| Standards Followed | Verification/Assurance Body |
| Sustainability Report | AA1000AS v3 Type 1 Moderate Level Assurance | BSI Group Singapore Pte. Ltd., Taiwan Branch |
| Finance | International Financial Reporting Standards (IFRS) | Deloitte & Touche |
| Environmental | ISO 14064-1:2018 Organizational GHG Inventory | BSI Group Singapore Pte. Ltd., Taiwan Branch |
| ISO 14001:2015 Environmental Management System | TÜV SÜD |
| Occupational Health and Safety | ISO 45001:2018 Occupational Health and Safety Management Systems | TÜV SÜD |
| Information Security | ISO 27001:2013 Information Security Management System | SGS Taiwan Ltd. |
| Quality Management | TL 9000:2016/ISO 9001:2015 Quality Management System | TÜV SÜD |
| EN ISO 13485:2016 Medical Devices—Quality Management System | TÜV SÜD |
| ANSI/ESD S20.20:2021 Protection of Electrical and Electronic Parts | DQS Taiwan Ltd. |
| ISO/IEC 17025:2017 Laboratory Quality Management System | Taiwan Accreditation Foundation (TAF) |
| ISO 26262:2018 Automotive Functional Safety Certification | SGS-TÜV Saar GmbH |
| IATF 16949:2016 Automotive Quality Management System | TÜV SÜD |
# Time of Release
Starting in 2023, we has been publishing the "Sustainability Report" annually. The content is published in English and Chinese, and the content and accuracy of the information is reviewed by the ESG Sustainability Committee and various department supervisors. The Report is made publicly available on ADLINK’s official website after publication.
Current edition: Published in August 2025.
Previous edition: Published in August 2024.
Next release: Expected to be published in August 2026.
# Ҁ Contact Method
For any inquiries, consultations, or suggestions regarding this report or ADLINK’s sustainability efforts, please contact us via the channels below.
# ESG and Corporate Governance Center
Address: No. 66, Huaya 1st Road, Guishan District, Taoyuan City 333411
Telephone: +886-3-216-5088
E-mail: esg@adlinktech.com
ADLINK Website: https://www.adlinktech.com/tw
# Sustainable Development Strategy
# Sustainable Development Vision Blueprint
ADLINK is committed to promoting corporate social responsibility under the concept of sustainability and sharing, and developing a corporate sustainable development vision blueprint of "joining hands with diverse partners to multiply sustainable value." By strengthening the core business, the company works with its stakeholders to realize and create more profound sustainable values. In response to stakeholder concerns, ADLINK has established three sustainability strategy pillars—“Operational Resilience,” “Environmental Responsibility,” and “Inclusion and Talent Cultivation” —combined with nine Material Topic to balance economic, environmental, and social/human rights considerations. The company has actively planned corresponding short-, mid-, and long-term targets to fulfill its corporate sustainability vision.
Sustainable Development Vision Blueprint
Ҁ Corporate Sustainability Strategy Framework
| Strategic Pillars | Material Topic | Corresponding SDGs | Key Performance Indicators | 2024 Goals | 2024 Goal Achievement Status | Short-term Goals (2025) | Mid-term Goals (2026~2027) | Long-term Goals (2028~) |
| Environmental Responsibility | Green Products | <img src=".2024_ADLINK_Sustainability_Report_ene221b325abb9bdebd149c62fab931a0de92f425c1a7e018c98589d491ab2bedf.jpg"/> | 11.6 | FMD part number collection completion rate: | 55% | Not achieved | 55% | 55% | 60% |
| <img src="images/0674c0c9c5284c34f7e5bc748a6f63cc803b51d0d8979fabb90ff501ac639b4a.jpg"/> | 11.a |
| <img src="images/6bd160838baf0ed5f2803f19394e155e78029175686125d5ba5c6b890c6967ec.jpg"/> | 12.5 |
| 12.6 | Supplier response rate for four conflict minerals (3TG): | 92% | Achieved | 92% | 95% | 100% |
| GHG Inventory | <img src="images/008084e8cb0344dd40020f9518415c2ccfaa32395ba94a100dba0301c92bf870.jpg"/> | 13.2 | Carbon emission reduction (baseline 2023) / renewable energy percentage: | 5% / 3% | Achieved | 5% / 3% | 11% / 6% | 24% / 6% |
| Inclusion and Talent Cultivation | Talent Development and Cultivation | [BYCW] | 4.3 | Percentage of elite interns employed (of total staff): | ≥ 3.50% | Achieved | ≥ 3.50% | ≥ 3.50% | ≥ 3.50% |
| <img src="images/e34761bb735ae161d760bd567da22921af45683debc6b4269fb9776c64bd0aee.jpg"/> | 4.4 | Average training hours per employee: | >10 hours | Achieved | >20 hours | >20 hours | >25 hours |
| 4.5 | Departmental annual training plan execution rate: | ≥ 90% | Achieved | ≥ 90% | ≥ 92% | ≥ 95% |
| 8.2 |
| 8.5 | Manager-level vacancies filled by internal promotion (Note 1): | - | - | ≥ 1/3 | ≥ 1/3 | ≥ 1/3 |
| Inclusion and Talent Cultivation | Employee Diversity and Inclusive-ness | <img src="images/156e739fd8e1ba45356f3017c3dbda5777ff0a69e207ebd14ed7ecc3a3b6c293.jpg"/> | 3.13.85.15.55.c8.28.58.810.210.3 | Female directors ratio maintained: | ≥ 30% | Achieved | ≥ 30% | ≥ 30% | ≥ 30% |
| Female representation in management systems maintained: | ~ 23%-26% | Achieved | ~ 23%-26% | ~ 23%-26% | ~ 23%-26% |
| Female permanent and contingent employees ratio maintained: | ~ 40%-45% | Achieved | ~ 40%-45% | ~ 40%-45% | ~ 40%-45% |
| Employees with disabilities ratio maintained: | 1%-1.50% | Achieved | 1%-1.50% | 1%-1.50% | 1%-1.50% |
| <img src="images/60f04dac94d0b9be5b9295e5344030b38201d86de335c47e9c4b8bd1549c4b79.jpg"/> |
| <img src="images/a2d9f9554f0551dc5ef531ed4f56daeebeec3ee6d5c946c504f3c9493b567d7f.jpg"/> | Pregnant employees' medical consultation completion rate: | 100% | Achieved | ≥ 6 times of health care per year per pregnant employee | ≥ 6 times | ≥ 6 times |
| <img src="images/76c381329885a436d0c6b2c2c73f5117ec44e961242686b33843ae422be2622e.jpg"/> | Employee multicultural exchange and care events (Note 1): | - | - | - | Plan ≥ 1 foreign cultural exchange event annually | Organize 1 to 2 foreign cultural exchange events annuallyOrganize 1 to 2 events for expatriate and mid-to-late-career employees annually |
| Operating Resilience | Customer Relations Management | <img src="images/da356da89c526ff4562273b47369df26d435174d068b3e43f876eca80c3e0d81.jpg"/> | 17.6 17.17 | Maintain customer satisfaction average score: | ≥3.3 | Achieved | ≥3.4 | ≥3.5 | ≥3.7 |
| Increase in customer satisfaction feedback collection rate (Note 1): | - | - | 40% | 42% | 44% |
| Innovative Technologies and Patents | <img src="images/706dd148c98dea2d2789242638b2fa23d24872fb78bd4b8820bdbdd95c7e9c82.jpg"/> <img src="images/f74efe9a0f3346b14425da7cec7a79ef9ac06247685fa903252f64b7db20aae8.jpg"/> | 9.1 9.4 12.5 13.3 | Usage of old part numbers for new standard product cartons/boxes: | Target 75% | Achieved | ≥80% | Target 83% | Target 85% |
| Use air-column or all-paper packaging to replace EPE: | Target ≥6 new product models | Achieved | ≥10 new models | ≥15 new models | ≥20 new models |
| Heat-sink design optimization to reduce aluminum usage: | Totally 5 | Achieved | target ≥8 new models(reduce aluminum or CNC machining time) | ≥12 new models | ≥15 new models |
| Low-power standard achievement rate for new models: | 30% | Achieved | 50% | 80% | 95% |
| IEC 62443-4-1 and IEC 62443-4-2 certifications: | Plan introduction | Achieved | Obtain IEC 62443-4-1 | Target ≥1 product with IEC 62443-4-2 | Enhance supply-chain cybersecurity requirements |
| Business Performance | <img src="images/47012ba920e20e9b0a5cc64df767a888d12a6454a0db9bcc23b8a06b60d47588.jpg"/> | 8.2 8.3 | Maintain net operating profit margin: | >5% | Not achieved | 5% | Raise to >5% | Reach industry average ≥10% |
| Design Win total: | 100 cases | Not achieved | Add 80–100 cases annually | Add 100 cases annually | Add ≥100 cases annually |
| Revenue from diversified customized services: | USD 12 million | Not achieved | Grow 10% | Grow 15% | Grow >15% |
| Operating Resilience | Supply Chain Management | <img src="images/97dfe28eaf831481b8832e719d1313b7eee81cdafee896f0bc8003b728c7fb75.jpg"/> | 8.78.812.516.517.17 | Key supplier risk assessment ratio: | Increase to 70% | Not achieved | Increase to 70% | Achieve 80% | Achieve 100% |
| <img src="images/7e0203a07c9ff82d3a44c581f3033ecbaa34558aa154be288fb4bb1702120cbe.jpg"/> |
| <img src="images/c3a59dd9eff7bcd78d55e747f3837c5a98419148d2447330c3157f0ed56b2d71.jpg"/> |
| <img src="images/5f887ce1968091cf8e9eb39925e0d1587f1d7f7a1e8ce0238559a5c1f98cdeaf.jpg"/> |
| Information Security Management | | 9.1 | Social-engineering drills and cybersecurity training: | ≥ 1 | Achieved | 1 global drill and 99% course completion rate | 1 global drill and 99% course completion rate | 1 global drill and 99% course completion rate |
| Information Security Management System standard, regular audits and drills: | Maintain | Achieved | Complete ISO/IEC 27001:2022 recertification at Taoyuan HQ in 2025 | Maintain third-party verification and validation | Maintain third-party verification and validation |
| Effective log-monitoring mechanism to track and detect anomalies: | Establish mechanism | Achieved | Endpoint protection coverage 95% at HQAdvanced protection for core systems 70% at HQ | Endpoint protection coverage 99% at HQAdvanced protection for core systems 80% at HQ | Global endpoint protection coverage 95%Global core systems protection 75% |
| Cyber-risk rating score (Note 1): | - | - | Achieve 80% | Achieve 83% | Exceed industry standard, maintain ≥ 85% |
| Critical application patching rate (Note 1): | - | - | - | 99% (high risk) | 95% (medium and high risk) |
Note 1: New targets added.
Note 2: Unmet 2024 targets are explained in corresponding sections.
# ESG Sustainability Committee
To deepen the vision of corporate sustainable development, fulfil corporate social responsibility, and promote progress in economic, environmental, and social/human rights dimensions to achieve sustainable development goals, ADLINK established the Corporate Sustainability Development Committee in 2013, committing to strengthen corporate governance, fulfil social responsibility, and practice environmental conservation. In December 2022, it was transformed and upgraded to the ESG Sustainability Committee, chaired by the Chairman and CEO, with the Global CFO authorized to manage the Sustainability Secretariat and lead the ESG Promotion Team to coordinate and operate the ESG Sustainability Committee. The committee was reorganized at the end of 2024 to align its coordination and operations with the company’s organizational structure.
The ESG Sustainability Committee meets at irregular intervals to set short-, medium-, and long-term targets as well as consolidates the departments' results in implementing sustainable development for an annual report to the Board of Directors in order to proactively respond to stakeholder needs. As an enterprise that drives the development of technology, ADLINK aims to fulfill its Corporate Social Responsibility through the promotion of Corporate Sustainability and the provision of resources and influence to contribute to the economy, the environment, and people (human rights).
ESG Sustainability Committee
▼ Responsibilities of the ESG Sustainability Committee
| Committee | Functions |
| Chairperson | Combine global sustainability trends to lead the company toward excellence in sustainable development, enrich the value-chain ecosystem, and give back to society. |
| Sustainability Secretariat Office | Lead the ESG Promotion Team to coordinate committee operations, closely integrate sustainability development goals with core business strategies, identify corporate risks, challenges, and opportunities, exert social influence, and respond to stakeholder expectations. |
| ESG Promotion Team | Ensure the promotion and implementation of sustainability initiatives; responsible for the integrity, accuracy, and reliability of sustainability information, including compliance with disclosure regulations and international standards to enhance transparency. |
| Product Sustainability | In response to regulations, international markets, industry trends, and customer needs, invest in green design, product life-cycle, and circular economy R&D to strengthen product competitiveness. |
| Environmental Sustainability | Responsible for environmental management systems, compliance with environmental regulations and international standards; develop resource-efficiency strategies in response to climate change to achieve environmental sustainability goals. |
| Corporate Commitment | Follow human-rights regulations and international standards to establish human-rights management policies and procedures, and establish communication and management mechanisms internally and throughout the value chain. |
| Supply Chain Sustainability | Reference ISO Sustainable Procurement Guidelines, supply-chain management systems, or RBA Code of Conduct to build and implement sustainable supply-chain management processes, including risk surveys, audits, improvement coaching, capacity building, incentive, and delisting mechanisms. |
| Risk Governance | Integrate sustainability risk issues into risk-management mechanisms, responsible for risk identification, analysis, evaluation, and response, and establish business-continuity management systems to reduce operational risk. |
| ADLINK Education Foundation | Through promoting technology education, humanities and arts development, and supporting disadvantaged groups, contribute to society and create lasting impact. |
# Stakeholder Communication
# Topics of Stakeholder Concern and Communication Channels
ADLINK follows the AA1000 SES Stakeholder Engagement Standard and, with the ESG Promotion Team referencing sustainability trends and peer progress, compiles inputs for the ESG Sustainability Committee to discuss and identify in meetings. The authorized Sustainability Secretariat then, considering the company’s operational development, confirms eight categories of stakeholders.
Listening to stakeholders is key to success and sustainability for business. Through diverse communication channels and mechanisms, board members engage stakeholders via exchange meetings, annual publications, audits, customer visits, annual meetings, and the public contact channels on the corporate sustainability website to understand their concerns and demands. By reviewing these issues, senior management’s strategic goals are deliberated. Continued efforts are being made in economic, environmental, and social/human rights-related issues to supplement the creative value of stakeholders, meet stakeholder expectations, and create new opportunities for sustainable operations.
Topics of Stakeholder Concern and Communication Channels
| Stakeholders | Engagement Objective | Topics of Concern | Communication Channels and Frequency | Engagement Performance / Outcomes |
| <img src="images/4ac1a3c14bfce4611b7e7ce44284289947d5d98414083c8149ea8536ec76f37e.jpg"/>Shareholders | Enhance information-disclosure transparency so shareholders understand the company's financial and operational status | Business performanceGreen productsCustomer relations managementSocial engagement | Shareholder's meeting (Annually)Market Observation Post System (Permanent)Publication of financial reports (Quarterly)Investor Conference (at least 2 times every year)Company website (as needed)(Email: investor@adlinktech.com) | 1 shareholders' meeting was held, with an attendance rate of 70.17% and a total of 545 shareholders using electronic votingHeld 2 investor conferencesPublished 4 financial reports |
| <img src="images/dc7c8b26517843c1f4ab7e75b65d7bf0babe549997073f2b8adf289e30eecda4.jpg"/>Employees | Communicate on benefits and talent-development issues, encourage participation and feedback to understand needs and improve retention | Business performanceEmployee diversity and inclusivenessWorkplace health and safetyTalent development and cultivationEmployee-employer relations | Labor-Management Council (Quarterly)Employee mailbox (Permanent)Environmental Safety and Health Management Committee (Quarterly)Employee Welfare Committee (Permanent)(Email: hr@adlinktech.com) | Held 4 labor-management meetings with an 85% average attendance rate; collected 55 topics with a 100% resolution rateA total of 1 complaints and 11 suggestions were received, with a case closure rate of 100%4 EHS Committee meetings were established, and a total of 12 plans promoted20 Employee Welfare Committee activities were held, with a total of 8,158 participantsEmployee turnover declined from 2022 to 2024 (see Section 5.1) |
| [DZHB]Customers | Collect customer needs and suggestions on products or services, adjust practices in real time to improve satisfaction and build solid relationships | Supply chain managementInnovative technologies and patentsEmployee diversity and inclusivenessWaste managementWorkplace health and safety | Customer Satisfaction Survey (Annually)Customer feedback (As needed)Online AI customer-service system (Permanent)Company website - section on corporate sustainability (Permanent)(Email: tw@adlinktech.com) | 53 customers completed the survey, achieving a satisfaction score of 3.9 (2024 target 3.3)69.90% of customer service requests handled by the AI system95 customer visits |
| <img src="images/9724acc50a583211b4747e5a81470245dcec39d49ab3d7c1e99772f454261d01.jpg"/>Suppliers | Regularly/irregularly assess supplier ESG practices and communicate supply-chain policies to mitigate disruption risk | Business performanceSupply chain managementGreen productsInformation security management | Supplier audits (per RBA standards)(Annually)Supplier evaluations (per ISO 9001)(Annually)Green-product management (Annually)(Email:esg@adlinktech.com;Conflict_Minerals_Free@adlinktech.com) | Key and new suppliers underwent risk assessments at rates of 69.05% and 100% respectivelyEvaluation results: A & B suppliers 99.82%, C 0.18%, D 0% (see Section 3.1)100.00% of parts recognition obtained the "Supplier Declaration" or provided the "Supplier EU RoHS & EU REACH Declaration"A total of 435 suppliers were examined, and 100% of them disclosed the sources of the minerals used |
| <img src="images/713ea48382977f88ed5669d53264df9394850a85fbe658a26ccb2a559d6852f4.jpg"/>Communities | Understand and respond to community needs; actively organize social-welfare activities to strengthen engagement and connection | Social engagementEmployee-employer relationsEnergy managementGHG inventoryWorkplace health and safety | ADLINK Education Foundation (Permanent)Company website (Permanent)External contact point of the General Affairs Section (Periodically)(Email:esg@adlinktech.com) | Hosted one “Code4Fun2Gether Maker Academy” STEAM service course at Linkou Elementary School with 10 ADLINK volunteers teaching 20 upper-grade studentsFunded NT$600,000 to support the "Taoyuan Gaorong Social Care Association Tutoring", benefiting a total of more than 50 underprivileged remedial students(see Chapter 6: Social Engagement)Participated in the report of the manufacturer joint meeting regularly held every year in Hwa Ya Technology Park |
| <img src="images/2741749760f80e3b590baff146be49dfc988891111b77bb9ff4922b9da26cafe.jpg"/>Government Agencies | Comply with regulations and government requests; maintain smooth communication channels to foster a healthy business environment | Business performanceGHG inventoryWaste managementWorkplace health and safetyEmployee diversity and inclusiveness | Official correspondence, Questionnaire Survey, and Market Observation Post System (as needed)Sustainability Report (Annually)(Email:legal@adlinktech.com) | Responses and announcements made within required deadlines to ensure compliance (see Section 2.4)A GHG inventory of the headquarters was completed in 2023 in accordance with the FSC's “Sustainable Development Guidemap for TWSE- and TPEx-Listed Companies"The company discloses all relevant information annually in the Sustainability Report |
| <img src="images/4650ee01a5516ae014fe6e32a1248b3fc27dac0b8be5aac78a20aa5c7b5e6023.jpg"/>Business Partners | Leverage partners' strengths to achieve complementary advantages, knowledge sharing, and resource pooling for mutual benefit | Business performanceInnovative technologies and patentsCustomer relations managementSupply chain managementInformation security management | Industry associations (As needed)Partner Annual Conference (EOC) (Annually)(Email:tw@adlinktech.com) | Organized three Global Partner Conferences under EOC, with nearly 300 international industry experts, corporate decision-makers, and key ecosystem partners, focusing on the latest technologies and applications |
| <img src="images/15127218285370c41458ac1252496a9688b607864f32baccea8af110191f0f53.jpg"/>Professional Advisors | Guide the company in building resilient management systems and achieving sustainability goals through expert advice on domestic and international ESG trends | Business performanceSupply chain managementEnergy managementGHG inventoryInformation security management | Government resources (As needed)Management systems (As needed)Sustainability Report (Annually)(Email:esg@adlinktech.com) | Planned the Net-Zero roadmap using government resourcesEngaged external consultants to support sustainability-report preparation |
# Complaints and Suggestions
Integrity and responsible business conduct form the foundation of corporate sustainability. ADLINK adopts a zero-tolerance policy toward bribery, corruption, extortion, and other corrupt practices. Therefore, we have established various complaint and suggestion channels to encourage stakeholders to report, file complaints, or provide suggestions related to environmental, economic, and social/human rightsrelated impacts caused by unethical and immoral behavior or any operational activities.
ADLINK consults external experts to design the grievance and suggestion mechanisms and has published the relevant reporting channels on the official website. External parties can report illegal activities through a public whistleblower mailbox. Internal employees can file complaints or provide suggestions through the human resources and legal units' emails, hotlines, or online and physical employee suggestion boxes. We also offer the option of anonymous reporting. The receiving units must maintain confidentiality regarding the whistleblower's identity and the reported incidents. Unless necessary for investigation purposes, information will not be disclosed to unrelated third parties to prevent unfair treatment or adverse consequences. The protection systems and procedures for whistleblowers are clearly defined in the "Reports, Complaints, and Suggestions and Employee Participation and Feedback Management Procedures" and the "Whistleblower Protection and Anti-Retaliation Management Procedures".
ADLINK actively listens to feedback and continuously improves the office environment, meal services, and transportation arrangements, demonstrating its commitment to employee needs. In 2024, we received 11 suggestions and 1 grievance case (see Section 5.1). Compared with 2023, this represents a 62.5% reduction in cases, with a 100% closure rate. The 11 suggestions covered group meals, shuttle services, transportation safety, office environment, and attendance-clock issues, all of which were addressed in accordance with the recommendations. The grievance case involved verbal harassment. Following standard procedures and mediation, the complainant agreed to close the case, and no legal action was taken.
# Handling Procedures for Reports and Complaints
# Reports, Complaints and Suggestions
# Internal Complaint and Suggestion Channel:
ѽ Legal Office Hotline and Mailbox
+886-3-216-5088 ext. 8312
legal@adlinktech.com
ѽ Human Resources Dept. Hotline and Mailbox
+886-3-216-5088 ext. 8618
hr@adlinktech.com
ѽ Online and Physical Employee Suggestion Boxes
# External Complaint and Suggestion Channel:
esg@adlinktech.com
# Clarification, Handling and Investigation (Human Resources Dept.)
ѽ In principle, it is suggested that the Human Resources Department accept and respond to all cases.
ѽ If further investigation is required, an investigative team shall be established within seven working days of receiving the case to conduct the investigation in a confidential manner.
# Reporting and Adjudication (The Complaint Handling Committee)
ѽ The Complaint Handling Committee is composed of employer and employee representatives.
ѽ The Complaint Handling Committee shall render its resolution according to the procedures. The resolution shall provide suggestions for discipline or other resolution methods.
ѽ The complainant, respondent, and management shall be notified of the resolution in writing.
ѽ If the complainant or the respondent has any objection to the resolution, the dissatisfied party may file an appeal with justification within 20 days from the day after receiving the written notification.
# Improvement and Preventive Measures (Human Resources Dept. / Legal Office)
ѽ Track, evaluate, and monitor the implementation of prevention and control measures to ensure that disciplinary actions or treatment plans are effectively carried out.
ѽ If the Committee regrets that it is necessary to provide counseling or medical treatment for the parties involved, the Committee may refer them to professional counselors or medical institutions.
ѽ The internal and external management procedures shall be reviewed to find areas that require improvement and make corrections.
ѽ Internal and external communication, as well as employee training, shall be strengthened to prevent similar incidents from recurring.
Statistics on Complaints, Reports, and Suggestions in the Past 3 Years
| Identifi-cation | Identification of industry issues | Based on industry characteristics, topic collection referenced the GRI Standards, SASB Standards, international trend assessments, and peer-company focus areas, and through committee member engagement, consolidated 19 Material Topic. | 19 Material Topic |
| Stakeholder identification | The ESG Sustainability Committee, through diverse communication channels and using a systematic approach, discussed and identified stakeholders: shareholders, employees, customers, suppliers, communities, government agencies, business partners, and professional advisors. | 8 Categories of Stakeholders |
| Priorit-zation | Analysis of influence on stakeholder assessment and significance of impacts on the sustainability (economic, environmental, and social/human rights) | Invited the ESG Sustainability Committee and unit heads to complete questionnaires for internal assessment of the impact degree (magnitude, scope) and likelihood of occurrence of the 19 sustainability topics identified with stakeholders (34 questionnaires distributed, 31 returned, response rate 91.18%).In the absence of significant adjustments to ADLINK's operating activities and organizational framework, the evaluation of the questionnaire is carried out once every 2 years. The company's last questionnaire survey was conducted in 2025. The results obtained from the quantitative analysis and evaluation of the questionnaires apply to the reporting years 2024 and 2025. | 91.18% Questionnaire Response Rate |
| Determining the Material Topic of concern | Held a materiality decision-making meeting and plotted the materiality matrix based on “impact significance” and “impact likelihood.” |
| Verification | Comparison of Material Topic | With regard to the 19 sustainability issues raised by stakeholders, the 9 Material Topic that were finally confirmed in 2025 were used as the focus for disclosure in this report. Appropriate disclosure for topics of secondary importance will also be provided. | 9 Material Topics |
| Confirmation and reporting of Material Topic | The 9 Material Topic identified in 2025 were reported by the ESG and Corporate Governance Center and approved by the Sustainability Secretariat Office. In the report, we disclose the impact of each material topic, as well as the corresponding policies, commitments, management actions, indicators, and targets implemented by the company. |
In the materiality assessment process, relevant units describe the actual and potential positive and negative impacts for each topic (see each chapter’s Material Topic Management Table), then send an online questionnaire to the ESG Sustainability Committee and unit heads to evaluate the likelihood and impact severity of positive and negative occurrences for each topic. After collecting and statistically analyzing the questionnaires, a preliminary materiality matrix is generated.
Positive and negative comprehensive evaluation
After the materiality survey, the ranking results of each sustainability topic are presented to the Sustainability Secretariat Office. Taking into account the company’s overall business development direction and following discussion, aside from ranking adjustments due to average scores, the identified Material Topic for 2024 continue from the previous year, with only Material Procurement removed, finalizing the nine Material Topic for 2024.
Material Topic Impact Boundaries, Involvement, and Corresponding Chapters
Degree of Involvement: Direct Impact ／ Contributes to Impact ／ Commercial Impact
| Material Topic | Corresponding Chapter | Implications for ADLINK | Corresponding GRI Indicators | Corresponding SASB Indicators | Impact Boundaries and Involvement |
| Suppliers | ADLINK | Customer |
| 1 | Customer Relations Management | CH 3 | Customer feedback on the company's products and services helps the company make continuous improvements to enhance its operations and build a lasting brand image | Self-defined topics | - | | ● | ■ |
| 2 | Business Performance | CH 1 | Company's operating profitability | 201-1 | TC-HW-000.ATC-HW-000.BTC-HW-000.C | | ● | |
| 3 | Information Security Management | CH 2 | The operational continuity of the company and the ability to protect its information assets | 418-1 | - | | ● | ■ |
| 4 | Innovative Technologies and Patents | CH 3 | The technological strength of R&D and the competitiveness of the brand | 416-1 | - | | ● | ■ |
| 5 | Supply Chain Management | CH 3 | Stable source of raw materials and services for the company | 204-1 414-1308-1 414-2308-2 | TC-HW-440a.1TC-HW-430a.1TC-HW-430a.2 | ▲ | ● | ■ |
| 6 | Green Products | CH 3 | The company's commitment to providing environmentally friendly and ethical products | 416-1416-2 | - | ▲ | ● | ■ |
| 7 | Employee Diversity and Inclusiveness | CH 5 | Incorporating the perspectives and feedback of employees from different cultures and backgrounds to facilitate talent retention and further improve the company's ability to innovate | 405-1 | TC-HW-330a.1 | | ● | |
| 8 | Talent Development and Cultivation | CH 5 | In response to the rapid changes in the market and industry, developing and cultivating talents will facilitate the company's operations to meet the demands of the market and industry, and provide employees with more flexible career paths. | 404-1404-2404-3 | - | | ● | |
| 9 | GHG Inventory | CH 4 | Understand the scope of the company's carbon footprint and formulate ways to reduce GHG emissions to enable improvements in product manufacturing processes and identify business opportunities related to a low-carbon transformation | 305-1305-2305-3305-4 | - | | ● | ■ |
# 1 Company Overview
1.1 About ADLINK
1.2 Business Performance and Expectations
1.3 Certifications and Industry Alliances
# 1.1 About ADLINK
Established in August 1995, ADLINK is headquartered in Taiwan and became a listed company on the Taiwan Stock Exchange in 2004. It is dedicated to embedded, distributed, and edge computing hardware and software solutions, and promotes edge AI and edge visualization. The products include embedded modules, computer-on-modules, AI modules, industrial motherboards, software (robotic operating systems, middleware, APIs, etc.), deep-learning accelerators, platform systems, industrial tablets, industrial PCs, IoT solutions, and AI smart cameras. We are dedicated to driving innovations in fields such as smart manufacturing, networking and communications, healthcare, energy, defense and aviation, transportation, smart cities, and gaming.
ADLINK actively participates in the development of standards in areas such as open-source technology, robotics, automation, IoT, and 5G. This includes working with the ROS 2 Technical Steering Committee, and the Autoware Foundation. It also maintains close cooperation with Intel, NVIDIA, Qualcomm Technologies, Arm, and AUO. ADLINK continues to innovate in the edge computing field, providing advanced hardware and software services. By deploying its edge AI solutions, the company can quickly solve its customers' pain points, help them reduce their total cost of ownership (TCO), and maintain the competitiveness of their business.
Company Name
Date of
Incorporation
Headquartered in
Total Consolidated
Revenue in 2024
Earnings Per Share
in 2024
Total Number of
Employees in 2024
Stock Code
ADLINK Technology, Inc.
1995
Taoyuan, Taiwan
NT\$ 10,078,338
(Unit: Thousand)
NT\$ 0.23
> 1,700 (Global Total)
6166
ADLINK website
LinkedIn
FB
Twitter
YouTube
# 6 Design Centers
In USA, Europe, Taiwan
# 7 Operations & Logis
In USA, Europe and Asia
# 22 Support Offices
In USA, Europe, Taiwan and C
# Main Global Locations
ADLINK is entering its 30th year since establishment. As of 2024, it has offices in the United States, United Kingdom, Germany, Singapore, China, Japan, South Korea, and India, along with regional offices in France, the Netherlands, and Israel. With sales in more than 40 countries across five continents and close cooperation with distributors in the United States, Canada, the Asia-Pacific, and Europe, the company is able to provide the most convenient and timely services to its local customers.
# 1.2 Business Performance and Expectations
Management of Material Topic "Business Performance" in 2024
| Material Topic | Business Performance |
| Impact Assessment | Positive/Actual | Effective formulation of short-, mid-, and long-term sustainable management strategies, leading competitors by offering comprehensive solution services, results in increased revenue and profitability. The company's revenue and profit growth will enhance returns for stakeholders—including employees, suppliers, customers, and shareholders—and support corporate sustainability. |
| Negative/Potential | Failure in operational strategy or market deployment may cause operational difficulties, undermine profitability, and reduce investors' willingness to invest or banks' willingness to lend. Poor performance could lead to losses or even business closure. |
| Corresponding GRI Indicators | GRI 201-1 Direct economic value generated and distributed |
| Corresponding SDGs | |
| Policy or Commitments | The Company actively aligns with government policies and establishes management measures and regulations to ensure compliance with relevant laws and industry standards. Simultaneously, it is committed to creating a robust growth environment for employees, providing professional development opportunities, and maximizing value creation through business operations to give back to society and fulfill corporate social responsibility. |
| Effectiveness Tracking Mechanism | To ensure effective promotion and implementation of corporate objectives, the Company employs a regular meeting mechanism to monitor execution progress and perform rolling adjustments and reviews. This mechanism effectively captures operational status, enhances decision-making efficiency, ensures strategy execution, and drives continual growth and competitiveness.○Annual Meetings1 Annual Core Strategy Vision (CSV) Meeting• Senior management defines the corporate vision and development direction, emphasizing key objectives and strategy setting.2 Long Range Planning (LRP) Meeting• Each product department develops long-term plans aligned with the CSV core strategy and market analysis to ensure consistency with the corporate vision.3 Annual Operating Plan (AOP) Meeting• Reviews the current year's execution results and forecasts sales and product strategies to ensure achievement of next year's operating targets.Monthly and Quarterly Reviews– Conduct operational reviews and strategy adjustments as needed to ensure alignment with executive decisions and market demands. |
| 2024 Annual Actions and Measures | NT$10.078 billionFull-year revenue | 96.43%Diversified customized services revenue achievement rate |
In the first half of 2024, market demand was generally weak. Full-year revenue was NT\$10.1 billion, a decrease of about 11.71% compared with 2023. Pre-tax net profit was NT\$25 million, and EPS was NT\$0.23, operating profit margin only reached the break-even point. To improve profitability, in 2025 the company will strengthen operating expense control and optimize its product portfolio to achieve established operating targets. The company will actively expand new product lines and new customer groups, expanding the product scope from board cards and systems to complete solutions to enhance product value-added and drive revenue growth.
The main financial revenue, expenditure, and profitability analysis in 2024 are as follows:
The Financial Receipts, Expenditures, and Profitability in the Past 3 Years
(Unit: NT\$ thousand)
| Item | Name of Association | Strategic Role | Membership |
| 1 | PCI Industrial Computer Manufacturers Group | Play an active and decisive role in the formulation of standards for open-module computing | Executive member |
| 2 | PC/104 Consortium | Play an active and decisive role in the formulation of standards for PC/104 products | Executive member |
| 3 | Standardization Group for Embedded Technologies | Promote embedded computing technology science and research as well as regulations related to the development of standards, including SMARC®, OSM® and Qseven® | Founding member |
| 4 | VMEbus International Trade Association | Play an active and decisive role in the formulation of open technical standards | Member |
| 5 | HDBaseT | Responsible for developing HDBaseT solutions for the medical industry | Contributor member |
| 6 | HDCP | Ensure that products support the HDCP digital content encryption mechanism | HDCP 2.x- Licensed Adopter |
| 7 | HDMI | Ensure that products are certified by HDMI | HDMI 2.1b Licensee Adopter |
| 8 | EtherCAT Technology Group | Participate in advancing and leading in the evaluation, use, and implementation of the EtherCAT technology | Member |
| 9 | Sensor Open Systems ArchitectureTM (SOSA) Consortium | Develop a non-proprietary open systems architecture based on the latest modular open systems approach (MOSA) of the US Department of Defense and/or commercial open standards | Member |
| 10 | PXI Systems Alliance | Participate in setting specifications | Sponsor member |
| 11 | Open Data Center Committee | Actively participate in the development and standardization of open data center platforms | Supplier member |
| 12 | Eclipse Foundation | Participate in the development of standards for the new-generation data distributed service (DDS) | Contributing member |
| 13 | Association of Advancing Automation | Enhance influence in industrial automation, robotics, and smart manufacturing. | Member |
| 14 | Edge AI and Vision Alliance | Raise technology visibility through alliance activities, influencing market trends and technical standards. | - |
| 15 | Association of Gaming Equipment Manufacturers (AGEM) | Penetrate the gaming equipment market by establishing relationships with major casinos and equipment manufacturers to drive ADLINK's applications in electronic gaming machines (EGM) and entertainment systems. | Member |
| 16 | Gaming Standard Association (GSA) | Solidify technical credibility among gaming equipment manufacturers, increasing market penetration of online gaming and gaming-machine management systems. | Bronze Member |
| 17 | Object Management Group | Strengthen market positioning in Industrial IoT (IIoT) and intelligent edge computing. | Member |
| 18 | Autoware Foundation | Deepen engagement in autonomous driving and intelligent transportation, enhancing technical influence in Edge AI and in-vehicle computing platforms. | Premium member |
| 19 | ITxPT | Influence the development of Edge AI and 5G communication technologies in intelligent transportation to expand product applications. | Member |
| 20 | Video Electronics Standards Association | Connect panel manufacturers, graphics-card vendors, and industrial-control equipment providers to drive integrated applications of ADLINK's display technologies and edge computing. | Member |
| 21 | Future Airborne Capability Environment | Enter the defense and aerospace markets to enhance product competitiveness in military and aviation-equipment sectors | Member |
| 22 | E.SUN ESG Sustainability Initiative | Commit to set a 2050 net-zero target and take practical actions to implement a sustainable transformation | Enterprises |
# 2 Corporate Governance
2.1 Policy Commitments
2.2 Governance Structure
2.3 Corporate Risk Management
2.4 Regulatory Compliance
2.5 Information Security Management
# Corporate Governance Indicators and Execution Guidelines
ADLINK emphasizes corporate governance. Aside from complying with the "Corporate Governance 3.0 Sustainable Development Blueprint" announced by the Financial Supervisory Commission, ADLINK also focuses on four major corporate governance indicators to improve the management efficiency of corporate sustainability.
. More than half of directors and the convener of the Audit Committee attend shareholders' meetings
ѽ Record the shareholders' questions and the company's answers in the minutes of shareholders' meetings
ѽ Release uninterrupted video recordings of shareholders'meetings afterwards
Protecof and sof dersand
Announce changes in insider share ownership before the 10th day of each month
conferences each year
Publishing material information in English at the same time
ѽ Auditors are CISA certified
Increase the frequency of communication with directors to familiarize them with the company's operations as well as effectively improve the quality of the Board of Directors' decision-making
ѽ Risk management is overseen by the Audit Committee,
Streng- whi then the p Structure and Function f theBoard of Directors
Promote Sustainable Development
Establish a unit to promote sustainable development and task the Board of Directors h monitoring its progress
Sustainability report obtained third-party verification
Disclose governance, strategy, risk management, metrics, and targets for climate-related risks and opportunities in line with TCFD recommendations
# 2.1 Policy Commitments
# Core Values and Corporate Culture
ADLINK was established in 1995. The early days were difficult, as they are for many start-up companies, but we still established a complete R&D, manufacturing, marketing, business, and logistics support system across Asia, Europe, and the United States. In the embedded computing field, we have continued to innovate for nearly 30 years. With demand driven by AI, IoT, and 5G in the edge computing market, ADLINK leads in edge computing, promoting edge AI and edge visualization. Utilizing cuttingedge hardware, software and services, we rapidly connect people, places, and things through edge AI and IoT solutions. This facilitates the swift connection of cross-industry data to decision-making applications while assisting customers in maintaining their competitiveness. ISO 26262 certification for automotive functional safety design processes was received in 2023, underlining the company's commitment to high standards of functional safety and product reliability in the self-driving market. In 2024, ADLINK launched a brand-new AI GPU server, leveraging advanced AI technologies to help enterprises automate tedious tasks, enhance productivity, and flexibly respond to real-time customer demands.
ADLINK’s enduring passion for the industry and drive for continuous breakthroughs stem from our inherent Entrepreneurialism, which keeps the company unsatisfied with the status quo and enthusiastic about opportunities and growth when facing different challenges over time. We are not limited by the lack of resources, and through innovation, continuous learning and effective communication, we aim to create value to meet customer needs.
With drastic changes in the external environment and market, the four core values will always guide ADLINK's development of competitiveness in external markets and the internal development of our business operations and employees. Under this Entrepreneurialism, we have developed three core cultures. Guided by ADLINK’s three cultures—Learning, Passion, and Communication—thirteen competencies have been defined. Each role and job function has distinct competency requirements to support the challenges brought by change and to embody the core abilities we expect of our employees. The requirements are used in recruitment, evaluation, and other human resources activities, in order to attract more like-minded people to join ADLINK.
Core Values
LPC Behavior & Competency
# Code of Ethics and Business Engagement
# Code of Sustainable and Ethical Management Conduct
ADLINK's commitment to ethical business practices is mainly reflected in the "Code of Ethical Conduct", which was established in 2005 and was applicable to managers, and the "Ethical Corporate Management Best Practice Principles" formulated in 2015 to regulate the company's overall business activities. Since the establishment of relevant rules and regulations, we have continued to plan, revise, and implement corporate sustainability policies and internal management procedures with a proactive attitude, emphasizing continuous improvement and regular updates in response to evolving regulatory trends. In addition to upholding the highest standards, ADLINK expects that its new business partners, suppliers/subcontractors/wholesalers/distributors/contractors, and other contractual partners or customers will also abide by them.
| System and Rules | Purpose and Regulatory Focus | Public Link |
| Declaring the adopted standards and codes | Ethical Corporate Management Best Practice Principles | Conduct business activities based on the principles of fairness, honesty, trustworthiness, and transparency, while avoiding bribery, corruption, illegal political donations, improper charitable contributions, or exchanges of benefits during operations. | Corporate Management Approach |
| Code of Ethical Conduct | Guide the behavior of directors, managers, and other persons with authority over company affairs and signing rights to comply with ethical standards, specifically including the prevention of conflicts of interest, confidentiality responsibilities, fair dealing, and adherence to laws and regulations. |
| Corporate Governance Best Practice Principles | Establish a sound and effective corporate governance framework by referring to the Corporate Governance Best Practice Principles jointly formulated by the Taiwan Stock Exchange and the Taipei Exchange, to protect the rights and interests of stakeholders. |
| Sustainable Operations Best Practice Principles | Manage the company's risks and impacts on the economy, the environment, and people (human rights); implement sustainable governance, safeguard social welfare, and strengthen the disclosure of sustainable development information. |
| Management procedures and methods to be followed | Business Ethics Management Procedures | The company adopts a zero-tolerance policy with respect to various forms of bribery, corruption, extortion, and embezzlement, adheres to the highest integrity management standards, strengthens its internal control mechanisms, and guides management personnel and relevant interest groups (such as customers and suppliers) to act in accordance with the law, with honesty, and with trustworthiness. | It is part of the company's internal management procedures and methods; therefore, it is not made public. |
| Intellectual Property Management Procedures | Establish a robust intellectual property management system to ensure that during research and development or technology introduction, the company prioritizes its own IP rights and respects the IP rights of others. |
| Advertisement and Fair Trade Management Procedures | Uphold the company's spirit of business ethics, advertisement and fair trading order, and ensure that all business activities operate according to market mechanisms and are free from improper market manipulation or other illegal practices. |
| Privacy and Confidentiality Management Procedures | Ensure that sensitive, private and confidential information, documents, and data of customers, collaborators, suppliers, employees, and other business partners are properly protected. |
| Compliance Inspection Management Procedures | To enable relevant units, when producing products, managing environmental safety and health, and complying with social responsibility related issues, to obtain accurate regulations and understand the company's compliance with those regulations. |
| Whistleblower Protection and Anti-Retaliation Management Procedures | In order to encourage the reporting of illegal or unethical behavior, the protection of supplier and employee whistleblowers shall follow the principles of confidentiality, merits and awards, and inviolability of the legitimate rights and interests of whistleblowers. |
# Corporate Culture and Terms of Standards
ADLINK is founded on integrity. We believe that the only way to create a healthy, sustainable enterprise and a corporate culture beneficial to the world is through values and beliefs grounded in ethics. Through the "Employee Code of Ethics", ADLINK provides the guidelines for employee behavior, encouraging all employees to work together to in maintaining a workplace characterized by pragmatism and respect for the law. The Employee Code of Ethics includes:
# Compliance with Laws and Discipline
ADLINKers respect and abide by all applicable laws and norms. All ADLINKers take pride in compliance and discipline.
# Faithful Recording and Reporting of Group Status
ADLINK is eager to provide accurate and complete financial and business records. As members of a listed company, ADLINK executives are willing to fully satisfy all financial reporting requirements stipulated by securities and exchange regulators worldwide.
# Competition Based on Respect for Ethical Standards
ADLINK derives its competitive edge from its excellent products, high-quality employees, and rapid and superior services. We oppose and refuse to participate in any unethical or illegal trading activities.
# Hiring Policy that Respects Employee Diversity and Equality
At ADLINK, we provide fair and equitable employment and promotion opportunities for every employee based on their qualifications and performance. At ADLINK, any form of sexual harassment or discrimination is strictly forbidden and will not be tolerated. We must provide a safe and equitable working environment.
# Avoiding Conflicts of Interest
We must not exploit our position to improperly benefit ourselves or others. We must also avoid actual or potential conflicts between personal and company interests.
# Protection of ADLINK Assets
We respect the content of work provided by ADLINK and pledge to protect the assets and information required in our work. Trade secrets provided by ADLINK, or other organizations are also kept in the strictest confidence.
# Offering or Acceptance of Gifts and Hospitality, and Ban on Bribery
We must not offer or accept gifts or hospitality of high value, or accept bribes or other inappropriate benefits without explanation.
# Maximization of Positive Impact
All ADLINK employees are willing to make a personal contribution to ensure the positive growth of the company and all employees.
# Responsible Business Alliance (RBA)
As a member of the electronics industry, ADLINK conducts its business based on the principles of honesty and integrity. The company strives to comply with the laws and ethical standards of the jurisdictions in which it operates, making full legal compliance an important company policy. In 2021, we became a member of the Responsible Business Alliance (RBA) to establish a more robust management system, implement regulatory identification, and conduct training and education to strengthen legal compliance and pursue sustainability. The company emphasizes the four aspects of ensuring a safe working environment, respect and dignity of workers, environmental compliance, and ethical practices so that employees are treated in a reasonable and ethical manner in the workplace. The company has also established an executive team, reviews processes, and sets procedural norms to comply with laws and regulations, and actively participates in upholding principles of social and environmental responsibility as well as business ethics.
# 2.2 Governance Structure
# Board of Directors
The highest governing body of ADLINK is the Board of Directors. Its nine members are Jim Liu; Yeou-Yih Chou; Hsiu-Miao Huang (Representative of Chroma); Frank Ko and Yi-Fang Wu (Representatives of AUO); Wei-Chin Lee; Xing-Hai Wei; Chih-Guang Tseng; and Yong-Hao Yu (including four independent directors). For detailed biographies and concurrent positions, please refer to our official website.
The company relies on the directors’ diverse academic and professional backgrounds, keen technical foresight, and understanding of global market dynamics. Notably, AUO and Chroma serve as key business partners, suppliers, customers, and shareholders. This stakeholder-inclusive Board composition enhances our ability to address related impacts, establish robust corporate governance, improve operational efficiency, and lead effective management across economic, environmental, and social/human-rights dimensions. For more information on board diversity, please see the Annual Report (Chapter 2. Corporate Governance Report) .
Furthermore, the backgrounds of our directors are closely related to the following Material Topic in this report: Customer Relations Management; Business Performance; Innovative Technologies and Patents; Supply Chain Management; Employee Diversity and Inclusiveness; Talent Development and Cultivation.
Gender and Age Distribution of Board Members
The management target and achievement of the Board Diversity Policy
| Risk Category | Description |
| Operational Risk | Production operations, supply chain, fluctuations in raw material and product prices, human resources, corporate image, credit, finance, changes in management rights, and risks related to customer or supplier performance and other operational elements |
| Information Security Risk | Phishing emails, trojan horse programs, data leakage caused by ransomware, hacker attacks, and other information security vulnerabilities |
| Hazard Risks | Natural disasters, infectious diseases, disruption of public infrastructure such as water and electricity, climate change, war or terror attacks, social unrest, strikes, occupational accidents, and risks of other major hazards |
| Strategic Risk | Technology and innovation trends, changes to the overall economic situation, industry and market changes, changes in technological development, and changes in competitors |
| Political and Legal Compliance Risks | Labor laws, safety, health and environment, personal information protection, corporate governance, laws related to operations such as trade laws and fair trade laws, intellectual property rights, legal disputes, and sovereign risk factors |
| Financial Risk | Market risks arising from fluctuations in interest rates, exchange rates, taxes, and inflation, credit default risks associated with trading counterparts, and liquidity risks arising from the inability to liquidate assets or obtain sufficient funds due to inadequate market trading volumes |
| Other | If there are other risks that could cause losses to the company, appropriate risk assessment procedures should be established based on the nature of the risks and their potential impact |
# Risk Assessment - Matrix
Identify key risk items according to the "probability of occurrence" and "level of impact" of the risks.
| Risk Type | Risk Items | Risk Scenario and Control Measures |
| Financial risk | Overall economic risk: market demand | Risk context is mainly global economy facing uncertainty, such as U.S. Trump administration new policies, various central banks’ monetary policy directions, etc.; these factors may lead to company operations’ fluctuation. If market demand is sluggish, it may cause short-term operating turnover and capital expenditure required cash flow insufficiency, thereby endangering company’s normal operation. To guard against this risk, the company has adopted the following countermeasures: :1 Through annual budget, combining company cash and cash equivalents position, pre-plan full-year cash flow expenditure, comprehensively manage expenditure items and fund allocation.2 Match with bank financing limits, according to operating turnover and capital expenditure nature separately allocate bank short-term and medium-to-long-term credit limit arrangements, appropriately diversify number of banks to obtain sufficient credit limits, in order to adjust operational cash flow fluctuation impact.3 Conduct monthly liquidity review and corresponding adjustments, and have management supervise bank financing limit usage status, ensure borrowing contract terms compliance. |
| Legal risk | Patent-infringement litigation abuse | Risk context mainly for some companies not engaged in product R&D and sales, specializing in purchasing large numbers of patents and using these patents to file infringement lawsuits against other enterprises to exert pressure and demand high compensation or settlement fees. If the company inadvertently falls within the scope of such lawsuits, it may not only cause waste of time and resources but also face unpredictable litigation costs (such as attorney fees, court procedure fees, etc.) and massive settlement or damage awards. To guard against this type of risk, the company has adopted the following countermeasures:1 Conduct patent and trademark clearance searches during the product R&D process.2 Join industry-standard patent alliances.3 Consolidate proprietary patents. |
| Information security risk | Information security management | Risk context mainly for internationally rising product information-security requirements; if company products fail to meet specific standards, may face noncompliance risk, thus incur fines, litigation, or reputational damage. To guard against this risk, the company has adopted the following countermeasure:1 In response to the EU Cyber Resilience Act, launch IEC 62443-4-1 certification project, targeting product R&D and manufacturing process, to strengthen product information security. |
| Criminal activities (fraud cases) | Risk context mainly for recent years network fraud rampant; fraudsters usually employ social engineering techniques, phishing attacks, etc., to induce employees to disclose confidential information (such as system access permissions, personal credentials, banking information, etc.); if employees lack information security awareness, it may lead to corporate trade-secret leakage, trust crisis, IT system downtime causing business interruption, and a series of consequences. To guard against this risk, the company has adopted the following countermeasures:1 Completed global social engineering exercise in August, achieving a 94% pass rate on social engineering tests.2 Participated in the Group's information security sharing and exchange conference in October to strengthen collaborative defense and information joint protection.3 Hosted personal-data privacy lectures to enhance IT employees' abilities in personal-data protection and management. |
| Geopolitical risk | Geopolitical tensions (Israel–Palestine and Russia–Ukraine conflicts) | Risk context mainly for Israel–Palestine and Russia–Ukraine wars escalating, countries' diplomatic relations and trade policies possibly becoming more sensitive, further strengthening supervision of illegal transshipment and anti-circumvention behaviors. Especially the U.S., to reinforce its defenses, strictly implements import and export policies and requires allies to prevent critical technologies from flowing into Russia. However, China continues to export related components to Russia, assisting Russia in evading sanctions, which may cause the company to face penalties for illegal transshipment, anti-circumvention investigations, and related export-control. To guard against this risk, the company has adopted the following countermeasures:1 Legal Affairs instructs Sales to investigate and clarify the product's end customer and end use, and require customers to sign a guarantee letter and disclaimer.2 Sales ensure end customer and export country consistency to avoid tariff-circumvention via third-country transshipment.3 Factory ensures country of origin is correctly labeled in accordance with law to prevent origin-washing. |
# 2.4 Regulatory Compliance
The company has established a dedicated unit, the "Legal Office", to supervise integrity and ethics. In addition to handling general legal and litigation matters, the responsibilities of legal personnel also include clarifying the rights and obligations of stakeholders and the legality of business activities, so that employees can understand the information and reduce legal risks. In addition to being responsible for revisions, execution, explanations, consultations, reporting, and record keeping, the unit shall regularly and irregularly conduct audits on business ethics activities to check whether there are any suspicious activities, confirm whether there are any omissions in relevant operations, and at the same time detect the possibility of risks.
# Training and Implementation
In order to enhance employees' awareness of professional ethics and compliance with laws and regulations, the company provides various forms of training courses according to their professional duties. ADLINK also actively provides guidelines for compliance through plant bulletin boards, our internal web pages, columns and articles for education, etc., so that our employees can easily obtain new information related to the regulations and deepen their understanding of various issues. For new employees, the company requires completion of an ethics course and passing the assessment. By explaining common cases and penalties, employees are alerted and encouraged to integrate self-management into their daily work.
Regulatory Compliance Training Programs in 2024
| Material Topic | Information Security Management |
| Impact Assessment | Positive/ Actual | Establish information security management standards and system, in order to ensure enterprise continuous operation, meet customer requirements and compliance. |
| Negative/ Potential | Failure to meet customer or regulatory requirements may result in business losses and penalties, potentially increasing operational risks and costs. |
| Corresponding GRI Indicators | GRI 418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data |
| Corresponding SDGs | <img src="images/435851d34a244580936919733f9effa89c8a7ded76652e0d0823f9cc4160f30b.jpg"/> |
| Policy or Commitments | In order to maintain the sustainable management of the company's operations, the company complies with relevant laws and regulations to protect our information assets. These measures prevent external threats or improper management and use by personnel from leading to unauthorized changes, disclosures, damage, or loss, in order to satisfy the confidentiality, integrity, and availability requirements of information assets. |
| Effectiveness Tracking Mechanism | Tracking Mechanism:Conduct periodic reviews and progress tracking through the Information Security Task Force meetings, and report results to the CEO Office.Information Security Incident Response Mechanism:The information unit's reporting window will assess and record the event severity level. Based on the severity of material information security incidents or the level of operational impact, the decision to activate the information security incident recovery plan will be made. The Chief Information Security Officer (CISO) will consolidate the determinations and report them to the CEO Office for further action. The information unit must resolve and confirm the root cause of the incident within the target resolution time. It is necessary to conduct analysis and implement corrective actions to prevent the recurrence of similar events. |
| 2024 Annual Actions and Measures | 0 cases of major audit deficiencies related to information security | 0 cases of information security violations resulting in customer data breaches and fines | 0 cases of customer personal data protection violations or customer data-loss complaints | Completed re-certification of the ISO 27001:2013 Information Security Management System |
# Ҁ Information Security Organization Structure
ADLINK's corporate goal is to provide a robust and reliable hardware platform, data connectivity, and complete Industrial Internet of Things (IIoT) solutions. In order to achieve these corporate goals, the information security governance organization, "Information Security Committee", is committed to formulating appropriate information security strategies aligned with the core values and sustainable management direction of the company. The company continually strengthens its information security management through regular reviews and has established an “Information Security Office.” This office is staffed with dedicated security officers and professionals to implement related policies and procedures. In addition to delivering robust and reliable hardware and software products, it provides customers and employees with a comprehensive and trustworthy information environment.
Information Security Committee
# Regular Meetings
Semiannual
Monthly
Quarterly
Industry standards and regulations enable our customers to focus on their core competencies, thereby reducing time to market and reducing costs. As a leader in the industry, ADLINK, actively cooperates with the information security audits and requirements from customers around the world. In recent years, we have met global client’s information security audit requirements without any major deficiencies. ADLINK is also committed to the integrity and reliability of the corporate information security environment, ensuring the privacy and rights of employees and customers around the world. We are working with customers to create a reliable information security environment.
Group Internal Information Security Meeting
Information Security Office Work Progress Report
Information Security Task Force Project Meeting
To continuously strengthen the company's information security and minimize operational obstacles and risks, a significant percentage of the company's budget is allocated annually and implemented as needed to mitigate both known and unknown risks.
Information Security Budget Ratio
# Information Security Monitoring
ADLINK continuously pays attention to information security risks that may arise from the external environment and internal operations. It has implemented the “Security Operation Center (SOC)” project to establish a 24/7 year-round uninterrupted effective service. In the event of an information security incident, it carries out pre-event detection, mid-event response, and postevent forensics and recovery, strengthening real-time response capability and overall defense levels.
Note: “24/7” is an abbreviation for 24 hours a day/7 days a week, indicating provision of around-the-clock uninterrupted service.
Information Security Monitoring Center
The company integrates information collected from the implemented information security solutions/devices to enable the visibility, accelerate the response and handling of the information security incidents, thereby reducing the potential information security risks and eliminating the latent period caused by any information security vulnerabilities. ADLINK will continue to expand the scope of monitoring to achieve comprehensive and proactive information security protection mechanisms.
# Information Security Risk Management
The control of information security risk management depends on how many information security risks have been visualized and presented. The risks are ranked and quantified according to their information risk level to reduce or eliminate them. ADLINK formulates information security-related policies in accordance with the ISO 27001 standard, and submits annual reports to the "Information Security Committee" to ensure that all policies and information security product deployments keep pace with the times and are updated or replaced in line with developments in information technology. In addition to establishing the "Information Security Committee," ADLINK works with the Risk Management Committee to better understand the organization and its risk management objectives. Both internal and external factors are considered to address information security issues that could affect the company and its business.
According to information security policy requirements, ADLINK conducts an annual information security risk assessment through quantitative analysis of the impact and severity of different risk issues. Based on this, it formulates short-, medium-, and long-term plans, effectively allocates resources, and implements risk-tiered management. Each year, we cooperate with external auditors and the company’s internal audit unit to conduct factual verification. We confirm and update the current status of risks according to our information assets and risk assessment forms to ensure that the IT department can provide continued operations when risks occur. All risks or audit results shall be handled under the framework of the ISO 27001 management standards, and continuous improvements shall be implemented through planning, execution, audits, and action. Through this cyclical management approach, we are able to achieve risk identification, protection, detection and provide corresponding response measures and recovery plans. ADLINK has passed ISO/IEC 27001:2013 certification for its information security management system and successfully completed recertification in 2024, with the certificate remaining valid. The company plans to complete the transition to ISO/IEC 27001:2022 in 2025, thereby enhancing the overall security and management effectiveness of its information infrastructure and application systems.
The company is dedicated to enhancing product security to comply with international information security standards. To ensure the security and robustness of industrial control systems, ADLINK is actively promoting IEC 62443 certification and plans to complete certification in Q2 2025. This certification will further strengthen product security and market competitiveness, providing customers with more reliable industrial automation and critical infrastructure solutions. In the future, the company will continue to invest resources, follow international information security standards, ensure product security and compliance, and meet the expectations of customers and stakeholders.
Information Security Risk Management and Continued Improvement Framework
Information asset inventory and risk analysis
Establish and plan information security policy
ѽ Create an information organization
Identification of information asset risks
Establish risk control methods
Continuing operations plan
Internal and external audits
Confirmed after risk improvement
ѽ Risk monitoring
ѽ Security threats and technological mastery
ѽ Measure review and improvements
Education, training and promotion
# Information Security Risk Management Guidelines
In accordance with the Cybersecurity Framework (CSF) developed by the National Institute of Standards and Technology (NIST) of the United States, the company strives to establish a comprehensive risk management cycle, establish risk indicators, and assess its overall information security maturity to ensure that its information security requirements meet international standards.
F o r t h e p r a c t i c e o f d i g i t i z i n g r i s k indicators, the external Internet service will use non-intrusive information collection technology through a third party, through the collection of public data, network trapping mechanism, threat information integration and combination of vulnerability search engines. All security risk indicators are collected and analyzed to help continuously monitor possible risks arising from information security. ADLINK will continue to improve the scores of each risk indicator, and invest corresponding corporate resources for improvement projects.
# Privacy Protection
ADLINK ’s privacy policy applies to but not limited to employees, customers, suppliers, and any third parties using other services of the website. We comply with the Personal Data Protection Act, and collect, store, and use your personal information only with your consent or as permitted by law, and use your data for the purposes of providing services, improving website functionality, and marketing communications. We take strict security measures to ensure that your data is not accessed or disclosed without authorization. You have the right to inquire, correct, or delete your personal information, and may
contact us at any time to exercise these rights. We regularly update the privacy policy on our official website to ensure that your information is afforded the most comprehensive protection.
# Information Security Management Measures and Results
We will continue reviewing the latest information security standards and regulations and update the information security policies and procedures to ensure their appropriateness and adequacy.
Each year, we verify the facts by working with external and internal auditors. We confirm and update the current status of risks according to our information assets and risk assessment forms.
| Material Topic | Supply Chain Management |
| Impact Assessment | Positive/ Actual | Increase the efficiency of the entire green-value chain by selecting qualified green suppliers; extend the concept of sustainable management to the supply chain and formulate specific sustainable management methods and targets for suppliers; The new suppliers shall sign the "Suppliers Social Responsibility Risk Assessment and Review Form" and "Suppliers Sustainability and Corporate Social Responsibility Dissemination and Commitment Statement". This allows suppliers to declare their compliance with environmental and social standards and commit to integrity and anti-corruption principles. |
| Negative/ Potential | The processes and products within the supply chain can potentially lead to issues such as resource depletion, deforestation, environmental pollution, as well as social risks including labor rights violations and human rights infringements. Existing suppliers are required to participate in annual ESG sustainability assessments and RBA supplier audits, which may increase their liabilities and management costs. If ESG requirements are raised, suppliers may be unable to meet the higher standards, which could increase switching costs and undermine supply chain stability. |
| Corresponding GRI Indicators | GRI 204-1 Proportion of spending on local suppliers GRI 308-1 New suppliers that were screened using environmental criteria GRI 308-2 Negative environmental impacts in the supply chain and actions taken | GRI 414-1 New suppliers that were screened using social criteria GRI 414-2 Negative social impacts in the supply chain and actions taken |
| Corresponding SDGs | <img src="images/c53c6f0edaae2a04df2785f3fde73d406b97ea920e48ea420bbce389857de4e8.jpg"/> | <img src="images/40fa66c9cb3a84ea530fad505fa77fef87b386a3640568084882b10aa6d95c9b.jpg"/> | <img src="images/3bb12b6ac4d2e79a45756ab1f7ddda7b4dcf15244acbb61b03dc8a7b910f6a66.jpg"/> | <img src="images/58e3c9f614c777d4fedfe7555dd3690bad13044dfa513b3820e6250759bdb091.jpg"/> |
| Policy or Commitments | To ensure product quality and put our management guidelines into practice, we not only impose strict requirements on suppliers for high standards in quality, cost, delivery lead time, and environmental, health, and safety matters, but also proactively partner with them to help achieve sustainable development goals such as environmental protection, human rights safeguards, and resource recycling.We extend our company's sustainability philosophy across the entire supply chain by establishing a shared code of conduct for sustainability. We expect upstream and downstream suppliers to jointly assume social responsibilities for environmental, social, and governance aspects. This shared commitment fosters a mutually reinforcing, sustainable supply chain and unites us with our suppliers to build a truly sustainable supply chain system. Through this collaborative model, we aim to achieve a triple-win outcome of economic, environmental, and social benefits, thereby realizing our common goal of sustainable development. |
| Effectiveness Tracking Mechanism | We urge suppliers to understand the concept of social responsibility and cooperate with the management activities of sustainability and social responsibility of the company as well as international standards to achieve green and sustainable supply chains. The suppliers shall undergo regular or periodic audits. |
| 2024 Annual Actions and Measures | Proportion of key suppliers undergoing risk assessment | Proportion of new suppliers that completed risk assessment | Proportion of suppliers with significant actual or potential negative environmental, social, and human-rights impacts |
# Management of Material Topic "Green Products" in 2024
| Material Topic | Green Products |
| Impact Assessment | Positive/ Actual | Using green components and packaging materials that comply with international environmental regulations and customer hazardous-substance requirements helps ensure product environmental friendliness and safety, enhances the company's compliance capabilities and market competitiveness, reduces the use of harmful substances to minimize impacts on the environment and consumer health, and improves the company's overall ESG performance. |
| Negative/ Potential | Green components and packaging materials may incur higher procurement and production costs, and material choices may be more limited. This can affect product-design flexibility and supply-chain stability. Additional testing and verification requirements can increase development time and costs, imposing an operational burden on the company. |
| Corresponding GRI Indicators | GRI 416-1 Assessment of the health and safety impacts of product and service categoriesGRI 416-2 Incidents of non-compliance concerning the health and safety impacts of products and services |
| Corresponding SDGs | <img src="images/6704c4dcae4185c17179a26171206f79f6aa4b5d06a3ac589349e9646b60d668.jpg"/> <img src="images/e642d2a39da637a1405173ac3d3e73c300e929eb7718c9a08394cb25329abdc8.jpg"/> <img src="images/78552713d11ddd5c3bee5c1d501fce5714b97499809a2bb0bc19987da0014982.jpg"/> |
| Policy or Commitments | To provide customers with turn-key solutions that comply with industry standards and help them focus on their core competitive strengths, we will continue to prioritize local suppliers and green materials in the future to shorten time-to-market and lower product costs. We also continue to implement zero-conflict minerals procurement. During the product design and assembly manufacturing process, we are dedicated to preventing the generation of excessive waste that pollutes the environment and improving our methods to implement environmental protection and reaching our sustainable development goals. |
| Effectiveness Tracking Mechanism | For each material, the supplier is required to sign the "Supplier Declaration" or provide the "EU RoHS & EU REACH Declaration" to ensure that the materials supplied to ADLINK meet environmental laws and regulationsEvery year, due diligence investigations are conducted to determine whether suppliers are using conflict minerals. ADLINK also discloses the sources of minerals used in its products. |
| 2024 Annual Actions and Measures | 100%Key suppliers returned the "Supplier Declaration" or the "EU RoHS & EU REACH Declaration" | 92.40%Proportion of suppliers disclosing mineral sources | 100%Proportion of suppliers not using conflict minerals | 51.72%FDM collection completion rate | 0Incidents of product and service health and safety regulatory events |
# Supply Chain Management
# Ҁ Industry Value Chain
A D L I N K p l a c e s a s t r o n g e m p h a s i s o n r e s e a r c h , development, and manufacturing in the industrial computer industry. Within the technology industry value chain, ADLINK functions as a manufacturer covering the entire process from R&D and design to in-house production. Key raw materials such as semiconductor wafers, electronic components, mechanical parts and chassis are procured from upstream suppliers. These materials are processed and manufactured into finished products using production equipment, which are then shipped to downstream distributors or end customers. In 2024, there were no significant changes observed in the company's supply chain or business relationships with upstream and downstream suppliers and customers.
To implement supply chain management effectively, ADLINK continuously enhance its expertise in industrial computers, automation control, and autonomous mobile robots, while strengthening collaboration across upstream, midstream, and downstream supply chain partners. Additionally, efforts are ongoing to promote improvement in ESG aspects among suppliers and contractors. This is achieved through regular communication at the management level, selfassessments, audits, and sharing of experiences. The goal is to collaborate closely with key suppliers and contractors to strengthen partnerships, deliver high-quality products and services, and jointly create greater sustainable value.
# Upstream, Midstream, and Downstream Suppliers of ADLINK
# Upstream Suppliers
Component suppliers (key chips, components, memory, chassis, PCB, etc.)
ѽ Software supplier
# Midstream Manufacturers
Factories owned by ADLINK
Contractor parts factories
# Downstream Distributors
ADLINK authorized distributors
ѽ End customers
# Ҁ Supplier Sustainability Management
ADLINK complies with corporate sustainable development (ESG) by adhering to both social and environmental standards. In accordance with the management guidelines of ISO 9001:2015 and TL 9000, it ensures that its supply chain and manufacturing principles meet ethical and environmental standards, which are disclosed on ADLINK's official website . Audits and questionnaire surveys of existing suppliers revealed no significant negative impacts on the environment or society. In addition to the promotion and commitments made to qualified suppliers, ADLINK has enabled the Green Product Management System (GPMS) since 2016. This system ensures that the materials used in our products are safe and of high quality for end users. This includes compliance with EU environmental regulations, Supplier Declaration, Material Declaration, and 3rd-Party-Lab RoHS Test Report, all aimed at ensuring the quality of our collaborative efforts.
In order to implement sustainable management, ADLINK requires partners in the supply chain to follow relevant policies, demonstrating our dedication and commitment to supplier sustainability management. Since 2022, the RBA has been introduced; in accordance with its standards—including human rights management, conflict minerals, social responsibility, quality and EHS declarations, sustainable operations, and other related declarations—these requirements have also been incorporated into new-supplier audits. This process includes the signing and review of the “Suppliers Sustainability and Corporate Social Responsibility Dissemination and Commitment Statement” and the “Suppliers Social Responsibility Risk Assessment and Review Form”. Suppliers must declare compliance with environmental and social standards and commit to integrity and anti-corruption principles to ensure conformity with ESG standards and achieve sustainable development objectives. Only after completing these signatures can a new supplier be included as a qualified supplier. All suppliers wishing to cooperate with ADLINK must pass document declarations, undergo audit implementation, and continuously improve, thereby jointly fulfilling the responsibility of corporate sustainable development.
The supplier grievance channel is disclosed on the ADLINK official website to facilitate communication with suppliers and real-time feedback.
2024 RBA Responsible Business Alliance Supplier Management Status
| Material Topic | Innovative Technologies and Patents |
| Impact Assessment | Positive/ Actual | Through continuous innovative development and design, strengthen the spirit of innovative research and development and optimize the company's technical design capabilities, so as to meet the needs of customers by providing customized services. In addition, we will continue to deploy patents related to low-carbon or intelligent technologies, creating new business opportunities and enhancing corporate competitiveness. |
| Positive/ Potential | By reviewing patents that are pending or under development, we ensure that our R&D technologies align with low-carbon or intelligent trends and continuously open up operational opportunities. |
| Negative/ Potential | In response to low-carbon, high-efficiency, and circular-economy trends, if we do not continuously invest in the deployment of related patent technologies and innovate by launching timely, up-to-date products or services, our corporate competitiveness will decline. |
| Corresponding GRI Indicators | GRI 416-1 Assessment of the health and safety impacts of product and service categories |
| Corresponding SDGs | <img src="images/c5889a4fd79b709181d844f1cd6b65d640527ee547b428edc3237c1055100e6c.jpg"/> <img src="images/6a9433478e4d913cca362118d22f2665fe81061eab296b2c86b17a12e7f52b99.jpg"/> <img src="images/43a073f9f38013a04df2bdce6a24b2c4e24fc6e560d84f70d0e87c230a594627.jpg"/> |
| Policy or Commitments | We commit to continuously leveraging our in-house R&D capacity to strengthen the competitiveness of our product technologies, actively building our patent portfolio, and, in response to sustainability trends, gradually increasing the proportion of development and design dedicated to sustainable products. |
| Effectiveness Tracking Mechanism | Product Packaging and Thermal-Optimization Design:Conduct an annual review of achievement status and confirm whether implementation details have deviated from target objectives, with tracking methods including: calculating the part number reuse rate of corrugated cardboard and paper cartons used for packaging; counting the number of cases in which air-column or all-paper packaging has been introduced; counting the number of cases in which optimized aluminum-alloy heat-spreaders have been implementedEstablish a sustainable-technology and product-innovation R&D plan, and conduct a performance review each yearProduct Power Consumption:Publish product power-consumption guidelines and conduct an annual review of achievement status, testing implementation according to prescribed inspection methods. Tracking methods include: performing an annual spot check—both physical and report-based—of external power adapters for information-technology devices; holding one annual performance review with suppliers; counting the number of cases in which energy-saving power solutions have been introduced |
# Effectiveness Tracking Mechanism
# Product Information Security:
ѽ Regular Review and Update: Every six months, evaluate the status of information-security standard implementation and make adjustments in response to emerging threats and changes in regulations; for products that have already obtained certification, conduct an annual compliance check to ensure ongoing conformity with standards
ѽ Incident Tracing and Improvement: Establish a product-information-security incident-tracking mechanism to analyze vulnerabilities and attack cases, then use those findings to revise security standards; collaborate with supply-chain partners to share security-incident information and collectively enhance overall protection capabilities
| Product/Service Innovation | Product/Service Images | Key Design Focus | 2024 Results |
| Packaging Waste Reduction | <img src="images/ff7c4dfcb3797e606bc2a9f7ebf9b6632a421ce561897648ed500377f7ecd9de.jpg"/> | Industrial computer products require packaging with cardboard boxes or cartons to prevent damage during transportation. To avoid having to redesign a new cardboard box/carton each time a new industrial computer product is developed, when developing new products, if existing part numbers can be used, it will accelerate inventory turnover rate and reduce the likelihood of material inventory becoming obsolete and scrapped. | Actual part number reuse rate of cardboard boxes/cartons was 78% |
| <img src="images/b8a424454a963541880173cddb42b82bb42dfff853ffdc1283e3086d7795d9a1.jpg"/> |
| Packaging Plastic Reduction | <img src="images/1f1ab810baf9f2af8bfb7f96be724619ba92c84dbb95b7ab3c33a1e71323ca66.jpg"/> | During industrial computer packaging and transportation, internal cushioning material is required to absorb external shocks and vibrations. Expanded Polyethylene Foam (EPE) is commonly used, but it is a petrochemical material with high environmental impact. To reduce environmental impact, we introduce air column cushioning material to replace EPE. Although the air column cushioning material is also made of plastic, it has a smaller volume before inflation. Once inflated, it achieves a similar appearance and volume to EPE. Therefore, with the same final appearance and volume, the air column cushioning material requires less plastic material. If the air column cushioning material is used instead of EPE, the reduction in plastic usage per product will vary depending on the specific designs of the products. The reduction can range from 50% to as much as 90%. | A total of 9 new product models were implemented |
| Energy-Saving & Carbon Reduction | <img src="images/ef2d85d727f0be619379d09845978c392ad06f9e2c13154c1a382db626c14e1b.jpg"/> | Through the thermal analysis software Flotherm, we optimize the volume of internal aluminum heat-spreader blocks under natural convection conditions to ensure the product meets both cooling and energy-saving requirements. In a single case, volume was reduced by 62%, aluminum weight decreased by 134 g, which corresponds to a reduction of $1.32\mathrm{kgCO_2e}^{(Note 2)}$ . | Implemented in 5 new products |
| Low-Carbon Manufacturing Process | <img src="images/1222d9e7f34fa29c7d3f7cc8abf60281747aa4eb119ad0f8c263527a83d5ce8b.jpg"/> | Plan to introduce new optimized heat-spreading design measures: in the manufacturing process of heat-spreading blocks, CNC machining equipment is required. As CNC machining time increases, equipment power consumption also rises. Therefore, by reducing CNC machining time, power usage and carbon emissions will both decrease. | Planned for implementation in 2025 |
| Energy Efficiency | <img src="images/866d6c66481cc1d6098b03c047b107ffe026ba1d972f1500a49468bc8e9d407c.jpg"/><img src="images/0fd92d431e1cf06cdd5b1fcf29c766fccb685d99c57185ed013a2b25dab097cd.jpg"/> | ADLINK voluntarily complies with the EU Code of Conduct on Energy Efficiency of External Power Supplies (Version 5, Phase 2). During the design phase of information technology products, we incorporate energy-saving optimizations. In 2024, we release product principles and test plans, jointly plan and develop with suppliers, and gradually achieve the goal of reducing no-load power consumption of external power adapters. The no-load power consumption of external power adapters was reduced from 0.21 W to 0.15 W, thereby lowering static energy consumption when the device is powered off to achieve energy-saving objectives. | Of 18 new product models announced, 10 models were implemented, achieving a 55.56% implementation rate |
Note 1: The total amount of energy savings and carbon reductions for the products/services mentioned above cannot be estimated because it depends on the types and quantities of new product projects, actual sales volumes, or the usage conditions of end users.
Note 2: Carbon emission data is sourced from the Product Carbon Footprint Information Platform . Each kilogram of aluminum ingot generates approximately 9.85 kgCO e.
# Improving Product Information Security
In view of the increasing prominence of product information security issues and to continue providing customers with secure and reliable products, ADLINK begun planning the implementation of IEC 62443-4-1 and IEC 62443-4-2 certifications in response to the EU Cyber Resilience Act (CRA) in 2024. Going forward, all equipment will be classified according to its criticality, and dedicated information security specifications for critical devices will be established, along with requirements for regular security testing and the acquisition of certification marks.
# Product Verification Quality
To ensure that newly developed products meet customer requirements—such as interface functionality (DVI, USB, Network, etc.), data transfer rate, compatibility, and environmental reliability standards (including IEC 60068, IEC 60529, EN 50155, etc.)—ADLINK actively enhances accuracy, efficiency, risk management, and process-orientation in its product verification activities. Through these measures, we improve verification quality, boost testing efficiency, reduce redundant resource consumption, and consolidate meaningful data. Ultimately, this ensures that products can enter mass production on schedule and with assured quality.
# ҀRisk Assessment
Before a product enters testing phase (once its specifications are finalized), we conduct a risk analysis of the design—identifying potential weaknesses or new features. By prioritizing and executing comprehensive tests, we aim to discover issues early, reduce repair costs, and ensure the stability of critical functions, thereby raising overall product quality.
# ҀҀ Automated Testing
After receiving samples, we perform automated testing on the product’s primary functions, allowing R&D engineers to quickly verify whether these designs or modifications affect other functionalities without spending extensive time on manual testing. Since 2021, automated testing has been introduced during the product design validation phase; by 2024, the manpower allocated per project decreased from 14 to 12 personnel, representing a 14.29% reduction, which not only improves testing efficiency but also enhances testing consistency.
# Ҁ Ҁe-Management System
We manage laboratory equipment—including the Chamber System, Vibration Test System, Mechanical Shock Test System, Drop Test System, and Highly Accelerated Life Test System—by using a programmatic approach to schedule usage reservations and relevant testing conditions. This reduces costs caused by unclear validation requirements, ensures information is more transparent and complete, and increases efficiency.
# Product Safety
To prevent provided products from posing hazards to personal safety, health, or the environment, ADLINK conducts relevant product safety certifications in accordance with the product safety regulations of the sales region as required by customers. Currently, 100% of ADLINK’s products meet the product safety standard requirements, ensuring user safety during use. In the product design and development phase, all products are first tested for compliance with the relevant safety certifications such as UL, NRTL, CCC, and CE to ensure that their design meets all legal requirements. The products are then examined and tested by external certification bodies and given product certification numbers. Finally, factories are inspected to ensure compliance with ongoing control measures during the production phase.
Note: Photos of Certified Safety Products
# Intellectual Property Rights
ADLINK has always attached great importance to intellectual property rights, and has formulated the "ADLINK Technology Inc. Patent Rights Management Measures" to specifically regulate the acquisition, maintenance and use of patents and trade secrets. Among which, the intellectual property management system has formulated and implemented its own management policies regarding the four different fields of patents, trademarks, trade secrets and copyrights, thereby enhancing ADLINK's market competitiveness and corporate image, safeguarding product quality and customer rights and interests, and avoiding legal violation risks. In addition, the company reports on intellectual property matters to the Board at the end of each year and implements corrective measures based on directors’ suggestions.
# Intellectual Property Management Policy
# Management Approach
# Patent Management
➊ ADLINK patent engineers conduct patent searches for new R&D directions or technologies to assist R&D personnel in seeking new design solutions, evaluating patentable objects, and providing patent analyses and suggestions for specific technologies.
2 The Patent Review Committee is convened so that the internal review committee members can fill in the "Patent Technology Benefit Evaluation Form" one by one according to the patent content, and jointly evaluate whether to apply for a patent, as well as the type and country of the applied patent.
➌ An external patent firm is entrusted to prepare the submitted documents, and ADLINK patent engineers and inventors jointly proofread or review the patent documents to maintain the document quality. The Legal Office will keep and record the technical disclosure documents and application documents, distribute bonuses according to the reward system, and regularly evaluate the rights protection or elimination of each patent case, in order to enhance ADLINK's competitiveness in the industry.
# Management Approach
# Trademark Management
ADLINK's trademarks are divided into two categories:
➊ At the company level, the company's top executives propose requirements
The needs are identified for the market according to the product and the Project Manager or marketing personnel shall submit applications
After receiving instructions, the Legal Office will entrust an external firm to perform trademark searches and deployment analysis to find a better portfolio plan. Next, the Legal Office will estimate the cost and negotiate with the unit responsible for using the trademark before filing a trademark application. The Legal Office will preserve and record the application documents, and require that the unit using the trademark should use it in accordance with the approved form of the trademark and retain evidence of use. The Legal Office will regularly evaluate the rights protection or elimination of each trademark in order to safeguard ADLINK's reputation and protect the rights and interests of customers.
# Management Approach
# Trade Secrets Management
The employees must sign an employment contract before joining the company, which stipulates that the trade secrets of their former employers should not be disclosed or used, and it is clearly stipulated that the confidential information of ADLINK should not be disclosed after employment or resignation. The Legal Office will also hold regular education and training, require employees to abide by the company's rules and regulations, and implement the controls for electronic and paper documents. During the exit interview, the HR unit shall clearly inform the resigned/retired employees of the ownership of intellectual property rights, confidentiality obligations, noncompete restrictions and other relevant legal responsibilities.
# Management Approach
# Copyright Management 管理方針 營業秘密管
The Legal Office regularly conducts education and training to enhance employees' awareness of intellectual property rights, and requires employees to never use pirated software. The marketing department regularly signs licensing contracts with stock photo companies to ensure that the images used by ADLINK are from legitimate sources.
ADLINK, leveraging its deep experience in the industrial-computer field and advantage of global locations, provides professional and efficient customized services to help industries advance toward intelligence and low carbon. Its technologies encompass software-hardware integrated motion-control technology to enhance precision-manufacturing performance; AI-vision applications to empower automated production-line inspection and quality control; the SWARM CORE heterogeneous integration management platform and SMR autonomous mobile robots to optimize smart logistics and warehouse operations; nextgeneration edge-computing platforms to support real-time data processing and decision-making; and an All-in-One 5G private network solution to provide low-latency, high-reliability industrial network infrastructure.
Through innovative technologies and comprehensive solutions, ADLINK helps enterprises improve smart-manufacturing capabilities, accelerate digital transformation, and jointly embrace future industry changes. As of February 5, 2025, 84 trademarks have been approved worldwide, 76 of which have been effectively maintained, while 10 are still pending. Regarding the overall portfolio of patents, the number of patent applications decreased between 2022 and 2024. The main reason is to manage patent costs more effectively. The company has strengthened its internal patent-review mechanism, conducting more rigorous assessments of patent quality and value to ensure applications align with technological development and market demand. Furthermore, the patent strategy is more focused on high-value innovation to enhance the overall competitiveness of the patent portfolio, making resource utilization more efficient and commercially beneficial.
Internal Patent Application Process
Number of Patent Applications Submitted in the Past 3 Years
| Material Topic | Customer Relations Management |
| Impact Assessment | Positive/ Actual | Higher customer satisfaction, that is, greater contentment with the company's products or services, helps build strong customer relationships, increase loyalty, encourage word-of-mouth and referrals, and expand the customer base, thereby attracting more potential customers. |
| Negative/ Potential | Improper customer relationship management could result in the loss of customers, a potential decrease in long-term revenue, and damage to the company's reputation. Responding to customer complaints requires time and resources for improvement, thereby increasing operating costs. |
| Corresponding GRI Indicators | Self-defined topics |
| Corresponding SDGs | 17 FUNDESPART FOR THE DAYS |
| Policy or Commitments | We strive to provide customers with excellent quality, competitive pricing, and timely service to enhance their competitiveness. We uphold the principle of continuous improvement and engage all employees in education and training to strengthen their quality awareness. In product manufacturing, we focus on execution and maintaining quality assurance. In research and development, we strive for excellence and the enhancement of technical capabilities. In business promotion, we adopt a market-oriented approach to meet customer needs. |
| Effectiveness Tracking Mechanism | ● Conduct customer satisfaction surveys once every year |
| 2024 Annual Actions and Measures | 3.9 The customer satisfaction score |
ADLINK leads in edge computing and is a catalyst for advancing the world of AI. We manufacture and develop edge computing hardware and software solutions for embedded, distributed and intelligent computing, with thousands of customers worldwide relying on us as a trusted partner for their missioncritical operations. In the technology-platform supply chain, ADLINK works closely with partners such as Intel, NVIDIA, Arm, NXP Semiconductors, MediaTek, Qualcomm, AMD, and Ampere to support the high-performance computing required for Edge AI; and at the same time, ADLINK collaborates closely with AUO to realize Edge Visualization applications. In addition, we actively participate in the formulation of more than 20 standards and specifications for open-source technologies, robotics, automation, IoT, and 5G, driving innovation across smart manufacturing, network communications, smart healthcare, energy, defense, intelligent transportation, and gaming and entertainment.
Comprehensive customer service is a core value at ADLINK. The company’s Global Customer Service Center (GCSC) is a dedicated team serving our customers by managing orders, deliveries, and after-sales service. Its mission is to respond to customer expectations and feedback by addressing issues promptly and accurately. We have established three customer commitments and strive to uphold them to the highest standard. Our goal is to complete tasks proactively before customers even need to ask. This is the service philosophy that guides ADLINK.
# ADLINK's Three Major Commitments to Customers
Confirmation of delivery dates for standard product orders will be provided within 1 working day upon receipt
Online "Ask an Expert" quality and technical consulting platform will be provided within 2 working days
Products returned for repair will be serviced and completed within 10 working days of receipt
To fulfill the Company’s commitment to product quality, customer service, and overall value, the GCSC conducts a global key-customer satisfaction survey annually. The survey covers overall product quality (performance and reliability), customer service (delivery/after-sales/technical support), price satisfaction, and customers’ overall evaluation of ADLINK’s performance, with the goal of gaining a comprehensive understanding of how customers perceive ADLINK’s all-around support, serving as a basis for continuous improvement. The results of the annual satisfaction survey are compiled by the GCSC and released at a designated time to provide relevant departments with data-driven references for improvement actions; review meetings are convened to consolidate the analyses and actions from team owners, and finally the GCSC integrates the improvement reports and communicates feedback and suggestions to key customers, which has also been studied for adding tracking questions, if necessary, in next survey to better understand customers' responses to the execution of improvements. The latest status of ongoing improvements is provided in the invitation to the next survey. ADLINK expects that the increasingly detailed and comprehensive enhancements will help customers feel truly valued and aappreciated. The ultimate goal of ADLINK is to continuously challenge ourselves in pursuit of the highest level of professional and high-quality customer service.
# Ҁ Customer Satisfaction Survey Results
The 2024 customer satisfaction survey results show an overall satisfaction score of 3.9, an increase of 0.1 compared to last year. Although overall satisfaction has slightly improved, there is still room for progress. The company has made significant advancements in product quality, Return Merchandise Authorization (RMA), and delivery, resulting in a comprehensive increase in customer satisfaction. However, satisfaction with pricing remains relatively low and stands out as the primary area for improvement. We have heard our customers’ feedback. In addition to having each business unit reexamine and optimize pricing strategies for customer-focused product lines, we will also work with supply chain partners to develop plans to reduce manufacturing and material costs, aiming to address pricing issues at their source and improve customer satisfaction.
# Response measures for low price satisfaction:
Request each business unit to reexamine and optimize pricing strategies for customer-focused product lines
Collaborate with supply-chain partners to develop plans to reduce manufacturing and material costs
Key Customer Satisfaction Survey Results from the Past 3 Years
Note 1: The survey targeted customers in the USA, EMEA, and Taiwan (classified under the APAC region) whose business volumes rank among the top ten in each region. For the APAC region, customers from our five overseas offices were selected based on scale (2–5 customers per office). For China, 5–6 customers were selected. A total of 53 customers were surveyed, and all 53 responded (response rate 100%). The pie chart shows the distribution of returned scores by business domain across the four regions in 2024.
Note 2: The bar chart is the total average score of the recovery score in the past 3 years (the number is the number of surveyed customers)
Note 3: 5 = Very satisfied, 1 = Very dissatisfied
# Global Online AI Customer Service System
In 2024, ADLINK’s headquarters, together with the sales and engineering teams from its U.S. branch, fully deployed the AI-driven, 24/7 online customer service platform Intercom on the official website. This chatbot uses machine learning to automatically recognize similar questions from past conversations and crawl the website’s knowledge base to deliver the best possible responses, ensuring that customers worldwide receive prompt assistance. This has greatly enhanced the convenience of our website’s self-service features.
T h i s a r o u n d - t h e - c l o c k automated service platform has been instrumental in analyzing customer inquiries and eliminating repetitive tasks. Since its launch, 69.9% of all customer service requests have been handled by the AI bot, significantly reducing the manual workload and allowing live agents to focus on more complex issues. In addition, the system integrates with marketing automation tools to automatically categorize and route cases, ensuring that salesrelated inquiries are swiftly directed to the most appropriate sales team for faster resolution.
I n t h e f u t u r e , A D L I N K w i l l continue refining the AI customer service system, further integrate the work-order issuance platform, and improve the accuracy of the bot’s responses, so that clients worldwide can enjoy real-time, intelligent technical support in any time zone.
How do your customers get support?
Online Customer Service Process
# 4 Environmental Care
4.1 Climate Change Response Measures
4.2 Energy Conservation and Carbon Reduction
4.3 Waste Management
4.4 Green Circular Economy
# Approaches to Environmental Management
The world will face severe challenges related to environmental impacts. How companies respond to climate change, manage energy and resource use, and conduct impact assessments, risk management and strategy implementation on environment-related issues will be more crucial in the future. In response to global environmental protection principles and the impact of climate change, ADLINK upholds compliance with international protection laws and provides necessary support to implement environmental, health and safety (EHS) operational procedures. We are committed to the continuous improvement of the following policies:
ѽ Disaster and Pollution Prevention—In response to climate change, establish a Task Force on Climate-Related Financial Disclosures (TCFD) as part of its risk assessment, identifying physical risks, transition risks, and transition opportunities.
ѽ Identify, assess, quantify, and reduce climate change–related environmental impact activities, and manage these activities effectively to further lower climate-related risks and meet the common goals promoted by governments, customers, and the industry supply chain. Accordingly, ADLINK, based on its sustainable management philosophy and corporate social responsibility obligations, is actively committed to greenhouse gas emission inventory and control to mitigate global warming, aiming to achieve energy savings and maintain the sustainable development of the global ecological environment.
# ADLINK’s Climate change policy:
ѽ Mitigate the impacts of climate change
ѽ Effectively reduce energy resource waste
ѽ Support carbon emission reduction activities
ѽ Move towards net zero emissions
ѽ In terms of environmental management, we continuously follow the ISO 14001 environmental management system standard—from senior management structure, policies, objectives and targets, and programs, to the implementation of target tracking and continuous improvement. Additionally, through the formulation of environmental policies, we implement measures including energy and resource conservation; establishing resource regeneration; using low-pollution and environmentally compliant materials; complying with environmental regulations and responding to stakeholder requirements; and investing in circular economy applications to reduce environmental impact.
For more detailed information on our company's environmental, safety and hygiene management policies, please visit our Official website.
# 4.1 Climate Change Response Measures
Due to the frequent disasters caused by climate change in recent years and customers' concerns about its impact on company operations, ADLINK, in order to respond to climate disasters in advance and prevent related financial losses, has introduced the climate-related financial disclosure recommendations formulated by the Task Force on Climate-Related Financial Disclosures (TCFD) in accordance with the disclosure items in Appendix 2 ‘Climate-Related Information of TWSE/TPEx Listed Companies’ of Article 4-1 under the Taiwan Stock Exchange Corporation's "Rules Governing the Preparation and Filing of Sustainability Reports by TWSE Listed Companies". The company discloses its response policies and preventive actions when facing climate-related risks, as well as the financial impacts caused by such risks. The company is also expected to strengthen its risk mitigation mechanisms and strategic planning for physical risks after proper climate adaptation and disaster recovery, and to identify operational opportunities in adapting to irreversible climate change.
Climate Action Milestones
# Four Core Elements of TCFD
Core Criteria of Climate Related Financial Disclosures
| Type | Risk and Opportunity items | Duration of Impact | Financial Impact | Adaptation Response and Actions |
| Transition Risk |
| Policy and Legal Risks | Climate Change Response Act | Mid-term | Increase in operating costsIncrease in capital expenditures | Introduce a carbon management platform to regularly track changes in carbon emissions and formulate short-, medium-, and long-term performance targets to promote net-zero emissions; Carbon management platform annual maintenance cost: NT$100,000Increase the share of renewable energy use; Install solar panels; annual solar electricity expense: approximately NT$1,900,000, obtaining 465 green energy certificatesImplement smart building energy monitoring system; implementation cost: approximately NT$600,000, to monitor and analyze energy consumptionDevelop a sustainable operation plan and backup strategy; evaluate feasibility of introducing related backup equipment |
| Increase in energy expenses | Short-term | Increase in capital expenditures | Promote internal energy saving and carbon reduction by implementing measures such as electricity and water conservation; if no electricity and water conservation measures are implemented in the short term, it is estimated that the cost of water and electricity will increase by approximately NT$3.6 million (Note 3)Gradually replace energy-inefficient equipment; In 2024, replace some chilled-water units; expenditure: NT$8,600,000; estimated annual electricity savings: approximately 200,000 kWhPlan to implement ISO 50001; implementation and certification cost: approximately NT$500,000; conduct operational management of major energy-consuming equipment to improve energy performanceAssess feasibility of introducing energy storage equipment to strengthen operational resilience |
| Markets | Trends in domestic and overseas markets/regulation | Mid-term | Decrease in revenueIncrease in operating costs | Establish an Eco Design Rule to set carbon-output targets over the product life cycleEvaluate the introduction of the ISO 14067 certification to measure the carbon footprint of products and further assess the feasibility of reducing carbon emissions in manufacturing processes |
| Goodwill | Domestic and overseas initiatives | Mid-term | Increase in operating costsDamage to reputation and image | Participate in international initiatives evaluations, such as CDPEstablish relevant committees in line with topics from international initiatives to formulate net-zero target strategies and net-zero carbon reduction roadmapsFormulate relevant strategies and objectives to respond to the development of trends, as promoted by the company's functional committees |
# Physical Risk
| Material Topic | GHG Inventory |
| Impact Assessment | Positive/ Actual | Beyond complying with regulatory requirements, conducting a GHG inventory also helps identify high energy-consuming areas, thereby driving energy-saving measures and establishing a more comprehensive data management and decision-making framework. In addition, publicly disclosing results verified or assured by a third party ensures the accuracy and transparency of carbon information, enhancing the company's reputation and competitiveness. Through a GHG inventory, the company can further invest in and develop carbon-reduction technologies, leading peers to follow suit and collectively support global sustainability. |
| Negative/ Actual | The company's electricity consumption during operations (Scope 2), energy use and process emissions during product manufacturing (Scope 1), and employees' business-related travel and other indirect activities (Scope 3) may all lead to greenhouse gas emissions in their respective scopes. |
| Negative/ Potential | Failure to effectively reduce carbon emissions—if future government or international markets lower the threshold for carbon fees/taxes, the company may incur carbon levies or taxes and could become unable to export. The energy-saving and emission-reduction measures implemented following the inventory require substantial investment with a long payback period, compressing profits in the short term. |
| Corresponding GRI Indicators | GRI 305-1 Direct (Scope 1) GHG emissions | GRI 305-3 Other indirect (Scope 3) GHG emissions |
| GRI 305-2 Energy indirect (Scope 2) GHG emissions | GRI 305-4 GHG emissions intensity |
| Corresponding SDGs | <img src="images/2fedb7c8351d62761dd392c03030e8dedcfe076f6efa388ea2d16c87d0ee2ef5.jpg"/> |
| Policy or Commitments | 1 Environmental sustainability planning—Realizing net zero emissions through carbon management: Implement a corporate GHG inventory and net-zero pathway strategy to assist in managing carbon risks, seizing energy-efficiency opportunities, and promoting green products and supply-chain development.2 Climate change policy:Mitigate the impacts of climate changeEffectively reduce energy resource waste | Support carbon emission reduction activitiesMove towards net zero emissions |
# Effectiveness Tracking Mechanism
ѽ Conduct management solutions combined with the environmental safety and health system. Track the implementation of various targets every quarter
ѽ Internal inventory data audits
ѽ Annual GHG inventory data verified by an impartial third party
ѽ Feedback and complaints: Stakeholder feedback can be provided through the company's official website or the ESG mailbox for addressing any concerns or feedback
ѽ Regularly report carbon emissions on CDP, EcoVadis, and relevant customer platforms
# 2024 Annual Actions and Measures
303.6875 tonnes CO2e
Carbon emissions reduced
465,000 kWh
Solar power generation
Saved approximately 200,000 kWh of electricity
Replacement of production-site chiller
Saved approximately 206,600 kWh of electricity
Energy-saving measures for manufacturing peripheral equipment
Establish smart-building analysis for production-site electricity use and develop improvement plans
Climate change is a global concern; the greenhouse effect leads to global warming, and its impacts are increasingly significant. Taiwan, in accordance with the principles of the United Nations Framework Convention on Climate Change (UNFCCC), supports global decarbonization efforts and, in March 2022, issued the “Taiwan 2050 Net Zero Emissions Pathway and Strategy.” This initiative launched planning and technical assessments for net-zero pathways, strengthened social communication, and expanded public participation. As a result, promoting corporate greenhouse gas inventories helps manage carbon risks, improve energy-saving opportunities, and foster the development of green products and supply chains. In addition, our company plans to implement ISO 50001 (Energy Management System) and ISO 14067 (Carbon Footprint of Products) in 2025 and 2026, respectively, committing resources to their rollout and research to enhance climate change adaptation and resilience.
Meanwhile, in recent years, our government has gradually increased energy costs. To mitigate operational impacts, ADLINK has analyzed high-energy-consuming facilities and equipment, identified suitable alternatives, and implemented replacement measures. According to our net-zero roadmap, we will improve facility and equipment efficiency, utilize renewable energy, and purchase carbon credits, all while executing corresponding short-, medium-, and long-term plans through phased implementation, dedicated resource allocation, periodic tracking, and continuous improvement, with the goal of achieving net-zero by 2050.
Short-, Medium-, and Long-term Carbon Reduction Targets
| Type | Inventory Item Descriptions | Reduction of GHG Emissions(metric tons CO2e) |
| 2022 | 2023 | 2024 |
| Scope 1 (Direct) | Dissipation of refrigerants | Fugitive emission sources: Septic tank, air conditioning, equipment refrigerants, refrigerators, domestic sewage, and fire-fighting facilities | 555.0568 | 602.3881 | 608.6307 |
| Goods transportation | Gasoline used in factory goods transportation | 86.5975 | 77.4348 | 82.1474 |
| Total Emissions (metric tons CO2e) | 641.654 | 679.823 | 690.778 |
| Scope 2 (Indirect Energy) | Externally purchased electricity | The total amount of externally purchased electricity used for the company's operations and production | 4,780.2360 | 5,081.8915 | 4,778.2040 |
| Total Emissions (metric tons CO2e) | 4,780.2360 | 5,081.892 | 4,778.204 |
| Scope 3 (Other Indirect) | Waste disposal | Greenhouse gas emissions of waste disposal | 84.2720 | 55.8541 | 47.0059 |
| Business trips (Not included in the disclosure scope of the greenhouse gas inventory report) | Greenhouse gas emissions of employees on business trips abroad through the business travel system | 136.31 | 404.59 | 188.76 |
| Purchased Goods and Services (Added in 2022) | Upstream GHG Emissions from Purchased Electricity | 828.3238 | 1,000.9474 | 980.8423 |
| Upstream GHG Emissions from Purchased Water | 9.5248 | 7.9744 | 9.2917 |
| Total Emissions (metric tons CO2e) | 1,058.431 | 1,469.366 | 1,225.9000 |
| Total Annual Emissions (metric tons CO2e) | 6,480.321 | 7,231.080 | 6,694.882 |
| Turnover (NT$ thousand) | 7,997,996 | 7,847,211 | 6,666,370 |
| GHG Emissions Intensity | Scope 1 + Scope 2 | (metric tons CO2e/NT$ thousand) | 0.000678 | 0.000734 | 0.000820 |
| Energy Intensity | Production Line Energy Intensity | (MJ/pcs) | 36.52301 | 42.16590 | 28.77559 |
Note 1: The greenhouse gas emissions in the table only cover the ADLINK headquarters building and Hwa Ya Plant. The turnover data is based on individual financial reports.
Note 2: The method used to calculate the amount of greenhouse gases is the operational control approach.
Note 3: The Global Warming Potential (GWP) ratios are sourced from the IPCC Sixth Assessment Report (AR6) on Climate Change. The refrigerant loss factor ratio is sourced from the IPCC Fourth Assessment Report (AR4) on Climate Change. The emission factors for leaked refrigerants are as follows: 0.003 for domestic refrigerators and freezers, 0.09 for water chillers, 0.03 for residential and commercial air conditioning, and 0.16 for industrial refrigerators and freezers (including food processing and refrigeration). The units are all in kg/kg.
Note 4: The emission factors for Scope 2 electricity were 0.509 kgCO e/kWh in 2022 (adopted in 2021), 0.494 kgCO e/kWh in 2023 (adopted in 2023), and 0.474 kgCO e/kWh in 2024.
Note 5: The calculation of Scope 1 includes the following seven categories of GHGs: carbon dioxide, methane, nitrous oxide, hydrofluorocarbons, perfluorinated compounds, sulfur hexafluoride, and trifluorides. As the reporting boundary does not include biomass fuels, there are no carbon emissions from biogenic sources.
Note 6: In 2023, carbon emissions from the transportation and recycling of waste (tin and food waste) were added to the calculation.
Note 7: The GHG emission values in this table are sourced from the GHG Inventory Report and are displayed to four decimal places; after summation within each category, they are displayed to three decimal places to ensure data consistency. Therefore, the decimal places of the figures in this table have been restated accordingly.
Note 8: Baseline Year Setting: The company conducted its first GHG inventory in 2022 according to the new ISO 14064-1:2018 and originally set 2022 as the baseline year. Due to a structural change in the organizational boundary in 2023 (expansion of the line at 3F, No. 68, Huaya 1st Road) exceeding the 3% significance threshold, the baseline year needed to be adjusted. Through a resolution of the “GHG Inventory Implementation Committee,” the company’s baseline year was revised to 2023. (This is consistent with the 2024 Inventory Report.)
GHG Emissions Proportion by Scope in the Past 3 Years
ADLINK proactively completed the greenhouse gas emissions inventory and verification in accordance with ISO 14064-1 standard for 2022, ahead of the requirement from the Financial Supervisory Commission. Through the implementation of an effective management systems, ADLINK manages climate change, greenhouse gas, and environmental impact-related issues. The greenhouse gas emissions inventory provides information to government agencies, customers, employees, suppliers, and other stakeholders involved in ADLINK's efforts in greenhouse gas emissions management. ADLINK takes into account the relevant opinions and feedback of stakeholders and ensures the conformity of the organizational emissions inventory calculation process and results with verification criteria through third-party verification. The company aims to formulate mitigation measures within the greenhouse gas inventory to save energy and reduce the impact of climate change, help prevent or slow the worsening effects of global warming, and thus maintain the sustainable development of the global ecological environment. Additionally, in 2024, smart building monitoring was implemented for major emission sources to track energy consumption, analyze significant energy uses, and propose improvement measures. Furthermore, ADLINK also responds to the needs and expectations of stakeholders. Since 2013, the company has been disclosing carbon emissions and water resources related to climate change through the Carbon Disclosure Project (CDP).
GHG Inventory Disclosure History
# 4.2 Energy Conservation and Carbon Reduction
In order to achieve the commitment to sustainable development, ADLINK has begun with activities such as energy and water resources management, product design, and resource reuse, striving to reduce the impact on the overall environment. Through the participation and commitment of all employees, the company aims to achieve the goals of environmental protection and corporate sustainable development.
# Energy Management
In terms of corporate energy consumption, it can generally be divided into internal and external energy consumption. ADLINK uses electricity as its primary source of power during production and business operations. Therefore, improving energy efficiency and the proportion of renewable energy is ADLINK's energy management policy.
According to statistics, the company’s total energy consumption in 2024 was 39,411,186.57 MJ, an increase of 1.67% compared to 2023. However, analysis shows that non-renewable energy consumption decreased by 1.82 %, indicating that the energy-saving measures implemented by the company have achieved initial success. In 2024, the share of renewable energy in total energy consumption rose to 4.25%, representing a significant increase compared to 2023. Overall, although total energy consumption increased, the proportion of renewable energy usage grew remarkaby, reflecting the company’s progress in energy conservation, carbon reduction, and energy management.
Total Energy Consumption in the Past 3 Years
Note: The Group’s headquarters relocated to Taoyuan Hwa Ya in 2022, and in 2023, production area expanded from 6,407 pings to 12,931 pings-approximately doubling-due to the automotive and AIoT product strategy. In addition, the introduction of automated production lines and related equipment in 2023 caused a significant rise in nonrenewable energy consumption for that year.
# Energy Consumption within the Organization in the Past 3 Years
(Unit: Megajoules; 1 kWh = 3.6 MJ)
| Material Topic | Employee Diversity and Inclusiveness |
| Impact Assessment | Positive/Potential | Build a diverse and inclusive workplace culture; through diversity and inclusion measures, attract top talent, enhance the corporate image, boost productivity, and create more diverse value. |
| Negative/Potential | Potential cultural frictions and differences between employees may require additional time and resources to address. |
| Positive/Actual | In 2024, one unlawful conduct complaint was filed by an employee. The investigation process was completed in accordance with established procedures, and after mediation, the complainant agreed to close the case without proceeding to legal action. Subsequently, we hosted held workplace unlawful conduct prevention seminars and related educational training to raise employees' awareness of these issues, reduce the risk of unlawful conduct, and foster a safe and harmonious work environment. |
| Corresponding GRI Indicators | GRI 405-1 Diversity of governance bodies and employees |
| Corresponding SDGs | <img src="images/0870f830a3451cdd14d9972f74d66b76c53f87a1f9c37807fa64aae68963a01e.jpg"/> <img src="images/2ad20cb055aec6e122b42561b6829dcee9b843e2f622c1afcccd6eefd08dcc16.jpg"/> <img src="images/ee44c1dfe891b117abd9e9ed04587bd2e4dc765c0811811efeb989925dd3b407.jpg"/> <img src="images/eb7b140586ecedc18bae4289988f249ae7cc718504d5d8f8e2e555a06b81d24b.jpg"/> |
| Policy or Commitments | ADLINK's vision is to establish a corporate culture rich in diversity and inclusiveness. We aim to attract and retain employees from different cultures, ethnicities, age groups, and abilities, thereby forming a diverse team built on mutual respect and understanding. By promoting diverse hiring practices, our recruitment evaluation process incorporates employees' diverse backgrounds as a key consideration, actively seeking candidates with different experiences. We also prioritize hiring candidates from underrepresented backgrounds to demonstrate our commitment to diversity. Finally, by creating an open, inclusive, and respectful work environment, we encourage employees to share their experiences and viewpoints, and provide equal opportunities and benefits to ensure that every individual can realize their full potential. |
| Effectiveness Tracking Mechanism | We review the achievement of the diversity composition ratio goal through internal audits and external client audits conducted on an irregular basis every year. |
# Employee Diversity
ADLINK is committed to creating an equal, inclusive, diverse and friendly working environment. With an open and inclusive atmosphere, the company encourages employees to respect differences, learn together, and enhance team cohesion.
Our aim is to provide equal opportunities for the appointment and development of talents, eliminate illegal discrimination, pay attention to and respect multi-ethnic groups, and not consider differences due to gender, race, nationality, religion, age, physical disability, political position, marital status and trade unions, including opportunities for hiring, compensation, advancement, etc. At the same time, ADLINK respects the career development of employees and has created a friendly and healthy workplace. For example, the company provides sexual harassment prevention measures and grievance channels, and comprehensive family care programs, such as children's education scholarships and special childcare services to help employees achieve a healthy work-life balance.
In response to the differences in labor regulations and cultures in various regions, this chapter presents only an overview of the human resources in Taiwan's operational locations. The company continues to optimize its workforce structure; the total number of employees has been slightly adjusted. Through performance management and resource allocation, organizational operational efficiency has been effectively improved. In 2024, the proportion of female permanent employees (open-ended contracts) was 45.27%; women represented 26.49% of management positions; the overall company-wide gender ratio was 1.23:1 (male:female); and employees aged 30–50 made up the core workforce.
ADLINK actively cooperates with the government in implementing employment policies for people with disabilities. The company respects everyone's right to work and aim to help them overcome physical limitations and develop their self-worth. For employees who need help, we cooperate with supervisors, human resources, on-site physicians and occupational health nurses to work together to provide job selection and assignment services tailored to their needs, and redesign overall job duties according to the evaluation results. When necessary, the company helps employees in applying for assistive devices. In 2024, the number of employees with disabilities that we hired exceeded statutory requirements, thereby providing more employment opportunities for people with disabilities.
Foreign employees account for 13.41% of the company’s total workforce. Among them, the majority are Filipino employees, totaling around 143 individuals. To ensure that Filipino employees feel secure and comfortable while working and living in Taiwan, ADLINK provides the following support measures:
➊ Zero-payment policy
➋ Established prayer rooms for use
➌ Dormitory management assists in handling dormitory-related issues
➍ Dedicated foreign managers assist with the communication and problem resolution
➎ Airport shuttle services (inbound/ outbound)
➏ Meal allowance and subsidies
➐ Onsite physician and psychologist consultation services
➑ Shuttle bus services to/from work
Types of Employees Hired in the Past 3 Years
（Unit: Number of People）
| Strategy & Plan | Specific Activities & Measures | Results & Highlights |
| Fitness Management for Middle-Aged and Older Workers | Design a dedicated health management program for employees aged 45 and above, including vision screening events, specialized seminars, and a tailored health-check package to raise health awareness and ensure they maintain good health on the job. | 1 227 employees completed a work-fitness assessment with the occupational medicine doctor; all were deemed fit for their current roles, demonstrating the company's comprehensive care and support for employees' health and occupational adaptation.2 Four specialized seminars were held, focusing on common health issues among middle-aged and older employees, with a total of 280 participations, enhancing employees' understanding and practice of health management. |
| Maternal Employee Health Protection Plan | Provide physical and mental support, workplace evaluations, individualized health guidance, environmental assessments, and necessary work adjustments for pregnant, postpartum, and breastfeeding employees. Establish dedicated breastfeeding rooms and other supportive facilities to create a more comfortable work environment. Additionally, plan specialized seminars, female-focused health-check packages, and premarital health examinations for employees of childbearing age to ensure overall well-being. | 1 15 maternal protection recipients completed physician consultations and workplace evaluations; all assessed worksites were classified as Hazard Level 1 (no hazard), with a 100% follow-up rate and no need for job adjustments.2 Seven specialized seminars were held; over 150 female employees participated, and the average satisfaction score reached 97.89 out of 100. |
| Prevention of ergonomic musculoskeletal diseases | For employees with a musculoskeletal pain score ≥ 3, those diagnosed with musculoskeletal conditions, or frequent medical visits (e.g., regularly requesting pain relief patches or booking massages), provide individualized care and health guidance. When necessary, arrange consultations with the occupational medicine doctor or on-site assessments to ensure employees' health is comprehensively addressed and to prevent occupational injuries. | 1 172 employees were identified as potentially at risk (musculoskeletal pain score ≥ 3 lasting at least two weeks). Among them, 52 received intervention from the occupational medicine doctor, who provided ergonomic posture recommendations and medical referral guidelines; the remaining 120 received simple ergonomic improvements (e.g., adjusting sitting posture) and health-promotion guidance. Follow-up rate was 100%.2 Based on health-questionnaire analysis results, experts were invited to design department-specific training sessions and conduct on-site instruction on correct work postures (e.g., lifting, pushing, pulling) for high-risk departments, reducing the impact of improper movements on employees' health.3 Five events were held, achieving an average satisfaction score of 97.65 / 100. Among participants, 98.60% reported that after attending foot-care workshops, they learned how to alleviate foot pain and choose appropriate footwear, demonstrating the positive impact of health activities on daily life. |
| Strategy & Plan | Specific Activities & Measures | Results & Highlights |
| Preventive Program for Illness Triggered by Abnormal Workloads | Use questionnaires to identify medium- and high-risk groups, then arrange consultations and health guidance with the occupational medicine doctor. Establish a regular follow-up mechanism and provide improvement measures as needed. Based on employee needs, organize health-promotion activities to help employees maintain physical and mental well-being. | 1 926 employees completed the questionnaire. Of these, 407 were classified as medium-to-high risk and all received follow-up care and monitoring (100% follow-up rate).2 For employees with hypertension, a specialized health program was launched—regular blood-pressure measurement events, individualized education, and ongoing monitoring—successfully helping participants reduce cardiovascular risk. Sixty percent of participants returned to normal blood-pressure ranges through dietary adjustments and regular medical visits, effectively raising health awareness and proactive risk management.3 The two-month “Fit University” muscle-gain and fat-loss competition attracted 126 employees. Participants’ average body-fat percentage decreased by 1.17%, and each participant lost an average of 0.14 kg of fat—record highs. The overall satisfaction score was 94.40 / 100, reflecting strong employee endorsement of health-promotion activities. |
| Workplace Unlawful Infringement Prevention Plan | Conduct regular risk assessments and identification of unlawful infringement in the work environment. Use questionnaires to identify high-risk groups for psychological fatigue, then arrange consultations with the company physician or psychologist to understand and address underlying issues. To raise employees’ awareness and response capabilities, plan specialized seminars, interactive tabletop games, and manager-only courses aimed at prevention—reducing the incidence of workplace unlawful infringement at its source. | 1 Completed 29 workplace environment inspection checklists covering all areas; results indicated no required corrective actions, ensuring employees’ safety at work.2 Identified seven high-risk employees; all received psychological counseling and support, with a 100% follow-up rate.3 Organized four “Unlawful Infringement Prevention” workshops focused on self-awareness, stress management, and communication skills. The average satisfaction score was 96.05 / 100; over 84% of participants reported that what they learned was significantly helpful in their daily work. |
Experts conduct on-site instruction on correct work postures according to each department’s human-factor hazard risk needs
“Don’t Be a Mind-Reading Monster” interactive self-awareness tabletop game and self-defense experience course to prevent unlawful infringement
“Mom’s Yoga Class,” “Womb-Warming Aromatherapy Workshop,” and specialized seminars under the Maternal Protection Plan
“Fit University” group exercise classes and fun fitness competitions
# Support and management system for physical and mental health
# Plan/Event
# Specific Actions and Measures
# Outcomes and Highlights
Health Examinations
For incumbent employees, a company-wide health examination is held every two years; Special Harmful Work and specific population health checks, as well as senior executive health screenings, are conducted annually. We also collaborate with medical centers to design exclusive examination packages for employees and their families; new hires receive subsidized preemployment exams. Health risk stratification and followup are implemented.
➊ A total of 73 individuals—Special Harmful Work staff, employees aged 65 and above, and senior executives— have completed their targeted health examinations, achieving a 100% participation rate.
➋ 863 employees required follow-up for abnormal health indicators (level 2 or above); 752 have completed consultations and interviews, for an 87.14% follow-up rate.
➌ Among 64 new hires, 21 were level-3 or level-4 cases and have been scheduled for interviews and received guidance; 26 were level-2 and have received individual health education, achieving a 100% follow-up rate.
➍ 60 employees and their family members used the exclusive examination package, a 46.34% increase over 2023 (41 individuals).
Psychological Counseling Station
Selected professional counselors from the Gender Equality Education Talent Pool provide three on-site sessions per month, offering free, confidential one-onone counseling. Employee privacy is strictly protected, ensuring a comfortable, safe environment for sharing and support.
Counselors served 36 employees—100% appointment rate—and achieved an overall satisfaction score of 83.84/100. Post-counseling follow-up shows 83.33% of employees reporting significant improvement in emotional management and coping strategies when facing work and life pressures (rated ≥ 80).
Mind–Body Health Promotion Lectures
Based on five major programs and analyses of common health screen abnormalities, we planned diverse, engaging health promotion lectures and activities.
Hosted 37 events—including expert lectures, interactive board games, stress-relief workshops, competitive games, self-defense experiences, and first-aid courses—drawing 2,075 total participants with an average satisfaction score of 96.75/100.
Professional Medical Team & Facilities
The company exceeds regulatory requirements by staffing dedicated nurses and occupational health physicians; the medical room is equipped with sofa rest areas and advanced electric beds, ensuring professional, private, and comfortable medical assistance. Firstaid kits are placed on every floor, with emergency eyewash stations installed per departmental risk needs. All equipment is managed and inspected regularly by dedicated personnel to maintain optimal readiness.
➊ Occupational medicine doctor served 452 people through on-site consultations, review of health-check data, workplace visits, and cross-departmental expert consultations.
➋ First-aid kits on each floor provided wound care to 151 individuals, and the medical room served 41 employees, ensuring rapid response to emergencies. Quarterly first-aid-kit manager meetings reviewed equipment status and medical supplies suitability, and professional wound-care training was conducted to enhance emergency response capabilities.
# Plan/Event
# Specific Actions and Measures
# Outcomes and Highlights
Smoking Cessation Activities
In collaboration with a medical center, an eight-week mobile smoking-cessation program was held, with a professional medical team providing individualized support and subsidized registration fees for employees opting for pharmacotherapy.
➊ Participants’ measured carbon monoxide levels dropped by an average of 69%, demonstrating significant health improvements after 8-week smoking-cessation program.
➋ Follow-up showed that 33.33% of participants maintained three months of abstinence, reflecting both cessation effectiveness and employees’ long-term commitment to health.
➌ A dedicated “smoking-cessation green channel” was established with the medical center to provide convenient, professional services and foster a smoke-free workplace.
Digital Health Management
Continuously utilize the H2U Health Management System for employee health data management and digital recording of health services; in addition to providing comprehensive health-file management, the system also supports report viewing, healthdata analysis, and activity registration, achieving fully digital health management. This not only enhances the efficiency and accuracy of health services but also advances paperless, eco-friendly practices by reducing the use of hard-copy documents—realizing a winwin of environmental sustainability and convenience, and effectively supporting the company’s long-term development in health management.
➊ As of 2024, 883 employees have used the system, and 336 have even downloaded the app for synchronized use, resulting in an adoption rate of 85.97%.
➋ The system’s health-data analysis capabilities help employees identify potential health risks and provide personalized wellness recommendations, effectively preventing health issues.
➌ To safeguard employee health data privacy, we have signed the “Personal Data File Security Maintenance Plan” with the system vendor, ensuring robust protection of personal information.
➍ The system is scheduled for an upgrade in 2025 to add features such as health-advisor support and health-information push notifications, further enhancing the comprehensiveness and user experience of employee health management.
Preventive Medicine & Infectious Disease Prevention
To ensure employee health, the company implements comprehensive preventive medicine and infectiousdisease prevention measures, including regularly holding diverse vaccination campaigns, infectiousdisease control seminars, and interactive infectiousdisease knowledge quizzes to disseminate epidemicprevention information; formulating an “Infectious Disease Emergency Response Plan” and conducting annual drills with rolling content updates, thereby fully safeguarding employee health and safety.
➊ A total of 80 employees registered for cancer screening, actively promoting early prevention and health management.
➋ Successfully administered 128 doses of influenza vaccine, effectively reducing the risk of flu transmission and protecting employee health. Other vaccinations—such as HPV, pneumococcal, and shingles— totaled 78 doses, strengthening prevention against multiple infectious diseases.
➌ 355 employees participated in the “Epidemic Prevention Quiz Challenge,” enhancing their knowledge of infection control and response capabilities.
➍ Established a “Health Corner” to provide vaccine education materials, helping employees better understand the preventive benefits of vaccination and actively engage in health-promotion activities.
The occupational medicine doctor on-site visits and interview assessments
Wound care and dressing course arranged for medical kit managers
“Dong, Smoke” smoking-cessation interactive board game and mobile smoking-cessation class professional counseling and carbon-monoxide testing
Foot assessment and thematic lectures, vision-care lectures, first-aid courses, and cancer screening
Health Corner set up outside the clinic, providing vaccine health-education materials
# Diverse and Inclusive Friendly Environment
# Plan/Event
# Specific Actions and Measures
# Outcomes and Highlights
Blood Drives
In collaboration with the Taiwan Blood Services Foundation, we organized an on-site blood drive to provide employees with a convenient and meaningful opportunity to contribute to health and public welfare. The event was held within the company premises, allowing employees to donate blood without leaving the workplace. This not only raised health awareness among staff but also helped address society’s demand for blood.
➊ A total of 67 employees participated, successfully collecting 92 bags of blood, demonstrating employees’ ongoing support and concern for public welfare.
➋ Employees who participated in the blood donation drive also underwent health screenings, promoting attention to their own health—a win-win for both health improvement and charitable contribution.
Certificate of Appreciation for Blood Donation issued by the Taiwan Blood Services Foundation
Massage Station
We invited a certified visually impaired massage therapist to provide on-site shoulder and neck massage services, helping employees relieve discomfort in these areas. This massage service not only offers employees an opportunity to alleviate stress but also supports employment opportunities for visually impaired individuals, achieving a dual benefit of social responsibility and employee welfare. Employees can easily schedule their massage sessions via an appointment system, ensuring service convenience and efficiency.
➊ Overall satisfaction with the massage service reached 92.40 / 100, reflecting employees’ strong recognition of this health initiative.
➋ Employees who received massages reported an average score of 91.80 / 100 for improvement in shoulder and neck discomfort, demonstrating the service’s significant effectiveness in relieving musculoskeletal strain.
➌ The service booking rate was 100%, indicating that employees both needed and supported the on-site massage station, actively participating in the program.
Diverse Health Checkup Programs
We offer comprehensive and diversified health checkup plans tailored to the specific needs of different employee groups. The offerings include: Premarital Health Checkup Plan. Female / Male-Specific Health Checkup Packages. Elderly Employee Health Checkup Package.
➊ Since the program’s launch, employee interest has been high. Staff of various genders, ages, and marital statuses have been able to access health checkup services that meet their individual requirements, highlighting our effectiveness in fostering a diverse and inclusive workplace environment.
➋ Based on employees’ checkup results, we provide customized health guidance and recommendations, with special attention to the unique needs of different groups—female, male, and elderly employees—ensuring that all staff receive fair and non-discriminatory health support.
Gender-Focused Health Seminars
During Women’s Day and Father’s Day, we hosted specialized seminars that addressed common health issues for both male and female employees. The Women’s Day events included topics such as cancer prevention, menstrual health, and managing menopause, providing female employees with practical health knowledge. The Father’s Day events focused on men’s health concerns, from prostate health to male menopause, featuring explanations by specialist physicians to help employees understand how to effectively manage their own health.
➊ These events attracted 274 employee registrations, achieving an overall satisfaction rate of 97.92 / 100.
➋ By addressing gender-specific health concerns, the seminars provided employees with targeted, practical advice and elevated overall health awareness, offering professional guidance and support.
# Salary Standards
ADLINK offers competitive salaries, and the salary structure is based on an employee's position, professional skills, educational background, and years of experience. We also consider market benchmarks from similar industries to make necessary adjustments. Because the company’s core operations are technology-driven, a higher proportion of positions fall within technical functions, and since this field is predominantly male, overall salary statistics show a gender disparity. However, this difference does not stem from gender itself but is influenced by factors such as job category, professional skills, and years of experience. Accordingly, the company―adhering to principles of fairness―ensures that employees holding the same position with comparable abilities receive equivalent compensation.
According to the 2024 statistics, the ratio of base salary plus bonuses between male and female employees was 1:1.01. The ratio of the median annual total remuneration of the individual with the highest annual total remuneration in the company compared to all employees (excluding that individual) was 10.95:1. Furthermore, compared to the previous year, the salary-increase ratio between genders was 0:1. This is primarily because the highest-paid employee’s total compensation included a variable bonus tied to the company’s operating performance. Since this bonus is not paid on a fixed schedule but is adjusted based on overall company performance and results, the salary-increase ratio shows negative growth.
The Ratios of Total Remuneration and Changes in Total Remuneration in the Past 3 Years
| Material Topic | Talent Development and Cultivation |
| Impact Assessment | Positive/ Actual | Through training system and global workforce deployment, the company will be able to rapidly develop employees and improve their skills, establish a culture of learning, create a diversified learning environment, support employee growth in all areas, and cultivate international talents. |
| Positive/ Potential | Short-term benefits are not easily apparent; by establishing a learning-oriented culture, employees' capacity for continuous learning is cultivated, organizational knowledge capital is accumulated, and overall competitiveness is enhanced. |
| Positive/ Actual | Implementation of a learning-oriented culture and diversified learning strategies has increased the company's operating costs. |
| Corresponding GRI Indicators | GRI 404-1 Average hours of training per year per employeeGRI 404-2 Programs for upgrading employee skills and transition assistance programsGRI 404-3 Percentage of employees receiving regular performance and career development reviews |
| Corresponding SDGs | <img src="images/010d375b48c75a379fd6374cadd9019cd0f1fbb58969b7661d24d904fc7630af.jpg"/> <img src="images/2f233c94997f0e4c8239278ae90c3c0a0046b50875702e626d60552dae23d666.jpg"/> |
| Policy or Commitments | From its inception, the company defined the capabilities and qualities required of both the organization and its talent through four core values—“Integrity & Dedication,” “Excellence & Professionalism,” “Respectful Competition,” and “Joy in Work”—and also established a cultural environment of “Learning, Passion, and Communication” while planning a resilient, agile structure to cultivate talent. While we cherish every employee, we also place great importance on our commitment to integrity and social responsibility towards our customers and partners. We hope that ADLINK's talent strategy can foster win-wins between employees, their families, the company, and society.To implement ADLINK's talent strategy, we established internal systems and concrete policies while maintaining a certain level of flexibility for continuous refinement and improvement of the organization. This approach allows us to align with the company's strategic vision and operational policies, including talent attraction, motivation, and retention. Moreover, we aim to transform employee commitment into dedication to the company. |
# Effectiveness Tracking Mechanism
ѽ Ensure that the execution rate of annual departmental training plans reaches 90.00% or higher every quarter
ѽ Confirm the list of acting section chiefs every quarter and provide online courses related to management
# 2024 Annual Actions and Measures
20.54 hours Average training hours per male employee
5.33% Elite intern employment ratio
28.80 hours Average annual training hours per female employee
99.08% Male employee performance review participation rate
90% Departmental annual training plan execution rate
98.44% Female employee performance review participation rate
ADLINK is committed to enhancing employees’ knowledge and skills by establishing a comprehensive training system that ensures continuous growth on the job and alignment with the company’s development objectives. We offer diverse learning channels and training resources, including both in-person and online courses, and place strong emphasis on on-the-job training. This encompasses onboarding training for new hires, ongoing in-service training, and opportunities for self-directed study, so that employees at every level receive appropriate development opportunities to learn and grow through their work. In addition, experienced colleagues in each department serve as “Buddy” for new employees, guiding them in acclimating to the work environment and reinforcing peerto-peer learning.
We also design our talent deployment and development framework around “Grade Expectations,” which specify the competencies required for different job categories—namely, management roles, professional roles, and sales roles—and outline the behavioral criteria for each level. Based on these expectations, we create a variety of training programs, including: New-hire orientation, General knowledge courses, Management courses, Professional skill courses, Production-line specialist courses, and Specialized occupational training. The content is broad and ensures that employees receive systematic training and development opportunities. In addition, the company encourages employees to participate in external training programs, covering all associated costs to help them strengthen professional capabilities and advance their careers. For each job category, we have established a clear competency development framework:
ѽ Technical Employees: New employee seminars, annual general courses, and internal professional training courses and digital platforms for each department are used to cultivate basic professional and general knowledge. Annual performance evaluations, along with annual goals, Grade Expectations, and other tools, are used to review and improve personal skills.
ѽ Management Employees: The base level supervisors can use the digital learning platform materials on the company's internal management process to help them understand their situation, prepare in advance, and practice risk management. Develop mid-level managers' ability to utilize various resources effectively, achieve cross-departmental communication and coordination, and cultivate the skills necessary for themselves and their subordinates to become future successors for their department and the company.
# ADLINK Training
# New Employee
Structured course to introduce new employees to the company and help them adapt to their work
ѽ Company overview
ѽ New employee seminar
New employee orientation plan
# General Knowledge
Education, training, and learning activities at each level implemented in accordance with regulatory requirements as well as the corresponding quality requirements in R&D and manufacturing.
ѽ Occupational Health and Safety training
Failure mode and effect analysis
ѽ Information Security Policy
Workplace violence and sexual harassment prevention
# Management Personnel
Management competency enhancement training conducted by internal and external instructors
Human resources management knowledge and process
Performance evaluation operations
Negative feedback techniques
Legal and policy training related to labor-management issues
# Technical Skills
Technical skills development aligned with departmental objectives; skills training and certification conducted per job requirements
Inventory and Cost Management
Project Management Process Groups
Patent Application Procedures
# Specialist Personnel
Education and training for specialists as determined through hazard identification
Explosion-proof product training
Chemical operations training
Forklift operator training, etc
In response to the company's strategic goals and annual development direction, and to align with the operational goals and strategies, we continuously develop knowledge and skills through training. At the beginning of each year, we collect the training needs of each unit and review the implementation at the end of the year. In the last 3 years, the annual training execution rate was more than 90%. Through a sustained internal training mechanism, we aim to cultivate outstanding talents, transmit corporate culture and values, and build a sustainable foundation. In 2024, ADLINK’s internally planned and conducted training, along with externally requested professional courses, amounted to a total of 25,842.70 training hours. This exceeds the 10-hour-per-person target set for 2024, and the growth in average hours between genders was in a 1 : 1.61 ratio-indicating that women are placing increasing emphasis on course participation. This trend is particularly pronounced among female technical-role employees, primarily because we designed specialized human-factors prevention courses specifically for technical staff, and those departments happen to have a female majority. Moreover, the rise in total training hours in 2024 was driven primarily by company-wide safety and health awareness programs, technical-expertise exchange seminars, and large-scale corporate health-care lectures (for example: “Expert Lectures” and “Workplace Health Lectures”). Additionally, many employees completed problem-solving and analysis modules on the digital learning platform “ADLINK Ki-pedia,” resulting in a more diverse and comprehensive training portfolio throughout the year.
In addition, when employees submit their resignation or retirement plans, the company will arrange a personal consultation to understand the reasons for their departure and show concern for their future plan. Depending on individual circumstances, the company also provides appropriate resources and support in a timely manner to help employees smoothly transition to a new stage in their lives.
Average Hours of Training per Year per Employee in the Past 3 Years
| Theme | Description | Visitors |
| Finding Yourself at the ADLINK Big Tree Photography Exhibition | A low-profile yet passionate photographer, ADLINK colleague Fardon Chen, has captured many beautiful moments at company events. For this exhibition, numerous photos were printed and displayed on trees throughout the venue, allowing colleagues to “find themselves.” | Approximately 1,000 per quarter |
| NTUA Department of Graphic Communication Arts Graduation Exhibition | The NTUA Graphic Communication Arts students’ graduation projects are here! From “Bang!” representing cultural integration, to「#Poto」aiming to resonate with others, “Ruòzhě” promoting youth, and “Wén xīn” conveying Wen Chang culture—all are showcased in the ADLINK Technology cultural corridor. |
| Reading Is for Creation | Inviting the Independent Publishing Alliance and the Taoyuan Public Library to exhibit! They brought many surprising books, each with its own mini exhibition space, creating a delightfully amusing experience. |
| 2024 Art Unlimited Exhibition | “Traditional theater art is not only a form of performance but also a cultural heritage, a lifestyle aesthetic, and a social responsibility.” This exhibition presents highlights from the “Art Unlimited” performances in Germany and the Netherlands, and displays the magnificent costumes worn by characters such as the mighty Lu Bu and Sun Wukong, as well as various folk musical instruments and stage props. It’s a rare opportunity to closely admire traditional theater attire and instruments, offering a deeper experience of traditional art. |
# Art Lectures
# Cloud Gate Founder Master Lin Hwai-min Lecture: “How to Perform My Life Well”
Cloud Gate Dance Theatre’s works are deeply nourished by the rich traditions of Peking Opera culture, incorporating its martial arts techniques and the breathing methods of Tai Chi. In his lecture, “How to Perform My Life Well,” Master Lin Hwai-min shares his dedicated, humble, and disciplined journey of dance creation to inspire and give back to the youth at the National Taiwan College of Performing Arts. He encourages students to harness their fearless youthful energy to boldly forge their own paths in performance.
# 110 students from all six departments of the undergraduate program at the National Taiwan College of Performing Arts attended the lecture.
# 6.4 Scholarships
In order to encourage young students who are dedicated to learning and developing their artistic and academic skills, the ADLINK Education Foundation has successively established the Education Scholarship, Zhong-xian Scholarship and Arts Scholarship since 2008. The scholarships are offered to the children of ADLINK employees, as well as students of the Taiwan Police College and the Taiwan College of Performing Arts. The application process begins every September, and a joint scholarship award ceremony is held in December each year.
Scholarship Amounts and Number of Recipients Awarded by the ADLINK Education Foundation in the Past 3 Years
(Unit: NT\$ thousand)
| GRI Standard | Disclosure | Corresponding Chapter | Page Number | Remarks |
| GRI 2-1 | Organizational details | 1.1 About ADLINK | 24 | |
| GRI 2-2 | Entities included in the organization's sustainability reporting | About this Report | 5 | |
| GRI 2-3 | Reporting period, frequency and contact point | About this Report | 5-6 | |
| GRI 2-4 | Restatements of information | 3.1 Creating a Sustainable Supply Chain — Supply Chain Management — Local supply trading amount share rate in the past 3 years | 69 | |
| 4.1 Climate Change Response Measures — GHG Inventory — Short-, Medium-, and Long-term Carbon Reduction Targets | 97 | |
| 4.1 Climate Change Response Measures — GHG Inventory — Greenhouse Gas Emissions in the Past 3 Years | 98-99 | |
| 4.2 Energy Conservation and Carbon Reduction — Energy Management | 102 | |
| 4.3 Waste Management | 109 | |
| 5.1 Excellent Workplace – Comprehensive Employee Care Program: Creating a Win-Win for Employees, Their Families, and the Company | 122 | |
| 5.4 Safe and Healthy Workplace | 148 | |
| 5.4 Safe and Healthy Workplace — Health Monitoring and Return-to-Work Management | 153 | |
| 5.4 Safe and Healthy Workplace — Health Monitoring and Return-to-Work Management | 154 | |
| GRI 2-5 | External assurance | About this Report | 5-6 | |
| GRI 2-6 | Activities, value chain and other business relationships | 1.1 About ADLINK | 24 | |
| 3.1 Creating a Sustainable Supply Chain — Supply Chain Management | 63 | |
| GRI 2-7 | Employees | 5.1 Excellent Workplace – Employee diversity | 115-117 | |
| GRI 2-8 | Workers who are not employees | 5.1 Excellent Workplace – Employee diversity | 115-117 | |
| GRI 2-9 | Governance structure and composition | 2.2 Governance Structure — Board of Directors | 40 | |
| 2.2 Governance Structure — Functional Committees | 43-44 | |
| GRI 2-10 | Nomination and selection of the highest governance body | 2.2 Governance Structure — Board of Directors | 40 | |
| GRI 2-11 | Chair of the highest governance body | 2.2 Governance Structure — Board of Directors | 40-44 | |
| GRI 2-12 | Role of the highest governance body in overseeing the management of impacts | Sustainable Development Strategy — ESG Sustainability Committee | 12 | |
| GRI 2-13 | Delegation of responsibility for managing impacts | Sustainable Development Strategy — ESG Sustainability Committee | 12 | |
| 2.3 Corporate Risk Management | 46 | |
| GRI 2-14 | Role of the highest governance body in sustainability reporting | About this Report | 5 | |
| GRI 2-15 | Conflicts of interest | 2.2 Governance Structure — Board of Directors | 42-43 | |
| GRI 2-16 | Communication of critical concerns | 2.2 Governance Structure — Board of Directors | 42 | |
| GRI 2-17 | Collective knowledge of the highest governance body | 2.2 Governance Structure — Continuous Enhancement of Governance | 44 | |
| GRI 2-18 | Evaluation of the performance of the highest governance body | 2.2 Governance Structure — Continuous Enhancement of Governance | 44-45 | |
| GRI 2-19 | Remuneration policies | 2.2 Governance Structure — Continuous Enhancement of Governance | 45 | |
| GRI 2-20 | Process to determine remuneration | 2.2 Governance Structure — Continuous Enhancement of Governance | 45 | |
| GRI 2-21 | Annual total compensation ratio | 5.1 Excellent Workplace – Salary Standards | 133-134 | |
| GRI 2-22 | Statement on sustainable development strategy | Message from the Management | 3-4 | |
| Sustainable Development Strategy – Sustainable Development Vision Blueprint | 7 | |
| GRI 2-23 | Policy commitments | 2.1 Policy Commitments — Code of Ethics and Business Engagement | 36-37 | |
| GRI 2-24 | Embedding policy commitments | Sustainable Development Strategy – Sustainable Development Vision Blueprint | 7 | |
| 2.1 Policy Commitments — Code of Ethics and Business Engagement | 36-37 | |
| 3.1 Creating a Sustainable Supply Chain | 63-64 | |
| GRI 2-25 | Processes to remediate negative impacts | Stakeholder Communication — Complaints and Suggestions | 18 | |
| GRI 2-26 | Mechanisms for seeking advice and raising concerns | Stakeholder Communication — Complaints and Suggestions | 18 | |
| 3.1 Creating a Sustainable Supply Chain — Supply Chain Management | 64 | |
| GRI 2-27 | Compliance with laws and regulations | 2.4 Regulatory Compliance – Training and Implementation | 51 | |
| GRI 2-28 | Membership associations | 1.3 Certifications and Industry Alliances | 31 | |
| GRI 2-29 | Approach to stakeholder engagement | Stakeholder Communication – Topics of Stakeholder Concern and Communication Channels | 14 | |
| GRI 2-30 | Collective bargaining agreements | 5.1 Excellent Workplace – Labor-Management Communication and Cooperation – Labor-Management Meetings | 119 | No labor union |
Disclosures on Material Topic
| GRI Standard | Disclosure | Corresponding Chapter | Page Number | Remarks |
| GRI 3 : Material Topic 2021 |
| GRI 3-1 | Process to determine Material Topic | Stakeholder Communication — Material Topic | 20 | |
| GRI 3-2 | List of Material Topic | Stakeholder Communication — Material Topic | 22 | |
| 1. Customer Relations Management |
| GRI 3-3 | Management of Material Topic | 3.3 Customer Service | 83 | |
| Self-defined topics | - | - | - | |
| 2. Business Performance |
| GRI 3-3 | Management of Material Topic | 1.2 Business Performance and Expectations | 25 | |
| GRI 201-1 | Direct economic value generated and distributed | 1.2 Business Performance and Expectations | 26 | |
| 3. Information Security Management |
| GRI 3-3 | Management of Material Topic | 2.5 Information Security Management | 54 | |
| GRI 418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data | 2.5 Information Security Management | 54 | |
| 4. Innovative Technologies and Patents |
| GRI 3-3 | Management of Material Topic | 3.2 Innovative Technologies and Patents | 72 | |
| GRI 416-1 | Assessment of the health and safety impacts of product and service categories | 3.2 Innovative Technologies and Patents — Product Safety | 76 | |
| 5. Supply Chain Management |
| GRI 3-3 | Management of Material Topic | 3.1 Creating a Sustainable Supply Chain | 61 | |
| GRI 204-1 | Proportion of spending on local suppliers | 3.1 Creating a Sustainable Supply Chain — Supply Chain Management | 69 | |
| GRI 308-1 | New suppliers that were screened using environmental criteria | 3.1 Creating a Sustainable Supply Chain — Supply Chain Management | 68 | |
| GRI 308-2 | Negative environmental impacts in the supply chain and actions taken | 3.1 Creating a Sustainable Supply Chain — Supply Chain Management | 68 | |
| GRI 414-1 | New suppliers that were screened using social criteria | 3.1 Creating a Sustainable Supply Chain — Supply Chain Management | 68 | |
| GRI 414-2 | Negative social impacts in the supply chain and actions taken | 3.1 Creating a Sustainable Supply Chain — Supply Chain Management | 68 | |
| 6. Green Products |
| GRI 3-3 | Management of Material Topic | 3.1 Creating a Sustainable Supply Chain | 62 | |
| GRI 416-1 | Assessment of the health and safety impacts of product and service categories | 3.1 Creating a Sustainable Supply Chain — Green Products | 70 | |
| 3.2 Innovative Technologies and Patents — Product Safety | 76 | |
| GRI 416-2 | Incidents of non-compliance concerning the health and safety impacts of products and services | 3.1 Creating a Sustainable Supply Chain — Green Products | 71 | |
| 7. Employee Diversity and Inclusiveness |
| GRI 3-3 | Management of Material Topic | 5.1 Excellent Workplace – Employee Diversity | 114 | |
| GRI 405-1 | Diversity of governance bodies and employees | 2.2 Governance Structure — Board of Directors | 40 | |
| 5.1 Excellent Workplace – Employee Diversity | 115 | |
| 8. Talent Development and Cultivation |
| GRI 3-3 | Management of Material Topic | 5.3 Talent Cultivation and Career Development | 138 | |
| GRI 404-1 | Average hours of training per year per employee | 5.3 Talent Cultivation and Career Development | 141 | |
| GRI 404-2 | Programs for upgrading employee skills and transition assistance programs | 5.3 Talent Cultivation and Career Development | 139-141 | |
| GRI 404-3 | Percentage of employees receiving regular performance and career development reviews | 5.3 Talent Cultivation and Career Development | 143 | |
| 9. GHG Inventory |
| GRI 3-3 | Management of Material Topic | 4.1 Climate Change Response Measures – GHG Inventory | 95 | |
| GRI 305-1 | Direct (Scope 1) GHG emissions | 4.1 Climate Change Response Measures – GHG Inventory | 98 | |
| GRI 305-2 | Energy indirect (Scope 2) GHG emissions | 4.1 Climate Change Response Measures – GHG Inventory | 98 | |
| GRI 305-3 | Other indirect (Scope 3) GHG emissions | 4.1 Climate Change Response Measures – GHG Inventory | 98 | |
| GRI 305-4 | GHG emissions intensity | 4.1 Climate Change Response Measures – GHG Inventory | 98 | |
Disclosures on Non-Material Topic
| GRI Standard | Disclosure | Corresponding Chapter | Page Number | Remarks |
| GRI 201: Economic Performance 2016 |
| GRI 201-3 | Defined benefit plan obligations and other retirement plans | 5.1 Excellent workplace – Comprehensive Employee Care Program: Creating a Win-Win for Employees, Their Families, and the Company | 121 | |
| GRI 202: Market Presence 2016 |
| GRI 202-1 | Ratios of standard entry level wage by gender compared to local minimum wage | 5.1 Excellent Workplace — Salary Standards | 134 | |
| GRI 203: Indirect Economic Impacts 2016 |
| GRI 203-1 | Infrastructure investments and services supported | 6 Social Engagement | 156 | |
| GRI 206: Anti-competitive Behavior 2016 |
| GRI 206-1 | Legal actions for anti-competitive behavior, anti-trust, and monopoly practices | 2.4 Regulatory Compliance | 53 | |
| GRI 302: Energy 2016 |
| GRI 302-1 | Energy consumption within the organization | 4.2 Energy Conservation and Carbon Reduction — Energy Management | 102 | |
| GRI 302-3 | Energy intensity | 4.2 Energy Conservation and Carbon Reduction — Energy Management | 102 | |
| GRI 302-4 | Reduction of energy consumption | 4.2 Energy Conservation and Carbon Reduction — Energy Management | 101 | |
| GRI 303: Water and Effluents 2018 |
| GRI 303-3 | Water withdrawal | 4.2 Energy Conservation and Carbon Reduction — Water Resources Management | 104 | |
| GRI 305: Emissions 2016 |
| GRI 305-5 | Reduction of GHG emissions | 4.1 Climate Change Response Measures — GHG Inventory | 98 | |
| 4.2 Energy Conservation and Carbon Reduction — Energy Management | 101 | |
| GRI 306: Waste 2020 |
| GRI 306-3 | Waste generated | 4.3 Waste Management | 108 | |
| GRI 306-4 | Waste diverted from disposal | 4.3 Waste Management | 109 | |
| GRI 306-5 | Waste directed to disposal | 4.3 Waste Management | 109 | |
| GRI 401: Employment 2016 |
| GRI 401-1 | New employee hires and employee turnover | 5.1 Excellent Workplace — Employee Diversity | 118 | |
| GRI 401-2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees | 5.1 Excellent workplace - Comprehensive employee care program: creating a win-win for employees, their families, and the company | 121 | |
| GRI 401-3 | Parental leave | 5.1 Excellent workplace - Comprehensive employee care program: creating a win-win for employees, their families, and the company | 122-123 | |
| GRI 403: Occupational Health and Safety 2018 |
| GRI 403-1 | Occupational health and safety management system | 5.4 Safe and Healthy Workplace — Safety and Health Management Program | 144 | |
| GRI 403-2 | Hazard identification, risk assessment, and incident investigation | 5.4 Safe and Healthy Workplace | 151 | |
| GRI 403-3 | Occupational health services | 5.4 Safe and Healthy Workplace — Health Monitoring and Return-to-Work Management | 153 | |
| GRI 403-4 | Worker participation, consultation, and communication on occupational health and safety | 5.4 Safe and Healthy Workplace | 144 | |
| GRI 403-5 | Worker training on occupational health and safety | 5.4 Safe and Healthy Workplace | 147-148 | |
| GRI 403-6 | Promotion of worker health | 5.1 Excellent workplace - Comprehensive employee care program: creating a win-win for Employees, their families, and the company | 126-132 | |
| GRI 403-7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships | 5.4 Safe and Healthy Workplace | 151-153 | |
| GRI 403-9 | Work-related injuries | 5.4 Safe and Healthy Workplace | 150 | |
| GRI 405: Diversity and Equal Opportunity 2016 |
| GRI 405-2 | Ratio of basic salary and remuneration of women to men | 5.1 Excellent Workplace — Salary Standards | 133 | |
# Taiwan Stock Exchange Sustainability Disclosure Indicators (Computer & Peripheral Equipment Industry) and SASB Disclosure Information (Hardware Industry)
Sustainability Disclosure Topics & Metrics
| No. | Indicator | Annual Disclosure | Corresponding Chapter | Page Number |
| Taiwan Stock Exchange Sustainability Disclosure Indicator No. 1 | Total energy consumption, percentage of purchased electricity, utilization rate (renewable energy) | Total Energy Consumption | 39,411.18 GJ | 4.2 Energy Conservation and Carbon Reduction | 102 |
| Percentage of Purchased Electricity | 92.08% |
| Percentage of Utilization Rate (Renewable Energy) | 4.25% |
| Taiwan Stock Exchange Sustainability Disclosure Indicator No. 2 | Total water withdrawn, total water consumption | Total Water Withdrawn | 42.98 thousand $m^3$ | 4.2 Energy Conservation and Carbon Reduction | 104 |
| Total Water Consumption | - |
| Taiwan Stock Exchange Sustainability Disclosure Indicator No. 3 | Total hazardous waste generated and percentage recycled | No hazardous waste generated in 2024 | 4.3 Waste Management | 109 |
| Taiwan Stock Exchange Sustainability Disclosure Indicator No. 5 | Product Lifecycle Management Disclosure: including weights of scraps and electronic waste and percentage recycled | All industrial waste is legally handled by third-party contractors. After recycling, 0.240 tonnes are prepared for reuse and 2.926 tonnes are reprocessed, yielding a circular reuse rate of 70.42%. No end-of-life products are returned to the production process. | 4.3 Waste Management | 109 |
| TC-HW-410a.4 |
| TC-HW-410a.1 | Percentage of products by revenue that contain IEC 62474 declarable substances | In accordance with the IEC 62474 material control principles, 100% of product revenue is derived from products containing only IEC 62474-compliant substances. | - | - |
| TC-HW-410a.2 | Percentage of eligible products, by revenue, meeting the requirements for EPEAT registration or equivalent | Still under development; implementation and statistical tracking are planned for the future. | - | - |
| TC-HW-410a.3 | Percentage of eligible products, by revenue, certified to an energy efficiency certification | Still under development; implementation and statistical tracking are planned for the future. | - | - |
| No. | Indicator | Annual Disclosure | Corresponding Chapter | Page Number |
| Taiwan Stock Exchange Sustainability Disclosure Indicator No. 4 | Types of, number of employees in and rate of occupational accidents (%) | Types of Workers | Injury Type | Number of People | Ratio (%) | 5.4 Safe and Healthy Workplace | 150 |
| Employee | crushing, smashing, burn injuries | 3 | 1.41 |
| Non-employee | falling | 1 | 14.37 |
| TC-HW-330a.1 | Percentage of (1) gender and (2) diversity group representation for (a) executive management, (b) non-executive management, (c) technical employees and (d) all other employees | See Section 5.1 “Excellent Workplace – Employee Diversity” for details. | 5.1 Excellent Workplace | 115 |
| Taiwan Stock Exchange Sustainability Disclosure Indicator No. 6 | Description of the management of risks associated with the use of critical materials | To minimize the risk of shortages of critical materials, the company has expanded its database of interchangeable materials, created a list of preferred vendors, and established risk levels based on the difficulty of sourcing different materials to ensure stable supply and quality. | 3.1 Creating a Sustainable Supply Chain | 66 |
| TC-HW-440a.1 |
| Taiwan Stock Exchange Sustainability Disclosure Indicator No. 7 | Total amount of monetary losses as a result of legal proceedings associated with anticompetitive behavior regulations | NT$ 0 | 2.4 Regulatory Compliance | 53 |
| TC-HW-230a.1 | Description of approach to identifying and addressing data security risks in products | To ensure product data security, we employ a multi-layered risk assessment process combined with threat modeling and risk analysis (STRIDE, DREAD) to identify potential vulnerabilities. For critical risks, we implement AES-256 encryption, MFA authentication, digital signature verification, and privacy-by-design measures. We have also established a security incident response framework, a threat intelligence sharing network, and a regular security update strategy, alongside ongoing security awareness training and secure SDLC practices. | - | |
| No. | Indicator | Annual Disclosure | Corresponding Chapter | Page Number |
| TC-HW-430a.1 | Percentage of Tier 1 supplier facilities audited in the RBA Validated Audit Process (VAP) or equivalent, by (a) all facilities and (b) high-risk facilities | In 2024, we completed an RBA-standard risk assessment of 29 key suppliers:(a) 25 of these are first-tier critical suppliers, representing 29.76 percent of all first-tier suppliers.(b) 0 percent were classified as high risk. | 3.1 Creating a Sustainable Supply Chain | 64 |
| TC-HW-430a.2 | Tier 1 suppliers’ (1) non-conformance rate with the RBA Validated Audit Process (VAP) or equivalent, and (2) associated corrective action rate for (a) priority nonconformances and (b) other nonconformances | In 2024, all 29 key suppliers passed our audit evaluation and were classified as low risk; no corrective actions were required. | 3.1 Creating a Sustainable Supply Chain | 67 |
Activity Metrics
| Item | Implementation | Corresponding Chapter | Page Number |
| Describe the board of directors' and management's oversight and governance of climate-related risks and opportunities | According to the letter from Taiwan Stock Exchange Corporation, the company has planned its greenhouse gas inventory and verification schedule and submitted it to the Board of Directors, with quarterly progress reports provided to the Board for oversight. | 4.1 Climate Change Response Measures | 90 |
| Describe how the identified climate risks and opportunities affect the business, strategy, and finances of the business (short, medium, and long term). | The risks and opportunities expected to arise from climate change, the timing of impacts, and the financial implications have been identified and described. | 4.1 Climate Change Response Measures | 90 |
| Describe the financial impact of extreme weather events and transformative actions | To address the risks associated with climate change, the company has proposed adaptation and mitigation strategies and has started implementing relevant measures. These include adopting carbon platforms, obtaining ISO certifications, introducing renewable energy, and purchasing green electricity certificates. As a result, the company's financial expenditure has increased. | 4.1 Climate Change Response Measures | 91-94 |
| Describe how climate risk identification, assessment, and management processes are integrated into the overall risk management system. | The "Climate-related Risk Identification and Assessment Process Flowchart" is in compliance with the framework and implementation methods outlined in section 2.3 ‘Corporate Risk Management’. It demonstrates the comprehensive control of climate risks. | 4.1 Climate Change Response Measures | 90 |
| If scenario analysis is used to assess resilience to climate change risks, the scenarios, parameters, assumptions, analysis factors and major financial impacts used should be described. | The TCCIP's future forecast model was used to simulate changes in average temperature and precipitation caused by natural disasters at the company's location. | 4.1 Climate Change Response Measures | 93 |
| If there is a transition plan for managing climate-related risks, describe the content of the plan, and the indicators and targets used to identify and manage physical risks and transition risks. | No planning yet | - | - |
| Item | Implementation | Corresponding Chapter | Page Number |
| If internal carbon pricing is used as a planning tool, the basis for setting the price should be stated. | No planning yet | - | - |
| If climate-related targets have been set, the activities covered, the scope of greenhouse gas emissions, the planning horizon, and the progress achieved each year should be specified. If carbon credits or renewable energy certificates (RECs) are used to achieve relevant targets, the source and quantity of carbon credits or RECs to be offset should be specified. | Using 2023 as the baseline year, the company has set the following 2024 greenhouse gas reduction target | 4.1 Climate Change Response Measures | 97 |
| Boundary | Coverage Rate | Scope 1 & 2 GHG Reduction Target vs. Achievement |
| Headquarters & Huaya Plant | 100% | Target: 5 % ↓ Actual: 5.08 % ↓ |
| Historical Recognized Renewable Energy Credits: | 4.2 Energy Conservation and Carbon Reduction | 103 |
| Year | 2023 | 2024 |
| Renewable Energy Certificates (T-RECs) | 0 | 465 |
| Greenhouse Gas Inventory, Verification Status, Reduction Targets, Strategies, and Action Plans | (1) GHG Inventory and Verification Status for the Past 2 Years (1-1) GHG Inventory DataGHG Emissions for the Past 2 Years (Unit: metric tons CO2e): | 4.1 Climate Change Response Measures | 98 |
| Item | 2023 | 2024 |
| Scope 1 | 679.823 | 690.778 |
| Scope 2 | 5,081.892 | 4,778.204 |
| Scope 3 | 1,064.776 | 1,037.140 |
| GHG emissions intensity (Note)(metric tons CO2e/NT$ thousand) | 0.000734 | 0.000820 |
| Note: Emission intensity is calculated based on Scope 1 and Scope 2 emissions. |
| Item | Implementation | Corresponding Chapter | Page Number |
| Greenhouse Gas Inventory, Verification Status, Reduction Targets, Strategies, and Action Plans | (1-2) GHG Verification Information Greenhouse Gas Inventory and Verification Status in the Past 2 Years: | 4.1 Climate Change Response Measures | 186 |
| Year | 2023 | 2024 |
| Verification Scope | Headquarters & Huaya Plant | Headquarters & Huaya Plant |
| Verification Body | BSI Group Singapore Pte. Ltd., Taiwan Branch | BSI Group Singapore Pte. Ltd., Taiwan Branch |
| Verification Standards | ISO 14064-1:2018 | ISO 14064-1:2018 |
| Verification Opinion | Reasonable Assurance/ Agreement Procedures | Reasonable Assurance/ Agreement Procedures |
| Note: See the ISO 14064-1 GHG Verification Statement for full details of the verification opinion. |
| (2) 2024 GHG Reduction Targets, Strategies, and Action Plans | 4.1 Climate Change Response Measures 4.2 Energy Conservation and Carbon Reduction | 90 101 |
| Item | Details |
| Baseline Year for Reduction | 2023 |
| Scope | Scope 1 and Scope 2 |
| Reduction Targets | 5 % reduction vs. baseline Green electricity ≥ 3 % of total power consumption |
| Achievement | 5.08 % reduction vs. baseline Green electricity 4.61% of total power consumption |
| Strategy | Environmental Responsibility |
| Action Plans | Install solar PV power plant Replace chiller Deploy smart building system |
# Third-Party Assurance Statement
bsi.
# INDEPENDENTASSURANCEOPINIONSTATEMENT
# ADLINK2024SustainabilityReport
TheBritish StandardeinetituionisindependenttoADLiNK Technology Inc.(hereafterreferredtoasADLNK intis statement)andhasnofinancialintorestintheoperationofADLiNKotherthanfortheassssmentandvenfication ofthe sustanability stetements contained in thisreort.
Thisindepondentssuranceopinionstatoment has beenpreparedfor tho stkeholders of ADLINK only fcrthe purposefssuringitstaemnterelatingtitsussinabilyreportmoreparticulalyceecrbedintheSoopebelow Iwasnotpreparedforanytherpurpose，TheBritishStandardslnstittionwillnol,inprovidingtisindependent assuranceopinionstatement,accept orassumeresponsibiltylegalorotherwise）oracceplliablilyfororin connecticnwithanyotherpurposeforwhichimay beused,ortoanypersanbywhomtheindependentassurance opinion statement may beread
ThisindependentassuranceopinionstatementispreparedonthebasisofreviewbytheBrishStandardsInstitution finfmationpresentedtoitbyADLNK.Therview doesnextendbeyoduchinformtianandissolely bsed onit.inperfomngsuchrevie,theBritishStandardsinstitutionhasassumedthatallsuchnfrmationiscomplete and accurale
Anyqueries thatmayarise byvitue oftis independentassuranco opinionstatement ormatersrelatingtoit should beaddressed toADLiNKony.
# Scope
The scope of engagement agreed upon with ADLINK includes the followings:
1.Theassurancescope is consistent witntnedescripion cf ADLNK2024 SustainabiltyReport
2.Theavauatonofthenatureandxtent oftheADLINK'sacheranc1oAA1000AccountAblityPncipes(2018) inthisreportasconducted inaccordancewithtype1cfAA10oASv3sustainabilityassuranceengagement ancthercfore，təinformationdatadisdosedintheroportinotveitiedthroughtheverificationprocess.
Thisstatemant was preparedin English and translated into Chinese forreferenoeonly.
# Opinion Statement
Weconclude that the ADLINK 2O24Sustainabilily Report providesa fair view of the ADLINK sustainabity progammesndperfrmancesurin 2024.Thesustanabiityreportsubjecttosuranceisfreefromeial misstatemnentbasedupontestingwithinthelinitationscfthescopeoftheassurance,theinformationanddata provicedbytheADLINKandthesampletakenWebelevethaltheperfomanoainformtionofEnvironment. SocialandGovarnance(ESG)arefairlyrepresentedThesustainabilityperformanceinfomaliondiscosedinthe reportdemonstrateALiNK'seftortsrecognized byitsstakehciders.
Ourwork wascarred out byatean ofsusteinabllyreportassurorsinaccordancewiththeAA1ooASv3.We plannedandperfomedthispartofourwork tobtainthenecassaryinformatonandexplanaticnsweconsidered toprovicesucientevidencethatADLiNKsdescriptionoftheirapproachtoAA10oASv3andtheirself-dedaration inacoordance with GRl Standarde were fairly stated.
# Methodology
Ourwork wasdesigned to gatherevidence on whichto base curconclusicnWe underiock thefoliowingactivities topmanagemontlevelreviewofissuesraisedbyxienalpertiosthatcouldborelevanttoADLiN polcies toprovide acheck onthe appropriateness of statements madein thereport.
discussicnwithmanagersonapproechtoslakeholderengagement.However，wehadnodirectcontact with external stakeholders.
19interviewswithstafsinvclvedinsustainabilitymanagement.reportpreparationandprovisionofreport infomation werecaed out.
reviewof keyorganizational developments.
reviewof tne tindings ofintenalaudits.
reviewofsupportingevicenceforclaimsmadeinthereports
anassessmont ofheorgaizationsreportingndmnagemant prooossesconcorningthiseporting gantthepnplfnivytalityRspvnndmpctadibdinthAA10 （2018）
# Conclusions
AdetaiedreviewagainsttheInclusivity，Materiality，Responsiveness,andlmpactofAA10ooAP（2018)andGRl Standards is set out below
# Inclusivity
Thisreport hasreflectedafactthatADLINK hascotiually sought theengagementcfitsstakehcldersand estabishedmateialsustainabitytopis，astheparticipationofstaenldersnsbenconductedineveopg andachievingan accountableandstrategicresponsetosustainability.Therearefirreporting andcisclosuresfor theinfomatonofEnvironmnt,SocialandGovnance(ESGintseport,sothatapproprialeplnningandtaget seting can besupportedInourprofesional cpinion thereportcovere the ADLINKsinclueivityiesues.
# Materiality
ADLNKpublishesmaterialtopicsthatwlsubstantivelyinfuenceend impacttheassessmenis,decisions,actions ADLNerpobisnosmfADLiNKnditsukehader．inThensuandnbltythfosesondiscedcendesits stakeholderstoakeinfomedjudgementsabouttheADLiKsmanagementandperfcrmacenou professional opinionthereport covers theADLNK'smalerialissues.
# Responsiveness
ADLINKhasimplamentecithepracticetnrespondtntheexpectationsandpercepticrsofitsstakeholders.An EthicalPolicyfcrADLINKiscevelopedandcontinually providestheopportunitytofurtherenhanceADLiNKs responsienessto stakeholderconcerns.Topiesthatstakehoiderconcemabout havebeenrespondadtimelyn curprofessional cpinionthereport covers theADLINK'sresponsivenesissuee.
# Impact
ADLNK hasidenifiedandfairlyrepresenledimpacs thatweremeasured and discdosed inprobablybeanced and fective wayADLINKhasestablishedprocessestmonitormeasure，ealuete，andmanageimpacts thatlead tomareeffectivedecision-makingandresuts-basedmanagementwitintneorganization.Inourprofessional opinion thereport coverstheADLiNK'sirpact issues.
# GRISustainability Reporting Standards(GRl Standards)
ADLINKprovidedUswiththeir sef-declaraioncfinaccordancewitnGRlStandarcs2021(Foreachmaenaltopic coveredintheapplicableGRl Sector Standard andrelevant GRl Topic Sandard，complywithallreporting oquiromentfordisdlosure)Based on ourreview weconfimthat sustainable developmentdiclosureswith referenetoGRlStandardsdeosuresarerepoted,partiallyreprtedootednourprofesinl oinion theself-dedarationcovers the ADLiNK's sustainabiity topics.
# Assurance level
ThemoderetelevelsranceprovidedisinaccodencewithAA1ocASv3inourreviewsdfidbythesoope andmethodology descrbedinthisstatement
# Responsibility
ThesustainalltyreportistheresposiblitycftheADLNKschairmanasdeclaredinhisresponsibiltyetlerOur responsitilityistoproviceanindependentassuranceopinionstatementtstakehcldersgivingourprofessionai opinion based on the scope andmethodology described
# Competency and Independence
Theassurance team wascompcsod cf auditors experienced inrolevant soctors,and trained inarango of sustainabilitynvironmentaland eocialstandardeincludingAA10ASISO 14C01，SO45001ISO1404nd SO9001.BSlisaeading globaltandardsandsessment bodyfoundedin1901.Theaesurancecaed utinlinewiththe BSFai TradingCodeofPractice
For and on behalf of BS1:
PeterPu,Managing Director BSi Teiwan
AA1000
LicensedReport 000-4N3-OE2JX
Statement No:SRA-TW-792257
2025-05-29
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# ISO 14064-1 Verification Statement
# bsi.
# Opinion Statement
# Greenhouse Gas Emissions Venincation Opinicn Statement
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Statement No:
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The Greenhouse Gas Emissions Verification activities are based on reasonable level of assurance:
Thedataandinformationofgreenhousegasemissonsarebasedonhistoricalinnature,andnomaterial
misstatements forthe periodfrom202401-01to 2024-12-31GreenhouseGasEmissons calcuation wererevealed
Data quality wa es as set out in ISO 14064-1:2018
The emission factor for electricity of year 2024 is 0.474 kgCOze per kWh