Board

Succession planning and operation of board members

1. In response to the sustainable development of the company, the company established a salary and remuneration committee in 2012 and an audit committee in 2011 to promote the optimization of the board of directors' effectiveness and the implementation of corporate governance. The company adopts a candidate nomination system to select directors in accordance with the "Articles of Association", and clearly stipulates in the "Corporate Governance Code of Practice" and "Director Selection Procedure" that the composition of the board of directors should consider diversity and formulate plans based on the company's own operations, operating types and development needs. The diversified policy includes, but is not limited to, two major aspects of standards: basic conditions and values, and professional knowledge and skills.

2. The overall configuration of the board of directors should take into consideration the characteristics of the industry and the needs of operational development. The elected directors must have the necessary knowledge, skills and qualities to perform their duties. The company establishes a director candidate database based on the following standards:

   1. Have professional knowledge and skills that are consistent with the company's core values and contribute to the company's operation and management.

   2. Have industrial experience related to the company's business.

   3. It is expected that the addition of this member can continue to provide the company with an effective, collaborative, diverse board of directors that meets the needs of the company.

   4. The expertise of the overall board of directors needs to include corporate strategy and management, accounting and taxation, finance, law, etc.

   5. The selection process of the company's list of director candidates must comply with qualification reviews and relevant standards to ensure that when director seats are vacant or planned to increase, suitable new director candidates can be effectively identified and selected.

3. The company has also clearly defined the "Board of Directors and Functional Committee Performance Evaluation Methods". The measurement items of performance evaluation include control of company goals and tasks, awareness of responsibilities, participation in operations, internal relationship management and communication, professional functions and Further education, internal control and specific opinion expressions, etc., to confirm the effective operation of the board of directors and evaluate the performance of directors as a reference for future selection of directors.

4. In response to the evolving understanding of legal compliance and the need to enrich new knowledge with the times, the Company urges directors to take at least 6 hours of further training every year to continue to improve the professional knowledge of directors and the performance of the board of directors' functions, so as to promote the stable development of the enterprise.

Succession planning and operation of key management levels

1. Employees at the associate level (inclusive) and above of the company are important management levels and are responsible for relevant business management within the organization. Each management level has its own agent. In addition to having the necessary professional skills and experience background, key management personnel must have values and business philosophy that are consistent with the company's business philosophy of "Passion, Integrity, Innovation, Service, Quality and Feedback".

2. In order to cultivate important management and their job agents, in addition to corporate governance-related courses, the training mechanism also arranges participation in regular internal important business management meetings, and provides practical training with on-the-job training in project task management.

3. The company conducts employee performance appraisals every year. Through daily observation and performance evaluation, we understand areas that should be strengthened, personal development needs and company expectations, and use the appraisal results as a reference for future succession planning.