半導體晶圓代工與無晶圓廠永續策略佈局比較研究：以台積電與聯發科為例

Abstract

半導體產業為全球科技發展的核心推手，廣泛應用於 AI、通訊、車用電子等前瞻領域。然而，其製造過程伴隨著高度的能源消耗、水資源使用與有害化學物質排放，使其成為環境衝擊的重要來源之一。隨著全球對企業社會責任的關注提高，ESG 已成為評估企業長期競爭力的重要指標。半導體企業如何因應永續轉型壓力、制定策略並展現具體行動，成為產業未來發展的關鍵課題。 本研究旨在探討晶圓代工（Foundry）與無晶圓廠（Fabless）兩種半導體次產業於永續策略佈局上的異同，選取台灣具代表性的兩家企業—台積電（TSMC）與聯發科技（MediaTek）作為個案進行比較分析。研究採用質性個案研究法，主要參考近三年之永續報告書、年報與相關次級資料。分析架構首先針對整體半導體產業進行說明，再透過價值鏈模型檢視兩間企業的業務活動與核心資源能力，並延伸探討兩者在半導體生態系中的互動與分工模式，最終於第五章導入 Baumgartner 與 Ebner（2010）提出之「永續策略成熟度模型」，從 ESG 三大構面切入，分析企業在環境、社會與經濟/公司治理議題上的策略表現與成熟程度。 研究結果顯示，TSMC 與 MediaTek 皆展現「永續型策略」的成熟輪廓，顯示兩者皆已進入永續發展的高度發展階段。兩間企業雖在實踐方式上各有特色，亦具一定共通性，綜合歸納出以下五點結論：(1)龍頭企業因資源充沛與社會關注度高，其永續策略容易達高成熟度階段；(2)半導體企業所處之產業鏈位置顯著影響環境方面的永續實踐與資源投入；(3)在社會與經濟/公司治理層面，TSMC 注重制度化治理，MediaTek 展現彈性；(4)無論產業角色為何，與供應商協同推動永續已成必要；(5)生物多樣性納入永續策略較晚，企業回應機制有待深化。 基於以上結論，本研究建議企業在推動永續策略時，應根據自身所處的產業角色與組織文化，發展合適的實踐路徑，同時強化與價值鏈夥伴的協同治理，將永續管理從內部營運擴展至整體生態系。面對生物多樣性這日益受到關注但發展仍相對初步的議題，企業宜從建立內部共識並對外發表承諾著手，作為深化永續作為的重要起點。綜合以上，期盼本研究能為半導體企業推動永續轉型提供實務參考，共同促進產業的整體永續發展。

The semiconductor industry is central to global technological advancement but also contributes significantly to environmental impact due to high energy consumption, water usage, and chemical emissions. With rising global attention to corporate responsibility, ESG has become a critical measure of long-term competitiveness. How semiconductor firms develop sustainability strategies and take concrete action has become a key issue for the industry. This study aims to explore the differences and commonalities in sustainability strategy deployment between two major sub-sectors of the semiconductor industry: Foundry and Fabless. Taiwan’s two representative firms—Taiwan Semiconductor Manufacturing Company (TSMC) and MediaTek—are selected as case studies for comparative analysis. Adopting a qualitative case study approach, the research primarily draws on sustainability reports, annual reports, and relevant secondary data from the past three years. The analytical framework begins with an overview of the semiconductor industry, followed by an examination of each company's business activities and core capabilities through the value chain model. It then extends to their interactions and division of roles within the broader semiconductor ecosystem. Finally, in Chapter Five, the study applies the "Profiles of Sustainability Strategies" model proposed by Baumgartner and Ebner (2010), using the ESG framework to assess the strategic performance and maturity levels of both companies across environmental, social, and governance dimensions. The results show that TSMC and MediaTek both exhibit characteristics of a “Visionary Strategy”, indicating that they have reached an advanced stage in their sustainability efforts. While commonalities exist, the two firms differ in their approaches. Five key conclusions are identified: (1) Leading firms, with more resources and public attention, tend to achieve higher levels of sustainability maturity; (2) A company’s position within the semiconductor value chain significantly influences its environmental strategies and resource allocation; (3) TSMC emphasizes Institutionalized Governance, while MediaTek demonstrates flexibility in social and economic/governance aspects; (4) Regardless of their industry role, collaborating with suppliers to advance sustainability has become essential; and (5) Biodiversity was integrated late into sustainability strategies and requires stronger corporate focus. Based on these findings, the study recommends that companies develop sustainability strategies aligned with their industrial roles and organizational cultures, pursue context-specific approaches, and enhance collaborative governance across the value chain to extend their sustainability impact. Regarding biodiversity—an increasingly important yet underdeveloped area—companies are advised to begin by building internal consensus and issuing external commitments as a foundation for more robust action. Overall, this study offers practical insights for semiconductor firms seeking to accelerate sustainability transitions and contribute to the broader goal of sustainable industry development.