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Board of Directors


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Board of Directors

Director and supervisor

  • Title
    Name
    Career path and education
  • Chairman
    Yuan, Wan-Ting
    Master of Business Administration, National Central University
    EMBA, Guanghua School of Management, Peking University, China
    Manager, MOLEX (Taiwan)
  • Independent director
    Li, An-Chien
    Master of Power Machinery Engineering Institute, National Tsinghua University
    Ph.D., Mechanical Engineering Institute, University of Wisconsin-Madison, USA
    Vice President, School of Engineering, National Chiao Tung University
    Professor, Department of Mechanical Engineering, National Chiao Tung University
  • Independent director
    Liao, Da-Li
    Accounting Department, National Chengchi University
    General Manager, Hon Tai Electric Industrial Co., Ltd.
  • Director
    Hsieh, Han-Chang
    EMBA of National Chengchi University
    COO of Shihlin Electric & Engineering Corporation
  • Director
    Wei Ji Investment Co., Ltd.
    Representative: Huang Wencheng
    Department of Mechanical Engineering, National Cheng Kung University
    Master of Business Administration, National Chengchi University
    General Manager, China Motor Corporation
    Chairman, ARTC
  • Supervisor
    Wei, Chi-Lin
    Doctor of Economics, University of Paris, France
    Master of Management, University of London, UK
    Chairman, Land Bank of Taiwan
    Secretary general of the Executive Yuan
    Director, Institute of International Business, NTU
  • Supervisor
    Tsai, Shu-Chuan
    Law Department, NTU
    IS-Law Law Firm
  • Supervisor
    Hsu, Chang-Fei
    Department of Foreign Languages, NCHU
    ACES supervisor
Important resolutions

Performance appraisal

ACES assesses its Board of Directors according to the "Board of Directors Assessment Guidelines" at the end of each year. The scope of the assessment contains the entire board and individual directors; assessment results are quantified according to assessment criteria and presented in the most recent board meeting.
Board of directors’ performance evaluation criteria

Participation in company operations

Improve board decision making quality

Board composition and structure

Selection and continuing education

Internal Control

Criteria of directors' performance evaluation

Control company goals and tasks

Awareness about responsibility

Participation in company operations

Internal relationship management & communication

Director's professionalism and advancement

Internal Control

Scoring in five grades: excellent, good, fair, acceptable, improvements required; overall performance grade in 2019: excellent.
Diversity policy and implementation

According to Article 20 of the Corporate Governance Code, ACES board of directors shall be composed of five or more directors in consideration of the scale of the company and the shares of its major shareholders.

The composition of the board of directors should be diversified and appropriate diversification policies set up according to its own operation, operational type and development needs including, but not limited to the following two standards:
  • Basic
    conditions
    And value

    Gender, age, race

  • Professional
    knowledge
    And skills

    Professional background, professional skills and industry experience.

Board directors should have the knowledge, skills and literacy necessary to perform their duties. In order to achieve the ideal goal of corporate governance, the overall ability of the board of directors should be as follows:
  • 1. Operating judgment capability

  • 2. Financial analysis capabilities

  • 3. Management capabilities

  • 4. Crisis management

  • 5. Industrial knowledge

  • 6. International perspective

  • 7. Leadership

  • 8. Decision making capabilities

See below for diversified composition of ACES board of directors:
  • Director's name
    Operational judgment capabilities
    Accounting and financial analysis capabilities
    Operation and management capabilities
    Crisis management capabilities
    Industrial knowledge
    International market perspective
    Leadership
    Decision-making capacity
  • Yuan, Wan-Ting
    V
    V
    V
    V
    V
    V
    V
  • Huang, Wen-CHeng
    V
    V
    V
    V
    V
    V
    V
    V
  • Li, An-Chien
    V
    V
    V
    V
    V
    V
    V
  • Liao, Da-Li
    V
    V
    V
    V
    V
    V
    V
    V
  • Hsieh, Han-Chang
    V
    V
    V
    V
    V
    V
    V
    V

△:Partial ability

Communication between independent directors and chief internal auditor and CPA

I. Ways of communication between independent directors and chief internal auditor
1. The audit supervisor and CPAs may review with the independent directors and maintain good communication in between.
2. In addition to monthly audit reports, the chief auditor shall report important business status of ACES and its subsidiaries to the independent directors in the annual forum to ensure the latter's knowledge about implementation and performance of audit operations of this company.
3. CPAs shall report to the independent directors on the results and findings over the financial statements in annual forum.

II. See below for communications between the independent directors and the chief internal auditor and CPAs:
  • Date
    Reporting and communication matters
    Description
    Suggestions and results
  • 108/8/22
    I. Accountant: things to communicate with the governance unit<
    1. Responsibilities of reviewers for reviewing interim financial reports
    2. Review scope and findings
    3. Independence
    4. Key check items
    5. Important securities and tax relevant regulation update
    No objections
  • 108/8/22
    II. Report by the auditor office
    Internal audit business execution situation
    No objections