GRI Index

Letter from the CSR Committee Chairperson

Disclosure Number

Disclosure Title

Report Contents or Explanation

Page

GRI 102 : General Disclosures
102-1 Name of the organization About TSMC 8
102-2 Activities, brands, products, and services About TSMC 8
102-3 Location of headquarters About TSMC 8
102-4 Location of operations About TSMC 8
102-5 Ownership and legal form About TSMC; TSMC; Please refer to 2017 TSMC Annual Report (II) Financial Statements 8
102-6 Markets served About TSMC 8
102-7 Scale of the organization About TSMC 8
102-8 Information on employees and other workers Inclusive Workplace: Talent Attraction and Retention - Right People with Shared Vision and Values - Workforce Structure 122
102-9 Supply chain Responsible Supply Chain: Continue Driving Local Supply Chain Upgrade 76
102-10 Significant changes to the organization and its supply chain About TSMC; TSMC; Please refer to 2017 TSMC Annual Report (II) Financial Statements

Responsible Supply Chain: Strategy and Long Term Goals
8, 63
102-11 Precautionary Principle or approach 1. The risk management organization periodically briefs the audit committee on the ever-changing risk environment facing TSMC, the focus of the Company’s enterprise risk management, and risk assessment and mitigation efforts. The audit committee’s chairperson also reports on the risk environment and risk mitigation actions to be taken. TSMC and its subsidiaries are committed to proactively and cost effectively integrating and managing strategic, operational, financial and hazardous risks together with potential consequences to operations and financial results. TSMC operates an enterprise risk management (ERM) program and apply a risk map considering likelihood and impact severity to identify and prioritize corporate risks. Various risk treatment strategies are also adopted in response corporate risks as they are identified.

2. Refer section 6.3 Risk Management of TSMC Annual Report for details of implementation of ERM (Eneterprise Risk Management)
102-12 External initiatives Responsible Business Alliance (RBA, the previous EICC) and Responsible Minerals Assurance Process (RMAP, the previous Conflict-free Smelter Program) 63
102-13 Membership of associations Appendix: Participation in Industry Associations and Non-Profit Organizations 192
102-14 Statement from senior decision-maker Letter from Our CSR Committee Chairperson 3
102-15 Key impacts, risks, and opportunities Materiality Analysis 187
102-16 Values, principles, standards, and norms of behavior Ethics and Regulatory Compliance at TSMC

Please refer to 2017 TSMC Annual Report:
3.5 Code of Ethics and Business Conduct
3.6 Regulatory Compliance
24
102-17 Mechanisms for advice and concerns about ethics Ethics and Regulatory Compliance at TSMC

Please refer to 2017 TSMC Annual Report:
3.5 Code of Ethics and Business Conduct
3.6 Regulatory Compliance
5.5.5 Employee Engagement - Employee Communication
24
102-17 Mechanisms for advice and concerns about ethics Ethics and Regulatory Compliance at TSMC

Please refer to 2017 TSMC Annual Report:
3.5 Code of Ethics and Business Conduct
3.6 Regulatory Compliance
5.5.5 Employee Engagement - Employee Communication
24
102-18 Governance structure Corporate Governance 15
102-19 Delegating authority Sustainability Governance 12
102-20 Executive-level responsibility for economic, environmental, and social topics Letter from Our CSR Committee Chairperson 3
102-21 Consulting stakeholders on economic, environmental, and social topics Materiality Analysis 187
102-22 Composition of the highest governance body and its committees Corporate Governance
TSMC's Board of Directors consists of distinguished members with a great breadth of experience as world-class business leaders or professionals. All of them have management experience and competency in economic, environmental and social topics
15
102-23 Chair of the highest governance body The Chair of the highest governance body is not an executive officer
102-24 Nominating and selecting the highest governance body We envision the membership of its esteemed Board of Directors to be composed of highly ethical professionals with the necessary knowledge, experience and understanding from diverse backgrounds. We envision our Board to be composed of as many independent directors as possible, and the independence of each independent director candidate is also considered and assessed under relevant laws.

Directors shall be elected pursuant to the candidates nomination system as specified in Article 192-1 of the R.O.C.  "Company Law". The tenure of office for Directors shall be three years. Under R.O.C. law, any shareholders holding one percent or more of our total outstanding common shares may nominate their own candidate to stand for election as a Board member. This democratic mechanism allows our shareholders to become involved in the selection and nomination process of Board candidates. The final slate of candidates is put to the shareholders for voting at the relevant annual shareholders' meeting.

There are no limits on the number of terms that a director may serve. We believe the Company benefits from the contributions of directors who have over their years of dedicated service acquired unique insights into the operations and financial developments of the Company. The Company reviews the appropriateness of each director’s continued service to ensure there are new viewpoints available to the Board.

TSMC's Board of Directors consists of distinguished members with a great breadth of experience as world-class business leaders or professionals. All of them have management experience and competency in economic, environmental and social topics.
102-25 Conflicts of interest The avoidance of conflicts of interests is governed by several corporate processes. First, any director or executive officer who, for him/herself or on behalf of another, wishes to engage in any business activity that overlaps with TSMC's business must obtain the prior approval of our shareholders' meeting or Board of Directors respectively in accordance with relevant laws. Second, each board member and executive officer must complete an annual declaration on related party transactions which is reviewed by our Audit Committee. Third, we are subject to strenuous reporting requirements on reporting any related party transactions under both R.O.C. and U.S. security rules.

Please refer to 2017 TSMC Annual Report:
2.4.1 Information Regarding Board Members
4.1.4 Major Shareholders
4.1.8 Related Party Relationship among Our 10 Largest Shareholders
5.3.4 Raw Materials and Supply Chain Management-Suppliers Accounted for at Least 10% of Annual Consolidated Net
 
Procurement
5.4 Customer Trust-Customers that Accounted for at Least 10% of Annual Consolidated Net Revenue
8.1 Subsidiaries

Please refer to Consolidated Financial Statements for 2017:
Note 44: Additional Disclosures
Note 44: Additional Disclosures - Table 6 Total purchases from or sales to related parties of at least NT$100 million or 20% of the paid-in capital
102-26 Role of highest governance body in setting purpose, values, and strategy Corporate Governance
Corporate Social Responsibility Policy
CSR Matrix

Board of Directors annually reviews CSR report which includes economic, environmental and social topics, in addition, they also review the annual plan and the donations of the "TSMC Education and Culture Foundation" and "TSMC Charity Foundation".
TSMC's Board of Directors consists of distinguished members with a great breadth of experience as world-class business leaders or professionals. All of them have management experience and competency in economic, environmental and social topics.
The "Corporate Social Responsibility Policy" and "CSR Matrix" set by Chairman Dr. Morris Chang clearly defines the scope of TSMC's corporate social responsibility.
15
102-27 Collective knowledge of highest governance body Please refer to 2017 TSMC Annual Report:
3. Corporate Governance "Continuing Education/Training of Directors" and "Continuing Education/Training of Management"
in 2017.

Through quarterly management report and annually CSR report to develop and enhance the Board of Directors' collective knowledge of economic, environmental and social topics.
102-28 Evaluating the highest governance body’s performance Please refer to 2017 TSMC Annual Report:
3.4 Taiwan Corporate Governance Implementation as Required by Taiwan Financial Supervisory Commission
102-29 Identifying and managing economic, environmental, and social impacts Please refer to 2017 TSMC Annual Report:
3.4 Taiwan Corporate Governance Implementation as Required by Taiwan Financial Supervisory Commission
6.3 Risk Management
102-30 Effectiveness of risk management processes The risk management organization periodically briefs the audit committee on the ever-changing risk environment facing TSMC, the focus of the Company’s enterprise risk management, and risk assessment and mitigation efforts. The audit committee’s chairperson also reports on the risk environment and risk mitigation actions to be taken. TSMC's risk management organization is composed of RM Steering Committee, RM Executive Council , and RM Program. Refer section 6.3.1 Risk Management Organization of TSMC Annual Report for details.
102-31 Review of economic, environmental, and social topics Board of Directors
Please refer to 2017 TSMC Annual Report:
3. Corporate Governance; 6.3 Risk Management
102-32 Highest governance body’s role in sustainability reporting Corporate Governance
This report is reviewed and approved by the Company's functional heads and Chairperson of the Corporate Social
Responsibility Committee (Chief Financial Officer)
15
102-33 Communicating critical concerns Materiality Analysis 187
102-34 Nature and total number of critical concerns Materiality Analysis 187
102-35 Remuneration policies Inclusive Workplace: Talent Attraction and Retention - Competitive Compensation Program

Please refer to  2017 TSMC Annual Report
2.4.2 Remuneration Paid to Directors
2.5.2 Compensation Paid to President & Co-CEO and Vice Presidents
2.5.3 Employees’ Profit Sharing Bonus Paid to Management Team
5.5 Human Capital-5.5.4 Compensation
122
102-36 Process for determining remuneration Inclusive Workplace: Talent Attraction and Retention - Competitiveness of Total Compensation

Please refer to 2017 TSMC Annual Report :
3.2.2 Compensation Committee
3.2.3 Director and Committees Members’Attendance/ Compensation Committee Meeting Status
122
102-37 Stakeholders’ involvement in remuneration Materiality Analysis 187
102-38 Annual total compensation ratio We do not publicly disclose this confidential information
102-39 Percentage increase in annual total compensation ratio We do not publicly disclose this confidential information
102-40 List of stakeholder groups Materiality Analysis 187
102-41 Collective bargaining agreements Inclusive Workplace: Human Right - Internal Communication Channels for Employees

TSMC strives to create harmonious employee relations, values two-way communication and fosters open communication channels for management levels, subordinates and peers. The Company provides a number of voice channels with handling the cases in a fast and confidential manner. Among them, people in charge are the highest executives of human resources organizations, demonstrating our emphasis on employee opinions. Effective communication between the Company and employees creates a high-involvement working environment. Employees are also highly engaged and willing to make commitments to TSMC. In addition, TSMC abides by regulations to hold Labor-Management Meeting periodically, summarizes and publishes business updates, labor conditions, and employee welfare activities for employees.
122
102-42 Identifying and selecting stakeholders Materiality Analysis 187
102-43 Approach to stakeholder engagement Materiality Analysis 187
102-43
102-44
Approach to stakeholder engagement
Key topics and concerns raised
Materiality Analysis 187
102-44 Key topics and concerns raised Materiality Analysis 187
102-45 Entities included in the consolidated financial statements About This Report 186
102-46 Defining report content and topic Boundaries About This Report 186
102-47 List of material topics Materiality Analysis 187
102-48 Restatements of information No significant changes
102-49 Changes in reporting Materiality Analysis 187
102-50 Reporting period About This Report 186
102-51 Date of most recent report June, 2018
102-52 Reporting cycle About This Report 186
102-53 Contact point for questions regarding the report About This Report 186
102-54 Claims of reporting in accordance with the GRI Standards About This Report 186
102-55 GRI content index GRI content index
102-56 External assurance External assurance
102-56 External assurance External assurance
GRI 103 : Management Approach
103-1 Explanation of the material topic and its Boundary Materiality Analysis 187
103-2 The management approach and its components Please refer to the contents of related topics
103-3 Evaluation of the management approach Please refer to the contents of related topics
GRI 201 : Economic Performance
201-1 Direct economic value generated and distributed Financial Performance
Inclusive Workplace: Talent Attraction and Retention - Competitiveness of Total Compensation - 2013-2017 Employees’Compensation and Benefits 
122
201-2 Financial implications and other risks and opportunities due to climate change Climate change and energy management 82
201-3 Defined benefit plan obligations and other retirement plans Inclusive Workplace: Talent Attraction and Retention - Pension Plan - Pension Plan and Pension Allocation in TSMC
122
201-4 Financial assistance received from government In 2017, TSMC enjoyed a tax benefit of NT$16.9 billion from five-year tax exemption for capital investments made in previous years, and tax credits of NT$5.6 billion for research and development expenditures.
GRI 202 : Market Presence
202-1 Ratios of standard entry level wage by gender compared to local minimum wage Inclusive Workplace: Talent Attraction and Retention - Compensation Ratio between Male and Female - The ratio of annual total compensation between female and male employees in each region of TSMC


122
202-2 Proportion of senior management hired from the local community It's unable to reach the data of local residents.
GRI 203 : Indirect Economic Impacts
203-1 Infrastructure investments and services supported
203-2 Significant indirect economic impacts Today, TSMC is the world’s largest semiconductor foundry, manufacturing 9,920 different products using 258 distinct technologies for 465 different customers in 2017.
GRI 204 : Procurement Practices
204-1 Proportion of spending on local suppliers Responsible Supply Chain: Continue Driving Local Supply Chain Upgrade 76
GRI 205 : Anti-corruption
205-1 Operations assessed for risks related to corruption TSMC assesses anti-corruption risk based on function rather than geographical region. Our assessment approach includes the following:
1. A task force, including the Legal, Internal Audit, and Procurement departments, is organized to engage an independent third party to perform an anonymous annual supplier survey in the third uarter each year to assess the ethical climate corporation-wide
2. Internal Audit department interviews top management in the fourth quarter each year to collect/assess potential risks, including anti-corruption risks
3. All divisions perform a Control Self Assessment (CSA) annually to assess risks and the effectiveness of controls, including awareness of and compliance with the business code of conduct
4. The TSMC external and internal websites provide links to an ombudsman system to investigate reported cases related to irregularities or corruption

Based on 2017's supplier survey, interviews with top management, CSA Reports received from each division and a review of the complaints received through the ombudsman system and the results of investigations conducted accordingly, the corruption risk is appropriately controlled and no significant corruption risk was identified

Please refer to 2017 TSMC Annual Report:
3.5 Code of Ethics and Business Conduct
3.6 Regulatory Compliance
205-2 Communication and training about anti-corruption policies and procedures Ethics and Regulatory Compliance at TSMC

Please refer to 2017 TSMC Annual Report:
3.5 Code of Ethics and Business Conduct
3.6 Regulatory Compliance
24
205-3 Confirmed incidents of corruption and actions taken Ethics and Regulatory Compliance at TSMC

Please refer to 2017 TSMC Annual Report:
3.5 Code of Ethics and Business Conduct
24
GRI 206 : Anti-competitive Behavior
206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices Please refer to 2017 TSMC Annual Report:
6.3.3 Risks Associated with Litigious and Non-litigious Matters
GRI 302 : Energy
302-1 Energy consumption within the organization Improve energy efficiency
302-2 Energy consumption outside of the organization Climate change and energy management:Greenhouse Gas Inventory for Upstream and Downstream Supply Chain 85
302-3 Energy intensity Improve energy efficiency 79, 88
302-4 Reduction of energy consumption Improve energy efficiency 79, 88
302-5 Reductions in energy requirements of products and services Green Product 37
GRI 303 : Water
303-1 Water withdrawal by source Risk Management of Water Resources 97
303-2 Water sources significantly affected by withdrawal of water Risk Management of Water Resources 97
303-3 Water recycled and reused Water Recycling 98
GRI 305 : Emissions
305-1 Direct (Scope 1) GHG emissions Climate change and energy management:Greenhouse Gas Inventory for Upstream and Downstream Supply Chain 85
305-2 Energy indirect (Scope 2) GHG emissions Climate change and energy management:Greenhouse Gas Inventory for Upstream and Downstream Supply Chain 85
305-3 Other indirect (Scope 3) GHG emissions Climate change and energy management:Greenhouse Gas Inventory for Upstream and Downstream Supply Chain 85
305-4 GHG emissions intensity Climate change and energy management:Greenhouse Gas Inventory for Upstream and Downstream Supply Chain 85
305-5 Reduction of GHG emissions Climate change and energy management:Best Mitigation Results in the Industry 86
305-6 Emissions of ozone-depleting substances (ODS) TSMC doesn't use Motreal Protocol Class I & II ODS
305-7 Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions Air Pollution Control
Air emissions in 2017, VOC: 160.04 metric tons, NOx: 57.88 metric tons, SOx: 31.53 metric tons
116
GRI 306 : Effluents and Waste
306-1 Water discharge by quality and destination TSMC (China): On-site treated water discharges to Industrial District Wastewater Treatment Plant (IDWWPT). Discharge destination of IDWWPT treated water is Youdun Harbor.
US WaferTech: On-site treated water discharges to the City of Camas Publically Owned Treatment Works (POTW). Discharged destination of POTW treated water is Columbia River

Wastewater Monitoring and Pollutant Emissions
103
306-2 Waste by type and disposal method Water Management 95
306-3 Significant spills There were no significant spills in all TSMC fabs in 2017.
306-4 Transport of hazardous waste There were no imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention in 2017.
306-5 Water bodies affected by water discharges and/or runoff TSMC's treated wastewater is discharged to the Science Park wastewater treatment plant, and there is no significant
environmental impact
GRI 307 : Environmental Compliance
307-1 Non-compliance with environmental laws and regulations Corporate Governance: Ethics and Regulatory Compliance 15
GRI 308 : Supplier Environmental Assessment
308-1 New suppliers that were screened using environmental criteria 100% new suppliers compliant and signed“TSMC ethics and supplier code of conduct”
Responsile supply chain: 2017 Goals and Achievements
308-2 Negative environmental impacts in the supply chain and actions taken Responsible Supply Chain: Strengthen the supply chain management 63
GRI 401 : Employment
401-1 New employee hires and employee turnover Inclusive Workplace: Talent Attraction and Retention - Right People with Shared Vision and Values - Domestic Recruitment 122
401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees Inclusive Workplace: Talent Attraction and Retention - Benefit program

Note: TSMC provide the localized leave and insurance programs to employees in overseas regions. We grant additional days of annual leave to employees in China, North America and Europe. As for insurance program, the comprehensive life and medical insurance program are also designed in consideration of the local regulations, industry practices and employee’s needs for each overseas region.
122
401-3 Parental leave Inclusive Workplace: Talent Attraction and Retention -  Competitive Compensation Program - Benefit program 122
GRI 402 : Labor/Management Relations
402-1 Minimum notice periods regarding operational changes Inclusive Workplace: Human Right - Internal Communication Channels for Employees

If the Company terminates employment, the Company will notify employees in advance abide by the law
122
GRI 403 : Occupational Health and Safety
403-1 Workers representation in formal joint management–worker health and safety committees Corporate Level Safety and Health Committee is hosted by Corporate ESH Director, percentage of total workforce represented is 55%.
403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities
公傷缺勤率 TSMC TSMC(China) WaferTech
Male 10.67 55.80 61.99
Female 18.57 20.62 18.21
Total 13.46 37.94 49.57
403-3 Workers with high incidence or high risk of diseases related to their occupation TSMC's critical health risk operations include operations involving noise, ion-radiation, lead, dimethylformamide, n-hexane, arsenic, manganese and its compounds, dust, chromic acid and its salts, nickel and its compounds, mercury and its inorganic compounds. Fab ISEPs report workers engaged in related operations for special annual health exams and categorized health
management if necessary

For high risk groups, such as those at risk for work-induced cerebral and cardiovascular diseases, ergonomic hazards, and maternal health, TSMC institutes hierarchical management measures in order to minimize or eliminate the risks.
403-4 Health and safety topics covered in formal agreements with trade unions No related agreements.
GRI 404 : Training and Education
404-1 Average hours of training per year per employee Inclusive Workplace: Talent Development - Learning and Development 122
404-2 Programs for upgrading employee skills and transition assistance programs There is no related transition assistant programs for career endings resulting from retirement or termination of employment
404-3 Percentage of employees receiving regular performance and career development reviews Inclusive Workplace: Talent Development - Learning and Development

TSMC provides tailored individual development plans (IDP) which are tailored to individual job requirements, performance assessment results (The performance appraisal was conducted in the middle of the year and at the end of the year, and the assessment rate was 100% in 2017), and career development needs.
122
GRI 405 : Diversity and Equal Opportunity
405-1 Diversity of governance bodies and employees Please refer to 2017 TSMC Annual Report:
2.4.1 Information Regarding Board Members

Inclusive Workplace: Talent Attraction and Retention - Disable workers

Disable workers: TSMC spare no efforts on disable workers hiring– in 2017, TSMC continuously collaborate with 43 colleagues to create diversified and high quality job opportunities. Besides existing job positions, TSMC also develop suitable positions for disabilities continuously such as “Recruitment Service Representatives” and etc. In 2017, the total number of disabilities hires is compliance with government regulation.
122
405-2 Ratio of basic salary and remuneration of women to men Inclusive Workplace: Talent Attraction and Retention - Compensation Ratio between Male and Female - The ratio of annual total compensation between female and male employees in each region of TSMC 122
GRI 406 : Non-discrimination
406-1 Incidents of discrimination and corrective actions taken Inclusive Workplace: Human Right - Internal Communication Channels for Employees

In 2017, there were 4,363 cases being raised through internal communication channels in Taiwan, including 7 sexual harassment cases from sexual harassment investigation committee, 79 cases via ombudsman system, 645 cases via employee opinion box, and 3,632 cases via fab caring circle and all these cases were well-handled by the designated team. All sexual harassment and ombudsman cases were investigated and reviewed by committee members. As for the employee opinion box, all cases were dispatched and replied by the people in charge based on the questions. Employees can easily access these internal communication channels via myTSMC (an internal employee portal). Internal communications channels were also introduced toward new comers during the orientation to ensure all Taiwan employees could be well-informed of the channels since very beginning.
122
GRI 407 : Freedom of Association and Collective Bargaining
407-1 Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk Inclusive Workplace: Human Right - Internal Communication Channels for Employees

TSMC strives to create harmonious employee relations, values two-way communication and fosters open communication channels for management levels, subordinates and peers. The Company provides a number of voice channels with handling the cases in a fast and confidential manner. Among them, people in charge are the highest executives of human resources organizations, demonstrating our emphasis on employee opinions. Effective communication between the Company and employees creates a high-involvement working environment. Employees are also highly engaged and willing to make commitments to TSMC. In addition, TSMC abides by regulations to hold Labor-Management Meeting periodically, summarizes and publishes business updates, labor conditions, and employee welfare activities for employees.
122
GRI 408 : Child Labor
408-1 Operations and suppliers at significant risk for incidents of child labor From the very beginning,  all application processes are handled accordingly to the law to eradicate child labor

Inclusive Workplace: Human Right - Human Rights Policy

In response to high-risk areas of group consultations/child labor/labor disputes in mainland China and Malaysia, active VAP audits were conducted and 10 high-risk regional supplier audits were completed (8 in Mainland China/2 in Malaysias). The average VAP coverage rate was nearly 44%.
122
GRI 409 : Forced or Compulsory Labor
409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labor Inclusive Workplace: Human Right - Human Rights Policy

TSMC Adheres firmly to local regulations, internationally-recognized protocols and "TSMC Human Right Policy", the Company have never forced involuntary labor from any person with
122
GRI 412 : Human Rights Assessment
412-1 Operations that have been subject to human rights reviews or impact assessments Inclusive Workplace: Human Right - Human Rights Policy

TSMC abides local laws and regulations in all countries and regions where we operate, as well as upholds the human rights of workers, including regular, contract and temporary employees, interns, etc. We treat them with dignity and respects as understood by the international human rights standards such as The International Bill of Human Rights, The International Labour Organization’s Declaration on Fundamental Principles and Rights at Work, and Ten Principles of The United Nations Global Compact. We also align our actions with the Responsible Business Alliance (RBA) Code of Conduct.
122
412-2 Employee training on human rights policies or procedures Inclusive Workplace: Human Right - Human Right Risk Mitigation Measures 122
412-3 Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening TSMC has no significant investment in 2017.
GRI 414 : Supplier Social Assessment
414-1 New suppliers that were screened using social criteria 100% new suppliers compliant and signed“TSMC ethics and supplier code of conduct”
Responsile supply chain: 2017 Goals and Achievements
414-2 Negative social impacts in the supply chain and actions taken In response to high-risk areas of group consultations/child labor/labor disputes in mainland China and Malaysia, active VAP audits were conducted and 10 high-risk regional supplier audits were completed (8 in Mainland China/2 in Malaysias). The average VAP coverage rate was nearly 44%.
GRI 416 : Customer Health and Safety
416-1 Assessment of the health and safety impacts of product and service categories Sustainable Product, Product Quality 44, 50
416-2 Incidents of non-compliance concerning the health and safety impacts of products and services Not applicable
GRI 418 : Customer Privacy
418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data Customer Service - customer's Virtual Fab (no customer complains in information leakage) 56
GRI 419 : Socioeconomic Compliance
419-1 Non-compliance with laws and regulations in the social and economic area The Company had no significant fines and non-monetary sanctions for non-compliance with laws and/or regulations in the social and economic area

Assurance Statement

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