Looking ahead to the next decade of global trade and economic dynamics, we stand at a historic juncture where industry rules are being reshaped. The concurrent occurrence of multiple crises is no longer a short-term fluctuation, but a “new normal” that enterprises must confront in their operations. The reconfiguration of geopolitical blocs, the deepening of regionalized trade barriers, and the severe challenges brought by climate change are rewriting the rules of survival for the global high-end manufacturing sector. Standing at the beginning of a new era, we recognize that sustainability has long transcended the scope of corporate social responsibility. It is our core strategy to ensure operational resilience in fierce competition, to widen the gap with competitors, and to continue earning the trust of global customers.
From Passive Defense to Proactive Positioning: Reshaping a Green Supply Chainwith Ultimate Resilience
In the past, we have witnessed the rise of the “tariff tsunami” and trade protectionism. Looking ahead, we see the global supply chain accelerating in its shift from globalization toward localization and regionalized supply. Future trade barriers will not be limited to price and place of origin, but would also be deeply tied to carbon footprint and human rights standards. In the face of this irreversible trend, we have already abandoned a passive defensive mindset. SAI is actively restructuring our highly resilient operating system by enhancing the flexible allocation of production capacity at existing bases and deepening localized supply capabilities, in order to respond to international political and economic shifts. At the same time, we are progressively optimizing supplier management mechanisms and enhancing production resilience through digital management, ensuring
a transparent and agile supply framework that serves as the foundation for being the preferred partner of top brands and global industry clients.
In 2025, SAI received external recognition and honors:
Domestic
- Taiwan Circular Economy Awards: Product Award – Annual Model Award
- Global Views Monthly ESG Corporate Sustainability Awards: Low-Carbon Operations Category – Model Award
- Taiwan Corporate Sustainability Awards (TCSA): Sustainability Reporting – Gold Award
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International
- S&P Global CSA (Corporate Sustainability Assessment): Ranked in the top 14% of the ATX Auto Components industry
- CDP (Carbon Disclosure Project): Improved from 2024’s D- rating, achieving a C in Climate Change and a B- in Water Security
Greater turbulence in the environment demands from us greater clarity of vision. Therefore, in the coming decade of increasingly fragmented markets and tightening regulations, transparency and integrity are to remain SAI’s most valuable assets. We will commit to continuously refining climate risk assessments and, by adhering to the highest standards of sustainability governance, strengthening SAI’s risk response and adaptation capabilities.
We give our sincerest thanks to our colleagues for their steadfast commitment along the path of transformation, as well as all shareholders and partners for their long-standing support. Sustainability is an endless marathon. Amid future uncertainties, SAI will leverage sharper insights, more agile strategies, and stronger resilience to transform challenges into opportunities for renewal, continuously reaching new peaks of sustainable growth.
Sustainable Operations
We aim to become the optimal supplier of the industry, improve human living quality, and create a sustainable, all-win happy enterprise.
Performance-oriented: We introduce a market-competitive compensation system and set competence and contribution as the key performance indicators of compensation and promotion. We also encourage employees to sow more effectively and efficiently so as to reap more.
Continual improvement: Make continual improvement in all aspects without overlooking any point, and find the root cause of all problems to prevent recurrence.
Total participation: Encourage employees to make various recommendations, proposals and action plans, respect and trust one another between labor and management and among departments so as to make a better SAI through collaboration.
Right persons for right places: Respect the expertise and specialty of employees, and assign the most suitable job and duty to employees by role and responsibility.
Teamwork: Value collaboration, share information and inherit experience, actualize oneself to achieve others, accomplish targets through teamwork.
Self-discipline and accountability: Maintain self-discipline, make defined and detailed plans, improve execution capability, finish the job and finish it well, and set higher standards continuously.
Learning and innovation: Enjoy continuous learning, absorb new knowledge, and make continual improvement and innovation with what is acquired.
Stakeholder Communication
To meet the expectations of our stakeholders, SAI follows the AA1000 Stakeholder Engagement Standards (AA1000 SES), identifying seven key stakeholders based on five criteria:
dependency, responsibility, closeness, influence, and diverse perspectives. The identified key stakeholders are customers, employees, shareholders, government organizations, banking institutions, suppliers, and community/local groups. We provide various communication channels to enhance feedback and dialogue with stakeholders. Risks are identified for the year, and reassessments are conducted every two years.
Material Topics
SAI adopts the Double Materiality principle as proposed by the European Union, integrating impacts on the economy, environment, and society along with operational impacts into our materiality analysis considerations. To comprehensively reflect diverse stakeholder perspectives and enhance the accuracy of material topics, SAI integrated the questionnaire responses from internal senior executives and external stakeholders.
For the 2025 material topics, the top four topics in each of the environmental, social, and governance dimensions were selected. With reference to the SASB Auto Parts industry disclosure topics and peer companies’ material topics, the Sustainable Development Committee resolved after discussion to merge “Green Innovation Products” into “Innovative Products and Technologies.” Taking into account industry development trends, “Circular Economy” and “Sustainable Supply Chain” were also incorporated, ultimately identifying a total of 13 material topics as follows:
- Environmental Aspect: Energy Management, Waste and Hazardous Substances Management, Circular Economy, Air Pollution Control.
- Social Aspect: Product Quality and Safety, Customer Relationship Management, Talent Attraction and Retention, Occupational Health and Safety.
- Governance Aspect: Compliance with Laws and Regulations, Innovative Products and Technologies, Information Security, Risk Management, Sustainable Supply Chain.
