透過公司治理評鑑改善董事會結構與運作之探討

Abstract

公司治理制度健全之企業，才能顯現企業的真正價值，企業是經濟的核心支柱，而董事會是企業的大腦，顯見董事會在公司治理上扮演著舉足輕重的角色。金融監督管理委員會於2018年度發布「新版公司治理藍圖(2018~2020)」，將「有效發揮董事職能」列為重點推動項目，而臺灣證券交易所於同年度12月將「上市公司設置獨立董事之處置要點」更名為「上市公司董事會設置及行使職權應遵循事項要點」，全面性含括與董事會相關的公司治理規範，要求上市（櫃）公司遵循多項與董事會組織職能相關措施。 本研究擬透過公司治理評鑑系統指標中「強化董事會結構與運作」的29項評鑑指標(詳附錄)，針對國內前三大壽險公司-南山人壽、國泰人壽及富邦人壽（下稱樣本企業）之公開資訊，進行比較分析，並經由研讀國內外公司治理文獻，針對國內大型企業提出改善董事會結構與運作之具體措施建議。 依據比較分析結果分析發現，三家樣本企業在董事會結構與運作方面，皆有積極表現，謹就比較分析結果出現「否」的評鑑指標，區分為「董事會結構」及「董事會運作」歸納出改善的具體研究方向如后： 1. 董事會組成 2. 功能性委員會設置 3. 董事會成員及重要經理人接班規劃 4. 功能性委員會運作 5. 董事會績效評估。 公司治理的目的在於為全體股東謀求最大利益，及追求與股東權益相關資訊的公開透明，大型企業之董事會應規劃三分之二以上席次為外部董事，且獨立董事席次宜超過全體董事席次的二分之一，並應設置相關功能性委員會，及透過董事會委任專業經理人負責經營，再由董事會進行監督、指導，方能為公司永續經營及價值創造作出貢獻。

Only companies with sound corporate governance systems can show their true value. The enterprise is the core pillar of the economy, and the board of directors is the brain of the enterprise. It is obvious that the board plays a pivotal role in corporate governance. The Financial Supervision and Administration Commission issued the 'New Version of Corporate Governance Blueprint (2018 ~ 2020)' in 2018, and listed 'Effective Use of Directors' Functions' as a key promotion project. In December of the same year, the Taiwan Stock Exchange renamed the 'Key Points for the Disposition of Independent Directors by Listed Companies' to 'Key Points for the Establishment and Exercise of Authorities of Listed Companies' Boards,' which comprehensively includes the corporate governance standards and requirements related to the board of listed (counter) companies follow a number of measures related to the functions of the board of directors. This study intends to use the 29 evaluation indicators of “enhancing the structure and operation of the board of directors” of the corporate governance evaluation system indicators (see appendix) to target the public information of the top three domestic life insurance companies-Nanshan Life Insurance, Cathay Life Insurance and Fubon Life Insurance (hereinafter referred to as samples), conduct mock evaluations and analysis of differences, and study domestic and foreign corporate governance literature to propose specific measures for the continuous optimization of board structure and operations for large domestic enterprises. Based on the analysis of the evaluation results, it is found that the three sample companies have positive performance in terms of the structure and operation of the board of directors. I would like to summarize the evaluation indicators that show “no” in the evaluation results, which are divided into “board structure” and “board operation”. The specific research directions of improving are as follows: 1. Board composition 2. Functional committee setting 3. Succession planning for board members and important managers 4. Functional committee operation 5. Performance evaluation of the board of directors. The purpose of corporate governance is to seek the best interests of all shareholders and to pursue open and transparent information related to shareholders’ rights. The board of directors of large enterprises should plan more than two-thirds of the seats as external directors, and the number of independent directors should exceed two of the total number of directors. One-third, and should set up relevant functional committees, and appoint professional managers to be in charge of management through the board of directors, and then the board of directors should supervise and guide before they can contribute to the company's sustainable operation and value creation.