioritized deficiencies of facilities: None
Other deficiencies of facilities: Total items: 14
Improved items: 8
Improvement rate: 57.14%
Deficiencies of each audit dimension/
total deficiency of Tier 1 suppliers
Prioritized deficiencies of Tier 1 suppliers:
None
57
57

187
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2022 – SASB Industry-Specific Metrics
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Product Lifecycle Management
TC-ES-410a.1
Materials Sourcing
TC-ES-440a.1
N/A
Qisda is an ODM manufacturer. The 
ownership of the products is transferred 
to the customer when they are shipped to 
the customer together with the package. 
Hence, the products cannot be recovered.
Description of the management of risks associated 
with the use of critical materials
Conflict Mineral
Management
Total recovered global waste products;metric 
tons (t), (%); percentage of the weight recovered 
in the weight of products sold
0%
0%
0%
0%
0%
42.9%
42.9%
0%
7.1%
7.1%
14.79%
76.33%
2.37%
1.18%
5.33%
TC-ES-320a.3
(1) Deficiencies of each audit dimension/total deficiencies of facilities
(2) Deficiencies of each audit dimension/total deficiency of Tier 1 suppliers
Metric No.
Disclosure Metrics
Statistics
Relevant Chapter 
Remarks
Page No.
Management
system
Health
and safety
Environment
Ethics
Labor
Incompliance 
of prioritized 
deficiencies
Incompliance 
of other 
deficiencies
0%
0%
0%
0%
0%
Management
system
Health
and safety
Environment
Ethics
Labor
Incompliance 
of prioritized 
deficiencies
Incompliance 
of other 
deficiencies
66

188
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TCFDI ndex
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
TCFD Index
Disclosure of the 
organization’ s governance 
around climate-related risks 
and opportunities
Disclosure of the actual and 
potential impacts of 
climate-related risks and 
opportunities on the 
organization’ s businesses, 
strategy, and financial 
planning where such 
information is material
Disclosure of how the 
organization identifies, 
assesses, and manages 
climate-related risks
Disclosure of the metrics 
and targets used to assess 
and manage relevant 
climate-related risks and 
opportunities where such 
information is material
The Board’ s oversight of climate-related risks 
and opportunities
Management’ s role in assessing and managing 
climate-related risks and opportunities
The climate-related risks and opportunities the 
organization has identified over the short, 
medium, and long term
The impact of climate-related risks and 
opportunities on the organization’ s businesses, 
strategy, and financial planning
The resilience of the organization’ s strategy, taking 
into consideration different climate-related 
scenarios
The organization’ s processes for identifying and 
assessing climate-related risks
The organization’ s processes for managing 
climate-related risks
How processes for identifying, assessing, and 
managing climate-related risks are integrated 
into the organization’ s overall risk management
The metrics used by the organization to assess 
climate-related risks and opportunities in line 
with its strategy and risk management process
Scope 1, Scope 2, and, if appropriate, Scope 3 
greenhouse gas (GHG) emissions, and the 
related risks
The targets used by the organization to manage 
climate-related risks and opportunities and 
performance against targets
Page
Climate Adaptation
and Mitigation
Climate Adaptation
and Mitigation
Climate Adaptation
and Mitigation
Climate Adaptation
and Mitigation
The Board of Directors plays a role as an overseer of the Risk Management 
Committee’ s annual assessment of climate change risks and 
opportunities.
The management makes plans for the response programs in relation 
to material risks (including climate change risks) based on the annual 
risk identification results, and reports to the Board of Directors on the 
outcomes of risk response on a yearly basis.
For the physical risks, the climate-related risks and opportunities over 
the short, medium, and long term have been identified through the 
simulation of the climate in 2050 under climate change based on 
three IPCC RCP scenarios.
For the transformation risks, the carbon reduction targets for the short, 
medium, and long term have been set and the operational and financial 
impacts on the upstream and downstream have been disclosed in 
accordance with the simulation scenarios of NDCs.
A risk matrix of the identified risks and opportunities has been 
prepared based on the level of impact and frequency. The potential 
risks and financial impacts in relation to the operations are listed in 
specific order, with the relevant units taking the adaptation and 
response actions.
The organization uses internal and external information (external 
reports on risks and internal material issues) as reference to assess 
the risks based on the level of severity and likelihood, identify material 
risks, and develop risk reduction measures, making efforts to keep the 
residual risks below the risk appetite.
Each year, the Risk Management Committee formulates response 
strategies according to the risk items of the year (climate risks have 
been part of the significant risks since 2017), and devises the business 
continuity plan (BCP) based on the common risks.
Qisda has announced the goal to reach the target of RE100 by 2040 
and the target of net zero emissions for carbon reduction by 2050.
The suppliers are required to reduce carbon emissions by 20% by 2030 
(baseline year: 2021). 
The targets for the short, medium, and long term regarding GHG 
inventory/renewable energy/water resources/waste recycling/
low-carbon manufacturing/low-carbon products are set in response 
to the climate change risks.
Governance
Strategy
Risk
Management
Metrics and
Targets
I. 
Governance
II. 
Strategy
III. 
Risk Management
IV. 
Metrics and Targets
(a)
(b)
(a)
(c)
(b)
(a)
(c)
(b)
(a)
(c)
(b)
Core Elements
Description
Recommended Disclosures
           The Company’s Management
Corresponding
Chapter in the
2022 Report
73
74
73
75

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Table of Quantified Key Performance Indicator For Sustainable Development
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Table of Quantified Key Performance Indicator For Sustainable 
Development (the Most Recent 4 Years: 2019–2022)
62
1
201-1
N/A
N/A
Financial Performance
Introduction to Qisda
N/A
301-1
Energy Consumption
and Saving
302-1
223
181
　1.08
599.3
19.7
12.8
220
182
　1.2
623.7
22
9.5
192
127
1.01
237
273
1.2
339.2
99.9
14.7
637.2
13.9
10.8
Statistical data includes the Vietnam
Plant (QVH) starting from 2021 　
Statistical data includes the Vietnam
Plant (QVH) starting from 2021 　
Economical Value
Consolidated revenue (100 million) 
Net income attributed to the owners of 
the parent (100 million)
Patents
Total received patents
Design Excellence Awards
Number of received awards
Economic Performance
Environmental Performance
1,917
50
1,134
1
2,398
83
1,199
3
2,260
83
1,174
1
1,698
1,121
NTD-denominated
The awards include: iF, Red Dot, iF 
China, G-Mark, Bio, Golden Pin, etc.
Item 
   2019           2020           2021          2022 
Note
GRI
Disclosure
Chapter
Item 
   2019           2020           2021          2022 
Note
GRI
Disclosure
Chapter
Innovation
Total Raw Material Consumption
Tin (solder paste, bars, wire) (tonnes)
Flux (tonnes)
Hardware (10,000 tonnes)
Primary Energy Consumption
Natural gas (1,000 cubic meter)
Gasoline (tonnes)
Diesel fuel (tonnes)

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Productivity
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Sustainability
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302-2
305-3
Total Indirect Energy Consumption
Purchased electricity (10,000 MWh)
Total Water Consumption
Taiwan (million liters)
Suzhou, China (million liter)
Vietnam Plant (million liter)
Global water consumption (million liters)
Total GHG Emission
Environmental Performance
Item 
  2019           2020           2021           2022 
Note
GRI
Disclosure
Chapter
12.17
12.19
11.78
12.79
Statistical data includes the Vietnam Plant 
(QVH) starting from 2021 　
Statistical data includes the Vietnam Plant 
(QVH) starting from 2021 　
Making Good Use of
Water Resources
303-3
(2018)
Energy Consumption
and Saving
72.85
423.224
-
496
0.24
9.51
145
22.61
26,530
2.4
87.13
542.953
-
630
0.22
9.34
46
23.06
29,338
2.3
79.94
337.27
24.06
441
0.48
6.89
1,802.86
16.50
29,436
1.92
82.99
411.23
23.34
517
0.22
10.4
76
21.91
26,284
2.5
305-2
Direct GHG Emissions(million tCO2e)
Indirect GHG emissions from energy 
consumption (million tCO2e)
Transportation indirect GHG emissions
(tCO2e)
1. The organization’s GHG emissions in each
year have been verified by a third party by the
standard for GHG inventory (ISO 14064-1:2018)
2. Statistical data includes the Vietnam Plant
(QVH) starting from 2021
2019/2020: Business travels were counted.
2021: Business travels and employee commutes 
were counted.
2022: Business travels, employee commutes, 
energy- related upstream activities, and waste 
disposal at the manufacturing stage were 
counted.
305-4
305-4
N/A
Environmental Protection Management Performance 
GHG emissions for each million USD value 
(tCO2e)
Electricity consumption for each million 
USD value (kWh)
Global GHG emissions per personal hourly 
electricity consumption (kilogram of CO2e)
Reduced 25% compared to that of 2021
Reduced 7% compared to that of 2021
Reduced 23% compared to that of 2021
Energy Consumption
and Saving
Energy Consumption
and Saving
Energy Consumption
and Saving

Table of Quantified Key Performance Indicator For Sustainable Development
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QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
306-2
306-2
Environmental Performance
Item 
  2019           2020           2021           2022 
Note
GRI
Disclosure
Chapter
Making Good Use of
Water Resources
Making Good Use of
Water Resources
306-3
Reduced 0.7% compared to that of 2021
Occupational
Safety and Health
Water consumption for each million USD 
value (metric tons)
Recyclable waste proportion (%)
Global sewage emission (million liters)
Waste Management
Total recyclable waste in Taiwan 
(metric tons)
Total recyclable waste in Suzhou, China 
(metric tons)
Total recyclable waste in Vietnam 
(metric tons)
Total recyclable waste globally (metric tons)
Total burned non-recyclable wastes in Taiwan 
(metric tons)
Total burned non-recyclable waste in Suzhou, 
China (metric tons)
Total burned non-recyclable waste in 
Vietnam (metric tons)
Total burned non-recyclable waste globally 
(metric tons)
Total hazardous waste (metric tons)
Environmental Protection Management Performance 
564
28,310
-
624
31,896
-
704
30,446
28,874
81
2,196
-
2,277
NA
0
32,520
73
2,800
-
2,873
479
0
32,206
70
2,508
71
2,649
877
0
689
36,897
38,067
73
2,894
36
3,003
627
0
1,056
481
Released Chemicals and Other Substances
Total number and volume of released 
chemicals and other substances
113
93
344
135
91
396
106
91
414
105.6
91
353
303-3
(2018)
303-2
(2018)
Statistical data includes the Vietnam Plant 
(QVH) starting from 2021
Remained the same with that of 2021
Waste Cycle
Waste Cycle
Statistical data in 2021 includes the Vietnam 
Plant (QVH)
Referring to SASB Disclosure data in 2022

Table of Quantified Key Performance Indicator For Sustainable Development
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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
N/A
N/A
Environmental Performance
Item 
  2019           2020           2021           2022 
Note
GRI
Disclosure
Chapter
Environmental Policy
and Management
Violations of Environmental Regulations
Number of non-compliance with 
environmental laws and regulations 
and total monetary value of fines
Environmental Investment
Total amount of investment/expense in 
environmental protection (US$10,000)
307-1
0
123
0
191
0
698
0
314
Social Aspect
Item 
  2019           2020           2021           2022 
Note
GRI
Disclosure
Chapter
Diversity and
Inclusion
Number of Employees
Taiwan
Suzhou, China
Vietnam
Service center (Singapore, Japan 
and the US)
Occupational Safety and Health Management Performance
Number of occupational accidents
Injury rate (IR)
Lost day rate (LDR)
Occupational diseases rate (ODR)
401-1
403-2
Statistical data includes the Vietnam Plant
(QVH) starting from 2021
1. Calculated according to GRI Standards formula
2. Statistical data includes the Vietnam Plant
(QVH) starting from 2021
Health and
Safety at Work
1,711
7,985
-
-
9,724
1,722
8,546
-
-
10,298
1,729
5,388
399
28
7,544
1,651
4,761
512
26
6,950
4
0.034
1.2
0
4
0.046
0.6
0
4
0.06
1.6
0
4
0.111
1.4
0

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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Social Aspect
Item 
  2019           2020           2021           2022 
Note
GRI
Disclosure
Chapter
Occupational Safety and Health Management Performance
Absence rate (AR)
Number of work stoppages (times)
Employee absence rate (%)
Average Employee Training Hours (Hours per Person)
Direct labor (DL, Global)
Indirect labor (IDL, Global)
Human Rights Management
Incidents of discrimination
Human rights complaints
Employees’ participation rate in labor
unions (%)
Employee Code of Conduct Training Percentage
Taiwan (%)
Suzhou, China (%)
Vietnam (%)
404-1
103-2
406-1
403-2
1. Calculated according to GRI Standards formula
2. Statistical data includes the Vietnam Plant
(QVH) starting from 2021
Health and
Safety at Work
13.79
0
0.3
113.52
28.28
0 
0 
1.68
6.9
0
0.3
102.00
20.89
0
0
3.69
17.6
0
0.3
28.4
20.2
0
0
7.54
6.27
0
1
26.6
44.1
0
0
10.15
0
0
0
0
0
0
0
0
Statistical data in 2021 includes the Vietnam 
Plant (QVH)
DL:100
IDL:100
DL:100
IDL:100
DL:100
IDL:100
DL:100
IDL:100
DL:100
IDL:100
DL:100
IDL:100
DL:100
IDL:100
DL:100
IDL:100
DL:100
IDL:100
DL:100
IDL:100
Political Contributions
Sum of political contribution
Violations of Social Relevant Regulations
Number of social relevant regulation 
violations and fines
Protection of
Human Rights
Protection of
Human Rights
Diverse Career
Development
There is no relevant labor union in Taiwan. Hence, 
this data consists of  the statistics from mainland 
China and Vietnam.
Internal
Communication
Channel
1. DL: Direct labor
2. IDL: Indirect labor
205-2
415-1
419-1
GRI Standards Index
Legal compliance

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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Social Aspect
Item 
  2019           2020           2021           2022 
Note
GRI
Disclosure
Chapter
417-3
418-1
302-2
414-2
302-2
414-2
Customer
Satisfaction
Survey
94.2
92.8
96.8
93.7
97.5
92.1
95.3
96.8
93.5
95
98
94
96
93
95
94
93
97
95
95
N/A
Customer Satisfaction Survey Results (Points)
Medical image
Precision optics
Display
Manufacturing services
Digital fashion design center
Violations of Marketing Regulations
Incidents of non-compliance with 
regulations concerning marketing 
communications
Customer Privacy
Customer privacy violation complaints
Supply Chain Inspection
Since 2018, displays were incorporated in the 
professional displays (SD) investigation result, 
the mobile products (MPBU) and industrial 
automation products (IA) were incorporated 
in the manufacture and service; the digital 
fashion center (Lighting) category was added 
in 2019.
We changed the inspection methods in 
2016. We act concerning the Responsible 
Business Alliance Code of Conduct (RBA) 
and mainly perform on-site audits. The total 
number of inspected companies between 
2009 and 2015 was 614.
All human resources agencies and in-plant 
service providers have been included since 
2019.
1.
2.
Inspection and audit of social responsibility, 
environmental health and safety of key 
suppliers (number of key suppliers)
Completion rate of written inspection 
and audit of key suppliers
15
73%
21
73.6%
24
96%
37
97%
0
0
0
0
0
0
0
0
Introduction
to Qisda
Customer privacy
protection
Sustainable
Supply Chain
Management
Sustainable
Supply Chain
Management

195
QISDA Corporate Sustainability Report 2022
Assessment of the Current Status of Qisda’s Compliance with the “Sustainable Development Action 
Plans for TWSE/TPEx Listed Companies” (2023) of the Financial Supervisory Commission (FSC)
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Assessment of the Current Status of Qisda’s Compliance with the 
“Sustainable Development Action Plans for TWSE/TPEx Listed Companies” 
(2023) of the Financial Supervisory Commission (FSC)
I. Leading Companies to Reach Net Zero:
Promotion Measures by FSC
Plan & Promotion Schedule
Qisda’ s Promotion Status
This will be implemented in stages based on the capital 
scale starting from 2026. Companies shall disclose the 
established carbon reduction goals, strategies and specific 
action plans for the next year (with the inventory year as the 
baseline year) in the subsequent year after disclosing 
the inventory information in the consolidated financial 
statement.
Promoting the establishment of carbon 
reduction goals, strategies and specific 
action plans by TWSE/TPEx listed companies
2. Assisting in the establishment of the carbon
credit system for GHG emissions
3. Encouraging enterprises to disclose the
information of Scope 3 GHG emissions
The Company has set up annual carbon reduction goals in 
the report released in 2023. Please refer to the following for 
our methods of setting carbon reduction goals:
1. Commitment to absolute reduction as per SBT
2. Commitment to RE 100
Establishment of renewable energy consumption
(1) RE 40 by 2025
(2) RE 60 by 2030
(3) RE 100 by 2040
In addition to encouraging companies to support net zero 
transformation, we also supervise Taiwan Stock Exchange 
over its assistance in the establishment of transaction 
platforms by the Environmental Protection Administration 
in accordance with the Administration’ s plan.
In 2023, the FSC will establish recommended matters for 
disclosure with reference to international specifications and 
the characteristics of domestic industries. Disseminations 
will be made in subsequent years, and the possibility of 
mandatory disclosures will continue to be put in discussion.
The Company has joined RE100 as well as SBT with 
commitment since December 20, 2022.
The Sustainability Report disclosed 5 pieces of Scope 3
information.
1.

196
QISDA Corporate Sustainability Report 2022
Assessment of the Current Status of Qisda’s Compliance with the “Sustainable Development Action 
Plans for TWSE/TPEx Listed Companies” (2023) of the Financial Supervisory Commission (FSC)
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
II. Enhancement of the Culture of Sustainable Corporate Governance
Promotion Measures by FSC
Plan & Promotion Schedule
Qisda’ s Promotion Status
1.
2.
3.
4.
Considering that the promotion of female directors has 
become an international trend, the FSC will promote the 
delegation of at least one female director in every IPO 
company starting from 2023 to improve the diversity of 
directors. Since 2024, TWSE/TPEx listed companies shall 
complete the delegation of at least one female director 
pursuant to the director’ s term.
To implement shareholder activism, the FSC will require the 
companies in the emerging stock market to adopt the 
candidate nomination system for the election of directors 
since 2025.
A rational performance evaluation and remuneration 
system will be helpful to the implementation of sustainable 
development. Hence, the corporate governance evaluation 
indicators will be included in 2023 to encourage high-level 
remunerations and connection of ESG performance. In addition, 
the possibility of reporting the director’ s remuneration at 
the shareholders’ meeting shall be elaborated.
In order to establish the culture and value of corporate 
sustainability, the FSC will set up an example of Articles of 
Incorporation for Sustainable Development Committee 
for reference in 2023. Then, we will invite enterprises to 
share their experiences, and the possibility of mandatory 
establishment will continue to be put in discussion.
Before the release of the report in June 2023: Presently no 
female director.
The expected future after the re-election of directors in Q3 
2023: There will be two female directors in 2024 to reach the 
status of gender diversity in terms of corporate governance.
The Company has formally connected the remuneration for 
high-level managerial officers with ESG goals in 2023.
The Company has appointed a Chief Sustainability Officer 
since 2020: The Vice President, Mr. Wang-Hsi Lin, has been 
appointed Chief Sustainability Officer.
Increasing the proportion of female 
directors in TWSE/TPEx listed companies
Promoting the adoption of the candidate 
nomination system for the companies in 
the emerging stock market
Promoting remuneration rationalization
Promoting the establishment of 
sustainability committees (or appointment 
of Chief Sustainability Officers) by TWSE/
TPEx listed companies
N/A
N/A: Meaning “not applicable” or that the FSC has not provide a complete standard, leaving Qisda unable to identify the degree of conformity.

197
QISDA Corporate Sustainability Report 2022
Assessment of the Current Status of Qisda’s Compliance with the “Sustainable Development Action 
Plans for TWSE/TPEx Listed Companies” (2023) of the Financial Supervisory Commission (FSC)
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
III. Further Improvement of Sustainability Information Disclosure
Promotion Measures by FSC
Plan & Promotion Schedule
Qisda’ s Promotion Status
1. Expanding the scope of
sustainability information 
disclosure
The Company has adopted the GRI Standards 
for the sustainability report to comprehensively 
disclose the sustainability information.
N/A; the Company’ s paid-in capital is NT$19.7 
billion.
Disclosure of information regarding SASB has 
been included in the sustainability report.
The AA1000 Standard is adopted for the 
validation of the report.
(1) Further improving the specifications 
     for information disclosure in the 
     annual report 
(2) Promoting the preparation of sustainability reports by TWSE/TPEx listed companies which 
      paid-in capital is less than NT$2 billion
(3) Referring to SASB principles when expanding the scope of TWSE/TPEx listed companies 
      covered in the sustainability disclosure indicators
(1) Discussing the expansion of 
     the validation scope of the 
     sustainability report
(2) Improving the quality of disclosure 
      in the sustainability report 
(3) Enhancing the management of 
      the validation agency for the 
      sustainability report
3. Elaborating the promotion of the ISSB
Sustainability Disclosure Standards
In order to improve the quality of disclosure in the 
sustainability report, the FSC will discuss the feasibility 
of validating the sustainability indicators in 2024.
Taiwan Stock Exchange and Taipei Exchange will perform 
spot checks on sustainability reports of TWSE/TPEx listed 
companies starting from 2023, and provide suggestions 
on matters to be improved in order to improve the 
quality of disclosure in sustainability reports.
Starting from 2024, Taiwan Stock Exchange and Taipei 
Exchange will randomly inspect the working paper for 
validation and view the validation procedure to see if 
it complies to the specifications, further enhancing 
the management of the validating personnel.
Aiming to meet international sustainability disclosure 
principles, the FSC will elaborate and revise the 
specifications related to the internal control of 
sustainability information in 2023. Furthermore, we will 
establish a Sustainability Principle Committee under 
the organizational structure of the Accounting 
Research and Development Foundation. After the 
principles of sustainability are officially promulgated, 
promotional plans shall be further elaborated.
2. Improving the quality
of sustainability 
information
N/A
N/A
Relevant information is disclosed in the report 
with reference to the ISSB Sustainability 
Disclosure Standards.
The FSC will review and revise the principle for the 
annual report in 2023 with reference to international 
principles. This is to further improve the specifications 
for sustainability information disclosure.

Assessment of the Current Status of Qisda’s Compliance with the “Sustainable Development Action 
Plans for TWSE/TPEx Listed Companies” (2023) of the Financial Supervisory Commission (FSC)
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Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
IV.Improvement of Communication with Stakeholders
Promotion Measures by FSC
Plan & Promotion Schedule 
Qisda’ s Promotion Status
V.Promotion of ESG Evaluation and Digitalization
Promotion Measures by FSC
Plan & Promotion Schedule 
Qisda’ s Promotion Status
Based on the capital scale, the FSC will promote in stages that TWSE/TPEx listed companies uploading 
the handbook and the annual report 30 days and 14 days before the shareholders’ meeting 
respectively, starting from 2024. The goal is to make it easier for investors to learn about the information 
of proposals at the shareholders’ meeting as soon as possible.
Taiwan Stock Exchange will establish a digital platform for sustainability reports and conduct a trial 
run in 2024 to assist TWSE/TPEx listed companies in disclosing ESG relevant information more 
efficiently and in a unified format.
Taiwan Stock Exchange will establish an ESG information platform and put it into operation in 2023 to 
provide one-stop services regarding ESG information. In addition, the format for information filing will 
continue to be elaborated in order to lessen the companies’ burden of filing.
The FSC will promote the ESG evaluation to create the culture and value of market sustainability. It is 
expected that the indicators will be fully designed in 2023, and trial evaluation will be performed in 
2024. The ESG evaluation shall be implemented according to the result of the trial.
In order to diversify ESG relevant commodities, Taiwan Stock Exchange will continue to elaborate, 
compile and then release ESG relevant indices, such as the carbon efficiency index and human 
capital relevant index, to guide the investment of funds in the market in sustainable development.
1. Establishing a digital platform for
sustainability reports
2. Further improving the ESG database
3. Discussing the establishment of ESG
evaluation
4. Compiling ESG relevant indices
N/A
N/A
N/A
N/A
N/A
N/A
This has already been 
taken into consideration.
N/A: Meaning “not applicable” or that the FSC has not provide a complete standard, leaving Qisda unable to identify the degree of conformity.
To consistently enhance the influence of institutional investors as well as the quality of information disclosure 
regarding governance stewardship, Taiwan Depository & Clearing Corporation and Taiwan Stock Exchange 
will establish a digital platform for governance stewardship reports and conduct a trial run in 2024.
Stakeholders play an important role in the promotion of corporate sustainable development. 
Thus, the FSC will collect international practical methods for joint engagement, and then revise 
the governance stewardship principles for institutional investors in 2024.
1. Uploading information of the handbook
for the shareholders’ meeting and the
annual report
2. Further improving the investor relations
platform
3. Providing institutional investors with
guidance for joint engagement

Assessment of the Current Status of Qisda’s Compliance with the “Sustainable Development Action 
Plans for TWSE/TPEx Listed Companies” (2023) of the Financial Supervisory Commission (FSC)
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Creativity
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Productivity
Leadership
Sustainability
Preface
91.38
164.8466
17782.931
75.6598
45.2803
255.8510
16.625
1.9091
0
195.6152
71.3198
39.9545
13.2264
22.6246
4,471.90 
3321.9431
28464.409
667.5637
1420.5779
139.9646
429.4102
141.694
227.309
580.9358
779.0413
294.8347
11.6278
175.8753
Alpha Networks Inc
DFI Inc
BenQ Materials Corp
Hitron Technologies Inc
Metaage Corporation
ACE PILLAR CO., LTD
AEWIN Technologies Co., Ltd
SIMULA TECHNOLOGY INC
DIVA LABORATORIES, LTD
Interactive Digital Technologies Inc
BenQ Medical Technology Corporation
DATA IMAGE CORPORATION
CONCORD MEDICAL CO., LTD
Partner Tech Corp
Y
Y
Y
Y
Y
N
N
N
N
Y
N
N
N
N
Hit the market
Hit the market
Hit the market
Hit the market
Hit the market
Hit the market
Stock Exchange
Stock Exchange
Stock Exchange
Stock Exchange
Stock Exchange
Emerging
Emerging
Emerging
classification
Company Name
2022Y 
SCOPE 2
(Tons-CO2e)
2022Y 
SCOPE 1
(Tons-CO2e)
Completion of the
verification process (Y/M)
Estimated time for
completion of verification (Y/M)
2022Y Greenhouse Gas
Inventory Verification
Whether or not
2023-March
2023-February
2023-February
2023-October
2023-June
Estimate:2026 December
Estimate:2027 December
Estimate:2027 December
Estimate:2027-November
2023-May
Estimate:2027-December
Estimate:2027-December
Estimate:2027-December
Estimate:2027-December

Introduction Video of Qisda’s Alliance
200
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Introduction Video of Qisda’s Alliance
Corporate image
Development toward sustainability
Smart campus collaboration
Exhibition of smart medical technology
Happy workplace
1. Qisda’ s smart technology and products: https://youtu.be/l9LlzlK4LpA
2. AI application service improvement solutions for chain stores:
https://youtu.be/vkpiZ4IhvFg
3. Winning 14 awards from the Taiwan Corporate Sustainability Awards:
https://youtu.be/FslcrEXn4hA
1. Introduction to the strength of the BenQ-AUO Group:
   https://youtu.be/BUiiEHSgZP4
2.Channel: https://www.youtube.com/@BenQTaiwan/playlists
1. BenQ education and business solutions：
https://www.youtube.com/@BenQTaiwanBusiness/playlists
1. BenQ Intelligent Qube: https://youtu.be/FPQ6ZUInRmA
2. Smart factory exhibition: https://youtu.be/tEb_S_bTIk8
3 .Smart situation room: https://youtu.be/hrvRXl5YqD4
4. Smart dining area: https://youtu.be/SDvmgQJmtLc
5. Smart retail area: https://youtu.be/1Qm_YGV9FC0
1. For energy storage: https://youtu.be/9S8PZPdxw2k
2. For energy saving: https://youtu.be/HOlgSf14z7M
1. Industrial partners for digital learning
Department of Education, Hualien County Government: 
https://youtu.be/4Ror1xyGfuU
1. Business process management (BPM):https://youtu.be/KmlcFuU4IF8
2. Guru’ s human capital management (HCM) system:
https://youtu.be/LkIwhGbQ_lk
1. Slow Shakeng Hongbao Workshop: https://youtu.be/fhW7QJfIg6Y
2. Miaoli Coastal Environmental Volunteering i: https://youtu.be/5-YEE9MArjk
BenQ
BenQ
ESCO
BenQ
Guru
DOC
BenQ
Qisda
Subsidiary
Corporate image
BenQ education and business solutions
COMPUTEX (2019)
Smart energy
Smart campus collaboration
Corporate transformation
Social inclusion activities
1. Sustainability results: https://youtu.be/jn28zK8x-5w
2. Joining RE100:https://youtu.be/TIE38Ab7doE
3. Reducing carbon emissions in the supply chain by 20%:
https://youtu.be/RJmoUfYX-Ro
Qisda x National Cheng Kung University
Smart campus collaboration–Jamboard https://youtu.be/r5YB6_boExI
Video of the donation ceremony: https://youtu.be/W7ZPFSGkbhY
Smart college town: https://youtu.be/dITgyUsD6vw
Deployment in 4 major fields: https://youtu.be/65HgguTvTVU
1. Space renaissance –Bringing Enjoyment N Quality to Life:
https://youtu.be/vVUiQ3nlr2U
2. 2023 BenQ & Qisda Group Spring Party: https://youtu.be/PyfXffFgKOU

Human Rights Risk Identification by Qisda 2022
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QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Human Rights Risk Identification by Qisda 2022
Process of human rights due diligence
By analyzing reports of the completed RBA audit (Validated Audit Process) and SA8000 
audit between 2020 and 2022, Qisda identified the impact of potential human rights topics 
and its frequency, and further pointed out material topics of human rights risks in 2022. 
The RBA audit covered five major categories: labor, occupational safety, environment, 
ethics, and management system. 
I. RBA Assessment Results
From 2020 to 2022, a total of 15 RBA external audits were conducted by Qisda’ s 
factories. A total of 49 items (4%) were listed as risk items according to the audit results. 
AboutWith regard to categories, “labor” and “occupational safety,” which were ranked 
top 2 in terms of proportion, accounted for 40.8% and 34.7% respectively while the other 
items had 24.5% in total. For the category “labor,” “working hours” topped the list of risks 
(working over 36 hours of overtime per month and overtime control systems). For 
“occupational safety,” the two items “safety at work” and “emergency preparedness” 
had a relatively higher risk. Other topics relevant to human rights of workers such as 
avoiding child labor, wages and benefits, humane treatment, non-discrimination, and 
freedom of association were pursuant to the RBA requirements.
Freely chosen employment
Avoidance of child labor
Working hours
Wages and benefits
Humane treatment
Non-discrimination
Freedom of association
Safety at work
Emergency preparedness
Occupational injury and illness
Industrial hygiene
Physically demanding work
Public sanitation, food, and housing
Health and safety communication
Labor
Safety at work
2.0%
0%
38.8%
0%
0%
0%
0%
8.2%
12.2%
4.1%
2.0%
0%
2.0%
6.1%
II. Material Topics of Human Rights Risks in Each Factory
The risk indicators for each factory is defined in accordance with the number of 
deficiencies with respect to material human rights topics identified in RBA and SA8000 
external audits.
Working
Hours
Emergency
Preparedness
Safety at Work
Deficiencies of material topics / 
audits of the factory ≧ 50%
50% ≧ Deficiencies of material topics / 
audits of the factory ≧ 30%
Deficiencies of material topics / 
audits of the factory < 30%
40.8%
34.7%
24.5%
QTY 
 QCS 
   QVH
Material Topics
Low risk
Low risk
Low risk
Low risk
Low risk
Low risk
High risk
High risk
Item            Percentage
Topic 
Percentage
Moderate
risk
Low risk
Moderate
risk
Moderate
risk
Environment
Ethics
Management
system
1
2
5
3
4
Establish (amend) the
human rights policy
Identify the stakeholders 
and the potential human 
rights issues
Identify the material 
human rights issues
Monitor and follow up 
the effectiveness of 
improvements
Devise improvement 
plans

Human Rights Risk Identification by Qisda 2022
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QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
III. Table of Material Human Rights Risks and Mitigation and
Remedial Measures
Risk:
July 2022: Employees in an operating facility 
worked over 36 hours of overtime per month due 
to order requirements.
Action plan:
I. Capacity planning
1. Corresponding capacity planning shall be properly
implemented; equipment and manpower
planning shall also be appropriately performed
for high-end machines.
2. Taking the time spent on abnormal situations into 
consideration while arranging the production
to ensure the implementation of “working 6 days
and getting 1 day off per week.”
3. The rotating system shall be introduced.
II. Personnel planning
1. With “week” as a unit, HR shall reserve human
resources in advance based on the factory’s
production forecast.
2. At special times, employee retention and referral
bonuses may be increased to ensure the stability 
of personnel.
3. Personnel planning shall be properly conducted
while automated equipment is introduced to
reduce dependence on employees.
III. Establishment of a working hour management 
system by Qisda
1. Warning lines shall be set and the supervisor
shall view the status of working hours every week.
2. The supervisor shall make adjustments timely
depending on the situation and according to the
warning data.
Working
Hours
Working
Hours
Completed
in the year.
Completed
in the year.
Completed
in the year.
Completed
in the year.
QCS
QCS
QCS
Emergency
Preparedness
Topic 
   Facility        Annual Mitigation and Remedial Measures             Audit
Topic 
   Facility      Annual Mitigation and Remedial Measures             Audit
Risk: 
July 2020: Employees in an operating facility 
worked over 36 hours of overtime per month due 
to order requirements.
Action plan:
1. The production arranging personnel shall make
arrangements in line with the principle of “working 
6 days and getting 1 day off per week” when
making production plans.
2. A rotating system shall be adopted for personnel 
in key positions. Additional employees are required 
in order to allow the personnel to take more
days off.
3. HR shall make proper plans for manpower
reserveaccording to the factory’s demand for
manpower.
Risk: 
July 2020: Employees in an operating facility 
worked over 36 hours of overtime per month due 
to order requirements.
Action plan:
1. The production arranging personnel shall make
arrangements in line with the principle of “working 
6 days and getting 1 day off per week” when
making production plans.
2. A rotating system shall be adopted for personnel 
in key positions. Additional employees are required 
in order to allow the personnel to take more
days off.
3. HR shall make proper plans for manpower
reserveaccording to the factory’s demand for
manpower.
Risk: 
June 2020: In an operating facility, the fire drill 
schedule was only planned for day shift employees 
while night shift employees were excluded.
Action plan: 
In 2020, fire drills were scheduled to be conducted 
two times (including night shift employees) and 
then implemented as planned.

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QISDA Corporate Sustainability Report 2022
Human Rights Risk Identification by Qisda 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Risk: 
December 2022: The emergency exit was not established 
in compliance with laws and regulations.
Action plan: 
1. Making a new plan for the emergency exit for employees.
2.Training the employees.
Risk: 
May 2022: An operating facility needed to improve 
the completeness of the risk assessment in relation 
to pregnant or breastfeeding women (including the 
stages before, during and after pregnancy). 
 (The risk assessment of female workers who were in the 
period during pregnancy, lying-in and breastfeeding 
was actually conducted. However, the risk assessment 
form was not complete enough.)
Action plan: 
1. Establishing a new risk assessment form to show
the status of the female worker in different stages.
2. Performing assessment for all female workers as per
    the new risk assessment form, and then adopting 
    appropriate preventive countermeasures.
Completed
in the year.
Completed
in the year.
Completed
in the year.
Completed
in the year.
Completed
in the year.
Completed
in the year.
Emergency
Preparedness
Emergency
Preparedness
QCS
QCS
QVH
Safety
at Work
QVH
A new plan for the 
emergency exit 
for employees 
was made and 
ground signs 
were pasted in 
the year.
Completed in 
the year. The 
breastfeeding 
room was built 
and reviewed
for use in August 
2021.
Topic 
   Facility      Annual Mitigation and Remedial Measures             Audit
Topic 
   Facility       Annual Mitigation and Remedial Measures            Audit
Risk: 
June 2022: The emergency exit in an operating facility 
was not well-maintained and clearly marked.
Action plan:
1. Adjust the direction of the emergency exit door and
   make it swing out in the direction of theescape route.
2. Fire safety signs shall meet the establishment
    requirements. The “emergency exit sign” and the 
   “directional exit travel sign” shall be set together at    
    a place far away from the emergency exit with the 
    arrows pointing in its direction.
3. Periodical inspection and repair shall be organized for 
    firefighting facilities, equipment, and safety signs to 
    ensure that they are in good condition and effective.
Risk: 
June 2022: The emergency evacuation plan was not 
pasted in an operating facility.
Action plan:
1. Pasting the safety evacuation diagram at the exit door 
   in the workshop.
2. Periodical inspection and repair shall be organized
    for firefighting facilities, equipment, and safety signs to
    ensure that they are in good condition and effective.
Risk: 
July 2022: In an operating facility, the emergency exit 
did not glow, or there was no apparent sign pointing 
to the exit.
Action plan:
1. The exit sign shall be repaired; every exit sign is
   checked and confirmed to be operating normally.
2. Adding visible signs/markings on the exit route so
    that all employees are able to clearly identify it.
Risk: 
July 2022: The emergency response plan was not 
pasted in the restaurant of an operating facility.
Action plan:
1. Pasting the safety evacuation diagram at the exit door 
   of the restaurant.
2. Periodical inspection and repair shall be organized for 
    firefighting facilities, equipment ,and safety signs to 
    ensure that they are in good condition and effective.
Risk: 
July 2022: An operating facility needed to improve the 
completeness of the risk assessment in relation to preg-
nant or breastfeeding women (including the stages 
before, during and after pregnancy). 
Action plan: 
1. Establishing a new risk assessment form to show the 
   status of the female worker in different stages.
2. Performing assessment for all female workers as per 
    the new risk assessment form, and then adopting 
    appropriate preventive countermeasures.
Risk: 
January 2021: As new factories were still in construction, 
the factories in use were rented during the audit. Thus, 
there was no established breastfeeding room for female 
employees.
Action plan: 
1. Planning and establishing plans for breastfeeding
    rooms in new factories.
2. Item reporting and implementation.

204
QISDA Corporate Sustainability Report 2022
ISO 26000 Index
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Organizational
Governance
Human rights
Labor Practices
Corresponding Chapter
in the 2022 Report
Page         Remarks
Material Topics
Corporation Governance
and Operation
HRDD process
Human Rights Risk Assessment
Human Rights Management
QISDA Human Rights Policy
internal communicate channel 
QISDA Human Rights Policy
QISDA Human Rights Policy
QISDA Human Rights Policy
QISDA Human Rights Policy
Recruitment
Diversity and Inclusion
Retention
Diversity and Inclusion
Employee Payment and Pension
Execution Goals Current Decision-Making and 
Implementation System
Due diligence
Human rights risk situations
Avoidance of complicity
Resolving grievances
Discrimination and vulnerable groups
Civil and political rights
Economic, social and cultural rights
Basic rights at work
Employment and employment relationships
Conditions of work and social protection
Social dialogue
ISO 26000 Index
149
114
112
115
116
112
112
112
112
96
95
96
95
97, 103
113

205
QISDA Corporate Sustainability Report 2022
ISO 26000 Index
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Environment
Fair operating
practices
Labor Practices
Corresponding Chapter
in the 2022 Report
Page         Remarks
Material Topics
Health and safety at work
Human development and training in the workplace
 Prevention of pollution
Sustainable resource use
Climate change mitigation and adaptation
Protection of the environment, biodiversity and 
restoration of natural habitats
Anti-corruption
Responsible political involvement
Fair competition
Promoting social responsibility in the value chain
Respect for property rights
Employee Payment and Pension
Health and Safety at work
Diverse career development
waste cycle
Reuse Water Resources
Pollutants
 Reuse Water Resources
Energy Use and Conservation
Climate change mitigation
Reuse Water Resources
Biodiversity and Forest Conservation
Internal Audit Mechanism
N/A
legal compliance
Supply chain sustainability
management
legal compliance
97, 103
117
108
91
88
92
88
85
72
88
168
93
57
155
155

ISO 26000 Index
206
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Community involvement
Protecting consumers’ health and safety
Sustainable consumption
Consumer service, support, and complaint and 
dispute resolution
Consumer data protection and privacy
Access to essential services
Education and culture
Community involvement
Education and culture
Employment creation and skills development
Technology development 
Wealth and income creation
Health
Social investment
Consumer
Topic
Community
Involvement
and
Development
Corresponding Chapter
in the 2022 Report
Page         Remarks
Material Topics
legal compliance
Information Security
Green Product
Green Product
Customer Promise
 Customer Privacy Protection
Customer Promise
Green Talent Cultivation
goodwill earth
Cultivate smart and honest people
Enhance original cultural value
Reduce the digital gap
Reduce the digital gap
Reduce the digital gap
Reduce the digital gap
Public welfare blueprint
Public welfare blueprint
155
155, 156
43
68
43
69
68
48
130, 131
138
135
141
135
127
135
135
127

SDGs Index
207
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
SDGs Index
Theme
SDG Compass Guidance
SDG Targets
1
2
3
4
5
6
Ensure that everyone has equal rights and 
access to economic resources, basic 
services, property, natural resources, new 
technologies, and financial services.
Double rural productivity and increase the 
income of small-scale food producers.
Ensure a healthy lifestyle and promote 
well-being for people of all ages.
Ensure inclusive and equitable quality 
education, providing lifelong learning 
opportunities for all.
Ensure that students learn about sustainable 
development-related knowledge and 
skills, including sustainable lifestyles, 
gender equality, peace and non-violence, 
global citizenship, and appreciation of 
cultural diversity.
Achieve gender equality and empower 
women and girls.
Significantly increase the rate of wastewater 
treatment, industrial water recycling, and 
efficiency of water utilization.
Provide water and environmental sanitation 
for all and engage in sustainable management 
of water resources
Partner with civil society networks to provide 
education and entrepreneurial skills training
Supporting,encouraging and demonstrating 
the continued viability of small-scale farming  
bydeveloping partnerships with small farmers.
Make investments in health a priority in 
business operations
Provide employees with continuous 
opportunities to improve their (job) skills
Develop cost-effective education products 
and services that eliminate barriers to 
access and improve the quality of learning.
Pay equal remuneration, including benefits, 
for work of equal value and strive to pay a 
living wage to all women and men, and 
establish a zero-tolerance policy towards all 
forms of violence at work
Reduce the likelihood of surface water  
contamination by treating and processing 
all waste with exceptional precaution
Ensure that all employees and their families 
have ample access to safe drinking water 
and adequate sanitation.
Gender
Equality
No Poverty
Education
Quality
Good Health
an
Well-being
Zero Hunger
No.
Page
Remarks
Corresponding 
Chapter
Reduction of  the Digital Gap
Reduction of  the Digital Gap
Reduction of  the Digital Gap
Public welfare blueprint
Employee Health Management
Enhance original cultural value
Cultivate smart and
honest people
Diverse career development
Diversity and Inclusion
Reuse Water Resources
waste cycle
135
135
117
141
91
88
96
135
127
108
138

SDGs Index
208
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Our company has joined
the RE100 initiative, 
committing to achieve 
100% renewable energy 
usage by the year 2040.
Decent Work
and Economic
Growth
Industry,
Innovation and
Infrastructure
Theme
SDG Compass Guidance
SDG Targets
7
8
9
Ensure affordable and reliable 
access to sustainable modern 
energy for all.
Promote sustained, inclusive, and 
sustainable economic growth, 
providing full and productive 
employment, and ensuring 
decent work for all.
Build resilient infrastructure, 
promote inclusive and sustainable 
industrialization, and foster 
innovation to withstand disasters.
Commit to sourcing 100% of operational electricity 
needs  fromrenewable sources.
Prioritize energy efficiency across  operations through 
tools such as the use of an internal carbon price and 
science-based target setting
Invest in R&D related to sustainable energy services.
Increase profitability with diversification,  technology 
enhancement and innovation. (No corresponding SDG 
Target and SDG  compass guideline)
Eliminate discrimination and pay equal wage for 
equal work to all women and men. (No corresponding 
SDG Target and SDG  compass guideline)
Put in place mechanisms to identify child labor and 
forced labor throughout global supply chains
Ensure employees’ occupational health and safety. 
(No corresponding SDG Target and SDG compass 
guideline)
Invest in new, resilient infrastructure to make the 
existing infrastructure more sustainable.
Establish standards and promote regulation that ensure 
company projects and initiatives are sustainably managed.
No.
Page
Remarks
Corresponding 
Chapter
Energy Use and Conservation
us and sustainable development
us and sustainable development
Retention
sustainable supply chain
Human Capital Management
human rights management
Supply Chain Sustainability
Management
human rights management
occupational safety and health
Reduction of  the Digital Gap
us and sustainable development
Affordable
and
Clean Energy
Reduced
Inequalities
10
Reduce inequality both 
domestically and 
internationally.
Ensure equal opportunities and devote in reducing  
inequality. (No corresponding SDG Target and SDG  
compass guideline)
Partner with civil society networks to provide education 
and entrepreneurial skills training.
Diversity and Inclusion
Social Care and Influence
85
18
106
18
95
115
121
18
127
57
115
135
96
57

SDGs Index
209
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Sustainable
Cities and
Communities
Responsible
Consumption
and
Production
Theme
SDG Compass Guidance
SDG Targets
11
12
Build inclusive, safe, resilient, 
and sustainable cities and 
communities.
Adopt sustainable consumption 
and production patterns.
Reduce environmental impact on cities through management 
including air quality and waste.
Enhance adaptability in disasters of the cities and human 
settlements as well as develop and  implement overall 
management and measures for disasters and risks. (No 
corresponding SDG  Target and SDG compass guideline)
Implement product portfolio analysis tools to  understand 
environmental and social footprint of products.
Enable sustainable consumption by developing innovative 
solutions can reduce energy need in usage
Reduce manufacturing impacts by substituting virgin raw 
materials in products with post-consumer  materials 
through recycling and upcycling
Apply modular design, so products’  constituent parts will be 
easily separated.
Significantly reduce waste.
Ensure adoption of sustainable practices  and integrate 
sustainability information into reporting cycles.
Green Procurement
Sustainable education (No corresponding  SDG Target and 
SDG compass guideline)
No.
Page
Remarks
Corresponding 
Chapter
Risk Management
life cycle assessment
Supply Chain Sustainability
Management
waste cycle
Green Product
Green Product
Green Product
Supply Chain Sustainability
Management
Social Care and Influence
Reduced
Inequalities
10
Reduce inequality both 
domestically and 
internationally.
Ensure equal opportunities and devote in reducing  inequality. 
(No corresponding SDG Target and SDG  compass guideline)
Partner with civil society networks to provide education and 
entrepreneurial skills training.
Diversity and Inclusion
Social Care and Influence
waste cycle
96
127
91
163
54
43
43
127
57
91
43
57

SDGs Index
210
QISDA Corporate Sustainability Report 2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Life Below
Water
Climate
Action
Theme
SDG Compass Guidance
SDG Targets
13
14
Source all electricity the company consumes at 
its facilities from renewable sources or install 
renewable energy generation capacity on-site.
Retrofit the lighting systems of the company’ s 
facilities to energy efficient LED lighting
Increase investment in innovation to improve the 
efficiency of the company’ s product portfolio, 
thereby enabling customers to reduce their GHG 
emissions
Understand climate risk and build resilience into 
the company’ s assets and supply chain.
Improve and increase awareness in the reduction, 
impact and adaption of climate change. (No 
corresponding SDG Target and SDG compass 
guideline)
Improve resource efficiency by altering the 
design, manufacture, or use of products and 
packaging to reduce the amount of waste that 
could potentially enter the environment.
Utilize a value-chain approach to create  connections 
between the design, packaging, marketing and 
recycling of materials with the goals of reducing 
their environmental impact at the end of their life 
cycle.
No.
Page
Remarks
Corresponding 
Chapter
Take urgent action to combat 
climate change and its impacts.
Conserve and sustainably use the 
oceans, seas, and marine resources.
Energy Use and Conservation
Energy Use and Conservation
Climate Change Adaptation
and Mitigation
Climate Change Adaptation
and Mitigation
Green Product
Green Product
Green Product
Green product
85
85
72
72
43
43
43
43

211
QISDA Corporate Sustainability Report 2022
SDGs Index
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Peace, Justice
and Strong
Institutions
Partnerships
for the Goals
Life on Land
Currently, Giant World Co. 
implements community 
engagement and development 
programs only at its business 
locations:
Assisting vulnerable groups
Promoting education and arts 
and culture
Giving back to the community 
and neighborhoods
Initiating charitable donations 
and other related activities.
Theme
SDG Compass Guidance
SDG Targets
16
15
17
Commit to and implement responsible sourcing 
practices.
Comply with laws and seek to meet international 
standards; require and support business partners 
to do the same.
Conduct risk and impact assessments to identify 
and mitigate risks of contributing to corruption, 
violence and conflict.
Provide manpower and resources for  
developing countries. (No corresponding  SDG 
Target and SDG compass guideline)
No.
Page
Remarks
Corresponding 
Chapter
Protect, restore, and promote 
the sustainable use of 
terrestrial ecosystems.
Establish peaceful, inclusive 
societies for sustainable 
development and create 
effective, accountable, and 
inclusive institutions at all levels.
Respect the policy space and 
leadership of each country to 
establish and implement 
policies for poverty eradication 
and sustainable development.
legal compliance
code of conduct
Social Care and Influence
Green Product
Sustainable Supply
Chain Management
Biodiversity and Forest
Conservation
1.
2.
3.
4.
57
93
153
155
43
127

212
QISDA Corporate Sustainability Report 2022
Independent Assurance Statement
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
Independent Assurance Statement

QISDA Corporate Sustainability Report 2022
永續發展關鍵績效指標量化彙整表 2019~2022
Creativity
Transformation
Productivity
Leadership
Sustainability
Preface
共創共好 永續抵佳