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穎崴科技股份有限公司-公司治理

投資人專區
投資人專區
investor
公司架構

Company Organization

公司架構

Internal Audit

Internal Audit is an independent unit that reports directly to the Board of Directors.
Appointment, dismissal, performance evaluation(four times a year) and compensation of internal audit staffs shall be submitted by the Chief Internal Auditor to the Chairman for approval.
  • 內部稽核的目的

    Purpose of Internal Audit

    Internal Audit aims to assist its Board of Directors and management team to inspect and review deficiencies in the internal control systems, and perform audits to achieve effective and efficient operations. Also, Internal Audit provides timely suggestions for improvement, ensuring the sustainability and effective execution of internal controls.

  • 內部稽核組織

    Organization of Internal Audit

    Internal Audit is an independent unit that reports directly to the Board of Directors. The team consists of one Chief Internal Auditor.

  • 內部稽核的運作

    Operation of Internal Audit

    Internal audit unit shall formulate annual audit plans based on the results of the risk assessment and approved by Board of Directors. The audit findings of internal control weakness and exceptions shall be followed up and reported to ensure that the corrective action plans were timely and fully executed. In addition, the Internal Audit reviews the control self-assessment reports of all units and subsidiaries, together with the deficiencies of internal control discovered by the auditing unit and improvements of abnormal events. Based on the self-assessment report, along with the improvement status of the findings in the past audits, the Board of Directors and President will judge the design and operating effectiveness of internal control system and then sign the Internal Control System Statement.

The Communications between the Independent Directors and the Internal Auditors or the Independent Auditors

  1. The internal auditors have presented the findings of audit reports to the members of the Audit Committee and Board of Director periodically and sent project audit reports to the independent directors for review and discussion.
  2. The Company’s accountants have presented and discussed the findings of their quarterly review or audits to the members of the Audit Committee and Board of Director on the Company’s financial results
  3. Descriptions of the Communications between the Independent Directors , the Internal Auditors, and the Independent Auditors:
Meeting Date Main points of communication Opinions of the independent directors
2024/3/6
(Audit Committee)
  • Internal auditors' report on the progress of auditing operations in Q4 2023
  • Discussion and communication of 2023 internal control systems by internal auditors
  • Accountants will discuss the audit results of 2023 consolidated financial statements (including individual financial statements) with the independent directors
  • No objection
  • Approve 2023 Statement of internal control systems
  • Approve 2023 financial statements
2024/5/8
(Audit Committee)
  • Internal auditors' report on the progress of auditing operations in Q1 2024
  • Accountants will discuss the audit results of Q1 2024 consolidated financial statements with the independent directors
  • No objection
  • Approve Q1 2024 financial statements
2024/7/31
(Audit Committee)
  • Internal auditors' report on the progress of auditing operations in Q2 2024
  • Accountants will discuss the audit results of Q2 2024 consolidated financial statements with the independent directors
  • No objection
  • Approve Q2 2024 financial statements
2024/11/12
(Audit Committee)
  • Internal auditors' report on the progress of auditing operations in Q3 2024
  • Discussion and communication by internal auditors on the 2025 auditing plans
  • Accountants will discuss the audit results of Q3 2024 consolidated financial statements with the independent directors
  • No objection
  • Approve 2025 auditing plans
  • Approve Q3 2024 financial statements

Succession Planning

  • In our company's succession planning, we emphasize that the successor should possess not only excellent strategic planning and operational abilities but also embody the values and practices of integrity, honesty, innovation, and courage.
  • Our company's board of directors consists of nine directors, including four independent directors. Each director possesses management expertise in business, finance and accounting, or company operations. Currently, we are also cultivating internal senior managers to enter the board of directors and familiarize themselves with board operations. Additionally, we are actively seeking external professionals to prepare for succession planning among the directors. We are evaluating the possibility of increasing the number of independent director seats to continuously strengthen the composition of the board of directors.
  • The succession plan for our company's important management hierarchy is implemented through a systematic training approach that involves the senior management team within the group, combined with internal and external training mechanisms. This approach focuses on deepening professional capabilities, decision-making skills, practical operations, personal development plans, and job exchanges. In addition to talent retention efforts, we also actively recruit outstanding individuals externally. By leveraging both internal and external talent pools, we aim to increase the breadth and depth of potential successors within the company.
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