Succession Planning

Succession Plan For Board Members And Key Management

1. Succession Planning And Operation Of Board Members

Composition and conditions of the Company’s Board of Directors: In accordance with the “Corporate Governance Code of Practice”, the diversity policy for board members is implemented as follows：
(1) The company has a total of 7 directors (including 3 independent directors), all of whom have leadership and decision-making abilities, operational judgment and management, financial accounting, industry-university knowledge and international market outlook, crisis management capabilities and the management required for the company’s business. Management expertise; independent directors are required by law to have work experience required in business, legal affairs, finance, accounting or company business. The education, experience and professionalism of current board members are in line with the company’s board diversity policy.

 

(2) To implement gender equality and establish a diverse board of directors, there are 3 female directors (including 1 independent director) on the company’s board of directors. Female directors account for 43% of all board members, which has achieved the goal of board diversity.

 

(3) The director selection plan, in addition to continuing the current structure, the selection process of the candidate list must also meet the qualification review and relevant standards, and recruit talents from all walks of life to prepare candidates with the characteristics of responsibility, integrity, innovation and decision-making ability. , hoping that members with professional management skills will join in the future to provide a harmonious, efficient and diversified board of directors that meets the company’s needs and will contribute to the company’s long-term future development.

2. Succession planning and operation of important management levels

The selection and training of successors to important management levels is crucial to the sustainable operation of the company. The company’s chairman holds a meeting of middle and senior executives every month to discuss future strategic planning, including corporate policy, performance and talent management, leadership and organizational change development.

 

The company is organized according to organizational layers. Each department has senior and mid-level supervisors. Mid-level supervisors are trained in a timely manner to act as job agents for senior supervisors. Employee performance appraisals are conducted once a year and employees are understood through daily observation and performance evaluation. Improvements and personal expectations should be highlighted, and the assessment results should be used as a reference for succession planning. Management succession planning training focuses on the development of all-round operational management capabilities, professional capabilities and personal development plans. Depending on individual work needs and learning status, professional capabilities and training and integrated application are used to cultivate decision-making and judgment capabilities to cultivate The management talents needed in the future.