Succession Plan for Board Members and Key Management
Succession Plan for Board Members and Key Management
Based on the Company’s development strategy and objectives, successors must possess not only professional competence but also integrity, ethical character, and values aligned with the Company.
I. Succession Plan for Board Members
The Company currently has nine directors (including three independent directors) with diverse and complementary industry experience and expertise in finance and accounting. Two directors concurrently serve as senior executives. The future composition and background of the Board will continue this structure.
The Company develops senior executives for Board succession to familiarize them with Board operations and group-wide businesses, and to deepen industry experience through job rotation.
The Group maintains a strong pool of senior management talent, ensuring sufficient candidates for future Board appointments. To promote Board diversity, the number of directors concurrently serving as company executives shall not exceed one-third of the Board, with due consideration given to gender equality.
The current President, Mr. Lee Chien-An, has served the Company for over 20 years and possesses extensive experience and in-depth knowledge of the Company’s manufacturing and operations, with outstanding performance and strong academic and professional credentials.
In addition, the Executive Vice President, Mr. Lai Jun-Cheng, during his tenure as Special Assistant to the Chairman, managed the Company’s overseas Myanmar subsidiary, served as a coordination and communication platform among departments, and gained hands-on understanding of departmental operations. He also serves as a director of the Company and is well acquainted with Board operations and the businesses of all group entities.
Independent directors of the Company are required by law to have relevant experience in business, legal, financial, accounting, or other areas necessary for the Company’s operations, and are therefore selected from professionals in academia and industry in Taiwan.
II. Management Succession Plan
The Company regularly reviews and selects high-potential employees at all levels, establishes a talent pool, and implements development programs. These programs focus on professional skills, managerial capabilities, individual development plans, and include job rotation opportunities:
Developing decision-making skills through practical work reports, participation in strategic and management meetings, and regular performance evaluations with feedback and guidance.
Enhancing diversified capabilities and perspectives through cross-functional or cross-department (plant) rotations, project assignments, concurrent roles, job substitution, or secondments to affiliated entities.
Participating in internal and external training annually based on individual development needs to strengthen judgment and decision-making ability.
Maintaining comprehensive training records and regularly reviewing talent development plans to align with operational needs.
Mid- and senior-level talent are encouraged to pursue creative, self-directed learning and to proactively propose further education, training, alternative study visits, or internship programs. The Company provides resource support or adjusts job responsibilities as needed, enhancing the overall diversity, adaptability, and resilience of its human resources.