我國公司治理與獨立董事監察人制度之研究

Abstract

「公司治理」，在近幾年來是企業重視的議題，除由於國際環境變化劇烈影響外，與整體企業監控制度有密切的關聯。為了協助上市上櫃公司建立良好的公司治理制度，財政部證期會（現金管會證期局）於民國九十一年二月二十日宣佈即日起，凡申請上市、上櫃的股票公開發行公司，要求必需強制設立獨立董監事，聘請二席以上獨立董事、一席以上獨立監察人，否則不准上市上櫃且不溯及既往。 基此，本論文將探討我國企業之特性及實施公司治理、獨立董監制度前後所面臨之相關問題。其主要目的有下列四項： 一、闡述我國公司治理及獨立董監制度之要義，以加強社會大眾對於我國公司治理及獨立董監制度之了解。 二、研究我國公司治理之架構及公司治理之特性，以分析國內施行公司治理前所面臨之獨立董監之相關問題。 三、探討公司治理守則之特色，並分析國內施行公司治理後已解決之問題，及其後所衍生之獨立董監制度之相關問題。並參考OECD 之改善公司治理策略及規定，以作為我國公司治理改革之方向。 四、提出改善之建議，以供政府單位改善公司治理及獨立董監制度之相關單位研究國內公司治理及獨立董監議題之參考。 經本論文研究，發現我國公司治理制度及獨立董監制度之範疇尚有不足之處，如業界之抗拒、人才之不足、缺乏獨立性、獨立董監之功能重疊等，甚而有論者認為引進獨立董監事缺乏適當之激勵機制，難期望其能用心於公司之事務上，另外，在推動公司治理初期，是否應以法律強制設置獨立董監事？審計委員會的設置是否必要？ 針對目前公司治理不足之處，本論文建議應積極推動獨立董監事的改革，包括：建立監督約束機制，以增強獨立董監事之獨立性、明確劃分獨立董監事之權責、強制投保獨立董監事之責任險、建立獨立董監之專業人力資源市場、考慮各功能委員會的設置及落實公司評等系統等。公司應落實公司治理制度之建立與執行、強化機構投資人參與公司治理機制、加強投資人之再教育、健全會計環境等，而最重要是要匡正企業文化和領導者心態，讓企業發自內心的推動公司治理制度。

Abstract Corporate governance has become an important issue recently. In order to assist listed companies to build good corporate governance systems, Securities and Futures Commission has requested that all public offering companies should set up the independent director systems in order to become listed companies. The purpose of this study is to explore the characteristics of Taiwan’s enterprises and the problems they face both before and after practicing corporate governance, independent directors and supervisors. The five main objectives of this thesis are as follows: A. To illustrate the system of corporate governance, independent directors and supervisors in Taiwan in order to enhance public understanding of corporate governance, independent directors and supervisors system in Taiwan. B. To study the framework and characteristics of corporate governance, independent directors and supervisors in Taiwan in order to analyze related problems before corporate governance, independent directors and supervisors was practiced. C. To discuss the features of corporate governance rules and analyze resolved problems after corporate governance, independent directors and supervisors was applied in Taiwan. Furthermore, to discuss problems arisen after the application. And to indicate the direction which corporate governance, independent directors and supervisors reform in Taiwan should take by referring to OECD strategies for improving corporate governance, independent directors and supervisors. D. To raise improvement suggestions that will serve as a reference for the government when devising improvement methods for Taiwan’s corporate governance, independent directors and supervisors. This research reveals that independent directors and supervisors. The obstacles in establishing a system include industry resistance, shortage of talented candidates, independence needs, overlapping functions of independent directors and independent supervisors, and as some critics have mentioned,lack of an appropriate encouragement mechanism. Without this mechanism,independent directors and supervisors cannot be expected to devote themselves to the company. Furthermore, should the appointment of independent directors and supervisors be made mandatory by law in the first stages of promoting corporate governance? Is it necessary to set up an audit committee? This paper suggests advancing the reform of independent directors and supervisors in order to eliminate weaknesses in the current corporate governance, independent directors and supervisors. Recommended approaches: create a control mechanism to enhance the independence of independent directors and supervisors, clearly differentiate the responsibilities of independent directors and independent supervisors, introduce a compulsory liability insurance scheme for independent directors and supervisors, establish a human resource market of professional independent directors and supervisors, set up commissions of distinct functions, and implement the company rating system. Aside from reforms in independent directors and supervisors and information disclosure, companies should carry out the establishment and practice of corporate governance, give institutional investors a greater role in corporate operation, put more emphasis on the re-education of investors, and provide a sound accounting environment. Most importantly, corporate culture and operators’ values should be rectified, in order for companies to make a sincere effort in enforcing corporate governance.