According to Article 20 of our company's "Corporate Governance Best Practices," our diversity policy includes the following:

1. Board Structure:

   • The appropriate number of directors should be determined, taking into account the company's scale of operation and the shareholding situation of major shareholders. This should be in accordance with operational needs but should be five or more directors.
   • Directors concurrently serving as company executives should not exceed one-third of the board seats.
   • Diversity should be considered in terms of gender, age, nationality, culture, etc., with a target of achieving a ratio of female directors to total board seats of at least one-quarter.

2. Professional Knowledge and Skills:

   • Directors should possess diverse professional backgrounds, skills, and industry experiences, including fields such as law, accounting, industry expertise, finance, marketing, or technology.
   • Capabilities should include judgment in operations, financial and accounting analysis, management skills, crisis management, industry knowledge, an international market perspective, leadership, and decision-making skills.

In the current (sixth) Board of Directors, there are nine directors, including five independent directors. The board members come from various fields, including industry, academic institutions, medical units, and financial and securities expertise, aligning with the company's "Corporate Governance Best Practices" on the diversity of board members in terms of knowledge, skills, and qualifications necessary for the company's development and execution of duties.

Based on our company's business model and strategic direction, directors with capabilities necessary for the company's stage of development are selected. This includes Chairman Chuan Lin, who has extensive experience in the government, academia, and international arena; Director Kang-Chi, Chou, who has a background in management; Director Yong-Liang, Wu, with knowledge and experience in the pharmaceutical and biotech industry; Independent Director Te-Yu, Chou, with a wealth of financial experience; Independent Director Rwei-Syun, Chen, who has a background in international financial institutions and biotech business development; Director Carl Hsiao, with a background in the US pharmaceutical market and sales channels; and Independent Director Yaw-Bin, Huang, with extensive knowledge and background in the pharmaceutical and biotech industry; Independent Director, Shiow-Ming, Wu, who has a background in law; Independent Director, Yuen-Liang, Lai, with knowledge and experience in the pharmaceutical and biotech industry.

Our company's implementation of diversity policies is as follows:

In accordance with the company's established Corporate Governance Best Practices, the selection of Board of Directors members should consider diversity. The formulation of appropriate diversity policies should take into account the company's own operations, business model, and development needs. These policies include, but are not limited to, standards in the following two major aspects:

1. Basic Conditions and Values: Factors such as gender, age, nationality, and culture, with a target that the ratio of female directors should reach one-fourth of the total board seats.

2. Professional Knowledge and Skills: Consideration should be given to the professional backgrounds (e.g., legal, accounting, industry, finance, marketing, or technology), professional skills, and industry experiences of directors.

In 2023, the company conducted a comprehensive election of new Board of Directors members, all of whom met the qualification review and relevant regulations.

On March 22, 2016, the company established methods for evaluating the performance of the Board of Directors and functional committees. Through the assessment of control over company goals and missions, perception of responsibilities, engagement in operations, internal relationship management and communication, professional expertise, continuous learning, and internal controls, the effectiveness of the Board of Directors' operation was confirmed. These assessments also served as a basis for evaluating the performance of directors, providing reference for future director selection.

The company currently has department-level executives besides the Chairman and General Manager. To promote sustainable development and cultivate key talents in various fields, the company initiated the Talent Development Program (TDP) starting from 2012. This program is integrated into the company's Key Performance Indicators (KPIs) and aims to develop the top leadership in three professional areas: business, marketing, research and development, and management. Additionally, since 2022, the company has been consistently developing its core team, focusing on empowering leaders. A phased Empowerment Leadership Program was launched to plan the succession of key personnel in various departments.

In 2022:

• The "Empowerment Leadership Program" was launched to establish a succession pipeline within the organization. A team consisting of 15 executives and 13 department members collaborated for 8 months, participating in 10 sessions and numerous strategic discussions. This elite team collectively formulated four organizational strategies.
• Talent sustainability was officially incorporated into the ESG policy, with a focus on organizational talent development and leadership succession. Various professional courses and managerial training programs were continued, and academic-industrial internship projects with campuses were conducted. The results of talent sustainability initiatives led the company to receive recognition, participating in the HR ASIA Asia's Best Employer Brand Awards in 2022 and being distinguished among 330 enterprises.
• Organizational growth momentum was sustained. Starting in August, the company collaborated with the Executive Management Knowledge Base to introduce two programs: "Leader Club" and "Talent Lab" Reading Programs. These programs, tailored to the developmental needs of talent at different levels, offered monthly thematic book clubs (e.g., management, innovation strategy, talent development, strategic thinking, leadership, and conflict management). Through case sharing and experience exchange, a positive management mindset and consistent organizational language were established, fostering a learning organization.
• To meet the organization's development needs, the Venus Project was launched to cultivate cross-functional professionals, with a primary focus on business and marketing talents. Members selected for this program will undergo a year of training to establish a solid professional foundation and gain opportunities for future job rotation.