Stakeholder engagement

Identifying important stakeholders

We maintain constant interaction with stakeholders to build a communication and response mechanism on sustainability issues. We also identify stakeholders through the five attributes of stakeholders : responsibility, influence, tension, dependency, and diverse perspectives of AA1000 SES. After the departmental assessment and discussion a few years ago, we determined the key stakeholder groups.

After discussion with the functional managers, we confirmed that there is no significant change in the identification results of the existing stakeholders, understood their concerns about YOKE, and reported to the General manager for approval, the important stakeholders in 2024 were identified as shareholders, customers, employees, suppliers, etc.

Engagement with key stakeholders

The significance of each identified stakeholder group and the way in which they interact with the Company differs. As such, different departments engage with different stakeholders through various methods of communication. In 2024 we continued with these various methods of communication and engagement and the results were recorded.

In consideration of the significance to YOKE of individual stakeholder groups, the sustainability issues that concern them, and their expectations, by combining the idea of sustainable impact assessment, we included their opinions in managing each sustainability issue to get twice the result with half the effort so as to maximize the power of sustainability through collaboration with stakeholders.

Types of stakeholders	Shareholders Guardian of safety value
Implications to YOKE	YOKE commits financial, intellectual, manpower, manufacturing, social and environmental capital into establishing its distinctive safety awareness.
Accountable departments	Finance Dept
Method/frequency of engagement	Shareholder s’ meeting (annual) Board of directors meeting (quarterly) Strategy meetings (annual)
Results	One shareholders’ meetings and four Board of Directors meetings were held, along with a year-end strategy meeting to verify our annual operating objectives for 2024.
Introspection and response	To establish links to environment, society, and corporate governance through the aspect of operational strategy to build a foundation and momentum for sustainable development. Instead of short-term profits, we will focus on our pursuit of long-term optimization regarding stakeholder interests.
Short-term plan	In response to future growth plans, the Company has initiated a three-region plant expansion project, continuously investing in intelligent production to enhance production quality and efficiency, and continuously optimizing and systematizing R&D management processes to accelerate R&D design capabilities and competitiveness. The Company continues to engage in industry-academia collaboration to assist in enhancing technical capabilities, creating a more competitive operating environment and product advantages to break through market challenges and achieve counter-trend growth.
Long-term strategy	We will continue to promote the market demand for new products and optimize the manufacturing process through industry-academia cooperation and smart manufacturing, so as to reduce the use of materials and consumption of YOKE products and move towards sustainable manufacturing. In line with the government’s 2050 net-zero carbon emissions policy target, the plans for the construction of the new plant incorporate green building design and solar power generation installation.

Types of stakeholders	Customers Promoter of safety value
Implications to YOKE	Purchasing YOKE’s products help promote safety awareness to industrial applications and individuals and to far corners of the world.
Accountable departments	8 sales Department/N Sales Department Center
Method/frequency of engagement	Exhibition/video conference with customers Customer satisfaction survey (annual) Complaint handling (at any time)
Results	Trade fair participations: 8 Sales Dept 35 times and N Sales Dept 6 time. Maintained intensive communication with customers through videoconferencing, accelerated product development schedule, and effectively enhanced work efficiency. The customer complaint closure rate was 100%.
Introspection and response	With a focus on user safety, we create safety value for products through R&D, procurement, and manufacturing and enforce the management of sustainability issues and validation of product standards to provide customers with trustworthy safety products and corporate commitment.
Short-term plan	The Company continues to maintain high-standard quality management systems to meet customer expectations for products. In response to the latest product safety certifications in Europe and the United States, the Company completes product certification testing and submission ahead of schedule to meet product shipment requirements and ensure the safety of end users. In response to international carbon reduction trends and the impact of CBAM regulations, the Company has established a product carbon footprint calculation mechanism.
Long-term strategy	We will continue to optimize the marketing power of Salesforce and SAP ERP to grasp customer needs and market trends; we will continue to improve our internal environment and promote various measures for sustainable development to create a sustainable enterprise and build a sustainable brand image in the hook industry.

Types of stakeholders	Employees Enforcer of safety value
Implications to YOKE	Through responsible R&D, manufacturing and supporting service, YOKE makes safety an inherent value of all its products.
Accountable departments	Human Resource Department
Method/frequency of engagement	Safe and health committee (quarterly) Labor-management conference (quarterly) Employee satisfaction survey (annual)
Results	Four Safety and Health Committee meetings and four labor-management meetings were held. The overall satisfaction rating was 3.83 out of 5.
Introspection and response	Starting from competence management, we strive to recruit suitable talents while planning a comprehensive mentor system to help new employees acclimatize themselves to their work environment. In addition, YOKE invests in education and training to equip employees with the necessary professional skills and provides physiological and psychological care to enhance the workplace.
Short-term plan	Adhering to our aim of being a “people-oriented” enterprise, we have introduced automated production models, continued the mentorship system, promoted education and training, and implemented factory skills certification, providing equal treatment to employees. At the same time, through the introduction of Employee Assistance Programs (EAP), we provide timely care for employees and create a quality workplace where employees enjoy working.
Long-term strategy	In light of YOKE’s 2028 operational growth strategy, we will continue to improve upon our talent recruitment and compensation management, attract outstanding talents and foster positive labor relations through comprehensive talent development planning and execution whilst building a friendly and healthy workplace.

Types of stakeholders	Suppliers Collaborator of safety value
Implications to YOKE	Working with YOKE helps improve a business’ product capabilities and brings value (in the form of added safety) to the overall industry.
Accountable departments	Procurement Department
Method/frequency of engagement	Supplier Evaluation (annual) Supplier Audit (annual) Supplier Counseling (project)
Results	We evaluated 55 suppliers and audited 255 suppliers.
Introspection and response	Working with our suppliers to jointly construct and shape the domestic industry for safety hooks has always been YOKE’s long-term goal for local commitment. And as such, we provide management and customized assistance mechanism for our suppliers in order to bolster their competitiveness in the market.
Short-term plan	To invite key material suppliers to participate in the developmental phase for new products so as to accelerate product development. In addition, we will provide online queries for long-term orders through production scheduling so that suppliers can estimate their quantity and delivery of shipments for relevant production arrangements to be made to improve the rate and accuracy of deliveries. Through requirements such as supplier codes of conduct, we enhance suppliers’ performance in environmental and social aspects, working hand in hand with suppliers toward sustainable development.
Long-term strategy	To expand the scope of depth of collaborative improvement with our strategic partners while establishing a supplier information platform to provide information in real time, which will facilitate supplier operation improvement, bolster their competitiveness, and promote overall growth for the industry. In response to CBAM impacts, we work hand in hand with suppliers to actively reduce carbon emissions and maintain product competitiveness.

Stakeholder