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As a major manufacturer of printed circuit boards in Thailand, Apex fully recognizes the impacts of climate change and the importance of green and sustainable development. The Company therefore actively integrates environmental protection with production, improving energy and resource efficiency and reducing carbon emissions and waste generation in order to achieve environmental sustainability.
Apex promotes its "Green Project," covering three major areas — renewable energy use, water resource recycling, and greenhouse gas reduction — and minimizes environmental impacts through systematic management.
Apex has adopted the ISO 14064 certification standard, established a carbon footprint data collection platform, strengthened its carbon inventory mechanism and deepened greenhouse gas monitoring. The Company actively develops carbon reduction plans to ensure that its operations comply with environmental standards and to lower overall carbon emissions. Building on the "Apex Sandbox Project" and the "Apex Solar Project," Apex works with energy-saving organizations and equipment suppliers to expand renewable energy applications. Through technological innovation, the Company improves energy efficiency and strengthens its energy-saving and carbon reduction policies. Apex also promotes wastewater recycling and reuse projects to raise water recovery rates, and develops new processes and production technologies to reduce waste generation, strengthen resource recycling and reuse, and lighten the environmental burden.
In addition to large-scale environmental projects, Apex is committed to raising employee environmental awareness and integrating the concept of sustainable development into its corporate culture. Employees are encouraged to practice green living in their daily activities, making environmental protection a shared responsibility of both the Company and its workforce.
Apex will continue to optimize its environmental measures and promote green development with a responsible attitude, ensuring that business growth and the environment can coexist and prosper together, and building a more sustainable ecological environment for the future.
| Year | 2022 | 2023 | 2024 | 2025 | 2026 | 2027 | 2030 | 2035 | 2045 | 2060 |
|---|---|---|---|---|---|---|---|---|---|---|
| Implementation Status | GHG emissions ↓5% (base year 2019) |
ISO 14064-1 ISO 27001 |
ISO 14064-1 SBTi commitment Wastewater recycling 32.14% |
ISO 14064-1 RE 3.83% Wastewater recycling 38.47% Etching solution recovery 79.9% |
||||||
| GHG Emissions | Set SBTi targets | ↓5% (base year 2022) |
ISO 14067 | |||||||
| Wastewater Recycling Rate (AQUA Project) |
30% | 40% | 50% | |||||||
| Renewable Energy Usage Rate (Solar Project) |
5% | 10% | 30% | 50% | ||||||
| Etching Solution Recovery Rate | 70% | 100% |
Within the Company's risk management structure, the Board of Directors serves as the highest governance body for the management of climate change-related risks and opportunities. Its principal responsibilities include approving risk management policies, procedures and frameworks, ensuring that operating strategies remain consistent with risk management policies, and promoting the establishment and development of enterprise risk management mechanisms and culture. The Board also supervises the effective operation of the overall management mechanism and provides sufficient resources to support risk management.
The President serves as the convener for the promotion and implementation of climate-related risk and opportunity management, coordinating key departments and management personnel to plan, execute and supervise related matters. Relevant risks and opportunities are assessed in order to formulate corresponding strategies and targets, and are subject to ongoing analysis and control, with related training programs arranged to raise overall risk awareness and culture. Operating units are responsible for identifying, analyzing, assessing and responding to risks within their own departments, and report regularly to the risk management execution unit to ensure the effective implementation of risk management policies and control procedures.
The effectiveness of controls over operational-level risks is audited by the audit unit in accordance with the annual audit plan, and internal self-assessments are also conducted each year. The review of risk management implementation is the responsibility of the Sustainability and Nomination Committee, which puts forward any necessary improvement recommendations and reports the results annually to the Board of Directors for further examination.
Risk and Opportunity Analysis Process: Analyze and identify positive and negative impacts → Define assessment indicators (frequency/likelihood and level of impact) → Evaluation and response → Monitoring and review.
Since 2022, Apex has incorporated the topics of concern to stakeholders into its survey of risks and opportunities. Topics of stakeholder concern are consolidated by ESG-related departments, and senior management assesses them by classifying the level of impact and the frequency or likelihood of occurrence into four levels respectively. Material risks and opportunities are then identified and managed based on the ranking of the product of impact level and frequency or likelihood. A total of 40 topics were assessed in 2025, with the following classification results:
| Materiality Level | Classification Basis (Likelihood × Impact) | Number of Topics |
|---|---|---|
| A Highest materiality | Product of 5.5 or above | 7 |
| B High materiality | Product of 4.5 or above but below 5.5 | 6 |
| C Moderate materiality | Product of 4.0 or above but below 4.5 | 11 |
| D Low materiality | Product below 4.0 | 16 |
The scenarios adopted in this assessment combine the Shared Socioeconomic Pathways (SSPs) and the Representative Concentration Pathways (RCPs). Scenario simulation is used to assess the social and economic impacts of policy implementation, while the representative concentration pathways are incorporated to consider future greenhouse gas concentrations and other radiative forcing inputs to climate models, in order to estimate different degrees of global warming.
The scenario adopted in this report, SSP2-4.5, is a moderate scenario. It describes a situation of regional rivalry in which countries pay some attention to sustainability issues but place greater emphasis on regional economic and security concerns at the expense of broader development; development is uneven across countries and policy effectiveness is limited. Despite the efforts of global and national institutions, progress toward the sustainable development goals remains slow. RCP 4.5 is a medium-emission scenario in which CO2 emissions begin to decline only after the middle of the century and net-zero emissions cannot be achieved before 2100, making it relatively consistent with the current development path.
Climate change risks and opportunities affect the Company's strategy and financial planning. In accordance with the TCFD recommendations, the Company therefore assesses the resilience of its climate strategies using two types of risk — transition and physical — together with climate opportunities, under a moderate scenario analysis. The scenario settings are as follows:
| IPCC Sixth Assessment Report｜Moderate Global Warming Scenario (SSP2-4.5) — Scenario Description | |
|---|---|
| Temperature | Global temperatures are projected to continue rising. Under the moderate global warming scenario (SSP2-4.5), global warming relative to 1850–1900 is likely to exceed 2°C during the 21st century and to move toward 3°C. The average temperature rise in Thailand is projected to reach 1.6°C by mid-century and 2.4°C by the end of this century. |
| Extreme Heat | Future temperature changes will be greater and more pronounced. In 1995, the median number of days above 35°C across Thailand was 44. Under the moderate global warming scenario (SSP2-4.5), the median number of days above 35°C in Thailand is projected to reach 195 days by the end of this century. |
| Intense Rainfall | Under the moderate global warming scenario (SSP2-4.5), Thailand's average maximum daily rainfall is expected to increase by approximately 4.99% by mid-century and 11.01% by the end of this century. |
| Rising Sea Levels | Global mean sea level will continue to rise through the 21st century. Under the moderate global warming scenario (SSP2-4.5), global mean sea level rise by the end of this century is estimated to fall within a possible range of 0.66–1.33 meters. |
| 1.5°C Scenario and Thailand's Climate Change Master Plan (2015–2050) — Scenario Projections | |
|---|---|
| Implementation of Thailand's V-ETS | Since 2013, Thailand has promoted a voluntary carbon emissions trading system (V-ETS), setting pilot caps on direct and energy-related indirect carbon emissions for high-emission industries, and planning policies for the implementation of a nationwide mandatory ETS. |
| Enhanced Regulatory Standards | Thailand's Climate Change Master Plan (2015–2050) proposes comprehensive strengthening of green building standards, building energy efficiency standards, lighting and air conditioning standards, and the promotion of high-efficiency transportation systems, in order to limit greenhouse gas emissions while achieving economic expansion. |
| Energy Shortages | Analysis by Thailand's National Economic and Social Development Council (NESDB) indicates that the regional energy resources available to Thailand can provide only about 20 years of reserves. |
| Shifts in Customer Behavior | Customers require carbon reduction strategies and actions, or evidence of carbon neutrality in the medium to long term. |
| Category | Topic | Risks and Opportunities | Risk Response Strategies | Level |
|---|---|---|---|---|
| Transition Risk – Market | Supply chain disruptions and climate risk-induced cost variations | Risk: (1) Unstable material planning and execution; (2) global market fragmentation, epidemics, carbon costs and climate change make regional supply volumes unstable, while international raw material prices are affected by political and economic factors, increasing both the frequency and magnitude of price fluctuations and making negotiation more challenging. Opportunity: Establishing diversified supply sources and localization strategies disperses risk and secures supply stability; proactively tracking climate and carbon policy changes allows procurement strategies to be adjusted in advance. |
Short-term: Strengthen management of existing production management, procurement, sales planning and logistics processes, optimize cross-departmental coordination, and improve flexibility in the allocation of materials and product part numbers. Mid-term: Continue to monitor industry relocation trends and regional supply changes, and strengthen the development, selection and audit mechanisms for local suppliers to enhance the diversity and stability of supply sources. Long-term: Develop resilient supply chain management strategies, introduce flexible procurement and innovative collaboration models, and incorporate climate risk assessment to reduce the impact of cost volatility. |
A |
| Transition Risk – Technology | Energy management | Risk: Energy price fluctuations raise production costs; energy management systems and equipment upgrades require initial investment; poor energy efficiency worsens carbon fees and cost competitiveness. Opportunity: Obtaining relevant certifications benefits sustainability ratings and corporate image; improved energy efficiency reduces energy expenditure. |
Short-term: Install solar equipment for self-generation and self-consumption, and implement the ISO 50001 energy management system to improve energy efficiency and management capability. Mid-term: Gradually expand solar power generation capacity to raise the share of renewable energy and reduce dependence on external energy supply and price volatility. Long-term: Plan and promote the development of self-owned small-scale power plants, cultivating the related technologies and talent and allocating funds to establish a stable and self-sufficient energy supply system. |
B |
| Transition Risk – Reputation | Reputation risk | Risk: May cause sustainability ratings to decline, with loss of orders and funding, lower employee morale and higher turnover. Opportunity: Actively complying with regulations and stakeholder expectations enhances social trust, supporting business development and market value. |
Short-term: Strengthen the management of day-to-day operations and sustainability-related activities to ensure compliance with internal rules and regulatory requirements, reducing reputational risk arising from management deficiencies. Mid-term: Continue to optimize risk management mechanisms and establish cross-departmental risk identification and reporting processes to improve early warning and response capabilities for potential reputational events. Long-term: Evaluate and gradually adopt international risk management standards, establishing a systematic risk management framework and strengthening corporate governance and disclosure transparency. |
B |
| Opportunity – Energy Sources | Use of renewable energy sources | Opportunity: Reduces greenhouse gas emission risk; improves energy and resource performance; enhances corporate image and market value. | Participate in renewable energy procurement and investment, and increase the proportion of renewable energy used year by year. | B |
| Physical Risk – Acute & Chronic | Water resource risks (water quality, quantity, and sources) | Risk: Rising costs of water purchase, storage and treatment; drought or water pollution may restrict water intake and cause shutdowns, reduced capacity, occupational safety hazards and fines. Opportunity: Developing water-saving and reuse systems lowers long-term water costs; stable water resource management improves sustainability ratings. |
Short-term: Establish water resource management and review mechanisms, continuously monitor water quality, water volume and regulatory compliance, and promote the construction of wastewater recycling facilities. Mid-term: Complete the wastewater recycling system and improve its operating efficiency, and evaluate the adoption of ISO 46001 to strengthen water efficiency management. Long-term: Continuously optimize the water resource management system to raise recovery rates and water efficiency, reducing operational dependence on water resources and strengthening resilience. |
B |
| Transition Risk – Policies and Regulations | Carbon pricing and rising carbon cost risks | Risk: Rising carbon fees and carbon taxes increase costs; failure to implement carbon management will affect customers' procurement willingness. Opportunity: Establishing carbon management and internal carbon pricing mechanisms improves cost predictability and competitive advantage. |
Short-term: Complete greenhouse gas inventories and maintain ISO 14064-1 certification, promote energy-saving and carbon reduction projects, and implement an internal carbon pricing mechanism (THB 300 per metric ton) as a basis for operational decision-making and cost management. Mid-term: Plan carbon footprint inventories and product carbon management mechanisms, incorporate them into investment and operational decisions, and adjust strategies on a rolling basis. Long-term: Establish an integrated carbon management system to internalize carbon costs and optimize decarbonization strategies. |
C |
| Opportunity – Resource Efficiency | Improvement in resource efficiency | Risk: Initial efficiency improvements require investment in technology upgrades and equipment replacement; the operation and maintenance of monitoring and tracking systems increases fixed expenditure. Opportunity: Energy-, water- and waste-saving measures directly reduce operating costs and increase customers' procurement willingness; improved efficiency supports higher sustainability ratings and access to government subsidies or tax incentives; better energy and resource efficiency strengthens operational resilience and reduces climate and supply disruption risks. |
Short-term: Optimize production equipment and component configurations through internal and external improvement programs to raise equipment operating efficiency and reduce energy use, while strengthening the operation of wastewater recycling systems to improve water recovery rates. Mid-term: Continue to promote equipment energy optimization and process improvements, introducing systematic monitoring and management mechanisms to improve energy and water efficiency and reduce operating costs and the risk of resource waste. Long-term: Establish an integrated resource management system, continuously improving energy and water efficiency, strengthening operational resilience and reducing climate and resource supply risks. |
C |
| Transition Risk – Market | Market preferences and consumer behavior changes | Risk: Failure to meet customers' ESG requirements will affect their procurement willingness; related initiatives require additional cost and manpower; disputes or litigation may damage reputation and lead to rating downgrades. Opportunity: Early adoption of ESG management supports compliance with customer audit requirements; disclosure enhances transparency, sustainability ratings and corporate image. |
Short-term: Proactively communicate ESG requirements and audit schedules to keep track of changes in market preferences. Mid-term: Continue to deepen stakeholder communication mechanisms and incorporate ESG requirements into product and operational management to improve market responsiveness and competitiveness. Long-term: Promote management innovation and operational transformation, and develop products and services aligned with sustainability trends to enhance long-term market value and growth momentum. |
C |
| Transition Risk – Technology | Low-carbon technologies and energy transition investments | Risk: Large initial investment with a long payback period; failed technology adoption or unstable market demand may lead to losses; capacity adjustment and training costs increase during the transition. Opportunity: Adopting low-carbon processes and renewable energy reduces long-term energy expenditure and improves sustainability ratings and market competitiveness. |
Short-term: Introduce low-carbon products and co-develop with customers to enhance related technical capabilities. Mid-term: Plan and promote technology transformation programs incorporating decarbonization strategies, and evaluate the adoption of low-carbon processes and energy transition solutions to reduce carbon emissions and energy cost risks. Long-term: Establish a development roadmap for low-carbon technologies and energy transition, continuously optimizing investment allocation and technology deployment to strengthen low-carbon competitiveness. |
C |
| Opportunity – Resilience | Strengthening climate governance and carbon management | Risk: Requires investment in consulting, implementation and manpower costs. Opportunity: Supports more comprehensive operational decision-making and reduces climate-related risks; strengthens investor confidence and sustainable finance opportunities; supports customer recognition and expanded cooperation. |
Short-term: Conduct climate and carbon management awareness programs to enhance employee understanding and engagement. Mid-term: Continue to provide training for employees at all levels to strengthen execution capabilities and integrate them into daily management. Long-term: Establish systematic climate governance and carbon management mechanisms, integrating training, systems and performance management to enhance overall climate governance maturity and low-carbon transformation capability. |
C |
| Physical Risk – Chronic | Sea level rise | Risk: Disasters may cause production interruptions, shipment delays and customer loss; flooding, land loss and salinization may result in asset impairment. Opportunity: Early risk assessment and flood prevention design can reduce future losses and maintain operational stability; evaluating alternative plant sites and connecting with emerging industrial clusters may create operational synergies. |
Short-term: Establish facility management and maintenance mechanisms, regularly assess disaster risks and continuously monitor external information. Mid-term: Strengthen sea level rise risk assessment and incorporate it into operational and facility management planning. Long-term: Evaluate alternative plant sites and capacity allocation to reduce geographic risk and enhance operational resilience. |
C |
| Physical Risk – Chronic | Climate risk response and resilience capacity | Risk: The absence of contingency plans would delay post-disaster resumption of operations and affect customer trust; repair and alternative solution expenditure would increase significantly. Opportunity: Establishing contingency plans enhances operational resilience and customer confidence. |
Short-term: BCP and emergency response SOPs have been established, with backup mechanisms in place, regular drills and insurance arrangements, and response measures continuously reviewed and optimized. Mid-term: Update climate scenarios and incorporate them into decision-making, strengthening facility maintenance and risk early warning. Long-term: Improve climate risk and recovery mechanisms to enhance operational resilience and stability. |
D |
| Physical Risk – Chronic | Temperature rise | Risk: High temperatures may accelerate equipment depreciation and raise maintenance costs, and may increase energy consumption or lead to power restrictions, affecting production efficiency or even causing shutdowns. Opportunity: Actively promoting climate adaptation management supports higher sustainability ratings. |
Short-term: Establish facility management and maintenance mechanisms to reduce the impact of high temperatures on equipment. Mid-term: Optimize facility and equipment management to improve operating stability under high temperatures and reduce maintenance risk. Long-term: Introduce heat-resistant facilities and innovative building materials to enhance high-temperature adaptability and operational resilience. |
D |
| Physical Risk – Acute | Extreme weather events (heavy rain, typhoons, wildfires) | Risk: Extreme weather may accelerate equipment depreciation and increase maintenance and insurance costs. Opportunity: Establishing climate risk assessment and insurance mechanisms disperses losses and shortens recovery time; strengthened facility protection improves operational continuity. |
Short-term: BCP and emergency response SOPs have been established, with backup mechanisms in place, regular drills and insurance arrangements, and response measures continuously reviewed and optimized. Mid-term: Update climate scenarios and incorporate them into decision-making, strengthening facility maintenance and risk early warning. Long-term: Improve climate risk and recovery mechanisms to enhance operational resilience and stability. |
D |
| Transition Risk – Policies and Regulations | Pollution emissions management | Risk: Exceeding emission limits may result in fines or even shutdowns and damage corporate reputation. Opportunity: Obtaining relevant certifications strengthens customer trust; compliant emissions avoid shutdowns and penalties. |
Short-term: Establish an emission source management system to ensure compliant emissions and maintain a record free of major violations. Mid-term: Continue to optimize emission management mechanisms and integrate ESG thinking into daily operations and monitoring processes to improve management efficiency and preventive capability. Long-term: Establish an integrated environmental management system and continuously strengthen pollution prevention and reduction measures. |
D |
| Opportunity – Market Opportunities | Industry collaboration | Risk: Promoting collaboration requires investment in coordination, education and guidance costs; technology development or data integration requires additional information system investment. Opportunity: Accelerating the development of decarbonization solutions reduces adoption costs; building industry chain partnerships enhances corporate resilience and external reputation. |
Short-term: Participate in industry association courses and exchange activities to keep abreast of sustainability trends and practices. Mid-term: Promote sustainable supply chain management mechanisms, strengthen supplier collaboration and management, and actively respond to customer requirements. Long-term: Deepen industry chain partnerships and establish long-term collaboration mechanisms to enhance overall supply chain resilience and sustainability competitiveness. |
D |
| Transition Risk – Policies and Regulations | Enhanced sustainability governance and disclosure requirements | Risk: Insufficient disclosure may lead to declining sustainability ratings and affect customers' procurement willingness, while compliance and reporting costs increase. Opportunity: Adopting international disclosure frameworks improves information transparency and allows the effectiveness of sustainability management to be reviewed, thereby raising sustainability ratings and social trust and supporting business development and market value. |
Short-term: Strengthen the consistency and data quality of sustainability disclosures and improve internal data collection and verification capabilities to reduce the risk of disclosure gaps. Mid-term: Continuously optimize disclosure processes and internal management mechanisms in accordance with international disclosure standards. Long-term: Establish an institutionalized sustainability governance and disclosure framework, integrating internal management with external disclosure requirements to enhance sustainability management maturity and market trust. |
D |
| Opportunity – Market Opportunities | Sustainable finance | Risk: Requires investment in consulting, implementation, verification and reporting costs. Opportunity: Strong ESG performance improves financial institutions' willingness to extend credit and supports access to low-interest loans and green financing; active disclosure and performance enhance information transparency and investor confidence, attracting sustainability funds and investors. |
Short-term: Invest in sustainability disclosure and ratings to improve information transparency and market trust. Mid-term: Continuously improve the quality of sustainability management and disclosure and strengthen communication with financial institutions. Long-term: Establish a sustainable finance strategy that integrates ESG performance with financial decision-making to improve access to low-cost funding and green financing. |
D |
Apex has consistently applied the principle of optimization to the use of raw materials, minimizing material consumption in order to reduce waste generation and production costs and to achieve a win-win outcome for both economics and the environment. In addition to continuously adjusting raw material usage parameters to meet optimization and minimization requirements — thereby lowering production costs while also reducing pollutants and waste — the Company requires process equipment suppliers to review the reasonableness of their chemical consumption and to progressively meet minimum-usage requirements. (Data covers all plants and subsidiaries.)
All of Apex's water is obtained from third parties, namely local water supply companies and industrial estate treatment plants. In accordance with industrial estate regulations, before wastewater is discharged to the wastewater treatment plant, Apex discharges it through the designated channels specified by the industrial estate. From intake to discharge, all activities comply with the relevant Thai industrial laws and standards in order to achieve environmental protection. There were no material incidents of non-compliance with the relevant laws and regulations in 2025.
In 2025, Apex's total water withdrawal was 3,886 megaliters, total water discharge was 3,108 megaliters and water consumption was 778 megaliters. Compared with 2024 — water withdrawal of 4,148 megaliters, discharge of 3,318 megaliters and consumption of 830 megaliters — all water resource indicators declined, showing that the Company's water-saving measures, water resource management and wastewater recycling mechanisms have gradually taken effect, further improving water efficiency and reducing the burden of water use.
| Item | Unit | 2023 | 2024 | 2025 |
|---|---|---|---|---|
| Water withdrawal | Megaliters (ML) / thousand m³ (1,000 m³) | 3,822 | 4,148 | 3,886 |
| Water discharge | Megaliters (ML) / thousand m³ (1,000 m³) | 3,058 | 3,318 | 3,108 |
| Water consumption | Megaliters (ML) / thousand m³ (1,000 m³) | 764 | 830 | 778 |
| Water intensity | Megaliters (ML) / NT$ million of revenue | 0.30 | 0.33 | 0.33 |
Apex uses the Aqueduct Water Risk Atlas, a water risk assessment tool developed by the World Resources Institute (WRI), to regularly assess water stress at each production site. The results show that all production sites in Thailand are located in areas of high water stress. The Company therefore continues to strengthen its water resource management measures, including raising the wastewater recycling rate and optimizing water efficiency, and ensures that all water is sourced from local water supply companies and industrial estate treatment plants in order to reduce direct dependence on natural water bodies.
In terms of process management, wastewater from each process is separated according to its characteristics and directed to temporary storage tanks, where it is purified and recovered through physical, chemical and biological treatment technologies to improve overall circular utilization. Through separation management and the introduction of recovery systems, the Company not only ensures that discharge water quality meets the relevant regulatory standards, but is also able to reuse some of the treated water in its processes or convert it into resources of economic value, improving resource efficiency.
With respect to water risk management, although past experience suggests that the risk of water shortage in the areas where the plants are located remains manageable, Apex has established a diversified water supply risk response mechanism in view of the possibility that extreme weather and water scarcity could cause production line stoppages and in turn affect customer delivery schedules. In addition to stable day-to-day water intake, the Company has pre-established cooperation arrangements with external water suppliers as an emergency backup source, so as to reduce the impact of sudden water shortages on operations and ensure production continuity and supply chain stability.
PCB manufacturing relies heavily on a stable supply of water, electricity and chemicals, and because the process steps are complex, the resulting wastewater is highly varied in composition and difficult to treat. To improve water efficiency and strengthen environmental management, Apex formally launched the AQUA Project in 2022, establishing a dedicated water resources task force and working with specialist suppliers to introduce systematic water treatment and recovery mechanisms.
The system manages waste liquids from different processes through separation, and purifies and recovers wastewater and waste liquids using multiple technologies including physical, chemical and biological treatment. Treated water can be recycled back into the processes, and part of it can be converted into by-products of economic value and sold to recyclers, improving resource circularity. For residual discharges that cannot be recycled or sold, strict controls are applied in accordance with the relevant industrial estate regulations and standards, and discharge to the designated channels occurs only after the water quality has been confirmed to meet requirements. The system not only ensures compliant discharge but also achieves the circular use of wastewater and waste, balancing environmental protection with improved resource efficiency.
| Category | Treatment Method | Recovered / Treated Volume | Unit | ||
|---|---|---|---|---|---|
| 2023 | 2024 | 2025 | |||
| Micro-etching solution | Recovered and reused by electrolysis using RecoCell equipment | 74.75 (tons) | 3,769 | 14,512 | m³ |
| Acidic etching solution | Recovered and reused by electrolysis equipment | — | 13,893 | 12,032 | m³ |
| Waste liquid sold | 5,755 | 7,713 | 3,023 | tons | |
| Non-hazardous waste | General waste — collected and landfilled by government agencies | 7,910 | 5,075 | 6,370 | tons |
| Food waste — collected and reused by general contractors | 641 | 800 | 564 | tons | |
| Category | Item | Treatment Method | Recovered / Treated Volume | Unit | ||
|---|---|---|---|---|---|---|
| 2023 | 2024 | 2025 | ||||
| Hazardous waste | Copper plates and copper bars | Sold after processing | 641 | 694.9 | 927 | tons |
| Aged palladium waste liquid | Sold after processing | 93 | 1,403 | — | grams | |
| Resin gold | Sold after processing | 29 | 547 | 3,719 | grams | |
| Printed circuit board waste | Handled by recyclers certified by the industrial estate | 165 | 636 | 414 | tons | |
| Wastewater sedimentation sludge | Handled by recyclers certified by the industrial estate | 4,323 | 4,647 | 9,915 | tons | |
Apex began progressively constructing its solar energy program in 2022, and some solar equipment is already in operation. In 2025, solar energy usage increased by 34.71% compared with the previous year, accounting for 3.83% of total energy consumption. During 2025, the installed systems generated a total of 13,013.4 MWp of solar energy.
Apex consumes large amounts of electricity in its manufacturing processes and depends heavily on power and various utility systems, giving it a complex and large-scale energy consumption structure. To reduce costs and carbon emissions, the Company promotes the Lean Project, optimizing cooling, air compression and equipment efficiency and lowering unit energy consumption through parameter adjustment and monitoring. At the same time, the Solar Project has been introduced to build solar power generation systems that increase renewable energy output and its share of consumption. The two initiatives complement each other, further reducing overall electricity demand and carbon emission intensity.
| Energy | Unit | 2023 | 2024 | 2025 | 2025 Share | |
|---|---|---|---|---|---|---|
| Non-renewable energy | Purchased electricity | MWh | 288,995 | 304,355 | 292,906 | 86.15% |
| GJ | 1,040,382 | 1,095,677 | 1,054,463 | |||
| Diesel | L | 486,022 | 481,879 | 475,652 | 1.50% | |
| GJ | 18,760 | 18,601 | 18,360 | |||
| Gasoline | L | 50,568 | 62,206 | 42,049 | 0.12% | |
| GJ | 1,729 | 2,127 | 1,438 | |||
| Liquefied petroleum gas (LPG) | kg | 2,217,774 | 2,210,524 | 2,236,692 | 8.41% | |
| GJ | 102,018 | 101,684 | 102,888 | |||
| Renewable energy | Self-generated solar power | MWh | 5,990 | 9,660 | 13,013 | 3.83% |
| GJ | 21,562 | 34,777 | 46,848 | |||
| Total | GJ | 1,200,810 | 1,253,128 | 1,223,997 | 100% | |
| Energy intensity | GJ / NT$ million of revenue | 95.09 | 100.58 | 105.44 | — | |
| Solar Plant | 2022 | 2023 | 2024 | 2027 | 2028 | |
|---|---|---|---|---|---|---|
| Phase 1 Completed | 2,771 | 2,351 | 3,175 | |||
| Phase 2 | Plants 2 & 3 — PPA | 1,500 | 4,500 | |||
| Plant 1 — PPA | 17,000 | |||||
| Installed capacity (kWp) | 2,771 | 2,351 | 3,175 | 1,500 | 21,500 | |
| Cumulative installed capacity (kWp) | 2,771 | 5,122 | 8,297 | 9,797 | 31,297 | |
| Projected cumulative carbon reduction (tons) | 2,022 | 3,739 | 6,055 | 7,053 | 22,842 | |
To strengthen climate change risk management and improve the transparency of greenhouse gas emissions information, Apex has established a greenhouse gas inventory mechanism in accordance with the ISO 14064-1 standard, systematically collecting and disclosing emissions data from its operations. The inventory covers direct emissions and energy indirect emissions and is being progressively extended to other indirect emissions, in order to obtain a comprehensive understanding of the sources and structure of carbon emissions. A phased target was set in 2023 to reduce greenhouse gas emissions by 5% within five years using 2022 as the base year, and the Company is concurrently pursuing ISO 14067 certification and the setting of SBTi targets.
This standard covers the reporting of carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), sulfur hexafluoride (SF6) and nitrogen trifluoride (NF3) applicable to Apex's operational control approach. The information is collected by region; where the Group has established a company but no plant in a given region, only the electricity consumed by the local office is collected. For calculation purposes, Taiwan applies the latest annual electricity emission factor published by the Energy Administration, Ministry of Economic Affairs; China applies the relevant notice issued by the Ministry of Ecology and Environment; and Thailand applies the emission factor published by TGO-CFO. The Global Warming Potential (GWP) values used are based on IPCC AR6. Other indirect greenhouse gas emissions arise mainly from the supply chain, and Apex has therefore worked with suppliers to conduct Scope 3 greenhouse gas inventories, with the aim of expanding the inventory boundary to strengthen control over Scope 3 emissions.
| Scope (unit: metric tons CO2e) | 2023 | 2024 | 2025 | |
|---|---|---|---|---|
| Scope 1 (A) | 11,937.01 | 14,395.79 | 11,894.98 | |
| Scope 2 (B) | 144,389.45 | 152,147.81 | 139,081.62 | |
| Subtotal (A) + (B) | 156,326.46 | 166,543.59 | 150,976.60 | |
| GHG emission intensity (A + B) / NT$ million of revenue | 12.38 | 13.75 | 13.01 | |
| Scope 3 (C) | 17,199.44 | 20,516.47 | 47,131.80 | |
| GHG Protocol category | Category 1 | 1,502.72 | 6,622.22 | 6,612.98 |
| Category 3 | 2.82 | 4.82 | 23,780.36 | |
| Category 5 | — | 12.82 | 0.05 | |
| Category 6 | 175.24 | 241.24 | 407.30 | |
| Category 7 | 676.46 | 668.43 | 453.52 | |
| Category 9 | 14,768.32 | 12,909.62 | 15,826.15 | |
| Category 13 | 73.87 | 57.32 | 51.45 | |
| Other (see note) | 5,720.36 | 7,526.70 | 6,042.51 | |
| Total emissions (A) + (B) + (C) | 173,525.90 | 187,060.06 | 198,108.40 | |
Taking into account the location of the Company's principal operating sites, international carbon price trends, the development of regional carbon fee and carbon tax policies, and the marginal abatement costs of the Company's existing carbon reduction projects, the initial internal carbon price has been set at THB 300 per metric ton of CO2e.
Upholding its corporate social responsibility, the Company is committed to complying with all environmental regulations and to ensuring that its operations are consistent with the principles of sustainable development. We fully recognize the importance of environmental protection for both business and social development, and therefore actively adopt a range of measures to ensure compliance with relevant domestic and international regulations while continuously optimizing our environmental management mechanisms to reduce our impact on the ecological environment.
Production activities at all plants comply with local environmental regulations, and potential environmental risks are effectively reduced through institutionalized management and regular review and improvement. In 2025, the Company did not incur any significant losses (including compensation) as a result of environmental pollution, nor was it subject to any penalty by the competent authorities, demonstrating a high degree of self-discipline and accountability in environmental management.
To ensure environmental quality, the Company arranges third-party testing of noise and air pollution at least once a year, ensuring that emissions meet regulatory standards and that any abnormalities are corrected promptly. We also continue to invest in environmental protection equipment and technologies to reduce the impact of our processes on the environment and to safeguard the environmental quality of the surrounding communities.
With respect to product-related environmental regulations, the Company strictly complies with the EU Restriction of Hazardous Substances Directive (RoHS) and the Registration, Evaluation, Authorisation and Restriction of Chemicals (REACH) regulation, ensuring that our products do not contain, or restrict the use of, hazardous substances and that they meet international market requirements for environmental protection and health. Our supply chain also fully complies with the relevant regulations, ensuring that everything from raw material procurement and manufacturing through to the final product meets environmental standards.
The Company also attaches importance to the protection of biodiversity, maintaining the ecological environment surrounding each plant in accordance with local regulations and international initiatives, avoiding impacts on natural habitats and wildlife, and continuing to promote green processes and environmentally friendly measures. We also encourage employees to take part in conservation activities, embedding the concept of ecological protection in our corporate culture.
The Company regards compliance with environmental regulations and the protection of biodiversity as fundamental responsibilities of its business operations, and ensures environmental sustainability through regular monitoring, internal management, supply chain collaboration and employee participation. We will continue to raise our environmental management standards and promote green production and eco-friendly measures, contributing to the sustainable protection of the global environment and natural resources.
To further strengthen the Company's climate risk management capabilities and improve the effectiveness of internal energy-saving and carbon reduction decisions, the Company has introduced an internal carbon pricing mechanism that internalizes the external costs arising from greenhouse gas emissions as an important basis for evaluating operational and investment decisions. Taking into account that the Company's principal operating sites are located in Southeast Asia, together with international carbon price trends, the development of regional carbon fee and carbon tax policies, and the marginal abatement costs of the Company's existing carbon reduction projects, the initial internal carbon price has been set at THB 300 per metric ton of carbon dioxide equivalent.
The introduction of the internal carbon pricing mechanism helps guide business units to consider both environmental costs and economic benefits in their decision-making, improving the quality of investment decisions and advancing the Company's low-carbon transition and sustainable development goals. The internal carbon pricing mechanism was formulated and incorporated into the management system during 2025, and the Company will continue to promote carbon footprint inventories and product carbon management and to adjust its carbon management strategy on a rolling basis.
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