Corporate Governance

Board of Directors

Succession Planning for Board Members and Key Management Positions

Succession Planning and Operation for Board members:
The company’s election of directors is conducted by the candidate nomination system in accordance with the “Articles of Incorporation”, and in the “Corporate Governance Best-Practice Principles” and “Procedures for Election of Directors” stipulate that the composition of the board of directors shall be determined by taking diversity into consideration and formulating an appropriate policy on diversity based on the company's business operations, operating dynamics, and development needs. It is advisable that the policy include, without being limited to, the following two general standards:

  • Basic requirements and values: Gender, age, nationality, and culture.

  • Professional knowledge and skills: A professional background (e.g., law, accounting, industry, finance, marketing, or technology), professional skills, and industry experience.

Each board member shall have the necessary knowledge, skill, and experience to perform their duties; the abilities that must be present in the board as a whole are as follows:

  • The ability to make judgments about operations.

  • Accounting and financial analysis abilities.

  • Business management ability.

  • Crisis management ability.

  • Knowledge of the industry.

  • An international market perspective.

  • Leadership ability.

  • Decision-making ability.

Currently, there are total 9 directors, including 3 independent directors. These directors have rich experience in industrial management, technology research and development, marketing management, financial accounting, legal and tax administration, etc., which implemented the board diversity policy, and 2 of the directors also concurrent the company’s executive managers. Each Director receives at least 6 hours of on-going education per year, covering courses on corporate governance, corporate social responsibility, legal affairs, financial accounting, risk management, internal control systems, etc., to help the directors acquire new knowledge and familiarize themselves with their roles, responsibilities and obligations with the Board.

The Company has formulated the "Rules for Performance Evaluation of Board of Directors", through the measure of the performance evaluation of the Board, including the alignment of the goals and missions of the company, the awareness of the duties of a director, the participation in the operation of the company, the management of internal relationship and communication, the director's professionalism and continuing education, the internal control, etc., to confirm the effective operation of the board of directors and evaluate the performance of directors for future selection of directors reference.

In the future, the composition structure and membership experience background of the Board of Directors of the Company will continue the existing structure, not only have the original professional background and professional skills, but also need to have expertise in the company's business and operation planning. It is expected to continue provide the company an effective, collaborative, diverse and fits the company’s needs Board of Directors.

Succession Planning and Operation for Key Management Personnel:
The existing management team is composed of professionals in various fields, responsible for the relevant operation and management business within the organization. Every management level has set the job agent. In order to cultivate key management and their job agents, the company every year arranges various topics to training and practical sharing and exchange of the managements and their agents, including leadership, management, finance, human resources management, sales, laws, etc., so as to enhance the team's management ability and thinking. The company conducts employee performance appraisal every year, and through the self-evaluation and supervisor evaluation, understands the advantages of personal development and the parts should be strengthened, and serves for future succession planning reference.