Program for appointment of Board of Directors’ successors and current operational status

1. The “Article of Incorporation” of Utechzone stipulated that the election of the Board of Directors is based on the system of candidate nomination. The “Corporate Governance Principles” and “Board of Director’s Election Regulations” stipulated that the composition of the Directors shall include consideration for diversification, and devise guidelines of diversity based on company operation, operation type, and development needs shall be established, including but not limited to the following two standard dimensions: basic criteria/value and professional knowledge/expertise.
2. The Company shall establish a database of Director candidates by the following standards:
   1. Honest, responsible, innovative, and possessing the ability to make decisions, with professional expertise and knowledge that match with the Company’s core values and brings benefits to the company operation and management;
   2. Possess industry experience related to the business affairs of the Company;
   3. The Board of Directors should possess the following abilities: capability of operational judgment, financial and accounting analysis, operational management, crisis management, and providing global market perspective.
   4. The selection of Director candidates should meet the qualification review and related regulations, ensuring that new Director candidates can be effectively identified and selected.
3. The “Board of Directors Performance Evaluation Rules” of Utechzone ensure that the Board of Directors operates effectively, while also measuring the performance of the Directors as an important reference for future Director candidacy.

Program for appointment of key executive successors and current operational status

1. The Human Resources division of the Company is responsible for establishing successor talent development mechanisms. Employees at the managerial level and above are defined as key executives, which are required to complete divisional duty descriptions, work descriptions and appoint at least one deputy, while also cultivating and training them through daily operations. In addition, key talents shall be cultivated and allocated based on the development strategies of the company and employment status, ensuring that talent development can proceed and leadership can be inherited by future talents.
2. Annual training programs for key executive managers shall be organized to enhance their professional expertise and management competency. At the end of each year, the company evaluates whether personnel performance is up to expectation with the performance assessment mechanism.