2012 Corporate Social Responsibility Report - UMC

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GRI Guidelines Location Page Disclosures Note 3. Report Parameters 3.1 Reporting period for information provided. About This Report ● 3.2 Date of most recent previous report. About This Report ● 3.3 Reporting cycle. About This Report ● 3.4 Contact point for questions regarding the report or its contents. About This Report ● 3.5 Process for defining report content, including: determining materiality; prioritizing topics within the report; and identifying stakeholders the organization expects to use the report. 1.3 Communication with the Stakeholders ● 3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). About This Report ● 3.7 State any specific limitations on the scope or boundary of the report. About This Report and Other relevant sections ● All specific limitations on the scope or the report are described in relevant sections. 3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations. About This Report ● The basis for this report covers UMC’s operations in Taiwan and Singapore, and excludes subsidiaries in Japan, Europe and the USA. 3.9 Data measurement techniques and the basis of calculations, including assumptions and techniques underlying estimations applied to the compilation of the indicators and other information in the report. About This Report and Other relevant sections ● Data measurement techniques and the bases of calculations are specified in footnotes in relevant sections. 3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement. About This Report ● 3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. About This Report ● 3.12 GRI Content Index Global Reporting Initiative (GRI) Index ● 3.13 Policy and current practice with regard to seeking external assurance for the report. About This Report and Third-Party Verification and Assurance Statement ● UMC 2012 Corporate Social Responsibility Report P.78
GRI Guidelines Location Page Disclosures Note 4. Governance, Commitments, and Engagement 4.1 Governance structure of the organization. Describe the mandate and composition (including number of independent members and/or non executive members) of the highest governance body and its committees. Report the percentage of individuals by gender within the organization’s highest governance body and its committees, broken down by age group and minority group membership and other indicators of diversity. 2.3 Corporate Governance/ Board of Directors ● 4.2 Indicate whether the Chair of the highest governance body is also an executive officer. 2.3 Corporate Governance/ Board of Directors ● Chairman of the board is also Chief Strategy Officer 4.3 4.4 4.5 State the number and gender of members of the highest governance body that are independent and/or nonexecutive members. Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance). 2.3 Corporate Governance/ Board of Directors ● 1.3 Communication with the Stakeholders. 2.3 Corporate Governance 4.3.2 Human Resource Management 2.3 Corporate Governance/Compensation Committee ● ● 4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided. 2.3 Corporate Governance/Audit Committee ● 4.7 Process for determining the member composition, qualifications, and expertise of the highest governance body and its committees, including any gender consideration and other indicators of diversity. 2.3 Corporate Governance/Board of Directors ● 4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. 1.2 Corporate Sustainability and Planning 2.3 Corporate Governance ● 4.9 Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. 2.3 Corporate Governance/Audit Committee, Internal Audit ● 4.10 Processes for evaluating the highest governing body’s own performance, particularly with respect to economic, environmental, and social performance. 1.2 Corporate Sustainability and Planning/ Sustainable Organization 2.3 Corporate Governance ● CEO as chairman of CSR Committee, and every six months held UMC Corporate Social Responsibility Committee. 4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization. 2.6 Risk Management ● 4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. 4.13 Memberships in associations and/or national/international advocacy organizations. 1.2 Corporate Sustainability and Planning/ Sustainable Policies 2.4 Innovation Management/ Corporate Social Responsibility & Sustainability in Practice 4.3 Human Resource Management 1.3 Communication with the Stakeholders 3.3 GHG Emissions Management/ Carbon Disclosure and Communication ● ● 4.14 List of stakeholder groups engaged by the organization. 1.3 Communication with the Stakeholders ● 4.15 Basis for identification and selection of stakeholders with whom to engage. 1.3 Communication with the Stakeholders ● UMC 2012 Corporate Social Responsibility Report P.79
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2012 Corporate Social Responsibilit
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Letter from CEO To all our friends
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Honors and Awards n Became a compon
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1.1 Company Profile 1.1.1 About UMC
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1.2 Sustainability Strategy 1.2.1 S
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1.3 Communication with Stakeholders
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1.3.3 Communication Methods and Cha
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2012 key performance compendium and
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BCMS Enhancement To implement the b
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2.2 Operational Performance Due to
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2.3 Corporate Governance UMC is com
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Communication and Complaint Channel
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2.5 Competitive Customer Service UM
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Page 37 and 38: Cleaner Production assessment syste
Page 39 and 40: 2012 Results In 2012, UMC completed
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Page 47 and 48: 3.3.5 Inventory and Verification of
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Page 67 and 68: 4.2.2 Industrial Safety and Health
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Page 73 and 74: 4.3.4 2012 Human Resource Statistic
Page 75 and 76: 4.4.2 UMC Public Welfare Investment
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Page 81 and 82: GRI Guidelines Location Page Disclo
Page 87 and 88: Assurance Statement UMC 2012 Corpor
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2012 Corporate Social Responsibility Report - UMC

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