Succession Planning for Board Members and Key Management Personnel

(一)Board Member Section：

1. 1. The selection of the company’s directors, unless otherwise stipulated by law or the articles of incorporation, shall be conducted according to the company's election rules for directors and supervisors. Consideration will be given to the overall composition and diversity of the board, and the member composition will be adjusted as necessary based on performance evaluation results. Additionally, in the succession planning, successors must meet the company’s required standards and possess the capability to execute their duties.
2. 2. All members of the company's key management team are also company directors, which helps cultivate their strategic planning abilities and familiarize them with the operations of the board. After assessment, they are expected to become candidates for succession to the board of directors in the future.

(二) Senior Management：

1. The succession plan for the company’s key management personnel focuses on developing a talent pool by identifying high-potential employees. A comprehensive education and training system, along with promotion pathways, is in place to provide continuous improvement and development opportunities to meet the future succession needs of key management personnel.
2. The company encourages employees to enhance their self-capabilities. In addition to internal training, employees are also allowed to participate in external training programs.
3. The company’s management is organized in a hierarchical structure, with senior and middle-level supervisors in each department. Middle-level supervisors are groomed to serve as acting senior supervisors as needed. Additionally, employee performance evaluations are conducted every three months. Through regular observation and performance appraisal discussions, the company aims to understand areas for employee improvement and their personal expectations. The evaluation results serve as a reference for the succession plan.