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    Airtac International Group
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    Wang Shih-Chung

    Chairman & GM of Airtac International Group

    Lan Shun-Cheng

    Vice Chairman of Airtac Industrial Co. Ltd.

    Wang Hai-Ming

    Vice Chairman of Ningbo Airtac Automatic Industrial Co., Ltd

    Li Huai-Wen

    Vice GM of Airtac International Group

    GM of mainland china business group, Airtac International Group

    Chen Jui Lung

    GM of Guang Yang Industrial Works

    Tsao Yung-Hsiang

    CFO of Airtac International Group

    Leong Kam-Son

    Director and Partner of HLL Partners

    Renn Jyh Chyang

    Consultant of Taiwan Fluid Power Association

    Professor, Department of Mechanical Engineering, National Yunlin University of Science and Technology

    Lin Yu Ya

    Partner Accountant of Pey-Sheng CPAs Firm


    Multiple composition of board of directors and condition


    Director name


    Core projects

    Capability of Operational Judgement

    Capability of Accounting & Finance Judgement

    Capability of Management

    Capability of awareness

    Industry knowledge

    Global market observation

    Capability of leadership

    Capability of decision making


    Wang, Shih-Chung



    Lan, Shun-Cheng






    Wang, Hai-Ming






    Li, Huai-Wen





    Tsao, Yung-Hsiang






    Chen, Jui-Lung







    Independent Director

    Leong Kam-Son






    Independent Director

    Renn, Jyh-Chyang








    Independent Director

    Lin, Yu-Ya








    The specific management objectives of the company's board of directors diversity policy and the situation achieved in 2020 are summarized as follows:

    (1) The board of directors is composed of 9 directors, including 3 independent directors. The goal is to increase the number of independent directors to 4 in the future. Among them, there are only 3 directors who are also managers of the company, which does not exceed one-half of the number of directors.

    (2) The directors are submitted to the shareholders meeting for election in accordance with the provisions of the company law and the company's articles of association, and the term of office is 3 years. Among them, there are 3 directors aged 31-50 years old, accounting for 33.33%, 5 directors aged 51-60 years old, accounting for 55.55%, and 1 director aged 61 years or older, accounting for 11.12%.

    (3) The company also pays attention to gender equality in the composition of the board of directors, and aims to require at least one female director. Currently, the board of directors has one female director.

    (4) All directors have professionalism, expertise and rich industry experience in various fields, and fulfill their supervisory and management responsibilities. They are responsible for improving the company's operating system and protecting the rights and interests of investors.


    Succession planning for board members

    The Company has established a comprehensive director selection system, carefully considered the allocation and diversity standards of the board of directors, and the selection process of all directors is fair, open and just, in line with the company’s "Articles of Association", "Director Election Method" and "Code of Practice on Corporate Governance". According to the regulations, the company selects persons with the knowledge, skills and accomplishments necessary to perform the duties as directors based on the industry professional background, work field and practical experience, etc.

    The succession planning of the company’s directors shall not only meet the requirements of laws and regulations, but also consider the professional knowledge, skills, experience, gender, and other diversified backgrounds and independence standards required by the board members based on the company’s development direction and medium and long-term strategic goals. In addition to diversified professional knowledge and skills (such as law, accounting, industry, finance, marketing or technology) and industry experience, director successors should have overall capabilities including operational judgment, accounting and financial analysis capabilities, and management capabilities ( Including the operation and management of subsidiaries), crisis management capabilities, industry knowledge, international market outlook, leadership, decision-making capabilities, and should be able to interact with the company's business main axis, medium and long-term steady growth and development strategies, and continue to improve corporate governance and risk management knowledge.

    The Company evaluate the performance of directors every year, which serves as a reference for the subsequent selection of directors' successors.


    Succession planning for important management

    Successors of important management levels must have high execution ability, correct values and personality traits such as integrity and integrity, and embrace the corporate philosophy of "pursuing excellence, sustainable management, integrity first, and service-oriented" as the standard, and strive to achieve the goal of employee satisfaction, customer satisfaction and shareholder satisfaction.

    In the training plan for important management levels, we usually develop management knowledge, management skills, management leadership and other three skills by performing different project tasks, and discover their gaps in the development process. So that the successor candidates can improve their management ability and thinking, and complete the succession preparation before the scheduled time of succession.