TSE: 8438

amia

AMIA CO., LTD.

2025 ANNUAL REPORT

Printed on 2026.03.29

Website for annual report inquiry : https://mops.twse.com.tw

Company website : https://www.persee.com.tw

The name, title, telephone number and email address of the company's spokesperson and acting spokesperson :

	Job title	Name	Contact number	E-mail
Spokesperson	President	CHEN, YEN-HENG	(03)386-0601	[email protected]
Acting Spokesperson	Chief Financial Officer/ Vice President	HUANG, YU-HSIEN	(03)386-0601	[email protected]

The address and telephone number of the head office and factory:

Type	Address	Telephone
Headquarters	No. 19, Dagong Road, Dayuan District, Taoyuan City	(03)386-0601
Haihu Factory	No. 295, Haihu North Road, Luzhu District, Taoyuan City	(03)354-1009
Copper-containing waste liquid treatment Factory	No. 28, Lane 309, Haihu North Road, Luzhu District, Taoyuan City	(03)354-4421
Luzhu Factory	No. 18, Lane 309, Haihu North Road, Luzhu District, Taoyuan City	(03)354-4421
Dayuan 1 Factory	No. 19, Dagong Road, Dayuan District, Taoyuan City	(03)386-0601
Dayuan Factory	No. 23, Dagong Road, Dayuan District, Taoyuan City	(03)386-8231

Institutions handling stock transfer :

Name : Agency Department of CTBC BANK CO., LTD.

Address: 5th Floor, No. 83, Section 1, Chongqing South Road, Zhongzheng District, Taipei City

Website : https://www.ctbcbank.com

Tel: (02) 6636-5566

The latest annual financial report visa accountant :

Firm Name : Deloitte & Touche Taipei

Visa accountants : Accountants Tseng, Chien-Ming, Accountants Wang, Pan-Fa

Address : Floor 20, No. 100, Songren Road, Xinyi District, Taipei City

URL: http://www.deloitte.com.tw

Tel: (02)2725-9988

The name of the trading place where the overseas securities are listed and traded and the method of querying the information of the overseas securities : Not applicable.
Company website : https://www.persee.com.tw

Company English website : https://www.persee.com.tw/language/home-2/

1 • Letter to Shareholders ... 1

2 • Corporate Governance Report ... 5
2.1 • Information of directors, general manager, deputy general manager and managers ... 5
2.2 • Remuneration Paid during the Most Recent Fiscal Year to Directors and Management Team ... 13
2.3 • Implementation of Corporate Governance ... 18
2.4 • Information on Attesting CPA Professional Fees ... 67
2.5 • Information on Replacement of CPA ... 67
2.6 • Circumstances where a company manager has worked for a certified public accounting firm ... 67
2.7 • Changes in Shareholding of Directors, Managers and Major Shareholders ... 68
2.8 • Relationship among the Top Ten Shareholders ... 69
2.9 • Ownership of Shares in Affiliated Enterprises ... 70

3 • Capital Overview ... 71
3.1 • Capital and Shares ... 71
3.2 • Bonds ... 73
3.3 • Preferred Shares ... 73
3.4 • Global Depository Receipts ... 73
3.5 • Employee Stock Options ... 73
3.6 • Status of New Shares Issuance in Connection with Mergers and Acquisitions ... 74
3.7 • Financing Plans and Implementation ... 74
3.8 • Implementation of fund utilization plan ... 74

4 • Operational Highlights ... 75
4.1 • Business Activities ... 75
4.2 • Market and Sales Overview ... 81
4.3 • Human Resources ... 89
4.4 • Environmental Protection Expenditure ... 89
4.5 • Labor Relations ... 90
4.6 • Cyber Security Management ... 92
4.7 • Important Contracts ... 95

Review of Financial Conditions, Financial Performance, and Risk Management 96
5.1. Financial Status 96
5.2. Financial Performance 97
5.3. Cash Flow 98
5.4. Major Capital Expenditure Items 98
5.5. Long-term Investment Policy and Results 99
5.6. Analysis of Risk Management 100
5.7. Other Important Issues 103
Special Disclosure 104
6.1. Summary of Affiliated Companies 104
6.2. Private Placement of Company Shares 104
6.3. Other Supplementary Information 104
Other Significant Events Affecting Shareholders' Equity or Stock Price 104

amia

1. Letter to Shareholders

Dear Shareholders,

In 2025, driven by rising international copper prices and robust demand from the AI industry, and through the efforts of all employees and the team's proactive planning and effective execution, AMIA's consolidated revenue continued to rise steadily by 12.79%. However, the gross profit margin declined from 14.04% to 12.93% in the second and third quarters due to the impact and disruption of the strong appreciation of the US dollar. As the environment remains volatile and complex, AMIA continues to absorb energy and nutrients for progress and growth, moving forward into the still highly challenging year of 2026. With the necessary focus and dedication, and relying on the sufficient confidence and strength accumulated over the years, AMIA will enhance its industry competitiveness, create a friendly and mutually beneficial environment, and provide better products, services, and platforms to meet customers' higher-specification and added-value expectations and needs.

1.1. Operating results of the previous year

1.1.1. Implementation results of business plan in 2025

AMIA's consolidated revenue for fiscal year 2025 was NT$3,841,708 thousand, an increase of NT$435,619 thousand compared to NT$3,406,089 thousand in fiscal year 2024. This increase was mainly driven by rising international copper prices and strong demand from the AI industry, resulting in significant progress and growth in both revenue and profit. Of course, this is also thanks to the dedication and hard work of all colleagues and the team, who have devoted themselves wholeheartedly to the company. This has enabled AMIA to transform and elevate itself from a positive and healthy state of mind and philosophy to meet the challenges and impacts of any possible industrial transformation and environmental changes.

1.1.1.1. Consolidated Statements

Unit: NTD thousand

Item	2025	2024	Increase (Decrease)
	Amount	Amount	Difference	%
Operating income	3,841,708	3,406,089	435,619	12.79%
Operating gross profit	496,761	478,361	18,400	3.85%
Operating gains	231,399	197,643	33,756	17.08%
Net non-operating income expenditure)	(14,984)	19,293	(34,277)	(177.67%)
Net profit for the year - consolidated	146,645	154,549	(7,904)	(5.11%)
Earnings per share (EPS)	2.10	2.21	(0.11)	(4.96%)

1.1.1.2. Stand-alone Statement

Unit: NTD thousand

Item	2025	2024	Increase (Decrease)
	Amount	Amount	Difference	%
Operating income	2,032,157	1,796,797	235,360	13.10%
Operating gross profit	341,860	355,552	(13,692)	(3.85%)
Operating gains	164,249	169,859	(5,610)	(3.30%)
Net non-operating income (expenditure)	13,715	20,140	(6,425)	(31.90%)
Net profit for the year - consolidated	146,645	154,549	(7,904)	(5.11%)
Earnings per share (EPS)	2.10	2.21	(0.11)	(4.96%)

1.1.2. Budget implementation

According to the standards for the processing of financial forecast information of publicly issued companies, the company does not need to prepare financial forecasts.

1.1.3. Analysis of financial revenue and expenditure and profitability

Financial structure: steady growth in annual operations, continuous cash inflow to moderately adjust financing loans, and allocate more appropriate short-, medium-, and long-term funds and financing structures.
Debt repayment structure: The annual capital flow is sufficient and reasonable, and the overall debt repayment and working capital can maintain a healthy and safe financial debt repayment structure.
Profitability: The global environment is still highly uncertain, and we will continue to effectively and significantly improve our internal innovation and technology capabilities, and maintain adequate competitiveness for profitability.

1.1.3.1. Consolidated Statements

Item		2025	2024	2023	2022	2021
Financial Structure Analysis	Debts to assets ratio (%)	37.55	37.45	40.04	41.98	45.87
	Ratio of long-term capital to real estate properties, plants and equipment (%)	157.58	168.95	158.98	163.26	176.18
Solvency Structure Analysis	Current ratio (%)	140.11	169.19	168.06	182.42	125.42
	Quick ratio (%)	115.01	143.16	141.40	149.06	106.10
	Interest Protection Multiples	15.94	17.04	10.47	13.09	29.40
Profitability Analysis	Return on assets %	5.28	5.72	3.45	4.00	9.20
	Return on shareholder equity %	7.83	8.73	5.23	6.50	17.17
	Ratio of net profit before tax to paid-in capital size %	30.94	31.02	18.09	20.20	42.42
	Net profit rate %	3.82	4.54	2.92	2.68	5.25
	After-tax earnings per share (NTD)	2.10	2.21	1.28	1.46	3.56

1.1.3.2. Stand-alone Statement

Item		2025	2024	2023	2022	2021
Financial Structure Analysis	Debts to assets ratio (%)	31.10	32.52	34.65	37.38	37.74
	Ratio of long-term capital to real estate properties, plants and equipment (%)	166.61	180.70	170.90	177.93	217.88
Solvency Structure Analysis	Current ratio (%)	93.02	106.79	105.80	115.90	74.72
	Quick ratio (%)	66.05	80.02	77.74	79.17	55.24
	Interest Protection Multiples	13.29	15.05	9.26	12.11	27.62
Profitability Analysis	Return on assets %	5.76	6.21	3.74	4.45	10.52
	Return on shareholder equity %	7.83	8.73	5.23	6.50	17.17
	Ratio of net profit before tax to paid-in capital size %	25.44	27.16	15.78	18.57	39.76
	Net profit rate %	7.22	8.60	5.25	5.08	10.39
	After-tax earnings per share (NTD)	2.10	2.21	1.28	1.46	3.56

1.1.4. Research and Development Status

1.1.4.1. Continuously replace high-energy-consuming and high-carbon-emission process equipment:
In response to increasingly stringent environmental regulations and carbon emission fees, which put upward pressure on costs, AMIA remains committed to improving the efficiency of its process equipment. The company will continue to develop more advanced wastewater purification technologies and equipment, innovate and develop new green processes and methods, stay ahead of regulations, promote the replacement and upgrading of new technologies and equipment, and pursue higher industrial competitiveness and added value for its products.

1.1.4.2. Improve the proportion and quality of recycled raw materials:
By leveraging the company's newly developed triple-effect recycling equipment and innovative green technologies, recycled raw materials are extracted and refined to replace previously purchased raw materials. This reduces the impact and pressure on the local environment and energy consumption, while also mitigating the impact of external procurement price fluctuations, improving relative industrial adaptability, and reducing sunk costs generated by the original process.

1.1.4.3. R&D and introduction of digital management systems to lay the foundation for AI management:
Investing in and building digital detection and connection systems allows for real-time statistical analysis of the real-time status of detection input information and the most reasonable output results. This not only reduces the bias of human judgment but also greatly improves the efficiency and reliability of R&D information.

1.1.4.4. Advance the optimized development of etching solutions for circuit boards used in next-generation AI and low-Earth orbit satellite industries:
The advancement of AI-generation products, with their high-density, multi-layered stacking, places stricter requirements on the precision and real-time response of circuit etching. This puts pressure on the company's R&D and time constraints. In addition to improving efficiency by introducing digital systems, the company can also enhance its R&D capabilities to respond in real time and meet customer requirements and expectations.

1.2. Summary of business plan for this year (2026th year)

1.2.1. Continued promotion of etching solutions for AI Server and low-Earth orbit satellite applications:
The AI wave and the development of low-Earth orbit satellites, coupled with the fragmentation and restructuring of the global supply chain, have created a platform that provides high-precision circuit forming and etching specialty chemicals to meet customers' industrial and application layout and adjustment needs, as well as a service platform for the recycling and regeneration of metal resource-based waste liquids.

1.2.2. To meet the needs of our clients' overseas product lines, we prepared in advance and established a supply chain system in Southeast Asia:
With the construction of the Vietnam factory gradually in place, there is an opportunity to start production and increase output in 2026. For other Taiwanese companies' New Southbound Policy layouts, such as Thailand and Malaysia, regardless of the country, region or destination of the customer, Chang Hsin carefully evaluates and promotes the project in a timely manner, providing service platforms and products to create win-win opportunities and development.

1.2.3. Improve the connection between the company's ESG practices and customers to jointly complete the reuse cycle:
By improving equipment and technological capabilities, we can increase manufacturing efficiency and reduce energy/resource consumption. In order to meet the global 2050 net-zero sustainability and environmental protection requirements for operation and production emissions, we can implement ESG sustainability governance, protect the environment, focus on corporate social responsibility, and enhance our competitive strength and core value.

1.2.4. The numerous uncertainties surrounding 2025, such as tariffs on the US and the New Southbound Policy for Taiwanese businesses, present challenges to regional operations and raw material sourcing. Specialized

products are expected to maintain their current scale, while recycled copper salt products will account for nearly 80% of consolidated revenue in 2025, including annual sales of 18,840 metric tons of recycled copper salt in Taiwan and 10,500 metric tons of recycled copper from the Kunshan plant. The Taiwan plant is actively diversifying its raw material supply strategy to meet strong customer demand, which is expected to bring a 5% to 10% increase. As most Taiwanese PCB manufacturers have shifted their operations to Southeast Asia, sales at the Kunshan plant are expected to remain flat or decrease slightly.

1.3. The future development strategy of the company, affected by the external competitive environment, regulatory environment and overall business environment

1.3.1. Future company development strategy

With the rise of protectionism, the company's operational challenges have become more diverse and complex. In response to supply chain restructuring, AMIA is gradually expanding its presence in Southeast Asia, acquiring more copper resources for further processing in Taiwan. It invests in both Southeast Asia and Taiwan, and continues to pursue green product certification. This allows customers to have access to the company's high-quality, green, environmentally friendly, and sustainable products and technical service platform. AMIA aims to provide end customers with more immediate and stable support and satisfaction for their environmental sustainability needs. The company continues to develop glass substrate and ultra-fine line etching technologies and products to ensure a healthy future competitive environment and make sustainable development concepts more concrete, feasible, and practical.

1.3.2. Affected by the external competitive environment, regulatory environment and overall business environment

AMIA is one of the few companies in Taiwan that simultaneously holds Class A waste cleaning and Class A recycling qualifications. We legally conduct the required cleaning and processing services for all items, continuously promoting the improvement and advancement of green recycling technologies while ensuring the stability and diversity of raw material sources. We effectively address environmental issues arising from our clients' and our own processes, enabling industrial resource waste to generate higher economic value and efficiency through our innovative green and circular processes. Recent regulatory policies regarding product design and the use of recycled materials align with our company's development and philosophy, prompting us to be more optimistic about the favorable opportunities and challenges of the business environment.

Looking ahead to the new year of 2026, amidst the challenges and tests from multiple dimensions of global trade and markets, including the assertive "America First" policy, regional conflicts, trade tensions, and continued interference from various governments, the company must remain diligent, cautious, and persistent. Regardless of how the environment changes and develops, AMIA's unwavering attitude is to always be prepared, adhere to the 5R spirit centered on R&D, and uphold the vision and philosophy of win-win industrial operation. We will provide customers and partners with high-quality, cost-effective products and services based on innovative technology and spirit, while simultaneously meeting market demands and customer development, achieving a win-win situation for industrial development, environmental protection, and full utilization of resources, and ensuring sustainable operation.

Congratulations Shareholders

In good health

All the best

AMIA CO., LTD.

Chairman : CHEN,KUO-CHIN

President : CHEN,YEN-HENG

2. Corporate Governance Report

2.1. Information of directors, general manager, deputy general manager and managers:

2.1.1. Information on directors

2.1.1.1. Directors:

Base date: March 29, 2026

Title / Name	Nationality or Registration / Gende Age	Elect Date	Term of office	date of initial appointment	When elected hold shares		Now Number of shares held		Spouse and minor children currently hold shares		Holding shares in the name of others		Main experience (education)	Currently holding positions in the company and other companies	Other executives, directors or supervisors who are related to the spouse or within the second degree (Note 1)			Remark
					Quantity	%	Quantity	%	Quantity	%	Quantity	%			Job title	Name	Relation
Chairman / CHEN, KUO-CHIN	R.O.C. male 78	2023/05/24	to 2026/05/23	2012/2/1	6,000,000	8.51 %	6,000,000	8.58 %	-	-	-	-	Department of Chemical Engineering, National Taiwan University Founder of AMIA CO., LTD.	Chief Engineer of Production Technology Division of AMIA CO., LTD.	Director/ Associate	CHEN, MIN-HSIUNG	Brother	-
														Director/President	CHEN, YEN-HENG	Father and son
														Director	CHEN, CHIU-HUNG	Brother and sister
Director / President / CHEN,YEN-HENG	R.O.C. male 50	2023/05/24	to 2026/05/23	2011/10/7	14,767,000	20.94 %	14,767,000	21.11 %	-	-	-	-	Ph.D. in Chemical Engineering, National Tsing Hua University "Ministry of Economic Affairs Industrial Talent Ability Appraisal" Professional Committee of Circuit Board Process Engineer Ability Appraisal Director of Taoyuan City Waste Removal and Disposal Association Member of TPCA PCB Academy Committee	President, Head of R&D Division, Head of Business Division of AMIA CO., LTD. Chairman of BARKO INDUSTRIES CO., LTD.	Chairman	CHEN, KUO-CHIN	Father and son	-
Director / CHEN,MIN-HS IUNG	R.O.C. male 84	2023/05/24	to 2026/05/23	1993/10/5	4,001,000	5.67 %	4,001,000	5.72 %	1,000,000	1.43 %	-	-	Technical Specialist of Taiwan Power Company Founding Chairman of Taiwan Resource Recycling Industries Association Member of The Formosa Association of Resource Recycling	Assistant Vice President of AMIA CO., LTD. Chairman of AMIA (HUIYANG) CO., LTD.	Chairman	CHEN, KUO-CHIN	Brother	-
															Director	CHEN, CHIU-HUNG	Brother and sister
Director/ CDIB Capital Group	R.O.C.	2023/05/24	to 2026/05/23	2012/2/1	6,000,000	8.51 %	0	0%	-	-	-	-	-	-	None	None	None	(Note 2)-
Representative: ZOU, XU-SHENG	R.O.C. male 54	2023/05/24	to 2026/05/23	2021/6/16	-	-	-	-	-	-	-	-	Master of Business, National Taiwan University Master. China Development Capital Management Consulting Co., Ltd. Deputy General Manager of South China Fund Department.	Vice President of CDIB Capital Group. Vice President of CDIB Capital Management President of CDIB Private Equity (Fujian) Co., Ltd. Director of CDIB Guoke Private Equity (Kunshan) Co. Ltd.	None	None	None	-
Director / CHEN,CHIU-H	R.O.C. female	2023/05/24	to 20236/05/23	2011/10/7	5,000,000	7.09 %	5,000,000	7.15 %	-	-	-	-	SHILIN High School of Commerce Finance director of foreign trade	Chairman of YIO-YEN ENTERPRISE CO., LTD. Supervisor of GOLD PARTNER	Chairman	CHEN, KUO-CHIN	Brother and sister	-

Title / Name UNG	Nationality or Registration / Gende Age 66	Elect Date	Term of office	date of initial appointment	When elected hold shares	Now Number of shares held	Spouse and minor children currently hold shares	Holding shares in the name of others	Main experience (education) company	Currently holding positions in the company and other companies ENTERPRISES (KUNSHAN) CO., LTD. Assistant Vice President of PERSEE CHEMICAL CO., LTD. Supervisor of BARKO INDUSTRIES CO., LTD. Director of ALLWIN STAR INTERNATIONAL CO., LTD. Director of HOYA MAX INTERNATIONAL CO., LTD. Supervisor of BAEK SUK IND CO., LTD.	Other executives, directors or supervisors who are related to the spouse or within the second degree(Note 1)	Remark
Quantity	%	Quantity	%	Quantity	%	Quantity	%	Job title	Name	Relation
									Associate	CHEN,M IN-HSIUNG	Brother and sister
Independent Director / HUANG, PEI-HUA	R.O.C. female 38	2023/05/24	to 2026/05/23	2023/05/24	-	-	-	-	-	-	-	-
Independent Director / WAN,QI-CHA O	R.O.C. male 79	2023/05/24	to 2026/05/23	2023/05/24	-	-	-	-	-	-	-	-
Independent Director / YANG,JIA-CH ENG	R.O.C. male 50	2023/05/24	to 2026/05/23	2023/05/24	-	-	-	-	-	-	-	-
Independent Director / WU,BANG-HA O	R.O.C. male 49	2023/05/24	to 2026/05/23	2023/05/24	-	-	-	-	-	-	-	-

Note 1: When the chairman and the general manager or a person of equivalent level (top manager) are the same person, spouses or first-degree relatives, they should explain the reasons, rationality, necessity and countermeasures: the Chairman is Graduated from the Department of Chemical Engineering of National Taiwan University and has rich industrial experience. He is very familiar with the company's growth trajectory and operating conditions. In addition to the factors passed down from generation to generation, the President is a Ph.D. in chemical engineering from Tsinghua University. His academic experience meets the needs of the company's development. The liquid recycling business is helpful. At present, more than half of the directors are not concurrently employees.
Note 2: The corporate director "CDIB Capital Group" was automatically removed from office on September 17, 2025, due to the transfer of more than half of the company shares held at the time of his election during his term of office. The vacancy will be filled in the board election in May 2026.

Major shareholders of legal person shareholders:
April 15, 2025

Name of legal entity shareholder	Major shareholders of legal person shareholders
CDIB Capital Group	KGI Financial Holding Co., Ltd. (100%)

If the main shareholder is a legal person, the main shareholder:
April 15, 2024

Legal entity name	Major shareholders of legal persons (Note 1)
KGI Financial Holding Co., Ltd.	Shin Wen Investment Co., Ltd.	2.86%
	Jing Kwan Investment Co., Ltd.	2.56%
	Labor Pension Fund	1.97%
	Bank of Taiwan	1.71%
	JPMorgan Chase Bank N.A., Taipei Branch in custody for Vanguard Total International Stock Index Fund, a series of Vanguard Star Funds	1.32%
	Vanguard Emerging Markets Stock Index Fund, A series of Vanguard International Equity Index Funds	1.20%
	Yuanta/P-shares Taiwan Top 50 ETF	1.17%
	Citibank (Taiwan) is entrusted with the custody of the investment account of the Central Bank of Norway.	1.14%
	Jing Hui Investment Co., Ltd.	1.07%
	Videoland Inc.	0.90%

Note 1: The data source is the 2025 annual report of the shareholders' meeting of the listed companies (legal shareholders), please refer to the Public Information Observatory for details.

2.1.1.2. Directors' professional qualifications and independent directors' independence information disclosure:
March 29, 2026

| Title | Name | Professional qualifications and experience | Independence Situation | Concurrently serving as another public offering company
Number of independent directors |
| --- | --- | --- | --- | --- |
| Director | CHEN, KUO-CHIN | Department of Chemical Engineering, National Taiwan University
Founder of AMIA CO., LTD.
None of the items in Article 30 of the Company Act. | Not applicable | 0 |
| Director | CHEN, YEN-HENG | Ph.D. in Chemical Engineering, National Tsing Hua Universit
"Ministry of Economic Affairs Industrial Talent Ability Appraisal" Professional Committee of Circuit Board Process Engineer Ability Appraisal
Director of Taoyuan City Waste Removal and Disposal Association
Member of TPCA PCB Academy Committee
None of the items in Article 30 of the Company Act. | | 0 |
| Director | CHEN, MIN-HSIUNG | Founding Chairman of Taiwan Resource Recycling Industries Association
Member of The Formosa Association of Resource Recycling
Honorary Chairman of Taiwan Resource Recycling Industries Association
None of the items in Article 30 of the Company Act. | | 0 |
| Director | CDIB Capital Group Representative: ZOU, XU-SHENG (Note 1) | Master of Business, National Taiwan University
Vice President of CDIB Capital Group.
Vice President of CDIB Capital Management
President of CDIB Private Equity (Fujian) Co., Ltd.
Director of CDIB Guoke Private Equity (Kunshan) Co. Ltd.
None of the items in Article 30 of the Company Act. | | 0 |
| Director | CHEN, CHIU-HUNG | SHILIN High School of Commerce
Finance director of foreign trade company
Chairman of YIO-YEN ENTERPRISE CO., LTD.
Supervisor of GOLD PARTNER ENTERPRISES (KUNSHAN) CO., LTD.
Supervisor of BARKO INDUSTRIES CO., LTD.
None of the items in Article 30 of the Company Act. | | 0 |

Note 1: The corporate director "CDIB Capital Group" will be automatically removed from office on September 17, 2025.

March 29, 2026

Title	Name	Professional qualifications and experience	Independence Situation	Concurrently serving as another public offering company Number of independent directors
Independent Director	HUANG, PEI-HUA	National YANG MING CHIAO TUNG University - Master of Finance, School of Management Audit Manager, KPMG Taiwan LAN-JAI CPAs FIRM Chartered Accountants Independent Director of MAJOR POWER TECHNOLOGY CO., LTD. Independent Directors of JESPER CO., LTD.	The independent directors of the company are all in compliance with item 1 of Article 3 of the "Measures for the Appointment of Independent Directors of Publicly Issued Companies and Matters to be Followed", and during the two years before the election and during their tenure, they meet the following independence evaluation conditions: (1) Not an employee of the company or its affiliated enterprises. (2) Not a director or supervisor of the company or its affiliated enterprises. (3) Natural person shareholders who are not themselves and their spouses, minor children, or others who hold more than 1% of the company's total issued shares or hold the top ten shares. (4) Spouses, relatives within the second degree, or direct blood relatives within the third degree of the managers listed in (1) or persons listed in (2) and (3). (5) Directors of corporate shareholders who do not directly hold more than 5% of the company's total issued shares, are the top five shareholders, or designate representatives to serve as company directors or supervisors in accordance with Article 27, Item 1 or Item 2 of the Company Law, supervisor or employee. (6) Directors, supervisors, or employees of other companies controlled by the same person as the directors of the company or more than half of the shares with voting rights. (7) Directors (directors), supervisors (supervisors) or employees of other companies or organizations who are not the same person or spouse as the chairman, general manager or equivalent of the company. (8) Directors (directors), supervisors (supervisors), managers, or shareholders holding more than 5% of the shares of specific companies or institutions that have financial or business dealings with the company. (9) Non-professionals, sole proprietorships, partnerships, companies or institutions that provide auditing for companies or affiliated companies or receive accumulative remuneration in the last two years that does not exceed NTS500,000 in business, legal, financial, accounting and other related services Business owners, partners, directors (council members), supervisors (supervisors), managers and their spouses. However, this does not apply to members of the Remuneration Committee, the Public Offer Review Committee, or the Special Committee on Mergers and Acquisitions who perform their duties in accordance with the Securities and Exchange Act or the Enterprise Merger and Acquisition Act. (10) Does not have a spouse or relative within the second degree of relationship with other directors. (11) None of the circumstances specified in Article 30 of the Company Act. (12) Article 27 of the Company Law does not stipulate that the government, legal person or its representative shall be elected.	2
Independent Director	WAN, QI-CHAO	Master/PhD in Chemical Engineering from Columbia University, USA. Bachelor of Department of Chemistry, National Taiwan University Emeritus Professor, Department of Chemical Engineering, National Tsing Hua University Secretary General of K.T. Li Foundation for Development of Science and Technology.		0
Independent Director	YANG, JIA-CHENG	Ph.D. in Chemical Engineering, National Tsing Hua University Director of HIGH PERFORMANCE SOLUTION LIMITED Director of GREENFILTEC LTD. Director of YIHANG Investment Co., Ltd. Director of JTECHONE Corp. Supervisor of DOCTECH limited Director of E-Tech Advanced Co., Ltd.		0
Independent Director	WU, BANG-HAO	Ph.D. in Chemical Engineering, National Tsing Hua University General Manager of TERASOLAR ENERGY MATERIALS CORP. Director of TERASOLAR ENERGY MATERIALS CORP. Manager of R&D Department of DELSOLAR Co., Ltd.		0

2.1.1.3. Board diversity policy and its implementation:

According to Article 20 of the company's "Corporate Governance Code of Practice", the board of directors as a whole should have the following capabilities:

Operational judgment ability
Accounting and financial analysis ability
Operation and management ability
Crisis handling ability
Industry knowledge
International market outlook
Leadership
Decision-making ability

The current Board of Directors of the Company took office on May 24, 2023, and consists of 9 directors, including 4 independent directors and 5 non-independent directors. Among them, CHEN, KUO-CHIN, CHEN, YEN-HENG, CHEN, MIN-HSIUNG and CHEN, CHIU-HUNG are relatives within the second degree of kinship but are not independent directors; the percentage of directors with employee status is 44%, the percentage of independent directors is 44%, the percentage of female directors is 22%, and the term of office of independent directors has not exceeded 3 consecutive terms

On September 17, 2025, one of the directors was automatically removed from office because he transferred more than half of the number of company shares he held at the time of his election. It is expected that the vacancy will be filled and the number of female seats will be increased in the board election in May 2026 to reach one-third of the seats for each gender.

March 29, 2026

Director Name	Basic Component	Diversified Core Projects
Country of Citizenship	Gender	Employee Status
CHEN,KUO-CHIN	R.O.C.	male
CHEN,YEN-HENG	R.O.C.	male
CHEN,MIN-HSIUNG	R.O.C.	male
ZOU,XU-SHENG (Note 1)	R.O.C.	male
CHEN,CHIU-HUNG	R.O.C.	female
HUANG, PEI-HUA	R.O.C.	female
WAN,QI-CHAO	R.O.C.	male
YANG,IIA-CHENG	R.O.C.	male
WU,BANG-HAO	R.O.C.	male

Note 1: Directors of CHEN, CHIU-HUNG are employees of 100% subsidiary-Persee Chemical Co., Ltd.
Note 2: ZOU,XU-SHENG was the representative of CDIB Capital Group, a corporate director, and was automatically removed from office on September 17, 2025.

The specific management objectives and achievement status of the diversity policy of the board of directors are as follows:

Management Objectives	Achievement
The number of independent directors exceeds one-third of the number of directors	Achieve
Board members include at least one female director	Achieve
The term of office of independent directors does not exceed 3 terms	Achieve
Sufficient and diverse professional knowledge and skills	Achieve

March 29, 2026; unit: share

2.1.2. Information about the President, Vice President, assistant Vice President, department heads and branches:

Title	Country of Citizenship	Name	Gender	Election (assignment) date	hold shares		Shares held by spouse and minor children		Holding shares in the name of others		Major experience	Currently working part-time in other companies	Managers with a relationship within he spouse or within the second degree			Remark
					Quantity	%	Quantity	%	Quantity	%			Title	Name	relation
Chairman / Chief Engineer of concurrently in charge of the Production Technology Division	R.O.C.	CHEN, KUO-CHIN	Male	1989/10/23	6,000,000	8.58%	-	-	-	-	Department of Chemical Engineering, National Taiwan University Founder of AMIA CO., LTD.	Director of YIO-YEN ENTERPRISE CO., LTD. Director of BARKO INDUSTRIES CO., LTD. Vice Chairman of GOLD PARTNER ENTERPRISES (KUNSHAN) CO., LTD. Director of BAEK SUK IND CO., LTD.	Associate President	CHEN,MIN-HSIUNG
CHEN,YEN-HENG	Brother
Father and son	-
President and Convener of the Sustainability Committee	R.O.C.	CHEN, YEN-HENG	Male	2002/4/1	14,767,000	21.11%	-	-	-	-	Ph.D. in Chemical Engineering, National Tsing Hua Universit Lecturer of TPCA Academy Committee	Chairman of BARKO Industries Co., Ltd.	Chairman	CHEN, KUO-CHIN	Father and son
Vice President, Head of Treasurer and Accounting, Head of Corporate Governance	R.O.C.	HUANG, YU-HSIEN	Male	2011/7/5	0	0.00%	-	-	-	-	Master of International Finance, National Taipei University Manager of Accounting Department of LiteOn Technology Co., Ltd. Head of Finance and Accounting dept. of Pihsiang Industrial Co., Ltd Acting Spokesperson Taiwan Resource Recycling Industry Association Member of the Fifth and Sixth Council	Director of GOLD PARTNER ENTERPRISES (KUNSHAN) CO., LTD.	-	-	-	-
Assistant Vice President of Administrative & Management Division	R.O.C.	CHEN, MIN-HSIUNG	Male	2012/8/10	4,001,000	5.72%	1,000,000	1.43%			Technical Specialist of Taipower Corporation Founding Chairman of Taiwan Resource Recycling Industries Association Member of The Formosa Association of Resource Recycling Honorary Chairman of Taiwan Resource Recycling Industries Association	Chairman of AMIA (HUIYANG) CO., LTD	Chairman	CHEN, KUO-CHIN	Brother	-
Assistant Manager of General Manager's Office	R.O.C.	LU, SHU-QING	Female	2000/5/8	0	0.00%	-	-	-	-	Yunlin University of Science and Technology Second Technology Enterprise Management Manager of China Probe Shanghai Branch	-	-	-	-	-

Title	Country of Citizenship	Name	Gender	Election (assignment) date	hold shares		Shares held by spouse and minor children		Holding shares in the name of others		Major experience	Currently working part-time in other companies	Managers with a relationship within he spouse or within the second degree			Remark
					Quantity	%	Quantity	%	Quantity	%			Title	Name	relation
Audit manager	R.O.C.	ZHOU, CHANG-E	Female	2011/3/17	2,000	0.00%	-	-	-	-	Ming Chuan Chamber of Commerce Department Special Assistant to the General Manager of Happy Cement Internal Auditor (CIA/QIA)	-	-	-	-	-
Assistant Vice President of 1st.sales dept.	R.O.C.	JIA YANG, CHENG-ZHI	Male	2022/4/13	23,000	0.03%	18,000	0.03%	-	-	Department of Engineering Management, Qingyun University of Science and Technology	-	-	-	-	-

2.1.3. When the general manager or equivalent (top manager) is the same person as the chairman of the board, or is their spouse or a first-degree relative, the reasons, rationale, necessity, and corresponding measures should be disclosed:

The chairman of the board of directors graduated from the Department of Chemical Engineering of National Taiwan University and has rich industrial experience. He is very familiar with the company's growth trajectory and operating conditions. In addition to the factor of inheritance from generation to generation, the general manager has a doctorate in Chemical Engineering, National Tsing Hua Universit. His academic experience meets the needs of the company's development and he has a strong understanding of specialty chemicals. The product and waste liquid recycling business has been helpful. Currently, more than half of the directors do not concurrently serve as employees, and the number of independent directors has increased from 3 to 4.

2.2. Remuneration paid to directors, general manager and deputy general manager in the most recent year:
2.2.1. Remuneration of general directors and independent directors (individual disclosure of names and remuneration methods)

Unit: NT$ thousand

Job title	Name	Remuneration to directors	Sum of A+B+C+D and ratio to net income (Note 10)	Remuneration received by directors for concurrent service as an employee	Sum of A+B+C+D+E+F+G and ratio to net income	Remuneration received from investor enterprises other than subsidiaries or from the parent company
Base compensation (A) (Note 1)	Retirement pay and pension (B)	Director profit-sharing compensation (C) (Note 2)	Expenses and perquisites (D) (Note 3)	Salary, rewards, and special disbursements (E) (Note 4)	Retirement pay and pension (F)	Employee profit-sharing compensation (G) (Note 5)
The Company	All consolidated entities	The Company	All consolidated entities	The Company	All consolidated entities	The Company
Chairman	CHEN, KUO-CHIN	0	0	0	0	940
0.67%	0.67%	3.91%	3.91%
Director	CHEN, YEN-HENG	0	0	0	0	300
0.23%	0.23%	3.69%	4.90%
Director	CHEN, MIN-HSIUNG	0	0	0	0	220
0.17%	0.17%	1.44%	1.44%
Director	CDIB Capital Group Representative ZOU,XU-SHENG (Note 9)	0	0	0	0	0
0.02%	0.02%	0.02%	0.02%
Director	CHEN, CHIU-HUNG	0	0	0	0	220
0.17%	0.17%	0.26%	1.29%
Independent Director	HUANG, PEI-HUA	0	0	0	0	300
0.24%	0.24%	0.24%	0.24%
Independent Director	WAN, QI-CHAO	0	0	0	0	300
0.24%	0.24%	0.24%	0.24%
Independent Director	WU, BANG-HAO	0	0	0	0	300
0.24%	0.24%	0.24%	0.24%
Independent Director	YANG, JIA-CHENG	0	0	0	0	300
0.24%	0.24%	0.24%	0.24%
Total	0	0	0	0	2,880	2,880
2.22%	2.22%	10.28%	12.52%

Note 1: This refers to director base compensation in the most recent fiscal year (including director salary, duty allowances, severance pay, and various rewards and incentives, etc.).

Note 2: The remuneration for directors is NT$2,880 thousand approved by the Remuneration Committee on February 24, 2026 before the 2026 Shareholders' Meeting. Directors' remuneration and employee remuneration are calculated based on the proposed figure for the estimated distribution amount.

Note 3: This refers to director expenses and perquisites in the most recent fiscal year (including travel expenses, special disbursements, stipends of any kind, and provision of facilities such as accommodations or vehicles, etc.).

Note 4: This includes any remuneration received by a director for concurrent service as an employee in the most recent year (including concurrent service as general manager, assistant general manager, other managerial officer, or non-managerial employee) including salary, duty allowances, severance pay, rewards, incentives, travel expenses, special disbursements, and stipends of any kind, etc.

Note 5: Refers to the directors and employees (including general manager, deputy general manager, other managers and employees) who received employee remuneration (proposed amount) (including stock and cash) in the most recent year.

Note 6: Disclose the total amount of remuneration in each category paid to the directors of the Company by all companies in the consolidated financial report (including the Company).

Note 7: Net income means the net income after tax on the parent company only or individual financial report for the most recent fiscal year.

Note 8: Disclose the amount of remuneration received by the directors of the company from the reinvestment business outside the subsidiary or from the parent company. Remuneration refers to the remuneration, remuneration (including remuneration of employees, directors and supervisors) and business execution expenses received by the directors of the company as directors, supervisors or managers of the subsidiary's investment business outside the subsidiary or the parent company, etc.: None.

Note 9: Corporate Director - CDIB Capital Group was automatically removed from office on September 17, 2025, due to the transfer of more than half of the company shares it held at the time of its election.

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2.2.2. President and Vice President's remuneration (individual disclosure of name and remuneration method)

Unit: NT$ thousand

Title	Name	Salary (A)		retirement pension (B)		Bonuses and special expenses, etc. C		Employee Compensation (D)				The ratio of the total amount of A, B, C, D, etc. to the after-tax net profit %
		The Company	All consolidated entities	The Company	All consolidated entities	The Company	All consolidated entities	The Company		All consolidated entities
								Cash	Stock	Cash	Stock	The Company	All consolidated entities
Chairman	CHEN, KUO-CHIN	2,428	2,428	0	0	700	700	2,215	0	2,215	0	5,343
3,46%	5,343
3,46%	0
President	CHEN, YEN-HENG	3,000	4,283	108	108	1,150	1,596	532	0	532	0	4,790
3,10%	6,519
4,22%	0
Vice President	HUANG, YU-HSIEN	1,680	1,811	103	103	576	843	626	0	626	0	2,985
1,93%	3,383
2,19%	0
Total		7,108	8,522	211	211	2,426	3,139	3,373	0	3,373	0	13,118
8,49%	15,245
9,86%	0

Note: The employee remuneration in the above table for 2025 has not been actually distributed as of the date of publication of the annual report. It is disclosed based on the proposed distribution and will be unconditionally rounded down if it is less than NT$ 1,000.

2.2.3. The remuneration of the top five top executives of listed OTC companies (individually disclose names and remuneration methods)

Unit: NT$ thousand

Title	Name	Salary (A)		Retirement pension (B)		Bonuses and special expenses, etc. (C)		Employee Compensation (D)				The ratio of the total amount of A, B, C, D, etc. to the after-tax net profit %	Receipt of remuneration from reinvestment business outside the subsidiary or parent company
		The Company	All consolidated entities	The Company	All consolidated entities	The Company	All consolidated entities	The Company		All consolidated entities
								Cash	Stock	Cash	Stock	The Company		All consolidated entities
President	CHEN, YEN-HENG	3,000	4,248	108	108	1,449	1,969	518	0	518	0	5,075	6,843	0
												3,46%	4,67%
Chairman	CHEN, KUO-CHIN	2,428	2,428	0	0	982	982	1,342	0	1,342	0	4,752	4,752	0
												3,24%	3,24%
Vice President	CHEN, GUO-TANG	1,788	2,667	0	0	277	971	244	0	244	0	2,309	3,882	0
												1,57%	2,65%
Vice President	HUANG, YU-HSIEN	1,680	1,807	103	103	725	1,007	439	0	439	0	2,947	3,356	0
												2,01%	2,29%
Assistant Vice President	LU, SHU-QING	1,441	1,441	87	87	308	308	165	0	165	0	2,001	2,001	0
												1,36%	1,36%
Subtotal	10,337	12,591	298	298	3,741	5,237	2,708	0	2,708	0	17,084	20,834	0
											11,65%	14,21%

Note 1: The 2025 employee remuneration in the above table has not been actually distributed as of the date of publication of the annual report. It is disclosed based on the proposed distribution and will be unconditionally rounded down if it is less than NT$ 1,000.
Note 2: CHEN, GUO-TANG is appointed by the company as the person in charge of an overseas subsidiary, so it is not included in the remuneration table of "2.2.2. Remuneration of President and Vice President".

The name of the manager who distributes employee remuneration and the distribution situation:

March 29, 2026
Unit: NT$ thousand

	Title	Name	Cash amount	Total	Proportion of total amount to net profit after tax (%)
Manager	Chairman and in charge of Production Technology Department	CHEN, KUO-CHIN	1,342	1,342	0.92%
	President Head of R&D Also Business Manager Convenor of the Sustainability Committee	CHEN, YEN-HENG	518	518	0.35%
	Vice President, Financial Supervisor, Accounting Supervisor and Corporate Governance Supervisor	HUANG, YU-HSIEN	439	439	0.30%
	Assistant Vice President of Administration and management Division	CHEN, MIN-HSIUNG	110	110	0.08%
	Assistant Manager of General Manager's Office	LU, SHU-QING	165	165	0.11%
	Assistant Vice President of 1st sales department.	JIA YANG, CHENG-ZHI	195	195	0.13%
	Audit Manager	ZHOU, CHANG-E	61	61	0.04%

Note: This is the amount of employee remuneration (including stocks and cash) proposed for distribution by the Board of Directors on February 24, 2026. As of the date of publication of the annual report, it has not been actually distributed. It is disclosed based on the proposed distribution figure, and the amount below NT$1,000 is unconditionally discarded. Net profit after tax of NT$146,645 thousand refers to the net profit after tax of the most recent year. For those that have adopted International Financial Reporting Standards, net profit after tax refers to the net profit after tax of the most recent year's individual financial report.

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2.2.4. Comparing and explaining the ratio of the total amount of remuneration paid to the company's directors, general manager and deputy general managers in the last two years by the company and all companies in the consolidated statement to the after-tax net profit of individual or individual financial reports, and explaining the payment remuneration Policies, standards and combinations, procedures for determining remuneration, and their relevance to business performance and future risks:

2.2.4.1. Paid to directors, general managers and deputy general managers in the last two years to the net profit after tax:

Unit: NT$ thousand, %

Remuneration Category / Year	2025		2024		Increase (decrease) ratio
	The Company	All consolidated entities	The Company	All consolidated entities	The Company	All consolidated entities
Total directors' remuneration	15,070	18,358	16,664	20,232	-9.57%	-9.26%
total directors' remuneration to net profit after tax	10.28%	12.52%	10.78%	13.09%
Total remuneration for President and Vice President	12,774	14,951	13,118	15,245	-2.62%	-1.93%
The ratio of the total remuneration of the President and Vice President to the after-tax net profit	8.71%	10.20%	8.49%	9.86%
Net profit after tax	154,549		89,292		-5.11%

2.2.4.2. The policy, standard and combination of payment of remuneration, the procedure of setting remuneration, and the correlation with business performance and future risks:

2.2.4.2.1. Policy, standard and combination of payment of remuneration, procedures for setting remuneration:

2.2.4.2.1.1. Directors: The remuneration of the directors of the company shall be determined in accordance with the company's articles of association.

2.2.4.2.1.2. President and Vice President: The salary structure of the general manager and deputy general manager of the company includes salary and bonus, etc., which are determined according to their contribution, qualifications, operating performance and responsibilities and with reference to industry standards. The company's policy of remuneration for the general manager and deputy general manager and the procedure for setting the remuneration have a positive correlation with business performance.

2.2.4.2.2. Correlation with business performance and future risks:

The remuneration of the company's directors, general manager and deputy general manager is based on the consideration of the company's operating performance, the risk of future industry fluctuations, and the operational risks, transaction risks, and financial risks that the company may face in its future operations.

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2.3. Implementation of Corporate Governance:

2.3.1. Information on the operation of the board of directors:

The Board of Directors held a total of 6 meetings in 2025 (A). The current Board of Directors held an election on May 24, 2023. The attendance of directors is as follows:

Title	Name	Actual number of (column) seats (B)	Actual attendance rate [B / A]	Remark
Chairman	CHEN, KUO-CHIN	6	100%	-
Director	CHEN,YEN-HENG	6	100%	-
Director	CHEN, MIN-HSIUNG	6	100%	-
Director	CHEN, CHIU-HUNG	6	100%	-
Director	CDIB Capital Group Representative : ZOU, XU-SHENG	5	100%	(Note 1)
Independent Director	HUANG, PEI-HUA	6	100%	-
Independent Director	WAN,QI-CHAO	6	100%	-
Independent Director	YANG, JIA-CHENG	6	100%	-
Independent Director	WU,BANG-HAO	6	100%	-

Note 1 : Corporate Director - CDIB Capital Group was automatically removed on September 17, 2025.

Other matters to be recorded:

2.3.1.1. If any of the following situations occurs in the operation of the board of directors, the date, period, content of the proposal, opinions of all independent directors, and the company's handling of the opinions of independent directors shall be stated:

2.3.1.1.1. Items listed in Article 14-3 of the Securities and Exchange Act:

As the Company has established an Audit Committee, no reporting is required. For relevant information, please refer to the Operation of the Audit Committee in this Annual Report.

2.3.1.1.2. In addition to the above-mentioned matters, other resolutions of the board of directors that have been opposed or reserved by independent directors and have records or written statements: None.

2.3.1.2. The implementation of directors' recusal of interest-related proposals, the director's name, content of the proposal, reasons for recusal of interests, and participation in voting should be stated: None

2.3.1.3. The implementation of the performance evaluation of the board of directors and functional committees:

Board of Directors' Evaluation and Implementation
Evaluation cycle	An internal performance evaluation is conducted at least once a year, and an external professional independent organization or a team of external experts and scholars conducts an evaluation at least once every three years.
Evaluation period	Internal performance evaluation of the Board: January 1, 2025 to December 31, 2025. External performance evaluation of the Board of Directors: January 1, 2023 to November 30, 2024.

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Board of Directors' Evaluation and Implementation
Scope of assessment	Internal performance evaluation includes: the overall board, individual board members and functional committees.
The scope of the assessment by the external professional independent organization is the governance and operational effectiveness assessment of the board of directors.
Evaluation method	Internal self-evaluation by the board, self-evaluation by board members, peer assessment, appointment of external professional organizations or experts, or other appropriate methods.
Evaluation Content	(I) Contents of the board of directors' performance evaluation:
1. Degree of participation in company operations
2. Improve the quality of board decision-making
3. Composition and structure of the board of directors
4. Election and Continuing Education of Directors
5. Internal Control

(II) Contents of self-performance evaluation of directors:
1. Understanding of company goals and tasks
2. Awareness of directors' responsibilities
3. Degree of participation in company operations
4. Internal relationship management and communication
5. Professional and Continuing Education of Directors
6. Internal Control

(III) Contents of Audit Committee Performance Evaluation:
1. Degree of participation in company operations
2. Recognition of the Audit Committee’s Responsibilities
3. Improve the quality of audit committee decision-making
4. Composition of the Audit Committee and selection of its members
5. Internal Control

(IV) Contents of the performance evaluation of the Remuneration Committee:
1. Degree of participation in company operations
2. Recognition of the Remuneration Committee’s Responsibilities
3. Improve the quality of decision-making of the compensation committee
4. Composition of the Remuneration Committee and selection of its members | | |
| Evaluation results (internal) | The results of this Board performance evaluation were submitted to the Board and functional committee reports on January 30, 2026. | | |
| | (I) Items to be measured and scoring results for the board of directors' performance evaluation: | | |
| | Five aspects | Evaluation Project | Rating results |
| | A. Degree of participation in company operations | 12 | 4.70 |
| | B. Improve the quality of board decision-making | 12 | 4.78 |
| | C. Composition and structure of the board of directors | 7 | 4.79 |
| | D. Election and Continuing Education of Directors | 7 | 4.68 |
| | E. Internal Control | 7 | 4.79 |
| Total | 45 | 4.75 | |

Board of Directors' Evaluation and Implementation

(II) Measurement items and scoring results of board members' self-performance evaluation

Six aspects	Evaluation Project	Rating results
A. Understanding of company goals and tasks	3	4.83
B. Awareness of directors’ responsibilities	3	4.83
C. Degree of participation in company operations	8	4.67
D. Internal relationship management and communication	3	4.71
E. Professional and Continuing Education of Directors	3	4.71
F. Internal Control	3	4.83
Total	23	4.76

(III) Audit Committee Performance Evaluation Measurement Items and Scoring Results

Five aspects	Evaluation Project	Rating results
A. Degree of participation in company operations	4	4.81
B. Recognition of the Audit Committee’s Responsibilities	5	4.65
C. Improve the quality of audit committee decision-making	7	4.64
D. Composition of the Audit Committee and selection of its members	3	4.75
E. Internal Control	3	4.50
Total	22	4.67

(IV) Compensation Committee Performance Evaluation Measurement Items and Scoring Results

Four aspects	Evaluation Project	Rating results
A. Degree of participation in company operations	4	4.50
B. Recognition of the Remuneration Committee’s Responsibilities	5	4.13
C. Improve the quality of decision-making of the compensation committee	7	4.29
D. Composition of the Remuneration Committee and selection of its members	3	4.22
Total	19	4.29

Areas for improvement: Of the original nine directors on the current board, one director was automatically removed from office on September 17, 2025, due to transferring more than half of the company shares he held at the time of his election. The remaining four independent directors and two female directors are expected to fill the vacancies and increase the number of female directors in the board election in May 2026, so that each gender has one-third of the seats.

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2.3.1.4. Evaluation of the goals and implementation status of strengthening the functions of the board of directors in the current year and the most recent year:

For the Company's goals and implementation status of strengthening the functions of the Board of Directors in the current year and the most recent year, please refer to the "Operation of the Audit Committee", "Operation of the Corporate Governance and Differences from the Corporate Governance Code of Practice for Listed and OTC Companies and Reasons for Differences", and "Composition and Operation of the Remuneration Committee" in the "Corporate Governance Operation" section of this annual report.

The Company's 2025 board of directors operations are still appropriate, and important information will be announced or released in a timely manner in accordance with the regulations of the competent authorities.

21 -

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2.3.2. Operation of the Audit Committee:

In June 2014, the Company's Board of Directors approved the establishment of an Audit Committee, which is composed of all independent directors. The committee meets at least once a quarter and may hold meetings at any time as needed. The annual work priorities include overseeing the appropriate presentation of the company's financial statements, the selection (dismissal) and independence and performance of the certifying accountants, the effective implementation of the company's internal control, the company's compliance with relevant laws and regulations, and the control of the company's existing or potential risks.

The Audit Committee held 5 meetings in 2025 (A), and the attendance of independent directors was as follows:

Title	Name	Actual attendance (B)	Actual attendance (B/A)	Remark
Independent Director (Convener)	HUANG, PEI-HUA	5	100%	None
Independent Director (Member)	WAN, QI-CHAO	5	100%
Independent Director (Member)	YANG, JIA-CHENG	5	100%
Independent Director (Member)	WU, BANG-HAO	5	100%

Other matters to be recorded:

2.3.2.1. If the operation of the Audit Committee involves any of the following circumstances, the date and period of the Audit Committee meeting, the content of the proposals, the objections, reservations or major suggestions of the independent directors, the resolution of the Audit Committee and the company's handling of the Audit Committee's opinions shall be stated:

At each quarterly audit committee meeting, the CPA will present a report on the audit or review results of the quarterly or annual financial report, including any significant findings during the audit or review, as well as communication on legislation or changes to relevant laws and regulations.

2.3.2.1.1. Matters listed in Article 14-5 of the Securities and Exchange Act:

Summary of important proposals	Independent Directors' Opinions	Resolution	The company's handling of the audit committee's opinions
The 11th Audit Committee of the 4th Session (2025/1/14)
(1) Independence and Competence Assessment of the CPA Appointed for 2025
(2) Promulgation of the “Regulations on the Pre-approval Review of CPAs Providing Non-Confidential Services”
(3) The Company’s accounting firm fee proposal for 2025
(4) The Company’s 2026 Financial Budget
(5) Amendment to the Company’s Articles of Association
(6) Amendment to the Company’s "Board of Directors Performance Evaluation Method"	None	The Chairman consulted with all the attending members and after discussion, all members approved the proposal without objection and sent it to the Board of Directors for resolution.	The Chairman of the Board consulted with all the directors present and passed the resolution without objection.
The 12th Audit Committee of the 4th Session (2025/2/27)

Summary of important proposals	Independent Directors' Opinions	Resolution	The company's handling of the audit committee's opinions
(1) The company's 2024 annual business report and financial statements
(2) Proposal on profit distribution for 2024
(3) Issuance of the 2024 "Internal Control System Statement"	None	The Chairman consulted with all the attending members and after discussion, all members approved the proposal without objection and sent it to the Board of Directors for resolution.	The Chairman of the Board consulted with all the directors present and passed the resolution without objection.
The 13th Audit Committee of the 4th Session (2025/4/25)
(1) The Company's consolidated financial statements for the first quarter of 2025	None	The Chairman consulted with all the attending members and after discussion, all members approved the proposal without objection and sent it to the Board of Directors for resolution.	The Chairman of the Board consulted with all the directors present and passed the resolution without objection.
The 14th Audit Committee of the 4th Session (2025/7/31)
(1) The Company's consolidated financial statements for the second quarter of 2025
(2) The Company's intends to apply for a forward exchange transaction quota from Mega Bank.	None	The Chairman consulted with all the attending members and after discussion, all members approved the proposal without objection and sent it to the Board of Directors for resolution.	The Chairman of the Board consulted with all the directors present and passed the resolution without objection.
The 15th Audit Committee of the 4th Session (2025/10/31)
(1) The Company's consolidated financial statements for the third quarter of 2025
(2) The Company's 2026 audit plan
(3) Amendment to the Company's "Procedures for Acquiring or Disposing of Assets"
(4) Amendment to the Company's "Code of Practice for Sustainable Development"
(5) Amendment to the Company's "Internal Control and Audit System - Payroll Cycle"	None	The Chairman consulted with all the attending members and after discussion, all members approved the proposal without objection and sent it to the Board of Directors for resolution.	The Chairman of the Board consulted with all the directors present and passed the resolution without objection.
The 16th Audit Committee of the 4th Session (2026/1/30)
(1) Independence and Competence Assessment of the CPA Appointed for 2026
(2) Promulgation of the “Regulations on the Pre-approval Review of CPAs Providing Non-Confidential Services”
(3) The Company's accounting firm fee proposal for 2026
(4) The Company's 2026 Financial Budget
(5) Amendment to certain provisions of the company's "Internal Control and Audit System - Payroll Cycle"	None	The Chairman consulted with all the attending members and after discussion, all members approved the proposal without objection and sent it to the Board of Directors for resolution.	The Chairman of the Board consulted with all the directors present and passed the resolution without objection.

Summary of important proposals	Independent Directors' Opinions	Resolution	The company's handling of the audit committee's opinions
The 17th Audit Committee of the 4th Session (2026/2/24)
(1) The Company's 2025 annual business report and financial statements
(2) Proposal on profit distribution for 2025
(3) Issuance of the 2025 "Internal Control System Statement"
(4) Our company intends to issue the first domestic unsecured convertible corporate bond	None	The Chairman consulted with all the attending members and after discussion, all members approved the proposal without objection and sent it to the Board of Directors for resolution.	The Chairman of the Board consulted with all the directors present and passed the resolution without objection.

2.3.2.1.2. Except for the above-mentioned matters, other resolutions that have not been approved by the Audit Committee and approved by more than two-thirds of all directors: None.

2.3.2.2. The independent director's implementation of the recusal of the proposal of interest should state the name of the independent director, the content of the proposal, the reason for the recusal of the interest, and the participation in voting: no such case.

2.3.2.3. Communication between independent directors, internal audit supervisors and accountants:

2.3.2.3.1. Communicate with the independent board of directors through the audit committee or by email:

2.3.2.3.1.1. The audit supervisor shall report the implementation results of the annual audit plan to the Audit Committee and the Board of Directors on a quarterly basis.

2.3.2.3.1.2. The audit supervisor reports to the Audit Committee the findings of each audit and the improvement of tracking deficiencies.

2.3.2.3.1.3. The audit supervisor reports to the audit committee and the board of directors the new and revised internal control systems, audit implementation rules and related management measures formulated and revised in accordance with relevant securities laws and regulations.

2.3.2.3.1.4. The audit supervisor shall report the implementation and results of the annual internal control self-inspection to the audit committee and the board of directors and issue a statement of internal control.

2.3.2.3.1.5. At the quarterly audit committee meeting, certified accountants report on the results of the quarterly or annual financial report audit or review, including major findings during the audit or review, as well as legislation or changes in relevant laws and regulations matters to communicate.

2.3.2.3.2. Summary of previous communications between independent directors and audit supervisors:

The Company's Audit Committee is composed of all independent directors. It reports and communicates with independent directors on important audit matters and audit results of the Company and its domestic and overseas subsidiaries. The reporting and communication methods are as follows:

The audit supervisor communicates through the Audit Committee on a quarterly basis.
The audit supervisor submits audit reports and follow-up reports to the audit committee for review from time to time. If the audit committee has any doubts, the audit supervisor will explain them in person or via email.
Individual communication matters:

(1) 2025/09/01 Independent Director HUANG, PEI-HUA : The salary cycle - the definition of frontline employees is incorporated into the internal control system. (Resolution: Passed without objection.)

(2) 2025/09/23 YANG, JIA-CHENG, Independent Director: Safety and Hygiene Management Operations - Working Paper Instructions. (Resolution: Passed without objection.)

(3) 2025/10/15 WU, BANG-HAO Independent Director: Supervision and management of subsidiaries - Strengthen inventory management. (Resolution: Passed without objection.)

(4) 2025/10/15 YANG, JIA-CHENG, Independent Director: Customer complaint handling procedures and verification.

(Resolution: Passed without objection.)

(5) 2025/11/25 Independent Director HUANG, PEI-HUA : Supervision and management of subsidiaries - follow-up work.

(Resolution: Passed without objection.)

2.3.2.3.3. Summary of previous communications between accountants and audit supervisors:
2.3.2.3.3.1. Communicate with the accountant on a quarterly basis or before the audit committee and the board of directors.
2.3.2.3.3.2. Communication between independent directors and internal audit supervisors and accountants:

Date	Attendees	Communication matters	Result
2025/01/14Audit Committee	Independent Director:HUANG,PEI-HUA WAN,QI-CHAO YANG,JIA-CHENG WU, BANG-HAOAccountant:Tseng,Chien-Ming	Report on the results of internal audit business execution in the fourth quarter of 2024.Amendment to the Company's "Board of Directors Performance Evaluation Method".	Approved without objection
2025/02/27Audit Committee	Independent Director:HUANG,PEI-HUA WAN,QI-CHAO YANG,JIA-CHENG WU, BANG-HAOAccountant:Tseng,Chien-Ming	Report on the audit of the consolidated and individual financial reports for 2024.Discuss the "Internal Control System Statement" case.	Approved without objection
2025/04/25Audit Committee	Independent Director:HUANG,PEI-HUA WAN,QI-CHAO YANG,JIA-CHENG WU, BANG-HAOAccountant:Tseng,Chien-Ming	Report on the results of internal audit business execution in the first quarter of 2025.Discuss the review of the consolidated financial statements for the first quarter of 2025.	Approved without objection
2025/07/31Audit Committee	Independent Director:HUANG,PEI-HUA WAN,QI-CHAO YANG,JIA-CHENG WU, BANG-HAOAccountant:Tseng,Chien-Ming	Report on the results of internal audit business execution in the second quarter of 2025.Discuss the review of the consolidated financial statements for the second quarter of 2025.Apply for a forward foreign exchange transaction quota from Mega Bank.	Approved without objection
2025/10/31Audit Committee	Independent Director:HUANG,PEI-HUA WAN,QI-CHAO YANG,JIA-CHENG WU, BANG-HAOAccountant:Tseng,Chien-Ming	Report on the results of internal audit business execution in the third quarter of 2025.Discuss the review of the consolidated financial statements for the third quarter of 2025.Discuss the 2026 audit plan.Amendment to the Company's "Procedures for Acquiring or Disposing of Assets"Amendment to the Company's "Code of Practice for Sustainable Development"Amendment to the Company's "Internal Control and Audit System - Payroll Cycle"	Approved without objection

2.3.3. The operation of corporate governance and the differences and reasons for the corporate governance practices of listed companies and OTC companies:

Evaluation Items	Operating situation			Differences from the Governance Code of Practice for Listed OTC Companies and Reasons
	Yes	No	Summary Description
1. Has the company formulated and disclosed the code of corporate governance practice in accordance with the Code of Practice for Corporate Governance of Listed OTC Companies?	●		The Company has established a "Corporate Governance Code of Practice" through a resolution of the Board of Directors and has disclosed it on the Public Information Observatory and the Company's website.	Comply with the Code of Practice on Corporate Governance.
2. The company's shareholding structure and shareholders' equity
(1) Has the company established internal operating procedures to deal with shareholders' suggestions, doubts, disputes and litigation matters, and implemented them in accordance with the procedures?	●		The company has a spokesperson and a deputy spokesperson, and has set up a stakeholder feedback and communication mailbox mechanism disclosed on the company website. Letters will be submitted to the mailboxes of the company's independent directors and audit supervisor at the same time, and the company will handle them in accordance with relevant operating procedures.	Comply with the Code of Practice on Corporate Governance.
(2) Does the company have a list of the major shareholders who actually control the company and the ultimate controllers of the major shareholders?	●		The Company obtains information about shareholders through the shareholder register on the date of suspension of transfer and shareholders holding more than 5% of the Company's total shares regularly report changes in the number of shares held to the Company. The Company does not have a major shareholder that actually controls the Company. The list of the top ten shareholders of the company is disclosed in the annual report and the company website (URL: https://www.persee.com.tw).	Comply with the Code of Practice on Corporate Governance.
(3) Has the company established and implemented risk control and firewall mechanisms with affiliated companies?	●		The Company has passed resolutions of the shareholders' meeting to establish the "Procedures for Acquisition or Disposal of Assets", "Management Measures for Funds Lending to Others", "Management Measures for Endorsement and Guarantee", and the board of directors has passed resolutions to establish the "Operation Standards for Financial Business between Related Parties", and has set up internal control operation processes such as "Related Party Transaction Management Operations" and "Supervision and Management of Subsidiaries" in accordance with the law to establish relevant risk control and firewall mechanisms.	Comply with the Code of Practice on Corporate Governance.
(4) Has the company formulated internal regulations to prohibit company insiders from using unpublished information on the market to buy and sell securities?	●		The board of directors of the company has passed a resolution to establish the "Corporate Integrity Management Code", "Integrity Management Operating Procedures and Behavior Guidelines" and "Management of Prevention of Insider Trading and Internal Important Information Processing Operating Procedures", which clearly stipulate that directors, managers and employees shall not disclose important internal information known to others, shall not inquire about or collect important internal information of the company that is not related to their personal duties from people who know the company's important internal information, and shall not disclose to others the company's undisclosed important internal	Comply with the Code of Practice on Corporate Governance.

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Evaluation Items	Operating situation			Differences from the Governance Code of Practice for Listed OTC Companies and Reasons
	Yes	No	Summary Description
			information that is not known due to business execution.

The Company regulates insiders’ access to the Company’s financial reports or related performance contents. Directors are prohibited from trading their stocks during the closed period of thirty days prior to the announcement of the annual financial report and fifteen days prior to the announcement of each quarterly financial report. | |
| 3. Composition and Responsibilities of the Board of Directors | | | | |
| (1) Has the board of directors formulated a diversity policy, specific management objectives and implemented them? | ● | | The Company’s Board of Directors has passed a resolution to establish a "Corporate Governance Code of Practice", which stipulates that the composition of the Board of Directors should take into account diversity, and select directors who have the knowledge, skills and qualities necessary to perform their duties based on their professional background, professional skills and industry experience, which will be beneficial to the overall development and operation of the Company, and implement the specific management goal that directors who also serve as company managers should not exceed half of the board seats. | Comply with the Code of Practice on Corporate Governance. |
| (2) In addition to setting up the salary and remuneration committee and the audit committee according to law, has the company voluntarily set up various other functional committees? | ● | | On January 14, 2025, the Company’s Board of Directors approved the establishment of a "Sustainability Committee". For relevant responsibilities, please refer to "Promoting Sustainable Development Implementation and Differences and Reasons from the Sustainability Best Practice Guidelines for Listed and OTC Companies" in this annual report. | Comply with the Code of Practice on Corporate Governance. |
| (3) Has the company formulated the performance evaluation method and evaluation method of the board of directors, conducts performance evaluation every year and regularly, and submits the results of the performance evaluation to the board of directors, and uses it as a reference for the salary of individual directors and nomination for renewal? | ● | | The Company has adopted the “Board of Directors Performance Evaluation Method” through the resolution of the Board of Directors, and the evaluation method is implemented once a year. The 2025 performance evaluation results have been submitted to the Audit Committee and the Board of Directors on January 30, 2026 as a reference for the continuous strengthening of the Board of Directors’ functions and disclosed on the Company’s website. Please refer to the “Board of Directors’ Operations” section of this annual report. | Comply with the Code of Practice on Corporate Governance. |
| (4) Does the company regularly assess the independence of certified accountants? | ● | | The Company’s Audit Committee evaluates the independence and suitability of its certified public accountants every year. In addition to requiring the certified public accountants to provide a "Statement of Independence" and "Audit Quality Indicators (AQIs)", the committee also conducts evaluations based on its standards and 13 AQI indicators. It has been confirmed that the accountant and the company have no other financial interests and business relationships except for the fees for visas and financial and tax cases, and that the | Comply with the Code of Practice on Corporate Governance. |

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Evaluation Items	Operating situation			Differences from the Governance Code of Practice for Listed OTC Companies and Reasons
	Yes	No	Summary Description
			accountant's family members do not violate the independence requirements. With reference to the AQIs indicator information, it has been confirmed that the accountant and the firm have better audit experience and training hours than the industry average.

The results of the two most recent annual assessments were discussed by the Audit Committee on January 14, 2025 and January 30, 2026, respectively, and submitted to the Board of Directors for approval of the independence and suitability assessments of the accountants. The important items of relevant assessment are listed in detail in Note 1. | |
| 4. Whether the listed OTC company has a competent and appropriate number of corporate governance personnel, and designates a corporate governance supervisor to be responsible for corporate governance-related affairs (including but not limited to providing directors and supervisors with information required to perform business, assisting directors and supervisors to comply with Laws and regulations, handling matters related to meetings of the board of directors and shareholders' meetings according to law, making minutes of board of directors and shareholders' meetings, etc.)? | ● | | The company has established and appointed Deputy General Manager HUANG YU-HSIEN as the first Director of Corporate Governance by the resolution of the Board of Directors on November 12, 2021. His main duties are as follows:
1. Develop and plan appropriate corporate systems and organizational structures to promote the independence of the board of directors, corporate transparency and compliance with laws and regulations, and the implementation of internal audits and controls.
2. Report to the Board of Directors, directors and functional committees on the company’s corporate governance operations and confirm whether the company’s shareholders’ meetings and board meetings are held in compliance with relevant laws and corporate governance codes.
3. The board of directors shall consult with all directors to plan and prepare the agenda before the meeting, and notify all directors to attend at least 7 days in advance, and provide sufficient meeting materials to help directors understand the content of relevant topics; if the content of the topic is related to the stakeholders and should be appropriately avoided, the stakeholders will be reminded in advance.
4. Register the date of the shareholders' meeting every year according to the legal deadline, prepare and submit the meeting notice, meeting manual and meeting minutes before the deadline, and handle it after the amendment of the articles of association or the re-election of directors.
5. After the meetings of the Board of Directors and the Shareholders, the Board of Directors shall be responsible for reviewing the release of important information of the important resolutions of the Board of Directors, ensuring the legality and accuracy of the contents of the re-information, so as to ensure the equality of investors' trading information.
6. Report to the Board of Directors on the latest developments in laws and regulations related to the company’s business areas and corporate governance. | Compliance with the Code of Practice on Corporate Governance. |

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Evaluation Items	Operating situation
	Yes	No	Summary Description
			7. Plan the annual training plan and arrange courses for directors based on the company's industry characteristics and the directors' academic and experience background.
8. Provide the company information required by the directors and maintain smooth communication and exchange between the directors and heads of various departments.
9. Assist in arranging meetings between independent directors and internal audit supervisors or certifying accountants to understand the company's financial operations.
10. Other matters stipulated in the company's articles of association or contract.
11. The total number of study hours in 2025 is 15 hours, and the details of the study are as follows 2.

Corporate governance operation status in 2025:
1. Report the company's governance operations to the board of directors, directors and audit committee, and confirm that the company's shareholders' meetings and board meetings are held in compliance with relevant laws and corporate governance codes.
2. Draft the meeting agenda for the Board of Directors and the Audit Committee, and prepare meeting materials; consult with all directors before the Board of Directors to plan and draft the agenda, send a meeting notice by email 7 days in advance, and provide sufficient meeting materials to assist directors in understanding the content of the relevant topics; if the content of the topic is related to stakeholders, remind the stakeholders to avoid the interest before the meeting. In 2025, 6 Board of Directors meetings and 5 Audit Committee meetings were held. For details of the above meetings, please refer to the Company's website.
3. After the board of directors and shareholders' meetings, they are responsible for reviewing the release of important information of the important resolutions of the board of directors, ensuring the legality and accuracy of the content of the re-information, and protecting the equality of investors' trading information.
4. Report to the Board of Directors on the latest developments in laws and regulations related to the company's operating areas and corporate governance.
5. Provide the company information required by the directors and assist the directors and department heads to interact and communicate smoothly.
6. Register the date of the shareholders' meeting in accordance with the legal deadline (the date of the 2025 shareholders' meeting is May 27), and complete the convening of the shareholders' meeting within the deadline specified by the competent authority.
7. Arrange 6 hours of training courses for directors.
8. The independent directors communicate and exchange views with the internal audit supervisor and the certifying accountant before the audit committee meeting. The | |

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Evaluation Items	Operating situation
	Yes	No	Summary Description
			content and summary of the communication are detailed on the company's website.
9. The Board of Directors will complete its self-assessment of performance in December 2025 and report the assessment results to the Board of Directors on January 30, 2026.
5. Whether the company has established communication channels with stakeholders (including but not limited to shareholders, employees, customers, suppliers, etc.), set up a special area for stakeholders on the company website, and properly responded to the important corporate social concerns of stakeholders Responsibility issue?	●		In addition to the shareholders' meeting held every year, the company has a special area for investors and shareholders on the company's website to disclose relevant information and has a "feedback and exchange" to handle replies by dedicated personnel.

The agreement between labor and management is based on the Labor Standards Act, and regular labor-management meetings are held. Employees can communicate at any time through employee mailboxes, orally or by email, maintaining smooth communication between the company and employees.

Stakeholders can get real-time information about the company's operations and communication through the public information observation station and the company's website.

The company has a spokesperson and acting spokesperson as the company's external communication channels. | Comply with the Code of Practice on Corporate Governance. |
| 6. Has the company appointed a professional stock affairs agency to handle the affairs of the shareholders meeting? | ● | | The company appointed China Trust's Stock Affairs Agency Department to assist in handling the affairs of the shareholders' meeting. | Comply with the Code of Practice on Corporate Governance. |
| 7. Information Disclosure | | | | |
| (1) Does the company set up a website to disclose financial business and corporate governance information? | ● | | Company website : https://www.persee.com.tw/
The Company has disclosed information related to financial business and corporate governance in the "Stakeholders" and "Sustainable ESG" sections of the Company's website.

Investors can also query relevant information through the public information observatory. | Comply with the Code of Practice on Corporate Governance. |
| (2) Does the company adopt other methods of information disclosure (such as setting up an English website, appointing a special person to be responsible for the collection and disclosure of company information, implementing the spokesperson system, placing the company website during the legal person briefing session, etc.)? | ● | | The company has a dedicated person responsible for the disclosure of public information observation stations and company websites; and has implemented a spokesperson system, with one spokesperson and one acting spokesperson, and discloses relevant information.

The complete video link information of the invited corporate briefing is disclosed on the "Stakeholders" section of our company's website. | Comply with the Code of Practice on Corporate Governance. |

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Evaluation Items	Operating situation			Differences from the Governance Code of Practice for Listed OTC Companies and Reasons
	Yes	No	Summary Description
(3) Does the company announce and file the annual financial report within two months after the end of the fiscal year, and announce and file the first, second, and third quarter financial reports and the operating conditions of each month before the prescribed deadline?	●		The 2025 annual consolidated and individual financial reports, and the first, second and third quarter consolidated financial reports have all been approved by the Audit Committee, submitted to the Board of Directors for discussion and approval, and announced and reported within the prescribed time limit, and have been handled in accordance with the regulations.	Comply with the Code of Practice on Corporate Governance.
8. Whether the company has other important information that is helpful to understand the operation of corporate governance (including but not limited to employee rights, employee care, investor relations, supplier relations, rights of interested parties, training of directors and supervisors, The implementation of risk management policies and risk measurement standards, the implementation of customer policies, the company’s purchase of liability insurance for directors and supervisors, etc.)?	●		1. Employee Rights: Our company has complied with the Labor Standards Act. For other employee welfare measures, retirement system, further education and other employee rights, please refer to "4.5. Labor-Management Relations" in our annual report.
2. Employee Care: The Company regularly cares for its employees through various channels and has set up an employee feedback mailbox at [email protected]. Please refer to "4.5. Labor-Management Relations" in the Company's annual report.
3. Investor relations: The Company convenes shareholders' meetings every year in accordance with the law, giving shareholders the opportunity to ask questions and make proposals, and has a spokesperson system to handle suggestions or doubts raised by shareholders. The Company also handles information disclosure matters in accordance with the regulations of the competent authorities and provides investors with reference.
4. Supplier relations: The company takes the internal control system "Purchase and Payment Cycle" and "Purchase Control Procedure" as the basic basis, and adheres to the principle of integrity. After comparing the price, quality, delivery time and payment terms, the company selects appropriate suppliers and establishes long-term good cooperative relations with suppliers.
5. Rights of interested parties: All operations are handled in accordance with the company's operating regulations, and cooperative manufacturers perform in accordance with the contract to safeguard the legitimate rights and interests of both parties. No related lawsuits have occurred so far.
6. Details of directors’ further education in 2025: see Note 3 for details.
7. Implementation of risk management policies and risk measurement standards: For the Company’s relevant risk management policies, organizational structure, and related risk control operations, please refer to “5.6. Risk Issues and Assessments” in the Company’s annual report.
8. The company purchases liability insurance for directors: see Note 4 for details.	Comply with the Code of Practice on Corporate Governance.
9. Please explain the improvement of the corporate governance evaluation results released by the Corporate Governance Center of Taiwan Stock Exchange Corporation in the most recent year, and propose priority enhancements and measures for those that have not improved:

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Evaluation Items	Operating situation
	Yes	No	Summary Description
9.1. Improved items:
9.1.1. The audit committee and the compensation committee will disclose the professional qualifications and experience of their members, their annual work priorities, and their operational status.
9.1.2. The company’s sustainability report discloses relevant ESG information with reference to SASB guidelines.
9.1.3. Upload the English version of the annual shareholders’ meeting 16 days before the regular shareholders’ meeting.
9.1.4. The data reveals the water consumption and total weight of waste over the past two years.
9.1.5. The company has established policies for reducing water consumption and other waste, including reduction targets, implementation measures, and achievement status.
9.1.6. The company has established an environmental management system and discloses its implementation status on the company website, annual report or sustainability report.
9.1.7. In accordance with the Climate-Related Financial Disclosure Request (TCFD) framework, the company discloses information regarding its governance, strategies, risk management, metrics, and objectives related to climate-related risks and opportunities.
9.1.8. A sustainability committee at the board level is established, consisting of three members who possess professional knowledge and skills in corporate sustainability, with one member being a director who participates in supervision.
9.2. Things that have not yet been improved are listed as priorities:
9.2.1. Referencing international human rights conventions, formulate policies to protect human rights and disclose the content of these policies and the responsible authorities.
9.2.2. The company’s sustainability report has been verified by a third party.
9.2.3. Establish a dedicated (or part-time) unit to promote honest business practices among enterprises, responsible for formulating and supervising the implementation of honest business policies and preventative measures.
9.2.4. Establish a dedicated (or part-time) unit to promote sustainable development, conduct risk assessments on environmental, social, or corporate governance issues related to the company’s operations based on the principle of materiality, and formulate relevant risk management policies or strategies.
9.2.5. The employee turnover rate over the past two years is disclosed by gender and age, and the trends and reasons for these changes are explained.

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Note 1: Accountant Independence and Competence Assessment Form:

(1) Basic Information

Firm name	Deloitte & Touche Taipei, Taiwan Republic of China
Accountant name	Tseng,Chien-Ming
Wang,Pan-Fa
Professional qualifications	Financial Supervisory Commission Approval No. Jin Guan Zheng Shen Zi No. 1100356048
Financial Supervisory Commission Approval No. Jin Guan Zheng Shen Zi No. 1100356048

(2) Evaluation content

Item	Evaluation Project	Evaluation results	Whether it meets the independence
1	Whether the accountant has direct or significant indirect financial interests in the company	No	Yes
2	Whether the accountant has any financing or guarantee activities with the company or its directors	No	Yes
3	Whether the accountant has a close business relationship or potential employment relationship with the company	No	Yes
4	Whether the accountant and his/her audit team members currently or in the past two years have served as directors, managers or other positions that have a significant impact on the audit work of the company	No	Yes
5	Does the accountant provide non-audit services to the company that may directly affect the audit work?	No	Yes
6	Does the accountant have any agency in the issuance of stocks or other securities by the company?	No	Yes
7	Does the accountant serve as the company's defense attorney or coordinate conflicts between the company and other third parties?	No	Yes
8	Whether the accountant has any family relationship with the company's directors, managers or persons who have a significant impact on the audit case	No	Yes

(3) Audit quality indicator evaluation criteria

Five dimensions	AQI Index	Measuring focus	Evaluation results	Whether independence and competence are met
Professionalism	Verification Experience	Whether accountants and auditors at the manager level and above have sufficient audit experience to perform audit work.	Yes	Yes
	Training hours	Whether CPAs and auditors at the manager level and above receive adequate education and training each year to continuously acquire professional knowledge and skills.	Yes	Yes
	Turnover	Whether the firm maintains sufficient experienced human resources.	Yes	Yes
	Professional Support	Whether the firm has sufficient professional personnel (such as evaluators) to support the audit team.	Yes	Yes
Quality Control	Accountant Load	Whether the accountant's workload is too heavy, including the number of public companies for which he serves as the lead underwriter or the proportion of the accountant's available working hours.	No	Yes
	Check input	Check whether the team members have made appropriate efforts at each stage of the review.	Yes	Yes
	Case Quality Control Review (EQCR)	EQCR Whether the accountant devotes sufficient time to perform the review of the audit case.	Yes	Yes
	Quality control support capabilities	Whether the firm has sufficient quality control personnel to support the audit team.	Yes	Yes
Independence	Public expenses for non-audit services	The proportion of public fees charged by the firm and its affiliated businesses for non-audit services to its audit clients and affiliated groups, and its impact on independence.	No	Yes
	Customer familiarity	The impact of the cumulative number of years the firm has provided audit services for visa clients' financial reports on its independence.	No	Yes
Supervision	External inspection deficiencies and penalties	Whether the firm's quality control and audit cases are carried out in accordance with relevant laws and standards.	Yes	Yes
	The competent authority sent a letter to improve	Whether the firm's quality control and audit cases are carried out in accordance with relevant laws and standards.	Yes	Yes
Innovation	Innovative plans or initiatives	The accounting firm's commitment to improving audit quality, including the accounting firm's innovation capabilities and planning.	Yes	Yes

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(4) Evaluation results

The Company obtained 13 audit quality indicators (AQIs) information and independence statements provided by Deloitte & Touche Taipei, Taiwan Republic of China to evaluate the certifying accountants appointed for the 2026 financial statements. After evaluation, it was found that both Accountant Tseng, Chien-Ming and Accountant Wang, Pan-Fa met the Company's independence and suitability standards, had no violations of independence, and were qualified to serve as the Company's certifying accountants.

Note 2: 2025 training schedule for the head of corporate governance:

Study date	Organizer	Course Title	Hours
2025.07.09	Taiwan Stock Exchange Corporation	2025 Cathay Sustainable Finance and Climate Change Summit Forum	6
2025.08.22	Chinese National Association of Industry and Commerce	2025 Taishin Shin Kong Net Zero Summit Forum	3
2025.10.31	Chinese Corporate Governance Association	Intelligent Transformation of Internal Control and Internal Audit in the AI Era	3
		Analysis of International IFRS Sustainable Disclosure Standards and Corresponding Corporate Response Strategies	3

Note 3: Directors' further education in 2024:

Title	Name	Study date	Organizer	Course Title	Hours
Independent Director	HUANG,PEI-HUA	2025.10.31	Chinese Corporate Governance Association	Intelligent Transformation of Internal Control and Internal Audit in the AI Era	3
				Analysis of International IFRS Sustainable Disclosure Standards and Corresponding Corporate Response Strategies	3
Independent Director	WAN,QI-CHAO	2025.10.31	Chinese Corporate Governance Association	Intelligent Transformation of Internal Control and Internal Audit in the AI Era	3
				Analysis of International IFRS Sustainable Disclosure Standards and Corresponding Corporate Response Strategies	3
Independent Director	YANG,JIA-CHENG	2025.10.31	Chinese Corporate Governance Association	Intelligent Transformation of Internal Control and Internal Audit in the AI Era	3
				Analysis of International IFRS Sustainable Disclosure Standards and Corresponding Corporate Response Strategies	3
Independent Director	WU,BANG-HAO	2025.10.31	Chinese Corporate Governance Association	Intelligent Transformation of Internal Control and Internal Audit in the AI Era	3
				Analysis of International IFRS Sustainable Disclosure Standards and Corresponding Corporate Response Strategies	3

Note 4: Circumstances where the company purchases liability insurance for directors:

Insured Persons	Insurance companies	Insurance period	Insurance status	Amount insured
All directors and supervisors	Mingtai Insurance CO.,LTD	Start: December 2, 2024	Renewal	US$5,000,000
		Until: December 2, 2025
All directors and supervisors	Mingtai Insurance CO.,LTD	Start: December 2, 2025	Renewal	US$5,000,000
		Until: December 2, 2026

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2.3.4. Composition and operation of the Remuneration Committee:

The Board of Directors of our company has established a remuneration committee and its organizational charter in accordance with the "Regulations on the Establishment and Exercise of Powers of Remuneration Committees of Companies Listed or Traded on Securities Exchanges" and appointed independent director Mr. Wu Banghao as the convener and chairman of the meeting. The charter clearly states that the committee should exercise the care of a good manager, faithfully perform its duties, and submit its recommendations to the Board of Directors for discussion.

2.3.4.1. The Remuneration Committee shall perform its duties in accordance with the following principles:

2.3.4.1.1. Ensure that the company's salary and remuneration arrangements comply with relevant laws and regulations and are sufficient to attract outstanding talents.

2.3.4.1.2. The performance evaluation and remuneration of directors and managers should refer to the normal level of payment in the same industry, and take into account the individual's performance evaluation results, the time invested, the responsibilities assumed, the achievement of personal goals, the performance of other positions, the remuneration given to people in the same position by the company in recent years, and the reasonableness of the relationship between individual performance and the company's operating performance and future risks based on the achievement of the company's short-term and long-term business goals and the company's financial status.

2.3.4.1.3. Directors and managers should not be led to engage in activities that exceed the company's risk appetite in pursuit of salary compensation.

2.3.4.1.4. The proportion of short-term performance-based remuneration for directors and senior managers and the payment time of some variable salary compensation should be determined based on the characteristics of the industry and the nature of the company's business.

2.3.4.1.5. The content and amount of the remuneration of directors and managers should be determined with consideration of their rationality. The decision on the remuneration of directors, supervisors and managers should not be significantly inconsistent with the financial performance. If there is a significant decline in profits or long-term losses, their remuneration should not be higher than that of the previous year. If it is still higher than that of the previous year, a rationale should be disclosed in the annual report and reported at the shareholders' meeting.

2.3.4.1.6. Members of this committee shall not participate in discussions or votes regarding their personal salary and remuneration.

2.3.4.2. Information on members of the Remuneration Committee

March 29, 2026

Separate	Name	Professional qualifications and experience	Independence situation	The number of members of the remuneration committee of other publicly issued companies
Independent Director (Convener)	WU,BANG-HAO	(Note 1)	0
Independent Director	WAN,QI-CHAO			0
Independent Director	YANG,JIA-CHENG			0

Note 1: For professional qualifications, experience and independence, please refer to “2.1.1.2. Independent directors’ independence information disclosure”.

Each member complies with the provisions of Article 3 of the "Regulations for the Appointment of Independent Directors of Public Offering Companies and Matters to Be Followed" during the two years before the election and during their tenure.

Note 2: The company's board of directors will be re-elected on May 24, 2023. The members of the Salary and Remuneration Committee will be appointed by the board of directors, and their terms will be the same as the expiration date of the term of the board of directors.

2.3.4.3. Information on the operation of the Remuneration Committee
2.3.4.3.1. The company's Remuneration Committee has 3 members.
2.3.4.3.2. Term of office of this committee: May 24, 2023 to May 23, 2026
2.3.4.3.3. Attendance: The Company's Compensation Committee held three meetings in 2025, with an average attendance rate of 100%. The attendance of the members is as follows:

Title	Name	Actual attendance	Actual attendance rate (%)	Remark
Convener	WU,BANG-HAO	3	100 %	None
Member	WAN,QI-CHAO	3	100 %	None
Member	YANG,JIA-CHENG	3	100 %	None

2.3.4.3.4. The company's salary and remuneration committee held meetings, reviewed and evaluated the company's salary and remuneration information in the past year as follows:

Remuneration Committee	Contents of the proposal	Resolution results	The company's handling of the opinions of the Remuneration Committee
2025/1/14	2024 Year-end Bonus Payment for Key Managers of the Company	All members of the committee agreed to pass	The board of directors shall approve the proposal with the consent of all directors present.
2025/2/27	The Company’s 2024 Employee and Director Compensation Plan
2025/5/27	The Company's 2024 Directors and Key Managers' Compensation Plan
2026/1/30	2025 Year-end Bonus Payment for Key Managers of the Company

2.3.4.3.5. Other matters to be recorded:
2.3.4.3.5.1. If the board of directors does not adopt or amend the suggestion of the salary and compensation committee, it shall state the date, period, content of the proposal, the result of the resolution of the board of directors, and the company's handling of the opinions of the salary and compensation committee (for example, the salary and compensation passed by the board of directors is better than the recommendation of the salary and compensation committee), the circumstances and reasons for the difference shall be described):
No such thing.
2.3.4.3.5.2. For the resolutions of the salary and compensation committee, if members have objections or reservations and there are records or written statements, the date, period, content of the proposal, all members' opinions and the handling of members' opinions shall be stated:
No such thing.

2.3.5. Implementation of promotion of sustainable development and differences with the code of practice for sustainable development of listed OTC companies and reasons:

2.3.5.1. The company is a resource recycling industry, and resources are relatively rare and precious in the world. Through the company's technological process, the amount of mining can be reduced. It also has patented processing capabilities to reduce the possible environmental pollution of copper and tin-containing waste liquid.

2.3.5.2. The company provides equal employment opportunities to workers in need. There is no gender or racial discrimination in hiring employees. It pays more attention to the safety and health of employees and provides employees with a comfortable and safe working environment.

2.3.5.3. Fulfillment of social responsibilities:

Promote the project	Execution situation	Differences and Reasons for Differences from the Code of Practice for Sustainable Development of Listed OTC Companies
Yes	No	Summary description
1. Has the company established a governance structure to promote sustainable development, has set up a full-time (part-time) unit to promote sustainable development, and has the board of directors authorize the senior management to handle it, and the supervision situation of the board of directors?	●
Group	Grouping task
Corporate Governance Team	Responsible for ensuring compliance with corporate governance laws, establishing reasonable compensation policies and employee performance appraisal systems, providing education and training, and establishing stakeholder communication mechanisms to achieve the company's goal of sustainable development.
Sustainable Environment Group	Sustainable Environment Group	Responsible for environmental management systems, compliance with environmental laws and international standards, assessment of sustainable transformation,

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Promote the project	Execution situation
	Yes	No	Summary description
				improvement of resource utilization, climate change response mechanisms, and the establishment of dedicated environmental management units or personnel to achieve the goal of environmental sustainability.
			Social Welfare Group	Responsible for human rights management policies and procedures, compliance with human rights laws and international standards, establishing internal and external communication among all members of the organization (such as employees, subsidiaries, joint ventures, etc.) and key members of the value chain, assessing relevant risks and management mechanisms, and promoting community and cultural development to achieve the goal of sustainable operation.
			Sustainability Information Disclosure Team	Responsible for sustainability information management policies, complying with relevant laws and international standards on sustainability information disclosure, and fully disclosing relevant and reliable sustainability information to enhance sustainability information transparency.
			The Sustainability Committee will meet at least once a year to report to the Board on the results of sustainability implementation and future work plans. In fiscal year 2025, it will report to the Board on the progress of the Sustainability Report on July 31 and October 31, respectively, and discuss regulatory trends to be considered in its subsequent preparation, for a total of two meetings.
2. Does the company conduct risk assessments on environmental, social and corporate governance issues related to the company's operations in accordance with the principle of materiality, and formulate relevant risk management policies or strategies?	●		The scope of our company's current risk assessment and environmental issues (such as greenhouse gas inventory) is centered on the five locations across all factories and the head office of the parent company.

Regarding our subsidiaries, a transformation management plan has been initiated, with the identification and registration of emission sources for all subsidiaries expected to be completed by Q2 2026, and third-party external verification planned for Q4 2026. | | No difference. |

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Promote the project	Execution situation			Differences and Reasons for Differences from the Code of Practice for Sustainable Development of Listed OTC Companies
	Yes	No	Summary description
			Our company has established a comprehensive mechanism for identifying material issues based on GRI guidelines and SASB industry standards. During the assessment process, we proactively communicate with stakeholders such as customers, employees, and suppliers, collecting their concerns through questionnaires. Subsequently, the "Sustainability Team" holds project meetings, using a risk matrix to cross-analyze "stakeholder concern" and "impact on company operations." The assessment results are ultimately submitted to the General Manager's Office or the Board of Directors for approval, ensuring consistency between management direction and business strategy.
3. Environmental Issues:
(1) Has the company established a suitable environmental management system according to its industrial characteristics?	●		In terms of environmental management system, ISO9001, ISO14001, OHSAS18001 have been established, and sewage treatment, air pollution prevention and control equipment update and maintenance, legal application and approval of operation permit, air pollution fee payment, waste removal and reuse, environmental protection The dedicated personnel, etc., have been established for many years and are operating normally, and continue to fulfill their due environmental protection and social responsibilities.	No difference.
(2) Is the company committed to improving energy efficiency and using recycled materials with low impact on the environment?	●		The company implemented precise energy-saving management in the office area of our Dayuan plant, replacing the original central air conditioning system with high-efficiency inverter air conditioners, totaling 8 units. Power data feedback shows an average monthly saving of approximately 300-500 kWh of electricity, effectively improving energy efficiency.

Low-carbon transportation transformation: For mobile pollution sources within the plant area and during waste collection operations, our company has implemented an "Old Vehicle Replacement Project." We are proactively phasing out older, high-energy-consuming, low-emission waste collection vehicles and replacing them with low-carbon, environmentally friendly vehicles that meet Phase VI emission standards. By 2025, we plan to replace 4 vehicles with 4 new Phase VI vehicles.

Core business and achievements of our policy using recycled materials with | No difference. |

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Promote the project	Execution situation
	Yes	No	Summary description
			low environmental impact: As a legal waste recycling organization, our core policy is "waste resource recovery." Through professional processing, we transform received waste into high-value reusable products (such as recycled metals and recycled chemicals), reducing the environmental impact of virgin mineral mining.
(3) Has the company assessed the current and future potential risks and opportunities of climate change for the enterprise, and taken relevant countermeasures?	•		1. Potential Climate Change Risks and Countermeasures
Physical Risk:
Risk Description: Extreme weather events (such as heavy rainfall and flooding) may lead to factory shutdowns or disruptions to waste disposal logistics.

Countermeasures: Regularly maintain factory drainage facilities and conduct emergency drills to ensure operational resilience.

Transition Risk:
Risk Description: Stricter regulatory requirements (such as carbon fees and higher energy efficiency standards) may increase operating costs.

Countermeasures: Equipment Upgrade – Replace office central air conditioning with a high-efficiency inverter system.

Green Logistics – Initiate a project to replace aging waste disposal vehicles with new, low-emission vehicles to improve fuel efficiency and reduce Scope 1 direct emissions.

Potential Climate Change Opportunities
Resource Efficiency and Circular Economy:
Opportunity Description: Global supply chains are pursuing carbon reduction, leading to a significant increase in demand for "recycled products."

Assessment Result: As a recycling organization, our company produces recycled products through waste resource recovery technologies.

Specific actions include: Continuously investing in R&D to optimize | No difference. |

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Promote the project	Execution situation				Differences and Reasons for Differences from the Code of Practice for Sustainable Development of Listed OTC Companies
	Yes	No	Summary description
			recycling processes, improve material recycling rates, and help customers reduce environmental impact, thereby expanding market competitiveness and green revenue.

Assessment Results and Financial Impact Forecast
The company assesses the long-term impact of climate change on operating costs by regularly monitoring greenhouse gas emissions (with 2023 as the base year).

Through energy efficiency improvements and vehicle replacement, it is expected that by 2026, the company can effectively mitigate the financial risks caused by fluctuations in electricity and oil prices and achieve its phased carbon reduction targets. | | |
| (4) Has the company made statistics on greenhouse gas emissions, water consumption and total waste weight in the past two years, and formulated policies for greenhouse gas reduction, water consumption reduction or other waste management? | | ● | 1. Greenhouse gas emissions (unit: tons CO2e)

Year 2023 2024
Category 1 882.7633 871.4075
Category 2 9,893.3980 11,555.2702
Category 3 165.0349 183.1499
Sum 10,941.1962 12,609.8276

The above figures represent greenhouse gas emissions for the previous two years, and the plan to introduce solar energy is expected to be implemented by 2026.

Annual water consumption statistics (unit: kWh)

Year 2023 2024
Water consumption 29,725 24,041

Waste quantity statistics (unit: tons)

Year 2023 2024
Non-harmful 236.62 233.23

The company not produce hazardous waste. | | A dedicated unit has been set up in accordance with relevant laws and regulations to carry out statistical operations from 2023. |
| 4. Social issues: | | | | | |

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Promote the project	Execution situation			Differences and Reasons for Differences from the Code of Practice for Sustainable Development of Listed OTC Companies
	Yes	No	Summary description
(1) Has the company established relevant management policies and procedures in accordance with relevant laws and international human rights conventions?	●		The company abides by relevant labor laws and regulations and respects the principles of internationally recognized basic labor human rights, and protects the legitimate rights and interests of employees. The publicity of company policies and the understanding of employees' opinions are carried out through open communication between the two parties. In addition, there is also an employee welfare committee, and every employee is entitled to welfare measures.	No difference.
(2) Does the company formulate and implement reasonable employee welfare measures (including salary, vacation and other benefits, etc.), and properly reflect business performance or results in employee compensation?	●		The company has established and implements a comprehensive and reasonable employee welfare system, which includes:

• Salary and Gender Equality: Salaries are determined with reference to the standard of living and industry benchmarks. Salary standards are based on educational background, professional skills, job nature, and job responsibilities, without discrimination based on gender, region, race, or political stance. Currently, female employees account for 18.7% of our staff, and female managers account for 25.6%, concretely implementing workplace gender diversity and equal rights management.

• Working Hours and Leave: We strictly adhere to the working hours and leave system of the Labor Standards Act, and verify and calculate overtime pay and unused leave wages.

• Employee Benefits: The Employee Welfare Committee provides various marriage and funeral allowances, sick leave and injury condolences, holiday and birthday gifts, and travel. Other benefits such as meals, medical care, and regular check-ups are also comprehensive.

• Incentive Mechanism: If there is an annual profit, 1% to 8% is allocated to employee compensation in accordance with the company's articles of association. Year-end bonuses and on-site performance bonuses are also awarded based on operational performance and individual work performance, providing substantial rewards for employee contributions. | No difference. |

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Promote the project	Execution situation			Differences and Reasons for Differences from the Code of Practice for Sustainable Development of Listed OTC Companies
	Yes	No	Summary description
(3) Does the company provide employees with a safe and healthy working environment, and provide employees with regular safety and health education?	•		Our company considers the physical and mental health of our employees as the cornerstone of our corporate sustainability and is committed to creating a zero-hazard safe workplace. We implement environmental protection, occupational safety and health, and professional ethics education through new employee training, and continuously strengthen hazard awareness in accordance with the "Occupational Safety and Health Education and Training Regulations" to prevent occupational accidents from the source.

The implementation results and statistics for 2025 are as follows:

• Comprehensive Health Protection: The annual employee health check-up rate reached 100%. For employees in high-risk operations, in addition to establishing health management files for tiered tracking, we also hired physicians to provide regular on-site services. We implemented occupational disease prevention through one-on-one consultations and suggestions for improving the work environment.

• Occupational Safety Performance:
Major Safety Control: There were no work-related deaths or major injuries in 2025 (0 deaths/injuries), and there were 0 fire accidents.

Occupational Accident Management: There were 2 occupational accidents this year, accounting for 0.91% of the total number of employees (219). The company's improvement measures include employing physicians to provide regular on-site services, offering one-on-one health consultations and suggestions for improving the work environment to prevent chronic and occupational diseases.

The company will continue to promote diverse health promotion activities and implement a safety early warning mechanism to ensure that it achieves its commitment to sound business operations while safeguarding employee well-being. | No difference. |

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Promote the project	Execution situation			Differences and Reasons for Differences from the Code of Practice for Sustainable Development of Listed OTC Companies
	Yes	No	Summary description
(4) Has the company established an effective career development training plan for employees?	●		Based on our business direction and future forward-looking development, our company plans comprehensive vocational training programs, including new employee training, occupational safety and health training, professional advancement training, and managerial training. These programs assist employees in continuous learning and growth through diverse learning methods and incorporate training courses related to corporate ethics to cultivate key competencies. In 2025, a total of 252 employees completed career training, accumulating 2,687 hours.

Our company conducts regular performance appraisals annually, discussing and reviewing individual skill development during performance reviews. We also encourage employee skill development through promotion programs and assist employees in tailoring the best development plans for their needs. | No difference. |
| (5) For issues such as customer health and safety, customer privacy, marketing and labeling of products and services, does the company follow relevant laws and international standards, and formulate relevant consumer or customer rights protection policies and complaint procedures? | ● | | To protect consumer rights, we provide transparent and effective information on products and services, offer dedicated services through a complete and standardized customer complaint process, and have the responsible unit set handling standards and timelines, regularly monitor the effectiveness of implementation, and implement enhanced product service processes, all in accordance with relevant laws and international standards. | No difference. |
| (6) Has the company formulated supplier management policies, requiring suppliers to follow relevant norms on issues such as environmental protection, occupational safety and health, or labor rights, and their implementation? | ● | | The company rigorously selects suppliers, prioritizing those providing qualified green raw materials and products to fulfill its corporate social responsibility.

If a major supplier violates the company's corporate social responsibility policy and has a significant impact on the environment and society, the company will assess whether to terminate or cancel the contract. | No difference. |
| 5. Does the company refer to internationally accepted standards or guidelines for preparing reports, and | | ● | Since 2025, our company has been issuing corporate sustainability reports. The main sustainability themes, strategies, objectives and measures in the reports are prepared in accordance with the requirements of the 2021 edition of | No difference. |

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Promote the project	Execution situation
	Yes	No	Summary description
prepare reports such as sustainability reports that disclose non-financial information of the company? Has the previous disclosure report obtained the confirmation or guarantee opinion of a third-party verification unit?			the Global Reporting Initiative (GRI) Standards for Sustainability Reporting; and are disclosed in accordance with the Sustainability Accounting Standards Board (SASB) standards and the Task Force on Climate-related Financial Disclosures (TCFD) framework.
6. If the company has its own sustainable development code based on the "Code of Practice for Sustainable Development of Listed OTC Companies", please describe the differences between its operation and the established code:

No difference. | | | | |
| 7. Other important information that is helpful to understand the implementation of sustainable development:

(1) Environmental protection: The company actively controls the energy demand of the factory area, and promotes the recycling of packaging materials to reduce environmental pollution and waste of resources, and is committed to promoting the concept of sustainability and fulfilling corporate social responsibilities.

(2) Community participation, social contribution, social service and contribution, etc.:

The company actively participates in regional gatherings and community-related activities, and regularly donates to charities and public welfare organizations.

(2.1.) In order to fulfill corporate social responsibilities and promote the spirit of public welfare, the company launches regular fixed-amount public welfare donations to the " World Peace Association ", a corporate legal person, every month to take the first step in social service, and encourages its employees to actively participate. Taking humanistic care as the starting point, through the promotion and interaction of the support and poverty relief activities of its units and groups, it provides employees and their families with a deeper and more diverse stack of love and care for life.

(2.2) The company regularly maintains active communication and exchanges with the local chiefs and representatives of public opinion in the factory area. Through their feedback information, based on their own hunger and the spirit of giving back to the society, we can give as much as possible to the institutions or weaker ones in need of assistance. Human and financial assistance for group activities and promotion.

(3) Consumer Rights and Interests: The company's products are all subject to comprehensive quality control to ensure that customers are provided with the best service and quality products.

(4) Human rights: The labor relationship of the company is an equal position. The company is honest and respects the performance of each employee at work. Therefore, no labor disputes and other issues have occurred, which fully demonstrates the company's efforts on human rights issues. | | | | |

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Promote the project	Execution situation
	Yes	No	Summary description
(5) Safety and health: The company provides a safe employment environment for employees, which is the responsibility for the life safety of the employees of the enterprise. It does not regularly receive labor safety and health education, disaster prevention training and work safety teaching to avoid occupational disasters and protect employees' lives. Employee safety and health related knowledge.
(6) Invest in energy-saving machinery and equipment: In 2025, the company invested NT$6,407,000 in the Dayuan Plant 1 to build a three-effect environmentally friendly filtration system equipment, which uses waste removal and purification technology to reduce wastewater treatment for chlorine, ammonia, and nitrogen generated in the production process. The trial operation started in April and can reduce carbon emissions by approximately 10 metric tons this year.

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Implementation of Climate-Related Information :

Item	Implementation status
1. Describe the board of directors' and management's oversight and governance of climate-related risks and opportunities.	The Company’s Board of Directors is the highest guiding unit for climate-related risk governance.
In response to various climate changes, the "AMIA Group" greenhouse gas inventory team will be organized and established in 2022. The general manager will serve as the greenhouse gas management representative, and the ISO 14064-1 greenhouse gas inventory will be launched simultaneously. The inventory boundary includes AMIA's production plants and subsidiaries.
Schedule planning and implementation progress will be included in the board of directors' reports on a regular basis.
The first Sustainability Committee was established in 2025 to include climate-related risk factors in the company's ESG (environment, society, and corporate governance) and sustainable development work.
2. Describe how the identified climate risks and opportunities affect the business, strategy, and finances of the business (short, medium, and long term).	AMIA's identification of climate risks and opportunities is mainly based on the company's annual identification of climate risks and opportunities based on different business characteristics, and the "AMIA Group" greenhouse gas inventory team integrates the overall risk and opportunity identification with various departments within the organization. Based on the identified risks and opportunities, response measures and strategies will be formulated based on the duration of the impact and the magnitude of the impact. The impact analysis of climate change risks and opportunities is as follows :
A summary of the 4 risks is as follows:
	Period	Risk	Influence	Countermeasures
	Short term	Extreme climate causes heavy rains, typhoons, floods and droughts	Damage to factory equipment resulted in production interruption and increased operating costs.	Regularly inspect the factory to maintain asset safety and avoid property losses caused by extreme weather that affect operations.
An emergency response team has been established to respond to various crises and adopt more efficient and flexible production models and transportation methods to avoid affecting the company's operations.
	Short and medium term	Extreme weather and heavy rain caused flooding, resulting in loss of factory products	Extreme weather may cause flooding in factories, resulting in business interruption at production sites or loss of finished products in warehouses, and the inability to deliver goods smoothly may affect the company's profit and loss, reduce revenue or cause loss or reduction of assets.	Offices and production plants are renovated and damaged steel plates are replaced to prevent flooding caused by extreme weather and heavy rain.
Regular factory inspections are carried out, and damaged areas are immediately reported for repair and tracked.

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Item	Implementation status
	Medium term	Industrial green energy and environmental protection transformation costs	The transformation may require additional costs or result in lower revenue due to untimely transformation.	Continue to pay attention to changes in relevant regulatory requirements, respond in advance to pay attention to the development of new equipment technology, and evaluate the introduction
	Long	New carbon policies and regulations result in rising operating costs	This will generate additional carbon reduction costs, resulting in reduced profits and affecting company operations.	Continue to pay attention to the trend of international carbon taxes and carbon-related regulations and respond early to facilitate the company's sustainable operations.
	A summary of the 6 opportunities is as follows:
	Period	Risk	Influence	Countermeasures
	Medium term	Production plants improve energy efficiency as a	Improve energy efficiency and reduce operating costs by switching to energy-saving equipment and introducing energy management systems.	Establish an energy management system, actively switch to energy-saving lamps, water-saving equipment and air conditioners, gradually replace them with energy-saving labels, and strengthen the promotion of energy-saving behaviors among employees.
	Medium term	Green Procurement and Supplier Management	Through green procurement and supplier management, we support companies that produce low-carbon, sustainable products and reduce operating costs.	We follow AMIA's "Sustainable Procurement Declaration", "Integrity Business Code", "Integrity Management Operating Procedures and Conduct Guidelines", "Supplier Sustainable Procurement Guide", "Supplier Management Essentials", and continue to use "Integrity Commitment Statement" and "Supplier Sustainable Procurement Terms" regulate suppliers.
	Medium term	Developing recycled product certifications	Recycled products are not certified by third parties, resulting in products that do not meet customer needs and revenue declines.
Take the initiative to develop the recycling product market and improve performance.
Through the development and promotion of low-carbon products and services, we can meet the needs of investors and increase operating income.	Specialty chemicals and products have obtained UL2809 certification for recycled content.
Currently, copper sulfate, copper oxide, sodium chloride, and etching solutions have received certification.

Item	Implementation status
	Long	Develop and promote low-carbon products and services	Take the initiative to develop the recycling product market and improve performance.	Think about introducing the concept of sustainability into existing products, obtain UL2809 recycled material content certification, reduce carbon emissions, meet and increase the proportion of recycled materials in customer products, meet the needs of end customers, and increase orders.
	Long	Negotiate with customers on the concept of sustainable and green consumption	Make good use of AMIA's circular economy cycle production characteristics and service platform to discuss the concept of sustainable and green production with customers through diversified service methods to increase operating income.	By increasing the proportion of recycled product certification, we encourage customers to respond to energy conservation and carbon reduction or make green investments (solar power plants).Actively participate in meetings to understand the content and take positive ESG actions.
	Long	Natural disaster crisis management and early warning actions	Formulate and ensure the effectiveness of adjustment measures to provide stable services for all businesses, enhance customer trust, and reduce operating losses.	The facility is equipped with emergency generators, backup servers, and off-site backup mechanisms. It regularly conducts disaster emergency drills to ensure that equipment and mechanisms can operate normally when a crisis occurs.
3. Describe the financial impact of extreme weather events and transformative actions.	Vulnerability to extreme weather conditions may result in prolonged shutdowns, which could result in loss of revenue. The company has taken steps to strengthen the resilience of its infrastructure, including enhancing the disaster resistance of its facilities and building more resilient supply chains.At the same time, for the transformation actions, the company has planned the following strategies: It is expected to invest in new equipment upgrades and energy-saving technologies in 2025, but the long-term savings in energy costs will help improve profitability. In the face of carbon fees and policies and regulations, the company assesses the carbon fee burden it may face in the future.
4. Describe how climate risk identification, assessment, and management processes are integrated into the overall risk management system.	The company has established a complete risk management organizational structure, policies and management regulations, conducts greenhouse gas inventory, understands and manages the quantification of overall emissions, and identifies the risk scope covering operational risks, legal and compliance risks, and environmental risks (including climate risks).), the considerations include environmental protection (E, Environmental), social responsibility (S, Social) and corporate governance (G, Governance). The company's risk management policy has included environmental risks (including climate risks), which means that the company will further The company's "Greenhouse Gas Inventory Management Procedures" charter stipulates that each responsible department shall carry out risk control and risk management operations, disclose and formulate countermeasures, and conduct regular reviews and relevant functional group management meetings and board of directors reports.

Item	Implementation status
5. If scenario analysis is used to assess resilience to climate change risks, the scenarios, parameters, assumptions, analysis factors and major financial impacts used should be described.	The Company has made reference to the TCFD (TCFD) framework and initially adopted a scenario analysis approach to assess the possible impacts of climate change on operations and finances. In the face of climate change, possible risks include: rising carbon costs, pressure for energy transition, and extreme climate affecting supply stability. The company uses this as a reference for formulating energy-saving and carbon-reduction strategies and introducing renewable energy.
6. If there is a transition plan for managing climate-related risks, describe the content of the plan, and the indicators and targets used to identify and manage physical risks and transition risks.	The Company follows low-carbon operation management indicators and goals, and the achievement of the Group's goals based on greenhouse gas emission reduction (Category 1 and Category 2) is as follows:The timetable and progress of the inventory of greenhouse gas emissions (Category 1 and Category 2) are as follows:
	Schedule	Promote projects	Schedule
	Q3 2022	1. Promote the ISO14064 project: arrange external education and training and convene an internal verification team.2. The parent company identifies and records emission sources.	Completed
	Q4 2022	1. Complete the construction of the parent company's greenhouse gas storage system.2. Various sub-personnel collect greenhouse gas emission coefficients.	Completed
	Q1 2023	Various subsidiaries of the parent company began collecting activity data.	Completed
	Q2 2023	Completed the parent company's 2023 Q1 activity data collection operation.	Completed
	Q3 2023	Completed the parent company's 2023 Q2 activity data collection operation.	Completed
	Q4 2023	Completed the parent company's 2023 Q3 activity data collection operation.	Completed
	Q1 2024	Completed the collection of parent company's Q4 activity data in 2023.	Completed
	Q2 2024	1. Preparation of parent company inventory report.2. Arrange internal verification work of the parent company.	Completed
	Q3 2024	Arrange for an external verification agency to verify the parent company.	Completed
	Q4 2024	1. Obtain the ISO14064 certification from the parent company.2. Promote the ISO14064 project of the subsidiary: arrange external education and training and convene an internal verification team.3. Identification and registration of emission sources of subsidiaries.	Completed
	Q1 2025	Various staff members of the subsidiaries began to collect data on subsidiary activities.	Completed
	Q2 2025	Complete the collection of subsidiary's Q1 2025 activity data.	Completed
	Q3 2025	Complete the collection of subsidiary's 2025 Q2 activity data.	Completed
	Q4 2025	Complete the collection of subsidiary's Q3 2025 activity data.	Completed
	Q1 2026	Complete the collection of subsidiary's Q4 2025 activity data.	Completed
	Q2 2026	1. Preparation of subsidiary inventory report2. Arrange internal verification work for subsidiaries.

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Item	Implementation status
	Q3 2026	Arrange external verification agencies to verify subsidiaries.
The company's three major strategic directions are "updating regulatory compliance", "hardware updating of low-energy-consuming equipment" and "greenhouse gas inventory" to manage various physical risks and transformation risks.
A. Regularly update various climate and environmental emission-related regulations, comply with regulatory requirements, and serve as the basis for the development of corporate transformation plans.
B. Replace hardware equipment with environmentally friendly labels or equipment that reduces energy consumption, and regularly review and eliminate fuel-consuming official transportation vehicles.
C. Complete greenhouse gas inventory according to schedule and plan reduction policies.
7. If internal carbon pricing is used as a planning tool, the basis for setting the price should be stated.	The Company has not yet adopted internal carbon pricing.
8. If climate-related targets have been set, the activities covered, the scope of greenhouse gas emissions, the planning horizon, and the progress achieved each year should be specified. If carbon credits or renewable energy certificates (RECs) are used to achieve relevant targets, the source and quantity of carbon credits or RECs to be offset should be specified	The company has been conducting greenhouse gas inventories since 2022 and has completed emission calculations for a total of 5 locations under the parent company's factories and head office. The first version of the greenhouse gas inventory report will be completed in Q4 2024 for the parent company.
On 2024/08/26, it was certified by BSI and obtained the ISO 14064-1:2018 certification certificate.
The parent company continues to prepare carbon emission inventory reports and obtain verification every year to confirm the effectiveness of carbon reduction.
The identification and registration of carbon emission sources of subsidiaries is expected to be completed in Q2 2026, and external verification is expected to be completed in Q4 2026.
9. Greenhouse gas inventory and confirmation of status and reduction targets, strategies and specific action plans.	Please refer to 1-1 and 1-2 below.

1-1 Greenhouse Gas Inventory and Assurance Status

1-1-1 Greenhouse gas inventory information (specify greenhouse gas emissions (tons CO2e), intensity (tons CO2e/million dollars) and data coverage for the past two years.)

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Basic information of the company ☐ Capital of NT$10 billion or more, iron and steel industry, or cementindustry ☐ Capital of NT$5 billion or more but less than NT$10 billion ■ Capital of less than NT$5 billion	Minimum required disclosure under the SustainableDevelopment Roadmap for TWSE/TPEx Listed Companies: ☐ Inventory for parent company only ☐ Inventory for all consolidated entities ☐ Assurance for parent company only ☐ Assurance for all consolidated entities
Scope 1	Total emissions (Metric tons CO2e)
---	---
Parent	869.9666
Subsidiary	-
Total	869.9666
Scope 2	Total emissions (Metric tons CO2e)
---	---
Parent	9852.3460
Subsidiary	-
Total	9852.3460
Scope 3	Total emissions (Metric tons CO2e)
---	---
Parent	110.1851

Note 1: Direct emissions (Scope 1, directly from emission sources owned or controlled by the company), energy indirect emissions (Scope 2, indirect greenhouse gas emissions from the input of electricity, heat or steam) and other indirect emissions (Scope 3, emissions generated by company activities that are not energy indirect emissions but come from emission sources owned or controlled by other companies).

Note 2: The coverage of direct emissions and energy indirect emissions data shall be handled in accordance with the schedule specified in the order stipulated in Article 10, Paragraph 2 of these Regulations. Other indirect emissions information may be disclosed on a voluntary basis.

Note 3: Greenhouse Gas Inventory Standard: Greenhouse Gas Protocol (GHG Protocol) or ISO 14064-1 issued by the International Organization for Standardization (ISO).

1-1-2 Greenhouse Gas Confirmation Information (State the assurance status for the most recent two years ending on the date of publication of the annual report, including the assurance scope, assurance organization, assurance criteria and assurance opinion.)

Year	2023	2024
Confidence Range	Parent company: AMIA CO., LTD.
It includes Dayuan Plant, Dayuan Plant 1, Haihu Plant, Waste copper liquid treatment plant, and Luzhu Plant.	Parent company: AMIA CO., LTD.
It includes Dayuan Plant, Dayuan Plant 1, Haihu Plant, Waste copper liquid treatment plant, and Luzhu Plant.
Confirmed institution	BSI 30205971	BSI 30205971
The Principle of Certainty	ISO 14064-1	ISO 14064-1
Convinced opinion	Based on the BSI greenhouse gas verification/confirmation procedure, the following are the verification/confirmation conclusions:
1. The corrective and preventive measures proposed for the significant issues have been accepted;
2. The quality of the inventory data complies with the provisions of ISO 14064-1:2018 edition;
3. The assurance level of direct greenhouse gas emissions and indirect greenhouse gas emissions from input energy (Category 1 and Category 2 of ISO 14064-1:2018) in the greenhouse gas inventory	Based on the BSI greenhouse gas verification/confirmation procedure, the following are the verification/confirmation conclusions:
1. The corrective and preventive measures proposed for the significant issues have been accepted;
2. The quality of the inventory data complies with the provisions of ISO 14064-1:2018 edition;
3. The assurance level of direct greenhouse gas emissions and indirect greenhouse gas emissions from input energy (Category 1 and Category 2 of ISO 14064-1:2018) in the greenhouse gas inventory

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Year	2023	2024
	report is the reasonable assurance level, and the conclusions of other indirect greenhouse gas emissions (Category 3 to Category 6) are obtained through the confirmation and agreement procedures.
AMIA CO., LTD. 2023 Inventory Report, 2024-08-26;
AMIA CO., LTD. 2023 Inventory, 2024-08-26:
We are pleased to announce that the results of this greenhouse gas inventory report (excluding the agreement process) are qualified, which fully complies with relevant regulations and greenhouse gas information has been appropriately and correctly disclosed.	report is the reasonable assurance level, and the conclusions of other indirect greenhouse gas emissions (Category 3 to Category 6) are obtained through the confirmation and agreement procedures.
AMIA CO., LTD. 2023 Inventory Report, 2024-08-26;
AMIA CO., LTD. 2023 Inventory, 2024-08-26:
We are pleased to announce that the results of this greenhouse gas inventory report (excluding the agreement process) are qualified, which fully complies with relevant regulations and greenhouse gas information has been appropriately and correctly disclosed.

1-2 Greenhouse gas assurance information (statement of assurance status for the most recent two years as of the date of publication of the annual report, including assurance scope, assurance organization, assurance criteria and assurance opinions.)

In response to global climate change trends and in line with the government's 2050 net zero emissions policy goal, AMIA completed the 2023 greenhouse gas inventory and set medium- and long-term reduction targets and action strategies based on the inventory results, gradually strengthening carbon management and energy conservation measures.

1-2-1 Reduction base year and inventory results

The company uses 2024 as the base year for greenhouse gas emissions and conducts greenhouse gas inventory and third-party verification in accordance with ISO 14064-1. The results are as follows:

Category	Emissions in 2024 (Tonnes CO2e)	Illustrate
Scope 1 (Direct emissions)	871.4075	Stationary and mobile fuel combustion
Scope 2 (Energy Indirect Emissions)	11,555.2702	Factories and offices use outsourced electricity
Scope 3 (Other indirect emissions)	100.8792	Including logistics, transportation, upstream services, etc.
Scope 4 (Other emission categories)	82.2702	Includes specific items such as emissions after using the product
Total	12,609.8276	Estimated based on operating boundaries and activity data

1-2-2 Carbon reduction targets

Period	Reduction target	Relative base year (2023)	Time to reach
Short-term	5% reduction	Reduced to below 10,342.98 tons CO2e	2027
Mid-term	15% reduction	Reduced to below 9,254.24 tons CO2e	2030
Long-term	Achieving Net Zero Emissions	Emission = Absorption/Offset	2050

1-2-3 Carbon reduction strategy and specific action plan

field	Measures	Expected benefits and progress
Energy-saving equipment update	Replace old air compressors and air conditioning systems, and fully introduce LED lighting	Implementation in phases from 2024 to 2025
Smart Energy Management	Evaluate and build a power consumption monitoring system to track high energy consumption hotspots	The first phase of deployment is expected to be completed by the end of 2025
Renewable Energy Procurement	Evaluate and build rooftop solar systems	It is expected that the solar power plant will be built and introduced in 2026
Low carbon education and training	Carry out energy conservation and carbon reduction publicity and education training every year	Continuing to promote, 2 events will be held in 2024

1-2-4 Achievement of reduction targets

2024 is the base year for the company's greenhouse gas reduction target, and related carbon reduction measures will be implemented starting in 2025. In 2025, due to new equipment added to meet business needs, overall electricity consumption and energy consumption will increase, leading to a temporary increase in carbon emissions. Therefore, greenhouse gas emissions for that year are expected to be higher than the base year.

Currently, the 2025 carbon emission data is being compiled and summarized. Confirmation and review reports are expected to be completed in the second quarter of 2026, and adjustments to the short- and medium-term carbon reduction path will be made accordingly.

The company understands that the addition of new equipment will put pressure on short-term carbon emissions, so it has initiated the following response measures:

Evaluate the energy-saving potential of new equipment and introduce variable frequency control and high-efficiency motors.
Starting from 2025, energy-saving improvement projects and solar power plant construction plans will be fully launched.
The company still maintains its original reduction targets for 2027 and 2030, and will adjust its annual phased targets based on actual conditions to achieve its long-term commitment to net zero by 2050.
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2.3.6. The performance of integrity management and the differences and reasons for the integrity management code of listed OTC companies:

2.3.6.1. The company clearly states the policy of honest management in various company regulations and external documents, and the board of directors and management promise to actively implement it, and implement it in internal management and external business activities.

2.3.6.2. Implementation of integrity management:

Evaluation Items	Operating Situation			The situation and reasons for the differences with the Code of Integrity Management of listed OTC companies
	Yes	No	Summary Description
1. Formulate integrity management policies and plans
(1) Does the company formulate an integrity management policy approved by the board of directors, and clearly state the integrity management policy and practices in regulations and external documents, as well as the commitment of the board of directors and senior management to actively implement the operation policy?	●		The company's board of directors has approved the establishment of the "Corporate Integrity Management Code", which clearly states that the company's directors, managers and employees must comply with the Company Law, the Securities and Exchange Law, listing-related regulations and other relevant laws and regulations as the foundation of honest management and strictly abide by the business philosophy of honesty and integrity.	No difference.
(2) Whether the company has established a risk assessment mechanism for dishonesty, regularly analyzes and evaluates business activities with relatively high risks of dishonesty within the business scope, and formulates a plan to prevent dishonesty based on this, and at least covers "listing and listing" What are the preventive measures for the behaviors in the second paragraph of Article 7 of the company's code of integrity management?	●		The company has a legal department to review various contracts to prevent the signed contracts from violating the law, and the audit office conducts inspections from time to time.	No difference.
(3) Does the company clearly define operating procedures, behavior guidelines, and punishment and complaint systems for violations in the dishonesty prevention plan, and implement them, and regularly review and revise the previous disclosure plan?	●		The company engages in business activities based on the principles of fairness and integrity. In order to implement the integrity management policy, it regularly promotes the spirit of integrity management through employee education and training to prevent dishonest behavior.	No difference.
2. Implement integrity management
(1) Does the company evaluate the integrity records of its counterparties, and specify the terms of honest behavior in the contracts it signs with its counterparties?	●		In addition to establishing the "Corporate Integrity Code of Conduct", the Company also requires suppliers to follow the "Integrity Transaction Agreement" and prohibits the provision of any improper benefits or violation of relevant legal and ethical standards.	No difference.

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Evaluation Items	Operating Situation			The situation and reasons for the differences with the Code of Integrity Management of listed OTC companies
	Yes	No	Summary Description
(2) Has the company set up a dedicated unit for promoting corporate integrity management under the board of directors, and regularly (at least once a year) report to the board of directors its integrity management policies, plans for preventing dishonest behavior, and supervision and implementation?	●		At present, the company's audit department affiliated to the board of directors promotes the operation of the company's integrity management, and regularly reports the implementation situation to the board of directors.	No difference.
(3) Does the company formulate policies to prevent conflicts of interest, provide appropriate reporting channels, and implement them?	●		The company's employees, investors and other stakeholders abide by the "Company's Integrity Management Code" and provide sufficient information to financial institutions and creditors. Employees also have smooth communication channels, and relevant acquisition and disposal of assets, Information such as endorsement guarantees is disclosed on public information websites, so that interested parties have sufficient information to make judgments and safeguard their rights and interests.

The company website sets up shareholder mailboxes to provide channels for shareholders to communicate with the company. | No difference. |
| (4) Whether the company has established an effective accounting system and internal control system in order to implement honest management, and the internal audit unit draws up relevant audit plans based on the assessment results of dishonesty risks, and checks the compliance with the prevention of dishonesty, or Commissioning an accountant to perform the audit ? | ● | | The company has established an effective internal control system, related measures and accounting systems to implement, and internal auditors conduct regular inspections according to the plan. | No difference. |
| (5) Does the company hold regular internal and external education and training on integrity management? | ● | | The company regularly invites internal and external lecturers to conduct educational training and publicity for directors, managers, employees and substantial controllers, and invites counterparts who engage in business activities with the company to participate, so that they can fully understand the company's determination to operate in good faith, Policies, prevention programs, and consequences of breaches of dishonesty. | No difference. |
| 3. The operation of the whistleblowing system of the company | | | To foster a culture of integrity and transparency, promote sound management, and protect the rights of whistleblowers, our company has established and posted a | |

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Evaluation Items	Operating Situation			The situation and reasons for the differences with the Code of Integrity Management of listed OTC companies
	Yes	No	Summary Description
(1) Has the company established a specific whistleblowing and reward system, established channels to facilitate whistleblowing, and assigned appropriate specialists to handle whistleblowers?	●		dedicated reporting hotline and email address on our website and internal website, allowing both internal and external personnel to report crimes, fraud, and illegal activities. The General Manager's Office is responsible for investigating any reported cases.

Report email: [email protected] or [email protected]
Mailing address: General Manager's Office, No. 19, Dagong Road, Dayuan District, Taoyuan City. | No difference. |
| (2) Has the company established a standard operating procedure for the investigation of the reported matter, the follow-up measures to be taken after the investigation is completed, and the relevant confidentiality mechanism? | ● | | The Company currently operates in accordance with Article 21 of its "Integrity Management Operating Procedures and Code of Conduct." Whistleblowers must provide at least the following information:

The whistleblower's name and ID number, address, telephone number, and email address where the whistleblower can be contacted.
The name of the person being reported, or other information sufficient to identify the person being reported.
Specific evidence available for investigation.

The Company's personnel handling the report must provide a written statement regarding the confidentiality of the whistleblower's identity and the content of the report. The Company also pledges to protect the whistleblower from any inappropriate action resulting from the report.

The Company's dedicated unit will handle the matter in accordance with the following procedures:

Reports involving general employees should be reported to the department head. Reports involving directors or senior executives should be reported to the independent directors.
The Company's dedicated unit and the supervisors or personnel receiving the report as mentioned in the preceding paragraph shall promptly investigate the relevant facts, with assistance from compliance or other relevant departments as necessary. | No difference. |
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Evaluation Items	Operating Situation			The situation and reasons for the differences with the Code of Integrity Management of listed OTC companies
	Yes	No	Summary Description
			3. If it is confirmed that the person being reported has violated relevant laws and regulations or the Company's integrity management policies and regulations, the person must be immediately required to cease the relevant conduct and be subject to appropriate disciplinary action. If necessary, legal proceedings may be taken to seek damages to safeguard the Company's reputation and interests.

Written documentation of the report acceptance, investigation process, and results must be retained for five years. This retention may be done electronically. If litigation related to the report occurs before the expiration of the retention period, the relevant information must be retained until the conclusion of the litigation.
If the report is verified to be true, the relevant department of the Company shall review the relevant internal control systems and operating procedures and propose improvement measures to prevent the recurrence of the same conduct.
The responsible department of the Company shall report the report, its handling, and subsequent review and improvement measures to the Board of Directors. | |
| (3) Has the company adopted measures to protect the whistleblower from being improperly dealt with due to whistleblowing? | ● | | Article 8 of the company's "Code of Ethics" encourages employees to report suspected or observed violations of laws, regulations, or the Code of Ethics to independent directors, managers, the head of internal audit, or other appropriate personnel. To encourage employees to report violations, the company has established a specific whistleblower case handling system, allowing anonymous reporting and informing employees that the company will make every effort to protect the safety of whistleblowers and prevent them from facing inappropriate consequences as a result of their reporting.

No whistleblower cases were reported in 2025. | No difference. |

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Evaluation Items	Operating Situation			The situation and reasons for the differences with the Code of Integrity Management of listed OTC companies
	Yes	No	Summary Description
4. Strengthen information disclosure
Does the company disclose the content of its integrity management code and promote its effectiveness on its website and public information observation station?	●		The company discloses the “Corporate Integrity Management Code” on the corporate governance section of the company website and the public information website, and continues to follow and promote corporate governance matters.	No difference.
5. If the company has its own code of integrity management in accordance with the " Ethical Corporate Management Best Practice Principles for TWSE/GTSM Listed Companies ", please describe the differences between its operation and the established code: No significant differences.
6. Other important information that is helpful to understand the company's integrity management and operation: (such as the company's review and revision of its integrity management code, etc.): None.

The company abides by the company law, securities trading law, commercial accounting law, relevant regulations of listed companies or other laws and regulations related to business conduct, as the basis for implementing honest management.
The company has established "internal material information processing procedures", which clearly stipulate that directors, managers and employees shall not disclose the internal material information they know to others, and shall not inquire or collect relevant information from those who know the company's internal material information. Companies that are not related to personal duties do not disclose major internal information, and must not disclose the company's undisclosed major internal information to other people if they are not aware of the company's non-disclosure due to business operations. | | | | |

2.3.7 Other important information sufficient to enhance the understanding of corporate governance operations may be disclosed together:

The company cooperates with the formulation or revision of the relevant laws and regulations of the securities regulatory authority, and considers the actual operation needs of the company. Code", "Procedures for Acquisition or Disposal of Assets", "Procedures for Board Meetings", "Director Election Procedures", "Management Measures for Capital Loans to Others", "Management Measures for Endorsement Guarantees", "Organizational Regulations for the Audit Committee" and "Shareholders' Meetings" "Rules of Procedure" and other formulations or revisions are published on the company website for downloading and reference.

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2.3.8. Implementation status of internal control system:

2.3.8.1. Internal control statement: See next page for details

AMIA CO., LTD
Statement of Internal Control System
February 24, 2026

Based on the findings of a self-assessment, AMIA CO., LTD. states the following with regarding its internal control system from January 1, 2025 to December 31:

The company knows that it is the responsibility of the board of directors and managers of the company to establish, implement and maintain an internal control system, and the company has already established such a system. Its purpose is to achieve the goals of operational effectiveness and efficiency (including profit, performance, and asset security, etc.), report reliability, timeliness, transparency, and compliance with relevant norms and compliance with relevant laws and regulations, and provide reasonable.
The internal control system has its inherent limitations. No matter how perfect the design is, an effective internal control system can only provide reasonable assurance for the achievement of the above three objectives; moreover, due to changes in the environment and circumstances, the effectiveness of the internal control system Subject to change. However, the company's internal control system has a self-monitoring mechanism. Once a defect is identified, the company will take corrective action.
The company judges whether the design and implementation of the internal control system are effective based on the items for judging the effectiveness of the internal control system stipulated in the "Guidelines for the Establishment of Internal Control Systems by Publicly Issued Companies" (hereinafter referred to as "the Guidelines"). The internal control system judgment items adopted in the "Processing Criteria" are based on the process of management control, and the internal control system is divided into five components: 1. Control environment, 2. Risk assessment, 3. Control operations, 4. Information and communication, and 5. Supervise operations. Each constituent element in turn includes several items. For the aforementioned items, please refer to the provisions of the "Handling Guidelines".
The company has adopted the above-mentioned internal control system to judge projects and evaluate the effectiveness of the design and implementation of the internal control system.
Based on the evaluation results in the preceding paragraph, the company believes that the company's internal control system (including the supervision and management of subsidiaries) as of December 31, 2025, including understanding the effectiveness of operations and the degree to which efficiency goals are achieved, and reports are reliable, Timely, transparent, and compliance with relevant norms and relevant laws and regulations, the design and implementation of the relevant internal control system, etc. are effective, which can reasonably ensure the achievement of the above goals.
This statement will become the main content of the company's annual report and prospectus, and will be made public. If there are falsehoods, concealment, or other illegal matters in the above-mentioned disclosed content, it will involve legal liabilities under Articles 20, 32, 171, and 174 of the Securities and Exchange Law.
This statement was approved by the company's board of directors on February 24, 2025. Among the 8 directors present, 0 objected. The rest agreed with the content of this statement and hereby declare it.

AMIA CO., LTD
Chairman: CHEN, KUO -CHIN
President: CHEN, YEN -HENG

2.3.8.2. Those who entrust an accountant to review the internal control system shall disclose the accountant's review report: None.

2.3.9. Important resolutions of the shareholders' meeting and the board of directors in the most recent year and up to the publication date of the annual report:

2.3.9.1. Important Resolutions of the Shareholders' Meeting:

Meeting date	Summary of important motions	Resolution result
2025.05.27
General meeting of shareholders	Report Items
(1) To report the business of 2024
(2) Audit Committee Audit Report
(3) Report on employee remuneration and directors' remuneration distribution
(4) Communication reports between audit committee members and internal audit supervisor
(5) The Company's 2024 Directors' Remuneration Report
(6) Amendment to the Company's "Rules of Procedure for Board Meetings"	(1) Know
(2) Know
(3) Know
(4) Know
(5) Know
(6) Know
	Proposed Items
(1) Approval of the 2024 business report and financial statements
(2) Approval of 2024 Earnings Distribution	(1) This case has been voted on and accepted as it is.
(2) This case has been voted on and accepted as it is.
	Discussion Items
(1) Amendment to the Company's Articles of Association	(1) This case was voted and passed as it is.

2.3.9.2. Important resolutions of the board of directors:

The Audit Committee	Summary of important motions	Independent Directors' Opinions
2025.01.14
The 13st meeting of the 12th session	(1) Independence and Competence Assessment of the CPA Appointed for 2025
(2) Promulgation of the “Regulations on the Pre-approval Review of CPAs Providing Non-Confidential Services”
(3) Our company's 2025 accounting firm fee proposal
(4) The Company’s 2025 Financial Budget
(5) Proposal to amend the Company's Articles of Incorporation
(6) Proposal to amend the Company's "Board of Directors Performance Evaluation Guidelines"
(7) Proposal on the payment of 2024 year-end bonuses to key managers of the Company
(8) The 12th Board of Directors appoints the first members of the Sustainability Committee
(9) Financing contract with financial institutions	None	All directors present agreed to pass the proposal
2025.02.27	(1) 2024 Business Report and Financial Statements
(2) Proposal on profit distribution for 2024	None	All directors present agreed

The Audit Committee	Summary of important motions	Independent Directors' Opinions	Resolution
The 14st meeting of the 12th session	(3) Employee and Director Compensation Plan for Fiscal 2024
(4) Issuance of the 2024 "Internal Control System Statement"
(5) Time, location, proposals and agenda for the 2025 General Meeting of Shareholders		to pass the proposal
2025.04.25
The 15st meeting of the 12th session	(1) The Company's consolidated financial statements for the first quarter of 2025	None	All directors present agreed to pass the proposal
2025.05.27
The 16st meeting of the 12th session	(1) The Company's 2024 Cash Dividend Distribution Plan
(2) The Company's 2024 Directors and Key Executive Compensation Plan
(3) Financing contract with financial institutions	None	All directors present agreed to pass the proposal
2025.07.31
The 17st meeting of the 12th session	(1) The Company's consolidated financial statements for the second quarter of 2025
(2) The Company's intends to apply for a forward exchange transaction quota from Mega Bank.
(3) Financing contract with financial institutions	None	All directors present agreed to pass the proposal
2025.10.31
The 18st meeting of the 12th session	(1) The Company's consolidated financial statements for the third quarter of 2025
(2) The Company's 2026 audit plan
(3) Amendment to the Company's "Procedures for Acquiring or Disposing of Assets"
(4) Amendment to the Company's "Code of Conduct for Sustainable Development"
(5) Amendment to the Company's "Internal Control and Audit System - Payroll Cycle"
(6) Financing contract with financial institutions	None	All directors present agreed to pass the proposal
2026.01.30
The 19st meeting of the 12th session	(1) Independence and Competence Assessment of the CPA Appointed for 2026
(2) Promulgation of the “Regulations on the Pre-approval Review of CPAs Providing Non-Confidential Services”
(3) Our company's 2026 accounting firm fee proposal
(4) The Company's 2026 Financial Budget
(5) Amendments to certain provisions of the Company's "Internal Control and Audit System - Payroll Cycle"
(6) Proposal on the payment of 2025 year-end bonuses to key managers of the Company
(7) Financing contract with financial institutions	None	All directors present agreed to pass the proposal

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The Audit Committee	Summary of important motions	Independent Directors' Opinions
2026.02.24
The 20st meeting of the 12th session	(1) 2025 Business Report and Financial Statements
(2) Proposal on profit distribution for 2025
(3) Employee and Director Compensation Plan for Fiscal 2025
(4) Issuance of the 2025 "Internal Control System Statement"
(5) Drafting a proposal regarding the acceptance of nominations for directors (including independent directors) and related matters.
(6) Proposed list of director (including independent director) candidates to be nominated by the board of directors for approval.
(7) Proposed removal of non-compete agreements for the 13th board of directors (including independent directors).
(8) Time, location, proposals and agenda for the 2026 General Meeting of Shareholders
(9) The Company intends to issue the first domestic unsecured convertible corporate bond.	None	All directors present agreed to pass the proposal

2.3.10. In the most recent year and as of the date of publication of the annual report, directors or supervisors have different opinions on important resolutions passed by the board of directors, and there are records or written statements, the main contents of which are:

No such thing.

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2.4. Information on Attesting CPA Professional Fees:

Amount unit: NT$ thousand

Accountant Firm name	Accountant name		Check period	Audit fee (Note 1)	Non-audit fees (Note 2)	Total	Remark
Deloitte & Touche Taipei	Tseng, Chien-Ming	Wang, Pan-Fa	2025/1/1 ~2025/12/31	4,700	1,531	6,231	-

Note: Non-audit public expense services include: tax consulting, investment consulting, sustainability report disclosure service projects, and travel and printing expenses.

2.4.1. If the accounting firm is changed and the audit fee paid in the replacement year is less than the audit fee in the previous year, the amount and reasons for the audit fee before and after the change shall be disclosed:

Not applicable.

2.4.2. Where audit fees have decreased by more than 10% compared with the previous year, the amount, proportion and reasons for the decrease in audit fees shall be disclosed:

No such thing.

2.5. Information on Replacement of CPA:

No such thing.

2.6. The company's chairman, general manager, manager in charge of financial or accounting affairs, who has worked in the firm of the certified accountant or its affiliated enterprises within the last year :

No such thing.

2.7. Changes in the equity of directors, managers and shareholders holding more than 10% of the shares: :

2.7.1. Changes in equity of directors, managers, and shareholders holding more than 10% of the shares:

(Common stock)

Job title	Name	2025		Fiscal year 2026 ends March 29
		Number of shares held increased (decreased)	Number of pledged shares increased (decreased)	Number of shares held increased (decreased)	Number of pledged shares increased (decreased)
Chairman	CHEN, KUO-CHIN	0	0	0	0
Director / President / Also Convener of the Sustainability Committee/ More than 10% shareholders	CHEN, YEN-HENG	0	0	0	0
Director	CHEN, MIN-HSIUNG	0	0	0	0
Director	CHEN, CHIU-HUNG	0	0	0	0
Director	CDIB Capital Group (Removal date: 2025/9/17)	0 (558,000)	0	0	0
Independent director	HUANG, PEI-HUA	0	0	0	0
Independent director	WAN,QI-CHAO	0	0	0	0
Independent director	YANG, JIA-CHENG	0	0	0	0
Independent director	WU, BANG-HAO	0	0	0	0
Deputy General Manager/ Head of Finance Department/ Also Head of Accounting Department/ Also Head of Corporate Governance/ Member of the Sustainability Committee	HUANG, YU-HSIEN	9,000 (9,000)	0	0	0
Assistant Vice President	LU, SHU-QING	0	0	0 (3,000)	0
Assistant Vice President	JIA YANG, CHENG-ZHI	0	0	0	0
Audit supervisor	ZHOU, CHANG-E	0	0	0	0

2.7.2. Directors, supervisors, managers, and shareholders who hold more than 10% of the equity transfer are relatives who are related parties:
There is no matching information.

2.7.3. Directors, supervisors, managers, and shareholders holding more than 10% of the equity pledged are related parties: None.

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March 29, 2026; unit: share; %

2.8. Relationship among the Top Ten Shareholders:

Name	Current Shareholding		Spouse's/minor's Shareholding		Shareholding by Nominee Arrangement		Name and Relationship Between the Company's Top Ten Shareholders, or Spouses or Relatives Within Two Degrees
	Shares	%	Shares	%	Shares	%	Title or name	Kinship
CHEN,YEN-HENG	14,767,000	21.11%	-	-	-	-	CHEN, KUO-CHIN	Father and son
CHEN, GUO-TANG	6,0 15,000	8.60%	-	-	-	-	CHEN,MIN-HSIUNG
CHEN,KUO-CHIN
CHEN,GUO-FA
CHEN,GUO-CUN
CHEN,CHIU-HUNG
YANG, A-SUN	Brothers
Brothers
Brothers
Brothers
Siblings
Sister-in-law
CHEN, KUO-CHIN	6,000,000	8.58%	-	-	-	-	CHEN, YEN-HENG
CHEN, MIN-HSIUNG
CHEN,GUO-TANG
CHEN, GUO-FA
CHEN,GUO-CUN
CHEN, CHIU-HUNG
YANG, A-SUN	Father and son
Brothers
Brothers
Brothers
Brothers
Siblings
Sister-in-law
CHEN,CHIU-HUNG	5,000,000	7.15%	-	-	-	-	CHEN,MIN-HSIUNG
CHEN,KUO-CHIN
CHEN,GUO-TANG
CHEN,GUO-FA
CHEN,GUO-CUN
YANG, A-SUN	Siblings
Siblings
Siblings
Siblings
Siblings
Sister-in-law
CHEN, GUO-FA	5,000,000	7.15%	919,000	1.31%	-	-	CHEN,MIN-HSIUNG
CHEN,KUO-CHIN
CHEN,GUO-TANG
CHEN,GUO-CUN
CHEN,CHIU-HUNG
YANG, A-SUN	Brothers
Brothers
Brothers
Brothers
Siblings
Siblings
Sister-in-law
CHEN,MIN-HSIUNG	4,001,000	5.72%	1,000,000	1.43%	-	-	CHEN,KUO-CHIN
CHEN,GUO-TANG
CHEN,GUO-FA
CHEN,GUO-CUN
CHEN,CHIU-HUNG
CHEN,JUN-TING
CHEN JHANG,YUN-JIAO
YANG, A-SUN	Brothers
Brothers
Brothers
Brothers
Siblings
Father and son
Spouse
Sister-in-law
YANG, A-SUN	2,590,000	3.70%	-	-	-	-	CHEN,MIN-HSIUNG
CHEN,KUO-CHIN
CHEN,GUO-TANG
CHEN,GUO-FA
CHEN,GUO-CUN
CHEN,CHIU-HUNG	Husband's brother
Husband's brother
Husband's brother
Husband's brother
Husband's sister
CHEN,GUO-CUN	1,195,000	1.71%	-	-	-	-	CHEN,MIN-HSIUNG
CHEN,KUO-CHIN
CHEN,GUO-TANG
CHEN,GUO-FA
CHEN,CHIU-HUNG
YANG, A-SUN	Brothers
Brothers
Brothers
Brothers
Siblings
Sister-in-law
CHEN,JUN-TING	1,023,000	1.46%	-	-	-	-	CHEN, MIN-HSIUNG
CHEN JHANG,YUN-JIAO	Father and son
Mother and child
CHEN
JHANG,YUN-JIAO	1,000,000	1.43%	4,001,000	5.72%	-	-	CHEN, MIN-HSIUNG
CHEN,JUN-TING	Spouse
Mother and child

2.9. Ownership of Shares in Affiliated Enterprises:

December 31, 2025. Unit: share, %

Invest in business (Note )	The company invests		Directors, supervisors, Managers and Directly or indirectly control investment in enterprises		Comprehensive invest
	Shares	Share-holding ratio %	Shares	Share-holding ratio %	Shares	Share-holding ratio %
YIO-YEN ENTERPRISE CO., LTD.	55,570,000	100%	0	0	55,570,000	100%
PERSEE CHEMICAL CO., LTD.	7,860,000	100%	0	0	7,860,000	100%
BARKO INDUSTRIES CO., LTD.	1,500,000	100%	0	0	1,500,000	100%
HOYA MAX INTERNATIONAL CO.,LTD.	Unissued shares	100%	0	0	-	100%
ALLWIN STAR INTERNATIONAL CO., LTD	Indirect investment	100%	0	0	-	100%
Youyuan Chemical (Kunshan) Co., Ltd.	Indirect investment	100%	0	0	-	100%
AMIA Chemical Industry (Huiyang) Co., Ltd.	Unissued shares	100%	0	0		100%
YOUYUAN VIETNAM CO., LTD.	Unissued shares	100%	0	0		100%

Note: The above table refers to the company's long-term investment using the equity method.

3. Capital Overview

3.1. Capital and Shares

3.1.1. Source of share capital

Years	Issued Price	Approved share capital		Paid-in share capital		Remark
		Number of shares (thousand shares)	Amount (thousand)	Number of shares (thousand shares)	Amount (thousand)	Source of equity	Property other than cash to offset the share capital	Other
2023.08	NT$10 per share	100,000	1,000,000	69,943	699,430	Cancellation of treasury shares	None	(Note)

Note : On August 1, 2023, the Ministry of Economic Affairs approved Shang Zi No. 11230094320 letter, approving the cancellation and capital reduction of NT$5,750 thousand yuan for the treasury stock.

March 29, 2026

Type of shares	Approved share capital (shares)			Remark
	Shares outstanding ( Note )	Unissued shares	Total
Common stock	69,943,000	30,057,000	100,000,000	Listed stocks

Information about the comprehensive reporting system: None.

3.1.2. List of major shareholders:

Base date: March 29, 2026

serial number	Major shareholder name	Number of shares held	Shareholding ratio
1	CHEN,YEN-HENG	14,767,000	21.11%
2	CHEN,GUO-TANG	6,015,000	8.60%
3	CHEN,KUO-CHIN	6,000,000	8.58%
4	CHEN,CHIU-HUNG	5,000,000	7.15%
5	CHEN,GUO-FA	5,000,000	7.15%
6	CHEN,MIN-HSIUNG	4,001,000	5.72%
7	YANG,A-SUN	2,590,000	3.70%
8	CHEN,GUO-CUN	1,195,000	1.71%
9	CHEN,JUN-TING	1,023,000	1.46%
10	CHEN JHANG,YUN-JIAO	1,000,000	1.43%

3.1.3. The company's dividend policy and implementation status :

3.1.3.1. Dividend policy stipulated in the articles of association of the Company:

If there is a surplus in the company's annual final accounts, it should first pay taxes to make up for previous losses, and then set aside $10\%$ of the statutory surplus reserve, and after the special surplus reserve is set aside and reversed according to laws and regulations, if there is still a surplus, the balance of which is added to the accumulated undistributed earnings of previous years as distributable earnings. The board of directors shall prepare a distribution proposal and submit it to the shareholders' meeting for resolution on distribution.

The company is in the period of business growth, and the policy of dividend distribution depends on factors such as the company's current and future investment environment, capital demand, securities market, domestic and foreign competition conditions, and capital budget, and takes into account shareholders' interests, balanced dividends, and the company's financial planning, etc., each year according to the law, the board of directors prepares a distribution plan and submits it to the shareholders' meeting. Distribution of shareholder dividends, of which cash dividends shall not be less than 20% of the total dividends, and the rest shall be distributed as stock dividends.

3.1.3.2. The content of distribution proposed at the shareholders' meeting:

On February 24, 2026, the Board of Directors meeting approved the proposed distribution of cash dividends to shareholders for 202 of NT$90,925,900, with an estimated distribution of NT$1.3 per share.

3.1.4. The impact of the gratuitous allotment of shares proposed at this shareholders' meeting on the company's operating performance and earnings per share:

The Company did not propose a gratuitous allotment of shares at this ordinary shareholders' meeting.

3.1.5. Remuneration of employees, directors and supervisors :

3.1.5.1. The ratio or range of remuneration for employees, directors and supervisors as stated in the company's articles of association:

The company shall use the pre-tax profit of the current year to deduct the profit before the distribution of employee remuneration and director's remuneration, after retaining to make up the accumulated loss amount, if there is any remaining balance, it shall appropriate:

(1) Employee remuneration: 1%~8%. Of the employee remuneration amount in the preceding paragraph, no less than 30% shall be set aside for distribution of remuneration to grassroots employees, which may be in the form of stocks or cash.

(2) Director's remuneration: no more than 5%, and it shall be paid in cash.

3.1.5.2. The basis for estimating the remuneration of employees, directors and supervisors in this period, the basis for calculating the number of shares for employee remuneration distributed in the form of stocks, and the accounting treatment when the actual distribution amount differs from the estimated amount:

3.1.5.2.1. Basis for estimating the remuneration of employees, directors and supervisors for this period:

It is estimated at a certain ratio within the range specified in the Articles of Incorporation based on the undistributed earnings after taking into account factors such as the provision of statutory surplus reserves as of the current period.

3.1.5.2.2. Calculation basis for employee compensation distributed in the form of shares:

The fair value of shares is calculated using valuation techniques in accordance with IFRS 2 "Share-based Payments".

3.1.5.2.3. Accounting treatment when the actual distribution amount differs from the estimated amount:

When there is a significant change in the amount of payments resolved by the board of directors, the

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change will be adjusted to the original annual expense. If the amount still changes on the date of the shareholders' meeting resolution, it will be treated as a change in accounting estimate and adjusted in the year of the shareholders' meeting resolution.

3.1.5.3. The distribution of remuneration approved by the board of directors :

3.1.5.3.1. The amount of employee remuneration distributed in cash or stock and the remuneration of directors and supervisors. If there is any discrepancy from the estimated amount of recognized expenses in the year, the discrepancy, reason and treatment shall be disclosed :

2025 year distribution on February 24, 2026 as follows:

a. It is proposed to distribute employee remuneration NT$7,130 thousand, accounting for 3.79% of pre-tax benefits.
b. The director's remuneration proposed to be distributed is NT$2,880 thousand, accounting for 1.53% of the pre-tax profit.

The amount proposed by the board of directors for the distribution is not different from the estimated amount for the recognized expense year.

3.1.5.3.2. The amount of employee remuneration distributed by stock and its proportion to the total after-tax net profit and total employee remuneration in the individual or individual financial report of the current period:

Not applicable. The Company does not propose to distribute employee stock compensation.

3.1.5.4. Actual distribution of remuneration to employees, directors and supervisors in the previous year:

3.1.5.4.1. The Company's employee cash compensation for fiscal year 2024 is NT$12,440,000 and director's compensation is NT$4,150,000.

3.1.5.4.2. The actual amounts of employee remuneration and directors' remuneration distributed are the same as the estimated amounts in the 2024 financial report.

3.1.6. Circumstances of the company repurchasing the company's shares: None.

3.2. Corporate bonds:

Status of corporate bonds: None.

Data on converted corporate bonds: None

Exchange of corporate bond information: None

Comprehensive application for the issuance of corporate bonds: None

Information on corporate bonds with share warrants: None

3.3. Special Shares:

Status of Special Shares: None.

Attached special stock warrant information: None

3.4. Status of Overseas Depositary Receipts: None.

3.5. Employee stock option certificates:

Handling of employee stock option certificates: None

Handling of IPOs with restrictions on employee rights : None.

3.6. Restricted employee rights new shares:

Circumstances regarding restrictions on employee rights in new share issuance: None.

Names of managers who acquired restricted employee rights shares and names of the top ten employees who acquired them, and details of acquisition: None.

3.7. Handling of mergers and acquisitions or transfer of shares from other companies to issue new shares: None.

3.7.1. Those who have completed mergers and acquisitions in the most recent year and as of the date of publication of the annual report or have issued new shares by transferring shares from other companies shall disclose the following matters:

3.7.1.1. The evaluation opinion issued by the lead securities underwriter who acquired or transferred new shares from other companies in the latest quarter: None

3.7.1.2. In addition to the current regulations, companies should disclose the implementation status of the latest quarter. If the implementation progress or benefits fail to meet the expected goals, the impact on shareholders' rights and interests and improvement plans should be explained in detail: None

3.7.2. In the most recent year and as of the date of publication of the annual report, if the board of directors has passed a resolution to acquire or transfer shares of another company to issue new shares, the implementation status and basic information of the merged or transferred company shall be disclosed. In the process of mergers and acquisitions or the transfer of shares from other companies to issue new shares, the implementation status and impact on shareholders' rights and interests should be disclosed: None

3.8. Implementation of fund utilization plan: None

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4. Operational Overview

4.1. Business Activities

4.1.1. Business Scope

4.1.1.1. Main contents of business

4.1.1.1.1. Taiwan company

C801010 Basic Chemical Industrial
C801020 Petrochemical Materials Manufacturing
C801990 Other Chemical Materials Manufacturing
C802120 Industrial and Additive Manufacturing
C802990 Other Chemical Products Manufacturing
CA01110 Smelting and Refining of Copper
CA01990 Other Non-ferrous Metal Basic Industries
CB01010 Mechanical Equipment Manufacturing
CB01030 Pollution Controlling Equipment Manufacturing
CC01080 Electronics Components Manufacturing
CE01010 General Instrument Manufacturing
F107170 Wholesale of Industrial Catalyst
F107200 Wholesale of Chemical Feedstock
F107990 Wholesale of Other Chemical Products
F113030 Wholesale of Precision Instruments
F113100 Wholesale of Pollution Controlling Equipments
F119010 Wholesale of Electronic Materials
F199990 Other Wholesale Trade
F207200 Retail Sale of Chemical Feedstock
F213100 Retail Sale of Pollution Controlling Equipments
F401010 International Trade
IG03010 Energy Technical Services
J101030 Waste Disposing
J101040 Waste Treatment
J101060 Wastewater (Sewage) Treatment
J101080 Resource Recycling
J101090 Waste Disposal
J101050 Environmental Testing Services
ZZ99999 All business activities that are not prohibited or restricted by law, except those that are subject to special approval.

4.1.1.1.2. Mainland companies

Production of acidic and alkaline etching solutions, developers, gloss agents, film removers, electroless immersion solutions, tin stripping solutions, browning agents, chemical tin and other products; the above products are mainly used in electronic-grade circuit forming processes.
Resource regeneration and comprehensive utilization technology;
Processing of circuit boards and electronic components;
Sell self-produced products;

. Engage in commercial wholesale, commission agency and import and export business of similar products and energy-saving equipment produced by the company, and provide relevant technical consulting services (not involving state-operated trade management commodities, involving quota and license management commodities, the application shall be handled in accordance with relevant state regulations);

. Rental service of energy-saving equipment.

. Wholesale of hazardous chemicals (specifically, the items listed on the hazardous chemicals business license shall prevail)

. Commercial road transport of dangerous goods (except highly toxic chemicals).

4.1.1.2. Current operating ratio of major products (consolidated basis):

Unit: NT$ thousand

Main product items	2025		2024
	Operating income	%	Operating income	%
Specialty chemicals	385,519	10%	385,202	11%
Recycled products
(Contains copper salts and other metals)	3,163,890	82%	2,724,974	80%
Other	292,299	8%	295,913	9%
Total	3,841,708	100%	3,406,089	100%

4.1.1.3. The company's current commodity (service) items and uses:

Product category	The main purpose	Product item
Specialty chemicals	Chemicals for Circuit Forming	Copper etching solution, tin stripping solution, browning solution, chemical copper solution, copper tin gloss agent, dry film developer, film stripping agent
Innovative green technology services	Energy saving and waste reduction	Acid etching controller, automatic adding controller, specific gravity controller, solar inverter, Ad-blue diesel catalyst conversion products
Supply of green renewable resource materials	Metal Compounds for Industrial Use	Copper sulfate, copper oxide, copper carbonate, tin hydroxide for industrial use

4.1.1.4. New products (services) to be developed:

4.1.1.4.1. (Green products) Specialized products for ultra-fine circuit molding and their recycling technology
4.1.1.4.2. Production technology of energy-saving and green products
4.1.1.4.3. Recycling technology of ammonia water produced by thin film method and reused product
4.1.1.4.4. Production technology of high-efficiency ammonium chloride reuse products
4.1.1.4.5. Customized circular economy link service
4.1.1.4.6. Glass substrate etching solution for carrier plate
4.1.1.4.7. Special etching solution for thick copper and thin lines
4.1.1.4.8. Popularization and Promotion of Ultra-fine Line Etching Technology

4.1.2. Industry overview:

4.1.2.1. Current status and development of the industry

AMIA Group produces special-purpose chemicals for use in the electronics industry. For the special-purpose chemicals provided to customers by the company, the chemical waste liquid containing metals produced after the production is recycled by the company and becomes the company's copper salts and tin compounds. The main raw material of the product. Because the chemical waste liquid comes from the green formula chemicals provided by our company, the Company's recycling and reuse procedures are not only aimed at the copper, tin and other precious metals in the waste liquid, but also have the ability to deal with non-products. The chemical liquid part of the metal is made into various metal compounds for the metal part, and the rest of the chemical liquid is reconfigured into formula chemicals for recycling and sales to customers. In this way, the cost of waste water treatment is reduced, and the non-metallic The chemical solution part of the product creates additional value.

The Company produces and sells specialty chemicals for the electronics industry at a monthly rate of 5,000 metric tons; in addition, the supply of recycled metals and their compounds, including copper sulfate, copper carbonate, copper oxide, tin hydroxide, etc., has a monthly production and sales of about 2,800 metric tons. With the rapid growth of the global electronics industry, AMIA has established important production bases and sales channels on both sides of the Taiwan Strait. At the same time, it also introduces and develops energy-saving and waste-reducing production processes and new clean energy (solar energy) businesses, and looks forward to striving for sustainable development of the company. It can also focus on energy saving and carbon reduction.

【Downstream Market Analysis - Printed Circuit Board Industry Market】

The Taiwan Printed Circuit Association (TPCA) held its annual general meeting and benchmarking forum. The chairman stated at the meeting that the total domestic output value of Taiwan's PCB industry chain reached NT$1.38 trillion in 2025, representing an annual growth of nearly 13%; among which, the total domestic and international output value of the PCB manufacturing industry reached NT$915.2 billion, representing an annual growth of 12%. Looking ahead to 2026, driven by the global AI boom, Taiwan's PCB industry chain will continue its double-digit growth momentum, with the overall domestic and international output value of the PCB industry chain projected to reach NT$1.5 trillion. The chairman also pointed out uncertainties in the macro environment, including material supply and demand imbalances and economic fluctuations caused by geopolitics and war. (Source: March 12, 2026 / Commercial Times, Yang Luoxuan)

The recycling of raw materials and waste in the printed circuit board (PCB) industry aligns with the global trend of environmental protection and emission reduction. China has also established clear plans for new economy projects, designating environmental protection equipment and new energy sources as encouraged industries. The PCB industry is a high-pollution sector, and the Chinese government has recently tightened environmental standards for wastewater and liquid discharge, increasing operating costs for businesses. Major PCB manufacturers are seeking professional companies to handle wastewater, increasing recycling rates and reducing emissions. Selling recycled metal compounds can also improve overall profitability, creating a large market demand. Currently, most Taiwanese electronic waste treatment companies focus on solid waste treatment. Chang Hsin is a major domestic manufacturer of PCB circuit board etching chemicals and related wastewater treatment, and in recent years has expanded its business to include major Taiwanese PCB manufacturers in mainland China.

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4.1.2.2. Relationship between upstream, midstream and downstream industries

4.1.2.3 Various development trends and competition situations of products

4.1.2.3.1. Specialty chemicals

4.1.2.3.1.1. Development trend: The trend of specialty chemicals is gradually becoming highly customized. With the development of client products, the product line is more detailed and miniaturized, and the process materials are required to be green and non-toxic.

4.1.2.3.1.2. Competitive situation: To provide customers with overall and comprehensive services in the way of total solution, and to build AMIA's unique irreplaceability, so that it can have a high market share for a long time and be fully recognized by customers.

4.1.2.3.2. Green process service

4.1.2.3.2.1. Development trend: The true meaning of green services includes high recyclability, leading regulations, non-toxicity and immediacy. The company has long adhered to such research and development concepts and beliefs.

4.1.2.3.2.2. Competition situation: Since the company's green services originate from its own products, it has long followed the proprietary custom-made specifications produced by market productization, and at the same time complies with laws and regulations and meets the needs of customers.

4.1.2.3.3. Recycled products

4.1.2.3.3.1. Development trend: The company's recycling process can produce a large amount of recycled raw materials. Since the subject matter of reuse is the waste water after the company's products are used, the recycled raw materials are basically what the company had to buy. Products, so the company is committed to upgrading these recycled products to electronic grade and using them in the manufacture of the company's high-end products.

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4.1.2.3.3.2. Competition situation: Since the recycled products are bulk raw materials and most of the recycled raw materials can be used by the company itself, there is no sales problem.

4.1.2.3.4. Metal products

4.1.2.3.4.1. Development trend: In terms of strategy, the company is developing towards refinement and diversification. The so-called refinement is to improve the purity of metal products and increase the output value. In addition, diversification is to provide products suitable for different industries to diversify sales targets and reduce risks.

4.1.2.3.4.2. Competition situation: Mainly facing the competition from Russia and other mines, due to the large demand for copper products, AMIA has maintained a stable market share for many years.

4.1.3. Technology and R&D overview:

4.1.3.1. R&D expenses invested in the most recent year and up to the publication date of the annual report (consolidated basis)

Unit: NT$ thousand

Year Investment amount	2025	Of February 28, 2026(Note)
R & D costs①	7,020	2,045
Net turnover②	3,841,708	776,842
Ratio ①/②	0.18%	0.26%

(Note) The information for 2026 is self-accounting

4.1.3.2. Technologies or products successfully developed in the most recent year and up to the date of publication:

4.1.3.2.1. Successfully developed technologies and equipment:

4.1.3.2.1.1. Recycle ammonia-containing wastewater to produce ammonia and ammonium chloride and use them to prepare special chemicals
4.1.3.2.1.2. Replace traditional dryers with fluidized bed heating equipment to save energy and reduce carbon emissions
4.1.3.2.1.3. Energy-saving copper sulfate production technology
4.1.3.2.1.4. Popularization and promotion of ultra-fine line etching technology
4.1.3.2.2. Successfully developed products:
4.1.3.2.2.1. Specialized products produced from recycled products
4.1.3.2.2.2. Energy-saving recycled industrial salt
4.1.3.2.2.3. Recycling product resin regenerant
4.1.3.2.2.4. Glass substrate etching
4.1.3.2.2.5. Green energy related technologies

4.1.4. Long-term and short-term business development plan:

4.1.4.1. Taiwan

4.1.4.1.1. Taiwan short-term business plan

4.1.4.1.1.1. Supply of water for circuit molding in the production of new electronic products such as 5G

4.1.4.1.1.2. Promotion of green formula products

4.1.4.1.1.3. Sulfuric acid reuse process service

4.1.4.1.1.4. Further expansion using process lines

4.1.4.1.1.5. Copper melting production line expansion

4.1.4.1.2. Long-term business plan in Taiwan

4.1.4.1.2.1. Build a green factory upgrade plan, introduce AI and automatic control devices

4.1.4.1.2.2. Connect the electronics industry to build an urban copper mining center

4.1.4.1.2.3. Construct and develop all-round solutions for new energy

4.1.4.1.2.4. Promoting AI Agent Systems

4.1.4.2. Mainland China

4.1.4.2.1. Short-term business plan in mainland China

4.1.4.2.1.1. Supply liquids for circuit molding in the production of new products such as 5G

4.1.4.2.1.2. Expand customer sources and increase cooperative mines

4.1.4.2.1.3. Process energy-saving potion supply

4.1.4.2.2. Long-term business plan in mainland China

4.1.4.2.2.1. Modularization and promotion of high-efficiency, multi-functional and energy-saving equipment

4.1.4.2.2.2. Add new trade network projects in East China and Central China

4.1.4.2.2.3. Dangerous goods warehouse service

4.1.4.3. Southeast Asia

4.1.4.3.1. Promotion of trade work in Vietnam

4.1.4.3.1.1. Circular Economy Industry

4.1.4.3.1.2. Copper Product Promotion

4.1.4.3.1.3. Specialty Chemicals Promotion

4.1.4.3.1.4. Trade

4.1.4.3.2. Promotion of trade work in Thailand

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4.2. Market and Sales Overview

4.2.1. Market Analysis

4.2.1.1. Sales regions of major commodities (consolidation basis)

Unit: NT$ thousand

Year Regional distinction	2025		2024
		Sales Amount	%	Sales Amount	%
Domestic sales		463,498	12%	462,792	14%
Export	Asia	1,927,421	50%	1,736,245	51%
	Oceania	1,082,606	28%	945,929	28%
	America	368,183	10%	243,311	7%
	Other	0	0%	17,812	0%
Total		3,841,708	100%	3,406,089	100%

4.2.1.2. Market share

4.2.1.2.1. Special chemicals

Our specialty chemicals are used in copper circuit forming in the electronics industry. Their end applications include the PCB industry, packaging, and semiconductor manufacturing. Currently, our specialty chemicals are primarily sold to the PCB industry. However, there is no publicly available data on the annual usage of specialty chemicals in PCB circuit forming processes. According to a seminar on industry development trends in 2026 held by the Industrial Technology Research Institute (ITRI), the estimated value of Taiwan's specialty chemicals industry in 2025 is approximately NT$164.8 billion, a $5.7\%$ decrease compared to 2024. However, our company's specialty chemicals revenue in Taiwan in 2025 is estimated at approximately NT$235 million, representing a market share of approximately $0.14\%$ . (Source: November 3, 2025 / Commercial Times, Kuo Hung-hui)

4.2.1.2.2. Copper salt products

Our company's copper salt products (copper sulfate and copper oxide) are supplied to zinc mines as flotation agents and copper mines as feedstock. Therefore, the market share of our copper salt products is calculated based on global copper and zinc production. Global zinc mine production is approximately 12.43 million tons, and the International Copper Study Group (ICSG) reports that global copper mine production will increase by $0.7\%$ year-on-year to reach 23.125 million tons in 2025. Therefore, the total global zinc and copper production is approximately 35.55 million tons, while our company's copper salt product sales in 2025 are approximately 39,000 tons.

4.2.1.2.3. Waste liquid recovery

Our company mainly recycles waste liquid generated during PCB copper circuit forming. However, the Environmental Protection Administration (EPA) does not have data on the total amount of waste liquid generated during PCB circuit forming. Therefore, our market share is calculated based on the total amount of waste liquid generated by electronic component manufacturing in the EPA's Industrial Waste Management Reporting System.

Unit: metric ton

Waste name and code	Clearance statistics	2023	2024	2025
Electronic components
Total waste from manufacturing business (including all waste codes)	Taiwan	1,196,326	1,421,552	1,628,350
	AMIA	42,772	45,806	44,970
Market share		3.58%	3.58%	2.67%

Source: Environmental Protection Agency's Industrial Waste Management and Declaration System (Statistics as of 2025)

4.2.1.3. Future market supply and demand and growth

In recent years, the special chemical market has shown diversified and stable growth along with the development of 5G, EV, AIoT and other technology industries; the recycling business part is due to the shortage of supply in the market, and at the same time, related industries are more and more interested in the treatment of industrial waste. Attention, coupled with the fact that environmental protection laws and regulations are becoming more and more complete and it takes a long time to apply for a license (from the establishment of the treatment plant to the completion of the plant, it takes an average of more than three years to obtain the operation permit, and the business development must be signed before it can be operated. Therefore, it will take another year for normal operation), it can be seen that in the next 3-5 years, there is still a clear direction for efforts. The recent electronics industry is relatively sluggish, but in the long run, the total market demand still has great potential for development.

4.2.1.4. Competitive Niches

4.2.1.4.1. Create a cyclical cooperative relationship with customers in the sales of special chemicals and the recycling of copper-containing waste liquid, and cooperate closely.

4.2.1.4.2. The few companies in China that have both functional specialty chemical certification, Class A waste treatment and Class A waste removal permits provide customers with complete services from sales to recycling.

4.2.1.4.3. The long-term cooperation and trust relationship with the client will extend the opening of mainland China to the industry, and the company will have special favorable factors in the future.

4.2.1.5. Favorable and unfavorable factors and countermeasures for development prospects

4.2.1.5.1. Favorable factors for development prospects:

4.2.1.5.1.1. Research and develop electronic grade special chemicals with high added value.

4.2.1.5.1.2. Customized products and stable business operations.

4.2.1.5.1.3. Establish long-term and vertically integrated professional services.

4.2.1.5.2. Unfavorable factors and countermeasures for development prospects:

4.2.1.5.2.1. The downturn in Taiwan's electronics industry and the impact of industrial relocation:

The industry may encounter a downturn in the electronics industry or relocation, resulting in a sharp reduction in the source of raw materials for recycling.

Countermeasures:

To expand the sales reach of specialty chemicals and to seek supplementary sources such as solid copper for production through process improvements and the development of new processes, in order to address the shortage and fluctuations in recycled material sources.

4.2.1.5.2.2. It takes too long to obtain or change the operating license, which affects business development:

When the company changes the manufacturing process, purchases processing equipment or increases the processing capacity, it must re-apply or change. What's more, the new manufacturing process and production capacity can only be operated after the audit is confirmed, which indirectly affects the company's business opportunities.

Countermeasures:

Strengthen the coordination and professionalism between departments, and reasonably shorten the time for obtaining licenses to strive for timeliness.

4.2.1.5.2.3. Cross-strait electronics orders are transferred to Southeast Asia:

In response to geopolitical and political changes, some orders from both sides of the Taiwan Strait may be shifted to Southeast Asia.

Countermeasures:

For existing customers who set up factories in Southeast Asia, the company will promote shipments in the form of trade in the short term, and then gradually set up delivery warehouses and production bases depending on the development situation.

4.2.2. Important uses and production processes of main products

4.2.2.1. Important uses of main products:

4.2.2.1.1. Special chemicals

The circuit board uses copper as the conductive material. During the production process, most of the circuits are formed by electroplating and then etching. Generally speaking, it can be divided into subtractive process and additive process. The former uses the copper foil substrate as the base material to form a circuit pattern on the base material through printing or compression molding, exposure, development and other procedures. Then etch off the copper foil other than the circuit part on the board, and finally peel off the photosensitive dry film resist or ink covering the circuit to form an electronic circuit; while the latter uses a substrate without a copper film to form an electronic circuit. In the chemical copper deposition method, copper is deposited on the part of the substrate where the circuit is to be formed to form a conductor circuit. The subtractive method can be further subdivided into panelplating and patternplating. In addition, there is a partial additive method that is a compromise between the above two manufacturing methods.

At present, the circuit board manufacturing is still mostly based on the subtractive method. Regardless of the manufacturing method, etching is an integral part of the manufacturing process, especially the subtractive method is the most important. For the copper plating method, the manufacturing process is shown in Figure 1 below:

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Figure 1. Common circuit board circuit production process (Patternprocess)

4.2.2.1.1.1. ETCHING SOLUTION

Generally, it can be divided into two types: acidic etching solution and alkaline etching solution. The acidic etching solution will attack the anti-etching metal resist layer mainly composed of tin or tin-lead, and has low attack power on the dry film; on the contrary, the alkaline etching solution will Attacking the dry film has low attack power to the metal resist, so the selection of acidic and alkaline etching solutions in the circuit board manufacturing process is generally very clear: the process with dry film, such as acid etching for inner layer etching, metal etching The process of resist, such as outer layer etching, is alkaline etching.

4.2.2.1.1.2. SOLDER STRIPPER:

In the same process as above, after the etching circuit is formed, the etching resist stripper is used to remove the etching resist to form the circuit.

4.2.2.1.1.3. MICRO ETCHANT:

For metal copper, hydrogen peroxide is an excellent etching solution, but because its nature is not stable enough, it is easy to decompose and affect the etching effect, so it is generally used together with sulfuric acid, and an appropriate amount of stabilizer and accelerator are added to it . agent to maintain and improve the performance of the etchant. The sulfuric acid - hydrogen peroxide method is adopted by foreign circuit board manufacturers because of the following features:

No irritating ammonia smell
No copper complexing agent

$\spadesuit$ No ammonium ion
$\spadesuit$ Recovery solution
$\spadesuit$ Wastewater treatment solution

However, the biggest problem with this etching solution is the stability of hydrogen peroxide. Especially after the etching starts, the copper ions in hydrogen peroxide begin to increase, and the decomposition rate of hydrogen peroxide will increase significantly. The second is the low amount of copper corrosion. Currently, it is mostly used in Taiwan. Remove oxides from copper surfaces.

There are many types of etchant for surface treatment, including super-roughening, browning, blackening, and SPS, etc., because its function is mostly used to change the state of the copper surface (SPS is also used in the etching of the SAP process, but the proportion is not high).

4.2.2.1.1.4. DRY FILM STRIPPER:

It is a fully water-soluble stripping solution, which can quickly and effectively remove water-soluble dry film or ink, and has the function of low attack tin-lead resist.

It can be applied to various dry films, and can effectively produce an average of 0.4-0.6cm film debris, which can be effectively removed by a rotary filter. Usually, it is combined with continuous filtration to extend the life of the bath by 50%, and to avoid nozzle clogging and film debris remaining on the copper surface.

4.2.2.1.2. Regenerated copper salt and recycled products:

4.2.2.1.2.1. COPPER SULPHATE:

Blue crystalline copper salt, can be weathered, loses water at 100°C, soluble in water and ethanol. It is obtained by concentrating the solution and crystallizing after dilute sulfuric acid and copper or copper oxide act together.

Uses: Printing ink, battery, Paris green, cheese glue, mordant, insecticide, reagent, wood preservative, waterproofing agent (anhydrous), paint pigment, leather tanning agent, swimming pool water clarifier, metal Coloring agents, pharmaceuticals, etc.

4.2.2.1.2.2. COPPER CARBONATE:

Pinkish green copper salt, decomposed by heating. Soluble in acids, insoluble in water. It is obtained by adding sodium carbonate to copper sulfate solution, causing precipitation, filtering and drying.

Uses: Used in pyrotechnics, electroplating bronze on copper, paint pigments, insecticides, antidotes for carbon poisoning.

4.2.2.1.2.3. COPPER OXIDE:

Black crystalline copper salt, soluble in acids, insoluble in water.

Uses: Copper products are used for processing or for making rayon, ceramics, glaze and enamel, batteries, petroleum desulfurizers, pesticides, hydrogen production, catalysts, green glass or smelting into copper ingots, etc.

4.2.2.1.2.4. ELECTRONIC GRADE COPPER SALT:

The company gradually builds exclusive process equipment for electronic grade/electroplating grade metal salt. It has already been built and sold, including users in the printed circuit board industry such as Nanya and Huatong, as well as channel traders.

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The application scope of various electronic grade copper salts is as follows:

a. Copper sulphate: The copper content is about 25%, the solubility is high, and it can replace the phosphorus copper ball in the electroplating bath in the old process to supplement the copper loss in the bath during the electroplating process; it will be used in large quantities especially when the bath is built after the bath is replaced.
b. Copper oxide: In the electroplating process of the electronics industry, due to the rapid loss of copper during horizontal hole-filling electroplating, it is necessary to add copper salts with high copper content to supplement copper ions. Copper oxide with high copper content is the current mainstream choice.
c. Copper carbonate: a new copper salt option used to supplement copper consumption in electroplating, which can currently be used to replace copper oxide to supplement copper loss during electroplating. Its advantages: (a) fast dissolution rate; (b) low operating cost; (c) good effect with gloss agent.

4.2.2.2. Production process: According to different product classifications, the production process is briefly described as follows

4.2.2.2.1. Special chemicals

Figure 2. Specialty Chemicals Production Process

4.2.2.2.2. Regenerated copper salt products

Figure 3. Production process of recycled copper salt products

4.2.3. Supply status of main raw materials:

4.2.3.1. Copper raw materials and other precious metals:

The company operates and sells copper compounds produced by the reuse of secondary copper resources as the bulk, and copper is one of the main raw materials. At this stage, the source of copper raw materials of the company is mainly copper-containing waste liquid after etching of PCB board factory. The local subsidiary that started production is the main partner), decentralized and stable supply relationship, and there is no operational risk caused by over-concentration of certain suppliers and other procurement factors.

In addition, in order to maintain an adequate supply of copper materials, the company has also developed a copper melting process, purchasing solid copper raw materials such as electrolytic copper plates/tubes and copper foils, etc., as a supplementary material source, in addition to increasing the output of copper salt products, and It can supplement the production needs during the off-season of the electronics factory.

4.2.3.2. Bulk chemical raw materials (Taiwan part)

The company produces specialty chemicals and recycled products, it needs to use a certain proportion of acid and alkali raw materials and other chemicals. The main manufacturers currently cooperated by the company are listed counter companies with stable production capacity and supply in China, and there are 2~3 qualified suppliers who have been audited by the competent authority to maintain the stability of material sources and prices, and the rest need to be imported. There are many qualified suppliers in different places, and sufficient inventory should be established according to their delivery schedule.

4.2.4. List of main purchase and sale customers (consolidation basis)

Information on major suppliers in the last two years :

Unit: NT$ thousand

	2025				2024
Item	Name	Amount	Percentage of annual net purchases	Relationship with the issuer	Name	Amount	Percentage of annual net purchases	Relationship with the issuer
1	Company I (WX)	1,216,845	41%	Non-related person	Company I (WX)	1,051,867	42%	Non-related person
2	Others	1,776,641	59%		Others	1,457,759	58%
	Net purchases	2,993,486	100%		Net purchases	2,509,626	100%

Note 1: List the name of the supplier whose total purchase amount exceeds 10% in the last two years, as well as the purchase amount and proportion, but if the name of the supplier cannot be disclosed due to the contract or the transaction object is an individual and not a related party, it can be coded.

Note 2: The financial information verified or reviewed by accountants as of the date of publication of the annual report should be listed. Since there is no relevant information, it is not applicable.

Reasons for increase or decrease:

There has been no major change in suppliers who have purchased more than 10% of their purchases in the last two years.

Information on major sales customers in the last two years :

Unit: NT$ thousand

	2025				2024
Item	Name	Amount	Percentage of annual net sales	Relationship with the issuer	Name	Amount	Percentage of annual net sales	Relationship with the issuer
1	Company A	1,061,923	28%	Non-related person	Company A	916,346	27%	Non-related person
2	Company B	335,609	9%		Company B	510,051	15%
3	Company C	0	0%		Company C	407,426	12%
4	Others	2444,176	63%		Others	1,572,266	46%
	Net sales	3,841,708	100%		Net sales	3,406,089	100%

Note 1: List the name of the customer whose total sales amount exceeds 10% in the last two years, as well as the sales amount and proportion, but if the name of the customer cannot be disclosed due to the contract or the transaction partner is an individual and not a related party, it can be coded.

Note 2: As of the date of publication of the annual report, the financial information verified or verified by accountants: not applicable because there is no relevant information.

Reasons for increase or decrease:

Market pricing strategy factors. Company C had no transactions in 2025. Other customers who accounted for more than 10% of sales in the past two years have not changed significantly and remain stable.

4.3. The number of employed employees, the average length of service, the average age and the distribution ratio of education background in the last two years and as of the date of publication of the annual report (consolidation basis)

February 28, 2026

| Year | | 2024 | 2025 | As of 2026
February 28 as of print date |
| --- | --- | --- | --- | --- |
| Number of employees | Direct personnel | 192 | 192 | 197 |
| | Indirect personnel | 68 | 68 | 63 |
| | Administrative management | 74 | 74 | 74 |
| | Total | 334 | 334 | 334 |
| Average age | | 45.40 | 44.04 | 44.63 |
| Average years of service | | 11.89 | 11.83 | 12.00 |
| Educational and educational ratio | Phd | 0.6% | 0.6% | 0.6% |
| | Master | 3.3% | 3.7% | 3.7% |
| | Junior college | 29.0% | 30.0% | 30.2% |
| | High school | 35.3% | 32.4% | 32.0% |
| | Below high school | 31.8% | 33.3% | 33.5% |

4.4. Environmental Protection Expenditure:

4.4.1. Losses suffered due to environmental pollution in the most recent year and up to the date of publication of the annual report:

Date of punishment	Judgment Notice Font Size	Violation of laws and regulations	Content that violates regulations	Disciplinary content
December 20, 2024	44-114 -120023	Article 31, Paragraph 1, Subparagraph 3 of the Waste Disposal Act	There is no signal at the checkpoint at the entrance of Dayuan Interchange in Taoyuan City.	NT$6 thousand
January 6, 2026	44-115 -010001	Article 42 of the Waste Disposal Act	The video recording system was not kept for 12 months as required.	NT$6 thousand
January 6, 2026	44-115 -010002	Article 42 of the Waste Disposal Act	The product placement location does not match the factory layout map listed on the waste disposal permit.	NT$6 thousand
January 6, 2026	44-115 -010003	Article 21, Item 4 of the Administrative Measures for the Licensing of Public and Private Waste Disposal Agencies, and Article 42 of the Waste Disposal Law.	The video recording system has been malfunctioning for more than 7 days, and no written documentation has been submitted to the authorities for approval and repair as required.	NT$6 thousand
January 7, 2026	44-115 -010004	Article 42 of the Waste Disposal Law, and Article 25, Paragraph 1, Subparagraph 1 of the Administrative	The Class A designated personnel resigned without reporting the departure within 15 days as required and	NT$6 thousand

Date of punishment	Judgment Notice Font Size	Violation of laws and regulations	Content that violates regulations	Disciplinary content
		Measures for the Licensing of Public and Private Waste Disposal and Removal Agencies.	without appointing a substitute.
January 7, 2026	44-115 -010005	Licensing Regulations for Public and Private Waste Disposal Agencies Article 25, Paragraph 1, Item 2; Article 42 of the Waste Disposal Law	The Class A designated personnel left their posts and failed to appoint a replacement within 30 days.	NT$6 thousand
January 7, 2026	44-115 -010006	General Waste Storage, Disposal and Treatment Methods and Facilities Standard, Article 11, Paragraph 1, Subparagraph 3; Waste Disposal Law, Article 36, Paragraph 1	There was leakage of copper sulfate waste liquid from the intermediate storage tank, waste liquid collection tank, and ground of the plant.	NT$60 thousand

The company has paid the fine and completed the improvements as instructed by the competent authority. It has also strengthened internal staff training to prevent similar incidents from happening again. Therefore, the above-mentioned incidents will not have a significant impact on the company's finances or business at present.

4.4.2. Estimated amount and response measures that may occur at present and in the future :

We are committed to investing in the efficient recycling of ammonia nitrogen waste resources. The third set of three-effect environmentally friendly membrane system has been built. It uses low-energy multi-effect evaporation combined with Oslo design to concentrate the high-concentration nitrogen solution in the wastewater, thereby increasing its reuse value.

4.5. Labor Relations:

4.5.1. The company's various employee welfare measures, advanced education, training, and retirement systems and their implementation, as well as the agreement between labor and management and the protection measures for employees' rights and interests:

4.5.1.1. Employee welfare measures and implementation status :

4.5.1.1.1. Implement employee bonus and operating performance bonus system .

4.5.1.1.2. In addition to participating in labor insurance and national health insurance according to law, employees of the company also enjoy the benefits of employer liability insurance, and the company pays the full premium.

4.5.1.1.3. Provide cadres with free mobile phones and monthly fixed mobile phone fee subsidies .

4.5.1.1.4. Employees have irregular dinners, year-end dinners and lottery activities .

4.5.1.1.5. Provide a convenient dining environment for group meals .

4.5.1.1.6. Provide free uniforms and parking spaces for automobiles and motorcycles .

4.5.1.1.7. The Company establishes an employee welfare committee according to law, and allocates a certain proportion of welfare funds according to regulations. The committee is responsible for handling various employee welfare matters, providing employee travel, wedding and funeral subsidies, children's education subsidies, travel subsidies, further study subsidies, hospitalization

condolences, hospitalization medical subsidies, community activity subsidies, birthday gifts, departmental Eligible colleagues can apply for various benefits such as dinner subsidies and gift certificates for three festivals.

4.5.1.1.8. Regular group health activities: The company actively promotes community activities, and has established basketball clubs, billiard clubs, and Lohas clubs.. and other clubs.

In addition, combining the resources of the company and the Welfare Committee, we have built and purchased fitness equipment in the recreation centers of each factory for employees to use, and we will continue to increase the allocation according to demand in the future. The company hopes to use this investment to gradually implement and promote the company's concept and goal of caring and maintaining the physical and mental health of employees.

4.5.1.2. Advanced training and training:

4.5.1.2.1. Provide internal and external on-the-job education and training for employees in full.

4.5.1.2.2. Provide on-the-job study scholarships.

4.5.1.3. Retirement system:

4.5.1.3.1. Companies in Taiwan:

4.5.1.3.1.1. Old System: In accordance with the relevant provisions of the Labor Standards Act, 2% of the total monthly salary is allocated to employee retirement reserves, handed over to the Labor Retirement Reserve Fund Supervision Committee, and deposited in the special account of the Bank of Taiwan in the name of the committee. And in accordance with the provisions of the Labor Standards Law, handle the payment of employee pensions.

4.5.1.3.1.2. New system: From July 1, 2005, employees who choose to be covered by the pension system of the Labor Pension Act will have 6% of their monthly salary contributed to their retirement account. Employees can also choose to contribute 0% to 6% of their retirement fund according to their personal wishes and deposit it into their personal retirement account.

4.5.1.3.2. Companies in mainland China and other regions: according to the regulations of the local government.

4.5.1.4. The situation of the agreement between labor and management:

The company's labor and management parties have agreed to abide by the Labor Standards Act and hold regular labor-management meetings. The company has always valued the opinions of colleagues. Employees can communicate their opinions at any time through employee mailboxes, verbally or via email, and adopt a coordinated approach in operation and management. Promote various tasks, so the relationship between labor and capital has always been harmonious.

4.5.1.5. Measures to protect employees' rights and interests :

The company has established comprehensive regulations to protect the rights and interests of employees, and regularly reviews and improves various welfare measures to ensure the highest protection of employees' rights and interests.

4.5.2. The losses incurred due to labor-capital disputes in the most recent year and up to the date of publication of the annual report, and the estimated amounts and countermeasures that may occur currently and in the future are disclosed:

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The company complies with relevant laws and regulations, protects the rights and interests of employees, and has physical and e-mail communication channels, which are handled by dedicated personnel; physical suggestion boxes are set up in each factory area for two-way communication with colleagues.

Employees can have two-way communication with the company through the above channels to maintain a good and harmonious interaction between labor and management and avoid major labor disputes.

4.6. Cyber Security Management:

4.6.1. Describe the information security risk management framework, information security policies, specific management plans, and resources invested in information security management, etc.:

4.6.1.1. Information security risk management structure

4.6.1.1.1 Enterprise Information Security Governance Organization

The company established the "Corporate Information Security Department" in January 2024 to coordinate the formulation, implementation, risk management and compliance assessment of information security and protection-related policies. The corporate information security director will report to the board of directors every six months on the effectiveness of information security management, information Security related issues and directions.

The information security manager is responsible for supervising and managing corporate information security, supervising and evaluating the company's information and network security management mechanisms and directions, reviewing and deciding on information security and information protection guidelines and policies, and implementing the effectiveness of information security management measures.

4.6.1.1.2 Enterprise information security organizational structure

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4.6.1.2. Information Security Policy

4.6.1.2.1. Enterprise information security management strategy and structure

To effectively implement information security management, enterprise information security organizations use the Plan-Do-Check-Act (PDCA) management cycle to review the applicability of information security policies and protective measures, and regularly report on the effectiveness of implementation.

The "Planning Phase" focuses on information security risk management, establishing a complete Information Security Management System (ISMS), reducing corporate information security threats from the system, technology, and program levels, and establishing confidential information protection that meets the highest standards. Serve.

The "execution stage" builds multi-layered information security protection, continues to introduce innovative information security defense technologies, integrates and internalizes information security control mechanisms into daily operating processes such as software and hardware maintenance, and systematically monitors information security to safeguard Changxin Confidentiality, integrity and availability of important assets of Industrial Co., Ltd.

The "audit stage" actively monitors the effectiveness of information security management, conducts information security indicator measurement and quantitative analysis based on the audit results, and is expected to conduct information security maturity assessment through regular simulation drills of information security attacks (first performed by the internal information security department).

The "action stage" is based on review and continuous improvement, and implements supervision and audit to ensure the continued effectiveness of information security regulations; when employees violate relevant regulations and procedures, they will be dealt with according to the information security violation handling process, and personnel sanctions will be implemented depending on the circumstances of the violation (Including employee performance appraisals for the year or taking necessary legal actions); in addition, based on performance indicators and maturity assessment results, regular reviews and implementation of improvement actions including information security measures, education training and publicity ensure that Changxin Industrial Co., Ltd. The company's important systems operate normally and confidential information is not leaked.

4.6.1.2.2. Enterprise information security risk management and continuous improvement framework

Review and continuous improvement

Review and improve information security measures
Information security threats and technology mastery
Information security violations and handling
Information security education, training and promotion

Information security risk management

Enterprise information security risk assessment
Information security risk management and countermeasure formulation
Customer transaction information security protection mechanism

Monitor information security management effectiveness

Continuous monitoring of information security
Quantitative assessment of information security indicators
Information security attack simulation drill

Protection of confidential information
Information security maturity assessment

Multi-layered security protection
- Personnel and physical security
- Account and permission management
- Information security monitoring and maintenance
- Enhanced data security protection technology
- Internet security
- Device security
- Remote host backup mechanism

4.6.1.2.3. Specific management plan

Internet security
- Strengthen network firewalls and network control to prevent network attacks.
- Firewall and anti-virus software are automatically updated.

Device security
- Install anti-virus software and MDR (endpoint protection hosting service) on computers and hosts to enhance malware behavior detection.
- Establish appropriate monitoring measures for computers and host equipment.

Data security protection technology enhancement
- Use NAS with write-once-read-many (WORM) immutable technology to store system backup and operating data.
- Use data encryption tools to encrypt and protect confidential data.
- The email host installs third-party certificate encryption to protect the content of correspondence.

Information security threats and technology mastery
- Research new technologies and use weaknesses to scan system vulnerabilities and patch vulnerabilities every month.

Information security attack simulation drill
- Use tools commonly used by international hackers to conduct simulated attack tests to verify the tolerance of the device.

Remote host backup mechanism
- Use offline backup (system and data) to perform remote host recovery operations.

Review and continuous improvement-education, training and promotion
- Enhance employees' vigilance and defense against phishing emails from social engineering attacks.
- Regularly hold publicity and education on phishing email cases or notify via E-MAIL.

4.6.1.2.4. Invest resources in information security management

Firewall (FortiGate-81F, UTM: all-in-one, IPS: intrusion prevention).
Anti-virus software (WithSecure Business Suite).
MDR endpoint protection managed service (SentinelOne).
Upgrade old computers (XP, WIN 7) to WIN 10, 11.
NAS (DS224+) file server with write-once-read-many (WORM) immutable technology.

4.6.2. List the losses, possible impacts and response measures suffered due to major information security incidents in the most recent year and as of the date of publication of the annual report:

The following preventive measures are in place:

A. Establish a regular offline backup and off-site host backup mechanism, and conduct practical offline backup and recovery drills.
B. Monitor firewalls, antivirus software, and behavior detection mechanisms (MDR) daily.
C. Store important systems and files on immutable file servers..
D. Provide personnel with cybersecurity education, training, and outreach.

4.7. Important contract:

List the parties, main contents, restrictive clauses and the beginning and end of the supply and marketing contracts, technical cooperation contracts, engineering contracts, long-term loan contracts and other important contracts that are sufficient to affect shareholders' rights and interests as of the date of publication of the annual report date:

Contract nature	Party	Contract start date	Main content	Restrictions	Remark
Long term loan	AMIA/ First Bank	2022/3/3 ~2042/3/3	Quota NT$394 million Medium and long-term loans	Collateral	A three-year grace period is available. Principal repayments will begin monthly from April 2025, with interest paid monthly. As of February 2026, the outstanding loan balance is NT$104,295 thousand.

5. Review and analysis of financial status and financial performance and risk issues

5.1. Financial Status

The main reasons for major changes in assets, liabilities and shareholders' equity in the last two years and their impacts :

Unit: NT$ thousand

Fiscal year Item	2025	2024	Difference
			Amount	%
Current assets	1,306,552	1,174,888	131,664	11.21%
Property, Plant and Equipment	1,357,149	1,318,649	38,500	2.92%
Other assets	407,442	428,800	(21,358)	(4.98%)
Total assets	3,071,143	2,922,337	148,806	5.09%
Current liabilities	932,545	694,416	238,129	34.29%
Non-current liabilities	220,626	400,052	(179,426)	(44.85%)
Total liabilities	1,153,171	1,094,468	58,703	5.36%
Share capital	699,430	699,430	0	0.00%
Capital surplus	620,816	620,816	0	0.00%
Retained earnings	624,255	534,459	89,796	16.80%
Other equity	(26,529)	(26,836)	307	1.14%
Total equity	1,917,972	1,827,869	90,103	4.93%

Explanation on the change analysis of the increase or decrease ratio (if the change exceeds $20\%$ , and the change amount reaches NT$10 million):

Increase in current liabilities: This was due to an increase of NTD 146,650 thousand in short-term borrowings, of which USD 3,500 thousand (approximately NTD 110,005 thousand) was due to foreign currency hedging; the increase of NTD 81,500 thousand in accounts payable was due to a $23\%$ increase in operating revenue and a corresponding $19\%$ increase in costs in December 2025 compared to the same period last year.
Decrease in non-current liabilities: This was due to a decrease of NTD 164,110 thousand in long-term borrowings.

5.2. Financial Performance

The main reasons for the significant changes in operating income, operating net profit and pre-tax net profit in the most recent two years:

5.2.1. Comparative analysis of financial performance:

Unit: NT$ thousand

Fiscal year Item	2025	2024	Difference
			Amount	%
Net sales revenue	3,841,708	3,406,089	435,619	12.79
Operating costs	3,344,947	2,927,728	417,219	14.25
Gross profit from operations	496,761	478,361	18,400	3.85
Operating expenses	265,362	280,718	(15,356)	(5.47%)
Net operating income (loss)	231,399	197,643	33,756	17.08%
Non-operating income and expenses	(14,984)	19,293	(34,277)	(177.67%)
Profit (loss) before tax	216,415	216,936	(521)	(0.24%)
Tax expense (income)	69,770	62,387	7,383	11.83%
Net income for the period (loss)	146,645	154,549	(7,904)	(5.11%)

Explanation on the change analysis of the increase or decrease ratio (if the change exceeds $20\%$ , and the change amount reaches NT$10 million):

The decrease in net non-operating income is due to an increase of NTD 29,796 thousand in net foreign exchange losses in 2025 compared to net profit in 2024.

5.2.2. The expected sales volume and its basis, the possible impact on the company's future financial business and the response plan:

The Company makes necessary adjustments to customer orders and selling prices based on customer orders, industry market demand assessments, and in response to the risk of shortages of the main raw materials for copper salt products. It pays attention to the planning and progress of products and services provided to Southeast Asian customers, increases the number and quantity of recycled acid and alkali material resources, and further increases the use of liquid alkali alternative processes and recycling technologies to reduce material usage costs and create better recycling gross margins and revenues.

The Company will strive to effectively utilize production capacity and financial resources to meet the needs of business growth. For the current status and development of related industries, please refer to the description of "4.2. Market and Production and Sales Overview".

5.3. Cash Flow

5.3.1. Analysis of cash flow changes in the last year

Unit: NT$ thousand

Item	2025	2024	Amount of change	Ratio of change
Business activities	256,237	198,727	57,510	28.94%
Investment activities	(60,073)	(56,284)	(3,789)	(6.73%)
Fundraising	(131,699)	(264,188)	132,489	50.15%

Explanation for the change analysis of the ratio of increase and decrease (if the fluctuation exceeds 10%):

Increase in Net Inflow from Operating Activities: The main company's revenue is projected to increase by 13% in 2025, and net cash inflow from accounts receivable/bills receivable will also increase by NTD 48,907 thousand.
Decrease in Net Outflow from Financing Activities: The main company increased its short-term USD borrowings by USD 3,500 thousand (approximately NTD 110,005 thousand) as part of foreign exchange avoidance planning.

5.3.2. Improvement plan for insufficient liquidity: The company has no shortage of cash flow in recent years.

5.3.3. Cash liquidity analysis for the coming year (2026)

Unit: NT$ thousand

Beginning Cash balance (1)	Year round from Business activities Net Cash Flow (2)	Due to investment and financing activities throughout the year Net Cash Flow (3)	Cash surplus (Insufficient) Amount (1)+(2)+(3)	Remedial Measures for Cash Insufficiency
				Investment plan	Financial planning
554,451	189,896	(196,797)	547,550	-	-
Analysis Description:
1. Beginning cash balance: the cash balance on the books at the end of 2025 after verification by the accountant.
2. Inflow from operating activities: Net cash inflow from operating activities is expected to come mainly from overall operating profit.
3. Investment and financing outflows: mainly consisting of capital expenditures of NT$126,300 thousand for the purchase of equipment and the renovation of factory buildings, and cash dividends of NT$90,926 thousand.

5.4. Major Capital Expenditure Items:

In recent years, the Company has purchased, repaired, and constructed real estate and equipment to meet business and operational needs, incurring capital expenditures of approximately NT$100,104 thousand in fiscal year 2025. This represents approximately 7.04% of the total net value of real estate, plant and equipment (including prepaid equipment payments). The majority of this expenditure was for prepaid equipment payments for setting up a factory in Vietnam, accounting for approximately 3.56% of the factory's establishment. The remainder was for general production and operation needs and therefore had no significant impact on the Company's financial operations.

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5.5. Long-term Investment Policy and Results:

5.5.1. The company's reinvestment policy

The company's current reinvestment policy is mainly based on business investment-related targets, and does not engage in investment in other industries. The relevant executive departments follow the internal control system "investment cycle" and "procedures for asset acquisition or disposal" and other measures. The above measures or the procedures are discussed and approved by the board of directors or shareholders meeting in accordance with regulations.

5.5.2. The main reason for the profit or loss of the reinvested company in the most recent year, and the improvement plan

Units: NT$ thousand; US$ thousand

Invested company	Invest the amount	Recognition of investment gains (losses) in the most recent year	Main reasons for profit or loss	Improvement plan
YIO-YEN ENTERPRISE CO., LTD.	491,508	39,561	Recognition of GOLD (KUNSHAN) surplus distribution income tax	-
PERSEE CHEMICAL CO., LTD.	109,643	-1,987	Operating loss	Carry out slimming and trade transformation operations
BARKO INDUSTRIES CO., LTD.	12,737	81	Operating Profit	-
HOYA MAX INTERNATIONAL CO., LTD.	168	-3,433	Recognizing ALLWIN investment losses	-
ALLWIN STAR INTERNATIONAL CO., LTD	165	-3,433	Net foreign exchange losses	-
AMIA ( HUIYANG) CO., LTD.	37,716 (USD 1,200)	66	Operating Profit
GOLD PARTNER ENTERPRISES (KUNSHAN) CO., LTD.	106,862	56,351	Operating Profit	-
YOUYUAN VIETNAM CO., LTD.	58,520 (USD 1,200)	41

5.5.3. Investment plan for the coming year

The company will closely observe changes in the international environment and review customers' adjustments to the global supply chain, and make comprehensive responses and layouts for business directions, products and company operating strategies, expand capital expenditures for new energy-saving and waste-reduction equipment, and pay attention to the extension and layout of customers' operational development. It will promote new green and environmentally friendly low-acid high-precision circuit molding special chemical products, assist customers in setting up new Southeast Asian factories, reduce the

additional alkaline materials required for acid-base neutralization of waste liquid treatment, reduce environmental protection costs and improve price competitiveness.

5.6. Analysis of Risk Management:

5.6.1. The impact of changes in interest rates, exchange rates, and inflation on the company's profit and loss and future response measures:

5.6.1.1. Interest rates:

Item	2025			2024
	Amount	Before tax net profit and loss %	Accounting for sales net weighting	Amount	Before tax net profit and loss%	Accounting for sales net weighting
Interest income	10,027	4.63%	0.26%	13,353	6.16%	0.39%
Interest expense	14,482	6.69%	0.38%	13,523	6.23%	0.40%

Interest income and interest expenses do not have any special impact on the company's financial operations, and the interest rates for transactions with banks are equivalent to market interest rates and are still reasonable. In addition, the company also maintains good communication channels with its counterparty banks. In response to possible changes in interest rates, it will plan for changes in financial interest rates and make timely adjustments to its capital allocation positions to reduce the impact of interest rate changes on the company's profits and losses.

5.6.1.2. Exchange rate:

The main currencies used by the company are New Taiwan Dollar, Renminbi and US Dollars. Each currency value of the company has its own needs for receipt and payment. In addition to business quotations, the possible impact of exchange rate factors will be considered together to avoid the possibility of exchange rate changes. For risks arising, we also collect exchange rate-related information at any time, strengthen planning and consultation with banks on foreign exchange-related risk hedging strategies, grasp possible exchange rate trends, and perform necessary hedging operations to reduce immediate possible exchange rate risks.

The Company's exchange loss in fiscal year 2025 was NT$13,914 thousand, and its exchange gain in fiscal year 2024 was NT$15,882 thousand, representing -0.36% and 0.47% of the respective year's operating revenue. These figures had no significant impact on the Company. To address the impact of exchange rate fluctuations, the Company has taken the following measures:

Collect exchange rate-related information at any time, and strengthen consultation and planning for inter-bank foreign exchange-related risk hedging strategies to grasp exchange rate trends.
The customer's payment for goods and the supplier's purchase price for materials should be in the same currency as much as possible, and the natural hedging method of receivables and payables should be used to avoid the impact of exchange rate changes.
When quoting business quotations, the factors that may affect the exchange rate changes are considered together to avoid the risk of exchange rate changes.

5.6.1.3. Inflation:

The nature of the company's business, the main products are metal salts, the company always pays attention to the fluctuation of market prices, and pays close attention to the inflation situation. If the purchase cost increases due to inflation, the company will also adjust the material price and sales price in

due course. Customers, so the company is still able to effectively control the impact of inflation on the company's profits.

5.6.2. Policies for engaging in high-risk, high-leverage investments, lending funds to others, endorsement guarantees, and derivatives transactions, the main reasons for profits or losses, and future countermeasures:

Based on prudent principles and pragmatic business philosophy, the company focuses on operating the company's business, and has not engaged in high-risk, high-leverage investments in the most recent year and as of the publication date of the annual report.

As of the publication date of the annual report, there has been no fund lending to others, endorsement guarantee or derivative transaction. Based on operational risk considerations, the company has formulated operating procedures in accordance with relevant regulations and implemented them in accordance with relevant regulations.

5.6.3. Future R&D plans and estimated R&D expenses:

The company has a research and development team. In order to maintain the company's long-term competitive advantage, the team is committed to product development and updating to meet the needs of customization. The projects include:

5.6.3.1. (Green Products) Specialized chemicals for ultra-fine circuit molding and their recycling technology.

5.6.3.2. Energy-saving and green product production technology.

5.6.3.3. Ammonia water production and reuse product recovery technology using a membrane method.

5.6.3.4. Production technology of high-efficiency ammonium chloride recycling products.

5.6.3.5. Glass substrate etching liquid for carrier board.

5.6.3.6. Etching solution for glass substrates used as carrier boards.

5.6.3.7. Etching solution specifically for thick copper fine lines.

5.6.3.8. Popularization and promotion of ultra-fine line etching technology.

In the future, the company will continue to invest in research and development, and support related research and development funds.

5.6.4. The impact of important policy and legal changes at home and abroad on the company's financial business and countermeasures:

The company's daily operations are handled in accordance with relevant laws and regulations at home and abroad, and it keeps abreast of domestic and foreign policy development trends and changes in laws and regulations, so as to fully grasp changes in the market environment and proactively propose countermeasures in a timely manner. In the most recent year and as of the publication date of the annual report, the company has not been affected by major domestic and foreign policy and legal changes that have affected the company's financial business.

5.6.5. Technological changes include the impact of information security risks and industrial changes on the company's financial business and countermeasures:

The company has encountered many technological changes over the past 40 years, and gained a lot of experience. It adheres to (1) long-term attention to the development and changes of the industry and the latest technology; (2) the establishment of a database to adjust the product line at any time, so the long-term technological Innovation and transformation have always been the company's advantages, and they are the positive factors for the company to enhance its competitiveness.

Information Security Risk Description:

In order to implement information security management, the company formulates the "Information Security Management Policy" and related operating rules, and implements information work plans based on this, strictly implements relevant information security policies, firewall control, application procedures, etc., and controls them to reduce Company information security risk.
Dingxin information system structure establishes a database backup mechanism to reduce the risk of data loss, and conducts regular simulation tests to ensure the normal operation of the information system and data preservation, and reduces the systemic risks caused by natural disasters without warning and human errors to ensure compliance Expected system recovery target time.

For industrial changes, in addition to countermeasures similar to technological changes, the company has long-term expanded businesses in different industrial chains, diluting the possible impact of changes in a single industry with a diversified business model.

5.6.6. The impact of corporate image change on corporate crisis management and countermeasures:

Since its establishment, the company has focused on its own business operations, complied with relevant laws and regulations, and actively strengthened internal management and improved management quality and performance in order to continuously maintain a good corporate image and increase customers' trust in the company. There has not been any crisis in the company's operations due to changes in corporate image. However, the occurrence of corporate crisis may cause considerable damage to the company, so the company will continue to implement various corporate governance requirements to reduce the occurrence of corporate risks and their impact on the company.

5.6.7. Expected benefits, possible risks and countermeasures of mergers and acquisitions:

As of the publication date of the annual report, the company has no plans for mergers and acquisitions. However, if there is a merger and acquisition plan in the future, we will follow the company's "Procedures for Acquisition or Disposal of Assets" and maintain a prudent assessment attitude to truly protect the interests of the company and shareholders.

5.6.8. Expected benefits, possible risks and countermeasures of plant expansion:

The company has no major ongoing plant expansion plans.

5.6.9. The possible risks and countermeasures faced by centralized purchase or sales:

5.6.9.1. In terms of purchase:

There are many sources of supply for raw materials used in special chemicals; and the raw materials of the company's copper salt and tin compound products are mainly copper-containing resources produced by the circuit forming process of PCB board factories using the company's special chemicals, Tin waste liquid, the recovered waste liquid is processed and purified into industrial raw materials, and can also be reused in special chemicals. At present, the raw materials come from PCB board factories of major domestic listed cabinet companies, and the supply relationship is scattered and stable. In addition, the company usually has an appropriate amount of safety stock for the main raw materials. If there are force majeure factors or emergencies, the company will simultaneously start the replacement raw materials and the solid copper melting process, so the company has no risk of centralized and sudden purchases.

5.6.9.2. In terms of sales:

The company sells special chemicals that meet the needs of customers. Through the unique green recycling process and high-precision technical methods, metals such as copper and tin are extracted from the waste liquid, and recycled or reused into electronic and mining industries. Products such as copper salts and tin compounds required by industries such as dyeing, finishing, coatings and other industries form a close circular economic circle with customers.

102 -

The company's sales to the top 10 largest customers in 2025 and 2024 accounted for 72% and 77% of the net operating income of the year respectively. The proportion of the company's top 10 largest customers in its revenue did not show sales concentration. A single customer accounts for more than 30% of the company's operating income, so the company does not have a significant concentration of sales to a single customer.

5.6.10. Directors, supervisors, or large shareholders holding more than 10% of the shares, the impact, risks and countermeasures of a large number of equity transfers or replacements on the company:

As of the date of this annual report, the shareholding of CDIB Capital Group, a director of the Company, was 8.51% as of May 24, 2023, and 5.08% as of December 31, 2024. Although the Company transferred more than half of its shares during its term of office on September 17, 2025, this did not have a material impact on shareholders' equity or the price of the securities.

5.6.11. The impact, risks and countermeasures of the change of management rights on the company:

The company's management team is committed to sustainable development. In the most recent year and as of the publication date of the annual report, the company has not changed its management rights.

5.6.12. Litigation or non-litigation events:

Non-litigation or administrative disputes of the company and the company's directors, supervisors, general manager, principals in charge, major shareholders holding more than 10% of the shares, and affiliated companies that have been adjudicated or are still pending. In case of a litigation event, the outcome of which may have a significant impact on shareholders' rights or securities prices, the facts in dispute, the amount of the subject matter, the date of commencement of the litigation, the main parties involved in the litigation, and the handling status as of the publication date of the annual report shall be disclosed: None

5.6.13. Other important risks and countermeasures: None.

5.7. Other Important Issues: None.

103 -

104 -

6. Special Disclosure

6.1 Summary of Affiliated Companies

Please refer to the Public Information Observatory:

Public Information Observatory > Single Company > Electronic Document Download > Related Companies' Three-Document Form Zone

https://mops.twse.com.tw/mops/#/web/home

6.2. Private Placement of Company Shares

Handling of private placement of securities in the most recent year and as of the publication date of the annual report: None

6.3. Other Supplementary Information: None

7. If any event occurs that has a significant impact on shareholders' equity :

In the most recent year and up to the date of publication of the annual report, any event that has a significant impact on shareholders' equity or securities prices as defined in Article 36, Paragraph 3, Subparagraph 2 of the Securities and Exchange Act has occurred:

None

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Chairman: CHEN, KUO-CHIN

AI assistant

AMIA — Annual Report 2025

52742_rns_2026-05-06_aaddd99c-1ab4-4d21-a0e1-ec5b7dd8828f.pdf

amia

2025 ANNUAL REPORT

TABLE OF CONTENTS

1. Letter to Shareholders

1.1. Operating results of the previous year

1.1.1. Implementation results of business plan in 2025

1.1.1.1. Consolidated Statements

1.1.1.2. Stand-alone Statement

1.3. The future development strategy of the company, affected by the external competitive environment, regulatory environment and overall business environment

1.3.1. Future company development strategy

1.3.2. Affected by the external competitive environment, regulatory environment and overall business environment

2. Corporate Governance Report

2.1. Information of directors, general manager, deputy general manager and managers:

2.1.1. Information on directors

2.1.1.1. Directors:

2.3.2. Operation of the Audit Committee:

2.3.2.1.1. Matters listed in Article 14-5 of the Securities and Exchange Act:

2.3.4. Composition and operation of the Remuneration Committee:

1-1 Greenhouse Gas Inventory and Assurance Status

1-2 Greenhouse gas assurance information (statement of assurance status for the most recent two years as of the date of publication of the annual report, including assurance scope, assurance organization, assurance criteria and assurance opinions.)

1-2-1 Reduction base year and inventory results

1-2-2 Carbon reduction targets

2.3.7 Other important information sufficient to enhance the understanding of corporate governance operations may be disclosed together:

2.3.8. Implementation status of internal control system:

2.3.8.1. Internal control statement: See next page for details

2.3.8.2. Those who entrust an accountant to review the internal control system shall disclose the accountant's review report: None.

2.4. Information on Attesting CPA Professional Fees:

3. Capital Overview

3.1. Capital and Shares

3.6. Restricted employee rights new shares:

3.7. Handling of mergers and acquisitions or transfer of shares from other companies to issue new shares: None.

3.8. Implementation of fund utilization plan: None

4. Operational Overview

4.1. Business Activities

4.1.1. Business Scope

4.1.1.1. Main contents of business

4.1.1.1.1. Taiwan company

4.1.1.1.2. Mainland companies

4.1.1.2. Current operating ratio of major products (consolidated basis):

4.1.1.3. The company's current commodity (service) items and uses:

4.1.1.4. New products (services) to be developed:

4.1.2. Industry overview:

4.1.2.3.4. Metal products

4.1.3. Technology and R&D overview:

4.2. Market and Sales Overview

4.2.1. Market Analysis

4.2.1.1. Sales regions of major commodities (consolidation basis)

4.2.1.2. Market share

4.2.1.2.1. Special chemicals

4.2.1.2.2. Copper salt products

4.2.1.2.3. Waste liquid recovery

4.2.1.3. Future market supply and demand and growth

4.2.1.4. Competitive Niches

4.2.2.1.1.1. ETCHING SOLUTION

4.2.2.1.1.2. SOLDER STRIPPER:

4.2.2.1.1.3. MICRO ETCHANT:

4.2.2.1.1.4. DRY FILM STRIPPER:

4.2.2.1.2. Regenerated copper salt and recycled products:

4.2.2.1.2.1. COPPER SULPHATE:

4.2.2.1.2.2. COPPER CARBONATE:

4.2.2.1.2.3. COPPER OXIDE:

4.2.2.1.2.4. ELECTRONIC GRADE COPPER SALT:

4.2.2.2.2. Regenerated copper salt products

4.2.3. Supply status of main raw materials:

4.2.3.1. Copper raw materials and other precious metals:

4.2.3.2. Bulk chemical raw materials (Taiwan part)

4.4.2. Estimated amount and response measures that may occur at present and in the future :

4.5. Labor Relations:

4.6. Cyber Security Management:

4.6.1.2. Information Security Policy

4.6.1.2.1. Enterprise information security management strategy and structure

4.6.1.2.2. Enterprise information security risk management and continuous improvement framework

Review and continuous improvement

Information security risk management

Monitor information security management effectiveness

4.6.1.2.3. Specific management plan

4.6.1.2.4. Invest resources in information security management

AMIA Annual Report 2025