近年ESG（環境、社會與治理）逐漸成為企業經營的核心議題，尤其在面對氣候風險與社會期望日益升高的情況下，企業已無法僅以財務績效作為經營成敗的唯一標準。然而，多數ESG相關研究仍停留在制度揭露與投資績效的分析，較少深入探討企業如何在實務操作中，透過與利害關係人的互動，逐步建構出具有共創特性的永續行動策略。
本研究以日月光（ASE Technology Holding）為研究對象，採取質性個案研究方法，蒐集企業公開資料、永續報告書與深度訪談等資料來源，分析其自2009年至2020年間在環境、社會與治理上的實務轉變。透過長期觀察與文件分析，研究者發現，該企業於2013年遭遇重大環保事件後，逐步從單向的資訊揭露轉向積極與外部利害關係人建立對話與合作，例如設立永續委員會、導入國際準則（如TCFD、SBTi）、以及推動綠色採購與資訊安全治理等作為，逐步將ESG融入日常營運與治理架構之中。
研究也發現，企業在面對高度能源消耗與複雜供應鏈結構下，若僅靠內部制度推動永續轉型恐難達成，需透過與員工、供應商、社區等利害關係人之間的信任與協作，才能逐步落實實質的共創價值。本文結合日月光的案例實務，對照「共享價值」與價值共創的理論觀點，描繪出企業在高風險產業中實踐ESG轉型的行動歷程與關鍵策略。
本研究期望能補足既有研究對製造業ESG推動細節與價值共創實作歷程的不足，並為後續關注產業永續實踐與利害關係人互動的學術研究或政策設計，提供可借鏡的個案素材與分析框架。

This research investigates how a corporation integrates ESG (Environmental, Social, and Governance) practices by engaging with stakeholders, focusing on the case of ASE Technology Holding. As the semiconductor industry grapples with significant environmental and social challenges, the study traces ASE’s transformation between 2009 and 2020, highlighting changes following a major wastewater incident in 2013.
Using a qualitative case study method, the research examines ASE’s initiatives across environmental, social, and governance dimensions, and how these efforts evolved from regulatory compliance to active stakeholder collaboration. Examples include water recycling systems, carbon footprint tracking with suppliers, and the implementation of sustainability governance frameworks.
The findings suggest that ESG is not limited to disclosure, but involves ongoing interaction, joint problem-solving, and internal capability building. The case of ASE offers valuable insights into how companies in high-risk, energy-intensive sectors can embed ESG into their operations through co-creation with stakeholders.

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