Chicony

Stock Code: 2385

Annual Report is available at

Market Observation Post System: https://mops.twse.com.tw

Company Website: https://www.chicony.com

Chicony Electronics Co., Ltd.

2025 Annual Report

Printed on March 30, 2026

The names, title, telephone numbers, and e-mail addresses of the Spokesperson and Deputy spokesperson:

Spokesperson:
Name: Lin, Yu-Ling
Title: Vice General Manager of the Financial and Administrative Department
Telephone: +886-2-6626-6788

Deputy Spokesperson:
Name: Yang, Wan-Ting
Title: Director of Investor Relations Division of the Financial and Administrative Department
Telephone: +886-2-6626-6788

Spokesperson email address is: [email protected]

Headquarter, branch office and factories:

Address of Headquarter: No. 69, Sec. 2, Guangfu Rd., Sanchong Dist., New Taipei City 241, Taiwan (R.O.C.)
Phone number of Headquarter: +886-2-6626-6788

The name, address, website, and telephone number of the stock transfer agent:

Name: CTBC Bank
Address: 5F, No.83, Sec. 1, Chongqing S. Rd., Zhongzheng District, Taipei City 100, Taiwan (R.O.C.)
Phone number: +886-2-6636-5566 (stock code: 2385)
Website: http://www.ctbcbank.com.tw/cts/index.jsp

The names, office name, address, website, and telephone number of the verifying CPAs of the most recent financial report:

CPAs: Liang, Hua-Ling / Liao, Fu-Ming
Company: PricewaterhouseCoopers Taiwan
Address: 27F, No. 333, Sec. 1, Keelung Rd., Xinyi Dist., Taipei City 110, Taiwan (R.O.C.)
Phone number: +886-2-2729-6666
Website: http://www.pwc.tw/

Name of the Trading Venue for Overseas Securities and Methods for Inquiry of Overseas Securities Information:

None

Company website:

https://www.chicony.com

Page

Chicony Electronics CO., Ltd.

I. Letter to Shareholders

Performance for Last Year, Business Project Summary for This Year, Company development strategy and impact from external competition, laws and regulations ... 1

II. Corporate Governance Report

Directors (Including Professional Qualifications, Diversity and Independence of the Board Meeting), and Profiles of Managers ... 7
Remuneration of Directors and Managers (in association with future and ESG performances) ... 21
Operations of Corporate Governance ... 29
(1) Operation Status of Board of Directors ... 31
(2) Operation Status of Audit Committee ... 29
(3) Operation Status of Corporate Governance (Including the Organization, Function, and Operation of Corporate Sustainable Development Committee) ... 39
(4) Organization, Function, and Operation of Remuneration Committee, ... 53
(5) Organization, Function, and Operation of Nomination Committee ... 55
(6) Organization, Function, and Operation of Corporate Sustainable Development Committee ... 56
(7) Status of Promotion of Sustainable Development (Including the Execution of Climate Related Information) ... 60
(8) The Company’s Performance of Ethical Corporate Management ... 92
(9) Other Important Information to Increase Understanding of Corporate Governance Operations ... 101
(10) Status of Implementation of Internal Control System (including Statement of Internal Control and Audit Report of CPA) ... 101
(11) Important Resolutions Made by the Shareholders’ Meeting (including the implementation status) and Board Meeting ... 102
(12) The Main Contents of Important Resolutions Passed by the Board of Directors Regarding in which Directors have Voiced Differing Opinions on the Record or in Writing ... 105
Auditing fees for the CPAs ... 106
Replacement of CPAs ... 106
Chairman, General Manager, or any Managerial Officer in Charge of Finance or Accounting Matters has Held a Position at the Accounting Firm of its CPA or at an Affiliated Enterprise's Situation ... 107
The Transfer of Equity Shares or Change in the Pledge of Shares under lien by the Directors, Managers, and Shareholders Holding More than 10% of the Shares ... 108
Information on Relationships of the Top Ten Shareholders ... 110
Comprehensive shareholding ratio ... 111

III. Status of Financing

Capital and Shares ... 112
(1) Sources of equity capital ... 112
(2) List of major shareholders ... 113
(3) Dividend Policy and Distribution of Earnings at this Shareholders’

Meeting ... 113

(4) The effect of the proposal for paying stock dividends in the current session of the Shareholders Meeting on the operation performance, and earnings per share of the Company ... 113
(5) Remuneration to the employees and Directors ... 114
(6) The repurchase of Company shares by the Company ... 114

Information on Corporate Bonds ... 114
Information on Preferred Shares ... 114
Information on Overseas Depository Receipts ... 114
Information on Employee Stock Options (ESO) ... 115
Information on Restricted Stocks ... 115
Status of New Share Issuance in Connection with Mergers and Acquisitions (including mergers, acquisitions, and divisions) or Transferred Company Shares ... 115
The implementation of the fund utilization plan ... 115

VI. Operational Highlights

Business Overview (including Business Scope, Industry Overview, R&D and Technology Overview, Intellectual Property Management Report, and Long-term/Short-term Business Development Plans) ... 116
Market, Production, and Sales Overview (including Market Analysis, Production Process, Supply of Materials, Vendors (Customers) Accounting for More Than 10% of the Total Purchase (Sale)) ... 129
Number of Employees, Average Years of Service, Average Age, and Education Distribution Ratio ... 139
Information on Environmental Protection Spending ... 140
Labor Relations ... 140
Information and Communication Security Management ... 143
Vital contracts ... 148

V. Review and Analysis of Financial Position, Performance and Risks

Financial Status for the Past Two Years ... 149
Financial performance for the Past Two Years (including expected sales) ... 150
Cash flows (including cash liquidity analysis for the coming year) ... 150
Major capital expenditures and their effect on the financial position and operation of the Company ... 151
Direct investment policy and the main cause of profit or loss, remedial plan, and investment plan for the year ahead ... 151
Analysis and Assessment of Risk Issues ... 153

(1) The effect of fluctuation of interest rate, exchange rate, and inflation on the income position of the Company, and remedy: ... 153
(2) Status of high risk/high leverage investment, loaning to a third party, undertaking of endorsements/guarantees, and derivative trade ... 153
(3) R&D plan in the future, and projected commitment of R&D expenses ... 154
(4) The effect of changes in important policies and the regulatory environment at home and overseas on the financial and operation performance of the Company, and responding measures ... 154
(5) The effect of changes in the technological (including the risk of information security) and industrial environment on the financial and operation performance of the Company, and responding measures ... 154

(6) The effect of changes in corporate image on crisis management of the enterprise, and responding measures ... 155
(7) Expected results and possible risks from mergers and acquisitions, and responding measures ... 155
(8) Expected results and possible risks from capacity expansion, and responding measures ... 155
(9) Risks and responding measures of concentration of purchase or sale ... 155
(10) Effect and responding measures of sizable transfers or swaps of equity shares by Directors and dominant shareholders holding more than 10% of the stake of the Company ... 155
(11) Effect and risks from the changing of hands in management and the responding measures ... 155
(12) Litigious or Non-litigious Matters and Responding Measures ... 155
(13) Other Major Risks and Responding Measures ... 155

Other Materiality ... 155

VI. Additional Information

Consolidated Operating Report of Affiliated Enterprises for the Most Recent Year ... 156
Processed Condition of the Private Placement Securities in the Most Recent Year and up to the Date of Printing of this Annual Report ... 156
Other Supplementary Information ... 156
Matters According to Article 36.3.2 of the Securities and Exchange Act of Taiwan Which Have Significant Impact on the Shareholders' Equity or Stock Price ... 156

I. Letter to Shareholders

Dear Shareholders:

2025 performance

(1) 2025 Operational Result

The company's 2025 consolidated revenue reached $95,660,609 thousands, operating profit amounted to $7,971,225 thousands, a decrease of 6% and 23% respectively compared to 2024. Net Profit amounted to $6,584,784 thousands, a decrease of 27% compared to 2024.

(2) Financial Highlights and Profitability Analysis

a. Financial Highlight

Units: NTD thousands

Item	2025	2024	Increase (decrease)
Operating Profit	7,971,225	10,312,633	(22.70%)
Net Profit (Note 1)	6,584,784	9,045,405	(27.20%)
Average Total Assets	103,182,755	98,079,550	5.20%
Average Shareholder Equity (Note 1)	45,253,706	42,624,309	6.17%

b. Profitability

Item	2025	2024
Return on Average Assets (%) (Note 1)	6.38	10.84
Return on Average Shareholder Equity (%) (Note 1)	14.55	21.22
Operating Profit on End-of-Period Shareholder Equity (%)	104.88	125.68
Net Profit Margin (%) (Note 1)	6.88	8.91
Earnings Per Share (Note 2)	9.05	12.43

Note 1: Not including non-controlling interests.
Note 2: Earnings per share (EPS) is calculated based on the number of shares before retroactive adjustment for the shares to be distributed as employee compensation from earnings.

(3) Research and development

In 2025, the Company and its subsidiaries spent approximately $3,304,579 thousands on product development, automation production equipment, and process improvement. Solid R&D ability is Chicony's crucial competitiveness to face fast-changing industry environment. To cultivate and attract more excellent R&D talents, Chicony continues to provide professional trainings to internal R&D personnel and awards "Inventor Prize" to outstanding R&D talents. Aiming to innovative technology trend, Chicony will continuously develop innovative products including keyboards, power supplies, and image products to attract more clients and win more business opportunities.

2026 Business Project Summary

(1) 2026 Business Target and Business Outlook

After experiencing trade tariff frictions and policy transitions in 2025, the global economy has demonstrated stronger resilience than expected. The main themes for 2026 will be the parallel trends of "monetization of technology dividends" and "geopolitical fragmentation." The International Monetary Fund (IMF) has raised its 2026 global economic growth forecast to 3.3%, indicating that the world has gradually emerged

from the shadows of high interest rates and high inflation. In 2026, the United States successfully achieved a soft landing, benefiting from the substantive contribution of AI infrastructure and a recovery in corporate investment, with the economic growth rate expected to increase slightly to 2.4%. Mainland China, the world's second-largest economy, is facing a structural transformation. Although aftershocks in the real estate sector persist, growth is being maintained through "Sovereign AI" and high-end manufacturing exports, with the economic growth rate projected to be 4.5% in 2026. Under the leadership of the Sanae Takaichi government, Japan is striving to achieve a balance between interest rate hike pressures and fiscal stimulus, with the economic growth rate projected to be between 0.8% and 1.1%. As the engine of Asia and the fastest-growing major economy, India has benefited from the "de-risking" of global supply chains, with its economic growth rate remaining at a high level between 6.7% and 6.9%. Supported by the central bank's continuous interest rate cuts and the energy transition, the Eurozone's economic performance is mediocre but stable, with an estimated economic growth rate of 1.2%.

In 2026, the notebook (NB) market has entered a substantive product replacement period and a supply chain transition period. AI PCs will become mainstream (with a penetration rate exceeding 50%), and their share of global shipments this year is expected to reach 55%–60%. However, this year has seen a surge in component prices caused by tight supply and demand for memory and CPUs. This cost pressure has also forced NB brand manufacturers to increase the selling prices of end products, which in turn affects consumers' willingness to replace their devices. Under these unfavorable factors, global notebook shipments in 2026 are estimated to decrease by approximately 5.4% (approximately 173 million units) compared to 2025.

The smart home equipment market remains in a rapid growth stage; the global smart home equipment market size was approximately USD 145.4 billion in 2025 and is expected to grow by 18% to USD 171.6 billion in 2026. The smart home market in 2026 is in a pivotal inaugural year, evolving from "connectivity" to "generative automation," meaning that AI is shifting from responding to passive commands to providing proactive agency.

The Company has long operated three major business divisions—Keyboards, Imaging, and Power—and possesses a diversified product portfolio. In the PC segment, the increasing penetration rate of AI PCs will drive shipments of high-end backlit keyboards. Furthermore, in addition to the existing laptop brand market, the Keyboard division also places particular emphasis on growth in the retail market. Products in the retail market are mostly high-unit-price 2-in-1 tablet devices or gaming keyboards, which have a significant positive impact on revenue. In the Imaging business, the Company continues to expand its presence in Edge AI, focusing on the development of Edge AI Vision Solutions. By combining Edge AI with VLM (Vision Language Models), cameras are transformed from providing simple "monitoring" to "understanding" user instructions and "replying with effective information." With enhanced AI enablement, Edge AI Vision Solutions can be widely applied to various fields such as smart security, smart fleet management, smart factories, smart healthcare, and outdoor tracking photography. With the global explosion in AI infrastructure development, the demand for edge devices is expected to grow, becoming another major driver for the Company's

operational growth. Subsidiary Chicony Power Technology has been the world's largest supplier of notebook power supplies since 2017, and its smart environmental control systems, which it has been actively developing in recent years, have also entered the AI data center infrastructure application market. Compared to industry giants investing large-scale capital to compete, Chicony Power utilizes leveraged strategic alliance opportunities through a "virtual vertical integration" cooperation model to accelerate the introduction of differentiated technologies and market expansion. Related projects, such as those for AI high-power supplies, server power supplies, and telecom power products, are expected to make a significant contribution this year. In addition to maintaining its leading position in the NB power supply market with a market share of approximately 40%–50%, the server power supply segment, although currently accounting for a relatively low proportion of business, already possesses definite growth potential. Revenue from smart building solutions is also forecast to see significant growth, and these factors will become important growth engines for the power business. Another subsidiary, MTI, primarily produces network communication products such as digital audio/video devices, broadband communication equipment, wireless products, and AIoT devices. It is also actively entering the field of AI optical edge computing robotics. Its new military and defense products have the greatest growth potential and are expected to become a new engine for revenue and profit.

In 2026, the management team of the Company will remain highly confident to actively face the rapid changes in the industry and external challenges and to integrate resources of the group. In addition to the research, development and sales of niche products like original keyboards, digital image, and power supply, non-PC products, such as gaming, server, smart home and low earth orbit satellite system, are able to enter markets with potential and application areas with high value-added as these products have stable growth. With the support of these high value-added products, the revenues and profits of the Company also share a stable growth simultaneously. In addition to the market analysis made by the aforementioned major research institutions, the Company also takes production planning and the operating performance in the past into consideration based on the estimated demands of customers. It is estimated that the number of product sale for PC peripheral devices, digital image, consumer electronic products, and other electronic products of the Company will be 180.2 million, and the number of PC peripheral devices, game consoles, and network communication and other electronic products of subsidiaries Chicony Power Technology and XAVi Technologies Corporation is 136 million and 6.5 million respectively.

(2) Business strategies

The Company will continue to uphold the faith of sustainable and integrity operation and the principle of "No Quality, No Sales" to provide customers with satisfying services, and continue to fulfill the growth in Company revenues and profits in order to give back to our shareholders, employees and society. The operating strategies for products, production, marketing, research and development, human resources, and finance perspectives are described as follows:

a. Products:

(1) Keep developing high gross-margin and differentiated products in keyboard, power supply, and digital image devices.

(2) Integrate unique technology advantages including image, Wi-Fi, power control, and software to develop higher value-added products.

(3) Escalate Non-PC products revenue proportion, such as AI image, AIOT, low earth orbit satellite power products and smart building solutions.

b. Production:

(1) Expand economics of scale in keyboard, image, and power supply products, escalate efficiency of productivity, and strictly control the quality of products.
(2) Enhance the VMI (Vendor Managed Inventory) system with the information provided by EDI and ERP to react customer needs in time, to reduce storage cost and improve flexibility and efficiency of delivery and production.
(3) Enhance bargain power by integrating Chicony group procurement resources and integrating common materials of the Group.
(4) Purchase key components directly from the original suppliers to reduce raw material costs.
(5) Keep finding more appropriate suppliers of key components, to create strategic vertical integration to enhance complement and expand economics of scale.
(6) We are establishing a global manufacturing chain by maintaining our existing production capacity in Mainland China while focusing on the continued expansion of our capacity in Thailand. This enables us to provide customers with flexible manufacturing solutions and introduce automated equipment to increase automation rates, effectively enhancing production efficiency.
(7) Implement AI-powered visual inspection technology for product testing to improve yield rates.

c. Marketing:

(1) The group integrates various products to provide customers with ONE STOP SHOPPING, meeting their diverse product needs while utilizing the least marketing resources to create maximum benefits.
(2) Continue to extend the customer base and market share of keyboard, AI image and power supply products.
(3) Expand new products including AI image and Smart Cloud products.

d. Research and Development:

(1) Collaborate with crucial international hardware/software customers and suppliers to control key technologies and create valuable new products together.
(2) Create technology advantages by I.P. Know-How to set entry barriers.
(3) Keep developing VA/VE (value analysis/value engineering) and improve product design to increase productivity efficiency and reduce production cost.
(4) Establish the "Chicony Research and Development Talent Scholarship" and collaborate with various higher education institutions and the Vocational Training Council to participate in the industry-academia training promoted by the Ministry of Education, delving into campuses to discover more outstanding research and development talents.
(5) New Product Business Division keeps developing new product opportunities to create more blue-ocean market for Chicony.
(6) Intellectual Property Center responsible for obtaining and protecting patents belongs to Chicony group as well as managing cross-licensing of patents.

e. Human Resources:

(1) The training for employees' professional competence and management skills is

regularly and continuously promoted. In addition to cultivating employees' knowledge in their professional fields and self-development, it also enhances the overall professional technical capabilities of the company's research and application.

(2) Based on the "Competency Standards," develop the company's human resources system, simultaneously supporting it with cross-training, job rotation, and succession planning to establish key organizational talents, while ensuring that employees have stable career development; ensuring that the work output and experience of each employee can be continuously utilized and passed on to achieve the goal of sustainable business operations.

(3) Continue to promote corporate social responsibility projects, allocate a certain ratio of the company's profits to donate to disadvantaged groups such as education and medical care, and give back to the society; We also cooperate with well-known universities to establish a diversified industry-academic cooperation mechanism and reserve excellent talents to present the specific results of the company's implementation of corporate social responsibility policies.

(4) Keep pace with HR development and policy trend globally and react in time to maintain mutual benefits for both employer and employee.

(5) Concern our employees thoroughly to inspire and keep excellent manpower with the profound retaining system and employee housing plans.

f. Finance

(1) Supervise budget control and carefully manage accounts receivable, inventory, and cash turnover.

(2) Strictly manage the tax-preserving materials and ensure the conduct of tax-preserving materials follow the legal regulation in other countries to make sure the company can benefit from the custom tax.

(3) Keep improve debt ratio, and enhance corporate governance, stock and finance affairs.

(4) Adequately hedge against fluctuations in exchange rates and raw material costs.

(5) Conduct the most appropriate tax planning for entire Chicony group by thorough study of relevant tax law and regulation in related countries.

(6) Minimize the interest cost and plan the middle and long-term fund facility according to the trend of interest rate.

(7) Keep seeking companies with growth potential or complementary strengths as for investment object or future strategic alliance.

(3) Important production and marketing policies

a. Focus on the top 10 global brands of manufacturers in personal computers, notebooks, and image products. By increasing our business shares among these growing companies, we can expand our global market shares and strengthen our position.

b. Integrate our competitive advantages of multiple product lines, cross-selling, and collaborate material procurement resources.

c. Establish in-time warehouses logistic system to shorten product delivery time and gain advantages compare to our competitors.

d. Review and adjust production process to the optimum status. Adopt automatic production to increase productivity efficiency.

e. Establish VMI (Vendor Managed Inventory) system to enhance material delivery efficiency and reduce stocks of inventory.
f. Enhance current ERP system and provide management index information. Establish Business Policy Making room with timely information for decision making.
g. We are continuously integrating AI technology across all stages of the manufacturing process to enhance production efficiency and optimize costs.
h. We leverage MES (Manufacturing Execution Systems) to achieve full visibility into factory operations, enhancing production transparency. By integrating automated equipment and AI technology, we are building smart factories to strengthen the company's overall competitiveness.

Company development strategy and impact from external competition, laws and regulations, and the overall operating environment in the future:
These subjects are covered in the 2026 Business Plan summary. In addition, the operation of the Company is managed in accordance with laws and regulations. The Company operation has not been affected by the amendments of laws and regulations.

We wish our shareholders
Health and Good Luck

Chairman: Kent Hsu

President: Roger Lu

Chief Accounting Officer: Molly Lin

II. Corporate Governance Report

Profiles of the Directors, General Manager, Vice General Managers, Assistant Vice General Managers, Function Heads, and Branch Heads:
(1.1) Information on the Directors:

3/30/2026 Units: share

Occupational Title	Nationality or Place of Registration	Name	Gender Age	Date of Election to Office	Tenure	Date of Election to Office for the First Time	Quantity of Shareholding at the Time of Election to Office		Quantity of Shareholding at Present		Shareholding at present by spouse and/or children who are minors		Shares Held in the Name of a Third Party		Major Experience (education)	Other Executives, Directors, or Supervisors who are a Spouse or Kindred Within the 2nd Tier Under the Civil Code
							Quantity of Shares	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding		Occupational Title	Name	Relation
Chairman	Republic of China	Hsu, Kan-Tai	Male 71~75	May 28, 2025ho	3 years	March 4, 1985	56,615,782	7.45%	56,615,782	7.45%	9,021,401	1.19%	-	-	Provincial Taipei Institute of Technology
Honorary Doctorate of National Taipei University of Technology
Chairman of Clevo Co.	Chairman of Clevo Co., Ching Yuan, Hua Tai, Dong Ling, Hongwell Co., Ltd, Shanghai Hongwell, Changchun Hongwell, Taipei Twin Towers Co., Ltd, GuoFaLongFeng (Shanghai)
Chairman (Legal Representative) of Hipro Electronics CO., Kuang Sheng Investment CO., Chun Ching Power Technology Co., Ltd., Hongwell Siyuan Co., Ltd., Hongwell New Taipei Co., Ltd., Hongwell Ruiguang Co., Ltd., Hongwell Cheng Co., Ltd., Hon Hui Min Sheng Co., Ltd., Hon Hui Zhu Gao Co., Ltd., Hon Hui Urban Redevelopment NO. 1 Co., Ltd., Hon Hui Urban Redevelopment No. 3 Co., Ltd., Hon Hui Huan Sun Co., Ltd., Don Huan Yu City Investment Co., Ltd., and Shan Lin Hui Development Co., Ltd.
Chairman of subsidiaries: Chicony Dongguan, Suzhou, Chongqing
Director of subsidiaries: Chicony Overseas Inc., Chicony Global Inc., America, Czech Republic, Thailand, Mao Feng, Jui Yang, Guang Mau, Chicony America Group Inc.
Director of Legal Representative of Unikey Electronics Co., Ltd.	-	-	-	-

Occupational Title	Nationality or Place of Registration	Name	Gender Age	Date of Election to Office	Tenure	Date of Election to Office for the First Time	Quantity of Shareholding at the Time of Election to Office	Quantity of Shareholding at Present	Shareholding at present by spouse and/or children who are minors	Shares Held in the Name of a Third Party	Major Experience (education)	Holding Other Positions of the Company and Other Companies	Other Executives, Directors, or Supervisors who are a Spouse or Kindred Within the 2nd Tier Under the Civil Code.	Note (Not in 2)
Quantity of Shares	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding	Occupational Title	Name	Relation
Director	Republic of China	Lu, Chin-Chung	Male 61~70	May 28, 2025	3 years	May 18,2004	4,174,531	0.55%	4,174,531	0.55%	2,292,628	0.30%	-	-
Chicony Electronic Co., Ltd. Business Supervisor, Manager, Director, Assistant General Manager, Vice General Manager	General Manager of the Company Chairman of XAVI Suzhou
Chairman of Legal Representative of Chicony Power Technology Co., Ltd., XAVI Technologies Corporation, Unikey Electronics Co., Ltd.
Director of Legal Representative of Hippo Electronics CO., Kuang Sheng Investment CO., Chun Ching Power Technology Co., Ltd., Shan On Electronics CO., LTD., Newman Technology Co., LTD. And Zheng-Da-Zhi-Xing Venture Capital Co., LTD.
Director of subsidiaries: Chicony Overseas, Czech Republic, Japan, Suzhou, Thailand, HIPRO Overseas, Jui Yang, Mao Feng, Guang Mau, Global Faith Inc, Chicony Power Technology Hong Kong, Suzhou, Chung Ching, Dongguan, Thailand, Chicony Power America Holding, International, Dongguan Trading Company, Chicony Energy Shanghai, Guang Sheng Electronics Nan Chang, Diligent Technology (Thailand) Co., Ltd., SAN Thailand, Directman, and Systemex.
Director, CEO and Secretary of Chicony America
Director and CEO of Chicony America Group Inc.
Director and General Manager of Chicony Dongguan Supervisor of Maorui, and Chicony Chongqing
Director of Clevo Co.	-	-	-
Director	Republic of China	Tsai, Ming-Hsien	Male 71~75	May 28, 2025	3 years	May 30,2001	29,355	-	29,355	-	59,175	0.01%	-	-
MBA program, National Chengchi University
General Manager of Clevo Co.	Vice Chairman and General Manager of Clevo Co.
Vice Chairman of Legal Representative of Taipei Twin Towers Co., Ltd	-	-	-
Director	Republic of China	Li, Cih-Jing	Female 71~75	May 28, 2025	3 years	June 5, 2019	7,780,730	1.02%	7,780,730	1.02%
Supervisor of Shun-Cheng-Feng Development Co., Ltd.			-

Note: The shareholding ratio is equal to the number of holding shares/the total number of issued shares.

Table 1: Directors are corporate shareholder representatives and the major shareholders of corporate shareholders.

Occupational Title	Nationality or Place of Registration	Name	Gender Age	Date of Election to Office	Tenure	Date of Election to Office for the First Time	Quantity of Shareholding at the Time of Election to Office	Quantity of Shareholding at Present	Shareholding at present by spouse and/or children who are minors	Shares Held in the Name of a Third Party	Major Experience (education)	Holding Other Positions of the Company and Other Companies	Other Executives, Directors, or Supervisors who are a Spouse or Kindred Within the 2nd Tier Under the Civil Code.	Note (Not in 2)
Quantity of Shares	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding	Occupational Title	Name	Relation
Director	Republic of China	Dong Ling Investment Co., Ltd.	Legal Person	May 28, 2025	3 years	May 18, 2004	11,171,329	1.47%	11,171,329	1.47%	-	-	-	-
Republic of China	Liu, Chia-Sheng	Male 71~75	May 28, 2025	3 years	May 30, 2001	590,261	0.08%	590,261	0.08%	-	-	-	-	-
Independent Director	Republic of China	Chu, Jia-Siang	Male 51~60	May 28, 2025	3 years	June 5, 2019	-	-	-	-	-	-	-	-
Independent Director	Republic of China	Kuo, Tsung-Ming	Male 61~70	May 28, 2025	3 years	May 28, 2025	-	-	-	-	-	-	-	-

Note: The shareholding ratio is equal to the number of holding shares/the total number of issued shares.

Name of Corporate Shareholder	Main Shareholders (Name and shareholding of the Top 10 shareholders of the corporate)
Dong Ling Investment Co., Ltd.	Hsu, Kun-Tai (82%); Kang, Min-Chen (10.2%); Hongwell Co., Ltd (5.4%); Lin, Feng-Chu (1.8%); Hsu, Wen-Hsin (0.6%)

Table 2: Directors are corporate shareholder representatives and the major shareholders of corporate shareholders

Name of Corporate Shareholder	Main Shareholders (Name and shareholding of the Top 10 shareholders of the corporate)
Hongwell Co., Ltd	Hsu, Kun-Tai(42.5%); Ching Yuan Investment Co., Ltd. (28.91%); Hung Chi Investment Co., Ltd. (10.8%); Hung Tse Investment Co., Ltd. (10.8%); Hua Tai Investment Co., Ltd. (3.41%); Dong Ling Investment Co., Ltd.(2.15%); Kang, Min-Chen (1.16%); Hsu, Wen-Hsin (0.25%); Lin, Feng-Chu (0.02 %)

10 -

(1.2) Information on the Professional Qualification of Directors and Supervisors and the Status of Independence of Independent Directors:

| Condition
Name | Experience and Professional Qualifications | Status of Independence | Number of public companies that the Director also holds the position as independent director in. |
| --- | --- | --- | --- |
| Chairman: Hsu, Kun-Tai | Honorary Doctorate of National Taipei University of Technology
Chairman of Clevo Co., Taipei Twin Towers Co., Ltd., Buynow Group, and Hongwell Group
He specializes in the operational planning and business management of computer and peripheral electronic components industry, information 3C product channels, and new business creation.
In addition to this person's 40 years of extensive industrial experience in the computer and peripheral electronic components industry, this person also has the decision-making and leadership ability, international market perspective, operational judgment, crisis management, financial and accounting, and business management capabilities required by the Company.
Not in conditions specified in any of the subparagraphs of Article 30 of the Company Act. | 1. Hold more than 5% shares, the biggest shareholder of the company.
2. Chairman of the top 10 shareholders: Hongwell Co., Ltd., Hipro Electronics CO., Dong Ling Investment Co., Ltd., Ching Yuan Investment Co., Ltd. | 0 |
| Director: Lu, Chin-Chung | Department of Business Administration and MBA Program, National Chengchi University
General Manager of the company
Starting off as a grassroots sales manager of Chicony Electronics, this person has a deep understanding of the Company's industry and knowledge required for upstream and downstream computer-related electronic components and products. This person is familiar with international market business and specializes in the management and strategy of the industry. This person has practical capabilities with respect to corporate governance, business and finance, marketing, and business planning for the technology industry.
Not in conditions specified in any of the subparagraphs of Article 30 of the Company Act. | Concurrently as the Chairman of a subsidiary company | 0 |

11 -

| Director: Tsai, Ming-Hsien | Provincial Taipei Institute of Technology
MBA program, National Chengchi University
General Manager and Vice Chairman of Clevo Co.
With over 40 years of business management experience in notebook computer production and sales and information 3C product channel management, this person is able to timely offer opinions on business and management to the Company's upstream customers. As well as this, this person is also equipped with business, marketing and industrial technology capabilities. This person is able to help the Company to be more diversified in its thinking on business management strategies.
Not in conditions specified in any of the subparagraphs of Article 30 of the Company Act. | Vice Chairman of Clevo Co. and Taipei Twin Towers Co., Ltd. | 0 |
| --- | --- | --- | --- |
| Director: Dong Ling Investment Co., Ltd.
Legal Representative: Liu, Chia-Sheng | Provincial Taipei Institute of Technology
Director of Legal Representative of Taipei Twin Towers Co., Ltd
This person is equipped with governance, business, marketing and industrial technology capabilities. This person is able to timely propose corporate governance and business management opinions and guidelines to the Company's board of directors in order to assist the business team in planning for operational strategies for implementation.
Not in conditions specified in any of the subparagraphs of Article 30 of the Company Act. | Director of Taipei Twin Towers Co., Ltd. | 0 |
| Director: Li, Cih-Jing | Provincial Taipei Institute of Business
Director of Chicony Power Technology Co., Ltd., XAVI Technologies Corporation
Possess the capability in commerce, accounting information, financial analysis and management.
Not in conditions specified in any of the subparagraphs of Article 30 of the Company Act. | Concurrently as the Director of a subsidiary company | 0 |

12 -

| Independent Director
Kuo, Tsung-Ming | Master, Department of Accounting, National Taiwan University
Independent director of China Bills Finance, BRIM Biotechnology Co., Ltd., and Transcend Information, Inc.
Supervisor of CommonWealth Magazine Group, Common Life Publishing Co., Ltd., Tung Hua Books Co., Ltd., and Taiwan Kai Ming Book Co., NEW MOON EDUCATION CO., LTD, and COMMONWEALTH EDUCATION MEDIA AND PUBLISHING CO., LTD.
Possess the capability in corporate governance and financial accounting, able to elevate the quality of corporate governance of the board and supervision function of the audit committee.
Not in conditions specified in any of the subparagraphs of Article 30 of the Company Act. | In accordance with the provisions set out in the Company's Articles of Incorporation and the Corporate Governance Best Practice Principles, directors are elected by the nomination system.
Upon nomination and selection of the Company's Board members, a statement of each director's academic qualifications and work experience must be obtained. As well as this, their independence from | 2 |
| --- | --- | --- | --- |
| Independent Director
Chu, Jia-Siang | Graduated from the department of Electrical Engineering of National Tsing Hua University
MBA, National Cheng Kung University
Currently as the Chairman of WK Technology Fund, and WK Innovation Ltd.
Supervisor of GooGol Technology (TWN) Limited and eTouch Medical Inc., and Independent Director of Q Technology (Group) Company Limited, Chia Chang, and Cincon Electronics Co., Ltd.
Knowledgeable in computer related supply chain, specializing in investment management, having the capabilities in corporate governance, accounting information, financial analysis, industry development and insights of technology applications, able to elevate the quality of corporate governance of the board and supervision function of the audit committee.
Not in conditions specified in any of the subparagraphs of Article 30 of the Company Act. | the Company regarding themselves, their spouses and relatives within the second degree of kinship must also be confirmed.
Moreover, it has been verified that the three independent directors listed are in line with the qualifications set forth in the “Regulations Governing Appointment of Independent Directors and Compliance Matters for Public Companies” promulgated by the FSC and Article 14-2 of the Securities and Exchange Act during the two years prior to the election and during their term of office. | 2 |

13 -

14 -

| Independent Director
Peng, Chu-Ju | Doctor of Business Administration Department, National Chengchi University
Professor, Business Administration Department, National Chengchi University
Independent Director of Kenmec Automation Technology
Possess the capability in commerce finance, risk management, corporate supervisor (legal representative), corporate governance and financial accounting, able to elevate the quality of corporate governance of the board and supervision function of the audit committee.
Not in conditions specified in any of the subparagraphs of Article 30 of the Company Act. | | 1 |
| --- | --- | --- | --- |

(1.3) Diversity and Independence of Board of Directors:

1. Structure of Board of Directors:

According to Article 20 of the Company's "Corporate Governance Best Practice Principles", the board of directors shall possess capabilities including operational judgment, financial and accounting, business management, crisis management, industry knowledge, international market perspective, leadership, and decision-making. The composition of the Board of Directors shall be determined by taking diversity into consideration and formulating an appropriate policy on diversity based on the Company's business operations, operating dynamics, and development needs. The policy includes basic requirements and values (gender, age, country of citizenship, culture, and etc.), as well as professional knowledge and skills (laws, accounting, industry, finance, marketing, technology, professional skills, industry experience, and etc.).

The 15th term board of directors is composed of 8 directors (including 3 independent directors) with various professional backgrounds, possessing the qualifications listed in section 3, Article 20 of the Company's "Corporate Governance Best Practice Principles". For details, please refer to the attached table. Members of Directors: One director concurrently serving as a managerial officer of the Company accounted for 12.5%, three independent directors accounted for 37.5%, and two female directors accounted for 25%. All three independent directors' job tenure does not exceed nine years. None of the directors are spouses or relatives within the second degree of kinship. Achieve the management objectives of the diversity policy of having more than half of the directors who are not managerial officers of the Company and at least one female director of the Company.

To achieve the goal of gender diversity on the board of directors, the company already increased one female independent director in the board re-election in 2025. Among the eight directors, the number of female directors reached two, accounting for one quarter. Although the number of female directors is still not up to one-third (included), the company will continue to seek highly knowledgeable and qualified female directors who can significantly contribute to the company's operational planning and decision-making to gradually achieve the goal of gender diversity on the board.

	Basic Information.	Industry Experience (Note)	Professionalism (Note)

Condition Name	Nationality	Gender	Age			Company Employee	Seniority of Independent Director			Information Technology	Finance	Marketing	International Market Perspective	Business Management	Crisis Management	Leadership & Decision-Making	Accounting & Financial Analysis
			51~60	61~70	71~75		<3 years	3~9 years	>9 years
Hsu, Kun-Tai	Republic of China	Male			✓					✓	◎	✓	✓	✓	✓	✓	◎
Lu, Chin-Chung	Republic of China	Male		✓		✓				✓	◎	✓	✓	✓	✓	✓	◎
Tsai, Min-Hsien	Republic of China	Male			✓					✓	◎	✓	✓	✓	✓	✓	◎
Dong Ling Investment Co., Ltd. Legal Representative: Liu, Jia-Sheng	Republic of China	Male			✓						✓	✓	◎	✓	✓
Li, Cih-Jing	Republic of China	Female			✓						✓						✓
Kuo, Tsung-Ming	Republic of China	Male		✓			✓				✓		◎	◎	✓	◎	✓
Chu, Jia-Siang	Republic of China	Male	✓					✓			✓	✓	✓	✓	✓	◎	✓
Peng, Chu-Ju	Republic of China	Female		✓			✓			✓	✓	✓	◎	◎	✓	◎	✓

Note: “✓” means fully capable of, “◎” means partially capable of.

2. Independence of Board of Directors:

The Company's Board of Directors guides the Company's strategy, supervises the management, is responsible to the Company and its shareholders, and all operations and arrangements of the corporate governance system to ensure that the Board of Directors exercises its authority in accordance with laws and regulations, the Company's Articles of Incorporation, or the resolutions of the shareholders' meeting. The Board of Directors of the Company emphasizes the function of independent operation and transparency. The directors and independent directors are independent individuals to exercise their powers. The three independent directors exercise their powers independently in accordance with "Audit Committee Charter" and relevant laws and regulations of the Company. The Company has also formulated a fair, just and open procedure for the election of directors, and has adopted a cumulative voting system and a candidate nomination system for the election of directors and independent

directors to protect the rights and interests of shareholders. The Company has set up the performance assessment mechanism of the board of directors, scoring the board of directors, individual directors according to specific evaluation indicators on an annual basis. The performance evaluation report has been completed according to the evaluation results and has been submitted to the board of directors. The evaluation measures and the results have been disclosed on the Company's website. According to Article 7 of the "Measures for Performance Evaluation of the Board of Directors and Functional Committees": the results of the performance evaluation of the board of directors shall be an important reference for the selection or nomination of directors.

(1.4) Manager Information
3/30/2026 Units: share

Occupational Title	Nationality	Name	Gender	Inauguration Date	Shareholding number		Shareholding at present by spouse and/or children who are minors		Shares Held in the Name of a Third Party		Major Experience (education)	Positions in Other Companies at Present	Spouse or Kindred Within the 2nd Tier Under the Civil Code who is a Manager			Note (Note 2)
					Quantity of Shares (note 1)	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding (note)	Quantity of Shares	Proportion of Shareholding (note)			Occupational Title	Name	Relation
General Manager	Republic of China	Lu, Chin-Chung	Male	12.1.2016	4,174,531	0.55%	2,292,628	0.30%	-	-	Department of Business Administration and MBA Program, National Chengdu University Business Supervisor, Manager, Director, Assistant General Manager, Vice General Manager of Chicony Electronics	G General Manager of the Company Chairman of XAVI Suzhou Chairman of Legal Representative of Chicony Power Technology Co., Ltd., XAVI Technologies Corporation, Unikey Electronics Co., Ltd. Director of Legal Representative of Hippo Electronics CO., Kuang Sheng Investment CO., Chun Ching Power Technology Co., Ltd., Shun On Electronics CO., LTD., Newman Technology Co., LTD. And Zheng-Da-Zhi-Xing Venture Capital Co., LTD. Director of subsidiaries: Chicony Overseas, Czech Republic, Japan, Suzhou, Thailand, HIPRO Overseas, Jui Yang, Mao Feng, Guang Mau, Global Faith Inc, Chicony Power Technology Hong Kong, Suzhou, Chung Ching, Dongguan, Thailand, Chicony Power America Holding, International, Dongguan Trading Company, Chicony Energy Shanghai, Guang Sheng Electronics Nan Chang, Diligent Technology (Thailand) Co., Ltd., S&M Thailand, Directmax, and Systemax. Director, CEO and Secretary of Chicony America Director and CEO of Chicony America Group Inc. Director and General Manager of Chicony Dongguan Supervisor of Maorui, and Chicony Chongqing Director of Clevo Co.	-	-	-	-
Chief Operations Officer	Republic of China	Huang, Chien-Yu	Male	10.26.2011	2,121,568	0.28%	678,288	0.09%	-	-	Graduated from the Department of Electrical Engineering, Fu Jen Catholic University Vice General Manager of the IPD Development Division of Chicony Electronic Co., Ltd., General Manager of Chicony Dongguan Company, General Manager of the Business unit	Executive Director of Mao Jiu Director of the Subsidiaries: Chicony Japan, Chicony Chongqing, Chicony Dongguan, Jui Yang Supervisor of Chicony Suzhou	-	-	-	-

Occupational Title	Nationality	Name	Gender	Inauguration Date	Shareholding number		Shareholding at present by spouse and/or children who are minors		Shares Held in the Name of a Third Party		Major Experience (education)	Spouse or Kindred Within the 2nd Tier Under the Civil Code who is a Manager
					Quantity of Shares (note 1)	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding (note)	Quantity of Shares	Proportion of Shareholding (note)		Occupational Title	Name	Relation
Chicony America Company General Manager	Republic of China	Chang, Yan-Ching	Male	10.17.1993	172,310	-	-	-	-	-	Graduated from the Department of Law, National Chung Hsing University
Chicony Electronic Corporate Business Director, Assistant General Manager, Vice General Manager	Director and CFO of Chicony America
Director and Secretary of Chicony America
Director of Chicony Power America Co., Ltd.	-	-	-	-
General Manager of the IPD Business Unit	Republic of China	Huang, Kuang-Yu	Male	11.1.2006	1,085,484	0.14%	-	-	-	-	Graduated from the Department of Business Mathematics, Soochow University
Manager and Director of the IPD Development Division of Chicony Electronics Co., Ltd.	Nil	-	-	-	-
General Manager of the MKB Business Unit	Republic of China	Tsai, Chin-Cheng	Male	7.1.2020	606,515	0.08%	-	-	-	-	MBA Master of Business Management, Da-Yeh University
Assistant General Manager of the MKB Development Division of Chicony Electronics Co., Ltd.	Director of Chicony Suzhou
Director and General Manager of Chicony Chongqing	-	-	-	-
General Manager of the VIP Business Unit	Republic of China	Tsai, Mei-I	Female	7.1.2020	353,822	0.05%	-	-	-	-	Graduated from the EMBA Program, Department of International Business, National Taiwan University
Executive Vice General Manager of Ho Hsun Digital Co., Ltd. and Assistant General Manager of the VIP Development Division of Chicony Electronics Co., Ltd.	Nil	-	-	-	-
General Manager of the CM Business Unit	Republic of China	Dung, Yan-Liang	Male	5.1.2019	410,401	0.05%	-	-	-	-	Graduated from the Department of Electronics, Hsin-pu Industrial and Technological Junior College
Company Special Assistant of XAVi Technologies Corporation
Senior Assistant General Manager of Hon Hai Precision Industry Co., Ltd.	Nil	-	-	-	-
General Manager of MP Business Unit	Republic of China	Chou, Yang-Chang	Male	12.1.2016	493,149	0.06%	-	-	-	-	National Taipei University of Business
MBA Master's, California State University
Business Manager of Super Company Business Manager, Director, Vice General Manager of the CM Business Division of Chicony Electronic Co., Ltd.	Nil	-	-	-	-
Senior Vice General Manager of the Financial and Administrative Department	Republic of China	Lin, Yu-Ling	Female	7.1.2020	576,08	0.08%	-	-	-	-	Graduated from the Department of Finance, National Taiwan University
Master of Accounting, George Washington University
CPA of Chian Ye Accountancy Firm Accounting Manager and Director of Chicony Electronic Co., Ltd.	Director of Chicony Czech Republic, Chicony Thailand, and Laster Tech
Supervisor of Subsidiaries: Chicony Japan
Director of Laster Tech Co., Ltd.
Director of the Legal Representative of Mai Shish Erh Hao Fund Co., Ltd., Pei Ke Chih Hsing Fund Co., Ltd., Pei Ke Chih Hsing Fund II Co., Ltd., Sheng-Da Venture Capital
Corporate Director of WK Technology Fund Co., Ltd, WK Technology Fund II Co., Ltd., Cheng Ting Fund Co., Ltd., Top Taiwan XI Venture Capital Co., LTD.
Independent Director of IBASIC Technology Inc.	-	-	-	-

17 -

Occupational Title	Nationality	Name	Gender	Inauguration Date	Shareholding number		Shareholding at present by spouse and/or children who are minors		Shares Held in the Name of a Third Party		Major Experience (education)	Spouse or Kindred Within the 2nd Tier Under the Civil Code who is a Manager
					Quantity of Shares (note 1)	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding (note)	Quantity of Shares	Proportion of Shareholding (note)		Occupational Title	Name	Relation
Chief Purchasing Officer	Republic of China	Chang, Chao-Hsien	Male	5.1.2019	253,651	0.03%	-	-	-	-	Graduated from the Department of Electrical Engineering, Ming Chi Industrial and Technological Junior College
Vice General Manager of Compal Electronics, Inc. and Assistant General Manager of Taiwan Lu Pa Co., Ltd.	Nil	-	-	-	-
Vice General Manager of the IPD Business Division	Republic of China	Tu, Ku-Chin	Male	5.1.2019	329,179	0.04%	85,000	0.01%	-	-	Graduated from the Department of Engineering Economics Management, University of Oxford, UK
Director of the IPD Business Division of Chicony Electronic Co., Ltd.	Nil	-	-	-	-
Vice General Manager of the IPD Product Development Division	Republic of China	Chen, Yi-Heng	Male	5.1.2021	104,550	0.01%	-	-	-	-	National Chin-Yi College of Technology
Assistant General Manager of the IPD Product Development Division of Chicony Electronics Co., Ltd.	Nil	-	-	-	-
Vice General Manager of the VIP Product Development Division	Republic of China	Yuan, Shang-Yuan	Male	5.1.2021	73,410	0.01%	-	-	-	-	Graduate School of Electrical Engineering, Feng Chia University
Assistant General Manager of the VIP Product Development Division of Chicony Electronics Co., Ltd.	Nil	-	-	-	-
Chief Human Resources Officer	Republic of China	Hsiao, Huan-Wen	Male	12.01.2016	347,312	0.05%	30	-	-	-	Graduated from Newport International University
Assistant General Manager of the Human Resources Division of Chicony Electronics Co., Ltd	Nil	-	-	-	-
Vice General Manager of the Automation Engineering Center	Republic of China	Tseng, Chin-Cheng	Male	7.1.2017	374,023	0.05%	-	-	-	-	Graduated from the Institute of Mechanical Engineering, National Taiwan University
Manager of Hao Shih Technology Co., Ltd.
Assistant General Manager of ASKEY Computer CO., Ltd.	Nil	-	-	-	-
Vice General Manager of General Management Office of Thailand Site	Republic of China	Lin, Huai-Min	Male	4.7.2023	39,881	0.01%	-	-	-	-	Graduate School of Heriot-Watt University
Acting Vice General Manager of General Management Office of Chicony Dongguan Factory	Director and CEO of Chicony Thailand
Director of XAVI Thailand	-	-	-	-
Vice General Manager of General Management Office of Maorai Site	Republic of China	Li, De-Quan	Male	5.3.2023	839,389	0.11%	-	-	-	-	National Cheng Kang University
Acting Vice General Manager of General Management Office of Maorai Site	Nil	-	-	-	-
Acting Vice General Manager of the IPD Product Development Division	Republic of China	Chen, Tseng-Ming	Male	08.06.2013	368,736	0.05%	199,050	0.03%	-	-	Graduated from the Department of Machinery, National Chiayi Institute of Agriculture
Director of the MKB Development Division of Chicony Electronics Co., Ltd.	Nil	-	-	-	-

18 -

Occupational Title	Nationality	Name	Gender	Inauguration Date	Shareholding number		Shareholding at present by spouse and/or children who are minors		Shares Held in the Name of a Third Party		Major Experience (education)	Positions in Other Companies at Present	Spouse or Kindred Within the 2nd Tier Under the Civil Code who is a Manager			Note (Note 2)
					Quantity of Shares (note 1)	Proportion of Shareholding	Quantity of Shares	Proportion of Shareholding (note)	Quantity of Shares	Proportion of Shareholding (note)			Occupational Title	Name	Relation
Assistant General Manager of MKB PM	Republic of China	Yang, Ching-Wei	Male	07.04.2014	89,174	0.01%	50,417	0.01%	-	-	-Graduated from the Department of Electronics and Information, Tansui Industrial and Technological Junior CollegeVice General Manager of Sysgration Co., Ltd.	Nil	-	-	-	-
Assistant General Manager of MKB Business Division	Republic of China	Wang, Cheng-Hao	Male	5.12.2022	94,419	0.01%	-	-	-	-	-Graduated from the Department of Foreign Languages and Literature, Tanghui UniversitySenior Director of the MKB Business Division of Chicony Electronics	Nil	-	-	-	-
Special Assistant	Republic of China	Chen, Chiu-Mei	Female	09.01.2017	211,746	0.03%	-	-	-	-	-Master of Pennsylvania State UniversityTraining Manager of Hang Chang Information Company	Nil	-	-	-	-
Assistant General Manager of General Management Office in Suzhou Site	Republic of China	Liu, Jie-Qun	Male	03.17.2023	263,424	0.03%	104	-	-	-	-National Taipei University of BusinessDirector of General Management Office in Suzhou Site, Chicony Electronics	Nil	-	-	-	-
Acting Vice General Manager of General Management Office in Chongqing Site	Republic of China	Yang, Liang-Yuan	Male	7.26.2023	70,487	0.01%	-	-	-	-	-National Chin-Yi University of TechnologyAssistant General Manager of MKBGeneral Management Office in Suzhou Site	Nil	-	-	-	-
Chief Legal Officer	Republic of China	Ji, Yu-Cheng	Male	5.1.2025	48,960	0.01%	150	-	-	-	-New York University School of LawChief Legal Officer of Chicony Power Technology Co., Ltd.	Nil	-	-	-	-
Deputy Director of the Audit Division	Republic of China	Chao, Yuan-Hung	Male	04.01.2020	33,012	-	-	-	-	-	-Master of University of GlasgowSenior Assistant Manager of Inventec Corporation	Nil	-	-	-	-
Chief Information Security Officer	Republic of China	Xiang, Guo-Dong	Male	3.01.2024	494,528	0.07%	-	-	-	-	-Chung Yuan Christian UniversitySection Chief of InformationDepartment of Cheng Loong Corp.Director of Computer Center of Chicony Electronics	Nil	-	-	-	-

Note: The shareholding number includes shares under trust with discretion reserved
(1.5) Where the chairperson and president or equivalent position (highest level executive officer) is the same person, the spouse, or a first-degree relative, provide information on the reason, reasonableness, necessity, and future improvement measures (such as increasing the number of independent director seats and more than half of all directors not concurrently serving as employees or executive officers): None.

2 Remuneration to the Directors, General Manager, and Vice General Managers

(2.1) Remuneration Paid to Directors and Independent Directors

Year 2025 Units: NTD Thousands

Occupations1 Title	Name	Remuneration of Directors	Total Amount and Percentage of A, B, C, and D to Net Profit After Tax	Relevant Remuneration of Part-time Personnel	Amount and Percentage of A, B, C, D, E, F, and G to Net Profit After Tax	Any remuneration from other direct investments other than the subsidiariesNote 1
Remuneration(A)	Severance Payment and Pension(B)	Remuneration to DirectorsNote 1(C)	Business Subsidy(D)	Salaries, Bonuses, and Special AccountsNote 2(E)	Severance Payment and Pension(F)	Remuneration to EmployeesNote 1(G)
The Company	All Companies Included in the Financial Statements	The Company	All Companies Included in the Financial Statements	The Company	All Companies Included in the Financial Statements	The Company
Amount in Cash	Amount in Stock	Amount in Cash	Amount in Stock
Chairman	Hsu, Kun-Tai	5,976	10,140	-	-	53,228
Director	Lu, Chin-Chung
Director	Tsai, Ming-Hsien
Director	Li, Cih-Jing
Director	Dong Ling Investment Co., Ltd. Legal Representative: Liu, Chia-Sheng
Independent Director	Chu, Jia-Siang	-	-	-	-	8,250
Independent Director	Kao, Tsung-Ming
Independent Director	Peng, Chu-Ju
Independent Director	Lee, Yen-Sung
Independent Director	Lin, Ming-Ji

Note 1: Remuneration of Directors, employees, and any remuneration from other invested businesses apart from subsidiaries proposed for distribution this year.
Note 2: Remuneration should be disclosed by accrual basis.
Note 3: Newly elected directors on May 28, 2025: Hsu, Kun-Tai/Lu, Chin-Chung/Tsai, Ming-Hsien/Li, Cih-Jing/ Dong Ling Investment Co., Ltd Legal Representative: Liu, Chia-Sheng
Note 4: Newly elected independent directors on May 28, 2025: Chu, Jia-Siang/ Kuo, Tsung-Ming/Peng, Chu-Ju
Note 5: Retired independent directors on May 28, 2025: Lee, Yen-Sung/Lin, Ming-Ji

Table of Salary Scale: Directors and Independent Directors

Bracket of Payment to Each Director of the Company	Names of Directors and Independent Directors
	Total amount of remuneration of the sum of these 4 items (A+B+C+D).		The total amount of remuneration of the sum of these 7 items (A+B+C+D+E+F+G).
	The Company	All Companies Included in the Financial Statements	The Company	All Companies Included in the Financial Statements
Less than NT$1,000,000	-	-	-	-
NT$1,000,000 - NT$2,000,000 (exclusive)	Kuo, Tsung-Ming/Peng, Chu-Ju/ Lee, Yen-Sung /Lin, Ming-Ji	Kuo, Tsung-Ming/Peng, Chu-Ju/ Lee, Yen-Sung /Lin, Ming-Ji	Kuo, Tsung-Ming/Peng, Chu-Ju/ Lee, Yen-Sung /Lin, Ming-Ji	Kuo, Tsung-Ming/Peng, Chu-Ju/ Lee, Yen-Sung /Lin, Ming-Ji
NT$2,000,000 - NT$3,500,000 (exclusive)	Chu, Jia-Siang	Chu, Jia-Siang	Chu, Jia-Siang	Chu, Jia-Siang
NT$3,500,000 - NT$5,000,000 (exclusive)	-	-	-	-
NT$5,000,000 - NT$10,000,000 (exclusive)	Tsai, Ming-Hsien/Dong Ling Investment Co., Ltd Legal Representative: Liu, Chia-Sheng	Tsai, Ming-Hsien/Dong Ling Investment Co., Ltd Legal Representative: Liu, Chia-Sheng	Tsai, Ming-Hsien/Dong Ling Investment Co., Ltd Legal Representative: Liu, Chia-Sheng	Tsai, Ming-Hsien/Dong Ling Investment Co., Ltd Legal Representative: Liu, Chia-Sheng
NT$10,000,000 - NT$15,000,000 (exclusive)	Lu, Chun-Chung/Li, Cih-Jing	-	Lu, Chun-Chung/Li, Cih-Jing
NT$15,000,000- NT$30,000,000 (exclusive)	Hsu, Kun-Tai	Hsu, Kun-Tai/Lu, Chun-Chung/Li, Cih-Jing	Hsu, Kun-Tai	Hsu, Kun-Tai/Li, Cih-Jing
NT$30,000,000- NT$50,000,000 (exclusive)	-	-	-	Lu, Chun-Chung
NT$50,000,000 - NT$100,000,000 (exclusive)	-	-	-	-
More than NT$ 100,000,000	-	-	-	-
Total	10	10	10	10

Note 1: Remuneration to employees used the proposed distribution for this year to estimate the amount that has not been paid yet, therefore the Bracket of Remuneration did not include the Remuneration to Employees.
Note 2: Newly elected directors on May 28, 2025: Hsu, Kun-Tai/Lu, Chin-Chung/Tsai, Ming-Hsien/Li, Cih-Jing/ Dong Ling Investment Co., Ltd Legal Representative: Liu, Chia-Sheng

Note 3: Newly elected independent directors on May 28, 2025: Chu, Jia-Siang/ Kuo, Tsung-Ming/Peng, Chu-Ju

Note 4: Retired independent directors on May 28, 2025: Lee, Yen-Sung/Lin, Ming-Ji

If any of the following applies, the remuneration paid to each individual director shall be disclosed:

After-tax loss occurring in individual or respective financial reports in the last three years: None.
A company that has had an insufficient director shareholding percentage for 3 consecutive months or longer during the most recent fiscal year: None
A company that has had an average ratio of share pledging by directors in excess of 50 percent in any 3 months during the most recent fiscal year: None
If the total amount of remuneration received by all of the directors in their capacity as directors of all of the companies listed in the financial reports exceeds 2 percent of the net income after tax, and the remuneration received by any individual director or supervisor exceeds NTD 15 million: None
Where the results of the corporate governance evaluation of a listed and OTC company in the most recent year fall in the last 2 levels, or the trading method has been changed, trading has been suspended, listing has been terminated, or other facts where the Corporate Governance Evaluation Committee passed the resolution that the Company shall not be evaluated in the most recent year and up to the date of printing of the annual report: None.
If average annual salary of the full-time non-supervisory employees in a TWSE or TPEx listed company is less than NTD 500,000 for the most recent fiscal year (2021): None
The net profit after tax in the most recent year has increased by more than 10 percent, but the average annual salary of full-time employees who are not in supervisory positions has not increased compared with the previous year: None
A decline of 10 percent or more in the net income after tax in the most recent fiscal year, exceeding NT$5 million, and an increase of 10 percent or more in the average remuneration of each director (excluding the remuneration of concurrent employees), exceeding NT$100,000: None

-22-

(2.2) Remuneration paid to Supervisors: Not applicable. The company has set up the Audit Committee.
(2.3) Remuneration Paid to the General Manager and Vice General Manager

Year 2025 Units: NTD Thousands

Occupational Title	Name	Salary (Note 2)(A)		Severance Payment and Pension (B)		Bonus and Special Account (Note 2) (C)		Amount of Remuneration to Employees (Note 1)(D)					The sum of A, B, C, and D and percentage to net income
		The Company	All Companies Included in the Financial Statements	The Company	All Companies Included in the Financial Statements	The Company	All Companies Included in the Financial Statements	The Company		All Companies Included in the Financial Statements		The Company	All Companies Included in the Financial Statements
								Amount in Cash	Amount in Stock	Amount in Cash	Amount in Stock
General Manager	Lu, Chin-Chung	34,174	51,553	2,001	2,805	8,169	20,314	-	165,102	77,444	165,102	209,4463.18%	317,2184.82%	-
Chief Operations Officer	Huang, Chien-Yu
Subsidiary General Manager	Chang, Yao-Ching
General Manager of the IPD Business Unit	Huang, Kuang-Yu
General Manager of the MKB Business Unit	Tsai, Chin-Cheng
General Manager of the VIP Business Unit	Tsai, Mei-I
General Manager of the CM Business Unit	Dung, Yan-Liang
General Manager of the MP Business Unit	Chou, Yung-Chang
Senior Vice General Manager	Lin, Yu-Ling
Chief Purchasing Officer	Chang, Chao-Hsien
Vice General Manager	Tu, Ku-Chin
Vice General Manager	Tseng, Chin-Cheng
Vice General Manager	Lin, Huai-Min
Vice General Manager	Li, De-Quan
Vice General Manager	Chen, Yi-Heng
Vice General Manager	Yuan, Shang-Yuan
Chief Human Resources Officer	Hsiao, Huan-Wen

Table of Salary Scale: General Manager and Vice General Manager

Bracket of Payment to Each General Manager and Vice General Manager of the Company	Names of the General Manager and Vice General Managers
	The Company	All Companies Included in the Financial Statements
Less than NT$1,000,000	-	-
NT$1,000,000 - NT$2,000,000 (exclusive)	Huang, Chien-Yu/Tsai, Chin- Cheng/Tsai, Mei-I / Lin, Yu-Ling/ Hsiao, Huan-Wen	-
NT$2,000,000 - NT$3,500,000 (exclusive)	Lu, Chin-Chung/ Chang, Yao-Ching / Dung, Yan-Liang /Chou, Yung-Chang/ Li, De-Quan/ Lin, Huai-Min/ Tu, Ku-Chin/ Tseng, Chin- Cheng/ Chen, Yi-Heng / Yuan, Shang-Yuan / Chang, Chao-Hsien	Tsai, Mei-I/ Dung, Yan-Liang / Tu, Ku-Chin/ Tseng, Chin- Cheng/ Hsiao, Huan-Wen / Chen, Yi-Heng/ Yuan, Shang-Yuan/ Chang, Chao-Hsien
NT$3,500,000 - NT$5,000,000 (exclusive)	Huang, Kuang-Yu	Huang, Chien-Yu / Tsai, Chin- Cheng / Huang, Kuang-Yu/ Chou, Yung-Chang / Lin, Yu-Ling/ Li, De-Quan/ Lin, Huai-Min
NT$5,000,000 - NT$10,000,000 (exclusive)	-	-
NT$10,000,000 - NT$15,000,000 (exclusive)	-	Lu, Chin-Chung/ Chang, Yao-Ching
NT$15,000,000- NT$30,000,000 (exclusive)	-	-
NT$30,000,000- NT$50,000,000 (exclusive)	-	-
NT$50,000,000 - NT$100,000,000 (exclusive)	-	-
More than NT$ 100,000,000	-	-
Total	17	17

Note: Remuneration to employees used the proposed for distribution this year to estimate the amount that has not been paid yet, therefore the Bracket of Remuneration did not include the Remuneration to Employees.

If any of the following applies, the remuneration paid to the top 5 highest-paid managers shall be disclosed:

After-tax loss occurring in individual or respective financial reports in the last three years: None.
Where the results of the corporate governance evaluation of a listed and OTC company in the most recent year fall in the last 2 levels, or the trading method has been changed, trading has been suspended, listing has been terminated, or other facts where the Corporate Governance Evaluation Committee passed the resolution that the Company shall not be evaluated in the most recent year and up to the date of printing of the annual report: None.

(2.4) Names of Managers and the Distribution of Remuneration to Employees in 2025
Unit: NTD 1,000

Occupational Title	Name	Amount in Stock	Amount in Cash	Total Amount in Proportion to the Net Income
General Manager	Lu, Chin-Chung	185,692	77,444	4%
Chief Operations Officer	Huang, Chien-Yu
General Manager of Chicony America Corporation	Chang, Yao-Ching
General Manager of the IPD Business Unit	Huang, Kuang-Yu
General Manager of the MKB Business Unit	Tsai, Chin-Cheng
General Manager of the VIP Business Unit	Tsai, Mei-I
General Manager of the CM Business Unit	Dung, Yen-Liang
General Manager of the MP Business Unit	Chou, Yung-Chang
Senior Vice General Manager of the Financial and Administrative Department	Lin, Yu-Ling
Chief Purchasing Officer	Chang, Chao-Hsien
Vice General Manager of General Management Office of Thailand Site	Lin, Huai-Min
Vice General Manager of General Management Office of Maorui Site	Li, De-Quan
Vice General Manager of the IPD Business Division	Tu, Ku-Chin
Vice General Manager of the IPD Product Development Division	Chen, Yi-Heng
Vice General Manager of the VIP Product Development Division	Yuan, Shang-Yuan
Vice General Manager of the Automation Engineering Center	Tseng, Chin-Cheng
Chief Human Resources Officer	Hsiao, Huan-Wen
Assistant General Manager of the MKB Development Division	Chen, Tsung-Min
Acting Vice General Manager of General Management Office of Chongqing Site	Yang, Liang-Yuan
Assistant General Manager of the MKB PM	Yang, Ching-Wu
Assistant General Manager of MKB Business Division	Wang, Cheng-Hao
Special Assistant	Chen, Chiu-Mei
Assistant General Manager of General Management Office in Suzhou Site	Liu, Jie-Qun
Chief Legal Officer	Ji, Yu-Cheng
Chief Information Security Officer	Xiang, Guo-Dong
Chief Auditing Officer	Chao, Yuan-Hung

Note: According to the amendment, employees can allocate amounts to the proposed remuneration of employees.

(2.5) The Company and all companies included in the Consolidated Financial Statements to the Directors, Supervisors, General Manager, and Vice General Manager in proportion to the net income of the Separate Financial Statements in the last two years, with analysis of the remuneration policy, standard and combination, procedure for setting the remuneration, the association with operation performance, and risks in the future:

The table below shows the ratio of total remuneration paid to directors, supervisors, presidents, and vice presidents in the past two years to the net income after tax for the same periods.

Unit: NT$ 1,000

	Total Amount of Remuneration				Total Amount in Proportion to the Net Income (%)
	2025		2024		2025		2024
	The Company	All Companies Included in the Financial Statements	The Company	All Companies Included in the Financial Statements	The Company	All Companies Included in the Financial Statements	The Company	All Companies Included in the Financial Statements
Remuneration to Directors	67,454	83,808	89,308	110,161	1.02	1.27	0.99	1.22
Remuneration to the General Manager and the Vice General Managers	209,446	317,218	273,298	395,738	3.18	4.82	3.02	4.38

The remuneration policy, standard and combination, and the procedure for setting the remuneration:

(1) The remuneration of directors (including independent directors) of the Company includes compensation and distribution of income to directors. In the compensation part, it is reported to the Board of Directors after discussion by the Remuneration Committee; in respect of the distribution of income to directors, the Remuneration Committee complies with the provisions of Article 18 of the Articles of Incorporation of the Company, within the limit of not more than 1% of the annual profit, considers the value of the degree and contribution of each director to the operation of the Company, discusses the suggestion of remuneration for each director and the principle of payment, and submit the proposal to the Board of Directors for approval of final distribution.

(2) The remuneration for the General Managers and Vice General Managers includes salary, bonuses, employee compensation, and pension contributions as per regulations. Regarding salary and bonuses, the Remuneration Committee first considers the Company's financial indicators (such as annual revenue and profit target achievement rates) and non-financial indicators (such as managers' performance target achievements, including position, education and experience, responsibilities, individual performance appraisals, personnel management performance, and other special contributions or significant negative events). After benchmarking against industry performance and compensation levels, a proposal is submitted to the Board of Directors for resolution and determination. Regarding employee compensation, it is handled in accordance with the Articles of Incorporation, taking into account the Company's annual profitability and managers' performance target achievements. The Remuneration Committee deliberates on the proposed amounts, which are then distributed following a Board resolution.

Furthermore, if an individual is appointed by the Company to serve as a legal representative director or supervisor of an invested company, the Company will distribute the full amount of the director/supervisor remuneration received from the invested

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company to that director or manager in the form of salary.

Association with the operation performance, and risks in the future:

(1) After the Remuneration Committee calculates the weights listed below and considers the actual contribution of each director and adjusts the weights, the remuneration of directors will be distributed to each director.

	Basic	Participation in Company Operation	Provide endorsements/guarantees or signature on behalf of the company
Weights	0.5~1	+1	+1

(2) The performance evaluation of managers not only refers to the usual level of payment in the industry, but also considers the operating results and their contribution to the Company's performance, and comprehensively considers the amount of remuneration, payment method and the Company's future risks. The following important items are highly related to the Company's operating responsibilities and overall performance:

Indicator	Financial indicators	Segment indicators	Other 1:	Other 2:
Assessment of important items	Company's revenue achievement rate
Profitability of the Company	Position held.
Segment performance achievement rate.
Department staff turnover rate	1. Special Contribution
2. Significant Negative
3. ESG Contribution	Appointed as the legal representative director of the reinvestment company

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3. Operations of Corporate Governance

(3.1) Operation Status of Board of Directors (1)

The Board convened 6 times (A) in 2025. The attendance of the Directors is specified below:

| Title | Name
(Legal persons should disclose the name of the shareholder and its representative) | Actual Number of Attendances (B) | Attendances by Proxy | Actual Attendance Rate % [B/A (number of meetings during the period of employment)] | Remarks (Date of Departure, Formerly or Newly Elected to Office, or Reelected to Office, and Date of Election) |
| --- | --- | --- | --- | --- | --- |
| Chairman | Hsu, Kun-Tai | 6 | 0 | 100% | Reelected on May 28, 2025 |
| Director | Lu, Chin-Chung | 6 | 0 | 100% | |
| Director | Tsai, Ming-Hsien | 6 | 0 | 100% | |
| Director | Li, Cih-Jing | 6 | 0 | 100% | |
| Director | Dong Ling Investment Co., Ltd.
Legal Representative: Liu, Chia-Sheng | 6 | 0 | 100% | |
| Independent Director | Lee, Yen-Sung | 3 | 0 | 100% | Retired on May 28, 2025
Required Attendance: 3 |
| Independent Director | Lin, Ming-Ji | 3 | 0 | 100% | |
| Independent Director | Chu, Jia-Siang | 6 | 0 | 100% | Reelected on May 28, 2025 |
| Independent Director | Kuo, Tsung-Ming | 3 | 0 | 100% | Newly elected on May 28, 2025
Required Attendance: 3 |
| Independent Director | Peng, Chu-Ju | 3 | 0 | 100% | |
| Additional Information:
I. If any of the following occurs to the operation of the Board, specify the date, the session, the content of the motion, the opinions of the Independent Directors, and the response of the Company to the opinions of the Independent Directors:
(I) The particulars exhibited in Article 14-3 of the Securities and Exchange Act:
The company has established an audit committee, which does not apply to the provisions of Article 14-3 of the Securities and Exchange Act. For relevant information, please refer to the operation of the audit committee.
(II) Further to the aforementioned matters, any adverse opinion or qualified opinion of the Independent Directors against the resolutions of the Board: Nil.
II. Implementation of Director Recusal from Interested Proposals (Name, Proposal Content, Reason for Recusal, and Participation in Voting): | | | | | |
| Date of Board Meeting | Name of Director | Proposal Content | | Reason for Recusal | Participation in Voting |
| May 28, 2025
1st of the 15th Term | Kuo, Tsung-Ming
Chu, Jia-Siang
Peng, Chu-Ju | Discussion of the appointment of members of the Company's 6th Remuneration Committee. | | To have a conflict of interest in this matter. | Recused himself/herself from the discussion and voting on the matter. |
| May 28, 2025
1st of the 15th Term | Peng, Chu-Ju | Discussion of the execution of a cooperation agreement between the Company and National Chengchi University (NCCU). | | To have a conflict of interest in this matter. | Recused herself from the discussion and voting on the matter. |

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| March 10, 2025
4^{th} of the 15^{th} Term | Hsu, Kun-Tai | Discussion of the Company's proposed joint investment with Hongwell Co., Ltd. in real estate development projects related to urban renewal and the reconstruction of unsafe and old buildings in the Greater Taipei area, within a limit of NT$3 billion from its own funds. | To have a conflict of interest in this matter. | Recused himself from the discussion and voting on the matter. |
| --- | --- | --- | --- | --- |

III. Implementation of Performance Evaluation of the Company’s Board of Directors and functional meetings:

Evaluation cycle	Evaluation period	Evaluation scope	Evaluation method	Evaluation content
Evaluation of the board of directors and functional committees shall be carried out at least once a year	Evaluation of the board of directors and functional committees from January 1, 2025, to December 31, 2025	The scope covers the performance evaluation of the board of directors, individual directors and functional committees.	The evaluation methods include internal self-evaluation of the board of directors, self-evaluation of the members of the board of directors, and internal self-evaluation of the functional committees.	The performance evaluation items of the board of directors cover the following aspects:
I. Degree of participation in the operation of the Company
II. Quality of the decision-making of the board of directors
III. Composition and structure of the board of directors
IV. Election and continuing education of directors
V. Internal control

The performance evaluation items of each director cover the following aspects:
I. Mastery of the Company's objectives and tasks
II. Directors’ recognition of their responsibilities
III. Degree of participation in the operation of the Company
IV. Internal relationship management and |

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| | | | | communication
V. Profession and continuing education of director
VI. Internal control

The performance evaluation items of the functional committees cover the following aspects:
I. Degree of participation in the operation of the Company
II. Functional Committees’ recognition of their responsibilities
III. Quality of the decision-making of the functional committees
IV. Composition and member election of the functional committees
Internal control |
| --- | --- | --- | --- | --- |
| IV. The objective of the Board in fortifying its function in the recent and present year (such as the establishment of the Auditing Committee, and enhancement of transparency) and assessment of the attainment:
1. In 2025 and up to the publication of the annual report, the content and procedure of the Board of Directors and the self-discipline of the directors implemented in accordance with the procedures of the Board of Directors.
2. The Company has completed the 2025 performance evaluation of the board of directors and functional committees and submitted the summary results of the performance evaluation to the board of directors on March 10, 2026 to strengthen the functions of the board of directors.
3. The Company has set up an Audit Committee, the Remuneration Committee, and Corporate Sustainability Development Committee to assist the board of directors in performing its supervision duties. | | | | |

(3.2) Operation Status of the Audit Committee or Supervisors' Participation in Board Meetings

Status of the Audit Committee's Operations: Please refer to 2.1.2 regarding professional qualifications and experiences.

On May 28, 2025, the Company elected three independent directors at the general shareholders' meeting and set up the Audit Committee to replace the supervisor in accordance with the Securities and Exchange Act.

The Board convened 7 times (A) in 2025. The attendance of the Independent Directors is specified below:

Occupational Title	Name	Actual Attendance (B)	Attended by Proxy	Actual Attendance Rate [B/A (Number of meetings during the period of employment)]	Remarks (Date of Departure, Former or Newly Elected to Office, or Reelected to Office, and Date of Election)

| Convener (Independent Director) | Lee, Yen-Sung | 4 | 0 | 100% | Retired on May 28, 2025
Required attendance: 4 |
| --- | --- | --- | --- | --- | --- |
| Convener (Independent Director) | Kuo, Tsung-Ming | 3 | 0 | 100% | Newly elected on May 28, 2025
Required attendance: 3 |
| Member (Independent Director) | Chu, Jia-Siang | 7 | 0 | 100% | Reelected on May 28, 2025 |
| Member (Independent Director) | Peng, Chu-Ju | 3 | 0 | 100% | Newly elected on May 28, 2025
Required attendance: 3 |
| Member (Independent Director) | Lin, Ming-Ji | 4 | 0 | 100% | Retired on May 28, 2025
Required attendance: 4 |
| Additional Information:
I. In case of any of the following circumstances in the operation of the Audit Committee, the date and session of the board of directors’ meeting, the contents of the proposal, objections, reservations or suggestions of independent directors, the resolution results of the Audit Committee and the Company's handling of the Audit Committee's opinions shall be stated.
(I)Items listed in Article 14-5 of the Securities and Exchange Act: Please refer to attached table 1
(II)Other matters not approved by the Audit Committee but agreed by more than two-thirds of all directors, except those mentioned above: None.
II. For the implementation of the independent directors’ avoidance of proposals due to personal interests involved, please state the name of the independent director, the content of the proposal, the reason for the avoidance of personal interest and the voting result: None.
III. The communication between the independent directors and the internal audit director and the independent auditor (including the communication on significant matters, methods and results of the Company's financial and business status).
(I) Communication and Policy
1. The company’s independent directors and internal audit supervisor regularly reports and respond to independent directors on the status of audit implementation and internal control operations in person. In the event of major abnormalities, independent directors will also convene meetings at any time or directly discuss with the audit supervisor by telephone. There was no such special situation in 2025, and communication was good.
2. The company’s CPA regularly reports to independent directors the results of the quarterly financial report review or other communications required by relevant laws and regulations, whether there are major adjustment entries or legal amendments that affect the accounting situation; In the event of abnormal events, independent directors will also convene meetings at any time. And they can communicate with CPA in written form, the scope of which includes accountants’ independence, related responsibilities, audit planning and major findings (including adjustment entries and significant deficiencies in internal control) and other matters. There was no such special situation in 2025, and communication was good.
(II) Communication and results: Please refer to attached table 2 | | | | | |

The Audit Committee is composed of three independent directors and the Audit Committee of the Company aims to assist the board of directors in fulfilling its supervision of the quality and integrity of the Company's accounting, audit and financial reporting processes and financial control.

Regarding the qualification and experience of the members, please refer to II.1.2: Information on the Professional Qualification of Directors and the Status of Independence of Independent Directors

The Audit Committee convened 7 times in 2025. The terms of reference of the Audit Committee are as follows:

I. Review financial statements, operation report, and earnings distribution
II. Review the effectiveness of the internal control system and revise/formulate the operation of internal control
III. Assessment of the independence and appointment of independent auditors
IV. Significant asset transactions
V. Loaning of Funds
VI. Amendment to the "Procedures for Engaging in Derivatives Transactions"
VI. Application for credit facilities from financial institutions
VII. Management of existing or potential risks of the company

Review of financial statements

The Board of Directors of the Company has prepared the 2025 business report, consolidated financial report and standalone financial report and earnings distribution proposal. Among these, the financial report was audited by the CPAs Liang Hua-Ling and Liao Fu-Ming PwC Taiwan and an audit report has been issued.

The business report consolidated financial report and individual financial report and earnings distribution proposal stated above have been audited by the Audit Committee and found to be in compliance with the applicable laws and regulations.

Evaluation of the internal control system effectiveness

The Audit Committee has evaluated the effectiveness of the policies and procedures of the Company's internal control system, as well as reviewing the periodic report of the Company's auditing department, CPAs and management. The Audit Committee believes that the Company's risk management and internal control system is effective.

Appointment of CPAs

The Audit Committee evaluates the independence, professionalism and appropriateness of the CPAs on a periodic basis. For the evaluation mechanism and results, please see the attached table II.3.3 the State of Corporate Governance III (IV); the remuneration for the service of the Audit Committee is also reviewed at the same time. The CPAs Liang Hua-Ling and Liao Fu-Ming of PwC Taiwan are believed to have met the independence evaluation criteria and are qualified to serve as the Company's financial and tax CPAs.

Table 1: Operation Status

| Date of Meeting | Acknowledgement & Discussion
Details of Agenda | Objections, Reservations or Suggestions of Independent Directors, | Resolutions of the Audit Committee and the Dealing with the Opinion from the Audit Committee |
| --- | --- | --- | --- |
| 2025/1/15
13th session of the 2nd term Audit Committee | 1、To discuss the proposal that the Company, invited by Hongwell Co., Ltd. to serve as a supporting contractor for the 'Nangang New Capital Project,' intends to appoint one Independent Director to represent the Company in signing the 'Supporting Contractor's Commitment and Affidavit." | Nil | Approved by all members present |
| 2025/3/5
14th session of the 2nd term Audit Committee | 1、Internal audit business report
2、Proposed for deliberation: Report of the Company's 2024 business report and consolidated and individual financial statements.
3、Proposed for deliberation: Company's 2025 business project.
4、Proposed for deliberation: Proposal of 2024 distribution of employee remuneration.
5、Proposed for deliberation: Proposal of 2024 earnings distribution.
6、Proposed for deliberation: Proposal for the application for credit facilities from financial institutions.
7、Proposed for deliberation: Periodic evaluation of the independence of the Company’s CPA
8、Proposed for deliberation: 2024 internal control system statement
9、Proposed for deliberation: Ratification of the acquisition of equities amounting for more than NT$300 million
10、Proposed for deliberation: amendment to the “Company’s Articles of Incorporation”
11、Proposed for deliberation: amendment to the “Other management operations” Internal Control Operation and Internal Audit Operation | Nil | Approved by all members present |
| 2025/4/10
15th session of the 2nd term Audit Committee | 1、Proposed for deliberation: Proposal of adjustment to 2024 distribution of employee remuneration.
2、Proposed for deliberation: Proposal of adjustment to 2024 earnings distribution. | Nil | Approved by all members present |
| 2025/5/7
10th session of the 2nd term Audit Committee | 1、Internal audit business report
2、Proposed for deliberation: Consolidated financial report of the Company for the first quarter of 2025.
3、Proposed for deliberation: Proposal of loans to subsidiary company | Nil | Approved by all members present |

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| Date of Meeting | Acknowledgement & Discussion
Details of Agenda | Objections, Reservations or Suggestions of Independent Directors, | Resolutions of the Audit Committee and the Dealing with the Opinion from the Audit Committee |
| --- | --- | --- | --- |
| | 4、Proposed for deliberation: Proposal for the application for credit facilities from financial institutions. | | |
| 2025/8/6
1^{st} session of the 3rd term Audit Committee | 1、Internal audit business report
2、Proposed for deliberation: Consolidated financial report of the Company for the second quarter of 2025
3、Proposed for deliberation: Proposal of the acquisition of a factory and land for logistics warehousing
4、Proposed for deliberation: Proposal of loans to subsidiary company
5、Proposed for deliberation: Proposal of amendment to the “Procedures for Engaging in Derivatives Transactions”
6、Proposed for deliberation: Proposal of amendment to subsidiary company’s “Procedures for the Acquisition or Disposal of Assets” | Nil | Approved by all members present |
| 2025/10/28
2^{nd} session of the 3rd term Audit Committee | 1、To discuss the proposal that the Company, invited by Hongwell Co., Ltd. to serve as a supporting contractor for the 'Wenshan Mucha Project,' intends to appoint one Independent Director to represent the Company in signing the 'Supporting Contractor's Commitment and Affidavit.' | Nil | Approved by all members present |
| 2025/11/12
3^{rd} session of the 3rd term Audit Committee | 1、Internal audit business report
2、Proposed for deliberation: Consolidated financial report of the Company for the third quarter of 2025
3、Proposed for deliberation: Proposal for the application for credit facilities from financial institutions.
4、Proposed for deliberation: Proposal for the Company to provide a Letter of Comfort to financial institutions for its subsidiary
5、Proposed for deliberation: Proposal of loans to subsidiary company
6、Proposed for deliberation: Ratification of the acquisition of equities amounting for more than NT$300 million
7、Proposed for deliberation: Proposal of formulating the company’s 2026 internal audit plan | Nil | Approved by all members present |

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Table 2: Communication and Results between Independent Directors, the Internal Audit Officer, and External Auditors
(1) Summary of communication between independent directors and internal auditor officer

Date of Audit Committee		Items	Results
March 5, 2025	Independent director Lee, Yen-Sung
Independent director Lin, Ming-Ji
Independent director Chu, Jia-Siang
Internal Audit Officer Chao, Yuan-Hung	1. To report on the status of audit operations and the progress of follow-up improvements for the fourth quarter of 2024
2. Discussion of 2024 internal control system statement
3. Special Audit Report on the Whistleblowing Mailbox	Following discussion and communication, the Independent Directors had no objections to the audit operations and the implementation results of the follow-up improvements.
May 7, 2025	Independent director Lee, Yen-Sung
Independent director Lin, Ming-Ji
Independent director Chu, Jia-Siang
Internal Audit Officer Chao, Yuan-Hung	1. To report on the status of audit operations and the progress of follow-up improvements for the first quarter of 2025	Following discussion and communication, the Independent Directors had no objections to the audit operations and the implementation results of the follow-up improvements.
August 6, 2025	Independent director Kuo, Tsung-Ming
Independent director Chu, Jia-Siang
Independent director Peng,	1. To report on the status of audit operations and the progress of follow-up	Following discussion and communication, the Independent Directors had no objections to the
	institutional report	improvements for the third quarter of 2025	audit operations and the implementation results of the follow-up

(2) Summary of communication between independent directors and External Auditors

Date of Audit Committee		Items
March 5, 2025	Independent director Lee, Yen-Sung
Independent director Lin, Ming-Ji
Independent director Chu, Jia-Siang	1. To report on the audit results of the 2024 financial statements.
2. Potential impacts of Pillar 2
3. Audit Quality Indicators (AQI)	Following discussion and communication, the Independent Directors had no objections to the matters communicated by the External Auditors.
May 7, 2025	Independent director Lee, Yen-Sung
Independent director Lin, Ming-Ji
Independent director Chu, Jia-Siang	1. To report on the review results of the financial statements for the first quarter of 2025	Following discussion and communication, the Independent Directors had no objections to the matters communicated by the External Auditors.
August 6, 2025	Independent director Kuo, Tsung-Ming
Independent director Chu, Jia-Siang
Independent director Peng, Chu-Ju	1. To report on the review results of the financial statements for the second quarter of 2025
2. Regulatory updates sharing	Following discussion and communication, the Independent Directors had no objections to the matters communicated by the External Auditors.
November 12, 2025	Independent director Kuo, Tsung-Ming
Independent director Chu, Jia-Siang
Independent director Peng,	1. To report on the final report of the financial statements for the second quarter of 2025	Following discussion and communication, the Independent Directors had no objections to the

| | Chu-Ju | 2025
2. Regulatory updates sharing
3. Communication during the planning stage of the 2025 audit. | matters communicated by the External Auditors. |
| --- | --- | --- | --- |

Status of Supervisors in Board Meeting: NA. The Company has set up Audit Committee.

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(3.3) Operation Status of Corporate Governance and the difference Between the Corporate Governance Implementation and the Corporate Governance Best Practice Principles for TWSE/GTSM-Listed Companies and Reasons

Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
		Yes	No		Summary Description
I.	Has the Company instituted its own corporate governance best practice principles in accordance with the “Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies” and made disclosure?	☑		The Company has set “Corporate Governance Code of Practice” and revised according to the latest “Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies” and set up a chief corporate governance officer as the highest director in charge of corporate governance-related matters. The current practice is based on the Corporate Governance Code of Practice and is disclosed in the Market Observation Post System and the Company's ESG website (Resources Download and Contact Center → Management Policies and Certifications→Investor Focus→02 Company’s Important Regulations).	No Difference
II.	The Equity Structure and Shareholders Equity of the Company	☑		(I) In accordance with the “Management Measures for Stock Operations” of the Company and appointed the CTBC Stock Agency to handle related operations, the Company also has a spokesperson, acting spokespersons, and investor relations department to deal with shareholder suggestions or doubts. We also have a dedicated mailbox on the Company's website (Investor Relations→Investor Relations Contact→Contact Us) and dedicated personnel to deal with shareholders' comments.	No Difference
(I)	Has the Company established its internal operation procedure for responding to the suggestions, queries, disputes, and legal actions of the shareholders in accordance with the procedure?	☑			No Difference
(II)	Has the Company kept the list of the dominant shareholders that exercise de facto control of the Company and the parties that exercise ultimate control of these dominant	☑		(II) The majority of the Company's major shareholders are the management team and long-term shareholders. The Company's directors and supervisors, managers, and shareholders holding more than 10% of the shares are required to report their

Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
	Yes	No	Summary Description
shareholders under control?			shareholding changes to the Company on a monthly basis. During the two days after the day after the ex-rights (dividends) book close date, the Company's stock agency will be able to obtain the stock transfer books from the Company through the Taiwan Depository and Clearing Corporation and provide the shareholding information of the major shareholders to the senior management.

(III) The Company and its affiliated enterprise are independent in production, sales, research and development, personnel, and finance. The relationships with the Company are handled in accordance with the “Rules Governing Financial and Business Matters Between this Corporation and its Affiliated Enterprises” formulated according to the example of “Rules Governing Financial and Business Matters Between Related Parties of Companies Limited” revised in December 2022; In accordance with the “Endorsement Guarantee Measures” of the Company, the enterprises can only provide endorsement and guarantee for subsidiaries that have invested more than 50% of their shares.

(IV) The “Internal Material Information Processing Operations and Regulations Governing the Prohibition of Insider Trading” has been established and the latest regulation has been disclosed on the Company's ESG website (Resources Download and Contact Center → Management Policies and Certifications→Investor Focus→02 Company’s Important Regulations) and the promotion status of the prevention of insider trading (Resources Download and Contact Center → Management Policies and Certifications→Investor Focus→03 Implement Status). Directors, managers, and employees of the company are prohibited from trading securities using | No Difference |
| (III) Has the Company established and exercised risk control and firewall mechanisms with its affiliates? | ☑ | | | No Difference |
| (IV) Has the Company instituted internal rules and regulations prohibiting insiders from using undisclosed information in the market for the trading of securities? | ☑ | | | No Difference |

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Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
	Yes	No	Summary Description
			undisclosed information. At the same time, education and promotion on the prevention of insider trading and related regulations should be conducted at least once a year for current directors, managers, and employees.

Status in 2025:
1. The Company's Administration Department also posted the “Operating Procedures for Handling Internal Material Information and Preventing Insider Trading” on the Company's e-bulletin on July 8, 2025, accessible by all employees totaled 877 people in the Company for compliance.
2. Internal personnel were notified on January 23, April 15, July 16, and October 21, 2025, not to trade company stocks during silence period before the announcement of quarterly financial reports to avoid internal personnel from inadvertently violating the regulations.
3. Disseminate to 8 directors and 26 managers on October 17, 2025, about the “Corporate Governance Best Practice Principles”, “Operating Procedures for Handling Internal Material Information and Preventing Insider Trading”, the “Insider Equity Trading Q&A” promotional manual and related laws & regulations.
4. In order to prevent the insiders from violations of Article 22-2 and Article 25 of the Securities and Exchange Act and administrative fines imposed by the competent authority, the common violations listed in TWSE’s letter were periodically conveyed to a total of 34 insiders as a reminder. | |

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Items for Evaluation	State of Implementation (Note 1)
	Yes	No	Summary Description
III. The Organization and Function of the Board
(I) Has the Board developed its policies in diversity relevant to the composition of the members and has it properly pursued these policies?	☑		(I) According to Article 20 of the Company’s “Corporate Governance Best Practice Principles”, the board of directors shall possess capabilities including operational judgment, financial and accounting, business management, crisis management, industry knowledge, international market perspective, leadership, and decision-making. The composition of the Board of Directors shall be determined by taking diversity into consideration and formulating an appropriate policy on diversity based on the Company’s business operations, operating dynamics, and development needs. The policy includes basic requirements and values (gender, age, country of citizenship, culture, and etc.), as well as professional knowledge and skills (laws, accounting, industry, finance, marketing, technology, professional skills, industry experience, and etc.).

There are 8 directors (including 3 independent directors) of the 15^{th} term board of directors, possessing the qualifications listed in section 3, Article 20 of the Company’s “Corporate Governance Best Practice Principles”. For details, please refer to the attached table on P15. Members of Directors: One director concurrently serving as a managerial officer of the Company accounted for 12.5%, three independent directors accounted for 37.5%, and two female directors accounted for 25%. None of the directors are spouses or relatives within the second degree of kinship. Achieve the management objectives of the diversity policy of having more | No Difference |

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Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
	Yes	No	Summary Description
(II) Has the Company voluntarily established other functional committees further to the establishment of a remuneration committee and auditing committee?	☑		than half of the directors who are not managerial officers of the Company and at least one female director of the Company.

(II) On May 6, 2021, the Board of Directors resolved the establishment of a Corporate Sustainable Development Committee, which is made up of the Chairman serving as the chair, the president as the deputy chair, and the head of corporate governance and 3 independent directors as the members. The Committee aims to promote corporate governance responsibility and is committed to the promotion of issues focused by stakeholders on different environmental, social and governance (ESG) aspects as well as their relevant countermeasures. The responsibilities and status of operation are listed in II.3.6. The Corporate Sustainable Development Committee shall report the annual sustainability performance and the work plan for the following year to the Board of Directors on an annual basis. Other functional committees will be established in a timely manner based on the Company's needs of actual operations.

(III) According to article 7 of “Remuneration Committee Organization Rules”, the remuneration committee regularly assesses the achievement of performance objectives of the directors and managers of the Company and determines the content and amount of their individual salary remuneration. The scoring for the board of directors, individual directors and the Audit and Remuneration Committee has been conducted according to specific evaluation | No Difference

No Difference |
| (III) Has the Company established the rules and regulations and the methods for the evaluation of Board performance, has it conducted performance evaluation at regular intervals of each year, and will the results of performance evaluation be reported to the board of directors, and applied as a reference for salary and remuneration of individual directors and nomination | ☑ | | | |

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Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
	Yes	No	Summary Description
for re-election ?

(IV) Has the Company assessed the independence status of the CPAs at regular intervals? | ☑ | | indicators. The performance evaluation report has been completed according to the evaluation results and has been submitted to the board of directors. The evaluation measures and the results have been disclosed on the Company's ESG website (Resources Download and Contact Center → Management Policies and Certifications→Investor Focus→01 Board Status). According to Article 7 of the “Measures for Performance Evaluation of the Board of Directors and Functional Committees”: the results of the performance evaluation of the board of directors shall be an important reference for the selection or nomination of directors.

(IV) The Company's Audit Committee regularly evaluates the independence of CPAs on an annual basis. The latest evaluation was discussed and approved by the Audit Committee on March 6, 2026, and was submitted to the Board of Directors for approval on March 10, 2026.

The evaluation mechanism is as follows:
1. Roles and responsibilities of the host accountant and a statement of the independence of the audit on CPAs issued by the CPA Firm.
2. The Company evaluates the independence of the CPAs (Please refer to the evaluation standards listed in Table II.3.3 through the inspection conducted by the Company's stock affairs unit, confirming that the CPAs do not hold the Company's shares, and that the CPAs do not hold concurrent positions in the Company, so they meet the requirements of independence and suitability.
3. The Company obtained the documents of “CPA Audit Quality Indicators” issued by the CPA firm, containing | No Difference |

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Items for Evaluation	State of Implementation (Note 1)
	Yes	No	Summary Description
			3-1. Professionalism: the audit experiences of CPA
3-2. Audit quality control (CPA load, audit involvement, case quality control review EQCR)
3-2. Independence: Non-Audit Fee percentage, familiarity of client
3-4. Supervision: Number of defects found in external inspections and disciplinary cases, and the improvement letter to the competent authority.
3-5. Innovation capability: The accounting firm is committed to improving audit quality, innovation capability and planning.
4. Due to PwC Taiwan’s internal organization structure adjustment, CPAs are changed from Liang, Hua-Ling and Liao, Fu-Ming to Chen, Chin-Chang and Liao, Fu-Ming starting from 2026.
IV. Does the listed or OTC company have competent and appropriate number of corporate governance personnel, and have designated the corporate governance director to be responsible for corporate governance related matters (including but not limited to providing information required by directors and supervisors to carry out business, assisting directors and supervisors on legal compliance, handling related matters of the board of directors’ meeting and shareholders' meeting in accordance with the law,	✓		The Board of Directors approved senior Vice General Manager Lin, Yu-Ling to be the chief corporate governance officer, responsible for corporate governance-related matters. Corporate governance-related matters include the following:
I. Hold the meetings of the Board of Directors and the Shareholders Meeting according to the regulations.
(A total of 6 meetings of the Board of Directors and 1 Annual General Meeting in 2025)
II. Compilation of the minutes of Meetings of the Board and Shareholders Meeting
(A total of 6 meeting minutes for the Board of Directors and 1 Shareholders Meeting minutes in 2025)
III. Assist the directors to engage in their job and continue to learn.	No Difference

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Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
	Yes	No	Summary Description
taking minutes of the board of directors’ meeting and shareholders' meeting, etc.)?			(In 2025, all directors completed 6 hours of continuing education.)
IV. Provide the information required by the directors to perform their business.
V. Assist directors to comply with the related laws.
Approved quarterly consolidated financial reports in 2025 reported by the Audit Committee.
Regularly access the qualifications of the company’s independent directors
Approved the remuneration of the company’s CPA
Approved the amendments to the company’s “Company’s Articles of Incorporation”, “Regulations Governing Election of Directors”, and “Procedures for Engaging in Derivatives Transactions”
Approved the amendments to the company’s “Investment Cycle”, “Payroll Cycle”, “Other Management Operations”, internal control operations and internal audit operations.
The company's greenhouse gas inventory, verification, and carbon reduction promotion plan report.
Approved the proposals made by the Audit Committee, Remuneration Committee and Corporate Sustainability Development Committee.
Chief corporate governance officer completed 15 hours of continuing education in 2025.
V. Has the Company established channels for the communications with the stakeholders (including but not limited	☑		The Company collects and reviews issues concerned by stakeholders to ensure the implementation and goal achievement of each material issue, and holds meetings convened by the Corporate	No Difference

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Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
	Yes	No	Summary Description
to the shareholders, employees, customers, and suppliers), and the section for the shareholders on the official website of the Company to respond to all concerns of the stakeholders on corporate social responsibility?			Sustainable Development Committee on an annual basis to discuss material environmental, social and governance (ESG) issues and to plan for specific promotion plans and countermeasures. Furthermore, the Company compiles the implementation results, negotiates with stakeholders and reviews the ESG Report, which is reported to the Board of Directors on a periodic basis. The status of communication with stakeholders (including issues concerned, communication channel, methods of communication, communication frequency and communication results) in 2025 has been reported to the board meeting on May 7^{th}, 2025, and was disclosed on Chicony’s ESG website (Resources Download and Contact Center → Management Policies and Certifications→Investor Focus→03 Implement Status). Designated specific personnel are responsible for the correspondence.
VI. Has the Company appointed a professional share registration and investors service agent for handling matters pertaining to the Shareholders Meeting?	☑		The Company's Stock Operation Department is handled by the professional stock agency - the agency department of CTBC bank, and they are responsible for the Company's affairs of Shareholders’ Meetings.	No Difference
VII. Disclosure of Information
(I) Has the Company installed a website for the disclosure of information on financial position and operation, as well as corporate governance?	☑		(I) The Company has set up a website in both Chinese and English at https://www.chicony.com. In the investor relationship zone, the content includes: 1. Investor Information: Quarterly Report, Material Information, Stock Price Information, Dividend Distribution Calendar, and Dividend Policy 2. Shareholders' Column: Shareholder Service, Notice of Meeting, Meeting	No Difference

Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
	Yes	No	Summary Description
(II) Has the Company adopted other means for disclosure (such as the installation of a website in the English language, appointment of designated persons for the collection and disclosure of information on the Company, the implementation of ae spokesman system, and videotaping institutional investor conferences)?
(III) Does the company announce and report the annual financial report within two months after the end of the fiscal year, and announce and report the first, second and third quarter financial reports and the operation of each month ahead of the required time limit?	☑		Handbook, Annual Report of Shareholders' Meeting, List of major shareholders, and Proceedings 3. Financial Information: Financial Statements, Monthly Consolidated Revenue 4. Corporate Governance: Operation and Execution, Board of Directors, Regulations and Measures 5. Investor Contact Window.
(II) In addition to the establishment of the Spokesperson and acting spokesperson system, the Company has set up an Investor Relations Department to appoint personnel to be responsible for the collection and disclosure of Company information. It also provides financial and business information of the Company to investors by the Market Observation Post System, institutional investors conference, the Company's website, and newspapers and magazines.
(III) The Company always announces and reports financial reports before the specified deadline.	No Difference
No Difference
VIII. Is there any other essential information that would help us to understand the pursuit of corporate governance (including but not limited to employee	☑		(I) The Company set up a medical office: hiring professional doctors and nurses to conduct various health consultations, regular staff health examination and tracking the top ten abnormal results, implementing the four major plans for labor health protection and	No Difference

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Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
	Yes	No	Summary Description
rights, employee care, investor relations, supplier relations, stakeholder rights, the continuing education of the Directors and Supervisors, the pursuit of a risk management policy and standard of risk assessment, the pursuit of a customer policy, and professional liability insurance coverage for the Directors and Supervisors)?			holding irregular health promotion activities to take care of the health of employees in all aspects. By moving to “Chicony Smart Green Building” in Sanchong District, New Taipei City, Chicony Group is able to provide employees a better workplace and more convenient sports and leisure spaces by setting up facilities such as a swimming pool and a fitness center. It also responds to government policies, promotes work-life balance projects, takes the initiative to pay attention to the work situation of colleagues, sets up multi-type societies, a nursing room in the work environment, all gender restrooms, parking spaces for the needed, and constructed a childcare union mechanism to allow employees to take care of their families while they are working. The Company has established an Employee Welfare Committee to provide holiday bonus, travel, birthday, and labor festivals, etc., and also provides excellent “fertility bonus” that rewards for active employees. The Human Resources Department also organizes training activities covering various professional and management courses. It encourages employees to take on-the-job training, and also organize health lectures and environmental safety training for employees to pay attention to physical, mental, and environmental health. The Industrial Safety and Health Department obtained ISO 14001/45001/TOSHMS 15506 Certification in 2018. The certification shows the Company's focus on the green environment and occupational safety and health. The Company actively makes an environment that meets the peace of mind and healthy living requirements of employees and promises to give a reasonable and

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Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
	Yes	No	Summary Description
			warm space for care, study, and growth to employees, and creates the highest employee centripetal force.

The Company was listed as component stocks on the "Taiwan HC 100 Index" by the Taiwan Stock Exchange in 2025, representing the recognition of the company’s efforts on employee compensation and fulfillments in corporate social responsibility.

(II) The Company’s senior management has always operated on the principles of perseverance, integrity, and profitability. The company purchased directors' and officers' liability insurance from Chubb Insurance Company with the maximum insured amount of US$20 million to create long-term and stable interests for shareholders and to create multi-wins by working with customers, suppliers, and correspondents. In 2025, the Company was re-selected as a constituent of the “FTSE4Good TIP Taiwan ESG Index” of the TAIEX, representing the recognition of the Company’s efforts on fulfilling sustainable development and corporate social responsibilities.

(III) After reviewing the Company's liquidity, screening corporate governance evaluation, and reviewing three financial indicators, the Company was included again in the “Corporate Governance 100 Index” in 2025. | |
| IX. The state of corrective action taken in response to the corporate governance evaluation result announced by the Corporate Governance Center of Taiwan Stock Exchange Corporation, and the issues requiring special effort for improvement and related measures.

Building upon a solid foundation of information security management and to continuously ensure the security of customer privacy and confidential information, the Company has implemented the ISO 27001:2013 Information Security Management System since 2016. We have established information security policies along with a corresponding four-tier management documentation system and regularly obtain ISO 27001 | | | | |

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Items for Evaluation	State of Implementation (Note 1)			Variation from the Corporate Governance Best Practice Principles for TWSE/TPEx-listed Companies and the reason.
	Yes	No	Summary Description
certifications. In response to the update of international standards, the Company successfully completed the transition to the new ISO 27001:2022 standard in 2025. The current certificate is valid from September 3, 2025, to July 19, 2026.

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Table (3.3)

Independence Check List for Board of Directors to evaluate CPAs and its joint Accounting Firm

Chicony Electronics Co., Ltd

Independence Check List for Board of Directors to evaluate CPAs and its joint Accounting Firm

Independence	Yes	No	Note
Whether the CPA has not served as a director or independent director of the Company or its affiliates?	V
Whether the CPA has not been a shareholder of the Company or its affiliates?	V
Whether the CPA has not been paid by the Company or its affiliates?	V
Whether the CPA has not provided audit services to the Company for seven consecutive years?	V
Whether the CPA has confirmed that its joint accounting firm has complied with the relevant independence standards?	V
Whether the co-practicing accountants of the joint accounting firm of the CPA have not served as directors, managers of the company or positions that have a significant impact on the audit case within one year of their retirement?	V
Conclusion: It has been assessed that the Company's CPAs have not served as directors or independent directors of the Company, and are not shareholders of the Company, and have not been paid by the Company. Therefore, there are no doubts about the independence of the CPAs.

(3.4) Organization, Function, and Operation of Remuneration Committee

Profiles of the Members of the Remuneration Committee

Identity	Name	Professional Qualification and Experience	Independence	Number of public companies that the Director also holds the position as independent director in.
Independent Director Convener	Chu, Jia-Siang	Please refer to 2.1.2 Information on the Professional Qualification of Directors and the Status of Independence of Independent Directors:	2
Independent Director	Kuo, Tsung-Ming			2
Independent Director	Peng, Chu-Ju			1

Responsibilities of the Remuneration Committee

(1) The Committee shall faithfully perform the following authority with the attention of a good manager and submit the recommendations to the Board of Directors for discussion.

A. To regularly review the Company “Remuneration Committee Organization Rules” and to propose amendments to it.

B. To establish and regularly review the annual and long-term performance objectives and remuneration policies, systems, standards, and structures of the directors and managers of the Company.

C. To determine the content and amount of their individual salary remuneration by regularly assessing the achievement of the performance targets of the Company directors and managers.

(2) When the committee performs the previous authority, it shall be based on the following principles:

D. Ensure that the Company remuneration meets relevant laws and regulations and is sufficient to attract talent.

E. The performance assessment and remuneration of directors and managers should refer to the peers’ level of salary payment, and consider the time spent by the individual, the responsibilities, the achievement of personal targets, the performance of other positions, and the Company's recent compensation for the same position. The remuneration of employees, and the achievement of the Company's short-term and long-term business objectives, the Company's financial status, etc., assesses the relevance of individual performance to the Company's operating performance, and future risks.

F. The ratio of dividends of the short-term performance of directors and managers and the payment time of variable remuneration should be determined by considering the characteristics of the industry and the nature of the business.

G. Members of this Committee cannot participate in discussions and voting on their personal remuneration decisions.

(3) The remuneration referred to in the preceding two items, including cash remuneration, stock options, dividend participation, retirement benefits or separation payments, various allowances, and other measures with substantial rewards; the records of remuneration of the directors and managers' remuneration shall be consistent with the Annual Report of the public offering company.

(4) If the remuneration of the company of subsidiary directors and managers base on the company of subsidiary is responsible for decision-making matters, they must be approved by

the Board of Directors of the Company and should be submitted to the Board of Directors for discussion after the Committee has made recommendations.

2. Information on the Operation of the Remuneration Committee

(1) The Remuneration Committee of the Company consists of three members.
(2) Current Term: From May 28, 2025, to May 27, 2028.
(3) The Remuneration Committee held 3 meetings in 2025 (A), the qualifications and attendance of the Committee are shown as follows:

Title	Name	Actual Number of Attendances (B)	Attendance s by Proxy	Actual Attendance Rate (%) [B/A (Number of meetings during the period of employment)]	Remarks (Date of Departure, Former or Newly Elected to Office, or Reelected to Office, and Date of Election)
Convener	Chu, Jia-Siang	3	0	100%	Re-elected for a term ending May 27, 2028
Convener	Lin, Ming-Ji	1	0	100%	Previous term ending May 27, 2025
Committee Member	Kuo, Tsung-Ming	2	0	100%	Newly elected for a term starting from May 28, 2025, till May 27, 2028
Committee Member	Peng, Chu-Ju	2	0	100%	Newly elected for a term starting from May 28, 2025, till May 27, 2028
Committee Member	Lee, Yen-Sung	1	0	100%	Previous term ending May 27, 2025
Additional Information:
I. If the Board declines to accept or revise the recommendations of the Remuneration Committee, specify the meeting date, the session, the content of the motion, the resolutions of the Board, and the response of the Company to the opinions of the Remuneration Committee (if the Board resolved a higher level of remuneration than the recommendation of the Remuneration Committee, specify the difference and the reason for the difference):
None (Schedule 1)
II. If a specific member of the Remuneration Committee has adverse or qualified opinions on the resolutions of the Remuneration Committee on record or in written declaration, specify the meeting date, the session, the content of the motion, the opinions of all members, and the response to the opinions of the members:
None

Schedule 1:

Date of Meeting	Details of Agenda	Opinions of All Remuneration Committee Members	Dealing with the Opinion from the Remuneration Committee
March 5, 2025
The 10th session of the 5th term	(I) Proposal for the allocation of 2024 Director compensation; submitted for discussion.	Approved by all members of the Committee	Proposed to the board of directors, and approved by all directors’ present
August 6, 2025
The 1st session of the 6th term	(I) Proposal for the remuneration of promoted managers; submitted for deliberation.
(II) Evaluation of the 2024 performance target achievement and actual remuneration payments for Directors and Managers;	Approved by all members of the Committee	Proposed to the board of directors, and approved by all directors’

	submitted for deliberation.
November 12, 2025
The 2nd session of the 6th term	(I)
Proposal for the 2025 bonus plan for managers; submitted for further study.
(II)
Proposal for the 2025 employee compensation plan for managers; submitted for further study.	Approved by all members of the Committee	Proposed to the board of directors, and approved by all directors’ present

3.5 Organization, Function, and Operation of the Nomination Committee: The Company does not set up Nomination Committee

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3.6 Organization, Function, and Operation of Corporate Sustainable Development Committee

(1) Composition of Corporate Sustainable Development Committee

The members of the company's corporate sustainable development committee is 6 people

Tenure of current committee members: from May 28, 2025, to May 27, 2028

In 2025, the Corporate Sustainability Committee held 2 meetings. The professional expertise, competencies, and attendance of the committee members are as follows:

Title	Name	Professional expertise and competencies in corporate sustainability (Details below)	Actual Number of Attendances	Actual Attendance Rate	Note
Chair (Chairman)	Hsu, Kun-Tai	(a)(c)(d)(e)(f)(h)	2	100%
Deputy Chair (Director & President)	Lu, Chin-Chung	(a)(c)(d)(f)(g)(h)	2	100%
Committee Member (Head of Corporate Governance)	Lin, Yu-Ling	(b)(c)(d)(e)(g)(h)	2	100%
Committee Member (Independent Director)	Lee, Yen-Sung	(c)(d)(f)(g)	1	100%	Retired on May 28, 2025. Required Attendance: 1
Committee Member (Independent Director)	Kuo, Tsung-Ming	(c)(d)(f)(g)	1	100%	Newly elected on May 28, 2025. Required Attendance: 1
Committee Member (Independent Director)	Chu, Jia-Siang	(a)(b)(c)(d)(f)(g)	2	100%
Committee Member (Independent Director)	Peng, Chu-Ju	(a)(b)(c)(d)(e)(h)	1	100%	Newly elected on May 28, 2025. Required Attendance: 1
Committee Member (Independent Director)	Lin, Ming-Ji	(a)(b)(c)(d)(e)(h)	1	100%	Retired on May 28, 2025. Required Attendance: 1

Corporate Sustainability Expertise and Capability

(a) Energy-saving and carbon reduction technologies, energy and carbon emission management
(b) Environmental conservation, air pollution management, water resource management, waste management, climate and natural strategies.
(c) Sustainable governance, integrity in operations, and compliance with laws.
(d) Operational Performance, Customer Relationship Management
(e) Circular economy and material management, sustainable supply chain, green innovative products
(f) Protection of human rights, occupational safety and health, safeguarding of employee rights, labor-employer relations, talent cultivation and development, and a diverse and inclusive workplace.
(g) Risk Management, Information Security and Privacy Protection
(h) Government Policies and Social Participation

Chair of the committee, Hsu, Kun-Tai, Chairman of the company, possessing rich experiences in computer and peripheral electronic components industry for more than 40 years. Under his leadership, Chicony Smart Green Building received many awards and was well recognized. Mr. Hsu has the capabilities of operational judgment, international market perspective, financial and accounting, crisis management, and business management which meet the professional skills requirement of the committee.

(2) Responsibilities of Corporate Substantiable Development Committee:

Formulate sustainable development, environmental protection and climate change issues, sustainable development directions and objectives, while also planning related management policies and specific promotion plans, tracking the implementation of specific plans and their effectiveness.
Promote and implement work associate with corporate ethical management and risk management.
Review of the corporate sustainability report.
Regularly reports the sustainable development implementation results to the Board of Directors.
Supervise the implementation status of the Company's Sustainable Development Best Practice Principles and other matters that should be handled by the Committee resolved by the Board of Directors.

(3) Operations of Corporate Sustainable Development Committee

Meeting Date	Proposal Content	Resolution Results of the Committee	The Company's Response to the Committee's Opinions
5th session of the 2nd term on May 7, 2025	1. Status of implementation for the proposals discussed in the November 2024 Corporate Sustainability Committee meeting.
2. Report on key corporate sustainability achievements from November 2024 to	NA	NA

| | April 2025.
3. Report on promoting sustainable supply chains and establishing a sustainable supply chain management framework.
4. Progress report on the implementation of Climate and Nature-related Financial Disclosures.
5. Report on expected completion items for key corporate sustainability tasks from May 2025 to October 2025. | | |
| --- | --- | --- | --- |
| | 1. Proposal to report the Company's 2024 'Stakeholder Communications' and submit the same to the Board of Directors based on the review results; submitted for deliberation. | Approved by all members present | Approved by all directors present and thus not applicable. |
| | 2. Proposal to report the Company's 2024 'Sustainability Report' and submit the same to the Board of Directors based on the review results; submitted for deliberation. | | |
| | 3. Proposal for the amendment to the Company's 'Sustainable Development Best Practice Principles'; submitted for deliberation. | | |
| | 4. Proposal for the amendment to the Company's 'Management Measures for the Preparation and Filing of Sustainability Reports'; submitted for deliberation. | | |
| 1st session of the 3rd term on November 12, 2025 | 1. Status of implementation for the proposals discussed in the May 2025 Corporate Sustainability Committee meeting.
2. Report on the Operational Status of the Risk Management Policy for 2025.
3. Report on the Implementation Status of Ethical Management for 2025.
4. Report on expected completion items for key corporate sustainability tasks in 2026. | NA | NA |
| | 1. Proposal to report the progress of the IFRS S1/S2 Implementation Project in compliance with FSC requirements; submitted for deliberation. | Approved by all members present | Approved by all directors present and thus not applicable. |
| | 2. Proposal to report the implementation progress of Climate and Nature-related Financial Disclosures (TCFD & TNFD); submitted for deliberation. | | |

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	3. Proposal to report the results of the first phase of the Internal Carbon Pricing (ICP) project; plan to launch the second phase trial and incorporate ICP into monthly financial management reports; submitted for deliberation.
	4. Proposal to postpone the implementation of renewable electricity at Taiwan locations to 2028; submitted for deliberation.

Note: The aforementioned resolutions of the Corporate Sustainability Committee were submitted to the Board of Directors on May 7 and November 12, 2025, respectively.

2025 Performance

Joined RE100 on August 28, 2023, to commit using 100% renewable energies by 2030 in response to global carbon reduction actions. In 2025, the usage of renewable energies reached 61%
In accordance with the SBTi initiative, we are committed to gradually implementing emission reduction methods and setting short, medium and long-term goals. The targets set for SBTi are all ahead of the goals established for the previous year. (Relevant information are disclosed on the Company's corporate sustainability report and website)
The Company has adopted the TNFD LEAP approach to assess the dependencies and impacts of its operations and value chain on nature and aims to complete Chicony Electronics' inaugural 'Climate and Nature-related Financial Disclosure Report' by the end of 2025.
Included in FTSE4 Good Index, Emerging Market ESG Index, TWSE's Taiwan Sustainability Value Index, and TWSE's Taiwan High Compensation 100 Index
Received 2025 TCSA Taiwan Corporate Sustainability Report Award-Electronic Information Manufacturing Industry Bronze Award, Comprehensive Performance – Top 100 Sustainability Exemplary Award, and Manufacturing and Energy Industry – Climate Leadership Award

(3.7).1 The status of the company's promotion of sustainable development, any deviation from the Sustainable Development Best Practice Principles for TWSE/TPEx Listed Companies, and the reason for any such deviation :

Assessment Items	State of Implementation
	Yes	No	Summary
1. Has the company constructed a governance structure to promote sustainable development and established a dedicated (part-time) unit for the promotion of sustainable development, which is managed by senior management by authorization of the board of directors and is supervised by the board of directors?	✓	1. In 2021, the company established the “Corporate Sustainable Development Committee”. The Committee is made up of the Chairman serving as the chair, the president the deputy chair and the head of corporate governance and 3 independent directors as the members. To perfect and strengthen the responsibility of preparing for the Sustainability Reports by the Board of Directors of the Company, on November 3, 2023, the board of directors resolved to revise the “Corporate Sustainable Development Committee Charter” to hold 2 meetings every year starting from 2024, and the Corporate Sustainability Report is to be proposed to the Board of Directors for approval.
2. The company reported to Corporate Sustainable Development Committee and the board of directors (including ESG report) on May 7, and November 12, 2025, and proposed strategy. The board of directors commented on the possibilities of the success of the strategy, reviewed the progress, and urged to make adjustments if necessary.
3. The following risks were evaluated: strategy, operations, occupational safety and health, environment, natural disasters, man-made disasters, climate change, finance, and information security. We have formulated management policies, strategies and goals, and these risks were reviewed.
4. TC/TNFD Identification of major climate risks such as changes in customer behavior, shifts in preferences, requirements and regulations for existing products and services, and opportunities such as entry into new markets, use of more efficient production and distribution processes, and transfer to more efficient buildings. The supervision of the board of directors and status of operation in 2025 were reported to the bord meeting on May 7 and November 12, 2005, and the ESG website.	No difference

Assessment Items	State of Implementation						Deviation from the Sustainable Development Best Practice Principles for TWSE/TPEx Listed Companies and reasons
	Yes	No	Summary
II. Has the company implemented the risk assessment of environmental, social, and governance issues related to corporate operation and established relevant risk management policies or strategies based on the principle of materiality?III. Environment Issues1. Dose the Company establish the environmental management policies suitable for the Company's industry characteristics?	✓		1. The Company formulated the “Policies and Procedures for Risk Management” in 2021, which are served as the highest guiding principle for risk management of the Company (Group) approved by the Board of Directors. The Company's management personnel and employees of each department jointly conduct risk factor identification on a regular basis to screen a risk management scope and identify potential risks as well as implementing preventive measures.2. The operations were reported to the Board of Directors on May 7 and November 12, 2025. Please refer to the operations of Corporate Sustainable Development Committee and Company’s ESG website ((Resources Download and Contact Center → Management Policies and Certifications→Investor Focus→03 Implement Status). Please refer to II.3.7 for summary.				No difference
			1. Chicony’s The headquarters and all factories have implemented and passed the relevant ISO certifications, with the following validity periods.
		ISO	14001	45001	50001	14064
		Headquarter	Oct. 2027	Oct. 2027	Feb. 2029	The verification of greenhouse gasses for the year 2025 has been completed and certified in 2026. The certificate for the verification of greenhouse gasses for the year 2025 is expected to be obtained in April
		ChingXi Site	Mar. 2028	Feb. 2028	Mar. 2027
		Maorui Site*	Jan. 2026	Jan. 2026	Jun. 2026
		Wujiang Site	May 2026	May 2026	Jul. 2027
		Chongqing Site	Oct. 2028	Oct. 2026	May 2026
		Thailand Site	Dec. 2026	Dec. 2026	Apr. 2029

Assessment Items	State of Implementation
	Yes	No	Summary
2.Dose the Company commits itself to upgrade the efficient use of various resources and adopts renewable materials posing low impact to the environment?	☑			2026. For more details, please refer to our company's sustainability report for the year 2025.
			*The relocation of the Maorui Plant will commence in 2025 Q4. The ISO 14001 and ISO 45001 certifications will be conducted following the completion of the relocation. To further improve environment management, the company conducts internal audit by qualified employees, reviewed by top management, and certified by third party institution every year. For more disclosure of certification, please refer to Chicony Group’s “Sustainability Report” and Chicony ESG website.
			2. In addition to obtaining ISO 14001:2015 and ISO 50001:2018 certifications, the Company has established energy-saving targets and disclosed its energy consumption patterns over the past two years, the percentage of renewable energy, and the progress of energy-saving achievements. For further details, please refer to this year's ESG Report. Based on this notion, we are committed to introducing green thinking in each phase of development and all finished products must meet international environmental laws and regulations and standards (e.g., restriction of hazardous substances (RoHS) in electrical and electronic products) and choose “halogen-free” materials or certified by a third party (e.g., SGS). The company follows ISO 14064:2018 to understand the emissions of greenhouse gasses through the inventory process and results and proposes feasible solutions for reducing greenhouse gas emissions; after completing the internal verification work internally, it then commissions a third-party verification agency to conduct external verification.

Assessment Items	State of Implementation
	Yes	No	Summary
3.Does the Company assess the present and future potential risk and opportunities of climate change in relation to the Company and adopt countermeasures related to climate issues?	☑		3. The Company's “Corporate Sustainable Development Committee” reviews climate-related risk information and reports to the Board of Directors.
(1) In alignment with IFRS S2, TCFD, and TNFD frameworks, the TC/TNFD project was completed in 2025.		No difference
			Major Climate Risk and Opportunities	Strategy
			Risk: Introduction of Sustainable Product Design Specifications	• The business units of each department and the research and development units continuously monitor the policy updates and progress of key customers' markets. In addition, they keep track of market dynamics through regular meetings between the company and its customers.
• The research and development units of each business division continue to invest in the development of environmentally friendly materials and strength testing, in order to respond promptly to potential customer demands. In addition, the company is continuously planning to collaborate with manufacturers to
			Opportunity: Meet the green product needs of downstream customers

Assessment Items	State of Implementation
	Yes	No	Summary
				develop eco-friendly raw materials, driving product transformation through innovation.
● Establish a product carbon footprint platform to assist various business units in calculating products in real-time, in order to meet customer requirements for carbon information related to the products.	No difference
			Risk: Automation and Intelligent Transformation	● Each business unit's research and development department and the automation engineering center continuously collaborate with various plants every year to discuss the feasibility of expanding automation for different processes.
● The production unit continues to enhance the automation ratio and promote the development of new processes, not only to meet customer expectations but also to effectively improve production efficiency and control costs.
			Opportunities: Enhance the efficiency of resource utilization in production facilities
			Risk: Fluctuations in the costs of renewable energy and recycled materials	● The production facility plans energy-saving initiatives annually

Assessment Items	State of Implementation				Deviation from the Sustainable Development Best Practice Principles for TWSE/TPEx Listed Companies and reasons
	Yes	No	Summary
				through the energy management system, reducing total electricity consumption to mitigate the impact of higher electricity costs. • Headquarters expands renewable energy certificate purchases and rolling procurement strategy. • The procurement unit is expanding alternative material sources as a response and is making early arrangements for new raw materials.
			Opportunities: Collaborate with downstream customers to recycle products	• The production facility collaborates with downstream customers to recycle or dismantle defective products or electronic waste that has reached the end of its life cycle.
			(2) The Company participated in the Carbon Disclosure Project (CDP) Climate Change, Water Security, Supplier Engagement surveys and reported online (The scores for the 3 surveys were A- level, A- level and A level in 2025. The company's carbon emission reduction targets passed the verification of SBTi in August 2022.
4. Does the Company gather statistics of the greenhouse gas emission,	✓	4. The Company has established policies and targets for energy conservation, carbon reduction, greenhouse gas (GHG) mitigation, and the reduction of water consumption and waste (including annual water recycling and waste reduction goals). Detailed			No difference

Assessment Items	State of Implementation			Deviation from the Sustainable Development Best Practice Principles for TWSE/TPEx Listed Companies and reasons
	Yes	No	Summary
water consumption and the gross weight of the waste in the past 2 years and establish policies for energy saving, carbon reduction, reduction of greenhouse gas emission, and water consumption or other waste management.			information is disclosed in this year's Sustainability Report. Furthermore, management is enhanced through publicity, education and training, equipment efficiency upgrades, energy-saving measures, and auditing and tracking for improvement. The effectiveness of energy conservation and carbon reduction, along with ESG contributions, have been integrated into key performance indicators (KPIs). The company has compiled the greenhouse gas emissions, water usage, and total waste weight from the Chicony headquarters and various plants over the past two years (the aforementioned three items have all been certified by a third-party verification body; please refer to the company's 2024 Sustainability Report for relevant certificates) along with the initiatives implemented and the outcomes achieved, listed at table II.3.7(1).
IV.Social Issues1.Dose the Company formulate appropriate management policy and procedure in accordance with relevant regulations, laws and the International Bill of Human Rights?	✓		1. The Company respects and abides by the “Universal Declaration of Human Rights”, “United Nations Global Compact”, “United Nations Guiding Principles on Business and Human Rights” and the basic protocol of international labor organizations and has implemented “Human Rights Policy” since 2020. In 2025, the policy was further modified to increase the awareness of supply chain management. Relevant information is disclosed on the company website.(1) This policy applies to the global operations of the company and its product and service value chain, clearly indicating that we do not discriminate against employees in hiring, salary benefits, performance evaluation, and promotion based on factors such as race, gender, age, religion, or political stance.(2) In 2022, the first human rights due diligence investigation was completed. In 2024, the investigation was restarted, incorporating supply chains and community areas, to implement the vision of respecting human rights and creating shared value. The ESG	No difference
			is also included in the “International Bill of Human Rights” document. The company's 2024 Sustainable Development Best Practice Principles for TWSE/TPEx Listed Companies and reasons is also included in the “Sustainability Report for the 2024 Sustainable Development Report”, which is the first document to be published in the “Sustainability Report for the 2024 Sustainable Development Report”. The company's 2024 Sustainable Development Report is also included in the “Sustainability Report for the 2024 Sustainable Development Report”, which is the first document to be published in the “Sustainability Report for the 2024 Sustainable Development Report”, which is the first document to be published in the “Sustainability Report for the 2024

Assessment Items	State of Implementation
	Yes	No	Summary
	☑		Sustainability Office is responsible for coordinating human rights risk identification results, mitigation measures, implementation progress, and the operations of the Human Rights Management Team. Relevant policies and responsible departments are disclosed on the Chicony official website under the 'Corporate Sustainability > Human Rights Protection' section.
Below is the summary of the details:
(I) Human Rights Due Diligence Process:
Step 1: Identification of potential risk issues
Step 2: Risk assessment and prioritization
Step 3: Implementation of risk mitigation and remediation measures
(ii) Scope of Human Rights Due Diligence:
Employees and select Tier-1 suppliers.
(iii) Information on significant human rights issues and their mitigation or remediation measures:
Please refer to Attached Table II.3.7 for details.
(3) Not only do we employ people with disabilities and arrange on a weekly basis for visually impaired workers to come to the Company to provide massage services, we have also allocated friendly parking spaces and toilets inside the Company. As well as these, human rights lectures are held to promote human rights to colleagues(including courses such as sexual harassment prevention lectures, talent selection and discrimination promotion, employee physical and mental health and environmental safety and health related courses, a total of 339,584 employees took part for a total of 260,293 hours in 2025), further implementing Chicony's human rights policy.
(4)Until the publication of the annual report, there is no human rights appeal cases or related incidents.

Assessment Items	State of Implementation
	Yes	No	Summary
2.Does the Company establish and implement proper employee benefit measures (including the salary, holidays, and other benefits) and appropriately reflect the corporate business performance or achievements in the employee remuneration?	☑	2.	2. The Company has formulated various employee welfare measures and annual leave system in accordance with the Labor Standards Act and relevant laws and regulations (Please refer to 5.5 Labor Relations), and provides competitive salaries as well as grants and bonuses, according to management target, department target and personal performance, to employees to share earnings with them.
(1) According to Article 18 of the Company's Articles of Incorporation, the Company shall allocate no less than 11% of the Company's profit before tax as remuneration of employees and no more than 1% of the Company's profit before tax as remuneration of directors.
(2) The company also provides group insurance (including life insurance, medical insurance, critical illness insurance, accident medical insurance, and accident insurance), regular health check-ups, emergency condolence payments, shuttle services, and arranges for visually impaired workers to receive massage services at the company weekly.
(3) Regularly organize various employee social activities and establish various clubs.
(4) Provide/assist employees with the necessary professional, management, language, and other educational training.
(5) For employee benefits measures, retirement systems, and their implementation status, please refer to IV.5 labor relations.	No difference
3.Does the Company provide a safe and healthy working environment, and provide employees with regular safety and		3.	3. The Company have passed the certification of ISO45001、TOSHMS/CNS 45001 occupational safety and health management system. The Company regularly carries out health examinations of its employees and entrusts a qualified testing agency to carry out the verification of the working environment every year.
(1)Training on fire safety and firefighting, AED + CPR first aid training and	No difference

Assessment Items	State of Implementation			Deviation from the Sustainable Development Best Practice Principles for TWSE/TPEx Listed Companies and reasons
	Yes	No	Summary
health education?	☑		evacuation drills are also held every year, and special training on chemical safety, electrical safety, machinery and equipment safety and fire safety are carried out as well. In addition to the annual fire safety and evacuation drills, SCBA, European style fire-fighting clothing and other fire-fighting equipment are purchased for the Group’s headquarters building. The Chicony Fire Fighting Response Team is also established, and personnel are sent to participate in advanced training every year. A safety officer audit team is also set up in the Group to implement audit/scoring and improvement on a regular basis, and the company distributes bonus to outstanding units.

(2) To maintain safe and healthy working environment for employees, the company planned three major training targets of training on environment, safety, and health for general personnel, professional training for personnel of environment, safety and health, and training for contractors.

(3) Environmental safety and health education and training programs for the headquarters of Chicony Group and each plant: Environmental safety and health education and training, fire safety training, ESG-related training, safety (fire, chemical) education, fraud prevention/transportation/drought safety training, professional license training, monthly safety meeting and frequency for safety personnel Weekly/quarterly/half-yearly Regular and irregular (depends on each project)

(4) The total training hours on environment, safety, and health in Chicony’s headquarter and each factory were 259,745 hours in 2025, and the number of attendees reached 338,936.

(5) 33 work injuries occurred in Chicony’s headquarter and all plants in 2025, more than the 21 work injuries in 2024, better than the company’s target. In terms of total attendance hours in 2025, it accounts for about 0.9 millionth. For more details, please | |

Assessment Items	State of Implementation
	Yes	No	Summary
4. Dose the Company set up effective career development and training programs for its employees?	☑		refer to Chicony Group's “Sustainability Report”.
(6) In 2025, the number of fires, the number of casualties and the number of deaths to the total number of employees, and the relevant improvement measures in response to the fire: None.

The company has designed a diversified learning and development blueprint based on employees' professional backgrounds and position requirements, in conjunction with operational goals, human rights policies, and sustainable development strategies. The blueprint covers five major areas: training for new employees, professional skill enhancement, management capability training, succession planning, and green marketing. It establishes a competitive learning system through on-the-job training, job rotation, knowledge sharing, soft skills development, and a knowledge learning network.
In 2025, the total training hours for global employees of Chicony Electronics reached 457,459.1 hours, with an average training time of 25.7 hours per employee. The company encourages employees to participate in external training courses. In 2025, employees completed a total of 13,224.75 hours of training at external institutions, with subsidies totaling NT$548,379.
The Company fully implements and abides by the laws and regulations on the protection of consumers' rights and interests and makes customer satisfaction one of the Company's important strategies. In addition to the business contact window, the Company has a CEO direct grievance mailbox management method and has contact information under Investor Relations and Corporate Sustainable Development of the Company's website for questions, suggestions and complaints. The Company properly | No difference |
| 5, Does the Company comply with relevant laws and international standards with regards to the customer’s health, safety and privacy, | ☑ | | | No difference |

Assessment Items	State of Implementation
	Yes	No	Summary
marketing, and labeling in relation to the products and services and establish relevant policies and complaint procedure to protect the right of the customers?			handles and gives feedback in good faith in order to protect the rights and interests of customers.
(1) The company received ISO 27001 certification, and the effective period is disclosed on the company’s website.
(2) Chicony Electronics strictly adheres to international standards, fully safeguarding customer rights and interests. The Chingxi Factory and Wujiang Factory have professional testing laboratories that meet ISO 17025 qualifications. All products 100% have passed third-party safety certification and comply with regulations such as RoHS 2.0, halogen-free, and REACH.
(3) Establish diverse customer communication channels and implement the "137 system" for quick responses to customer inquiries; customers can also communicate and file complaints through a direct complaint mailbox (managed by the audit department) or during quarterly meetings.
6. Does the Company establish the supplier management policy to require the supplier to comply with relevant regulations on issues of environmental protection, occupational safety and health or labor rights and provide its status of implementation?			6. The supply chain is one of the most important strategic partners of Chicony. We provide customers with the most valuable products and services, while realizing the values of environment, society and governance, and creating sustainable supply chain management.
(1) The board of directors of Chicony Electronics serves as the highest guiding unit for promoting a sustainable supply chain. Daily operations are primarily managed by the centralized purchasing unit of the business division, the Quality Assurance Center, and the ESG Sustainability Office. These are then executed by units under each factory or task-oriented groups (SER Team), collectively advancing the sustainable supply chain. Each year, based on the execution status, reports are compiled for the Corporate Sustainability Development Committee and subsequently presented to the	No difference

Assessment Items	State of Implementation			Deviation from the Sustainable Development Best Practice Principles for TWSE/TPEx Listed Companies and reasons
	Yes	No	Summary
	☑		board of directors.

(2) To effectively promote sustainable supplier management, the ESG Sustainability Office has integrated documentation across all departments and plants. The updated suite of documents includes Supplier ESG Consent Form, Supplier Code of Conduct, Conflict Minerals Policy, Integrity Commitment, Human Rights Policy, and Supplier ESG Risk Assessment Questionnaire. These serve as the foundation for our 2025 sustainable supply chain initiatives. The measures and implementation status are as follows:

I. Supplier ESG Risk Assessment Scoring: The questionnaire evaluates three categories: Environmental (41 pts); Labor Practices, Human Rights, Occupational Health & Safety, and Social (62 pts); and External Audits & Sustainable Operations (20 pts).

ii. New Supplier Requirements: All new suppliers must sign the Supplier ESG Consent Form, Code of Conduct, Conflict Minerals Policy, and Integrity Commitment. Starting from 2025, only new raw material suppliers are required to complete the ESG Risk Assessment Questionnaire. While 100% of new suppliers in 2025 completed the previous version of these documents, the actual completion rate for the new versions reached 56%.

iii. Existing Supplier Requirements: Existing suppliers are required to sign the Supplier ESG Consent Form, Code of Conduct, Conflict Minerals Policy, and Integrity Commitment. Similarly, starting from 2025, the ESG Risk Assessment Questionnaire is mandatory only for raw material suppliers.

(3) In 2025, the ESG Sustainability Office audited 50 suppliers using three methods: RBA report reviews, desktop audits, and on-site audits. A total of 603 non-compliance items were identified, with a closure rate of 54%. | No difference |

Assessment Items	State of Implementation
	Yes	No	Summary
V. Does the Company refer to the international criteria or instructions on the preparation of reports to prepare reports disclosing the non-financial information of the Company, such as the corporate social responsibility report? Does the report mentioned above have been assured, verified, or			(4) Starting from 2025, social and environmental impact assessments were conducted for both new and existing raw material suppliers based on the updated Supplier ESG Risk Assessment Questionnaire. No suppliers were found to have significant negative impacts.
(5) Training for suppliers and contractors in 2025 included Integrity Management sessions with 348 participants. Additionally, two Online Supplier Conferences were held with an 85% attendance rate. Beyond communicating Chicony’s ESG strategies and environmental goals, these conferences focused on labor rights, sustainable supply chain practices, RBA Code of Conduct compliance, human rights due diligence, and conflict mineral investigations. Low-carbon case studies were also shared to inspire suppliers toward Net-Zero practices.

The company edits Sustainability Report according to the GRI guidelines published by Global Reporting Initiative (GRI), SASB guidelines, and TCFD ever year, and discloses GRI standards index and SASB industry standards index. The Company also entrusted Bureau Veritas Taiwan to perform verification and obtained an assurance statement. The reports in Chinese and English (including various certifications) are disclosed on MOPS and the company’s website.
Chicony’s Sustainability Report will be proposed to Corporate Sustainability Committee and announced and disclosed after being approved by the board of directors. | No difference |

Assessment Items	State of Implementation
	Yes	No	Summary
certified by a third party?
VI.If the Company has instituted the sustainability development best practice principles in accordance with the “Sustainability Development Best Practice Principles for the TWSE/TPEx-listed Companies”, specify the implementation of these principles and the variations:
The Company periodically reviews the status and makes improvements according to “Sustainability Best Practice Principles” approved by the board. So far, there is no difference.
VII. Other Important Information That Helps us to Understand the Operation of Sustainability Development (Environmental, Social and Corporate Governance):
1. Important information about the operation of CSR:
(1) The operational situation is disclosed on the official website of the company under Corporate Governance > Operations and Execution.
(2) Related management policies—including the Chicony Whistleblowing Management Policy, Anti-Collusion and Conflict of Interest Management Policy, Biodiversity and No Deforestation Policy, Human Rights Policy, Supplier Code of Conduct, Environmental Health and Safety Policy, Environmental Hazardous Substances Management Standards, and Conflict Minerals Policy—are disclosed on the ESG official website (Resources Download and Contact Center ➔ Management Policies and Certifications➔Investor Focus➔02 Company’s Important Regulations).
(3) Various international certifications—including ISO 9001, ISO 14001, ISO 45001, ISO 50001, IATF 16949, and RBA certification—are disclosed and available for review on the ESG official website (Resources Download and Contact Center ➔ Management Policies and Certifications➔Policies & Certificates➔04 Product & Client)
2. The company headquarters is located in San Chong, New Taipei, and includes the nearby Taipei City as its main community area.
The specific measures and implementation results of the company's participation in the community for the year 2025 are as follows, and the company will also disclose them in the 2025 sustainability report, which mainly includes:
(1) Social Investment and Donations: The total amount of community investment for the year 2025 reached NTD 5,819 thousand, supporting multiple local organizations such as special education schools in New Taipei.
(2) Corporate Volunteerism and Public Welfare Participation: Two blood donation events were held, with 273 participants; Qunhuai Society collaborated with over 10 NGOs to organize more than 30 charity sales events.

Assessment Items	State of Implementation
	Yes	No	Summary
(3) Volunteer Service Club: The Chicony Volunteer Service Club organized 3 volunteer initiatives, covering cultural sustainability, ecological preservation, and educational support for underprivileged groups. These actions saw a cumulative participation of 45 volunteers, contributing a total of 169 service hours.
(4) Disaster Prevention Partnership: The Company signed a Memorandum of Understanding (MOU) on Disaster Prevention with the New Taipei City Government to enhance community disaster resilience.
(5) Local Talent Cultivation: To foster local prosperity and mutual growth, the Company prioritizes hiring local talent. Currently, employees from the Greater Taipei area (Taipei and New Taipei City) account for 60.47% of the workforce.

II.3.7(1) Risk Control Strategies and Methods

Risk Category	Potential risks	Control strategies and methods
E Environmental risks	Environmental load	1. Abide by the regulatory requirements, pass ISO 14001 environmental management system and promote ISO14064-1 GHG inventory for continuous reduction and improvement.
2. Continue to foster energy reservation and carbon reduction, implement environmental energy conservation in all plants to achieve KPI.
3. Reinforce the management of air and sewage facilities and waste classification and proper treatment in accordance with the regulations to reduce environmental impact.
	Water Resources Management	1. Ensuring Water Security: Implement rigorous energy and water conservation measures, promoting water recycling, reuse, and ecological protection.
2. Safe Drinking Water: Provide healthy and safe drinking water by conducting regular maintenance of water facilities to ensure full compliance with relevant regulations.
3. Climate Resilience: Strengthen flood and typhoon prevention measures across all plants to mitigate risks of droughts, floods, and extreme weather events.
	Carbon Emissions Management	1. International Initiatives: Actively participate in global initiatives and set climate targets (e.g., SBTi, RE100, and Net-Zero goals) aligned with international sustainability benchmarks such as CDP, DJSI, FTSE4Good, and Sustainalytics.
2. Climate & Nature Disclosures: Proactively promote TCFD and TNFD frameworks in response to climate change and ecosystem issues. In alignment with IFRS S1 and S2, identify climate/nature-related risks and opportunities while strengthening existing and future control measures.
3. Digital Carbon Management: Establish carbon management and carbon footprint systems to ensure operational efficiency and enable real-time tracking of carbon emission data.
4. Green Innovation: Develop smart green buildings, drive production automation, and continuously innovate in green products and renewable energy facilities.
S Occupational safety and health	Management system implementation risk	1. Abide by regulatory requirements and pass ISO 45001 and CNS45001 occupational safety and health management systems for building, implementing, maintaining and continuous

| risk | | improvement.
2. Implement risk management and prevent hazard risks to ensure personnel, equipment and environmental safety.
3. Deepen a safety culture, implement personnel education and training, and strengthen emergency response training and exercises. |
| --- | --- | --- |
| G Information risk | Natural Disasters | 1. Risk Prevention: Proactively prevent natural disaster risks by strengthening preparedness and preventive measures for earthquakes, heavy rainfall, and typhoons.
2. Infrastructure Reinforcement: Enhance measures for seismic anchoring (anti-vibration), flood prevention, typhoon resistance, and power outage backup.
3. Emergency Response: Establish emergency response procedures and organizations, procure disaster prevention and rescue equipment, and conduct regular personnel training and drills. |
| | Fire Safety | 1. Training & Control: Strengthen fire prevention awareness and education. Implement strict controls on hot work and high-risk operations to ensure workplace safety.
2. Equipment & Management: Actively maintain fire safety equipment and implement Management of Change (MOC) to ensure fire suppression systems and fire/smoke partitions remain in optimal condition.
3. Universal Fire Safety: Foster a "Fire Safety for All" culture by procuring fire-fighting equipment, conducting fire suppression training, and establishing a system of Safety Officers and Coordinators for regular auditing. |
| | Risk of data being encrypted for ransom | 1. Strengthen data backup, conduct data encryption and non-changing settings; regularly implement data recovery exercises to avoid data leakage or tampering and deletion.
2. Pass ISO 27001 information security certification and implement information security standards.
3. Promote information security on a regular basis and provide information security trainings to new employees.
4. Regularly hold social engineering exercises, one event held in the first half of the year and one event held in the second half of the year. |
| | Exchange Rate Fluctuation | Hedging Strategy: For foreign currency positions arising from operations, the Company employs forward exchange hedging to reduce exposure and mitigate risks associated with exchange rate volatility. |

II.3.7(1) Table 3(4)

The greenhouse gas emissions, water usage, total waste weight, and the measures implemented and their achievements at the Chicony headquarters and various plants of the company over the past two years are as follows:

Greenhouse gas emissions and reduction targets

Emission(tCO2e)	2024	2025
Scope 1 (Category 1)	5,957.669	6,346.215
Scope 2 (Category 2) [by Market]	37,524.974	25,721.372
Total Emission (Scope 1~2) [by Market]	43,482.643	32,067.587
Emission Intensity(tCO2e/M NTD) [by Market]	0.70	0.53
Category 3	34,252.007	44,332.879
Category 4	1,022,165.175	262,333.777
Category 5	260,924.230	367,037.975
Category 6	-	-
Scope 3 (Category 3~6)	1,317,341.412	673,704.632

*Data for the year 2024 has been certified by a third-party verification unit. Data for the year 2025 has been verified up to the date of the annual report's publication, and the verification certificate is currently being processed. For verified data and detailed category information, please refer to our company's 2025 Sustainability Report.

(1) The company submitted its SBT target in 2022 and received official recognition from SBTi, using 109 as the base year (89,399.00tCO2e). The absolute carbon reduction target for the 10-year period (109-119) is $42\%$ , and the intensity carbon reduction target for the 10-year period is $56.8\%$ (considering an annual revenue growth rate of $3\%$ ).
(2) In 2025, a total of 11 energy management projects were implemented, achieving energy savings of 28,383.31 GJ, with an investment cost of approximately NTD 20,610.45 thousand, creating benefits of NTD 18,832.53 thousand, and reducing carbon emissions by 4,166.76 tCO2e. Additionally, the purchase of 64,304.48 MWh of I-REC and GEC, including the use of solar panels, resulted in a total reduction of 37,183.79 tCO2e.
(3) Total emissions for 2025 decreased by 655,051.84 tCO2e compared to 2024, with a reduction of $48\%$ (better than the target).

The greenhouse gas emission intensity in 2025 decreased by $0.17\%$ tCO2e/NTD one million compared to 2024.

Water consumption and water consumption reduction policy

Water Intake and Water Consumption(Million Litter ~ 1,000 units)	2024	2025
Total Water Intake (Incl. Rain)	1,336.007	1,128.324
Total Water Consumption	326.650	225.189
Water Recycled	61.067	20.891.

*The above relevant information has been certified by a third-party verification unit; please refer to our company's 2025 Sustainability Report for the relevant certificates.

(1) Water Safety Policy: (a) Based on the year 2021, reduce water resource consumption each year until 2024, with the water consumption per NTD one million output decreasing by $5\%$ . (b) Good water management provides safe, clean, and regulatory-compliant water supply and drinking water. (c) Promote environmental and ecological safety, pay attention to climate change issues, and strive to prevent incidents and harmful events related to water safety.
(2) Water Recycling Target Setting: Starting from 2025, the Company has established water recycling targets for its plants. We aim to achieve a $1\%$ annual increase in water recycling volume, using 2024 as the base year.
(3) The company's main source of water is tap water, with a small portion coming from rainwater reuse. The water usage is primarily for employee domestic use, air conditioning, and equipment in the factory area. Except for a very few pieces of equipment that require purified water, all water is directly sourced from tap water. The domestic wastewater generated is treated by sewage treatment facilities before being discharged into the sewage drainage system. The total

water intake in 2025 was 1,128.324 million liters, a decrease of 15.55% compared to 2024; the water density was 0.0187 million liters/NTD one million, a decrease of 13.45% compared to 2024, which met the company's "Water Safety Policy" targets. The primary drivers include the continuous implementation of leakage inspection and repair, water conservation measures, process water saving, and wastewater recycling and reuse.

Total weight of waste and waste management policy

Waste (metric ton)	2024	2025
Non-hazardous waste	5,768.43	5,041.31
Hazardous waste	460.06	193.54
Total Waste	6,228.49	5,234.85

The relevant information mentioned above has been certified by a third-party verification unit. Please refer to our 2024 & 2025 Annual Sustainability Report for the relevant certificates.
UL2799 Zero Burial Certification disclosed on the Chicony ESG official website (Resources Download and Contact Center → Management Policies and Certifications → Policies & Certificates → 02 Environment Management).

(1) Waste Reduction Policy: (a) Using 2021 as the baseline year, reduce the generation of hazardous waste and solid waste each year until 2024, with a reduction of NTD one million in value by 5%. (b) Legally handle and dispose of hazardous waste and solid waste. (c) Comply with environmental regulations and customer requirements while committing to clean production and the development of green products. Starting from 2025, the Company has established a new waste reduction target, aiming for a 1% annual reduction in waste volume with 2024 as the base year.

(2) In the year 2025, the total waste generated by the company was 5,234.85 metric tons, a decrease of 15.95% compared to 2024; the waste density was 0.087 metric tons per NTD one million of revenue, which is a decrease of 13.87% compared to year 2024. Both hazardous and non-hazardous waste volumes have decreased, successfully achieving the targets set in our Waste Reduction Policy. The Company will continue to refine waste control on production lines and mitigate potential negative impacts during operational improvements to minimize waste generation. Each plant strictly monitors hazardous waste management, ensuring that at least one audit is conducted annually for hazardous waste treatment contractors. There have been no instances of waste contractors violating laws or contractual obligations.

Chicony Sustainability Report (including information on greenhouse gas emissions, water usage, total waste weight, etc.) has been verified by a third-party verification unit, and the external verification certificate is included within the report.

II.3.7(1) Table 4(1) Information regarding material human rights issues and their corresponding mitigation or remediation measures is provided below:

	High-Risk Plant Locations	Mitigation Measures	Remediation Measures	Management Objectives
Excessive Working Hours	• Taiwan
• China	Policies & Systems
• Established a Human Rights Policy, committing to reasonable production planning and providing employees with adequate work-rest cycles.
• Work-hour systems strictly comply with local labor laws and regulations.
Communication & Training
• Conduct anonymous employee surveys to ensure all overtime (OT) is voluntary. Employees can report involuntary OT through these surveys.
• Conducted work-hour regulation briefings for production line supervisors and employees in China plants.
Implementation Measures
• Demand Forecasting: Predict orders in advance for reasonable OT planning and manpower allocation to avoid excessive OT.
• Attendance System Alerts: Automated notifications are sent to employees and their supervisors when OT exceeds internal management standards.
• Health Risk Assessment: Identify employees with abnormal workloads (e.g., weekly hours exceeding 60) via OHS risk assessments, followed by tracking and surveys.
• Cross-Training: Enhance manpower flexibility through multi-skilling to balance workloads across different positions.
• Flexible Work Hours: The Taiwan headquarters offers flexible commuting schedules, with an electronic platform for self-management.	1. Ensure all OT is voluntary and pre-approved by business or production unit heads. Monthly reports on OT hours and workdays are approved by site leadership to monitor individual OT status.
2. Reinforce internal principles for OT and leave requests, while enhancing supervisors' communication and management skills.
3. Strengthen internal training and conduct irregular briefings on workhour and OT regulations.	1. 100% completion rate for investigations into work-hour-related grievances.
2. 100% follow-up rate for employees identified with potential excessive OT risks.
3. 100% training coverage for production line supervisors regarding work-hour regulations (China plants).

	High-Risk Plant Locations	Mitigation Measures	Remediation Measures	Management Objectives
Unequal Pay for Equal Work	• Taiwan
• China
• Thailand	Policies & Systems
•Established a Human Rights Policy, committing to equal employment opportunities. The policy strictly prohibits any form of discrimination and ensures fair and reasonable compensation and benefits.

Communication & Training
•Integrated Human Rights Policy orientation into new hire training to ensure all employees are fully aware of their rights and protections.

Implementation Measures
•Benchmark Analysis: The HR Department formulates compensation strategies based on market salary benchmarks, determining pay levels according to job grade, professional competency, responsibilities, and performance.
•Performance-Driven Pay: Promoted a compensation structure rooted in meritocracy and performance.
•Pay Equity Monitoring: Actively monitor pay equity indicators and regularly disclose the gender pay gap to ensure transparency. | 1.Established formal grievance channels, including the Chicony Whistleblowing Mailbox and Employee Suggestion Box. In the event of suspected rights infringement, the Internal Audit Office will accept and investigate cases in accordance with the "Chicony Whistleblowing Management Policy." | 2. 100% completion rate for annual Human Rights Policy training for all employees.
3. 100% investigation completion rate for any grievances related to unequal pay or compensation disputes. |

	High-Risk Plant Locations	Mitigation Measures	Remediation Measures	Management Objectives
Workplace Harassment and Sexual Harassment / Violence and Harassment	• Taiwan
• Thailand	Policies & Systems
• Established the "Management Procedures for the Prevention of Unlawful Infringement in the Course of Duty" and "Measures for Preventing, Complaining, and Punishing Sexual Harassment in the Workplace," designating specific units as responsible authorities.
• Defined standard operating procedures (SOPs) for handling workplace infringement and sexual harassment grievances.
Communication & Training
• Promoted a zero-tolerance policy toward workplace violence. Supervisors are required to lead by example, and employees are encouraged to report any incidents immediately for investigation.
• Conducted internal hazard prevention and communication skills training for new and existing staff. For supervisors, training focuses on conflict resolution and early intervention techniques.
Implementation Measures
• Risk Assessment: Conduct workplace violence risk assessments every three years to identify high-risk groups and implement corresponding control measures.
• Environment Optimization: Ensure workplace safety through physical design, such as adequate lighting and noise reduction, to eliminate environmental triggers of potential infringement.
• Workload Management: Ensure fair distribution of work and manpower to prevent incidents caused by excessive stress or personal conflicts	1. Immediate Intervention: Upon a suspected incident, the Company provides immediate support, including relocation or medical assistance for the victim, and executes disciplinary actions (e.g., job reassignment or dismissal) against the perpetrator.
2. Post-Incident Care: Occupational nurses and HR managers provide follow-up support, offering work adjustment recommendations, psychological counseling, and medical assistance.
3. Corrective Education: Strengthen harassment prevention training following an incident to help employees understand how to protect their rights and prevent recurrence.	1. 100% completion rate for the annual 2-hour harassment prevention training for all employees
2. 100% compliance with ISO 45001 audit requirements by completing workplace violence risk assessments every three years.
3. 100% investigation and closure rate for all reported harassment or infringement grievances.

	High-Risk Plant Locations	Mitigation Measures	Remediation Measures	Management Objectives
Occupational Health and Safety	● China
● Thailand	Policies & Systems
●Established the "Environmental Health and Safety (EHS) Policy" and implemented an OHS management system. Dedicated personnel ensure ongoing certification and compliance with ISO 45001, CNS 45001, and GB/T 45001.
●Built a structured Safety Production Management Organization to enhance operational safety capabilities.
●Standardized procedures for incident reporting, emergency response, and accident investigation to minimize impacts on life, property, and the environment.

Communication & Training
●Provided comprehensive OHS training, including occupational injury prevention, emergency response, and personal safety.
●Conducted quarterly "Top Interviews" between senior management and frontline staff to understand grassroots needs and feedback.

Implementation Measures
● Workplace Assessment: Regularly evaluate physical workplace design for safety and comfort, ensuring Personal Protective Equipment (PPE) is complete and functional.
●Health Monitoring: Systematically identify high-risk health factors and monitor employee health status through periodic assessments and follow-ups for abnormal results.
●Auditing & Correction: Conduct irregular on-site audits, with results reviewed and corrective actions assigned in monthly meetings.
●Mental Well-being: Implemented psychological health promotion programs to strengthen employee resilience and holistic wellness initiatives. | 1. Incident Management: Follow internal procedures for reporting, investigating, and reviewing occupational accidents. Provide appropriate support based on severity, including medical assistance, work adjustments, or financial compensation. Analyze root causes to implement preventive measures and avoid recurrence.

Safety Reinforcement: Based on the nature of the accident, upgrade hardware protection, enhance PPE protocols, and improve work methodologies to bolster workplace safety. Strengthen EHS communication and refine related policies for all staff. | 1. Set Disabling Injury Frequency Rate (FR) and Disabling Injury Severity Rate (SR) as KPIs for headquarters and all plants.
Integrated FR and SR into the 2026 EHS KPIs, using the 2024 Ministry of Labor national statistics as the performance baseline.
100% completion rate for the mandatory 3-hour OHS training for all new employees.
100% investigation rate for the root cause analysis of all occupational accidents.
Maintain 100% ISO 45001 certification across all manufacturing sites. |

II.3.7(2) Implementation of climate-related information

Items	Implementation
1. Describe the Board of Directors and management's supervision and governance of climate-related risks and opportunities.	(1) The Board of Directors is the highest governance unit in the climate governance structure of Chicony Electronics, supervising the decision-making of overall climate change related issues of the Company. The Corporate Sustainability Development Committee is the major management unit, supervising the ESG Sustainability Office led by the Chief Governance Officer serving as the Sustainability Officer and the head of the Administrative Management Department serving as the Deputy Sustainability Officer. Relevant matters are reported directly to the members of the Corporate Sustainability Development Committee.
	(2) The ESG Sustainability Office regularly convenes various business units to hold workshops aimed at comprehensively assessing and analyzing the climate change and nature-related issues and trends faced by the company. We continue to promote cross-departmental collaboration in a project-based manner and report the results and response measures to the board of directors each quarter, ensuring that relevant risks and opportunities are effectively managed and supervised.
2. Describe how the climate risks and opportunities identified affect the business, strategy, and finance (short, medium, and long-term).	Chicony Electronics comprehensively considers climate and natural risks and opportunities, assessing a total of 18 risks and 6 opportunities. The significant risks and opportunities identified for the Group Light Company are described as follows (short term 2025 - 2026, medium term 2027 - 2030, long term 2031 - 2050). Significant impacts and effects of climate and natural risks and opportunities.
	Risk	Operational Impact	Impact Time Interval	In response to strategy	Financial Impact Factors
	Risk Policies and Regulations - Introduction of Sustainable Product Design Standards	The products of the group must comply with global sustainability standards, such as the EU sustainable product design regulations. As a customer OEM, if Qun Guang is unable to respond to customer specifications in a timely manner, it may have potential bargaining power implications.	Short-term	The business units of each department and the research and development units continuously monitor the policy updates and progress of the markets where their major clients are located. In addition, they keep abreast of market dynamics through regular meetings between the company and its clients. The research and	Operating revenue decreased.
	Opportunity Products and Services - Meeting the Green Product Needs of Downstream	The reduction in the cost of green technology enhances the competitiveness of green products. Quanta is	Short-term		Operating revenue increased

Items	Implementation
	Customers	increasing the application of recycled and regenerated materials to reduce resource dependence while creating revenue opportunities in the green market.		development units of each business division continue to invest in the development of environmentally friendly materials and strength testing, in order to respond promptly to potential customer demands. In addition, the company is continuously planning to collaborate with manufacturers to develop eco-friendly raw materials, driving product transformation through innovation.

● Establish a product carbon footprint platform to assist various business units in calculating products in real-time, in order to meet customer requirements for carbon information related to the products. | |
| | Risk Technology - Automation and Intelligent Transformation | To reduce carbon emissions and improve the efficiency of energy resource utilization, Qun Guang Electronics is promoting process | Mid-term | ● The R&D units of each business division and the Automation Engineering Center collaborate annually with various plants | Research and development expenses increased. The cost of capital expenditures has |

Implementation
	automation and intelligent transformation across its various plants, which requires investment in equipment procurement costs, thereby increasing short-term capital expenditure pressure.		to continuously discuss the feasibility of expanding automation for different processes. ●The production unit continues to enhance the automation ratio and promote the development of new processes, not only to meet customer expectations but also to effectively improve production efficiency and control costs.	increased.
Opportunity Resource Efficiency - Enhancing the Resource Utilization Efficiency of Production Facilities	By enhancing the efficiency of energy resource utilization and automating facilities, Quanta Computer not only reduces operational costs but also improves production processes and resource recycling, which helps to decrease resource dependency.	Short-term	●The production facility plans energy-saving initiatives annually through the energy management system, reducing total electricity consumption to mitigate the impact of high electricity costs. ●Headquarters expands renewable energy certificate purchases and rolling procurement strategy. ●The	Operating costs decreased.
Risk The market for renewable energy and recycled materials cost fluctuations.	If Kwan Hung increases the use of recycled materials in the future, it will be affected by fluctuations in the prices of recycled materials; additionally, increasing the procurement of renewable energy certificates will also increase electricity expenses.	Mid-term	Increase in operating costs

Items	Implementation
				procurement unit is expanding alternative material sources as a response and is making early arrangements for new raw materials.
	Opportunity Sustainable Use of Natural Resources—Collaborating with Downstream Customers to Recycle Products	The group collaborates with value chain partners to promote recycling programs for waste electronic products (such as computers) or recall programs for defective products, where the recovery of relevant component parts can save a certain amount of manufacturing costs.	Short-term	The production facility collaborates with downstream customers to recycle or dismantle defective products or electronic waste that has reached the end of its life cycle.	Operating revenue increased
3. Describe the impact of extreme climate events and transformation actions on finance.	(1) Extreme weather events may cause interruption to the Company's operations and reduce revenue. In addition to communicating with the government as a priority area for water and power supply, the company also set up emergency response measures and regular maintenance.(2) Transformation Action Short-Term: The introduction of regulations and policies for sustainable product design will result in a decrease in operating revenue.(3) Transformation Action Mid-Term: Due to fluctuations in the costs of renewable energy and recycled materials, operating costs have increased.(4) Transformation Action Mid-Term: Automation and intelligent transformation have led to an increase in research and development expenses and higher equipment expenditure costs.
4. Describe how the identification, evaluation, and management processes of climate risks are integrated into the overall risk management system.	(1) The Company follows the recommendations of TCFD/TNFD to identify the risks and opportunities of various departments due to climate and nature, so as to effectively respond to a wide range of issues derived from climate and nature. We carry out risk identification based on the time interval, probability and impact of the occurrence, and draw the results into a climate change risk and opportunity matrix based on the professional assessment of each working group and various meetings to complete the identification of major risks and opportunities.(2) We incorporate climate and nature related risks and opportunities into the Company's overall risk management framework, which is operated by the established Risk Management Policy and Procedures,
	to identify the risk and opportunities of the company to respond to a wide range of issues derived from climate and nature. We use the following information to identify the risk and opportunities of the company to respond to a wide range of issues derived from climate and nature. We use the following information to identify the risk and opportunities of the company to respond to a wide range of issues derived from climate and nature. We use the following information to identify the risk and opportunities of the company to respond to a wide range of issues derived from climate and nature. We use the following information to identify the risk and opportunities of the company to respond to a wide range of issues derived from climate and nature. We use the following information to identify the risk and opportunities of the company to respond to a wide range of issues derived from climate and nature. We use the following information to identify the risk and opportunities of the company to respond to a

Items	Implementation
	and regularly reported to the Corporate Sustainability Committee and the Board of Directors based on the results of the meeting.
5. If the resilience in the face of climate change risks is evaluated using scenario analysis, the use of scenarios, parameters, assumptions, analysis factors and major financial impacts should be explained.	(1) To enhance the operational resilience of Chicony Electronics and to address the high level of uncertainty brought about by climate-related issues, we have adopted a widely recognized climate risk analysis method—scenario analysis—to comprehensively grasp the response strategies under extreme risks, as well as the potential maximum opportunities and business potential.
(2) In this fiscal year, we refer to the official version of the TNFD recommendations and select four major scenarios for analysis, using physical risks (ecosystem services) and transition risks (market drivers) as core factors, categorizing the scenarios into four types: “Ahead of The Game”, “Go Fast or Go Home”, “Sand in The Gears”, and “Back of the List”. At the same time, assess the potential impact on operations based on the background assumptions of each scenario.
(3) After in-depth internal discussions, we have established that our climate and natural capital strategy will be consistent with the context of scenario "Ahead of The Game". However, if the overall economic environment and policy planning tend towards conservatism or passivity, it may develop towards scenario "Sand in The Gears". To this end, we construct appropriate scenario assumptions to simulate the impacts of significant risks and opportunities identified in the previous section under the corresponding scenarios.
(4) After constructing the background assumptions, reference the socio-economic pathways that align with the contextual assumptions to strengthen the background parameters, including relevant macroeconomic parameters such as population, economic growth, and globalization. Additionally, specific influencing drivers (for example: climate change) should be addressed using corresponding scenarios.
	Background Scenario	Socio-economic pathway	Climate Scenario	Other Scenario
	Ahead of the Game	SSP1	IEA NZE	PRI FPS+Nature
	Sand in The Gears	SSP3	SSP3-7.0/SSP5-8.5	-
6. If there is a transformation plan to manage climate-related risks, the content of the plan, and the indicators and goals used to identify and manage physical risks and transformation risks.	The company follows the TCFD/TNFD framework to assess significant climate and natural risks and establishes relevant indicators and targets. For detailed information, please refer to the company's 2025 annual sustainability report or the TC/TNFD standalone report that the company plans to publish in the second half of 2025.
	Risk		Management KPI and Target
	Risk Policy and Regulations - Introduction of Sustainable Product Design Specifications
Opportunity Product and Service - Meet the green product needs of downstream customers		• Complete the carbon footprint assessment of the product by 2033 and ensure that the product is transitioned to low carbon or zero carbon 90% 35%.
• We are committed to enhancing the application of recycled materials and environmentally friendly packaging, planning to use recycled or eco-friendly materials for over 50% of

Items	Implementation
		product raw materials and over 70% of packaging by 2033.
	Risk Technology - Automation and Intelligent Transformation	Starting from 2024, at least one innovative low-carbon or zero-carbon process will be introduced each year to reduce production energy consumption and carbon emissions.
	Opportunities Resources Efficiency - Enhance the efficiency of resource utilization in production facilities
	Risk Market - Fluctuations in the costs of renewable energy and recycled materials	Using the RE100 progress as a management indicator, the year 2023 serves as the baseline year, with the proportion of renewable energy in 2026 being 50% and the proportion of renewable energy in 2030 being 100%.
	Opportunities Sustainable consumption of natural resources - Collaborate with downstream customers to recycle products	Continue to collaborate with customers on the disposal of products and electronic waste recycling operations, in order to extend producer responsibility and move towards the goal of resource recovery from electronic waste.
7. If internal carbon pricing is used as a planning tool, the basis for price setting should be stated.	In 2023, the Company projected future carbon prices based on the Network for Greening the Financial System (NGFS) scenarios. Following the 'Orderly Transition' scenario within the Integrated Assessment Models (IAMs), the carbon cost was estimated at NTD 4,722.97 (USD 154.464/tCO2e) to assess the impact of external regulations and the financial feasibility of mitigation activities. In 2025, we calculated the benefits of past energy-saving and carbon-reduction projects (implicit pricing) while considering regional carbon price trends and global scenario trajectories (shadow pricing). Consequently, Chicony has set an Internal Carbon Pricing (ICP) of NTD 1,100/tCO2e, which is projected to rise annually to NTD 2,600/tCO2e by 2030. This pricing structure has been formally approved by the Board of Directors.
8. If there is a climate-related target, it should explain the activities covered, the scope of greenhouse gas emissions, the planning period, and the annual progress of the progress; If the Carbon Offset or Renewable Energy Certificate (RECs) are used to achieve the relevant goals, the source and quantity of	(1) In 2022, the Company has joined the SBTi international initiative and set greenhouse gas reduction targets for the next ten years: a. Scope 1 & 2: With 2020 as the base year, it is expected that the greenhouse gas reduction target in 2030 will be within the heating control of 1.5 °C. By 2030, the emissions will be reduced by 42%, and the emission intensity per million revenues will be reduced by 56.8%. In 2025, the absolute GHG emission was 64% lower compared to the level in 2020. b. Scope 3: To reduce emissions by 25% and 44.2% per million revenue by 2030, as measured by the absolute reduction target of well below 2 °C (WB2C). In 2025, the absolute GHG emission was 52% lower compared to the level in 2020. (2) In 2023, we joined the RE100 initiative, setting a goal of 100% use of renewable electricity by 2030, and about 58% use of renewable electricity was achieved in 2025. In addition, we have also set a
	consumption strategy to achieve the goal of renewable energy and recycled materials.
9. If the carbon cost is not a planning tool, the basis for price setting should be stated.	(1) In 2022, the Company has joined the SBTi international initiative and set the cost of 100% use of renewable electricity by 2030. In 2025, the cost of renewable electricity is 100% lower compared to the cost of renewable energy and recycled materials.

Items	Implementation
the carbon reduction quota offset or the quantity of the Renewable Energy Certificate (RECs) should be stated.	(3) target to achieve net zero by 2050 for the Group.
(4) In 2025, except for Mao Rui factory which is unable to make it, the Company has begun to set up or complete solar power generation systems in all factories, accumulating to 10.1MW.
(4) In 2025, aligned with the RE100 green electricity classification, Chicony Electronics recorded a total electricity consumption of 116,624.987 MWh. Renewable energy usage reached 70,905.39 MWh, representing a significant 19.58% growth compared to 59,295.99 MWh in 2024, with the overall renewable energy ratio reaching 61%. The sources of renewable electricity for Chicony Electronics include 6,600.92 MWh (6%) from self-installed solar panels and 64,304.48 MWh (55%) from Renewable Energy Certificates (I-RECs & GECs). The latter consists of 22,320.80 MWh (19%) of bundled certificates (via direct power purchase agreements or 'energy with certificates') and 41,983.68 MWh (36%) of unbundled certificates. Furthermore, the Chicony Group achieved a 58% renewable energy ratio across its entire operations, reaching its RE50 goal ahead of the 2026 schedule, and continues to progress toward the RE100 target by 2030.
(5)
9. Greenhouse gas inventory and assurance situation, reduction targets, strategies and specific action plans (Also filled in 1-1 and 1-2).	The Company follows the standard of ISO 14061-1: 2018, controls its overall greenhouse gas emissions through inventory and verification results, and proposes appropriate reduction plans.

1-1 The Company's greenhouse gas inventory and assurance in the last two years

1-1-1 Greenhouse gas inventory information and 1-1-2 greenhouse gas assurance information Greenhouse gas inventory and verification information of the parent company Chicony Electronics from 2024 to 2025

	Year 2024		Year 2025
	Emissions (tCO2e)	Intensity (tCO2e/Million)	Emissions (tCO2e)	Intensity (tCO2e/Million)
Scope 1	5,957.669		6,346.215
Scope 2	37,524.974		25,721.372
Scope 3	1,360,824.055		673,704.632
Scope 1 + 2	43,482.643	5,957.669	32,067.587	0.335
Scope 1 + 2 + 3	1,360,824.055	37,524.974	705,772.219	7.378
Consolidated revenue	NT $101,478.2595 M		NT $95,660.609 M
Verification and assurance agency	SGS	BV (Sustainability Report)	SGS	BV (Sustainability Report)
Verification and assurance	In accordance with ISO14064-3 verification standard,	In accordance with AA1000AS V3 verification standards,	In accordance with ISO14064-3 verification standard, complete assurance	In accordance with AA1000AS V3 verification standards, complete assurance

complete assurance information will be disclosed in the sustainability report.	complete assurance information will be disclosed in the sustainability report.	information will be disclosed in the sustainability report.	information will be disclosed in the sustainability report.

Note 1: Direct emissions (Scope 1: Direct emissions from sources that are owned or controlled by the Company), energy indirect emissions (Scope 2: Indirect greenhouse gas emissions from imported electricity, heat or steam) and other indirect emissions (Scope 3: Emissions from company activities, not from energy indirect emissions, but from sources that are owned or controlled by other companies).

Note 2: Starting from 2024, Chicony Electronics has completed greenhouse gas (GHG) inventories and third-party verifications covering 100% of its revenue scope. For verified data, please refer to the Company’s Sustainability Report. The information disclosed herein pertains exclusively to Chicony Electronics. As our subsidiaries, Chicony Power Technology and XAVi Technologies, are also publicly listed companies, their respective GHG inventory details can be found in their Annual General Meeting (AGM) reports or Sustainability Reports.

1-2 Greenhouse gas reduction targets, strategies and concrete action plans

The company’s 2025 data inventory in compliance with the scope in the company's consolidated financial report has been 100% completed, and it is expected to be verified by the end of April 2026. However, the current base year and various data are primarily based on the parent company, Chicony Electronics. The SBTi scope, according to the regulations at the time of application in 2022, covers the revenue of Chicony Electronics and above 95% of its subsidiary Chicony Power.

(1) In 2022, the Company has joined the SBTi international initiative and set greenhouse gas reduction targets for the next ten years:

a. Scope 1 & 2: With 2020 as the base year, it is expected that the greenhouse gas reduction target in 2030 will be within the heating control of 1.5 °C. By 2030, the emissions will be reduced by 42%, and the emission intensity per million revenues will be reduced by 56.8%. In 2025, the absolute GHG emission was 64% lower compared to the level in 2020, and carbon intensity per million revenue was down 59% compared to the level in 2020.

b. Scope 3: To reduce emissions by 25% and 44.2% per million revenue by 2030, as measured by the absolute reduction target of well below 2 °C (WB2C). In 2025, the absolute GHG emission was 52% lower compared to the level in 2020, and carbon intensity per million revenue was down 68% compared to the level in 2020.

(2) In 2023, we joined the RE100 initiative, setting a goal of 100% use of renewable electricity by 2030, and about 58% use of renewable electricity was achieved in 2025. In addition, we have also set a target to achieve net zero by 2050 for the Group.

(3) Reduction strategy and concrete action plan

a. The Company joined the RE100 International Organization in 2023 and plans to achieve the RE100 goal by 2030, which is expected to effectively reduce Scope 2 carbon emissions to 0. The action plan includes the construction of solar panels, direct purchase of renewable energy, and purchase of renewable energy certificates and PPA.

b. In 2023, the Company launched the “Green Energy Project”, which is expected to effectively and comprehensively reduce Scope 1, Scope 2, and Scope 3 carbon emissions by expanding eight carbon reduction paths for all units of the Company. The relevant content can be referred to the Company's 2024 and 2025 Sustainability Reports.

(3.8) The company's performance of ethical corporate management and the difference from the Ethical Corporate Management Best Practice Principles for TWSE/GTSM Listed Companies, and the reasons for the difference:

Assessment Items	State of Implementation			Difference from Ethical Corporate Management Best Practice Principles for TWSE/GTSM Listed Companies and reasons
	Yes	No	Summary
I. Enactment of ethical management policy and program
1. Whether the Company formulates the ethical management policy approved by the board of directors The Company has the ethical business policy expressed explicitly in the Company's regulations and external documents, as well as the active implementation committed by the board of directors and management.	☑		1. The “Integrity Operation Principles” has been established in 2014 and the Audit Committee has been set up by the Company. In 2019, the 12th Session of the 17th Board of Directors passed the amendment of the “Integrity Operation Principles” and reported to the Shareholders' Meeting. The current operations are implemented in accordance with the spirit of “integrity of management procedures and behavior guidelines”. In order to implement the integrity management policy in all operations and systems of the Company, the Board of Directors and management of the Company manage the Company in faith and conduct business activities in a fair and transparent manner. The Company was re-selected as a constituent of the “FTSE4Good TIP Taiwan ESG Index” of the TAIEX, representing the recognition of the Company's fulfillment of responsibilities for sustainable development.	No Difference

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Assessment Items	State of Implementation			Difference from Ethical Corporate Management Best Practice Principles for TWSE/GTSM Listed Companies and reasons
	Yes	No	Summary
2.Does the Company establish a risk assessment mechanism against unethical conduct, analyze and assess on a regular basis business activities within their business scope which are at a higher risk of being involved in unethical conduct, and establish prevention programs accordingly with the inclusion of the prevention measures against each behavior specified in Article7 Paragraph 2 of the “Ethical Corporate Management Best Practice Principles for TWSE/GTSM Listed Companies”?	☑	2	In accordance with the business philosophy and policies of the Company's "Ethical Corporate Management Best Practice Principles", the Company has formulated its "Operation Procedures and Behavior Guidelines for Ethical Corporate Management". The Company has prescribed the preventive measures and operations for the conducts under paragraph 2, Article 7 of the "Ethical Corporate Management Best Practice Principles for TWSE/GTSM Listed Companies", In order to prevent conflicts of interest between employees and their related parties, the Company's Administration Department particularly established the "Anti-Collusion and Conflict of Interest Management Regulations". Meanwhile, the employees who have actual or potential conflicts of interest with the Company have already filed the "Letter of Commitment to be Incorruptible" and "Employee Conflict of Interest Declaration Form" with the Administration Department. The same will be filed pursuant to the Regulations periodically/from time to time.	No Difference

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Assessment Items	State of Implementation			Difference from Ethical Corporate Management Best Practice Principles for TWSE/GTSM Listed Companies and reasons
	Yes	No	Summary
3.Does the Company specify the operating procedures, behavior guidelines, discipline of violation and complaint system in the prevention program for unethical conduct, and implement the program accordingly? Does the Company regular review and modify the program mentioned above???	☑	3	In 2014, the Company formulated its "Operation Procedures and Behavior Guidelines for Ethical Corporate Management" and stipulated the operation procedures and behavior guidelines for the prevention of unethical conducts, and designated the Administrative Department as the responsible unit, which reviews and periodically revises the "Operation Procedures and Behavior Guidelines for Ethical Corporate Management".	No Difference
II.Implementation of ethical business
1.Evaluation of individuals that have a record of unethical behavior and regulation of the ethical code of conduct in the business contract.	☑	1	In addition to complying with the Company "Integrity of Operating Procedures and Behavior Guidelines", And through training and supplier conferences, clearly declare and implement the principle of integrity. In order to prevent the risk of possible bribery, the Company has signed a "Completion of Integrity Letter of Commitment" with the manufacturer. When signing a commercial contract with others, in addition to fully understanding each other's integrity management, the contract will be performed in good faith management spirit; if necessary, before the signing of the contract, the integrity management spirit will be included in the contract depending on the type of contract.	No Difference

Assessment Items	State of Implementation
	Yes	No	Summary
2.Does the Company establish a specific unit subject to Board of Directors to promote corporate ethical business and regularly (at least once a year) report the ethical management policy, prevention program of unethical conduct and implementation status of supervision to Board of Directors?	☑	2. The designated Administrative Department of the Company is a dedicated unit responsible for the revision, implementation, interpretation, consulting services, and notification of content registration and other related operations and supervision of the “Integrity of Operation Procedures and Behavior Guidelines”, establish the "Anti-Collusion and Conflict of Interest Management Measures" to communicate the company's integrity management philosophy to employees, strengthen employees' awareness of integrity and uprightness in their work, and provide information managed by various responsible departments to prevent risks that may lead to dishonest behavior, and reports to the Corporate Sustainable Development Committee and the Board of Directors on a regular basis every year. On May 7, 2025, the summary of the implementation is as follows: (1) 2024 Corporate Sustainability Report Chinese version passed the verification by the third party on April 18, 2025, to be issued in June 2025. (2) Established the Supplier Sustainability Risk Assessment Procedures. (3) Organized 22 supplier conferences; completed 367 desktop audits and 391 on-site audits. (4) Recorded zero litigation cases related to business integrity/ethical management.	No Difference
3.Has the Company made policies for the prevention of the conflict of interest, and provided the channels for expressions, and has it properly implemented this		3. The Company has formulated the “Code of Ethical Conduct”, and has stipulated in the “Rules of Procedure of the Board of Directors’ Meeting” and the ”Operation Procedures and Behavior Guidelines for Ethical Corporate Management" that the directors shall exercise a high degree of self-discipline; if a director or the legal person he represents has a personal interest in a proposal discussed in the board of	No Difference

Assessment Items	State of Implementation			Difference from Ethical Corporate Management Best Practice Principles for TWSE/GTSM Listed Companies and reasons
	Yes	No	Summary
system?	☑		directors’ meeting, he shall explain the important content of his personal interest in the current board of directors’ meeting. If the said interest is harmful to the interests of the Company, the director shall not join in the discussion and voting and shall withdraw from the discussion and voting sessions; neither shall he exercise voting rights on behalf of other directors. Meanwhile, in order to strengthen the report on conflict of interest under the “Procedures for Ethical Management and Guidelines for Conduct”, the Company has established the “Anti-Collusion and Conflict of Interest Management Regulations”, so that it may control any actual or potential conflict of interest existing in the Company via the employees’ report on conflict of interest. The Administrative Department shall also be responsible for following up and maintaining the data as filed and reported.
4.Does the Company establish effective accounting system and internal control system to implement ethical business and draft relevant audit plans by the internal audit unit based on the risk assessment results of the unethical conduct? Does the compliance of prevention program for the unethical conduct audited accordingly by the audit office or committed	☑		4 · The Company has incorporated into the relevant internal control systems the plan for prevention of unethical conducts. The Internal Audit prepares the annual audit plan based on the risk assessment results and carries out the audit of various internal control systems. If unethical conducts are found, an audit report will be made and submitted to the board of directors.	No Difference

-95-

Assessment Items	State of Implementation
	Yes	No	Summary
accountants?
5. Periodic education and training of ethical business	☑		5. Any new employee shall execute the “Employee Conflict of Interest Declaration Form” and “Letter of Commitment to be Incorruptible” separately on his/her on-board date. the Company’s ethical management philosophy is introduced in the orientation trainings. The company also takes advantage of the annual employee conference to promote it again and post the “Anti-Collusion and Conflict of Interest Management Regulations” on the Company's e-bulletin. The Company will also organize the anti-trust law & regulations conference internally to enable all executive officers, sales, and legal personnel to better know that no misconduct should be performed by them to seek or maintain profit when they are performing job duties. Further, the internal auditors will attend the training courses organized by external professional organizations and use the best effort to prevent any unethical conduct inside the Company through different management practices, and case studies and applications.
As part of the Company's Sustainable Supply Chain Project, business integrity communication documents are designated as mandatory reading for raw material suppliers. To formalize their commitment, suppliers are required to sign the 'Chicony Electronics Supplier ESG Commitment Letter.'
In 2025, the Company launched the online 'Chicony Group Learning System' to provide real-time digital training on ethical management. The course content and assessments are specifically designed in accordance with the Company’s Business Integrity Code of Conduct and related regulations.
In 2025, Chicony conducted 97 trainings for a total of 2,722 employees and the	No Difference

-96-

Assessment Items	State of Implementation
	Yes	No	Summary
III. The operation of reporting system
1. Specific reporting and reward systems, reporter friendly channels and representative assigned to deal with the reporting issues.	☑		total trainings hours reached 2,728 hours; 13 trainings for suppliers were conducted for a total of 348 people and the total training hours reached 348 hours.

The whistle-blowing and complaining channels set up by the Company are primarily intended to improve the Company's ethical management via the management system and build the comprehensive communication platforms inside/outside the Company, in order to control and feed back to the suggestions, whistle-blowing and complaints from employees in a timely manner, construct the satisfactory two-way communication channel between the management and employees, and strengthen the promotion of various labor issues and ethical conducts.

(1). “Chicony Complaint Mailbox”: The Audit Office is responsible for investigation and review as the responsible unit. (For details of the whistle-blowing and reward system, please refer to the “Chicony Direct Mailbox Management Regulations” on the Company’s ESG website (Resources Download and Contact Center ➔ Management Policies and Certifications➔Investor Focus➔02 Company’s Important Regulations). The content includes direct mailbox, level, handling process of responsible units, whistle-blower protection system, records preservation, and Article 23 of the Ethical Corporate Management Best Practice Principles.)

Complaint Situation of Chicony Complaint Mailbox in 2025: A total of two employee-related and two non-employee corruption complaints were received. Following thorough investigations, all cases were found to not warrant disciplinary action; consequently, no cases escalated to the level of legal | No Difference |

-97-

Assessment Items	State of Implementation
	Yes	No	Summary
2. Does the company establish standard procedures for investigating reported cases, and does it take subsequent measures and implement a confidentiality mechanism after complaint investigation?	☑		proceedings.
A total of one employee-related non-corruption incident and zero non-employee non-corruption incidents were received. Investigations concluded that no disciplinary actions were required for either case. Regarding the employee-related incident, corrective measures were implemented immediately.
(2). “Management Procedures for Prevention of Performance of Duty from Infringement”: The HR Department is primarily responsible for reviewing and processing cases as the responsible unit.
(3). “Regulations Governing Sexual Harassment Prevention Policy, Complaints and Punishment in Workplaces”: The HR Department is primarily responsible for accepting, investigation, and reviewing the complaints as the responsible unit.
(4). “Annual Employee Conference”: All employees and senior management attend the two-way communication. The Administration Department shall act as the responsible unit and the other related units shall provide assistance. A total of 4 annual employee conferences were held on August 14, 2025.

The management regulations and procedures herein all have defined the relevant responsible investigation unit and standard operating procedures to ensure that the identity of all whistle-blowers or complainants, whistle-blown contents, and data under investigation will be kept in confidence strictly. | No Difference |

-98-

Assessment Items	State of Implementation			Difference from Ethical Corporate Management Best Practice Principles for TWSE/GTSM Listed Companies and reasons
	Yes	No	Summary
3. Measures for protecting whistle-blowers from inappropriate disciplinary actions due to their whistleblowing.	☑		3. In order to protect any whistleblowing in good faith and prevent whistle-blowers from retaliation as a result of the whistleblowing or complaint, the Company precisely executes the related whistle-blowers’ protection and keeps the investigation in confidence in accordance with various management procedures and regulations established by it. Upon verification of the whistle-blowing details, any further whistleblowing and complaint in good faith raised internally or externally will be encouraged to help fulfill the ethical management policy, pursuant to the procedures and regulations established by the Company.	No Difference
IV. Enhancing Information Disclosure of ethical business principals and implementation results on its website or TWSE “MOPS”	☑		IV .The Company has established a dedicated ESG website at chicony.com. Information regarding corporate governance and business integrity is disclosed under the following path: Resources Download and Contact Center → Management Policies and Certifications→Investor Focus→02 Company’s Important Regulations.	No Difference
V. If the Company Develops its Own Integrity Operation Rules According to the “Integrity Operation Best Practice Principles for TWSE/GTSM-Listed Companies”, Please State the Differences: The “Integrity Operation Principles” has been formulated and was amended by the Board Meeting on March 7, 2019. Based on the Company “Integrity Operation Principles” business philosophy and policies, the “Integrity Operation Procedures and Behavior Guidelines” was formulated, and was further amended by the Board Meeting on May 6, 2021. The Company will check the implementation effectiveness and continuous improvement at any time to ensure the implementation of the integrity management policy.

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Assessment Items	State of Implementation			Difference from Ethical Corporate Management Best Practice Principles for TWSE/GTSM Listed Companies and reasons
	Yes	No	Summary
VI. Other information material to the understanding of ethical business operation (e.g., the discussion and amendment to the ethical business best practice principles defined by the Company): • Continued to be selected as component stocks in “FTSE4Good TIP Taiwan ESG Index” of the TAIEX, "Taiwan Market CSR Small /Mid-Cap Index", "Taiwan High Compensation 100 Index", and “Taiwan Governance 100 Index”. Received 2025 Taiwan Corporate Sustainability Awards (TCSA), 2025 CommonWealth Sustainable Citizen Award, and 1111 Job Bank "Happy Enterprise" Gold Award

(3.9) Other important information to increase understanding of corporate governance operations;

The Company has launched a brand-new ESG website, featuring comprehensive sections including Sustainability Strategy map, Corporate Governance, Common Good and well-being, Environmental Sustainability, Sustainable Value Chain, Investor Relations, and a Resources Download and Contact Center.

(3.10) Status of Implementation of Internal control system

Statement of Internal Control System: Disclosed at MOPS>Corporate Governance>Company Regulation>Internal Control>Announcement of Internal Control Statement
Authorized Accountant to Audit the Company's Internal Control System and Disclose the Audit Report Made by Accountants: None

(3.11) Important Resolutions Made by the Shareholders' Meeting and Board Meeting:

Shareholder's Meeting on May 28, 2025:

NO	Important resolutions	Implementation Status
1.	Approval of 2024 Business Report, Financial Statements, and Earnings Distribution	Cash dividend distribution was approved by the board meeting and presented in the shareholders' meeting. The cash dividend was to be distributed on July 11, 2025, NT$10 per share.
2.	Approved the amendments to the Company's Articles of Incorporation.	Implemented according to the amendments; disclosed on Chicony's official website and approved by the Ministry of Economic Affairs on June 23, 2025.
3.	Approved the amendments to the Regulations Governing Endorsement and Guarantees.	Implemented according to the amendments and disclosed on the Market Observation Post System (MOPS).
4.	Approved the amendments to the Procedures for the Acquisition or Disposal of Assets.	Implemented according to the amendments and disclosed on the Market Observation Post System (MOPS).
5.	Elected the 15th Board of Directors.	Processed according to the elected list; disclosed on MOPS and approved by the Ministry of Economic Affairs on June 23, 2025.
6.	Approved the Release the Prohibition on newly appointed directors and their representatives from Participation in Competitive Business.	Restrictions on competing business involvement for new directors and their representatives have been removed in accordance with the resolution.

Important resolutions of the Board Meeting:

Date	Important Resolutions
March 5, 2025
14th meeting of the 14th Board of Directors	I. Approved the 2024 Business Report and the Consolidated and Standalone Financial Statements.
II. Approved the 2025 Business Plan.
III. Approved the convening of the 2025 Annual General Meeting of Shareholders.
IV. Approved the nomination period, number of seats, and venue for receiving nominations for the 15th term of Directors (including Independent Directors).
V. Approved the list of candidates for Directors (including Independent Directors) nominated by the Board.
VI. Approved the removal of non-compete restrictions for newly appointed Directors and their representatives.
VII. Approved the proposal by the 5th Remuneration Committee (10th meeting) for the distribution of 2024 Directors' remuneration totaling NT$83,336,419, to be paid entirely in cash.
VIII. Approved the 2024 employee compensation distribution totaling NT$1,341,373,876.
IX. Approved the 2024 Earnings Distribution Proposal, with a cash dividend of NT$10 per share.
X. Approved the application for credit facilities from financial institutions.
XI. Approved the periodic assessment of the independence of the External Auditors (CPAs).
XII. Approved the 2024 "Internal Control System Statement."
XIII. Ratified the acquisition of securities (Allianz Global Investors Taiwan Technology Fund) exceeding NT$300 million.
XIV. Approved the amendments to the "Company’s Articles of Incorporation."
XV. Approved the amendments to the Internal Control Procedures for the "Investment Cycle."
XVI. Approved the amendments to the Internal Control and Audit Procedures for "Other Management Operations."
April 10, 2025
15th meeting of the 14th Board of Directors	I. Approved the adjustment to the 2024 employee compensation distribution method, changing it to a full cash payment.
II. Approved the adjustment to the 2024 Earnings Distribution Proposal. Due to the cancellation of issuing new shares for employee compensation, the total number of outstanding shares has changed; however, the cash dividend remains at NT$10 per share.

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Date	Important Resolutions
May 7, 202516th meeting ofthe 14th Boardof Directors	I. Approved the Company's consolidated financial statements for the first quarter of 2025.II. Approved a loan of NT$350 million to our subsidiary, Hipro Electronics.III. Approved the application for credit facilities from financial institutions.IV. Approved the proposals reviewed by the 5th meeting of the 2nd Corporate Sustainability Development Committee.V. Approved the 2024 Sustainability Report; the Chinese version has successfully passed third-party verification.
May 28, 20251st meeting ofthe 15th Boardof Directors	I. Elected the Chairman of the Board for the 15th term from among the Directors.II. Approved the establishment of the 3rd Audit Committee and the election of Director Kuo, Tsung-Ming as the Convener.III. Approved the appointment of the 6th Remuneration Committee members and the election of Director Chu, Jia-Siang as the Convener.IV. Approved the appointment of the 3rd Corporate Sustainability Development Committee members, with the Chairperson serving as the Convener.V. Approved the signing of a cooperation agreement between the Company and National Chengchi University (NCCU).
August 6, 20252nd meeting ofthe 15th Boardof Directors	I. Approved the Company's consolidated financial statements for the second quarter of 2025.II. Approved the acquisition of a factory and land for logistics/warehousing; the Chairman is authorized to execute the transaction within a budget of NT$1.1 billion.III. Approved a loan of NT$2 billion to subsidiaries, including Unikey Electronics Co., Ltd., Quansun Investment Corp., Ltd., and Qun Jing Power Co., Ltd.IV. Approved the amendments to the "Procedures for Engaging in Derivatives Transactions."V. Approved the amendments to the "Procedures for Acquisition or Disposal of Assets" by the subsidiary.VI. Approved the amendments to the "Regulations Governing Election of Directors."VII. Approved the proposal from the 1st meeting of the 6th Remuneration Committee regarding salary adjustments for executive promotions, as well as the 2024 performance evaluation and actual remuneration for Directors and executives.VIII. Approved the personnel changes for positions at the Associate Vice President level and above.

Date	Important Resolutions
November 12, 2025
3rd meeting of the 15th Board of Directors	I. Approved the Company’s consolidated financial statements for the third quarter of 2025.
II. Approved the application for credit facilities from financial institutions.
III. Approved the proposal to provide Letters of Comfort/Commitment for subsidiaries to financial institutions.
IV. Approved a loan of NT$350 million to the subsidiary, Hipro Electronics.
V. Approved the 2025 executive bonus distribution plan as reviewed by the 2nd meeting of the 6th Remuneration Committee.
VI. Approved the proposals reviewed by the 1st meeting of the 3rd Corporate Sustainability Development Committee.
VII. Approved the implementation project for IFRS Sustainability Disclosure Standards (ISSB Standards).
VIII. Ratified the disposal of securities (Allianz Global Investors Taiwan Intelligence Fund) exceeding NT$300 million.
IX. (Approved personnel changes for positions at the Associate Vice President (AVP) level and above.
X. Approved the 2026 Annual Audit Plan.
XI. Approved the amendments to the Internal Control Procedures for the "Payroll Cycle."
XII. Approved the amendments to the Internal Audit Procedures for the "Payroll Cycle."
March 10, 2026
4th meeting of the 15th Board of Directors	I. Approved the 2025 Business Report and the Consolidated and Standalone Financial Statements.
II. Approved the 2026 Business Plan.
III. Approved the convening of the 2026 Annual General Meeting of Shareholders.
IV. Approved the proposal from the 3rd meeting of the 6th Remuneration Committee for the distribution of 2025 Directors' remuneration totaling NT$61,477,801, to be paid entirely in cash.
V. Approved the 2025 employee compensation distribution totaling NT$989,539,962.
VI. Approved the 2025 Earnings Distribution Proposal, with a cash dividend of NT$7.2 per share.
VII. Approved the periodic assessment of the independence of the External Auditors (CPAs).
VIII. Approved the change of External Auditors due to internal adjustments at PwC Taiwan; effective from 2026, the engagement partners will change from Liang, Hua-Ling and Liao, Fu-Ming to Chen, Chin-Chang and Liao, Fu-Ming.
IX. Approved the application for credit facilities from financial institutions.
X. Ratified the acquisition of securities (Wiwynn Corp.) exceeding NT$300 million.
XI. Approved a joint investment with Honghui Co., Ltd. in urban renewal and aging building redevelopment projects in the Greater Taipei area, within a budget of NT$3 billion from the Company’s internal funds.
XII. Approved the 2025 "Internal Control System Statement."

(3.12) The Main Contents of Important Resolutions Passed by the Board of Directors Regarding in which Directors have Voiced Differing Opinions on the Record or in Writing during last year to the publication date of the annual report: None.

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Auditing fees for the CPAs:

Unit: NTD1,000

Name of CPA Firm	Name of CPA	Audit Period
PwC Taiwan	Liang, Hua-Ling	1.1.2025
~12.31.2025	6,390	6,400	12,790
	Liao, Fu-Ming

Note: Business registration NT$70 thousand, Transfer pricing report, special review and country reports NT$1,650 thousand, the direct deduction method for business tax of the dual-purpose business NT$80 thousand, R&D investment deduction counseling NT$3,000 thousand, validation of the information security management system NT$200 thousand, and Due Diligence and Legal Advisory Services NT$1,400 thousand.

(1) Altering of the CPA firm and the audit fee in the altering year is less than that in the previous year: None.
(2) The audit fee is reduced by over 10% compared with the previous year: None.

Replacement of the CPA: (Alteration of the CPA of the financial report in the recent two years and up to the date of printing of this Annual Report):

(1) Predecessor CPA

Altering Date	March 8, 2023
Reasons and explanations	The original CPAs for the company are Liang, Hua-Ling and Liao, Fu-Ming from PwC Taiwan. Due to PwC Taiwan’s internal organization structure adjustment, CPAs are changed to Chen, Chin-Chang and Liao, Fu-Ming.
State whether the Appointment is Terminated or Rejected by the Consignor or CPAs	Party Situation		CPA	Consignor
	Terminate the appointment		Not applicable	Not applicable
	Reject the appointment		Not applicable	Not applicable
Other issues (except for unqualified issues) in the audit reports within the last two years	None
Any disagreement with the issuer	Yes		Accounting principles or best practices
			Disclosure of financial reports
			Procedures or scope of audit
			others

	No	V
	Explanation: Not applicable
Other disclosures (According to Article 10-6-1-4~7)	None

Note: During 2024 and 2025: No alteration of CPAs

(2) Succeeding CPA

CPA Firm	PwC Taiwan
Name of CPA	Chen, Chin-Chang and Liao, Fu-Ming

Date of Appointment	March 10, 2026
Prior to the Formal Engagement, Any Inquiry or Consultation on the Accounting Treatment or Accounting Principles for Specific Transactions, and the Type of Audit Opinion that Might be Rendered on the Financial Report	None
Succeeding CPA’s written opinion of disagreement toward the former CPA	None

(3)Predecessor CPA’s reply to Article 10-6-1 and 10-6-2-3: Not applicable

The Company’s Chairman, general manager, or any managerial officer in charge of finance or accounting matters has in the most recent year held a position at the accounting firm of its CPA or at an affiliated enterprise: None

-106-

The transfer of equity shares or change in the pledge of shares under lien by the Directors, Supervisors, Managers, and shareholders holding more than 10% of the shares:

(I) The difference of shareholding changes between directors, managers, and major shareholders holding more than 10% of shares:

Occupational Title	Name	2025		From January 1 to March 30, 2026
		Change in Quantity of Shareholding	Change in Pledge of Shares by Quantity	Change in Quantity of Shareholding	Change in Pledge of Shares by Quantity
Chairman	Hsu, Kun-Tai	-	-	-	-
Director and General Manager	Lu, Chin-Chung (Note 1)	-	-	-	-
Director	Li, Cih-Jing	-	-	-	-
Director	Tsai, Ming-Hsien	-	-	-	-
Director	Dong Ling Investment Co., Ltd. Legal Representative: Liu, Chia-Sheng	-	-	-	-
Independent Director	Lee, Yen-Sung (Note 2)	-	-	-	-
Independent Director	Lin, Ming-Ji (Note 2)	-	-	-	-
Independent Director	Chu, Jia-Siang	-	-	-	-
Independent Director	Kuo, Tsung-Ming (Note 3)
Independent Director	Peng, Chu-Ju (Note 3)
Chief Operations Officer	Huang, Chien-Yu (Note 1)	-	-	-	-
Chicony America Company General Manager	Chang, Yao-Ching (Note 1)	-	-	(241,000)	-
General Manager of the IPD Business Unit	Huang, Kuang-Yu (Note 1)	(60,000)	-	-	-
General Manager of the MKB Business Unit	Tsai, Chin-Cheng (Note 1)	(71,000)	-	-	-
General Manager of the VIP Business Unit	Tsai, Mei-I (Note 1)	-	-	-	-
General Manager of the CM Business Unit	Dung, Yen-Liang (Note 1)	-	-	-	-
General Manager of MP Business Unit	Chou, Yung-Chang (Note 1)	(40,000)	-	-	-
Senior Vice General Manager of Financial Management Division	Lin, Yu-Ling (Note 1)	-	-	-	-
Vice General Manager of the IPD Business Division	Tu, Ku-Chin (Note 1)	(10,000)	-	-	-
Chief Purchasing Officer	Chang, Chao-Hsien (Note 1)	-	-	-	-
Vice General Manager of General Management Office of Thailand Site	Lin, Huai-Min (Note 1)	(17,000)	-	-	-
Vice General Manager of General Management Office of Maorui Site	Li, De-Quan (Note 1)	-	-	-	-
Chief Human Resources Officer	Hsiao, Huan-Wen (Note 1)	-	-	-	-
Vice General Manager of the Automation Engineering Center	Tseng, Chin-Cheng (Note 1)	-	-	-	-
Vice General Manager of the IPD Product Development Division	Chen, Yi-Heng (Note 1)	-	-	-	-

Occupational Title	Name	2025		From January 1 to March 30, 2026
		Change in Quantity of Shareholding	Change in Pledge of Shares by Quantity	Change in Quantity of Shareholding	Change in Pledge of Shares by Quantity
Vice General Manager of the VIP Product Development Division	Yuan, Shang-Yuan (Note 1)	-	-	-	-
Acting Vice General Manager of the MKB Development Department	Chen, Tsung-Min (Note 1)	-	-	-	-
Assistant General Manager of MKB PM	Yang, Ching-Wu (Note 1)	(18,000)	-	-	-
Assistant General Manager of MKB Business Division	Wang, Cheng-Hao (Note 1)	-	-	-	-
Special Assistant	Chen, Chiu-Mei (Note 1)	-	-	-	-
Assistant General Manager of General Management Office in Suzhou Site	Liu, Jie-Qun (Note 1)	-	-	-	-
Acting Vice General Manager of General Management Office of Chongqing Site	Yang, Liang-Yuan (Note 1)	-	-	-	-
Chief Legal Officer	Ji, Yu-Cheng (Note 1,4)				-
Chief Information Security Officer	Xiang, Guo-Dong (Note 1, 2)	-	-	-	-
Deputy Director of the Audit Division	Chao, Yuan-Hung (Note 1)	-	-	-	-

Note 1: The number of shares held by individuals includes the number of retained discretion over use of trust shares.
Note 2: Mr. Lee, Yen-Sung and Mr. Lin, Ming-Ji retired on May 28, 2025, so the difference in 2025 in the above table is from January 1, 2025, to May 28, 2025.
Note 2: Mr. Kuo, Tsung-Ming and Ms. Peng, Chu-Ju took office on May 28, 2025, so the difference in 2025 in the above table is from May 28, 2025, to December 31, 2025.
Note 2: Mr. Ji, Yu-Cheng took office on May 1, 2025, so the difference in 2025 in the above table is from May 1, 2025, to December 31, 2025.

(II) The counterparties of equity transfer are related parties:

Name	Reason for Transfer of Shares)	Transaction Date	Counterparties of Transactions	Relation between the counterparties of transactions and Directors, Managers, of the Company and shareholders holding more than 10% of the shares issued by the Company.	Quantity of Shares	Transaction Price
Yang, Ching-Wu	Gift	10.27.2025	Yang, Ke-Hsin	Father and Daughter	18,000	Not Applicable

Note: Fill in the names of the Directors, Managers, and shareholders of the Company holding more than 10% of the shares issued by the Company.

(III) The counterparties of share pledges are related parties: None

The counterparties of share pledges are not related parties, so it is not needed to list the related information.

Information on relationships among the top ten shareholders:

3/30/2026 Units: share; %

Name	In Person Quantity of Shareholding (note 1)		Shares Held by Spouse and/or Children who are Minors		Total Shareholding of Shares in the Name of a Third Party		The titles or names and relations of the top 10 Shareholders who are related parties or spouses, or kindred within the 2nd tier under the Civil Code to one another:
	Quantity of Shares	Proportion of Shareholding % (Note 2)	Quantity of Shares	Proportion of Shareholding % (Note 2)	Quantity of Shares	Proportion of Shareholding % (Note 2)	Title or name	Relation
Hsu, Kun-Tai	56,615,782	7.45	9,021,401	1.19	-	-	Unikey Electronics Co., Ltd.
Hongwell Co., Ltd.	Director of the Legal Representative of the Company
Chairman of the Company
Special Account for Capital TIP Customized Taiwan Select High Dividend ETF	35,030,000	4.61
Yuanta Taiwan High Dividend Fund Account	34,657,074	4.56	-	-	-	-	-	-
Unikey Electronics Co., Ltd.
Principal: Lu, Chin-Chung	19,574,298	2.58	-	-	-	-	Hsu, Kun-Tai	The Company invests 100% of the investment company.
Director of the Legal Representative of the Company
Hua Nan Bank Hosting Yuanta Taiwan Value High Dividends ETF Securities Investment Trust Fund Account	19,447,000	2.56	-	-	-	-	-	-
HSBC Bank (Taiwan) Limited in custody for Silchester International Investors International Value Equity Trust	19,128,000	2.52	-	-	-	-	-	-
Finance Department of Mega International Commercial Bank	16,000,000	2.11	-	-	-	-	-	-
Chunghua Post Co., Ltd.	15,340,907	2.02	-	-	-	-	-	-
Hongwell Co., Ltd.
Principal: Kun Tai Hsu	15,259,340	2.01	-	-	-	-	Hsu, Kun-Tai
Unikey Electronics Co., Ltd.	Chairman of the Company
Director of the Legal Representative
Labor Pension Fund (The New Fund)	13,415,495	1.77	-	-	-	-	-	-

Note 1: The shares held in this table do not include the person or the spouse retained discretion over use of trust shares.
Note 2: The shareholding ratio is Shareholding shares/Outstanding shares 760,053,172 shares.

The number of shares held by the company, its directors, managers, and enterprises directly or indirectly controlled by the company in the same investee enterprise, and the aggregate shareholding percentage shall be calculated by combining these holdings:

3/30/2026 Units: share; %

Investee enterprise	Investment by the Company		Investment by the Directors, Supervisors, Managers, or investee Company with direct or indirect control.		Combined Investment
	Quantity of Shares	Proportion of Shareholding %	Quantity of Shares	Proportion of Shareholding %	Quantity of Shares	Proportion of Shareholding %
Chicony Overseas Inc.	1,000	100	-	-	1,000	100
Chicony Global Inc.	1,000,000	100	-	-	1,000,000	100
Chicony Electronics (Thailand) Co., Ltd.	8,213,384	82.11	1,789,141 (Note 4)	17.89	10,002,525	100
Chicony Power Technology Co. Ltd. (Note 2)	208,046,594	51.91	26,667,906	6.66	234,714,500	58.57
Hipro Overseas (BVI) Inc.	12,560,000	100	-	-	12,560,000	100
Hipro Electronics CO., LTD.	4,660,000	100	-	-	4,660,000	100
Unikey Electronics Co., Ltd.	90,000,000	100	-	-	90,000,000	100
XAVi Technologies Corporation (Note 3)	31,155,440	40.23	9,607,347	12.40	40,762,787	52.63

Note 1: The Company adopts the equity method of investment.
Note 2: The book closure date of Chicony Power Co., Ltd. was March 28, 2026.
Note 3: The book closure date of XAVi Technologies Corporation was March 23, 2026
Note 4: 1,789,141 shares are held by a subsidiary directly controlled 100% by the Company.

IV. Status of financing

Capital and Shares

(1) Sources of Equity Capital

Unit: Share/NTD$

YYYYMM	Offering Price	Authorized Capital	Paid-in Capital	Remarks
					Sources of Equity Capital				The use of assets other than cash for equity investment	Other
		Quantity of Shares	Amount	Quantity of Shares	Amount	Raising New capital	Capital Increase by Earnings or Remuneration of Employees	Capitalization of Additional Paid-in Capital into New Shares			Total
April 2017	10	800,000,000	8,000,000,000	717,033,872	7,170,338,720	-	4,951,856	-	4,951,856	Nil	Note 1
August 2017	10	800,000,000	8,000,000,000	720,605,112	7,206,051,120	-	3,571,240	-	3,571,240	Nil	Note 2
April 2018	10	800,000,000	8,000,000,000	726,760,003	7,267,600,030	-	6,154,891	-	6,154,891	Nil	Note 3
August 2018	10	800,000,000	8,000,000,000	730,379,874	7,303,798,740	-	3,619,871	-	3,619,871	Nil	Note 4
April 2019	10	800,000,000	8,000,000,000	734,497,521	7,344,975,210		4,117,647	-	4,117,647	Nil	Note 5
April 2020	10	800,000,000	8,000,000,000	739,460,300	7,394,603,000		4,962,779	-	4,962,779	Nil	Note 6
April 2021	10	800,000,000	8,000,000,000	745,292,749	7,452,927,490	-	5,832,449	-	5,832,449	Nil	Note 7
May 2022	10	800,000,000	8,000,000,000	751,846,421	7,518,464,210	-	6,553,672	-	6,553,672	Nil	Note 8
April 2023	10	800,000,000	8,000,000,000	760,053,172	7,600,531,720	-	8,206,751	-	8,206,751	Nil	Note 9

Note 1: The Ministry of Economic Affairs Letter Jing-Shou-Shang-Zi No. 10601052890 on April 28, 2017.
Note 2: The Ministry of Economic Affairs Letter Jing-Shou-Shang-Zi No. 10601109560 on August 4, 2017.
Note 3: The Ministry of Economic Affairs Letter Jing-Shou-Shang-Zi No. 10701041640 on April 25, 2018.
Note 4: The Ministry of Economic Affairs Letter Jing-Shou-Shang-Zi No. 10701097250 on August 8, 2018.
Note 5: The Ministry of Economic Affairs Letter Jing-Shou-Shang-Zi No. 10801045710 on April 24, 2019.
Note 6: The Ministry of Economic Affairs Letter Jing-Shou-Shang-Zi No. 10901060730 on April 21, 2020.
Note 7: The Ministry of Economic Affairs Letter Jing-Shou-Shang-Zi No. 11001064990 on April 23, 2021
Note 8: The Ministry of Economic Affairs Letter Jing-Shou-Shang-Zi No. 11001073580 on May 4, 2022
Note 9: The Ministry of Economic Affairs Letter Jing-Shou-Shang-Zi No. 11230060070 on April 12, 2023

3/30/2026
Units: share

Type of Shares	Authorized Capital Stock			Remarks
	Outstanding Shares (note)	Unissued Shares	Total
Common Shares	760,053,172	39,946,828	800,000,000	Shares are Listed on the TWSE

Information on shelf registration for issuance of marketable securities: None.

(2) List of Major Shareholders: Holding more than 5% of the total shares or shareholders among the top 10 by shareholding ratio.

3/30/2025

| Names of Dominant Shareholders | Shares
Shareholding number (note 2) | Proportion of Shareholding
(%)
(Note 1) |
| --- | --- | --- |
| Hsu, Kun-Tai | 56,615,782 | 7.45 |
| Special Account for Capital TIP Customized Taiwan Select High Dividend ETF | 35,030,000 | 4.61 |
| Yuanta Taiwan High Dividend Fund Account | 34,657,074 | 4.56 |
| Unikey Electronics Co., Ltd. | 19,574,298 | 2.58 |
| Hua Nan Bank Hosting Yuanta Taiwan Value High Dividends ETF Securities Investment Trust Fund Account | 19,447,000 | 2.56 |
| HSBC Bank (Taiwan) Limited in custody for Silchester International Investors International Value Equity Trust | 19,128,000 | 2.52 |
| Finance Department of Mega International Commercial Bank | 16,000,000 | 2.11 |
| Chunghua Post Co., Ltd. | 15,340,907 | 2.02 |
| Hongwell Co., Ltd. | 15,259,340 | 2.01 |
| Labor Pension Fund (The New Fund) | 13,415,495 | 1.77 |

Note 1: The shareholding ratio is equal to the number of holding shares/the total number of issued shares 760,053,172 shares.
Note 2: The table does not include retained discretion over use of trust shares.

(3) Dividend Policy and Distribution of Stock Dividends at This Shareholders' Meeting:

Dividend Policy:

To match the long-term financial planning of the Company and the target of sustainable management, Article 19 of the Articles of Incorporation specifies the future dividend policy as follows:

"The Company is currently at the development period of the electronic industry, so the dividend policy shall meet the goals of meeting the fund demand for new products and increasing the return on investment of shareholders. Therefore, the total dividend distributed shall not be higher than 90% of total earnings that is distributable as shareholders' dividends, and the cash dividend shall not be less than 10% of total amount of distributed dividends.

Where the par value of distributable dividends is less than $0.5 per share, it shall be exempted from the preceding paragraph."

Allocation of Dividends for Year 2025 Proposed at the 2026 Shareholders' Meeting:

Cash Dividend: According to Company's Articles of Incorporation, the Board on March 10, 2026, approved to pay cash dividend of NT$7.2 per share, a total of 5,513,192,554 from undistributed earnings, and will report to the Shareholders' Meeting.

Stock Dividend: The Company did not distribute stock dividend for 2025.

Note to anticipate significant change in the dividend policy: Not Applicable.

(4) The effect of the proposal for paying stock dividends in the current session of the Shareholders Meeting on the operation performance, and earnings per share of the Company:

This Shareholders Meeting did not make capital increase by earnings to issue new shares,

so it is not applicable.

(5) Remuneration to the employees and Directors:

The distribution was made in accordance with Article 18 of the Company's Article of Incorporation "The Company shall distribute no less than 11% of current pre-tax earnings before deducting the employee compensation and Directors' remuneration as the employee compensation and no more than 1% of such earnings as the remuneration for Directors. In the aforementioned employee compensation, no less than 3% should be distributed to non-executive employees whose salary level is lower than that of non-executive employees defined by "Regulations for Tax Preferences Provided to Small and Medium Enterprise on Wage Payment Raising". When the Company has accumulated losses (including adjusted retained earnings), the profits shall be used to offset accumulated losses first, and then the balance of which may be allocated to employees and directors in accordance with the aforesaid percentage." The board of directors shall make a resolution on the distribution of employees' remuneration and directors' remuneration and submit a report to the shareholders' meeting.
The Company earned NT$8,417,211,211 before tax, numeration for employees, and numeration for directors in 2025. The 4th Session of the 15th Board of Directors approved to pay employee remuneration of NT$989,539,962 (11.76%) and director remuneration NT$61,477,801 (0.73%) all in cash.

The Board of Directors plans to pay a total of NT$1,051,017,763 to employees and directors as remuneration, which is the same as the estimated amount of the Financial Report in 2025; Excluding the planned remuneration to employees and directors, the calculated earnings per share is NT$ 9.05.

The Remuneration Committee of the Company regularly reviews the performance targets of the directors, supervisors, and managers based on Article 7 of the "Registration Rules of the Remuneration Committee" and sets the content and amount of its individual remuneration. In the 2025 Financial Statement audited by the CPA, net income was NTD$6.58 billion, down 27% YoY. After a comprehensive evaluation on the performance of revenue growth, profitability, actual payment to the directors and peer performance comparison, and salary levels, the remuneration to directors are not unreasonable.

In 2025, the actual remuneration paid to the directors and employees of annual earnings distribution in 2024 was as follows:

(1) The actual remuneration of the directors was NT$83,336,419, and the remuneration of employees was NT$1,341,373,876, which was the same as the distribution passed by the Board of Directors originally. The remuneration to employees and board of directors were paid all in cash.

(2) The actual remuneration to employees and directors was NT$1,424,710,295, same as the estimated amount in the Financial Report in 2024.

(6) The repurchase of Company shares by the Company: The Company did not buy back any shares in the latest year till the publication date of annual report.

1-1. Implemented: No such situation.

1-2. Under implementation: No such situation.

Information of Corporate Bonds: None
Information of Preferred Shares: None
Issuance of Overseas Depository Receipts: None

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Issuance of ESO: None
Issuance of New Restricted Stocks: None
Merger and Acquisition, or Acceptance of Shares from Assignment of Other Issuers: None
The implementation of the fund utilization plan:

(I) Up to a quarter before the publication of the annual report, the previous issue or private placement of securities that has not yet been completed or has already been completed in the most recent three years and the plan benefits have not yet appeared: None

(II) Analysis of the Implementation of the Plans for the Previous Items and Comparison to the Original Expected Benefits: None

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V. Operational Highlights

Business Overview

(1) Business Scope

Major Content of Business Activities:

(1) Design, development, manufacturing, and trading of input device products such as desktop keyboards, portable computer keyboards, mice, and computer cameras.

(2) Design, development, manufacturing, and trading of digital imaging products such as digital cameras, notebook computer built-in camera modules, mobile phone camera modules, and sports digital cameras.

(3) Acting as a distributor for domestic and international brands, providing sales of various consumer products, including home appliances, kitchen appliances, health and beauty devices, and 3C lifestyle electronics.

(4) R&D, manufacturing, and trading of switching power supplies, various electronic components and equipment, and LED application products, as well as smart building system solutions.

(5) Smart home and networking products.

Operational Proportion: 2025 Unit: NTD 1,000

Product Items	Amount	Product Proportion %
Electronic Parts and Components	56,352,649	58.91
Consumer and Other Electronic Products	36,591,526	38.25
Smart Building Service	2,103,703	2.20
Others	612,731	0.64
Total	95,660,609	100.00

Current Products and Services

(1) Desk Top PC Keyboard, Gaming Keyboard, Ergonomic Keyboard, and Analog Gaming Keyboard, Programmable Keyboard, Smart Card Keyboard, Biometric Input Keyboard and Mouse, Wireless Portable Bluetooth iPad, Tablet PC Keyboard, Wireless Portable Bluetooth Phone Keyboard, Mechanical/ Bluetooth Dual Mode Wired Wireless/ Triple Mode Multi-Color LED Backlight Keyboard and Mouse, Wireless Keyboard/Mouse and Wireless Charging Mouse Pad, Tablet leather case keyboard set, 2.4G Touch/Optical/Laser Mouse, Multifunctional and Colorful Game Mouse Pad, Gaming peripherals, BT & GPS tracker

(2) Low Energy Mini LED Back-Light Notebook Keyboard, Antibacterial Medical Notebook Keyboard, Backlight Notebook Keyboard, Wireless Portable Bluetooth iPad, Tablet PC Keyboard, Wireless Portable Bluetooth Phone Keyboard, Multi-function Notebook Keyboard Combined with Network and Communication, Gaming keyboard and low energy consumption Mini LED backlight notebook keyboard, light weight keyboard, Tracker Multi-function Pedometer, NFC TAG Bluetooth Matching Module, Stylus Pen, Magnetic Digital Board, Click Pad for Notebook, Dedicated Keyboard for Workstations, Dual-Mode Stylus

(3) Computer Video Camera, Wi-Fi Sports Digital Camera/ Pet Feeder/AI Smart Baby Video Recorder, LTE Wi-Fi IP Cam Digital Wireless Camera/Floodlight Surveillance Cam/ Doorbell Cam, Internet of Vehicles LTE AI Smart Driving Recorder, 360 Degree Panoramic Camera, Drone Wireless Camera,

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Professional IP Cam

(4) Notebook Camera built-in Module, AIO PC built-in Camera Module, Video AI finished product and Camera Module, PC Webcam, TV Cam and camera module, 3D Image or Sensing Module, 3D+RGB integrated camera module, UAV Dedicated Image and Obstacle Avoidance camera Module, Personal and meeting room noise reduction sound bar system (incl. Bluetooth speaker video camera function), Personal PTeZ Streaming Camera, Automotive camera module and ECU, AI glasses camera module

(5) Standard Desktop PC Power Supply, E-sports Personal Computer Power, Game Console Power Supply, Cryptocurrency Mining Power Supply Units (PSUs), Notebook Computer Power Supply, Notebook Docking Stations, Set-top Box Power Supply, Cloud and Edge AI Computing Server Power System (incl. High-Power Power Supply Shelves, Server Power Supplies, Networking System Power Supplies), Printer Power Supply, Internet of Things (IOT), Battery Charging Device, Power Supply for Smart Home Devices, Intranet PoE Power supply, Power Supply for Low Earth Orbit Satellite

(6) LED backlight module and Vehicle Lighting and Modules

(7) Smart Building System, Environmental Control Integrated System, Light Control System, Energy management system, Image Recognition System, Smart HVAC System, provide engineering consulting, planning, design, system integration, procurement, construction, and maintenance operations for electromechanical and light-current equipment and intelligent building system.

(8) Property Management System, Facilities Management System, Carbon Emission and Monitoring Management System

New Products to be developed

(1) Bluetooth Folding Ultra-thin Keyboard, Water-proof, and Dust-proof Keyboard, Contactless (NFC) inductive card reading commercial wireless keyboard, Special keyboard for wireless entertainment SVOD, Wi-Fi Gaming Keyboard, Mouse, Mouse Pad, Super Thin/ Commercial Portable Mouse, Portable Gaming Keyboard/Controller, Development of non-contact shaft keyboard, AI adaptive solution in KB/MS, USB & Thunderbolt HUB, Special keyboard, mouse and controller for cloud game platform, Smart Internet TV Remote Control (with voice input and output), IOT and Smart Home Controller, AR/VR/MR Somatosensory Remote Control, High Power Charger, Multi-Function Charger, Smartphone Gaming Board, Briefing pen with the ability of synchronous display of notes, High-Precision GPS Positioning bundled with Smartphone Device Application, Indoor/Outdoor Tracker, Professional USB Microphone, Bluetooth 6G HID New frequency upgrade

(2) Convertible Icon Type/ Thin Low Energy Consumption Mini LED Back-Light/Energy Saving and Carbon Reduction ESG Material/AI Smart Notebook Keyboard, Touch Computer Keyboard, Water-proof Mechanical Keyboard, Light-Weight/Slim Type Notebook Keyboard Module, Multi-Touch Strength/Large Size Traditional/Haptic Clickpad, Modular keyboard with interchangeable single keys, imitation mechanical keyboard.

(3) Internet of Vehicle Wireless AI Smart Driving Recorder, LTE IP Cam and Driving Recorder, Multi-Lens Driving Recorder with Advanced Driving Assistance System (ADAS), IP Cam with IOT Sensor, Wireless Camera and IP Cam, HD Webcam, AI Video Conference Recorder, AI Professional Monitoring Cam, AI Wireless Headset, Smart Doorbell Cam, Long distance low power transmission camera, Floodlight super wide-angle camera

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(4) Medical Endoscope Camera Module, Sensing Device for Smart Home Appliances, Industrial Control Camera Module, 360 degrees Around View Video System, Millimeter Wave Sensing System

(5) Standard power shelves for Data Centers (OCP - Open Compute Project standards), Power systems for high-end AI servers and hyperscale cloud data centers, Power solutions for 5G telecommunications IT infrastructure and edge computing systems, High power density power supplies for Low Earth Orbit (LEO) satellites, Power supplies for gaming PCs, desktops, and workstations, Power supplies for gaming consoles, laptops, and universal Type-C adapters, High-efficiency power supplies compliant with the latest EU energy efficiency regulations, Power modules for IoT devices and various battery charging devices, High-end drone charging stations, and chargers for electric scooters and E-bikes, Embedded power for industrial tablets and fanless, naturally cooled high-efficiency PoE (Power over Ethernet) power supplies, Energy-saving Mini LED backlighting modules (standard/high-end), ultra-thin backlighting modules, and AI-driven auto-dimming backlighting modules, Modular 3D light-emitting ambient lighting systems, Development of slim LED high/low beam modules and DLP (Digital Light Processing) modules, Development of Adaptive Front-lighting Systems (AFS), laser high-beam assist modules, and automotive short-throw projection modules, Development of CAN BUS/LIN BUS electronic control platforms, Intelligent integration of Mechanical & Electrical (M&E) and low-voltage systems for buildings

(2) Industry Overview

(1) The Outlook:

Chicony Group's primary revenue is driven by keyboard applications, image-related products, and power supply units (PSUs). While the overall notebook market faces potential double-digit declines due to soaring component costs—with low-margin Chromebooks (primarily for the education market) being the hardest hit—end-user demand has shifted toward high-value commercial and gaming models. Furthermore, the rising penetration of AI PCs is driving upgrades in laptop specifications, which in turn boosts Average Selling Price (ASP) and overall profitability.

In the Image Products segment, by leveraging our hardware-software integration capabilities, we have developed Edge AI Vision Solutions. These are expanding into diverse fields such as smart video conferencing, smart security, smart factories, and smart fleet management. High-value commercial surveillance and smart video products are optimizing our product mix. Additionally, laptop camera modules designed for AI PCs feature significant enhancements in video conferencing functions and pixel quality, further contributing to higher ASP.

As AI applications rapidly proliferate worldwide, IDC estimates that by 2030, AI's cumulative contribution to the global economy will reach nearly US$20 trillion, accounting for 3.5% of global GDP. In the PC market, AI PCs are fueling growth in the high-end segment; penetration is projected to reach 55% in 2026, 60% in 2027, and become fully standardized by 2030.

In this AI-driven era, power demand is growing exponentially. Consequently, the Power Supply Unit (PSU) is no longer a peripheral component but the "core heart" of AI infrastructure. Our subsidiary, Chicony Power, has been the world's leading manufacturer of laptop power supplies since 2017. The increased market share of AI PCs, higher power specifications for AI servers, and the expansion

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of Low Earth Orbit (LEO) satellites are all favorable drivers for Chicony Power's future growth. Another subsidiary, XAVi Technologies, is also shifting focus from low-margin broadband products to AIoT (AI Internet of Things) and edge computing products, significantly improving overall profit margins.

Beyond product diversification, Chicony is diversifying its manufacturing bases by extending operations from China to Thailand to mitigate operational risks and build a resilient global supply chain. This strategy offers customers flexible manufacturing solutions and significantly reduces geopolitical risks. Last year, revenue from the Thailand facilities accounted for more than $25\%$ of the Group's total revenue. With the completion and mass production of Chicony Power's first Thailand plant and Chicony's second Thailand plant, the contribution from the Thailand campus will continue to rise. Our goal is to achieve $40\%$ non-China production capacity, making Thailand a pivotal production hub for the Group.

A Power Supply Unit (PSU) is responsible for converting external AC (Alternating Current) power into the stable DC (Direct Current) power required by electronic products through rectification, filtering, and voltage reduction. While most electronic components operate on DC, utility grids provide high-voltage AC due to physical limitations in power generation and transmission. The PSU not only bridges this gap but also protects sophisticated electronic components from unstable currents, ensuring both operational reliability and extended product lifespan. It is truly the energy source of modern electronics.

The power supply is distinguished by the functions and basic structure. It can be mainly divided into the Linear Power Supply (LPS), the Switch Power Supply (SPS), and the Uninterruptible Power System (UPS), in which the switch power supply is the mainstream of current products, so the following power supply industry introduction mostly uses switch power supply as the main axis.

According to the characteristics of input/output, the power supply can be divided into AC/DC (Alternating Current to Direct Current), DC/DC (Direct Current to Direct Current), AC/AC (Alternating Current to Alternating Current), DC/AC (Direct Current to Alternating Current), etc. The power supply design is different depending on the requirements of the electronic product or instrument. AC/DC power supply is the most common type. The main purpose is to convert the mains into DC power that meets the operating voltage of the product. The products include SPS, adapters, etc., and are applied to PC, NB, electrical appliances, and network equipment, etc. DC/DC conversion power supply is mainly used for communication or extremely low voltage, or extremely high current. It converts the DC power that has been converted by the AC/DC power supply unit into various special voltages that are usually used when an extremely stable power supply is required or equipment that requires special operating voltage, such as computer chips, etc. AC/AC is mainly used in UPS (Uninterruptible Power System), DC/AC for solar power conversion, and so on. The detailed classification and use of the power supply can be found in the table below.

Main Classification of Power Supply

Input/Output Type	Category	Major Products
AC/DC	PC Power Supply	The most common type of power supply and the main features are high efficiency and iron shell protection.
AC/DC	Open Frame	Power supply built-in network communication products, industrial computers, industrial machinery, and displays have no

		iron shell protection and have a high degree of freedom in design. It can be customized based on space and power requirements.
AC/DC	Adapter	The common type of external power supply is covered by a plastic case and is mostly used in notebook computers and various consumer electronic products.
DC/DC	Converter	DC power supply is used for buck-boost by AC/DC devices, and it is used in electronic products that require precise voltage.
AC/AC	UPS	UPS is an abbreviation for the uninterruptible power system. It is usually connected to AC for charging. When the power is off, AC power can be provided to electronic products such as computers.

Furthermore, rising environmental awareness and the widespread adoption of energy-saving concepts have made enhancing conversion efficiency and reducing standby power consumption the core R&D focus for manufacturers striving to meet global energy regulations and environmental laws. To diversify revenue streams, companies are leveraging their power technology expertise to expand into high-power power converter products. Meanwhile, the surging demand for electricity driven by Artificial Intelligence (AI) applications has made high-power, high-efficiency, and high-density power solutions a strategic priority for development.

(2) Association Among the Upstream, Midstream, and Downstream Operations 1. Keyboard

Digital Camera

3. Power Supply Products

Related Upstream, Midstream, and Downstream Chart for Power Supply Manufacturing Industry

4. Power Supply and LED Light Source Products

In the power supply market, Taiwanese companies are more focused on AC/DC and DC/DC products. Under normal circumstances, AC/DC applications are widely used, and DC/DC can be used as internal components of electronic products. Mostly used for high-end industrial power supply, the product technology level is relatively high. From the upstream, midstream, and downstream structures of the power supply industry, in the control IC part (components) of the "upstream raw materials" industry, it can be found that except for a small part of Taiwan that relies on foreign imports, most of the remaining components have good self-manufacturing capabilities. In the "downstream application industry" part, the Taiwanese information industry is mature, and the industry chain is complete. It is highly competitive for PC-related, consumer electronics, Netcom, and industrial machinery.

Development Trend in Power Supply

(1) Development of High-Efficiency and High-Power Density Product Technologies

Power supply products are evolving towards high efficiency and high-power density to meet the growing demands of AI high-performance computing (HPC), data centers, electric vehicles (EVs), and green energy initiatives. High efficiency reduces energy conversion loss and lowers energy costs, while high power density addresses challenges related to heat dissipation and miniaturization within the limited space of end-products. These advancements are achieved through the integration of wide-bandgap

(WBG) semiconductors, such as Gallium Nitride (GaN) and Silicon Carbide (SiC), ensuring compliance with increasingly stringent environmental and energy regulations. In short, to provide more powerful, energy-efficient, and eco-friendly energy solutions in smaller spaces, the power industry must continuously enhance both efficiency and power density.

(2) Product is Oriented towards Being Small and Beautiful

The power supply is a key component of electronic products, and its functional requirements are closely related to the characteristics of the application products. In recent years, electronic products have begun to develop into small size, beautiful appearance, lightweight, stackable, low energy consumption, etc., and it is necessary to reduce the size of the module, beautify it, and increase the energy conversion efficiency for the development and design of power supply.

(3) Product Quality and Technical Upgrade

As standard PSU products become more and more mature, most of the main products of domestic manufacturers are for supporting information applications; plus, with the rapid increase in competing companies, price competitions have become fierce. With the profit of downstream application products becoming lesser and lesser, not only do PSU manufacturers need to increase their own technology, quality, control cost and expand their own industrial economy scale, they must also enhance their development and designs for products with high added-values in order to strive for new application markets (High frequency and high density, using third-generation semiconductor (GaN, SiC)).

(4) Safety Regulations are Becoming Stricter

Due to the increase in energy prices and consumer environmental awareness, the future development trend is to develop environmental protection and energy-saving products. In order to protect consumer safety, each country's safety requirements for electronic products are becoming stricter. In order to comply with the related regulations on energy conservation, the products and manufacturers that can provide solutions in technical design will have competitive advantages and market opportunities.

(5) Consideration of environmental protection and energy conservation

Power supply is a bridge between municipal electricity and terminal electronic products, and its conversion efficiency can have a great impact on the use of energy. In addition to improving conversion efficiency, the Company actively uses recycled materials in product components and lower down carbon footprint by decreasing developing product components to achieve the purpose of energy conservation and carbon reduction.

(6) Assembly Line and Key Components with Automated Production

In response to the shortage of manpower and rising wages, automated production can solve the delay in delivery and overall cost increase caused by manpower and can also maintain product quality and reduce the quality problems caused by human negligence.

Competition of Power Supply

Since the power supply industry needs economies of scale or production

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technology, and some high-end or environmental power supplies need to be patented or certified, and the technical requirements of high-end products are relatively high and the research and development costs are high, so the entry threshold is relatively high. The future trend is that large companies will become bigger and bigger.

Taiwan is a major producer of global information products. Driven by downstream industries, power supply shipments have remained high, and competitors in the power supply industry are mainly Taiwanese manufacturers. Due to the wide range of applications of power supplies, and the fact that most companies focus on specific power ranges or applications, and each competitor has its own advantages, few companies on the market are eliminated, and they can find their own positioning in the market.

(3) R&D and Technology Overview

Research and Development Expenses for the Most Recent Year and the First Quarter of 2025

Unit: NT$ 1,000

Year	2025	2026 Q1
	Consolidated Financial Report	Consolidated Financial Report
R&D Expenses	3,304,579	Note
Operating Revenue (Net)	95,660,609	Note
R&D Expenses to Revenue %	3.45%	Note

Note: The financial information for the first quarter of 2026 has not been audited by CPAs up to the date of publication of the annual report

Recent Research and Development Achievements

(1) Keyboards, Mice, Cameras, Camera Modules, and Other Peripherals: The Company has applied for technical patents related to keyboards, mice, imaging devices, and lens modules, as detailed below:

Intellectual Property Management Report Intellectual Property Management Plan

I. Intellectual Property Innovation Goals

Chicony Electronics (hereinafter "Chicony") is long committed to technological innovation and intellectual property (IP) strategy. To ensure comprehensive protection of R&D achievements and strengthen IP assets, Chicony encourages high-quality patent proposals through annual Patent Key Performance Indicators (KPIs). This systematic approach enhances the efficiency and quality of transforming internal creative outcomes into international patent applications.

II. Intellectual Property Strategy

1. Enhancing Patent Quality

Historically focused on utility model patents, Chicony has shifted towards a high-quality invention patent strategy since 2017. Through robust R&D and IP policies, we continue to bolster our innovation capacity, achieving steady growth in both the "quality" and "quantity" of our patent portfolio.

2. Patent Inventory and Maintenance

Beyond increasing applications via KPIs, Chicony conducts regular patent asset inventories to ensure the validity and strategic value of existing patents. This provides business units with a critical foundation for patent defense and technological positioning.

3. Monitoring Industry Trends

Chicony closely monitors IP trends and key technical intelligence of industry peers. We track competitors' application activities and evaluate whether their products infringe upon Chicony's patent scope to safeguard our core technologies and market competitiveness.

III. Intellectual Property Management System

To incentivize continuous innovation, Chicony has integrated and established the "Chicony Electronics Patent Management and Reward Regulations" in 2023. These regulations standardize IP management processes and authorize business units to establish trade secret protection mechanisms and incentive programs, ensuring innovation is protected by both patents and trade secrets.

In terms of operations, Chicony implemented an e-IP Proposal System. This platform allows R&D teams to submit ideas efficiently, enables online approvals by supervisors, and assists IP specialists in performing patent searches, providing improvement suggestions, and executing examination workflows. This standardized system ensures transparency and execution efficiency.

IV. Trade Secret Protection

Chicony places a high priority on protecting trade secrets. In 2020, we revised the "Anti-Collusion and Conflict of Interest Management Measures," requiring employees to strictly adhere to confidentiality clauses. Employees are prohibited from profiting from or leaking internal trade secrets, IP, or business information.

Since 2023, Chicony has expanded its trade secret inventory and cybersecurity measures. We introduced a trade secret management mechanism into our Product Information Management (PIM) system, implementing permission controls, data classification, and confidentiality labeling based on business characteristics to mitigate data leakage risks.

V. Intellectual Property Execution Status

Chicony's systematic IP management has led to consistent rankings in the Top 100 Domestic Inventive Patent Rankings (Taiwan):

2020: Ranked 46th in applications; 37th in grants.
2021: Ranked 42nd in applications; 52nd in grants.
2022: Ranked 51st in applications; 40th in grants.
2023: Ranked 38th in applications; 37th in grants.
2024: Ranked 61st in applications; 41st in grants.

VI. Intellectual Property Achievements

1. 2024 Patent Results

In 2024, Chicony filed 107 patent applications globally (including 82 invention patents) and was granted 105 patents (including 93 invention patents).

2. Global Patent Portfolio

Chicony actively strengthens its international IP presence. Currently, the company maintains approximately 906 active patents worldwide, with 333 applications pending. Our primary strategic regions include Taiwan, China, and the United States.

Table 1: Historical Patent Statistics*

	2021			2022			2023			2024			2025
	Invention	Utility Model	Design	Invention	Utility Model	Design	Invention	Utility Model	Design	Invention	Utility Model	Design	Invention	Utility Model	Design
Application	142	6	0	123	4	0	153	0	0	82	25	0	96	44	0
Total	148			127			153			107			140
Grants	113	7	0	125	2	0	99	0	0	93	12	0	75	32	0
Total	120			127			99			105			107

Statistics include patent counts across Taiwan, Mainland China, the United States, and other regions.

Table 2: Historical Taiwan Top 100 Patent Rankings

Taiwan Patent	2019	2020	2021	2022	2023	2024
Domestic Corporate Patent Applications (including Invention, Utility Model, and Design Patents)	84	76	69	84	55	70
Domestic Corporate Patent Grants (Including Invention, Utility Model, and Design Patents)	71	61	77	69	57	53

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Domestic Corporate Invention Patent Applications	52	46	42	51	38	61
Domestic Corporate Invention Patent Grants	44	37	52	40	37	41
The Intellectual Property Management Plan and its execution status (as of October 8, 2025) were reported to the Board of Directors on November 12, 2025, and have been disclosed on the Company’s official website.

(2) Power Supply

R&D Results	R&D Technology
• AI Edge Computing Server Power Supplies (700W to 5500W)	• Fully Digitally Controlled LLC Architecture
• LEO (Low Earth Orbit) Satellite Power Supplies (60W to 440W)	• High-Frequency LLC Architecture
• Totem pole bridgeless PFC
• Dual-boost semi-bridgeless PFC
• DC-DC buck/burst converter.
• Interleaved bridgeless PFC
• Built-in PSU for PC, 150W~850W	• LLC Technology
• Built-in PSU for Gaming PC, 1000W~1600W	• Active Bridge of total digital control
• Interleaved PFC of total digital control
• LLC of total digital control
• Cryptocurrency Mining Power Supplies	• Fully Digitally Controlled Active Bridge Technology
• Fully Digitally Controlled LLC Technology
• External PSU for notebooks, 30W~ 400W	• Flyback
• Half-bridge LLC architecture
• High-power smart DC power module for communications	• Half-bridge resonant
• Digital monitoring design
• Support for the redundancy function
• Miniaturized 30/40/60 W adapter with wall-mount design, power intensity reached 16W/inch^3	• Active clamp Flyback + GaNFET
• New charging platform of Tablet/ Smart Phone	• Type C PD, PPS & QC
• Power supply for multi-function 300W/400W Laser printers	• LLC+AC Module
• New 700~5500W server PSU	• Full digital control LLC architecture
• USB Type C PD adapter with multiple outputs, 26W / 30W /45W /65W/90W and the latest 140W~240W high power products complying with PD3.1 specification	• Designed in accordance with the USB PD Spec and ASIC
• Development of new architecture such as AHB/Totem Pole
• Large and small charging device for lithium batteries, up to 1200W	• LLC+ charging circuit
• IoT-related PSU 7W~30W	• Flyback+networked, and low-end product power consumption design
• PSU platform for gaming consoles, 50W~850W	• Flyback + high-frequency LLC architecture
• PSU for inkjet printers, 15 W~50W	• Flyback architecture and plastic casing
• Direct AC lighting module and Smart Lighting module, 10 W~150W	• AC directly controlled LED light source.
• Zigbee network architecture
• External high efficiency PSU for gaming PCs, 120W~330W	• LLC architecture
• Parallel module for drone charging stations, 10,000W~30,000W	• LLC architecture + charging auto control system
• Desktop gaming PSU, 550W~1,000W	• LLC architecture + Flyback + Buck
• Industrial Tablet PC embedded power supply, 50W~350W	• Active Clamp Forward
• APFC
• LLC architecture
• LED daylight and positioning lamp module
• LED low beam module
• LED high beam module
• LED high/low beam module
• LED fog lamp module
• LED daylight and turn signal lamp module.
• LED combination tail lamp module
• LED high mounted stop lamp module	• Optical design for the LED high/low beam module
• Light-guide type LED daylight and turn signal lamp design
• Thick-wall type LED daylight and turn signal lamp design
• Temperature protection design
• Optical design for the LED low beam module

R&D Results	R&D Technology
• LED interior lamp module
• LED high beam assistance module	• LED daylight CAN BUS/LIN BUS electricity control platform development
• Development of Slim LED Bi-Functional Headlight Modules (High/Low Beam)
• Development of DLP (Digital Light Processing) Modules
• Mini LED backlight module of high brightness and energy saving
• The backlight module of the color-changing icon that can be switched on and off independently.
• 3D curved ambient light module	• Development of new generation of light source Mini LED with five-sided lighting to improve optical performance
• Development of barrier optical structures
• Development of emission type light guide plate

Future Research and Development Plans for the Coming Year

(1) Keyboard, Mouse, Camera, Camera Module and other peripheral products

In consideration of ESG, environmental protection and energy saving, the Company continues to study the application of environmental protection materials and develop low-power products to achieve the ideal carbon neutral, and also continues to develop new technologies and products for customers to save more energy and be more environmentally friendly. In terms of products and technology, the future development direction will focus more on developing human/machine interface input devices, emphasizing the application technology of products and enhancing wireless devices in conjunction with GenAI and AI agents. This highlights the application technology of products and enhances the integration of wireless devices with AI applications, improving user convenience and efficiency.

The Company will combine ADAS and DMS and utilize the strengths in hardware deep learning Edge Computing and 5G bandwidth, develop multi-purpose smart driving recorders, and help users gain a safer driving experience. Meanwhile, the Company will develop the technology integrating Radar and Thermal Image and utilize the non-imaging technological analysis and counseling in response to the hardware AI, in order to strengthen the smartness of the video-related products, seek the balance between safety and privacy, and obtain more important messages more precisely. In the future, Wi-Fi-ah technology will be applied to wireless IP cam and to achieve long-distance and real-time 4K streaming video with the newly developed Gateway.

With the recent upgrades and widespread adoption of GPUs, the computational power of PCs has significantly increased. Consequently, AI PCs have become the mainstream of the future. CM BU's products align with this trend, having already laid the groundwork for the development of "smart cameras," such as facial recognition and human activity detection analysis. In the future, we will continue to deepen our efforts in enhancing intelligent development. In response to the demand for industrial intelligence, new resources will also be invested in the field of industrial control, developing industrial control cameras and sensor modules to meet the needs of the automation and intelligence era.

(2) Power Supply Products and LED Lighting Equipment

A. AI Edge Computing Server Power Supplies and Data Center Solutions:

Future R&D for AI edge computing power supplies will place a greater emphasis on software-driven design and simulation, particularly in intelligent power monitoring management units and digital power control. Key development areas include power solutions for smart home security systems. To address the evolving demands of cloud service technologies, the Company will continue to innovate its power management solutions to overcome the multifaceted challenges of future power design.

B. Low Earth Orbit (LEO) Satellite Power Supply Products:

LEO satellites will play a pivotal role in future 6G applications, with high efficiency and low electromagnetic interference (EMI) as primary R&D focus areas. Our LEO satellite power products emphasize high efficiency, high power density, reliability, and high-frequency transmission speeds. Target devices include ground reception antennas, POE (Power over Ethernet), and routers. Specifically, our POE devices comply with IEEE 802.3 international standards to meet the demands for low latency and high-speed communication. Future research will also integrate the latest GaN (Gallium Nitride) FET components to further enhance energy efficiency and thermal performance.

C. PSU Products for Office Automation and Personal Computers:

In recent years, various industries have gradually listed energy conservation, carbon reduction, and green energy as requirements. In all types of power products, there are relevant international organizations that define future performance standards. Power products must move toward more efficient R&D. Focus on the future efficiency trend, adhere to the principle of innovation, and the Company invested a lot of resources to develop power products beyond the Platinum brand.

D. Input Devices for Entertainment Purpose:

Due to the advent of the cloud era, network streaming has gradually replaced traditional hardware. The mainstream trend of new hardware input devices will be various Set-Top Boxes. Both the in-line power strip and the external thin power adapter are the future trend.

E. Smart Building System:

We are committed to developing intelligent systems with connectivity, computing, control, and learning capabilities. Our goal is to provide comprehensive smart solutions for lighting, HVAC, energy, power, fire safety, security, carbon emission monitoring, and human-machine interaction. These solutions are widely applied in residential buildings, offices, shopping malls, biotech facilities, data centers, high-tech factories, cleanrooms, industrial parks, and urban environments, serving as the core integrated management system for future smart cities.

F. Chargers for Power Tools, Garden Equipment, Drones, and Robotics:

The growth of the power tool industry is being driven by the integration of digital intelligence. Furthermore, rising environmental awareness and the demand for user convenience have accelerated the transition toward electrification, fueling the demand for mid-power charging equipment.

G. In response to the rising trend of power demand for mobile device chargers, the latest high-frequency technology and third-generation semiconductor high-speed switches are used to develop 30-65W high-density miniaturized chargers.

H. Power supply products for image display:

Provide power supply products with customized design to meet the demand of high resolution for the high-end 4K and 8K OLED image displays and support the demand of the acoustic multi-audio processing.

I. LED Back-light module:

The Company has successfully developed and integrated 'Low-Carbon FPC (Flexible Printed Circuit)' technology into keyboard backlight products. This innovation effectively addresses the high-pollution and high-energy-consumption challenges of traditional FPC manufacturing, significantly

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reducing the carbon footprint of production. This achievement demonstrates the Company's commitment to environmental sustainability and our dedication to building a low-carbon supply chain with our brand partners.

J. Automotive LED Headlight:
To enhance driving safety and passenger comfort, the Company continues to develop advanced LED headlight modules. Given the trend toward diverse and aerodynamic lighting designs, we have developed slim LED Bi-functional (high/low beam) modules. These modules cater to various aesthetic requirements and can be integrated with ADB (Adaptive Driving Beam) functionality to dynamically adjust light patterns based on road conditions."

"Our DLP (Digital Light Processing) modules utilize digital micromirror technology to manage high-brightness LEDs through micro-optical arrays. This enables a high-resolution, programmable, and dynamic smart lighting system. It can precisely mask out pedestrians to prevent glare, project patterns onto the road surface, and adjust light patterns in real-time, significantly enhancing overall driving safety.

(4) Long and Short-term Business Development Plans

Short-term Business Development Plan
(1) Continue to expand worldwide number market share in keyboard applications, image products, and power supply products.
(2) The Company increased the penetration rate and sales of high-unit-price and high-value-added products. The Company improves gross margins through product mix improvement and strict control of cost.
(3) The Company's direct investment of Chicony Power Co., Ltd, actively develops new businesses with high values, such as high wattage notebook adaptor, satellite communication power, server power and smart integration platform total solution.
(4) In order to meet the needs of customers' products and maximize the Company's benefits and continue to integrate the Group's marketing and global operations resources, ONE STOP SHOPPING is adopted for customers.
Long-term Business Development Plan
(1) In order to maintain the Company's competitiveness, the Company continues to look for talents and strengthen its marketing, research and development, production, and global operations capabilities.
(2) Develop diversified product portfolio and expand non-PC products revenue, such as AI image products, Cloud-based Intelligent Applications, smart low carbon total solution, investing in the networking and Smart Home AIoT products of XAVI Technologies Corporation.
(3) To expand the original international sales locations in the US and Japan.
Marketing, production, and sales overview

(1) Market Analysis

Sales Market for Primary Products

Distribution of Primary Products and Services in Major Markets and Distribution Methods:

Purpose of	Primary Market	Distribution Method

Electronical Parts and Components, Consumer and Other Electronic Products, and smart building system service, etc.	America, Europe, Asia, Domestic	Domestic Sales, Export Sales, Indirect Sales

Market Share of Product

The Company sells many computer information peripheral products, including keyboard applications (NB, DT, Tablet), image products (NB/smartphone camera modules, action cam, high value commercial image surveillance and smart video image product), and power supply products (PC, NB, server, satellite and communication) from subsidiary company of Chicony Power and the networking products from subsidiary company of Xavi Technologies Corporation. According to internal estimates and information from customers, Chicony Group is ranked worldwide number 1 in NB keyboards, camera modules, and power supply products.

The Supply, Demand, and Growth in the Market of the Future

Currently, the Company's main products include keyboard applications, image-related products, power supplies, and smart home application products, which are highly correlated with the prosperity of global consumer electronics markets such as PC, NB, and smart home. Chicony is the global leader in keyboards. In the PC market, the Company is optimistic about the increase in AI PC market share in 2026. In addition to unit prices being higher than traditional PCs/NBs, this will further help increase the penetration rate of high-unit-price keyboards, such as those with backlight modules. AI vision products mainly consist of commercial video surveillance systems, smart video imaging, and action cameras. Benefiting from the emergence of interoperability standards and new technologies, as well as the rapid development of Generative AI, various types of smart home vision products are being launched competitively. Furthermore, the Edge AI Vision Solution developed by the Company can provide customized AI services based on customer needs, extending into various fields such as smart video, smart security, smart factories, and smart fleet management.

The subsidiary, Chicony Power, is one of the leading global manufacturers of power supplies. In 2026, regarding PC-related products, shipments are expected to decline due to shortages of critical components and skyrocketing prices. In the cloud and server market, with the continuous explosion of demand for Generative AI, cloud data centers, and enterprise AI applications, the global AI server market has shown a high-growth trend since 2025. Driven by the dual momentum of North American Cloud Service Providers (CSPs) continuously strengthening their investments in AI infrastructure and the entry of general-purpose servers into a replacement and expansion cycle, global server revenue will grow significantly this year. Smart building products, driven by ESG regulations, smart energy conservation, and the penetration of AI/IoT, are expected to see continued revenue growth this year. LEO satellites, benefiting from the transition to large-scale commercial use, the rise of the Space AI Data Center concept, and the surge in defense demand, are expected to see the overall scale of the satellite industry double in growth.

Competitive Niche and the Impact of Favorable Factors and Unfavorable Factors on the Future Development of the Company

(1) Competitive Niche and Favorable Factors

A. Economies of Scale Benefit

The Group's NB keyboards, camera modules, and power supply products all reach number one in the global markets. The group has built an economy of scale and leading market position for these products. With continuous sales growth, the Group takes the advantage of having greater economy of scale and further builds it as the entry barrier for this industry.

B. Great Product Manufacturing Experience in ODM/OEM

In addition to the three primary production factories of Suzhou, Dongguan, and Chongqing in China, we have accumulated more than 30 years of experience in ODM/OEM product manufacturing and quality control and have continued to increase the level of automation and develop new manufacturing process to increase manufacturing efficiency. To use the information provided by EDI and ERP systems, the VMI system (supplier managed inventory system) has been strengthened. Then, we built the system of global immediate delivery with customers that help us to reduce inventory costs and increase the flexibility of delivery, preparation, and production, speed, and the customer are also satisfied with the current situation. The Company has used its best effort to lay out its global supply chain to mitigate the business risk. Last year, the revenue of the Thailand factory accounted for over 25% of the overall revenue of the Group. As the first Thailand factory of Chicony Power Co., Ltd. and the second factory of Chicony Electronics Co., Ltd. in Thailand were completed and put into mass production, the contribution of Chicony's Thailand factories to the Company will continue to increase, becoming an important production base of Chicony Group. It could help the Company respond to customers' needs, allocate the global production capacity and disperse the production risk.

C. Strong Customers

The primary customer base of keyboard and notebook computer built-in camera module products and power supply sold by the Company and Chicony Power Co., Ltd. are the top ten computer factories in the world, and we are also the designated assembly plant. Famous computer and system vendors are also our primary customers; sales to such customers can stabilize the Company's operating income and profit sources and help to upgrade the product development level.

D. New High Value-added Products are Constantly Being Launched

In addition to continually maintaining good relationships with global electronics manufacturers, it is also committed to the development of high value-added products, such as the three major product lines of keyboard, image and power, and continues to improve product mix. In response to the development trend of the future technology industry, the Group will integrate key technology in image, WIFI, power control, and software technology, and actively develop new products such as smart home, security control, smart speakers, AI, and the Internet of Things. In order to keep the performance and profitability of the Company continually growing, except to expand the original international sales base in the United States and Japan and also expand the domestic market for each product line in China.

E. Provide Customers for One Stop Shopping Service

The keyboards, computer cameras, and NB CAM products of the Company have the same primary customers as Chicony Power Co., Ltd. (indirect investment company). In order to save purchasing cost for customers and improve efficiency, the Company provides the One Stop Shopping service, and at the same time it can also increase operating revenue.

F. Complete Global Logistics and Supply System

In order to meet demands from ODM/OEM clients, the company started to set up prompt delivery warehouses in the US, China, Mexico, Thailand, Vietnam, Malaysia and Europe in 1996. With the increase of ODM/OEM clients, the number of warehouses is also increasing to make the function of the global

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logistics system complete and to maintain close relations with customers.

G. Strong Management Team

The management team is composed of professionals having more than 25 years of related experience in manufacturing, sales, management R&D, and finance fields. The management team’s average years of service in the company are more than 20 years, with track record in academic and practical experience, focusing on the core operations with stable operation style.

H. Research and Development Center of Industry-Academia Cooperation

In addition to continuously strengthening the professional training of internal R&D personnel, the company has also established the "Inventor Award" to encourage researchers. At the same time, it collaborates with various universities and vocational training institutions to cultivate the competitiveness of future R&D stars through industry-academia cooperation. This allows the company to attract more R&D talent and create a model for upgrading Taiwan's industry-academia collaboration, thereby grasping industry development trends. The company continues to develop new products such as keyboards, power supplies, and imaging applications, creating new customer groups and more opportunities in blue ocean markets.

(2) Unfavorable Factors and Response Strategies:

A. The sales prices of computer and digital imaging industry products have fallen because of rapid market changes, fierce competition, and falling prices.

B. China's electronic component industry has a local advantage, and Chinese companies continue to upgrade technology and accelerate the construction of the supply chain.

C. Raw material prices are skyrocketing, and the supply chain is facing severe component shortages.

D. The traditional PC (including NB) market is already saturated with limited growth.

Response Strategies:

To develop new technologies, new design abilities, and seek cooperation with more suppliers. In addition to continuously integrating the materials in the Group for common purchase, and also expanding cooperation with China suppliers to reduce the purchasing materials cost.
In order to maintain revenue and profit, the Company continued to develop high added value products, and increased sales proportion by ourselves, and continuously expanded market share.
In order to deal with the pressure of rising labor costs per year in China, diversifying production risk and effectively improve production efficiency, the Company has increased the automation ratio, developed new processes, and expand the production base in South East Asia.
In order to stabilize the source of supply and increase the gross profit margin, and strengthen vertical integration and to increase the ratio of self-made major components.
The Company continues to expand its operations to maximize economies of scale.
In order to obtain more outstanding R&D talents and enhance R&D strength, we have established a "Chicony R&D Excellence Scholarship" at the school.
In order to reduce the impact on production, we have established a good

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relationship with suppliers, maintaining at least 2 or 3 suppliers for each raw material, and have made strategic procurement of major components to reduce the impact of component shortage.

In order to reduce the debt ratio of the Company's consolidated statements, save interest expenses, and increase the Company's cash flow, it is necessary to reduce the accounts receivable and fixed assets of capital expenditure.
We are expanding our non-PC industry product lines, including action cameras, high-value commercial video surveillance products, and smart video imaging products. Simultaneously, we are actively developing blue ocean market products such as LEO (Low Earth Orbit) satellite solutions, cloud and server power supplies, and continuously integrated smart low-carbon platform solutions. The proportion of the company's non-PC new products has now exceeded that of PC products, effectively creating new customer groups and seizing further opportunities in blue ocean markets.
In order to make production more flexible, deliver quickly and with quality control that can meet the customer's demand, the Company strengthens the supplier management system and the customer's immediate shipping system.

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(2) Primary Purpose of the Products and Production Process

Primary Use:

(1) Keyboard: The keyboard is an input device for computers, an indispensable input device for personal computers, computer workstations, testing equipment, word processors, Chinese computers, and more. It is the most important interface tool for communication between humans and computer systems.

(2) Digital Camera, Webcam, and Camera Module: Capture scenes to record images.

(3) Smart Home: Entering the home market through smartphones and other connected devices, such as home security systems, smart doorbells, smart speakers, and smart light bulbs.

(4) Power Supply:

Product	Function	Usage
AI Edge Computing Server Power Systems and Data Center Power Systems	Ultra-high-power density full digital control (N+M) redundant power system. It can be used for monitoring of input AC/output DC, which is the output of 500W~several KW. Communication PSU generally has a 48V output whereas storage/AI servers usually have 12V or 54.5V single/multiple sets of output monitoring systems.	Used for communication systems, storage devices and servers.
Low Earth Orbit (LEO) Satellite Power Supply	Product requirements such as low latency, high-speed communication, high efficiency, and low electromagnetic interference (EMI), while supporting 60W to 440W.	Provided for use in LEO satellite power ground terminal antennas.
PSU for desktop PCs (Desktop PC Power)	AC is a full-range 90~265 VAC voltage, converted into single or multiple sets of output, the main power outputs include 180 W, 200 W, 250 W, 300 W, 350W, 550W, 650W, 750W, 850W, 1000W, 1300W, and 1600W.	Used for desktop personal computers.
PSU for notebook computer (Adapter and PSU for gaming PC)	AC is full-range 90~265 VAC voltage, main output is 19V, 20V and greater than 75W. It includes power factor correction circuit and the output ranges from 30W to 400W etc.	Used on general notebook computers and AIO PC; those with output greater than 150W are used for notebook workstations.
PSU for game consoles	AC is full-range 90~265VAC voltage, main output is 12V. It includes power factor correction circuit and the output ranges from 100W to 500W etc.	Mainly used for game consoles.
Cryptocurrency Mining Power Supplies	Power conversion devices specifically designed for digital currency mining equipment.	Power supply units designed for mining equipment.
PSU for set-top-box	Divided into built-in and external (Adapter) forms; to make it easier for repairs, they have gradually changed to the external (Adapter) in recent years. The AC is full range or 115 ranges, and the output is made according to the requirement of the set-top-box; usually under 60W.	Used on various set-top-boxes.

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Product	Function	Usage
PSU for LED drive	AC is between 85VAC to 265VAC, or between 180VAC to 265VAC. It also provides constant power to work with the demands of numbers and brightness of LED.
The new technology that AC directly drives the LED module.	Provided for use with large amounts of indoor light bulbs, linear light, ceiling light, spot lamps and outdoor streetlights and patio lights.
Inkjet printer and laser printer power system	AC is between 85VAC to 135VAC or 180VAC to 265VAC; all outputs are made according to printer requirements, and they all have laser engine drivers.	Used for large laser printers with different functions.
Charging device IOT PSU
USB Type C power adapter	Charges lithium compound batteries.	Used to charge various tablet computers.
Drone charging stations and charging devices for electric cars.
Industrial Tablet PC embedded power supply	AC is the full-range 85~265VAC voltage or DC is 18~32VDC voltage, the main output is 12V, 24V isolated power supply. The output power varies from 50W to 450W.	Provide various sizes of industrial touch panel computers.

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2. Production Process:

(1) Keyboard

(2) Digital Camera, Computer Camera, and Camera Module:

(3) Switching Power Supply (including LED drive power):

a. Production Process

b. Test Process

(3) Supply of Key Materials

In order to reduce production costs, keyboards, computer cameras, mobile phone camera modules, NB built-in camera modules, digital cameras, and cloud cameras are made by Chicony Electronics (Dongguan) Co., Ltd, Chicony Electronics (Suzhou) Co., Ltd, Maorui Co., Ltd. (Dongguan), Chicony Electronics (Thailand) Co., Ltd., and Chicony Electronics (Chongqing) Co., Ltd., which are the 100% indirect investment of our Company. Primary raw materials required [Keyboard: KEY TOP keycap, membrane switch rubber button, and IC integrated circuit, etc.; Digital Camera, Computer Camera, Camera Module: sensor, DSP/ASIC digital processor, LCD screen, lens, DDR memory, and flash memory, etc.,] and purchase price, etc. are set up by our Unified Purchasing Center, then subsidiaries make the order by themselves. Due to long-term strategic cooperation with our primary suppliers, we have established a good relationship with suppliers. Since most of the material manufacturers have more than two, if there is any supply and demand imbalance in the market there is no impact to our operation. It is beneficial development to the long-term of our Company.

The primary raw materials of the power supply are power lines, capacitors, fans, heat sinks, semiconductors, transformers, molded cases, printed circuit boards, insulating sheets, and sockets. In order to reduce production costs, Chicony Power (Dongguan) Co., Ltd, Chicony Power (Suzhou) Co., Ltd, and Chicony Power (Chongqing) Co., Ltd, Chicony Power (Thailand) Co., Ltd which are the indirect investment of our Company are responsible for the production of primary materials for us, and the purchasing price is set up by the Company strategic procurement department, then Chicony Power International Inc. and subsidiaries make the order by themselves. Since there are more than two material manufacturers for most of the materials, and we have a good relationship with suppliers, and the source and quality are stable, so there is no impact to our operation.

(4) The names of the customers accounting for more than 10% of the total purchase (sales) in any of the last two years, and the amount of purchase (sale) in proportion to total purchase (sales), and the reasons for the changes, if applicable:

Key Supplier Information

Key Supplier Information in the Consolidated Financial Reports (names of the customers accounting for more than 10% of the total purchase in any of the last two years):

None

Key Customers Information

Key Customers Information in the Consolidated Financial Reports (names of the customers accounting for more than 10% of the total net sale in any of the last two years)

Unit: Thousand NT$

	2024				2025				1Q26(note 1)
Item	Name	Amount	Ratio of net sales of the whole year (%)	Relationship with the issuer	Name	Amount	Ratio of net sales of the whole year (%)	Relationship with the issuer	Name	Amount	Ratio of net sales of the whole year (%)	Relationship with the issuer
1	Client A	11,854,664	11.68	None	Client A (Note 2)	11,958,522	12.50	None	-	-	-	-
2	Others	89,623,595	88.32		Others	83,702,087	87.50		-	-	-	-
Total	Net Sales	101,478,259	100.00		Net Sales	95,660,609	100.00		-	-	-	-

Note1: The financial information for the first quarter of 2026 has not been audited by CPAs up to the date of publication of the annual report.
Note 2: (Explanation of the reason of the changes)
The products collaborated with client A meet market demand, and sales are growing steadily.

Number of Employees, Average Years of Service, Average Age, and Education Distribution Taiwan Employee Data during the Past Two Years and Up to the publication of the annual report [Consolidation]

Year		2024	2025	3/31/2026
Number of Employees	Direct Staff	23,646	23,013	24,207
	Indirect Staff	6,094	6,414	6,732
	Total	29,740	29,427	30,939
Average Age		36	34	35
Average Years of Service		5.09	5.16	4.97
Education Distribution (%)	PhD	0.03	0.05%	0.03%
	Master's Degree	2.56	2.65%	2.50%
	University	17.99	21.41%	20.81%
	Senior High School	26.99	27.89%	27.65%
	Senior High School and Below	52.43	48.00%	49.01%

Information on environmental protection spending

(I) Losses Caused by Environmental Pollution in recent 2 years and up to the date of printing of this Annual Report: None.

(II) Response Strategies:

The Company’s primary products are the research and development, manufacturing, and sales of computer peripherals. Therefore, there is no pollution problem. The overseas production location has purchased inspection equipment for ICP-inspectable materials, perform related personnel training, and have acquired the local government certification, so the Company has complied with the Restriction of Hazardous Substances (RoHS) by EU since July 2006. The Company has also imported related control software systems to ensure related control operations.

As of now, the raw materials required for manufacture our products are subject to the international environmental standards to meet customer requirements.

Our Company thinks the maintenance of environmental quality, and the implementation of safety and sanitation work in various production factories are very important and continues to strengthen the environmental quality and protection of employee's health. In the spirit of entrepreneurial social responsibility, the Company focuses on environmental protection. In order to improve the overall image of the Company, the Suzhou factory has a dedicated unit responsible for the project and promoting the product process wastewater recycling system.

(III) Sizable Expenditures for Environmental Protection Expected in the Future: None.

Labor Relations

(I) Employee Benefit Policy:

The Company was again listed as component stocks on the "Taiwan HC 100 Index" by the Taiwan Stock Exchange in 2025
The Company established the Employee Welfare Committee, and the amount of welfare allocated to employees exceeded NT$19 million in 2025. The Company regularly holds domestic and foreign travel, community activities, and birthday parties, it regularly issues birthday and annual vouchers, and urgent for employees, work-related injury, marriage, funeral, sickness, and birth allowances are also given. In addition to the labor law and related laws and regulations, the Company's employee welfare includes group insurance (including life insurance, medical insurance, anti-cancer insurance, accident medical insurance, and accident insurance), regular health checks, education and training subsidies, and emergency counseling. Because of the above welfare, employees will commit more for the Company.
In addition to providing lactation rooms, the company has established the "Childbirth Incentive Regulations" to encourage employees to have children and enhance national competitiveness. These regulations offer childbirth subsidies that exceed statutory requirements. From its inception in 2013 through the end of 2025, the program has processed 151 applications, with total subsidies amounting to NT$10,702,000.
In 2025, there were 5 actual applicants for parental leave, with a return-to-work rate of 75%; the retention rate for those who returned in 2024 and remained employed for at least one year reached 100%.
In addition to general health exams and on-site physicians, the company provides

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advanced health screenings for executives and senior employees. These comprehensive evaluations include gastrointestinal endoscopy under painless anesthesia, low-dose CT (LDCT) lung scans, and abdominal ultrasounds. In 2025, 76 executives and 53 senior employees completed their hospital screenings. Starting in 2026, the eligibility for senior employee screenings will be further expanded, increasing the number of eligible participants by approximately 180.

The company's specific measures and implementation results for preventing employee obesity and the three highs are as follows:

(1) The company has established a health center (equipped with a swimming pool, sauna, aerobic and weight training equipment, etc.) and has also formed clubs such as a badminton club, aerobic dance club, yoga club, Chicony running club, and Chicony basketball club to encourage employees to exercise and thus achieve better physical and mental health.

(2) The company has included additional screening items for executives and senior employees, such as insulin and glycated hemoglobin (HbA1c), to assess risks related to metabolism and cardiovascular health.

(3) In 2025, the company organized a two-month "Fat Loss Challenge" with cash incentives, specifically targeting male employees with body fat over 25%, female employees over 30%, or those whose Body Mass Index (BMI) fell outside the standard range. During the program, professional nutritionists were invited to give healthy eating lectures, and professional sports coaching sessions were held in collaboration with the company's wellness center. Participants were granted free access to both the classes and center facilities. Employees could also earn "Health Points" by participating in activities, with cash prizes awarded based on ranking. A total of 67 employees joined the challenge; approximately 51% of participants successfully reduced their body fat, resulting in a cumulative body fat reduction of 48.6% and a total weight loss of 80.2 kg.

(II) Continuing Education and Training for the Employees:

In order to develop the working ability of employees, the Company cultivates professional knowledge and skills for employees and increases work efficiency by establishing employee training regulations, building a complete education training system. The regulations can also allow employees to ensure the quality of work and to achieve the Company's goal of sustainable business and development. In addition to new staff education and training, newcomers can quickly integrate into the organization team. The department heads and employees can also organize whole Company departmental training courses, seminars, etc. to meet the needs of the Company's internal and external environmental trends, and to strengthen and enhance the professional competence and core competitiveness of employees by training and study channels.

(III) Retirement System and Implementation Status:

The Company has set up the Labor Retirement Reserve Supervisory Committee and recognizes pension expenses as the net refund cost base on the actuary assessment report every month. The Company has complied with the "Labor Pension Act" starting from July 2005.
The standard of pension application and the method of payment shall be processed in accordance with the provisions of the Law on Labor and the new system of retiring.

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Retirement Reserve Fund	Old Fund	New Fund
Applicable Law	Labor Standards Act	Labor Pension Act
Funding Method	The Company appropriates 2% of the total salary as pension and stores it in the Taiwan Bank Labor Retirement Reserve account of the Company	The Company appropriates 6% to the personal accounts of the employees supervised by the Labor Insurance Bureau based on the grading of the insured salary
Funding Amount	Labor retirement reserve amounted to NT$149,357 thousand	Funding amounted to NT$54,405 thousand in 2025

(IV) Important Agreement Between Labor and Management:

The rights and obligations of both employers and employees are processed based on the Company's working rules and personnel administrative rules and regulations. (The work rules of the Company and the personnel administrative rules and regulations are based on the labor law and related laws and regulations, and the work rules have been reported to the local authorities. The employees may communicate with the Company about the Company's systems and working environment via the labor-management meeting, Employee Welfare Committee meetings and employee conference, in order to maintain the fair interaction between the management and employees.

(V) Status of Various Employees Rights of Maintenance Measures:

The Company has established relevant management measures and systems, and clearly defined employee rights, obligations, and welfare items, and regularly reviews and revises relevant measures and systems to maintain the rights and benefits for all employees.

(VI) Since the establishment of the Company on February 22, 1983, the Company has maintained a harmonious relationship with employees, so there is no loss caused by labor disputes. In order to maintain a harmonious relationship with employees, the management of the Company is very concerned with the smooth communication between the employer and the employee and implements a humanized management system. The Company performs the concept of respect, trust, quality, and innovation, and implements the advancement of quality, and the development of new products. The Company's team is fully committed to achieving the organization's and the Company's operational goals to create a better future.

(VII) Net Losses Suffered, estimated amount and countermeasures by the Company (including affiliated enterprises) due to Labor Disputes from the latest year to the publication of the annual report, and that it May Suffer in the Future (Including any violations of the Labor Standards Act found in the labor inspection, the disposition dates, disposition reference numbers, the articles of law violated, contents of the law violated, and the content of the dispositions shall all be listed.): None.

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6. Information and Communication Security Management

(I) Objectives and Scope of Information and Communication Security:

Objective: Including employees, customers, suppliers, and operation related information equipment and data.

Scope: Information security related policies, system application technologies and data security standards have been developed and included in the management operation system to ensure information security and protect the privacy of suppliers and customers during business negotiations.

(II) Information and Communication Risk Management Framework

In order to implement the standardized policy of the company’s information security and management, the “Information Security Management Committee” has been set up to promote related work and matters. The company’s CISO is the convenor of the Committee. The committee members consist of the department supervisors and 35 information security officers. The business-related departments shall cooperate in execution in order to verify the effectiveness of the company’s information security management operations.

The committee held meetings to review the execution status periodically. (The meetings were held 100 times during 2025.)

The execution status and review shall be regularly reported to the board every year. (Latest report submitted to the board on November 12, 2025.)

Information Security Management Committee organizational structure

(III) Information and Communication Security Policy:

Establish an information security management system and engage in continuous improvement.

Ensure the company’s information confidentiality, integrity, and availability.
Comply with laws and regulations.

(IV) Information Security Objectives

The company has set up the following information security objectives in order to protect important information, improve service quality, and ensure the effective achievement of information security policies.

Maintain the effectiveness of the information security management system.
Ensure the security, integrity, and accuracy of information assets.
Continue the operations of key business.
Duly comply with laws and regulations

(V) Information Security Control Measures:

Establish the list of periodic inventories of information assets. Conduct information security risk assessment in accordance with the risk management and implement various control measures.

The company conducts information security training and social engineering testing twice every year. And advocates news or protection measures about information security via e-mails and website bulletin. New-hired personnel are required to sign the non-disclosure agreement, finish information security training, take effective assessment and the company keep the assessment result as record.

All the company’s employees, outsourced vendors, and collaborators are required to sign the non-disclosure agreement in order to ensure those that use the company’s information to provide information service or execute related information business have the responsibility and obligation to protect the company’s information assets acquired or used. Unauthorized access, alteration, destruction, or inappropriate disclosure of information shall be prevented.

Appropriate backup or monitoring mechanisms should be established for important asset systems or equipment. Drills should be regularly conducted to maintain their availability.

Install anti-virus software on personal computers. Regularly update the signatures of anti-virus software and prohibit use of unauthorized software.

Employees should properly keep their account and password and observe the authorization limit and responsibility of use. The password should be regularly changed.

All personnel shall abide by the laws and regulations and information security policy requirements. The supervisor shall supervise the implementation of the information security compliance system and strengthen employees’ awareness of information security and legal concept.

The company has set up the multi-level information security defense system from the terminal to the network boundary. Regularly perform backup and recovery drills and formulate the standard procedure for responding to and reporting information security incident. Appropriately handle information

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security events in a timely fashion in order to avoid worsening damage.

The company also outsource professional information security companies to monitor information security events daily without interruption. In case an information security incident occurs, handle the incident in a timely fashion to avoid worsening damage.

In order to improve system security and mitigate risk, the company conduct vulnerability scan periodically every year and remediate all mid, high-level vulnerabilities. Also implanted MDR system to reduce the possibility of abnormal event with confidential and sensitive data.

The company has established procedure about authorization level for applying using computer data to regulate the apply process and ensure the data are under appropriate control.

(VI)Information Security Objectives Achievement

To ensure the continuous security of customer privacy and confidential information based on our solid information security foundation, the company implemented the ISO 27001:2013 Information Security Management System (ISMS) in 2016. We have established an information security policy along with a four-tier management documentation system and regularly obtain ISO 27001 certification. In response to international standard updates, the company successfully completed the transition to the ISO 27001:2022 version in 2025. The current certificate is valid from September 3, 2025, to July 19, 2026. Furthermore, we continue to apply the PDCA (Plan-Do-Check-Act) methodology to enhance the overall information security environment, establishing measurable security objectives and regularly reviewing their progress. Through annual internal audits, ISO 27001 management reviews, and external computer audits by CPAs, we strengthen our incident response capabilities and safeguard both company and customer assets.

PDCA Method

Information Security Objectives

Short-term	Achievement	Mid and Long-term
Conduct penetration testing and vulnerability scan every year.	The vulnerability scan has completed.	For the rights of employee, customers, stakeholders and suppliers. The company keep strengthen information security to ensure the confidentiality, integrity, availability and compliance.
Conduct social engineering testing every year.	Social engineering test has completed.
Obtain ISO 27001 certificate every year.	The ISO 27001 certificate has obtained.
Conduct information security training for employee every year.	Already hold information security training twice.

The company also periodically executes information security risk inspection through an external information security agency, which combined with information-on-information security threats, information security policy adjustment, system update, and information security equipment setting will reduce information security risks.

Through the cycle of information security strengthening mentioned above and meeting the information security requirements of customers/government units, the company's information security will continue to be strengthened.

(VII) Management Framework of Information Security and Customers Privacy

Protecting confidential and sensitive data and customers' privacy is the reason most customer maintain the business relationship with the company. It is also the most important objective in the company information security policy to keep the business relationship can be trusted.

| Strengthen Information Security Plan
- Response strategy of Information Security incident.
- Business Continuous Operation Management of Information Security
- Continuous improvement of Information Security Control Measure. | Information Security Management System
- Use PDCA methods to establish Information Security Management System
- Risk assessment and risk management process.
- Determine control measure according to the risk. |
| --- | --- |
| Information Security Internal Assessment
- Information Security Assessment Plan and Standards
- Information Security Assessment Target and Scope
- Corrective action and prevention of Nonconformity | Customers’ Privacy Protection Measure
- Identify customers’ privacy data
- Protection of customers’ privacy data
- Legal use of customers’ privacy data |

(VIII) Information Security Risks

In accordance with the regulations for the information security control guidelines of TAIEx-listed and OTC-listed companies and the ISO 27001 standards, the company has established a complete information security management system. Based on the system, the information system and information security equipment that meet the company’s requirements have been formulated.

Information security risks shall be evaluated by inspecting various regulations and procedures every year in order to ensure system validity. However, the system is subjected to impacts of changing information security risks.

In order to enhance overall cybersecurity collaboration and response capabilities, the company has joined Taiwan Computer Emergency Response Team / Coordination Center (TWCERT/CC), CISO association and Taiwan Chief Information Security Officer Alliance. The organizations could exchange information of cybersecurity and keep informed the latest development in the industry.

(IX) Execution of Dissemination of Information Security

Regularly make announcements every quarter and occasionally conduct propagandas. The company has set up the “Risk Management Policy and Procedures.” The information security risks, and execution statuses were reported to the board on November 12, 2025.

For losses incurred due to major information security events, possible impacts, and coping measures that cannot be reasonably estimated in the most recent year and as of the date of report printing, the facts of failing to provide a reasonable estimation should be explained: None.

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Vital contracts

"Material contingent liabilities and unrecognized commitments" have been disclosed in the consolidated financial statements of the Company and its subsidiaries.

Number	Nature of the Contracts	Contracting Parties	Term of the Contracts	Principal Content	Restriction Clause
1	Sales Contract	Company A	This contract is effective from October 1, 2003. If both parties no longer have any unfinished work, either party may terminate the contract	The requirements and details of the purchase of the Company's products are listed in the contract and in the attachment.	Contract Content Confidential by Contract
2	Contract for Work	CHINA STATE CONSTRUCTION ENGINEERING (Thailand) LIMITED	10.08.2022~ termination of warranty liability	The Company contracted the “New Factory Premises Construction Project in Bang Pakong District, Chachoengsao Province, Thailand” to China State Construction Engineering (Thailand) Co., Ltd., and signed the Contract governing the right and obligation related to the Project.
3	Contract for Work (Note)	CHINA STATE CONSTRUCTION ENGINEERING (Thailand) LIMITED	02.11.2022~ termination of warranty liability	The Company contracted the “New Factory Premises Construction Project in Bang Pakong District, Chachoengsao Province, Thailand” to China State Construction Engineering (Thailand) Co., Ltd., and signed the Contract governing the right and obligation related to the Project.	-

Note: Contracts 3 was signed by Chicony Power Technology Co., Ltd. [stock code 6412], which is a direct investment of 51.90% by the Company.

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V. Review and Analysis of Financial Position, Performance and Risks

Financial Status for the Past Two Years

(I) Analysis Table of Changes in Consolidated Assets, Liabilities, and Shareholders' Equity Unit: NT$ thousands

| Year
Item | 2025 | 2024 | Different Amount | | Analytical Description
of the Increase and
Decrease Ratio (Note) |
| --- | --- | --- | --- | --- | --- |
| | | | Amount | % | |
| Current Assets | 73,393,667 | 78,816,689 | -5,423,022 | -6.9 | |
| Financial Asset and Investment | 4,221,569 | 4,319,497 | -97,928 | -2.3 | |
| Property, Plant, and Equipment | 17,918,563 | 16,817,056 | 1,101,507 | 6.5 | |
| Right-of-Use Asset | 399,614 | 501,331 | -101,717 | -20.3 | Details 1 |
| Net Investment Property | 3,673,823 | 3,624,797 | 49,026 | 1.4 | |
| Intangible Assets | 206,399 | 187,055 | 19,344 | 10.3 | |
| Deferred Income Tax Assets | 196,855 | 248,726 | -51,871 | -20.9 | Details 2 |
| Other Non-current Assets | 984,735 | 855,133 | 129,602 | 15.2 | |
| Total Assets | 100,995,225 | 105,370,284 | -4,375,059 | -4.2 | |
| Current Liabilities | 48,018,775 | 50,292,734 | -2,273,959 | -4.5 | |
| Long-term Debts | 151,282 | 133,919 | 17,363 | 13.0 | |
| Deferred Income Tax Liabilities | 257,917 | 297,485 | -39,568 | -13.3 | |
| Non-current lease obligations payable | 39,263 | 86,750 | -47,487 | -54.7 | Details 3 |
| Other Non-current Liabilities | 241,819 | 349,548 | -107,729 | -30.8 | Details 4 |
| Total Liabilities | 48,709,056 | 51,160,436 | -2,451,380 | -4.8 | |
| Capital Stock | 7,600,532 | 7,600,532 | - | - | |
| Additional Paid-in Capital | 10,671,582 | 10,347,999 | 323,583 | 3.1 | |
| Retained Earnings | 26,822,817 | 27,837,988 | -1,015,171 | -3.6 | |
| Other Equity | -488,408 | 661,517 | -1,149,925 | -173.8 | Details 5 |
| Treasure Shares | -273,574 | -273,574 | - | - | |
| Uncontrolled Equity | 7,953,220 | 8,035,386 | -82,166 | -1.0 | |
| Shareholder Equity | 52,286,169 | 54,209,848 | -1,923,679 | -3.5 | |

Description of Changes in Material Items (increase/decrease in ratio reaches 20% or exceeds NT$10,000 thousand):

Primarily due to the recognition of depreciation expenses on right-of-use assets over the lease term.
Mainly attributable to the decrease in deferred tax assets resulting from unrealized valuation losses on financial assets, unpaid accrued expenses, and inventory devaluation losses in the current period.
Primarily due to the repayment of lease liabilities in the current period.
Mainly due to the decrease in net defined benefit liabilities and the completion of amortization for deferred gains recognized in prior years.
Primarily due to the decline in the fair value of financial assets measured at fair value through other comprehensive income (FVTOCI), coupled with the depreciation of the U.S. dollar at year-end, leading to an increase in unrealized valuation losses on financial assets and exchange losses from the translation of financial statements of foreign operations.

The differences mentioned above have no significant impacts on the Company's financial position.

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2.Financial Performance:

(I) Comparative Analysis of Consolidated Financial Performance in the Recent Two Years

Unit: NT$ thousands

Item\Year	2024	2023	Amount Changed	Change Percentage (%)	Analytical Description of the Increase and Decrease Ratio (Note)
Operating Revenue	95,660,609	101,478,259	-5,817,650	-5.7
Operating Costs	78,416,164	81,008,683	-2,592,519	-3.2
Gross Profit	17,244,445	20,469,576	-3,225,131	-15.8
Total Administrative Expenses	9,273,220	10,156,943	-883,723	-8.7
Operating Income	7,971,225	10,312,633	-2,341,408	-22.7	Details 1
Total Non-operating Revenue and Expenses	1,153,979	2,983,183	-1,829,204	-61.3	Details 2
Earnings Before Taxation	9,125,204	13,295,816	-4,170,612	-31.4
Income Tax Expenses	1,469,631	2,591,930	-1,122,299	-43.3	Details 3
Net Income in Current Period	7,655,573	10,703,886	-3,048,313	-28.5
Other comprehensive income, net of tax	-1,113,186	3,363,592	-4,476,778	-133.1	Details 4
Total comprehensive income for the period	6,542,387	14,067,478	-7,525,091	-53.5

Change Description of Material Items (increase/decrease in ratio reaches 20% or exceeds NT$ 10,000 thousand):

Primarily due to the decrease in operating revenue for the current year.
Mainly attributable to the increase in investment valuation losses and the absence of gains from the disposal of non-current assets held for sale in the current year.
Primarily due to the decrease in net income before tax for the current year compared to the previous year.
Mainly due to the decrease in unrealized valuation gains/losses on equity instrument investments measured at fair value through other comprehensive income (FVTOCI), as well as exchange differences from the translation of financial statements of foreign operations compared to the previous year.

The differences mentioned above have no significant impacts on the Company's financial position.

(II) Expected Sales Quantity and its Basis and Possible Impacts and Response Plans of the Company on Future Finances and Business:

In addition to referring to the market analysis of major research institutions, the Company also considers the capacity planning and past operating performance based on the estimated demand of customers.
Possible Impacts and Response Plans of the Company on Future Finances and Business: None.

3. Cash flows

(I) Recent Annual Cash Flow Analysis:

Unit: NT$ thousands

Cash Balance at Beginning of the Period ①	Net Cash Flow From Operating Activities for the Whole Year ②	Net Cash Flow of Investment and Financing Activities for the Whole Year (including the impact of the exchange rate) ③	Cash Remaining Amount ①+②+③	Remedies for Cash Shortages
				Investment Plan	Financial Plan
26,185,305	6,504,187	(11,329,850)	21,359,642	-	-

Analysis of Cash Flow in the Current Year:

(1) Operating Activities: Because of the before income tax for the year plus the depreciation number that has not yet generated cash outflows.
(2) Investment and financing activities: Mainly due to distribution of cash dividends and purchase of property, plant and equipment
(3) Remedies for Cash Shortages: No cash shortage condition.

(II) Analysis of Cash Flows in the Year Ahead:

Unit: NT$ thousands

Cash Balance at Beginning of the Period	Estimated Net Cash Flow From Operating Activities for the Whole Year	Estimated Net Cash Flow of Investment and Financing Activities for the Whole Year (including the impact of the exchange rate)	Estimated Cash Remaining Amount	Remedies for Cash Shortages
				Investment Plan	Financial Plan
21,359,642	6,090,776	(4,796,418)	22,654,000	—	—
1. Analysis of Cash Flow in the Current Year: (1) Operating Activities: In order to increase profitability and generate net cash inflows, we have invested much effort in high value-added products and new products. (2) Investment and financing activities: It was expected to build a new plant and distribute cash dividends, resulting in a net cash outflow. (3) Expected Remedies for Cash Shortages: None.

Major Capital Expenditure and their effect on the financial position and Operation of the Company

Direct Investment Policy and the main cause of profit or loss, remedial plan, and investment plan for the year ahead.

(1) Direct Investment Policy

The direct investment policy of the Company has the following three items:

In order to reduce production costs and provide the service closely for customers and enjoy tax incentives of consideration, we will invest in subsidiaries around the world and set up production locations and sales services.
In order to ensure the primary supply of the sources, the Company directly invests in the primary material supplier under the principle of minimum capital.
In order to increase the Company's overall competitiveness and create maximum interest, the Company strategically invests in related products that can create a synergistic effect under controllable risks.

(2) Direct Investment Policy in the Most Recent Year, the Primary Cause of Profit or Loss, and Remedy, and the Investment Plan in the Year Ahead

Unit: NT$ thousands

Name of Direct Investment Company	Investment Amount (Note 1)	Investment Target	2024 Investment (Loss) Gain	Primary Reason for Gain or Loss	Improvement Plan	Future Investment Plan
Chicony Overseas Inc.	265,326	Holding Company	(783,133)	Valuation loss on forward foreign exchange contracts.	Nil.	Nil
Chicony Elec. (Thailand) Co., Ltd.	783,011	Increase production base	1,327,719	Increase of clients’ orders to non-China area due to geopolitical issues and the enhancement of manufacturing efficiency	Nil.	Plant expansion based on operational needs.
Unikey Electronics Co., Ltd.	150,000	Holding Company	5,249	Dividends income	Nil.	Nil
Hipro Overseas (BVI) Inc.	412,003	Holding Company	204	Loan interest	Nil.	Nil
Hipro Electronics CO., LTD.	2,330	Holding Company	16,467	Dividends income	Nil.	Nil
XAVi Technologies Corporation	120,210	Increase Items and Increase Overall Profit	45,294	Recovery of orders, increasing sales proportion of niche products, effective control of costs and expenses	Nil.	Nil
Chicony Global Inc.	33,027	Increase Sales Locations	309,114	Increase the sales ratio of niche products and new products	Nil.	Nil
Chicony Power Technologies Co. Ltd.	2,950,565	increase Items and Increase Overall Profit	1,042,993	Benefit from new products and new clients, increase of the scale of business, enhancement of high value and high growth product sales proportion, and improvement of R&D design ability and production efficiency.	Nil.	Nil

Note: 1. The above investment amount is a total of direct and indirect investment companies. When the investment amount is US dollars, it is converted based on the original investment cost exchange rate.
2. The above table only shows direct investment companies, the investment indirectly in the direct investment company with the gain or loss condition. Please refer to the attached "Table 10" of the Financial Report of the Company audited by the accountant. Please refer to the "Affiliates Consolidated Financial Statement Announcements" for the items listed in this Annual Report for the relevant information of the investment items, the amount of capital, and the proportion of the investment of the Company.

Analysis and Assessment of Risk Issues

(1) The effect of fluctuation of interest rate, exchange rate, and inflation on the income position of the Company, and remedy

Interest Rate Change

At the end of 2025, the amount of consolidated bank loans of the Company increased by approximately NT$ 2.47 billion compared with the end of 2024. The average bank loan interest rate of 2025 was 1.82%, an increase of approximately 0.12% from 2024. The increase or decrease of the annual interest rate of loans by 0.25%, based on the balance of consolidated bank loans of NT$8,853,563 thousand, as of December 31, 2025, would impact the total annual interest expense of the Company by NT$ 22,134 thousand.

The Company will track the market interest rate and exchange rate trend information at any time to obtain the best deposit(loan) interest rate conditions of each currency from the bank, adjust the deposit (loan) portfolio of each currency to pursue the maximization of profitability, and control the overall accounts receivable, inventory, accounts payable, and fixed asset turnover rate of the Company to increase the cash flow of the Company, minimizing the impact of interest rate increases on the Company.

Fluctuation in Foreign Currency Exchange Rate

The products of the Company and its subsidiaries are primarily exported and quoted in U.S. dollars. In response to recent shifts in international currency trends, procurement is also mainly denominated in U.S. dollars to ensure that gross profit margins are not significantly impacted by exchange rate fluctuations. Regarding U.S. dollar net asset positions and potential future cash flows, the Company and its subsidiaries closely monitor global economic conditions and consult bank analytical reports. Hedging strategies—including forward foreign exchange contracts, options, swap transactions, or direct spot trading of U.S. dollars—are employed to mitigate the impact of exchange rate volatility. In 2025, the consolidated foreign exchange loss amounted to NT$1.64 billion.

Inflation

Most of the products of the Company and its subsidiaries are exported, so the impact of domestic inflation on the gain or loss of the Company is low. However, if inflation occurs in the global market, it will affect the purchasing ability and willingness of consumers and decrease the demand for consumer products. The gain or loss of the Company will have a negative impact, but the impact of international inflation is comprehensive, and it is not only individual companies but also governments that will respond to this issue; However, the Company will pay attention to the research and development and sales of niche products, reduce the production cost, and maintain the revenue of the Company by the price of products that can stimulate consumers' demand, and reduce the negative impact of inflation on the gain and loss of the Company.

(2) The policy of engagement in high risk and high leverage investment, loaning to a third party, undertaking of endorsements/guarantees in favor of a third party, and derivative trade, and the main cause of profit or loss and remedy in the future

In the case of short-term investments, the Company and its subsidiaries have carefully evaluated and performed related rules, based on the "Acquisition or Disposal of Assets Processing Procedures" and related authority rules, and the investment details and their gain and loss status are reviewed at least once a month. The Company will stop related matters if there is an abnormal situation. In 2025, the

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Company's consolidated gain (loss) on disposal of investments were NT$ 168,444 thousand.

The Company and its subsidiaries have engaged in fund lending with others and endorsement guarantors. All of them have set the "Funding Loan Operation Procedures" and "Endorsement Guarantee Measures" and proceeded according to them. When the subsidiary company needs funds required for operational needs, it is not easy to obtain the loan amount from the bank itself, and then the Company or the subsidiary company shall pay the loan or endorsement guarantee. As of December 31, 2025, the Company and its subsidiaries do not have any losses in fund loans to other people and endorsement guarantees.
The policies of the Company and its subsidiaries engaged in the trading of derivative goods are limited to hedging transactions. In the future, the Company and its subsidiaries will take into account the bank analysis report, appropriately perform the forward foreign exchange rate, options, and futures to avoid hedging, and reduce the impact of the exchange rate and raw material fluctuations by depending on foreign exchange site inventory, flow, and purchase of raw materials demand.

(3) R&D plan in the future, and projected commitment of R&D expenses

In order to respond to the market demand, besides the continuous investment of keyboard applications (NB, DT, Tablet), image products (NB camera module), smart home applications, and power supplies (PC, NB, server), the Company also actively expand the application of high value added products, such as AI image products, AIOT, edge computing products, and smart low carbon platform total solution. The Company will continue to invest more R&D in selected emerging products. The investment in research and development is expected to account for about 3% of consolidated operating revenue.

(4) The effect of changes in important policies and the regulatory environment at home and overseas on the financial and operation performance of the Company and the remedy

In the most recent year and up to the printing date of the annual report, significant domestic and foreign policy and legal changes have no significant impact on the Company's financial business.

(5) The effect of changes in the technological and industrial environment on the financial and operation performance of the Company and the remedy

In the most recent year and as of the publication date of the annual report, technological changes have not had a significant impact on the Company's financial business; However, there are unfavorable factors in the overall industry such as rapid market changes, elevating risks of protectionism, continuous increase in labor costs, mature PC market resulting in difficulties in achieving high growth. In addition to continuing on developing new AI PC mainstream products, the company focus on research and development and sales of high value-added products, reducing production costs, process rationalization, production automation, and vertical integration of major suppliers. The company also actively expands non-PC industries such as: imaging products, satellite communication, smart building solutions and other emerging product businesses to minimize the above adverse effects and maintain the company's profits. In response to complex and evolving cybersecurity threats and challenges, the Company has appointed a Chief Information Security Officer (CISO) and established a dedicated cybersecurity unit. We are building a collaborative cybersecurity defense system by raising security awareness, advancing defensive technologies, and strengthening our overall protection mechanisms. Furthermore, we focus on cultivating high-quality cybersecurity talent and accelerating the

-- 153 --

improvement of our digital environment. In 2025, we successfully completed the transition to the latest version of the Information Security Management System (ISMS) standards.

(6) The effect of changes in corporate image on crisis management of the enterprise and responding measures

In the Most Recent Year and up to the Date of Printing of this Annual Report, the Company did not have a corporate image change or a corporate crisis.

(7) Expected results and possible risks from mergers and acquisitions, and responding measures

In the Most Recent Year and up to the Date of Printing of this Annual Report, the Company did not have any plan for mergers and acquisitions. It is not applicable.

(8) Expected results and possible risks from capacity expansion, and responding measures

Last year, the revenue of the Thailand factory accounted for over 25% of the overall revenue of the Group. As the first Thailand factory of Chicony Power Co., Ltd. and the second factory of Chicony Electronics Co., Ltd. in Thailand were completed and put into mass production, the contribution of Chicony's Thailand factories to the Company will continue to increase, becoming an important production base of Chicony Group. This could help to disperse the risk over tariff barriers effectively, quickly respond to customers' needs, allocate the global production capacity and disperse the production risk.

(9) Risks and responding measures of concentration of purchase or sale

The Company produces and sells diversified products. In the Most Recent Year and up to the Date of Printing of this Annual Report, sales to the largest client accounted for less than 13% of the global consolidated operating revenue, so the sales mix was still diversified, without the risk of high concentration; The Company has more than two suppliers of each raw material required for various product, and no single supplier accounts for more than 10% of the total consolidated purchases in the world.

(10) Effect and responding measures of sizable transfers or swaps of equity shares by Directors and dominant shareholders holding more than 10% of the stake of the Company: None

(11) Effect and risks from the changing of hands in management and the responding measures

In the Most Recent Year and up to the Date of Printing of this Annual Report, the Company's condition does not have any change in management.

(12) Litigation or Non-litigation Matters and Responding Measures:

Material Litigation, Non-litigation, or Administrative Dispute Incidents the Company is Currently Performing: None.
Directors, Supervisors, General Manager, the De Facto Owner, and Shareholders Holding More than 10% of the Stakes, or Major Legal Proceeds, Non-contentious Matters, or Administrative Actions Still in Proceeding in the Most Recent Year and up to the Date of Printing of this Annual Report, the Result of Which May Significantly Affect Shareholders Equity or the Stock Price of the Company: None.

(13) Other Major Risks and Responding Measures: None

Other Materiality: None

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VI. Additional Information

Affiliates Consolidated Business Reports:
Disclosed at MOPS> Single Company> Downloads>3 statements of affiliated companies.
Processed Condition of the Private Placement Securities in the Most Recent Year and up to the Date of Printing of this Annual Report: the Company did not deal with private placement securities.
Other supplementary information: None.
Matters According to Article 36.3.2 of the Securities and Exchange Act of Taiwan in the Most Recent Year and up to the Date of Printing of this Annual Report Which Have Significant Impact to Shareholders’ Equity or Stock Price: None.

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Chicony Electronics Co., Ltd.

Chairman: Hsu, Kun-Tai

March 30, 2026

Website of Market Observation Post System:
https://mops.twse.com.tw/

Website of Stock Transfer Agent CTBC Corporation
https://ecorp.chinatrust.com.tw/cts/index.jsp

Website of Chicony Electronics:
https://www.chicony.com

Chicony Electronics Co., Ltd.
Address: No., 69, Sec. 2, Guangfu Rd., Sanchong Dist., New Taipei City
TEL: +886-2-6626-6788 FAX: +886-2-2995-8819

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CHICONY — Annual Report 2025

52047_rns_2026-04-30_7acd50b0-8038-4170-ba34-7af1cb8c0e96.pdf

Chicony Electronics Co., Ltd.

2025 Annual Report

Chicony Electronics CO., Ltd.

Table of Contents

I. Letter to Shareholders

II. Corporate Governance Report

III. Status of Financing

VI. Operational Highlights

V. Review and Analysis of Financial Position, Performance and Risks

VI. Additional Information

I. Letter to Shareholders

II. Corporate Governance Report

(1.3) Diversity and Independence of Board of Directors:

1. Structure of Board of Directors:

2. Independence of Board of Directors:

2 Remuneration to the Directors, General Manager, and Vice General Managers

(2.1) Remuneration Paid to Directors and Independent Directors

3. Operations of Corporate Governance

(3.1) Operation Status of Board of Directors (1)

Review of financial statements

Evaluation of the internal control system effectiveness

Appointment of CPAs

Table (3.3)

Chicony Electronics Co., Ltd

2. Information on the Operation of the Remuneration Committee

2025 Performance

II.3.7(1) Table 3(4)

3. Power Supply Products

4. Power Supply and LED Light Source Products

Development Trend in Power Supply

Intellectual Property Management Report Intellectual Property Management Plan

I. Intellectual Property Innovation Goals

II. Intellectual Property Strategy

1. Enhancing Patent Quality

2. Patent Inventory and Maintenance

3. Monitoring Industry Trends

III. Intellectual Property Management System

IV. Trade Secret Protection

V. Intellectual Property Execution Status

VI. Intellectual Property Achievements

1. 2024 Patent Results

2. Global Patent Portfolio

2. Production Process:

(1) Keyboard

6. Information and Communication Security Management

(I) Objectives and Scope of Information and Communication Security:

(II) Information and Communication Risk Management Framework

(III) Information and Communication Security Policy:

(IV) Information Security Objectives

(V) Information Security Control Measures:

(VI)Information Security Objectives Achievement

(VII) Management Framework of Information Security and Customers Privacy

2.Financial Performance:

3. Cash flows

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CHICONY Annual Report 2025