Successor
Succession Plan
Succession Planning for Board Members and Key Management
Succession planning is a critical issue for enterprises seeking sustainable development. In its succession planning, the Company promotes talent development and provides opportunities for employees to assume key positions, thereby strengthening their competencies and cultivating a diverse pool of talent capable of supporting the Company’s sustainable operations.
Succession Planning and Implementation for Board Members
In accordance with the Company’s Articles of Incorporation, the Company shall have seven to eleven directors. The Company adopts a candidate nomination system, under which directors are elected by the shareholders’ meeting from a list of nominated candidates for a three-year term and may be re-elected. Unless otherwise provided by applicable laws or the Articles of Incorporation, the election of directors shall be conducted in accordance with the Company’s Director Election Procedures.
With reference to the Corporate Governance Best-Practice Principles for TWSE/TPEx Listed Companies, the composition of the Company’s Board of Directors shall take into consideration the Company’s business scale, development, and shareholding structure of major shareholders, as well as practical operational needs, in determining an appropriate number of directors, which shall be no fewer than five. The composition of the Board shall reflect diversity. Taking into account the Board’s operations, business model, and development needs, the Company shall formulate an appropriate diversity policy, which should include, but not be limited to, the following two dimensions:
- Basic qualifications and values: gender, age, nationality, culture, and other factors.
- Professional knowledge and skills: professional background (such as law, accounting, industry, finance, marketing, or technology), professional expertise, industry experience, and other relevant qualifications.
Board members should generally possess the knowledge, skills, and competencies necessary to perform their duties. To achieve the Company’s corporate governance objectives, the Board as a whole should possess the following capabilities:
- Operational judgment.
- Accounting and financial analysis.
- Business management.
- Crisis management.
- Industry knowledge.
- International market perspective.
- Leadership.
- Decision-making.
In terms of the training mechanism, in order to enhance directors’ effectiveness in performing their duties and to assess changes in the Company’s internal and external environment and future development needs, the Company arranges training courses covering corporate governance-related topics, including finance, risk management, business operations, legal affairs, accounting, corporate social responsibility, and internal control systems, thereby strengthening directors’ professional competencies.
Succession Planning and Implementation for CEO & Key Management
- The Company’s CEO and employees at the level of Vice President and above constitute the key management team and are responsible for the Company’s business operations and management. Each key management position has a designated deputy. In addition to possessing the necessary professional skills and relevant experience, key management personnel are expected to share the Company’s core business values of Integrity, Sharing, Efficiency, and Innovation.
- To develop key management personnel and their designated deputies, the Company provides training not only in professional competencies and corporate governance-related courses, but also through participation in regular internal strategic consensus meetings and study groups. In addition, on-the-job training is provided through project-based assignments to strengthen practical capabilities. The Company also holds an annual management meeting chaired by the CEO, with the General Manager and other senior executives in attendance. Through the sharing and transfer of practical experience in business and management, these activities help develop the management and decision-making capabilities of key management personnel and foster a common strategic mindset.
- To enhance the managerial capabilities, leadership mindset, and leadership competencies of key management personnel and enable them to put ESG principles into practice, the Human Resources Department coordinates and implements talent development programs and arranges a series of senior management training activities, including in-person and online management courses and job rotations. External professional instructors are engaged to provide training designed to strengthen business management capabilities. These programs are aligned with the Company’s vision and objectives, enhance the management competencies of current managers, and help them understand global trends, risk management, and regulatory requirements. Through these initiatives, managers can improve the sustainability and transparency of the Company’s financial and operational management across multiple dimensions, thereby helping the Company maintain financial soundness and competitive advantages in a rapidly changing market, enhance the efficiency of capital operations, and achieve sustainable development.
- The Company conducts employee performance evaluations every six months. Through ongoing observation of employees’ performance and formal performance assessments, the Company identifies areas for improvement, individual career development needs, and the Company’s expectations. The results of these evaluations serve as a reference for future succession planning.
