United Microelectronics Corporation
2020 Annual Report
Printed on February 24, 2021
UMC Annual Report Information Can Be Accessed from the Following Websites:
https://www.umc.com
https://mops.twse.com.tw
TSE Code: 2303
NYSE Symbol: UMC
Annual Report
2020
Spokesperson
Chitung Liu
Senior Vice President and
Chief Financial Officer
886 (2) 2658 9168
Chitung_Liu@umc.com
Fab 8F
Securities Dealing Institution
3 Li-Hsin 6th Rd., Hsinchu Science Park, Hsinchu,
Horizon Securities Co., Ltd.
Taiwan 30078, R.O.C.
886 (3) 578 2258
Fab 8S
Stock Registration Department
3F, No.236 Hsin-Yi Rd. Sec. 4, Taipei, Taiwan
10680, R.O.C.
886 (2) 2326 8818
Acting Spokesperson(s)
Hsinchu, Taiwan 30077, R.O.C.
16 Creation 1st Rd., Hsinchu Science Park,
http://www.honsec.com.tw
Jinhong Lin
Finance Division
Senior Director
886 (2) 2658 9168
Jinhong_Lin@umc.com
David Wong
Finance Division
Manager
886 (2) 2658 9168
886 (3) 578 2258
Fab 12A
18, 20 Nan-Ke 2nd Rd., & 57 Nan-Ke 3rd Rd.,
Southern Taiwan Science Park, Sinshih, Tainan,
Taiwan 74147, R.O.C.
886 (6) 505 4888
Singapore Branch
3 Pasir Ris Drive 12, Singapore 519528
David_Wong@umc.com
65 6213 0018
ADR Depositary and Registrar
J.P. Morgan Depositary Receipts
383 Madison Avenue, 11th Floor
New York, NY 10179, U.S.A.
General Contact：1 (800) 990 1135
Outside the USA：1 (651) 453 2128
http://www.adr.com
ADR Exchange Marketplace
NYSE Euronext
11 Wall Street,
New York, NY 10005, U.S.A.
1 (212) 656 3000
http://www.nyse.com
Ticker/Search Code: UMC
Euro Convertible Bond Exchange
Marketplace
Singapore Exchange Securities Trading
Limited
2 Shenton Way
#02-02 SGX Centre 1
Singapore 068804
65 6236 8888
http://www.sgx.com
Subsidiary in Mainland China
HJ
333 Xinghua St., Suzhou Industrial Park, Suzhou,
Jiangsu Province 215025, P.R.C.
0512 65931299
Subsidiary in Mainland China
USCXM
899 Wan Jia Chun Road, Xiang’an District, Xiamen,
Fujian Province, P.R.C.
0592 7687888
Subsidiary in Japan
USJC
3-1 Kinko-cho, Kanagawa-ku, Yokohama,
ECB Search Code: ISIN XS1228110000
Kanagawa, Japan
81 45 620 2682
Wavetek
10 Chuangxin 1st Rd., Hsinchu Science Park,
Baoshan Township, Hsinchu,
Taiwan 30076, R.O.C.
886 (3) 578 1259
Auditors
Ernst & Young, Taiwan
Wan-Ju Chiu, Hsin-Min Hsu
9F, No. 333, Sec. 1 Keelung Road,
Taipei, Taiwan 11012, R.O.C.
886 (2) 2757 8888
http://www.ey.com
Corporate Website
https://www.umc.com
Headquarters
3 Li-Hsin 2nd Rd., Hsinchu Science
Park, Hsinchu, Taiwan 30078, R.O.C.
886 (3) 578 2258
Taipei Office
8F, 68 Sec. 1, Neihu Rd., Taipei, Taiwan
11493, R.O.C.
886 (2) 2658 9168
Fab 8A
3, 5 Li-Hsin 2nd Rd., Hsinchu Science
Park, Hsinchu, Taiwan 30078, R.O.C.
886 (3) 578 2258
Fab 8C & Fab 8D
6, 8 Li-Hsin 3rd Rd., Hsinchu Science
Park, Hsinchu, Taiwan 30078, R.O.C.
886 (3) 578 2258
Fab 8E
17 Li-Hsin Rd., Hsinchu Science Park,
Hsinchu, Taiwan 30078, R.O.C.
886 (3) 578 2258
Table of Contents
Letter to Shareholders
4
Capital Overview
99
Corporate Profile
8
9
Corporate Profile and Date of Establishment
10 Corporate Milestones
100 Capital and Shares
106 Issuance of Corporate Bonds
111 Preferred Shares
112 American Depositary Receipts
Corporate Governance Report
13
14 Corporate Organization
16 Directors’ and Managers’ Information
37 Corporate Governance Practices
114 Employee Stock Option Handling Status
114
Issuance of New Restricted Employee Shares
115 Status of New Shares Issuance in Connection with
Mergers and Acquisitions
115 Financing Plans and Execution Status
93 Certified Public Accountant (CPA) Fee Information
93
Information of CPA Change
93 UMC’s Chairman, Presidents, Chief Financial Officer, and
Managers in Charge of Its Finance and Accounting Operations Did
Not Hold Any Positions in UMC’s Independent Auditing Firm or Its
Affiliates in the Most Recent Year
Operations Overview
121 Business Activities
128 Overview of Market, Production, and Sales
134 Employees
135 Environmental Expenditure Information
94 Change in Shareholding of Directors, Managers and Major
135 Labor Relations
Shareholders Who Own 10% or More of UMC Shares
139 Major Contracts
120
96 Relationship Among the Top 10 Shareholders
97 Shares Held by the Company, Directors, Managers and
Companies Directly or Indirectly Controlled by the Company, and
the Comprehensive Shareholding Ratio Based on Combined
Calculation
2
United Microelectronics Corporation | Annual Report 2020
Review of Financial Position, Operating 141
Results, Risk Management
Financial Review
183 Condensed Balance Sheets
182
185 Condensed Statements of Comprehensive Income
187 Financial Analysis
191 Audit Committee’s Review Report
192 Financial Statements – Consolidated
269 Financial Statements – Parent Company
142 Financial Position
143 Financial Performance
144 Cash Flow
144 Major Capital Expenditures from Recent Years and
Impact on Company’s Finance and Business
144 Main Reasons and Improvement Plans for Recent Annual
Reinvestment Policies and Profit or Loss, and Investment
Plans for the Coming Year
145 Risk Management and Evaluation
154 Other Necessary Supplements
Social Responsibility
15 5
156 Description of Corporate Social Responsibility
158 About Social Charity
162 Environmental Protection, Safety and Health
Management Instructions
Special Disclosures
16 8
169 Summary of Affiliated Enterprises
181
Issuance of Private Placement Securities
181 Acquisition or Disposal of UMC Shares by Subsidiaries
181 Other Necessary Supplements
181 Disclosures of Events Which May Have a Significant Influence
on Stockholders’ Equity or Share Price, in Compliance with
Item 3, Paragraph 2 in Article 36 of the Securities and Exchange
Law of the R.O.C.
3
Dear Shareholders,
In 2020, global confirmed cases and deaths from COVID-19 continued
to rise, dealing the economy a major setback and significantly impacting
people’s lives. UMC’s management team addressed this unsteady
situation by imposing corporate safety policies that met or exceeded
those set forth by the government, confronting the epidemic head-on
with our employees and working together to maintain normal operations
and stable growth.
2020 Business Summary
After adjusting UMC’s business strategy, the company has transformed
Advanced Technologies Development
into a semiconductor foundry leader focusing on specialty technologies.
UMC’s advanced technology platforms including 14FFC (14nm FinFET
We accomplished this by first strengthening the company’s financial
Compact), 22nm ultra-low power (22ULP), 22nm ultra-low leakage
structure, then expanding production capacity in a cost-competitive
(22ULL) and 28nm High Performance Compact (28HPC+) process
manner and optimizing our product portfolio. Examining the current
technologies have already entered production. 28HPC+ was designed
results reveals solid performance in the areas of strategic positioning,
to support image signal processor (ISP) in 2020 and is undergoing an
technology, production capacity, yield, profitability and sustainable
engineering upgrade for 2021. Other newly released processes in 2020
operation. UMC’s 2020 revenue grew 19% over the prior year. Our
include mmWave using 55nm, 40nm and 28nm to fulfill high performance
foundry segment shipped a total of 8.9 million 8-inch equivalent wafers
and low power product requirements for mobile devices, Internet of
for the year, growing 24% YoY. Capacity utilization reached 97% in
Things (IoT), 5G, automotive electronics and industrial radar that use
2020, growing 8% YoY. Full year revenue reached NTD 176.8 billion,
mmWave.
with 22.05% gross margin rate and 12.45% operating margin rate.
Profit attributable to the parent company was NTD 29.19 billion or an
Specialty Process Technologies Pipeline
earnings per share of NTD 2.42. In 2020, UMC invested NTD 12.9 billion
For specialty processes, UMC’s 28nm high voltage (HV) platform was
in R&D. The cash based capex in 2020 was USD 1 billion, which was
the industry’s first such technology to enter mass production and is being
mainly invested in new R&D process equipment and production capacity
utilized for driver ICs used in high resolution organic light-emitting display
expansion at Southern Taiwan Science Park Fab 12A, Xiamen Fab 12X
(AMOLED) panels. 22nm embedded high voltage (22eHV) development
and Suzhou Fab 8N, as well as product mix optimization across all fabs.
is also underway and on schedule.
44
44
Our Radio Frequency Silicon On Insulator (RFSOI) technology has met
the stringent requirements of all 4G/5G mobile phones for RF switches.
Currently, 90nm RFSOI is in mass production with 55nm RFSOI under
development. At the same time, 40nm RFSOI development has begun
with the intent to capture the 5G/mmWave mega-trend. For embedded
flash memory technology (eFlash), 40nm SST has been introduced into
mass production, while 28nm SST development progress is in line with
expectations and will fulfill the demand for IoT products. 40nm Resistive
Random Access Memory (ReRAM) has entered mass production.
Development of 22nm Resistive Random Access Memory (ReRAM)
and 22nm Embedded Magneto-resistive Random Access Memory
(eMRAM) technologies are progressing as planned and will be designed
into Al Internet of Things (AIoT) applications. In addition, we are actively
investing in the development of gallium nitride (GaN) and microwave
platforms to penetrate high-efficiency power component and 5G
microwave component markets.
Growing Intellectual Property Portfolio
Facing intense global competition, UMC has paid special attention
patents and IP protection. The overall number of patents granted to
UMC has maintained steady growth. A total of 484 domestic and foreign
patents were obtained in 2020, including 271 US patents, 96 ROC
patents, and 117 patents from mainland China. The total number of
patents granted to UMC over the years is 13,991, supporting a strong
and comprehensive intellectual property portfolio that solidifies the
company’s manufacturing process know-how.
5
Letter to Shareholders Corporate Governance and Sustainability
UMC adheres to the sustainable vision of “people-oriented, symbiosis
with the environment, and prosperity with society.” While pursuing
profitable growth, we are committed to the balanced development of the
three-ESG dimensions of “environment, society, and governance” and
actively follow the sustainability and development goals of the United
Nations.
In 2020, UMC received many honors and recognitions from domestic and
international institutions, governments and associations in sustainability
and development, information disclosure, corporate governance,
environmental protection, and customer service:
Listed on the “DJSI Dow Jones Sustainability Index World Index” for 13
consecutive years
Continuously selected as constituent stocks on the FTSE4Good Emerging
Market and Taiwan Perpetual Indexes
Received the “Taiwan Business Sustainability Report Award” for 13 consecutive
years and the highest platinum award for the third time
Achieved the top 5% in the “Corporate Governance Evaluation” for 6 consecutive
years
Received the “Green Chemistry Innovation and Application Award” from the
Environmental Protection Agency for 2 consecutive years
Won the “Second National Enterprise Environmental Protection Award-Giant
Award”
The pandemic has led to different work behaviors and spurred new
market demand in several areas; artificial intelligence, advanced
manufacturing, 5G communications, and quantum information technology
will play a vital role in the use of semiconductor technology. UMC will
66
United Microelectronics Corporation | Annual Report 2020
continue to strengthen the company’s competitive advantages, grasp
In closing, we would like to thank our customers and shareholders
new market trends and provide innovative services after the pandemic
for their support, and the efforts of all employees that enabled UMC
is over. We will strive to maintain the established business strategy of
to realize record breaking revenues in 2020 despite the impact of the
improving financial strength and continuous growth. In sustainability
epidemic. We will continue to pursue growth and progress and set
and development, UMC’s core strategies include: (1) Optimize risk
higher benchmarks, continue to invest, deepen our roots in Taiwan, and
management and compliance with laws and regulations and the
serve our customers across the globe so that we can create a win-win
pursuit of sustainable corporate value; (2) Continue to master the key
situation for shareholders, colleagues, customers, and the society. We
supply chain role by establishing effective partnerships and developing
would like to express our sincere gratitude to all shareholders, and we
innovative business models; (3) Remain committed to technological
wish you good health and happiness.
innovation, combining advanced manufacturing, smart factories, data
assets and core talents.
President: SC Chien
Chairman: Stan Hung
President: Jason Wang
77
Letter to Shareholders Corporate Profile
9
10
Corporate Profile and Date of Establishment
Corporate Milestones
8
United Microelectronics Corporation | Annual Report 2020 Corporate Profile and Date of Establishment
Founded on May 22, 1980 as Taiwan’s first semiconductor company,
UMC has 12 wafer fabs located throughout Asia, including four advanced
UMC has grown to become a leading global semiconductor foundry. The
12-inch fabs. Fab 12A was Taiwan’s first 12-inch fab, and has been in
company provides high quality IC production with a focus on both logic
volume production for customer products since 2002. This advanced
and specialty technologies to serve every major sector of the electronics
facility consists of Phases 1-6 and is currently manufacturing customer
industry. UMC’s comprehensive technology and manufacturing solutions
products using 28-nanometer High-K/Metal gate technologies. UMC’s
include Logic/RF, embedded high voltage, embedded flash, RFSOI/
second 12-inch fab, Fab 12i, is located in Singapore. This facility is the
BCD and IATF-16949 automotive manufacturing certification for all its
company’s specialty technology center that provides highly specialized
manufacturing facilities. UMC operates 12 fabs that are strategically
processes on 12-inch manufacturing to serve a diverse range of product
located throughout Asia with a maximum capacity of more than 750,000
applications. United Semi, located in Xiamen, China, was established as
8-inch equivalent wafers per month. The company has offices in Taiwan,
southern China’s first 12-inch foundry fab and began volume production
China, Europe, Japan, Korea, Singapore, and the United States.
in 2016. United Semi serves China’s vast IC market and provides
UMC led the development of the commercial semiconductor industry
customers. Japan-based USJC, fully acquired in October of 2019, is
in Taiwan. It was the first local company to offer foundry services, as
UMC’s fourth 300mm fab. USJC offers foundry volume production for
well as the first semiconductor company to list on the Taiwan Stock
mature specialty nodes ranging from 90-nanometer to 40-nanometer.
high quality, geographically diversified manufacturing for our foundry
Exchange (1985). UMC has an extensive network of service offices in
Taiwan, China, Europe, Japan, Korea, Singapore, and the United States
In addition, UMC’s manufacturing expertise and over 40 years of
with approximately 19,000 employees worldwide to meet the needs of
experience ensure industry-leading cycle times and defect densities.
its global customer base. UMC will continue to provide customers with
Comprehensive process control systems with advanced methodologies
robust process technologies and comprehensive foundry solutions,
and a strong engineering team support fast product ramp. UMC’s
enabling customers
to continuously strengthen
their competitive
advanced automation, mature defect density, fast cycle times and ample
advantage in today’s rapidly changing industry.
capacity enable UMC to provide the most competitive manufacturing
advantages for our foundry customers.
Company establishment date: May 22, 1980.
99
Corporate Profile Corporate Milestones
May, 1980
July, 1985
July, 1995
Established
Officially listed on the TWSE
Transformed into a pure-play foundry company
July-September, 1995 Formed joint ventures with 11 IC design houses from North America to
establish three foundry companies
September, 1995
8-inch fab started mass production
January, 1996
0.35-micron technology process started production
October, 1997
0.25-micron technology process started production
April, 1998
Acquired Holtek Semiconductor fab (now known as Fab 8E)
December, 1998
Acquired Nippon Steel Semiconductor Corp. fab
(renamed UMCJ in 2001)
March, 1999
0.18-micron technology process started production
November, 1999
January, 2000
Official construction began for UMC's 12-inch fab in Tainan
Science Park
UMC Group 5-in-1 Millennium (Consolidated UMC, United
Semiconductor Corp. (USC), United Integrated Circuits Corp.
(UICC), United Silicon, Inc. (USIC) and UTEK Semiconductor
Corp. into a single UMC)
March, 2000
Manufactured first IC using all-copper interconnects
May, 2000
Manufactured first 0.13-micron process IC
September, 2000
Listed on the New York Stock Exchange
December, 2000
Groundbreaking for the world's most advanced 12-inch fab
in Singapore (UMCi)
January, 2003
UMCi announced 12-inch fab equipment move-in
March, 2003
Manufactured the first 90nm process IC
March, 2004
UMCi started mass production
May, 2004
July, 2004
90nm process was fully verified and started mass production
UMC acquired SiS Microelectronics (now known as Fab 8S)
December, 2004
Acquired its subsidiary UMCi and changed its name to Fab 12i
10
United Microelectronics Corporation | Annual Report 2020
June, 2005
Manufactured the first 65nm customer IC
August, 2005
90nm wafer shipments exceeded 100,000
June, 2006
Became the first semiconductor manufacturer in the world to
complete QC-080000 IECQ HSPM certification for all
company-wide sites
November, 2006
Manufactured the first 45nm IC
January, 2007
Expanded production site and completed a new R&D building
in Tainan Science Park
September, 2008
Listed as a constituent stock by Dow Jones Sustainability Indexes
October, 2008
Announced foundry industry's first 28nm SRAMs
April, 2009
Delivered customer ICs produced on its high performance 40nm
logic technology
December, 2009
Announced completion of tender offer to UMC Japan
May, 2010
Celebrated 30th Anniversary
December, 2010
12-inch fab Fab 12A Phase 3 began production
October, 2011
28nm process began pilot production
May, 2012
Groundbreaking ceremony for Fab 12A's new Phase 5 & 6
in Tainan Science Park
March, 2013
Acquired HeJian Fab based in Suzhou, China
May, 2013
Established its Specialty Technology Center of Excellence
in Singapore
August, 2014
Joined Fujitsu’s new foundry company
March, 2015
Groundbreaking of United Semi (Xiamen) Fab
November, 2016
Held grand opening ceremony for new 12-inch fab in Xiamen,
China and the fab started mass production
February, 2017
Entered mass production for 14nm customer ICs
June, 2018
Board approved 100% acquisition of MIFS fab in Japan from Fujitsu
October, 2019
Acquired 100% of MIFS 300mm fab, renamed USJC
May, 2020
Celebrated 40th Anniversary
November, 2020
Selected as a DJSI Global Component for 13th Consecutive
Year
11
Corporate Profile
12
United Microelectronics Corporation | Annual Report 2020 Corporate Governance Report
14
16
37
93
93
93
Corporate Organization
Directors’ and Managers’ Information
Corporate Governance Practices
Certified Public Accountant (CPA) Fee Information
Information of CPA Change
UMC’s Chairman, Presidents, Chief Financial Officer, and Managers in
Charge of Its Finance and Accounting Operations Did Not Hold Any
Positions in UMC’s Independent Auditing Firm or Its Affiliates in the
Most Recent Year
Change in Shareholding of Directors, Managers and Major Shareholders
Who Own 10% or More of UMC Shares
96 Relationship Among the Top 10 Shareholders
97
Shares Held by the Company, Directors, Managers and Companies
Directly or Indirectly Controlled by the Company, and the Comprehensive
Shareholding Ratio Based on Combined Calculation
94
13
Corporate Governance Report
Corporate Organization
Board of Directors
Chairman
Audit Committee
Auditing
Remuneration Committee
President
Capital Budget Committee
Nominating Committee
Foreign
Global Sales
Manufacturing
Technology
Engineering
Subsidiaries
& Marketing
Integration
Development
Service
Digital
Quality &
Reliability
Assurance
Organizational Functions
Foreign Subsidiaries
Engineering Service
• Responsible for client and regional market development in the
Americas, Europe, and Asia, and provide technical support and
services.
Global Sales and Marketing
• Responsible for global customer and operational management and
market development, and provide technical support and services.
• Undertake UMC's objectives, analyze market information and integrate
UMC's internal resources and external competition. Formulate
technical development blueprints, strategic recommendations and
advanced market development to serve as reference for UMC's future
business direction.
Manufacturing Integration
• Responsible for managing 8-inch and 12-inch operations, product
manufacturing, manufacturing technology development, and
integration of production and services.
Technology Development
• Design, develop and manage intellectual proper t y core for
customer product needs.
• Research and develop advanced process technology platforms,
and develop and apply advanced material technology platforms.
• Research and develop technologies for various mature and
special process platforms.
• Responsible for product engineering, malfunction and material
analysis, product introduction and yield improvement for all
fabs.
• Provide company-wide photomask service, management, quality
control and improvements.
• Provide company-wide back-end encapsulation testing, quality
control and improvements.
Digital
• Through innovative digital technologies, combined IoT, big data
and artificial intelligence and integrated semiconductor expertise
(OT) and information technology (IT). Construct data-driven
advanced semiconductor smart manufacturing systems to improve
product quality and yield. Improve and optimize production
efficiency and production costs to achieve world-class quality
of production services. Ensure information security and service
quality to achieve customer satisfaction, company operational
efficiency, and research and development momentum.
Quality and Reliability Assurance
• Responsible for comprehensive quality management, strengthening
quality awareness and improving product reliability testing to meet
customer demand for quality and improve quality control for mass
products.
14
United Microelectronics Corporation | Annual Report 2020
Corporate
Manufacturing
& Operation
Resource
Finance
Planning
Integration
Corporate
Legal, IP &
Human
New Business
Development
Compliance
Resources
Development
Corporate and Operation Planning
Human Resources
• Develop capacity plans and operational resource integration,
and assist in production and sales coordination.
• Responsible for the selection, utilization, cultivation and
retention of human resource and ensuring a suitable working
Manufacturing Resource Integration
• Responsible for company-wide plant operations, plant expansion
planning and environmental safety and risk management.
Finance
environment for employees.
• Responsible for ensuring the physical safety of UMC's personnel,
affairs and objects through tangible actions.
New Business Development
• Responsible for developing, assessing and managing new
• Responsible for UMC's finances and accounting management,
and serve as spokesperson for UMC.
ventures.
Corporate Development
• Responsible for corporate development and strategy planning.
Legal, Intellectual Property and Compliance
• Responsible for domestic and international intellectual property
rights management, legal affairs, and compliance with domestic
and foreign laws and regulations.
Auditing
• Responsible for assisting the Board of Directors and managers to
independently and objectively assess the ef fectiveness of
designs and implementation of internal control system. Provide
timely recommendations for improvement to ensure compliance
with UMC's policies and relevant laws and regulations.
15
Corporate Governance Report
Directors' and Managers' Information
Directors’ Information
Title
Nationality
/Place of
Incorporation
Name
Gender
Chairman
R.O.C.
Stan Hung
Male
Date Elected
(Date
Assumed)
2018.06.12
＜2008.07.16＞
Term
Expires
Shareholding When
Elected
Present
Shareholding
Common
Shares
%
Common
Shares
%
2021.06.11
16,341,452
0.13
49,301,452
0.40
Independent
Director
R.O.C.
Cheng-Li
Huang
Male
2018.06.12
＜2009.06.10＞
2021.06.11
Independent
Director
Independent
Director
Independent
Director
R.O.C.
Wenyi Chu
Female
R.O.C.
Lih J. Chen
Male
2018.06.12
＜2015.06.09＞
2021.06.11
2018.06.12
＜2018.06.12＞
2021.06.11
R.O.C.
Jyuo-Min Shyu Male
2018.06.12
＜2018.06.12＞
2021.06.11
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
16
United Microelectronics Corporation | Annual Report 2020 Spouse & Minor
Shareholding
Common
Shares
%
1,269,435
0.01
Experience (Education)
Selected Current Position at UMC and Other Companies
Chairman, UMC
Bachelor in Accounting,
Tamkang University
Chairman & Chief Strategic Officer, UMC;
Chairman, Fortune Venture Capital Corp.;
Chairman, TLC Capital Co., Ltd.;
Chairman, Faraday Technology Corporation;
Chairman, UMC Capital Corp.;
Director, Triknight Capital Corporation;
Director, United Microelectronics (Europe) B.V.;
Director, UnitedDS Semiconductor (Shandong) Co., Ltd.
0
0
0
0
0
0
0
0
Certified Public Accountant, Zheng Ji Accounting
Firm
Professor, Department of Accounting, Tamkang
University
Ph.D. of Business School, the University
of Warwick
Professor, Department of Business Administration,
National Taiwan University
Ph.D. of London Business School
Academician, Academia Sinica
Distinguished Chair Professor, National Tsing Hua
University
Ph.D. in Physics, University of California, Berkeley
Emeritus Professor, National Tsing Hua University
Minister, Ministry of Science and Technology
President, Industrial Technology Research Institute
Ph.D. in Electrical Engineering and Computer
Science, University of California, Berkeley
None
None
None
Independent Director, Qisda Corporation;
Director, Iridium Medical Technology Co., Ltd.;
Director, GeoThings, Inc.;
Director, Modern Classic Limited
17
Corporate Governance Report Directors’ Information (Continue)
Title
Nationality
/Place of
Incorporation
Name
Gender
Director
R.O.C.
Ting-Yu Lin
Male
Director
R.O.C.
N/A
Hsun Chieh
Investment Co.,
Ltd.
Date Elected
(Date
Assumed)
2018.06.12
＜2009.06.10＞
2018.06.12
＜1995.06.21＞
Term
Expires
Shareholding When
Elected
Present
Shareholding
Common
Shares
%
Common
Shares
%
2021.06.11
12,547,222
0.10
12,547,222
0.10
2021.06.11
441,371,000
3.50
441,371,000
3.55
R.O.C.
Representative:
SC Chien
Male
2018.06.12
＜2016.03.01＞
2021.06.11
1,894,648
0.02
9,294,648
0.07
Director
R.O.C.
Silicon Integrated
Systems Corp.
N/A
2018.06.12
＜2005.06.13＞
2021.06.11
315,380,424
2.50
285,380,424
2.30
U.S.A.
Representative:
Jason Wang
Male
2018.06.12
＜2015.06.09＞
2021.06.11
0
0
18,715,000
0.15
Former
Director
R.O.C.
U.S.A.
Chung Laung Liu Male
2018.06.12
＜2006.06.12＞
2021.06.11
0
0
N/A
N/A
Note 1: Present shareholding figures are actual number of shares held on January 31, 2021.
Note 2: Directors’ election date is the same date they assumed their positions.
Note 3: Directors are not spouses or relatives within the second degree of kinship of other managers and directors.
18
United Microelectronics Corporation | Annual Report 2020 Spouse & Minor
Shareholding
Common
Shares
0
%
0
Experience (Education)
Selected Current Position at UMC and Other Companies
Chairperson, Sunrox International Inc.
Master in International Finance, Meiji University
Director, Unimicron Technology Corp.
N/A
N/A
N/A
N/A
0
0
Director, UMC
Bachelor in Chemical Engineering, National Taiwan
University
President, UMC;
Director, Fortune Venture Capital Corp.;
Director, TLC Capital Co., Ltd.;
Director, Unimicron Technology Corp.;
Director, UMC Capital Corp.
N/A
N/A
N/A
N/A
0
0
Director, UMC
Business Administration, San Jose State University
President, UMC;
Director, Fortune Venture Capital Corp.;
Director, TLC Capital Co., Ltd.;
Director, UMC Group (USA);
Director, United Microelectronics (Europe) B.V.;
Director, UMC Capital Corp.;
Director, United Microtechnology Corporation (California);
Director, Sino Paragon Limited
N/A
N/A
Academician, Academia Sinica
Honorary Chair Professor, National Tsing Hua
University
Sc.D. of Massachusetts Institute of Technology
N/A
Note 4: Directors did not hold shares through other parties.
Note 5: Presidents and Chairman are not the same person, spouses or relatives within the first degree of kinship.
Note 6: Director Chung Laung Liu was dismissed on November 7, 2020.
19
Corporate Governance Report Major Shareholders of UMC’s Institutional Shareholders
Name of Institutional Shareholders Major Shareholders (Holding Percentage)
Hsun Chieh Investment Co., Ltd.
Shieh Yong Capital Co., Ltd. (63.51%); UMC (36.49%)
Silicon Integrated Systems Corp.
UMC (19.01%); Hsun Chieh Investment Co., Ltd. (3.16%); Hsing-Sen Liu (1.38%); Vanguard Emerging Markets Stock Index
Fund, a series of Vanguard International Equity Index Funds (1.12%); Credit Suisse Securities (Europe) Limited (1.10%);
JPMorgan Chase Bank N.A., Taipei Branch in custody for Vanguard Total International Stock Index Fund, a series of
Vanguard Star Funds (1.04%); Yung Chin Investment Corporation (0.63%); JPMorgan Securities Plc (0.51%); Tsung-Ming
Chuang (0.48%); Wen-Hsi Chen (0.45%)
Major Shareholders of UMC’s Major Institutional Shareholders
Name of Institutional Shareholders Major Shareholders (Holding Percentage)
Shieh Yong Capital Co., Ltd.
Unimic r o n Tec hno l o gy C o r p. (16.67%); S ilic o n I nte gr ate d S ystems C o r p. (16.67%); Novatek
Microelectronic s Corp. (15.15%); Yann Yuan Investment Co., Ltd. (12. 20%);
Faraday Technology Corporation (12.12%); King Yuan Electronic s Co., Ltd. (7.58%)
Yung Chin Investment Corporation
Yung - Ken Chu (25.0 0%); H sing - Chin Chen (25.0 0%); Wen - Ping Fan (25.0 0%);
Ya - Feng Chuang (25.0 0%)
20
United Microelectronics Corporation | Annual Report 2020 Number of
Companies
also
Serves as
Independent
Director for
Directors’ Professional Knowledge and Independence Information
Criteria
Five or More Years of Experience or Professional
Qualification
Independence Status (Note)
1
2 3 4 5 6 7 8 9 10 11
12
Lecturer or
Above in
Business,
Law, Finance,
Accounting
or Corporate
Business
Related Fields
Qualification
of Justice,
Procurator,
Attorney, CPA,
Specialist or
Technician
of National
Examination
in Corporate
Business Related
Fields
Experience
in Business,
Law, Finance,
Accounting
or Corporate
Business
Related Fields
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
-
-
-
-
-
-
-
-
-
-
0
0
0
0
0
0
1
0
Name
Stan Hung
SC Chien
Jason Wang
Cheng-Li Huang
Wenyi Chu
Lih J. Chen
Jyuo-Min Shyu
Ting-Yu Lin
Note: For
those directors who match
the condition
listed below during and
two years before assuming period,
“
”
is marked
in
the appropriate space.
(1)
Is not an employee of the Company or its affiliates.
(2)
Is not a director or supervisor of the Company or its affiliates (the same does not apply, however, in cases where the person is an independent director of the Company who
serves concurrently as an independent director of its parent company, subsidiary, or subsidiary of the same parent company in accordance with the laws of Taiwan or with the laws
of the country of the parent company, subsidiary or subsidiary of the same parent company).
(3) Does not directly or indirectly own more than 1% of the Company’s outstanding shares, nor is one of the top ten non-institutional shareholders of the Company.
(4)
Is not a spouse, relative within the second degree of kinship or lineal relative within the third degree of kinship of managers specified in column (1) or any person specified
in columns (2) and (3).
(5)
Is not a director, supervisor or employee of a legal entity which directly owns more than 5% of the Company’s issued shares or are the top five owners of the Company’s
issued shares, nor a director, supervisor or employee of a legal entity which designates a representative to serve as a director or supervisor of the Company in accordance with
Article 27, paragraph 1 or 2 of the Company Act (the same does not apply, however, in cases where the person is an independent director of the Company who serves concurrently
as an independent director of its parent company, subsidiary, or subsidiary of the same parent company in accordance with the laws of Taiwan or with the laws of the country of the parent
company, subsidiary or subsidiary of the same parent company).
(6)
Is not a director, supervisor or employee of another company, and more than half of directors or voting shares of the other company are controlled by the same person (the same
does not apply, however, in cases where the person is an independent director of the Company who serves concurrently as an independent director of its parent company,
subsidiary, or subsidiary of the same parent company in accordance with the laws of Taiwan or with the laws of the country of the parent company, subsidiary or subsidiary
of the same parent company).
(7)
Is not a director, supervisor or employee of another company, and Chairman, President or Manager with equivalent position of the other company are the same person or
spouse (the same does not apply, however, in cases where the person is an independent director of the Company who serves concurrently as an independent director of
its parent company, subsidiary, or subsidiary of the same parent company in accordance with the laws of Taiwan or with the laws of the country of the parent company,
subsidiary or subsidiary of the same parent company).
(8)
Is not a director, supervisor, or manager of a company which has a business relationship with the Company, nor a shareholder who owns more than 5% of such a company (the
same does not apply, however, in cases where a company owns more than 20% but less than 50% of the Company’s issued shares and the person is an independent director of
the Company who serves concurrently as an independent director of its parent company, subsidiary, or subsidiary of the same parent company in accordance with the laws of
Taiwan or with the laws of the country of the parent company, subsidiary or subsidiary of the same parent company).
(9)
Is not an owner, partner, director, supervisor, manager or spouse of any sole proprietor business, partnership, company or institution which has provided the Company and its
affiliates with auditing or services in finance, business consultation and legal affairs for which the accumulated remuneration in the past two years does not exceed NTD 500,000,
provided that this restriction does not apply to any member of the compensation committee, public tender offer review committee, or special committee on mergers and acquisitions
who exercises powers pursuant to related regulations such as the “Securities and Exchange Act” or the “Business Mergers and Acquisitions Act.”
(10) Is not a spouse or relative within the second degree of kinship of any of the directors.
(11) Is not under any condition pursuant to Article 30 of the Company Act.
(12) Is not a legal entity owner or its representative pursuant to Article 27 of the Company Act.
21
Corporate Governance Report
Managers’ Information
Title
Nationality
Name
Gender
Date
Elected
(Date
Assumed)
Present Shareholding
Spouse &
Minor Shareholding
Common
Shares
％
Common
Shares
Chairman & Chief
Strategic Officer
R.O.C.
Stan Hung
Male
2008.07.16
49,301,452
0.40
1,269,435
President
R.O.C.
SC Chien
Male
2004.11.23
9,294,648
0.07
President
U.S.A.
Jason Wang
Male
2014.12.24
18,715,000
0.15
Executive Vice
President
R.O.C.
Ming Hsu
Male
2015.06.08
2,553,000
0.02
Senior Vice President R.O.C.
Oliver Chang
Male
2020.02.26
1,483,589
0.01
0
0
0
0
％
0.01
0
0
0
0
Senior Vice President
& Chief Financial
Officer
Senior Vice President
& General Counsel
R.O.C.
Chitung Liu
Male
2005.10.20
3,280,217
0.03
150,000
0.00
R.O.C.
Lucas S Chang
Male
2018.01.01
600,000
0.00
0
0
Vice President
R.O.C.
TS Wu
Male
2013.01.01
1,572,809
0.01
304
0.00
Vice President
R.O.C.
C C Hsu
Male
2013.01.01
2,052,068
0.02
Vice President
R.O.C.
M C Lai
Male
2015.03.30
2,426,863
0.02
Vice President
R.O.C.
G C Hung
Male
2015.01.28
1,940,791
0.02
Vice President
R.O.C.
Wenchi Ting
Male
2017.01.03
150,000
0.00
0
0
0
0
0
0
0
0
22
United Microelectronics Corporation | Annual Report 2020 Experience/Education
Selected Current Position at Other Companies
Chairman & Chief Strategic Officer, UMC
Bachelor in Accounting,
Tamkang University
President, UMC
Bachelor in Chemical Engineering,
National Taiwan University
President, UMC
Business Administration,
San Jose State University
Executive Vice President, UMC
Master in Science Electrical Engineering,
University of Southern California
Senior Vice President, UMC
Bachelor in Physics,
Chinese Culture University
Senior Vice President &
Chief Financial Officer, UMC
EMBA in Business Administration,
National Taiwan University
Senior Vice President & General Counsel, UMC
J.D. in Law,
University of Santa Clara
Vice President, UMC
Master in Electronic Engineering,
National Chiao Tung University
Vice President, UMC
Master in Materials Science & Engineering,
National Tsing Hua University
Chairman, Fortune Venture Capital Corp.;
Chairman, TLC Capital Co., Ltd.;
Chairman, Faraday Technology Corporation;
Chairman, UMC Capital Corp.;
Director, Triknight Capital Corporation;
Director, United Microelectronics (Europe) B.V.;
Director, UnitedDS Semiconductor (Shandong) Co., Ltd.
Director, Fortune Venture Capital Corp.; Director, TLC Capital Co., Ltd.;
Director, Unimicron Technology Corp.; Director, UMC Capital Corp.
Director, Fortune Venture Capital Corp.; Director, TLC Capital Co., Ltd.;
Director, UMC Group (USA); Director, United Microelectronics (Europe) B.V.;
Director, UMC Capital Corp.;
Director, United Microtechnology Corporation (California);
Director, Sino Paragon Limited
Director, United Semiconductor Japan Co., Ltd.
None
Director, Fortune Venture Capital Corp.; Director, TLC Capital Co., Ltd.;
Director, Unimicron Technology Corp.; Director, Novatek Microelectronics Corp.;
Director, HeJian Technology (Suzhou) Co., Ltd.; Director, UMC Group (USA);
Director, Green Earth Limited; Director, ECP Vita Pte. Ltd.;
Director, Omni Global Limited; Director, UMC Capital Corp.;
Director, United Microchip Corporation; Director, Sino Paragon Limited;
Director, United Semiconductor Japan Co., Ltd.
Director, Alpha and Omega Semiconductor Limited
None
Vice Chairman, United Semiconductor (Xiamen) Co., Ltd.
Vice President, UMC
Bachelor in Materials Science & Engineering,
National Tsing Hua University
Chairman, Wavetek Microelectronics Corporation;
Director, Wavetek Microelectronics Investment (Samoa) Limited;
Director, HeJian Technology (Suzhou) Co., Ltd.
Vice President, UMC
Master in Chemical Engineering,
National Taiwan University
Vice President, UMC
Ph.D. in Computer Information Science,
University of Texas at Austin
Director, Wavetek Microelectronics Corporation
Director, Asia Pacific Microsystems, Inc.
23
Corporate Governance Report Managers’ Information (Continue)
Title
Nationality
Name
Gender
Date
Elected
(Date
Assumed)
Vice President
R.O.C.
Jerry CJ Hu
Male
2013 .04.02
1,245,000
Vice President
R.O.C.
Y S Shen
Male
201 4 .01.13
950,000
0.01
Vice President
R.O.C.
Steven S Liu
Male
201 7.04.24
1,800,000
0.01
Present Shareholding
Spouse &
Minor Shareholding
Common
Shares
％
0.01
Common
Shares
0
0
0
％
0
0
0
Vice President
R.O.C.
SR Sheu
Male
2008.07.16
1,418,892
0.01
786,017
0.01
Vice President
R.O.C.
M L Liao
Male
2008.07.16
3,190,809
0.03
152,138
0.00
Vice President
R.O.C.
S S Hong
Male
2013 .01.01
616,406
0.00
Vice President
R.O.C.
Francia Hsu
Female
2016 . 03.16
1,321,000
0.01
0
0
0
0
Vice President
R.O.C.
Mindy Lin
Female
2018.05.14
1,643,925
0.01
781,408
0.01
R.O.C.
Eric Chen
Male
2 0 11 . 02.14
1,550,000
0.01
0
0
R.O.C.
Johnson Liu
Male
2 014 .11.04
536,413
0.00
401,631
0.00
R.O.C.
Victor Chuang
Male
2 0 19 .03.28
464,671
0.00
13,943
0.00
R.O.C.
Chuck Chen
Male
2 0 19 .03.28
550,000
0.00
R.O.C.
S F Tzou
Male
2013.01.01
1,679,108
0.01
0
0
0
0
R.O.C.
Le Tien Jung
Male
2013.01.01
880,000
0.01
20,000
0.00
R.O.C.
Yau Kae Sheu
Male
2014.01.13
1,320,000
0.01
0
0
Vice President & Chief
Human Resources
Officer
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
24
United Microelectronics Corporation | Annual Report 2020 Experience/Education
Selected Current Position at Other Companies
Vice President, UMC
Ph.D. in Materials Science & Engineering,
Stanford University
Vice President, UMC
Bachelor in Electronic Engineering,
Feng Chia University
Vice President, UMC
Master in Science Electrical Engineering,
University of Southern California
Vice President, UMC
Master in Electrical Engineering,
The University of New Mexico
Vice President, UMC
Bachelor in Electronic Engineering,
National Taiwan Institute of Technology
Vice President, UMC
Bachelor in Materials Science & Engineering,
National Tsing Hua University
Vice President, UMC
Master in Industrial Engineering,
National Chiao Tung University
Vice President, UMC
Master in Business Administration,
University of Leicester
Vice President &
Chief Human Resources Officer, UMC
EMBA in Finance, National Taiwan University
Associate Vice President, UMC
Bachelor in Physics,
Tamkang University
Associate Vice President, UMC
Bachelor in Electrical Engineering,
National Cheng Kung University
Associate Vice President, UMC
Master in Engineering Science,
National Cheng Kung University
Associate Vice President, UMC
Master in Materials Science & Engineering,
National Tsing Hua University
Associate Vice President, UMC
Ph.D. in Electrical Engineering,
University of Texas at Austin
Associate Vice President, UMC
Master in Electrical Engineering,
University of Missouri
None
Director, Faraday Technology Corporation
None
None
None
Chairman, United Semiconductor Japan Co., Ltd.
None
None
Director, Best Elite International Limited
None
None
None
None
None
None
25
Corporate Governance Report Managers’ Information (Continue)
Title
Nationality
Name
Gender
Date
Elected
(Date
Assumed)
R.O.C.
J Y Wu
Male
2014.05.01
1,0 0 0,191
R.O.C.
Osbert Cheng
Male
2014.08.01
755,000
0.01
Present Shareholding
Spouse &
Minor Shareholding
Common
Shares
％
0.01
Common
Shares
587
0
％
0.00
0
R.O.C.
Steven Hsu
Male
2016.03.16
510,000
0.00
2,889
0.00
Singapore
Purakh Raj Verma
Male
2017.08.09
R.O.C.
Yanan Mou
Male
2019.07.01
0
0
0
0
0
0
140,146
0.00
R.O.C.
Remi Yu
Male
2019.1 1 . 1 5
383,000
0.00
R.O.C.
Michael CY Wang
Male
2019.1 2 . 3 1
0
0
R.O.C.
Ji Fu Kung
Male
2013.01.01
827,741
0.01
0
0
0
0
0
0
R.O.C.
C P Yen
Male
2015.09.16
758,645
0.01
512,000
0.00
R.O.C.
Pang Min Wang
Male
2018.09.14
221,126
0.00
R.O.C.
Ray Yang
Male
2020.07.01
376,274
0.00
R.O.C.
Bellona Chen
Female
2020.08.01
555,126
0.00
R.O.C.
Louis Hsieh
Male
2020.10.01
200,000
0.00
16
117
0
0
0.00
0.00
0
0
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Associate Vice
President
Former Associate Vice
President
R.O.C.
C Y Hsu
Male
2017.04.17
N/A
N/A
N/A
N/A
Note 1: CY Hsu, former manager, was dismissed in 2020.
Note 2: Present shareholding figures are actual number of shares held on January 31, 2021.
Note 3: Managers did not hold shares through other parties.
Note 4: Managers are not spouses or relatives within the second degree of kinship of other managers.
Note 5: Managers’ election date is the same date they assumed their positions.
Note 6: Presidents and Chairman are not the same person, spouses or relatives within the first degree of kinship.
26
United Microelectronics Corporation | Annual Report 2020 Experience/Education
Selected Current Position at Other Companies
Associate Vice President, UMC
Master in Physics,
Tamkang University
Associate Vice President, UMC
Ph.D. in Electrical Engineering,
National Chiao Tung University
Associate Vice President, UMC
Master in Electronic Engineering,
National Chiao Tung University
Associate Vice President, UMC
Master in Microelectronics,
Nanyang Technological University
Associate Vice President, UMC
Master in Electrical Engineering,
State University of New York at Stony Brook
Associate Vice President, UMC
Bachelor in Electrophysics,
National Chiao Tung University
Associate Vice President, UMC
Master in Chemical Engineering,
Cornell University
Associate Vice President, UMC
Ph.D. in Materials Science,
University of Connecticut
Associate Vice President, UMC
Master in Engineering Science,
National Cheng Kung University
Associate Vice President, UMC
Master in Integrated Manufacturing Systems Engineering,
North Carolina State University
Associate Vice President, UMC
Master in Electrical Engineering,
The Ohio State University
Associate Vice President, UMC
Master in Business Administration,
Columbia University
Associate Vice President, UMC
Master in Chemistry department,
University of Missouri_Rolla Campus
Former Associate Vice President, UMC
EMBA. National Chiao Tung University
None
None
None
None
None
None
None
None
None
None
None
Director, ITE Tech Inc.;
Director, ECP Vita Pte. Ltd.;
Supervisor, Fortune Venture Capital Corp.
None
N/A
27
Corporate Governance Report Remuneration Paid to Directors (Including Independent Directors), Presidents and
Vice Presidents
Directors’ Remuneration (Including Independent Directors’)
Title
Name
Director's Remuneration
Base Compensation
(A)
Severance Pay and
Pensions(B)
Compensation to
Directors(C)
Business Execution
Expenses(D)
Ratio of Total
Remuneration
(A+B+C+D) to Net
Income (%)
The
Company
The
Company
Companies
in the
Consolidated
Financial
Statements
The
Company
Companies
in the
Consolidated
Financial
Statements
Companies
in the
Consolidated
Financial
Statements
The
Company
The
Company
Companies
in the
Consolidated
Financial
Statements
Companies
in the
Consolidated
Financial
Statements
Chairman
Stan Hung
Independent
Director
Independent
Director
Independent
Director
Independent
Director
Director
Director
Director
Cheng-Li Huang
Wenyi Chu
Lih J. Chen
Jyuo-Min Shyu
Ting-Yu Lin
Hsun Chieh
Investment Co., Ltd.
Representative:
SC Chien
Silicon Integrated
Systems Corp.
Representative:
Jason Wang
Former Director Chung Laung Liu
0
173
0
0
32,369
55,369
9,800
9,890
0.14
0.22
In addition to the information disclosed in the table above, has any Director of the Company provided services to any of the companies included in the Financial Statements and received
compensation for such services (e.g. provided consultation services in a non-employee capacity): None.
28
United Microelectronics Corporation | Annual Report 2020 Base Compensation
Bonuses
and Special
Expenses etc. (E)
The
Company
Companies
in the
Consolidated
Financial
Statements
Compensation Earned by a Director Who Is an Employee of UMC or
UMC’s Consolidated Entities
Severance Pay
and
Pensions (F)
Employees' Profit Sharing Bonus (G)
Ratio of Total
Compensation
(A+B+C+D+E+F+G) to Net
Income (%)
The
Company
Companies
in the
Consolidated
Financial
Statements
The
Company
Companies in the
Consolidated
Financial Statements
The
Company
Cash
Stock
Cash
Stock
Companies in
the Consolidated
Financial
Statements
In Thousand NTD
Compensation
from
Other Non-
Consolidated
Entities
Invested
by the
Company
150,339
159,875
292
292
25,110
0
25,110
0
0.75
0.86
2,987
29
Corporate Governance Report Remuneration Paid to Directors (Including Independent Directors), Presidents and Vice Presidents (Continue)
Remuneration Range for Each
Director in the
Company
Sum of the First 4 Items (A+B+C+D)
Sum of the First 7 Items (A+B+C+D+E+F+G)
Names of Directors
The
Company
SC Chien
Jason Wang
Stan Hung
Hsun Chieh Investment
Co., Ltd.
Silicon Integrated Systems
Corp.
Chung Laung Liu
Cheng-Li Huang
Wenyi Chu
Lih J. Chen
Jyuo-Min Shyu
Ting-Yu Lin
Companies
in the
Consolidated
Financial
Statements
The
Company
Companies
in the
Consolidated
Financial
Statements
Hsun Chieh
Investment Co., Ltd.
Silicon Integrated
Systems Corp.
Chung Laung Liu
Hsun Chieh Investment
Co., Ltd.
Silicon Integrated
Systems Corp.
Chung Laung Liu
Hsun Chieh Investment
Co., Ltd.
Silicon Integrated
Systems Corp.
Chung Laung Liu
Cheng-Li Huang
Wenyi Chu
Lih J. Chen
Jyuo-Min Shyu
Ting-Yu Lin
Cheng-Li Huang
Wenyi Chu
Lih J. Chen
Jyuo-Min Shyu
Ting-Yu Lin
SC Chien
Jason Wang
Cheng-Li Huang
Wenyi Chu
Lih J. Chen
Jyuo-Min Shyu
Ting-Yu Lin
Stan Hung
Stan Hung
SC Chien
Jason Wang
Stan Hung
SC Chien
Jason Wang
11
11
11
11
Lower than NTD 1,000,000
NTD 1,000,000 (inclusive)~
NTD 2,000,000 (exclusive)
NTD 2,000,000 (inclusive)~
NTD 3,500,000 (exclusive)
NTD 3,500,000 (inclusive)~
NTD 5,000,000 (exclusive)
NTD 5,000,000 (inclusive)~
NTD 10,000,000 (exclusive)
NTD 10,000,000 (inclusive)~
NTD 15,000,000 (exclusive)
NTD 15,000,000 (inclusive)~
NTD 30,000,000 (exclusive)
NTD 30,000,000 (inclusive)~
NTD 50,000,000 (exclusive)
NTD 50,000,000 (inclusive)~
NTD 100,000,000 (exclusive)
NTD 100,000,000 or More
Total
30
United Microelectronics Corporation | Annual Report 2020
31
Corporate Governance Report Remuneration Paid to Directors (Including Independent Directors), Presidents and Vice Presidents (Continue)
Compensation Paid to Presidents and Vice Presidents
Title
Name
Salary(A) Severance Pay and Pensions(B)
Bonuses and
Special Expenses etc.
(C)
The
Company
Companies in the
Consolidated
Financial
Statements
The
Company
Companies in the
Consolidated
Financial
Statements
The
Company
Companies in the
Consolidated
Financial
Statements
81,257
101,233
2,255
2,255
390,037
402,553
Chairman & Chief
Strategic Officer
Stan Hung
President
President
Executive Vice
President
SC Chien
Jason Wang
Ming Hsu
Senior Vice President Oliver Chang
Senior Vice President
& Chief Financial
Officer
Senior Vice President
& General Counsel
Chitung Liu
Lucas S Chang
Vice President
Vice President
Vice President
TS Wu
C C Hsu
M C Lai
Vice President
G C Hung
Vice President
Wenchi Ting
Vice President
Jerry CJ Hu
Vice President
Y S Shen
Vice President
Steven S Liu
Vice President
Vice President
Vice President
SR Sheu
M L Liao
S S Hong
Vice President
Francia Hsu
Vice President
Mindy Lin
Vice President & Chief
Human Resources
Officer
Eric Chen
32
United Microelectronics Corporation | Annual Report 2020 Employees' Profit Sharing Bonus(D) Ratio of Total Compensation (A+B+C+D)
to Net Income (%)
In Thousand NTD
Compensation from Other Non-
Consolidated Entities Invested
by the Company
The
Company
Companies in the
Consolidated
Financial Statements
The
Company
Companies in the
Consolidated
Financial Statements
Cash
Stock
Cash
Stock
113,700
0
113,700
0
2.01
2.12
4,362
33
Corporate Governance Report
Remuneration Paid to Directors (Including Independent Directors), Presidents and Vice Presidents (Continue)
Compensation Range for Each President
and Vice President in the Company
Names of Presidents and
Vice Presidents
The Company
Companies in the Consolidated
Financial Statements
Mindy Lin
Mindy Lin
Oliver Chang, Chitung Liu, Lucas S Chang, TS Wu
C C Hsu, M C Lai, G C Hung, Wenchi Ting
Jerry CJ Hu, Y S Shen, Steven S Liu, SR Sheu
M L Liao, S S Hong, Francia Hsu, Eric Chen
Oliver Chang, Chitung Liu, Lucas S Chang, TS Wu
C C Hsu, M C Lai, G C Hung, Wenchi Ting
Jerry CJ Hu, Y S Shen, Steven S Liu, SR Sheu
M L Liao, S S Hong, Francia Hsu, Eric Chen
Ming Hsu
Ming Hsu
Stan Hung, SC Chien, Jason Wang
Stan Hung, SC Chien, Jason Wang
21
21
Lower than NTD 1,000,000
NTD 1,000,000 (inclusive)~
NTD 2,000,000 (exclusive)
NTD 2,000,000 (inclusive)~
NTD 3,500,000 (exclusive)
NTD 3,500,000 (inclusive)~
NTD 5,000,000 (exclusive)
NTD 5,000,000 (inclusive)~
NTD 10,000,000 (exclusive)
NTD 10,000,000 (inclusive)~
NTD 15,000,000 (exclusive)
NTD 15,000,000 (inclusive)~
NTD 30,000,000 (exclusive)
NTD 30,000,000 (inclusive)~
NTD 50,000,000 (exclusive)
NTD 50,000,000 (inclusive)~
NTD 100,000,000 (exclusive)
NTD 100,000,000 or More
Total
34
United Microelectronics Corporation | Annual Report 2020
Remuneration Paid to Directors (Including Independent Directors), Presidents and Vice Presidents (Continue)
Employees’ Profit Sharing Bonus Paid to Management Team
Title
Name
Stock
Cash
In Thousand NTD
Total
Ratio of Total Profit Sharing
Bonus to Net Income (%)
Chairman & Chief Strategic
Officer
Stan Hung
President
President
SC Chien
Jason Wang
Executive Vice President
Ming Hsu
Senior Vice President
Senior Vice President & Chief
Financial Officer
Oliver Chang
Chitung Liu
Senior Vice President & General
Counsel
Lucas S Chang
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President & Chief Human
Resources Officer
TS Wu
C C Hsu
M C Lai
G C Hung
Wenchi Ting
Jerry CJ Hu
Y S Shen
Steven S Liu
SR Sheu
M L Liao
S S Hong
Francia Hsu
Mindy Lin
Eric Chen
Associate Vice President
Johnson Liu
Associate Vice President
Victor Chuang
Associate Vice President
Chuck Chen
Associate Vice President
S F Tzou
Associate Vice President
Le Tien Jung
Associate Vice President
Yau Kae Sheu
Associate Vice President
J Y Wu
Associate Vice President
Osbert Cheng
Associate Vice President
Steven Hsu
Associate Vice President
Purakh Raj Verma
Associate Vice President
Yanan Mou
Associate Vice President
Remi Yu
Associate Vice President
Michael CY Wang
Associate Vice President
Ji Fu Kung
Associate Vice President
C P Yen
Associate Vice President
Pang Min Wang
Associate Vice President
Ray Yang
Associate Vice President
Bellona Chen
Associate Vice President
Louis Hsieh
Former Associate Vice
President
C Y Hsu
0
174,660
174,660
0.60
35
Corporate Governance Report Comparison of Compensation of Directors, Presidents and Vice Presidents in the Past Two
Years
Net Income Stated in the Parent Company Only Financial Reports
(In Thousand NTD)
The Percentage of Directors’ Remuneration to Net Income (%)
The Percentage of Executive Officer’s Compensation
to Net Income (%)
2020
2019
The Company
Companies in
the Consolidated
Financial Statements
The Company
Companies in
the Consolidated
Financial Statements
29,189,489
29,189,489
9,707,614
9,707,614
0.14
2.01
0.22
2.12
0.18
2.13
0.30
2.42
Note: The directors’ remuneration includes Base Compensation, Severance Pay and Pensions, Compensation to Directors and Business Execution Expenses. The managerial officer’s
compensation includes Salary, Severance Pay and Pensions, Bonuses and Special Expenses etc., and Employees’ Profit Sharing Bonus.
The Company’ s compensation for Directors and Executive officers is based on UMC’s Articles of Incorporation and formulations, and is distributed in
proper ratios.
The Standards and Policies, and Portfolios for Payment of Emoluments, Procedures for Setting Emoluments, and
Correlations with Business Performance and Future Risks.
Policy for Directors’ (Including Independent Directors)
UMC shall assess the performance of directors and officers according
Compensation
to the Rules for Performance Assessment of the Board of Directors
Pursuant to UMC’s Articles of Incorporation, Article 21-1, the Company
and the Performance Appraisal for employees of UMC, in order to
shall allocate no more than 0.2% of profit as directors’ (including
decide their compensation. An adequate compensation scheme will be
Independent Directors) compensation for each profitable fiscal year
calculated by referencing the Company’s operation results, future risks,
after offsetting any cumulative losses. Directors (including Independent
corporate strategies, industry trends, and also individual contribution. The
Directors) may only receive compensation in cash. In accordance
performance assessment and compensation proposals were reviewed
with Article 17, remunerations for all directors (including Independent
and approved by Remuneration Committee and Board of Directors.
Directors) shall be decided by the Board of Directors authorized by a
The Company will review the remuneration policy foresaid based on
meeting of shareholders according to involvements and contributions to
macroeconomics and business strategies to achieve both corporate
the Companies’ operation and at the normal rate adopted by other firms
sustainability and interest of stakeholders.
of the same industry.
Policy for Management Team’s Compensation
The Company annually evaluates its salary level with similar industries
to ensure the Company’s salary is competitive. The Company’s salary
structure can be divided into fixed and variable. The compensation is set
to fully reflect the achievements for individuals and teams.
36
United Microelectronics Corporation | Annual Report 2020
Corporate Governance Practices
Information of Board Meeting Operation
Board Meetings were held 8 times in 2020; all independent directors attended each meeting in person; the average attendance rate of all directors was
97.18%; the attendances of directors were as follows:
Title
Name
Chairman
Stan Hung
Independent
Director
Independent
Director
Independent
Director
Independent
Director
Former
Director
Director
Director
Cheng-Li Huang
Wenyi Chu
Lih J. Chen
Jyuo-Min Shyu
Chung Laung Liu
Ting-Yu Lin
Hsun Chieh Investment Co., Ltd.
Representative:
SC Chien
Director
Silicon Integrated Systems Corp.
Representative:
Jason Wang
Attendance in
Person
By Proxy
Attendance Rate (%)
Remarks
8
8
7
8
8
7
8
8
8
0
0
1
0
0
0
0
0
0
100.00
100.00
87.50
100.00
100.00
100.00
100.00
100.00
100.00
Dismissed on
November 7, 2020
Other mentionable items:
1. If any of the following circumstances occur, the dates of the meetings, sessions, contents of motion, all independent directors’ opinions and the company’s response
should be specified:
(1) Matters referred to in Article 14-3 of the Securities and Exchange Act: The Company has established an Audit Committee, and Article 14-3 of the Securities and
Exchange Act is not applicable to the Company. Please refer to Page 39-41 of the Annual Report for related information of the operation status of the Audit
Committee.
(2) Other matters involving objections or expressed reservations by independent directors that were recorded or stated in writing that require a resolution by the board
of directors: None.
2. If there are directors’ avoidance of motions in conflict of interest, the directors’ names, contents of motion, causes for avoidance and voting should be specified:
(1) Proposal for UMC’s donation to UMC Science and Culture Foundation on February 26, 2020: Chairman Stan Hung and Director SC Chien were in conflict of interest
and avoided the discussion and vote of the proposal since Chairman Stan Hung and Director SC Chien also served concurrently as the Directors of UMC Science
and Culture Foundation. The proposal was approved without dissent by all other Directors in attendance.
(2) Proposal for approving the distributable compensation for managerial officers on February 26, 2020, June 17, 2020, July 29, 2020, and September 2, 2020:
Directors who also served concurrently as the Company’s managerial officers were in conflict of interest and avoided the discussion and vote of the proposal. The
proposal was approved without dissent by all other Directors in attendance.
3. For the information of evaluation cycles, periods, scope, method and content of self-evaluation of the Board of Directors, please refer to the execution status of
self-evaluation of the Board of Directors.
4. Measures taken to strengthen the functionality of the board:
To implement corporate governance and enhance the Nomination and Election of the Board, the Company designated a Company Secretary in 2019, and the “Policy for
Nomination and Election of Directors” and “Skill Matrix of Board Members,” which are references for composition structure of the Board, are established by the
Nominating Committee. In addition to conducting a board performance evaluation every year, the Company also engaged with TAIWAN CORPORATE GOVERNANCE
ASSOCIATION to implement performance evaluation of the Board of Directors in 2020; please refer to the Company’s website for the evaluation report:
https://www.umc.com/en/IR_Director/directors_information
Note : Attendance rate is calculated using the number of meetings each board member actually attends and total number of board meetings held within his or her service period.
37
Corporate Governance Report
Execution Status of the Board Evaluation
Evaluation Cycle Evaluation Period
Evaluation Scope
Evaluation Method
Evaluation Content
Annually
2020/1/1~2020/12/31
The Company’s board
self-evaluation scope covers
the evaluation of the board,
functional committees and
individual board members.
Self-evaluation of the board,
its functional committees and
individual board members’
performance
1. The self-evaluation of the board of directors includes
the following aspects:
(1) Participation in the operation of the company;
(2) Improvement of the quality of the board of
directors’ decision making;
(3) Composition and structure of the board of
directors;
(4) Election and continuing education of the
directors; and
(5) Internal control.
2. The self-evaluation of the functional committees
includes the following aspects:
(1) Participation in the operation of the company;
(2) Awareness of the duties of the functional
committee;
(3) Improvement of quality of decisions made by the
functional committee;
(4) Composition of the functional committee and
election of its members; and
(5) Internal control.
3. The self-evaluation of board members includes the
following aspects:
(1) Familiarity with the goals and missions of the
company;
(2) Awareness of the duties of a director;
(3) Participation in the operation of the company;
(4) Management of internal relationships and
communication;
(5) The director’s professionalism and continuing
education; and
(6) Internal control.
38
United Microelectronics Corporation | Annual Report 2020
Operation of the Audit Committee
The Audit Committee assists the Board of Directors in performing
its supervision functions. It is also responsible for tasks defined by
The Audit Committee is responsible for periodic review of the following
important annual matters：
the Company Act, Securities and Exchange Act and other relevant
• Financial statements
regulations. Since UMC is listed on the NYSE, it also has to comply with
• Internal control system
the U.S. regulations regarding foreign issuers. The Audit Committee is
• Material transactions of assets, derivatives, loans,
comprised of all independent directors, with 2 financial experts and
endorsements, guarantees
operating according to the Audit Committee Charter (please refer to the
• Audit plans of internal and external auditors and their
Company’s website at https://www.umc.com/upload/media/08_Investors/
execution status
Corporate_Governance/Audit_Committee/Audit_Committee_Charter_
• Engaging and removing the Company’s independent
Eng.pdf).
auditors and accessing such auditors’ remuneration and
According to the relevant regulations, the Audit Committee shall convene
independence
at least four regular meetings per year. In 2020 a total of five meetings
• Risks and control procedures of compliance with
were convened; it shall also maintain good communication channels with
government law
the Company’s internal auditors, independent auditors, and management.
• Execution of documentation that involves government
agencies
• Implementation of Whistleblower Program and Code of
Conduct
Information of Audit Committee Operation
There were five Audit Committee meetings in 2020, and the attendance status is shown in the following table:
Title
Name
Attendance Proxy Attendance
Actual Attendance
Rate (%)
Note
Independent
Director
Independent
Director
Independent
Director
Independent
Director
Cheng-Li Huang
Wenyi Chu
Lih J. Chen
Jyuo-Min Shyu
5
4
5
5
0
1
0
0
100.00
Audit Committee convener
80.00
100.00
100.00
39
Corporate Governance Report
Operation of the Audit Committee (Continue)
Other Matters to Be Recorded:
1. If the Audit Committee operates in any of the following circumstances, the date and session of the Board meeting, the content of motion, the resolution
of Audit Committee, and the company’s response to the opinion of the Audit Committee should be specified:
(1) Items listed in Article 14-5 of Securities and Exchange Act:
Date/Session of
Board Meeting
Content of Motion
February 26, 2020,
the 13th meeting of
the 14th session
1. Approved the 2019 Consolidated Financial Statements (including Parent
Company only Financial Statements).
2. Approved the 2019 Statement of Internal Control System.
3. Approved for UMC’s Singapore branch to lend funds to United
Semiconductor (Xiamen) Co., Ltd.
4. Approved issuing Restricted Stock Awards for employees.
5. Approved the content of appointed service and fee for the independent
auditor appointed in 2020.
6. Approved the Company’s donation to UMC Science and Culture
Foundation.
Resolution of the
Audit Committee
Company’s Response
to the Opinion of the
Audit Committee
Approved by all
members present
in the meeting.
Approved by directors
participating in the
discussion and voting in
the board meeting.
April 27, 2020,
the 14th meeting of
the 14th session
July 29, 2020,
the 17th meeting of
the 14th session
1. Approved the Q1, 2020 Consolidated Financial Statements.
2. Approved the proposal for private placement based on future operation
needs and will propose this at the 2020 Annual General Meeting for
discussion.
Approved by all
members present
in the meeting.
1. Approved the Q2, 2020 Consolidated Financial Statements.
2. Approved to adjust the endorsement and guarantee of the loan for
United Semiconductor (Xiamen) Co., Ltd.
3. Approved the disposal of machinery equipment to United Semiconductor
Approved by all
members present
in the meeting.
(Xiamen) Co., Ltd.
Approved by directors
participating in the
discussion and voting in
the board meeting.
Approved by directors
participating in the
discussion and voting in
the board meeting.
40
United Microelectronics Corporation | Annual Report 2020
Operation of the Audit Committee (Continue)
Date/Session of
Board Meeting
Content of Motion
October 29, 2020,
the 19th meeting of
the 14th session
December 16, 2020,
the 20th meeting of
the 14th session
February 24, 2021,
the 21st meeting of
the 14th session
1. Approved the Q3, 2020 Consolidated Financial Statements.
2. Approved to decrease the endorsement and guarantee of the loan for
United Semiconductor (Xiamen) Co., Ltd.
3. Approved the Company to proceed with a potential investment to
expand capacity.
1. Approved the revision of the internal control system and internal audit
implementation rules.
2. Approved for UMC’s Singapore branch to lend funds to United
Semiconductor (Xiamen) Co., Ltd.
3. Approved to adjust the endorsement and guarantee of the loan for
United Semiconductor (Xiamen) Co., Ltd.
4. Approved the loan commitment to banks for United Semiconductor
(Xiamen) Co., Ltd.
1. Approved the 2020 Consolidated Financial Statements (including Parent
Company only Financial Statements).
2. Approved the 2020 Statement of Internal Control System.
3. Approved the content of appointed service and fee for the independent
auditor appointed in 2021.
4. Approved the Company’s donation to UMC Science and Culture
Foundation.
5. Approved termination of the issuance plan for private placement, which
was approved at the 2020 Annual General Meeting.
6. Approved the proposal for private placement based on future operation
needs and will propose this at the 2021 Annual General Meeting for
discussion.
7. Approved the acquisition of the Right-of-Use Asset from subsidiary
Wavetek Microelectronics Corporation.
8. Approved the issuance of unsecured straight corporate bonds.
9. Approved engagement in derivatives trading.
Resolution of the
Audit Committee
Company’s Response
to the Opinion of the
Audit Committee
Approved by all
members present
in the meeting.
Approved by all
members present
in the meeting.
Approved by directors
participating in the
discussion and voting in
the board meeting.
Approved by directors
participating in the
discussion and voting in
the board meeting.
Approved by all
members present
in the meeting.
Approved by directors
participating in the
discussion and voting in
the board meeting.
(2) There were no other resolutions that were not approved by the Audit Committee but were approved by two thirds or more of all directors in 2020.
2. Implementation of avoidance of independent director with respect to motion of stake: there was no such situation in the Audit Committee in 2020.
3. The communication channels between the independent directors, internal auditors, and independent auditors:
(1) The Company's Audit Division sends the audit reports and follow-up reports on deficiencies to independent directors each month. Besides these
measures, the Internal Audit head presents the findings of all audit reports and communicates follow-up reports with independent directors
during the Audit Committee’s quarterly meetings and semi-annually separate meeting.
(2) The Company’s independent auditors present the findings of their review or audit reports regarding the financial results and internal control of
the Company and its subsidiaries during the Audit Committee’s quarterly meetings and separate meeting at least once a year. The independent
auditors are also required to communicate to the Audit Committee the impact of IFRSs updates and announcements, any issues under applicable
laws and regulations that might affect the financial reports, and whether to adjust the entries.
(3) The Internal Audit head, the independent auditors and independent directors can contact each other as needed. The communication channels are
seamless.
For the communication between independent directors, internal audit head, and independent auditors, please refer to the Company’s website:
https://www.umc.com/en/IR_Audit/audit_committee.
41
Corporate Governance Report
Corporate Governance Implementation Status and Deviations from “The Corporate
Governance Best-Practice Principles for TWSE/TPEx Listed Companies”
Evaluation Item
Yes
No
1. Does the company establish and disclose the Corporate Governance Best-Practice Principles based on
“Corporate Governance Practice Principles for TWSE/TPEx Listed Companies?”
2. Shareholding Structure & Shareholders’ Rights
(1) Does the company establish an internal operating procedure to deal with shareholders’ suggestions, doubts,
disputes and litigations, and implement it based on the procedure?
(2) Does the company possess the list of its major shareholders as well as the ultimate owners of those shares?
(3) Does the company establish and execute the risk management and firewall system within its conglomerate
structure?
(4) Does the company establish internal rules against insiders trading with undisclosed information?
3. Composition and Responsibilities of the Board of Directors
(1) Does the Board develop and implement a diversified policy for the composition of its members?
(2) Does the company voluntarily establish other functional committees in addition to the Remuneration
Committee and the Audit Committee?
42
United Microelectronics Corporation | Annual Report 2020
Implementation Status
Abstract Explanation
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
The UMC Corporate Governance Practice Principles is posted on the Corporate Governance section of UMC’s website for
stakeholders to download. Please refer to: https://www.umc.com/upload/media/08_Investors/Corporate_Governance/
Major_Internal_Policies/UMC_Corporate_Governance_Practice_Principles_20191030_eng.pdf.
None
UMC has designated a specific contact window (ir@umc.com) and included an Investor Relations section on the
Stakeholder Contacts of the Company’s website to deal with shareholders’ suggestions, doubts, disputes and litigations.
Please refer to the Company’s website for stakeholders’ contact: https://www.umc.com/en/Html/stakeholder_contacts.
UMC deals with shareholders’ suggestions,
litigation based
doubts, disputes and
on “The Corporate Governance Best-
Practice Principles for TWSE/TPEx Listed
Companies.” UMC does not establish an
internal operating procedure.
None
None
None
None
UMC possesses the list of its major shareholders as well as the ultimate owners of those shares.
UMC has established relevant control mechanisms within its internal regulations and internal control systems in
accordance with laws and regulations (including “Rules for Regulating Related Party Transactions”).
UMC has formulated the Provisions on Insider Trading Prevention Policies and Control Procedures and is committed to
advocating policies against insider trading.
UMC has established the Policy for Nomination and Election of Directors that takes into account the Company’s
organizational culture, business model and long-term development, and also established criteria to ensure the diversity
of the Board members. The UMC Board of Directors comprises of 8 members, including 4 seats for independent directors
and 1 for a non-executive director; 3 serve as administrative directors. More than half of the director seats are filled
by members of outside companies. There is 1 seat currently reserved for a female director. Based on our policy of
gender equality, UMC will increase the female director seats progressively. The tenures of independent directors are also
diversified; there is 1 director that has served for 12 years, 1 director for 6 years and 2 directors for 3 years. The Board
of UMC is composed of members with diversified backgrounds of industry, government and academy. The experiences
of Board members include the president of national university, academician of Academia Sinica, the Minister of Science
and Technology, the president of ITRI, financial experts in finance, accounting and strategy management fields, and
professionals from the semiconductor industry and ICT business administration. The directors satisfy basic criteria and
professionalism requirements, and through activities of the sub-committees, can also contribute their experiences to
supervise and govern issues related to corporate governance, environmental sustainability, corporate social responsibility,
legal compliance and human rights protection. Please refer to UMC’s Policy for Nomination and Election of Directors for
UMC Board diversification criteria, the Directors’ Information and the Skill Matrix of Board members for implementation of
Board diversification on the Company’s website: https://www.umc.com/en/IR_Director/directors_information.
To meet the needs of industrial characteristics and operations, UMC has established the Capital Budget Committee. The
Committee currently comprises of four independent directors and one external directors responsible for assisting UMC
with its long-term development strategy, financial planning and business performance. For the sustainable development
of UMC and assisting the Board with enhancing its management mechanism and improving corporate governance, UMC
established the Nominating Committee. The Committee comprises of all independent directors who are responsible
for searching and reviewing the candidate list of the directors and executives accordingly, executing the performance
assessment of the directors and executives, and supervision of corporate governance. For information on the Capital
Budget Committee and the Nominating Committee, please refer to UMC’s website at https://www.umc.com/en/Html/
capital_budget_committee and https://www.umc.com/en/Html/nominating_committee.
None
43
Corporate Governance Report Corporate Governance Implementation Status and Deviations from “The Corporate Governance Best-Practice
Principles for TWSE/TPEx Listed Companies” (Continue)
Evaluation Item
(3) Does the company establish a standard to measure the performance of the Board, and implement it
annually? Are the implemented results reported to the Board, and used as a reference for individual
directors’ compensation and nomination renewal?
Yes
No
(4) Does the company regularly evaluate the independence of CPAs?
4. Does
the company have an adequate number of corporate governance personnel with appropriate qualifications and appoint a
chief corporate governance officer to be in charge of corporate governance affairs (including but not limited to providing information for
legal compliance, handling matters
relating to board meetings and shareholders meetings according to laws, producing minutes of board meetings and shareholders
functions, assisting directors and supervisors with
directors and supervisors
to perform
their
meetings)?
44
United Microelectronics Corporation | Annual Report 2020
Implementation Status
Abstract Explanation
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
UMC has formulated Rules for Performance Evaluation of the Board of Directors and implemented it accordingly.
A. The Company conducted annual self-evaluation of the BOD, its functional committees and individual board members’
None
performance.
In 2020, the Nominating Committee conducted the self-evaluation of the Board of Directors, functional committees and
individual board members and reported the result to the Nominating Committee and Board of Directors on February 24,
2021. The performance result was “Excellent.” For a new director, the board provides proper orientation to enable him or
her to understand his or her duties and to familiarize him or her with the Company’s operation and environment.
B. The performance of the Board is also implemented by an external independent professional institution or a panel of
external experts and scholars at least once every three years. After the first performance evaluation conducted by an
external assessment institution in 2018, the Company re-engaged with an external assessment institution to implement
performance evaluation of the Board of Directors in 2020. Please refer to the Company’s website for “The Rules for
Performance Evaluation of the Board of Directors”: https://www.umc.com/en/IR_Director/directors_information.
The Company’s Directors’ Compensation is regulated in the Company’s Articles of Incorporation. The Company shall
allocate no more than 0.2% of profit as directors’ compensation for each profitable fiscal year, and Directors’ Compensation
is linked to the performance of the Company’s operation and the Board. According to the Policy for Nomination and
Election of Directors, performance assessment of the board is used as a reference for nomination and election of
Directors.
UMC’s Audit Committee regularly evaluates the internal quality control procedures and independence of independent
auditors, and is evaluated by the Board of Directors. The evaluation results of the most recent two years were completed on
February 26, 2020 and February 24, 2021. The evaluation items are as follows:
A. Auditor Independence Declaration.
B. All audit and non-audit services provided by independent auditors are first reviewed by the Audit Committee to ensure that
non-audit services do not influence audit outcome.
C. The same independent auditor has not performed audit services for more than five consecutive years.
D. UMC evaluates the independence and competence of the external auditor annually, including the size and reputation of
the accounting firm, the nature and extent of providing non-audit services, peer review, quality of audit services, and
external auditors’ experience as well as the communication and interaction between external auditors, management and
internal audit supervisors. The external auditor and the Audit Committee should have regular communication and
interaction. Whether UMC’s independent directors and relevant senior executives are independent from the external
auditor. The Company does not appoint any individual who have served as an auditor in an accounting firm as a senior
financial supervisor or who has the authority to make major decisions, or if there are any legal proceedings, etc.
Upon nomination by the Nominating Committee of UMC, the Board of Directors appointed Mr. Chitung Liu, the Senior Vice
President and CFO of UMC, as the Chief Corporate Governance Officer on March 6, 2019. The position is accountable for
corporate governance matters, including preparation and execution of agenda and matters relating to the Shareholders’
Meeting, the Board, Audit Committee, Remuneration Committee, Capital Budget Committee and Nominating Committee,
assistance in fulfilling requests by directors to perform duties and provide information, and is also responsible for ensuring
legal compliance of the Board, promoting communication and dialogue between the management team and the directors,
and among the board members, and communicating with the independent directors on corporate governance-related affairs
on a regular basis every year. The Chief Corporate Governance Officer has been in a managerial position for at least three
years in a public company in handling financial and stock affairs, and completed professional training in accordance with
laws and regulations.
None
None
45
Corporate Governance Report
Corporate Governance Implementation Status and Deviations from “The Corporate Governance Best-Practice
Principles for TWSE/TPEx Listed Companies” (Continue)
Evaluation Item
5. Does the company establish a communication channel and build a designated section on its website for stakeholders (including but not limited to
shareholders, employees, customers, and suppliers), as well as handle all the issues they care for in terms of corporate social responsibilities?
Yes
No
6. Does the company appoint a professional shareholder service agency to deal with shareholder affairs?
7. Information Disclosure
(1) Does the company have a corporate website to disclose both financial standings and the status of corporate governance?
(2) Does the company have other information disclosure channels (e.g. building an English website, appointing designated people to handle
information collection and disclosure, creating a spokesman system, webcasting investor conferences)?
(3) Does the company announce the annual financial report within 2 months after the end of the fiscal year, and announce the Q1, Q2, Q3
financial reports and monthly operation status before the deadlines?
8 Is there any other important information to facilitate a better understanding of the company’s corporate governance practices (e.g., including but not
limited to employee rights, employee wellness, investor relations, supplier relations, rights of stakeholders, directors’ and supervisors’ training
records, the implementation of risk management policies and risk evaluation measures, the implementation of customer relations policies, and
purchasing insurance for directors and supervisors)?
9. Please explain the improvements which have been made in accordance with the results of the Corporate Governance Evaluation System released by the Corporate
Governance Center, Taiwan Stock Exchange, and provide the priority enhancement measures.
46
United Microelectronics Corporation | Annual Report 2020
Implementation Status
Abstract Explanation
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
UMC’s Corporate Sustainability Committee is responsible for stakeholders and identifying issues across the Company. The
Committee is also responsible for establishing consultation and communication channels with stakeholders in accordance
with internal operational mechanisms, designating specialists to receive, record and respond to messages and input from
various stakeholders. The Corporate Sustainability Committee conducts annual review of key corporate social responsibility
issues and contingency plans to determine appropriate responses and publicly discloses relevant stakeholder communication
information through the annual Corporate Social Responsibility Report and UMC’s website, and at the same time reports key
stakeholder concerns and countermeasures at Board meetings.
None
UMC has appointed Horizon Securities Co., Ltd., a professional shareholder service agency, to deal with shareholder affairs.
None
None
None
None
None
The Company has built a corporate website and exclusive webpage to publish up-to-date information for both financial
standings and the status of corporate governance at all times for investors’ reference. Please refer to the Company’s website
for related information: https://www.umc.com/en/IR/ir_overview.
The Company has built Chinese and English websites and appointed a designated person to handle information collection
and disclosure, including the information of investor conferences. The Company also has designated a spokesperson, acting
spokesperson(s), and a specific contact window (ir@umc.com) to deal with shareholders’ suggestions as per regulation.
Please refer to the Company’s website for related information: https://www.umc.com.
The Company announces its monthly operation status within the prescribed deadlines and announces the annual and the
quarterly financial reports before the deadlines. The Company’s announcement of the 2020 annual financial report was
completed on February 24, 2021.
(1) Continuing Education/Training of Directors: To strengthen the competency of the Board, UMC informs its directors
periodically of professional courses held by relevant organizations. For Continuing Education/Training of Directors,
please refer to pages 48-50 of this annual report.
(2) Board meeting attendance: Please refer to Page 37-41 on Board of Directors Operations and Audit Committee
Operations, and Page 57-59 on Remuneration Committee Operations in this annual report.
(3) Risk management policies and risk measurement standards implementation: Please refer to Page 145 on Risk
Management and Evaluation in this annual report.
(4) Customer policy implementation: Please refer to Page 128 on Overview of Market, Production, and Sales in this annual
report and the Corporate Social Responsibility Report on the UMC website at https://www.umc.com/en/Download/
corporate_sustainability_reports.
(5) Employee Rights, Employment Care, Investor Relations, Supplier Relationships and Stakeholders Rights
Implementation: Please refer to the Corporate Social Responsibility Report on the UMC website at https://www.umc.
com/en/Download/corporate_sustainability_reports.
(6) The status of liability insurance for directors and supervisors purchased by the Company: UMC has purchased liability
insurance for directors since 2000. The renewal of liability insurance for directors was completed in 2020 and was
reported during the last Board Meeting.
(7) UMC website for corporate governance policies and implementation: https://www.umc.com/en/Html/ir_corporate_
governance.
UMC was in the top 5% of rankings in “Corporate Governance Evaluation” for six consecutive years since 2015. To implement corporate governance and enhance the
Company’s board functions, the Company designated a Company Secretary in 2019, and “Policy for Nomination and Election of Directors” and “Skill Matrix of Board
Members” which are references for the composition structure of the Board are established by the Nominating Committee. To improve information transparency, the
Company announces its financial reports within two months after the end of the fiscal year.
47
Corporate Governance Report
Continuing Education/Training of Directors in 2020:
Title
Name
Study Period
Sponsoring
Organization
Course
Chairman
Stan Hung
2020.07.24
2020.07.24
From
To
2020.10.27
2020.10.27
2020.11.25
2020.11.25
Independent
Director
Cheng-Li
Huang
2020.09.21
2020.09.21
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
INDEPENDENT
DIRECTOR ASSOCIATION
TAIWAN
The Development Trend, Model
and Practice of Corporate
Governance and Corporate
Social Responsibility
The Strategy and Tool
Application of Employee Reward
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
The Trend, Impact and Adaptive
Strategy of U.S.-China Trade
War and Global Change
TAIWAN STOCK
EXCHANGE
CORPORATION
Corporate Governance 3.0
-Sustainable Development
Roadmap Forum
2020.09.22
2020.09.22
TAIWAN INSTITUTE OF
DIRECTORS
2020.09.24
2020.09.24
SECURITIES & FUTURES
INSTITUTE
KPMG Leadership Institute
Forum: Response of Upheaval
Risk and Enhancement of
Corporate Governance
Insider Trading Prevention and
Insider Equity Trading Advocacy
Meeting in 2020
2020.11.25
2020.11.25
Independent
Director
Wenyi Chu
2020.10.16
2020.10.16
2020.11.25
2020.11.25
Independent
Director
Lih J. Chen
2020.09.11
2020.09.11
2020.11.25
2020.11.25
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
The Trend, Impact and Adaptive
Strategy of U.S.-China Trade
War and Global Change
TAIWAN STOCK
EXCHANGE
CORPORATION
2020 Corporate Governance
and Anti-corruption Seminar
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
The Trend, Impact and Adaptive
Strategy of U.S.-China Trade
War and Global Change
SECURITIES & FUTURES
INSTITUTE
Insider Trading Prevention and
Insider Equity Trading Advocacy
Meeting in 2020
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
The Trend, Impact and Adaptive
Strategy of U.S.-China Trade
War and Global Change
Training
Hours
Compliance
with
Regulations
（Note）
3
3
3
3
3
3
3
3
3
3
3
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
48
United Microelectronics Corporation | Annual Report 2020 Continuing Education/Training of Directors in 2020:
Title
Name
Study Period
Independent Director
Jyuo-Min
Shyu
From
To
2020.03.24
2020.03.24
Sponsoring
Organization
Course
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
The Introduction of Ethical
Corporate Management
Best Practice Principles
for TWSE/GTSM Listed
Companies and ISO 37001
Anti-bribery management
systems
The Impact of COVID-19
on the Economy, Trade
and Industry and its future
prospects
2020.05.12
2020.05.12
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
2020.08.18
2020.08.18
TAIWAN INSTITUTE OF
DIRECTORS
Corporate Transformation
in Revolution Age
2020.09.21
2020.09.21
2020.11.25
2020.11.25
Director
Ting-Yu Lin
2020.09.24
2020.09.24
2020.11.25
2020.11.25
TAIWAN STOCK
EXCHANGE
CORPORATION
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
SECURITIES & FUTURES
INSTITUTE
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
Corporate Governance 3.0
-Sustainable Development
Roadmap Forum
The Trend, Impact and
Adaptive Strategy of
U.S.-China Trade War and
Global Change
Insider Trading Prevention
and Insider Equity Trading
Advocacy Meeting in 2020
The Trend, Impact and
Adaptive Strategy of
U.S.-China Trade War and
Global Change
Training
Hours
Compliance
with
Regulations
（Note）
1.5
Yes
1.5
Yes
3
3
3
3
3
Yes
Yes
Yes
Yes
Yes
49
Corporate Governance Report Continuing Education/Training of Directors in 2020:
Title
Name
Study Period
Sponsoring
Organization
Course
Representative
of Juristic-Person
Director
Representative
of Juristic-Person
Director
From
To
SC Chien
2020.09.11
2020.09.11
SECURITIES & FUTURES
INSTITUTE
2020.11.25
2020.11.25
Jason Wang
2020.07.24
2020.07.24
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
Insider Trading Prevention
and Insider Equity Trading
Advocacy Meeting in 2020
The Trend, Impact and
Adaptive Strategy of
U.S.-China Trade War and
Global Change
The Development Trend,
Model and Practice of
Corporate Governance
and Corporate Social
Responsibility
2020.10.27
2020.10.27
INDEPENDENT
DIRECTOR ASSOCIATION
TAIWAN
The Strategy and Tool
Application of Employee
Reward
Former Director
Chung
Laung Liu
2020.04.28
2020.04.28
2020.07.24
2020.07.24
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
TAIWAN CORPORATE
GOVERNANCE
ASSOCIATION
Adaptive Strategy of
Corporate Restructuring
The Development Trend,
Model and Practice of
Corporate Governance
and Corporate Social
Responsibility
Training
Hours
Compliance
with
Regulations
（Note）
3
3
3
3
3
3
Yes
Yes
Yes
Yes
Yes
Yes
Note: Regulations are Applicable Subjects, Continuing Education Hours, Continuing Education Scope, Continuing Education System and Continuing Education Arrangements and
Information Disclosure specified in “Directions for the Implementation of Continuing Education for Directors and Supervisors of TWSE Listed and TPEx Listed Companies.”
50
United Microelectronics Corporation | Annual Report 2020
Continuing Education/Training of Managers in 2020:
Title
Name
Course Date
Organizer
Course Title
Course Hours
Senior Vice President &
Chief Financial Officer
Chitung Liu
2020.01.14
2020.01.16
2020.04.28
2020.06.16
ACCOUNTING
RESEARCH AND
DEVELOPMENT
FOUNDATION
ACCOUNTING
RESEARCH AND
DEVELOPMENT
FOUNDATION
ACCOUNTING
RESEARCH AND
DEVELOPMENT
FOUNDATION
ACCOUNTING
RESEARCH AND
DEVELOPMENT
FOUNDATION
The Competent Authority Requires the
Establishment of“Corporate Governance Director/
Personnel”Practice Analysis
Corporate Governance Practices: The Impact and
Response of the Newly Released“Labor Litigation
Act”on Companies
Enhancing the Self-Editing Ability of Financial
Reports: Internal Control, Internal Audit and
Information Technology
Common Corporate Governance Deficiencies and
Related Laws and Regulations
3
3
3
3
President
Executive Vice
President
Vice President
Vice President
Vice President
Vice President & Chief
Human Resources
Officer
SC Chien
Ming Hsu
M C Lai
SR Sheu
Mindy Lin
Eric Chen
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Victor Chuang
Chuck Chen
Le Tien Jung
Yau Kae Sheu
J Y Wu
Osbert Cheng
Remi Yu
Michael CY
Wang
Ji Fu Kung
C P Yen
Pang Min Wang
Ray Yang
2020.07.03
UNITED
MICROELECTRONICS
CORP.
【2020 Master Forum】Global Economic Trends:
Populism, COVID-19 and Negative Interest Rates
1.5
51
Corporate Governance Report Continuing Education/Training of Managers in 2020:
Title
President
President
Executive Vice
President
Name
Course Date
Organizer
Course Title
Course Hours
SC Chien
Jason Wang
Ming Hsu
UNITED
MICROELECTRONICS
CORP.
【Legal Course】 Introduction of Trade Secrets
Act
2
Senior Vice President
Oliver Chang
Senior Vice President &
Chief Financial Officer
Chitung Liu
Vice President
TS Wu
Vice President
G C Hung
Vice President
Jerry CJ Hu
Vice President
Vice President
Vice President
SR Sheu
M L Liao
S S Hong
Vice President
Francia Hsu
Vice President
Vice President & Chief
Human Resources
Officer
Mindy Lin
Eric Chen
Victor Chuang
Chuck Chen
2020.07.07
S F Tzou
Le Tien Jung
Yau Kae Sheu
J Y Wu
Steven Hsu
Yanan Mou
Remi Yu
Michael CY Wang
Ji Fu Kung
C P Yen
Pang Min Wang
Ray Yang
C Y Hsu
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Former Associate
Vice President
52
United Microelectronics Corporation | Annual Report 2020 Continuing Education/Training of Managers in 2020:
Title
Vice President
Vice President
Name
TS Wu
M C Lai
Vice President
Jerry CJ Hu
Vice President
Vice President & Chief
Human Resources
Officer
Mindy Lin
Eric Chen
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Chairman & Chief
Strategic Officer
President
President
Executive
Vice President
Victor Chuang
Chuck Chen
S F Tzou
J Y Wu
Osbert Cheng
Michael CY
Wang
Pang Min Wang
Ray Yang
Stan Hung
SC Chien
Jason Wang
Ming Hsu
Senior Vice President
Oliver Chang
Senior Vice President &
Chief Financial Officer
Chitung Liu
Vice President
Vice President
Vice President
Vice President
TS Wu
G C Hung
Wenchi Ting
Jerry CJ Hu
Vice President
Y S Shen
Vice President
Steven S Liu
Vice President
Vice President
Vice President
Vice President & Chief
Human Resources
Officer
M L Liao
S S Hong
Mindy Lin
Eric Chen
Course Date
Organizer
Course Title
Course Hours
2020.08.07
2020.08.14
UNITED
MICROELECTRONICS
CORP.
【Executive Program】Financial-Driven Capital
Budgeting and Management Decision Quality
4
2020.11.25
UNITED
MICROELECTRONICS
CORP.
China-US Economic and Trade Confrontation and
Global Changes: Trends and Impact Strategies
3
53
Corporate Governance Report Continuing Education/Training of Managers in 2020:
Name
Course Date
Organizer
Course Title
Course Hours
SC Chien
Jason Wang
Ming Hsu
Oliver Chang
TS Wu
M C Lai
Wenchi Ting
Jerry CJ Hu
SR Sheu
M L Liao
Mindy Lin
Victor Chuang
Chuck Chen
S F Tzou
Yau Kae Sheu
Osbert Cheng
Steven Hsu
Remi Yu
Michael CY Wang
Ji Fu Kung
Pang Min Wang
Ray Yang
Louis Hsieh
2020.12.01
UNITED
MICROELECTRONICS
CORP.
【2020 Master Forum】Business Changes and
Challenges in the Next Ten Years
1.5
Title
President
President
Executive Vice
President
Senior Vice
President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
54
United Microelectronics Corporation | Annual Report 2020 Continuing Education/Training of Managers in 2020:
Title
Name
Course Date
Organizer
Course Title
Course Hours
Senior Vice President
Oliver Chang
Senior Vice President &
Chief Financial Officer
Chitung Liu
Vice President
TS Wu
Vice President
Jerry CJ Hu
Vice President
Vice President
SR Sheu
M L Liao
Vice President
Francia Hsu
Vice President &
Chief Human
Resources Officer
Eric Chen
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Associate
Vice President
Victor Chuang
Chuck Chen
Le Tien Jung
Osbert Cheng
Remi Yu
Pang Min Wang
Ray Yang
2020.12.02
UNITED
MICROELECTRONICS
CORP.
Three lines of Defense of Internal Control and
Practical Case Sharing
2
Note: The implementation of the development plan for senior executives of each department was carried out, and the senior management training program planning will be based on the results
in 2020. The senior executive courses are as follows:
【2020 Master Forum】A total of two sessions were held, with a total of 166 supervisors participating, and a course satisfaction rating of 92.8%.
【Executive Program】A total of two sessions were held, with a total of 59 supervisors participating, and a course satisfaction rating of 92.9%.
55
Corporate Governance Report
If the Company Has Adopted Corporate Governance Best-Practice Principles and Related
Bylaws, Disclose How These Are to Be Searched
UMC’s website has established a “Corporate Governance” section to explain the corporate governance policies and implementation. Investors can
inquire about and download Corporate Governance related information from: https://www.umc.com/en/Html/ir_corporate_governance. For corporate
governance implementation status, please refer to pages 37-92 of this annual report.
Procedures for Handling Proprietary/Strictly Confidential Information
These procedures were established to create an effective system for the handling and disclosure of proprietary/strictly confidential information to prevent
inappropriate disclosure, ensure the consistency and accuracy of all information publicly released by the company and provide timely education for all
directors, managers and employees to follow.
Please refer to the Company’s website for related information: https://www.umc.com/en/Download/major_internal_policies.
56
United Microelectronics Corporation | Annual Report 2020 Information on the Members of the Remuneration Committee
Status
Name/
Condition
Has at Least 5 Years of Work Experience and the
Following Professional Qualifications
Meet Criteria of Independence
(Note)
1
2 3 4 5 6 7 8 9 10
Work Experience
Necessary for
Business
Administration,
Legal Affairs,
Finance,
Accounting, or
Business
Sector of the
Company
A Judge,
Prosecutor,
Lawyer, CPA or
Other Specialist
or Technical
Professional Who
Is Necessary for
the Company's
Business and Has
Been Certified
by National
Examinations
and Licensed by
the Competent
Authorities
An
Instructor
or Higher
Position in
a Private
or Public
College or
University
in the Field
of Business,
Law,
Finance,
Accounting,
or the
Business
Sector
of the
Company
Independent
Director
Independent
Director
Independent
Director
Independent
Director
Cheng-Li Huang
Wenyi Chu
Lih J. Chen
Jyuo-Min Shyu
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Number of
Other Public
Companies
Where the
Member
Concurrently
Serves as
a Member in
the
Remuneration
Committee
0
0
0
1
Note: For those members who match the condition listed below during and two years before the assuming period, “
” is marked in the appropriate space.
（1）Is not an employee of the Company or its affiliates.
（2）Is not a director or supervisor of the Company or its affiliates (the same does not apply, however, in cases where the person is an independent director of the Company
who serves concurrently as an independent director of its parent company, subsidiary, or subsidiary of the same parent company in accordance with the laws of Taiwan or with the
laws of the country of the parent company, subsidiary or subsidiary of the same parent company).
（3）Does not directly or indirectly own more than 1% of the Company’s outstanding shares, nor is one of the top ten non-institutional shareholders of the Company.
（4）Is not a spouse, relative within the second degree of kinship or lineal relative within the third degree of kinship of managers specified in column (1) or any person specified
in columns (2) and (3).
（5）Is not a director, supervisor or employee of a legal entity which directly owns more than 5% of the Company’s issued shares or are among the top five owners of the Company’s
issued shares, nor a director, supervisor or employee of a legal entity which designates a representative to serve as a director or supervisor of the Company in accordance with
Article 27, paragraph 1 or 2 of the Company Act (the same does not apply, however, in cases where the person is an independent director of the Company who serves concurrently as
an independent director of its parent company, subsidiary, or subsidiary of the same parent company in accordance with the laws of Taiwan or with the laws of the country of
the parent company, subsidiary or subsidiary of the same parent company).
（6）Is not a director, supervisor or employee of other company, and more than half of directors or voting shares of other company are controlled by the same person (the same does
not apply, however, in cases where the person is an independent director of the Company who serves concurrently as an independent director of its parent company,
subsidiary, or subsidiary of the same parent company in accordance with the laws of Taiwan or with the laws of the country of the parent company, subsidiary or subsidiary of
the same parent company).
（7）Is not a director, supervisor or employee of other company, and Chairman, President or Manager with equivalent position of other company are the same person or spouse (the
same does not apply, however, in cases where the person is an independent director of the Company who serves concurrently as an independent director of its parent
company, subsidiary, or subsidiary of the same parent company in accordance with the laws of Taiwan or with the laws of the country of the parent company, subsidiary or
subsidiary of the same parent company).
（8）Is not a director, supervisor, or manager of a company which has a business relationship with the Company, nor a shareholder who owns more than 5% of such a company
(the same does not apply, however, in cases where a company owns more than 20% but less than 50% of the Company’s issued shares and the person is an independent
director of the Company who serves concurrently as an independent director of its parent company, subsidiary, or subsidiary of the same parent company in accordance with
the laws of Taiwan or with the laws of the country of the parent company, subsidiary or subsidiary of the same parent company).
（9）Is not an owner, partner, director, supervisor, manager or spouse of any sole proprietor business, partnership, company or institution which has provided the Company and its
affiliates with auditing or services of finance, business consultation and legal affairs for which the accumulated remuneration in the past two years does not exceed
NTD 500,000, provided that this restriction does not apply to any member of the compensation committee, public tender offer review committee, or special committee on
mergers and acquisitions who exercises powers pursuant to related regulations such as the “Securities and Exchange Act” or the “Business Mergers And Acquisitions Act.”
（10）Is not under any condition pursuant to Article 30 of the Company Act.
57
Corporate Governance Report
Operation of the Remuneration Committee:
The goal of the Remuneration Committee’s operation is to strengthen corporate governance and risk control, and to evaluate and monitor the Company’s
remuneration system for its directors and executive officers while considering the provision of incentives to facilitate talent retention.
The main functions are to periodically review the policies and regulations for performance appraisal and remuneration of directors and executive officers,
and to evaluate and prescribe the remuneration of directors and executive officers.
Annual Focus of the Remuneration Committee:
• Approval of directors’ remuneration
• Manager performance and compensation structure review
• Approval of manager’s salary and reward
Information of the Remuneration Committee Operation
1. The Company has a Remuneration Committee composed of four members.
2. Term of the current Committee: From June 12, 2018 to June 11, 2021.
The Company convened 5 Remuneration Committee meetings in 2020 with the following attendance:
Title
Name
Number of
Actual
Attendance
Number of Proxy
Attendance
Rate of Actual
Attendance (%)
Note
Independent
Director
Independent
Director
Independent
Director
Independent
Director
Wenyi Chu
Cheng-Li Huang
Lih J. Chen
Jyuo-Min Shyu
4
5
5
5
1
0
0
0
Note: Attendance Rate (%) is based on the committee member’s attendance during her/his term of service.
80.00
Remuneration Committee convener
100.00
100.00
100.00
Other Items That Shall Be Recorded:
1. If the Board of Directors chooses not to adopt or revise recommendations proposed by the Remuneration Committee, the date of the Directors’ Meeting,
session, contents of proposals, results of meeting resolutions, and the Company’s disposition of opinions provided by the Remuneration Committee
shall be described in detail (also, where the salary and compensation approved by the Directors’ Meeting is better than that recommended by the
Remuneration Committee, the differences and the reason for the approval shall be described in detail): None.
2. For the decisions made by the Remuneration Committee, if there are members who hold objection or reservation to a resolution and such objection or
reservation is on record or raised through a written statement, the date, session, contents of proposals, all members’ opinions, and ways in handling
these opinions should be elaborated: None.
3.Major resolutions of the Remuneration Committee in 2020:
Date/ Meeting
Proposal
Resolution
February 26, 2020,
The 6th meeting of
the 4th session
April 27, 2020,
The 7th meeting of the
4th session
1. Directors’ 2019 remuneration
2. Review the structure of management team’s
compensation and performance evaluation
system, and also propose the management
team’s compensation.
3. Revise the Remuneration Committee Charter.
1. Revise UMC Corporate Governance statement.
June 17, 2020,
The 8th meeting of the
4th session
1. Management team’s 2020 salary review
2. Proposal of management team’s compensation
structure
Approved by all
members present
in the meeting.
Approved by all
members present
in the meeting.
Approved by all
members present
in the meeting.
58
The Company's Handling of the Opinions of
the Remuneration Committee
Approved by directors participating in the discussion
and voting in the board meeting.
Approved by directors participating in the discussion
and voting in the board meeting.
Approved by directors participating in the discussion
and voting in the board meeting.
United Microelectronics Corporation | Annual Report 2020
Date/ Meeting
Proposal
Resolution
July 29, 2020,
The 9th meeting of the
4th session
September 2, 2020,
The 10th meeting of the
4th session
1. Proposal of the management team’s
compensation
1. Proposal of the management team’s
compensation
Approved by all
members present
in the meeting.
Approved by all
members present
in the meeting.
The Company's Handling of the Opinions of
the Remuneration Committee
Approved by directors participating in the discussion
and voting in the board meeting.
Approved by directors participating in the discussion
and voting in the board meeting.
Nominating Committee
The Nominating Committee, comprised of independent directors, shall assist the Board to enhance the management mechanism and to improve corporate
governance with regard to the Company’s sustainable development. The objectives of the Committee include: 1. To incorporate the nomination policy
and succession plans of the directors and the executives and then search for, review and propose the candidate list of the directors and executives
accordingly; 2. To construct and develop the operation of the Board and the sub-committees, as well as to plan and execute the performance assessment
of the Board, the sub-committees and the executive(s); 3. To enhance corporate sustainability strategies, corporate governance system and practices in
order to protect the interests of stakeholders.
Information of Nominating Committee Operation
1. There are 4 members in the Nominating Committee.
2. The term for elected committee members is 3 years, starting from June 12, 2018 to June 11, 2021. A total of 2 Nominating Committee meetings were
held in 2020. The attendance of the committee members was as follows:
Title
Name
Attendance
in Person
By Proxy
Attendance Rate
(%)
Remarks
Convener
Lih J. Chen
Committee
Member
Committee
Member
Committee
Member
Cheng-Li Huang
Wenyi Chu
Jyuo-Min Shyu
2
2
1
2
0
0
1
0
100.00
100.00
50.00
Joined the meeting through conference call
100.00
Other mentionable items:
1. If the Board of Directors declines to adopt or modifies a recommendation of the Nominating Committee, it should specify the date of the meeting, session, content of the
motion, resolution by the Board of Directors, and the Company’s response to the Nominating Committee’s opinion: None.
2. Resolutions of the Nominating Committee objected to by members or expressed reservations and recorded or declared in writing, the date of the meeting, session,
content of the motion, all members’ opinions and the response to members’ opinion should be specified: None.
3. Major resolutions of Nominating Committee in 2020:
Meeting on February 26, 2020
(1) Approved the Company’s Policy and Procedures of Risk Management.
Note: Attendance Rate (%) is based on the committee member’s attendance during her/his term of service.
59
Corporate Governance Report
Corporate Social Responsibility and Deviations from “The Corporate Governance Best-
Practice Principles for TWSE/TPEx Listed Companies”
Evaluation Item
1. Does the company identify environmental, social and corporate governance issues related to the company’s operations in accordance with the
materiality principle?
Yes
No
2. Does the company establish exclusively (or concurrently) dedicated first-line managers authorized by the board to be in charge of proposing the
corporate social responsibility policies and reporting to the board?
60
United Microelectronics Corporation | Annual Report 2020 Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
None
None
Implementation Status
Abstract Explanation
Through the Corporate Sustainability Committee, the Company keeps abreast of the development of domestic and
foreign corporate social responsibility standards and changes in the corporate environment, reviews and improves the
corporate social responsibility system of UMC, and identifies environmental, social and corporate governance issues
related to the company’s operations in accordance with the materiality principle.
In addition, the Enterprise Risk Management Committee has also formulated enterprise risk management policies.
Through risk management methods and organizations, the committee effectively prevents and controls enterprise risks,
comprehensively implements them in daily operations, shapes and deepens the risk culture, and establishes complete
and transparent risk communication to maintain steady operations. It also develops response strategies for major
risk issues, regularly submits them to the Board of Directors for approval, and reviews and updates relevant standard
operating procedures to ensure the effectiveness of risk management.
For related risks (including environmental, social and corporate governance issues), please refer to the section “Risk
Management and Evaluation” of this annual report and UMC Corporate Social Responsibility Report.
The Corporate Sustainability Committee is the highest-level corporate sustainability organization within UMC. With
the Co-President as Chair, the Committee coordinates UMC’s sustainable development and formulates corporate
social responsibility strategies and objectives. The Committee conducts semi-annual reviews to improve performance
and goal achievement. The representative reports promotion outcome and plans, and key stakeholder issues and
countermeasures to the Board of Directors annually.
The Corporate Sustainability Committee comprises of seven sub-committees, namely the Corporate Governance
Committee, Customer Relationship Management Committee, Supplier Management Committee, Innovation Technology
Committee, Human Rights and Social Participation Committee, Environment Committee and Green Manufacturing
Committee. The functions of each sub-committee are briefly described below:
• Corporate Governance Committee
Helps strengthen the function of the Board and shareholder equity, integrates related regulations and policies of relevant
departments, and helps complete and implement the Company’s internal control system to ensure information
transparency and disclosure, and compliance with regulations.
• Customer Relationship Management Committee
Refines customer service and quality control, improves service quality and customer satisfaction, and protects customer
interests and relevant trade secrets.
• Supplier Management Committee
To establish a protective environment and emphasize the obligation to society, labor rights, security and health while
pursuing the goal of a continuously evolving supply chain, this sub-committee develops long-term partnerships with
vendors for quality, cost leadership, delivery, service/response, and sustainability.
• Innovation Technology Committee
Promotes green product research and development and innovations, and leads in cutting-edge green technology.
• Human Rights and Social Participation Committee
Responsible for protecting the basic rights of employees and promoting communication with outside communities
and society. Integrates the UMC Science and Culture Foundation, and with focus on education, arts, sports, public
service and environmental protection, strives to promote technological research and development cooperation, long-
term educational assistance, arts and sports activities and other social welfare events.
• Environment Committee
Promotes company-wide environmental, safety and health, energy, water and greenhouse gas emission management to
enhance sustainable competitiveness.
• Green Manufacturing Committee
Promotes company-wide green processes, such as hazardous materials management and increases in resource
productivity.
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Corporate Governance Report
Corporate Social Responsibility and Deviations from “The Corporate Governance Best-Practice Principles for TWSE/
TPEx Listed Companies” (Continue)
Evaluation Item
3. Environmental Issues
(1) Doest the company establish proper environmental management systems based on the characteristics of their industries?
Yes
No
(2) Does the company endeavor to utilize all resources more efficiently and use renewable materials which have low impact on the
environment?
62
United Microelectronics Corporation | Annual Report 2020
Implementation Status
Abstract Explanation
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
None
None
To promote its environmental safety and health management system, UMC combines daily management and
comprehensive quality management activities, and incorporates environmental safety management plans in to actual
plant operations to achieve implementation goals. In terms of environmental safety and health risks in its operations,
UMC systematically assesses the possible impact of all process activities from raw material use to waste production on
the environment and employees. Projects with potentially significant environmental impact are managed and controlled
through raw material assessment, substitution and reduction, process pollution source control and reduction, effective
treatment of end-of-pipe pollution, and reuse of surplus by-products. Employee safety and health are fundamentally
managed through equipment safety, chemical safety and operational safety.
To achieve sustainable operations, UMC adopts a clean production and zero disasters approach to environmental
protection and safety and health, and sets environmental health and safety management system goals every year. By
promoting programs that reduce environmental impact and strengthen safety and health, UMC continuously improves its
performance in environmental protection and safety and health management.
In 2001, UMC became the first company in Taiwan’s semiconductor industry to pass integrated environmental protection,
safety and health management system certifications. Please refer to the Environmental Protection, Safety and
Health Management chapters in this annual report for details on greenhouse gas reduction and management, energy
conservation management, water conservation management, waste and resource recovery management, and pollution
discharge and control.
For more detailed descriptions of various energy efficiency measures, please refer to UMC’s Corporate Social
Responsibility Report, which is summarized below:
• Green Building:
UMC has incorporated energy conservation, carbon reduction and green building into its operational guidelines and
goals, and introduced green building certification into all its new fabs.
• Green Production:
To achieve the goal of zero pollution, UMC has established a comprehensive new material evaluation process to
effectively screen and control new materials introduced into the development of new processes so as to avoid or reduce
the use of raw materials with environmental impact.
• Green Process:
The semiconductor process uses a wide variety of raw materials and requires high purity and high quality. Through
improving process design and technology, UMC reduces raw material consumption, which not only reduces pollution
emissions at the source, but also reduces operating costs. UMC has established a comprehensive information database
to manage the incoming and requisition of raw materials for processing. In addition, in special projects to promote carbon
credit, source reduction is achieved through process optimization, workflow improvement and target management.
• Green Design:
As a leader in semiconductor wafer technology, UMC not only ensures that its output wafers meet the low toxicity
requirements of customers, but is also committed to reducing the environmental impact of manufacturing and developing
numerous high-performance and low-cost chip design processes.
• Green Products:
Although UMC does not produce its own brands through its wafer process manufacturing, it continues to develop and
incorporate numerous low-toxicity, low-energy green product technologies to provide customers with the most complete
service for meeting the arrival of the green energy era. In 2006, UMC led global semiconductor manufacturers in
completing third-party verification and audit of the Hazardous Substance Process Management (HSPM) system,
becoming the first semiconductor manufacturer company in the world to obtain QC-080000 IECQ HSPM certification for
all its fabs.
• Packaging Material Management
The materials used for shipping UMC products are in full compliance with the requirements of the European RoHS
(Restriction of the use of certain Hazardous Substances in electrical and electronic equipment). All packaging materials
are supplied by raw material suppliers, and are verified by impartial laboratory reports. Packaging materials with low
environmental impact are used as often as possible.
• Resource Recycling and Reuse Research
UMC prioritizes the reuse of recycled output waste, and continuously evaluates and introduces new technologies for
reuse. UMC collaborates with qualified recycling vendors in applying for numerous recycling projects, and makes on-
site improvements (such as changing liquid waste pipelines and segregated collection) to increase the types of recyclable
waste.
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Corporate Governance Report
Corporate Social Responsibility and Deviations from “The Corporate Governance Best-Practice Principles for TWSE/
TPEx Listed Companies” (Continue)
Evaluation Item
(3) Does the company evaluate the potential risks and oppertunities of climate change on its operations and take actions?
Yes
No
(4) Does the company conduct inspections about greenhouse gas, water consumption, and total weight of waste for last two years,
as well as establish company strategies for energy conservation, carbon reduction, management of water consumption, and total
weight of waste?
4. Social Issues
(1) Does
the company
formulate appropriate management policies and procedures according
to
relevant
regulations and
the
International Bill of Human Rights?
(2) Does the company declare reasonable employee welfare measures (including salary remuneration policy, regulations for
leaves and others) and integrate the company’s performance with employees’ reward?
64
United Microelectronics Corporation | Annual Report 2020
Implementation Status
Abstract Explanation
In the face of climate change, UMC has formulated the UMC Climate Change Policy as the Company’s highest guiding
principle for responding to climate change. UMC has also formulated the UMC Low Carbon Commitment as a guide for
future carbon reduction projects.
• Climate Change Policy
Expectations to reach carbon neutral
To be the low carbon solutions provider
To promote the development of a low carbon economy
• Low carbon Commitment
Low-carbon design process
Energy efficiency optimization
Installing high efficiency FCs abatement in new tools
Adopting green building standard for new buildings
Carbon partnerships with customers and suppliers
Complete carbon footprint inventory for all fabs
Investing in the green technology industry
• Greenhouse gas emission reduction goals
1. (2013-2025)
Reduce fluorinated greenhouse gas emissions intensity by 65%.
Note: 2010 is the base year.
2. (2016-2025)
Reduce electricity consumption intensity by 15% in ten years.
Note: 2015 is the base year.
In addition to the disclosure of greenhouse gas emissions, potential risks and opportunities of climate change, and related
management and responding measures in the Corporate Social Responsibility Report, UMC also disclosed relevant
information through involvement in international CDP organization initiatives.
The environmental information of UMC in the past five years, such as greenhouse gas emissions, water consumption,
and total weight of waste, will be disclosed in the “UMC Corporate Social Responsibility Report” every year, and verified
by a third party. UMC has also formulated the environmental protection policy, climate change policy and water resources
management policy, and promoted the reduction plans and targets at various stages as a guideline for continuous
improvement.
UMC supports and respects international initiatives such as the International Labor Office Tripartite Declaration of
Principles, the OECD Guidelines for Multinational Enterprises, the UN Universal Declaration of Human Rights, the UN
Global Compact, the Responsible Business Alliance (RBA) and other labor and gender equality laws for the workplace,
and formulates relevant policies to protect human and labor rights. The UMC Human Rights and Social Participation
Committee is responsible for promoting and overseeing human rights policies and specific management plans. For
related information, please refer to the UMC website at https://www.umc.com/en/Html/UMC_code_of_conduct.
UMC conducts and implements a reasonable employee welfare system; please refer to the employee benefits
of operations overview in this annual report. The factors that decide the salaries of employees include educational
background, work performance and market value. No employee will be discriminated against because of their gender,
race, religious beliefs, political stance or marital status.
UMC complies with local statutory regulations and systems related to leaves, minimum wage, pension, and other
mandatory benefits to safeguard the rights of our employees. In order to achieve personal, departmental and company
performance goals as well as understand the job performance of employees, UMC conducts a performance evaluation
of all employees every year. The information obtained can be used as a reference during employee promotions, training
and when distributing compensation.
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
None
None
None
None
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Corporate Governance Report Corporate Social Responsibility and Deviations from “The Corporate Governance Best-Practice Principles for TWSE/
TPEx Listed Companies” (Continue)
Evaluation Item
(3) Does the company provide a healthy and safe working environment and organize training on health and safety for its employees
on a regular basis?
Yes
No
66
United Microelectronics Corporation | Annual Report 2020
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
None
Implementation Status
Abstract Explanation
The safety and health education and training at UMC are divided into three categories depending on the nature
of the work:
• General safety and health education and training for the entire company
• Factory area safety and health education and training organized by each fab
• Safety and health education and training formulated by each department depending on its characteristics
“Safety First; Safety is Above Production!” is UMC’s commitment to its employees, and is also the basis for UMC
to carry out the planning and implementation of necessary safety and health education and training for its work
and hazard prevention operations. Based on the organizational structure of UMC, the general training courses
for the entire company; the factory area training courses for each fab; and the specific training courses for each
department were formulated, allowing employees to develop a safety culture, raising their awareness in work
safety, and reducing accidents caused by unsafe behaviors. In addition to the planned courses, topic-based
training courses for specific events or major cases are also conducted on a rolling basis from time to time. For
instance, the “executive safety culture seminars” for senior executives, the “supervisor safety awareness courses”
for specific departments, and the professional trainings carried out by external occupational safety and health
experts and scholars for UMC’s occupational safety and health management personnel were organized in 2020.
In 2020, a total of 2,082 sessions of education and training were conducted, with 38,776 participants completing
the training. The offered education and training also include e-learning courses, allowing employees to acquire
safety and health knowledge without being limited by the schedule of the physical courses.
In the spirit of “Benefit from Society, Give Back to Society,” UMC actively promotes healthy workplace-related
activities. In 2020, UMC promoted a healthy workplace lifestyle themed “2020 Health Care 2.0.”
1. The themed health promoting activities attracted 21,296 participants, and overall satisfaction rate was 95%.
Specifically, Q1 Spring - Epidemic Prevention Class
In response to the spread of the COVID-19 epidemic, on-site activities in the first quarter have been cancelled
and changed to online. At the same time, considering the severity of the epidemic, in order to strengthen
colleagues’ understanding of the Company’s epidemic prevention policies, the online e-Check “Epidemic
Prevention Class” questionnaire filling activity was conducted to strengthen employees’ correct concept of
epidemic prevention.
A total of 5,965 colleagues participated in the event, and a total of 5,677 colleagues who answered the correct
answers were drawn to obtain small epidemic prevention gifts (multifunctional mask storage clips) and a total of
1,000 gifts were issued.
Q2 Summer – Family Care
The epidemic has slowed and continued to implement a new life for epidemic prevention. UMC invited
authoritative medical doctors from the National Taiwan University Zhudong Hospital to give a speech and
teach UMC colleagues how to take care of their parents with the greatest peace of mind, so as to improve
the quality of health and living at home. A total of 172 people participated, with an average total satisfaction
score of 90.2.
Q3 Autumn- Weight Loss and Fat Loss
The “Weight Loss and Fat Loss Campaign” is aimed at the health check-up groups concerned for health care
activities (BMI greater than 24) and the target physical check-up improvement rate is 5%. A total of 179 colleagues
participated in the weight loss class, reaching a weight loss rate of ≥ 5%; a total weight loss of 266.5 kg, and an
achievement rate of about 14.5%.
A total of 150 people participated in the “Daily Ten Thousand Steps of Healthy Good Habit Activity” and 47 people
reached the standard; the total number of days reached was 3,019, the achievement rate was about 31.1%. A total
of 329 people participated in the third quarter activities.
Q4 Winter - Heart and Liver Defense
A total of 7,393 people participated in the reading activities on the “Health Information U-info” platform; a total of
14,373 people participated in the reading activities, 2,202 people clocked in from July to September, and the on-
the-job participation rate was 56.1%.
“Health Seminar U-Class” theme “Chinese Medicine” Autumn Health Post and “Western Medicine” Cancer Gene
Decryption; a total of 457 employees participated and a satisfaction score of 96.2 was achieved. A total of 14,830
people overall participated.
2. 3,829 utilized massage services by visually impaired masseurs
3. 3,568 consulted with in-house physicians
4. 456 donated blood, totaling 722 bags of blood
5. 727 received abdominal ultrasound exam, and satisfaction rate was 96.5%
6. 582 received flu vaccinations, and satisfaction rate was 98%
7. A total of 440 training courses for emergency personnel were conducted, and the training rate was 100%.
8. There were 412 injuries and illnesses and emergency notifications.
9. There were 1,018 new medical examinations.
10. There were 262 high-level health examinations.
11. Administrative services (group health insurance) totaled 2,585 occasions
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Corporate Governance Report
Corporate Social Responsibility and Deviations from “The Corporate Governance Best-Practice Principles for TWSE/
TPEx Listed Companies” (Continue)
Evaluation Item
Yes
No
(4) Does the company provide its employees with career development and training sessions?
(5) Does the company comply with relevant regulations and international standards about customers’ health, safety, privacy, advertise
and label of goods and services and establish consumer protection policy?
68
United Microelectronics Corporation | Annual Report 2020
Implementation Status
Abstract Explanation
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
• Protecting the health of employees and their families
The Company provides physical and health checkups for employees, and based on the results, organizes health
promotion activities for health management. Special operation inspectors are classified for case management,
and doctors are hired to provide on-site health consultation services for employees. Effective health risk
management and case management are implemented for all employees with abnormal test results. They
are also included into the information system for monitoring and integrate the “health care system,”
thereby achieving 100% care rate.
1. In 2020, a total of 3,269 employees in the Company received physical checkup, and satisfaction rate was
93.8%.
2. Health examination reports and questionnaire outcomes were classified according to the risks. Health
management and consultation by on-site doctors are then arranged accordingly to achieve 100% follow-up
care.
• Employee consulting and assistance program
To assist employees with physical, mental and spiritual issues, the Company provides each employee with 6
free sessions of individual counseling per year. Appointments for individual counseling are arranged through
a one-on-one privacy protection mechanism. In 2020, a total of 310 individuals received the free counseling
service and 114 individuals received paid services.
In 2020, the UMC Health Center continued to implement health promotion activities that were well-received
and supported by employees. UMC’s promotion and cultivation of a healthy workplace is deeply recognized
by enterprises. In 2020, the UT site received the Excellent Self-Managed Healthy Workplace certification
and obtained the health promotion badge. This award symbolizes the hard work that UMC put into cultivating
a healthy workplace.
It demonstrates UMC’s active protection of employee health and concern for their physical and psychological
well-being.
The UMC training blueprints are based on different job categories and ranks. In addition, to encourage ongoing learning
and career development, company-wide education and training plans for the following year are formulated according to
the outcome of the annual executive and employee training needs survey.
UMC commits to continuously strengthen world-class process technology, manufacturing capability, and excellent
service to enhance customer service value. Since the beginning, UMC always valued customers as partners and creates
an exceptional business philosophy based on the spirit of “United for Excellence.” UMC works closely with customers
to achieve win-win mission and goals, hence rendering customer satisfaction as one of the core company’s values.
Customer-oriented behavior is to provide total solutions from a customer perspective to realize and satisfy customer
requirements for product and service quality. To achieve this end, UMC has introduced the MyUMC, MyHJTC (for HJ
only) and MyUSC (for USCXM only) online service platforms for customers to easily check product status such as order
production status, shipping date and product quality data. In addition, the website also provides an Engineering Data
Analysis function for customers to analyze product data as needed.
In addition to providing customers with information on the process materials for their products through the MyUMC,
MyHJTC, MyUSC and MyUSJC online service platforms, UMC has also incorporated the Voice of Customer (VOC)
instant online complaint system within the MyUMC, MyHJTC, MyUSC and MyUSJC service platforms for customers
to easily access. This interface allows customers to make requests, comments or suggestions about the Company’s
products or services at any time. The system replies to the customer within one working day regarding when their
request has been processed by the corresponding division. A dedicated person then assigns the customer input to the
appropriate division for handling and response, and customers can check the progress at any time on the website.
None
None
69
Corporate Governance Report
Corporate Social Responsibility and Deviations from “The Corporate Governance Best-Practice Principles for TWSE/
TPEx Listed Companies” (Continue)
Evaluation Item
Yes
No
70
United Microelectronics Corporation | Annual Report 2020
Implementation Status
Abstract Explanation
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
UMC’s measures for responding to customer complaints must meet customer demand for product and service quality.
To this end, there is a regular review for customer complaints, handling progress and the quality of response to ensure
that each division not only offers corresponding measures but also provides a subsequent series of related solutions
to enhance overall customer satisfaction. UMC collects customer voice feedback in the VOC system and translates
them into specific improvement actions for continuous and comprehensive improvement of the Company’s product
competitiveness and service quality.
MyUMC
MyHJTC (For HJ only)
MyUSC (For USCXM only)
My USJC (For USJC only)
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Corporate Governance Report Corporate Social Responsibility and Deviations from “The Corporate Governance Best-Practice Principles for TWSE/
TPEx Listed Companies” (Continue)
Evaluation Item
Yes
No
(6) Does the company establish a supplier management policy and ask to comply with regulations about environmental protection,
labor and human rights, safety, and health?
5. Does the company prepare a Social Responsibility Report that complies with international guidelines and is verified by a third party?
6. If the Company has established the corporate social responsibility principles based on “the Corporate Social Responsibility Best-Practice Principles for
TWSE/TPEx Listed Companies,” please describe any discrepancy between the principles and their implementation:
7. Other important information to facilitate better understanding of the company’s corporate social responsibility practices:
72
United Microelectronics Corporation | Annual Report 2020
Implementation Status
Abstract Explanation
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
For consumer protection mechanisms, in order to strictly protect customer-related information, UMC has established
an external document management procedure. All specifications and technical documents from customers are strictly
controlled by UMC’s internal system. Therefore, we can prevent leakage of customer document and ensure the document
is utilized and proceeded appropriately. In the future, UMC will continue to accumulate smart assets, provide better
products and services, work with customers to challenge more difficult targets in technology development and production,
and share win-win results with customers.
UMC is certified with ISO 9001 & IATF 16949 & QC-080000 IECQ HSPM international standards. The Company’s quality
policies are based on these standards to provide customers with excellent product quality, reasonable price and excellent
and timely service to enhance customer competitiveness. UMC adheres to the principle of continuous improvement.
Through cultivating awareness in all employees, and control and technical improvement in design and production, UMC
offers products that meet regulatory and customer demand for no harmful substance management, thereby fulfilling the
Company’s role as a responsible global citizens to ensure environmental protection and human health and safety.
Certificates
Based on UMC’s GG-026-004-C sustainable supply chain management review guidelines for achieving supply chains that
fulfill environmental protection, social responsibility, labor and human rights, safety, health and sustainable development,
UMC has formulated evaluations for reviewing the sustainable development of supply chains. The evaluation comprises
a set of assessments to rate the sustainability of suppliers, and includes indicators such as delivery time, quality, finance
and operations. Suppliers with unfavorable review outcome are offered audit counseling for improvement, and in the case
of severe issues, procurement or status as qualified suppliers are terminated.
UMC achieved fruitful results in the implementation of its sustainable management strategy 2020. We have been listed
on the “DJSI-World” of the Dow Jones Sustainability Indices (DJSI) for 13 consecutive years, keeping pace with the
world’s top companies. In Taiwan, we continue to receive the greatest honor of being selected for the “FTSE4Good TIP
Taiwan ESG Index” and winning the “Taiwan Corporate Sustainability Report Award” every year. Moreover, we continue
to cultivate the aspects of “environment, society and governance,” and have attracted tremendous external recognition.
None
As of 2020, UMC has publicly issued a non-financial related sustainability annual report for 20 consecutive years. At the
same time, the 2019 UMC Corporate Social Responsibility Report is the 15th annual report disclosing UMC’s corporate
sustainable development. This report is compiled according to the GRI Standards of the Global Reporting Initiative, and
is verified by a third party (certification body) in accordance with the Account Ability 1000 Assurance Standard.
In 2021, UMC will compile the 2020 UMC Corporate Social Responsibility Report that will address major corporate social
responsibility issues and stakeholder concerns, and will commission a third party to verify the report.
None
For details of the Corporate Social Responsibility Practice Principles formulated by UMC, please refer to https://www.umc.com/en/Download/major_internal_policies on
the UMC website.
The UMC corporate sustainable operations found on the UMC website shows no significance inconsistency from the Corporate Social Responsibility Best Practice
Principles for TWSE/TPEx for Listed Companies. For other details, please refer to the “Corporate Social Responsibility” of this Annual Report and UMC Corporate Social
Responsibility Report on the UMC website.
UMC is a current member of Business Council for Sustainable Development of Taiwan (BCSD-Taiwan), Taiwan Corporate Sustainability Forum (TCSF), The Allied
Association for Science Park Industries (ASIP) and Taiwan Semiconductor Industry Association (TSIA). In addition to actively promoting environmental safety and health
and corporate sustainability activities, UMC also serves as a representative to provide recommendations to government and academic institutions in their formulation and
development of corporate social responsibility policies.
For other details, please refer to the UMC Corporate Social Responsibility Report and the Corporate Sustainability webpage at https://www.umc.com/en/CSR/
sustainability_overview on the UMC website.
73
Corporate Governance Report Ethical Corporate Management and Deviations from “The Corporate Governance Best-
Practice Principles for TWSE/TPEx Listed Companies”
Evaluation Item
Yes
No
1. Establishment of ethical corporate management policies and programs
(1) Does the company declare its ethical corporate management policies and procedures approved by the Board of Directors, in its
guidelines and external documents, implement the policies?
(2) Does the company establish policies to prevent unethical conduct, analyze and evaluate the risk of unethical conduct in operating
scope periodically, at least including appropriate precautions against high-potential unethical conduct or listed activities stated in
Article 2, Paragraph 7 of the Ethical Corporate Management Best-Practice Principles for TWSE/TPEx Listed Companies?
(3) Does the company establish policies to prevent unethical conduct with clear statements regarding relevant procedures, guidelines of conduct,
punishment for violation, rules of appeal, and the commitment to implement the policies and recheck the policies periodically?
2. Fulfill operations integrity policy
(1) Does the company evaluate business partners’ ethical records and include ethics-related clauses in business contracts?
(2) Does the company establish an exclusively (or concurrently) dedicated unit supervised by the Board of Directors to be in charge of corporate
integrity, implementation, and regularly report to the Board, at least one time a year?
(3) Does the company establish policies to prevent conflicts of interest and provide appropriate communication channels, and implement it?
(4) Has the company established effective systems for both accounting and internal control to facilitate ethical corporate management, and are they
audited by Audit Division based on the results of assessment of the risk of involvement in unethical conduct to examine accordingly the
compliance with the prevention programs? Or engage CPAs to carry out the audit?
(5) Does the company regularly hold internal and external educational trainings on operational integrity?
74
United Microelectronics Corporation | Annual Report 2020
Implementation Status
Abstract Explanation
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
UMC has formulated the Code of Ethics for Directors and Officers, the Employee Code of Conduct, and the Ethical
Corporate Management Best Practice Principles with approval by the Board of Directors, and the UMC Code of Conduct
as regulatory guidelines for all directors, managers and employees of the Company. Please refer to the UMC websites
at https://www.umc.com/en/Html/ir_corporate_governance and https://www.umc.com/en/Html/UMC_code_of_conduct.
The Employee Code of Conduct and the UMC Ethical Corporate Management Best Practice Principles are provisions
for addressing moral integrity, conflict of interest avoidance and business entertainment. The Company also establishes
a risk assessment mechanism against unethical conduct. Other relevant education, training or tests are conducted from
time to time for employee education.
All suppliers have signed the Employment Ethics Terms and Conditions Agreement in which policies and reporting
channels are clearly stated. Furthermore, to strengthen and implement policies on quality, penalties for violating the
above Process Change Notification (PCN) are clearly stated in the purchase order in accordance with the UMC Raw
Material Supplier PCN Application Management Method (GG-Q12-008-E).
The Corporate Sustainability Committee is the highest-level corporate social responsibility organization within UMC.
The committee formulates the direction and objectives of the Company’s corporate social responsibility and sustainable
development, and reports to the Board of Directors annually. (Report Date is Oct. 29, 2020.) Ethical management is only
one part of corporate sustainability. For further information, please refer to UMC website at https://www.umc.com/en/
Html/UMC_code_of_conduct.
Please refer to Pages 81-85 of the Employee Code of Conduct for policies and reporting channels.
In order to facilitate ethical corporate management and issue a reliable, transparent and compliant report, UMC
established an effective accounting system and designed relevant internal control systems based on evaluation results
of risks including unethical conduct, code of conduct and regulations compliance. UMC Audit Division directly under the
Board of Directors/Audit Committee performs relevant operation audits according to annual audit plans and regularly
reports the audit results and improvement follow-up to the Board of Directors/Audit Committee. And through annual
internal control and self-assessment, UMC has also conducted a self-review of all fab, department and subsidiary
operations to achieve the effectiveness of internal control systems’ design and implementation.
In addition, UMC is also listed on the New York Stock Exchange (NYSE) and subject to US regulations for foreign
issuers. Since 2006, UMC has complied with the SOX 404 Act and has been audited by the independent auditors
annually. To date, the independent auditors have issued unqualified audit reports for UMC’s internal control design and
implementation performance.
In accordance with the philosophy of ethical management, UMC has formulated the Code of Ethics for Directors and
Officers, the Employee Code of Conduct and the Ethical Corporate Management Best Practice Principles as regulatory
guidelines for all its directors, managers and employees.
From top down, these regulations enhance the quality of conduct and professional ethics of the Company and its entire
staff. The abovementioned Employee Code of Conduct is implemented in the daily tasks and businesses of all employees
through physical and on-line training courses and online self-tests.
In 2020, UMC fabs in Taiwan and Singapore have completed the training courses and passed relevant tests.
None
None
None
None
None
None
None
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Corporate Governance Report Ethical Corporate Management and Deviations from “The Corporate Governance Best-Practice Principles for TWSE/
TPEx Listed Companies” (Continue)
Evaluation Item
3. Operation of the integrity channel
Yes
No
(1) Does the company establish both a reward/punishment system and an integrity hotline? Can the accused be reached by an appropriate person
for follow-up?
(2) Does the company establish standard operating procedures for confidential reporting on investigating accusation cases and follow-up?
(3) Does the company provide proper whistleblower protection?
4. Strengthening information disclosure
Does the company disclose its ethical corporate management policies and the results of its implementation on the company’s website and MOPS?
5. The company has established its ethical corporate management policies based on the Ethical Corporate Management Best-Practice Principles for
TWSE/TPEx Listed Companies; please describe any discrepancy between the policies and their implementation.
6. Other important information to facilitate a better understanding of the company’s ethical corporate management policies (e.g., review and amend its
policies).
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United Microelectronics Corporation | Annual Report 2020
Implementation Status
Abstract Explanation
Deviations from “The Corporate
Governance Best-Practice
Principles for TWSE/TPEx Listed
Companies” and Reasons
Article 6 of the Employee Code of Conduct describes measures against ethics and fraud violations, and protective and
anti-retaliation measures for reporting. Employees may report violations to relevant management and supervisory units
through e-mail or hotlines, and the head of the Audit Division is promptly notified of the report.
After receiving a fraud report, UMC will convene an investigative team to investigate the suspected fraud described in
the report. Once the investigation results are confirmed, those found violating or breaching the Code of Conduct are to
face adequate corrective action by the Company depending on the severity of the incident. The Company will protect any
employee reporting ethics violation or fraud and members of the investigative team from unfair treatment or retaliation.
For details, please refer to Pages 81-85 of the Employee Code of Conduct.
None
None
The Company will protect any employee reporting ethics violation or fraud and members of the investigative team from
unfair treatment or retaliation. For details, please refer to Pages 81-85 of the Employee Code of Conduct.
None
UMC discloses its principles on ethical corporate management, relevant regulations and status of implementation on its
website and MOPS. In addition, UMC discloses relevant information in its CSR Report.
None
UMC has formulated the Code of Ethics for Directors and Officers, the Employee Code of Conduct and the Ethical Corporate Management Best Practice Principles. All
directors, managers and employees of the Company shall abide by the provisions of these Codes and related regulations. For employee compliance with the Employee
Code of Conduct, please refer to Pages 81-85 of the Employee Code of Conduct in this annual report.
For other relevant communications such as employee rights, employee care, investor relations, supplier relationships and stakeholder rights, please refer to the UMC
Corporate Social Responsibility Report and the Corporate Sustainability webpage at https://www.umc.com/en/CSR/sustainability_overview on the UMC website.
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Corporate Governance Report Ethical Corporate Management and Deviations from “The Corporate Governance Best-Practice Principles for TWSE/
TPEx Listed Companies” (Continue)
Specific Measures for Ethical Management in 2019-2020
Item
Implementation Status
Legal Compliance
UMC Code of Conduct
Implementation
UMC fair competition, intellectual
property rights violations
• Inter-division regulatory compliance is coordinated by the Legal and Compliance Division, and other regulations are regularly
reviewed by relevant divisions.
• In 2019, the Legal and Compliance Division coordinated overall regulatory compliance with the EU General Data Protection
Regulation.
• With respect to the frequent rule changes of the Export Administration Regulations of the United States in 2020 and in the future,
the Legal and Compliance Division coordinate overall legal compliance in this regard.
• Legal and Compliance Division expects China will in the near future enact new export control related laws and/or regulations
to counteract the rule changes to the Export Administration Regulations of the United States, and will coordinate overall legal
compliance in this regard.
• In 2020, the Legal and Compliance Division conducted trainings for insider trading targeting all employees, managers and
executives.
• The content of the Codes is reviewed biennially:
1. Review of the Employee Code of Conduct was completed in February 2020.
2. Relevant penal provisions were added to the Employee Code of Conduct in December 2017.
• Major violations of employee ethics are reported to the Audit Committee on a quarterly basis. In 2020, no major ethical violations
were reported.
• Employee Code of Conduct education and testing were conducted in July 2020, with 100% completion rate.
• Employee Code of Conduct training course for new employees: 224 participants and a total of 336 hours in 2019; and 305
participants and a total of 457.5 hours in 2020.
• Litigation cases in each quarter of 2020 were reported to the Audit Committee.
• The UMC Antitrust Policy for promoting fair competition can be found on the UMC website, and online testing is conducted
regularly. Online testing for the Fair Trade Law (i.e. the Antitrust Law) was conducted in December 2020.
• For intellectual property rights education, three weekly training courses are offered to new employees: Introduction to UMC
Intellectual Property Rights, Trade Secret and Basic Legal and Risk Awareness for Incoming Data. In the first half of 2019 we
conducted in-depth advocacy of protection of intellectual property rights via the eUMC intranet site for all employees and the
Company will maintain such advocacy through electronic checks or a dedicated compliance column.
• Introduction to UMC Intellectual Property Rights training course for new employees: 285 participants and a total of 71.3 hours in
2019; and 797 participants and a total of 199.3 hours in 2020.
• Trade Secrets training course for new employees: separate from UMC Intellectual Property Rights as an individual course since
December 2018 with 285 participants and a total of 45.6 hours in 2019; and 797 participants and a total of 127.5 hours in 2020.
• Basic Legal and Risk Awareness for Incoming Data training course for new employees: implemented since April 2018. A total of
285 participants and a total of 71.3 hours in 2019; and 797 participants and a total of 199.3 hours in 2020.
Financial reporting related internal
control
• Annual audit by external auditors and internal Audit Division.
• Results of internal audits for 2020 were reported at the Audit Committee/Board of Directors meetings on a quarterly basis.
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United Microelectronics Corporation | Annual Report 2020
Code of Ethics for Directors and Officers
The Board of Directors (the “Board”) of United Microelectronics
by the Chairman of the Board or as part of an approved compensation
Corporation (the “Company”) has adopted the following Code of Ethics
or expense reimbursement program.
(the “Code”) for directors and officers of the Company. This Code applies
2. Corporate opportunities.
to all directors and officers.
Directors and officers are prohibited from: (a) taking for themselves
personal opportunities that are discovered through the use of the
No code or policy can anticipate every situation that may arise. Accordingly,
Company’s property, information or position; (b) using the Company's
this Code is intended to serve as a source of guiding principles for
property, information, or position for personal gain; or (c) competing with
directors and officers. Directors and officers are encouraged to bring
the Company.
questions about particular circumstances that may involve one or more of
3. Corporate assets; confidentiality.
the provisions of this Code to the attention of the Chairman of the Board,
Directors and officers are expected to protect the assets of the Company
who may consult with inside or outside legal counsel as appropriate.
and use them efficiently to advance the interests of the Company. Those
assets include tangible and intangible assets, such as confidential
Directors who also serve as officers of the Company should read this
Company information. Directors and officers should maintain the
Code in conjunction with the Code of Ethics for employees governing the
confidentiality of information entrusted to them by the Company and any
business conduct of Company employees.
other confidential information about the Company that comes to them,
1. Conflict of Interest.
from whatever source in the course of the Company’s business, in their
Directors and officers must avoid any conflicts of interest between the
capacity as director or officer except when disclosure is authorized or
director or officer and the Company. Any situation that involves, or
legally mandated. For purposes of this Code, “confidential information”
may reasonably be expected to involve, a conflict of interest with the
includes all non-public information relating to the Company, its customers
Company should be disclosed promptly to the Chairman of the Board,
or suppliers.
such as extending a loan to, providing a guarantee of the obligations of,
4. Compliance with laws, rules and regulations; fair dealing.
conducting a material transaction with, selling products to or purchasing
Appropriate policies and procedures are in place for compliance by
products from a director or officer (or a member of his or her immediate
family1).
directors and officers, with laws, rules and regulations applicable to the
Company, including insider trading laws. Transactions in the Company’s
A “conflict of interest” can occur when a director or officer’s personal
securities are governed by the Company's policies with respect to trading
interest is adverse to - or may appear to be adverse to - the interests of
such securities.
the Company as a whole. Conflicts of interest also arise when a director
Directors and officers shall endeavor to deal fairly with the Company's
or officer, or a member of his or her immediate family, receives improper
customers, suppliers, competitors and employees. No director or
personal benefits as a result of his or her position as a director or officer
officer should take unfair advantage of anyone through manipulation,
of the Company.
concealment, abuse of privileged information, misrepresentation of
This Code does not attempt to describe all possible conflicts of interest
material facts, or any other intentional unfair-dealing influence.
that could develop. Some of the more common conflicts from which
5. Accurate Reports and other Public Communications.
directors or officers must refrain are set out below:
It is crucial that all books of accounts, financial statements and records
• Relationship of the Company with third parties. Directors or officers
of the Company reflect the underlying transactions and any disposition of
may not engage in any conduct or activities that are inconsistent with
assets in a full, fair, accurate and timely manner. All officers and directors
the Company's best interests or that disrupt or impair the Company's
who are involved in the Company’s disclosure process are required to
relationship with any person or entity with which the Company has or
know and understand the disclosure requirements applicable to the
proposes to enter into a business or contractual relationship.
Company that are within the scope of their responsibilities, and must
• Compensation from non-Company sources. Directors or officers may
endeavor to ensure that information in documents that the Company files
not accept compensation (in any form) for services performed for the
with or submits to the ROC Securities and Futures Bureau and the U.S.
Company from any source other than the Company.
Securities and Exchange Commission, or otherwise disclosed to the public,
• Gifts. Directors or officers and members of their immediate families
is presented in a full, fair, accurate, timely and understandable manner.
may not accept gifts from persons or entities who deal with the
Additionally, each individual involved in the preparation of the Company’s
Company in those cases where any such gift has more than a nominal
financial statements must prepare those statements in accordance
value or where acceptance of the gifts could create the appearance of
with our internal accounting policies, which take into account generally
a conflict of interest.
accepted accounting policies set forth by the IFRSs, IASs, IFRIC and
• Personal use of Company assets. Directors or officers may not use
SIC, which are endorsed by Financial Supervisory Commission (TIFRSs)
Company assets, labor or information for personal use unless approved
and relevant laws and regulations applicable to the Company, ensure
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Corporate Governance Report Code of Ethics for Directors and Officers (Continue)
they are consistently applied, and follow any other applicable accounting
severity of the violation, whether the violation appears to have been
standards and rules so that the financial statements materially, fairly and
intentional or inadvertent and whether the individual in question had been
completely reflect the business transactions and financial condition of the
advised prior to the violation.
Company.
6. Encouraging the reporting of any illegal or unethical behavior.
1. "Immediate family" shall include a person's spouse, parents, children,
Directors and officers should promote ethical behavior and take steps to
and relatives within three degrees of kinship.
ensure the Company:
(a) encourages employees to talk to managers and other appropriate
personnel when in doubt about the best course of action in a particular
https://www.umc.com/upload/media/08_Investors/Corporate_
situation; (b) encourages employees to report violations of laws, rules,
Governance/Major_Internal_Policies/Code_of_Ethics_chi.pdf for the
regulations, the Company's internal rules, or the Code of Ethics for
information shown above.
employees to appropriate personnel; and (c) informs employees that the
Company will not allow retaliation for reports made in good faith.
7. Compliance Procedures.
Any suspected violations of this Code should be reported promptly to
managers, the internal auditor, the Audit Committee or other personnel as
appropriate, or in the case of an officer in accordance with the procedures
set forth in the Code of Ethics for employees. No one will be subject to
retaliation because of a good faith report of a suspected violation.
Violations will be investigated by the Board or by a person or persons
designated by the Board. Any waiver of this Code may be made only by
the Board and the details of the waiver, including name and title of the
receiving party of the waiver, date of the board meeting when the waiver
is granted, the validity period of waiver, reason to grant the waiver and
principle for granting waiver, will be promptly disclosed to shareholders
and others, as required by applicable law and the Taiwan Stock Exchange
listing standards. All requests for waivers or review by the Board should
be made to one of the Company’s independent directors.
8. Enforcement of this Code of Ethics
The Board shall determine appropriate actions to be taken in the event
of violations of this Code and set forth procedure for the person who is
determined to have violated the Code in the event of disagreement with
the determination. Such actions shall be reasonably designed to deter
wrongdoing and to promote accountability for adherence to this Code. In
determining the proper course of action in a particular case, the Board
shall take into account all relevant information, including the nature and
80
United Microelectronics Corporation | Annual Report 2020 Employee Code of Conduct
I. Objective:
The company’s objective in establishing this "Code of Conduct" is to promote ethics, honesty and professionalism within the company and among its
employees. The company believes in being an integrated organization and that the action of every employee affects its entire organization and
reputation. Any employee is obligated to strive for the extension of the Company’s interests within legal limits, and is responsible for preventing
damages or loss to the Company’s interests. The company expects all employees to abide by this Code in carrying out their duties and functions so
as to preserve public trust and to ensure the company’s sustainable growth and development.
II. Scope:
This policy and its related procedures and measures are applicable to all employees (including senior executives and officers).
III. Content:
1. Morality and integrity
1-1. The company dedicates itself to abide by commercial ethics and firmly believes in the values of an integrated organization. This guideline has
been introduced to outline applicable legal requirements and company policy required of the company and all employees. Any company
employee with any query concerning ethics or legal matters is advised to consult with his or her division head or the company’s legal division
for guidance.
1-2. Ethical standards shall not be confined to legal compliance. Each individual shall be obligated to conduct all businesses ethically and to avoid
any activity that would lead to a conflict of interest.
1-3. The principles governing ethics and integrity are comprised of:
1-3-1. Conducting all business with integrity and truthfully recording the process of all business dealings.
1-3-2. Ensuring proper confidentiality of all commercial information when executing a mission and retaining complete commercial and
operational records, as well as respecting the commercial assets and intellectual properties of the company, each client and each
strategic partner of the company.
1-3-3. All company accounting ledgers, invoices, records, accounting entries, capital and assets must be securely cataloged and safeguarded
to ensure that all company transactions and business dealings can be fairly and accurately reflected. It is strictly forbidden to fabricate,
falsify or create misleading claims or to fabricate or falsify any accounting entries, records, financial reports or any other related
documents, or to make any misleading claims or records, or intentionally hide or cover the state of the company’s transactions; nor it is
permitted to open, maintain or access any illegitimate accounts with any bank or a third party institution with which to conduct account
transactions related to the company.
1-3-4. It is forbidden to destroy, alter or forge any pertinent records that may likely be linked to an investigation, litigation or legal related
settlement proceeding.
1-3-5. When coming across incidents involving alleged unethical conduct or suspicions of violation to this rule, all personnel are obligated to
inform the company’s management.
2. Respect for individuals and customers:
2-1. The company respects the privacy and integrity of every employee and upholds strict standards of privacy and confidentiality for individual
personal data. Treatment of customers and commercial data concerning other individuals shall also be bound by this principle of confidentiality.
2-2. Each employee should endeavor to deal fairly with the company’s customers, suppliers, competitors and other employees. No employee should
take unfair advantage of anyone through manipulation, concealment, abuse of privileged information, misrepresentation of material facts, or
any other unfair-dealing practice.
2-3. The company is to maintain open communication channels that would encourage all employees to participate in company affairs and to
express their opinions to supervisors of all levels.
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3. Avoidance of conflict of interest:
3-1. Prior to engaging in any business, investment or related activity that may lead to a conflict of interest between personal and professional
relationships, the employee must fully disclose such conflict of interest to, and the potential conflict must be subject to review by, the chairman
& president’s office. More detailed guidelines on conflicts of interest are set forth in the company’s Rules of Integrity for the employees (as
appendix I). All company personnel are obligated to file a report with the Human Resources Division of the company citing any probable conflict of
interest that might concern the individual or the company.
3-2. Employees should avoid incidents that may involve a probable conflict of interest - for instance, an employee moonlighting at a non-affiliated
company, or an employee negotiating or conducting business transactions with the company which would benefit such employee or the
employee’s family or relatives personally. Employees are prohibited to (a) take for themselves personal opportunities that are discovered
through the use of corporate property, information or position, (b) use corporate property, information or position for personal gain and (c)
compete with the company.
3-3. Any action that may possibly transfer the Company’s resources or interests to employees, their relatives or friends is, in principle, prohibited.
If such action is considered as beneficial for both the individual and the Company, it may be exceptionally permitted and proceeds only after
obtaining the Chairman’s approval. Please file a report with Appendix II.
3-4. All employees are prohibited to provide or disclose openly company confidential information without securing proper authorization from the
company. It is strictly forbidden to trade confidential or insider information for individual gain, or to benefit others or put the company’ s interest
in jeopardy.
3-5. All employees are forbidden to engage in any of the aforesaid activities through an agent, partner or any representative only to circumvent this
guideline.
3-6. All personnel that participate in the review, evaluation and selection of vendors should avoid any circumstance that has the potential to bias a
fair decision.
3-7. Unless otherwise approved by the board of directors in advance and in compliance with all applicable laws, employees are not permitted to
take out or accept company loans on behalf of oneself or one’s relative, or demand the company to issue a liability guarantee.
3-8. Unless for company business, advanced authorization shall be sought prior to accessing any of the company’s services, equipment, facilities,
properties or any other form of resources. All employees should protect the company’s assets and ensure their efficient use. The company’s
assets, whether tangible or intangible, are to be used only by authorized employees or their designees and only for the legitimate business
purposes of the company.
3-9. We request employees who have specific business and selected positions for management’s needs and employees of designated departments
to make an annual declaration of interests. If employees themselves or their relatives (up to the third degree) have investments in and/or are
currently employed by UMC customers, distributors, distributors’ customers, suppliers, or competitors, the status of such investments and/or
employment should be reported in the "declaration of interests" system. The Human Resources Division will then be responsible for data
collection and summarization in order to report results to senior executives, the President and the Chairman. However, in the case where such
investment is made on firms that the Company invests in, have openly agreed to be invested in, or are of publicly listed companies, the report
to superiors is not required.
3-10. All employees shall not exploit opportunities for information access (including but not limited to attendance at meetings related to sales and
production, annual planning, policy launching) to disclose the Company's confidential information to any external parties (including but not
limited to the Company's customers, suppliers, or any other parties who are not obliged to know).
4. Gratuity and business reception:
4-1. All employees are prohibited to accept from or give to any customer, supplier or contingent party related to the company any kickbacks or any
other form of illicit gain.
4-2. All employees are strictly forbidden to accept gifts from the company’s vendors valued at over one thousand N.T. dollars (NTD 1,000), or any
cash, or any equivalent in monetary goods, i.e. gift certificates, check, stock certificate and the like.
4-3. All employees are forbidden to accept lavish entertainment or reception.
4-4. For the purpose of maintaining a normal business relationship, gifts that are to be presented to business counterparts should be imprinted with
the company’s logo.
4-5. It is prudent to conform to the general practice of common business decorum when accepting or arranging any type of business reception, and
all employees shall refrain from being excessively lavish and refrain from incurring significant or unnecessary expenses.
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5. Full, fair, accurate, timely and understandable disclosure:
5-1. It is crucial that all books of account, financial statements and records of the company reflect the underlying transactions and any disposition
of assets in a full, fair, accurate and timely manner.
5-2. All employees who are involved in the company’s disclosure process are required to know and understand the disclosure requirements
applicable to the company that are within the scope of their responsibilities, and must endeavor to ensure that information in documents that
the company files with or submits to the Securities and Futures Bureau, Financial Supervisory Commission, Executive Yuan, ROC and the U.S.
Securities and Exchange Commission, or that is otherwise disclosed to the public, is presented in a full, fair, accurate, timely and understandable
manner.
5-3. It is critically important that financial statements and related disclosures be free of material errors. Employees are prohibited from knowingly
making or causing others to make a materially misleading, incomplete or false statement to an accountant or an attorney in connection with
an audit or any filing with any governmental or regulatory entity (such as the ROC Securities and Futures Bureau, Financial Supervisory
Commission, Executive Yuan, ROC, the U.S. Securities and Exchange Commission or the New York Stock Exchange).
5-4. No individual, or any person acting under his or her direction, shall directly or indirectly take any action to coerce, manipulate, mislead or
fraudulently influence any of the company’s auditors if he or she knows (or should know) that his or her actions, if successful, could result in
rendering the company’s financial statements materially misleading.
6. Safeguard Associated with the Implementation of Code of Conduct and Reporting of Fraudulent Act:
6-1. All employees are to comply with applicable governmental laws, rules and regulations, and the company’s regulations and procedures.
6-2. Employees, suppliers, customers or other related stakeholders can report illegal activity or major misconduct by UMC managers or staff
(“whistleblowing report”) through any of the following channels:
6-2-1. Send an email report to the email address whistleblower@umc.com which will then automatically forward a copy of the report to the
Audit Committee, ADT Level 1 Manager, HR Level 1 Manager, and Legal and Compliance Level 1 Manager.
6-2-2. Send an email report directly to any of the following: ADT Level 1 Manager: ADT_Director@umc.com; HR Level 1 Manager: HR_
Director@umc.com; Legal and Compliance Level 1 Manager :z_Legal@umc.com; or the Audit Committee: Audit_committee@umc.
com).
6-2-3. Report the issue by calling the whistleblowing direct phone line at: 0800-024-399 (toll free) or 03-5782258 ext 31425.
6-2-4. Report the issue directly to a manager in HR or any other appropriate department/division. Once the manager receives the report,
they will immediately notify the ADT Level 1 Manager. Once a whistleblowing report has been received, the Company will assemble an
investigation team to conduct a thorough inquiry into the allegations made in the report. More detailed guidelines on reporting processes
are set forth in the company’s Whistleblower Program.
6-3. For the person reporting a violation of the Code of Conduct or engagement in fraud as well as any other related employee involved in all
subsequent investigations of the violation, the company will provide safeguard measures ensuring them against any unfair retaliation or
treatment.
6-4. Those found violating or breaching the Code of Conduct are to face adequate corrective action by the company depending on the severity
of the incident. It is the responsibility of each employee to carefully read, understand and comply with this Code of Conduct and, as needed,
to seek clarification on any point. Questions regarding any legal or ethical requirements should be directed to the director of the Human
Resources or the company’s legal division.
7. Waivers and amendments:
7-1. The company may waive application of this Code of Conduct to employees in certain limited situations. Any waivers of the provisions of this
Code of Conduct for executive officers may be granted only in exceptional circumstances by the board of directors. The company will promptly
disclose to its shareholders any such waivers granted to any of its executive officers and the reason for such waiver.
7-2. Amendments to this Code of Conduct shall be promptly disclosed by the company. It is each individual’s responsibility to maintain familiarity
with this Code of Conduct as the company reviews and revises its content from time to time.
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Employee Code of Conduct (Continue)
(Appendix) Rules of Employee Integrity
1. Objective: To maintain the common practice of integrity and business efficiency, the Rules of Employee Integrity has been specially stipulated.
2. While employees of the Company are engaged in all sorts of business practices, they should conform to the following principles:
2-1. Any employee is obligated to strive for the extension of the Company’s interests within legal limits.
2-2. Any employee is responsible of preventing damages or loss of the Company’s interests.
3. Rules of Integrity:
3-1. Employees undertaking the business with vendors should adhere to the following principles:
3-1-1. Be honest and fair while selecting vendors. Select those who present products/services with the most competitive quality, prices, and
delivery.
3-1-2. No accepting of rake-offs or other illegitimate interests from vendors.
3-1-3. Employees and relatives are strictly forbidden to accept any gifts, cash, or other valuables worth of NTD 1,000 or above from vendors.
3-1-4. In principle, employees are prohibited from accepting entertainment reception apart from simple meals. For any question regarding this
principle, ask a direct superior.
3-2. Employees in marketing or sales-related departments should adhere to the following principles when dealing with customers:
3-2-1. Be honest and fair while transacting with customers.
3-2-2. Customers’ offer of gifts, cash, or other valuables should be courteously declined. In the case where such offer cannot be declined or
returned and its value exceeds USD 100.00, please turn the item to the Employee Welfare Committee to be handled on a case-by-case
basis.
3-3. All employees should prevent any of the following from occurring and affecting the Company’s interests:
3-3-1. Through access to one’s own duties, directly or indirectly seeking illegitimate interests or engaging in fraudulent activities.
3-3-2. Seeking illegitimate interests through one’s authority or identity to access duties not run or supervised by oneself.
3-3-3. Defrauding others through access to one’s own duties.
3-3-4. Invading or stealing equipment or property from the company.
3-3-5. Engaging in fraudulent activities such as over-filing for traveling expenses or overtime compensations or applying for inaccurate
expenses.
3-4. All employees have the responsibility of maintaining a clean image of the Company, which includes no gossiping about colleagues or superiors
outside of the office.
3-5. All supervisors must possess the ability of judging the rights and wrongs on integrity issues and should never use not regulated as excuses
for any debatable conduct. Besides being honest themselves, they should lead subordinates in establishing a work environment practicing
integrity.
3-6. Acceptance inspectors or authenticator of each business operation as well as accounting examiners have the responsibility of reporting upon
discover of those violating the Rules of Integrity.
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4. Rewards and Punishment:
4-1. Rewards for reporting: Correcting or reporting on violations of integrity rules is an action of protecting the rights of employees, shareholders,
and the Company. Once found to be factual, suitable rewards will be given to the reporter.
4-2. Punishment:
4-2-1. Punishment will be administered under any of the following occurrences:
A. When an employee violates the Rules of Integrity.
B. When a direct supervisor:
a. Causes his subordinate’s violation of the integrity rules due to his improper supervision and guidance.
b. Shelters a violator of the integrity rules with knowledge of the incident.
C. When an acceptance inspector, authenticator, or examiner of each business operation:
a. Overlooks a violation of the integrity rules due to his negligence on the job.
b. Fails to report on any violation of the integrity rules found during acceptance inspecting, authenticating, or examining.
4-2-2. Provisions on Punishment: In addition to recovering and returning the illegitimate benefits to the original owner or company, violators of
the integrity rules will be inflicted, in proportion to the weight of the incident, with the following different punishments or the combination
of them.
A. According to internal punishment regulations
B. Withholding of the performance cash award, year-end award and bonus
C. Demotion of job grade
D. Removal from post
E. Legal action
4-3. Confession
4-3-1. In the case where the violator of the integrity rules makes the confession afterwards, his punishment may be reduced or waived.
4-3-2. In the case of a group violation of the integrity rules, the first one making the confession may be waived from his punishment.
Please refer to the website
https://www.umc.com/upload/media/08_Investors/Corporate_Governance/Major_Internal_Policies/Employee_Code_of_Conduct-e.pdf.
85
Corporate Governance Report
UMC Ethical Corporate Management Best Practice Principles
Article 1
Article 7
In order to foster a corporate culture of ethical management and
Company shall establish a risk assessment mechanism against
sound development , the company is advised to adopt these principles
unethical conduct, analyze and assess on a regular basis business
applicable to its subsidiaries and other institutions or juridical persons
activities within their business scope which are at a higher risk of
which are substantially controlled by such company.
being involved in unethical conduct, and establish prevention
Article 2
programs accordingly and review their adequacy and effectiveness on
When engaging in its commercial activities, directors, managers,
a regular basis.
employees, and agents or persons having substantial control over
Article 8
such companies ("company personnel") shall not directly or indirectly
The company shall request their directors and senior management
offer, promise to offer, request or accept any improper benefits, nor
to issue a statement of compliance with the ethical management policy
commit unethical acts including breach of ethics, illegal acts, or
and require in the terms of employment that employees comply
breach of fiduciary duty ("unethical conduct") for purposes of acquiring
with such policy. The company clearly specifies in its rules and
or maintaining benefits.
Article 3
external documents the ethical corporate management policies and
the commitment by the board of directors and the management on
"Benefits" in these Principles means any element of value, including
rigorous and thorough implementation of such policies, and carries
money, endowments, commission, positions, services, preferential
out the policies in internal management and in commercial activities.
treatment or rebates of any type or in any name. Benefits received or
The company shall compile documented information on the ethical
given occasionally in accordance with accepted social customs
management policy, statement, commitment and implementation
and that do not adversely affect specific rights and obligations shall be
mentioned in the first and second paragraphs and retain said
excluded.
Article 4
information properly.
Article 9
The company shall comply with the Company Act, Securities and
The company engages in commercial activities in a fair and transparent
Exchange Act, Business Entity Accounting Act, Political Donations Act,
manner based on the principle of ethical management.
Anti-Corruption Statute, Government Procurement Act, Act on Recusal
Prior to any commercial transactions, the company will take into
of Public Servants Due to Conflicts of Interest, TWSE/GTSM listing
consideration the legality of their agents, suppliers, clients, or other
rules, or other laws or regulations regarding commercial activities, as
trading counterparties and whether any of them are involved in
the underlying basic premise
to
facilitate ethical corporate
unethical conduct, and will avoid any dealings with persons so
management.
Article 5
involved.
Article 10
The company shall abide by the operational philosophies of honesty,
When conducting business, the company and its personnel may
transparency and responsibility, base policies on the principle of
not directly or indirectly offer, promise to offer, request, or accept any
good faith and establish good corporate governance, risk control
improper benefits in whatever form to or from clients, agents,
and management mechanisms to create an operational environment
contractors, suppliers, public servants, or other stakeholders.
for sustainable development.
Article 6
Article 11
When directly or indirectly offering a donation to political parties,
According to its preceding policy, the company shall prescribe specific
organizations or individuals participating in political activities, the
ethical management practices and programs to deter unethical
company and its personnel shall comply with the Political Donations
conduct ("prevention programs"), including operational procedures,
Act and their own relevant internal operational procedures, and shall
guidelines, and training.
not make such donations in exchange for commercial gains or
business advantages.
86
United Microelectronics Corporation | Annual Report 2020
UMC Ethical Corporate Management Best Practice Principles (Continue)
Article 12
supervising the implementation of the ethical corporate management
When making or offering donations and sponsorship, the company
policies and prevention programs, and report to the board of directors
and its personnel shall comply with relevant laws and regulations and
annually.
internal operational procedures, and shall not surreptitiously engage
Article 18
in bribery.
Article 13
The personnel of the company shall comply with laws and regulations
and the prevention programs when conducting business.
The company and its personnel shall not directly or indirectly offer
Article 19
or accept any unreasonable gifts, hospitality or other improper benefits
The company shall adopt policies for preventing conflicts of interest
to establish business
relationship or
influence commercial
to identify, monitor, and manage risks possibly resulting from unethical
transactions.
Article 14
conduct, and shall also offer appropriate means for directors,
managers, and other stakeholders attending or present at board
The company and its personnel shall observe applicable laws and
meetings to voluntarily explain whether their interests would potentially
regulations,
internal operational procedures, and contractual
conflict with those of the company.
provisions concerning intellectual property, and may not use, disclose,
Article 20
dispose, or damage intellectual property or otherwise infringe
The company shall establish effective accounting systems and internal
intellectual property rights without the prior consent of the intellectual
control systems for business activities that may possibly be at higher
property rights holder.
Article 15
risk of being involved in unethical conduct, not have under-the-table
or secret accounts, and conduct reviews regularly so as to ensure that
The company shall engage in business activities in accordance with
the design and enforcement of the systems are showing results.
applicable competition laws and regulations, and may not make rigged
The internal audit unit of the company shall devise relevant audit plans
bids, establish output restrictions or quotas, or share or divide markets
based on the results of assessment of the risk of involvement
by allocating customers, suppliers, territories, or lines of commerce.
in unethical conduct, which plans shall include parties to audit and
Article 16
audit scope, items and frequency etc., and examine accordingly the
In the course of research and development, procurement, manufacture,
compliance with the prevention programs. The internal audit unit
provision, or sale of products and services, the company and its
may engage a certified public accountant to carry out the audit,
personnel observe applicable laws and regulations and international
and may engage professionals to assist if necessary. The results
standards to ensure the transparency of information about, and
of examination in the preceding paragraph shall be reported to senior
safety of, their products and services. They shall also adopt and
management and the ethical management team and reduced to writing
publish a policy on the protection of the rights and interests of
in the form of an audit report to be submitted to the board of directors.
consumers or other stakeholders, and carry out the policy in their
Article 21
operations, with a view to prevent their products and services from
The company establishes "UMC Code of Conduct", "UMC Board of
directly or indirectly damaging the rights and interests, health, and
Directors and Managers Code of Ethics", and "UMC Employee Code
safety of consumers or other stakeholders.
of Conduct" to guide directors, supervisors, managers, employees,
Article 17
and substantial controllers on how to conduct business.
The personnel of the company shall exercise the due care of good
Article 22
administrators to urge the company to prevent unethical conduct,
The company shall periodically organize training and awareness
while always reviewing the results of the preventive measures and
programs for company personnel, and should execute reward and
continually making adjustments so as
to ensure
thorough
discipline systems according to the relevant rules of the company,
implementation of its ethical corporate management policies.
so they understand the companies' resolve to implement ethical
To achieve sound ethical corporate management, the relevant
corporate management, related policies, prevention programs, and
competent authority shall be responsible for establishing and
the consequences of engaging in unethical conduct.
87
Corporate Governance Report
UMC Ethical Corporate Management Best Practice Principles (Continue)
Article 23
The company shall establish a whistle-blowing system and guarantee
the confidentiality of the identity of whistle-blowers and the content of
reported cases.
Article 24
The company shall adopt and publish a well-defined disciplinary
and appeal system for handling violations of the ethical corporate
management rules, and shall properly make the announcement on the
company's internal website including the title and details of the
violation, and the actions taken in response.
Article 25
The company shall continuously assess the promotional effectiveness
promotion of its ethical management policy. The company shall
also disclose the measures taken for implementing ethical corporate
management, the status of implementation, and the effectiveness of
promotion on company websites, annual reports, and prospectuses,
and shall disclose ethical corporate management best practice
principles on the Market Observation Post System (MOPS).
Article 26
The company shall at all times monitor the development of relevant local
and
international
regulations
concerning ethical
corporate
management and encourage
their directors, managers, and
employees to make suggestions, which the company will base its
review and improvements for its adopted ethical corporate management
policies and measures in order to achieve better implementation of
ethical management.
Article 27
The principles shall be implemented after the board of directors grants
approval. The same procedure shall be followed when the principles
have been amended.
Please refer to the website https://www.umc.com/upload/media/08_
Investors/Corporate_Governance/Major_Internal_Policies/UMC_
Ethical_Corporate_Management_Best_Practice_Principles_eng.pdf
88
United Microelectronics Corporation | Annual Report 2020
Internal Control System Execution Status
Statement of Internal Control System
5. Base on the findings of the assessment mentioned in the preceding
Based on the findings of self-assessment, UMC states the following with
paragraph, UMC believes that, on December 31, 2020, its internal
regard to its internal control system during the year 2020.
control system (including
its supervision and management of
1. UMC acknowledges and understands that establishing, operating
subsidiaries), had effectively assured that the following objectives had
and maintaining an internal control system are the responsibilities of
been reasonably achieved during the assessing period: effectiveness
its Board of Directors and management, and such a system has been
and efficiency of operations, reliability, timeliness, transparency of our
established. The purpose of establishing the internal control system
reporting, and compliance with applicable rulings, laws and regulations.
is to reasonably assure the following objectives: The effectiveness
6. This Statement is an integral part of the UMC’s annual report and
and efficiency of operations (including profitability, performance and
prospectus, and will be made public. Any falsehood, concealment, or
the safeguarding assets); reliability, timeliness, transparency of our
other illegality in the content made public will entail legal liability under
reporting, and compliance with applicable rulings, laws and regulations.
Articles 20, 32, 171 and 174 of the Securities and Exchange Act.
2. The internal control system has inherent limitations. No matter how
7. This Statement was passed by the Board of Directors in their meeting
perfectly designed, an effective internal control system can only
held on Feb. 24, 2021, with none of eight attending directors expressing
provide reasonable assurance of accomplishing the aforementioned
dissenting opinions, and the remainder all affirming the content of this
three objectives. Moreover, the effectiveness of an internal control
Statement.
system may be subject to changes of environmental or circumstances.
Nevertheless, our internal control system contains self-monitoring
mechanism and UMC takes corrective actions whenever a deficiency
United Microelectronics Corporation
is identified.
3. UMC evaluates the design and operating effectiveness of its internal
control system based on the criteria provided in the Regulations
Governing Establishment of Internal Control Systems by Public
Companies (herein below, the “Regulations”). The criteria adopted
by the Regulations identify five components of internal control based
on the process of management control: (1) control environment, (2) risk
Chairman: Stan Hung
assessment, (3) control activities, (4) information and communication,
and (5) monitoring activities. Each component further contains several
items. Please refer to the Regulations for details.
4. UMC has evaluated the design and operating effectiveness of its
President: S C Chien
internal control system according to the aforesaid Regulations.
President: Jason S Wang
Feb. 24, 2021
If a Certified Public Accountant (CPA) was Engaged to Conduct a Special Audit of the Internal Control System, Provide
its Audit Report:
According to “Regulations Governing Establishment of Internal Control Systems by Public Companies,” the Company was not required to engage a
certified public accountant (CPA) to conduct any special audit of the internal control system in 2020.
89
Corporate Governance Report
Legal Liabilities of Company and Employees, Company Penalties Toward Employee
Violation of Company Regulations, Key Oversights and Improvement
None.
Major Resolutions and Implementation Status of the Shareholders’ Meeting and the Board
of Directors’ Meetings
The Major Resolutions from the Shareholders’ Meeting
The Company’s 2020 Annual General Meeting was held at No.2, Prosperity 1st Rd., Hsinchu Science Park (101 Meeting Room of the Allied Association
for Science Park Industries) on June 10, 2020. The resolutions approved by the shareholders present in person or by proxy and its implementation status
were as follows:
Items Resolutions from the Annual General Meeting
Implementation Status
Acceptance of the 2019 business report and financial
statements.
• In 2019, UMC’s sales revenue was NTD 148,201,641 thousand, and full-year net income
reached NTD 9,707,614 thousand, leading to an earnings per share of NTD 0.82.
Acceptance of the 2019 Earning Distribution Chart.
• Distribution of 2019 earnings with cash dividend of NTD 9,765,154,720.
• The ex-dividend record date was set for July 21, 2020, and cash dividend for common shares
was paid on August 5, 2020.
Approval of issuing Restricted Stock Awards for
employees.
• Implemented in accordance with resolution and issued gratuitously 200,030,000 shares of
common stock on September 1, 2020.
Approval of the amendment of the Company’s Articles
of Incorporation.
• Implemented in accordance with resolution.
• Considering market conditions, it was resolved to terminate the private placement offering by
the 21st meeting of the Board of Directors, 14th term.
Approval of the issuance plan of private placement for
common shares, preferred shares (including convertible
preferred shares), DRs (including but not limited to ADS),
or Euro/Domestic convertible bonds (including secured
or unsecured corporate bonds). The amount of shares is
proposed to be no more than 10% of total common shares
issued plus the total common shares represented by the
above equity-type securities which are fully issued.
1.
2.
3.
4.
5.
90
United Microelectronics Corporation | Annual Report 2020
Major Resolutions and Implementation Status of the Shareholders’ Meeting and the Board of Directors’ Meeting
(Continue)
The Major Resolutions from the Board of Directors’ Meetings
Meeting Date
Major Resolutions
2020.02.26
2020.04.27
2020.06.05
2020.06.17
2020.07.29
2020.10.29
2020.12.16
2021.02.24
• Approved the 2019 Business Report and Financial Statements.
• Approved the 2019 distributable compensation for employees and directors.
• Approved the 2019 Dividend Distribution.
• Approved capital budget execution.
• Approved issuing Restricted Stock Awards for employees.
• Approved the date of convening the 2020 Annual General Meeting, meeting agenda and submission period for shareholder
proposals.
• Approved for UMC’s Singapore branch to lend funds to UNITED SEMICONDUCTOR (XIAMEN) CO., LTD.
• Approved UMC’s donation to UMC Science and Culture Foundation.
• Approved the Q1, 2020 Consolidated Financial Statements.
• Approved capital budget execution.
• Approved the proposal for private placement based on future operation needs and will propose at the 2020 Annual General Meeting
for discussion.
• Approved addition of proposals of the 2020 Annual General Meeting and change of the location for convening the 2020 Annual
General Meeting.
• Approved the Company’s 21st share repurchase program.
• Approved to release the managerial officer from non-competition restrictions.
• Approved the Q2, 2020 Consolidated Financial Statements.
• Approved capital budget execution.
• Approved the Q3, 2020 Consolidated Financial Statements.
• Approved capital budget execution.
• Approved the Company to proceed with a potential investment to expand capacity.
• Approved capital budget execution.
• Approved for UMC’s Singapore branch to lend funds to UNITED SEMICONDUCTOR (XIAMEN) CO., LTD.
• Approved the 2020 Business Report and Financial Statements.
• Approved the 2020 distributable compensation for employees and directors.
• Approved the 2020 Dividend Distribution.
• Approved termination of the issuance plan for private placement, which was approved at the 2020 Annual General Meeting.
• Approved the proposal for private placement based on future operation needs and will propose at the 2021 Annual General Meeting
for discussion.
• Approved the date of convening the 2021 Annual General Meeting, meeting agenda and submission period for shareholder proposals.
• Approved capital budget execution.
• Approved the acquisition of the Right-of-Use Asset from subsidiary Wavetek Microelectronics Corporation.
• Approved the issuance of unsecured straight corporate bonds.
• Approved UMC's donation to UMC Science and Culture Foundation.
91
Corporate Governance Report
Major Issues of Record or Written Statements Made by Any Director Dissenting to Important
Resolutions Passed by the Board of Directors During 2020 and as of the Annual Report
Printing Date:
None.
Resignation or Dismissal of Chairman, President, and Heads of Accounting, Finance, Internal
Audit, Corporate Governance and R&D During 2020 and as of the Annual Report Printing
Date:
None.
Certification of Employees Whose Jobs Are Related to the Release of the Company's
Financial Information
Number of Employees
Certification Name
Certified Public Accountants (CPA)
US Certified Public Accountants (US CPA)
Association of Chartered Certified Accountants Singapore (ACCA Singapore)
Certified Internal Auditor (CIA)
CABIAV Certificate of Certified Business Valuator
Audit
Accounting
Finance
2
1
18
6
1
3
2
1
1
1
92
United Microelectronics Corporation | Annual Report 2020
Certified Public Accountant (CPA) Fee Information
For the Non-audit Fee Paid to the CPA, CPA Firm, and Its Affiliate Greater than 1/4 of
the Audit Fee, the Amount of Audit and Non-audit Fee and Content of Non-audit Service
Should Be Disclosed
None. Please refer to the following table.
Name of CPA Firm
Name of CPA
Audit
Fee
System
Design
Business
Registration
Human
Resources
Others
（Note）
Subtotal
Period
Non-audit Fees CPA Audit
Remarks
In Thousand NTD
Ernst & Young, Taiwan
Wan-Ju Chiu,
Hsin-Min Hsu
65,485
-
414
30
11,094
11,538
2020.01.01~
2020.12.31
-
Note: The “Others” category within the non-audit fees mainly includes fees paid for consulting service, services to review the checklist of public disclosure and
filing and reading of the annual report and prospectuses.
If the CPA Firm Changes, and the Audit Fee Paid in the Year of Such Change Is Reduced
from the Audit Fee of the Previous Year, the Amounts of the Audit Fees Before and After
such Change and the Reason of Such Change Should Be Disclosed
None.
If the Audit Fee Is Reduced by More than 10% from Last Year, the Amount, Ratio, and
Reason for the Reduction of the Audit Fee Should Be Disclosed
None.
Information of CPA Change
None.
UMC’s Chairman, Presidents, Chief Financial Officer, and
Managers in Charge of Its Finance and Accounting Operations
Did Not Hold Any Positions in UMC’s Independent Auditing
Firm or Its Affiliates in the Most Recent Year.
93
Corporate Governance Report
Change in Shareholding of Directors, Managers and Major
Shareholders Who Own 10% or More of UMC Shares
Holding
Increase
(Decrease)
2021
Pledged
Holding
Increase
(Decrease)
Unit: Shares
2020
Pledged
Holding
Increase
(Decrease)
0
0
0
0
0
0
0
0
0
Holding
Increase
(Decrease)
9,385,000
0
0
0
0
0
0
0
2,300,000
10,315,000
14,200,000
1,430,000
1,021,000
390,000
150,000
1,013,000
900,000
0
0
0
0
0
0
1,350,000
1,350,000
890,000
(750,000)
650,000
425,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
470,000
1,350,000
0
0
0
100,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Title
Name
Chairman, CSO
Stan Hung
Director
Director
Hsun Chieh Investment Co., Ltd.
Silicon Integrated Systems Corp.
Independent Director
Cheng-Li Huang
Independent Director
Independent Director
Wenyi Chu
Lih J. Chen
Independent Director
Jyuo-Min Shyu
Director
President
President
Executive Vice President
Ting-Yu Lin
SC Chien
Jason Wang
Ming Hsu
Senior Vice President
Oliver Chang
Senior Vice President, CFO
Chitung Liu
Senior Vice President, General
Counsel
Lucas S Chang
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
TS Wu
C C Hsu
M C Lai
G C Hung
Wenchi Ting
Jerry CJ Hu
Y S Shen
Steven S Liu
SR Sheu
M L Liao
94
United Microelectronics Corporation | Annual Report 2020 Change in Shareholding of Directors, Managers and Major Shareholders Who Own 10% or More of UMC Shares (Continue)
Title
Name
Vice President
Vice President
Vice President
Vice President, Chief Human
Resources Officer
S S Hong
Francia Hsu
Mindy Lin
Eric Chen
Associate Vice President
Johnson Liu
Associate Vice President
Victor Chuang
Associate Vice President
Chuck Chen
Associate Vice President
S F Tzou
Associate Vice President
Le Tien Jung
Associate Vice President
Yau Kae Sheu
Associate Vice President
J Y Wu
Associate Vice President
Osbert Cheng
Associate Vice President
Steven Hsu
Associate Vice President
Purakh Raj Verma
Associate Vice President
Associate Vice President
Yanan Mou
Remi Yu
Associate Vice President
Michael CY Wang
Associate Vice President
Associate Vice President
Ji Fu Kung
C P Yen
Associate Vice President
Pang Min Wang
Associate Vice President
Ray Yang
Associate Vice President
Associate Vice President
Bellona Chen
Louis Hsieh
Former Director
Chung Laung Liu
Former Associate Vice President
C Y Hsu
Note 1: No shareholder owns 10% or more of UMC shares.
Note 2: The data presented for 2021 was gathered until January 31, 2021.
Note 3: Counterparts of the shareholding transferred or pledged are not related parties.
Note 4: The share changes for Oliver Chang, Ray Yang, Bellona Chen and Louis Hsieh are calculated starting from the assumed date.
Note 5: The shares change for Chung Laung Liu and C Y Hsu are reported until their resignation.
Note 6: The Holding Increase (Decrease) data consists of shares under Trust with Discretion Reserved.
Holding
Increase
(Decrease)
2021
Pledged
Holding
Increase
(Decrease)
Holding
Increase
(Decrease)
Unit: Shares
2020
Pledged
Holding
Increase
(Decrease)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
N/A
N/A
N/A
N/A
0
811,000
716,000
750,000
30,000
220,000
161,799
100,000
330,000
770,000
450,000
204,062
(40,000)
0
0
383,000
0
277,000
106,000
(77,000)
370,000
420,000
(700,000)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
95
Corporate Governance Report Relationship Among the Top 10 Shareholders
Name
Shares Held
Shares Held
by Spouse
or Underage
Children
Total Shares
Held in the
Name of Other
Persons
Shares
%
Shares % Shares
%
Remarks
Relationship Between
the Company’s Top 10
Shareholders Who Are Either
Related Parties, Spouses, or
Relatives Within the Second
Degree of Kinship, His/
Her/Its Title (or Name) and
Relationship
Title
(or Name)
Relationships
JPMorgan Chase Bank, N.A. acting in its
capacity as depositary and representative to
the holders of ADRs
670,779,035
5.49
N/A
N/A
N/A
N/A
None
None
Hsun Chieh Investment Co., Ltd.
441,371,000
3.61
N/A
N/A
N/A
N/A
Representative:
Chun Kuan
93,998
0.00
0
0
0
0
None
None
Nan Shan Life Insurance Company, Ltd.
317,538,000
2.60
N/A
N/A
N/A
N/A
None
Representative:
Ying Tsung Tu
Data unavailable
Silicon Integrated Systems Corp.
285,380,424
2.33
N/A
N/A
N/A
N/A
Representative:
Cheng Chien Chien
1,858
0.00
0
0
0
0
None
None
Fubon Life Insurance Co., Ltd.
232,206,000
1.90
N/A
N/A
N/A
N/A
None
Representative:
Ming Hsing Tsai
Data unavailable
None
None
None
None
None
None
Yann Yuan Investment Co., Ltd.
200,000,000
1.64
N/A
N/A
N/A
N/A
None
None
Representative:
Wen Ching Lin
Data unavailable
Taiwan Life Insurance Co., Ltd.
192,555,000
1.58
N/A
N/A
N/A
N/A
None
None
Representative:
Ssu Kuo Huang
JPMorgan Chase Bank N.A., Taipei Branch in
custody for Vanguard Total International Stock
Index Fund, a series of Vanguard Star Funds
Norges Bank - internal - NBIM PF EQ INTERNAL
CFD
Data unavailable
175,192,905
1.43
N/A
N/A
N/A
N/A
None
None
174,274,110
1.43
N/A
N/A
N/A
N/A
None
None
None
Labor Pension Fund
133,116,000
1.09
N/A
N/A
N/A
N/A
None
Note: The data shown above was recorded on July 21, 2020, which was the record date for the distribution of 2020 cash dividend.
96
United Microelectronics Corporation | Annual Report 2020 Shares Held by the Company, Directors, Managers and
Companies Directly or
Indirectly Controlled by the
Company, and the Comprehensive Shareholding Ratio Based
on Combined Calculation
Investee Companies
UMC
Shares Held by Directors,
Managers and Companies Directly
or Indirectly Controlled by the
Company
Comprehensive Shareholding
Number of
Shares
Percentage of
Ownership
（％）
Number of Shares Percentage of
Ownership
（％）
Number of
Shares
Percentage of
Ownership
（％）
UMC Group (USA)
United Microelectronics (Europe) B.V.
UMC Capital Corp.
TLC Capital Co., Ltd.
Green Earth Limited
Fortune Venture Capital Corp.
16,437,500
9,000
71,662,977
400,167,103
977,000,000
401,734,448
100.00
100.00
100.00
100.00
100.00
100.00
UMC Investment (Samoa) Limited
1,520,000
100.00
MTIC Holdings Pte. Ltd.
Unitech Capital Inc.
Hsun Chieh Investment Co., Ltd.
Best Elite International Limited
12,000,000
21,000,000
364,102,314
664,966,275
Wavetek Microelectronics Corporation
148,112,434
UMC Korea Co., Ltd.
Omni Global Limited
United Semiconductor (Xiamen) Co., Ltd.
Faraday Technology Corporation
Yann Yuan Investment Co., Ltd.
Sino Paragon Limited
Triknight Capital Corporation
110,000
4,300,000
0
34,240,213
46,000,000
2,600,000
234,280,000
United Semiconductor Japan Co., Ltd.
116,246,616
Unimicron Technology Corp.
196,136,008
45.44
42.00
36.49
100.00
80.75
100.00
100.00
0
1 3.78
30.87
100.00
40.00
100.00
13.36
Note 1: The investee companies are the investees under the equity method and funds.
Note 2: The number of shares is based on the actual number of shares held on December 31, 2020.
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
16,4 37,500
9,000
71,662, 97 7
400,167,103
977,000,000
401,734,448
1,520,000
1 2,000,000
2,500,000
5.00
23,500,000
0
0
0
0
364,102,314
664,966,275
3,150,936
1.72
151,263,370
0
0
N/A
2,973
0
0
0
0
0
0
67.76
0.00
0
0
0
0
11 0,000
4,300,000
N/A
34,243,1 86
46,000,000
2,600,000
234,280,000
116,246,616
4,545,000
0.30
200,681,008
100.00
100.00
100.00
100.00
100.00
100.00
100.00
45.44
47.00
36.49
100.00
82 . 4 7
100.00
100.00
67.76
1 3 .78
30.87
100.00
40.00
100.00
13.66
97
Corporate Governance Report
98
United Microelectronics Corporation | Annual Report 2020 Capital Overview
Issuance of Corporate Bonds
100 Capital and Shares
106
111 Preferred Shares
112 American Depositary Receipts
114 Employee Stock Option Handling Status
114
Issuance of New Restricted Employee Shares
11 5 Status of New Shares Issuance in Connection with
Mergers and Acquisitions
11 5 Financing Plans and Execution Status
99
Capital Overview
Capital and Shares
Source of Capital
Month/Year
Issue
Price
(Per
Share)
Shares
(In Thousand)
Authorized
Capital
Amount
(In Thousand
NTD)
Paid-in Capital
Shares
(In Thousand)
Amount
(In Thousand
NTD)
Source of
Capital
Capital
Increased by
Assets Other
than Cash
Remarks
Other
March, 2020
NTD 10
26,000,000
260,000,000
11,773,994
117,739,944
May, 2020
NTD 10
26,000,000
260,000,000
12,222,371
122,223,715
September, 2020 NTD 10
26,000,000
260,000,000
12,422,401
124,224,015
Note 1
Note 2
Note 3
None
None
None
None
None
None
Note 1: On March 11, 2020, the Hsinchu Science Park Bureau, Ministry of Science and Technology approved the capital increase of NTD 496,757 thousand due to conversion of convertible
bonds during the 4th quarter of 2020. The Company’s paid-in capital was increased to NTD 117,739,944 thousand.
Note 2: On May 12, 2020, the Hsinchu Science Park Bureau, Ministry of Science and Technology approved the capital increase of NTD 4,483,771 thousand due to conversion of convertible
bonds during the 1st quarter of 2021. The Company’s paid-in capital was increased to NTD 122,223,715 thousand.
Note 3: On September 15, 2020, the Hsinchu Science Park Bureau, Ministry of Science and Technology approved the capital increase of NTD 2,000,300 thousand due to issuance of new
Restricted Stock Awards for employees. The Company’s paid-in capital was increased to NTD 124,224,015 thousand.
Note 4: The data shown above was gathered until February 24, 2021.
Type of Stock
Share Type
Issued Shares(Note 1)
Un-Issued Shares
Total Shares
Authorized Capital
Allotment for Stock
Option Certificate
(Units)
Common Stock
12,422,401,493
13,577,598,507
26,000,000,000
2,000,000,000
Note 1: The Company’s issued shares are listed stock.
Note 2: The data shown above was gathered until February 24, 2021.
Information for Shelf Registration
Not Applicable.
Status of Shareholders
Common Shares
Item
Number of
Shareholders
Government
Agencies
Financial
Institutions
Other Juridical
Persons
Natural Persons
Foreign
Institutions and
Natural Persons
Total
14
73
721
504,773
1,753
507,334
Shareholding (Shares)
200,322,662
1,102,458,871
1,391,480,887
3,259,878,227
6,268,230,846
12,222,371,493
Percentage (%)
1.64
9.02
11.39
26.67
51.28
100.00
Note: The data shown above was recorded on July 21, 2020, which was the record date for the distribution of 2020 cash dividend.
100
United Microelectronics Corporation | Annual Report 2020
Capital and Shares (Continue)
Shareholding Distribution Status
Common Shares
Class of Shareholding
(Unit: Shares)
Number of Shareholders
1~
1,000~
5,001~
10,001~
15,001~
20,001~
30,001~
50,001~
100,001~
200,001~
400,001~
600,001~
800,001~
Total
999
5,000
10,000
15,000
20,000
30,000
50,000
100,000
200,000
400,000
600,000
800,000
1,000,000
Over 1,000,001
188,169
213,209
51,379
18,701
10,394
9,856
7,024
4,534
1,975
846
294
142
100
711
507,334
Shareholding
(Shares)
56,450,686
490,789,812
382,625,952
229,873,355
185,976,409
242,587,779
275,119,274
318,523,644
273,930,534
234,253,042
144,89 6,143
99,079,262
90,081,910
9,198,183,691
12,222,371,493
Percentage (%)
0.46
4.02
3.13
1.88
1.52
1.98
2.25
2.61
2.24
1.92
1.18
0.81
0.74
75.26
100.00
Note: The data shown above was recorded on July 21, 2020, which was the record date for the distribution of 2020 cash dividend.
Preferred Shares
None.
List of Major Shareholders
Shareholder's Name
Shareholding
Shares
Percentage (%)
JPMorgan Chase Bank, N.A. acting in its capacity as depositary and representative to the
holders of ADRs
Hsun Chieh Investment Co., Ltd.
Nan Shan Life Insurance Company, Ltd.
Silicon Integrated Systems Corp.
Fubon Life Insurance Co., Ltd.
Yann Yuan Investment Co., Ltd.
Taiwan Life Insurance Co., Ltd.
JPMorgan Chase Bank N.A., Taipei Branch in custody for Vanguard Total International
Stock Index Fund, a series of Vanguard Star Funds
Norges Bank - internal - NBIM PF EQ INTERNAL CFD
Labor Pension Fund
670,779,035
441,371,000
317,538,000
285,380,424
232,206,000
200,000,000
192,555,000
175,192,905
174,274,110
133,116,000
Note: The data shown above was recorded on July 21, 2020, which was the record date for the distribution of 2020 cash dividend.
5.49
3.61
2.60
2.33
1.90
1.64
1.58
1.43
1.43
1.09
101
Capital Overview Capital and Shares (Continue)
Market Price, Net Worth, Earnings, and Dividends Per
Common Share
Item
Market Price Per
Share
(Note 1)
Highest
Lowest
Average
Net Worth Per Share
Before Distribution
After Distribution
Earnings Per Share
Weighted Average Shares
(shares)
Earnings Per Share (Note 2)
Earnings Per Share (Note 3)
Dividends Per Share
Cash Dividends
Stock Dividends
Earning Distribution
Capital Distribution
Accumulated Undistributed
Dividend
Return on Investment Price/Earnings Ratio
(Note 4)
Price/Dividend Ratio
(Note 5)
Cash Dividend Yield
(Note 6)
2021 (Note 7)
5 9 . 4 0
4 4.0 0
52.0 4
-
-
-
-
-
-
-
-
-
-
-
-
2020
51.70
13.10
28.13
19.0 0
*
In NTD
2019
17.05
10.55
13.63
17.61
16.78
12,072,969,148
11,785,108,150
2.42
*
*
*
*
-
9.45
*
*
0.82
0.82
0.80395653
-
-
-
16.24
16.57
0.06
*Subject to change based on resolutions of the 2021 shareholders’ meeting.
Note 1: Referred to TWSE website.
Note 2: EPS calculation was based on weighted average shares outstanding for the year.
Note 3: EPS calculation was based on retroactive adjustment for capitalization of unappropriated earnings, additional paid-in capital and employees’ compensation - stock.
Note 4: Price/Earnings Ratio = Average Market Price/Earnings Per Share.
Note 5: Price/Dividend Ratio = Average Market Price/Cash Dividends Per Share.
Note 6: Cash Dividend Yield = Cash Dividends Per Share/Average Market Price.
Note 7: The data represented for 2021 was gathered until February 24, 2021.
Note 8: The average closing prices for years 2019, 2020 and 2021 were NTD 13.32, NTD 22.88, and NTD 52.06, respectively.
102
United Microelectronics Corporation | Annual Report 2020 Capital and Shares (Continue)
Dividend Policy and Status
1. Dividend Policy in Company’s Articles of Incorporation
year. The distribution of shareholders’ dividend shall be allocated as cash
According to the Company’s Articles of Incorporation, current year’s
dividend in the range of 20% to 100%, and stock dividend in the range of
earning, if any, shall be distributed in the following order:
0% to 80%.
(1) Payment of taxes.
2. The Company’s operating status,
funding requirements, capital
(2) Making up for loss in preceding years.
expenditure forecast, changes in the overall internal and external
(3) Setting aside 10% for legal reserve, except for when accumulated legal
environment, as well as shareholders’ interest shall be taken into
reserve has reached the Company’s paid-in capital.
account to determine the Company’s dividend policy; distribution of
(4) Appropriating or reversing special reserve by government officials or
dividend is determined by the Board of Directors, and the principle of
other regulations.
distribution shall not be lower than 50% of the Company’s earnings
(5) The remaining, plus the previous year’s unappropriated earnings, shall
after tax of the year without considering other extraordinary situations.
be distributed according to the distribution plan proposed by the Board
of Directors according to the dividend policy in paragraph two of this
Proposed Distribution of Dividend
clause and submitted to the shareholders’ meeting for approval.
The Company’s proposal for 2020 earnings distribution was passed
The dividend policy of the Company shall be determined pursuant to
during the 21st board meeting of the 14th term. This proposal, a cash
factors such as the investment environment, its funding requirements,
dividend of NTD 19,875,842,389 from retained earnings (NTD 1.60 per
domestic and overseas competitive landscape and its capital expenditure
share), will be discussed at the Annual General Meeting.
forecast, as well as shareholders’ interest, balancing dividends and
UMC’s long-term financial planning. The Board of Directors shall propose
the distribution plan and submit it to the shareholders’ meeting every
Effect of Share Dividends to Operating Performance and EPS
Not applicable.
103
Capital Overview
Capital and Shares (Continue)
Employees’ and Directors’ Compensation
Related
Information of Employees’ and Directors’
Compensation in the Company’s Articles of Incorporation
the number of stock distributed is calculated based on total employee
compensation divided by the closing price of the day before the Board
Employees’ and Directors’ Compensation Policy in the Company’s
of Directors meeting. If the Board of Directors subsequently modifies
Articles of Incorporation is as follows:
the estimates significantly, the Company will recognize the change as
The Company shall allocate no less than 5% of profit as employees’
an adjustment in the profit or loss in the subsequent period. Information
compensation and no more than 0.2% of profit as directors’ compensation
relevant to the aforementioned employees and directors’ compensation
for each profitable fiscal year after offsetting any cumulative losses.
can be obtained from the “Market Observation Post System” on the
The aforementioned employees’ compensation will be distributed in
website of the TWSE.
shares or cash. The employees of the Company’s subsidiaries who fulfill
specific requirements stipulated by the Board of Directors may be granted
The Distributable Compensation for Employees and
such compensation. Directors may only receive compensation in cash.
Directors Passed During the Board Meeting.
The Company may, by a resolution adopted by a majority vote at a
The Company’s 2020 distributable compensation for employees and
meeting of the Board of Directors attended by two-thirds of the total
directors was passed during the 21st board meeting of the 14th term. The
number of directors, distribute the aforementioned employees’ and
distribution status is as follows:
directors’ compensation and report to the shareholders’ meeting for such
The Company is to distribute NTD 2,581,674,949 as employee cash
compensation and NTD 32,368,656 as directors’ compensation.
There is no difference between the amount passed during the Board
meeting and the recognized amount during 2020 of the aforementioned
employees’ and directors’ compensation.
distribution.
The Basis for Estimating the Amount of Employees
and Directors’ Compensation, the Basis for Calculating
the Number of Shares to Be Distributed as Employees’
Compensation, and the Accounting Treatment of the
Discrepancy Between the Actual Distributed and the
Estimated Amount.
The Company recognizes the employees and directors’ compensation
in the profit or loss during the periods when earned. The Board of
Directors estimates the amount by taking into consideration the Articles of
Incorporation, government regulations and industry averages. If the Board
of Directors resolves to distribute employee compensation through stock,
The Amount of Employees’ Compensation Distributed in Stocks, and Such Amount as a Percentage of the Sum of Net
Income Stated in the Parent Company Only Financial Reports and Total Employees’ Compensation:
None.
Distribution of Employees and Directors’ Compensation for 2019:
In Thousand NTD
Item
Board Resolution (February 26, 2020)
Employees’ compensation distributed in Cash
Directors’ compensation
1,132,952
10,259
Note: The actual distribution of employees and directors’ compensation for 2019 were consistent with the resolutions of the Board of Directors meeting held on February 26, 2020.
104
United Microelectronics Corporation | Annual Report 2020 Buyback of Treasury Stock
(1) Completed Share Buyback Program
Instance
Purpose
Buyback period
Price range （NTD）
21st round
Transfer to employees
2020.06.08~2020.08.07
11.55~23.25
Classification and executed volume（Shares）
105,000,000 Common shares
Executed amount（NTD）
Ratio of executed volume to the volume to be
repurchased (%)
1,678,271,840
52.50
Cancellation and transfer volume（Shares）
105,000,000
Cumulative holding（Shares）
Cumulative holding as a percentage of total issued shares（%）
0
0
Note: The data shown above was gathered until February 24, 2021.
(2) Uncompleted Share Buyback Program: None.
105
Capital Overview Issuance of Corporate Bonds (Continue)
Issuance of Corporate Bonds
Name of Bond
Issue date
Denomination
Listing and trading
Issue price
Total amount
Coupon rate
Tenor and maturity date
Guarantor
Trustee
Underwriter
Transferring, paying or conversion agent
Legal counsel
Independent auditor
Repayment
Outstanding amount
Redemption clause
Restrictive clause
United Microelectronics Corporation 1st Unsecured Straight Corporate Bond
Issuance in 2013
March 15, 2013
NTD 1 million
Taipei Exchange
NTD 1 million
NTD 10,000 million; 5-year bond for NTD 7,500 million and 7-year bond for NTD 2,500 million
Fixed rate; 1.35% p.a. and 1.50% p.a. for 5-year and 7-year bonds, respectively
5-year bond: March 15, 2018
7-year bond: March 15, 2020
None
Taiwan Cooperative Bank
None
None
Chen & Lin Attorneys-at-Law
Ernst & Young, Taiwan
The principal of 5-year and 7-year bonds will be repaid respectively in March 2018 and March 2020
upon maturity.
Interest will be paid annually for both 5-year and 7-year bonds.
None (Note)
None
None
Name of credit rating agency, rating date and result of
rating
Taiwan Ratings Corporation
November 30, 2012
twAA
Other rights of bondholders
Dilution ef fect or other adverse impact on existing
shareholders’ equit y, if c onversion, exchange, or
subscription rights are attached
Custodian
None
None
None
Note: NTD 7,500 million for the 5-year bond was repaid on March 15, 2018.
NTD 2,500 million for the 7-year bond was repaid on March 15, 2020.
106
United Microelectronics Corporation | Annual Report 2020
Issuance of Corporate Bonds (Continue)
Name of Bond
Issue date
Denomination
Listing and trading
Issue price
Total amount
Coupon rate
Tenor and maturity date
Guarantor
Trustee
Underwriter
Transferring, paying or conversion agent
Legal counsel
Independent auditor
Repayment
Outstanding amount
Redemption clause
Restrictive clause
United Microelectronics Corporation 1st Unsecured Straight Corporate Bond
Issuance in 2014
June 18, 2014
NTD 1 million
Taipei Exchange
NTD 1 million
NTD 5,000 million; 7-year bond for NTD 2,000 million and 10-year bond for NTD 3,000 million
Fixed rate; 1.70% p.a. and 1.95% p.a. for 7-year and 10-year bonds, respectively
7-year bond: June 18, 2021
10-year bond: June 18, 2024
None
Taiwan Cooperative Bank
None
None
Chen & Lin Attorneys-at-Law
Ernst & Young, Taiwan
The principal of 7-year and 10-year bonds will be repaid respectively in June 2021 and June 2024 upon
maturity.
Interest will be paid annually for both 7-year and 10-year bonds.
NTD 5,000 million
None
None
Name of credit rating agency, rating date and result of
rating
Not applicable
Other rights of bondholders
Dilution ef fect or other adverse impact on existing
shareholders’ equit y, if c onversion, exchange, or
subscription rights are attached
Custodian
None
None
None
107
Capital Overview Issuance of Corporate Bonds (Continue)
Name of Bond
Issue date
Denomination
Listing and trading
Issue price
Total amount
Coupon rate
Tenor and maturity date
Guarantor
Trustee
Underwriter
United Microelectronics Corporation 1st Unsecured Straight Corporate Bond
Issuance in 2017
March 24, 2017
NTD 1 million
Taipei Exchange
NTD 1 million
NTD 8,300 million; 5-year bond for NTD 6,200 million and 7-year bond for NTD 2,100 million
Fixed rate; 1.15% p.a. and 1.43% p.a. for 5-year and 7-year bonds, respectively
5-year bond: March 24, 2022
7-year bond: March 24, 2024
None
CTBC Bank Co., Ltd.
MasterLink Securities Corp. as the lead underwriter
Transferring, paying or conversion agent
None
Legal counsel
Independent auditor
Repayment
Outstanding amount
Redemption clause
Restrictive clause
Chen & Lin Attorneys-at-Law
Ernst & Young, Taiwan
The principal of 5-year and 7-year bonds will be repaid respectively in March 2022 and March 2024
upon maturity.
Interest will be paid annually for both 5-year and 7-year bonds.
NTD 8,300 million
None
None
Name of credit rating agency, rating date and result of
rating
Not applicable
Other rights of bondholders
Dilution ef fect or other adverse impact on existing
shareholders’ equit y, if c onversion, exchange, or
subscription rights are attached
Custodian
None
None
None
108
United Microelectronics Corporation | Annual Report 2020 Issuance of Corporate Bonds (Continue)
Name of Bond
Issue date
Denomination
Listing and trading
Issue price
Total amount
Coupon rate
Tenor and maturity date
Guarantor
Trustee
Underwriter
United Microelectronics Corporation 2nd Unsecured Straight Corporate Bond
Issuance in 2017
October 3, 2017
NTD 1 million
Taipei Exchange
NTD 1 million
NTD 5,400 million; 5-year bond for NTD 2,000 million and 7-year bond for NTD 3,400 million
Fixed rate; 0.94% p.a. and 1.13% p.a. for 5-year and 7-year bonds, respectively
5-year bond: October 3, 2022
7-year bond: October 3, 2024
None
CTBC Bank Co., Ltd.
MasterLink Securities Corp. as the lead underwriter
Transferring, paying or conversion agent
None
Legal counsel
Independent auditor
Repayment
Outstanding amount
Redemption clause
Restrictive clause
Chen & Lin Attorneys-at-Law
Ernst & Young, Taiwan
The principal of 5-year and 7-year bonds will be repaid respectively in October 2022 and October 2024
upon maturity.
Interest will be paid annually for both 5-year and 7-year bonds.
NTD 5,400 million
None
None
Name of credit rating agency, rating date and result of
rating
Not applicable
Other rights of bondholders
Dilution ef fect or other adverse impact on existing
shareholders’ equit y, if c onversion, exchange, or
subscription rights are attached
Custodian
None
None
None
109
Capital Overview Issuance of Corporate Bonds (Continue)
Type
Issue date
Face amount
Listing exchange
Issue amount
Issue size
Coupon rate
Maturity
Guarantor
Trustee
Underwriter
Legal counsel
Auditor
Redemption
Currency Linked Zero Coupon Convertible Bonds Due 2020
May 18, 2015
USD 200,000
Singapore Exchange Securities Trading Limited
USD 200,000
USD 600,000,000
0%
5 years; May 18, 2020
-
Citicorp International Limited
Credit Suisse (Hong Kong) Limited, Morgan Stanley Service Pty Limited, The Hong Kong and
Shanghai Banking Corporation Limited.
Chen & Lin Attorneys-at-law
Ernst & Young, Taiwan
Unless previously redeemed, converted, or repurchased and canceled, the Company will
redeem the Bonds at the principal amount of the Bonds with an interest calculated (calculated
semiannually) at the rate of -0.25% per annum on the maturity date (the Redemption Amount). The
Redemption amount will be converted into NTD based in the Fixed Exchange Rate, and this fixed
NTD amount will be converted using the Prevailing Rate for payment in USD.
Principal payable
None (Note)
(a) The Company will, at the option of bondholder, redeem such holder’s Bonds in whole or in
part at the principal amount of the Bonds with an interest calculated (calculated semiannually)
at the rate of -0.25% per annum on the date which is 3 years from the date of issue. The
actual rates per annum are decided according to market conditions by the Company and joint
underwriters overseas together on the pricing date.
(b) Bondholders have the right to require the Company to redeem the bonds, in whole but not in
part, at the principal amount of the Bonds with an interest calculated (calculated semiannually)
at the rate of -0.25% per annum (Early Redemption Amount) if the Company’s common
shares cease to be listed on the Taiwan Stock Exchange. The actual rates per annum
are decided according to market conditions by the Company and joint underwriters overseas
together on the pricing date.
(c) In the event that a change of control (as defined in the indenture of the bonds) occurs to the
Company, the bondholders shall have the right to require the Company to redeem the bonds,
in whole but not in part, at the Early Redemption Amount.
(d) The Redemption procedures of the exercise of the put right by the Bondholder and repurchase
by the Company are all set in the Indenture. The Redemption Amount and The Early
Redemption Amount will be paid in cash by the Company on the payment date set in the
Indenture.
(e) The Company may redeem the bonds, in whole or in part, after 3 years of the issuance and
prior to the maturity date, at the Early Redemption Amount if the closing price of the Company’s
common shares on the Taiwan Stock Exchange, for a period of 20 out of 30 consecutive
trading days, is at least 125% of the conversion price.
(f) The Company may redeem the bonds, in whole, but not in part, at the Early Redemption
Amount if at least 90% in principal amount of the bonds has already been redeemed,
repurchased and cancelled or converted.
(g) The Company may redeem all, but not part, of the bonds, at the Early Redemption Amount
at any time, in the event of certain changes in the ROC’s tax rules which would require
the Company to gross up for payments of principal, or to gross up for payments of interest
or premium. Bondholders may elect not to have their bonds redeemed by the Company in
such event, in which case the bondholders shall not be entitled to receive payments of such
additional amounts.
The Redemption Amount/The Early Redemption Amount will be converted into NTD based on the
Fixed Exchange Rate, and this fixed NTD amount will be converted using the Prevailing Rate for
payment in USD.
Redemption or early redemption clause
110
United Microelectronics Corporation | Annual Report 2020
Issuance of Corporate Bonds (Continue)
Type
Covenant
Name of credit rating agency, rating date and result of rating
Other obligation
Balance of amount converted to
(exchangeable or warrant) shares,
ADSs, or other types of securities
as of the Annual Report Printing
Date
Policy of issuing or converting
(exchangeable or warrant)
Effect on the current shareholders due to dilution
Currency Linked Zero Coupon Convertible Bonds Due 2020
-
-
USD 230,600,000
The bondholders may from June 28, 2015 to May 8, 2020 covert the bonds into the Company’s
common shares as a substitute for the issuer’s cash redemption. In addition, the bondholders will
not be able to effect conversion into common shares during any closed period.
The underlying conversion for ECB is newly issued shares. If the ECB is fully converted, the dilution
ratio to original shareholders is 8.63%. The impact to the dilution is minimal.
Name of custodian
Citibank, N.A., London Branch
Note: The Currency Linked Zero Coupon Convertible Bonds Due 2020 was fully repaid on May 18, 2020.
Exchangeable Bonds Information
None.
Euro Convertible Bonds Information
Type
Item
Year
2020
(Note)
Currency Linked Zero Coupon Convertible Bonds Due 2020
2019
2018
2017
2016
2015
2015.05.18
(Issue Date)
Convertible Price
NTD 14.2179
NTD 14.2179
NTD 14.8157
NTD 15.4320
NTD 15.9895
NTD 16.7408
NTD 17.50
Market Price High
USD 121.726
USD 121.802
USD 124.583
USD 114.894
USD 95.625
USD 100.864
Low
USD 99.507
USD 95.185
USD 95.662
USD 92.255
USD 88.052
USD 87.579
Average
USD 107.971
USD 101.385
USD 110.480
USD 104.396
USD 92.453
USD 93.145
-
-
-
Issue Date
May 18, 2015
Reference Shares
Common shares
Note: The Currency Linked Zero Coupon Convertible Bonds Due 2020 was fully repaid on May 18, 2020.
Shelf Registration for Issuing Bonds
None.
Corporate Bonds with Warrants
None.
Preferred Shares
None.
111
Capital Overview American Depositary Receipts
Issue Date
2008.09.19
2007.10.09
2006.11.06
2006.09.01
2005.09.01
2005.01.20
2004.11.16
Listing Exchange
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
Issue Amount
Stock dividend
Capital Reduction USD 108.2 million
Stock dividend
Stock dividend
USD 84.2 million
USD 76.3 million
Listing Price/Unit
-
-
USD 3.05
-
-
USD 3.33
USD 3.47
Issue Units
9,885,719
-95,425,183
35,456,000
2,831,465
25,833,137
25,290,000
22,000,000
Underlying Representing
Shares
UMC common
shares
UMC common
shares
UMC common
shares
UMC common
shares
UMC common
shares
UMC common
shares
UMC common
shares
Number of Equivalent Local
Shares per ADS
Rights and Obligations of
ADS Holders
5 shares
5 shares
5 shares
5 shares
5 shares
5 shares
5 shares
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
Trustee
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Depositary Bank
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Custodian Bank
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Outstanding Balance (Units) The total outstanding balance is 140,000,865 units.
Issuing Expenses and
Maintenance Fees
Except for IPO and dividends, the issuing expense will be borne by the selling shareholders. The maintenance fees will be borne by the
Company.
-
Important Terms and
Conditions of Depositary
Agreement and Custodian
Agreement
-
-
-
-
-
-
Note 1: The data shown above was gathered until February 24, 2021.
Note 2: On October 21, 2009, the Depositary bank was changed to JPMorgan Chase Bank, N.A., and the custodian bank was changed to JPMorgan Chase Bank, N.A. Taipei Branch.
American Depositary Receipt Trading Data
Closing Price per Share (USD)
High
10.78
Low
8.01
2021
Average
9.58
High
9.04
Low
2.13
2020
Average
3.83
Note: The data represented for 2021 was gathered until February 24, 2021.
112
United Microelectronics Corporation | Annual Report 2020 American Depositary Receipts (Continue)
2004.08.19
2004.01.02
2003.12.23
2003.08.15
2002.09.09
2002.03.19
2001.08.17
2000.09.19
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
New York Stock
Exchange
Stock dividend
USD 13.8 million
USD 24.4 million
Stock dividend
Stock dividend
USD 439.7 million
Stock dividend
USD 1,291.5 million
-
USD 4.92
USD 4.75
-
-
USD 9.25
-
USD 14.35
15,088,684
2,804,000
5,146,000
6,965,107
22,655,667
47,537,780
13,500,000
90,000,000
UMC common
shares
UMC common
shares
UMC common
shares
UMC common
shares
UMC common
shares
UMC common
shares
UMC common
shares
UMC common
shares
5 shares
5 shares
5 shares
5 shares
5 shares
5 shares
5 shares
5 shares
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
Same as
the common
shareholder
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
Citibank, N.A.
Taipei Branch
-
-
-
-
-
-
-
-
113
Capital Overview Employee Stock Options Handling Status
The processing situation and impact on shareholders’ rights from employee stock options
that have not matured yet:
None.
Issuance of New Restricted Employee Shares
Type of New Restricted Employee Shares
1st Tranche
Date of Effective Registration
Issue Date
2020.07.09
2020.09.01
Number of New Restricted Employee Shares Issued
200,030,000 shares
Issued Price (NTD)
The current issue is gratuitous
New Restricted Employee Shares as a Percentage of
Shares Issued
1.64%
Vesting Conditions of New Restricted Employee Shares
Restricted Rights of New Restricted Employee Shares
114
1. If an employee, after having been granted a restricted stock award, remains on the job on the
vesting date, is determined by the Company as having not violated the employment contract,
employee code of conduct, trust agreement, corporate governance best practice principles,
ethical corporate management best practice principles, work handbook or non-compete and
non-disclosure agreement of the Company or any agreement with the Company, and has
fulfilled the personal performance indicators and operational goals set by the Company, the
proportions of the vesting shares to be granted for such employee on the vesting date each
year is as follows:
1-1. On the job for 2 years after granting: 33%
1-2. On the job for 3 years after granting: 33%
1-3. On the job for 4 years after granting: 34%
2. Personal performance indicator(s): A performance rating of A or higher for the most recent
fiscal year prior to the end of each vesting period.
3. The operational goals of the Company use the return on equity (ROE%) % and operating
margin % (OM%) as performance indicators. Listed below are the performance target for
the two indicators, which shall be simultaneously fulfilled. Determination of fulfillment of the
indicators will be based on the consolidated financial statements, audited by a certified public
accountant, for the most recent fiscal year prior to the end of each vesting period.
Indicator
Return on equity
(ROE%)
Operating margin
(OM%)
2 years after granting
3 years after granting
6% or above
8% or above
6% or above
8% or above
4 years after granting
10% or above
10% or above
1. Before any employee who has been granted restricted stock award shares fulfills the vesting
conditions, except for the case of inheritance, the restricted stock award shares may not be
sold, pledged, transferred, gifted to others, created any encumbrance, or otherwise disposed
of.
2. Before any employee who has been granted restricted stock award shares fulfills the
vesting conditions, his/her rights to attendance, proposal, statement, voting and election at
the Shareholders’ Meeting shall be the same as those of the outstanding common shares of
the Company, and shall be exercised according to a custodial trust agreement.
3. Where any employee has been granted restricted stock award shares pursuant to these
Regulations, his/her other rights prior to fulfillment of the vesting conditions include, but
are not limited to: the right to distribution of cash dividends, stock dividends, legal reserves
and capital reserves, and employee stock option at cash capital increase. Such rights shall be
the same as those of the outstanding common shares of the Company, and shall be exercised
according to a custodial trust agreement.
4. During the period from the book closure date for stock dividends granted by the Company, the
book closure date for cash dividends, the book closure date for shares purchased from a cash
capital increase, the book closure period of the Shareholders’ Meeting as specified by Article
165, Paragraph 3 of the Company Act or any other statutory book closure date occurring
based on the fact of the record date for distribution of rights, the time and process for lifting
restrictions on the vested shares of any employee who has fulfilled the vesting conditions shall
be subject to a custodial trust agreement or the applicable laws and regulations.
United Microelectronics Corporation | Annual Report 2020
Type of New Restricted Employee Shares
1st Tranche
Custody Status of New Restricted Employee Shares
Placed under custodial trust
Measures to be Taken When Vesting Conditions are not Meet
1. Where an employee who has been granted restricted stock award shares is not on the job on
the vesting date, has committed an act of gross negligence by violating any of the agreements
under Article III, Paragraph (III), Sub-paragraph 1 of “2020 Regulations Governing the
Issuance of Restricted Stock Awards for Employees”, or has failed to fulfill the personal
performance indicators and operational goals set by the Company, the shares granted to him/
her but unfulfilled vesting conditions will be recovered and canceled by the Company without
compensation.
2. During the vesting period, if an employee has voluntarily resigned or been dismissed or laid off,
his/her unvested shares will be recovered and canceled by
the Company without
compensation.
Number of New Restricted Employee Shares that have been
Redeemed or Bought Back
0 share
Number of Released New Restricted Employee Shares
0 share
Number of Unreleased New Restricted Shares
200,030,000 shares
Ratio of Unreleased New Restricted Shares to Total
Issued Shares (%)
1.64%
Impact on Possible Dilution of Shareholdings
The dilution of the Company’s EPS is limited, so there is no significant impact on the interest of
shareholders.
Status of New Shares Issuance in Connection with Mergers
and Acquisitions
The Company has not completed any merger or acquisition of another corporation to issue new shares according to the Company Act or Enterprises
Mergers and Acquisition Act, nor has the Board of Directors approved any merger or acquisition of another corporation to issue new shares according to
the Company Act or Enterprises Mergers and Acquisition Act during 2020 and as of the Annual Report Printing Date.
Financing Plans and Execution Status
Not Applicable.
115
Capital Overview
List of Executives Receiving New Restricted Employee
Shares and the Top 10 Employees with New Restricted
Employee Shares
Title
Name
No. of New Restricted Shares
New Restricted Shares as a
Percentage of Shares Issued(%)
Manager Chairman & Chief Strategic Officer Stan Hung
President
President
SC Chien
Jason Wang
Executive Vice President
Ming Hsu
Senior Vice President
Senior Vice President &
Chief Financial Officer
Oliver Chang
Chitung Liu
Senior Vice President & General
Counsel
Lucas S Chang
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President
Vice President & Chief Human
Resources Officer
TS Wu
C C Hsu
M C Lai
G C Hung
Wenchi Ting
Jerry CJ Hu
Y S Shen
Steven S Liu
SR Sheu
M L Liao
S S Hong
Francia Hsu
Mindy Lin
Eric Chen
Associate Vice President
Johnson Liu
Associate Vice President
Victor Chuang
Associate Vice President
Chuck Chen
Associate Vice President
S F Tzou
Associate Vice President
Associate Vice President
Le Tien Jung
Yau Kae Sheu
Associate Vice President
J Y Wu
Associate Vice President
Osbert Cheng
Associate Vice President
Steven Hsu
Associate Vice President
Purakh Raj Verma
Associate Vice President
Yanan Mou
Associate Vice President
Remi Yu
Associate Vice President
Michael CY Wang
Associate Vice President
Associate Vice President
Ji Fu Kung
C P Yen
Associate Vice President
Pang Min Wang
Associate Vice President
Ray Yang
Associate Vice President
Associate Vice President
Bellona Chen
Louis Hsieh
116
119,850
0.965
United Microelectronics Corporation | Annual Report 2020 No. of Shares
Issued Price
(NTD)
Amount
(Thousand NTD)
As of February 24, 2021/Unit: Thousand Shares
Released
Released
Restricted Shares
as a Percentage of
Shares Issued
(%)
No. of Shares
Strike Price
(NTD)
Amount
(Thousand NTD)
Unreleased
Unreleased
Restricted Shares
as a Percentage of
Shares Issued
（%）
0
0
0
0.00
119,850
0
0
0.965
117
Capital Overview List of Executives Receiving New Restricted Employee Shares and the Top 10 Employees with New Restricted Employee
Shares (Continue)
Title
Name
No. of New Restricted Shares
New Restricted Shares as a
Percentage of Shares Issued(%)
Employee Senior Division Director
Senior Fab Director
Senior Division Director
Senior Division Director
Senior Fab Director
M H Wang
William Lu
Cedric Lee
JT Lin
J H Lin
Senior Division Director
Jeffrey Lin
Senior Division Director
Benjamin TM Lin
Senior Division Director
Seanchy Chiu
Senior Fab Director
Senior Division Director
Senior Division Director
Senior Division Director
Senior Division Director
Senior Division Director
Y C Kuo
David Chen
Stan Chen
Jeffrey Huang
Wunnshien Liao
Ming Hsing Liu
Senior Division Director
Wood Tsai
Senior Division Director
Yao Chin Cheng
Senior Technical Director
Senior Division Director
Senior Division Director
Alex Chien
Michael Tai
K C Su
17,680
0.142
118
United Microelectronics Corporation | Annual Report 2020 List of Executives Receiving New Restricted Employee Shares and the Top 10 Employees with New Restricted Employee
Shares (Continue)
No. of Shares
Issued Price
(NTD)
Amount
(Thousand NTD)
As of February 24, 2021/Unit: Thousand Shares
Released
Released
Restricted Shares
as a Percentage of
Shares Issued
(%)
No. of Shares
Strike Price
(NTD)
Amount
(Thousand NTD)
Unreleased
Unreleased
Restricted Shares
as a Percentage of
Shares Issued
（%）
0
0
0
0.00
17,680
0
0
0.142
119
Capital Overview Operations Overview
121 Business Activities
128 Overview of Market, Production, and Sales
134 Employees
135 Environmental Expenditure Information
135
Labor Relations
139 Major Contracts
120
United Microelectronics Corporation | Annual Report 2020 Business Activities
Business Scope
UMC provides wafer fabrication technology services through state-of-the-
embedded non-volatile memory, high voltage, integrated bipolar/CMOS/
art manufacturing processes and produces chips for various applications
depleted CMOS, MEMS sensor and mixed-signal/RF CMOS, RFSOI,
within the IC industry. The Company provides logic and mixed-signal
2.5D/3D advanced package, GaAs, GaN…, to complete design tape out.
process technologies from 0.6 micron to 14nm. UMC continuously
introduces competitive process technologies and complete solutions
In 2020, revenue contribution from UMC’s wafer fabrication accounted for
to meet specific customer’s chip design requirements. Customers can
the vast majority of the Company’s total sales revenue, with the remainder
select different processes according to their product application, such as
generated from new R&D ventures and manufacturing of solar energy.
Industry Overview
Current Status and Development of the Semiconductor
they have increased the proportion of wafer manufacturing to foundry
Industry
outsourcing. Some makers of system products have also designed ICs
The development of electronic products has been trending towards
(such as cellphone chips and server processor) by themselves and
enhanced functionality, light weight, energy saving and carbon reduction,
outsourced to wafer foundry. These industrial trends all have a positive
and smart AI. The incorporation of IoT, artificial intelligence concepts,
impact on the sustainable development of the professional wafer foundry
deep learning and voice control in recent years has also affected the
industry.
direction of chip design. Therefore, the complexity of chip designs
For 2020, the global semiconductor industry was impacted by positive
has significantly increased due to the considerations of functional
and negative factors. Generally speaking, COVID-19 lowered global
integration, performance enhancement, low power consumption, and
GDP and economic contraction negatively impacted many areas of
commercial introduction of hybrid packaging. In addition, due to the
electronic consumption. However, the China-US trade dispute resulted
constant miniaturization of semiconductor fabrication processes and
in an industrial structure change, with many new applications triggered
cost considerations, this trend has caused the entry barrier into
by COVID-19, such as Work from Home and Remote e-learning, which
semiconductor fabrication process technology to continuously increase,
significantly increased chip demand. In addition to high 5G smartphone
and the investment required has also been growing exponentially.
sales, this rare strong rebound in chip demand was welcome. Reduced
With the constantly rising entry barriers of various semiconductor sectors
tourism and business travel negatively affected automotive sales, with
from design, fabrication, packaging, and test, under the considerations of
car makers closing production lines and even laying off employees,
professional division of labor and production efficiency, the semiconductor
resulting in declining automotive semiconductor sales. Summarizing the
industry’s move towards a vertical division of labor system is becoming
views from all major industries, SIA (Semiconductor Industry Association)
more and more obvious. The development cost of advanced process
reported worldwide semiconductor would grow around 5.1% in 2020.
technologies and the capital expenditure of new tools and equipment
Under the applications driven by 5G, IoT, automotive, and AI, those are
have risen significantly, such that the industrial structure of professional
expected as major growth momentum for semiconductor industry. The
division of labor has been formed. This phenomenon has resulted in many
continuous and steady growth of domestic and international economies
existing Integrated Device Manufacturers (IDMs) to announce that they
can be expected in 2021, due to the steady demand increase from 5G,
will no longer actively invest in the development of advanced processes
HPC, AI, IoT, and smartphone returning to a pattern of growth. PC sales
or increase their capacity due to cost vs. benefit considerations. Instead,
maintain at a high level, more emerging applications appeared, and
121
Operations Overview Industry Overview (Continue)
automotive semiconductor and memory showed a rebound. SIA forecasts
The Development Trend and Competition of Electronic
worldwide semiconductor will grow 8.4%. Gartner forecasts the foundry
End Products
industry to grow 9.2%.
Conventional electronic products can be divided into several categories:
Yet there are still uncertainties which will affect future economic
Computer, Communication, Consumer,
Industry, and Automotive.
development. The most crucial keys are how the industry will be impacted
Electronic products have been developed towards compact size and light
by COVID-19, the new US President’s economic policy decisions and
weight, low power consumption, interconnection, artificial intelligence,
the U.S.-China Trade War, the slowdown of economic growth in China,
and deep learning. For example, notebooks and tablets can operate
conflicts in regional politics, decisions by the U.S. Fed, degrees of inflation
longer, and cellphones can be wirelessly connected to notebooks and
in various countries, and international energy price trends. Therefore,
tablets. In addition, the greatly enhanced bandwidth of broadband
all major global wafer foundries should be prudent with their capital
networks has contributed to the development of networked and smart
expenditures when expanding production capacity planning.
TVs. By linking all things via the access, delivery, and processing of
information to form a large network, many breakthrough applications and
Correlation Among Upstream, Midstream, and
enormous business opportunities in the fields of smart home, health care
Downstream Industry Suppliers
system, and urban facilities become available. Looking towards the future,
The division of labor in the semiconductor industrial chain is fairly mature
the key technologies of 5G, smartphones, wearable electronics, AR/VR,
and can generally be divided into IC design, mask, wafer fabrication,
autonomous/electrical vehicle, AI/deep learning, voice control products,
testing and packaging from upstream to downstream, and these form
and IoT will be constantly adopted and commercialized. As such,
complete sub-industries as well. IC design is mainly the design according
professional wafer fabrication services should complete corresponding
to the specifications and applications required by end products. Different
process development and silicon intellectual properties in order to meet
IC chips and products will have emphasis on different characteristics,
the needs of different application requirements and business opportunities
thus leading to different process requirements. Therefore, professional
of end system products.
wafer foundries must provide the most current technical foundry process
technology services and adequate silicon intellectual property (IP), and
continuously optimize process technology to help IC design customers in
their chip development, eventually moving to mass-production with high
quality and high yield rate. In the end, testing and packaging companies
will perform IC packaging and pre-shipment testing to ensure customer
chips are meeting their respective design specifications.
122
United Microelectronics Corporation | Annual Report 2020 Overview of Technology and R&D
R&D Expenses for the Past 5 Years
2020
2019
2018
2017
2016
In Thousand NTD
Operating Revenues
176,820,914
148,201,641
151,252,571
149,284,706
147,870,124
Research and Development Expenses
12,895,501
11,860,244
13,025,139
13,669,589
13,532,356
Research and Development Expenses as a
Percentage of Operating Revenues
7.29%
8.00%
8.61%
9.16%
9.15%
Note 1: The R&D expenses from 2016 to 2020 are determined according to the international financial report criteria approved by the Financial Supervisory Commission.
Note 2: The R&D expense for 2021 was calculated up until the publication date of Feb. 24, 2021, which amounted to NTD 1,715,722 thousand.
Technologies or Products Successfully Developed Within the Past 5 Years
Year
2016
2017
2018
2019
R&D Achievements
‧ Successful development of 28HPCU process technology, which was provided to an IP provider to introduce a 12.5 Gbps SerDes PHY IP
programmable design solution for high speed I/O.
‧ Successful development of 40nm embedded charge trap (eCT) flash memory, which was provided to customers for mass production of MCU
products.
‧ Successful development of 55nm ultra-low power (55ULP) process, which was provided to an IP provider to introduce PowerSlashTM fundamental
IP solutions to meet the long-term battery life-time requirements of wireless IoT products.
‧ Successful development of a customized 14nm FinFET process technology, which entered mass production for customer ICs. UMC’s 14nm
wafer yields reached industry competitive levels, with products delivered to the Company’s primary customer.
‧ Successful pilot production of 28HPCU+ process technology for customers to meet the demand for faster chips with better power saving features.
‧ Introduced a 40nm non-volatile memory technology platform, which incorporated Silicon Storage Technology’s (SST’s) embedded SuperFlash®
non-volatile memory that features low power consumption, high reliability, outstanding data retention, and high durability, which can be used for
automobile, industry, consumer products, and IoT applications.
‧ Successful development of 22nm ultra-low power (ULP)/ultra-low leakage (ULL) HK/MG process to provide customers chips with faster speed,
better cost efficiency and improved power saving to meet future demands from IoT, automotive electronics, industrial electronics, and various
wearable product applications.
‧ 14nm FinFET customized process entered mass production. In addition, UMC developed a new 14nm FinFET platform process (14FFC), with
yield for the 128Mb SRAM on this process having reached industry competitive levels. 14FFC also passed process and product reliability
verification to officially enter the pilot production stage for customer chips.
‧ UMC partnered with the leader in next generation STT-MRAM, USA-based Avalanche, to jointly develop and produce eMRAM.
‧ 14nm FinFET-Plus customized process entered mass production. In addition, UMC developed a new 14nm FinFET platform compact process
(14FFC), with yield for the 128Mb SRAM on this process having reached industry competitive levels. 14FFC also passed process and product
reliability verification to officially enter the pilot production stage for customer chips.
‧ 40nm ReRAM was co-developed with Panasonic and was already at the risk production stage. This high performance ReRAM is fully
compatible with UMC’s CMOS logic process.
2020
‧ 14nm FinFET compact process platform (14FFC) customer product yield reached 90%, passed customer product HTOL qualification, and entered
the mass production stage.
‧ 22nm process reached the milestone of mass production for customers’ digital TV (DTV) chips.
‧ Product used in image signal processor (ISP), adopting high-performance computing process (28HPCU+), has been mass-produced.
‧ UMC, cooperating with eMemory and its subsidiary PUFsecurity, announced the successful joint development of the world’s first PUF (physical
unclonable function)-based security embedded flash (PUFflash) solution.
‧ The second generation of CMOS-MEMS gas sensors, 90nm and 55nm RFSOI process technologies all entered the mass production stage.
123
Operations Overview
Overview of Technology and R&D (Continue)
UMC’s R&D team has always been dedicated to promoting the
UMC continued to optimize the process and expand the application
development of logic process technology. With the adherence to the
range of 22nm process products. In 2021, it is expected that more than
belief of “Customer Demand Comes First,” the Company has been
ten customers will apply this platform technology for pilot production on
providing pure-play wafer foundry solutions to meet market trends and
Internet of Things (IoT), consumer electronics, industrial applications and
customer needs, which include world-class technology, customer support
wearable (Mobile) products.
services, and state-of-the-art manufacturing. With the expansion of
UMC’s Southern Taiwan Science Park site, the Company continues to
28nm High-Performance Process Technology
recruit and train a large number of R&D talent. In 2020, UMC continued
to significantly invest in R&D resources with total annual R&D expense
UMC’s 28nm high-performance process utilizes high-k/metal gate stack
technology. The 28nm high-performance computing process (28HPCU+)
reaching NTD 12.9 billion, which has led to fruitful R&D achievements in
entered mass production in 2020 for image signal processor (ISP)
logic and specialty technologies.
14nm Process Technology
products, and more advanced and high-end products are expected to
begin mass production in 2021. The 28HPCU+ millimeter wave (mmWave)
process covers high-performance and low-power technology platforms;
UMC reached the mass production milestone for its customized 14nm
verification of the millimeter wave chip design process has already been
FinFET process in early 2017, and the competitiveness of device
completed. UMC further extends its SPICE model coverage to 110GHz
performance and yield has reached industry leading standards. In 2018,
for mmWave in order to serve mobile phone, automotive/industrial
UMC’s other 14nm project (14FFC FinFET process platform) showed
radar and 5G FWA/CPE applications. Customers can leverage UMC's
50% performance improvement and twice the gate density compared
mmWave foundry design kit (FDK) to design a transceiver IC, or integrate
to 28nm. 128Mb SRAM reached mass production quality levels for
the foundry’s well-established digital and analog IP to accelerate their
product yield and has passed process and product reliability verification.
mmWave SoC design.
Currently, several customers have designed products on UMC’s 14FFC
platform, with product yield reaching 90% and performance meeting
Embedded MRAM
design targets. In addition, 14FFC also passed customer product HTOL
For future market demands related to advanced IoT, automotive
(High Temperature Operating Life) reliability qualification and already
electronics, wearable products, and cloud applications, conventional
entered mass production. With the successful rollout of 5G and Netcom
embedded non-volatile flash memory based on eFlash is gradually
applications, UMC’s 14FFC has also attracted customers to engage in
showing an imbalance between cost and performance. In light of this,
new product design-in, with tape out expected in 2021.
22nm Ultra-low power/Ultra-low Leakage Process
Technology
UMC has developed 22nm process technology and its 28nm high
performance compact low power process technology platform (HPCU+).
With the same number of mask layers and compatible design criteria as
28nm, the performance of 22nm process technology has been enhanced
UMC invested in the R&D of eMRAM in 2018. Following UMC’s eMRAM
development schedule, the critical characteristics including the magnetic
component bit error rate, macro circuit endurance, data retention, have
already reached the industry's leading competitiveness level. UMC
expects to provide embedded MRAM macros on the 22nm platform for
customers in 2021, and to further provide customers with complete SoC
services for their circuit design solutions.
by 10%, power consumption has been reduced by 20%, and area has
ReRAM
been reduced by 10%. Therefore, the cost competitiveness of 22nm
technology has been greatly improved to provide customers with more
process options. 22nm ultra-low power/ultra-low leakage technologies
are suitable for IoT, automotive electronics, industrial applications, and
various wearable products that utilize analog, mixed signal, RF, and other
relevant technologies. UMC’s 22nm introduction has maximized the value
of the Company’s 28nm process, with IP verification from 28nm to 22nm
being relatively easy due to direct conversion from the use of compatible
design specifications. UMC’s 22nm process has been introduced to
customers and completed pilot production. In Q4, 2020, it reached the
mass production milestone for customer digital TV (DTV) chips, and
ReRAM is a novel NVM with a simple structure, low operation voltage,
low read current, fast program/erase speed and very good reliability.
ReRAM process is fully logic compatible with less add-on masks and low
extra cost. UMC started to co-develop ReRAM with Panasonic in 2017
and already started mass production in 2020. Panasonic also plans to
have more product tape outs in the near future.
Display Driver IC Process Technology
The Display Driver IC market has demonstrated potential for rapid
growth and possibilities in numerous applications, including smartphone,
portable phone/PDA, computer screen, touch screen, tablet PC, e-book,
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United Microelectronics Corporation | Annual Report 2020 Overview of Technology and R&D (Continue)
TV, digital camera, on-board screen, and wearable display. UMC’s High
present, 0.13um, 0.11um and 90nm processes have been widely adopted
Voltage Technology has led the development of various voltages to meet
by smart phones for mass production. UMC has its 55nm process ready
the specification requirements of various application markets. UMC was
for mass production and also started to develop 40nm RFSOI technology
the first in the foundry industry to introduce a 28nm High Voltage Process,
platforms to catch subsequent growth trends.
and mass production has been achieved for high-end LCD Display and
high-end OLED Display markets. In addition, UMC has begun developing
Non-Volatile Flash Memory
a 22nm High Voltage Platform to provide smaller SRAM with higher
UMC has always been dedicated to providing customers with complete
capacity in order to meet the demand of the 2K/4K high-end display
SoC solutions including non-volatile flash memory devices, which
market.
Power Management Process Technology
As for the demands for various power management applications (PMIC),
UMC’s super high voltage (5V and 30V in coordination with 300V, 500V
or 700V) processes have entered the mass production stage. This
technology is suitable for special applications such as power charger,
LED bulb, power amplifier, AC/DC converter, and motor driver and
can meet industry demand for higher voltage and reduce the energy
consumption during voltage conversion in order to save energy. As for
customers with demands for highly integrated power management, UMC
can provide a complete silicon IP platform compatible with the standard
logic process, and various 0.5um, 0.35um, 0.25um, 0.18um, and 0.11um
process technologies that integrate world-class, third generation low
conduction resistance/high sustained voltage (5V~200V) devices that
can be used for cell phone, tablet PC, appliance, vehicle applications,
are essential for most applications. Auto chips, MCU applications and
consumer products such as touch control applications all require the
support of embedded flash technology. In addition to the successful mass
production of 0.18um and 0.11um technologies, 55nm embedded flash
memory has successfully entered the mass production stage. The MCU
products equipped with 40nm embedded charge trap (eCT) flash memory
is also in mass production, as well as 40nm technology platform with
SST (Silicon Storage Technology) embedded SuperFlash® non-volatile
memory, which has entered small volume pilot production in order to
provide customers with better performance and higher density memory.
UMC has begun developing a 28nm SST embedded SuperFlash®
non-volatile memory platform and researching new materials for flash
memory such as ReRAM, in order to meet customer demands for higher
specifications. Embedded flash memory is embedded on UMC’s logic
technology platform, such that the silicon IP on all logic technology
platforms can support the SoC design of our customers to further
etc. UMC has also begun developing a BCD+NVM technology platform
enhance industry competitiveness.
as a complete SoC solution for energy-saving demands. UMC 0.11um
BCD-Flash platform technology will be released in 2021 for customers’
design-in and tape-out.
CMOS Image Sensor (CIS), MEMS, and RFSOI Technologies
For CMOS image sensor technology development, UMC’s 65nm
process has been verified to enter the mass production stage. The new
processes, such as back-illuminated sensor (BIS) and 55nm CIS process
technologies, have entered the verification stage. This technology is
expected to provide higher sensing resolution to meet product upgrade
requirements. With the rising popularity of MEMS sensor applications, the
demand for CMOS-MEMS pure-play foundry service has also increased.
For MEMS microphone, several customers taped out new products using
UMC’s MEMS microphone reference process, and volume continued
to grow steadily. The second generation of CMOS-MEMS gas sensors
Mixed Signal/RF Foundry Design Kit
Foundry design kits can provide IC design houses with an automated
design environment to eliminate unnecessary human manipulation to
ensure the success of their chip design. UMC’s complete mixed signal/
RF design flows for different processes cover both the frontend and
backend of RF IC Design, which can provide channels to obtain the
design and simulation of circuit level, circuit layout, layout verification,
and precise RF device mode. In the frontend flow, UMC’s fundamental
devices of its mixed signal/RF process are executed using a general
design environment and simulation tools. In the backend flow, it covers
parameterized cell (P-Cell), including image-oriented layout, in order to
provide an automated and complete design flow. Meanwhile, a callback
function is provided during the design flow to reduce the data input.
Design houses can enhance the productivity and reduce the risk of error
has also entered the mass production stage. Regarding RFSOI process
via this flow.
technology, its unique substrate characteristics can prevent high-
frequency signal harmonic frequency distortion and reduce power loss. At
125
Operations Overview Overview of Technology and R&D (Continue)
UMC has worked with EDA vendors to provide its customers with a
power applications. UMC’s I/O library has an extremely small area, and
parameterized spiral inductor design kit based on full-wave simulation
it is qualified through a stringent Electrostatic Discharge (ESD) test to
– VIL (Virtual Inductor Library). VIL can allow RF CMOS design houses
help customers design competitive products that can pass the ESD test
to create and simulate the customized inductors compatible with UMC’s
with voltage as high as 4kV. So far, numerous customers have taped-
process. VIL is established based on UMC’s EMDM (Electromagnetic
out successfully and mass produced products using UMC’s I/O library
Design Methodology) such that engineers can easily and precisely create
on 110nm, 90nm, 65nm, 55nm, 40nm, and 28nm processes. UMC also
any RF structure. EMDM allows design houses to have more flexibility to
provides customized embedded flash memory (eFlash) IP on various
create new geometric modes via editing parameters such as diameter,
process generations according to customer needs and has successfully
turn, width, and track pitch.
helped customers with quick market entry for their products. In addition
In addition, UMC’s foundry design kit includes Optimum Inductor Finder
to UMC made IPs, the Company has also established partnerships with
(OIF). OIF allows design houses to quickly and precisely create a large
industry-leading IP vendors in order to provide physical library, non-
amount of calibrated inductor design libraries with respect to UMC’s
volatile memory IPs, and diversified analog/mixed signal IPs that support
process. Meanwhile, OIF also allows users to use software to execute
industrial standard interfaces (such as USB, DDR, and HDMI). This
the optimized inductor via several simple steps. For example, customers
year UMC has extended its long-term IP cooperation with all leading IP
can define desired inductance coefficients to reach the balance between
vendors to 22nm and 14nm processes in order to provide customers with
quality factor and area. OIF can select a design that best fits the
a competitive design support environment.
specifications from the inductor design library within the shortest amount
of time.
Silicon IP Support
Intellectual Property
Facing increasing technological competition, UMC has significantly
strengthened patent filings to protect intellectual property in addition to
Along with the design trends toward more precise deep sub-micron
greatly enhancing technological capabilities in critical fields. Following
generation processes and increasing design complexity, foundry can
the Company's operation and development planning, the Company’s
no longer only focus on process yield improvement, but must also help
IP division has formulated strategies and plans for the protection and
customers shorten their design flow and reduce design cost. In terms
development of intellectual property to promote the steady growth of the
of library design kits, UMC strengthens its design support capability by
number of patent rights. Status on the implementations is reported to the
constantly providing optimized library design kits closely integrated with
board of directors at least once a year. The Company was granted a total
the Company’s process technology in order to help designers accelerate
of 484 domestic and foreign patents in 2020, 271 of which are US patents,
the completion of their chip design. From mature to advanced process
96 ROC patents, and 117 China patents. The total accumulated number
technologies to specialty processes, UMC can provide complete
of UMC’s patents is 13,991, which can provide a thorough and strong IP
Standard Cell, I/O and customized libraries to meet customers’ chip
foundation for UMC’s technologies. To keep this competitive edge, UMC
design needs. In terms of logic process, UMC’s standard cell library
has greatly increased the quality and quantity of critical technology patents
for advanced processes can provide devices of various operating and
in order to further strengthen customer service and competitiveness while
threshold voltages (Vt). Along with low power library kits, they can meet
helping them to create profits.
various customer needs for design flexibility and high performance/low
126
United Microelectronics Corporation | Annual Report 2020 Long-Term and Short-Term Business Plans
UMC is committed to delivering comprehensive wafer fabrication
Facing market requirements for continuously advancing semiconductor
solutions to its customers based on cooperation with partners in the entire
technology, in addition to UMC’s own technology R&D, the Company
supply chain, including suppliers of equipment, automated electronic
will work with strategic partners and supply chain vendors to jointly
design tools, wafer design service, silicon IP, and packaging and testing.
develop 3D chip integration technologies. UMC will also continue raising
The Company provides customers with verified reference flows, broad
environmental protection awareness and care for the environment. In
silicon IP combinations, free design cell library databases, and diversified
addition to establishing a low carbon and green chemical supply chain,
options for packaging and testing. With advanced process technologies
UMC is dedicated to the support of various environmental protection
and world-class 12-inch wafer fabrication technology, UMC can assure
activities and the promotion of environmental protection education.
Outstanding UMC Achievements in 2020
• UMC Leads all Semiconductor Foundries with CDP “Leadership Level”
Designation on Global Climate Change Assessment
for 4th
Consecutive Year
• UMC Ranked Top 5% in Corporate Governance Evaluation for 6th
Consecutive Year
• UMC Honored by Texas Instruments 2019 Supplier Excellence Award
• UMC Selected as a DJSI Global Component for 13th Consecutive
Year
• UMC Named 2020 “Taiwan Enterprise Sustainability Platinum Award”
Winner for the 3rd Consecutive Year.
• UMC Awarded with “National Enterprise Environmental Protection
Award” for the 18th Consecutive Year.
• UMC Awarded with “Corporate Continuous Improvement Activity”
honors for the 17th Consecutive Year.
accelerated time-to-market for its customers’ SoC designs.
Short-Term Objectives
UMC’s short-term objectives are to expand the production capacity of
8-inch and 12-inch specialty technologies and advanced processes,
enhance capacity utilization rate, and strengthen profitability. Currently,
UMC owns four 12-inch fabs. In addition to the mass production
of products on process technologies above 14nm, UMC’s rich
technology platforms at various process nodes and diversified specialty
technologies can meet all requirements of primary market applications.
At the same time, the Company continues to conduct structural
productivity enhancements and manufacturing capacity optimization of
8-inch and 12-inch fabs to embrace new opportunities, improve revenue
and improve ROE.
Medium-to-Long-Term Objectives
Advanced and specialty process technology R&D and investment
has always been a primary focus of UMC. The advanced processes
equipment procurement will be managed more efficiently, and all
important R&D work will be implemented according to plan. UMC will
work to reduce expenditures and enhance operational efficiency to
effectively control costs, while providing customized advanced and
specialty process technology platforms to meet customers’ needs.
UMC’s capital expenditure for 2021 is expected to be approximately USD
1.5 billion. In order to expand business scale, UMC is looking for existing
fabs which are for sale, and will evaluate the possibility to acquire it,
because acquiring an existing fab is more effective to meet UMC growth
strategy -- to expand cost-effective capacity for competitiveness.
127
Operations Overview
Overview of Market, Production, and Sales
Market Analysis
Primary Product Sales Regions
Niche of Competition
UMC’s products have been well recognized by its important customers
• UMC is optimistic about the demand for chips in the future market of
covering all global regions. The sales regions of the Company’s products
mobile communication and computers; thus proper and cautious
are mainly Asia Pacific and North America, which account for 57% and
capital expenditure to promote the R&D of related processes and the
30% of our operating revenues, respectively. Europe and Japan accounted
expansion of production capacity has been conducted. The Company
for 13% of our operating revenues. In the future, UMC will continue to
has also actively deployed its specialty technology solutions, such
strengthen its cooperation with world-class customers and emerging
as high voltage, embedded flash memory, advanced packaging,
potential start-up companies in all regions and focus on the development
RFSOI, etc., to continue working with leading customers to pursue
of high-end products for customers in order to ensure consistent medium
more products. UMC is committed to providing sufficient production
and long-term company growth.
capacity and to establish an open technical platform with its back-end
Market Share
packaging and testing partners to provide proper services.
• The overall structure of Taiwan’s semiconductor industry is complete,
UMC is a world leading semiconductor wafer foundry. The total revenue
exhibiting world-leading competitiveness in terms of both operational
of the global pure-play wafer foundry market in 2020 was approximately
efficiency and cost. Taiwan’s semiconductor industry competitiveness
USD 75.4 billion. According to the estimation by market survey institution
combined with UMC’s technical edge results in a positive multiplier
Gartner, UMC has a 7.9% share of the pure-play wafer foundry market,
effect for the Company.
and its main competitors are TSMC, Globalfoundries, Samsung and
SMIC. In 2020, the total operating income of these four companies
Favorable Factors for Development Outlook
accounted for 81.4% of the total pure-play wafer foundry market. UMC
Considering the continuous growth of the IC industry, the ideal position
overtook Globalfoundries for second place and is behind TSMC (note:
of pure-play wafer foundry, and the company’s competitiveness, the
revenue of Samsung Foundry doesn’t include income from Samsung LSI
favorable factors of long-term company development are summarized as
in-house ASIC business).
follows:
• Under the vertical division of labor trend of IC design and fabrication,
Future Supply-Demand Status and Market Growth
there has been prosperous development of the pure-play wafer
• According to the market survey of Semiconductor Industry Association
foundry market and growth of global demand for pure-play wafer
(SIA), the total sales revenue of the semiconductor industry in 2020
foundry services.
was close to USD 433.0 billion, which has grown by 5.1% from 2019.
•
IDMs have adopted the strategy of outsourcing to wafer foundry, thus
The semiconductor sales revenue in 2021 is expected to rebound with
contributing to the growth of the pure-play wafer foundry market.
8.4% growth to reach USD 469.0 billion. According to the market
• Forming strategic alliances with major international companies and
survey of Semiconductor Industry Association (SIA), the sales revenue
system companies to acquire long-term stable orders.
breakdown of the semiconductor industry by region in 2020 was as
• A strong management team, advanced process R&D, and superior
follows: North America at 21.5%, Europe at 8.4%, Asia (including
business development capability can result in outstanding operational
China) at 61.8%, Japan at 8.3%.
performance.
• Looking forward to the driving force behind the pure-play foundry
• UMC is one of the most active in the foundry industry in developing
market growth, the growth momentum of fabless design companies
12-inch wafer fab manufacturing capabilities, owning a 12-inch fab in
typically outpaces the semiconductor industry, and IDMs have adopted
the Southern Taiwan Science Park, one in Singapore, another in
or raised the ratio of wafer fabrication outsourcing to save costs and
Xiamen, China, and acquiring its latest one in Japan. As for the future
reduce market risk. Both of these factors have contributed to the high
investment in 12-inch fabs, the production capacity will be further
growth of the pure-play wafer foundry market; thus the performance
expanded according to customer needs and market application
of the pure-play wafer foundry industry is expected to be better than
trends.
the overall semiconductor industry.
•
In response to the ongoing trends of electronic products, UMC has
developed specialty technologies including embedded memory,
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United Microelectronics Corporation | Annual Report 2020
Overview of Market, Production, and Sales (Continue)
mixed signal, RF, MEMS sensor, and high voltage to meet customer
• UMC RFSOI technology is based on a CMOS process to meet
demand for process technologies and to establish a leading position
cost effective and strict technology requirements for the smartphone
for UMC technology development.
market. The RFSOI technology platform provides RF N-gate/P-gate
• UMC has established the most powerful specialized IoT platform
MOS and scalable advanced RF modeling to precisely predict the
solution in the industry and provided an ultra-low-power (ULP)
circuit characteristics of the process. High-density and high-voltage
process with extremely low current leakage design suitable for all
MIM, scalable inductor and high-precision resistors will provide UMC
kinds of hybrid process technologies. IoT chip designers can
customers with the best design and cost advantage.
integrate various process schematics to the customized platform
• The process platform of 40nm integrated with Silicon Storage
based on UMC’s low power consumption technology in order to
Technology (SST) embedded SuperFlash® non-volatile memory
meet the specific requirements to enter the IoT and wearable
is 20% smaller than the mass production 55nm unit, and the total
electronic device markets.
memory area has been reduced by 20%~30%. There have been more
• UMC developed an advanced 28nm eHV (embedded High-Voltage)
than 30 customers and products manufactured at all stages based
process, and successfully mass-produced AMOLED display driver
on UMC’s 55nm SST embedded flash memory process, including
ICs. Compared to previous-generation technologies, display drivers
SIM card, financial transaction, automobile, IoT, MCU, and other
designed using 28nm eHV could improve the power efficiency of
product applications.
smart phone screens. Looking forward, the rising demand of 5G
• The MEMS gas flow sensor process platform jointly developed by
smart phones is expected to bring considerable revenue growth.
UMC and one of its customers is in successful mass production and
• UMC developed advanced 28nm technology, including Poly-SiON
has been provided to end customers in various fields, including
and high-K metal gate processes, which have already been
smart home appliance and IoT. Currently the customer has
mass-produced successfully for many logic/RF products. Besides
successfully sent samples to major brand makers to be tested.
these, an automotive-grade process was also qualified and related
• UMC provided Through Silicon Via (TSV) 2.5D/3D IC technology
IP is ready, with many customers designing-in now.
to customers requiring advanced packaging technology under
• UMC’s 22nm technology process provides customers further
the environment of an open supply chain cooperative development,
advantage for cost-saving and improved device efficiency. The
a complementary and complete platform can be formed to provide a
process design kit has been released to customers; UMC expects
reliable 2.5D/3D IC solution for the semiconductor market.
this process will extend the Company’s long-term competiveness.
• Besides advanced silicon processes aimed to address higher voltage
• UMC’s 14nm (FinFET) process technology already successfully
and higher frequency device requirements of 5G, UMC developed
entered mass production for customer chips in early 2017. The yield
new semiconductor materials as well, including GaAs that has
for shipments to primary customers has reached industry competitive
already entered mass-production and GaN for high-power
levels for this highly advanced process. Being one of the few
applications in 5G communications. The Company expects to have a
foundries in the world to achieve 14nm production capabilities, UMC
place in 3rd-generation semiconductor materials, which will
has fully demonstrated the advantages of 14nm FinFET in terms
contribute to future revenue.
of efficiency, power, and gate density in order to drive next generation
ICs in the fields of communication, AI, and various consumer
products. UMC’s 14nm FinFET is 55% faster with twice the gate
density of 28nm, while power consumption is reduced by around
50%.
• UMC developed a mmWave process technology–on nodes ranging
from 55nm to 40nm ultra low power, and a 28nm high performance/
low power platform. The Company is developing 22nm ultra low
power/ultra low leakage process technology, which offers customers
more choices for their product planning to meet reliable, low power
and cost-effective requirements.
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Operations Overview
Overview of Market, Production, and Sales (Continue)
Unfavorable Factors for Development Outlook
• Diversification of customer regions and products can lower the
• Due to the optimism of future long-term annual growth for
impact of the trade war. Besides existing strong business from China
semiconductor demand, all major global pure-play wafer foundries
and the U.S., UMC plans to expand more business from Europe,
and China have increased their capital expenditures for expansion of
Japan, Korea, etc. To avoid the uncertainty of previous high growth
production capacity. UMC will be more cautious in its long-term
business from server, automotive and industrial markets, UMC plans
demand forecast.
to gain more business opportunities from 5G, IoT, AI, etc.
• The negative impact to foundry by COVID-19, include at least 3
• Avoiding blind expansion of production capacity; all investment plans
possible scenarios: First is to disrupt global semiconductor supply
have been carefully evaluated with complete consideration of UMC’s
chain and the operation of UMC's suppliers, second is the downturn
maturity of high-end processes and customer production capacity
pressure for global customer's demand, third is potential production
demands at various stages.
delay due to shutdown of factory manufacturing or partial closure of
•
In response to the addition of new competitors, UMC continues
operation.
to enhance development of advanced processes, and maintains
• Among political and economic tensions between international society,
the existing advantages of stable high yield and complete services.
countries have been sanctioning competing countries in an attempt
The benefits of these are twofold: UMC can increase its lead against
to inhibit their market expansion and technology development. This
new competitors while also creating differentiation such that UMC
impacts the company’s investment and operation activities. The U.S.-
can continue to be the best option for its customers.
China trade war was caused by a long-term trade deficit between U.S.
• Providing the most advanced and proper process services with
and China, and U.S. concerns about infringement of intellectual
respect to IC product characteristics in all application fields in order
property rights and business secrets. This trade war is not
to help customers achieve the goals of lowest cost, high efficiency,
expected to conclude in the near future and may even become a
and low power consumption.
long-term confrontation. Intervention includes tariffs, closed sales,
• Strengthening marketing effectiveness and the customer service
policy intervention and government subsidy, etc. The impacts to
mechanism in order to continuously improve customer satisfaction.
UMC, including a tariff barrier between the U.S. and China, will lower
• Strengthening the development of long-term partnerships with
semiconductor demand from the U.S., China and even worldwide,
customers, providing competitive advanced processes and
with customers reducing orders and a weakening global
production capacity, helping customers expand their market share,
semiconductor market. U.S. regulation to stop foreign shipments of
and growing together with customers in order to seize the opportunity
products containing U.S. technology to China’s companies will
of new growth waves.
possibly impact UMC’s shipment to China’s customers. High-tech
• Taking countermeasures at all times to respond to constant market
material export bans bring uncertainty to UMC’s production and time-
variations while facing global recession. Expanding customer bases,
to-delivery. U.S. trade bans on specific companies in China will
improving product mix, and further enhancing the flexibility of
possibly lead to supply chain re-arrangement, which will result in
production capacity allocation in order to mitigate the impact of
tighter foundry capacity allocation.
periodic demand fluctuation.
Countermeasures
• Continuous cost saving and efficiency enhancements to effectively
reduce costs, and cautiously and effectively expanding the
production capacity of advanced processes; strengthening the
competitive edge of the Company by increasing the ratio and product
mix towards high-end processes.
• Acquiring existing fabs through a more flexible strategy to expand the
footprint of fab capacity through investment participation and
strategic alliances to reduce the time, risk, and cost of construction
of new fabs and to serve local markets.
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Overview of Market, Production, and Sales (Continue)
Important Purposes and Production
Processes of Main Products
Main Process Technologies and Corresponding Products
• RFSOI process: for fabricating wireless front-end chips, such as
wireless switch, tuner used by mobile phones, WLAN, and wireless
• CMOS Logic: for fabricating chips that execute logic computing
base station.
functions, such as programmable gate array, multimedia processor,
• GaAs process: for power amplifier IC of handset and base station.
and application processor chips.
• GaN process: for RF IC of power amplifier IC, LNA in 5G base station,
• Mixed-Signal:
for
fabricating chips which can simultaneously
and DC-DC converter in high-power portable battery charger in
process analog/digital mixed signal, such as ICs for broadband
handset, tablet, and notebook, power supply of workstation and
access communication and optical storage.
server, and DC-DC converter in EV.
• RF CMOS: for fabricating high frequency wireless communication
• 3D IC package: for many applications in HPC, 5G, datacenter and
chips, such as ICs for cellphone RF transceiver, Wireless Local Area
automotive.
Network (WLAN) and Bluetooth.
• Embedded Memory: for fabricating integrated logic and memory chips
Production and Fabrication Process
for high performance with low power consumption, such as chips for
A complete IC chip fabrication process can be divided into five processes,
micro-controller, touch controller, and smart card.
including IC design, mask fabrication, wafer fabrication, packaging, and
• High Voltage: for fabricating driver ICs for LCD TV, cellphone, tablet,
testing. UMC has been dedicated to the R&D of advanced IC processes
e-paper screen driver IC, and power management IC.
and specialty technologies in order to provide customers with wafer
• CMOS Image Sensor: for fabricating CMOS image sensors used in
fabrication technologies required by their IC designs.
digital camera, cellphone, and webcam.
• MEMS: for making application products such as microphone, inertia
sensor, and pressure sensor.
• 3D FinFET: for fabricating high performance chips and chips for
executing fast logic computation, such as mobile phone baseband
processor, application processor, and memory controller.
131
Operations Overview
Status of Supply of Primary Raw Material
Type of
Primary Raw
Material
Silicon Wafer
Primary Suppliers
Market Status of Suppliers
Procurement Strategy
• S.E.H. Taiwan (manufacturing sites: US, Japan,
Taiwan and Malaysia)
• SILTRONIC Singapore (Manufacturing sites:
Germany, US and Singapore)
• Global Wafers (Manufacturing sites: US,
Taiwan, Italy and Japan)
• SUMCO Group (Manufacturing sites: Japan and
Taiwan)
• SK Siltron (Manufacturing site: Korea)
These five makers are the world’s
primary silicon wafer suppliers with
production sites in the US, Japan,
Germany, Italy, Korea, Taiwan and
Southeast Asia, who can offer
steady and high quality silicon
wafers.
1. The Company has been in long -term procurement
relationships with the world’s primar y suppliers
in order to ensure the steady access to production
material.
2. In recent years the ratio of procurement from
loc al makers has increased maturely, which c an
reduce the risk of international transpor tation and
procurement cost.
3. The Company will convene a supplier management
commit tee meeting ever y quar ter to evaluate
suppliers’ per formance in order to adjust the ratio
of procurement from these suppliers.
4. The Company established a sourcing commit tee
to implement source integration and development
more ef fectively and to gain the most benef it of
cost reduction.
Major Suppliers
2020
In Thousand NTD
2019
Name
Supplier “ A”
Others
Net Purchase
Amount Percentage of
Net Purchase
Relation to UMC
Amount Percentage of
Net Purchase
Relation to UMC
5,329,822
41,767,109
47,096,931
11
89
100
None
5,675,751
35,982,480
41,658,231
14
86
100
None
Note: As of the Annual Report printing date, if there is any financial data of the publicly listed company (or company with stocks transaction in securities firm’s premises) certified or
approved by CPA audit, it should be disclosed: None.
Reasons for changes in procurement amount: No major changes.
Major Customers
Name
Customer “A”
Others
Operating Revenues
Amount
Percentage
of Operating
Revenues
20,380,814
156,440,100
176,820,914
12
88
100
2020
Relation to UMC
Amount
None
17,576,293
130,625,348
148,201,6 41
In Thousand NTD
2019
Relation to UMC
None
Percentage
of Operating
Revenues
12
88
100
Note: As of the Annual Report printing date, if there is any financial data of the publicly listed company (or company with stock transactions in securities firm’s premises) certified or
approved by CPA audit, it should be disclosed: None.
Reasons for changes in sales amount: Due to the increased demand of communication products, the contribution of customer “A” increased.
132
United Microelectronics Corporation | Annual Report 2020
Production Figures
Segments
Unit Capacity
Production
Quantity
Production Value
(In Thousand NTD)
Capacity
Production
Quantity
Production Value
(In Thousand NTD)
2020
2019
9,188
8,893
133,991,069
8,148
7,229
123,055,291
-
133,991,069
227,873
123,283,164
In Thousands
of 8-inch Wafer
Equivalents
Wafer
Fabrication
New Business
Total
Sales Figures
Segments
Unit
Shipments
Amount
(In Thousand NTD)
Shipments
Amount
(In Thousand NTD)
2020
2019
Wafer
Fabrication
New Business
Total
Note: Net Sales.
3,705
5,208
In Thousands
of 8-inch Wafer
Equivalents
Domestic
Export
Domestic
Export
Domestic
Export
63,829,608
106,055,593
468
3,226
63,830,076
106,058,819
2,977
4,212
Industry Specific Key Performance Indicators
KPI
Utilization Rate
Wafer Sales Contributed from 40nm and below
Technologies
Target
89.6%
33.7%
Actual
96.9%
36.9%
53,190,058
89,434,961
17,627
26,118
53,207,685
89,461,079
2020
Difference
7.3ppts
3.2ppts
133
Operations Overview
2021
11,361
805
3
7,116
2020
11,377
795
3
7,211
2019
11,328
809
24
7,416
19,285
19,386
19,577
2021
37.9
2021
11.3
2020
37.7
2020
11.2
2021
2020
1.5
27.2
49.2
22.1
1.5
27.2
49.0
22.3
2019
37.1
2019
10.5
2019
1.6
28.1
47.6
22.7
Employees
Number of Workers
Engineers
Administrators
Clerks
Technicians
Total
Average Age
Average Age
Average Service Years
Average Service Years
Educational Distribution Ratio (%)
Ph.D
Master
Bachelor/Associate/Diploma
High School and Below
Note: The data represented for 2021 was gathered until February 24, 2021.
134
United Microelectronics Corporation | Annual Report 2020 Environmental Expenditure Information
By the publication date of the 2020 annual report, all audits on UMC by
spent on annual environment monitoring to track the overall emission of
environmental protection agencies showed results in compliance with
pollutants. In addition, in response to RoHS (Restriction of Hazardous
regulatory requirements with no environmental protection violations or any
Substances), around NTD 570,000 has been spent on continuous
penalty or loss resulting from environmental pollution.
certification of the QC-080000 IECQ HSPM system, product inspection,
UMC has identified environmental risks during the operational process
and educational training.
according to the spirit of international environmental management
In the future, the Company’s primary environmental protection expenditures
system (ISO14001) standards, based on which corrective and preventive
and items will include: 1. Costs of replacement, renewal, and upgrade of existing
measures can be continuously conducted, including equipment hardware
pollution prevention equipment; 2. Operational costs of pollution prevention
improvement, enhancement of personal educational
training, and
equipment; 3. Waste disposal costs, and 4. Environmental monitoring costs.
strengthening of operating system management.
In 2020, the total environmental protection related expenditures for
all UMC fabs exceeded NTD 2.17 billion. The environmental related
expenditures include investment in highly efficient pollution prevention
technology and preventive equipment, totaling NTD 710 million. The
monthly pollution prevention expenses and O&M of pollution prevention
equipment exceeded NTD 88.8 million, while the monthly waste disposal
cost exceeded NTD 20.4 million. Meanwhile, NTD 17 million has been
Labor Relations
UMC has consistently valued employee benefits and welfare, and has
and health, labor relations, and the national excellence award for friendly
actively cultivated talent, implemented labor laws and regulations,
workplace. Among these awards, the Special Distinction Award was given
protected employee rights and interests, and created a bright and
by the Hsinchu Science Park Bureau for Excellent Workplace Equality and
pleasant working environment. UMC complies with various local laws
Southern Taiwan Science Park Bureau for Advanced Workplace Equality.
and regulations, and strengthens employee awareness to prevent labor
At the same time, UMC also won various corporate sustainability
disputes. Through channels such as labor-management meetings,
awards in 2020. For corporate sustainability, UMC ranked in the top
divisional meetings, forums, suggestion boxes, grievance hotlines staffed
5% for corporate self-governance, and has won the Taiwan Corporate
by complaint specialists, and communication management units, the
Sustainability Platinum Award, Ministry of Economic Affairs Energy
Company has achieved competent communication and effective problem-
Saving Benchmark Award and National Enterprise Environmental
solving.
Protection Award. In addition, UMC has been listed on the Dow Jones
In addition to effectively maintaining harmonious labor relations, UMC
Sustainability Index (DJSI) for 13 consecutive years.
respects and promotes international human rights by providing employees
From recent years to the publication of this annual report, UMC
with a quality employment environment. Moreover, in UMC and all its
has not suffered any loss arising from labor disputes. In view of the
subsidiaries, the management and implementation of labor relations
abovementioned comprehensive system and diligent management, UMC
such as employee welfare measures, in-service education, training and
can continue to effectively avoid labor disputes or losses.
retirement systems are planned and conducted in accordance with or
above and beyond the requirements of law. UMC has also set up in-house
physicians to provide medical services and quality counseling services for
the physical and mental health needs of employees, thereby promoting
harmonious labor relations.
UMC is committed to providing employees with a safe and friendly working
environment. Through continuous efforts, UMC has received numerous
awards from the Science Park Bureau for promoting workplace safety
135
Operations Overview Education and Training
High-quality talent is the cornerstone of UMC's competitiveness, and
proposal improvement, project management, problem analysis
comprehensive talent development and cultivation are the keys to
techniques, statistical process control and experimental design.
improving human resource quality. UMC's human resource cultivation
• Language Training: Employee language proficiency is determined
policies are tailored according to the career development needs of
through language testing. Training programs targeting specific
employees in their particular job type and rank. The policies provide
learning needs are then provided accordingly to strengthen employee
systematic training for all employees, such as new employee, technical,
language skills and workplace competitiveness.
management, quality control and language courses. In addition, a wide
• E-Learning: UMC has established a learning webpage for employees
range of learning resources such as online learning courses, on the
that integrates all course information, training systems and data
job training (OJT) and in-service training are also offered to provide all
enquiries. The online platform enables employees to easily access
employees with a working environment that is conducive for continuing
needed information for planning and learning without schedule
development. In 2020, UMC conducted a total of 7,368 training sessions,
constraints.
totaling 12,511 hours of training, with 168,064 participants and total
• On the Job Training: Each fab has an Education Committee to provide
training expenses of NTD 54,309,728.
training for employees in the various divisions. The training is based
The following is a summary of training courses provided by UMC:
on skills required by specific jobs and professional skills assessment
• New Employee Orientation: To help new employees quickly adapt to
to ensure that employees have the required job competencies.
the work environment, orientation training is provided for new
Additional training based on individual differences is also provided to
employees to give them a basic understanding of semiconductor
improve the quality of work. The Human Resource Division conducts
processes and establish a common language. In addition to basic
an annual review of training outcome to determine and direct the
courses on company organization, remuneration and benefits, basic
operations of the Education Committee in each fab, and convenes a
daily necessities and industrial safety, U-Camp courses on workplace
training outcome meeting so that the fabs can share their experience.
stress management and adopting a positive attitude also help new
• In-service Training: UMC provides information on in-service courses
employees understand the spirit and values of UMC. To help new
offered by outside colleges and universities, promotes educational
employees quickly develop professionalism and an appropriate job
resources and offers subsidies for in-service training to encourage
attitude, they are paired with a mentor to help them quickly integrate
employees to develop the professional competencies or management
into the corporate culture.
skills required at each stage of their career.
• Technical Training: To help engineers quickly master the overall
• Business Ethics Training: To enhance the behavioral literacy,
technologies and continue to advance technologically, UMC has
professional ethics and professional competence of UMC and all its
a comprehensive training blueprint for engineers that is specific to
employees, courses on employee ethics, insider trading prevention
divisional attributes. The curriculum includes basic courses (General
and conflict of interest are conducted within the Company and
to Level 2 courses) and advanced, technology-specific themed
promoted in the Planning Section of the UMC intranet site. To gain
seminars (Level 3 - 4 courses) to enhance the technical capability of
public trust, all employees (including high-level executives and other
the engineers and develop a system of internal experts. In addition,
managers in the operation team) are expected to abide by the ethical
to equip employees with multiple skills and promote cross-divisional
spirit of the Company in their daily tasks and businesses, thereby
cooperation, UMC continues to promote inter-divisional training
ensuring the sustainable growth and development of the Company.
courses to increase the depth and breadth of professional and
To ensure effective training direction and implementation, the Human
technical training for employees. Furthermore, curriculum content
Resource Division develops education and training projects in the
is continuously improved to meet the rapid changes and progress of
fourth quarter of each year according to annual company-wide policies,
technology.
the General Manager's directives for training focus and direction,
• Management Skills Training: Management skills development is an
and company-wide survey of training needs. The projects include
important task for supervisors at all levels. To this end, UMC provides
company-wide, cross-divisional and divisional training programs.
a series of courses targeting competencies relevant to supervisors,
Program implementation is reviewed each quarter, and corrective and
such as management behavior, skills, knowledge and corporate
improvement measures are proposed for unachieved goals to ensure the
culture integration. To assist supervisors with achieving cooperation
effectiveness of specific employee training.
in their work and management, learning resources such as foreman/
sectional chief, grassroots supervisor, middle-level supervisor and
UMC believes that creating a high-quality work and learning environment
senior executive training courses are conducted.
can increase employee performance output and retention, and that high-
• Quality Training: Training courses relevant to UMC quality policies and
quality employees who continue to develop are the key foundation to the
quality requirements are conducted, such as knowledge management,
sustainable development of UMC.
136
United Microelectronics Corporation | Annual Report 2020
Employee Benefits
Employee Welfare System
• Accommodation and transportation assistance: UMC provides safe
UMC believes that employees are the most important assets of the
and comfortable accommodations for both direct labor and indirect
Company, and that a company can continue to develop and progress
labor. Free scheduled transportation and shuttle services are also
only with appropriate and sufficient talent. To this end, UMC is committed
provided for convenient and quick connections.
to creating a healthy workplace environment. In addition to providing
At the same time, the UMC Welfare information platform was optimized
competitive salaries and dividends, a comprehensive education and
in 2018 with the introduction of the Welfare Club APP; through GPS,
training system, diverse benefits and a safe and healthy working
employees can instantly find contract stores, thereby further enhancing
environment, UMC has also developed a comprehensive employee
their after-work life.
welfare system in accordance with local laws and regulations and
UMC also holds employee health in high regard, and plans and
regional needs.
implements benefits in accordance with or above and beyond the
UMC provides a variety of welfare measures as follow:
requirements of the law. For example, UMC complies with the Act
• Nutritionally balanced and delicious meals: Each fab has its
of Gender Equality in Employment, the Regulations for Establishing
independently operated cafeteria and a variety of meal options. By
Measures of Prevention, Correction, Complaint and Punishment of
combining the cafeteria, cafe and convenience store into an integrated
Sexual Harassment at Workplace, and regulations for leave such as
dining area, employees can enjoy healthy and balanced meals.
personal, sick, maternity, paternity, menstrual, family care, marital,
• Fitness Sports Center: UMC operates its own recreation center in the
bereavement, occupational sickness, annual, parental and nursing
Hsinchu science park, and Tainan Fab 12A has the UMC Park Activity
leaves.
Center, a multi-purpose sports center gym and the LM Dormitory
In particular, UMC is the first private enterprise in the country to promote
gym. In addition, other facilities such as gyms and aerobics
a 12-hour rotating shift for its direct labor. Further worth mentioning is
classrooms are located in appropriate areas of UMC fabs to reflect the
the Company’s comprehensive insurance system where from the day
concept of a healthy workplace.
of their employment, employees are provided with numerous insurance
• Welfare Events: The Welfare Committee routinely organizes events
services. In addition to labor, health and free group insurance (NTD 2
(such as Family Day, art activities, movies, trips), and in coordination
million group insurance and cancer insurance), the spouse and children
with company celebrations, organizes inter-fab competitions to
of employees can enjoy life insurance, accident insurance and group
cultivate team unity. At the same time, other inter-divisional and
medical insurance, and their parents can enjoy accident and medical
inter-fab activities are held during holidays to enhance employee work-
insurance, thereby freeing them of worry and enabling them to work their
life balance.
best for the Company and society.
• Club Recreation: UMC has five major categories of clubs, such as
sports, arts and community service. Whether active or more
sedentary, employees can choose from a variety of content. In 2020,
UMC had a total of 30 clubs and about 2,369 participants.
137
Operations Overview
Employee Benefits (Continue)
Employee Health
UMC has a longstanding commitment to creating a workplace
environment that is physically, mentally and spiritually healthy. UMC is
convinced that only employees who are physical and mentally healthy can
be highly efficient and produce excellent work performance. In addition
to assisting employees in all aspects of health management and health
promotion, UMC also reaches out to their families in the hope of boosting
employee work morale and improving the quality of their work.
While valuing the physical condition of employees, UMC also spares
no effort in their mental health management. Through a confidential
agreement mechanism, employees are also provided with
free
professional psychological counseling. Moreover, employees and their
families are given new health knowledge through online platforms,
lectures, conference and publicity materials to help them maintain good
physical and mental health.
To help employees balance their physical and mental health and that
of their families in their busy work life, UMC provides free counseling
services to ensure the mental health of employees. Through confidential
professional counseling, employees are assisted in addressing their
psychological and spiritual issues. In addition, through the Internet,
brochures and lectures, employees are given the knowledge and skills
for healthy living, thus enabling them to meet the multiple challenges of
work and family.
In 2020, UMC adopted the “2020 Health Care 2.0” as the main focus of
health promotion activities for each quarter, and integrated occupational
safety and health laws such as maternal protection, overwork prevention,
human factors engineering and healthy body posture guidelines to protect
employee health. At the same time, medical checks for employees and
hospital check-ups for their families are provided annually. A variety
of health promoting activities and education are then organized for
employees accordingly to give them further knowledge and skills for
self-managing their health and the health of their families. Furthermore,
through occupational safety and health project management, UMC’s
Health Center has installed an internal reporting system for potential
occupational chronic injury and disease, with regular hearing inspections
and vision care programs to effectively prevent occupational injuries.
Moreover, as of 2020, UMC’s IT divisions have integrated their existing
systems to construct a customized personal Health Care System for
employees. In addition to checking their own health check reports over
the years, colleagues can also receive system notifications on the day
of consultation with medical staff, and immediately read and confirm
consultation related information, which improves the timeliness and care
rate of the medical team’s care. In addition to regulatory annual checkups,
UMC also offers a variety of preventive screening and health promoting
activities such as other cancer screening, flu vaccination, abdominal
ultrasound and other out-of-pocket items so that employees can choose
appropriate health checks according to their needs.
Risk control identifies and mitigates risks before they can cause harm,
and to minimize the probability of occurrence and degree of damage, the
Health Center must naturally assume frontline duty. The above-mentioned
health management methods and health promotion activities are intended
to ensure that employees sufficiently understand and actively participate
in improving their own health condition, so that the purpose of early
diagnosis and treatment can be achieved. It is hoped that every employee
can support and grow with the Company, and can work together for the
sustainable development of UMC.
Labor Pension System
In terms of labor pension system, UMC allocates the worker’s retirement
reserve funds to the Labor Pension Reserve Supervisory Committees in
compliance with regulations, and processes the employee labor pension
payment in accordance with the Labor Standards Law. Since July 1, 2005,
for employees who opt for the retirement system under the Labor Pension
Act, 6% of their monthly salary is paid into their individual labor pension
account to secure their rights and interests.
138
United Microelectronics Corporation | Annual Report 2020 Major Contracts
Supply and Marketing
The Company has signed sales and service contracts with the following
UMC maintains long-term business relationships with major wafer
companies to grasp the current situation of the global market. In addition,
material suppliers. The main supply and sales contracts are as follows:
Contract
Type
Contracted Party
Contract Period
Key Content
Restrictive
Clause
Sales
UMC Group（USA）
Jan. 1, 2019～Dec. 31, 2024
Service
United Microelectronics （Europe）B.V.
Jan. 1, 2018～Dec. 31, 2022
Sales and related service for semiconductor
products
None
Marketing support service for semiconductor
products
None
Service
UMC Korea Co., Ltd.
Jan. 1, 2020～Dec. 31, 2020
Jan. 1, 2021～Dec. 31, 2025
Marketing support service for semiconductor
products
None
Service
HeJian Technology (Suzhou) Co., Ltd.
Jan. 1, 2020～Dec. 31, 2024
Service
United Semiconductor Japan Co., Ltd.
Jan. 1, 2020～Dec. 31, 2024
Marketing support service for semiconductor
products
None
Marketing support service for semiconductor
products
None
Purchase
Shin-Etsu Handotai Taiwan Co., Ltd.
Indefinite
Wafer material supply
None
Patent and Technology Licenses
UMC values and protects intellectual property rights. With nearly 40
or technology patent holders to ensure that UMC’s customers are not
years dedication in earning semiconductor patents, UMC has achieved
subject to the risk of wafer process infringement. The following are patent
a predominant position in the semiconductor industry. UMC also enters
licensing contracts received and given by UMC:
into patent or technology license contracts with major semiconductor
Contract Type
Contracted Party
Contract Period
Key Content
Restrictive Clause
Patent
Cross-license
International Business
Machines Corporation
Jun. 25, 2009～Jun. 30, 2029
Technology
License
International Business
Machines Corporation
From Jun. 29, 2012
Patent cross-licensing for
semiconductor process,
semiconductor device and
semiconductor design.
IBM licensed its 20nm CMOS
and FinFET technology to
UMC.
None
None
Patent License
Conversant Intellectual
Property Management Inc. &
Conversant IP (Taiwan) Inc.
From Feb. 08, 2018
License for specific patents.
None
Patent
Cross-license
International Business
Machines Corporation
Jun. 13, 2013～Dec. 30, 2035
Technology
License
HeJian Technology (Suzhou)
Co., Ltd.
Jul. 11, 2013～Jul. 10, 2028
Technology
License
Mie Fujitsu Semiconductor
Limited
From Aug. 29, 2014
Patent cross-license for
semiconductor process,
semiconductor device and
semiconductor design.
UMC licensed its 0.13um
process technology to HeJian
Technology (Suzhou) Co., Ltd.
None
UMC signed and implemented the contract
in accordance with the scope approved by
the Investment Commission, Ministry of
Economic Affairs.
UMC licensed its 40nm
process technology to Mie
Fujitsu Semiconductor
Limited.
None
139
Operations Overview Major Contracts (Continue)
Contract Type
Contracted Party
Contract Period
Key Content
Restrictive Clause
Patent
Cross-license
Avago Technologies
International Sales Pte.
Limited
Sep. 29, 2018～Dec .31, 2023
Patent License
NXP B.V.
Sep. 30, 2015～Sep. 29, 2020
Patent cross-license for
semiconductor device related
patents.
Patent license and
assignment of right for patent
application.
None
None
Patent
Cross-license
Katana Silicon
Technologies, LLC
Technology
License
United Semiconductor
(Xiamen) Co., Ltd.
Apr. 01, 2017～Mar. 31, 2022
From Nov. 05, 2019
License for specific patents.
None
Technology
License
United Semiconductor
(Xiamen) Co., Ltd.
Nov. 23, 2018～Nov. 22, 2028
UMC licensed its 28nm
process technology to United
Semiconductor (Xiamen)
Co., Ltd.
implemented
UMC signed and
the
contract in accordance with the scope
approved by the Investment Commission,
Ministry of Economic Affairs.
UMC licensed its 80/90nm
process technology to United
Semiconductor (Xiamen)
Co., Ltd.
UMC signed and implemented the contract
in accordance with the scope approved by
the Investment Commission, Ministry of
Economic Affairs.
Patent
Cross-license
Polaris Innovation Limited
From Mar. 20, 2020
License for specific patents.
None
Technology Collaboration
Contract Type
Contracted Party
Contract Period
Key Content
Restrictive Clause
Technology
Development
Fujian Jinhua Integrated
Circuit, Co., Ltd.
May 13, 2016～May 12, 2021
Collaborative development of
DRAM process technology
UMC signed and implemented the
contract in accordance with the
scope approved by the Investment
Commission, Ministry of Economic
Affairs.
Construction
Contract Type
Contracted Party
Contract Date
Key Content
Construction
Construction
Wholetech System Hitech Limited,
Hueng Luei Process Industry Co. Ltd.,
Worldwide Co. Ltd.,
Princeton Precision Industries Co.,
Ling-yong International Engineering Corporation,
L&K Engineering Co. Ltd. and others.
L&K Engineering (Suzhou) Co., Ltd.,
Wholetech Group (Shanghai) Trading Co.,Ltd.,
Shanghai Nomura Engineering Co, Ltd.,
Hengyuan Allis Electric Co., Ltd. and others.
Construction
Suzhou Topco Construction Ltd.
140
Restrictive
Clause
None
From Jan., 2020
For building the facilities of Fab 12A in the Tainan
Science Park, UMC signed construction contracts
with the vendors including but not limited to those
major vendors listed in the second column. The
total contracted amount exceeded NTD 2 billion.
Jan. 01, 2020~
Dec. 31, 2020
May 01, 2019~
Jun. 30, 2020
United Semiconductor (Xiamen) Co., Ltd. entered
into construction contracts with the vendors
including but not limited to those major vendors
listed in the second column for building fab facilities.
The total contracted amount exceeded USD 20.95
million.
HeJian Technology (Suzhou) Co., Ltd. entered into
construction contracts with the vendors listed in
the second column for HeJian New Phosphorus
Wastewater Treatment System. The total contracted
amount exceeded RMB 13.18 million (excluding tax).
None
None
United Microelectronics Corporation | Annual Report 2020 Review of Financial Position,
Operating Results, Risk Management
142 Financial Position
143 Financial Performance
144 Cash Flow
144 Major Capital Expenditures from Recent Years and Impact on
Company’s Finance and Business
144 Main Reasons and Improvement Plans for Recent Annual
Reinvestment Policies and Profit or Loss, and Investment Plans for
the Coming Year
145 Risk Management and Evaluation
154 Other Necessary Supplements
141
Review of Financial Position, Operating Results, Risk Management
Financial Position
Current assets
Property, plant and equipment
Intangible assets
Other assets
Total assets
Current liabilities
Non-current liabilities
Total liabilities
Capital
Additional paid-in capital
Retained earnings
Total equity
2020
164,305,911
132,774,663
4,877,913
75,557,888
377,516,375
78,243,526
63,499,747
141,743,273
124,224,015
43,211,214
80,176,360
235,773,102
2019
Differences
Differences(%)
In Thousand NTD
153,757,141
150,374,096
5,198,247
60,857,881
370,187,365
72,714,322
90,258,621
162,972,943
117,575,798
39,550,394
60,820,280
207,214,422
10,548,770
(17,599,433)
(320,334)
14,700,007
7,329,010
5,529,204
(26,758,874)
(21,229,670)
6,648,217
3,660,820
19,356,080
28,558,680
7
(12)
(6)
24
2
8
(30)
(13)
6
9
32
14
Analysis of deviation of over 20% between 2020 and 2019:
1. Other assets:
Due to the increase in investments accounted for under the equity method.
2. Non-current liabilities:
Due to the reclassification of long-term loans to current liabilities.
3. Retained earnings:
Due to the increase in net income for the period.
142
United Microelectronics Corporation | Annual Report 2020 Financial Performance
Items
Years
Operating revenues
Operating costs
Gross profit
Operating expenses
Net other operating income and expenses
Operating income
Non-operating income and expenses
Income from continuing operations before
income tax
Income tax (expense) benefit
Net income
2020
176,820,914
(137,823,813)
38,997,101
(23,243,584)
6,253,890
22,007,407
5,918,772
27,926,179
(745,767)
27,180,412
2019
Differences Differences (%)
In Thousand NTD
148,201,641
(126,886,669)
21,314,972
(21,807,284)
5,182,162
4,689,850
1,045,787
5,735,637
393,130
6,128,767
28,619,273
(10,937,144)
17,682,129
(1,436,300)
1,071,728
17,317,557
4,872,985
22,190,542
(1,138,897)
21,051,645
19
9
83
7
21
369
466
387
(290)
343
Analysis of deviation of over 20% between 2020 and 2019:
1. Gross profit
Due to the increase in capacity utilization for the period partially offset by the impact of the appreciation of the Taiwan dollar against the US dollar.
2. Net other operating income and expenses
Due to the increase in gain on disposal of buildings.
3. Non-operating income and expenses
Due to the increase in net gain of financial assets and liabilities at fair value through profit or loss caused by stock market volatility and increase in
share of profit of associates and joint ventures.
4. Income from continuing operations before income tax
Due to the increase in gross profit for the period.
5. Income tax (expense) benefit
Due to the increase in income from continuing operations before income tax for the period.
143
Review of Financial Position, Operating Results, Risk Management
Cash Flow
Analysis of Cash Flow for the Year Ended December 31, 2020
In Thousand NTD
Cash at Beginning of
Year
Net Cash Flow from
Operating Activities
Net Cash Flow from
Investing and Financing
Activities
Cash at End of
Year
Remedial Measures for Cash Flow
Shortfalls
Investment Plans
Financing Plans
95,492,477
65,745,192
(67,189,633)
94,048,036
-
-
Note: Net cash flow from investing and financing activities includes the effect of exchange rate changes of NTD (1,476,786).
Analysis of Cash Flow
1. Operating activities:
Net cash flow from operating activities is mainly from adding back
depreciation expense to net income.
2. Investing activities:
Net cash flow from investing activities is mainly from acquisition of
property, plant and equipment, acquisition of intangible assets and
increase in other financial assets.
3. Financing activities:
Net cash flow from financing activities is mainly from repayments of
long-term and short-term loans and bonds, distribution of cash
dividends and acquisition of treasury stock, which are partially offset
by borrowing long-term and short-term loans and treasury stock sold
to employees.
4. Remedial measures for cash flow shortfalls:
Not applicable.
Analysis of Cash Flow in the Coming Year
In Thousand NTD
Cash at Beginning of
Year
Estimated Net Cash
Flow from Operating
Activities
Estimated Net Cash
Flow from Investing and
Financing Activities
Estimated Cash at
End of Year
Estimated Remedial Measures for
Cash Flow Shortfalls
Investment Plans
Financing Plans
94,048,036
68,664,416
(68,116,173)
94,596,279
-
-
Major Capital Expenditures from Recent Years and Impact
on Company’s Finance and Business
Execution Status of Major Capital Expenditures and Sources of Funding
Operating
Segment
Actual and Expected Sources
of Funding
Total Amount
(Up To 2020)
Project
Capital Expenditures Plan
In Thousand NTD
2020
2019
Completion
Status
(Up To 2020)
Wafer
Fabrication
Production
Equipment
Cash flows generated from operations,
bank loans and issuance of bonds
R&D
Equipment
Cash flows generated from operations,
bank loans and issuance of bonds
New Business Production and
R&D Equipment
Cash flows generated from operations
and bank loans
Completed
41,719,539
25,845,056
15,874,483
Completed
4,112,751
2,245,462
1,867,289
Completed
32,638
13,950
18,688
Expected Benefit from Capital Expenditures
Based on aforementioned capital expenditures, in 2020 the ratio of production capacity from high-end processes of 40nm or below is above 30%, of
which the production capacity for high-end 28nm or below has grown by 5% from the previous year.
Main Reasons and Improvement Plans for Recent Annual
Reinvestment Policies and Profit or Loss, and Investment
Plans for the Coming Year
China’s domestic market demand for semiconductors now ranks No.
1 in the world, and the Chinese government has recently adopted a
multi-pronged approach to support its semiconductor industry. To be
more aligned with the market and better meet the needs of IC design
companies in China, as of December 31, 2020, UMC and its subsidiaries
have invested about USD 1.37 billion into United Semiconductor (Xiamen)
Co., Ltd’s 12-inch fab for 28-90nm wafer service to pursue further growth
of the Company.
UMC’s investment policies are based on long-term strategic investments
to match the Company’s operations and development.
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United Microelectronics Corporation | Annual Report 2020
Risk Management and Evaluation
Enterprise Risk Management Policies
Through risk management methods and organizations, UMC effectively
prevents and controls enterprise risks, comprehensively implements
them in daily operations, shapes and deepens risk culture, and
establishes transparent and smooth risk communication to maintain
steady operations.
Enterprise Risk Management Architecture
and Operation
BOD/Chairman
Audit Committee
Enterprise Risk Management
Committee
Internal Audit & Control
Divisions
Under the guidance of the risk management policy, the Enterprise
Risk Management Committee coordinates relevant departments of the
company to jointly review the internal and external risks that the company
faces. The Committee integrates the identified various risk items, including
strategy, operations, finance, hazards, etc., assesses the likelihood and
severity of their occurrence, defines the priority order and risk level of risk
items, and takes response actions for major corporate-wide risk issues.
And, the committee makes a summary report to the Board of Directors
every year.
The management plan includes periodic reviews of the potential
occurrence of risks and the potential for changes in severity over time, and
whether the risk level of major risks is reduced after the implementation
of countermeasures to grasp the effectiveness of risk management. The
Committee also incorporates internal audit and internal control functions
to ensure that the risks associated with operations have been effectively
controlled.
Risk event impacts and measures include important risks related to environmental, social or corporate governance issues of the company's operations.
Future R&D Projects and the Estimated R&D Expenses
Estimated annual R&D expenses for the next three years
Item/Year
R&D expenses
Operating revenue
(undisclosed financial forecast of the Company)
The share of R&D expenses to operating revenue
Major R&D Projects in the Future
2021
Not applicable
Not applicable
2022
Not applicable
Not applicable
2023
Not applicable
Not applicable
7% to 10%
7% to 10%
7% to 10%
Latest
Annual
Project
14nm process
technology
22nm process
technology
28nm Image
Signal Processor
technology
Current Progress
finished
its 14nm FinFET process platform
UMC
development. Customer product yield reach 90%, passed
customer product HTOL qualification and entered the mass
production stage.
For 22nm ultra-low power/ultra-low leakage technology
development, pilot production of customer products
has been completed. In Q4, 2020, the mass production
milestone of customer DTV chips has been reached.
Product optimization is continued and has been expanded
to automotive electronics applications.
According to the timeline of the 28HPCU+ image signal
processor process development plan, the related process
development and verification were completed, and the
mass production milestone was reached in 2020. Low-
power high-pixel image signal development is proceeding
as planned.
Time of Mass
Production
Key Success Factors for Future R&D
R&D Expenses
Which Should
Be Invested for
the Next Two
Years
NTD 300 million
2020
NTD 600 million
2021
• Customer product design verification and
yield reached mass production levels and
performance meets product design
targets.
• Customer circuit design verification and
product yield qualification to meet mass
production standard.
NTD 200 million
2021
• Customer circuit design verification
and product yield qualification for mass
production.
Embedded
magneto-
resistive memory
Relevant process development and verification should be
conducted according to the development project schedule
for embedded magneto-resistive memory.
NTD 700 million
2021
• Customer circuit design verification and
product yield qualification to meet mass
production standard.
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Review of Financial Position, Operating Results, Risk Management Risk Management and Evaluation (Continue)
Current Progress
Latest
Annual
Project
Time of Mass
Production
Key Success Factors for Future R&D
R&D Expenses
Which Should
Be Invested for
the Next Two
Years
Special
technology R&D
Development and verification of 90/55/40/28/22nm
specialty technology platform (including HV, CIS, eFlash,
RFSOI, etc.)
NTD 2.7 billion
2022
Wafer-on-wafer
hybrid bonding
Development and verification of wafer-on-wafer hybrid
bonding
NTD 200 million
2023
Note: The R&D expenses for the next three years will account for around 60% to 75% of the total annual R&D expenses.
• Cooperating with customers to create a
win-win situation.
• Completing IP verification on time.
• Quality verification is in compliance with
customer requirements.
• Cooperating with customers to create a
win-win situation.
• Customer circuit design verification.
In 2020, UMC has been constantly strengthening its independent
R&D capabilities and fabrication; in the future, UMC will continue to be
dedicated to the R&D of logic and specialty processes. The Company
will adhere to its R&D strategy to establish independent R&D capabilities
and will work with important partners, such as IDMs and fabless, to
develop key process technologies through technology licensing. UMC
will also work with suppliers of photomask, packaging, equipment,
material, and EDA to speed up the market launch schedule in order
to fulfill the Company’s promise to provide customers with R&D of key
processes.
In terms of independent R&D capabilities, UMC’s focus is on recruitment
and cultivation of R&D talent in order to build an outstanding R&D team.
The 12-inch R&D production line will continue to be expanded in the
R&D Center located in Southern Taiwan Science Park with sufficient
funds for enriching the overall R&D resources. In terms of 14nm process
technology, UMC finished 14nm FFC platform development. Product
yield reached 90% and performance met the product design target.
At the same time, the 14FFC platform process also passed customer
product HTOL (High Temperature Operating Life) reliability qualification
and entered the mass production stage. With the successful rollout of
5G and Netcom applications, UMC 14FFC has also attracted customers
to engage new product design-ins, with tape out scheduled in 2021.
UMC’s R&D team will continue to optimize 14nm to take full advantage of
the performance, power consumption, and gate density of 14nm FinFET
in order to drive next generation Internet, AI, and consumer product
applications.
The development of a 22nm ultra-low power/ultra-low leakage shrink
process technology can be provided as a planar process technology
solution with lower cost and better cost efficiency for customers. UMC is
offering a 22ULP (ultra Low Power) version that has compatible design
rules and the same mask count as the foundry’s 28nm technology, and
also a 22ULL (ultra Low Leakage) version. UMC 22ULP and 22ULL
form a super set to support a voltage domain from 1.0V to 0.6V, allowing
customers to enjoy the benefits of both technologies on system-on-
chip (SoC) designs. The 22nm platform is supported by foundation IP
and is ideal for a wide variety of semiconductor applications including
consumer ICs for set top box, digital TV, surveillance, power or leakage
sensitive IoT chips (with Bluetooth or WiFi) and wearable products that
require longer battery life. UMC’s 22nm process has been introduced
to customers and, in Q4, 2020, has reached the milestone of mass
production of digital TV (DTV) chips for customers. There are further
plans to continue optimizing the process and expand the application
146
range of 22nm process products. In 2021, it is expected that more than
ten customers will apply this platform technology for pilot production of
Internet of Things (IoT), consumer electronics, industrial applications,
and wearable (Mobile) products.
UMC’s 28nm high-performance process utilizes high-k/metal gate stack
technology. The 28nm high-performance computing process (28HPCU+)
entered mass production in 2020 for image signal processor (ISP)
products. The 28HPCU+ millimeter wave (mmWave) process covers
high-performance and low-power technology platforms. The verification
of the millimeter wave chip design process has been completed. UMC
further extends its SPICE model coverage to 110GHz for mmWave in
order to serve mobile phone, automotive/industrial radar and 5G FWA/
CPE applications.
For the embedded magneto-resistive memory, this year’s scheduled
development milestone was completed with high test-chip yield, and
the Company provided the embedded MRAM macro IP for potential
customers on its 22ULL platform.
For specialty technologies, UMC has launched the development of
“More than Moore” processes and successfully provided comprehensive
solutions such as ultra-low power platform (ULP), CMOS image
sensor (CIS), MEMS, eFlash, embedded high voltage (eHV), power
management IC (PMIC), and RFSOI.
In order to control the technology and development schedule to fulfill
the promise of customer market launch, UMC will continue with its
independent R&D strategy, adhere to a customer-first philosophy and
integrate external R&D resources. The Company will also accelerate
R&D, expand production capacity and enhance its revenue mix of key
processes so that higher profits can be created in order to respond to the
challenges resulting from constant technology evolvement.
The Impacts of Interest Rates, Foreign
Exchange Rates and Inflation on Corporate
Profitability and Future Countermeasures
Interest Rate Fluctuation
The bank loans of the Company are floating rate debts. Therefore,
changes in market interest rates will result in fluctuations in future cash
flows. Based on bank loans as of December 31, 2020, if the interest rate
increases/decreases by 10 basis points, the Company’s net profit for
2020 will decrease/increase by NTD 44,123 thousand. In order to reduce
interest rate risk, the Company continues to monitor changes in market
United Microelectronics Corporation | Annual Report 2020 Risk Management and Evaluation (Continue)
interest rates. Besides bank loans, the Company also utilizes various
financing instruments. To support operating needs, the Company will
take advantage of long-term debts with favorable fixed rates depending
on market conditions.
Foreign Exchange Rate Fluctuation
The Company’s exposure to the risk of changes in foreign exchange
rates relates primarily to the Company’s operating activities (when
revenue or expense is denominated in a different currency from the
Company’s functional currency) and the Company’s net investments in
foreign subsidiaries. Based on the assets and liabilities of risk-avoiding
management denominated in foreign currencies as of December 31,
2020, when the NT dollar strengthens/weakens by 10 percent against
the US dollar, the Company’s net profit for 2020 will decrease/increase
by NTD 1,335,914 thousand. On the other hand, when the Chinese
Yuan strengthens/weakens by 10 percent against the US dollar, the
Company’s net profit for 2020 will increase/decrease by NTD 1,625,241
thousand. When the Japanese Yuan strengthens/weakens by 10 percent
against the US dollar, the Company’s net profit for 2020 will increase/
decrease by NTD 472,837 thousand.
The Company applies natural hedges on the foreign currency risk arising
from purchases or sales denominated in foreign currencies, which means
balancing the assets and liabilities denominated in foreign currencies
to reduce the impact from fluctuation in foreign exchange rates. The
Company may use derivatives, such as currency forward contracts,
to partially hedge foreign currency risks associated with certain highly
probable forecast transactions. These hedges will offset only a portion
of, but do not eliminate, the financial impact from changes in foreign
exchange rates. Furthermore, as net investments in foreign subsidiaries
are for strategic purposes, they are not hedged by the Company. The
Company continues to monitor the changes in foreign exchange rates in
order to respond promptly to any significant fluctuation.
Inflation
The inflation status in 2020: Due to the impact of the COVID-19 in
2020, the price of international crude oil and raw materials fell, causing
Taiwan’s 2020 annual growth rate based on consumer price index (CPI)
to fall below that of 2019; however the average consumer price index
(CPI) in Taiwan was 102.31%, indicating that the overall consumer price
is stable, with no deflation.
Policies for High-Risk and Highly Leveraged
Investments, Lending, Endorsements,
Guarantees for Other Parties, and
Financial Derivatives Transactions, Main
Reasons for Profit and Loss, and Future
Countermeasures
The Company has not engaged in any transaction of high-risk or highly
leveraged investments. Any financial derivatives transaction is to
enhance the Company’s operating performance and reduce operating
and financial risks.
The Company has established “Loan Procedure,” “Endorsements
and Guarantees Procedure,” and “Financial Derivatives Transaction
Procedure” in compliance with the relevant rules and regulations issued
by Financial Supervisory Commission. These internal procedures serve
as the basis for the Company to enter into transactions mentioned above.
The Company has announced and reported these transactions, and also
established a registration book in order to review these transactions
regularly. If necessary, measures will be taken to control financial risks.
Impact and Corresponding Measures of
Major Domestic and International Policy
and Legal Changes on UMC's Finances and
Business
UMC complies with national policies and laws. The Company’s relevant
divisions keep abreast of major policy and legal changes at all times. UMC
adjusts its internal systems and business activities accordingly to ensure
the smooth operation of the Company.
Impact on the Company’s Financial Results
and Corresponding Contingency Plans in
Response to Changes in Technology and
the Industry
The Company places significant importance on the dynamics of
the semiconductor industry and continues to invest and develop
semiconductor manufacturing process technology and know-how. In
order to accelerate the development of logic and specialty technologies,
optimize transistor performance, reduce power consumption, and
continuously enhance our technical advantages, UMC invested a total
of NTD 12.9 billion in research and development in 2020. At the same
time, the Company is also actively working with external academic and
government institutions to develop new process technologies for next
generation product applications to diversify the Company’s process
technology offerings. The Company invested approximately USD 1 billion
in capital expenditure during 2020. Looking into 2021, UMC will continue
to appropriately invest into advanced technology node capacity, optimize
capacity to enhance product mix and penetrate emerging applications.
The Company believes that these efforts will create higher customer
adoption of our logic and specialty technologies and expand UMC’s
market share to fuel growth. UMC will strive to enhance its operations
and preserve the best interests of its shareholders.
The Impact of Corporate Image Change
on Corporate Crisis Management and
Response Measures
The Company’s business philosophy is based on the Company’s
sustainable operation and long-term partnership with customers and
social groups. The Company regularly holds shareholders’ meetings and
legal person briefings to increase financial transparency. The Company
also actively participates in community and public welfare activities,
and effectively fulfills its responsibility as a member of society. For a
variety of different emergencies, there are special personnel responsible
for planning and responding to minimize the uncertainty of business
operations.
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Expected Benefits, Possible Risks and
Response Measures for Mergers and
Acquisitions
With UMC’s customers being located all over the world and given the
Company’s business philosophy of continuously improving its service
quality to its customers, UMC understands the importance of satisfying
customer needs and providing local services. At the same time, UMC
also recognizes that with expansion through mergers and acquisitions,
the Company can take advantage of increased economies of scale
and operational efficiency. Based on this concept, UMC’s Board of
Directors approved the acquisition of the entire share capital of Mie
Fujitsu Semiconductor Limited in June, 2018. The transaction was
completed on October 1, 2019 and the acquired company was renamed
as UNITED SEMICONDUCTOR JAPAN CO., LTD. upon completion
of the acquisition. The acquired company is UMC’s production base in
Japan for 12-inch wafer services. In addition, UMC will also continue
to invest in United Semiconductor (Xiamen) Co., Ltd. to provide 12-
inch wafer services in China. UMC’s global operational capabilities
can be strengthened, and customers are given more competitive
foundry solutions. Moreover, UMC’s overall value can be increased and
shareholder interests can be enhanced.
The main possible risk of cross-border merger and acquisition involves
integration and compliance with the regulations of various countries, and
whether the production synergy following mergers and acquisitions can
meet expectations. If, for some reason, the M&A cannot be successfully
completed or is unable to achieve the operational synergy target, it
may affect the company's overall operating performance and even the
company's long-term growth strategy.
UMC established a dedicated organization to execute M&A related
activities, with a view of successfully completing equity purchases
and M&A and taking advantage of operational synergies. At the same
time, the Company also makes plans for future sustainable business
strategies, and seeks the best interests of all shareholders as the
direction of continuous efforts. Therefore, in terms of the integration
and compliance of laws and regulations, UMC strives to meet the
requirements of the regulators to handle equity purchases or M&A
plans. In addition to careful planning and consultation in advance, the
Company also consults about the merger mechanism with professionals
from the respective countries; in terms of operational efficiency, the
Company pays attention to cross-national cultural differences and sets
up a communication channel at the beginning to establish full trust of
the employees and customers of the acquisition target; reconciles the
operation process and calibrates the quality management system to
smoothly port new processes and new products; plans an expert team
to promote benchmarking and introduces best practices to maximize
overall operating efficiency.
Risk of Excess Capacity from Fluctuating
Economic Conditions
The Company increases its production capabilities through fab
expansion in order to accommodate more customer orders, thus
148
providing the means to increase revenue, profits and market share.
When production capacity reaches economies of scale, manufacturing
costs can be dramatically reduced. However, the significant potential
for fluctuations in the semiconductor industry economic cycle creates
financial risk, as any excess capacity still must be accounted for under
depreciation of plants and equipment during demand softening caused
by economic conditions. This risk would be considered a burden to the
Company.
The Company’s capacity expansion is under deliberate capital
expenditure plans, which focus on satisfying customer needs while
optimizing capital utilization. Disciplined capital expenditure can help to
develop a healthy industry environment.
The Company has set forth the Capital Budget Committee from 2013,
which comprises of members from the Company’s Independent
directors and non-executive directors. The Committee’s goal includes
review of the Company’s capital expenditure budget, with the intent to
strengthen long-term corporate strategy, financial planning and business
performance.
Risk and Response Measures of
Procurement Concentration
Risk of material shortage: for example, insufficient production capacity,
accident in the factory, or natural disaster could result in material
shortage.
Risk avoidance approach: currently UMC adopts a supplier self-
management mode, in that these materials are stored in the Company’s
and suppliers’ warehouses near UMC fabs. The safety inventory level
is increased to meet emergency demand and to shorten the emergency
response time in order to effectively reduce material shortage risk,
and the Company’s operation regulations are formulated according to
the four subjects of “Risk Assessment Operation,” “Operational Impact
Analysis Operation,” “Accident Response and Operation Sustainability
Plan” and “Emergency Material Procurement Operation.”
In addition, UMC has established alternative suppliers and regularly
implements evaluations of supplier capabilities, flexibilities and natural
disaster risk mechanisms that correspond to the production site.
Currently, there are no high risk incidents. In case of emergency,
the emergency response mechanism will be activated, and it will
be managed according to the “Accident Response and Operation
Sustainability Plan” and “Emergency Material Procurement Operation.”
Risks of Sales Concentration and
Response Measures
UMC has established long-term steady cooperation with multiple world-
class customers, and the long-term sustained growth of the Company
can be ensured by combining the competitive edges of UMC and these
customers. In 2020, the operating revenues of UMC’s top 10 customers
accounted for approximately 53.7% of UMC’s operating revenues. UMC
will continue to closely cooperate with customers who require advanced
and specialty processes, and provide customized solutions for specific
products and applications. UMC will continue to provide comprehensive
United Microelectronics Corporation | Annual Report 2020 Risk Management and Evaluation (Continue)
customer oriented pure-play wafer foundry solutions in order to expand
its customer base and improve product mix. The Company will further
enhance the flexibility of production capacity allocation to reduce the
impact of periodic demand fluctuations with the goal of mitigating risk.
Risk of Change of Control and Stock Price
Fluctuation from Large Scale Transfer of
Shares
If the Company’s directors or major shareholders holding more than
10% of issued and outstanding shares transfer a significant portion of
their shareholding in the Company, then a change of control may occur.
Furthermore, such transfer may give rise to investors’ concerns on
the operation of the Company and may cause the market price of the
Company’s shares to fluctuate.
The share withholding status of the Company’s directors and managers
have been reported based on official regulations and laws. Meanwhile,
there has been no significant share transfer activity.
Risk of the Company Losing One or
More Key Personnel Without Adequate
Replacement Due to any Change of
Company Control
UMC’s future success depends to a large extent on the continued
service of the Company’s chairman and key executive officers. If the
chairman or key executive officers leave their positions as a result of a
change in Company control, and qualified replacement personnel cannot
be found and integrated in a short period of time, operations may be
adversely affected.
The Company’s management focuses its operations with the intent
to maximize value for its shareholders, thus gaining their trust and
recognition. If there were a replacement of management, the succeeding
personnel would have to recognize corporate culture, be qualified to
assume professional duties, and be able to execute the Company’s
policy.
Litigation and Non-Litigation Incidents
On August 31, 2017, the Taichung District Prosecutors Office indicted
UMC based on the Trade Secret Act of R.O.C., alleging that employees
of UMC misappropriated the trade secrets of MICRON TECHNOLOGY,
INC. (“MICRON”). On June 12, 2020, an adverse ruling issued by the
District Court of Taichung in a suit alleged that UMC, two of its current
employees and a former employee engaged in the misappropriation of
trade secrets. The Company does not expect material financial impact
resulting from this claim. UMC appealed against the sentence.
On December 5, 2017, MICRON filed a civil action with similar cause
against UMC with the United States District Court, Northern District
of California. MICRON claimed entitlement to the actual damages,
treble damages and relevant fees and requested the court to issue an
order that enjoins UMC from using its trade secrets in question. UMC
has appointed counsels to prepare answers against these charges.
Currently the civil complaint has been stayed by the court.
On January 12, 2018, UMC filed three patent infringement actions
with the Fuzhou Intermediate People’s Court against, among others,
MICRON (XI’AN) CO., LTD. and MICRON (SHANGHAI) TRADING CO.,
LTD., requesting the court to order the defendants to stop manufacturing,
processing, importing, selling, and committing to sell the products
deploying the infringing patents in questions, and also to destroy all
inventories and related molds and tools. On July 3, 2018, the Fuzhou
Intermediate People’s Court granted preliminary injunction against the
aforementioned two defendants, holding that the two defendants must
immediately cease to manufacture, sell, and import products that infringe
the patent rights of UMC. The court approved withdrawal of one of the
patent infringement actions on our motion while the other two actions are
still on trial.
On November 1, 2018, the Department of Justice of the United States
(“DOJ”) unsealed an indictment against UMC, FUJIAN JINHUA
INTEGRATED CIRCUIT CO., LTD. (“JINHUA”), and three individuals,
including one current employee and two former employees of UMC,
alleging that UMC and others conspired to steal trade secrets of
MICRON, and used that information to develop technology that was
subsequently transferred to JINHUA. On the same day, the DOJ filed a
civil complaint enjoining the aforementioned defendants from exporting
to the United States any products containing DRAM manufactured by
UMC or JINHUA and preventing the defendants from transferring the
trade secrets to anyone else. Besides, UMC has suspended the joint
technology development activities with JINHUA. With respect to the
criminal proceedings, on October 22, 2020, UMC filed a sentencing
memorandum with the court, proposing to plead guilty to a lesser charge
and to pay a fine of US$60 million. On October 29, 2020, the court
approved the above-mentioned sentencing memorandum submitted by
UMC. The DOJ has dismissed its corresponding civil complaint. UMC
has recorded the fine in non-operating other losses.
On March 14, 2019, a putative class action styled Meyer v. United
Microelectronics Corporation and several executives, was filed under
Securities Exchange Act of 1934 and Rule 10b-5 in the United States
District Court for the Southern District of New York. The court appointed
a lead plaintiff and approved a lead plaintiff counsel on May 23, 2019.
On September 27, 2019, UMC received the service of plaintiffs’ amended
complaint and appointed counsels to prepare the relevant procedures.
Currently the mediation process has been completed and is now under
trial. The Company does not expect material financial impact resulting
from this claim.
Risks Relevant to Intellectual Property
UMC values technology development and respects intellectual property
rights, hence UMC develops independently to acquire intellectual
property rights actively and devotes itself to protecting its and its
business partners’ intellectual property rights. Although UMC dedicates
itself to enforcing and protecting intellectual property rights, it cannot
completely prevent its intellectual property rights which strongly related
to UMC’s business, such as process, technology, software, trade
secrets, or know-how from being infringed or misused by third parties.
In addition, responsibilities for some of the infringements of intellectual
property rights are strict liability and require no finding of mens rea or
intent, so when UMC independently develops the process, technology,
software, trade secrets or know-how required to engage in business, it
may infringe on third parties’ intellectual property rights unknowingly.
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Therefore, UMC may need to obtain technology or patent licenses
from third parties on reasonable terms. However, if UMC cannot obtain
the technology or licenses on reasonable terms, it may be accused of
intellectual property infringement by third parties or even receive an
injunction granted by the court on third parties’ motion for injunctive
relief, thereby jeopardizing UMC’s abilities to perform business contracts
and eventually leading to breach of contracts.
UMC’s ability to compete also depends on its ability to operate without
infringing on third parties’ intellectual proprietary rights. As is the
case for many companies in the semiconductor industry, UMC from
time to time receives letters from third parties asserting and alleging
infringement of some intellectual property rights of their technology.
Due to the rising of active Non-Practicing Entity (NPE), UMC expects
to receive similar letters in the future. Irrespective of the validity or the
successful assertion of such claims, UMC could incur significant costs
and management resources for defending these claims, which in turn
could seriously impair UMC’s business and operation.
In order to minimize the liabilities arising from third parties’ claims
alleging UMC’s manufacturing of semiconductor devices or designs of
UMC’s customers’ end products infringe on third parties’ intellectual
property rights, generally, UMC accepts orders only from companies
with satisfactory reputation and for products without potential
infringement risks. Furthermore, UMC also obtains indemnification rights
from customers and equipment vendors to hold UMC harmless from
any damages resulting from any suits or proceedings brought against
UMC alleging UMC infringes third parties’ intellectual property rights by
manufacturing products for customers or using equipment supplied by
vendors.
Risk of Climate Change
The Risk of Climate Change may Negatively Affect
UMC’s Business Operation
UMC actively focuses on the business operational concern of climate
change. The Company has developed the UMC Climate Change Risk
Assessment methodology based on the Fifth Assessment Report (AR5),
which is published by the Intergovernmental Panel on Climate Change
(IPCC), and the government's downscaling scenario projection for
identifying potential physical hazards under a climate change situation,
and ISO14090: Adaptation to Climate Change and the assessment
procedure in the UK Climate Impact Programme (UKCIP). Adaptation
and mitigation measures are developed in response to the identified
climate change risk.
The inevitable global carbon risk resulting from climate change will
not only bring rising manufacturing and transportation costs due to
increased prices for petroleum and electricity, but will also directly impact
the economy and the operation of enterprises from the perspectives of
energy tax, carbon tax, border carbon tariff, and stringent environmental
laws and regulations, and lead to additional investment costs. In addition,
UMC has also actively implemented measures in response to mitigate
the impact caused by climate change. For example, to reduce the
emissions from fluorinated greenhouse gases used in wafer foundries,
UMC was the first in the industry to complete a two-phase fluorinated
greenhouse gases replacement plan for all its fabs (by replacing C2F6
with C3F8 and C3F8 with C4F8) in order to greatly reduce greenhouse
150
gas emission and the impact of global warming. In the meantime, UMC
supported the EPA early reduction project and acquired a carbon
reduction allowance, thus successfully turning risk into competitiveness.
Facing the issues of global climate change and the management of
energy and greenhouse gases, in recent years UMC has been actively
drafting environmental protection objectives through various stages
and aspects and developed specific implementation plans for gradual
promotion.
Green Energy Policy may Cause Investment Pressure
and Unstable Power Supply Risks for Companies
In response to global climate change mitigation and adjustment actions,
the Taiwan government has announced its 2025 renewable energy goal
and asked enterprises that when their contract capacity with Taipower
company reaches 5,000 kW, 10% of the contract capacity must come
from renewable energy, such as solar energy, energy storage, renewable
energy voucher, or face a penalty. To adapt to the operational impact
resulting from regulatory compliance, UMC proactively plans different
solutions, such as installing renewable energy generating equipment
or energy storage equipment, or the purchase of vouchers. Estimated
annual amortization expense from increased operating costs or capital
expenditures will not exceed NTD 200 million. Also, even though the
percentage of installed capacity for renewable energy is gradually
growing according to Taipower’s website, there is a considerable
difference across 27GW targets. If the Taipower generators break down
and the renewable energy supplies are unstable during peak power
consumption periods, there may be a risk of power disruption due to
insufficient backup capacity. Therefore, UMC has provided UPS for
important production equipment, and plans to replace the existing lead-
acid batteries UPS with lithium ion batteries year by year to improve
supply stability. In addition, UMC has also established a diesel generator
safety inventory control mechanism... etc. to strengthen power supply
resilience.
Disaster Risk Management
As a leader in the semiconductor fabrication industry, UMC is fully
aware of the impacts of natural disasters and man-made accidents on
production and operation. Therefore, UMC has always faced disaster
risk management with an active attitude of prevention management,
and pursues the highest safety standards within the semiconductor
industry through stringent risk engineering control and implementation
management of safety regulations and standards.
Fire Safety
UMC has applied international standards, such as Factory Mutual (FM)
Insurance Company, Underwriters Laboratories Inc. (UL), National Fire
Protection Association (NFPA), and Semiconductor Equipment and
Materials International (SEMI) to building structure, equipment, and
risk engineering control and assessment, and the company regulations
have been formulated to serve as definite requirements. UMC is also the
only company in the semiconductor industry with its own fire brigade. In
addition to being equipped with professional fire engines and fire rescue
equipment, the fire brigade normally conducts professional training to
teach emergency response capabilities to employees, while having the
ability to respond onsite in case of disaster.
United Microelectronics Corporation | Annual Report 2020 Risk Management and Evaluation (Continue)
Protection Against Natural Disaster
UMC has actively planned and established a complete and sound
disaster risk management response procedure. It has worked with
world-renowned structure consultation companies specialized in
responding to earthquake disaster, such as EQE (EQE International Inc.)
and JENSEN HUGHES to include seismic safety of buildings, factory
facilities, pipelines, and production machines into the design criteria at
the preliminary stage of fab construction. There are plans for continuous
improvement of older fabs built prior to 1999. In February 2016, an
earthquake of Richter scale magnitude 6.6 took place in southern
Taiwan, registering close to 6 at UMC’s Fab 12A in Tainan Science
Park. However, hardware loss was rather moderate compared to other
companies in the industry, which was an indication of the effectiveness
of UMC’s seismic design. In addition, UMC has continued to introduce
new seismic protection technologies, including anti-earthquake damper
for buildings and seismic isolation platforms for reticle stocker and
furnace and the establishment of an onsite earthquake early warning
system for further enhancement of personal safety and reduction of risks
associated with losses of machine and equipment due to earthquake.
Responses to Extreme Weather
UMC has always been concerned about the possible impacts from
extreme weather. The Company has completed flood potential
simulations for fabs in Taiwan since 2014, and conducted hardware
improvement to strengthen the flood control capacity of Fab 12A. UMC
was also the first in this industry to develop an early warning system
to detect water shortage that is integrated with quarterly long-term
weather forecast data to provide the prediction of water conditions in the
coming three months so that water saving measures can be conducted
in advance. Moreover, Taiwan is facing the most serious water shortage
condition in 56 years. To respond to the possibility of stricter water
measures being imposed in the near further, UMC has prepared
supplementary water resources by contracting with water trucks and
sources, and will align with the reclaimed plant construction schedule
by the Water Resources Agency, Ministry of Economic Affairs to use
reclaimed water in the plant. The estimated additional cost for 20% water
supply restriction will be about NTD 3 million/day.
Safety Protection of Process Equipment
Safet y, Health, and Environment al Protection St andards of
Semiconductor Manufacturing Equipment (SEMI S2) is the primary
international standard for UMC to establish the mechanism for review
of new machines and company regulations. The “UMC Process
Equipment ESH Procurement Specifications” has been introduced at
the procurement stage. The safety of machines can be under effective
control with the machine specifications compliance review before
machines are moved in and machine installation inspection after
machines are moved in.
International Risk Rating (Triple-Star Rating System)
UMC introduced the Triple-Star Rating System in 1998, and the
Company has since invited international insurance company AIG
(American International Group) to conduct risk audits so that UMC could
continuously enhance fab protection level in order to be in compliance
with international standards and to maintain the commitment level
of Highly Protected Risk (HPR) for our customers and the insurance
market. Aside from some items in older fabs, the ratings of all other fabs
are maintained at the highest level.
Business Continuity Management (BCM)
UMC recognizes that pursuing the sustainable operation of its organization
actually means providing strategic customers and important stakeholders
with continuous services. Therefore, the highest mission of the Company
is to provide customers with diversified, high quality, and uninterrupted
wafer foundry services.
In 2013, UMC was the first in the industry to be granted the ISO22301
Business Continuity Management System Certificate issued by SGS
Taiwan Ltd., for both its Hsinchu HQ and Fab 12A. In 2016, Fab 12i in
Singapore was granted ISO22301 Business Continuity Management
System Certificate after only its first evaluation. In 2019, Hsinchu HQ,
Tainan Fab 12A, and Singapore Fab 12i passed the 3-year review cycle
by BSI (British Standard Institution) to extend the validity of certification.
Under such operation and maintenance mechanism, UMC will continue
to review, refine, and ensure the maintenance and recovery of the highest
operational objectives upon occurrence of disaster or impact in order to
protect the rights and interests of customers and stakeholders.
Business Continuity Policies
• The highest purpose of the Company’s sustainable operation and
management is to provide customers with diversified, high quality,
and uninterrupted wafer foundry services while continuously pursuing
partnerships with its customers.
• UMC will implement the operation of the business continuity
management organization and conduct business impact analysis
and risk assessment when the business environment changes, so
that sustainable operation strategies and objectives can be formulated
and secure resources can be obtained for such implementation with
continuous review and refinement.
• In case of disaster or impact, UMC will invest sufficient resources
according to its business continuity strategies in order to maintain and
restore optimal operations. The C ompany will keep good
communications with, fight for and protect the rights and interests of
its customers and stakeholders.
Enterprise Information Security Risk
Management
Risk Management Organization
In 2018, UMC established the “Enterprise Risk Management Committee”
to collaborate with key organizations in the Company’s risk management
and control to jointly examine and manage internal and external risks.
In the same year, UMC established the “Corporate Security Division”
responsible for the Company’s information security and physical
security planning and related audit matters, which works together with
the “Information Technology Division” to further strengthen information
security.
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Information Security Policy
UMC’s information security policy is based on the guiding principle:
“To establish Information Security Management rules in accordance to
customer requirements, to reach a consensus that information security
is everyone’s responsibility through full awareness, to protect information
Confidentiality, Integrity, Availability for the Company and Customer, and
to provide a safe production environment to ensure sustainable operation
of the Company’s business.” The major information security objectives
are aimed at antivirus, anti-intrusion and anti-leakage through the
building of multiple internal controls such as firewall, intrusion detection
and antivirus systems to enhance the Company’s ability to defend against
external attacks. Also, with the support of top management and through
regular education and training programs, security operation/awareness
is tightly involved and seamlessly integrated into every employee’s daily
work.
Establish Enterprise Risk Management System
According to the Enterprise Risk Management Committee management
procedure, UMC assesses the risk level of information security, takes
response actions, and regularly reviews effectiveness.
UMC complies with multiple ISO certification standards as a means
of achieving risk-oriented management and inspection purposes in
the areas of quality, environment, water resources, carbon footprint,
green energy, etc. Related information security certifications include
ISO15408, ISO22301 and ISO27001. The Company has also established
corresponding risk management committees to promote standardization
processes and reduce the risk to business operations. Please refer to
the Company website for related certification information. https://www.
umc.com/en/Download/awards_and_certificates
Assessment of Information Security and Cyber Risks
UMC puts particular emphasis on preventing information security and
cyber risks, and builds a complete multi-layer defense mechanism
including firewall, intrusion detection, antivirus system, vulnerability
scanning, patch management procedure and penetration testing,
etc. In 2019, UMC also leveraged an international professional
security company’s resources to help on inspecting the robustness
of overall security as a trusted third party verifier and a basis for
further improvement. The summary of the annual information security
assessment is as follows: “Overall, UMC has implemented an information
security management system. According to this system and control
measures, conventional malicious programs such as attacks by viruses,
Trojans, worms and external hackers will not easily damage UMC’s
information system.”
Information Security Management System
UMC is listed on NYSE and complies with the Sarbanes-Oxley Act
(SOX 404) for internal key financial processes. The Company intends
to strengthen information security by introducing ISO27001 information
security management system certification, so that information systems
can be operated under standard management procedures to reduce
security risk and production anomalies that may be caused by human
error. Continuous improvement of PDCA is then carried out through
annual recertification.
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In 2014, a cross-division security committee was established. Based on
the need to produce secure products like smart card ICs, the Company
decided to introduce ISO15408 (CC, Common Criteria) certification. The
certification is specifically designed for secure production procedures not
only in data receiving, processing and destroying but also higher physical
access control request for securing entire production line purposes.
Continuous improvement of PDCA is then carried out through biennial
recertification.
The Arrangement of the Security Insurance
In view of recent reports about data leakage, virus infection and hacking
events in Taiwan and the world, together with the ransomware incident
of a peer semiconductor manufacturer’s information system in August
2018 which caused billions of NT dollars in operational disruption (BI,
Business Interruption), the worldwide security threat has been drastically
intensified. There is no guarantee that enterprises will not become the
target of attack even if they already have good security protection in
place. UMC’s strategy is to adopt cyber security insurance as a new
option for partly transferring and mitigating the risk. This insurance
has been in effect since Jan. 2019 with a retroactive option that can
trace back stealth threats existing in the enterprise before the effective
implementation date. Initial insurance amount is set to be USD 10 million
and covers all UMC fabs in Taiwan and Singapore. In the future, they will
be reviewed annually to protect the Company from potential losses in the
event of a cyber attack.
The Impact of Major Security Incidents and
Corresponding Response Measures
UMC had a major WannaCry ransomware incident in 2016, causing 42
Servers/PCs/NBs used in the OA area to be infected and needing to be
re-built. Fortunately, due to early detection and proper handling, it did
not spread to production line computers. This is considered a relatively
serious virus incident within recent years. In addition to immediately
upgrading to a new version of antivirus software with behavior-based
detection capability and implementing strict information device in/out
management, the Company policy also requires that production line
computers update critical patches to defend against such worm-type
viruses that may attack system vulnerabilities. Another countermeasure
is to set the Access Control List (ACL) in production line networks to
grant necessary access between equipment tools, which can block
viruses from spreading and limit them to a small extent of impact. After
the virus incident in August 2018, SEMICON TAIWAN formed a task
force that included UMC to co-study equipment information security
standards and responsibly contribute as a local enterprise.
In short, the current security risks disclosed by UMC in this annual
report should be supplemented with a famous quote from the information
security industry: “There is no such thing as 100% security.” While new
attack techniques are constantly introduced, defense systems are faced
with a zero-day attack limitation. Past defense achievements do not
necessarily mean or guarantee that anomalies will not happen in the
future.
Enterprises must keep pace with the times to face the ever-changing
and growing information security threat. Information security has a long
way to go and requires continuous improvement. UMC will uphold the
values of “Customer-orientation, Integrity, Innovation, Accountability,
United Microelectronics Corporation | Annual Report 2020 Risk Management and Evaluation (Continue)
Efficiency” as its corporate culture and well fulfill “due care/due
diligence” management responsibilities to provide customers with a
secure production environment to reduce operational risk and reward
shareholders with the highest possible investment value.
Tension in Political or Economic Relations
Between Major International Countries;
the Potential Impact on the Investment
and Operation of the Company and
Corresponding Measures.
Internationally, due to political or economic tensions between major
countries, national power has been exerted to penalize specific entities
or even trigger a trade war. The main methods include raising tariffs,
embargoes, policy interventions, government subsidies, etc., which may
have an impact on the company's investment and operations. It also
affects revenue, delivery, and goodwill. For example, a sharp increase
in tariffs in importing countries may drive up end-market prices, thereby
reducing consumer purchase demand and further reducing UMC’s
customer orders; The United States Export Control Act regulates that
if those whose content originating from the United States exceeds a
certain ratio, their products may not be exported to specific countries.
This may affect UMC's direct or indirect supply to specific customers;
restrictions on the export of high-tech materials may affect UMC's
production, resulting in failure to deliver on time and damage to goodwill.
UMC's countermeasures include:
1. Increasing the diversification of customers’ region and product
application. Besides cautiously facing existing business in North
America and the Asia Pacific regions, UMC also aggressively expands
its business from other regions such as Europe and Japan. In addition
to the company’s original business in server, automotive and industrial
applications, UMC also has active efforts aimed at expanding its
opportunities in 5G, IoT, AI, etc.
2. Monitoring and evaluating the impact of external changes (including
global regulations, politics, economic conditions, etc.) on the Company's
business (raw materials, customer demand, etc.) and taking necessary
risk response measures. In practice, a raw material supply chain
tracking mechanism is established, and the legal compliance response
system is strengthened. Through a more accurate grasp of the country's
component ratio of the raw materials, UMC can analyze the possible
impacts and respond in a timely manner.
The Impact of Talent Retention and
Training & Development on the Company’s
Operations and Corresponding Practices.
At UMC, employees are considered the most important asset and the
foundation of sustainable operations. External labor market competition
and the attractiveness of salary conditions have caused staff turnover,
so the failure to effectively maintain and extend experience has potential
risks to the company’s operations.
Regarding talent retention and training & development practices,
UMC provides a comprehensive learning environment for employees
to improve the skills and expertise of their colleagues. The Company
focuses on “talent attraction, cultivation, and retention” as the key goals
of training & development, while continuously improving the quality
and effectiveness of training, cultivating talent to meet the needs of the
organization, and ensuring the continuation of experience. Meanwhile,
UMC also pays attention to external market salary information and
provides competitive salary and welfare conditions to achieve the
Company’s sustainable operation goals.
The Impact of Contagious Diseases
on the Company’s Operations and
Countermeasures
Any outbreak of infectious diseases, such as coronavirus (COVID-19),
Ebola, bird flu, swine flu, or severe acute respiratory syndrome (SARS),
can affect staff attendance and even affect company operations. For
example, the outbreak of the coronavirus pandemic since the end of
2019 is still spreading globally, adversely affecting the world's economic
conditions and the stability of the supply chain. It is estimated that the
epidemic will not be alleviated within a short time period. The impact of
emergency control measures taken by governments to curb the spread
of the epidemic will continue, which may expose UMC to relevant risks,
including: unstable sales activities and customer orders, reduced plant
operations and labor, international travel and communication difficulties,
limiting transnational cooperation projects, etc. In addition, if any
employee is suspected or diagnosed with an infectious disease, the
company may need to quarantine these employees or close the relevant
workplace to temporarily suspend some or all production operations.
The company pays attention to the potential risks of various contagious
diseases and tracks their dynamic changes. UMC established its
coronavirus epidemic control and response center in January 2020 to
coordinate relevant information and resources usage, including:
1. Daily review for conditions of production impact, supply chain
management, epidemic prevention strategies and action preparation,
etc.
2. Defined clear stages of infectious disease disaster management and
prepared response measures in advance according to the situation
of each stage, and launched corresponding activities in accordance
with epidemic development. For example: reduce human infection and
production impact (for detailed related measures, please refer to UMC
CSR report); increase buffer inventory, find and expedite the verification
of second suppliers to reduce material shortages; reduce the operation
impact of specific fabs by cross-plant products and order adjustment and
transfer.
Up until February 2021, the epidemic has not had a significant impact on
the Company's operations. At the same time, UMC has also noticed that
the epidemic seems to have a medium to long-term impact on certain
industrial environments, such as structural changes in market demand
and the global supply chain. The Company will maintain a positive and
cautious attitude and continue to pay close attention to and respond to
the risks and opportunities associated with the pandemic.
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Other Significant Risks
None.
Note: The analysis and valuation of Risk Items shown above include the data
during 2020 and as of the Annual Report Printing Date.
Other Necessary Supplements
None.
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United Microelectronics Corporation | Annual Report 2020
Social Responsibility
156 Description of Corporate Social Responsibility
158 About Social Charity
162 Environmental Protection, Safety and Health
Management Instructions
155
Social Responsibility
Description of Corporate Social Responsibility
To fulfill corporate social responsibility and facilitate economic,
environmental and social progress for the purpose of achieving
sustainable development, UMC has formulated and complies with its
Corporate Social Responsibility Practice Principles.
Currently, through the Corporate Sustainability Committee, UMC keeps
abreast of relevant domestic and international standards in corporate
social responsibility and changes in the corporate environment. UMC
regularly reviews and improves its corporate social responsibility
practices, systems and management policies to improve the
effectiveness of its corporate social responsibility implementations.
In 2020, UMC was awarded with multiple honors related to corporate
social responsibility, including being listed as a FTSE4Good Emerging
Index component and FTSE4Good TIP Taiwan ESG Index component,
and earning the Taiwan Corporate Sustainability Report Award, Green
Chemical Application and Innovation Award, Green Procurement Award,
Occupational Safety and Health Award, and Enterprises Environmental
Protection Award. Meanwhile, UMC has been listed as one of the Dow
Jones Sustainability World Index for 13 consecutive years. DJSI is one
of the most credible international corporate sustainability evaluation
tools, so this is an indication that UMC’s sustainability performance has
been recognized by the international investor sector as a global leading
enterprise.
In addition to continuous dedication to this industry, the self-expectation
of UMC is to become a green giant within the semiconductor industry.
Energy saving and carbon reduction is a long-term undertaking, in
which UMC is an advocator of low carbon innovation and provider of low
carbon solutions as well as an implementer of low carbon actions. UMC
established the Fluorinated Greenhouse Gases Reduction Work Group
as early as 1999 in response to global warming, and it achieved its 2000
voluntary reduction goal outlined by Taiwan Semiconductor Industry
Association ahead of schedule. On Earth Day (April 22) in 2000, UMC
was the first in the industry to announce a “Climate Change Policy” and
“UMC’s Low Carbon Commitment” as the highest guidelines in response
to climate change.
In 2013, UMC started an early reduction project for carbon reduction
allowance approved by the EPA, which was based on the company’s
carbon reduction achievements for more than a decade. UMC completed
the first carbon trade recognized by Taiwan’s EPA in 2014, which
can be regarded as an important milestone for the domestic carbon
156
trading market. The income from this carbon trade was used for the
environmental protection fund. Meanwhile, the “UMC Eco-Echo Ecology
Preservation Hope Project” was activated to work with The Society of
Wilderness to promote the Sauter's frog habitat preservation action
in Hsinchu, where UMC’s HQ is located, as an effort for contributing
to environmental sustainability. In 2016, UMC extended the spirit of
this project and launched the UMC Eco Echo Award. It has collected
outstanding projects and creative ideas for a friendly environment via
the execution and selection of the Eco Echo Award in order to urge more
people to join this environmental protection effort. By 2020, more and
more enterprises were participating in the care for local Taiwan ecology;
in terms of society, UMC also provides disadvantaged organizations with
energy saving and carbon reduction services through its energy saving
service team in the three aspects of energy conservation and safety
counseling, technical information on energy resources and engineering
improvement in order to fully utilize corporate resources in response to
global warming.
UMC has also actively promoted clean production and green
product management. In 2006, the Company was the first among all
semiconductor makers in the world to complete third party verification
audit of its Hazardous Substance Process Management (HSPM)
system, and UMC became the first company in the world to acquire
QC-080000 IECQ HSPM certification for all fabs. In 2009, it completed
the first “product carbon footprint” verification of IC wafers according
to the International Carbon Footprint Standard PAS2050. In 2010,
UMC completed the “product water footprint” verification of IC wafers
according to the Business Water Footprint Accounting criteria of the
non-profit international organization “Water Footprint Network.” As an
important milestone for development of green production, these results
can also provide complete, scientific, and reliable product information as
the basis for self-review and continuous improvement. In 2017, UMC took
the initiative to launch the Triple R Major League project. UMC expects to
cooperate with suppliers to promote measures for energy and resource
reuse, recycling and reducing to achieve green products with lower
environmental impact. On the other hand, UMC has also established a
supplier management strategy to strengthen the economic, social and
environmental performance by implementing supplier sustainability
assessments, on-site audits, and coaching improvements and tracking to
create a positive influence and enhance sustainable competitiveness of
the overall supply chain.
Furthermore, UMC referenced the nature of its businesses as well as the
5 key principles of AA1000 SES (Stakeholder Engagement Standard) to
identify the major stakeholders and formulated a management system
for the identification of and communication with various stakeholders.
In accordance with the materiality principle, UMC conducts impact
assessments of environmental, social and corporate governance
issues related to the company's operations every year, and formulates
corresponding improvement measures and plans. At the same time, the
results were disclosed through the corporate social responsibility reports
and company websites.
UMC’s Corporate Social Responsibility Report issued in 2020
was composed by referring to the Global Reporting Initiative (GRI)
Standards, and the content of this report was verified by a third party
according to “Account Ability 1000 Assurance Standard.” In the same
year, the Corporate Social Responsibility Report published by UMC
was awarded the Taiwan Corporate Sustainability Report Award for the
United Microelectronics Corporation | Annual Report 2020 Description of Corporate Social Responsibility (Continue)
13th consecutive year. These honors and recognitions indicate that,
after long-term dedication to corporate social responsibility, UMC’s
actions, transparency and completeness of information disclosure have
all reached the international level, such that it has become a global
benchmark enterprise.
Structure of UMC’s Corporate Social Responsibility
Organization
UMC’s Corporate Sustainability Committee was established in April
2008. This is an important milestone of UMC’s implementation of social
responsibility and direction towards the road to sustainability, and it also
represent UMC’s focus on corporate social responsibility and resolution
of promoting relevant measures. This committee is the highest level
organization within UMC in charge of sustainable development and
formulation of directions and objectives of corporate social responsibility
for the entire company. The performance and objective achievement will
be reviewed regularly by the chairman and committee members, and
the representative of this committee will report to the board of directors
annually on the effectiveness and plan of promotion, and important
issues and responsive measures that stakeholders are concerned about.
There are seven sub-committees under the Corporate Sustainability
Committee, which are Corporate Governance Committee, Customer
Relationship Management Committee, Supplier Management
Committee, Innovation Technology Committee, Human Rights and
Social Participation Committee, Environment Committee, and Green
Manufacturing Committee. Their functions are described below:
Corporate Governance Committee
Helps strengthen the function of the Board and shareholder equity,
integrates related regulations and policies of relevant departments, and
helps complete and implement the Company’s internal control system
to ensure information transparency and disclosure, and compliance with
regulations.
Customer Relationship Management Committee
Refines customer service and quality control, improves service quality
and customer satisfaction, and protects customer interests and relevant
trade secrets.
Supplier Management Committee
To establish a protective environment and emphasize the obligation to
society, labor rights, security and health while pursuing the goal of a
continuously evolving supply chain, this sub-committee develops long-
term partnerships with vendors for quality, cost leadership, delivery,
service/response, and sustainability.
Innovation Technology Committee
Promotes green product research and development and innovations, and
leads in cutting-edge green technology.
Human Rights and Social Participation Committee
Responsible for protecting the basic rights of employees and promoting
communication with outside communities and society. Integrates the
UMC Science and Culture Foundation, and with a focus on education,
arts, sports, public service and environmental protection, strives to
promote technological research and development cooperation, long-
term educational assistance, arts and sports activities and other social
welfare events.
Environment Committee
Promotes company-wide environmental, safety and health, energy, water
and greenhouse gas emission management to enhance sustainable
competitiveness.
Green Manufacturing Committee
Promotes company-wide green processes, such as hazardous materials
management and increases in resource productivity.
The organizational structure of Corporate Sustainability Committee is as
shown below:
Board of Directors
Corporate Sustainability Committee
Sustainability Office
Green
Manufacturing
Committee
Environment
Committee
Human Rights and
Social Participation
Committee
Innovation
Technology
Committee
Supplier
Management
Committee
Customer
Relationship
Management
Committee
Corporate
Governance
Committee
157
Social Responsibility About Social Charity
•UMC Science and Culture Foundation
Established in 1996, the UMC Science and Culture Foundation has been
promoting social charity for many years. Currently, the focus is long-
term educational assistance, and encouraging colleagues to serve as
volunteers to participate in various public welfare activities. Summary of
key implementations in 2020:
•Spreading the Seeds of Hope and Cultivate Future
Competitiveness
During its 25th anniversary celebration in 2005, UMC launched the
Spreading the Seeds of Hope Project, an educational program that
provides after-school tutoring for children from disadvantaged families.
It is hoped that through the long-term sponsorship and adoption of
enterprises and calling on scientific and technological people to show
love, students from disadvantaged families can receive better education
and cultivate their future competitiveness, so as to escape the cycle of
poverty. This project is funded by the foundation. Cooperative units in
Hsinchu and Tainan provide venues as supplementary classrooms, hire
college students as part-time supplementary teachers, and provide free
tutoring for students who are economically disadvantaged and need to
strengthen their schoolwork. For more than ten years, this program has
not only been a lesson plan, but a public welfare platform that connects
social volunteers and college students to serve with actions.
•Supporting Diverse Education Programs
In order to encourage young people to learn through different ways of
thinking, the Foundation has long supported the Youth Performing Arts
Alliance to guide high school students to understand society through
drama creation.
In 2020, under the epidemic situation, there were still 30 teams
participating in the drama festival activities. The love of drama was
conveyed through online courses and live broadcasts. It was art
education as well as citizenship and life education.
In addition, the long-term exclusively sponsored program “Whatever
Makes Sense for Voice of IC Teacher Hung Lan,” discussions are based
on brain science research and audience opinion on parent education,
and the vast influence of media is used to jointly create smart living with
the audience to exert the positive influence of the media.
In physical education, the foundation has long supported the Nantou
Karate team led by coach Huang Taiji and Liao Delan to cultivate
children from disadvantaged families in Taiwan to practice karate. Over
the years, it has achieved two Asian Games gold medals and more
than ten presidential education award winners. UMC’s 40th anniversary
Sports Family Day specially invited the players to perform the opening
act, which echoed the corporate activities, and also allowed colleagues
to see the results of the players’ hard work.
Reading is another window of learning. The Foundation has long
sponsored the Mandarin Daily newspaper education project. In 2020,
it sponsored a total of 27 class reading projects in 18 elementary
schools to provide students with broader reading resources. At the
same time, it also links newspapers into the company to hold book fairs
and newspaper reading promotion, so that colleagues are informed of
another good media for parent-child learning.
Another long-term sponsorship plan is to donate a total of 110 school
children to adopt a family, so that family functions will not be affected
due to economic factors and children can have a more normal family
education. In addition, colleagues are also linked to serve as letter-care
volunteers to give care and encouragement to adopted children. One of
158
the simplest concepts of companionship, the program connects love and
hope.
In 2020, the Foundation invested for the first time in the “Seeing
Hometown” aerial photography project for rural school children. This
project was initiated by Professor Su Wenyu from the Love of Self-Made
Learning Association of the Republic of China. It is hoped that students
from rural areas who are relatively lacking in educational resources will
learn about their hometown, learn to use images to record hometown
stories, and develop a deeper sense of identity with their hometown. The
foundation mediated the long-term cultivation of Yanzhou Elementary
School in Pingtung County to participate in the project, and used video
works to tell stories about their hometown with 6 other primary and
middle school teams at the results presentation.
For more information on charity events, please refer to the UMC
Science and Culture Foundation webpage.
•UMC LOHAS Education Foundation
“UMC LOHAS Education Foundation” was established in 2009, and has
continued to promote national sports and social welfare over the years
and has operated its own recreation center in the Hsinchu Science Park.
At present, it focuses on providing a good sports environment for citizens
and employees in the park, and assists in handling various activities in
the park and the city government.
Summary of key implementation outcomes in 2020:
•Free Consultation for Health Promotion
Recreation center provides free exercise knowledge training on site or
over the phone. Professionals in the gym teach how to use retraining
equipment and help answer any questions about exercise. In addition,
the recreation center provides body composition analysis. The machine
can analyze body composition in a comprehensive manner, such as
body fat rate, muscle mass, basal metabolic rate, etc. Professionals
introduce the meaning of the measured data and exercise suggestions
to users, and establish correct exercise information. Through the stable
operation of the sports hall, a safe and modern sports environment is
provided for citizens and park employees, and a healthy sports concept
is introduced.
•Sponsoring the Activities of the Hsinchu City Education
Office
The Education Department of Hsinchu City Government organizes
International Parent-Child Day and Grandchildren’s Day activities, and
UMC LOHAS Education Foundation assists in the promotion of local
educational activities. In 2020, UMC LOHAS Education Foundation
sponsored 1,000 gifts and provided gifts for citizens after they passed
the game. UMC supported the management of public welfare activities,
providing resources and achieving social resource sharing and
integrating resources to maximize their effectiveness.
•Sponsoring the Park Cup Sports Events
Combined with the Science Park Bureau, government and schools
to handle the Park Cup of table tennis games and badminton games,
the UMC LOHAS Education Foundation sponsors free venues and
admission fees to promote the sports habits of the employees in the
Hsinchu Science Park, promote a healthy workplace, and activate the
atmosphere of the Hsinchu Science Park through passionate sports
competitions.
United Microelectronics Corporation | Annual Report 2020 About Social Charity (Continue)
•Handling Health Promotion Public Welfare Education
Lectures
UMC LOHAS Education Foundation handles sports experience courses
for sports leisure and health promotion, and invites employees and
citizens of the park to participate for free. During the activity, the coach
leads the trainees in basic core training exercises to achieve muscle
relaxation, body balance, and lower body fat while promoting health
through sports promotion and encouraging citizens, community residents
and employees in the park to develop the habit of regular exercise,
and through healthy body formation and positive emotional training, to
promote physical, mental and spiritual balance, and effectively improve
people’s quality of life.
•Promoting UMC Volunteer Culture
At present, a large group of eager UMC volunteers has spontaneously
formed the Candlelight Club for community services. The volunteer
climate has gradually expanded to various clubs. UMC is passionate
about public charity. The Company recognizes the limited resources
of organizations for the disadvantaged and their great need for energy
conservation and carbon reduction. Therefore, in 2015, UMC began
forming the Energy Conservation Service Team, which was officially
launched in 2016. The volunteer team comprises of experts in energy
conservation, water conservation, air conditioning, lighting and fire
prevention, and focuses on prioritizing the disadvantaged, energy
conservation and safety, feedback and improvement. Based on these
positions, the volunteer team provides organizations for disadvantaged
groups with energy and safety diagnostics, and funding for immediate
improvement projects.
Charity services provided by clubs and the Energy Conservation Service
Team in 2020:
Clubs
Services
Candlelight Club Charity bazaars (Holiday Bazaar, St. Joseph Social
Welfare Foundation, Eden Social Welfare Foundation)
Fundraisers (Mennonite Social Welfare Foundation,
St. Joseph Social Welfare Foundation, Children Are Us
Foundation)
Ukelele Club
Teaching (Nan-he Elementary School, Fu-sing Elementary
School and Xin-xing Elementary School in Hsinchu County)
Free performances (Hsinchu National Taxation Bureau
Awards Ceremony, Hsinchu City Mid-Autumn Festival in
Jiangong Community, Rebirth Etude Second-hand Charity
Sale )
UMC Drum Club Charity performances (St. Joseph Social Welfare
Foundation Garden Party, Saint- Hsin after-school)
Music Fellow
Club
Energy
Conservation
Service Team
Free performances (L’arc Hotel Second-hand Market
Activities, STSP Bureau Love-month Activity, Fab 12A
Christmas Activities)
Taoyuan Bade Disabled Nursing Home, Catholic Missionary
Sisters of Mary and Francis-Miracle Home, St. Raphael
Opportunity Center, Bethlehem Foundation, St. Joseph
Social Welfare Foundation.
•Semiconductor programs for cultivating Taiwan’s high-
tech talent
With the mission of cultivating Taiwan’s high-tech talent, UMC not only
invests in developing and improving the company’s existing talent, but
also in cultivating seed talent for Taiwan’s semiconductor technology
through early contact. The semiconductor process practicum courses
in National Kaohsiung University of Science and Technology, National
Central University and Chung Yuan Christian University are taught by
experts from UMC for early cultivation of semiconductor seed talent
at the university stage so that young students can acquire deeper
semiconductor knowledge and skills in their studies. Furthermore, they
can better dovetail into their subsequent workplace development and
actively integrate their knowledge into their career, thereby achieving
talent cultivation for Taiwan’s semiconductor industry.
In addition, UMC collaborates with National Cheng Kung University,
National Tsing Hua University, National Chiao Tung University and
National Sun Yat-sen University on advanced technology R&D and
projects. The research scope includes artificial intelligence algorithms,
micro-sensors and actuators, machine learning algorithms, deep
learning and wafer defect detection, etc., to achieve the most effective
industry-university cooperation for integrating theory and practice.
Summary of key implementation outcomes in 2020:
Key Items
Outcome
Industry-University
Collaboration
National Kaohsiung
University of Science
and Technology, National
Central University,
Chung Yuan Christian
University industry-
university courses on
semiconductors
Nano Generation course
at National Cheng Kung
University
Campus
Cultivation
Domestic and Overseas
Summer Internship
Offered semiconductor
processing practicum
courses in 2020. About 260
students enrolled.
Offered an introductory
course on Semiconductor
Processing in the Nano
Generation at National
Cheng Kung University in
2020. About 243 students
enrolled.
Provide a specific number
of internship opportunities
each summer vacation. In
2020, a total of 16 interns
were recruited.
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Key Items
Outcome
Key Items
Outcome
Campus
Cultivation
National Cheng Kung
University Career Advisor
Program
In its collaboration
with key schools in
recent years, UMC
offers career seminars
and career coaching
programs to help
students understand the
future pulse from the
perspective of industrial
professionals. Moreover,
based on student traits
and learning, the career
coaches provide career
plan suggestions to
help students find
career paths that are
appropriate for them.
With National Cheng
Kung University as
an example, UMC
has been providing
career coaching for
9 years, with more
than 200 students
from the university
participating each year,
and the program is still
being implemented. In
addition, students are
assisted with resume
writing to help them
discover their strengths,
sell themselves in their
resume and capture the
attention of companies
and executives. At the
same time, colleagues
from National Taiwan
University, National
Tsing Hua University
and National Chiao
Tung University have
their colleagues serve
as career counselors
to provide professional
counseling to their
students.
Collaborated with
Southern Taiwan
University of Science
and Technology,
National United
University, Da-Yeh
University, National
Kaohsiung University of
Science and Technology,
National Formosa
University, National
Yunlin University of
Science and Technology
and I-SHOU University
to provide student
internship opportunities
at UMC. In 2020, a
total of 30 interns were
accepted.
Provide enterprise visitation
opportunity for schools.
In order to cooperate with
the anti-epidemic policy
in 2020, only National
Cheng Kung University
Nano Program Class and
Kaohsiung University of
Science and Technology
Semiconductor Process
Class were provided. About
140 students enrolled.
Employed students who
are disabled for work study.
Strengthened campus
talent recruitment and
encouraged disadvantaged
students to actively learn.
Since the program began in
2013, a total of 152 students
with physical disabilities
were provided with work
study opportunities, and in
2020, 24 students were still
employed.
Helped arrange a series
of brand image cultivation
activities, including book
discussion, career sharing,
internship cooperation, and
exhibits for semiconductor
display. In 2020, 11 book
discussion sessions were
held, with a total of more
than 1,029 participants.
Campus
Cultivation
Equipment Intern
Enterprise Visitations
Campus Ambassador for
disabled students
Campus relationship
development (including
technical career lectures)
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United Microelectronics Corporation | Annual Report 2020 About Social Charity (Continue)
Key Items
Outcome
Summary of donations in 2020:
Social Participation
UMC
National Tsing Hua University
UMC Science and Culture Foundation
Donated to the 10th UMC Operation
Management Thesis Award.
Taiwan Chess Academy Cultural Foundation
Chinese Professional Go Association
The National Cheng Kung University
academic funding for Nano-IC
Engineering
Taipei Awakening Association
Green Award prizes
Taiwan Semiconductor Industry Association
Environmental Protection Fund
National Taiwan University
Donated to Bethlehem Foundation
Catholic Jesuit Hsinchu Social Service
Center
Donated to VLSI Design/CAD Symposium
Catholic Missionary Sisters of Mary and
Francis-Miracle Home
St. Raphael Opportunity Center
St. Joseph Social Welfare Foundation
GLO Leadership Training Summit
Kaohsiung Cit y Cerebral Palsy
Association
In NTD
Amount
75,030,000
10,000,000
3,800,000
2,500,000
2,500,000
2,000,000
1,000,000
1,000,000
525,626
500,000
257,145
114,555
100,000
98,795
91,980
88,830
12,302
1,575
Total
99,620,808
Campus
Cultivation
PTP Prospective Talent
Program
Advanced Intelligent Elite
Development (AIED)
The early contact and
agreement with prospective
talent on campus enhances
connection and interaction
with targeted talent. The
broadening UMC PTP also
expands the image and
influence of UMC. Since
UMC began recruiting
outstanding talent in
2013, 4,910 students have
been recruited and 1,331
prospects are still in school.
To acquire higher quality
employees, campus
relationships and the
connection and interaction
with outstanding equipment
talents are systematically
established. Recruitment for
outstanding talent began in
2018, and 4,238 students
have attended in AIED
campus briefings, recruiting
a total of 1,291 members.
•UMC Social Participation
Committed to the core philosophy of “people-orientation and co-
prosperity with society,” UMC fulfills its corporate social responsibility
according to the concept of LOHAS (Lifest yle of Health and
Sustainability). UMC believes that the success of a company not only
requires personal diligence, but also the support of a harmonious society
for it to flourish and develop robustly. Therefore, since its establishment,
UMC has declared itself a public instrument in its long-term management
policy, and is committed to giving back to society. Therefore, in addition
to their commitment to the Company’s business growth, the “Happy
Employees” of UMC are also enthusiastic about social charity. To
encourage employee participation in charity, UMC provides Charity
Leave for employees to participate in volunteer services.
UMC has always been wholehearted in social charity, and continues to
donate money to cultural, educational and academic units. Recipients
include groups such as National Tsing Hua University, UMC Science
and Culture Foundation, UMC Operation Management Thesis Award,
National Cheng Kung University academic funding for Nano-IC
Engineering, Taiwan Semiconductor Industry Association Environmental
Protection Fund, Green Award prizes, VLSI Design/CAD Symposium and
GLO Leadership Training Summit as well as charity events.
In the days to come, UMC will remain dedicated to its philosophy of
receiving from and giving back to society by supporting social charity.
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Social Responsibility Environmental Protection, Safety and Health Management
Instructions
In terms of environmental protection, safety and health, UMC has set the
objective of zero pollution and zero incidents to become an enterprise
of sustainable development; in addition to being in compliance with
and exceeding the requirements of environmental safety and health
laws and regulations, the Company utilizes advanced environmental
protection, safety and health, risk and disaster rescue technologies to
actively enhance environmental protection and safety aspects based on
a forward-looking vision. UMC has also continued with environmental
safety and health education and advocacy for all its employees and
encouraged active participation in related activities to strengthen the
environmental safety and health belief and habits of all employees
through subtle influence.
ESH Management System
UMC’s ESH management system is established according to ISO14001
and ISO45001 standards. It is intended to integrate daily management
with total quality management (TQM) activities such that the ESH
management plan can be integrated with actual fab operation in order
to achieve the effectiveness of implementation. As for various ESH risks
of company operation, the possible impacts of various activities (from
Achievement Status of UMC’s Important ESH Objectives/Targets in 2020:
the use of raw materials to the generation of waste) on the environment
and all company employees will be evaluated via a systematic approach.
As for the items which could result in major environmental impact,
the management and reduction will be applied via the assessment/
replacement/reduction approach for raw materials, control and reduction
of process pollution source, effective treatment of end-of-the-pipe
pollution, and residual by-product reclamation. In terms of safety and
health, UMC will start with management of equipment, chemical,
and operation safety in order to maintain the safety and health of all
employees.
In order to achieve the objective of sustainable development, the
Company has set clean production and zero incident as the promotion
direction of environmental protection and safety and health. Every
year UMC will set the objectives and targets of the ESH management
system in coordination with the Company’s operation direction, and
each fab will launch various plans for reducing environmental impact
and strengthening safety and health in order to continuously improve
company performance of environmental protection and safety and health
management.
Objective
Target
Achievement Status
Eliminating major accidents and continuously
promoting “Safety First. No Compromise on
Safety. Safety Is Above Production”
Promoting green management Green 2020
project to reduce the Company’s impact on the
environment
1. Zero Serious occupational safety incidents
Zero occupational safety incidents throughout the year
2. Fewer than 9 minor (or above) accidents
A total of 9 incidents throughout the year
The target of 2020 was achieved
To reduce water, electricity, and waste by 10% over the
base year by 2020.
1. Water Usage: 10% reduction (Intensity)
2. Electricity Usage: 10% reduction (Intensity)
3. Waste Generation: 10% reduction (Intensity)
Note: the base year is 2015
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United Microelectronics Corporation | Annual Report 2020 Environmental Protection, Safety and Health Management Instructions (Continue)
Environmental Protection
Greenhouse Gas Reduction and Management
Facing the issues of climate change and worsening global warming,
UMC has already prepared and implemented responsive strategies.
It set up the “Fluorinated Greenhouse Gases Reduction Work Group”
in 1999 to be dedicated to the research and promotion of reduction of
fluorinated greenhouse gases. It formulated the “UMC Climate Change
Policy” in 2000 as the highest guiding principle of the Company in
response to climate change.
The major reduction plans with respect to fluorinated greenhouse gases
to be promoted include:
• Measuring the utilization rates of process tools using fluorinated
greenhouse gas and the destruction and removal efficiency of
its emissions control technologies to be fully aware of the machine
performance and to improve those with poor performance.
• Implementing survey and assessment of the consumption amount for
fluorinated greenhouse gases in order to understand the greenhouse
gas emission volume of each process tool.
• Carrying out a research project on alternative gas to reduce the
consumption of process gasses that contribute to global warming
potential (GWP) via source improvement.
• As for the new fluorinated greenhouse gas emissions control
technologies, the selection, assessment, and investment have been
applied for the installation of high performance fluorinated greenhouse
gas abatement systems in order to reduce the emission of fluorinated
greenhouse gases year by year.
In 2007 and 2011, UMC led the industry in completing the 2-Phase
fluorinated greenhouse gases replacement plan (replacing C2F6 with
C3F8 and replacing C3F8 with C 4F8) for the entire company, thus
greatly reducing greenhouse gas emissions and its impact on global
warming. After years of effort, UMC has achieved the objectives of the
“Carbon Reduction 333” project and the “369+ Energy and Resources
Productivity Enhancement Project” in 2012 and 2015, respectively. The
company has also formulated the “Green 2020” project to commit to
goals of 10% water saving, 10% power saving, and 10% waste reduction
in the future based on more stringent self-requirement standards and
more active spontaneous actions. At this stage, our GHG Offset Project
has passed EPA review in 2020, according to Taiwan's voluntary GHG
reduction incentive program to apply for carbon credits. UMC estimates
it can build 10 years of carbon assets totaling more than 2.2 million tons.
Energy Saving Management
The use of energy will consume the Earth’s resources, and it will
also generate carbon dioxide resulting in the greenhouse effect. To
reduce the environmental impact of the greenhouse effect, UMC has
set annual goals and plans to reduce greenhouse gas emission. In
addition to constant evaluation and introduction of various energy
saving technologies, UMC will carry out energy saving plans for relevant
facilities in order to directly and effectively reduce the Company’s energy
consumption. In addition, UMC has promoted the implementation of
energy saving management plans for offices and public areas together
with advocacy activities and educational training in order to enhance the
concepts and habits of all employees with regard to energy saving and
greenhouse gas reduction.
Water Resources Saving and Management
For more effective utilization of limited water resources, UMC formulated
its “Water Management Policy and Commitment” in 2015. From the
perspectives of introduction of water resources risk management system,
development and application of diversified water resources, supply chain
cooperation, and strengthening of water resources education, UMC will
continue to promote various water saving measures, actively enhance
water efficiency, and introduce new water saving technology in order to
promote the emphasis and saving of water resources. According to the
fab construction schedule, the fab water recycling rate and process water
recycling rate of all fabs are superior to the standard set by the Science
Park Bureau. The water saving measures for general water consumption
include the adoption of water-efficient taps, rainwater interception
for landscape watering, and water conservation of air conditioners
and kitchens. In addition to internal water resource assessment and
management and active promotion of water conservation, the Company
also serves as a representative in industrial unions & associations. The
Company cooperates with the government and industrial peers in water
resources communication and exchange counseling.
Waste Management and Resource Recycling
Management
UMC’s waste management is established on an economic and
effective waste management mechanism to achieve the objectives
of safe, healthy and harmless resource utilization. The strategies
include total amount reduction, recycling and reuse of resources, and
waste management. UMC has always adhered to the belief of green
production while promoting waste and resource recycling management.
On one hand it has reduced the generation of waste through process
improvement, raw material reduction and source management; on the
other hand it has actively promoted waste recycling and reuse to replace
the existing end-of-the-pipe treatment mode and to convert garbage
into useful resources. In addition to reducing the resources and cost
of waste treatment, the Company hopes to help alleviate increasingly
serious environmental problems. Finally, in terms of waste management,
manpower will be dedicated to regular auditing of the Company’s waste
disposal service provider and tight control of waste destination while
selecting the optimal waste disposal approach.
Pollution Emission and Control
End-of-the-pipe treatment has been regarded as the last resort in
recent years. In terms of pollution control, in addition to development of
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Environmental Protection, Safety and Health Management Instructions (Continue)
required technologies in response to new environmental protection laws
and regulations or standards, UMC has also considered the tolerance
and interaction of the overall environment to apply self-management
and constantly introduces high performance pollution prevention
technologies and equipment. All pollution prevention equipment are
operated and maintained by professional work teams, and the operation
status of all pollution prevention equipment is monitored by a central
system with shifts covering 24-hours to ensure emission quality.
Environment-related Data Disclosure
UMC is committed to the spirit of initiative, openness, transparency
and quality, and publicly discloses its management of environment-
related information. At present, UMC has set 2025 management targets
for important indicators such as greenhouse gas emissions, electricity
consumption, water consumption, waste generation and volatile organic
compound emissions. At the same time, UMC also disclosed the data of
the last 5 years in the corporate social responsibility report and through
third-party verification to confirm the latest information and verify the
reduction outcome every year. The annual information for 2020 will be
verified by third party inspection and publicly disclosed before June
2021.
UMC was also invited to par ticipate in the international CDP
organization's climate change and water security disclosure project,
and further disclosed the identification results of risks and opportunities
and related management information. In 2020, UMC's water security
disclosure was awarded the Leadership band, and climate change
disclosure was awarded the Management band. It shows that UMC
has been recognized by international investment institutions for its
sustainable information disclosure.
Other Environmental Management Plans
Over the years, UMC has continued with its effort in environmental
protection by constantly introducing various environmental management
tools such as environmental management system, product life cycle
assessment, and environmental accounting. The hope is to achieve the
substantial objectives of environmental improvement and reduction of
environmental impact via the environmental management approach, and
spontaenous and continuous improvement.
UMC was aware of the green wave coming from the international
environmental protection trend and customer demand as early as 2003,
and began the promotion of the green supply chain management system
and became a SONY Green Partner in the same year. To date, the
Company has continuously passed re-verification, indicating that UMC’s
hazardous substance management effectiveness has been recognized
by customers. In 2006, UMC was the first among global semiconductor
manufacturers to complete the hazardous substance process
management (HSPM) system audit and to be granted the recommended
registration. UMC has also become the first semiconductor manufacturer
in the world to have all fabs granted with the QC-080000 IECQ HSPM
certificate.
In addition, for laying the foundation of green product, process and
design, UMC has actively implemented comprehensive carbon/water
management plans. In September 2009, it completed the world’s
first “Product Carbon Footprint” and EPD (Environmental Product
Declaration) verification for IC wafers, and obtained the independent
verification statement issued by a third party to become the first
semiconductor company in Taiwan to independently and completely
calculate and verify the product carbon emission information. In 2000,
it was the first in the industry to complete the water footprint verification
of 8-inch and 12-inch fabs. With the important operational belief of
symbiosis with a sustainable environment, UMC has provided its
comprehensive green production system plans to help its customers
produce environmental friendly, high quality products. The completion of
carbon footprint, water footprint, and environmental product declaration
indicates that UMC has tracked and monitored the information of various
environmental impacts during the IC wafer manufacturing process
through rigorous systems with international certification, and helped
customers completely construct the environmental information of green
product and supply chain. This also specifically demonstrates UMC’s
active undertaking of social responsibility.
In the future, UMC will more aggressively promote the green
supply chain project based on carbon footprint, water footprint,
and Environmental Product Declaration to help customers produce
green products with lower environmental impact and to enhance the
sustainable competitiveness of the entire supply chain.
Safety and Health
Promoting the Culture of Individual Occupational Safety
The analysis of the causes of domestic and foreign accidents has
revealed that 90% of them are due to “Human Factors,” such that the
safety of personal behavior has a more profound impact on the safety
of the organization. Therefore, UMC is dedicated to promoting the
safety and health culture of “Individual Occupational Safety.” Starting
from “Pay attention to your own safety and care about other’s safety”
and “Occupational safety is everyone’s responsibility” and under the
declaration and leadership of the chairman, UMC has introduced the
safety thinking mode, and established complete communication and
proposal channels so that employees can express their opinions and
receive professional response and assistance, implement safety and
health protection work, and continuously enhance the quality of the work
environment. It is expected that UMC can become the global role model
of safety and health.
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Safety and Health Management
By law, all UMC fabs have formulated labor safety and health
management plans every year, and the contents include:
• ESH Risk Assessment
Ever since the founding of the Company, UMC has been introducing
various methods for risk assessment of the Company’s processes,
equipment, and chemicals. UMC has also tried to reduce the occurrence
of accidents and environmental pollution caused by process and
equipment though engineering improvement and process replacement.
As for the safety and health risk, UMC has divided them into preliminary
review, change review, and regular review. As for the execution of
preliminary review, in addition to using a simple risk matrix for selecting
operating activities with higher risks to carry out improvement and
management, UMC has also conducted the review and risk reduction of
hazardous workplace with respect to the items listed in the Hazardous
Workplace Review and Inspection Rules.
As for the environmental and safety and health risks caused by change
of equipment, and introduction of new chemicals and new machines,
the assessment should be carried out according to the rules of change
review. In addition to managing these according to domestic laws
and regulations, the specification requirements of safety facilities
and environmental protection of equipment and chemicals should be
specified according to international standards, so that the ESH impacts
can be minimized at the beginning of such change.
In addition to the aforementioned preliminary review and change review,
the ESH risk assessment will be conducted again for all operations ever
three years, and the operation items with increased risk levels must be
examined to see if there is a need for improvement.
• Management of Machine, Equipment, or Appliance
In addition to being in compliance with domestic standards, such as
CNS (Chinese National Standards) and safety standards for machine,
equipment, and appliances, the machines used by UMC must
come with the reports (provided by the equipment supplier) meeting
the semiconductor manufacturing equipment safety, health, and
environmental protection standard (SEMI S2) formulated by international
semiconductor equipment and material organizations. If there is any
non-conforming item, it must be improved before entry into the fab. After
fab entry, the water, electrical, gas, and chemical use safety inspection
must be conducted according to different stages of machine installation
before these machines can be used.
During machine operation and maintenance, employees should receive
the educational training of the machine operation and be in compliance
with the operation rule. Unless there is approved application and
adoption of alternative safety measures, it is prohibited to disable the
safety interlock device of the machine in order to avoid any significant
occupational incident.
• Management of Hazardous Chemicals
UMC has a hazardous chemical management strategy. All chemicals
entering UMC must comply with the strategy and strict safety review
mechanisms before they can be used in UMC.
UMC's sound chemical management process meets regulatory
requirements. In addition to labeling and training by law, the exposure
risk assessment method should be introduced and the chemical risk
level and classification management measures should be established in
order to reduce the exposure hazard risks to workers.
The working environment monitoring should be conducted every
six months according to the Rules for Implementation of Working
Environment Monitoring. The effective sampling strategy should be
formulated, and the monitoring results should be verified by statistical
analysis tool to ensure the exposure situation of every similar exposure
group and to protect the health of employees.
There are toxic gas detectors distributed in the working environment
in the fab for early control of trace gas leaks with timely warning and
automatic broadcasts to notify employees to evacuate to designated safe
areas.
• Procurement Management and Contractor
Management
UMC has specified the safety and health rule of procurement in the
operation regulation of the Company’s procurement department. The
raw materials suppliers will be requested to conduct labeling, production,
and transportation according to domestic laws and regulations, and
there will be regular audits of suppliers to ensure that there will not be
any safety or health or environmental protection accident that would
cause abnormal supply.
As for the contractor management, the active and effective management
approach should be adopted to prevent contractors from accidents. In
addition to carrying out qualified contractor evaluation and formulating
“Notices of ESH Contractor” to be signed by the person in charge of the
contractor, all workers entering the fab should receive UMC’s “Contractor
ESH Educational Training.” In addition, the “Contractor Work Place
Hazard Notification and Agreement Meeting” should be completed for
all contractors entering the fab. A complete online application system
should be established for effective control of construction application
and the management before, during, and after the construction. In
addition to requesting the contractor to assign onsite supervisory
personnel, a safety agreement meeting should be convened every
day before construction. During the construction period, occupational
safety personnel should conduct frequent audits in addition to the onsite
supervision by the responsible department in order to ensure that all
operations are in compliance with safety regulations.
• Formulation of Safety and Health Operational
Standard
UMC has formulated the safety and health protection standard which
is applicable to the entire company, and each operational department
should formulate operational standards for different operations according
to company regulation. The content should include: operating procedure,
operation inspection and regular inspection items, protective equipment
to be used, and operation frequency.
In addition to being in compliance with the operational standard, all
employees should pay attention to the unsafe behaviors of others and
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offer reminders at the work place according to the spirit of individual
occupational safety in order to achieve the optimal effect of personal
discipline control.
• Regular Inspection, Key Points Inspection, Operation
Inspection, and Onsite Walkthrough
Regular and key points inspections should be arranged for various
facilities and operations according to laws and regulations, and operation
inspections should be conducted regularly by employees in charge of
facilities and operations.
In addition to the matters specified by laws and regulations, supervisors
at all levels and occupational safety personnel should arrange regular
and irregular onsite walkthroughs and audits. The deficiencies of audits
should be tracked by computer system, and these cases can only be
closed after the improvement is completed.
• Safety and Health Educational Training
The safety and health education and training of UMC are divided into
three categories depending on the nature of the work:
- General safety and health education and training for the entire
company.
- Factory area safety and health education and training organized by
each Fab.
- Safety and health education and training formulated by each
department depending on its characteristics.
“Safety First; Safety Is Above Production!” is UMC's commitment to its
employees, and is also the basis for UMC to carry out the planning and
implementation of necessary safety and health education and training for
its work and hazard prevention operations. Based on the organizational
structure of UMC, the general training courses for the entire company;
the factory area training courses for each fab; and the specific training
courses for each department were formulated, allowing the employees
to develop a safety culture, raising their awareness in work safety,
and reducing accidents caused by unsafe behaviors. In addition to the
planned courses, topic-based training courses for specific events or
major cases are also conducted on a rolling basis from time to time. For
instance, the “executive safety culture seminars” for senior executives,
the “supervisor safety awareness courses” for specific departments, and
the professional trainings carried out by external occupational safety
and health experts and scholars for UMC’s occupational safety and
health management personnel were organized in 2020. In 2020, a total
of 2,082 sessions of education and training were conducted, with 38,776
participants completing the training. The offered education and training
also include e-learning courses, allowing employees to acquire safety
and health knowledge without being limited by schedule of the physical
courses.
• Management of Personal Protective Equipment
UMC establishes management procedures based on the type of the
hazards and provides adequate personal protective equipment (PPE)
for workers to use. The condition of PPE is regularly checked, and the
supervisors and occupational safety personnel also occasionally inspect
the use of PPE.
• Health Examination, Health Management, and Health
Promotion Matters
UMC values employees as the most important asset of an enterprise.
Only employees that are healthy both physically and mentally can
provide highly efficient and high quality work performance. Therefore,
over the years UMC has been dedicated to creating a work place that
can contribute to physical, mental, and spiritual health. In addition to
helping employees with comprehensive health management and health
promotion, care has been extended to employees’ families, hoping to
achieve the goals of work moral and work quality enhancement.
• Collection, Sharing, and Utilization of Safety and
Health Information
The collection and sharing of company safety and health information are
conducted via diversified modes. Domestic and foreign safety and health
regulations are collected and reviewed by the Risk Management and
Safety and Health Division, which will suggest to carry out the proposal
within the Company to be approved by the ESH Committee. The external
major accidents and safety and health news will be advocated to
employees via CSR newsletter or BBS within the Company. The safety
and health advocacy posters will be put on occupational safety bulletin
boards in all fabs frequently. In addition, communication channels such
as ESH mailbox and ESH proposal systems have been established on
the Company’s intranet website for employees to reflect opinions or
problems related to safety and health management.
• Emergency Response Measures
In order to allow employees to be equipped with the knowledge and
skills of immediate disaster relief upon occurrence of any accident, all
employees must take basic fire-fighting, safety and emergency response
courses arranged by the Company every 5 years. These courses cover
fire safety, disaster response, and actual operation of fire extinguishers,
and all employees are expected to be equipped with such skills. In
addition, an emergency response team (ERT) is formed in every fab, and
the members of this team should receive various emergency response
trainings and regular rehearsals with respect to various accidents in
order to strength the disaster response skills of ERT members and to
achieve the objective of protection and control at the initial stage of
disaster.
• Statistical Analysis of Occupational Incidents
As for occupational incidents that take place at the work place, in
addition to regular summaries and reports, every accident must be
registered in the accident report and investigation system to be tracked.
In addition to the investigation of accident causes and improvement and
prevention, accident prevention should be included as the Company’s
objective and target of safety and health management. Various activities
must be promoted in order to achieve accident reduction and safety
enhancement.
• Safety and Health Management Record, Performance
Review, and Rewards
For facilitating management, in addition to written records, UMC has
established multiple computer systems as an aid for safety and health
166
United Microelectronics Corporation | Annual Report 2020
Environmental Protection, Safety and Health Management Instructions (Continue)
management, such as an automatic inspection system, ISO14001 and
ISO45001 management systems, accident report and investigation
system, and walkthrough report system. In addition to facilitating data
inquiry by employees, the tracking of preventive management measures
should also be strengthened.
For the performance of safety and health management, in addition to
management review meetings regularly convened in each fab and for
the entire company to review the objectives and targets, occupational
competitions will be arranged in each fab, and all active occupational
management indicators should be included as the evaluation items
for individuals and departments. The departments with outstanding
performances should be rewarded, and the selection of outstanding
occupational safety achievement will be arranged every year in the
Company to encourage the active improvement of safety and health
in the work environment and the exchange of safety and health
improvement matters among different fabs. These will also contribute
to the promotion of individual occupational safety and reduction of
accidents.
Granted Awards of Safety and Health and Environmental
Protection
UMC has been devoted to the promotion of environmental protection and
labor safety and health. In addition to being dedicated to achieving the
international level of risk control and environmental protection and safety
and health management performance, UMC’s various ESH management
behaviors have also been well received by competent authorities and
among peers.
The awards granted to UMC in 2020 are as shown below:
• “National Enterprise Environmental Protection Award” by the
Environmental Protection Administration of Executive Yuan, R.O.C.
(Fab 12A, Fab 8S)
• “Green Chemical Application and Innovation Award” by the
Environmental Protection Administration of Executive Yuan, R.O.C.
• “The Best Participation of Green Procurement for Enterprises” by the
Environmental Protection Administration of Executive Yuan, R.O.C.
• “Green Factory” by the Industrial Development Bureau, Ministry of
Economic Affairs, R.O.C. (Fab 8F)
• “Business with Outstanding Environmental Protection Performance”
by the Southern Taiwan Science Park Bureau, Ministry of Science and
Technology, R.O.C. ( Fab 12A II)
• “Outstanding Occupational Safety and Health Unit” by the Southern
Taiwan Science Park Bureau (Fab 12A)
• “Outstanding Occupational Safety and Health Unit” by the Hsinchu
Science Park Bureau, Ministry of Science and Technology, R.O.C.
(Fab 8S)
167
Social Responsibility
Special Disclosures
Issuance of Private Placement Securities
169 Summary of Affiliated Enterprises
181
181 Acquisition or Disposal of UMC Shares by Subsidiaries
181 Other Necessary Supplements
181 Disclosures of Events Which May Have a Significant
Influence on Stockholders’ Equity or Share Price,
in Compliance with Item 3, Paragraph 2 in Article 36 of
the Securities and Exchange Law of the R.O.C.
168
United Microelectronics Corporation | Annual Report 2020
Summary of Affiliated Enterprises
Affliated Organization Chart
United Microelectronics Corp.
UMC Group（USA）
100.00%
United Microelectronics
（Europe）B.V.
100.00%
UMC Capital Corp.
100.00%
TLC Capital Co., Ltd.
100.00%
Soaring Capital Corp.
100.00%
Unitruth Advisor
(Shanghai) Co., Ltd.
100.00%
Fortune Venture Capital
Corp.
100.00%
UMC Korea Co., Ltd.
100.00%
Tera Energy
Development Co., Ltd.
100.00%
Everrich Energy
Investment (HK) Limited
100.00%
Everrich (Shandong)
Energy Co., Ltd.
100.00%
Green Earth Limited
100.00%
United Microchip
Corporation
100.00%
United Semiconductor
(Xiamen) Co., Ltd.
47.02%
UMC Investment
（Samoa）Limited
100.00%
Wavetek Microelectronics
Corporation
81.40%
Wavetek Microelectronics
Investment (Samoa)
Limited
100.00%
Wavetek Microelectronics
Corporation（USA）
100.00%
Best Elite International
Limited
100.00%
Infoshine Technology
Limited
100.00%
Oakwood Associates
Limited
100.00%
HeJian Technology
(Suzhou) Co., Ltd.
99.9985%
UnitedDS
Semiconductor
(Shandong) Co., Ltd.
100.00%
United Semiconductor
(Xiamen) Co., Ltd.
20.74%
United Microtechnology
Corporation
（California）
ECP Vita Pte. Ltd.
UMC Technology Japan
Co., Ltd.
100.00%
100.00%
100.00%
Omni Global Limited
100.00%
Sino Paragon Limited
100.00%
United Semiconductor
Japan Co., Ltd.
100.00%
Note: UMC holds 80.75% of Wavetek Microelectronics Corporation (Wavetek); Fortune Venture Capital Corp. holds 0.65% of Wavetek, and the comprehensive shareholding
ratio is 81.40%.
169
Special Disclosures
Summary of Affiliated Enterprises (Continue)
Basic Data of Affiliated Enterprises
Name of Corporation
Date of
Establishment
Address
UMC Group（USA）
1997.08.11
United Microelectronics
（Europe）B.V.
1989.05.23
UMC Capital Corp.
2001.01.16
UMC Korea Co., Ltd.
2013.04.12
TLC Capital Co., Ltd.
2005.10.14
488 De Guigne Drive, Sunnyvale,
CA 94085, USA
De Entree77, 1101BH,
Amsterdam Zuidoost,
The Netherlands
190 Elgin Avenue, George Town, Grand
Cayman, Cayman Islands
1117, Hanshin Intervally 24,
322, Teheran-ro, Gangnam-gu,
Seoul, Korea
5F, No.17, Lane 120, Neihu Road Section 1,
Taipei, Taiwan 114, R.O.C.
In NTD
Capital
Major Business /
Production Items
486,122,625
IC Sales
114,608,397
Marketing support activities
2,119,360,882
Investment holding
13,805,000
Marketing support activities
4,001,671,030
Venture capital
Fortune Venture Capital Corp.
1993.09.21
5F, No.17, Lane 120, Neihu Road Section 1,
Taipei, Taiwan 114, R.O.C.
4,017,344,480
Consulting and planning for
venture capital
Green Earth Limited
2009.09.09
Maystar Chambers, P.O. Box 3269,
Apia, Samoa
UMC Investment（Samoa）
Limited
2011.03.30
Maystar Chambers, P.O. Box 3269,
Apia, Samoa
29,988,444,000
Investment holding
43,519,120
Investment holding
ECP Vita Pte. Ltd.
2012.05.10
8 Marina View, #09-05 Asia Square Tower
one, Singapore 018960
266,166,000
Insurance
Soaring Capital Corp.
2008.03.25
Level 2, Lotemau Centre,
Vaea Street, Apia, Samoa
27,351,000
Investment holding
Unitruth Advisor
(Shanghai) Co., Ltd.
2008.10.16
No.1468,Nanjing Road West,Suite 2908
Shanghai,China
23,659,200
Investment holding and
advisory
Tera Energy Development Co., Ltd. 2011.07.19
1F., No.1, Jinshan 8th St., Hsinchu, Taiwan
30080, R.O.C.
186,550,910
Energy technical services
Everrich Energy Investment (HK)
Limited
2009.12.16
Room 2702-03, CC Wu Building,302-8
Hennessy Road, Wanchai, Hong Kong
25,988,211
Investment holding
Everrich (Shandong)
Energy Co., Ltd.
2009.11.02
Entrepreneurship Service Center, Building
4, Torch City, High-tech Zone, Jining City,
Shandong Province, China
22,180,500
Solar engineering
integrated design services
170
United Microelectronics Corporation | Annual Report 2020 Summary of Affiliated Enterprises (Continue)
Name of Corporation
Date of
Establishment
Address
Wavetek Microelectronics
Corporation
Wavetek Microelectronics
Investment
(Samoa) Limited
Wavetek Microelectronics
Corporation（USA）
2010.10.18
2013.08.28
2013.09.26
Best Elite International Limited
2001.07.12
Infoshine Technology Limited
2002.02.12
Oakwood Associates Limited
2002.02.12
HeJian Technology
(Suzhou) Co., Ltd.
UnitedDS Semiconductor
(Shandong) Co., Ltd.
2001.11.23
2014.03.25
Omni Global Limited
2013.07.02
United Microtechnology
Corporation（California）
United Semiconductor
(Xiamen) Co., Ltd.
2014.12.10
2014.10.01
United Microchip Corporation
2015.02.04
UMC Technology Japan Co., Ltd.
2016.04.01
3F.,No. 10, Innovation 1st Road,
Hsinchu Science Park, Hsinchu County,
Taiwan, R.O.C.
Le Sanalele Complex, Ground Floor, Vaea
Street, Saleufi, Apia, Samoa
488 De Guigne Drive, Sunnyvale,
CA 94085, USA
P.O. Box 957, Offshore Incorporations Centre,
Road Town, Tortola, B.V.I.
P.O. Box 957, Offshore Incorporations Centre,
Road Town, Tortola, B.V.I.
P.O. Box 957, Offshore Incorporations Centre,
Road Town, Tortola, B.V.I.
In NTD
Capital
Major Business /
Production Items
1,834,121,130
Sales and manufacturing of
integrated circuits
50,833,500
Investment holding
1,774,440
Marketing service
7,067,465,873
Investment holding
10,469,196,000
Investment holding
10,469,196,000
Investment holding
No. 333, Xinghua Street, Suzhou Industrial
Park, Suzhou,Jiangsu Province 215025, China
13,480,730,005
Sales and manufacturing of
integrated circuits
21th Floor, Artificial Intelligence Building,
Hanyu Finance Valley, Jingshi Road, Jinan,
Shandong Province, China
Maystar Chambers, P.O. Box 3269,
Apia, Samoa
488 Deguigne Drive, Sunnyvale,
CA 94085, USA
128,580,000
Design support of
integrated circuits
130,160,000
Investment holding
29,574,000
Research & development
No. 899, Wan Jia Chun Road, Xiang An,
Xiamen, Fujian Province, China
58,708,745,084
Sales and manufacturing of
integrated circuits
Suite 102, Cannon Place, P.O. Box 712 North
Sound Rd., George Town, Grand Cayman,
KY1-9006
2000, Mizono, Tado-cho, Kuwana-shi, Mie,
Japan
29,874,878,250
Investment holding
4,830,000
Semiconductor
manufacturing technology
development and
consulting services
83,204,400
Investment holding
Sino Paragon Limited
2016.06.06
Maystar Chambers, P.O. Box 3269,
Apia, Samoa
United Semiconductor
Japan Co., Ltd.
2014.09.18
2000, Mizono, Tado-cho, Kuwana-shi, Mie,
Japan
2,760,000,000
Sales and manufacturing of
integrated circuits
Note: The data is dated December 31, 2020
171
Special Disclosures Summary of Affiliated Enterprises (Continue)
Data for Common Shareholders of Treated-as Controlled Companies and Affiliates
None.
Business of United Microelectronics Corporation (UMC) and Its Affiliated Enterprises
The business of UMC and its affiliated enterprises includes semiconductor wafer manufacturing, electronics, optronics, investment activities, insurance,
and trade.
172
United Microelectronics Corporation | Annual Report 2020 Summary of Affiliated Enterprises (Continue)
Directors, Supervisors and Presidents of Affiliated Enterprises
Name of Corporation
Title
Name or Representative
Shareholding
UMC Group （USA）
Director
Jason Wang
United Microelectronics
（Europe）B.V.
Director
Chitung Liu
Director
Stan Hung
Director
Jason Wang
UMC Capital Corp.
Chairman
Stan Hung
Director
SC Chien
Director
Jason Wang
Director
Chitung Liu
Director
Chih Chiang Peng
UMC Korea Co., Ltd.
Director
Carissa Tseng
TLC Capital Co., Ltd.
Chairman
United Microelectronics Corporation
Representative:Stan Hung
Director
United Microelectronics Corporation
Representative: SC Chien
Director
United Microelectronics Corporation
Representative: Jason Wang
Director
United Microelectronics Corporation
Representative: Chitung Liu
Director
United Microelectronics Corporation
Representative: Chih Chiang Peng
Supervisor
United Microelectronics Corporation
Representative: Jinhong Lin
Shares
－
－
－
－
－
－
－
－
－
－
400,167,103
－
400,167,103
－
400,167,103
－
400,167,103
－
400,167,103
－
400,167,103
－
%
－
－
－
－
－
－
－
－
－
－
100.00
－
100.00
－
100.00
－
100.00
－
100.00
－
100.00
－
173
Special Disclosures Summary of Affiliated Enterprises (Continue)
Name of Corporation
Title
Name or Representative
Shareholding
Fortune Venture Capital Corp.
Chairman
United Microelectronics Corporation
Representative: Stan Hung
Shares
401,734,448
－
Director
United Microelectronics Corporation
401,734,448
Representative: SC Chien
－
Director
United Microelectronics Corporation
401,734,448
Representative: Jason Wang
－
Director
United Microelectronics Corporation
401,734,448
Representative: Chitung Liu
－
Director and
President
United Microelectronics Corporation
401,734,448
Representative: Chih Chiang Peng
－
Supervisor
United Microelectronics Corporation
401,734,448
Green Earth Limited
Director
Chitung Liu
Representative: Bellona Chen
－
－
%
100.00
－
100.00
－
100.00
－
100.00
－
100.00
－
100.00
－
－
UMC Investment（Samoa）Limited
Director
United Microelectronics Corporation
1,520,000
100.00
ECP Vita Pte. Ltd.
Director
Chitung Liu
Director
Bellona Chen
Director
Vic Yen
Director
Sofia Wang
－
－
－
－
－
－
－
－
174
United Microelectronics Corporation | Annual Report 2020 Summary of Affiliated Enterprises (Continue)
Name of Corporation
Title
Name or Representative
Shareholding
Soaring Capital Corp.
Director
TLC Capital Co., Ltd.
Unitruth Advisor (Shanghai)
Co., Ltd.
Director
Chih Chiang Peng
Shares
900,000
－
%
100.00
－
Tera Energy Development Co., Ltd.
Chairman
Fortune Venture Capital Corp.
18,655,091
100.00
Representative: Chih Chiang Peng
－
－
Director
Fortune Venture Capital Corp.
18,655,091
100.00
Representative: Su Ying Shih
－
－
Director
Fortune Venture Capital Corp.
18,655,091
100.00
Representative: Jinhong Lin
－
－
Supervisor
Fortune Venture Capital Corp.
18,655,091
100.00
Representative: Tachih Lung
－
－
Everrich Energy Investment (HK)
Limited
Director
Tera Energy Development Co., Ltd.
750,000
100.00
Director
Jinhong Lin
Everrich (Shandong)
Energy Co., Ltd.
Executive
Director
Chih Chiang Peng
Supervisor
Su Ying Shih
－
－
－
－
－
－
175
Special Disclosures Summary of Affiliated Enterprises (Continue)
Name of Corporation
Title
Name or Representative
Shareholding
Wavetek Microelectronics Corporation
Chairman
United Microelectronics Corporation
Representative: M C Lai
Shares
148,112,434
－
Director
United Microelectronics Corporation
148,112,434
Representative: G C Hung
－
Director
United Microelectronics Corporation
148,112,434
Representative: Sherry Chang
Supervisor
Chih Chiang Peng
Wavetek Microelectronics Investment
(Samoa) Limited
Director
M C Lai
Wavetek Microelectronics Corporation
(USA)
Director
Mao Jwo
Best Elite International Limited
Director
Chau-Shen Yu
Director
Jeremy Wang
Director
Eric Chen
Director
Jinhong Lin
Infoshine Technology Limited
Director
Chau-Shen Yu
Oakwood Associates Limited
Director
Chau-Shen Yu
－
15,001
－
－
－
－
－
－
－
－
%
80.75
－
80.75
－
80.75
－
0.00
－
－
－
－
－
－
－
－
176
United Microelectronics Corporation | Annual Report 2020
Summary of Affiliated Enterprises (Continue)
Name of Corporation
Title
Name or Representative
Shareholding
HeJian Technology (Suzhou)
Co., Ltd.
Chairman
Chau-Shen Yu
Director and
General Manager
M C Gao
Director
Chitung Liu
Director
M C Lai
Director
Jinhong Lin
Supervisor
Angel Sun
Supervisor
I Cheng Lu
Supervisor
Yann Wei Chen
UnitedDS Semiconductor(Shandong)
Co., Ltd.
Executive
Director
Stan Hung
Supervisor
Wesley Chu
Omni Global Limited
Director
Chitung Liu
United Microtechnology Corporation
（California）
Director
Jason Wang
Director
Megan Su
Shares
－
－
－
－
－
－
－
－
－
－
－
－
－
%
－
－
－
－
－
－
－
－
－
－
－
－
－
177
Special Disclosures Summary of Affiliated Enterprises (Continue)
Name of Corporation
Title
Name or Representative
Shareholding
United Semiconductor (Xiamen) Co., Ltd. Chairman
Chau-Shen Yu
Vice Chairman
Chih-Ching Hsu
Director
Jinhong Lin
Director
Wayne Tan
Director
T C Chen
Director
I Cheng Lu
Director
Yi Yan Hong
Director
Guo Dong Di
Director
Tao Yang
Supervisor
Rong Fang Li
Supervisor
Angel Sun
United Microchip Corporation
Director
Chitung Liu
UMC Technology Japan Co., Ltd.
Director
James W Wang
Director
Jinhong Lin
Sino Paragon Limited
Director
Jason Wang
Director
Chitung Liu
Chairman
S S Hong
Director
Ming Hsu
Director
Chitung Liu
Director
Yen Huang
Director
Michiari Kawano
Director
Koichi Onomura
Director
Tatsuya Deguchi
Supervisor
Angel Sun
United Semiconductor
Japan Co., Ltd.
Note: The data is dated December 31, 2020.
178
Shares
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
%
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
－
United Microelectronics Corporation | Annual Report 2020 Summary of Affiliated Enterprises (Continue)
Summarized Operating Results of UMC Subsidiaries
Company
Capital
Assets Liabilities Net Worth Operating
Revenues
In Thousand NTD
Operating
Income
(Loss)
Net Income
(Loss)
Earnings
(Loss) Per
Share (NTD)
UMC Group (USA)
486,123
9,067,653
7,250,669
1,816,984
52,375,054
65,405
66,833
4.07
United Microelectronics
(Europe) B.V.
114,608
163,244
29,978
133,266
47,294
2,597
461
51.21
UMC Capital Corp.
2,119,361
4,264,981
392
4,264,589
969,687
552,087
552,087
7.70
UMC Korea Co., Ltd.
13,805
22,464
1,461
21,003
16,417
1,851
1,124
10.22
TLC Capital Co., Ltd.
4,001,671
4,661,222
94,289
4,566,933
1,052,478
316,108
294,622
Fortune Venture Capital Corp.
4,017,344
6,287,733
75,280
6,212,453
2,045,243
777,800
741,604
Green Earth Limited
29,988,444
10,166,702
UMC Investment (Samoa) Limited
43,519
39,961
-
-
10,166,702
39,961
-
-
-
-
(3,062,542)
(2,061)
ECP Vita Pte. Ltd.
266,166
677,866
114,901
562,965
36,656
32,540
34,369
0.74
1.85
(3.13)
(1.36)
3.82
Soaring Capital Corp.
27,351
8,174
-
8,174
0
(2,211)
(2,222)
(2.47)
Unitruth Advisor (Shanghai) Co., Ltd.
23,659
9,118
1,227
7,891
7,051
(2,037)
(2,185)
NA
Tera Energy Development Co., Ltd.
186,551
65,315
2,655
62,660
6,601
(1,903)
(10,586)
(0.57)
Everrich Energy Investment (HK)
Limited
25,988
41,365
39
41,326
-
(39)
2,281
Everrich (Shandong) Energy Co., Ltd.
22,181
49,560
9,215
40,345
9,835
2,698
2,332
3.04
NA
179
Special Disclosures
Summary of Affiliated Enterprises (Continue)
Company
Capital
Assets
Liabilities Net Worth Operating
Revenues
Operating
Income
(Loss)
Net Income
(Loss)
Earnings
(Loss) Per
Share (NTD)
In Thousand NTD
Wavetek Microelectronics
Corporation
Wavetek Microelectronics
Investment (Samoa) Limited
Wavetek Microelectronics
Corporation (USA)
1,834,121
1,806,688
1,199,029
607,659
2,302,418
94,136
68,545
0.38
50,834
3,026
-
3,026
-
(3,538)
(3,503)
(2.16)
1,774
3,164
273
2,891
4,625
223
155
Best Elite International Limited
7,067,466
23,039,727
2,488
23,037,239
Infoshine Technology Limited
10,469,196
22,976,677
Oakwood Associates Limited
10,469,196
22,976,677
-
-
22,976,677
22,976,677
-
-
-
(5,502)
2,005,823
-
2,014,798
(205)
2,014,798
13,480,730
25,655,214
3,746,175
21,909,039
11,788,176
3,041,093
2,048,191
0.65
HeJian Technology (Suzhou) Co.,
Ltd.
UnitedDS Semiconductor
(Shandong) Co., Ltd.
128,580
593,896
305,920
287,976
306,198
62,603
65,194
Omni Global Limited
130,160
585,317
-
585,317
-
(315)
26,487
United Microtechnology Corporation
(California)
United Semiconductor (Xiamen)
Co., Ltd.
29,574
37,582
1,527
36,055
25,957
1,469
1,422
35,548.55
58,708,745
67,045,923
45,853,495
21,192,428
13,019,908
(6,009,900)
(6,055,263)
NA
United Microchip Corporation
29,874,878
10,141,318
-
10,141,318
UMC Technology Japan
Co., Ltd.
4,830
8,773
50
8,723
Sino Paragon Limited
83,204
142,353
-
142,353
-
-
-
-
(3,061,316)
(3.14)
(165)
(215)
(61.54)
-
20,513
2.59
3.02
NA
NA
NA
6.16
7.89
1.33
United Semiconductor
Japan Co., Ltd.
2,760,000
23,242,364
5,402,849
17,839,515
14,980,821
351,423
154,542
Note: USD:NTD=1:29.574, JPY:NTD=1:0.2760, EUR:NTD=1:33.733, RMB:NTD=1:4.286, KRW:NTD=1:0.02510
180
United Microelectronics Corporation | Annual Report 2020
Issuance of Private Placement Securities
None.
Acquisition or Disposal of UMC Shares by Subsidiaries
Subsidiary
Paid-in
Capital
Source
of Capital
Holding %
by the
Company
Acquisition
or Disposal
Date
Shares
Acquired
and
Amount
Disposal
Shares and
Amount
In Thousand NTD, Shares
Profit/
Loss
As of Annual Report
Printing Date
Shares Amount
Fortune Venture Capital
Corp.
4,017,344 New shares
100.00
for cash
2021
2020
None
None
None
None
16,078,737
105,114
None
None
16,078,737
105,114
Note: (1) The data is dated February 24, 2021.
(2) None of the above companies pledged UMC shares as collateral.
(3) The Company did not provide endorsements or guarantees to these subsidiaries.
(4) The Company did not provide loans to these subsidiaries.
Other Necessary Supplements
None.
Disclosures of Events Which May Have a Significant Influence
on Stockholders’ Equity or Share Price, in Compliance with Item
3, Paragraph 2 in Article 36 of the Securities and Exchange
Law of the R.O.C. During 2020 and as of the Annual Report
Printing Date
None.
181
Special Disclosures
Financial Review
183 Condensed Balance Sheets
185 Condensed Statements of Comprehensive Income
187 Financial Analysis
191 Audit Committee’s Review Report
192 Financial Statements – Consolidated
269 Financial Statements – Parent Company
182
United Microelectronics Corporation | Annual Report 2020 Condensed Balance Sheets
Condensed Balance Sheets-Consolidated
In Thousand NTD
Item
Current assets
Property, plant and equipment
Intangible assets
Other assets
Total assets
Current liabilities
Non-current liabilities
Total liabilities
Equity attributable to the parent
company
Capital
Additional paid-in capital
Retained earnings
Other components of equity
Treasury stock
Non-controlling interests
Total equity
Before
distribution
After
distribution
Before
distribution
After
distribution
Before
distribution
After
distribution
Before
distribution
After
distribution
2020
2019
2018
2017
2016
164,305,911
132,774,663
4,877,913
75,557,888
377,516,375
78,243,526
153,757,141
150,374,096
5,198,247
60,857,881
141,193,432
172,846,595
2,991,804
47,573,075
139,160,486
205,741,681
3,787,509
45,409,486
110,469,594
224,983,404
4,088,303
47,113,881
370,187,365
364,604,906
394,099,162
386,655,182
72,714,322
49,899,337
88,061,070
71,978,462
*
82,479,477
56,815,442
96,618,093
78,090,621
63,499,747
141,743,273
90,258,621
162,972,943
108,169,078
158,068,415
92,000,508
95,935,096
180,061,578
167,913,558
*
172,738,098
164,984,520
188,618,601
174,025,717
235,659,746
206,804,357
206,069,723
213,080,776
216,579,895
124,224,015
43,211,214
80,176,360
117,575,798
39,550,394
60,820,280
124,243,187
40,399,363
61,588,543
126,243,187
126,243,187
40,858,350
48,065,899
40,997,092
47,655,176
*
51,055,125
54,672,438
39,508,876
41,543,017
(11,832,042)
(11,022,314)
(119,801)
113,356
(119,801)
410,065
(14,513,940)
(5,647,430)
466,768
2,632,377
(4,719,037)
956,808
6,403,477
(4,719,037)
2,161,729
235,773,102
207,214,422
206,536,491
214,037,584
218,741,624
*
197,449,267
199,620,386
205,480,561
212,629,465
Note 1: *Subject to change based on resolutions of the 2021 shareholders’ meeting.
Note 2: The company listed on the TWSE or traded on the TPEx shall include in its analysis the updated financial data which are audited or reviewed by a CPA for the most
recent period up to the publication date of the annual report: None.
183
Financial Review
Condensed Balance Sheets-Parent Company
In Thousand NTD
Item
Current assets
Property, plant and equipment
Intangible assets
Other assets
Total assets
Current liabilities
Non-current liabilities
Total liabilities
Capital
Additional paid-in capital
Retained earnings
Before
distribution
After
distribution
Before
distribution
After
distribution
Before
distribution
After
distribution
2020
2019
2018
2017
2016
122,967,977
107,866,299
66,640,272
4,167,373
125,122,444
318,898,066
29,622,014
79,486,445
4,082,826
111,315,394
302,750,964
43,764,772
101,335,770
101,115,727
2,886,159
93,849,564
106,676,034
127,101,974
3,459,829
84,756,630
82,558,263
157,573,131
4,015,370
82,908,196
299,187,220
321,994,467
327,054,960
26,797,263
58,655,702
47,397,892
*
53,529,927
33,713,368
67,212,725
53,510,051
53,616,306
83,238,320
52,181,835
95,946,607
66,320,234
93,117,497
50,257,989
108,913,691
63,077,173
110,475,065
*
105,711,762
100,033,602
117,470,714
116,587,224
124,224,015
43,211,214
80,176,360
117,575,798
39,550,394
60,820,280
124,243,187
40,399,363
61,588,543
126,243,187
40,858,350
48,065,899
126,243,187
40,997,092
47,655,176
*
51,055,125
54,672,438
39,508,876
41,543,017
Other components of equity
(11,832,042)
(11,022,314)
(14,513,940)
(119,801)
(119,801)
(5,647,430)
235,659,746
206,804,357
206,069,723
213,080,776
216,579,895
*
197,039,202
199,153,618
204,523,753
210,467,736
2,632,377
(4,719,037)
6,403,477
(4,719,037)
Treasury stock
Total equity
Before
distribution
After
distribution
Note 1: * Subject to change based on resolutions of the 2021 shareholders’ meeting.
Note 2: The company listed on the TWSE or traded on the TPEx shall include in its analysis the updated financial data which are audited or reviewed by a CPA for
the most recent period up to the publication date of the annual report: None.
184
United Microelectronics Corporation | Annual Report 2020
Condensed Statements of Comprehensive Income
Condensed Statements of Comprehensive Income-Consolidated
Item
Operating revenues
Gross profit
Operating income
Non-operating income and expenses
Income from continuing operations before
income tax
Net income
Other comprehensive income (loss), net of
tax
Total comprehensive income (loss)
Net income attributable to stockholders of
the parent
Net income attributable to non-controlling
interests
Comprehensive income attributable to
stockholders of the parent
Comprehensive income attributable to non-
controlling interests
2020
176,820,914
38,997,101
22,007,407
5,918,772
27,926,179
27,180,412
4,685,534
31,865,946
29,189,489
2019
148,201,641
21,314,972
4,689,850
1,045,787
5,735,637
6,128,767
3,408,785
9,537,552
9,707,614
2018
151,252,571
22,840,027
5,797,232
(3,612,833)
2,184,399
2,643,052
949,944
3,592,996
7,072,990
2017
149,284,706
27,057,758
6,568,321
1,230,101
7,798,422
6,631,265
(4,034,355)
2,596,910
9,628,734
In Thousand NTD
2016
147,870,124
30,379,430
6,193,576
(1,346,938)
4,846,638
3,863,075
(4,364,780)
(501,705)
8,315,660
(2,009,077)
(3,578,847)
(4,429,938)
(2,997,469)
(4,452,585)
33,748,370
13,131,612
8,126,828
5,705,980
3,983,198
(1,882,424)
(3,594,060)
(4,533,832)
(3,109,070)
(4,484,903)
Earnings per share (NTD)
2.42
0.82
0.58
0.79
0.68
Note 1: EPS was calculated based on weighted average number of shares outstanding for the period.
Note 2: The company listed on the TWSE or traded on the TPEx shall include in its analysis the updated financial data which are audited or reviewed by a CPA
for the most recent period up to the publication date of the annual report: None.
185
Financial Review
Condensed Statements of Comprehensive Income-Parent Company
Item
Operating revenues
Gross profit
Operating income
Non-operating income and expenses
Income from continuing operations before
income tax
Net income
Other comprehensive income (loss), net of
tax
Total comprehensive income
Earnings per share (NTD)
2020
2019
2018
2017
135,280,403
123,622,436
132,834,602
132,179,198
39,052,266
23,459,030
6,375,642
29,834,672
29,189,489
4,558,881
27,161,230
10,281,974
(1,148,875)
9,133,099
9,707,614
3,423,998
33,748,370
13,131,612
2.42
0.82
30,548,191
12,790,237
(6,581,581)
6,208,656
7,072,990
1,053,838
8,126,828
0.58
29,718,771
11,538,896
(1,114,125)
10,424,771
9,628,734
(3,922,754)
5,705,980
0.79
In Thousand NTD
2016
135,592,136
28,358,887
9,605,769
(594,179)
9,011,590
8,315,660
(4,332,462)
3,983,198
0.68
Note 1: EPS was calculated based on weighted average number of shares outstanding for the period.
Note 2: The company listed on the TWSE or traded on the TPEx shall include in its analysis the updated financial data which are audited or reviewed by a CPA
for the most recent period up to the publication date of the annual report: None.
Auditors’ Opinions from 2016 to 2020
Year
CPA
Audit Opinion
2016
2017
2018
2019
2020
Shao-Pin Kuo, Meng-Lin Song
Unqualified Opinion with Emphasis of Matter Paragraphs or Other Matter Paragraphs
Shao-Pin Kuo, Wan-Ju Chiu
Unqualified Opinion with Emphasis of Matter Paragraphs or Other Matter Paragraphs
Wan-Ju Chiu, Hsin-Min Hsu
Unqualified Opinion with Emphasis of Matter Paragraphs or Other Matter Paragraphs
Wan-Ju Chiu, Hsin-Min Hsu
Unqualified Opinion with Emphasis of Matter Paragraphs or Other Matter Paragraphs
Wan-Ju Chiu, Hsin-Min Hsu
Unqualified Opinion with Emphasis of Matter Paragraphs or Other Matter Paragraphs
186
United Microelectronics Corporation | Annual Report 2020
Financial Analysis
Financial Analysis- Consolidated
Item
Capital structure Debt ratio (%)
Long-term funds to property, plant and equipment (%)
Liquidity
Current ratio (%)
Quick ratio (%)
Operating
performance
Times interest earned (times)
Average receivables turnover (times)
Days sales outstanding
Average inventory turnover (times)
Average payables turnover (times)
Average inventory turnover days
Property, plant and equipment turnover (times)
Total assets turnover (times)
Profitability
Return on assets (%)
Return on stockholders' equity attributable to the
parent company (%)
Pre-tax income to paid-in capital (%)
Net profit margin (%)
Earnings per share (NTD)
Cash Flow
Cash flow ratio (%)
Cash flow adequacy ratio (%)
Cash flow reinvestment ratio (%)
Leverage
Operating leverage
Financial leverage
2020
37.55
196.23
209.99
177.36
14.93
6.67
55
6.23
16.47
59
1.25
0.47
7.70
13.19
24.10
15.37
2.42
84.03
111.10
5.12
5.98
1.10
2019
44.02
169.65
211.45
172.13
2.96
5.98
61
6.36
16.19
57
0.92
0.40
2.31
4.70
7.92
4.14
0.82
75.51
96.56
4.54
23.16
2.67
2018
43.35
158.30
282.96
222.80
1.79
6.75
54
7.04
19.26
52
0.80
0.40
1.28
3.37
5.32
1.75
0.58
102.08
86.78
4.03
19.11
1.91
2017
45.69
129.95
158.03
121.72
4.24
6.78
54
6.93
18.26
53
0.69
0.38
2.21
4.48
8.54
4.44
0.79
59.59
81.49
4.68
16.86
1.58
2016
43.43
124.22
153.48
114.73
4.33
6.98
52
6.78
18.34
54
0.72
0.41
1.35
3.75
7.35
2.61
0.68
64.53
75.74
4.11
17.77
1.25
Analysis of changes over 20% from 2019 to 2020:
1. Times interest earned: Due to increase in income before interest and tax.
2. Property, plant and equipment turnover: Due to increase in net sales.
3. Return on assets, Net profit margin: Due to increase in net income.
4. Return on stockholders’ equity attributable to the parent company, Earnings per share: Due to increase in net income attributable to stockholders
of the parent company.
5. Pre-tax income to paid-in capital: Due to increase in income before tax attributable to stockholders of the parent company.
6. Operating leverage, Financial leverage: Due to increase in operating income.
187
Financial Review Financial Analysis (Continue)
Note 1: The calculation of EPS was based on weighted average number of shares outstanding for the year.
Note 2: The calculation formulas of financial analysis are listed as follows:
1. Capital structure
(1) Debt ratio = total liabilities / total assets
(2) Long-term funds to property, plant and equipment = (total equity + bonds payable + long-term loans) / property, plant and equipment
2. Liquidity
(1) Current ratio = current assets / current liabilities
(2) Quick ratio = (current assets – inventory – prepaid expenses – non-current assets held for sale – other current assets) / current liabilities
(3) Times interest earned = income before interest and tax / interest expenses
3. Operating performance
(1) Average receivables (including accounts receivable and notes receivable arising from business operations) turnover = net sales / average receivables
(including accounts receivable and notes receivable arising from business operations) for each period
(2) Days sales outstanding = 365 / average receivables turnover
(3) Average inventory turnover = cost of sales / average inventory
(4) Average payables (including accounts payable and notes payable arising from business operations) turnover = cost of sales / average payables (including
accounts payable and notes payable arising from business operations) for each period
(5) Average inventory turnover days = 365 / average inventory turnover
(6) Property, plant and equipment turnover = net sales / average property, plant and equipment
(7) Total assets turnover = net sales / average total assets
4. Profitability
(1) Return on assets = [net income + interest expenses x (1- tax rate)] / average total assets
(2) Return on stockholders' equity attributable to the parent company = net income attributable to stockholders of the parent / average total equity attributable
to the parent company
(3) Pre-tax income to paid-in capital = income before tax attributable to stockholders of the parent / paid-in capital
(4) Net profit margin = net income / net sales
(5) Earnings per share = (net income attributable to stockholders of the parent – preferred shares dividends) / weighted average number of outstanding shares
5. Cash flow
(1) Cash flow ratio = net cash provided by operating activities / current liabilities
(2) Cash flow adequacy ratio = five-year sum of net cash provided by operating activities / five-year sum of capital expenditures, inventory increase and cash
dividend
(3) Cash flow reinvestment ratio = (net cash provided by operating activities – cash dividend) / (gross property, plant and equipment + long-term investments +
other non-current assets + working capital)
6. Leverage
(1) Operating leverage = (operating revenues – variable operating costs and expenses) / operating income
(2) Financial leverage = operating income / (operating income – interest expenses)
Note 3: The company listed on the TWSE or traded on the TPEx shall include in its analysis the updated financial data which are audited or reviewed by a CPA for
the most recent period up to the publication date of the annual report: None.
188
United Microelectronics Corporation | Annual Report 2020
Financial Analysis (Continue)
Financial Analysis- Parent Company
Item
Capital structure Debt ratio (%)
Long-term funds to property, plant and equipment (%)
Liquidity
Current ratio (%)
Quick ratio (%)
Operating
performance
Times interest earned (times)
Average receivables turnover (times)
Days sales outstanding
Average inventory turnover (times)
Average payables turnover (times)
Average inventory turnover days
Property, plant and equipment turnover (times)
Total assets turnover (times)
Profitability
Return on assets (%)
Return on equity (%)
Pre-tax income to paid-in capital (%)
Net profit margin (%)
Earnings per share (NTD)
Cash Flow
Cash flow ratio (%)
Cash flow adequacy ratio (%)
Cash flow reinvestment ratio (%)
Leverage
Operating leverage
Financial leverage
2020
26.10
389.93
415.12
352.97
54.08
6.80
54
5.81
16.70
63
1.85
0.44
9.54
13.19
24.02
21.58
2.42
176.05
189.18
4.18
4.29
1.02
2019
31.69
288.59
246.47
204.33
12.16
5.95
61
6.12
16.41
60
1.37
0.41
3.44
4.70
7.77
7.85
0.82
106.12
155.16
4.09
8.88
1.09
2018
31.12
242.91
378.16
313.86
9.14
6.02
61
6.73
18.60
54
1.16
0.43
2.47
3.37
5.00
5.32
0.58
182.12
135.24
4.20
7.82
1.06
2017
33.82
186.51
181.87
150.22
12.13
5.69
64
6.90
18.47
53
0.93
0.41
3.21
4.48
8.26
7.28
0.79
102.75
121.08
5.95
8.70
1.09
2016
33.78
160.90
174.18
139.84
11.00
6.50
56
7.00
19.18
52
0.83
0.42
2.73
3.75
7.14
6.13
0.68
119.78
97.08
5.56
10.55
1.08
Analysis of change over 20% from 2019 to 2020:
1. Long-term funds to property, plant and equipment, Times interest earned, Return on assets, Return on equity, Pre-tax income to paid-in capital,
Net profit margin and Earnings per share: Due to increase in income before tax and net income.
2. Current ratio, Quick ratio and Cash flow ratio: Due to decrease in current portion of long-term liabilities.
3. Property, plant and equipment turnover: Due to decrease in property, plant and equipment.
4. Cash flow adequacy ratio: Due to decrease in the last 5 years capital expenditure.
5. Operating leverage: Due to increase in operating income.
189
Financial Review Financial Analysis (Continue)
Note 1: The calculation of EPS was based on weighted average number of shares outstanding for the year.
Note 2: The calculation formulas of financial analysis are listed as follows:
1. Capital structure
(1) Debt ratio = total liabilities / total assets
(2) Long-term funds to property, plant and equipment = (total equity + bonds payable + long-term loans) / property, plant and equipment
2. Liquidity
(1) Current ratio = current assets / current liabilities
(2) Quick ratio = (current assets – inventory – prepaid expenses – non-current assets held for sale – other current assets) / current liabilities
(3) Times interest earned = income before interest and tax / interest expenses
3. Operating performance
(1) Average receivables (including accounts receivable and notes receivable arising from business operations) turnover = net sales / average receivables
(including accounts receivable and notes receivable arising from business operations) for each period
(2) Days sales outstanding = 365 / average receivables turnover
(3) Average inventory turnover = cost of sales / average inventory
(4) Average payables (including accounts payable and notes payable arising from business operations) turnover = cost of sales / average payables (including
accounts payable and notes payable arising from business operations) for each period
(5) Average inventory turnover days = 365 / average inventory turnover
(6) Property, plant and equipment turnover = net sales / average property, plant and equipment
(7) Total assets turnover = net sales / average total assets
4. Profitability
(1) Return on assets = [net income + interest expenses x (1- tax rate)] / average total assets
(2) Return on equity = net income / average total equity
(3) Pre-tax income to paid-in capital = income before tax / paid-in capital
(4) Net profit margin = net income / net sales
(5) Earnings per share = (net income – preferred shares dividends) / weighted average number of outstanding shares
5. Cash flow
(1) Cash flow ratio = net cash provided by operating activities / current liabilities
(2) Cash flow adequacy ratio = five-year sum of net cash provided by operating activities / five-year sum of capital expenditures, inventory increase and cash
dividend
(3) Cash flow reinvestment ratio = (net cash provided by operating activities – cash dividend) / (gross property, plant and equipment + long-term investments +
other non-current assets + working capital)
6. Leverage
(1) Operating leverage = (operating revenues – variable operating costs and expenses) / operating income
(2) Financial leverage = operating income / (operating income – interest expenses)
Note 3: The company listed on the TWSE or traded on the TPEx shall include in its analysis the updated financial data which are audited or reviewed by a CPA for
the most recent period up to the publication date of the annual report: None.
190
United Microelectronics Corporation | Annual Report 2020
Audit Committee’s Review Report
The Board of Directors has prepared and submitted to us the Company’s 2020 Business Report, Financial Statements, and proposal for earnings
distribution. Financial Statements were audited by Ernst & Young and they issued an audited report accordingly. We, as the Audit Committee of the
Company, have reviewed the Business Report, Financial Statements, and proposal for earnings distribution and do not find any discrepancies. According
to Article 14-4 of the Securities and Exchange Act and Article 219 of the Company Act, we hereby submit this report.
To United Microelectronics Corporation 2021 Annual General Shareholders’ Meeting
Chairman of the Audit Committee: Cheng-Li Huang
February 24, 2021
191
Financial Review
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United Microelectronics Corporation | Annual Report 2020
English Translation of Consolidated Financial Statements Originally Issued in Chinese
UNITED MICROELECTRONICS CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
For the years ended December 31, 2020 and 2019
(Expressed in Thousands of New Taiwan Dollars, Except for Earnings per Share)
Operating revenues
Operating costs
Gross profit
Operating expenses
Sales and marketing expenses
General and administrative expenses
Research and development expenses
Expected credit impairment gains (losses)
Subtotal
Net other operating income and expenses
Operating income
Non-operating income and expenses
Interest income
Other income
Other gains and losses
Finance costs
Share of profit or loss of associates and joint ventures
Bargain purchase gain
Exchange loss, net
Subtotal
Income from continuing operations before income tax
Income tax (expense) benefit
Net income
Other comprehensive income (loss)
Items that will not be reclassified subsequently to profit or loss
Remeasurements of defined benefit pension plans
Unrealized gains or losses from equity instruments investments measured at
fair value through other comprehensive income
Share of other comprehensive income (loss) of associates and joint ventures
which will not be reclassified subsequently to profit or loss
Income tax related to items that will not be reclassified subsequently
Items that may be reclassified subsequently to profit or loss
Exchange differences on translation of foreign operations
Share of other comprehensive income (loss) of associates and joint ventures
which may be reclassified subsequently to profit or loss
Income tax related to items that may be reclassified subsequently
Total other comprehensive income, net of tax
Total comprehensive income
Net income (loss) attributable to:
Stockholders of the parent
Non-controlling interests
Comprehensive income (loss) attributable to:
Stockholders of the parent
Non-controlling interests
Notes
2020
2019
For the years ended December 31,
4,6(20), 7, 14
4, 6(4), 6(10), 6(15), 6(19),
6(20), 6(21), 7, 14
4, 6(3), 6(10), 6(15), 6(19),
6(21), 7, 14
$
176,820,914
$
148,201,641
(137,823,813)
38,997,101
(126,886,669)
21,314,972
4, 6(8), 6(16), 6(22), 14
4
4
4, 6(23), 9(6)
6(23)
4, 6(6), 14
4, 6(28)
4, 12
4, 5, 6(25), 14
6(24)
4, 5, 6(15)
(4,152,242)
(6,664,166)
(12,895,501)
468,325
(23,243,584)
6,253,890
22,007,407
737,913
698,155
(11,674)
(2,073,433)
6,667,952
-
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27,926,179
(745,767)
27,180,412
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994,061
711,614
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171,585
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393,130
6,128,767
(192,581)
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106,403
5,486,209
2,824,216
1,231,722
4, 5, 6(25)
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(158,260)
4, 5, 6(25)
(2,920,280)
60,221
(3,277,938)
15,348
44,173
5,301
4,685,534
31,865,946
$
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$
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(2,009,077)
27,180,412
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(1,882,424)
31,865,946
$
$
9,707,614
(3,578,847)
6,128,767
$
$
13,131,612
(3,594,060)
9,537,552
Earnings per share (NTD)
Earnings per share-basic
Earnings per share-diluted
4, 6(26)
$
$
2.42
2.35
$
$
0.82
0.76
The accompanying notes are an integral part of the consolidated financial statements.
197
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B
United Microelectronics Corporation | Annual Report 2020
English Translation of Consolidated Financial Statements Originally Issued in Chinese
UNITED MICROELECTRONICS CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS
For the years ended December 31, 2020 and 2019
(Expressed in Thousands of New Taiwan Dollars)
Cash flows from operating activities:
Net income before tax
Adjustments to reconcile net income before tax to net cash provided by operating activities:
Depreciation
Amortization
Expected credit impairment (gains) losses
Net gain of financial assets and liabilities at fair value through profit or loss
Interest expense
Interest income
Dividend income
Share-based payment
Share of profit of associates and joint ventures
Gain on disposal of property, plant and equipment
Loss on disposal of investments
Impairment loss on non-financial assets
Exchange (gain) loss on financial assets and liabilities
Bargain purchase gain
Gain on lease modification
Amortization of deferred government grants
Income and expense adjustments
Changes in operating assets and liabilities:
Financial assets and liabilities at fair value through profit or loss
Contract assets
Notes receivable and accounts receivable
Other receivables
Inventories
Prepayments
Other current assets
Contract fulfillment costs
Contract liabilities
Notes and accounts payable
Other payables
Other current liabilities
Net defined benefit liabilities
Other noncurrent liabilities-others
Cash generated from operations
Interest received
Dividend received
Interest paid
Income tax paid
Net cash provided by operating activities
(continued)
For the years ended December 31,
2020
2019
$
27,926,179
$
5,735,637
46,163,693
2,744,383
(468,325)
(2,011,403)
2,004,418
(737,913)
(698,155)
959,219
(6,667,952)
(1,137,320)
60,940
-
(1,386,657)
-
(1,765)
(3,994,818)
34,828,345
876,876
(49,108)
(1,501,100)
(224,488)
(1,014,039)
3,053,557
(71,573)
4,200
1,072,225
(944,909)
2,338,043
(593,710)
(55,300)
53,743
65,698,941
758,235
1,041,972
(1,735,327)
(18,629)
65,745,192
47,172,881
2,216,654
703,339
(1,279,931)
2,933,815
(994,061)
(711,614)
366,186
(1,147,495)
(43,036)
16,293
118,134
206,612
(171,585)
-
(4,062,148)
45,324,044
(594,847)
(126,340)
439,400
67,347
(1,370,249)
5,833,773
(64,732)
8,054
69,329
(739,066)
514,686
819,746
(35,398)
(3,240)
55,878,144
973,241
818,691
(2,147,320)
(618,608)
54,904,148
199
Financial Review
English Translation of Consolidated Financial Statements Originally Issued in Chinese
UNITED MICROELECTRONICS CORPORATION AND SUBSIDIARIES
CONSOLIDATED STATEMENTS OF CASH FLOWS
For the years ended December 31, 2020 and 2019
(Expressed in Thousands of New Taiwan Dollars)
Cash flows from investing activities:
Acquisition of financial assets at fair value through profit or loss
$
(1,118,572)
$
(354,249)
For the years ended December 31,
2020
2019
Proceeds from disposal of financial assets at fair value through profit or loss
Proceeds from disposal of financial assets at fair value through other
comprehensive income or loss
Acquisition of investments accounted for under the equity method
Proceeds from disposal of investments accounted for under the equity method
Increase in prepayment for investments
Proceeds from capital reduction and liquidation of investments
Acquisition of subsidiary (net of cash acquired)
Disposal of subsidiary
Acquisition of property, plant and equipment
Proceeds from disposal of property, plant and equipment
Increase in refundable deposits
Decrease in refundable deposits
Acquisition of intangible assets
Government grants related to assets acquisition
Increase in other financial assets
Decrease in other financial assets
Increase in other noncurrent assets-others
Decrease in other noncurrent assets-others
Net cash used in investing activities
Cash flows from financing activities:
Increase in short-term loans
Decrease in short-term loans
Cash payments for the principal portion of the lease liability
Redemption of bonds
Proceeds from long-term loans
Repayments of long-term loans
Increase in guarantee deposits
Decrease in guarantee deposits
Cash dividends
Treasury stock acquired
Treasury stock sold to employees
Change in non-controlling interests
Others
Net cash used in financing activities
Effect of exchange rate changes on cash and cash equivalents
Net (decrease) increase in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year
326,127
-
(59,900)
30,611
-
27,200
-
(785,772)
(26,345,302)
1,737,125
(160,254)
448,893
(2,009,031)
242,264
(18,422,183)
5,984,342
(7,049)
-
229,553
44,466
(730,000)
5,970
(17,974)
32,214
(12,800,981)
32,017
(16,518,483)
45,042
(257,909)
441,013
(2,443,593)
617,685
-
-
(15,074)
8,786
(40,111,501)
(31,681,517)
16,271,732
(17,205,124)
(726,626)
(13,702,875)
13,528,900
(13,391,980)
303,720
(363,539)
(9,765,694)
(1,678,272)
1,677,900
(551,608)
2,120
(25,601,346)
(1,476,786)
(1,444,441)
95,492,477
25,732,933
(26,726,656)
(633,488)
(2,500,000)
11,449,930
(7,572,939)
269,415
(17,146)
(6,911,058)
(2,972,243)
-
3,388
10,818
(9,867,046)
(1,524,847)
11,830,738
83,661,739
$
94,048,036
$
95,492,477
The accompanying notes are an integral part of the consolidated financial statements.
200
United Microelectronics Corporation | Annual Report 2020
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216
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United Microelectronics Corporation | Annual Report 2020
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United Microelectronics Corporation | Annual Report 2020
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273
Financial Review
English Translation of Parent Company Only Financial Statements Originally Issued in Chinese
UNITED MICROELECTRONICS CORPORATION
PARENT COMPANY ONLY STATEMENTS OF COMPREHENSIVE INCOME
For the years ended December 31, 2020 and 2019
(Expressed in Thousands of New Taiwan Dollars, Except for Earnings per Share)
Operating revenues
Operating costs
Gross profit
Operating expenses
Sales and marketing expenses
General and administrative expenses
Research and development expenses
Expected credit impairment gains (losses)
Subtotal
Net other operating income and expenses
Operating income
Non-operating income and expenses
Interest income
Other income
Other gains and losses
Finance costs
Share of profit or loss of subsidiaries, associates and joint ventures
Bargain purchase gain
Exchange gain, net
Exchange loss, net
Subtotal
Income from continuing operations before income tax
Income tax (expense) benefit
Net income
Other comprehensive income (loss)
Items that will not be reclassified subsequently to profit or loss
Remeasurements of defined benefit pension plans
Unrealized gains or losses from equity instruments investments measured at
fair value through other comprehensive income
Share of other comprehensive income (loss) of subsidiaries, associates
and joint ventures which will not be reclassified subsequently to profit or loss
Income tax related to items that will not be reclassified subsequently
Items that may be reclassified subsequently to profit or loss
Exchange differences on translation of foreign operations
Share of other comprehensive income (loss) of subsidiaries, associates
and joint ventures which may be reclassified subsequently to profit or loss
Income tax related to items that may be reclassified subsequently
Total other comprehensive income, net of tax
Total comprehensive income
Earnings per share (NTD)
Earnings per share-basic
Earnings per share-diluted
For the years ended December 31,
Notes
2020
2019
4, 6(20), 7
4, 6(4), 6(10), 6(15),
6(19), 6(20), 6(21), 7
4, 6(3), 6(10), 6(15),
6(19), 6(21), 7
$
135,280,403
(96,228,137)
$
123,622,436
(96,461,206)
39,052,266
27,161,230
4, 6(16), 6(22), 7
4
4
4, 6(23), 9(5)
6(23)
4, 6(6)
6(6)
4,12
4,12
4, 5, 6(25)
6(24)
4, 5, 6(15)
(3,075,837)
(4,388,589)
(9,536,311)
472,167
(2,870,050)
(3,791,439)
(9,719,780)
(689,095)
(16,528,570)
(17,070,364)
935,334
191,108
23,459,030
10,281,974
426,172
539,709
(1,116,244)
(609,520)
8,022,897
-
-
(887,372)
6,375,642
29,834,672
(645,183)
29,189,489
584,052
619,123
1,017,178
(861,601)
(2,872,245)
171,585
193,033
-
(1,148,875)
9,133,099
574,515
9,707,614
(192,581)
4,574,491
106,403
5,605,384
3,065,086
1,112,547
4, 5, 6(25)
54,424
(158,260)
4, 5, 6(25)
4, 6(26)
(2,920,173)
(64,686)
(1,045,504)
(2,204,824)
42,320
8,252
4,558,881
3,423,998
$
33,748,370
$
13,131,612
$
2.42
$
0.82
$
2.35
$
0.76
The accompanying notes are an integral part of the parent company only financial statements.
274
United Microelectronics Corporation | Annual Report 2020
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275
Financial Review
English Translation of Parent Company Only Financial Statements Originally Issued in Chinese
UNITED MICROELECTRONICS CORPORATION
PARENT COMPANY ONLY STATEMENTS OF CASH FLOWS
For the years ended December 31, 2020 and 2019
(Expressed in Thousands of New Taiwan Dollars)
Cash flows from operating activities:
Net income before tax
Adjustments to reconcile net income before tax to net cash provided by operating activities:
Depreciation
Amortization
Expected credit impairment (gains) losses
Net gain of financial assets and liabilities at fair value through profit or loss
Interest expense
Interest income
Dividend income
Share-based payment
Share of (profit) loss of subsidiaries, associates and joint ventures
Gain on disposal of property, plant and equipment
Gain on disposal of investments
Exchange gain on financial assets and liabilities
Bargain purchase gain
Amortization of deferred government grants
Income and expense adjustments
Changes in operating assets and liabilities:
Financial assets and liabilities at fair value through profit or loss
Contract assets
Notes receivable and accounts receivable
Other receivables
Inventories
Prepayments
Other current assets
Contract fulfillment costs
Contract liabilities
Accounts payable
Other payables
Other current liabilities
Net defined benefit liabilities
Other noncurrent liabilities-others
Cash generated from operations
Interest received
Dividend received
Interest paid
Income tax refunded (paid)
For the years ended December 31,
2020
2019
$
29,834,672
$
9,133,099
28,330,741
2,029,391
(472,167)
(828,003)
562,082
(426,172)
(539,709)
959,219
(8,022,897)
(249,572)
(499)
(71,664)
-
(1,410,008)
19,860,742
199,655
(9,980)
(525,464)
(123,130)
(752,559)
(272,585)
(71,566)
(21,960)
190,417
(413,353)
2,926,889
(176,758)
(55,300)
10,750
31,630,966
1,872,075
689,095
(964,614)
818,313
(584,052)
(619,123)
366,186
2,872,245
(137,308)
-
(209,799)
(171,585)
(1,138,743)
34,423,656
151,453
(26,198)
1,406,598
14,542
(1,165,198)
737,806
895,067
36,539
101,987
464,631
(857,045)
537,918
(35,398)
-
50,600,470
45,819,457
468,405
972,612
(408,427)
517,370
552,382
715,515
(391,559)
(253,547)
Net cash provided by operating activities
52,150,430
46,442,248
(continued)
276
United Microelectronics Corporation | Annual Report 2020
English Translation of Parent Company Only Financial Statements Originally Issued in Chinese
UNITED MICROELECTRONICS CORPORATION
PARENT COMPANY ONLY STATEMENTS OF CASH FLOWS
For the years ended December 31, 2020 and 2019
(Expressed in Thousands of New Taiwan Dollars)
Cash flows from investing activities:
Acquisition of financial assets at fair value through profit or loss
Proceeds from disposal of financial assets at fair value through other
comprehensive income or loss
Acquisition of investments accounted for under the equity method
Proceeds from capital reduction of investments
Acquisition of property, plant and equipment
Proceeds from disposal of property, plant and equipment
Increase in refundable deposits
Decrease in refundable deposits
Increase in other receivables
Decrease in other receivables
Acquisition of intangible assets
Government grants related to assets acquisition
Increase in other financial assets
Decrease in other financial assets
Increase in other noncurrent assets-others
Decrease in other noncurrent assets-others
Net cash used in investing activities
Cash flows from financing activities:
Increase in short-term loans
Decrease in short-term loans
Cash payments for the principal portion of the lease liability
Redemption of bonds
Proceeds from long-term loans
Repayments of long-term loans
Increase in guarantee deposits
Decrease in guarantee deposits
Cash dividends
Treasury stock acquired
Treasury stock sold to employees
Others
Net cash used in financing activities
Effect of exchange rate changes on cash and cash equivalents
Net increase in cash and cash equivalents
Cash and cash equivalents at beginning of year
Cash and cash equivalents at end of year
For the years ended December 31,
2020
2019
$
(172,452)
$
-
-
(9,082)
27,200
44,466
(16,485,610)
750,000
(15,629,312)
(10,966,528)
482,602
(18,308)
296,368
(2,113,720)
3,204,940
(1,891,020)
20,230
(16,645,591)
3,955,778
(7,049)
-
323,807
(248,459)
268,717
(1,253,320)
-
(2,112,818)
51,862
-
-
(15,074)
8,786
(28,499,416)
(29,634,171)
1,918,175
(1,912,310)
(323,743)
(13,702,875)
13,000,000
(8,900,000)
142,298
(172,566)
(9,765,694)
(1,678,272)
1,677,900
2,120
(19,714,967)
(1,420,987)
2,515,060
66,534,836
4,199,985
(4,177,125)
(462,642)
(2,500,000)
8,859,840
(5,279,660)
207,596
(16,748)
(6,911,058)
(2,972,243)
-
10,818
(9,041,237)
(574,174)
7,192,666
59,342,170
$
69,049,896
$
66,534,836
The accompanying notes are an integral part of the parent company only financial statements.
277
Financial Review
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(
304
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)
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311
Financial Review
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United Microelectronics Corporation | Annual Report 2020
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Financial Review
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United Microelectronics Corporation | Annual Report 2020
The Company and Its Affiliated Enterprises Have Not
Experienced Any Financial Difficulties During the Most
Recent Year up to the Publication Date.
339
Financial Review United Microelectronics Corporation
Representative: Stan Hung
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