達興材料 - Board of Directors

Investor Relation

Board of Directors

Board of Directors

Tenure：May 22, 2026 to May 21, 2029

Name	Title	Education & Current/Selected Past Position
Cheng-Yih Lin (C.Y.)	Chairman	Ph.D., Chemical Engineering,Carnegie Mellon University Senior Vice President, AUO Corp. Director, AUO Corp. Chairman, AUO Crystal Corp. Chairman & Chief Executive Officer, Daxin Materials Corporation
Tsung-Hsing Kuo	Vice Chairman	B.S., Chemical Engineering, National Taiwan University E.M.B.A., National Sun Yat-sen University President, Eternal Chemical (China) Co., Ltd. President, Daxin Materials Corporation Vice Chairman, Daxin Materials Corporation
Chin-Yuan Chen	Director 【Representative of Konly Venture Corporation】	B.S., Chemical Engineering, National Taiwan University Vice President, Chief Technology Officer & Operating chief, Eternal Materials Co. Ltd. Director, Consultant to the President‘s Office & Chief Industry Development Strategy Officer, Eternal Materials Co. Ltd.
Ting-Li Lin	Director 【Representative of Konly Venture Corporation】	M.S., Applied Chemistry National Chiao Tung University Senior Vice President, AUO Corp. Director, AFPD Pte. Ltd. Director, BriView (Xiamen) Corp.
Yen-Chen Liu	Director	E.M.B.A., National Tsing Hua University Accounting Manager, AUO Corp. Chief Finance Officer, Daxin Materials Corporation Representative of the Director, Frontier Materials (Samoa) Corporation
Xin-Wu Lin	Independent Director	Ph.D., Economic, National Taiwan University Committee Member, 6th term of the Fair Trade Committee, Executive Yuan Director of Research Division III & Research Fellow, Taiwan Institute of Economic Research Adjunct Professor, School of Law, National Yang Ming Chiao Tung University Independent Director, FitTech Co.,Ltd. Vice President & Research Fellow, Taiwan Institute of Economic Research Independent Director, Taiwan Business Bank, Ltd. Chief Consultant of Compliance, AUO Corp.
Wei-Shun Cheng	Independent Director	M.S., Accounting, Northern Illinois University Chief Financial Officer and Senior Vice President, AUO Corp. Director, Darwin Precisions Corporation Director & Vice President, M.SETEK Co., Ltd. Director, Lextar Electronics Corp. Director, SHIRRE LAB Corp. Independent Director, Raydium Semiconductor Corporation Independent Director, Chenbro Micom Co., Ltd. Independent Director, Unictron Technologies Corporation
Chiao-Mou Cheng	Independent Director	B.S., Chemical Engineering, Chung Yuan University Assistant Vice President & Vice Director of Research Division, Eternal Materials Co. Ltd.
Chih-Chun Tsai	Independent Director	M.S., Computer Science, Utah State University Assistant Researcher, Engineering Division, National Science Council Senior Director, Asia/ Pac Business, Taiwan Semiconductor Manufacturing Company Limited Independent Director, Leadtrend Technology Corporation Director, Coretech Optical Company, Ltd. Chairman, Hua Jieh Investment Co., Ltd. Director, Egis Technology Inc. Representative Director, Lionic Corporation

Diversity

The diversification policy of board member composition

The company‘s "Corporate Governance Principles" clearly stipulates that the composition of the board of directors shall be determined by taking diversity into consideration. It is advisable that directors concurrently serving as company officers not exceed one-third of the total number of the board members, and that an appropriate policy on diversity based on the company‘s business operations, operating dynamics, and development needs be formulated and include, without being limited to, the following two general standards:

Basic requirements and values: Gender, age, nationality, and culture.
Professional knowledge and skills: A professional background, professional skills, and industry experience.

The management goals and achievements

Daxin has 9 Directors (including 4 Independent Directors). All members of the board possess diverse industry backgrounds and rich experience in chemistry, chemical engineering, semiconductor, business management, financial management and more. In order to achieve the goal of corporate governance, the Board of Directors shall possess core abilities including operational Judgment, accounting and financial analysis, operation management, crisis management, knowledge of the industry, global market perspectives, leadership, and decision-making.

33% of the Board of Directors concurrently serve as Daxin‘s employees. The ratio of Independent Directors to all Directors is 44%. There are no the spouses, or relatives within the second degree of kinship to Directors of the Company.

Performance Evaluation

The Company‘s "Rules for Performance Evaluation of Board of Directors" were revised and approved by the Board of Directors on November 6, 2024. The policy clearly defines the scope, covering the evaluation of the Board of Directors, individual directors, and functional committees.

An internal performance evaluation of the Board of Directors shall be conducted annually. The evaluation criteria are divided into five grades: Excellent, Very Good, Good, Fair, and Needs Improvement. Additionally, an external evaluation shall be conducted by an independent professional institution or a panel of external experts and scholars at least once every three years. The results of both internal and external performance evaluations shall be completed by the end of the first quarter of the following year and reported to the Board of Directors.

The criteria for evaluating the performance of the Board of Directors, covering the following five aspects:
1. Participation in the operation of the company;
2. Improvement of the quality of the Board of Directors‘ decision making;
3. Composition and structure of the Board of Directors;
4. Election and continuing education of the directors; and
5. Internal control.

The criteria for evaluating the performance of the Board members, covering the following six aspects:
1. Alignment of the goals and missions of the company;
2. Awareness of the duties of a director;
3. Participation in the operation of the company;
4. Management of internal relationship and communication;
5. The director‘s professionalism and continuing education; and
6. Internal control.

The criteria for evaluating the performance of functional committees, covering the following five aspects:
1. Participation in the operation of the company;
2. Awareness of the duties of the functional committee;
3. Improvement of quality of decisions made by the functional committee;
4. Makeup of the functional committee and election of its members and
5. Internal control.

Internal Performance Evaluation

The company has completed the internal performance evaluation of the Board of Directors for 2025 (evaluation period: 2025.1.1-2025.12.31). The evaluation scope includes the "Board of Directors", "Individual Directors", "Audit Committee" and "Remuneration Committee.” The evaluation results will be reported to the Board of Directors in the first quarter of 2026.

The overall evaluation results for the Board of Directors and all functional committees for 2025 have been rated as "Excellent". The attendance rate of the Board and all functional committees reached 100%, with all directors actively participating in and diligently supervising the Company‘s operations, and each functional committee effectively performed its duties, demonstrating that the Board operates well and corporate governance can be effectively enhanced.The performance evaluation results are as follows:
1. The Board of Directors: Excellent
2. Individual Directors: Excellent
3. Audit Committee: Excellent
4. Remuneration Committee: Excellent

External Performance Evaluation

The company commissioned the "Taiwan Investor Relations Institute (TIRI)" to conduct the external performance evaluation of the Board of Directors for 2024. The assessment covered five aspects: (1) Board composition and professional development, (2) Quality of decision-making, (3) Operational efficiency, (4) Internal control and risk management, and (5) The Board‘s involvement in corporate social responsibility. The evaluation was conducted through a review of company-provided documents, self-assessment questionnaires, and on-site interviews. The evaluation results will be reported to the Board of Directors in the first quarter of 2025.

Independence of the External Institution
The "Taiwan Investor Relations Institute" has no business relationship with the company and maintains its independence. It is neither an affiliate of the company nor involved in any commercial relationship that could affect its impartiality. The evaluation members and their second-degree relatives do not hold any positions with significant influence in the company and have no direct or indirect financial interests or received gifts from the company. An independence statement has been provided.

Recommendations
The "Taiwan Investor Relations Institute" noted that the company‘s Board of Directors demonstrates diversity and a well-structured composition. All Board members actively participate in meetings and continuously engage in professional development to stay updated on the latest knowledge, thereby enhancing their ability to fulfill their supervisory responsibilities. Recommendations to improve corporate governance and Board operations include: increasing female director on the Board, elevating the Sustainability Committee to the Board level, having the Board supervise risk management, obtaining third-party verification for sustainability reports, issuing sustainability reports in English, and holding at least two investor conferences annually.

Improvement Plans
The company has adopted the recommendations provided by the "Taiwan Investor Relations Institute" and has planned to obtain third-party verification for 2025 sustainability report and to issue an English version of the report. Additionally, the company will hold at least two investor conferences each year. The company is actively seeking female Board candidates and plans to increase female director during the Board election in 2026. The company will continue to enhance the Board’s involvement in sustainability and risk management based on future business developments.

Please refer to the Board of Directors External Performance Evaluation Certification and Report

Succession Plan

Board Members

Election SystemElection System
The company‘s directors are elected by the shareholders‘ meeting in accordance with the "Articles of Incorporation" and the "Rules for Director Elections" through a candidate nomination system. The selection of directors should consider the Board‘s overall composition, with its structure based on the company‘s operations, major shareholders‘ shareholding structure, and operational needs, to determine the appropriate number of seats.

Diversity Policy
To promote the sound development of the Board and strengthen corporate governance, the composition of the Board is guided by the company‘s “Corporate Governance Principles” when planning for succession. In addition to ensuring that directors who are also company executives do not exceed one-third of the total number of Board seats, diversity should also be considered, including factors such as gender, age, professional knowledge and skills, and industry experience. Please refer to the Diversity of Board Members and the Annual Report.

Talent Pool
The company continuously seeks, cultivates, and evaluates suitable director candidates through the following sources:

Recommendations by Current Directors:
Based on the current Board structure, potential director candidates are assessed according to the experience and expertise of directors currently in office, ensuring the continuity and stability of the Bard.
Recommendations by Shareholders:
Shareholders may recommend candidates who possess leadership skills, a professional background, and meet governance requirements, in accordance with the company‘s articles of incorporation and relevant regulations.。
Executive Development:
Enhance the leadership abilities and professional skills of senior executives, and cultivate them by attending the Board meetings to familiarize them with board operations and improve their understanding of corporate governance regulations, in order to become potential internal successors.

Training & Development

External Continuing Education
Each director is required to complete at least 6 hours of courses annually, covering topics related to corporate governance, finance, risk management, business operations, commercial matters, legal issues, accounting, sustainable development, internal control systems, and financial reporting responsibilities, to enhance their professional knowledge.。
Internal Meeting Training
Promote securities regulations and discuss corporate governance issues in internal meetings (e.g., Board, Audit Committee, and Remuneration Committee meetings). Strengthen directors‘ functions, knowledge, and legal compliance during agenda discussions, enhancing their capabilities.

Performance Evaluation
In accordance with the company‘s "Rules for the Performance Evaluation of the Board of Directors," an "Internal Performance Evaluation" is conducted annually, while an "External Performance Evaluation" is conducted every three years. The results of these evaluations serve as a reference for director elections.

Key Management

Talent Pool

Each department head nominates potential management talents and serves as a mentor for their successors. We actively build a talent pipeline for managerial roles, fostering leadership qualities aligned with our business strategy.
Through our Personnel Review Committee‘s annual professional assessment, we identify and develop high-potential employees, fostering their development and performance advancement to drive our strategic growth.

Training & Development

The company‘s Human Resources Department oversees talent development and succession planning through a comprehensive approach that aligns with our business philosophy and corporate culture. We cultivate leadership capabilities via diverse internal and external training initiatives, strengthening strategic thinking and operational expertise to drive sustainable growth.
Beyond participating in multiple training programs, we enhance key management talent through practical experience, including job rotation and management meetings. Key managers engage in monthly operational reviews to enhance product strategy, technological trends, business acumen, and cross-functional collaboration. Arrange key management to attend board meetings to familiarize them with the operation of the board and improve their understanding of corporate governance regulations.