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1. Has the company established and disclosed its corporate governance practices in accordance with the Corporate Governance Practices for Listed and OTC Companies?
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The Company adopted its ‘Corporate Governance Code’ on 29 September 109. It was amended for the first time on 21 March 2023 and most recently amended on 6 May 2025, and has been disclosed on the Public Information Observation Station and the Company’s website.
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No difference
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| 2. Company Shareholding Structure and Shareholder Rights |
| (1) Has the company established internal operating procedures for handling shareholder proposals, inquiries, disputes, and litigation matters, and does it implement these procedures accordingly? |
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1. The Company has appointed a share registrar in Taiwan to handle share-related matters and has established a dedicated share registry department.
2. The Company has appointed a spokesperson and a deputy spokesperson, who handle matters such as shareholder suggestions,queries, disputes and litigation in accordance with established procedures; investors may also visit the Company’s website at http://www.ikka.com.tw → Investor Relations → Shareholder Q&A, or contact the Company’s spokesperson or deputy spokesperson directly. |
No difference |
| (2) Does the company maintain a list of the major shareholders who exercise actual control over the company and the ultimate controllers of such major shareholders? |
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The company’s departments responsible for share registration keep track of the company’s major shareholders. |
No difference |
| (3) Has the company established and implemented risk management and firewall mechanisms between related companies? |
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Transactions with affiliated companies are governed by the ‘Regulations on the Supervision and Management of Subsidiaries’ and the ‘Operational Guidelines for Financial and Business Transactions between Affiliated Companies’, which set out the relevant procedures to be followed. Furthermore, each subsidiary carries out its day-to-day operations in accordance with the relevant internal control systems and regulations, and the Company’s Audit Department and Finance Department, or appointed auditors, conduct regular and ad hoc audits. |
No difference |
| (4) Has the company established internal regulations prohibiting insiders from trading securities based on undisclosed market information? |
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On 25 March 2020, the Company adopted the ‘Operational Procedures for the Handling of Material Non-Public Information and the Prevention of Insider Dealing’, which was most recently amended on 16 February 112. The procedures clearly stipulate that the Company’s personnel must comply with the provisions of the Securities and Exchange Act; they must not engage in insider dealing using undisclosed information of which they are aware, nor must they disclose such information to others, in order to prevent others from using that undisclosed information to engage in insider dealing. Furthermore, a whistleblowing mechanism has been introduced to ensure the effectiveness of these measures. |
No difference |
| 3. Composition and Responsibilities of the Board of Directors |
| (1) Has the Board formulated a diversity policy, specific management objectives, and plans for implementation? |
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1. The composition of the Company’s Board of Directors takes into account the Company’s own operations, business model and business development needs, and comprises individuals with industry experience, expertise in business management and expertise in finance and accounting.
2. For details of the Company’s Board of Directors’ diversity policy, management objectives and implementation, please refer to page 14 of this handbook.。 |
No difference |
| (2) In addition to establishing a Compensation Committee and an Audit Committee as required by law, does the company voluntarily establish other types of functional committees? |
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On 29 September 2020, the Company’s Board of Directors approved the adoption of the Board Performance Assessment Regulations. The assessment results for the 2025 financial year were submitted to the Board on 28 January 2026, and the Board instructed the relevant departments to address areas where the highest score had not been achieved. |
No difference |
| (3) Has the company established a board performance evaluation policy and methodology, conducts annual and regular performance evaluations, submits the evaluation results to the board, and uses them as a reference for individual directors' compensation and nomination for reappointment? |
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On 29 September 2020, the Company’s Board of Directors approved the adoption of the Board Performance Assessment Regulations. The assessment results for the 2025 financial year were submitted to the Board on 28 January 2026, and the Board instructed the relevant departments to address areas where the highest score had not been achieved.
The relevant departments have carried out a review and drawn up improvement measures; the results of the assessment have been published on the Company’s website.
The Company has also established the “Regulations on the Remuneration of Directors and Members of Functional Committees” to provide a framework for the payment of remuneration to the Company’s directors and members of functional committees established in accordance with the law, such as the Audit Committee and the Remuneration Committee. |
No difference |
| (4) Does the company regularly assess the independence of its audit accountants? |
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The assessment of the independence and fitness for office of the Company’s auditing accountants for the 2025 financial year was conducted with reference to the accountants’ statement, the auditing accountants’ review and assessment form, and having taken into account the “Reference Guidelines on the Exercise of Powers by Independent Directors and Audit Committees” issued by the Chinese Corporate Governance Association and the Audit Quality Indicators (AQIs), was submitted to the Audit Committee on 25 December 2024, where it was approved by resolution, and subsequently approved by resolution of the Board of Directors on 25 December 2024.
The Visa Accountant Review Checklist assesses the following three main areas, evaluating each item individually:
1. Independence assessment (13 questions in total, accounting for 42 per cent).
2. Fitness for office assessment (9 questions in total, accounting for 29 per cent).
3. Assessment of work performance review results (9 questions in total, accounting for 29 per cent).
Assessment results:
The 2025 Financial Report has been appointed for audit by Ms Yuen Lui Man-yuk and Mr Tsai Yi-tai, both certified public accountants at PwC. Following an assessment, it has been determined that both accountants meet the Company’s standards for independence and competence, that there are no breaches of independence, and that they are fully qualified to act as the Company’s auditors. |
No difference |
| 4. Do listed and over-the-counter companies appoint competent and appropriately sized corporate governance personnel, and designate a corporate governance officer responsible for corporate governance-related matters (including but not limited to providing directors with information necessary for performing their duties, assisting directors in complying with laws and regulations, handling matters related to board and shareholder meetings in accordance with the law, and preparing minutes of board and shareholder meetings)? |
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1. At a board meeting held on 8 May 2023, the Company resolved to appoint Mr Yang Chao-yu, General Manager of the Taiwan Branch, to concurrently serve as Head of Corporate Governance. He will be responsible for providing directors with the information required for the performance of their duties, handling matters relating to board and general meetings in accordance with the law, processing company registrations and amendments, and preparing the minutes of board and general meetings.
2. As the Company is incorporated in the Cayman Islands, and in view of the need to comply with relevant cross-border regulations, we have currently appointed ‘Xiehe International Law Firm’ to handle the registration of changes to the Company’s details in accordance with the relevant local regulations in the Cayman Islands.
3. In order to comply with the relevant laws and regulations within the Republic of China, an annual consultancy agreement has also been signed with ‘Dingli Law Firm’ to ensure full compliance with the relevant provisions. |
No difference |
| 5. Has the company established communication channels with stakeholders (including but not limited to shareholders, employees, customers, and suppliers), created a dedicated stakeholder section on its website, and appropriately addressed key corporate social responsibility issues of concern to stakeholders? |
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Our website features a dedicated stakeholders’ page within the Sustainability section, complete with a dedicated email response function. Furthermore, the Company has established a system of spokespersons and deputy spokespersons. Stakeholders may establish channels of communication with the spokespersons via the Company’s website, telephone or fax, and may stay informed at all times to safeguard the legitimate rights and interests of both parties.
In order to establish direct and unimpeded channels of communication with the Company’s stakeholders (including employees, customers, suppliers, shareholders, investors and banking partners), and to respect and safeguard their legitimate rights and interests, the Whistleblowing Platform is overseen by the Audit Committee—comprising independent directors—which acts as the body responsible for receiving and handling suggestions and complaints from stakeholders. The email address for the independent directors is published on the Company’s website.
Web link: Stakeholders’ Section (ikka.com.tw) |
No difference |
| 6. Has the company appointed a professional shareholder services agency to handle shareholder meeting affairs? |
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The Company has appointed a professional organisation—the Agency Department of China Trust Commercial Bank—to handle matters relating to the general meeting of shareholders and all other shareholder affairs. |
No difference |
| 7. Information Disclosure |
| (1) Does the company operate a website on which it discloses information regarding its financial affairs, business operations and corporate governance? |
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The Company operates a website at www.ikka.com.tw. All disclosures relating to the Company’s finances, business operations, corporate governance and sustainability are published in accordance with the relevant regulations on the Taiwan Stock Exchange’s Public Information Observation Station and on the Company’s website. |
No difference |
| (2) Does the company employ any other methods of information disclosure (such as maintaining an English-language website, appointing a designated person to be responsible for the collection and disclosure of company information, implementing a spokesperson system, or publishing the proceedings of investor briefings on the company’s website)? |
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The Company’s website is available in three languages: Chinese, English and Japanese (www.ikka.com.tw). It contains information on the Company’s finances, business operations, corporate governance and sustainable development. The Administration Department is responsible for compiling and disclosing information on the website. Furthermore, the Company has established a system of spokespersons and deputy spokespersons, and information on investor briefings is posted on the website for investors to access. |
No difference |
| (3) Has the company published and filed its annual financial statements within two months of the end of the financial year, and has it published and filed its first, second and third quarterly financial statements and monthly operating results ahead of the prescribed deadlines? |
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The Company does not currently publish its financial reports in advance; in future, this will be assessed in light of actual requirements or statutory provisions. |
The Company’s financial reports are all published within the prescribed time limits; whether to publish and file them in advance will be assessed separately. |
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8. Does the company have any other material information that would assist in understanding the operation of its corporate governance (including, but not limited to, employee rights, employee welfare, investor relations, supplier relations, the rights of stakeholders, the professional development of directors and supervisory directors, the implementation of risk management policies and risk assessment criteria, the implementation of customer policies, and the company’s provision of liability insurance for directors, etc.)?
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As explained below |
No difference |
(1) Guided by a spirit of compliance with the law, adherence to our responsibilities and a commitment to corporate governance, the Company conducts its business in a sustainable and prudent manner. The current status of the Company’s other governance matters is as follows:
- Intellectual property management plan linked to operational objectives, achievements for the 2025 financial year and implementation status:
- I. Intellectual Property Management Strategy
The Company prioritises the filing of high-quality patent applications as part of its strategy for the continuous development of technology and products. To ensure compliance with corporate governance regulations, it has formulated an intellectual property management plan that is aligned with the Company’s operational strategy. Through the implementation of an intellectual property management system, the Company aims to develop promising technologies in response to customer needs, as well as innovations arising from production and operational processes, and to ensure that these are promptly protected by high-quality patents and effectively managed and utilised.
- II. Intellectual Property Management Policy
- (1) Implement corporate governance indicators.
- (2) Strengthen intellectual property management and implement intellectual property management systems.
- (3) Enhance intellectual property strategy and continue to build up intellectual property rights.
- (4) Raise staff awareness of intellectual property and create intellectual property value.
- III. Intellectual Property Management Objectives
- (1) Formulate an intellectual property management plan linked to operational objectives; explore the feasibility of implementing TIPS or a similar intellectual property management system; submit regular reports to the Board of Directors on the implementation of the intellectual property management plan; and disclose such reports on the official website.
- (2) Implement intellectual property management; consolidate various intellectual property management regulations; and clearly establish the interrelationships between all relevant intellectual property operational procedure documents.
- (3) Enhance the development documentation management system and fully digitise development records.
- (4) Organise training courses to raise staff awareness of intellectual property, including
- Intellectual property training course for new recruits;
- Advanced intellectual property training course for developers;
- Advanced training course for dedicated intellectual property officers.
- IV. Intellectual Property Management Measures
- (1) Patents
Patent management encompasses relevant procedures such as patent applications, record-keeping and the assessment of patent rights maintenance, and further enhances overall patent strength through strategic patent portfolio planning, thereby strengthening the company’s competitive edge. At the same time, establishing a review mechanism for development outcomes prior to their public disclosure helps to protect the company’s R&D achievements and mitigate the risk of confidential information leaks.
- (2) Management of Confidential Information
Organise relevant training programmes to enhance staff awareness of intellectual property, ensure continued compliance with regulations governing the management of confidential information, and effectively minimise the risk of leaks of confidential information or key technologies, thereby protecting the company’s vital confidential information.
- V. Implementation Status and Achievements in Intellectual Property Management for the Year 2025
- (1) Annual Implementation Status
A report on the Company’s intellectual property management practices was submitted to the Board of Directors on 28 January 115. The main tasks for this year include:
- Review whether the ‘Intellectual Property Management Plan’ requires revision.
- Continue to implement intellectual property management and control processes, consolidate the various intellectual property management regulations, and clearly establish the interrelationships between the relevant operational procedure documents to avoid management loopholes.
- Explore the development of a comprehensive electronic record-keeping system to strengthen the management and protection of R&D processes, and provide product development units with insights into the current state of the industry and technological trends.
- (2) Intellectual Property Management Results
As at the 2025 financial year, the Japanese subsidiary had been granted a total of 13 patents, whilst the Chinese subsidiary had been granted 22 patents (an increase of 6 compared with 2024), bringing the total to 35;
- VI. Intellectual Property Strengths and Their Contribution to Business Operations
- (1) Ensuring compliance with corporate governance regulations and managing intellectual property to enhance investor confidence
Continuing to ensure compliance with corporate governance regulations helps to improve corporate governance and enables clients and investors to understand the Company’s intellectual property value and competitive advantages.
- (2) Raising staff awareness of intellectual property to create intellectual property value
By standardising intellectual property management, we can refine management processes such as the planning, acquisition and maintenance of intellectual assets, thereby helping to improve the quality and management of these assets.
- (3) Continuously improving existing intellectual property management processes to protect development outcomes and strengthen confidentiality management
Implementing documented and standardised intellectual property management practices to refine management processes such as the planning, acquisition and maintenance of intellectual assets, whilst promoting cross-departmental communication and collaboration, will help to enhance the quality and management of intellectual assets, thereby supporting the company’s sustainable development.
- VII. Outlook for Intellectual Property Management
Guided by its commitment to ‘providing customer-satisfying service’, IKKA draws on over 50 years of expertise in mould development to consistently deliver high-quality products and services, demonstrating the company’s capabilities and competitiveness in the automotive sector.
Intellectual property is a key capability for the company’s sustainable profitability. By continuously aligning with the company’s business strategy and strengthening its intellectual property management system, the company is able to utilise its intellectual property to enhance operational efficiency. Moving forward, IKKA will build upon this solid foundation of intellectual property management to pursue continuous breakthroughs and significant innovation, thereby demonstrating the company’s sustainable value.
- Environmental protection:
Guided by a commitment to caring for the planet, we fulfil our social responsibility to protect the environment and conserve energy. Upholding the principle of proactively reducing environmental pollution, we ensure that our environmental performance complies with environmental legislation and commit to continuous improvement and pollution prevention. At the same time, the company implements resource recycling and sorting schemes, doing our bit to protect the global environment, achieve sustainable business operations, ensure the Earth’s continued vitality, and create a win-win situation where economic development and environmental protection go hand in hand:
- (1) Water consumption:
- A. Water Resource Management Policy: Conserving water and protecting water resources are among the priorities of this organisation. As our Taiwan office is a holding company, it generates only domestic wastewater; water consumption is not a material issue for the company.
- B. Water-saving target: Taking 2024 as the base year, the target is to reduce water consumption per unit of turnover by an average of 1 per cent annually.
- C. Implementation Measures
- (A) To promote among staff the importance of conserving water and encourage them to take practical steps, such as turning off taps when not in use.
- (B) An immediate reporting mechanism to ensure that any damage or leaks in water supply equipment are repaired straight away, thereby preventing water wastage.
- (C) Adjust the flow rate of the water supply fittings or water-saving valves, and use sanitary ware bearing the certified water-saving label.
- (D) Fulfilment status:
| Year/Project | Water consumption (tonnes) |
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| 2025 |
94,626 |
| 2024 |
89,483 |
| 2023 |
83,162 |
Source: The Company and its wholly-owned subsidiaries
- (2) Waste:
- A. Waste Reduction Management Policy: The Company’s Taiwan office is a holding company whose primary function is to support the operations of its stakeholders. General household waste is contracted out to professional, accredited waste collection companies for transport to waste-to-energy plants for incineration; recyclable materials are handed over to recycling contractors for processing and reuse, thereby reducing pollution and harm to the environment.
- B. Waste Management Objectives: Taking 2024 as the base year, the target is to reduce the volume of household waste by 1 per cent annually. 100 per cent of commercial waste shall be handed over to waste management operators approved by the Ministry of the Environment for processing. Operators are required to carry out recycling, incineration and other methods to ensure that the volume of waste sent to landfill is zero and that the waste transfer rate is 100 per cent.
- C. Implementation Measures
- (B) Strengthen resource recovery: Step up the recovery and reuse of materials such as paper, plastic and metal, and establish effective recovery channels with specialist contractors.
- (C) Waste and plastic reduction: Moving progressively towards a total ban by 2030, in line with the government’s initiative to reduce the use of four types of single-use plastic items—plastic straws, beverage cups, shopping bags and disposable cutlery—by adopting reusable cups or containers bearing an eco-label.
- (D) Fulfilment status:
| Year/Project | Total weight of commercial waste (tonnes) |
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| Harmful | General commercial waste
(Non-hazardous) |
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| 114年 |
1.92 |
1,324 |
| 113年 |
1.96 |
1,386 |
| 112年 |
3.61 |
1,426 |
Source: The Company and its wholly-owned subsidiaries, excluding the Thai plant
- (3) Energy Management Plan:
- A. Energy management targets: using 2025 as the base year
| Category | Short-term | Mid-term | Long-term |
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| Taiwan Office |
1 per cent reduction |
1.5 per cent reduction |
2 per cent reduction |
- B. Energy management performance:
| Year/Project | Degrees |
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| 2025 |
28,073 |
| 2024 |
26,083 |
- C. Energy-saving measures: To improve energy efficiency and reduce our carbon footprint, the Company is implementing the following energy-saving measures:
- (A) Procure electrical appliances bearing the energy-saving label.
- (B) Maintain air conditioning settings between 26 and 28 degrees; encourage staff to close doors promptly to prevent cool air from escaping.
- (C) Regularly clean air conditioning filters and service the air conditioning units to maintain operational efficiency and minimise electricity consumption.
- (D) Completely replace all lighting fixtures with LED lamps.
- (E) Continuously promote energy-saving principles and display reminder posters.
- (F) Promote energy-saving policies, such as ensuring lights are switched off in public areas whenever possible and setting office equipment to energy-saving mode.
- Employee Rights, Employee Welfare and Human Rights Policy: Please refer to the section on labour-management relations in this Annual Report (see pages 100–104 for details)
- Investor Relations:
To ensure that shareholders are fully informed of, and are able to participate in and decide on, matters of significance to the Company, in addition to sending notices of general meetings to shareholders prior to the meetings, the Company has established the roles of spokesperson and deputy spokesperson to serve as channels of communication between the Company and its shareholders, investors and stakeholders. The Company has also set up a website to provide information on its products and business activities, enabling the public to gain an understanding of the Company’s situation.
- Supplier relations:
Our company maintains long-standing and positive working relationships with our suppliers.
- Rights of interested parties:
The Company, together with its stakeholders and banking partners, fulfils its rights and obligations in accordance with contracts and relevant operational procedures, in order to safeguard the legitimate rights and interests of both parties. The Company also provides its banking partners with sufficient information to enable them to understand the Company’s operational and financial position. On 28 January 2026, the Company reported on its stakeholder engagement activities for the current (2025) financial year to the Board of Directors and published this information in the Stakeholders section of the Company’s official website.
- Implementation of the risk management policy and risk measurement criteria: The Company’s risk management policy and measurement criteria are implemented through the following risk management organisational structure.
| Key Risk Assessment Considerations | Direct Risk Control Unit
(Event Organiser) | Risk Assessment and Control | Board of Directors and Audit Office |
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| First Mechanism | The Second Mechanism | The Third Mechanism |
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| I. Interest Rate, Exchange Rate and Financial Risks |
Finance Department |
Finance Department
Managing Director
Chief Strategy Officer |
Audit Office: Responsible for the examination, assessment, supervision, improvement, follow-up and reporting of risks.
Board of Directors: The decision-making body and ultimate controlling authority for risk assessment and management. |
| II. High-risk, high-leverage investments; lending funds to others; trading in derivatives; and financial investment products |
| III. Benefits of Investment, Re-investment and Mergers and Acquisitions |
| IV. Policy and Legal Changes |
Administration Department |
Administration Department
Managing Director
Chief Strategy Officer |
| V. Litigation and Non-litigation Matters |
| VI. Changes to the Corporate Image |
| VII. Changes in Shareholdings of Directors, Supervisory Board Members and Major Shareholders |
Administration Department and Share Registrar |
| VIII. Changes in Control |
| IX. Environmental, Health and Safety |
Administration Department |
| X. Changes in the Industry |
Business Unit |
Business Unit
Managing Director
Chief Strategy Officer |
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- Implementation of customer policy:
Our company maintains stable and positive relationships with our customers. Upholding our quality policy of ‘improving utilisation, continuous improvement and customer satisfaction’, we have become an industry leader that combines high product yield, continuous improvement and precision, providing high-quality products that offer excellent value for money and meet our customers’ needs, thereby generating profits for the company.
- Circumstances in which the Company takes out directors’ and officers’ liability insurance:
On 7 August 2025, the Company’s Board of Directors passed a resolution to renew the directors’ liability insurance, and the underwriting process has been completed. The insurance period runs from 1 September 2025 to 31 August 2026, with the aim of mitigating and spreading the risk of significant loss to shareholders arising from errors or omissions on the part of directors.
- Directors’ Continuing Professional Development: The Company’s directors undertake at least six hours of continuing professional development each year. For further details, please refer to the Market Observation Post System > Individual Companies > Corporate Governance > Directors/Independent Directors/Supervisors > Attendance at Board Meetings and Continuing Professional Development, as well as the current positions and concurrent roles held by independent directors.
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9. Please provide details of the improvements made in response to the corporate governance assessment results published most recently by the Corporate Governance Centre of the Taiwan Stock Exchange Corporation, and set out the priority areas for improvement and the measures to be taken in respect of those areas where improvements have not yet been made. (Not required for companies not included in the assessment):
The Company was listed in May 2021, This marked the Company’s fourth participation in the Corporate Governance Assessment for the 2025 financial year. In the 2025 (12th) Corporate Governance Assessment, the Company was ranked within the 36 per cent to 50 per cent bracket for listed companies. From the 2026 financial year onwards, the ‘Corporate Governance Assessment’ will officially transition to the ‘ESG Assessment’. The Company will continue to strive towards its sustainable development objectives, achieving a sustainable transition and aligning with international standards, whilst strengthening its international competitiveness in the capital markets.
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