Centered on its customers and guided by its corporate values of Challenge, Innovation, and Teamwork, EVA Air is committed to becoming a globally influential and leading airline. To achieve this goal, EVA Air has established a sustainable supply chain management framework under the oversight of the Board of Directors, ensuring effective top-down implementation of its management policies. The ESG Committee coordinates and supports implementation, while the Supply Chain Action Team is responsible for execution. To strengthen sustainability governance, the ESG Committee reviews the sustainable supply chain management process on a quarterly basis to ensure its effective implementation.
Supply Chain Sustainable Development Policy
Eva Air Value Chain
EVA Air's supply chain spans the full aviation service value chain, covering aircraft parts manufacturing, flight training, ground handling, aircraft maintenance, inflight catering, passenger and cargo services, and merchandise sales.
- Upstream
- Aircraft Manufacturers and Modification Providers
- Aircraft Engine Manufacturers
- Ground Support Equipment Manufacturers
- Aircraft Leasing Companies
- Airline Industry Chain
- Ground Handling Service Providers
- Passenger and Cargo Carriers
- Aircraft Maintenance Providers
- Petroleum Suppliers
- Inflight Catering Providers
- Downstream
- General Public
- Travel Agencies
- Freight Forwarders
- Express Carriers
EVA Air works closely with its supply chain partners to deliver high-quality products and services. In 2025, the Company classified and tiered its 1,143 global suppliers to strengthen supply chain visibility and management.
To strengthen supply chain management, EVA Air classifies its major procurement activities into five categories: aviation fuel, aircraft maintenance and spare parts, ground operations, cabin supply and catering, and operation maintenance and general affairs procurement.
Given the diverse nature of suppliers, procurements from some suppliers may have low annual transaction amounts or non-routine procurement. Tier 1 suppliers are defined as those with annual procurement amounts of at least NT$12 million. Suppliers are further categorized by procurement type, and critical suppliers are identified accordingly. The 2025 supplier classification and profile are summarized in the figure below:
Supplier Definitions and 2025 Supplier Counts by Category
|
|
The Number of Suppliers in 2025 |
| Tier 1 supplier |
- Annual procurement amount reaching NTD 12 million.
|
209 |
| Critical tier 1 supplier |
- A. Exclusive/ Oligopolistic supplier.
- B. Privileged/ Oligopolistic supplier.
- C. Irreplaceable suppliers (e.g. with special patents, manufacturing, technology, tools or exclusive agents).
- D. Top 3 suppliers continuously traded with for more than three years.
- E. Major suppliers in different procurement categories
|
51 |
| Critical non-tier 1 supplier |
- Upstream critical suppliers of critical tier 1 suppliers.
|
29 |
| High-risk Suppliers (Existing suppliers) |
- Based on the Sustainability Assessment Questionnaire (SAQ) results, tier 1 suppliers with an SAQ score below 70 are defined as "high-risk suppliers". If there are no suppliers with a score below 70, those with the lowest 1% of scores are regarded as "high-risk suppliers." For critical non-tier 1 suppliers, those with an SAQ score below 70 are identified as "high-risk suppliers".
|
- Tier 1 high-risk suppliers: 1
- Non-tier 1 high-risk suppliers: 0
|
| Significant Suppliers |
- Critical suppliers (tier 1 and non-tier 1) and high-risk suppliers
|
- Tier 1 significant suppliers: 52
- Non-tier 1 significant suppliers: 29
|
2025 Number and Proportion of Tier 1 Suppliers and Significant Suppliers in each Procurement Category
Aviation Fuel 
Total number of tier 1 suppliers 21
Number of significant tier 1 suppliers 12
% of purchase amount from significant tier 1 suppliers 97 %
Aircraft Maintenance & Parts 
Total number of tier 1 suppliers 52
Number of significant tier 1 suppliers 11
% of purchase amount from significant tier 1 suppliers 91 %
Ground Handling 
Total number of tier 1 suppliers 44
Number of significant tier 1 suppliers 12
% of purchase amount from significant tier 1 suppliers 36 %
Cabin Supply and Catering 
Total number of tier 1 suppliers 61
Number of significant tier 1 suppliers 10
% of purchase amount from significant tier 1 suppliers 59 %
Operation Maintenance & General Affairs 
Total number of tier 1 suppliers 31
Number of significant tier 1 suppliers 7
% of purchase amount from significant tier 1 suppliers 72 %
Supplier Code of Conduct
EVA Air is committed to sustainable development and supports the United Nations Sustainable Development Goals (SDGs). We also expect our suppliers to share these values. In 2019, EVA Air established the EVA Air Supplier Code of Conduct(SCoC), replacing the previous EVA Air Supplier Sustainability and Social Responsibility Commitment. The Code was developed with reference to internationally recognized standards and initiatives, including the United Nations Global Compact (UNGC), the International Labour Organization (ILO), the Organisation for Economic Co-operation and Development (OECD), SA8000, ISO 26000, the Global Reporting Initiative (GRI), and the United Nations Guiding Principles on Business and Human Rights (UNGPs), covering requirements related to human rights, labor standards, environmental protection, and anti-corruption.
The Code applies to all suppliers, contractors, subcontractors, and service providers that deliver products or services to EVA Air. We also encourage suppliers of our subsidiaries and affiliated companies to adopt the same standards to enhance sustainability across the value chain through collective action.
To strengthen supply chain sustainability, EVA Air requires suppliers to acknowledge and comply with the Supplier Code of Conduct. In 2025, the communication rate reached 100% among Tier 1 suppliers and Critical Suppliers. EVA Air also requires suppliers to communicate the Code to their upstream suppliers, achieving a 100% communication rate among non-Tier 1 suppliers in 2025.
EVA Air Supplier Code of Conduct
Sustainable Supply Chain Management Framework
Centered on its customers and guided by its corporate values of Challenge, Innovation, and Teamwork, EVA Air is committed to becoming a globally influential and leading airline. To achieve this goal, EVA Air has established a sustainable supply chain management framework under the oversight of the Board of Directors, ensuring effective top-down implementation of its management policies. The ESG Committee coordinates and supports implementation, while the Supply Chain Action Team is responsible for execution. To strengthen sustainability governance, the ESG Committee reviews the sustainable supply chain management process on a quarterly basis to ensure its effective implementation.
