In alignment with the Company's strategic direction and goals, the succession 

planning mandates that candidates must not only possess professional 

competencies but also display the core traits of integrity and a shared alignment 

with the Company's values. 

A.    Succession Planning and Implementation Status for Board Members 

The Company currently has 9 directors (including 3 independent directors), 

each possessing the necessary capabilities in business, finance, accounting, 

or corporate operations. In the future, the composition structure of the Board of 

Directors and the background experience of its members will continue to follow 

this current framework.Regarding board succession planning, the Company 

cultivates senior executives to join the Board to familiarize them with board 

operations and business units. Furthermore, we maintain regular communication 

with institutional shareholders to discuss successor selection.Regarding 

independent directors, as they are legally required to possess professional work 

experience in business, legal, finance, accounting, or corporate operations, 

candidates will be selected from professionals within domestic academia and 

industry. 

B.    Succession Planning and Implementation Status for the Management Team 

The Company regularly reviews and screens prospective candidates across all 

management levels to establish a robust talent pool and implement comprehensive 

training initiatives. The talent development program is delivered through models 

encompassing professional competencies, management capabilities, individual 

development plans (IDPs), and job rotations: 

        a.    Cultivating decision-making and strategic thinking skills through 

        mechanisms such as practical work reports and participation in key tactical and 

        managerial meetings, while providing individual development guidance and 

        constructive feedback during regular performance evaluations. 

        b.    Cultivating diverse work capabilities and broad perspectives, while 

        providing hands-on practical experience, through cross-functional or 

        cross-departmental (including plant sites) job rotations, the planning and 

        execution of strategic projects, concurrent assignments, acting proxy roles, 

        or secondments to investee companies. 

        c.    Participating in relevant internal and external training programs annually 

        based on individual development needs, in order to cultivate decision-making 

        and judgment capabilities. 

        d.    Establishing comprehensive training records and regularly reviewing the 

        talent development program, in order to adjust development plans in response 

        to organizational and operational needs. 

        e.    Encouraging mid-to-senior level talents to unleash creativity and engage in 

        autonomous learning, and to proactively propose advanced studies, seminars, 

        alternative observation tours, or internship plans. The Company provides 

        resource support or structural role adjustments to foster greater diversity, 

        versatility, and resilience across the Company's overall human resources