Succession planning for members of the Board of Directors and key management personnel.

 The chairman of the board of directors invites professional talents and cultivated senior managers to attend the board meeting to understand and familiarize themselves with the operation of the board of directors and the various units within the Group. Currently, there are two senior executives serving as directors of the Company. The Company's senior executives can be planned as candidates for directorship, which is one of the talent options for the Company's directors. In addition to the consideration of diversity, no more than one-third of the directorships will be held by directors who are also managers of the Company and will emphasize gender equality and possess the knowledge, skills and qualities required for the position. Mr. Wong Ching Shan, the founder of the Company, has led the Company since its inception, and the Company's business performance has been evident to all.     

The company has set forward-looking development goals for the next ten years, and under the personal guidance and training of the founder, the successors are allowed to take up different regional positions in the Pinghu plant in Zhejiang Province and the India plant respectively, to share their knowledge and experience with each other, and to train them in the ability to formulate strategies and operations. The training is divided into four modules: management ability, professional ability, personal development plan, and job rotation. The content also includes human resources, financial risk, overseas dispatch, and market changes, etc. In addition to the company itself, the company also participates in second-generation training classes held by external professional organizations, so as to come into contact with various types of succession management models, and to enable the trainees to learn the integration of the application of these models, in order to cultivate their future decision-making and judgmental abilities. In the company's succession planning, the successor must not only possess excellent working ability, but also have values that are consistent with the company's. Personality traits must include honesty, integrity, commitment, innovation, win the trust of customers, and hold an important position in the group.

Succession of the company's successor's family beliefs

Honesty, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love, Love

The good idea of the operation of more help   honesty to treat people know a lot of people 
 

The second-generation succession has already taken place. Huang Shizhong, who used to be the executive vice president of the parent company, has now taken over as the chairman and general manager of the company, and there is also Huang Renchong, who serves as the general manager of an overseas factory.

Succession planning for key management personnel is based on the Group's planned cultivation mechanism, whereby key management personnel are nurtured through years of leadership experience of internal senior executives, coupled with annual professional training in external courses and practical business experience, and has been carried out for many years within the Group.