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 Home > Corporate Social Responsibility > Corporate Governance
 
   
 
Nan Ya PCB's Commitment of Social Responsibility 
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Corporate Governance  
   
 

Corporate governance is the set of processes, customs, policies, laws and institutions affecting the way a corporation is directed, administered or controlled. Principal stakeholders are the stockholders, management and the board of directors. Other stakeholders include employees, suppliers, customers, banks and other lenders, regulators, and the community at large.

(a)“Corporate Governance Best-Practice Principles for TSE/GTSM Listed Companies” is our code of business conduct and ethics for our directors, executive officers and employees. Any amendment will be disclosed on our website. For other related corporate policies, please access Investor Relations( http://www.fpg.com.tw/html/eng/invest_cop_gov.asp). 

(b) Clients Social Responsibility—From its inception almost a century ago, FPG has been based on a set of fundamental values. Our values shape and define our company and permeate all of our relationships--between our company's people and our shareholders, our clients, the communities where our people live and work, and among our network of suppliers. FPG devote itself to be an enterprise which grows with all clients. To achieve the goal, we focus on integrate the supply chain in order to provide stable marital with good quality. Also, we take technology to increase efficiency and reduce cost. 

(c) Supply Chain Social Responsibility—Within our supply chain relationships, we know that our company's sizable purchasing power is a unique resource that we must manage responsibly. We have a responsibility to hold ourselves--and our suppliers--to high standards of behavior. This means complying with all applicable laws and regulations. But it goes beyond that. It entails a strong commitment to work with suppliers to encourage sound practices and develop sound global markets.

(d) FPG provide a stable a safe and healthful workplace and ensure that personnel are properly trained and have appropriate safety and emergency equipment.

 
Internal Auditing Team
The Internal Auditing Office is established under Board of Directors independently with one chief internal auditor and five auditing staffs, and the chief internal auditor shall report to Board of Directors directly in every meeting. Every auditing staff is regulated to take operational auditing training courses for more than 12 hours each year, which should be reported on MOPS for the Securities and Future Bureau’s reference. It is necessary for each internal auditor to evaluate and review the adequacy and effectiveness of operation of every department, ranging from accounting, selling, assets protection and project management. The internal audits are planned by risk assessment and executed after Board of Directors approval. Internal auditors shall analyze and report the result to management for further improvement. Moreover, the audit report should be delivered to Supervisors and Independent Directors by next month when the report has been made. Internal auditors need to keep reviewing the execution of the audit and work out the report at least once a quarter to make sure every rule has been followed adequately. The internal audits are scheduled on purpose, including monthly regular audits, unscheduled audits, project audits and self-audit conducted by every department.
     Updated Date: 2018/12/31  
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