Acer 2009 Annual Report Download - page 24

5.3.4 Training and Development
Acer has created an employee training system incorporating solid people development programs and career
development planning. People from diversified fields of profession are developed by means of on-the-job training,
job rotation and expatriate assignments, and internal / external training modules, with an aim to strengthen core
competencies and managerial skills for attaining their phased career goals.
The people development programs at Acer are devised to target the needs of corporate strategy development and
function operations, which consist of the four systems: Managerial Training, Professional Training, General Education,
and New Employee Training.
．
Managerial Training: The management training scheme is primarily based on the levels of managerial responsibilities
and development needs. There are three levels of managerial training programs: Supervisory, Middle, and Senior-
Level core training. The programs aim at helping managers enhance their managerial efficiency by developing
competencies in strategic thinking, teamwork building, problem solving and analysis, and strict execution capabilities,
etc., with annual people management survey conducted to follow up the effectiveness.
．
Professional Training: People in specialized functions advance their core profession by attending the core profession-
related training programs, for example, branding and marketing management, product management, research and
development, supply chain management, sales management, and quality/service training.
．
General Education: The general education training are conducted for fulfilling the government regulatory needs,
explaining and promulgating company policies, or developing general required competencies that include corporate
social responsibility, labor safety and health, language training, communication skills, team-working, problem solving
skills, and execution skills, etc.
．
New Employee Training: The training programs guide new employees to speed up their awareness of general
corporate functions and organization culture, which cover an overview of Acer’s organization, culture, core values
and standards of business conduct, policies and systems, IP sense, etc.
To implement the above training programs, the “Internal/External Training Management Process” and “Internal
Trainer Selection Process” have been established. Managers are asked to conduct the courses and share hands-
on practices and experiences with the class participants. Guest speakers are invited, for specialized training topics.
When necessary, staff may be sent to attend specialized training hosted by reputable domestic or international training
institutes. In 2009, 160 training classes were held in Taiwan, with a total of 2,895 training hours accumulated, attended
by 2,235 people, and equivalent of 33,261 people-hours. The total annual training cost reached NT$10.6 million.
In addition, to encourage employees to advance their English prociency through online English learning approach,
have set the “Regulation for Subsidizing GlobalEnglish on-line learning”, a subsidized fund is provided to those staff
with prominent learning progress. Examination fees are subsidized for employees to acquire professional certicates,
the “Regulation for Rewarding Professional Certicate” has been established.
5.3.5 Welfare
The Company abides to the labor laws and customs of each country where Acer has a presence, and aims to provide
a comfortable working environment along with competitive fringe benets to enhance productivity and creativity. Taking
Taiwan for example, Acer has established a welfare committee that initiates activities for employee welfare. Besides
conforming to labor regulations, the Company provides group insurance and educational grants, in addition to arranging
family outings, internal social clubs, domestic and overseas holiday breaks, gift vouchers, and such.
5.3.6 Salary & Retention
Acer provides a competitive salary package to attract and retain high-potential human assets. The Company surveys
global IT companies’ salary levels annually, to ensure that our salary packages are adjusted accordingly and reasonably
to reect market conditions. On top of the monthly salary, the Company offers the bonuses that are differentiated from
the performance of business unit and each individual. Taking Taiwan for example, in addition to the fixed monthly
salary and festival bonuses, Acer offers incentives that reward new innovations, intellectual property rights, sales
achievements, performance bonus and prot sharing.
5.3.7 Pension Scheme
The Company abides the labor laws and customs of each country where Acer has a presence. Taking Taiwan for
example, Acer conforms to the Labor Standards Act and Labor Pension Act by contributing a portion of employees’
salaries toward a pension scheme. Besides, employees who have served for 15 years and have reached 50 years of
age can apply for early retirement.
5.3.8 Employee Relations
The Company respects employees’ opinions and is dedicated to maintaining a harmonious relation between managers
and their team members. In the past two years, Acer has not suffered any nancial loss from employee conict.
Taking Taiwan for example, Acer offers multiple channels for interaction in order to improve two-way communication:
．
Reporting Hotlines: A hotline for each supporting function has been set up for employees to call, in condence, to
express concerns or issues. Acer will provide counsel and/or resolve the issues in the most efcient way.
．
Open and Candid Communication Channels: Employees can report areas of concern to their immediate supervisor
or choose to convey to higher authorities for resolution. Meanwhile, the Company Chairman meets face-to-face with
employee representatives from each ofce area on a quarterly basis, to discuss areas of improvement and respond
to issues. The Chairman also assigns the relevant member(s) to aggressively follow up on change or improvement,
and to report on progress at the next quarterly meeting to ensure the resolution effectiveness. The meeting minutes
are published on the Company Intranet for all employees’ attention.
．
Employee Opinion Survey and People Management Effectiveness Survey: Both surveys aim to explore various
aspects of the working experience at Acer, and pinpoint where attention needs to be addressed. Following, essential
improvements are made for the overall Company and immediate managers’ people management skills, respectively.
5.4 Important Contracts
Nature of
Contracts Contracting Parties Beginning and Ending
Dates of Contracts Major Content Restrictive
Clauses
Software License
Agreement Microsoft Inc. Aug 1, 2009~Jul 31, 2011 Obtain license from Microsoft for
using certain software
Condential
Non-assignable
Patent License
Agreement
IBM Corp.
Oct. 29, 2003~Dec. 31, 2012/
Nov 22, 2006 until the end of
related patents period
Cross license arrangements for
certain patents
Condential
Non-assignable
Lucent Technologies
GRL, LLC Apr 1, 2004~Dec 31, 2010 Cross license arrangements for
certain patents
Condential
Non-assignable
MPEG LA, LLC
Jun 1, 1994 until the
expiration of all MPEG-2
Patent Portfolio.
Obtain license for MPEG-2
encoding/decoding patents
Condential
Non-assignable
Hewlett-Packard
Development L.P. Jun 13, 2008~Jun 12 2014 Cross license arrangements for
certain patents
Condential
Non-assignable
Consultant
Service
Agreement
ID SoftCapital Inc. Feb 1, 2005~Jan 31, 2010 Obtain consulting services from
IDS in investment management
Condential
Non-assignable
Credit Facility
Agreement
Coordinating Arranger:
Citibank N.A., Taipei
Branch
Oct 11, 2007~Oct 11, 2012 The syndicated nancing in the
amount of up to NT$19.8 billion
Condential
Non-assignable
Acer Incorporated 2009 Annual Report
42.
Acer Incorporated 2009 Annual Report
43. Acer’s Winning Formula