Asus 2009 Annual Report Download - page 207

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(4) Review and modify the regulations periodically and adjust the subjects and
chief organizer (deputy organizer) of risk management in accordance with the
actual practice.
(5) Monitor and evaluate the risk management performed by each department
onsite.
2. Organizational structure of risk management
manager manager manager manager manager manager manag er manager manager manager manager manager manager
C ompute r
Management
Production
Management
R&D
manag ement
Legal
Compliance
Chief Executive Officer
Human
Resources
S u ppl y
Management ADM Fi na nc i al
Management
Cus tomer
Service
Handh e l d
Business
MB
Bus ines s
NB
Business
Quality
Assurance
Risk Management Center
Board of Directors
Corporate Sustainability Office
Chairman
Corporate Sus tainability Officer
3. Functions of risk management
Risk management is performed to help ASUSTeK fulfill corporate social
responsibility to the stakeholders and to become a centennial enterprise.
(1) Assist the headquarters and subsidiaries (Europe and America, Asia Pacific,
and China) worldwide to reinforce their responsive ability to risk and to
achieve the goal of ongoing concern.
(2) The contribution of risk management is in helping protect ASUSTeK brand
value for an amount equivalent to NTD13 billion, which was computed at
25% of the brand value of ASUSTeK. The core members for strategic
planning and enforcement of risk management include [Ongoing Concern
Office] Director, Deputy Director, and [Risk Management Center] Chief
Officer.
4. Action procedure of risk management
(1) Consider internal and external environment of the organization, justice or
competent authorities, competitors, and stakeholders including vendors and
investors with strategic risk management goal defined.
(2) Conduct risk identification and risk quantification.
(3) Compute the company’ s risk appetite (tolerable and intolerable standard) in
accordance with the probability of risk and the loss resulted from the risk.
(4) Determine the company’ s most adequate risk response strategy in accordance
with the cost benefit analysis.
(5) The management of the Risk Control & Contingency Commission is
responsible for risk control and procedure improvement.
(6) Follow up the outcomes of risk control.
The enforcement of the aforementioned stable procedure helps secure the company’ s
brand image, enterprise reputation, and value creation; also, fulfill stockholder’ s
expectation.
VII. Other material events: None