Corporate Internal Control Management Effectiveness
Corporate Internal Control anagement Effectiveness
Taipower regards its employees as the most important asset of the company and emphasizes the cultivation of talent. Training requirements are developed from core technologies. Through integrating internal and external training resources, Taipower continues to provide its employees with multiple training programs to satisfy employees’ needs for self-promotion and mastering core technologies that must be passed on. Taipower will therefore continuously strengthen its competiveness and further enable its employees to grow along with the company’s business.
In compliance with the government’s personnel downsizing policy, the quota of employees was reduced by 19.79% from 1992 to 2011. Manpower was thus reduced by 15.14% (4,862 employees). At the end of 2011, the average age of the employees was 49.1 and the average duration of work years was 25.5. The number of employees over 45 years old was 67.9%. Manpower is concentrated in the middle- and senior- aged groups. In the coming 10 years, 11,026 employees, accounting for 40.45 % of present manpower, will be mandatorily retired.
To solve the age gap problem and overcome the difficulty of passing on key technologies, Taipower, starting from 2005, has planned to gradually recruit the necessary core manpower. In addition, Taipower, through the efforts of implementing talent cultivation, substantiating a personnel rotation system, adopting a mentoring system, and enhancing evaluation mechanisms, upgrades the company’s competitiveness and promotes the sustainable management of the company.
Enterprise Resource Planning (ERP) System
After a dedicated effort by the ERP Task Force and the consultant group that lasted 2 years and 3 months, the first release of the first phase was completed on November 10, 2011: 57 units (including headquarters, power generation and power repair and maintenance units) were put online, 38 training classes were held with 1,917 participants, and 6 large-scale promotion seminars were held with 886 participants.
Responsibility Center System
For management goals, the company made reference to the company's vision, management strategies and major business directions, and the important points of the government's policies and evaluation and adopted the four-perspective spirit of the Balanced Scorecard to establish various management goals to be implemented through the Responsibility Center System. In 2011, the 18 major management goals were: ①financial structure improvement, ②control of the expenses of operation and maintenance, ③fuel procurement and ④power purchase, ⑤power supply quality enhancement, ⑥customer satisfaction, ⑦power supply reliability, ⑧industrial safety, ⑨nuclear safety, ⑩environmental protection, ⑪renewable energy development, ⑫ generation units operation, ⑬energy conservation promotion, ⑭management of power construction projects, ⑮power supply quality improvement and regional power supply balance, ⑯ERP, ⑰innovation and ⑱R&D.
Quality Management and Risk Management
■ Quality Management
According to the quality management system set by the International Organization for Standardization (ISO), Taipower promotes quality management system and certification. Up to the end of 2011, a total of 85 units have secured ISO 9001 certification.
In the 2011 National QCC Competition, Taipower’s First Nuclear Power Plant received a silver tower award and the Talin Thermal Power Plant received a bronze tower award.
■ Risk Management
To cope with the potential risks that may be caused by drastic changes in the internal and external management environment and the key issues of the company's operation, and to comply with the MOEA's regulations, the Risk Management Implementation Plan of Taiwan Power Company was unveiled. Taipower started an overall implementation of risk management in 2010. In 2011 there were 21 selected risk control items, such as “power supply stability and safety,” and each one was implemented with remarkable results.
Taipower identifies and categorizes short-, mid- and long-term risk events. Those that might occur in the forthcoming 1-3 years, those that are regulated by the MOEA and those that are of great concern to the public, are all listed in the year’s risk management items. Based on the method of “rolling management”, a review on the performance of risk management is conducted every year.
The risk events that might occur in the mid-term (3-10 years) and long- term (over 10 years) are listed in the company’s Future 10-year Management Strategy and Sustainable Development Action Plans for necessary control.
Taipower’s credit ratings in 2011 were: Taiwan Rating: long-term twAAA, short-term tw A-1+, outlook-stable. Standard & Poor’s: long-term A+, outlook- stable.
Company-Level Material Management
To fulfill material demand and inventory control effectiveness, the operations of purchase, distribution, storage and transport of the material categorized as company-level material were centrally undertaken. In 2011, the amount of company-level material usage reached NT$13.97 billion, accounting for 60.12% of the total operating material, with a turnover frequency of 5.25, much higher than the average figure of 4.81. The average inventory value gradually dropped to NT$2.66 billion from NT$3.074 billion in 2006, even though the transmission and distribution expansion projects were still in progress.
Note: *Contribution Ratio α= R&D results achieved in the past five years which contributed to the economic benefit in the present year/ R&D average expenditure of the past five years.
Information Security Management
Taipower maintained its 10 ISO 27001 (Information Security Management System) verification certificates in 2011. In order to strengthen employees’ habits of using email securely, an email social engineering drill was carried out quarterly. In 2011, the email opening rate dropped from the previous year’s 6.4% to 5.1%. The clicking rate dropped from the previous year’s 1.52% to 0.73%. In addition, Taipower established a “Personal Information Protection Promotion and Implementation Task Force”, and held several educational trainings to strengthen the measures for personal information protection.
Research and Development
■ R&D Achievements
In order to strengthen the company’s competitiveness and customer service, Taipower actively engages in the promotion of R&D projects. In 2011, the following items were completed: 171 technical reports, 69 papers, 30 product developments, 18 process improvements, 8 technical introductions, 16 technical innovations, 4 new patents, 86 technical services and 13 technical promotions.