Intellectual Property Achievements

1. Passed the TIPS (A Level) Re-validation in 2025.

2. Number of Existing Patents:

   • Taiwan: 9 Invention Patents, 7 Utility Model Patents.

   • China: 2 Invention Patents, 6 Utility Model Patents.

3. Number of Pending Patent Applications:

   • Taiwan: 2 Invention Patent Applications, 0 Utility Model Patent Applications.

   • China: 3 Invention Patent Applications, 0 Utility Model Patent Applications.

   • Note: 2 patents were applied for in 2024.

4. Number of Existing Trademarks:

   • Taiwan: 16 Trademarks.

   • China: 12 Trademarks.

5. Conducted TIPS Responsible Personnel Education and Training for the responsible personnel of the TIPS authority unit.

 Implementation Status

The Company regularly reports intellectual property matters to the Board of Directors annually. The most recent reporting date was November 3, 2025.

(1) Succession Planning for the Board of Directors.

The Company’s "Articles of Incorporation" stipulate that the election of directors fully adopts a candidate nomination system. Candidates may be nominated by the Board of Directors or shareholders holding 1% or more of the Company's shares. Prior to nomination, both the Board of Directors and shareholders consider the professional background and skills of potential directors and refer to the results of director performance evaluations to plan for director succession and selection. The "Corporate Governance Best Practice Principles" and the "Director Election Procedures" specify that the composition of the Board of Directors should consider diversity. Based on the Company's operations, business model, and developmental needs, diversity guidelines are established, focusing on two major aspects: fundamental qualifications and values, as well as professional knowledge and skills. The selection of the Chairman is conducted through a comprehensive evaluation of qualifications and relevant experience to ensure the candidate meets the Company's operational needs and is capable of taking on significant responsibilities. The principle of meritocracy, ensuring the right person is in the right role, serves as the highest guideline for Chairman succession planning. The same principle applies to the appointment of the President. The Company also arranges for key management personnel to serve as Board members, allowing them to become familiar with Board operations and participate in the long-term strategic planning and vision-setting of the Company and its investment ventures. In addition, the Company periodically reviews changes in internal and external environmental conditions and developmental needs to plan annual training programs. These programs aim to enhance the professional knowledge of newly appointed or reappointed directors and strengthen Board functionality. Details of director training programs can be found in the Board Training section (Sustainability Report, page 23).

(2) Talent Development Strategy

1. Development Mechanism for Key Management Personnel:

The Human Resources Department establishes a development mechanism for key management personnel. Potential talent is reviewed annually, and a development plan focused on practical experience is created (Talent Management Mechanism).

2. Review of Key Position Talent: For each key position, at least two candidates are identified, with their readiness for succession categorized into two groups: immediate to within one year and one to three years (Key Talent Pipeline).

3. On-the-Job Learning: Through the assignment of deputy managerial roles, potential talent is given responsibilities for higher-level duties to develop broader perspectives and decision-making capabilities (Acting System).

4. Job Rotation Program: Key management personnel are required to undergo cross-functional job rotations to evaluate their adaptability, effectiveness, and leadership potential across functions (Job Rotation).

5. Management Competence Training Program:

Core Competence Training: Quarterly seminars are held on topics such as digital transformation, innovation management, new business models, corporate governance, and legal compliance, expanding managers' operational perspectives and strategic thinking.

Competence Training by Management Level:

(a) President and Division-Level Managers: Courses on vision leadership, business decision-making, and corporate governance, with one theme selected annually.

(b) Senior Managers: Courses on strategy formulation and implementation, change management, and coaching inspiration, with one theme selected annually.

(c) Mid-Level Managers: Courses on influencing others, employee guidance, leading teams to success, and performance improvement; mandatory courses for newly appointed mid-level managers.