Board members

Board Diversity

Our company advocates and respects the policy of board diversity. To strengthen corporate governance and promote the sound development of the board's composition and structure, Article 20 of the "Corporate Governance Best Practice Principles" stipulates that the board's structure should consider the company's operational scale and the major shareholders' holdings. It should balance practical operational needs to determine an appropriate number of board seats, which should be at least five. Additionally, the composition of the board members should consider diversity. Apart from the fact that directors who are also company managers should not exceed one-third of the board seats, the board should formulate an appropriate diversity policy based on its operations, business model, and development needs. This policy should include, but not be limited to, the following two major areas of standards:

● Basic Conditions and Values: Gender, age, nationality, and culture, etc.

● Professional Knowledge and Skills: Professional background (such as law, accounting, industry, finance, marketing, or technology), specialized skills, and industry experience.

Board members should generally possess the knowledge, skills, and competencies necessary to perform their duties. The overall competencies required are as follows:

● Operational Judgment Skills

● Accounting and Financial Analysis Skills

● Management Skills

● Crisis Management Skills

● Industry Knowledge

● International Market Perspective

● Leadership Skills

● Decision-Making Skills

The 14th Board of Directors of our company consists of nine members. The specific management goals and achievements of the board's diversity policy are as follows:

The implementation status of the board members' diversity policy is as follows:

Communication between Independent Directors and Accountants/Internal Audit Supervisors

1. The internal audit unit prepares a "Monthly Internal Audit Summary Report," which, along with copies of the audit reports, is submitted to the independent directors for review.

2. If the independent directors have any questions or instructions after reviewing the audit report copies, they will contact the audit supervisor by phone for inquiries or to issue instructions.

3. For each audit report with identified deficiencies, there must be follow-up on the internal control deficiencies and the status of any corrective actions. Follow-up reports are prepared quarterly and submitted to the independent directors. In case of special circumstances, an immediate report is also made to the Audit Committee.

4. The internal audit supervisor attends board meetings as required to report on audit matters.

5. Our company established an Audit Committee in December 2021. On February 24, 2023, the company arranged for accountants to report and communicate with the independent directors regarding the annual financial report audit results, key audit issues, IFRS updates, and other regulatory impacts on the company. The accountants were also invited to attend the Audit Committee and board meetings.

6. In summary, independent directors can understand the company's operational status (including financial and business conditions) and audit situations through regular audit reports provided by the board, Audit Committee, and internal audit unit. They can also maintain good communication with accountants through various channels such as phone, fax, and email.