HannStar`s 2009 CSR Report

Transcription

Editor’s Note
This is the first corporate social responsibility (CSR) report published by
HannStar. Through this report, we endeavor to communicate to our stakeholders
the actions taken and results achieved in the social, economic and environmental
aspects of our operations. From now on, we will strive to publish future CSR
reports on an annual basis.
In this report, we have disclosed our CSR management principles, key issues,
responses, and performances of our actions covering the fiscal year ending
December 31, 2009. The scope of this report includes all manufacturing facilities in
both Taiwan and China, as well as information and data concerning the financial,
environmental and social aspects of our operations.
This report is prepared based on the G3 Guidelines of the Global Reporting
Initiative (GRI), and has been approved by GRI for its GRI G3 Level B.
Contact
If you should have any comments or questions as to this 2009 HannStar CSR
Report, you are very welcome to contact us at:
• HannStar Display Corporation
• Quality System Management Division
• Manager : Yvonne Kao
• Address : No.35, Nanke 2nd Road, Sinshih Township, Tainan County 741,
Tainan Science Industrial Park, Taiwan
• Tel : (06)505-2880 Ext. 1331
• E-mail : [email protected]
Contents
Editor’s Note
2
1
02
CEO’s Message
04
President’s Message
06 About HannStar
07
Company Profile
10
Establish Own Brand Name
12
Operation Performance
13
Awards
14 Corporate Governance
3
4
15
Corporate Management
17
Sustainable Management System
17
Risk Management
19
Stakeholder Communication
20 Environmental Sustainability
21
Respond to Climate Change
23
Green-Hanns Actions
23
Action 1: Promote Energy-Saving Plant
24
Action 2: Implement Green Management
26
Action 3: Implement Green Supply Chain
28
Action 4: Develop Environmental Friendly
& Energy Efficient Products
30
Action 5: Effective Treatment of e-Waste
31
Action 6: Water Resources Management
34 Social Responsibility
Support our Employees
36
Employee Rights
42
Customer Satisfaction
44
Caring for the Community
47 Appendix GRI Index
2009 Hannstar CSR Repor t
35
1
CEO’s Message
Enterprise Value and Corporate Social Responsibility
T h e year 2009 is indeed a crucial and
memorable year. From the 2008 global financial
crisis to the 2009 recession, the global business
environment was full of ups and downs, and it is
only until early 2010 did we start to see a little hope
of recovery. In this trying time, HannStar is able to
maintain its continuing growth and transition in
the LCD panel industry through its strategies on
innovation, practicality and value-added business
model. Looking back on past years, this growth
is possible only with the dedication of HannStar
employees, and continuing support of shareholders,
suppliers and customers. HannStar is grateful for
the support it received during this difficult time
which serves to strengthen the belief in fulfilling its
corporate social responsibility.
The spirits and missions of HannStar’s social
responsibilities are to: establish and implement
HannStar’s vision, strategy and business model;
in order to create core corporate strategy, value
and consensus on social responsibility. Based on
the above statement, HannStar will initiate actions
focusing on:
1. Continuing to provide high quality, energy
efficient and environmental friendly products and
services;
2. Committing to implementation of environmental
protection and resource conservation; and
3. Integrity in business practices, transparent
corporate governance and sustainable business
operations.
Recreation of Corporate Value
Facing the constantly changing and highly
competitive LCD panel industry, HannStar was
forced to redefine the competition in production
capacity. It has transformed itself from engaging in
competition in scale of economy to added product
value, and seeking recreation of technical value.
HannStar has also redefined its value chain through
2
integration of green energy, supply chain and brand
name, which enhanced its corporate governance
and achievement of management goals. In addition,
HannStar has been engaging in establishing its
own brand names since 2006, and has successfully
introduced the Hannspree and HannsG brands to
the global market.
Competitive business strategy needs to consider
the creation of value in business model, while sound
financial planning is critical for the establishment
and creation of such value in the business model.
With this in mind, HannStar has always strived
to maintain the greatest shareholder equity and
improve overall corporate competitiveness, and has
achieved some of the best performance among
the LCD panel manufacturers in terms of such
financial indicators as cash flow, inventory turnover
days and net liability to asset ratio. HannStar also
believes that successful strategy for creating value in
business model will be the foundation for creating
equity for its shareholders.
New Life Value and Social Responsibility
The Chinese name for HannStar has the meaning
of “vast and boundless universe”, as HannStar has
defined itself since its foundation as a corporation
dedicated to the research, development and
creation of visual equipment for consumers through
application of the boundless visual technology.
Thus, we look forward to creating the value of life
in each of our products. In designing our branded
products, we seek to skillfully combine children's joy
& fantasy, sporty vitality and fashion home design
ingenuity which can lead to far-reaching creative
imagination. Newer generation of our products
will further integrate touch panel, 3D, LED and
other designs which make them best displays with
human-machine interface, and are capable of
becoming the best platform for cloud computing
applications in the network environment.
CEO’s
Message
President’s
Message
Efforts in Corporate Value Creation
The cornerstone of sound business development
stems from support of shareholders, while the
motivation for growth of corporate value comes
from employees.
Since its establishment more than ten years
ago, HannStar has brought together talented
employees from all areas to work under a sound
and humanized management culture (such
as performance management and promotion
systems) and provide them with a comfortable
working environment. Through our training and
development system and multiple learning channels,
employees are encouraged to become full spectrum
technology management professionals; with the
increase and expansion of our overseas operations
and manufacturing plants, we also provide
employees with overseas rotation and development
opportunities.
In addition, HannStar is committed to sound
environmental, safety and health development and
management, eliminating employment of child labor
and foreign workers, creating more appropriate and
legally mandated employment opportunities, as well
as providing family-friendly working environment for
female workers (for example, set up breast-feeding
rooms, etc.). These actions have created equal
development opportunities for all our employees
regardless of their genders, and earned us the "Best
Female Human Resource Development Award" from
the Council on Labor Affairs for our work safety
and gender-equal program.
Fulfilling Goals in Environmental Protection
and Social Responsibility
Due
to the significant impacts from global
warming to the environment and people’s lives,
businesses are tasked with far-reaching missions
to promote environmental protection and protect
our environment. Besides seeking shareholder
equity, businesses should also be shouldered with
and committed to the irrefutable responsibility of
caring and protecting the society, humans and our
environment.
At HannStar, our vision is to let our next
generation enjoy the new hope of the colorful new
world; in this vision, a new world would be a world
using green energy, and the new hope is the green
world. Fulfilling this vision is our corporate social
responsibility and we will constantly endeavor to
promote and achieve this vision.
As a part of the efforts to fulfill our corporate
social responsibility, we have completed this
report on corporate social responsibility (CSR).
We will continue to publish the CSR report every
year to meet our goal of information disclosure
and continuous improvement. We will also
look forward to all interested parties’
participation and caring in our future
growth and endeavors.
Corporate growth expectation: Employees
are HannStar’s greatest resource, the motivation
for our growth of corporate value, as well as
our competitive advantage in facing the highly
competitive business environment. Enabling
our employees to be at their best
performance anytime and anywhere,
so that HannStar can have the most competitive
working team, will enable us to continuing our
approach in pursuing corporate sustainable
development.
3
A passionate, sincere and unique HannStar
4
HannStar was founded with the vision of “letting
future generations enjoy the new hope of a colorful
world.” With this vision in mind, we have committed
to “providing the best visual environment, and
striving for the research and development,
manufacturing, and marketing of low radiation
and low energy consumption TFT LCD panels and
systems.” Facing the future world to be dominated
by high-definition LCD video equipment, we have
always believed that the existence of HannStar is
to provide the next generations with the most
natural and accessible window to our
future.
while at the same time conserving energy, reducing
waste and restricting hazardous substances in our
products and operations.
In this currently difficult business
environment, HannStar has endeavored
to safeguard the equity of the
stakeholders. In terms of product R&D,
material acquisition, product packaging
and shipping, and marketing and
servicing, HannStar always strive
to enhance shareholder equity
In line with the global sustainable development
trend, HannStar received the GPMS certification
from TEEM in 2005 and was certified for its QC
080000 system by ICQ in 2008. In addition, the
highly energy efficient LED backlight modules have
been introduced to many HannStar models in 2009
which will be followed by complete adoption of LED
backlights on all HannStar products in 2010.
To improve our shareholder equity, HannStar has
been innovative in our operation model, focusing
on our niche market of panel manufacturing
and branded product business. We have also
strengthened the integration of our whole supply
chain and created a financially sound business model
using limited resources, in order to create multiplewin situation for all our stakeholders and become a
sustainable business.
In order to care for our employees, HannStar has
created a safe and pleasant working environment
and established a comprehensive employee
training and development system, which provides
our employees with integrated and professional
training. A corporate internal Chairman of the
Board Innovation Award also serves to encourage
our employees to be innovative and creative in
creating added value throughout the corporate
operations.
HannStar is currently working with the
Environmental Protection and Development
Foundation of the Southern Taiwan Science Park
to organize monthly river-patrolling activities
and sponsor the river-patrolling camps for the
schoolchildren. Through these activities, we
hope to teach our next generation how to care
for and protect our environment. We have also
initiated the Charity Bakery House Initiative that
helps the disadvantaged group; and donated
LCD monitors to remote areas which serves to
bridge the digital divide between urban and rural
environment. Moreover, we are in the process of
donating computers and monitors to facilities for
the disabled persons in neighboring Tainan County
to demonstrate our concern for neighboring
community and the environment.
In the future, HannStar will continue to devote
necessary resources to our research & development,
manufacturing and marketing operations to ensure
that we will further pursue the path of becoming an
energy-efficient and carbon reducing business with
harmonious labor relationship and profit generating
capability, and thus fulfilling our commitment
to environmental protection and sustainable
development for the next generations.
President
David Joe
5
About HannStar
HannStar Display, Display Happiness
6
About HannStar
Company Profile
HannStar was founded in June 1998 as a
dedicated TFT-LCD display manufacturer, with
the main products as LCD displays for notebook
computers and LCD monitors for desktop computers.
In recent years, HannStar has gradually expanded
its product lines to cover network information
technology products and audio-video equipment.
Since our foundation, we have adopted the
management vision as “providing the best visual
environment and striving for the research and
development, manufacturing and marketing of low
radiation and low energy consumption TFT LCD
panels and systems.” At present, we operates a 5.3
Generation TFT-LCD manufacturing facility at the
Southern Taiwan Science Park in Taiwan, and has a
monthly average production of 110 thousand glass
base plates in 2009 with excellent product yield.
Our management strategy is directed toward
improving our overall management performance
instead of pursing higher production. In order to
improve our management performance, we have
been optimizing the product value chain in search of
best integration, including the upstream materials,
TFT-LCD plant, LCM plant, downstream system
integration plant and development of our own
HANNspree and Hanns.G. brands to strengthen our
vertical integration competitiveness.
From duly paying corporate taxes, protecting
the environment, and upholding employee rights
to active participation in charity and community
services, HannStar is endeavoring to not only create
economic value and profits for our shareholders but
also create social value for the whole community.
7
Milestones
8
1998.06
•
Foundation of HannStar.
1999.07
•
Official production initiated at Kaohsiung LCM Plant.
2000.03
•
Official production initiated at Yangmei LCD Plant I.
2001.05
•
Official production initiated at Yangmei LCD Plant II.
08
•
Common shares listed in Taiwan OTC Market.
2002.11
•
Signed technical cooperation and authorization agreement with Hitachi Displays Co.
2003.10
•
LCD TVs received Japan IPS Association certification.
2004.09
•
Common shares listed in Taiwan Stock Exchange.
2005.01
•
Official production initiated at Southern Science Park LCD Plant III (G5.3).
2006.09
•
Sold Yangmei LCD Plant I. Reinvested in Wintek Corp.
2007.08
•
Sold Yangmei Plant II. Reduced capitalization by NT$10.4 billion.
2008.02
•
Formed strategic alliance with LG Display Co., Ltd. (formerly LG Philips LCD Co.,
Ltd.).
11
•
Production terminated at Kaohsiung LCM Plant. Converted to module R&D Center.
•
Hanns.G Monitorsold more than 3 million monitors, becoming the world's seventh
largest brand.
•
The Hannsnote was first introduced.
2009.02
•
Nanjing LCM Plant II passed HP certification, became qualified NB supplier. Received
ISO 9001: 2008 certification.
04
•
ST series HD LCD TVs marketed in Europe, America and China.
05
•
Nanjing LCM Plant III passed HP audit.
06
•
Nanjing LCM Plant III passed Dell audit.
09
•
GB integrated BL and LCM quality system and received ISO 9001 certification.
About HannStar
Core Value
HannStar’s core value comprises Execution, Practice Integrity, Encourage Innovation, Customer
Oriented, and Team Collaboration, which has been reflected in the working attitude and behavior of
our employees and used to generate HannStar team consensu.
Execution
Practice
Integrity
Encourage
Innovation
Customer
Oriented
Each employee shall complete his/her assignment based on
qualitative/quantitative instruction.
•
All levels of employees shall strive to: pay attention to
assignments, follow-up, feedback and complete assignments.
•
Insist on following disciplines in pursuit of continuous
improvement results.
•
Do not over-commit. Only promise what can be accomplished.
•
Use the highest moral standard to reflect on internal and
external relationships.
•
Face the problem with courage and maintain flexibility for
necessary adjustment in order to fulfill commitment.
•
Respect difference: Integrate talents in different disciplines for
innovative thinking and practical actions.
•
Never satisfy with the status quo, always encourage innovation
and breakthrough.
•
Challenge existing working model and pursue innovative
approach and higher effectiveness with reasonable costs.
•
Understand real time market demand and provide competitive
services.
•
Enhance value of company products and services, and create
customer relationship base on mutual trust and benefits.
•
Pursue internal and external customer satisfaction and create
win-win situation.
•
Actively establish team goal, team consensus and team
achievement.
•
Respect different professions and thinking.
•
Don’t compete for success or try to shift the blame. Instead,
pursue open, fair and just teamwork mechanism.
Team
Collaboration
•
9
Establish Own Brand Name
HANNspree and Hanns.G Brands
In recent years, HannStar has established two
brands, HANNspree and Hanns . G, which have
broken through the market barrier with their
superior capability to price (C/P) ratio in both the
LCD TV and LCD computer monitor markets. Unlike
many of our fellow LCD manufacturers in Taiwan
which focus only on contract manufacturing, we
believe that it is necessary to create our own brand
name, and in term our brands have brought us
exciting new market opportunities. In the future,
HannStar will continue to strive for providing the
next generations with radiation-free, flicker-free and
residual image-free displays.
The HANNspree brand focuses on the “Design
Centric Lifestyle” philosophy to integrate high
quality audio-video technology and develop
revolutionary products, in order to create new
market segmentation and satisfy new generation’s
need for tasteful individuality. Through continuously
introducing new pattern patents, the HANNspree
brand currently holds 284 patents.
In recent years, in order to market its smallsize LCD monitors, HANNspree acquired the
authorization of Disney, NBA and NFL to design
entertaining new LCD styles. In 2005, Time
Magazine selected a HANNspree product as
one of the most innovative products in 2005,
and HannStar is the only Taiwan manufacturer
selected that year which is testament to HannStar’s
innovative capability.
HANNspree Global Concept Stores
N. AMERICA
San Francisco
10
N. AMERICA
Beverly Hills
CHINA
Shanghai
SINGAPORE
EUROPE
About HannStar
The Hanns.G brand understands consumers’ wish for quality lifestyle and strives to add aesthetic
design to high tech products, so that customers can enjoy high quality LCD monitors with pleasing
product designs. Hanns.G brand also adopts the “Go Beyond” spirit to offer consumer brand new
feeling, as well as adding humanized interface, clean design and superior quality, which serves to
exceed consumers’ product expectation.
Differentiated Product Strategy
Unlike other LCD manufacturing plants in Taiwan, HannStar’s fifth-generation (G5.3) LCD plant in
Southern Taiwan Science Park is the only LCD Plant in Taiwan utilizing the 1200 mm X 1300 mm glass
plate technology. Due to its forward looking glass plate utilization capability, this plant is the most
cost efficient LCD plant in Taiwan in terms of producing 17” or 19” wide screen LCD panels. In order
to further improve its performance and cope with changing market conditions, we have also entered
the mid-size product market and converted part of this plant’s production capacity to producing
mid-size digital photo frames, GPS and Netbook LCD products.
11
Operation Performance
Due to the global financial crisis in 2009, the
global market demand for TFT-LCD products was
quite weak for the first quarter (Q1) of 2009, and
the prices hit bottom. Thanks to the stimulus plans
implemented in many countries, the global LCD
market recovered somewhat in Q2 of 2009, but the
overall price and demand remained weak. Facing
the impacts from the weak economy, HannStar is
striving to strengthen our product lines, integrate
the whole supply chain into technical platform, and
improve management performance to cope with
this economic challenge.
In terms of strengthening product lines, in 2009
we took advantage of our fifth generation plant
capacity to enter the Netbook computer and cell
phone LCD panel market. Besides continuing with
our 19”, 25” W and 28” W monitor LCD panel
products, we also entered the small to mid size
panel market, with the cell phone, PND, P-DVD,
GPS, Netbook and car-based LCD panel products. In
Q4 of 2009, the small to medium size (under 10”)
panel products have grown to 47% of our revenue.
As touch screen function is almost essential in the
small-mid size panel market, we are also developing
touch screen technology and products. Our goal
is to cover all consumer electronics applications in
2010.
In 2009, our revenue and after tax net loss
are 50.7 billion and 13.4 billion respectively,
which corresponds to a loss of 2.57 per share.
Besides continuing to improve the shareholder
return on equity, we also improve our disclosure
of information in response to external request to
maintain shareholders and investors’ rights to know.
Shareholder Structure
Financial institutions
Recent Financial Performance Indicators
Unit: Million NT$
2007
2008
2009
77,895
60,322
50,694
Earning Before Income Tax (EBIT) 10,691
320
-(9,240)
2,861
-(6)
Operating income
Income tax
12
In 2007, we formed strategic alliance with the
major Korean LCD manufacturer LPL, and provided
niche products to complement each other’s
needs. In addition, we invested in Sintek Photronic
Corporation to ensure that we will not face shortage
of color filters for our future fifth generation plant’s
production capacity. In 2009, we also reinvested
in Wujiang Guang Qiao Optic Electronics Co., Ltd.
to improve and strengthen our technical capability
with the backlight module, and participated in
private placement of common shares for Unity Opto
Technology Co.,Ltd. to jointly develop LED backlight
modules and stabilize source of LED materials.
92
Net income after tax
14,379
-(6,722) -(13,430)
Return on equity (%)
23.6
-(10.83)
-(27.45)
After tax net profit per share (NT$) 2.64
-(1.23)
-(2.57)
1.46%
Other institutional
investors 12.14%
Foreign
institutions&
Individual investors
63.54%
individuals
22.86%
About HannStar
In order to strengthen our R&D capability, we
have been actively developing different interface
and module mechanism designs based on different
customers’ needs, to produce low radiation, thin
and light, energy efficient, and highly reliability
LCD monitors and TFT-LCD panels for notebook
computer to increase our market share. In 2009, our
R&D expenses total NT$159,526 million, which is
3.15% of our revenue. We also received 98 patents
for TFT-LCD panels in 2009 alone, and currently
hold a total of 766 patents in various countries and
have 473 patents in application pending status.
Reinvestments
Bradford Ltd.
100%
HannSpirit (BVI) Holding Ltd.
100%
Brightpro Resources Ltd.
100%
Brightstar Resources Ltd.
100%
Brightbridge Resources Ltd.
100%
HANNspree China Holdings Ltd.
100%
Huali Investment Corp.
100%
HANNspree Shanghai Inc.
100%
HANNspree Display(Nanjing) Inc.
100%
HannStar-TPV Display(Wuhan) Corp.
HannStar Display(Nanjing) Corp.
80%
79.38%
57%
Wujiang Guang Qiao Optic Electronics Co., Ltd.
Recent R&D Expenditures
2007
R&D expenditures
(million NT$)
R&D expenditure
Net sales revenue (%)
Patents obtained
2008 2009
1,251
1,469
1,595
1.61
2.44
3.15
64
68
98
HANNspree Inc.
29.28%
Kencapital Trading Co., Ltd.
19.05%
Kenmos Technology (Nanjing) Corp.
19%
Unity Opto Technology Co.,Ltd.
9.70%
Sintek Photronic Corp.
8.43%
Danen Technology Corp.
7.05%
Wintek Technology Corp.
2.87%
Walsin Color Corp.
2.32%
Awards
2004 •
Council on Labor Affairs “Most Valuing Female
Employee Company” Award
2005 •
MOEA “Most Energy Conserving Company” Award
2006 •
National Excellence in Energy Conservation Award
2007 •
Most Distinguished Paper Award, for “A New Pixel Design and A Novel Driving Scheme for
Multi-Domain VA-LCDs” presented at the SID Conference.
•
Two products won The 18th Taiwan
Excellence Product Award.
2009 •
TTLA, Most Excellent Research Award, for “NCF-type Compliant-Bump COG in real panel”.
13
Corporate Governance
Even with the changing business environment, we
always remember our mission: “Focus on sustainable
operations to create business value and environmental
friendly products.”
14
Cor por ate Gover nance
Corporate Management
Our Board of Directors is consisted of 7 directors
and 3 supervisors, of which three directors
are independent. The Board of Directors also
reviews the independence of our certified public
accountant every year. In order to safeguard the
shareholder equity, strengthen the Board’s structure
and ensure the functioning of supervisors, our
corporate governance complies with the “Corporate
Governance Code Practice for Public-listed
Companies” issued by the Taiwan Stock Exchange.
Our achievements in this aspect are:
• Establish risk control mechanism for dealing
with subsidies based on “Transaction procedure
dealing with group corporation, designated
companies and related persons”, “Procedure
for asset acquisition and disposal”, “Procedure
for endorsement and asset loaning ” and
”Procedure for supervision of subsidiaries”.
• Establish investment and institution service
department and shareholder service office to
handle investor relationship and share related
affairs.
• Assign corporate spokesperson and assigned
designated person in charge of information
gathering and disclosure.
• In accordance with financial regulations,
disclose list of major shareholders periodically.
• Provide financial information in both Chinese
and English; disclose all contacts to receive
inquiries and suggestions.
In addition, we also endeavor to improve the
transparency of our corporate information, and
received a Class A rating in the Sixth Annual
Information Disclosure Assessment, and have been
moving toward voluntary disclosure of corporate
information.
Organizational Structure
15
Functions of Major Departments
Center / Department
Functions
LCM Manufacturing Center
LCM product manufacturing and management
LCD Product Development and
Panel product R&D management; Southern Taiwan plant LCD
Manufacturing Center
panel manufacturing management
Panel Marketing and Logistics Center
Integrate large-size panel and mid-size panel marketing and
logistics
Product quality assurance from incoming materials,
Panel Quality Center
manufacturing to shipping; conduct reliance certification;
establish, maintain and improve quality assurance system;
conduct after-market service management
System Product Development &
Manufacturing Center
System Product Marketing and
Logistics Center
System Quality Center
R&D design and manufacturing of TFT-LCD related products
Integrate system product marketing and logistics management
Manage product quality and supplier quality agreements, to
achieve company, suppliers and retailers win-win-win situation
System Product Global Customer
Manage branded product quality and after-market service,
Service Center
maintain brand image
Manage compliance with government EHS requirements;
Occupational Safety, Environment
and Risk Management Office
conduct internal EHS performance review; communication
with external EHS authorities; planning and implementation
of TTLA project; maintenance and management of entrance
security
Planning and management of accounting and financial affairs,
including finance/accounting management, tax management,
Financial & Accounting Center
asset management, funds management, strategic investment,
investor relations and share operation planning and
management
Business Service & Administration
Management Center
Auditing Department
Legal Affairs Office
16
Corporate human resource management, planning and
implementation of general affairs and security; new business
development strategy and planning; and purchasing
Internal audit and operation process management
Legal affairs, contracts, patents and other intellectual property
management
Sustainable Management System
HannStar believes that publishing the CSR
Report is one important means to strengthen our
competitiveness in the TFT industry, as modern day
business needs to communicate its CSR policy and
results to important stakeholders and clearly state the
corporate vision, value and way forward. Moreover,
through collecting the environmental, social and
economic information need for this CSR Report, we
also obtained valuable information that helped us to
reduce the negative impacts of our operations and
enhanced our positive corporate value.
Organizational Structure for CSR
Report Editing Committee
In order to publish this first CSR Report, we
formed the CSR Report Editing Committee and
conducted multiple interviews with our top
management. We believe this internal consensus
building experience will be the basis for developing
future sustainable management structure and
fulfilling our social responsibility, we thus committed
that in the future we will integrate our management
strategy with our CSR performance.
Risk Management
Risk management has become an indispensable
part of business management nowadays. Thus,
we have established the internal audit department
under the Board of Directors to assist the Board
and managers in identifying business risks, reducing
negative impacts and ensuring continuing operation
of the corporation.
Management of Operational Risks
In terms of the currency exchange risk which we
must face in our daily operation, we have adopted
high ratio and conservative hedging strategy, so
that the fluctuations of currency exchange rate
have never generated material profits or loss to our
operations. In addition, we have established the
“Procedure on Asset Loan and Endorsement” and
“Procedure on Acquisition and Disposal of Asset”,
and we have never encountered any incidents
involving high risk, high leverage, and asset loan to
other entity or endorsement issues.
17
HannStar evaluates the effectiveness of the
design and implementation of internal control
system based on the “Criteria for Establishment
of Internal Control System by the Public-traded
Companies” (”Criteria”) issued by the Financial
Supervisory Commission of the Executive Yuan. The
Criteria divided the internal control system into five
elements: 1. control elements, 2. risk assessment,
3. control operation, 4. information and
communication, and 5. supervision. In accordance
with the five aforementioned elements, HannStar
has verified the effectiveness of its internal control
system.
Management of Climate Change
Risks
Coping with climate change is going to be the
greatest challenge for humankind in this century.
In order to reduce the greenhouse gas emissions
during manufacturing process and improve energy
efficiency of product production, we have strived to
comply with relevant requirements. Since climate
change can also affect water supply, we have also
continued to conduct research and development in
water conservation and water recycling and reuse
technology to ensure the stability of our production.
Management of Information Risks Management of Supply Chain
Risks
With the advance of knowledge-based economy,
corporate operations often rely on Internet and
information system, and information asset has
become corporations’ most important asset. It
is therefore important to establish effective risk
management measure for information security, as
managing risks of information security is the key to
maintaining normal business operations.
The EU RoHS Directive took effect in July 2006
and stipulated that electronic products with
contents of hazardous substance greater than
allowed are not to enter the EU market. These
requirements in effect form green technical trade
barriers and force electronic manufacturers to think
about the environmental performance of their
products as a major business issue.
The most important issue in information security
is maintaining the stability of uninterrupted
operations. Our main task in information risk
management is to provide our employees with
stable computer operation environment. We also
strive to ensure that in case computer systems
cannot function properly, we can still process our
information, recover information promptly and
assure the integrity of the recovered information, to
minimize losses due to operational interruption.
In the supply chain for the TFT industry, HannStar
and its suppliers have formed an inseparable
relation. Any mistake by one of the entities in the
whole supply chain will result in loss and failure
for the other entities in the chain. Therefore, we
need to form close cooperation relations with
our suppliers to improve the business quality,
productivity and creativity. In order to control the
quality and risks of our supply chain, we have
entered all supplier information into our GPM
(Green Product Management) system, so that we
can confirm all materials and components supplied
by our suppliers meet all relevant requirements
of HannStar green product policy, international
legislation and customer specifications.
Our information security policy mainly follows the
annual corporate information and communication
security audit and conducts evaluation at least
once a year, to reflect the latest development in
government regulations, technical and operational
aspects and ensure the effectiveness of our
information security operation. In addition, to
assure the security of our corporate computer
system and information, we have placed important
information in a hack-free, access restricted internal
information system, and forbid our employees from
using software such as those for instant messaging
and communication.
18
In addition, we also conduct Quarterly Business
Review (QBR) and periodic meeting to review the
quality of our suppliers. We have included in our
annual audit scope the implementation of hazardous
substance control, and conducted follow-up control
in the Supplier Quality Management (SQM) to
ensure that all our suppliers comply with all relevant
environmental requirements and become HannStar’s
green partners.
Stakeholder Communication
We have volunteered to communicate with our stakeholders. Through establishing a
communication channel with our shareholders, investors, consumers, suppliers, government
agencies, media, environment and community, we hope to receive their views which can be used to
improve our economic, social and environmental performance. The publication of this 2009 HannStar
CSR Report will serve as the milestone for our communication with the stakeholders.
Table for Stakeholder Engagement
Stakeholders
Approaches
Key Topics
Responses
•Shareholder meeting
Shareholders
Investors
•Institutional investors
conference
•Annual financial reports
•Public information
platform
•Management
•Operation status
Hold shareholder meeting and institutional
investor conference periodically to answer
investor concerns; accept investor query
through e-mail or phone; update financial
and relevant information on corporate
website
•Corporate website
•Internet online service
Business Clients
Customers
•Service hotline
•Brand image
•Local service centers
•Product quality
•Customer
satisfaction survey
•Service quality
Suppliers
•Information survey
•Green supply chain
Contractors
•Supplier conference
•EHS requirements
Real time technical support and answers
may be obtained from corporate website
and customer service hotline; latest
product information provided in corporate
website
Communicate policy and goals through
supplier conference and information
survey and negotiate through e-mail,
phone or meeting. In the future, will add
supplier IE management platform to serve
as information communication platform.
•Corporate policy
•Labor relation meeting
•Employee meeting
Employees
•Internal website
•Employee Welfare
Committee
•Employee survey
•Compensation &
welfare
•Performance
management
•Education & training
•Career development
Hold periodic labor relation meetings
and irregular employee meeting;
establish internal website to accept
employee’s views; establish Employee
Welfare Committee to provide welfare;
communicate with employee openmindedly.
•Job safety
Community
Media
•Corporate volunteer
•Financial reports
•Relevant reports
or responses
•Press conference
•Press releases
•Social responsibility
•Brand image
•Job opportunity
•Operation status
•Labor relations
•Operation status
Sponsor community activities; purchase
goods from charity group for fund raising
purpose; our volunteers participate in
community activities; provide local job
opportunity.
We pay tax honestly and comply with all
relevant government regulations, and
provide relevant reports or responses
based on government requests.
Based on internal operation or activity
needs, hold press conference or release
press releases irregularly.
Governmentg
agencies
•Charity donation
19
Environmental Sustainability
20
Respond to Climate Change
The global warming induced extreme weather
events have created serious environmental disasters
in various parts of the world in recent years. In
Taiwan, the damages caused by Typhoon Morakot
in 2008 and the August 8 Flood in 2009 to the
southern part of Taiwan, has not only caused
casualties but also destroyed the environment
people depend on for livelihood.
One of HannStar’s manufacturing plants is
located in the southern part of Taiwan, so the
negative impacts from these extreme weather events
have not only affected our neighboring ecology
and environment, but also directly impacted our
daily operations. Facing this global environmental
issue, we have responded with prudent information
management and employee behavior control
measures. Inventory of the greenhouse gas (GHG)
emissions due to our operations was conducted, as
well as promoting internal energy saving measures
in order to reduce greenhouse gas emissions due to
our operations.
As a member of the Taiwan TFT-LCD Association
(TTLA), HannStar is bound by the commitments we
made to the Voluntary Greenhouse Gas Emissions
Reduction Agreement. Beginning in 2006, an
organization-wide GHG emission inventory of our
operations has been conducted annually. In order
to improve the credibility of our GHG emission
inventory, we have also introduced the ISO 14064-1
Standard in 2006, and commissioned external thirdparty organization to verify our inventory data to
ensure the consistency, completeness and accuracy
of the data and to provide greater confidence in
internal GHG management and communications.
Due to increased production, our annual
greenhouse gas emissions are on a rising trend.
However, tight emissions control through various
energy saving and emission reduction measures
have resulted in our decreasing annual greenhouse
gas emission intensity (emissions divided by
production).
This decreasing trend can be mainly attributed to
reduction of the high GWP (high global warming
potential) perfluorocarbons (PFCs) emissions during
the manufacturing process, and the comprehensive
energy efficiency review and improvement process
implemented organization-wide. In 2009, we have
successfully reduced the GHG emissions of panel
production to 0.09 tonne GHG per square meter
of panel produced, which is only half of the unit
production emission (0.18 tonne emission per
square meter of panel produced) we achieved in
2005.
In the future, we plan to expand the scope
of our inventory, and are working on how to
calculate external allocation of material flows and
GHG emissions due to traveling of our employees.
We also plan to extend our influence through
promoting and communicating our emission
reduction measures and assisting our suppliers to
better establish their own emission inventories.
GHG Emissions Per Unit Area of Panel Production
Total area of panels
Array + CF
(square meter)
Unit GHG Emission (tonne/m2)
Annual plant emissions/
total panel production area
2007
3663993.84
0.116
2008
3653638.56
0.10
2009
3345334.20
0.09
GHG emission intensity of the TFT-LCD panel manufacturing industry
= GHG emission per unit area of panel produced.
In addition, HannStar is actively participating
and following the development of Taiwan’s
Draft Greenhouse Gas Reduction Act and has
provided comments and responses of the TFT-LCD
manufacturing industry as an important stakeholder.
Through these actions, HannStar hopes to develop
progressive strategies and actions in line with the
latest national legislative development.
Fight GHG Emissions
21
Reduction of Etching Gas Emissions
Waste gas emission from high-tech manufacturing plants has always been a serious environmental
concern. Of the gas emissions from LCD panel manufacturing plants, the release of PFCs has attracted
particular attention due to their extremely high global warming potential (GWP). In order to alleviate
this concern, we have installed PFC incineration equipment in our chemical vapor deposition (CVD)
process to effectively reduce the emissions of PFCs such as SF6 and NF3. Mainly through this measure,
we have successfully reduced the greenhouse gas emissions of 790 thousand tonne carbon dioxide
equivalent during the 2005 to 2009 period.
Performance of PFC Emission Reduction
PFC Production PFCs Emission Reduction PFC Emission Ratio of PFC Emission Reduction
2007
404,142
225,724
178,418
56%
2008
455,236
332,039
123,197
73%
2009
224,860
135,987
88,872
60%
Note: PFC emissions in unit of kg. Only the data for Tainan Plant is included.
2009 GHG Emission Inventory
Ratio to total
emissions (%)
CO2
207367.0
69.4
CH4
94.8
0.0
N 2O
1.5
0.0
HFC
2586.1
0.9
PFCs
1072.7
0.4
SF6
87779.8
29.4
TOTAL
298901.9
100.0
Note: Only the data for Tainan Plant is included
0.180
0.154
0.116
0.10
0.09
2005
2006
2007
2008
Emission Intensity (t-CO 2 -e/m 2 )
Emissions
(t-CO2-e)
Total Area of Panels (m 2 )
GHG
GHG Emission Intensity
2009
22
Green-Hanns Actions
Action 1:
Promote Energy-Saving& Consumption Reduction Plant
Reducing electricity consumption is an
effective measure to reduce GHG emissions. As
68 percent of our electricity consumption goes
to our manufacturing plant operation systems
and equipment, we have implemented energy
conservation measures on our energy-intensive
equipment and achieved significant electricity
savings.
In order to meet our energy conservation
commitment and achieve the electricity reduction
goal of manufacturing products with the most
rational energy consumption, we have conducted
detailed energy consumption inventory, analysis
and adjustment to our clean-room temperature
and humidity, FFU energy conservation operation
and plant lighting. Based on the results of these
analyses, we have also implemented suitable energy
conservation and improvement measures to reduce
electricity consumption without affecting our
product quality. On the manufacturing operation
side, we have conducted the optimization of utility
supply side consumption to chilled-water system/
CDA, so they may reach optimal operation status.
The office space has also been subjected to
energy conservation measures. For example, the airconditioned room temperature of the office area
has been raised to 26°C, so that we may achieve the
balance in electricity consumption reduction and
office comfort.
Electricity Consumption Per unit Area
103.9
Electricity consumption (kWh/ m2)
99.1
94.5
2006
2007
2008
Moreover, lighting of the office space is another
area to implement rational energy conservation.
In this regard, hanging light switches have been
installed for individual lights so that employees can
turn off the lights when they leave the office. This
measure is capable of motivating employees’ energy
conservation awareness and reducing unnecessary
electricity consumption.
Through the implementation of these energy
conservation measures, we are able to reduce the
unit area electricity consumption from 103.9 kWh/
m2 in 2007 to 94.5 kWh/m2 in 2009, which is a
9% reduction in a decreasing trend. Despite this
progress, all our manufacturing sites are continuing
to implement energy conservation and carbon
reduction measures in order to meet the 20% unit
electricity consumption goal in 2011 (compared
with 2007 baseline year consumption).
23
Action 2: Implement Green Management
Establish Effective System to Manage all Operations
As products provided by businesses can result in serious environmental impacts, businesses need
to take appropriate actions to reduce their environmental impacts, which will come from good
management mechanism.
In order to achieve our environmental commitment, we have implemented various environmental
management actions including introduction of environmental management system and occupational
health and safety (OHS) management system, to provide employees with a safe and healthy working
environment. We also understand that only a sustainable business development based on sound
environmental sustainability and safe working environment can allow us to cope with the constantly
changing market competition and challenges.
In this aspect, we have established specific environmental management policy:
Comply with legal
requirements
• Conduct review of legislative requirements to ensure compliance
• Establish operation control procedures for waste gas & water emissions,
and waste management to prevent accidental discharges
Pollution prevention
and risk reduction
• Control risks in incidents involving fires, oxygen deficiency, falling, bruises
and electrical shocks
• Take appropriate preventive measures to prevent injuries and unhealthy
environment
Continuous
•
improvement in
environmental &
occupational health and •
safety performance
Reduce energy and
resource consumption
Enhance
communication and
employee training
Based on results of environmental aspect identification and heath & safety
risk assessment, establish and implement improvement plan
Reduce environmental impacts, lower heath and safety risks and improve
environmental, health and safety performance
• Make good use of available resource and reduce waste
• Through improvement in product yield and production process to reduce
waste and improve resource utilization
• Implement promotion and training on environmental, health and safety
issues to let employee understand the importance of environmental, health
and safety policy and management
Reduce product
• Reduce hazardous substances in products in line with international
environmental impacts
legislation and achieve goal of easy disassembly and reuse for products
24
The process of Plan-Do-Check-Act (PDCA) Cycle is
used to review and track the improvement progress
of each work item, facilitate management and
enhance the safety-conscious corporate culture. In
addition to the external annual OHSAS certification
audit, our OHS department is also conducting semiannual OHS internal audit, then assign and publish
safety rating (shown as green, yellow or red light)
to each department evaluated based on their safety
status. Through this process, we are able to create
competition among different departments within
our company and achieve the goal of continual
improvement.
Safety r ating
Safe
Zone
over 80
Warning
Zone
Danger
Zone
60-80
under 60
In addition, we have provided appropriate OHS
training to all new employees and current employee
with such training needs. From 2007 to 2009, 1684
new employees have received such training.
Environmental and Occupation Health & Safety Training
2007
2008
2009
N o. o f n e w e m p l oye e s
512
246
926
512
246
924
7
18
7
7
19
7
N o. o f e m p l oye e s r e c e i v i n g t r a i n i n g
1 8 - h o u r r a d i a t i o n s a fe t y t r a i n i n g
N o. o f n e w r a d i a t i o n o p e r a t i o n wo r ke r s
25
Action 3: Implement Green Supply Chain
In order to meet the international environmental
legislative requirements and customers’ demands,
we have established the HannStar Environmental
Requirements to effectively control and determine
the contents of hazardous substances in the
products and provide this information to our
suppliers, so that their uses of hazardous substances
can be discontinued and environmental impacts
from these products can be reduced.
e-Management
Based on these Requirements, all materials and
products from our suppliers shall meet the HannStar
requirements, and environmental considerations
shall be incorporated into the product design,
material acquisition, manufacturing, marketing and
recycling processes. The operational control for the
Requirements is based on the existing management
systems for materials, logistics, information,
and manufacturing operations. In addition to
requesting suppliers to provide product test reports
demonstrating compliance with our Requirements,
we also conduct our own examination and
inspection of these incoming products before their
acceptance into our system to ensure that they
meet all our requirements. Materials and products
subjected to this inspection include all parts and
components used in our products as well as all
subsidiary materials and packaging materials used
in the product manufacturing and maintenance
processes.
Improve risk control
T h e G r e e n Pa r t s e - M a n a g e m e n t s y s t e m
platform was established to improve customer
satisfaction and accelerate responses to customer’s
environmental requests and requirements so that
products can move through relevant certification
process quickly. The goal of this management
platform is to:
• Standardization/systemization/automation of
various investigation operations
• Establish Green Parts/Green BOM database,
accelerate process to acquire product/material
RoHS compliance certification
• Confirm division and tracking of supply &
demand responsibility
Enhance management efficiency
• Uniform control of homogenous material
information
• Improve certification efficiency of mass-
consumed restricted substance information
• Process collection and requests of test report
and controlled documents
Benefits of e-Green Management
• Real-time online knowledge of latest
environmental information
Moreover, in line with the global business
green management trend which starts with the
supplier chain management, we introduced the
green management concept which involved all our
suppliers. With the following green management
system in place, we hope that all our suppliers
will be able to understand such environmental
and sustainable development concepts as energy
conservation, easy recyclability and low toxicity,
and can create mutual sustainable business
and operation environment through effective
management and communication efforts.
26
• Fast registration of material test reports and
relevant documentation
• Online query of document review and
certification status anytime
• Export of reviewed report to provide self-control
mechanism
• Systematic review of past-due reports and
conduct periodic update to control risks
• Improve mutual cooperation and accelerate
RoHS certification process and efficiency
Periodic Communication
In order for our suppliers to better understand
the operation of the e-Management platform
to secure better cooperation, we organized the
HannStar Second Supplier Conference on March
31, 2009 in Taipei to continue to communicate our
determination and policy to promote the green
supplier chain concept.
Through communications with our suppliers,
we request them to comply with the HannStar
Environmental Requirements and HSF (Hazardous
Substances Free) Quality Policy. We also asked them
to conduct emergency corrective measures on noncomplying products until the improvement goals
have been achieved. We hope that implementation
of these policies, and the control actions conducted
by the suppliers at the source, will enable us to meet
the requirements of international environmental
legislation and customer requirements, and improve
the green competitiveness of both HannStar and
our suppliers.
HannStar Environmental Requirements
Respond to global green environmental trend
Promote complete environmental-friendly
manufacturing process
Legislative
requrements
Customer
demands
Social
reponsibility
Integration of
requirements
Meet customers’ green product requirements
Hannstar
Environmental
Requirements
Continue to meet international green
legislative requirements
Others
Endeavour to protect the environment
27
Action 4:
Develop Environmental Friendly & Energy Efficient Products
Due to the needs of this knowledge-based
economy and to enhance specialized functions,
hazardous heavy metals and halogens have long
been added to the electronic products. However
with the awakening of consumers’ environmental
awareness in recent years, consumers are
increasingly concerned about the environmental
impacts these hazardous substances may cause and
are asking manufacturers to produce environmental
friendly and highly energy and resource efficient
products, thus born the global green consumption
movement.
In order to comply with the requirements
of Europe Union’s RoHS Directive on restricted
substances and relevant environmental legislation,
we have placed great emphasis on reduction of
environmental impacts starting from the product
design stage, in addition to the traditional
considerations of user needs, product functions
and added value. We treat green design, green
production, green purchasing and green logistics as
the four cornerstones of our product management
s y s t e m . We h a v e a l s o s t r i v e d t o i n t e g r a t e
environmental and safety aspects into all production
process, so that we will be able to reduce product
environmental impacts while maintaining the same
level of price, function and quality.
28
Green Product Development
HannStar’s RoHS Requirements Exceeded
EU RoHS Requirements
EU’s 2005 EuP (Energy Using Products) Directive
covers all energy using products and seeks to
require eco-design of energy using products
to improve their energy and environmental
performance. All our LCD TVs, LCD displays and
computer products meet the EuP requirements
in terms of standby mode and off-mode energy
consumption.
HS
RoHS Spec
HSD Spec
Pb
<1000ppm
<50ppm
Cd
<100ppm
<5ppm
Hg
<1000ppm
<2ppm
Cr6+
<1000ppm
ND
PBBs
<1000ppm
ND
PBDEs
<1000ppm
ND
One year after
promulgation of
implementation measure
(Jan 7, 2010)
(a)off-mode
Comply with EU EuP Directive
Four years after
promulgation of
implementation measure
(Jan 7, 2013)
≦ 1W
≦ 0.5W
≦ 1W
≦ 0.5W
≦ 1W
≦ 1W
(b)) standby mode
<standby activation function>
(b)standby mode
<display function>
or<standby activation + display function>
Comply with US Energy Star Requirement
The ENERGY STAR Program is a voluntary energy efficiency program initiated by the US EPA. The goal
of the ENERGY STAR program is to assist consumers in identifying energy efficiency products through
the ENERGY STAR logo on qualified products, and thus reducing product energy consumption and GHG
emissions. At present, the ENERGY STAR Program is the most representative energy efficiency labeling
program in the world. We have been an ENERGY STAR partner since 2005 and have continuously
assured that our LCD display products meet the ENERGY STAR Monitor Requirements (Version 5.0)
concerning low-power and off-mode energy consumption requirements.
ENERGY STAR
Tier 2
Max sleep-mode power consumption (W)
≦2
≦1
Max off-mode power consumption (W)
≦1
≦1
ENERGY STAR
Tier 1
29
Action 5: Effective Treatment of e-Waste
With the continuing growth of living standards
in many parts of the world and the wide variety
of consumer electronic products available, comes
the shortened life cycle of these products and
the increasingly mounting electronic waste. At
HannStar, we have long realized the importance of
e-waste treatment and started the manufacturing
process waste reduction program and end-of-life
product recycling program in 2007.
Treatment and Disposal of Waste
Generated
Incineration
Recycling
Landfill
In 2009, we have reduced the waste generation
per unit panel production to 1.61 kg/m2, which is
a 45% reduction from the 2.94 kg/m2 unit panel
waste generation result in 2006. In addition, the
waste recycling ratio has also increased from 71% in
2006 to 95% in 2009, again a huge improvement.
2006
2007
2008
2009
Note: Only the data for the Tainan Plant is included
Waste Generation
2.9
1.8
1.6
2006
2007
2008
Waste Disposal EEI (kg/m 2)
Total Waste Disposal (kg)
1.9
2009
Note: Only the data for the Taiwan Plant is included. The waste
generation is calculated in units of kg to facilitate the unit
production area calculation.
30
Product Recycling Information
HANNspree is concerned about the
environment. We list the contact information of
product recycling organizations on our website,
in case the products need to be disposed of.
The following recycling information is
provided to facilitate the recycling of end-of-life
products.
Action 6: Water Resources Management
Water Management
Take the Wuhan Plant (a polarized panel manufacturing plant) for example, there are two types of
wastewater: domestic wastewater and process wastewater from polarized panel manufacturing
(75%). As the plant’s utility area is away from the production line, the following water conservation
measures can be adopted:
• Reused discharged used deionized-water as cooling tower water starting in 2008. Great water
saving achieved when outside temperature reaches 35°C or above during summer.
• Modified process water: Reused deionized water from cleaning process as process water for
polishing machines. Reduce consumption of deionized water.
• Reused process wastewater for toilet flushing or garden watering.
Analysis of Water Consumption
Wuhan Plant
Tainan Plant
Total water consumption
(1000 tonne)
2007
79.93
533
3,565
4177.93
2008
61.88
501
3,400
3962.88
2009
73.35
359
2,654
3086.35
Nanjing No. 1
& No. 2 Plants
31
Recycling Process for Wastewater
Process Wastewater Recycled Ratio
2959
2672
1982
75.3%
2007
79%
80.6%
2008
2009
Process wastewater recycled ratio (%)
Wastewater discharged (1000 tonne)
Our process wastewater are divided into 4
types (R1, R2, R3 and R4) which are treated and/
or recycled separately, with an overall wastewater
recycled and reused ratio of 80%. When the treated
wastewater is eventually discharged, its water
quality exceeds the wastewater effluent discharge
standard established by the Southern Taiwan
Science Park Administration.
Discharged Wastewater Quality Exceeds
Requirements of Southern Taiwan Science Park
Administration
Unit
2007
2008
2009
pH﹡5~10
-
7.2
7.0
6.9
SS﹡<250
mg/L
81.1
22.5
37.0
BOD﹡<250
mg/L
75.5
18.5
7.2
COD﹡<450
mg/L
192.5
71.5
61.0
Fluoride﹡<15
mg/L
0.9
0.9
1.1
Note*Requirements of Southern Taiwan Science Park Administration
32
In addition, chemical recycling system has
also been established for process chemicals. For
example, the TMAH recycling system has achieved
an overall recycling ratio of 90%, and the chemical
concentration in the secondary wastewater is being
reduced to less than 60 ppm in the wastewater
treatment system.
A great amount of water is being used in our
manufacturing process for cleaning purpose. In
order to reduce process water consumption, we
have implemented various water conservation
measures and wastewater recycling and reuse
program on water-using machines. These measures
include the introduction of organic wastewater from
the Cell PI Line to the water recycling system, as well
as the Stripper AA-JET water conservation system
and spraying system water conservation process.
The overall water recycling ratio in the Stripper
has reached 85%, and the residual secondary
wastewater is being recycled and reused in qualified
wastewater recycling plant.
TMAH Recycling System – For TMAH used by the Array,
it can be recycled and reused after the photoresist has
been removed, with a recycling ratio of 90%.
TMAH Consumption
2007
2008
2009
Total consumption (tonne)
816
973
682
Unit area consumption
(kg/m2 x100)
7.4
8.7
6.8
Thinner Consumption
2007
(kg/m2 x100)
2008
2009
2,782 2,593 2,365
15.2
13.7
13.9
2007
(kg/m2 x100)
2008
2009
1,555
1,272 1,141
14.1
11.4
11.5
Virgin Stripper Consumption
33
Social Responsibility
34
Support our Employees
Employees are our most important asset and the best motivation for pursuing continuous
corporate development and growth. Therefore, we strive to not only provide a good working
environment, but also adequate training to help our employees continuously work and learn, as well
as offering sound welfare so that they can work with the peace of mind.
Diversity in Employment
With the increasingly diversified society nowadays, we believe it is only natural to follow this trend
and provide a highly diversified working environment; because only when we realize the value of
diversification, can we achieve creativity through continuous growth.
Thus, in our employee recruitment, performance evaluation & promotion policy and system,
there is no preference or bias based on races, religions, political parties, genders, sexual preference,
marriage, or mental and physical disability. Since our foundation, we have always offered equal
opportunities in our employment and recruitment activities.
56%
44%
2386
2008
Beginning of year
1042
Year end
Female
Total e mp loy ment
38.78%
Male
Gender
51.1%
77.5%
1210
1834
918
9.12%
217
0.9%
22
30-39
40-49
≧ 50
18.5%
2.8%
437
66
Wugu/Taipei Tainan Overseas
A ge
Plant
Employee Tu r n over Rat io 18.47%
20-29
1326
35
Emphasize Female Employment
Before Taiwan Government promulgated the
“Sexual Harassment Prevention and Control Act”
in 2005, HannStar has already implemented our
own corporate “Sexual Harassment Prevention
and Control Rules”. In addition, we have clearly
stated the disciplinary requirements regarding
gender interactions in our “Work Place Rules” and
“Promotion and Disciplinary Procedure” to maintain
a gender-equal working environment. After
Taiwan Government’s promulgation of the “Sexual
Harassment Prevention and Control Act” in 2005,
we have revised our internal procedures in line with
government legal requirements, so that these rules
meet practical needs and can better protect our
employees’ basic rights.
In addition, we have set up the anti-sexual
harassment hotline and e-mail box to accept
employee complains and comments. We also
conducted routine awareness building activities
through website, posters or placards. Through these
actions, we have gradually created a gender-equal
working environment, and in 2009 we received no
employee complain regarding gender inequality or
sexual harassment.
Moreover, in order to ensure the security of our
female employees, we have set up four shuttle
bus routes so that all our employees commuting
between Taipei and Yangmei can utilize our shuttle
bus services.
Nevertheless, the most comforting measures for
our female employees may be the care we provided
before and after their marriages. For example, we
have set up milk collection room for our breastfeeding female employees, and opened courses
on financial planning and spiritual growth, so that
our female workers not only received respect after
childbirths but also the knowledge to ensure their
mental wellness. For our efforts in this aspect, in
2004 we received the “Best Company in Valuing
Female Employees” Award from the Council of
Labor Affairs of the ROC Government.
36
Employee Rights
Since our foundation, we have gathered a group
of highly talented employees. In order to maintain
their competitiveness, we have invested in a lot of
on-the-job training, improved working environment
and provided excellent benefits, so that they will
continue to stay with our company. We hope
that through providing a worry-free working
environment, our employees can achieve their
best performances and make our team the most
competitive in the industry.
We are in compliance with the labor standards
as stipulated in the Labor Standards Act of the ROC
government, including not hiring child workers
in all facilities (including overseas facilities) and
that all workers are working under voluntary
conditions (no forced labors). In addition, our
employee compensations are in line with local legal
requirements and industry standards, all over-time
pays are paid in proper rate in excess of regular rate,
and no penalty salary deductions. We also provide
proper channel for employees to offer suggestions,
comments or complaints; as well as providing safe
dormitory and free buffet to take care of their daily
needs.
Paid Family Leave
Family is the spiritual support of every individual.
We believe that our employees should strike a
balance between family life and work, so they
can have a harmonious family relationship and
pleasant working attitude. We thus offer every
employee one day of paid family leave per year
besides all regular and statutory holidays, so that
our employees can spend extra time with their
families.
Retirement System
Flexible Working Hour System
At HannStar, we respect our employees’ right
to decide when to go to work. Thus we have
adopted the flexible working-hour system and
employees do not need to punch in time card
when they arrive for work.
B a s e d o n t h e r e q u i r e m e n t s o f Ta i w a n
Government’s Labor Standards Act and Labor
Pension Act, we have established the employee
retirement pension system and deducted retirement
funds from their monthly salary to ensure the
provision of adequate retirement funds after their
retired.
Welfare Policy
Diversified After-work
Activities
In order to release our employees’ job related
stress and maintain excellent physical conditions, we
encouraged and provided a multiple of after-work
activities, including various sports as well as cultural
and arts related activities, which not only help with
balancing life and work but also improve their social
relationships. Our noted clubs include Mountain
Climbing Club, Photography Club and Softball Club.
In order to provide our employees with job
benefits and welfare, the Employee Welfare
Committee has established in 1998. The current
Committee is consisted of 16 members who are
divided into Welfare Group, Activities Group and
Supervision Group. It is the responsibilities of the
Welfare Group to provide employees with gift
certificates during the four major national holidays;
provide subsidies for wedding, funeral and childbirth
occasions; handle exhibitions by contractors; and
signed contracts with designated stores. On the
other hand, the Activity Group is responsible for
organizing employee group travels and other club
related activities. In addition, the Employee Welfare
Committee takes care of employees’ families and
provides group insurance for employee’s parents,
children and spouse, as well as signing contract
with Payeasy Corporate Welfare Network to provide
diversified choices in welfare selection.
Photogra
phy Club
Mountain Climbing Club
Bad
Softball Club
lub
minton C
37
Holistic and Continuous
Innovation & Learning
• Job Function Training
The LCD panel industry is an innovative industry
as applications of LCD panels come from innovative
thinking. HannStar believes that only a creative
organizational cultural can create innovative
employees. In order to create such an innovative
environment, we provided not only full employee
benefits and welfare but also continuous creative
learning environment, so that employees can gain
more knowledge while contributing talents in their
professional career.
2009 Employee Education & Training
Total training costs (NT$10,000)
566
Average training expense (NT$)
4156
Total training hours
Average training hours
45537
We offer functional training to our employees
based on their job functions, such as the training
for manufacturing process R&D, quality assurance,
green product management, environmental, health
& safety (EHS), legal affairs, marketing, financial,
human resource, utility equipment, computer
skills, personal management performance and
others, to ensure each department has the required
talents and each employee acquired the necessary
professional knowledge.
Besides offering these internal courses, we also
made use of external training resources, such as
providing new technology R&D quality assurance
seminar, training courses to help with obtaining
external professional certificates and visiting other
sites. These types of training are mostly limited to
foreign assignments for domestic employees and
overseas training.
20
• On-the-Job Training
Training and Education
• Orientation Training for New Employees
We offer full new employee training program to
new employees to help them familiarize with our
corporate cultural and working environment, as
well as gaining required professional knowledge.
The content of such training courses includes most
general awareness courses, and new employee’s
performance during the training program will
be used as one element in deciding whether to
offer long-term contact after the new employee’s
probation period.
• Management Level Training
In order to provide managerial skills for onsite and mid to high level managers, we offer
the following three types of managerial training
courses: mid-high level manager training courses;
reserved manager training series courses; and onsite manager training courses.
38
Based on the unique function of each
department, every department will provide its own
training courses, including new job training, job
transition training, professional technical training,
and operation qualification certification training.
These training courses will be arranged by each
department or integrate with existing training
courses.
• Personal Development Training
This type of training is provided based on
individual or organizational learning needs and
will include language courses, on the job training
courses, or spiritual growth seminars. The purpose
of offering these training courses is to encourage
continuing learning attitude and improve individual
job satisfaction.
• Internal Instructor System
Based on the concept that managers should
teach their subordinates on job responsibilities
and required professional knowledge in order to
effectively convert external knowledge into internal
learning experience, HannStar has encouraged
our managers to serve as instructors for these
internal training courses. Through this approach,
we are able to integrate internal instructor training,
teaching qualification certification and motivational
measures into the implementation of our training
program and meet the employees’ training needs.
• HannStar College
Utilizing the capability of the e-platform
information management system and web-based
learning process concept, we have created the
HannStar College system, which allows us to
integrate information management system and online learning process. In this manner, we are able
to enhance the operational management efficiency
and obtain training results at the same time.
H a n n S tar College Training and
D evelopment System
Protection of Human Rights
Harmonious Labor Relations
We believe that maintaining harmonious labor
relations is the key to successful business operation,
thus we have complied with all legal requirements
for labor relations, established work rules and
signed group agreement with representing
union. The content of the labor agreement fully
respects the rights and responsibilities of both the
management and the workers to ensure that both
sides can strive for the sustainable development of
the company on a mutual trust basis.
In order to further improve labor relations, we
have published the employee manual which clearly
states employee’s rights and obligations in writing.
We also established the official labor relation
communication channel through the Labor Relation
Meeting, which are held every quarter. Through
these meetings, employees are able to understand
the operating status of the company and
communicate issues regarding welfare, corporate
system and labor relations with the management.
In addition, several employee complaint
hotlines and mailboxes are provided to accept
complaints from the employees, which include:
sexual harassment complaint hotline, human
resource department complaint hotline, job
committee internal discussion forum, Southern
Taiwan Science Park Human Resource Department
hotline, Administrative Management Department
administrative efficiency feedback system, etc.
Moreover, manager of each department or division
can communicate with employees through weekly
and monthly meetings. The employees are also able
to obtain information on latest company status
and future direction during the Chairman of the
Board and Management Camp, monthly operation
meetings, central monthly meetings and quarterly
meetings, as well as occasional e-mails from the
top management.
39
Employee Assistance Program
To further address the personal issues which may
be overlooked in a human resource system, we
offer the Employee Assistance Program (EAP) which
provides our employees with individual counseling
service. The EAP not only can help solve employee’s
personal problem, but also improve family relation
and job performance.
At present, HannStar’s Employee Assistance
Program includes two main types of assistance. The
first type is job related assistance which includes
job adjustment, work change, and job termination
interview; the second type of help is health related
which involves both physical and mental health
management.
On the job assistance side, if an employee has
issues or facing difficulty with his/her current job
assignment, he/she may ask the human resource
department for help. The human resource
department will then work with the department
manager in providing appropriate help which can
be in the form of counseling, adjustment of job
assignment or transferring to another department.
When an employee submits request to quit the job,
the human resource department will interview the
employee in order to understand the reason for the
job termination, and then provide suggestion to
remove any issue or problem so that the employee
may want to reconsider and stay with the company.
As for the health assistance, management of
employees’ health is an important part of corporate
risk management. Studies have shown that healthy
employees not only will be able to offer better work
efficiency but also reduce company’s employee
health insurance costs. Thus, we have provided our
employees with routine medical check-up program
and health improving program, and implement
our occupational health and safety management
program faithfully.
40
Employee Health Management
• Our employee health management program
includes:
• Planning and implementation of employee
health education, health maintenance and
sanitation instructions
• First-aid and treatment of both occupation
injuries and regular health issues
• Employee immunizations and regular health
maintenance activities
• Physical exams, medical exams and other health
management issues
• Provide assistance for on-site emergency
treatment
• Retention of occupational health studies, injuries
or sickness records
• Assist management and occupational health
personnel in implementing occupational disease
prevention and work environment improvement
• Other tasks assigned by management
• Provide mental health counseling
Employee Medical Check-up Program
In order to understand the medical conditions
of our employees, ensure that new employees will
be able to handle the job assignments and offer
the convenience in seeking medical attention,
we provide free annual medical check-up for our
existing and new employees, as well as Green
Passage for Medical Assistance Program. Based on
the results of annual medical examinations, we then
classify employee’s physical conditions and conduct
follow-up medical treatments. As for all new
employees and all new in-plant contract workers,
suppliers, and cleaning workers, we offer them free
stay at contracted hospital for detailed physical
examinations to ensure that they have excellent
health and secure job protection.
Overview of Employee Medical Exams
2007
2008
2009
Total employee number
1886
2039
1532
Persons receiving exams
785
1434
806
Ratio of employee examined ( %)
42%
70%
53%
784,500
792,080
805,990
153
224
259
58140
85120
98420
Total costs for exams (NT$)
Employee receiving flu shots
Total vaccine costs (NT$)
Note: conducted every other year, annual persons examined varied
Occupational Health and Safety
Management System Certification
For the purpose of ensuring the safe and healthy
working environment for all our employees, we
have developed the occupational safety and health
management policy, and required all departments
of the manufacturing plants to conduct annual
emergency response drills, including specific gas-leak
evacuation drill, VESDA evacuation drill, chemical
spill response drill and fire drill. In 2009, there is
no death related to occupational safety and health
incidents.
At present, our Nanjing Plant, Wuhan Plant and
Wujiang Plant have all received the ISO 14001
and OSHA 18001 environmental and occupational
safety and health management system certification.
The goal of receiving this kind of certification is to
allow our environment, safety and health issues to
be managed based on solid management system
foundation.
Disabling Severity Rate
2007
2008
2009
4540942
4024258
3291746
Total lost hours x1000000
29000000
77000000
18000000
6.38
19.13
5.47
Disabling Severity Rate
Note: Disabling Severity Rate (S.R.): the lost days due to disability out of every one
million work hours. Severity Rate = Disability loss day x1,000,000 / total work hours
Total work hours
41
Customer Satisfaction
In order to offer competitive services, we strive
to enhance the value of our products and services
which meet the market demand. We also endeavor
to establish mutual trust with our customers to
achieve the satisfaction of both our internal and
external customers, in order to create a win-win
situation for all parties involved.
Improve Service Quality
Provide Customer Service e-Platform for
Technical Support
We have established the HANNS Service e-Platform
which provides all service relevant information on
our official corporate Internet platform, so that
customers can obtain the fastest service possible.
The e-platform includes information on:
• Corporate profile
• Brand information
• Complete product information
• Global sales locations
• Product warranty services
• Product technical information
• Product online registration
• Product firmware update download
We also update the information on the HANNS
e-Platform periodically to ensure the real-time
provision of the latest and most complete product
service information available.
Global Service Center Network
In order to impress
the customers with our
professional services and
innovative thinking, we
have established a global
service center network
which emphasize the
3S (Speed + Smile +
Sincerity) spirits to meet customer demands.
The provision of customer service involves
frequent interactions with customers, thus only
when we can meet the timing demand of our
customers can we achieve customer satisfaction.
In order to provide prompt service to global
customers, we have established in our global service
system 23 large regional service centers and over
one hundred satellite local service centers. In order
to provide better service, we also update our service
manuals periodically and provide training and
education to global service providers in line with
new product releases. In addition, we also record
and communicate regional technical issues through
the service system to facilitate future tracking and
improvement.
• FAQ
• Global service locations and customers hotlines
Global Branded Products Service Center Network
Regional Service Center
Taiwan
Shanghai
Germany
Los Angeles
Agent
Taiwan
Korea
Singapore
Vietnam
Philippines
42
Contract ASP
Taiwan
East Germany
Japan
UK
HK
Italy
Russia
Spain
Ukraine
Turkey
Romania Quebec
Nordic
Continuous Green Innovation to Meet Customer Needs
Chairman of the Board Innovation Award: Encouraging suggestions for work
process improvement
Employees are the most important asset of any
company. We believe that frontline employees
can provide us with much valuable opinion, so we
have implemented many projects in response to
their suggestions. In order to demonstrate that we
care about employee inputs, we also established
an award to provide incentive to employees in
sharing internal knowledge and providing valuable
suggestions to improve our operations and help
maintain our corporate competitiveness.
The most important award in this aspect is the
Chairman of the Board Innovation Award which
offers up to one million NT dollars award to
encourage employees in offering innovative idea
and implementing improvement actions. Through
offering this award, we hope our employees will be
able to form small teams to improve each division
or operation process and conditions, in order to
enhance product yield, product quality, product sales
or operation efficiency; at the same time, increase
the corporate competitiveness and contributes to
high annual efficiency and intellectual property.
Category
Module
Cell
Take the Tainan Plant for example, it has
received some customer complaint with the silicon
scrap issue. After innovative improvement, the
separation of job responsibilities and enhancement
of teamwork have been improved; and with the
manufacturing process and material improvement,
the product yield has also improved which reduced
module cost, improve product quality and resulted
in annual saving of NT$ 14,527,000. Besides the
economic effects, the customer satisfaction has also
improved.
Description
Introduce the industry-first hi-pin
count channel source driver into
mid-small size products
Through the introduction of hi-pin count
channel source driver into small-mid size
products, and coupled with slanted wire
design on panels, to reduce number of
drivers required and costs
Breakthrough in the CELL key
component / power basic
consumption limit
Reduce energy consumption and
costs through machine and process
improvement
Capacity enhancement of
transmission system
Reduce number of transmission and
improve utilization of transmission
system to improve effectiveness through
process improvement and modification
Array
Title
After careful evaluation of submitted proposals,
the Award Selection Committee will select entries
for the First Place, the Second Place and the Third
Place award, and several proposals may share
the same award (e.g. the first place award) or no
proposal may be selected for a particular award.
Depending on the achieved results, the selected
entries may receive from NT$ 100,000 to NT$
1,000,000 award.
43
Caring for the Community
Support for Morakot Victims
The 2009 Morakot Typhoon dumped a record amount of rainfall in the southern part
of Taiwan and created the most serious flood in recent memory, thus multiple government
agencies and private organizations all rushed in to help in the aftermath of the flood. As one
of the HannStar and HANNspree plant is located in Southern Taiwan Science Park, we shared
the same impacts as the local residents, and have decided to help whatever we can. Since we
are a LCD manufacturer, we offered to replace qualified water-damaged HANNspree-branded
LCD products of any screen size with a working 17” LCD product, and this offer is applicable
to all residents affected by this flood. HANNspree also set up the Beautiful Taiwan Hotline to
answer any queries on this offer.
2009 Social Contributions
Type
Donations
Cash (NT$)
4,735,000
In-Kind Donations
Shoes, Masks, Computers, LCD monitors, Rice
Annual blood donation
Corporate Volunteering
The Southern Taiwan Science Park River Patrol
Corporate Volunteers: River Patrol Team
We believe that the fulfillment of corporate commitment to social responsibility may
not need to involve a huge amount of money and time, and that voluntary caring of our
environment and participation in community activities can also show our real spirits for
fulfilling social responsibility. At HannStar, we have a group of volunteers who organized
a volunteer team with the Environmental Protection
and Development Foundation of the Southern Taiwan
Science Park to care for our neighboring community.
This action not only solidifies the relationship between
the HannStar management and employees, but
also strengthens employees’ recognition, as well as
honing their skills in leadership, activity planning and
organizational capability.
44
The River Patrol Team is mainly made up of members from HannStar and Environmental
Protection and Development Foundation, but we also invited other institutions and schools
within or close to the Southern Taiwan Science Park to participate. The range of the team’s
patrol covers the roadways around ditches of the Southern Taiwan Science Park.
Every month, we will conduct a patrol with the local environmental protection authority
personnel, in addition to the irregular patrols on important locations within our patrol zone.
During the patrol, the team members will fill in patrol finding form and write down items
such as signs of river pollution, which will warrant more frequent patrols. Suspicious signs
of river pollution usually include foul smell, unusual water color, floating dead fish and
unspecified wastewater discharge which will be records on the patrol finding form and report
to the Environmental Protection and Development Foundation in the Southern Taiwan Science
Park. For such signs of pollution, photos will also be taken and report back to the Foundation
which will then report to the Environmental Protection Bureau of the Tainan County. Due to
the actions of the River Patrol Team, the local environmental protection authority is able to
get hold of timely pollution information and obtain photographic evidence that is effective in
halting future illegal dumping or wastewater discharge.
Schoolchildren River Patrol Camp
Besides allowing our employees to participate in the river patrolling activity, we also
plan to sponsor the schoolchildren river patrol camp
to teach our next generation how to care for the
environment. We feel that although river pollution
issue in Taiwan can be mainly attributed to the lack
of sanitation sewer system, citizens’ indifference and
companies’ caring only for profits can also be blamed.
The only way to correct this problem is through
awareness building of our next generation which can
be started from protecting the neighborhood rivers and
increasing their environmental awareness.
We thus plan to sponsor quarterly river patrol camps designed specifically for
schoolchildren in the senior grades of local elementary schools as part of their environmental
education. During the camp, we plan to introduce the wastewater treatment process and
offer tour of ours and the Southern Science Park Administration’s wastewater treatment
plants; in addition, we will also show them how we conduct the patrol and detect signs
of pollution. We treat this activity as an opportunity to offer schoolchildren fieldtrips and
improve our communication with the stakeholders.
45
Helping Sheltered Workshop
Tzu-Yu Sheltered Bakery Profile
Tzu-Yu Sheltered Bakery of the Taipei County was established in December 2005. It is
currently operated by the Yu-Cheng Social Welfare Foundation under the commission of the
Taipei County government, as a baking skills training facility dedicated to bread-making and
marketing training of the mental or physically disabled persons, and has pledged to make
every bakery product with love and joy.
Return to the Society
Only very few people know of the existence of such a fine bakery close to our Wugu
company, as it has no store sign and very few customers. Once we knew that it is there, we
decided to offer our help, and started from buying their breads.
Little Shop in Our Plant
Every Tuesday, the workshop will open up its little shop at our
Wugu company, and our Tainan Plant will conduct two group
purchases of the workshop’s cookie and snack products every
week. With the once a week bread marketing exercise, we offer
the chance for sheltered persons to be in contact with the outside
world.
Through their little shop in our plant, our employees witness the
dedication of sheltered persons in the bakery product preparation
and marketing process. On the other hand, the sheltered persons
understand our kindness in offering them a retail space for their
products and the recognition of their hard work. With such a small gesture, we are able to
let our employees and sheltered persons appreciate and recognize each other’s dedication
and kindness which we believe is a good step to show our caring for our community, and will
also let us enjoy the wonderful bakery products all year round.
46
GR Index
GR Index
Page
Page
3.9
Data measurement techniques
2-5
3.10
Effects of information re-statement
N.A
17-18
3.11
Changes from previous reports
N.A
3.12
Standard disclosures
3.13
External assurance
10-11
4.
Governance, Commitments, and Engagement
15-16
4.1
Governance structure
Headquarters location
Editor’s Note
4.2
Indication whether chairperson is also executive of뺝cer
2.5
Countries in operation
10,42
4.3
Independent members at the board
2.6
Nature of ownership
13
4.4
Mechanisms for shareholder/ employee participation
2.7
Markets served
10-11,42
4.5
Executive remuneration and performance
2.8
Scale of the organization
7,11
4.6
Processes to avoid con뺞ict of interest at the board
15
2.9
Signi뺝cant organizational changes
12
4.7
Process to determine board expertise on sustainability
15
2.10
Awards received
13
4.8
Mission and value statements
3.
Report Parameters
4.9
Procedures for board governance on management of economic,
3.1
Reporting period
1.
Strategy and Analysis
1.1
CEO statement
1.2
Key impacts, risks and opportunities
2.
Organizational Pro뺝le
2.1
Name of the reporting organization
2.2
Products and / or services
2.3
Operational structure
2.4
7
environmental, and social performance
Appendix GRI Index
Appendix GRI Index
41
47-49
N.A
15
15
15,19
-
15,27
17
Editor’s Note
4.10
Processes for evaluation of the board’s economic, environmental,
and social performance
17
3.2
Previous report
N.A
3.3
Reporting cycle
Editor’s Note
4.11
Precautionary approach or principle
3.4
Contact point for questions
Editor’s Note
4.12
External charters / principles
45
3.5
Content de뺝nition
17
4.13
Association memberships
21
3.6
Boundary of the report
Editor’s Note
4.14
List of stakeholders
19
3.7
Limitations on the report’s scope
Editor’s Note
4.15
Stakeholders identi뺝cation
19
3.8
JVs, subsidiaries, and outsourcing
Editor’s Note
4.16
Approaches to stakeholder engagement
19
17-18
47
GR Index
Page
GR Index
Page
EN11
Land assets in sensitive areas
N.A.
EN12
Impact on biodiversity
12-13,44
EN13
Habitats protected or restored
18
EN14
Strategies for biodiversity
36-37
EN15
Endangered species
N.A
EN16
Greenhouse gas emissions
22
-
EN17
Other greenhouse gas emissions
22
26-27
EN18
Initiatives to reduce greenhouse gases
21-22
-
EN19
Ozone-depleting substance emissions
-
44
EN20
NOx, SO x and other air emissions
-
-
EN21
Water discharge
-
Environmental Indicators
EN22
Waste by disposal method
Performance Indicator
EN23
Signi뺝cant spills
31-33
EN24
Movements of hazardous waste
32
EN25
Habitats affected by discharge and runoff
23.31
EN26
Environmental impact mitigation
4.17
Topics raised by stakeholders
19
Financial Indicators
48
EC1
Direct economic value
EC2
Financial implications due to climate change
EC3
Bene뺝t plan
EC4
Financial government assistance
EC5
Entry level wage
EC6
Local suppliers
EC7
Local recruitment
EC8
Infrastructure investments and services for public bene뺝t
EC9
Indirect economic impacts
44-45
N.A
44-45
N.A
30
N.A
EN1
Volume of materials used
EN2
Recycled materials
EN3
Direct primary energy consumption
EN4
Indirect primary energy consumption
22
EN27
Packaging materials
EN5
Energy conservation
32
EN28
Non-compliance sanctions
N.A
EN6
Initiatives for energy-ef뺝ciency and renewable energy
23
EN29
Environmental impacts of transport
N.A
EN7
Initiatives for reducing indirect energy
22
EN30
Environmental protection expenditure
EN8
Water withdrawal
31
EN9
Effect of water withdrawal
EN10
Water recycled
32
N.A
31
-
-
Social Indictors (1): human rights
LA1
Breakdown of Workforce
35
GR Index
Page
LA2
Employee turnover
35
LA3
Bene뺝ts to full-time employees
37
LA4
Employees with collective bargaining agreements
39
HR9
Page
Violations of rights of indigenous peoples
Appendix GRI Index
GR Index
N.A
Social Indictors (3): society
LA5
Minimum notice periods
S01
Impact on communities
S02
Corruption risks
S03
Anti-corruption training
S04
Actions against corruption
S05
Lobbying
15
S06
Political donations
N.A
S07
Anti-competitive behaviour
N.A
S08
Regulatory non-compliance sanctions
N.A
44-46
39
40-41
LA6
Workforce in joint health committee
LA7
Occupational injuries and absenteeism
41
LA8
Training on serious diseases
40
LA9
Trade union agreements on health
LA10
Training per employee
LA11
Programs for lifelong learning
LA12
Career development
38
LA13
Composition of governance bodies
35
LA14
Gender pay disparity
35
41
38-39
Social Indictors (2) : human rights
Human rights clauses in investment
-
HR2
Supplier screening on human rights
26
HR3
Training on human rights
39
HR4
Discrimination
35
HR5
Association and collective bargaining
HR6
Child labour
HR7
Forced labour
N.A
HR8
Training for security personnel
N.A
19,39
36
38
N.A
Social Indictors(4):product responsibility
PR1
Health and safety impacts along product life cycle
28
PR2
Non-compliance with health and safety standards
N.A
PR3
Product information
N.A
PR4
Non-compliance with product information standards
N.A
PR5
Customer satisfaction
42-43
PR6
Communication programmes
28-29
PR7
Non-compliance in marketing practices
N.A
PR8
Complaints regarding customer privacy
N.A
PR9 Product non-compliance
N.A
Note: N.A Not Applicable
- Undisclosed
HR1
-
49

HannStar`s 2009 CSR Report

Transcription

Similar documents

Read More - The Flexitallic Group

Corporate Social Responsibility Report

TESCAN Control Panel 2

At Rostra Precision Controls, we are pleased to announce

Super large LCD display to enjoy Multi-format Movies

Aquavista 500R Fuse Replacement Procedure

P4400 KAW spec sheet V4b

BAYTEK

ASICS Sustainability Repor ng

Picture your portrait Key features