Message from Chairman
Last year marked the 50th anniversary of TWC since its founding in 1974. Over the past five decades, TWC has remained committed to its mission of delivering “Sufficient Supply, Superior Quality” tap water, guided by the principles of “Quality, Innovation, Trust, and Professionalism” in advancing water resource management and sustainable development. Quietly but steadily, TWC has played a vital role in supporting Taiwan’s livelihood and economic growth.
Throughout this 50-year journey, the legacy, transformation, and dedication of TWC employees have been deeply ingrained in our collective memory. Thanks to the tireless efforts of our predecessors, TWC has witnessed a more than tenfold increase in customer connections, with pipelines extending to every corner of Taiwan in need of water. The water supply coverage rate has risen from under 50% to over 95% during this period. What TWC delivers to each household is not just tap water—it is a reflection of Taiwan’s progress in public welfare and economic development, and a testament to our employees’ unwavering commitment and sense of social responsibility.
Today, we face a wide range of challenges, including global political and trade instability, the impacts of climate change, natural disasters such as earthquakes, financial resilience, and evolving expectations from domestic and international stakeholders regarding sustainable governance and disclosure. These challenges continuously drive TWC to enhance its sustainability efforts.
We actively monitor global and domestic sustainability trends and integrate them into our business strategies to shape TWC’s sustainability framework. We aspire for our sustainability actions to converge into a powerful stream of influence which acts as a steady and enduring river of sustainability. Looking ahead, we will continue to accelerate our sustainability initiatives with forward-thinking strategies, strengthen our resilience against climate change and economic challenges, and move toward net zero emissions. Through innovative technologies, we aim to become a leading force in sustainable water resource management.
With foresight and preparedness, Taiwan has accumulated valuable experience in dealing with natural disasters. We never underestimate the risks posed by climate change. Through risk identification and control mechanisms, and in close collaboration with the Water Resources Agency of the Ministry of Economic Affairs, we continue to assess and build capacity, upgrade water supply infrastructure, enhance cross-regional pipeline dispatch capabilities, modernize water treatment plants, leverage information technology to reduce the water leakage rate, and review water supply dispatch management. These proactive measures enable TWC to continuously strengthen its ability to withstand climate impacts.
In terms of carbon reduction, TWC—through the leadership of the Chief Sustainability Officer and the Sustainability Development Committee—has implemented a range of initiatives, from carbon reduction management to the development of renewable energy such as small hydropower and Solar PV equipment. These efforts represent our steady progress toward net zero.
These experiences, plans, and actions not only demonstrate TWC’s long-term strategy and emergency response capabilities in the face of extreme climate events but also reinforce our commitment to enhancing the resilience of our water supply system. Our goal is to ensure stable water supply amid climate change, serve as a strong pillar of disaster response, and contribute to Taiwan’s net-zero economy while maintaining sustainable operations—working hand in hand with the public and businesses on the path to net zero.
We will continue to expand and deepen TWC’s climate governance capacity by identifying risks, formulating strategies, and implementing effective monitoring and evaluation. We actively engage with stakeholders in accordance with domestic and international climate disclosure standards. Looking ahead, we will continue to inventory our carbon reduction actions and achievements, reduce the carbon footprint of water supply, build resilient water infrastructure, and leverage TWC’s resources to promote the development of renewable energy—advancing toward a net-zero water supply business.
Throughout this 50-year journey, the legacy, transformation, and dedication of TWC employees have been deeply ingrained in our collective memory. Thanks to the tireless efforts of our predecessors, TWC has witnessed a more than tenfold increase in customer connections, with pipelines extending to every corner of Taiwan in need of water. The water supply coverage rate has risen from under 50% to over 95% during this period. What TWC delivers to each household is not just tap water—it is a reflection of Taiwan’s progress in public welfare and economic development, and a testament to our employees’ unwavering commitment and sense of social responsibility.
Today, we face a wide range of challenges, including global political and trade instability, the impacts of climate change, natural disasters such as earthquakes, financial resilience, and evolving expectations from domestic and international stakeholders regarding sustainable governance and disclosure. These challenges continuously drive TWC to enhance its sustainability efforts.
We actively monitor global and domestic sustainability trends and integrate them into our business strategies to shape TWC’s sustainability framework. We aspire for our sustainability actions to converge into a powerful stream of influence which acts as a steady and enduring river of sustainability. Looking ahead, we will continue to accelerate our sustainability initiatives with forward-thinking strategies, strengthen our resilience against climate change and economic challenges, and move toward net zero emissions. Through innovative technologies, we aim to become a leading force in sustainable water resource management.
Actively Preparing for and Responding to Natural Disasters and Climate Change—A Reliable Pillar for the People of Taiwan
TWC’s water supply resilience is synonymous with Taiwan’s resilience in both livelihood and economy. In 2024, TWC’s emergency response capabilities were rigorously tested by the Hualien earthquake and Typhoons Gaemi, Sanvu, and Koinu. The April 3 Hualien earthquake severely damaged multiple water supply facilities, affecting over 120,000 households. We immediately established a command center, activated our emergency response plan, and successfully restored full water supply within 86 hours—well ahead of schedule. In October, Typhoon Koinu caused water outages for more than 60,000 households and severely damaged water source facilities. Nearly 1,000 personnel and 265 vehicle and equipment deployments were mobilized to carry out emergency repairs under challenging conditions.With foresight and preparedness, Taiwan has accumulated valuable experience in dealing with natural disasters. We never underestimate the risks posed by climate change. Through risk identification and control mechanisms, and in close collaboration with the Water Resources Agency of the Ministry of Economic Affairs, we continue to assess and build capacity, upgrade water supply infrastructure, enhance cross-regional pipeline dispatch capabilities, modernize water treatment plants, leverage information technology to reduce the water leakage rate, and review water supply dispatch management. These proactive measures enable TWC to continuously strengthen its ability to withstand climate impacts.
In terms of carbon reduction, TWC—through the leadership of the Chief Sustainability Officer and the Sustainability Development Committee—has implemented a range of initiatives, from carbon reduction management to the development of renewable energy such as small hydropower and Solar PV equipment. These efforts represent our steady progress toward net zero.
These experiences, plans, and actions not only demonstrate TWC’s long-term strategy and emergency response capabilities in the face of extreme climate events but also reinforce our commitment to enhancing the resilience of our water supply system. Our goal is to ensure stable water supply amid climate change, serve as a strong pillar of disaster response, and contribute to Taiwan’s net-zero economy while maintaining sustainable operations—working hand in hand with the public and businesses on the path to net zero.
Five Strategic Pillars Leading TWC’s Sustainability Actions
Sustainable transition is a shared endeavor among the government, businesses, and the public. In response to various sustainability challenges and developments, we analyze both internal and external factors to formulate five core strategic pillars: Sufficient Supply, Superior Quality, Service Enhancement, Organizational Optimization, Net Zero Emissions, and Financial Resilience. These strategies are aligned with actions across environmental sustainability, social inclusion, and economic development. Through proactive measures, we aim to strengthen infrastructure resilience, advance toward net zero, drive technological innovation, and enhance sustainable operational performance—laying a solid foundation for Taiwan’s sustainable development.Environmental Sustainability: Aiming for Net Zero Emissions
Achieving Net Zero Emissions is one of TWC’s core goals. We are committed to reducing our carbon footprint by improving energy efficiency, developing renewable energy, promoting green offices and services, and enhancing green production and resource utilization. Building on the establishment of the Net Zero Transition Task Force in 2022, TWC launched an organizational reform in 2025, appointing the Chief Sustainability Officer as the convener to further strengthen our net-zero strategies and execution capabilities—demonstrating our firm commitment to environmental sustainability.We will continue to expand and deepen TWC’s climate governance capacity by identifying risks, formulating strategies, and implementing effective monitoring and evaluation. We actively engage with stakeholders in accordance with domestic and international climate disclosure standards. Looking ahead, we will continue to inventory our carbon reduction actions and achievements, reduce the carbon footprint of water supply, build resilient water infrastructure, and leverage TWC’s resources to promote the development of renewable energy—advancing toward a net-zero water supply business.
Social Inclusion: Service Enhancement as Our Mission
Under the “Service Enhancement” strategy, we continue to optimize customer service processes and expand the Water Supply Coverage Rate, ensuring that residents in remote areas have equal access to high-quality water services, with the goal of building an inclusive society. We not only prioritize service quality and employee wellbeing but also actively respond to social needs, embedding the spirit of sustainability into every aspect of our operations.
To improve the water supply coverage in Pingtung County, TWC has invested approximately NTD7.149 billion since 2017. Through close collaboration with various stakeholders, we mobilized significant manpower and resources to construct nine water treatment plants and drill 24 groundwater wells in the region, increasing daily water supply capacity by 95,000 tons. In 2024, we achieved a major milestone by surpassing a 70% coverage rate, marking a new stage of development for Pingtung County’s water supply.
We continue to address water supply challenges in aging hillside communities. For example, through the “Improvement Project for Pressurized Water Receiving Equipment in Aging Hillside Communities,” users have reported lower water bills, fewer service interruptions, and more stable water supply after the upgrades—clear recognition of our deep-rooted commitment to community service.
In addition, creating a friendly workplace and caring for employees’ physical and mental well-being have been core values throughout TWC’s 50-year journey. In 2024, TWC’s Headquarters was honored with the “Gender-Friendly Health Award” by the Ministry of Health and Welfare, demonstrating our strong commitment to workplace inclusiveness and employee care. In an era of diversity and change, TWC takes pride in its technical expertise, and our dedication to the well-being of “TWC people” forms the foundation for delivering better services and introducing innovative technologies and infrastructure.
To enhance operational performance, we are driving corporate innovation and transformation under the dual strategic pillars of “Organizational Optimization” and “Financial Resilience”, aiming to improve overall operational efficiency and create momentum for long-term, stable growth.
Beginning in 2024, we fully implemented administrative transparency measures with the support of the Board of Directors, establishing region- and group-based execution strategies. We launched three major transparency initiatives: “Major Projects”, “Water Treatment Chemical Procurement”, and “Improving Water Supply Coverage Rate”. Each initiative formed an Administrative Transparency Task Force, led by regional office heads or deputy heads, with the Department of Civil Service Ethics serving as the secretariat. Following the principles of information disclosure and transparency, these efforts aim to enhance corporate governance and improve information openness.
To strengthen water quality monitoring, TWC launched the Water Supply Monitoring Platform System Integration in 2024, leveraging digital technologies to upgrade monitoring capabilities, reduce failure rates and maintenance costs, and optimize management decisions and emergency response efficiency. In the same year, all regional laboratories obtained extended ISO/IEC 17025 certification, establishing a comprehensive quality assurance and control system aligned with international standards and enhancing customer confidence in our testing data. In 2024, we conducted 1,194 tests for emerging pollutants—including organic compounds, disinfection by-products, and pesticides—achieving a 108.5% completion rate. Starting in 2025, we will strengthen our testing capabilities for Perfluorinated Compounds (PFCs) and further enhance water quality safety management.
We also focus on technological innovation. In terms of information and AI applications, we introduced advanced technologies and developed the “AI-enabled Smart Aqua Leak Finder”, addressing the challenge of passing on professional leak detection skills across generations. This system won the Project Innovation Award (PIA) from the International Water Association (IWA) in 2024, marking a new milestone in TWC’s application of water technology. It improves the efficiency and accuracy of Leak Detection and effectively addresses the issue of technical knowledge transfer.
To support livelihoods and economic development, water tariffs have remained unchanged for 30 years. To strengthen our financial structure, TWC regularly holds Operational Revenue and Expenditure Control Meetings to manage controllable budget items. In 2024, we further enhanced cost-saving and revenuegenerating measures by establishing a dedicated plan, with monthly tracking and reviews, aiming to accumulate incremental gains and reinforce financial resilience.
To improve the water supply coverage in Pingtung County, TWC has invested approximately NTD7.149 billion since 2017. Through close collaboration with various stakeholders, we mobilized significant manpower and resources to construct nine water treatment plants and drill 24 groundwater wells in the region, increasing daily water supply capacity by 95,000 tons. In 2024, we achieved a major milestone by surpassing a 70% coverage rate, marking a new stage of development for Pingtung County’s water supply.
We continue to address water supply challenges in aging hillside communities. For example, through the “Improvement Project for Pressurized Water Receiving Equipment in Aging Hillside Communities,” users have reported lower water bills, fewer service interruptions, and more stable water supply after the upgrades—clear recognition of our deep-rooted commitment to community service.
In addition, creating a friendly workplace and caring for employees’ physical and mental well-being have been core values throughout TWC’s 50-year journey. In 2024, TWC’s Headquarters was honored with the “Gender-Friendly Health Award” by the Ministry of Health and Welfare, demonstrating our strong commitment to workplace inclusiveness and employee care. In an era of diversity and change, TWC takes pride in its technical expertise, and our dedication to the well-being of “TWC people” forms the foundation for delivering better services and introducing innovative technologies and infrastructure.
Sustainable Governance: Built on “Sufficient Supply and Superior Quality”, Striving for “Organizational Optimization” and “Financial Resilience”
“Sufficient Supply, Superior Quality” is the foundation of TWC’s sustainable operations. We actively promote the diversification of water sources, continuously reduce the Water Leakage Rate, and enhance the construction of Backup Transmission Pipelines. At the same time, we are accelerating the modernization of water treatment plants, strengthening emergency response mechanisms, and implementing End-to-End Water Safety monitoring to ensure that every drop of water is safe and reliable. As of 2024, we have successfully completed eight backup pipelines, significantly improving the resilience of regional water supply allocation and effectively responding to increasingly frequent changes in water conditions. Regarding the modernization of treatment plants, six facilities had been upgraded by 2024, addressing aging infrastructure and improving water supply quality.To enhance operational performance, we are driving corporate innovation and transformation under the dual strategic pillars of “Organizational Optimization” and “Financial Resilience”, aiming to improve overall operational efficiency and create momentum for long-term, stable growth.
Beginning in 2024, we fully implemented administrative transparency measures with the support of the Board of Directors, establishing region- and group-based execution strategies. We launched three major transparency initiatives: “Major Projects”, “Water Treatment Chemical Procurement”, and “Improving Water Supply Coverage Rate”. Each initiative formed an Administrative Transparency Task Force, led by regional office heads or deputy heads, with the Department of Civil Service Ethics serving as the secretariat. Following the principles of information disclosure and transparency, these efforts aim to enhance corporate governance and improve information openness.
To strengthen water quality monitoring, TWC launched the Water Supply Monitoring Platform System Integration in 2024, leveraging digital technologies to upgrade monitoring capabilities, reduce failure rates and maintenance costs, and optimize management decisions and emergency response efficiency. In the same year, all regional laboratories obtained extended ISO/IEC 17025 certification, establishing a comprehensive quality assurance and control system aligned with international standards and enhancing customer confidence in our testing data. In 2024, we conducted 1,194 tests for emerging pollutants—including organic compounds, disinfection by-products, and pesticides—achieving a 108.5% completion rate. Starting in 2025, we will strengthen our testing capabilities for Perfluorinated Compounds (PFCs) and further enhance water quality safety management.
We also focus on technological innovation. In terms of information and AI applications, we introduced advanced technologies and developed the “AI-enabled Smart Aqua Leak Finder”, addressing the challenge of passing on professional leak detection skills across generations. This system won the Project Innovation Award (PIA) from the International Water Association (IWA) in 2024, marking a new milestone in TWC’s application of water technology. It improves the efficiency and accuracy of Leak Detection and effectively addresses the issue of technical knowledge transfer.
To support livelihoods and economic development, water tariffs have remained unchanged for 30 years. To strengthen our financial structure, TWC regularly holds Operational Revenue and Expenditure Control Meetings to manage controllable budget items. In 2024, we further enhanced cost-saving and revenuegenerating measures by establishing a dedicated plan, with monthly tracking and reviews, aiming to accumulate incremental gains and reinforce financial resilience.
Chairman Jia-Rong Lee.jpg