Corporate Governance
Directors’ Information
Title | Name | Qualifications | Concurrently | |
---|---|---|---|---|
Chairman | HO, CHIAO-SHENG | Department of Mechanical Engineering, Provincial Taipei Institute of Technology General Manager of Allied Supreme Corp. |
Chairman of Allied Supreme (Jia Xing) Corp. legal representative of Allied Supreme(Samoa)Corp. legal representative of Allied Supreme (China) Corp. Director of Yung qing Investment Co., Ltd. |
|
Director | Representative of Shang hao Investment Co., Ltd.: CHEN, SHIH-LING |
Chairman of Shang hao Investment Co., Ltd. | Chairman of Lu cheng Investment Co., Ltd. Chairman of Lu he Investment Co., Ltd. |
|
Director | HSIEH, SHENG-KUO | Department of Chemistry, Tamkang University Vice General Manager of Allied Supreme Corp. |
Supervisor of Allied Supreme (Jia Xing) Corp. | |
Director | Representative of Winston holding corp.: SU MING-SHENG |
Master of Business Administration, University of California Chairman of Winston holding corp. |
Chairman of Hsin ying Investment Co., Ltd. Chairman of Heng yao Investment Co., Ltd. |
|
Director | WU, MING-YUAN | Department of Electrical and Computer Engineering, Tamkang University | None | |
Director | LEE, YUAN-CHUNG | Department of Chemical Engineering, National Cheng Kung University Chief Operating Officer of Allied supreme corp. |
General Manager of Allied supreme (Jia Xing) corp. legal representative of Aston fluorotech corp. General Manager of Aston fluorotech corp. |
|
Independent Directors | LU, CHIEN-RONG | B. S. in Engineering, National Tsing Hua University. Vice General President of Formosa Plastics Corporation (Mailiao Branch). Vice President of San-Jia Construction & Development Co., Ltd. Representative Director of Chiayi Bus Company, Ltd. Supervisor of GAO SHIH GOLF CO., LTD. |
Director standing of Association of atmosphere protection in Taiwan. Supervisor of Industrial safety and health association (ISHA) of The R.O.C. Fluorine Chemistry Technical Adviser of GFCL EV Products Limited. |
|
Independent Directors | WANG, KUEI-CHING | M.B.A., Michigan State University B. A. in Economics, National Taiwan University Operating Partner of Baring Private Equity Asia Chief Financial Officer of Ting Hsin (Cayman Islands) Holding Corp. Independent Director of Cheer time enterprise co., Ltd. Chief Financial officer of Ho tung chemical corp. |
Independent Director of Handa Pharmaceuticals, Inc. Director of Artintel Investment Corp. Supervisor of shanghai luer Science and technology ltd. |
|
Independent Directors | CHIEN,YU-KUO | B. L., National Taiwan University Legal Consultant of Unitech printed circuit board corp. Legal Consultant of Abocom systems Inc. Legal Consultant of Yi-Xin Construction Co., Ltd. |
Head of Fore Front Intl Law Office | |
Independent Director | Chen Yunzhang | Chairman of Taiwan Chemours Co., Ltd. Managing Director of Chemours Chemical (Shanghai) Co., Ltd. Titanium Dioxide Technology Greater China |
None |
Diversified Board
I. Diversity of Board members
The Company has established “Corporate Governance Best Practice Principles” to regulate the diversity of the Board member composition. The relevant regulations have been disclosed on the Company website and Market Observation Post System.
According to Articles of Incorporation, Article 13, the nomination system is fully adopted for the election of Directors. The education, experience and qualification of the nominees are duly assessed to comply with the “Corporate Governance Best Practice Principles”, so as to ensure the diversity of the Directors.
In accordance with Corporate Governance Best Practice Principles, Article 20, Paragraph 3, the Board members should generally possess the necessary knowledge, skills and competencies for executing their duties. The Board shall maintain its diverse representation and weigh the benefit of a diverse Board composition in a considerate manner.
To achieve the ideal goals of corporate governance, the overall Board of Directors shall possess the following capabilities:
1.Business judgment capabilities.
2.Financial and accounting analytical capabilities.
3.Business management capabilities.
4.Crisis management capabilities.
5.Industrial knowledge.
6.International market perspective.
7.Leadership capabilities.
8.Decision making capabilities.
Name of Directors/Core Diversity Aspects | Nationality | Gender | Employee status | Age | Years of independent director | Industry experience | Professional | |||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
40-50 years | 51-60 years | 61-70 years | Under 3 years | 4-6 year | 7-9 year | Chemical industry | Machinary industry | Marketing industry | Purchasing | Finance | Information Technology | Law | Accounting | Crisis Management | ||||
Hou, Jia-sheng | ROC | M | ● | ● | ● | ● | ● | ● | ○ | ● | ||||||||
Xie, Sheng-guo | ROC | M | ● | ● | ● | ● | ● | ● | ||||||||||
Chen, Si-ling | ROC | F | ● | ● | ● | ○ | ○ | |||||||||||
Su, Ming-sheng | ROC | M | ● | ● | ● | ● | ● | ○ | ||||||||||
Wu, Ming-yuan | ROC | M | ● | ● | ○ | ○ | ||||||||||||
Lee, Yuan-Chung | ROC | M | ● | ● | ● | ● | ● | ● | ○ | ○ | ● | |||||||
Lu, Jian-rong Independent Director | ROC | M | ● | ● | ● | ● | ● | ● | ○ | ○ | ○ | ● | ||||||
Wang, Gui-qing Independent Director | ROC | M | ● | ● | ● | ● | ● | ○ | ○ | ● | ● | |||||||
Qian, Yu-guo Independent Director | ROC | M | ● | ● | ○ | ● | ○ |
Remark:●With professional experience and knowledge,○With intermediate experience and knowledge
II. Diversity of Board members
Management goals | Status of achievement |
---|---|
The Board members possess a professional background that covers the law, accounting, industry, financial, marketing or technology. There must be at least two Board members with expert knowledge in each area. | Achieved |
The number of Directors holding concurrent positions as the Company Manager does not exceed one-third of the Board members. | Achieved |
At least one female Director. | Achieved |
Advanced Studies of Board of Directors and Performance Evaluation of Board of Directors
I. Continuing Education of Directors
Position | Name | Date of training | Organized by | Training course |
---|---|---|---|---|
Chairperson | Hou, Chia-Sheng | 2022/9/21 | Republic of China Securities and Futures Market Development Foundation |
Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Director | Li, Yuan-Chung | 2022/9/21 | Republic of China Securities and Futures Market Development Foundation |
Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Director | Hsieh, Sheng-Kuo | 2022/9/21 | Republic of China Securities and Futures Market Development Foundation |
Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Director | Su, Ming-Sheng | 2022/9/21 | Republic of China Securities and Futures Market Development Foundation |
Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Director | Chen, Si-Ling | 2022/9/21 | Republic of China Securities and Futures Market Development Foundation |
Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Director | Wu, Ming-Yuan | 2022/9/21 | Republic of China Securities and Futures Market Development Foundation |
Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Independent Director | Lu, Chien-Jong | 2022/9/21 | Republic of China Securities and Futures Market Development Foundation |
Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Independent Director | Wang, Kui-Ching | 2022/9/21 | Republic of China Securities and Futures Market Development Foundation |
Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Independent Director | Chien, Yu-Kuo | 2022/9/21 | Republic of China Securities and Futures Market Development Foundation |
Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
I. Continuing Education of Directors
Position | Name | Date of training | Organized by | Training course |
---|---|---|---|---|
Chairperson | Hou, Chia-Sheng | 2021/9/15 | Taiwan Corporate Governance Association | Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Director | Li, Yuan-Chung | 2021/9/15 | Taiwan Corporate Governance Association | Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Director | Hsieh, Sheng-Kuo | 2021/9/15 | Taiwan Corporate Governance Association | Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Director | Su, Ming-Sheng | 2021/9/15 | Taiwan Corporate Governance Association | Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Director | Chen, Si-Ling | 2021/9/15 | Taiwan Corporate Governance Association | Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Director | Wu, Ming-Yuan | 2021/9/15 | Taiwan Corporate Governance Association | Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Independent Director | Lu, Chien-Jong | 2021/9/15 | Taiwan Corporate Governance Association | Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Independent Director | Wang, Kui-Ching | 2021/9/15 | Taiwan Corporate Governance Association | Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Independent Director | Chien, Yu-Kuo | 2021/9/15 | Taiwan Corporate Governance Association | Foundry and Advanced Packaging Technology and Supply Chain Business Opportunities From CSR to ESG corporate management mentality Number of training hours :6 |
Performance Evaluation of Board of Directors
Board Meeting Minutes
Succession Planning for Board Members & Key Executives
1. Succession plan and operation of board members
1. The company's "Articles of Association" clearly stipulate that the election of directors shall adopt a candidate nomination system, and the "Corporate Governance Code of Practice" and "Director Election Methods" clearly stipulate that the composition of the board of directors should consider diversity. ization, and formulate diversified policies based on the company's own operations, operating types and development needs, including but not limited to two major aspects of standards: basic conditions and values, and professional knowledge and skills.
2. The company's ongoing director succession plan establishes a director candidate database based on the following standards: (1) Integrity, responsibility, innovation and Have decision-making ability, be consistent with the company's core values, and have professional knowledge and skills that will help the company's operation and management. (2) Have industrial experience related to the business operated by the company. (3) It is expected that the addition of this member will continue to provide the company with an effective, collaborative, diverse board of directors that meets the needs of the company. (4) Set up at least 1 female director, and the overall board expertise must include corporate strategy, accounting and taxation, finance, law, administrative management and production management. The company’s selection process for formulating a list of director candidates must comply with qualification reviews and relevant standards to ensure that when director seats become vacant or plans increase, suitable new director candidates can be effectively identified and selected.
3. The company also clearly defines the "Board of Directors Performance Evaluation Method", which measures items through performance evaluation, including control of company goals and tasks, awareness of responsibilities, participation in operations, and internal relationship management. and communication, professional functions and further training, 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.
2. Succession planning for key management levels
In order to meet the needs of sustainable operation of the enterprise and to ensure the development of important management-level talents for smooth succession and continuation, the company has established "Education and Training Management Measures" and uses different talent development tools, The course aims to improve the management and leadership abilities of managers in managing people and matters, and to inherit the essence of corporate management.
In response to operational needs, the company prepares annual training plans, conducts various supervisor trainings, improves management capabilities in all aspects, provides relevant internal and external training resources, and encourages middle- and high-level talents to independently propose further studies or Various internships are held every year based on personal development needs to cultivate decision-making and professional abilities. Monthly business meetings are also used to cultivate the decision-making and thinking abilities of supervisors at the associate manager level and above.
Proportion and distribution of management personnel of the company:
Position | Number of people in 2019 | Number of people in 2020 | Number of people in 2021 | Number of people in 2022 |
---|---|---|---|---|
Vice President/Associate Level | 2 | 1 | 1 | 2 |
Manager/Assistant Manager Level | 2 | 7 | 7 | 12 |
Course level, sub-course level | 21 | 25 | 27 | 27 |
Group level, sub-group level | 27 | 26 | 33 | 45 |
Total | 55 | 59 | 68 | 86 |
In addition, the company conducts rotation of key talent departments based on development strategies, various investment plans and employee retirement status, hoping to cultivate talents in various fields to facilitate the inheritance of talents.