Our Team
About us
Organization
| Segment | Main Responsibilities |
|---|---|
| Board of Directors | Plan the Company’s operational business and policy, establish business objectives, and appoint key managers of the Company to perform business development, and other matters according to the approval authority table. |
| Audit Committee | Supervise the Group’s business and financial status, and responsible for the appropriate presentation of financial statements, and effective implementation of internal control. Effective internal control systems and audit operations are the foundation of sound corporate governance. In order to maintain an effective internal control system, particularly in the area of risk management, financial and operational control, the Audit Committee regularly reviews reports submitted by internal auditors and assesses the independence of the company’s financial statement auditors, thereby ensuring the utmost integrity in financial reporting.” |
| Remuneration Committee | Establish and periodically review the performance evaluation of directors and managerial officers as well as the policy, system, standard, and structure for the remuneration. Periodically assess and specify the remuneration content and amount for directors and managerial officers and provide recommendations to the Board of Directors. |
| Corporate Governance Officer | Responsible for matters related to corporate governance. |
| Audit Office | Perform the Company’s internal audit work according to the direction and supervision of the Board of Directors, and evaluate operation performance, provide timely improvement recommendations, and assist the management to properly fulfill the responsibility of supervision. |
| Chairman’s Office | Handle tasks assigned, arrange management meetings, project hosting, project follow-up. |
| ESG Sustainability Team | Responsible for the planning, promotion and integration of ESG sustainable development for the Group. |
| Sales Division I | Responsible for the sales forecast of FPC related products and the establishment of business plans (including short, medium, and long term development plans), market development, customer relationship enhancement, and customer service, improvement of corporate brand image. |
| Sales Division II | Responsible for the sales forecast of cables related products and the establishment of business plans (including short, medium, and long term development plans), market development, customer relationship enhancement, and customer service, improvement of corporate brand image. |
| Marketing Division | Responsible for new product introduction and new application market development and planning. |
| Management Division | Responsible for the human resource, general affairs, raw materials and product purchases, import/export customs, customer service and customer complaint handling, and warehouse management, etc. |
| Information (IT) Division | Responsible for the strategies and demands for the information development of the Company, utilize information technology to reduce cost, accelerate shipping and increase efficiency, in order to achieve higher profit and to enhance competitiveness for the Company. |
| Financial Division | Responsible for the fund management, planning and execution, accounting system planning, related affairs handling and preparation of management reports and statements for decision making and analysis, coordinate shareholders’ meetings, Board meetings, and meeting affairs related matters, handling of the Company’s internal material information, stock affairs and tax related matters, as well as company registration operation and securities custody, etc. |
Management team
| Title | Name | Education background | Significant experience |
|---|---|---|---|
| Chairman | Chang, Chih-Chung | Shixin Commercial High School | Chairman of the Company |
| President | Tu, Shu-Min | EMBA, National Chengchi University | Vice Chairman of the Company. Chairman of Der Yu Electronics Co., Ltd. Chairman of Ding Xuan Investment Co., Ltd. Chairman of Yuan Long Investment Co., Ltd. Chairman of Shang Shin Enterprise Co., Ltd. Corporate Director Representative of Hope Vision Co., Ltd. |
| President of Subsidiary Kunshan Complex Micro Interconnection Co., Ltd. | Chang, Chih-Chang | Chung Yuan Christian University | – |
| Vice President | Kuo, Ming-Fong | St. John’s and St. Mary’s Institute of Technology | Director of the Company. |
| Vice President | Chung, Chih-Lung | University of Southern Queensland EMBA | Director of the Company. Executive Vice President of Subsidiary Yuan Yuh Electronics (Kunshan) Co., Ltd. |
Succession Planning and Operations for Board Members and Key Management Personnel
1. Succession Planning for Board Members:
The company currently has 9 board members, including 4 independent directors, all of whom possess management expertise in business, finance, accounting, or company operations. The company cultivates senior executives to join the board and also arranges for key management team members to attend board meetings. This approach helps them develop strategic planning abilities and become familiar with board operations, making them potential candidates for future board succession. Independent directors are required to have experience in business, legal, finance, accounting, or company operations. The regulatory authority also provides an “Independent Director Talent Database” to assist companies in selecting qualified and knowledgeable independent directors. For this part, the company plans to bring in industry professionals.
2. Succession Planning for Key Management Personnel:
The company’s succession plan for key management involves selecting potential successors whose values and management philosophies align with those of the company. Potential successors participate in important management meetings, management training courses, inter-departmental rotations, and international assignments to enhance their management skills and broaden their international perspective. This comprehensive training aims to develop their all-around management capabilities. Each department has senior and middle management roles, and middle managers are trained to act as deputies for senior roles when appropriate. Employee performance evaluations are conducted at least annually to assess the suitability of potential successors through regular observation and performance assessments.
3. Succession Operation Status:
Currently, 2 of the board members have been promoted from internal management roles. The company will continue to provide various opportunities for qualified individuals to understand and participate in board operations, thus preparing future board members. To enhance the effectiveness of directors’ roles and ensure they stay current, the company regularly updates the board on changes and developments in the internal and external environment and arranges annual training courses to improve directors’ professional skills.