Succession Planning for Board Members and Operational Status

The Directors of EVA Air are elected via the Shareholders’ Meeting in accordance with candidate nomination system adopted in the Company’s “Articles of Incorporation” and “Regulations for Electing Directors”. Considering the Company’s operations, future development needs, professional capabilities and the diversity policy, the Board or any shareholder holding more than 1% of the company's shares nominates suitable candidates from current directors, senior management and external professionals to form the best board structure and membership.

To promote sound development of the Board of directors and enhance corporate governance, the Company refers to the provisions of the “Corporate Governance Best Practice Principles” in planning successor candidates. The composition of Board members shall take diversity into consideration. The directors concurrently serving as the Company’s managers shall not exceed one-third of all directors. Additionally, the Company also attaches great importance to gender and age diversity, as well as diverse professional backgrounds, such as transportation management, finance accounting, law, technology, environmental protection, and risk management. Each board member shall have the necessary knowledge, experience, and skill to fulfill their roles. To achieve the ideal goals of corporate governance, the Board shall possess the following abilities:
1. Ability to Make Operational Judgments.
2. Ability to Perform Accounting and Financial Analysis.
3. Ability to Conduct Management Administration.
4. Ability to Conduct Crisis Management.
5. Knowledge of the Industry.
6. An International Market Perspective.
7. Ability to Lead.
8. Ability to Make Decisions.

To enhance the functions of the Board of Directors, the Company organizes director training courses every year based on the industry characteristics, directors’ needs, and future trends, and invites senior management to participate in training courses, so that they can acquire new knowledge and equip themselves with professional skills for succession. Additionally, the Company regularly invites senior management to attend Board meetings to make them more familiar with the operations of the Board, the operating status of various departments and accumulate relevant experience.

To implement corporate governance and enhance the functions of the Board of Directors, the Company shall conduct an internal Board Performance Evaluation at least once a year in accordance with “Regulations Governing the Board Performance Evaluation”. Through the evaluation mechanism, the Company ensures the board effectiveness and use the Board Performance Results as a reference for future nomination of directors and selection of new successor.

Succession Planning for Senior Management and Operational Status

Regarding the succession planning of senior management, the Company adopts methods such as job rotation or expat package to cultivate decision-making abilities and comprehensive business perspectives of senior management to fulfill the responsibility of sustainability.

Human Resources Division continually reviews the succession plans for top department manager and regularly reports to top executives. Considering the management functions of each position and ensuring that department development is in line with the Company’s business strategy, the top managers of each department select 2-3 potential successors based on “Ability and Performance”, “Personality Traits and Communication Skills”, and “Business Experience” to build a talent pool for business management.

To elevate competency management and leadership thinking, the Company continually organizes training programs and seminars for managers of all level, including management skills, legal communication, labor dispute, conflict management and leadership, in order to cultivate elite individual’s responsiveness, insightfulness, and decision-making abilities to fulfill organizational sustainability.