In accordance with the Company’s Articles of Incorporation, board members are elected through a candidate nomination system. The “Corporate Governance Best Practice Principles” further specify that the composition of the Board of Directors shall consider diversity. A diversity policy is developed based on the Company’s operations, business model, and development needs, covering key dimensions such as personal attributes and values, as well as professional knowledge and skills.
The Company maintains an ongoing succession plan for board members and has established a candidate database based on the following criteria:
Integrity, accountability, innovation, and decisiveness, aligned with the Company’s core values, along with professional knowledge and skills conducive to business management.
Relevant industry experience related to the Company’s core operations.
The candidate’s addition is expected to contribute to building an effective, collaborative, and diverse board structure that aligns with the Company’s strategic needs. The Board shall include at least one director of a different gender, and its overall expertise shall cover corporate strategy, accounting and taxation, finance, law, administration, and production management.
The selection process for director candidates must comply with qualification review procedures and relevant regulations, ensuring that suitable candidates can be identified and appointed promptly in the event of vacancies or expansion.
The Company has also adopted the “Board Performance Evaluation Measures,” under which it assesses the Board’s effectiveness based on indicators such as alignment with corporate goals, understanding of responsibilities, participation in operations, internal communication, professional development, internal control, and the ability to express concrete opinions. These results serve as a reference for future director selection.
The Company regularly identifies high-potential talents at all levels based on its performance evaluation system, establishing a talent pool and developing training plans. These plans focus on professional capabilities, managerial competencies, personal development, and job rotation, and are implemented through the following approaches:
Participation in key management meetings to develop strategic thinking, supported by regular performance evaluations and feedback from senior executives for personal development guidance.
Cross-functional or cross-departmental (or cross-site) job rotations, project assignments, dual-role appointments, temporary replacements, or secondments to affiliated companies to broaden practical experience and enhance versatility.
Internal and external training programs related to business management, sustainability, and corporate governance, designed to cultivate future leaders. In 2024, a total of 5 employees participated in such programs, with a combined training duration of 66 hours.
Complete training records are maintained, and talent development plans are reviewed periodically to adjust based on organizational needs and operational strategies.
