The Board of Directors is responsible for decision-making and oversight of sustainability. Senior management and the Sustainability Development Committee assist with execution and reporting, while dedicated departments implement the relevant management systems and deliver training and awareness programs.
Establish clear carbon-reduction indicators and strengthen sustainability communications to align with international environmental trends and net-zero goals.
• Consolidate historical data and conduct TCFD climate risk-and-opportunity workshops, inviting relevant departments to identify and assess the climate-related risks and opportunities faced by operations in light of their respective business responsibilities.
• Disclose in line with the TCFD framework, and prudently evaluate the use of scenario analysis to determine the feasibility of different risk-and-opportunity scenarios.
Transition Risks
• Risk: Rising energy costs; shifts in market demand.
• Response Strategy: Mitigate transition risk through energy-saving and carbon-reduction
initiatives, implementation of green-management systems, supply-chain optimization, and
low-carbon innovation.
Physical Risks
• Risk: Increasingly extreme climate conditions.
• Response Strategy: Promote water management, strengthen the supply chain, and advance renewable-energy projects.
At COP29, the UN noted that 2024 was likely the hottest year on
record, with the global average temperature exceeding the preindustrial level by 1.5℃ for the first time. Scientists warn that,
without stronger decarbonization action, global temperatures
could rise to 3.1℃ by the end of this century—far above the Paris
Agreement target. The World Economic Forum's Global Risks
Report 2024 likewise ranks environmental risks among the most
severe threats over the next decade, including extreme weather
events, major changes in Earth systems, loss of biodiversity
and ecosystem collapse, natural-resource shortages, and
environmental pollution.
Against this backdrop, early identification of climate-related
risks and opportunities—together with strengthened adaptation
and reduced operational impacts—has become an urgent task
in sustainable development. In 2024, Ventec adopted the TCFD
framework to disclose our governance of climate risks and
opportunities across the four pillars of Governance, Strategy,
Risk Management, and Metrics & Targets, and formulated
corresponding climate actions to enhance organizational
resilience.
Ventec designates the Board of Directors as the highest supervisory body for sustainability, tasking it with overseeing the Company's sustainability practice and regularly reviewing effectiveness for continuous improvement. The Board authorizes senior management to handle sustainability-related matters and to report the handling status back to the Board. In 2025, Ventec established a Board-level Sustainability Committee responsible for promoting sustainability policies and related management guidelines and for providing periodic reports to the Board. Working across all levels, we have built a climate-change governance structure to drive climate action and mitigate the operational impacts of climate change.
As key actors in economic activity, companies' GHG and carbon emissions arising
from operations are central to global climate governance. For many years Ventec has
conducted voluntary GHG inventories with reference to ISO 14064-1:2018, setting
organizational boundaries under the operational control approach. The inventory covers
our principal operating sites—Suzhou, Taiwan, Shenzhen, and Jiangyin—for Scope 1 and
Scope 2 emissions; phased inclusion of Scope 3 is being evaluated.
In 2024 Ventec's total GHG emissions were 16,106.33 tCO2e. Scope 1 emissions were
mainly from stationary sources, while Scope 2 emissions were mainly from purchased
electricity, which is also our primary source of emissions. Compared with 2023, Scope 1
decreased by 21.57% and Scope 2 decreased by 5.73%, primarily due to lower production
volume in 2024.
| Site | Suzhou | Taiwan | Shenzhen | Shenzhen | Total | |
|---|---|---|---|---|---|---|
| Scope 1 | Stationary | 2,950.09 | 211.25 | 37.24 | 269.84 | 3,558.42 |
| Mobile | - | 22.38 | - | - | ||
| Fugitive | 39.59 | 8.42 | 7.75 | 11.86 | ||
| Process | - | - | - | - | ||
| Scope 2 | Energy Indirect | 9,064.75 | 1,311.67 | 139.59 | 2,031.90 | 12,547.91 |
| Annual Output (metric tons) | 90,640.00 | 28,618.92 | 51,284.80 | 3,960.00 | 174,503.72 | |
| Total Emissions (tCO₂e) | 12,054.43 | 1,553.72 | 184.58 | 2,313.60 | 16,106.33 | |
| EmissionsIntensity (tCO₂e/ton) | 0.13 | 0.05 | 0.004 | 0.58 | 0.09 | |
Notes
1. The inventory adopts the operational control method. Emissions are calculated as activity data × emission factor × GWP, using IPCC Fourth Assessment Report GWP values.
2. GHGs include the seven categories: N₂O, CH₄, CO₂, HFCs, PFCs, SF₆, and NF₃.
3. The grid emission factor used for electricity is 0.529 kg CO₂e/kWh for all four plants.
4. Emissions intensity = total emissions (tCO₂e) ÷ annual output (metric tons).
