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Board of Directors
Succession plan for members of the Board of Directors and important management
Succession plan for the members of the Board of Directors
The Company nominates candidates for director election. For the directors, each term of office shall be three years. The directors shall be elected according to the Procedures for Election of Directors, unless otherwise specified by statutes or the Articles of Association.
The general components of the Board of Directors shall be taken into account for the Company’s election of directors. Consider diversifying members of the Board of Directors. Draft appropriate diverse policies according to the Company’s operations, business patterns and development needs, including but not limited to the standards specific to the following perspectives:
I. Basic information and value: Gender, age, nationality and educational attainment, etc.
II. Professional knowledge and skills: Professional backgrounds (e.g. Law, accounting, industry, finance, marketing or technologies), professional skills and industrial experience, etc.
II. Professional knowledge and skills: Professional backgrounds (e.g. Law, accounting, industry, finance, marketing or technologies), professional skills and industrial experience, etc.
The Company plans election of the directors’ successors as follows:
I. The directors then in office recommend appropriate persons.
II. The shareholders recommend persons to be directors.
III. Use the performance appraisal results of the Board of Directors as reference basis for nominating the directors’ successors.
II. The shareholders recommend persons to be directors.
III. Use the performance appraisal results of the Board of Directors as reference basis for nominating the directors’ successors.
To reinforce powers of the directors, the Company will keep up with the times, and arrange annual refresher courses from time to time with reference to changes in its internal and external environmental conditions as well as development needs, to improve the directors’ professional knowledge and skills.
Succession plan for important management
The employees with a title higher than the assistant managers are important management. In addition to professional ability training, the abilities to manage, judge, and solve problems are also trained to improve the qualities of employees and cultivate omnipotent management talents to facilitate inheritance.
According to the training plan for them, the important managers are trained regarding their management knowledge, skills and leadership usually in performing different projects and tasks. Every year, related refresher courses are arranged to improve management ability and thinking of the successors by course training and job experience, and make them ready for their succession before the scheduled time for them to take over the positions.
