Succession planning for board members and key management personnel

1. The Company’s directors are elected in accordance with the “Articles of Association” and the candidate nomination system is adopted. The “Code of Corporate Governance Practices” stipulates that the composition of the board of directors should take into account diversity. The Company has formulated a diversified policy for its own operation, business model and development needs, including but not limited to the two major aspects of basic conditions and values, and professional knowledge and skills.

2. The structure of the Company’s Board of Directors shall be determined in accordance with the Company’s business development scale and the shareholding situation of its major shareholders, taking into account the needs of practical operation.

3. The Company's ongoing director succession plan establishes a database of potential directors based on the following criteria:
(1) Honest, responsible, innovative and decisive, in line with the company’s core values, and possessing professional knowledge and skills that are helpful to the company’s operation and management.
(2) Has industry experience related to the business of the Company.
(3) It is expected that the addition of this member will enable the company to continue to provide an effective, collaborative, diverse board of directors that meets the company's needs.
(4) The overall board of directors’ expertise should include corporate strategy and management, accounting and taxation, finance and law.

4. The Company has also established the “Board of Directors Performance Evaluation Method”, which uses performance evaluation to measure items including the control of company goals and tasks, awareness of responsibilities, participation in operations, management and communication of internal relationships, professional functions and further education, internal control and specific opinions, etc., to confirm the effective operation of the Board of Directors and evaluate the performance of directors, so as to serve as a reference for the selection of directors in the future.

1. Employees at the assistant manager level or above are key management personnel responsible for organizing internal management operations and assigning deputies to each management level. In addition to professional skills and rich background, key management personnel must have values ​​and business philosophy that are consistent with the company's business philosophy.

2. In order to cultivate key management personnel and their successors, the training mechanism, in addition to professional skills and corporate governance-related courses, also includes, when necessary, arranging for them to attend board meetings and participate in important internal management meetings, and supplementing this with on-the-job training in project management.

3. Our company conducts annual employee retention assessments. Through daily observation and performance evaluation, we understand areas for improvement, individual development needs, and company expectations. The assessment results serve as a reference for future succession planning.