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- Taipower and Sustainability
- Stakeholder Communication and Engagement
Stakeholder Communication and Engagement
Taipower and Sustainability | Performance Highlights
Analysis of Material Topics
Taipower's 2025 materiality analysis was conducted in accordance with the GRI Universal Standards 2021 and AA1000 SES. The process also referenced domestic and international energy transition trends, peer disclosure practices, and industry risk issues. The assessment focused on actual and potential impacts that Taipower's operating activities and business relationships have or may have on the economy, environment, and people, including human rights. Stakeholder concern levels were also included to assess the significance of each issue.
Taipower also referenced the Double Materiality concept proposed by the European Union, assessing topics from two perspectives: impacts on external stakeholders and risks and opportunities affecting the Company's operations and finances.
In 2025, Taipower continued to apply the 2024 classification framework, covering three dimensions: Governance and Economics, Environment, and Society. The topic "Accessibility and Affordability of Electricity" was newly added in response to concerns over social equity and livelihood needs during the energy transition.

Identification Process for Material Topics
- In accordance with AA1000 SES (2015), Taipower identified stakeholder contacts across business units and consolidated them into 10 stakeholder categories.
- Taipower reviewed sustainability policies and disclosure trends from domestic and international benchmark companies and integrated power utilities, identifying 20 sustainability topics aligned with its operational characteristics.
- Taipower collected 679 valid questionnaires across 10 key stakeholder groups—including board members, employees, government bodies, experts, customers, and local communities—to assess concern levels on sustainability issues.
- Taipower systematically mapped the actual and potential economic, environmental, and human rights impacts across its operations and value chain, providing a foundation for material topic assessment, strategy formulation, and sustainability disclosure.
- Taipower comprehensively incorporated stakeholder concern levels and senior executive assessment results regarding how key issues may affect organizational operations.
- Assessment dimensions included revenue growth, customer satisfaction, employee engagement, and operational risks, with each topic quantitatively scored and ranked for materiality.
- Through matrix analysis, quantitative results, and professional judgment, Taipower prioritized and consolidated significant impacts. In 2025, identified impact items included 12 major positive impacts and 9 major negative impacts.
- Once finalized, the material topic rankings were integrated into Taipower’s management and risk allocation mechanisms to align sustainability with corporate strategy. Ultimately, 13 material topics were identified in 2025 as the focus of management and report disclosure.
2025 Materiality Matrix
Positive Impact and Occurrence Possibility Matrix
Negative Impact and Occurrence Possibility Matrix
Compared with the previous year, the overall ranking of Taipower's 2025 material topics remained generally stable. Stability and Reliability of the Power Supply and Power Plant Renewal and Decommissioning remained among the top topics, showing that a stable power supply and asset governance continue to be core issues. Environmental Impact and Resource Management and Worker Health and Safety received greater attention, reflecting rising stakeholder expectations for system implementation and risk control. Accessibility and Affordability of Electricity was newly added this year to address concerns over social equity and livelihood needs during the energy transition.
Correspondence between stakeholders and the theme of sustainability
| Material Topic | Materiality to Operations | Description of Impact | Value Chain Impact Boundary | GRI Standards | SASB Disclosure Topic | ||||
| + Positive Impact / - Negative Impact | Within Taipower | Customer | Partners | Other Social Relationships | |||||
| Governance and Economics | Stability and Reliability of the Power Supply | Strengthens grid resilience, equipment availability, and dispatch management to ensure stable power supply and support society and industrial development | + A stable power supply supports normal operations of people's livelihoods, industries,and infrastructure - An unstable power supply may cause production interruptions, economic losses, and investment uncertainty |
Economic: 203 Indirect Economic Impacts |
Grid Resilience | ||||
| Power Plant Renewal and Decommissioning | Improves efficiency and reduces environmental and safety risks through unit replacement, facility upgrades, and decommissioning management | + Improves operational efficiency and overall competitiveness - Regulatory, environmental impact assessment, and community communication pressures may increase implementation difficulty and costs |
Economic: 203 Indirect Economic Impacts |
- | |||||
| Operational and Financial Performance | Supports power infrastructure, transition investments, and equipment renewal through sound financial management and operational efficiency | + Helps maintain stable power supply and sound financial operations - If costs cannot be reasonably reflected, investments and long term operational stability may be affected |
Economic: 203 Indirect Economic Impacts |
- | |||||
| Digital Applications and Information Security | Reduces operational risks and enhances system resilience through smart technologies, cybersecurity, and personal data protection | + Helps reduce system interruption risks, data leakage, and cyberattack incidents - Cybersecurity incidents or human error may harm stakeholder rights and corporate trust |
Economic: 203 Indirect Economic Impacts |
- | |||||
| Corporate Governance and Sustainable Management | Enhances transparency and corporate resilience through sound decision making, risk management, legal compliance, and sustainability governance | + Enhances long term corporate value and sustainable competitiveness - Inadequate governance or integrity mechanisms may damage corporate reputation and stakeholder rights |
General Disclosures: Governance and Compliance with Laws and Regulations Economic: 203 Indirect Economic Impacts、205 Anti-corruption |
- | |||||
| Environmental | Environmental Impact and Resource Management | Improves environmental and resource management to reduce pollution and ecological disturbance, and enhance environmental performance and social trust | + Reduces pollution and emissions and supports regulatory compliance - Stricter regulations may increase technology upgrade and management costs |
Economic: 201 Economic Performance Environmental: 305 Emissions |
GHG Emissions and Energy / Resource Management | ||||
| Renewable and Low- Carbon Energy Transition | Reduces reliance on high carbon energy and improves system resilience by expanding low carbon energy and optimizing the energy structure | + Enhances energy autonomy and reduces GHG emissions - Without adequate supporting measures, renewableenergy intermittency may affect power supply stability |
Economic: 203 Indirect Economic Impacts Environmental: 305 Emissions |
GHG Emissions and Energy / Resource Management | |||||
| Climate Strategy and Action | Promotes carbon reduction, adaptation, and net zero transition through clear climate strategies and actions to reduce climate risk impacts | + Strengthens response capacity for transitionand physical risks - Net zero transition may increase short term costs due to equipment renewal and technology introduction |
Economic: 201 Economic Performance Environmental: 305 Emissions |
GHG Emissions and Energy / Resource Management | |||||
| Energy Efficiency | Reduces energy consumption, costs, and environmental burdens by improving energy efficiency | + Improves power generation efficiency and reduces unit energy consumption and carbon emissions - If efficiency does not continue to improve, carbon emissions and environmental costsmay increase |
Economic: 203 Indirect Economic Impacts Environmental: 302 Energy |
- | |||||
| Society | Worker Health and Safety | Reduces occupational accident risks and protects employee health through sound occupational safety systems, training, and health promotion | + Creates a safe workplace and enhances employeehealth, cohesion, and work efficiency - Inadequate safety management may increase occupational accidents, reputational loss, and fines |
Society: 403 Occupational Health and Safety |
Healthy and Safe Workplace | ||||
| Safety Management and Crisis Response | Reduces accident impacts and enhances corporate resilience through sound safety management and crisis response mechanisms | + Reduces accident costs and enhances corporate reputation and social trust - Inadequate response planning may cause project delays, operational interruptions, and expandedlosses |
Economic: 203 Indirect Economic Impacts |
Nuclear Safety and Crisis Management | |||||
| Talent Management and Development | Strengthens organizational competitiveness and productivity through talent cultivation, performance management, and professional capability enhancement | + Enhances workforce quality and supports long term corporate development - Unfair performance appraisal or promotion may affect morale and increase turnover |
Social: 401 Employment、404 Training and Education |
- | |||||
| Accessibility and Affordability of Electricity | Enhances access to and affordability of electricity through stable power supply, reasonable tariffs, and support for disadvantaged groups and remote areas | + Helps meet basic electricity needs for people'slivelihoods - Related subsidies and facility investments may increase operating costs |
Economic: 203 Indirect Economic Impacts |
Energy Affordability | |||||
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