List of Directors

Board Member Diversity Policy and Implementation

1. Judgement of operation
2. Accounting and financial analysis capabilities
3. Operation and management capabilities
4. Crisis handling capabilities
5.  Professional knowledge
6. International market perspective
7. Leadership
8. Decision-making capacity

1. Basic conditions and values: gender, age, nationality, and culture, etc.
2. Professional knowledge and skills: professional background (such as law, accounting, industry, finance, marketing, or technology), professional skills, and industry experience, etc.

Assessment Results of the Certifying CPA's Independence

Year 2023
Year 2024

Succession Planning for Board Members and Key Managerial Personnel

1. The Company adopts a candidate nomination system for the election of directors, with each term lasting three years. Unless otherwise provided by law or the Articles of Incorporation, the election of directors shall be conducted in accordance with the Company's “Rules for Election of Directors.” The nomination and selection process for director candidates must comply with qualification reviews and relevant regulations to ensure that suitable new directors can be effectively elected when vacancies arise or when expansion of board seats is planned.
2. The Company's “Corporate Governance Best Practice Principles” stipulate that the composition of the Board of Directors shall consider diversity. Directors concurrently serving as managers of the Company shall not exceed one-third of the total board seats. A diversity policy is formulated based on the Company’s operations, business model, and development needs, covering but not limited to two major aspects: basic attributes and values, and professional knowledge and skills. Board members shall generally possess the necessary knowledge, skills, and character required to perform their duties. To achieve sound corporate governance, the overall capabilities of the board should include operational judgment, accounting and financial analysis, business management, crisis management, industry knowledge, international market perspective, leadership, and decision-making abilities.
3. The structure of the Board of Directors shall be determined based on the Company's business scale and major shareholders’ shareholding status, with consideration given to practical operational needs. At least one board member shall be of a gender different from the others.
4. To enhance the effectiveness of directors in exercising their functions, and in light of changing internal and external environments and development needs, the Company arranges annual training courses for directors to improve their professional competence. This helps implement corporate governance effectively, ensures the continued optimization of board operations, and supports the Company's sustainable development.
5. Company has established the “Rules for Performance Evaluation of Board of Directors,” which assess factors such as control over company goals and missions, awareness of responsibilities, participation in operations, internal relationship management and communication, professional competence and training, internal controls, and the expression of concrete opinions. These evaluations ensure the effective functioning of the board and provide a reference for future director selection.

1. Employees at the level of Vice President and above are regarded as key managerial personnel. They are responsible for leadership, management, and decision-making within the organization. Each management level has designated deputies to act in their place when necessary. In addition to possessing the necessary professional skills and experience, key managerial personnel must share the Company’s corporate philosophy to ensure sound organizational development and operations.
2. To cultivate key managerial personnel and their designated deputies, the Company provides training mechanisms that include not only professional skill development but also participation in internal regular management meetings. Practical training is also conducted through project task management and on-the-job training programs.
3. In addition to conducting quarterly performance evaluations to identify areas for improvement, individual development needs, and expectations, the Company also regularly performs human resource assessments. The competencies and demonstrated performance of employees serve as important references for succession planning.

1. Currently, two senior executives are actively involved in the operations of the Board of Directors.
2. On May 15, 2024, a full re-election of directors was conducted at the Annual General Shareholders’ Meeting. The Board now consists of seven directors, including four independent directors. Among the newly elected directors, one is of a different gender, demonstrating the Company’s commitment to board diversity.
3. In September 2024, the Company engaged the Taiwan Corporate Governance Association to conduct its first external board performance evaluation. The assessment results and recommendations serve as a reference for the Board in enhancing corporate governance practices.
4. In November 2024, the Company carried out internal performance evaluations for the Board, individual directors, and functional committees. The evaluation results serve as a basis for future reappointment or nomination of directors.
5. For information regarding the implementation of board diversity, please refer to the “Board of Directors” section on the Company’s official website.
6. The Company arranged continuing education programs for directors. As of December 3, 2024, the total training hours completed by directors reached 84 hours. The training topics included corporate governance, review and analysis of financial reports by directors and supervisors, and corporate sustainability action plans.

Performance Evaluation of Board of Directors

External Evaluation Report on the Board of Directors