Succession planning for board members and key management
Succession planning and operation of board members:
1. The company adopts a nomination system for directors in accordance with the "Articles of Association", and stipulates in the "Code of Practice for Corporate Governance" and "Procedures for the Selection of Directors" that the composition of the board of directors should consider diversity, and the company's own operations and business models should be considered. and development needs to formulate a diversified policy, including but not limited to the two major standards of basic conditions and values, professional knowledge and skills.
2. The structure of the board of directors of the company shall be determined based on the scale of the company's business development and the shareholding situation of its major shareholders, taking into account the needs of practical operations.
3. The company's ongoing director succession plan will build a director candidate database based on the following criteria: (1) Integrity, responsibility, innovation and decision-making power, in line with the company's core values, and possess professional knowledge and skills that are conducive to the company's operation and management. (2) Have industrial experience related to the business of the company. (3) It is expected that the addition of this member will continue to provide the company with an effective, synergistic, diverse board of directors that meets the company's needs. (4) The overall board expertise should include corporate strategy and management, accounting and taxation, finance, and law. (5) The company has stipulated that the selection process of the list of director candidates must meet the qualification review and relevant specifications to ensure that when there is a vacancy in the number of directors or planning to increase, Can effectively identify and select suitable candidates for new directors.
4. At the same time, the company has specified the "Measures for the Performance Evaluation of the Board of Directors". The measurement items of performance evaluation include the control of the company's goals and tasks, responsibility recognition, participation in operations, internal relationship management and communication, professional functions and training, and internal control. and specific opinions, etc., to confirm the effective operation of the board of directors, and to evaluate the performance of directors, as a reference for future director selection.
Succession planning and operation of key management levels:
1. The employees above the associate level (inclusive) of the company are the important management level, responsible for the relevant operation and management business within the organization, and each management level has job agents. In addition to the necessary professional skills and experience background, the important management members should have their values and business philosophy consistent with the company's business philosophy of "integrity and innovation".
2. In order to cultivate important management levels and their position agents, in addition to professional competence and corporate governance related courses, the training mechanism also arranges to attend the board of directors and participate in regular important internal business management meetings, as well as on-the-job training for project task management. training. In addition, the supervisors are arranged to share and communicate with each other about management issues on a monthly basis.
3. The company conducts employee performance appraisal every year. Through daily observation and performance evaluation, we understand what should be strengthened, personal development needs and company expectations, and use the appraisal results as a reference for future succession planning.
1. The company adopts a nomination system for directors in accordance with the "Articles of Association", and stipulates in the "Code of Practice for Corporate Governance" and "Procedures for the Selection of Directors" that the composition of the board of directors should consider diversity, and the company's own operations and business models should be considered. and development needs to formulate a diversified policy, including but not limited to the two major standards of basic conditions and values, professional knowledge and skills.
2. The structure of the board of directors of the company shall be determined based on the scale of the company's business development and the shareholding situation of its major shareholders, taking into account the needs of practical operations.
3. The company's ongoing director succession plan will build a director candidate database based on the following criteria: (1) Integrity, responsibility, innovation and decision-making power, in line with the company's core values, and possess professional knowledge and skills that are conducive to the company's operation and management. (2) Have industrial experience related to the business of the company. (3) It is expected that the addition of this member will continue to provide the company with an effective, synergistic, diverse board of directors that meets the company's needs. (4) The overall board expertise should include corporate strategy and management, accounting and taxation, finance, and law. (5) The company has stipulated that the selection process of the list of director candidates must meet the qualification review and relevant specifications to ensure that when there is a vacancy in the number of directors or planning to increase, Can effectively identify and select suitable candidates for new directors.
4. At the same time, the company has specified the "Measures for the Performance Evaluation of the Board of Directors". The measurement items of performance evaluation include the control of the company's goals and tasks, responsibility recognition, participation in operations, internal relationship management and communication, professional functions and training, and internal control. and specific opinions, etc., to confirm the effective operation of the board of directors, and to evaluate the performance of directors, as a reference for future director selection.
Succession planning and operation of key management levels:
1. The employees above the associate level (inclusive) of the company are the important management level, responsible for the relevant operation and management business within the organization, and each management level has job agents. In addition to the necessary professional skills and experience background, the important management members should have their values and business philosophy consistent with the company's business philosophy of "integrity and innovation".
2. In order to cultivate important management levels and their position agents, in addition to professional competence and corporate governance related courses, the training mechanism also arranges to attend the board of directors and participate in regular important internal business management meetings, as well as on-the-job training for project task management. training. In addition, the supervisors are arranged to share and communicate with each other about management issues on a monthly basis.
3. The company conducts employee performance appraisal every year. Through daily observation and performance evaluation, we understand what should be strengthened, personal development needs and company expectations, and use the appraisal results as a reference for future succession planning.