Corporate Governance


Succession Planning for Board Members and Key Management

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Succession Planning for Board Members and Key Management

(1) Company’s directors are elected in accordance with the nomination system of candidates in accordance with the Articles of Association, and the “Code of Corporate Governance Practices” and the “Director Selection Procedures” stipulate that the composition of the Board of Directors shall consider diversity, and formulate a diversity policy for the company’s own operation, operation mode and development needs, including but not limited to the basic conditions and values, professional knowledge and skills.

(2) The structure of the board of directors of the Company shall be determined according to the scale of the company’s operation and development and the shareholding of its major shareholders, taking into account the practical operational needs.

(3) The Company’s ongoing succession plan for directors has established a database of directors candidates based on the following criteria:

1. Integrity, responsibility, innovation and decision-making power, in line with the company’s core values, with professional knowledge and skills that contribute to the company’s operation and management.

2. Have industry experience related to the company’s business.

3. It is expected that the membership of the member will continue to provide the company with an effective, synergistic, diverse and meeting the company’s needs.

4. The overall board of directors’ expertise includes corporate strategy and management, accounting and taxation, finance and finance, and law.

5.The selection process of the Company’s list of candidates for directors shall comply with the qualification examination and relevant specifications to ensure that suitable new directors can be effectively identified and selected when there is a vacancy or planned increase in the number of directorships.

(4) The Company also stipulates the “Performance Evaluation Measures for the Board of Directors”, which is used as a reference for future selection of directors through performance evaluation measurement items, including the control of the company’s goals and tasks, awareness of responsibilities, participation in operations, internal relationship management and communication, professional functions and further training, internal control and expression of specific opinions.

Succession Planning and Operation of Key Management

(1) Employees at or above the associate level of the Company are important management personnel responsible for the relevant operation and management business within the organization, and there are job agents at each management level. In addition to possessing the necessary professional skills and experience, key management should have values and business philosophy consistent with the company’s business philosophy.

(2) In order to cultivate key management and their job agents, in addition to professional competence and corporate governance related courses, the training mechanism also arranges to attend the board of directors as observers and participate in regular internal important management meetings, and practical training is accompanied by on-the-job training on project task management. In addition, supervisors will be arranged to share and exchange practices on management issues.

(3) The company implements employee performance appraisal every year, through daily observation and performance evaluation, to understand the areas that should be strengthened, personal development needs and company expectations, and use the assessment results as a reference for future succession planning.

Corporate Governance Contact

General Counsel / Hsu Yung-Chang

Acting Spokesperson
Equity Manager / Kelly Lo

Phone: 04-36118888#6661

Reporting and Complaint Mailbox