Sustainable Governance
The management team at Rexon upholds the corporate culture of "honesty, stability, and growth." Through comprehensive lean management and technological innovation, we strive to differentiate ourselves and maintain a competitive edge. We aim to meet customer needs, foster win-win partnerships, and pursue high-quality growth and sustainable operations for the company.
Governance Structure
Operational Performance
Business Performance Model
Sustainable Business
Shareholders, Customers
Financial Perspective
Ensure a gross profit margin of 20% or higher.
Ensure a 100% on-time delivery rate for orders.
VII. Business Performance Results
Creating Value
Customers
Customer Perspective
Create customer value.
III. Customers and Markets
Continuous Internal Quality Improvement
Suppliers
Internal Process - Perspective
Enhance supplier QCCD performance.
Comprehensive Process Improvement
Enhancing Product and Technological Innovation Results
Digitize information flow.
II. Strategic Planning and Innovation; V. Operations Management
VI. Information Management
Mutual Growth
Employees
Learning and Growth Perspective
Promote a culture of accountability and establish systems that hold individuals and organizations accountable.
Improving Employee Quality
IV. Resource Management
II. Strategic Planning and Innovation
MANAGEMENT
Risk Management _
In order to strengthen risk management, Rexon has adopted the "Risk Management Practices Code," which is approved by the Board of Directors and implemented by the board, executives, and employees. Its purpose is to promote the sound operation of the company and ensure the reasonable achievement of its objectives. Rexon's operations encompass the assessment of uncertainties in management, innovation, resources, technology, demand, market, and planning. These uncertainties are evaluated and categorized into nine thematic areas for risk management, including research and development cycles, procurement and payment cycles, production cycles, sales and collection cycles, information systems cycles, fixed asset cycles, financing cycles, investment cycles, and payroll cycles. These collectively form the nine quality cycles. Additionally, risk management policies and measures are formulated to address risks and crises effectively.
Major Risks
1. In the event of general abnormalities that unit supervisors cannot handle, they may be escalated as major risks.
2. Definition of major risks
• Major work-related accidents and incidents
• Significant events that impact the company's operations
• Events that have an impact on the company's image
Commander, General Manager
Communication System
Unified external communication window
Risk Management Team Convener
Convene meetings to discuss countermeasures
Unit supervisors
General risks
Financing cycle
Investment cycle
Research and development cycle
Procurement payment cycle
Production cycle
Sales collection cycle
Fixed asset cycle
Salary cycle
Information system cycle
※ According to the definition of the nine major cycles in internal control, each unit is responsible for risk monitoring and indicator management. If any indicators exceed the specified limits, unit supervisors are required to review and implement appropriate measures.
AND ETHICS
Integrity and Ethics _
Rexon Industrial adheres to the highest standards of professional ethics, self-imposed requirements, and strict discipline. It maintains a zero-tolerance policy towards corruption and prohibits any acts of bribery, fraud, misuse of company assets, or sacrificing company interests for personal gain.
The Audit Department is responsible for conducting audits and strengthening compliance with the company's "Code of Conduct" and "Code of Ethics." It ensures that employees have a thorough understanding of the regulations regarding acceptance of hospitality, social interactions, and gifts, and establishes mechanisms for assessing the risks associated with unethical behavior. Regular analysis and evaluation of business activities within the scope of operations with a higher risk of unethical behavior are conducted. Additionally, effective accounting systems and internal control mechanisms are established to prevent off-book accounts or undisclosed accounts. The systems should be regularly reviewed to ensure their continued effectiveness in design and implementation.
Regulatory Compliance
Whistleblowing Channels for Reporting and Complaints:
Related Perspectives
Professional Ethics and Integrity
Complaint Channels
Email: audit@rexon.com.tw
Address: No. 261, Renhua Rd., Dali Dist., Taichung City
Responsible Department: Audit Office
Related Perspectives
Corruption and Bribery
Complaint Channels
Phone: 04-24914141#6211
Email: GSCM@rexon.com.tw
Responsible Department: Procurement Department
Related Perspectives
Product and Services
Complaint Channels
Phone: 04-24914141
Email: sales@rexon.com.tw
Responsible Department: Customer Service Department
Related Perspectives
Human Rights-related Issues
Complaint Channels
Phone: 04-24914141#6181
Anonymous QR Code Whisper Zone
Responsible Department: Human Resources Department
STAKEHOLDER QUESTIONNAIRE
To achieve more effective communication with stakeholders who care about our company, we sincerely invite you to take the time to complete this questionnaire. Your participation will enable us to gain a better understanding of the issues that stakeholders are concerned about and enable us to respond actively.