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    Airtac International Group
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  • Members of the Board of Directors



    Wang Shih-Chung

    Chairman & GM of Airtac International Group

    Lan Shun-Cheng

    Vice Chairman of Airtac Industrial Co. Ltd.

    Wang Hai-Ming

    Chairman of Behealthy Electronic Technology 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


    Implementation of the Diversity Policy for Board Members

    (1) The selection and appointment of directors of the Company shall take into account the overall configuration of the Board of Directors. The composition of the board of directors considers diversity, and formulates an appropriate diversity policy based on its own operation, operation type and development needs, including but not limited to the following two major standards.

    a. Basic conditions and values: gender, age, nationality and culture, etc.

    b. Professional knowledge and skills: professional background (such as law, accounting, industry, finance, marketing or technology), professional skills and industry experience, etc.

    (2) The members of board of directors are nominated via rigorous selection processes. It not only considers background diversity, professional competence and experience, but also attaches great importance to his/her personal reputation on ethics and leadership.  Presently, the nine members of the Board of Directors represent diversified perspectives, including a complementary mix of skills, experiences, and backgrounds. We rely on our directors for their extensive knowledge, personal insight and business judgment. The board members of the company have diverse backgrounds, including different industry, academic and financial accounting backgrounds. The following table summarizes the core competencies of the board members of the company:





    Core Competences

    Operational judgements

    Accounting and financial analysis

    Management administration

    Crisis Management

    Knowledge of the industry

    International market perspective

    Policy decisions

    Risk Management


    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









    (3) Directors are elected in accordance with the provisions of the Company Law and the articles of association of the company, and the term of office is three years. Among them, there is 1 director aged 31-50, accounting for 11.11%, 6 directors aged 51-60, accounting for 66.67%, and 2 directors aged 61 and above, accounting for 22.22%.

    (4) The company also pays attention to gender equality in the composition of the board of directors. At present, the board of directors has one female director, and it is expected to increase to two female directors in the future.


    Independence of the Board

    The Board of Directors consists of nine directors, including three independent directors, with the goal of increasing the number of independent directors to four in the future. There are 3 current director also serves as the manager of the company, less than one-third of the number of directors seats. There is no marital or is within the second degree of kinship relationship between or among the Directors.


    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.