Regarding Evergreen Group recently through near-coup methods removing Chairman Chang Kuo-wei, plus banning him from self-piloting his originally scheduled Singapore-returned aircraft due to flight safety, sparked anger from many loyal Evergreen customers (aviation enthusiasts) and investors about Evergreen’s continued infighting since late Chairman Chang Rong-fa’s death.
Evergreen Group’s listed companies including 2603 Evergreen Marine, 2607 Evergreen Transport, 2618 Evergreen Airways, 2851 China Re-Insurance showing no significant stock price fluctuation these past two weeks, visible Evergreen deliberately choosing Friday afternoon deliberately scheemed through, with pre-incident secrecy avoiding complications from being suspected insider trading (though this week’s prices maintain flatness too perfectly).
The undersigned originally thought Chang family internal disputes shouldn’t and wouldn’t negatively impact Evergreen itself, since the group already possessed long-term professional divisions, so mostly just observation impacts. Yet after reading online commenter Li Chen-fu’s incisive observation, the undersigned discovered even without managing others’ family matters, we must carefully face Evergreen’s possibilities after forcing out Chang Kuo-wei and what we should learn. Specifically reposting Mr. Li’s observations below, welcoming everyone discussing together.
Details of internal infighting people don’t know or need knowing clearly, but predecessor’s post-succession handling causing both emotional reactions regrettably. Absolute authority consequences extremely serious. What people should care:
One: This is a listed company. Enterprise management capability and integrity? This concerns shareholder interests and corporate sustainable development. Poor family business management affects everyone.
Two: Flight safety. Do laws regulate airline operators piloting aircraft? Does it follow scheduled rosters or personal preference determining flights? If following personal preference flying routes, young leadership clearly shows light attitude regarding enterprise responsibility, boards must decide, aviation authorities should even investigate.
Three: Enterprise leader’s crisis management capability regarding enterprise succession development. Focusing on power struggles and asset distribution one thing; whether having sustainable operations capability another—key to enterprise survival.
These are major issues requiring seriously regarding listed enterprises’ social responsibility, unable simply treating as family disputes. Exposing these problems helps people recognizing Taiwan some enterprises’ management capability and systems still stuck at patriarchal authority thinking, competitiveness needs strengthening, especially flight safety. Family business and entrepreneurial family topics deserve attention; otherwise developing century-plus enterprise succession and competitiveness issues will continuously emerge.