Business Continuity Management

UMC Business Continuity Management System Development and History

UMC recognizes the issue of business continuity, which means the importance of providing continuous services to strategic customers and stakeholders. UMC each fab has developed its BCP workbook (Business Continuity Plan workbook) since 1999. Hsinchu headquarter, Fab12A, and Fab12i passed ISO 22301:2012 verification sequentially since 2013 and became a leader in the semiconductor industry to receive ISO 22301 Business Continuity Management system verification. In addition, all of 12-inch fabs and 8-inch fabs have already completed the verification of ISO 22301:2019 version by 2024.


UMC Business Continuity Policy and Objective



  • UMC aims to provide customers with excellent and uninterrupted service.
  • UMC ensures the effective of its business continuity system by implement system and integrate resources.
  • UMC reviews and improves continuously to enhance the resilience of responding to various disasters before/ during/ after the disruption from business impact to ensure the utmost rights and interests of customers and stakeholders.




  • Personnel safety is the top business continuity objective.
  • Base on risk assessment results, the company aims to develop various disaster prevention measures and responses to reduce operational impact and shorten recovery time.
  • UMC follows ISO 22301 management system standard and executes BCP drill on a regular basis to review the effectiveness of business continuity plan and make continuous improvements.


BCM Framework

UMC follows the ISO22301 standard to establish, implement, monitor and maintain its business continuity management system(BCMs). UMC headquarter in Taiwan  established “Business Continuity Management Committee” which is composed of existing management teams, to integrate company resources and continuously review improvement plans, furthermore, when a disaster happened , ensure rapid restoration of operational goals to protect the best interests of customers and stakeholders.

All fabs and functional departments have deployed emergency response and recovery plans for specific events such as earthquake, fire, chemical spill, power disruption, water shortage and material shortage. BCP Exercise are conducted every year in order to continually improve emergency response and recovery procedures.


In addition, a drill for senior executives is held every 3 years. The drill is convened by President Chien and related executive members including CFO, CHO, manufacturing vice president, manufacturing resource integration vice president, etc. We practice stakeholder’s communication tactics in various aspects, including employees, suppliers, customers and social media, and the production allocation plans between different fabs are fully discussed to demonstrate UMC’s resilience in business continuity.




BCM Committee Organization Chart



Three steps of emergency response and recovery


Stage 1. Emergency Response

Control and rescue (hours-days)

Limit the effect of incidents or disasters as per the emergency response plan.



Stage 2. Incident Management

Stabilization & mitigation (days-months)

Communicate with stakeholders and response his/her demands and achieve minimum operational level within the recovery time objective, RTO, as per the business continuity plan.



Stage 3. Business Recovery

Back to normal (months-year)

Recovery at the affected fab to restore its production capability back to normal within maximum acceptable downtime as per business recovery plan.



Operation of Business Continuity Management

The BCM management review meeting is held annually to review both risks from internal and external and how precisely and effectively BCM system is operated. For possible risks such as earthquake, fire, chemical leakage, utility outage, drought and raw material shortage…etc., UMC conducts risk assessment and improvements in advance. Furthermore, exercises on procedure are held periodically to sharpen response and recovery after incidents.


Achievements of business continuity management



2023 Achievements


Risk Mitigation in Supply Chain: Identify risk material in supply chain and develop risk mitigation activities

⦁ 100% Conduct risk reduction activities on identified supply risk materials


Enhance the resilience of utility:
⦁ Power dip improvement projects are 100% completed in Taiwan site and HJ in China.
⦁ Not triggering water tankers when water supply restriction within 15%
⦁ Conduct BCP exercise of natural gas outage


⦁ Completion rate: 100%


⦁ No water tankers are operating this year.

⦁ Successfully completed three rounds of BCP exercises


Enhance information security protection: Zero major cyber attack or ransomware event

⦁ Zero major cyber attack or ransomware event





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