Accountability & Audit

Financial Reporting

In a landmark decision testifying to our dedication to good corporate governance, we announce our interim and final results within one month after the end of the financial periods.
Moreover, the Board endeavors to ensure a balanced, clear and coherent assessment of the Company's position and prospects in annual reports, interim reports, inside information announcements and other required disclosures.

Risk Management Framework

The Board has overall responsibility for risk management and for determining the nature and extent of significant risks it is willing to take to achieve the Company's strategic objectives. The Audit Committee is delegated to oversee the effectiveness of our risk management system.  Management is tasked with the design, implementation and maintenance of a sound and effective risk management framework with reference to the COSO (Committee of Sponsoring Organizations of the Treadway Commission) principles.
Chaired by an Executive Board Member, the Enterprise Risk Management (“ERM”) Working Group (comprising unit heads from all business units and support divisions), within the approved terms of reference, has been established as our second line of defense to coordinate and oversee risk management activities, whilst operational management remains the first line of defense.  The Internal Audit Department, reporting directly to the Audit Committee on risk management and internal controls matters, acts as the third line of defense in this system.
The Company takes proactive measures to identify, evaluate and manage significant risks arising from our business and from the constantly changing business environment at different levels within the organization.  This integrated approach combines a top down strategic view with a complementary bottom up operational process as illustrated below: 

A list of principal risks, covering both strategic and operational risks as identified by our risk assessment process, is complied with reference to their residual risk impact and likelihood.  Action plans are developed, and risk ownership is assigned for each principal risk.  The risk owners coordinate the mitigation measures to ensure proper implementation of these action plans. All of these processes are closely monitored by the ERM Working Group.

The Board and Audit Committee reviewed the Company's top and emerging risks, and conducted an annual review on the effectiveness of the ERM framework.  Taking into consideration the principal risks and mitigating actions, the Board believes that the Company has the ability to adequately respond to changes to our business or the external environment.

Internal Control Framework

The Board is responsible for maintaining an effective internal control system.  The Audit Committee is delegated to oversee the effectiveness of internal controls, while management is responsible for designing, implementing and maintaining an effective internal control system with reference to the COSO principles.
Internal control system has been designed to monitor the Company's overall financial position, to safeguard its assets against major losses and misappropriation, to provide reasonable assurance against material fraud and error, and to efficiently monitor and correct non-compliance.
We have proper policies and procedures governing the activities of the Executive Committee, Board Members, executives and senior staff, such as delegation of authority, approval of annual and mid-year budgets for all capital and revenue items, etc,.
We maintain an Internal Audit Department which is independent of our operations and accounting functions.  The Internal Auditor reports directly to the Audit Committee.  A risk-based internal audit program is approved by the Audit Committee each year.  Based on the audit program, the Internal Auditor performs assessment of risks and testing of controls across all business and supports units of the Company in order to provide reasonable assurance that adequate controls and governance are in operation.
The Audit Committee holds four meetings with the external auditor in the absence of management every year, thereby exceeding the requirements of the Corporate Governance Code.

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