Skardin Industrial Corporation

Climate Impact & Sustainability Data (2022, 2023)

Implemented waste sorting and resource recovery to reduce waste, save energy and reduce carbon emissions.
Promotes the appropriate turn-off of A/C systems in empty or less-occupied office areas, and carries out energy saving and resource recovery promotion irregularly.
Established a management system for cleaning workers and regulations for the management of chemical hazards (Fujian Sked Electronics).

Established an employee welfare committee to promote various employee welfare initiatives.
Provides regular health checkups for employees and invites professional physicians to hold health checkup report sessions and provide employee health consultation.
Provides various legal rights and benefits to employees in accordance with the Labor Standards Act and other relevant laws and regulations.

Established an audit committee.
Adopted the candidate nomination system for elections of all directors.
Established the “Ethical Corporate Management Best Practice Principles”, “Corporate Governance Best-Practice Principles”, and “Sustainable Development Best Practice Principles”.

Long-term Goals:

Strive for internationalization, cultivate international sales and management talents, and lay the foundation for establishing a world-class satellite communications company.
Strengthen product marketing, establish regional sales networks, and expand domestic and international market share.
Strengthen the integration of financial, sales, production, and procurement related systems.

Medium-term Goals:

Close cooperation with major suppliers of IC products and key customers to reduce costs and launch new generation products.
Continuous planning of production line automation to strengthen production efficiency.
Strengthen sales capacity, expand customer base and consolidate existing customers.

Short-term Goals:

Proactively develop products in line with market trends to meet customers' needs.
Improve factory production efficiency, reduce production costs, and enhance product price competitiveness.
Proactively develop overseas markets; strengthen customer service function.

Slowdown from COVID-19 and material shortage of supply chain.
Rapidly evolving specifications and technology of video set-top box products, shortening life cycle.
High degree of dependence on foreign sales and susceptibility to changes in exchange rates.

Strengthened research and development team and improved their capabilities.
Continuously optimized cost and improved gross profit margin.
Strengthened factories management and improved production efficiency.
Strengthened the collection of market information and responded to product and market differentiation.
Expanded R&D talents and enhanced R&D capabilities.
Offset foreign currency assets and foreign currency liabilities to generate a natural hedging effect.
Judged the trend of appreciation or depreciation of the NTD, analyzed the exchange gain or loss, and decided the timing of export settlement.
Placed a portion of USD in fixed deposits to earn a higher interest income.
Improved bargaining power of the purchase price through increased procurement volume.
Continuously lowered production costs through increased production capacity and adjustment of transfer pricing policy.
Continuously developed new products with high margins and high added value.

Established long-term strategic partnership with upstream manufacturers to ensure quality, price, delivery and service.

Completed the acquisition of public tender solar photovoltaic projects with a capacity of over 2MW.
Invested in aquacultural solar photovoltaic projects with a capacity of over 20MW.
Implemented energy saving and resource recovery measures (e.g., waste sorting and recycling, paperless processes).

Established an employee welfare committee to promote various employee welfare initiatives.
Provides regular health checkups for employees and health consultation.
Implemented various employee welfare measures (e.g., labor insurance, group accident insurance).

Established an audit committee and a remuneration committee.
Formulated corporate governance regulations (e.g., Rules and Procedures for Board Meetings, Internal Major Information Processing Procedures, Codes for Corporate Governance Practice).
Implemented regular performance evaluations of the Board of Directors.

Long-term Goals:

Provide intelligent management systems via the integration of financial, sales, production, and procurement related systems.
Uphold a sound financial strategy, provide sufficient capital support and flexible capital deployment.

Medium-term Goals:

Close cooperation with major suppliers and key customers to launch new generation products.
Extend product development to GPON/5G equipment.
Continuous planning of production line automation.
Enhance business capabilities and expand customer base.
Strengthen market penetration in India and Africa.
Actively exploit the NetCom business.

Short-term Goals:

Net operating income decreased by 32% compared to 2022.
Consolidated net loss after tax for 2023 was NT$184,233 thousand.
Rapidly evolving video set-top box technology and shortening product life cycle.
Foreign sales revenue vulnerability to exchange rate fluctuations.
Market maturity and saturation leading to declining product sales prices.

Develop high-growth markets (India, Africa, South Asia).
Prioritize products over assets and provide rapid service.
Develop network communication products as a second product line.
Shift R&D focus to resource integration.
Strengthen business order conditions and payment capabilities in high-risk areas.
Explore emerging markets and launch new sales channels.
Collaborate with technical partners to optimize costs and improve gross profit margins.
Utilize offsetting foreign currency assets and liabilities for natural hedging.
Prudently evaluate TWD exchange rate trends.
Increase procurement volume to improve bargaining power.
Develop new high-margin products.