2
3

Material Topic Identification Process

Identification of Material Sustainability Topics Process:

STEP1

Master sustainability issues

Through understanding organizational context and referencing international sustainability trends, regulations and standards (GRI Standards, shipping industry guidance in the SASB Standards, SDGs, TCFD, etc.), United Nations Sustainable Development Goals, sustainability investment evaluations (DJSI, MSCI, CDP) and International Maritime Organization (IMO) disclosure requirements, and considering industry disclosure status, compiled 23 sustainability issues related to Yang Ming's operational activities in 2025.

STEP2

Assess Positive and Negative Impacts of Sustainability Issues

The 23 issues were made into a sustainability impact assessment questionnaire, with feedback from 34 issue-related departments and stakeolders, evaluating the impact of each issue on economic, environmental, and social/human rights aspects, including positive/negative impact degree and actual/potential likelihood of occurrence.

STEP3

Assess the Operational Impact Degree of Sustainability Issues on the Company

The 23 issues were made into an operational impact assessment questionnaire, with feedback from 34 departments and stakeolders, evaluating the financial impact degree and importance level of each issue on company operations.

STEP4

Understand Stakeholders' Level of Concern for the Company's Sustainability Issues

Issues the 23 issues were made into a stakeholder concern questionnaire, with 437 valid questionnaires collected, understanding stakeholders' focus of concern for Yang Ming through statistical results.

STEP5

Material Issues Determination

  • Through a comprehensive assessment of "sustainability impact materiality" and "operational (financial) impact materiality," and integrating stakeholder feedback and expert opinions, the Company mapped the overall assessment results to its sustainability strategy and target framework. Additionally, Digital Transformation and Biodiversity were incorporated to confirm and disclose the material topics for the fiscal year 2025.

STEP6

Setting Material Issue Impact Boundaries, Impact Description and Management Approaches

While advancing sustainable development, Yang Ming Marine Transport Corporation continuously reviews the positive and negative impacts that its operational activities may generate and manages them accordingly. Various sustainability topics are evaluated by relevant responsible units based on actual execution status to examine their actual or potential scope of impact on the environment and society; these assessments serve as the foundation for defining the management approaches for material topics.

MATERIALITY ISSUES

★:Material Topics

Corporate governance and ethical management
Economic performance
Navigation and transportation safety
Digital transformation
Compliance with laws and regulations
Information security and customer privacy protection
Risk management
Customer service quality and satisfaction
Supply chain management
R&D and investment in low-carbon technologies
Energy and resource management
Climate change and greenhouse gas emissions management
Biodiversity
Air pollution management
Water resource management
Waste management
Talent cultivation
Occupational safety and health
Employee Compensation and Benefits
Talent recruitment and retention
Labor rights and inclusion
Social welfare
Government-industry-academia collaboration and international participation
YM_2024ESG-EN_CH1_page-0018

MATERIAL ISSUES

Yang Ming is well aware that in making positive contributions to sustainable development, negative impacts may be generated in operating activities and acknowledges that the positive and negative impacts cannot be offset by each other. Hence, in reporting the sustainability topics, relevant responsible units once again reviewed the actual/potential positive or negative impacts of the topics from the perspective of actual implementation to further develop management approaches for the material topics.

01 Corporate governance and ethical management

GRI Topic
  • GRI 2 General Disclosures
  • GRI 205 Anti-corruption
  • GRI 206 Anti-competitive Behavior
SASB Index
  • TR-MT-510a.1
  • TR-MT-510a.2
Impact on Operations (Financial Materiality)
【Positive】
Actual Impact :A professional and independent Board of Directors ensures robust corporate operations. Through the Code of Conduct and anti-corruption systems, the Company reduces the frequency and severity of fraud and violations, maintaining credit ratings and investor confidence, thereby lowering the cost of capital and consolidating operational stability.
【Negative】
Potential Impact:If Board professionalism or independence is insufficient, or if ethical codes and anti-corruption systems fail to operate effectively, the Company may face significant compliance penalties, litigation, rising financing costs, operational disruptions, and reputational damage, adversely affecting access to financing. Having a sound governance structure and corporate integrity culture is an important management policy of the Company. It can help enhancing the Company's image, strengthens customer trust, improves corporate competitiveness, and reduces risks related to regulatory compliance. 
【Strategy】
In line with the principles of fairness, honesty, integrity, and transparency, Yang Ming has established the "Code of Ethical
Conduct for Yang Ming Marine Transport Corporation." To further cultivate a corporate culture of integrity and ensure
sound corporate development, the company has also formulated a series of internal policies, including the Yang Ming Group Code of Ethical Conduct" and the Yang Ming Integrity Management Procedures and Guidelines. The Company also introduced ISO 37001 Anti-Bribery Management Systems. To strengthen the Company's anti-bribery control measures, anti-corruption and anti-bribery management manuals and due diligence mechanisms were formulated and optimized. In 2025, 86 due diligence operations were conducted, including business associates
Impact on Society, Environment, and Human Rights (Impact Materiality)
【Positive】
Actual Impact:Promoting environmental policies that exceed regulatory standards strengthens corporate environmental responsibility and enhances positive contributions to society and the environment. Simultaneously, a comprehensive Code of Conduct, anti-discrimination policies, and human rights protection mechanisms promote employee well-being, talent retention, and productivity.
【Negative】
Potential Impact:Failure to implement ethical codes or human rights safeguards may expose employees to unsafe or infringing work environments, leading to labor disputes, litigation, fines, and severe reputational harm. Business operations affected by trade disputes, legal actions, regulatory violations, or market bans may result in harm to customer interests and undermine customer trust in the market. Failure to strictly comply with environmental regulations can lead to pollution or waste issues, posing threats to coastal ecosystems and residents' health. Non-fulfillment of legal obligations regarding labor rights may cause physical or mental harm to workers, potentially impacting their families. Such issues may also attract strong reactions from labor unions, social activist groups, or the media.
【Coverage of Assessment】
 >50% of business activity
【External stakeholder】
Environment, Society, Consumers and Supply Chain
【Impact Metric】
Social cost caused/avoided:Evaluate whether the grievance channels for the Company's external stakeholders are accessible and effective, as well as the Company's track record of regulatory compliance. In 2025, the Independent Directors' mailbox received 11 complaints, of which 2 were accepted as formal cases; the whistleblowing mailbox received 14 complaints, of which 4 were accepted as formal cases. 0 cases of material regulatory violations.
Position of the Impact of Sustainability Issues in the Value
  • Upstream
  • Yang Ming
  • Downstream
Action Response Chapters
  • 2.1 Corporate Governance Blueprint
  • 2.2 Ethical Management


Response Measures and Action Plans

 
2025 Targets and Performance Short/medium/long-term goals
Targets:
  • Drive Board Diversity policies. 
  • Study the establishment of a Board-level Sustainability Committee.
  • Conduct at least one investor briefing per quarter.
  • Plan IFRS adoption per regulatory schedules.
  • Link 10% of senior executive remuneration to ESG performance. 
  • Maintain ISO 37001 Anti-bribery Management certification. 
  • Deepen integrity awareness through training (98% participation/pass rate target).

Performance Results:
  • Following the 21st Board election, there are 15 directors, including 5 independent directors; 4 directors are female.
  • Reorganized the Risk Management Committee into the Sustainable Development and Risk Management Committee and amended its organizational charter.
  • Conducted 4 online investor briefings.
  • ESG targets integrated into performance appraisals; for 2025, the ESG weight for the President and VPs ranged from 10% to 15%.
  • Integrated IFRS requirements into the latest internal control systems and reported to the Board quarterly. 
  • Performed ISO 37001 annual due diligence, maintained certification, and conducted training for shore-based and sea-based personnel.
  • The integrity-related education and training programs achieved a 100% pass rate on assessments.
  • Key tier-1 supplier sustainability self-assessment questionnaire review ratio reaches 100%.
Short-term (2026):
  • Conduct, convene, and disclose the operations of the "Sustainable Development and Risk Management Committee".
  • Link 10% of remuneration for senior executives (President, Vice President, and Group Chief Officers) to ESG performance.
  • Complete IFRS adoption per regulatory schedules.
  • Formulate policies to protect consumer/customer rights regarding marketing and labeling.
  • By 2026, the company aims to deliver integrity awareness training with a target participation and pass rate of 98%, while maintaining zero incidents of breaches related to integrity, corruption, or conflicts of interest.
  • Key tier-1 supplier sustainability self-assessment questionnaire review ratio reaches 90%.
Medium-term (2030):
  • Maintain Corporate Governance Evaluation ranking within the top 6%~20%.
  • Maintain internal control effectiveness and cybersecurity management.
  • Strengthen employee compliance, risk control awareness, and integrity management mechanisms.
  • Institutionalize supplier sustainability management and establish phase-out mechanisms. 
Long-term (2050):
  • Achieve the top 5% in Corporate Governance Evaluation.
  • Continuously strengthen integrity management mechanisms, information transparency, and ethical awareness.
  • Continuously optimize supplier sustainability management mechanisms.

02 Economic Performance

GRI Topic
  • GRI 2 General Disclosures
  • GRI 201 Economic Performance
SASB Index
-
Impact on Operations (Financial Materiality)
【Positive】
Actual Impact :The Company's operational economic performance directly affects its financial health. Excellent financial performance enhances market confidence and brand competitiveness.
【Negative】
Potential Impact:Poor economic performance may weaken profitability and market valuation, increasing pressure on the cost of capital. Negative economic impacts may also hinder business operations and reduce expected revenue.
Impact on Society, Environment, and Human Rights (Impact Materiality)
【Positive】
Actual Impact:Improved operational performance enables more stable, safe, and energy-efficient international container services. Robust economic performance drives stock price appreciation, increases financial returns for shareholders and investors, and provides better compensation for employees.
【Negative】
Potential Impact:If operational performance falls below expectations, it not only damages the financial interests of investors but also causes economic pressure on employees if salaries cannot be paid in a timely manner.
Position of the Impact of Sustainability Issues in the Value
  • Yang Ming
Action Response Chapters
  • Company Profile
  • 2.1 Corporate Governance Blueprint
  • 2.2 Ethical Management


Response Measures and Action Plans

 
2025 Targets and Performance Short/medium/long-term goals
Targets:
  • Maintain credit rating at twA-/twA-1. 
  • Actively maintain port operational cooperation to ensure service continuity and stability.
  • Continuously drive overseas terminal investment and layout to support long-term development.
  • Strengthen Southeast Asia coverage and enhance European route coverage.
  • Conduct vessel resource optimization to enhance revenue generation.

Performance Results:
  • Credit rating maintained at twA/twA-1 with a stable outlook. 
  • Continued active promotion of overseas port investments and layouts for long-term growth.
  • Supported the sustainable operation of the group's bulk shipping business and continued to strengthen fleet resources.
  • Increased route coverage and frequency across key trade lanes. 
  • Optimized vessel resources: adjusted route structures and evaluated voyage profitability.
Short-term (2026):
  • Continuously explore upstream/downstream (terminals, yards, warehouses) and horizontal investment opportunities.
  • Complete and submit deployment plans for new-generation eco-friendly vessels to facilitate fleet renewal and decommissioning
Medium-term (2030):
  • Maintain a robust financial structure.
  • Strengthen route layouts and network coverage.
Long-term (2050):
  • Enhance overall operational performance and efficiency.

03 Navigation and transportation safety

GRI Topic
Custom Topics
SASB Index
  • TR-MT-540a.1
  • TR-MT-540a.2
  • TR-MT-540a.3
Impact on Operations (Financial Materiality)
【Positive】
Actual Impact :Implementing vessel safety management and risk assessments reduces asset losses and the likelihood of business disruption caused by maritime accidents. Enhancing shipping safety ensures service stability, mitigates supply chain delays and reputational risks, and maintains competitiveness.
【Negative】
Potential Impact:Failure to effectively implement safety and risk management increases accident frequency and severity, potentially leading to asset loss, operational interruptions, and damage to brand reputation, adversely affecting cash flow and the cost of capital. Shipping safety is the company's commitment to employees and customers. Also, Shipping safety is the foundation of the Company's operations. By prioritizing and enhancing measures related to maritime safety, we can strengthen customer trust, improve corporate competitiveness, and reduce the risk of cargo damage claims arising from shipping incidents.
【Strategy】
Safety management of vessel operations is crucial. Vessel managers assess risks based on specific situations, formulate control measures, and establish processes for responding to emergencies. Risk Assessment (RA) and Training Risk Assessment (TRA) have been implemented onboard. To strengthen vessel risk management, fleet risks are within controllable risk ranges, and acceptable risk tolerance levels are assessed based on onboard risk assessment forms. Through advance risk identification and monthly implementation of "Self-Identified Deficiency (SID) form" and additional control measures, both vessel and shore sides can quickly find problem solutions in the short term. The Company also established a Smart Ship Center, integrating the weather software to help the fleet to identify hazardous weather conditions as early as possible in order to adjust routes and reduce risks.
Impact on Society, Environment, and Human Rights (Impact Materiality)
【Positive】
Actual Impact:Effective safety management reduces accident probability, preventing negative impacts on employees, the environment, and the supply chain. High safety and stability levels maintain smooth logistics, safeguard global trade, and support overall economic functioning.
【Negative】
Potential Impact:Failure to implement proper vessel safety management can jeopardize employee health and safety. Additionally, when vessel risks exceed controllable limits, the likelihood of maritime accidents increases, potentially harming customer interests and undermining partner trust. Furthermore, vessel leakage incidents can cause long-term adverse impacts on marine ecosystems, subsequently affecting coastal communities and local economic development.
【Coverage of Assessment】
>50% of business activity
【External stakeholder】
Environment, Society and Consumers
【Impact Metric】
Social cost caused/avoided:Evaluate the Company's performance in implementing shipping and cargo loading safety measures. 0 incidents of containers lost at sea or collapses in 2025.
Position of the Impact of Sustainability Issues in the Value
  • Upstream
  • Yang Ming
  • Downstream
Action Response Chapters
  • 2.3 Compliance Governance and Internal Audit System
  • 4.1 Navigation and Transportation safety


Response Measures and Action Plans

 
2025 Targets and Performance Short/medium/long-term goals
Targets:
  • Maintain vessel stowage safety: Zero containers lost at sea or collapses.
  • Zero errors in safety control for specialized cargo. 
  • Implement vessel operational safety. 
  • 80 personnel to obtain Alternative Energy Vessel (LNG) operation training or certificates.

Performance Results:
  • Zero cases of self-operated fleet detention by PSC due to improper management.
  • Achieved the target of 0 cases of containers lost at sea or collapses throughout the year.
  • Achieved the target of 0 safety control errors of specialized cargo.
  • Completed LNG Vessel related training: 218 person-times.
Short-term (2026):
  • PSC detentions for self-operated vessels due to safety management deficiencies: ≦ 2 times/year.
  • Zero incidents of containers lost at sea or collapses.
  • Zero errors in safety control for specialized cargo.
  • Self-manage two Alternative Energy Vessels (LNG).
Medium-term (2030):
  • No serious deficiencies or detentions for vessels inspected by PSC.
  • Enhance cargo transportation safety.
  • Refine specialized cargo management.
  • Strengthen vessel operations and crew training.
Long-term (2050):
  • Fulfill comprehensive maritime and shipping safety management.

04 R&D and investment in low-carbon technologies

GRI Topic
Custom Topics
SASB Index
Custom Topics
Impact on Operations (Financial Materiality)
【Positive】
Actual Impact :Investing in low-carbon technology R&D and capital expenditures can reduce the Company's carbon emission expenses and mitigate transition risks, enhancing competitiveness in the low-carbon transportation market.
【Negative】
Potential Impact:Failure to implement low-carbon technology adoption or investment will lead to higher carbon costs, regulatory pressure from climate laws, and transition risks, resulting in increased operating costs and potential loss of customers and market position.
Impact on Society, Environment, and Human Rights (Impact Materiality)
【Positive】
Actual Impact: Low-carbon technology R&D and investment can mitigate greenhouse gas (GHG) emissions from shipping activities, reduce pressure on the marine environment and climate change, and enhance the sustainable resilience of the shipping supply chain.
【Negative】
Potential Impact:Failure to take low-carbon technology or emission reduction investments will have a negative impact on the environment and exacerbate climate risks. The widening gap between stakeholder expectations of corporate environmental responsibility will lead to a decline in market trust and impact shareholder rights.
Position of the Impact of Sustainability Issues in the Value
  • Yang Ming
  • Downstream
Action Response Chapters
  • 3.4 R&D and Investment in Low-Carbon Technologies


Response Measures and Action Plans

 
2025 Targets and Performance Short/medium/long-term goals
Targets:
  • The installation rate of Alternative Maritime Power (AMP) equipment for the own fleet reaches 57%.
  • Utilize Biofuels.
  • Deploy new energy-saving vessels, conduct hull optimization, and perform feasibility analysis for vessel carbon reduction technologies.
  • Conduct testing and reporting on vessel carbon reduction technologies.
  • Achieve RE30 for Taiwan-owned office buildings.

Performance Results:
  • The installation rate of Alternative Maritime Power (AMP) equipment for the own fleet reached 57.1%.
  • Completed the deployment plans for six 8,000 TEU methanol dual-fuel ready container ships and seven 16,000 TEU LNG dual-fuel container ships.
  • Completed feasibility analysis reports for two vessel carbon reduction technologies. 
  • Achieved RE30 (30% renewable energy) for Taiwan-owned office buildings.
Short-term (2026):
  • Achieve a 65% installation rate of Alternative Maritime Power (AMP) for the own fleet.
  • Conduct feasibility studies for Carbon Capture and Storage (CCS) equipment and Shaft Generator retrofits.
  • Achieve RE30 (30% renewable energy) for Taiwan-owned office buildings.
Medium-term (2030):
  • Reduce Scope 1 carbon emission intensity by 10% compared to the 2024 baseline.
  • Eco-friendly energy-saving vessels to account for 50% of the total operating fleet.
  • Reach at least 5% usage of clean energy. 
  • Achieve 100% AMP equipment installation for operating vessels.
  • Achieve RE40 for Taiwan-owned office buildings..
Long-term (2050):
  • Net Zero Carbon Emissions.

05 Energy and resource management

GRI Topic
  • GRI 302 Energy
SASB Index
  • TR-MT-110a.3
  • TR-MT-110a.4
Impact on Operations (Financial Materiality)
【Positive】
Actual Impact : Strengthening energy and raw material management enhances resource efficiency and reduces energy costs. It also ensures compliance with international decarbonization regulations, reducing carbon tax expenditures and regulatory risks.
【Negative】
Potential Impact: Ineffective management leads to low energy efficiency, exposing the Company to higher energy expenditures, transition costs (such as carbon taxes), increased compliance risks, and heightened market competition pressure.
Impact on Society, Environment, and Human Rights (Impact Materiality)
【Positive】
Actual Impact:Effective energy management reduces operational energy consumption and greenhouse gas (GHG) emissions, alleviating sustainability pressures on the supply chain, society, and the global environment.
【Negative】
Potential Impact:Insufficient management causes energy waste and high emissions, leading to negative environmental impacts and potentially delaying the global progress toward Net Zero.
Position of the Impact of Sustainability Issues in the Value
  • Upstream
  • Yang Ming
Action Response Chapters
  • 3.2 Climate and Nature Change Governance Strategy


Response Measures and Action Plans

 
2025 Targets and Performance Short/medium/long-term goals
Targets:
  • Dynamic use of biofuels to achieve carbon intensity targets.
  • 90% of the fleet to achieve a CII rating of Grade C or higher. 
  • Office electricity consumption not higher than the 2024 baseline.

Performance Results:
  • Utilized approximately 129,142 tons of Biofuel in 2025, successfully meeting the annual target.
  • Completed procurement of LNG marine fuel and completed 2 energy technology exchange and collaboration projects.
  • Continued research on energy management plans, internal carbon pricing theories, and corporate case studies. 
  • Total office electricity consumption in 2025 decreased compared to the 2024 baseline.
Short-term (2026):
  • Control fuel consumption to achieve carbon intensity targets.
  • Drive procurement and technical collaboration for LNG and new energy.
  • Achieve RE30 (30% renewable energy) for Taiwan-owned office buildings.
  • Maintain total office electricity consumption at levels no higher than the 2024 baseline year.
Medium-term (2030):
  • Reduce Scope 2 total emissions by 20% compared to the 2024 baseline.
  • The usage of clean energy reaches 5%.
  • Formally implement Energy Management Plans and Internal Carbon Pricing (ICP).
  • Achieve RE40 for Taiwan-owned office buildings.
Long-term (2050):
  • Net Zero Emissions.

06 Talent cultivation

GRI Topic
  • GRI 404 Training and Education
SASB Index
-
Impact on Operations (Financial Materiality)
【Positive】
Actual Impact : Promoting systematic talent cultivation, including professional skill enhancement, maritime talent development, and green-collar competency training, helps strengthen the Company's operational efficiency, improve service quality, and enhance market competitiveness.
【Negative】
Potential Impact: Failure to effectively implement employee cultivation plans will lead to skill shortages and decreased work efficiency. Professional deficiencies may cause service delays and customer losses. An inability to maintain operations with new technologies will also lead to a decline in competitiveness.
Impact on Society, Environment, and Human Rights (Impact Materiality)
【Positive】
Actual Impact: Continuous investment in talent cultivation enhances employee competencies and contributes to the development of professionals in the maritime shipping industry, creating positive impacts on industry growth and social employment. Promoting green-collar and sustainability talent cultivation enhances the industry's capacity for the global Net Zero transition, mitigating environmental impacts and enhancing social sustainability resilience.
【Negative】
Potential Impact:Insufficient talent cultivation may lead to career stagnation for employees, increased operational risks, and reduced service quality, resulting in negative impacts on customers and supply chain operations.
Position of the Impact of Sustainability Issues in the Value
  • Yang Ming
Action Response Chapters
  • 5.2 Talent Recruitment and Cultivation


Response Measures and Action Plans

 
2025 Targets and Performance Short/medium/long-term goals
Targets:
  • Execute and improve based on the results of the annual Voice of the Employee (VOE) survey. 
  • Formulate employee training and development plans and disclose implementation status. 
  • Target 1/3 gender ratio for management; 25% for decision-making levels; 20% for STEM.
  • Maintain employee retention rate of 90% or higher.

Performance Results:
  • Conducted 2 improvement workshops and re-surveyed in Q4 2025 to track organizational changes and verify improvement effectiveness. 
  • Designed systematic courses across three dimensions and disclosed the training practices and implementation..
  • Any gender proportion of all employees: 49.56%; Decision-making management: 35.05%; STEM : 23.84%.
  • Achieved an employee retention rate of 93.46%.
Short-term (2026):
  • Formulate employee training and development plans to enhance career competencies and disclose implementation status.
  • Achieve a ratio of at least 1/3 for either gender among employees and management; 25% for decision-making levels; and 20% for STEM-related positions.
  • Maintain a retention rate of 90% or higher for shore-based employees.
Medium-term (2030):
  • Enhance employee satisfaction.
  • Elevate employee sustainability awareness.
  • Continuously maintain Healthy Workplace Certification.
Long-term (2050):
  • Diversity and Equality.
  • Employee Empowerment.
  • Build a Happy Workplace and a Sustainable Talent Ecosystem.

07 Occupational safety and health

GRI Topic
  • GRI 403 Occupational Health and Safety
SASB Index
-
Impact on Operations (Financial Materiality)
【Positive】
Actual Impact : A comprehensive Occupational Health and Safety (OHS) policy reduces the occurrence of occupational disasters and industrial accidents, lowering costs associated with medical expenses and legal liabilities while enhancing overall operational efficiency and stability.
【Negative】
Potential Impact: Failure to comply with OHS policies may lead to occupational diseases and industrial accidents, resulting in medical expenditures, corporate compensation liabilities, or even production/business disruption. Occupational disasters can also lower operational efficiency and cause investors and business partners to lose confidence.
Impact on Society, Environment, and Human Rights (Impact Materiality)
【Positive】
Actual Impact:Strengthening OHS management safeguards employee lives, minimizes negative impacts on employee health and families, and enhances workplace well-being, job satisfaction, and productivity.
【Negative】
Potential Impact:Insufficient OHS management may expose employees to occupational diseases, industrial injuries, or long-term health damage, negatively affecting individuals and their families. High accident rates lower employee morale and efficiency and can disrupt the supply chain operations of business partners, creating an adverse impact.
Position of the Impact of Sustainability Issues in the Value
  • Upstream
  • Yang Ming
Action Response Chapters
  • 5.4 Occupational Safety and Health


Response Measures and Action Plans

 
2025 Targets and Performance Short/medium/long-term goals
Targets:
  • Target Zero Accidents for major casualties attributable to the Company.
  • Enhance the efficiency and quality of health management (95% checkup completion rate). 
  • Elevate employee health concepts; conduct 1 training session with a 90%+ participation rate.
  • Target Zero work-related fatalities and serious injuries attributable to the Company.

Performance Results:
  • Achieved Zero work-related fatalities and serious injuries for major casualties for both sea-based and shore-based personnel.
  • 2025 health checkup completion rate reached 98%, exceeding the 95% target. 
  • Full-scale promotion of health activities. Participation rates for "Walking for Health" and "Tech Fitness" both exceeded 50%; subsidiaries were also invited to participate.
  • Conducted EAP Stress Management courses as a mandatory requirement for all staff, with a 93% pass rate.
  • Honored with the Ministry of Labor (OSHA) 2025 "Sustainable Workforce Health Pioneer Award" (Exemplary Group - Non-Manufacturing).
  • Recognized as an outstanding enterprise in the 2025 OSHA evaluation for OHS performance disclosure in sustainability reports.
Short-term (2026):
  • Target Zero work-related fatalities and serious injuries.
  • Provide physician consultations and care for high-risk employees identified after checkups (shore-based and sea-based).
  • Conduct 2026 shore-based health promotion activities.
  • Organize 4 health promotion events for sea-based personnel.
  • Promote high-value health checkup programs (NT$ 10,000+) for sea-based personnel. 
  • Implement Telemedicine services and health consultations for sea-based personnel.
  • Drive EAPs for shore/sea-based staff and optimize the service effectiveness of new EAP vendors.
  • Participate in OSHA/MOL "Sustainable Workforce Health Pioneer" and OHS disclosure rankings.
Medium-term (2030):
  • TargetZero work-related fatalities and serious injuries.
  • Optimize employee health management methods.
  • Continuously maintain Healthy Workplace Certification.
Long-term (2050):
  • Maintain an occupational injury rate lower than the industry average.
  • Build a Happy Workplace.

08 Digital transformation

GRI Topic
Custom Topics
SASB Index
Custom Topics
Impact on Operations (Financial Materiality)
【Positive】
Actual Impact : Digital transformation enhances transportation transparency, data circulation efficiency, and logistics quality, reducing operational errors and costs while strengthening customer service capabilities, which contributes to operational stability and corporate competitiveness.
【Negative】
Potential Impact: Failure to appropriately drive digitalization leads to information delays and decreased operational efficiency, increasing logistics costs and weakening competitiveness. A lack of digital capabilities among employees may also result in reduced productivity and service disruptions, affecting the Company's operational stability.
Impact on Society, Environment, and Human Rights (Impact Materiality)
【Positive】
Actual Impact:Promoting digitalization reduces paper usage and resource consumption while improving operational efficiency, helping to mitigate the negative environmental impacts of corporate operations. Optimizing digital processes reduces manual burdens and repetitive tasks, enhancing job quality and labor conditions.
【Negative】
Potential Impact:Insufficient digital progress may lead to increased consumption of resources like paper, creating additional environmental burdens. A digital skills gap among employees may cause adaptation pressure, placing them at a disadvantage during the transition and triggering human rights and labor equity issues.
Position of the Impact of Sustainability Issues in the Value
  • Yang Ming
Action Response Chapters
  • 4.2 Digital Transformation and Green Innovation


Response Measures and Action Plans

 
2025 Targets and Performance Short/medium/long-term goals
Targets:
  • Utilize digital tools/systems to assist in space control and empty container dispatch.
  • Use RPA and build DCSA standard OVS platforms to reduce manual tasks in schedules and specialized cargo.

Performance Results:
  • Developed and launched the DCSA OVS data exchange platform, introducing autonomous scheduling, automated variance verification, and system integration.
  • Optimized the official website UI/UX, enhancing convenience for vessel schedules and cargo tracking; consolidated online subscription reports for better data accuracy and consistency.
  • Completed space control system establishment and conducted quarterly AI training.
Short-term (2026):
  • Promote e-BL Issuance & Surrender services.
  • Collect customer feedback to optimize e-BL functions.
  • Optimize the website's Carbon Calculator to provide estimated cargo emissions for customers.
  • Evaluate space control process optimization for precise and efficient management.
  • Use AI to optimize corporate platforms and establish knowledge bases, strengthening "Knowledge Sustainability" Workforce
  • Health Pioneer" and OHS disclosure rankings.
Medium-term (2030):
  • Participate in setting industry digital standards and drive documentation digitalization, achieving 100% Bill of Lading digitalization by 2030. 
  • Establish a more convenient digital customer service platform. 
  • Strengthen AI and advanced digital applications.
Long-term (2050):
  • Complete full Digital Transformation.

09 Climate change and greenhouse gas emissions management

GRI Topic
  • GRI 305 Emissions
  • GRI 302-4: Reduction of energy consumption
SASB Index
  • TR-MT-110a.1
  • TR-MT-110a.2
Impact on Operations (Financial Materiality)
【Positive】
Actual Impact :Implementing climate change management and decarbonization strategies mitigates climate-related transition risks, strengthens the Company's ability to respond to carbon taxes, levies, and emission regulations, and enhances competitiveness in the low-carbon market.Greenhouse gas emission reduction and management of climate-related risks and opportunities can enable the company to comply with international trends and regulations, and enhance competitiveness by mitigating risks and seizing opportunities. The Company provides green service, YM EcoSea+, since 2025. By use of certified sustainable biofuel, issuance of carbon reduction certificates and aligness with the GLEC framwork, we can help customers reduce the scope 3 emission.
【Negative】
Potential Impact:Failure to achieve carbon reduction targets will lead to higher operational costs due to carbon fees and compliance expenditures, potentially affecting service pricing and weakening market competitiveness. Furthermore, failing to mitigate climate risks increases the Company's exposure to regulatory and investor pressure.
【Strategy】
To effectively manage potential climate related risks and opportunities throughout the company’s operations, the Risk Management Department and the Sustainability Committee have incorporated climate risks into their assessment and monitoring scope. The company continuously monitors climate related risks that may impact its operations, while also identifying opportunities that climate change may present. The results of these assessments are reported to senior management and the Board of Directors to support operational decision-making and oversight.
Impact on Society, Environment, and Human Rights (Impact Materiality)
【Positive】
Actual Impact: Proactive climate change management and emission reduction measures help mitigate the carbon footprint of maritime transport on the environment, foster climate resilience, and support global green transition goals.
【Negative】
Potential Impact: Ineffective emission reduction measures will exacerbate the negative impacts of GHG emissions from shipping on climate change and marine ecosystems. Lack of proactive management may also diminish stakeholder trust in the Company’s environmental responsibility.
Position of the Impact of Sustainability Issues in the Value
  • Upstream
  • Yang Ming
  • Downstream
Action Response Chapters
  • 3.2 Climate and Nature Change Governance Strategy
  • 3.3 Energy Use and Consumption


Response Measures and Action Plans

 
2025 Targets and Performance Short/medium/long-term goals
Targets:
  • Reduce carbon intensity by 1% compared to 2024.
  • Incorporate climate risk factors into investment, route design, and operational assessments.

Performance Results:
  • 2025 carbon intensity reached 36.45 g/TEU-km, a reduction of 1.57% compared to 2024.
  • Climate risk factors were duly considered during the investment project evaluation process.
  • Route adjustments and new route developments all complied with CII rating regulations.
  • Alternative Maritime Power (AMP) installation rate for the own fleet reached 57.1%.
  • Regularly scheduled underwater inspections or propeller cleaning for vessels.
  • Completed deployment plans for six 8,000 TEU methanol dual-fuel ready and seven 16,000 TEU LNG dual-fuel container ships.
Short-term (2026):
  • Reduce carbon intensity by 2% compared to the baseline year (36.29 g/TEU-km).
  • Continuously track GHG regulations to ensure timely response.
  • Incorporate climate risk factors into investment, route design, and operational assessments.
Medium-term (2030):
  • Reduce Scope 1 carbon emission intensity by 10% compared to the 2024 baseline.
  • Reduce Scope 2 total emissions by 20% compared to the 2024 baseline.
  • Eco-friendly energy-saving vessels to account for 50% of the total operating fleet.
  • Incorporate climate risk factors into investment and operational assessments.
Long-term (2050):
  • Net Zero Emissions.

10 Biodiversity

GRI Topic
  • GRI 101 Biodiversity
SASB Index
  • TR-MT-160a.1
  • TR-MT-160a.2
  • TR-MT-160a.3
Impact on Operations (Financial Materiality)
【Positive】
Actual Impact :Implementing marine ecosystem protection and biodiversity management reduces the risk of fines or reputational damage caused by pollution, habitat destruction, or ecological risks. Maintaining cooperation with local industries, fisheries, and port communities helps ensure supply chain stability.
【Negative】
Potential Impact: Failure to implement biodiversity protection may lead to penalties for habitat damage or impacts on coastal industries. Social pressure and market boycotts could result in reputational damage and increased operational costs.
Impact on Society, Environment, and Human Rights (Impact Materiality)
【Positive】
Actual Impact: Reducing operational pollution and damage to the marine environment helps protect biodiversity and maintain marine ecosystem balance, while ensuring the continuity of local industries that depend on ecosystem services.
【Negative】
Potential Impact:If the Company fails to protect marine ecology, its operations may exacerbate ecosystem degradation and lead to a decline in biodiversity, further impacting the development of local industries and the livelihoods of coastal communities.
Position of the Impact of Sustainability Issues in the Value
  • Upstream
  • Yang Ming
  • Downstream
Action Response Chapters
  • 3.8 Conservation of Biodiversity and Marine Ecology


Response Measures and Action Plans

 
2025 Targets and Performance Short/medium/long-term goals
Targets:
  • Implement biodiversity policies and strengthen TNFD alignment.
  • Participate in carbon sequestration projects, including afforestation and coral restoration.

Performance Results:
  • Completed TNFD assessment of material nature-related risks, opportunities, and response strategies, disclosed in the Sustainability Report.
  • Completed the "Chishang Township, Taitung County New Afforestation Voluntary Reduction Project."
  • Signed the second phase of the coral restoration collaboration with the National Museum of Marine Science and Technology (NMMST) and set up the third coral cultivation tank.
  • Fully utilized eco-friendly bamboo flooring and applied eco-friendly powder coating for new dry containers; filled new reefers with R513A refrigerant.
  • Continued participation in the "Protecting Blue Whales & Blue Skies" vessel speed reduction program, receiving the highest Sapphire Award.
  • Applied tin-free antifouling paint to vessel hulls to prevent marine pollution and maintain ecosystem balance.
  • Avoiding the core areas of the Great Barrier Reef when navigating Australian ports to protect coral reefs.
Short-term (2026):
  • Execute TNFD (Taskforce on Nature-related Financial Disclosures) risk assessment reports and refine quantitative processes.
  • Participate in carbon sequestration and biodiversity projects, including afforestation and coral restoration.
  • Fully adopt eco-friendly bamboo/wood flooring for dry containers.
  • Use eco-friendly refrigerant R513A for reefer units. 
  • Apply new eco-friendly powder coating for newbuildings.
Medium-term (2030):
  • Formally integrate TNFD framework into management systems.
  • Incorporate low-carbon factors into new container procurement; use eco-friendly paint and sustainable flooring for dry containers.
Long-term (2050):
  • Fully implement marine ecosystem protection and maintain global biodiversity.
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