Sustainable Impact

Sustainable Value Creation

TSMC provides advanced processes and technology platforms to help customers realize innovations, drive the success and application of their products, and create value for society and stakeholders. This is a manifestation of the "Better, Together" spirit and a critical reason why TSMC can continue to grow and exert influence. TSMC believes in integrity leadership and has created a sustainability impact management framework based on the Company's strong governance foundation, six major capitals, four core elements, six sustainable management competencies, and Environmental Profit and Loss (EP&L) valuation model to evaluate and manage the entire value chain's contribution to society.

Sustainability Impact Valuation Model

Economic Value Operating Revenue Greenhouse Gases Global Warming Carbon Social Cost of Human Health Damage Individual/Employer/ Social Cost Occupational Injury Working-hour Loss Cash Dividend Water Consumption Drought Taxes Net Income Air Pollution Particulate Matter Employee Compensation Depreciation/ Amortization Photochemical Ozone Volunteer Services Time Value Procurement Increased Output Industry Supply/ Demand Driven by TSMC Value Waste Toxic Substances Environmental Value Social Value Scope & Boundary Output Input/ Impact Pathway Results Measure & Value Impact Planning Application & Valuation

Sustainability Impact Strategy Map

The TSMC Sustainability Impact Strategy Map employs the concept of performance management to connect predicted results in value chain activities with causality among driving factors. We then apply the concept of P&L to identify positive or negative impacts on the economy, environment, and society.
12,302 217,100 GWh Customer Use InnovativeProducts Energy EfficientProducts TSMC Operations $1,587.4 Billion -$16.2 Billion $258.5 Billion Economic Value EnvironmentalValue SocialValue $1,332.3 Billion -$14.3 Billion $214.1Billion Upstream Procurement Economic Value EnvironmentalValue SocialValue Positive Impact Negative Impact Causal Relationship