| Title | Name | Date Elected | Selected Education & Past Positions | |
| Chairman President | Jack Hsu | June 10, 2022 | BSc., Biological and Economy, Claremont McKenna College | |
| Vice President | Stanley Luan | September 07, 2018 | Master, National Taiwan Ocean University Institute of Merchant Marine | |
| Vice President | Richard Hsu | November 09, 2021 | MBA, Columbia University, USA CPA, California, USA Finance Director, CSRC | |
| Senior Manager | Kathy Chen | October 01, 2021 | BSc., Accounting, National Chengchi University, Senior Manager of PwC Taiwan | |
| Manager | Doris Kuo | January 26, 2021 | BSc., Shipping Transportation Management, National Taiwan Ocean University | |
| Manager (Accounting Officer) | Trina Fan | January 01, 2023 | BSc., Accounting, Fu Jen Catholic University, Assistant Manager of PwC Taiwan | |
| Group IT Manager | Eduardo Bertrand | October 01, 2025 | BSc., Management Information Systems, National Central University | |
| Manager | Jerry Chang | September 15, 2025 | BSc., Transportation Science, National Taiwan Ocean University | |
| Assistant Manager (Audit Officer) | Connie Hu | July 01, 2021 | BSc., Shipping Transportation Management, National Taiwan Ocean University | |
| Assistant Manager | Simon Tu | January 01, 2023 | Master, National Taiwan Ocean University Institute of Merchant Marine | |
| Corporate Governance Officer | Kathy Chen | March 15, 2022 | BSc., Accounting, National Chengchi University, Senior Manager of PwC Taiwan |
Succession Planning and Operation for Key Management Personnel
To strengthen leadership mindset and functional development among management personnel, the Company regularly conducts training programs to assist managers at all levels in cultivating and enhancing their management capabilities. These training sessions cover core topics such as communication and coordination, strategic planning, and leadership, serving as a foundation for the development of future successors.
In addition, the Company actively promotes the establishment of a deputy system to ensure that individuals in key positions and their designated deputies possess sufficient practical experience and a clear understanding of their respective responsibilities. Employees are also encouraged to maintain a healthy work-life balance and take reasonable leave, which indirectly provides deputies with opportunities to participate in key responsibilities—further supporting the development of a solid and capable succession pipeline. At the same time, the Company integrates performance evaluations, individual competency development plans, and organizational goal setting to identify high-potential talent and guide managers in leveraging their strengths. Through this approach, the Company gradually builds and refines its succession mechanism to accommodate future role adjustments or team changes, thereby enhancing organizational stability and promoting sustainable governance.