● BOD

Board Responsibilities

本公司之董事會應指導公司策略、監督管理階層、對公司及股東負責,其公司治理制度之各項作業與安排,應確保董事會依照法令、公司章程之規定或股東會決議行使職權。

Board's Meeting Resolutions

2023

2022

2021

2020

2019

● Directors & Supervisors

2023 Board Member

2022 Board Member

2021 Board Member

● Succession planning and operation of the Company's Board of Directors and key management personnel

(1) For the Company's ongoing succession plan for directors, the following criteria are used to establish a database of director candidates:
A. Integrity, responsibility, innovation and decision-making ability, in line with the Company's core values, and with expertise and skills that contribute to the management of the Company.
B. In terms of the Board of Directors’ expertise on the whole, industry experience (such as real estate, law, banking, accounting, and tax) and expertise (such as business management, decision-making, crisis management, and industry knowledge) related to the business of the Company are required.
C. The addition of this member is expected to provide the Company with a Board of Directors that is effective, diverse and responsive to the Company's needs.
(2)The Company has formulated the "Evaluation Methods for the Board of Directors" and regularly conducts performance evaluations. Through relevant measurement items, including mastery of the Company’s goals and tasks, awareness of directors’ responsibilities, participation in the Company’s operations, internal relationship management and communication, directors’ professionalism and continuing education, internal control, and specific opinion expression, the Company can confirm the effective operation of the Board of Directors and evaluate the performance of directors, as a reference for future selection of directors.
(3) The Chairman of the Company is young and promising, and his leadership style is energetic and positive. Therefore, in case of major decisions, the Chairman of the Board of Directors discusses the decision direction with senior executives (Executive Vice President and CFO), and the senior executives lead a number of middle-level executives (Assistant Vice Presidents and Managers). The roles played by the middle-level executives are mainly: implement the decisions, deliver to junior employees, and communicate with senior managers.
(4) The Company provides training opportunities (internal or external) to enable management staff to enhance their professional knowledge and skills, which in turn improves work efficiency. Middle executives also participate in regular executive meetings and departmental meetings. In addition, The Company has implemented the duty agent mechanism, when senior executives are on leave or on business trips, middle executives are assigned to perform duties on their behalf. Therefore, through the communication and discussion process in meetings and the duty agent mechanism, the middle executives have been able to accumulate experience, not only to cultivate the ability, but also to convey the Company's core values and future blueprint, so as to avoid a manpower gap in the Company. In this way, they are able to achieve a consistent direction of the Company's overall operation and to meet the rapidly changing environment.
(5)The management succession plan and implementation are as follows:

Title

Succession plan

Training

Achievement

Chairman

Not applicable, as the Chairman is young and promising and has no succession plan yet.

Participate in education and training, and continue to acquire professional knowledge and skills.

N/A

Director

A database of director candidates is established and performance evaluations are conducted on a regular basis to serve as a reference for the future selection of directors.

Participate in education and training, and continue to acquire professional knowledge and skills.

Ongoing

President

Cultivate key management and promote the Company's talents through leadership and learning to achieve the succession goal.

Participate in internal or external education and training, and continue to acquire professional knowledge and required skills.

Ongoing

Key management

Cultivate middle management and promote the Company's talents through leadership and learning to achieve the succession goal.

Participate in internal or external education and training, continue to acquire professional knowledge and required skills, and implement the duty agent system.

2021: promoted 2 Vice Presidents
2022: promoted 1 Vice President

Middle management

Promote junior management and make them the reserve of middle management.

Participate in internal or external educational and training, and develop the skills required for succession through key management.

2022: promoted 1 Assistant Vice President
2023: promoted 1 Manager

(6) In 2023, the Company held the following training courses for the management :

Title

Date

Topics

Course Hours

Middle management

2023/04/29、2023/05/06

Carnegie’s Course: "Ecellent communication &Teamwork skills"

14hours

Junior management

2023/04/29、2023/05/06

Carnegie’s Course: "Ecellent communication &Teamwork skills"

14hours

● 董事會及功能性委員會定期執行績效評估情形

一、本公司董事會通過「董事會績效評估辦法」,訂定董事會、薪酬委員會及審計委員會,應至少每年執行一次績效評估,並應於次一年度第一季結束前完成。

二、本公司已於民國112年3月16日董事會,提報「111年度董事會、審計委員會及薪資報酬委員會績效評估」,並經全體董事決議通過。

三、董事會績效評估之衡量項目,包含下列面向:
  1. 對公司營運之參與程度。
  2. 提升董事會決策品質。
  3. 董事會組成與結構。
  4. 董事之選任及持續進修。
  5. 內部控制。

四、董事成員績效評估之衡量項目,包含下列面向:
  1. 公司目標與任務之掌握。
  2. 董事職責認知。
  3. 對公司營運之參與程度。
  4. 內部關係經營與溝通。
  5. 董事之專業及持續進修。
  6. 內部控制。

五、薪酬委員會績效評估之衡量項目,包含下列面向:
  1. 對公司營運之參與程度。
  2. 功能性委員會職責認知。
  3. 提升功能性委員會決策品質。
  4. 功能性委員會組成及成員選任。
  5. 內部控制。

六、審計委員會績效評估之衡量項目,包含下列面向:
  1. 對公司營運之參與程度。
  2. 功能性委員會職責認知。
  3. 提升功能性委員會決策品質。
  4. 功能性委員會組成及成員選任。
  5. 內部控制。

七、本公司112年度董事會、董事成員、薪酬委員會、審計委員會之評估結果如下:

Target

Period

Method

Result

Board of Directors

112/01/01~12/31

Self-evaluation by the Board

The Board of Directors performed well.

Board members

112/01/01~12/31

Self-evaluation of directors

The members of the Board of Directors had a good self-evaluation of performance.

Remuneration Committee

112/01/01~12/31

Self-evaluation by the Board

The Remuneration Committee performed well.

Audit Committee

112/01/01~12/31

Self-evaluation by the Board

The Audit Committee performed well.

 

八、本公司112年度董事會之外部評鑑結果如下:

  本公司已於109年8月11日董事會決議通過修訂「董事會績效評估辦法」,董事會績效評估得至少每三年由外部專業獨立機構或外部專
  家學者團隊執行評估一次,112年12月本公司委任台灣投資人關係協會執行外部董事會效能評估(期間112/01-112/12),該機構及執行
  專家與本公司無業務往來具備獨立性,分別就董事會組成及專業發展、董事會決策品質、董事會運作效能、內部控制及風險管理及董
  事會參與企業社會責任程度等構面以問卷及實地訪查方式評核,台灣投資人關係協會已於113年1月19日出具評估董事會效能評估報
  告,本公司預計將上述建議事項及預計採行措施呈送113年第一季董事會報告,相關總評內容及措施如下

  1. 評估報告之總評:
   董事會組成,具備均衡的內外部董事結構及獨立董事席次,所有董事之專業知識、技能及經歷皆符合受評公司營運發展之需要,包
   括房地產、法律、銀行、會計、稅務相關經驗及經營管理、領導決策、危機處理之專業能力均符合公司發展所需。
   民國 112 年度九位個別董事成員已依「上市上櫃公司董事、監察人進修推行要點」規範之時數完成進修,透過持續進修以掌握最新知識,並提高個
   別董事自身之應變能力。另,受評公司獨立董事亦不定期與會計師針對本公司財務業務進行溝通了解,會計師會列席審計委員會,向獨立董事報告
   年度關鍵查核事項、查核之方向及規劃、查核重點、財務報表查核結果、法令更新影響層面等事項。

  2. 改善建議及未來改善計畫:

項次

報告建議

預計改善措施

建議推動女性董事席次達三分之一

預計於下屆董事改選時增加不同性別董事席次。

建議「永續發展委員會」提升為功能性委員會 

目前評估中。

建議依據全球永續性報告協會(GRI)發布之 GRI 準則編製永續報告書

永續報告書已規劃中,預計於法規期限內公告。

每年召開至少二次法人說明會

公司目前會以即時發布重大訊息以利投資人了解相關訊息。

 

112 年董事會績效評估證明

● Communications between independent directors , internal audit supervisor,and the accountant

一、獨立董事與會計師之單獨溝通情形:
  獨立董事與會計師每年至少召開一次單獨會議,討論內控、財報查核…等相關事宜,單獨溝通情形如下:

2023 單獨溝通情形

2022 單獨溝通情形

2021 單獨溝通情形

二、獨立董事與內部稽核主管之溝通情形:
  1. 內部稽核主管於每月底將上月之稽核報告彙整為「稽核報告摘要表」,連同稽核報告電子檔交付獨立董事查閱。
2. 內部稽核主管定期向審計委員會報告「內部稽核結果」、提送「年度稽核計畫」、「內部控制制度聲明書」及修訂「內部控制制度」、「內部稽核實施細則」。
3. 獨立董事與稽核主管每年至少一次召開一次單獨會議,討論稽核業務執行情形及成效、次年度稽核工作及目標、獨立董事關心查核事項…等。
4. 本公司內部稽核主管與獨立董事之溝通管道多元且順暢。
5. 獨立董事與內部稽核主管之單獨溝通情形如下:

Date

出席人員

溝通事項

溝通結果

112/12/13

獨立董事曾文哲

稽核主管林伯勳

1.報告近一年內之稽核業務執行結果、稽核缺失及追蹤改善情形。

2.報告次年度稽核工作及目標。

溝通結果良好。

、獨立董事與內部稽核主管及會計師之溝通情形(財務會議議事錄)如下:

112 年財務會議議事錄

111 年財務會議議事錄

110 年財務會議議事錄

109 年財務會議議事錄

● Independent Director election results

2022 Shareholders' Meeting

Title

Name

The total number of votes

Remark

Independent Director

Lin, Jen-I

75,739,750

20屆董事全面改選,任期自111/06/23114/06/22.

Independent Director

Tseng, Wen-Che

74,791,633

20屆董事全面改選,任期自111/06/23114/06/22.

Independent Director

Hung, Chi-Shan

74,788,683

20屆董事全面改選,任期自111/06/23114/06/22.

Independent Director

Ke, Po-Chang

74,752,420

20屆董事全面改選,任期自111/06/23114/06/22.

●Remuneration Committee

一、本公司薪資報酬委員會之職能,係以專業客觀之地位,定期就本公司董事及經理人之績效、薪資報酬政策及制度予以評估,並向董事會提出建議,以供決策之參考。委員會成員人數為三人,每年至少召開兩次會議。
二、本公司薪資報酬委員會之組成、職責及運作情形如下:

2023

2022

2021

2020

2019

●Audit Committee

一、審計委員會之職能,係以專業角度協助董事會監督公司在執行有關財務、會計、內部控制及重大交易之品質和誠信度。
二、審計委員會審議的事項:
審核公司年度財務報告、內部稽核、公司內部控制制度、重大之資產、資金貸與、背書或提供保證、募集或發行有價證券、衍生性金融商品、關係人交易等之情形;簽證會計師之委任、解任或報酬;財務、會計或內部稽核主管之任免等。
三、本公司審計委員會由全體獨立董事組成,每年至少召開四次會議。
四、本公司審計委員會之組成、職責及運作情形如下:

2023

2022

2021

2020

2019