Succession planning for board members and key management

1. The selection of directors in our company is based on the "Articles of Incorporation", adopting a candidate nomination system. The "Corporate Governance Best Practice Principles" and the " Procedure for Election of Directors" specify that the composition of the board of directors should consider diversity and state diversification policies, including but not limited to criteria such as basic qualifications and values, professional knowledge, and skills, based on the company's operations, business model, and development demands.
2. The structure of our company's board of directors should be determined based on the scale of business and the shareholding situation of major shareholders, considering practical operational demands.
3. The company's ongoing director succession plan has built a database of potential candidates based on the following criteria：
   1. Integrity, responsibility, innovation, and decision-making ability aligned with the company's core values.
   2. The anticipated contribution of the candidate to an effective, collaborative, diverse, and company-needs-aligned board.
   3. Boards are experts in areas such as corporate strategy and management, accounting and taxation, finance, and law.
   4. The selection process for the director candidate list must comply with qualification reviews and relevant regulations to ensure the identification of suitable new directors when vacancies arise or planning for additional board seats.
4. The company has also established the "Board Performance Evaluation Method," measuring aspects such as control of company goals and tasks, awareness of responsibilities, participation in operations, internal relationship management and communication, professional competence and ongoing education, internal control, and specific opinion expression. This ensures effective board operation and evaluates director performance, serving as a reference for future director selections.

Succession Planning and Implementation for Key Management Positions in 2025:

All directors of the Company undertake at least six hours of continuing professional development annually to stay abreast of the latest regulations and knowledge, thereby enhancing the professional competence required for decision-making. On 8 May 2023, the Board of Directors approved the implementation guidelines for directors' professional development. Moving forward, the Company intends to periodically submit the professional development plan to the Board for review.

1. Senior Manager and Chief Strategy Officer Mr Hu Shiang-Chi, General Manager Mr Obara Masami, and Taiwan Branch General Manager Mr Yang Chao-Yu each undertake six hours and twelve hours respectively of professional training in directorship or corporate governance annually.
2. Mr Chiang Shuo-yen, Accounting Supervisor, and his designated representative Ms Wu Pei-chieh, shall undertake 12 hours of continuing professional development annually in accounting and supervisory training courses.
3. Audit Manager Ms Peng, Lien-Chu and her designated representative Ms Li, Hsiu-jung undertake 12 hours of relevant professional training annually to enhance their professional capabilities.
4. Ms Chuang, Ya-hui, Shareholder Services & Human Resources Manager, and her designated representative Ms Ku, Ya-chen, attend the regulatory authorities' and the Taiwan Stock Exchange Association's annual statutory compliance training courses on an ongoing basis.

This year's training information has been amended to: