Compensation Committee

Explain the members, main responsibilities, principles of exercising powers, and operational situation of the company's Compensation Committee.

1. Compensation Committee Members

Convener

Cheng-Chung, Huang

Committee

Tsui-Ping, Huang

Committee member

Neng-Chieh, Yang

Committee member

Kai-Hsiang, Chang

2. Responsibilities of the Compensation Committee

This committee meets at least twice a year and may convene meetings as needed. The committee shall exercise due diligence as a good manager, faithfully perform the following powers, and submit the proposed recommendations to the board of directors for discussion.

Regularly review the organizational regulations of the Compensation Committee and propose amendments.

Establish and regularly review the performance evaluation standards for the company's directors and executives, annual and long-term performance goals, as well as the policies, systems, standards, and structures for compensation, and disclose the content of the performance evaluation standards in the annual report.

Regularly evaluate the performance goals achieved by the company's directors and executives, and based on the assessment results obtained from the performance evaluation standards, determine the content and amount of their individual salary compensation.

3. Principles of Exercising Authority

Ensure that the company's compensation arrangements comply with relevant laws and are sufficient to attract outstanding talent.

The performance evaluation and salary compensation for directors and executives should refer to the typical standards of the industry, taking into account individual performance evaluation results, time invested, responsibilities undertaken, achievement of personal goals, performance in other positions, salary compensation given to individuals in equivalent positions in recent years, as well as the assessment of individual performance in relation to the company's short-term and long-term business objectives, the company's financial condition, and the reasonableness of the connection between individual performance and the company's operational performance and future risks.

Directors and executives should not be guided to engage in behaviors that exceed the company's risk appetite in pursuit of salary compensation.

The proportion of short-term performance compensation for directors and senior executives and the payment timing of variable salary compensation should be determined considering industry characteristics and the nature of the company's business.

The content and amount of compensation for directors and executives should consider their reasonableness. The determination of compensation for directors and executives should not significantly deviate from financial performance. In the event of a significant decline in profits or long-term losses, their compensation should not exceed that of the previous year. If it does exceed the previous year, a reasonable explanation should be disclosed in the annual report and reported at the shareholders' meeting.

Members of this committee shall not participate in discussions or votes regarding decisions on their own salary compensation.

4. Operation of the Compensation Committee

In the 113th year, the Compensation Committee held three meetings, and the qualifications and attendance of the members are as follows:

Job Title	Name	Actual attendance frequency	Actual attendance rate
Convener	Cheng-Chung, Huang	3	100%
Committee member	Tsui-Ping, Huang	3	100%
Committee member	Neng-Chieh, Yang	3	100%
Committee member	Kai-Hsiang, Chang	3	100%

5. Relevant Operational Data

Compensation Committee related operational information