台灣科技業之ESG永續發展－廠商環境策略與轉型佈局

Abstract

2015年，聯合國提出十七項永續發展目標（Sustainable Development Goals, SDGs），除包含千禧年發展目標的八項目標，更增加了多項環境議題，可看出十五年來，聯合國對於永續的追求已從人權議題慢慢擴大至環境議題，而企業間也有相同趨勢，國際企業紛紛加入永續行列，除組織內部的環境政策，也開始要求供應商關注相關永續議題。 本研究透過統整國際氣候協商歷程與歐盟碳定價議題，提出對台灣政府碳定價進程建議。並且藉由統整國際間知名的永續組織、倡議、金融指數與評級、ISO環境標準，以及國內外三家IT科技業廠商之最佳實務，以鑽石模型點出台灣環境的競爭優劣勢，並以價值鏈與C-SOP模型提供國內IT科技業短中長期的策略建議，提出人才面、組織面、文化面的行動方針，供國內永續專職團體與專業經理人掌握永續趨勢並合理決策。

In 2015, the United Nations proposed 17 Sustainable Development Goals (SDGs). In addition to the Millennium Development Goals, environmental have been added, which emphasized that the imagination of sustainability has gradually expanded from human rights to environment protection. Not only nations care sustainability, international enterprises also focus on internal environment policies and the supplier’s sustainable behavior. The suggestions of the carbon pricing in Taiwan was made by integrating the international climate negotiation process and the EU carbon pricing system in this research. In order to provide cooperate sustainability office or executive manager to manage trends and make decent decisions, global sustainability organizations, initiatives, financial index and rankings, ISO standards, and three best practice IT companies were introduced at first. Then, the pros and cons of environment in Taiwan was analyzed via diamond model. Last but not least, the intergraded short-term, midterm, and long-term suggestions were provided for Taiwan IT industry through C-SOP model which includes culture, people, strategy, and organization.