3. Introduction to the main management team

 4. Succession planning of board members and key management

• Succession planning and operation of the Board of Directors:

1). The election of directors of the Company is based on the "Articles of Association" and the nomination system of candidates, and the " Corporate Governance Code of Practice " and the " Director election method " clearly stipulate that the composition of the Board of Directors shall consider diversity, and formulate a diversity policy based on the Company's own operation, operation style and development needs, including but not limited to basic conditions and values, professional knowledge and skills.

2). The structure of the Board of Directors of the Company shall be determined by taking into account the scale of the Company's operation and development and the shareholding of its major shareholders, taking into account the needs of practical operations.

3). The Company's ongoing succession plan for directors shall be based on the following criteria:

a. Integrity, responsibility, innovation and leadership decision-making ability, consistent with the company's core values, and having the professional skills required for corporate strategy and operation management, accounting and taxation, finance and industry, etc., which can provide a good foundation for the company's sustainable operation.

b. Having industry experience related to the company's business.

c. The Company has set out that the selection process of the list of director candidates is in accordance with the qualification review and relevant regulations, so as to ensure that when there is a vacancy in the number of directors or the planned increase, suitable new directors can be effectively identified and selected.

4). At the same time, the Company has also established the "Performance Evaluation Measures for the Board of Directors", which confirms the effective operation of the Board of Directors and evaluates the performance of directors through the measurement items of performance evaluation, including the control of the company's goals and tasks, the awareness of responsibilities, the participation in operations, the management and communication of internal relations, professional functions and further education, internal control and the expression of specific opinions, etc., so as to serve as a reference for the selection of directors in the future.

• Succession planning and operation of key management personnel

1). The company's employees at or above the manager level (inclusive) are important managements and are responsible for the relevant management business within the organization, and each management level has a duty agent. In addition to having the necessary professional skills and background, the values and business philosophy of the key management team should be consistent with the company's corporate business philosophy of 'Growth, Prosperity and Sharing'.

2). In order to cultivate important management and their duty agents, in addition to professional competence and corporate governance-related courses, the training mechanism also provides practical training for the latest management thinking and the pulse of the times through external industry knowledge, new scientific and technological knowledge and benchmark enterprise practice sharing, and also arranges to participate in regular internal important business management meetings, supplemented by on-the-job training on project task management. At the same time, supervisors are regularly arranged to share and exchange practices related to management issues, and relevant courses are provided for management colleagues to learn independently.

3). The company implements the performance appraisal of employees every year, and understands the areas that needs to be strengthened, personal development needs and company expectations through daily observation and performance evaluation, and uses the appraisal results as a reference for future succession planning.