CHINA

CHINA TELEVISION COMPANY, Ltd.

2025 Annual Report

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

Company website : www.ctv.com.tw

Published on June 1, 2026

Stock Code : 9928

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

Spokesman : Lu Hsiu-fang

Title : Chairman

Telephone number : (02)2789-6697

E-Mail : [email protected]

Acting spokesperson : Yao Hsin-wei

Title : Finance department Associate Vice President

Telephone number : (02)2789-6381

E-Mail : [email protected]

II. Company address and telephone number :

Company address : No. 118, Chongyang Road, Nangang District, Taipei City

Telephone number : (02) 2783-8308

III. The name, address, website and telephone number of the agency handling the stock transfer :

Name : KGI Securities Co. Ltd. Agent for stock affairs

Address : 5F, No. 2, Sec. 1, Chongqing S. Rd., Zhongzheng Dist., Taipei City

website : www.kgieworld.com.tw

Telephone number : (02) 2389-2999

IV. The latest annual financial report visa accountant name, firm name, address, website and telephone number :

CPA name : Han I-lien and Chen Tsung-che

CPA firm : KPMG Taiwan

Address : 68F., No. 7, Sec. 5, Xinyi Road, Taipei City

website : www.kpmg.com.tw

Telephone number : (02) 8101-6666

V. The name of the trading place where overseas securities are listed and traded and the method of inquiring information about the overseas securities : None

VI. Company website : www.ctv.com.tw

CHINA TELEVISION COMPANY, Ltd.

2025 Annual Report

[Table of Contents]

One. Letter to Shareholders ... 1

Two. Corporate Governance Report ... 8
I. Information on directors, president, vice presidents, associate vice presidents, and officers of each department and branch ... 8
II. Remuneration paid to directors, supervisors, president, and vice presidents in the most recent year ... 16
III. Operations of corporate governance ... 21
(1) Information on the operation of the BOD ... 21
(II) The Operation of the Audit Committee or the participation of supervisors in the Operation of the Board of Directors ... 22
(III) Corporate Governance Operations and Differences from the Corporate Governance Best Practice Principles for TWSE/TPEx Listed Companies and Reasons ... 23
(IV) Remuneration Committee Operations Information ... 28
(V) Nomination Committee Operations Information ... 29
(VI) Promotion of Sustainable Development – Implementation Status and Differences from the Sustainable Development Best-Practice Principles for TWSE/TPEx Listed Companies and the Reasons ... 30
(VII) Climate-related information for listed companies ... 33
(VIII) Ethical business performance conditions, as well as differences and reasons for differences with Ethical Corporate Management Best Practice Principles for TWSE / TPEx Listed Companies ... 37
(IX) Other important information conductive to understanding the operations of corporate governance may be disclosed ... 39
(X) State of implementation of the internal control system ... 40
(XI) Important resolutions of the shareholders’ meeting and board meeting during the most recent year or during the current year up to the date of publication of the annual report ... 41
(XII) Where, during the most recent fiscal year or during the current fiscal year up to the date of publication of the annual report, a director or supervisor has expressed a dissenting opinion with respect to a material resolution passed by the board of directors, and said dissenting opinion has been recorded or prepared as a written declaration, disclose the principal content thereof ... 43
IV. Information on CPA professional fees ... 43
V. Information on the replacement of CPAs ... 44
VI. Circumstances in which the chairperson, president, or officers in charge of financial or accounting matters of the Company has worked in the firm of the CPA or its affiliated companies within the last year ... 44
VII. Any equity transfers or change in equity pledge by a director, managerial officer, or shareholder with 10% stake or more during the most recent year or during the current year up to the date of publication of the annual report ... 44
VIII. Information on the top ten shareholders who are a related party, spouse, or relative within the second degree of kinship of one another ... 45
IX. The total number of shares and the consolidated equity stake percentage held in any single investee enterprise by the Company, its directors, supervisors, managerial officers, or any companies controlled either directly or indirectly by the Company ... 46

Three. Fund Raising Status... 47
I. Capital and shares... 47
II. Corporate bonds... 50
III. Preferred shares... 50
IV. Global depository receipts... 50
V. Employee stock option certificates... 50
VI. New restricted employee shares... 50
VII. Issuance of new shares in connection with mergers or acquisitions... 50
VIII. Capital allocation plans... 50

Four. Business Overview... 51
I. Business Content... 51
(I) Scope of Business... 51
(II) Industry Overview... 53
(III) Overview of Technology and Research & Development... 58
(IV) Short- and Long-term Business Development Plan... 60
II. Market and Production & Sales Overview... 69
(I) Market Analysis... 69
(II) Important uses and production process of main products... 75
(III) Supply Status of Main Raw Materials... 78
(IV) The names of supplier (customers) who have accounted for more than 10% of the total purchase (sales) amount in any of the most recent 2 years, the purchases (sales) amount and proportion, and reasons for any change... 79
III. Employees in service... 80
IV. Disbursements for environmental protection... 80
V. Human rights policy and labor relations... 80
VI. Information security management... 84
VII. Important contracts... 87

Five. Review and Analysis of Financial Condition, Financial Performance, and Risk Matters... 88
I. Analysis of Financial Condition... 88
II. Analysis of Financial Performance... 89
III. Cash low... 90
IV. Impact of Major Capital Expenditures in the Most Recent Year on Financial Operations... 91
V. Recent Year’s Investment Policy, Main Reasons for Profit or Loss, Improvement Plans, and Investment Plans for the Coming Year... 91
VI. Risk Matters... 91
VII. Other important matters... 94

Six. Special Notes... 95
I. Information on Related Enterprises... 95
II. Private placement of securities in the most recent fiscal year and up to the date of printing this annual report... 97
III. Other necessary supplementary explanations... 97
IV. Significant events affecting shareholders’ equity or securities prices as defined in Article 36, Paragraph 3, Subparagraph 2 of the Securities and Exchange Act in the most recent fiscal year and up to the date of printing this annual report... 97

One. Letter to Shareholders

Dear Shareholders:

We sincerely thank everyone for their long-term support and trust in China Television Company. Looking back over the past year, the global media industry has faced multiple challenges such as content fragmentation, intensified competition among digital platforms, and structural changes in the advertising market. However, CTV has continued to deliver outstanding results in the three core areas of variety shows, dramas, and news, leveraging its strong content production capabilities, long-established brand trust, and steady, pragmatic management strategies.

According to the 2025 Taiwan Internet Report by the Taiwan Network Information Center Foundation, traditional television media remains the primary source of news for the public, ranking first. Although there have been significant changes in digital channels, television still serves as the mainstream news medium in Taiwan.

Additionally, based on 2025 Nielsen survey data, "CTV Evening News" consistently holds the top spot in overall viewership, fully demonstrating CTV News' leading advantages in timeliness, professionalism, and social trust. In terms of variety shows, we continue to deepen our strategies of "branding" and "cross-platform content extension." Our key programs have repeatedly achieved excellent results, successfully attracting cross-generational audiences and further enhancing advertising value and operational revenue.

At the same time, CTV has officially invested in the development and production of new Taiwanese dramas. By combining our long-accumulated production resources, artistic talents, and channel advantages, we are creating drama IPs that embody both local cultural depth and cross-platform extensibility, laying a growth foundation for future content licensing and expansion into overseas Chinese-speaking markets.

As a media company with high social trust, we deeply understand that corporate responsibility goes beyond profit-making to the practice of sustainable value. In the ESG field, we continue to promote process optimization; regarding labor rights, we actively build a comprehensive technical transformation training system to ensure that our colleagues can continuously improve and grow together with the company in the AI era. I firmly believe that a healthy workplace culture and respect for the environment are the strongest foundations for sustainable corporate operation.

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I. Business results in 2025

(I) Business results for the year.

Net operating revenue was NT$879,893 thousand, a decrease of NT$19,734 thousand compared to the net operating revenue of NT$899,627 thousand in 2024, mainly due to a reduction in advertising income.
Operating loss was NT$154,968 thousand, an increase in loss of NT$81,039 thousand compared to the operating loss of NT$73,929 thousand in 2024, mainly due to increased project costs and program production costs.
Net loss after tax was NT$99,356 thousand, an increase in loss of NT$64,139 thousand compared to the net loss of NT$35,217 thousand in 2024, mainly due to decreased operating revenue and increased operating costs during the period.

(II) Budget Execution

The company has not disclosed financial forecast information for 2025, so no comparison between actual and budget figures is provided.

(III) Financial analysis – consolidated

Unit: NT$1,000

Analysis item			2025	2024	increase or decrease amounts	increase or decrease percentage
Operating performance	Operating Revenue		879,893	899,627	(19,734)	-2%
	Gross operating profit (loss)		11,623	109,705	(98,082)	-89%
	Operating loss		(154,968)	(73,929)	(81,039)	110%
	Non-operating income and expenses		71,843	40,409	31,434	78%
	Net profit (loss) before tax		(83,125)	(33,520)	(49,605)	148%
	Net profit (loss) after tax		(99,356)	(35,217)	(64,139)	182%
Profitability	Return on assets (%)		(1.17)	0.05	(1.22)	-2440%
	Return on equity (%)		(4.53)	(1.61)	(2.92)	181%
	Net profits before tax to paid-in capital (%)	Operating loss	(21.91)	(8.76)	(11.46)	110%
		Net profit (loss) before tax	(11.75)	7.14	(7.01)	148%
	Net profit margin (%)		(11.29)	(3.91)	(7.38)	189%
	EPS - After capital reduction – retrospective adjustment		(1.40)	(0.57)	(0.83)	146%

(IV) R&D

With technological advancements, image quality continues to improve, requiring higher resolution cameras, faster post-production computing power, and sufficient storage capacity. Therefore, the company has gradually planned to procure 4K cameras, editing equipment, and storage systems in recent years to keep up with industry development trends. We will continue to monitor technological evolution and introduce advanced production and broadcasting equipment to enhance program production quality. Notably, the flagship travel program "Exploring Mainland China" (大陸尋奇) has fully adopted 4K production, using a complete 4K workflow from shooting, editing to storage. By the end of 2025, a total of 109 episodes have been

produced in full 4K ultra-high definition.

To enhance post-production capabilities and strengthen visual packaging effects, the company actively introduces AI-related applications to promote diversified visual creative packaging, shorten production schedules, and effectively improve work efficiency. Additionally, we fully utilize AI technology for image quality restoration, removing defects from images and enhancing details to further improve the overall quality and visual effects of programs.
The company is currently collaborating with external media technology firms to research and test a TV broadcast subtitle system integrating automatic speech recognition and real-time translation. This system can be applied to major domestic and international live news broadcasts, achieving real-time translation and subtitle display. The introduction of AI automation technology not only improves subtitle accuracy but also effectively addresses shortcomings in existing processes, further optimizing production and broadcasting workflows.
To strengthen information and communication security of critical infrastructure, the company has established an Information Security Management System (ISMS) in accordance with ISO/IEC 27001:2022 standards and completed external verification audit in January 2026, officially obtaining certification. After review by a third-party verification body, the company's information security planning and implementation comply with standards. Going forward, the company will continue to enforce system operations, conduct regular follow-up audits and management reviews to ensure the effectiveness of the information security management system, and make timely adjustments and improvements.
With the continuous advancement of broadcasting technology, the fiber optic signal transmission method originally used by the northern and eastern transmitters has become uneconomical due to high maintenance costs. After careful evaluation and testing, it will be gradually replaced in phases by network transmission equipment. The new solution's transmission stability has been proven to effectively replace fiber optics, and its deployment is more flexible, allowing quick adjustments according to actual needs, while effectively reducing overall construction and operating costs and improving resource utilization and management efficiency.

II. Business Plan in 2026

(I) This Year's Business Policy and Key Production and Marketing Strategies

Four indicators for CTV News: (a) balancing viewership and revenue benefits; (b) having social influence; (c) producing competitive, high-quality self-made news programs; (d) gathering online popularity and optimizing brand effectiveness.

(1) Enhancing CTV News Channel's live reporting capability:

After full HD construction of CTV News, the CTV News Channel (digital channel) has become the core content supply platform for HD production and broadcasting. It is positioned as a TV channel targeting young audiences, providing information, livelihood, fast and timely news, focusing on metropolitan and urban-rural development, and having an international perspective. In 2021, the news broadcast structure was significantly adjusted, offering ten segments of real-time live news

in HD quality from morning to night.

(2) The program "Common People's Big Boss" (庶民大頭家) invites heavyweight guests from various fields each episode to analyze the latest political and economic situations, engaging with grassroots citizens to care about current affairs, addressing issues of public concern. Its ratings have significantly surged and it is well received by viewers.

(3) Scheduling diverse news programs:

CTV News Channel adjusts its news broadcast structure in response to social changes and public opinion, providing quality news specials such as "Starting Point of Change," "Sixty Minutes," and "Common People's Big Boss."

(4) Building interactive platforms to deepen social media effects:

In the new media era, CTV enhances the competitiveness of news and program production by abandoning traditional production workflows and establishing a digital tape-less system to improve news and program editing, production, storage, and multi-media broadcasting needs. Each news segment's responsible editor selects news, which is then transcoded and arranged by the online media team before uploading to social media platforms. Besides content marketing, active interaction with netizens is conducted to obtain real-time feedback.

2. Variety Programs

(1) Monday to Friday at 10 PM: Continue producing the quality singing program "Singing for You," which uses soothing and pleasant voices to accompany viewers in relaxing after busy work.

(2) Saturday at 8 PM: Continue self-producing the large-scale singing variety show "Variety Top One." (綜藝一級棒) To enhance program richness and diversity, the hosting lineup is strong and consists of singers. Each episode invites well-known domestic singers and top record producers to perform together, highlighting key entertainment elements such as "star gathering" and "exciting and lively." Content planning includes traditional singing segments as well as era-themed or special projects to evoke viewers' memories, creating a new variety feast suitable for family viewing through pleasant singing and light-hearted interviews.

(3) Saturday at 10 PM: Continue co-producing with Sanlih the high-rating outdoor game show "Variety Play Big." (綜藝玩很大) The show's soul figure Wu Zongxian teams up with KID and famous artists to compete fiercely, attracting a loyal audience. To provide viewers with more diverse visual enjoyment, filming continues to be planned outside Taiwan and in other countries to create buzz and aim for high ratings.

(4) Sunday at 8 PM: Continue producing the outdoor reality show "Hunger Games." (飢餓遊戲) Since its launch in October 2017, the show has performed well in ratings, often ranking first in the A25-49 demographic in the same time slot, beating multiple variety shows on Taiwan Television and frequently competing with FTV "Variety Big Gathering." Hosts Sun Xiezhi, Wang Renfu, Xu Mengzhe, Cai Huangru, and Qun Qun engage in witty and intense competition, successfully attracting viewers and gaining strong support. In 2026, facing strong

competition from rival programs, "Hunger Games" will design diversified game content to attract more viewers with a fresh look and maintain good ratings.

(5) Sunday at 10 PM: To promote channel youthfulness, the Korean variety cooking reality show "Backpack Chef Baek Jong-won" (背包廚神白種元) Season 1 and the popular outdoor reality competition show "Hope of the Village" (全村的希望) will be aired. In 2026, selected outdoor reality travel programs such as "Amazing Travel Stars" (驚奇旅明星) will also be broadcast. Starting April 12, the "CTV Blockbuster Cinema" will air Disney movies to meet viewers' demand for program diversity.

3. Drama Programs

(1) Monday to Friday from 8 to 10 PM: Air different types of prime-time hit dramas, such as popular mainland Chinese dramas favored by CTV viewers including "Hard to Please," (難哄) "Joy of Life Season 2," (慶餘年第二季) "Cang Hai Chuan," (藏海傳) and "Carefree Crossing." (無憂渡) Domestic self-produced dramas include life-related "Upstairs Downstairs," (樓上樓下) "San Francisco Beauty Salon," (舊金山美容院) the heartwarming "Come Home Early," (早點回家) and "Happy Birthday."

(2) Monday to Friday from 10 PM to midnight: Continue airing selected hit mainland Chinese costume dramas, including "Eternal Love," (三生三世十里桃花) "Heavenly Sword and Dragon Slaying Saber," (倚天屠龍記) and "Ink Rain Between Clouds." (墨雨雲間)

(3) Sunday from 10 PM to midnight: Starting April 12, 2026, launch "CTV Blockbuster Cinema," featuring dozens of classic Hollywood star-studded films in rotation, including Sandra Bullock's "Miss Congeniality," Will Smith's "I, Robot," Robin Williams' "Mrs. Doubtfire," Jackie Chan's "The Myth," Leonardo DiCaprio's "Romeo + Juliet," Ben Stiller's "Night at the Museum" series, and Julia Roberts and Richard Gere's "Pretty Woman."

(II) Expected Sales Volume and Basis

In advertising business, marketing is conducted using CPRP (cost per rating point) combined with block purchase methods according to program characteristics, actively seeking program placement projects, program sponsorship, and vendor sponsorship to open new business opportunities.

Facing competition from digital new media, traditional terrestrial TV advertising clients are gradually changing. CTV continues to strive for more business, such as health foods, supplements, and even long-duration shopping ads endorsed by celebrities.

In project marketing, the company seeks opportunities to host government and large-scale events, such as New Year's Eve broadcasts, which combine viewership and media influence for synergistic effects.

In copyright business, with the booming development of global OTT and streaming media industries, demand for Chinese-language content is increasing. The company will actively negotiate strategic alliances and cooperative relationships with domestic and overseas operators to expand the visibility of CTV programs.

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III. Future Company Development Strategy

The key operating time slot for the TV station is from 8:00 PM to 10:00 PM on weekdays, primarily focusing on broadcasting dramas to attract viewers as the main business strategy. Adhering to the belief that only high-quality dramas can create excellent ratings, in the future, CTV will continue to co-produce dramas with high-quality domestic production units and will also continue to schedule the most popular and attractive drama programs favored by viewers. This aims to cultivate a fixed viewing habit among the audience, build the company’s brand image, and boost viewership performance.

Regarding variety shows, in addition to the currently airing popular programs such as "Variety Top One," (綜藝一級棒) "Hunger Games," (飢餓遊戲) "Variety Play Big," (綜藝玩很大) "Singing for You," (唱歌給你聽) and the travelogue program "Exploring Mainland China," (大陸尋奇) the company will continue to develop and produce higher-quality program content to accompany viewers through joyful weekday and weekend nights.

Furthermore, CTV continues to promote digital marketing and, in response to the global trend of new media industry development, plans the following development directions and actively establishes strategic alliances and cooperative relationships with new media operators both domestically and internationally.

(I) Activate CTV’s archive resources and collaborate with domestic and overseas OTT platforms to list programs via VOD, SVOD, etc., using guaranteed minimum payment and revenue-sharing cooperation models.

(II) Authorize emerging OTT models such as FAST TV overseas with guaranteed minimum payment and revenue-sharing cooperation to broadcast classic company programs.

(III) Authorize overseas YouTube channels to upload translated classic works of the company; besides revenue sharing, traffic can be redirected back to the company’s own YouTube channel, and translated subtitles in various languages can be obtained for free.

(IV) Actively manage the CTV YouTube family of channels, introduce a membership system, and plan programs around personalities and themes, producing short video highlights for upload to increase revenue from owned new media channels.

IV. Impact of External Competitive Environment, Regulatory Environment, and Overall Business Environment

According to the Digital Industry Agency of Taiwan’s Ministry of Digital Development, the 2025 Digital Content Industry Report points out that Taiwan’s digital content industry faced multiple challenges in 2024, including increasing pressure from technological innovation and the rapid evolution of emerging generative AI technology. Industry players must maintain sustainable operations and develop content that meets market demands to remain competitive. Internationally, in response to the rapid development of AI technology and applications, many countries have proposed basic AI laws to establish fundamental principles for AI development and frameworks for AI risk management. Meanwhile, the Executive Yuan has incorporated the "Basic Artificial Intelligence Act" into its policy development blueprint, expected to pass the draft in 2025.

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The act covers seven major aspects: legal definitions, privacy protection, data governance, risk management, ethical norms, industry promotion, and application legality. It is designed with reference to multiple countries' legal systems and expert recommendations from academia and industry. Some provisions, such as "social fairness and protection of vulnerable groups" and "regulatory sandbox," are still under discussion, indicating Taiwan's ongoing efforts to balance institutionalization and international alignment in AI governance.

Facing the AI wave, CTV actively promotes transformation by applying AI in news editing, content management, and production process optimization, continuously improving content production efficiency and richness. At the same time, it strictly adheres to journalistic ethics and fact-checking standards to ensure that technology application not only enhances efficiency but also further strengthens brand trust and professional image.

Looking ahead, CTV will continue to drive growth based on four main pillars: "content value, news credibility, digital transformation, and sustainable governance." On one hand, it will deepen variety, drama IP, and news brands, expand OTT, social short video, and international licensing cooperation; on the other hand, it will use data-driven content strategies to improve operational efficiency and profitability quality. With the efforts of all colleagues and the support of shareholders, CTV will continue to optimize and strive forward, regarding shareholders' trust as the highest goal, breaking through and improving on the existing foundation to reach new heights.

Wishing you all the best.

Chairman Hsiu-fang Lu
Respectfully submitted

May 20, 2026

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Two. Corporate Governance Report

I. Information on directors, president, vice presidents, associate vice presidents, and officers of each department and branch

(I) Directors:

Background information on directors:

April 30, 2026; Unit: shares

Title	Nationality or place of registration	Name	Gender Age	Date elected (appointed)	Term of office	Date first elected	Shareholding at the time of election		Current shareholding		Shareholding of spouse and minor children now		Shareholding in the name of others		Main career (academic) achievements	Concurrent positions in the Company and other companies now	Spouse or relatives within second degree of kinship who are officers or directors
							Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio			Title	Name	Relations top
Chairman	ROC	San Want Investment Co., Ltd.	-	2024.12.26	3 years	2006.05.16	35,211,004	49.79%	35,211,004	49.79%	-	-	-	-	-	-	-	-	-
	ROC	Representative: Lu Hsiu-Fang	Female Aged 51–60	2024.12.26	3 years	2024.12.26	-	0.00%	-	0.00%	-	-	-	-	CTi Evening News Producer and Anchor
CTi Asia Channel News Director
CTV Program Host
CTi Asia Channel News Director
CTi News Channel Anchor, Host, Producer
Fu Jen Catholic University, Department of Chinese Language and Literature	Chairman and General Manager of the Company	None	None	None

Director	ROC	San Want Investment Co., Ltd.	-	2024.06.25	3 years	2006.05.16	30,232,395	49.79%	35,211,004	49.79%	-	-	-	-	-	-	-	-	-
	ROC	Representative: Peng Tse-hui	Female Aged 61–70	2024.06.25	3 years	2015.06.26	1,699	0.00%	1,922	0.00%	-	-	-	-	Special Assistant to the General Manager Office of CTV
Deputy Director of CTV Program Department
Manager of CTV Program Planning Center
CTV Program Editor, Planner, Producer, Supervisor
Chinese Culture University, Department of Mass Communication	Director of CTV Charity and Love Foundation
Director of Want Want Cross-Strait Mutual Trust Foundation	No
ne	No
ne	No
ne
Director	ROC	San Want Investment Co., Ltd.	-	2024.12.26	3 years	2006.05.16	35,211,004	49.79%	35,211,004	49.79%	-	-	-	-	-	-	-	-	-
	ROC	Representative: Peng Ai-Chia	Female Aged 51–60	2024.12.26	3 years	2024.12.26	23,751	0.03%	23,751	0.03%	-	-	-	-	Director of CTV News Department
Director of CTi News Department
Head of CTV Political Group Master’s Degree in Human Resource Management, University of Warwick, UK	Deputy General Manager of the Company	No
ne	No
ne	No
ne

(Continued)

April 30, 2026; Unit: shares

Title	Nationality or place of registration	Name	Gender Age	Date elected (appointed)	Term of office	Date first elected	Shareholding at the time of election		Current shareholding		Shareholding of spouse and minor children now		Shareholding in the name of others		Main career (academic) achievements	Concurrent positions in the Company and other companies now	Spouse or relatives within second degree of kinship who are officers or directors			Note
							Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio			Title	Name	Relationship
Director	ROC	San Want Investment Co., Ltd.	-	2024.06.25	3 years	2006.05.16	30,232,395	49.79%	35,211,004	49.79%	-	-	-	-	-	-	-	-	-	-
	ROC	Representative: Jiang Li-Li	Female Aged 61-70	2024.06.25	3 years	2022.06.10	-	-	-	-	-	-	-	-	CTV Artist Director of Golden World Travel Agency Co., Ltd. Director of Victory Construction Co., Ltd. Chinese Culture University, Department of Drama	None	No	No	No	No
Director	ROC	San Want Investment Co., Ltd.	-	2024.06.25	3 years	2006.05.16	30,232,395	49.79%	35,211,004	49.79%	-	-	-	-	-	-	-	-	-	-
	ROC	Representative: Yang Li-ming	Male Aged 41-50	2024.06.25	3 years	2017.09.21	-	-	-	-	-	-	-	-	Department of Law, National Chung Hsing University	Director of Legal Affairs Center, Want Want Group Taipei Legal Affairs Manager, Yilan Food Industry Co., Ltd. Director of Taiwan Marketing Logistics Co., Ltd. Supervisor of China Times Cultural Enterprise Co., Ltd. Supervisor of Industrial and Commercial Financial Digital Co., Ltd. Supervisor of Times Information Co., Ltd. Supervisor of Apro Marketing and Market Research Co., Ltd.	No	No	No	No
Director	ROC	Cheng Sheng Broadcasting Corp.	-	2024.06.25	3 years	2000.04.29	998,974	1.65%	998,974	1.41%	-	-	-	-	-	-	-	-	-	-
	ROC	Representative: Cheng Jung-ming	Male Aged 61-70	2024.06.25	3 years	2018.06.27	-	-	-	-	-	-	-	-	Major General and Director, Ministry of National Defense Deputy Director-General, Ministry of National Defense Master of Laws, National Chengchi University	Chairman and General Manager, Zheng Sheng Broadcasting Co., Ltd.	No	No	No	No

(Continued)

April 30, 2026; Unit: shares

Title	Nationality or place of registration	Name	Gender Age	Date elected (appointed)	Term of office	Date first elected	Shareholding at the time of election		Current shareholding		Shareholding of spouse and minor children now		Shareholding in the name of others		Main career (academic) achievements	Concurrent positions in the Company and other companies now	Spouse or relatives within second degree of kinship who are officers or directors
							Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio			Title	Name	Role group
Independent director	ROC	Hsieh Tien-jen	Male Aged 61-70	2024.06.25	3 years	2011.08.31	-	-	-	-	-	-	-	-	Lawyer, Lianding Law Firm National Taipei University (formerly National Chung Hsing University, College of Law and Business) Master's Degree in Law	Lawyer, Lunheng International Law Firm Member of the Company's Audit Committee and Remuneration Committee	No ne	No ne	No ne
Independent director	ROC	Wu Ken-Cheng	Male Aged 61-70	2024.06.25	3 years	2024.06.25	-	-	-	-	-	-	-	-	Senior Vice President, Want Want China Times Media Group Headquarters Publisher, China Times President, China Times Chairman, China Television Company Chairman, Times Weekly Co., Ltd. General Manager, Times Information Co., Ltd. Chinese Culture University, Department of Journalism	Chairman, Lean Financial Media Co., Ltd. Independent Director, Mingxuan Development Co., Ltd. Director, Taiwan Sakura Co., Ltd. Independent Director, Mukan Biotechnology and Pharmaceutical Co., Ltd. Member of the Company's Audit Committee and Remuneration Committee	No ne	No ne	No ne
Independent director	ROC	Jao Sheng-hsiung	Male Aged 71-80	2024.06.25	3 years	2018.06.27	-	-	-	-	-	-	-	-	Chairman, CTi Television Co., Ltd. General Manager, CTi Television Co., Ltd. General Manager, China Television Company Department of Accounting, Soochow University	Independent Director, Times Cultural Publishing Enterprise Co., Ltd. Member of the Company's Audit Committee	No ne	No ne	No ne
Independent director	ROC	Lin Meng-Shiang	Male Aged 41-50	2024.06.25	3 years	2023.06.28	-	-	-	-	-	-	-	-	Associate Professor and Director, Ming Chuan University Director, Financial Consumer Dispute Resolution Center Public Welfare Director, Asia-Pacific School Foundation Doctor of Law, Taipei University	Member of the Company's Audit Committee	No ne	No ne	No ne

Major shareholders of corporate shareholders:

April 30 2026

Name of corporate shareholder	Major shareholders of corporate shareholders
San Want Investment Co., Ltd.	WANT-WANT CO., LTD. (100%)
Cheng Sheng Broadcasting Corp.	Han-Ru Foundation (44.059%)
Hua-Ru Youth Care Foundation (32.015%)
Cheng Sheng Broadcasting Corp. (9.833%)
Hsu Hong-yi (1.140%)
Zhang Zhongbing (0.570%)
Ye Zhaoming (0.570%)
Nanhe Xingchan Co., Ltd. (0.570%)
Yu Qixuan (0.509%)
Wang Shao (0.445%)
Li Nanhai (0.407%)
Li Donghai (0.407%)

Major shareholders of corporate shareholders

April 30 2026

Name of corporate shareholder	Major shareholders of corporate shareholders
WANT-WANT CO., LTD.	Tsai Yen-ming (70.36%)
Peng Yu-man (16.23%)
Tsai Shao-chung (6.82%)
Tsai Wang-chia (6.59%)

Professional qualifications of directors and supervisors and the independence of independent directors

Name	Professional qualification and experience (Note 1)	Independence state	Number of other public companies in which the individual is concurrently serving as an independent director
San Want Investment Co., Ltd.
Representative: Lu Hsiu-feng	Possesses work experience required for company operations, previously served as CTi Evening News Producer and Anchor, CTi Asia Channel News Director, and CTV Program Host; no circumstances as specified in Article 30 of the Company Act.	Non-independent director, not applicable.	None
San Want Investment Co., Ltd.
Representative: Peng Tse-hui	Possesses work experience required for company operations, previously served as CTV Program Editor, Planner, Producer, Supervisor, Manager of CTV Program Planning Center, Deputy Director of CTV Program Department, and Special Assistant to the General Manager Office of CTV; no circumstances as specified in Article 30 of the Company Act.	Non-independent director, not applicable.	None
San Want Investment Co., Ltd.
Representative: Peng Ai-chia	Possesses work experience required for company operations, previously served as Deputy General Manager of China Television, Director of CTV News Department, and Director of CTi News Department; no circumstances as specified in Article 30 of the Company Act.	Non-independent director, not applicable.	None
San Want Investment Co., Ltd.
Representative: Jiang Li-Li	Possesses work experience required for company operations, previously served as an artist under CTV; no circumstances as specified in Article 30 of the Company Act.	Non-independent director, not applicable.	None
San Want Investment Co., Ltd.
Representative: Yang Li-ming	Possesses legal work experience, previously served as Director of Legal Affairs Center, Want Want Group Taipei, and Legal Affairs Manager of Yilan Food Industry Co., Ltd.; no circumstances as specified in Article 30 of the Company Act.	Non-independent director, not applicable.	None
Cheng Sheng Broadcasting Corp.
Representative: Cheng Jung-ming	Possesses legal and company operational work experience, previously served as Major General and Director, Deputy Director-General of the Ministry of National Defense, and Chairman of Cheng Sheng Broadcasting Corp; no circumstances as specified in Article 30 of the Company Act.	Non-independent director, not applicable.	None

-12-

Hsieh Tien-jen	Possesses professional qualifications as a lawyer who passed the national examination and holds a certificate, has legal work experience and professional qualifications as a lecturer or above in related departments of public or private universities, previously served as a lawyer at Liandeng Law Firm; no circumstances as specified in Article 30 of the Company Act.	Independent director, see Note 2.	None
Wu Ken-Cheng	Possesses work experience required for company operations, previously served as Chairman of CTV and Senior Vice President of Want Want China Times Media Group Headquarters; no circumstances as specified in Article 30 of the Company Act.	Independent director, see Note 2.	2
Jao Sheng-hsiung	Possesses work experience required for company operations, previously served as General Manager of CTV, General Manager of CTi Television, and Chairman of CTi Television; no circumstances as specified in Article 30 of the Company Act.	Independent director, see Note 2.	1
Lin Meng-Shiang	Possesses professional qualifications as a lawyer who passed the national examination and holds a certificate, has legal work experience and professional qualifications as a lecturer or above in related departments of public or private universities; no circumstances as specified in Article 30 of the Company Act.	Independent director, see Note 2.	None

Note 1: Professional qualifications and experience: Specify the professional qualifications and experience of individual directors and supervisors. For audit committee members with accounting or financial expertise, their accounting or financial background and work experience should be stated, along with confirmation of no circumstances as specified in Article 30 of the Company Act.
Note 2: Conditions for independence include but are not limited to the individual, spouse, and relatives within the second degree not serving as directors, supervisors, or employees of the company or its related enterprises; not holding company shares; not serving as directors, supervisors, or employees of companies with specific relationships with the company; and not having received remuneration for business, legal, financial, accounting, or other services provided to the company or its related enterprises in the past two years.

5. Diversification and independence among Board members

The composition of the company's board members, besides possessing the necessary knowledge, skills, and qualities to perform their duties, aims to achieve ideal corporate governance. The board as a whole should have diverse professional backgrounds including operational judgment, accounting and financial analysis, management, crisis handling, industry knowledge, international market perspective, leadership, and decision-making abilities. The current board consists of 10 members, including 4 independent directors, 4 female directors, and 2 employee directors (accounting for $40\%$ , $40\%$ , and $20\%$ of the total board members respectively). As of the end of 2025, 4 directors are aged between 41 and 59, and the rest are over 60 years old. All independent directors comply with the Financial Supervisory Commission's Securities and Futures Bureau regulations on independent directors. For detailed information on directors' education, gender, professional qualifications, work experience, and diversity, please refer to Section 1, Directors, General Manager, Deputy General Manager, Assistant Managers, and Department and Branch Managers' Information, subsection (1) Director Information.

(II) Background information on the President, vice presidents, associate vice presidents, and officers of various departments and branches.

April 30, 2026

Title	Nationality	Name	Gender	Date elected (appointed)	Shareholding		Spouse Shareholding of minor children		Shareholding in the name of others		Main career (academic) achievements	Concurrent positions in other companies now	Managerial officers with spouses or relatives with second degree of kinship			Note
					Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio			Title	Name	Relationship
Chairman And General Manager	R.O.C.	Lu Hsiu-feng	Female	2024.12.26	-	-	-	-	-	-	CTi Television News Department Producer and Anchor Fu Jen Catholic University, Department of Chinese Language and Literature	-	-	-	-	-
Deputy General Manager and News Department Director	R.O.C.	Peng Ai-chia	Female	2023.09.01	23,751	0.03%	-	-	-	-	Special Assistant to the General Manager of CTV Master's Degree in Human Resource Development, University of Warwick, UK	-	-	-	-	-
Deputy General Manager	R.O.C.	Chiu Chih-Hsin	Male	2024.01.01	-	-	-	-	-	-	Assistant Manager of Creative Marketing Department, CTV Shih Hsin University, Department of Journalism	-	-	-	-	-
Audit Office Manager	R.O.C.	Qiu Taiyuan	Male	2021.03.26	-	-	-	-	-	-	Deputy Manager of Business Management Department, Lite-On Technology Corporation Tamkang University, Department of Accounting	-	-	-	-	-
Deputy Director of Program Department	R.O.C.	Jiang Peilan	Female	2023.04.01	-	-	-	-	-	-	Assistant Director of Program Department, CTV Ming Chuan Commercial and Trade School, International Trade Department	-	-	-	-	-

Title	Nationality	Name	Gender	Date elected (appointed)	Shareholding		Spouse Shareholding of minor children		Shareholding in the name of others		Main career (academic) achievements	Concurrent positions in other companies now	Managerial officers with spouses or relatives with second degree of kinship			Note
					Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio			Title	Name	Relationship
Assistant Manager of Engineering Department	R.O.C.	Chen Junzhi	Male	2019.08.01	9,000	0.01%	-	-	-	-	Senior Manager of Engineering Department, CTV Shih Hsin University, Department of Radio, Television and Film	-	-	-	-	-
Assistant Manager of Sales and Advertising Department	R.O.C.	Guo Zhenyu (Note 1)	Male	2021.04.01	24	0	-	-	-	-	Senior Manager of Sales and Marketing Department, CTV Master of Business Administration, University of Rochester, USA	-	-	-	-	-
Assistant Manager of Sales and Advertising Department	R.O.C.	Chen Dajun	Male	2025.06.01	1,416	0	-	-	-	-	Senior Manager of Sales and Advertising Department, CTV Guangwu Industrial Vocational School, Department of Mechanical Engineering	-	-	-	-	-
Assistant Manager of Creative Marketing Department	R.O.C.	Wang Qiru	Female	2025.11.03	-	-	-	-	-	-	Director of Marketing Planning Office, Taiwan Television Master's Degree in Graphic Communication, National Taiwan Normal University
Finance and Accounting Manager	R.O.C.	Yao Hsin-Wei	Male	2020.08.12	-	-	-	-	-	-	Director of Finance Department, CTi Television Chung Yuan Christian University, Department of Accounting	CTV Cultural Enterprise Ltd Director	-	-	-	-
Assistant Manager of Administrative Management Department	R.O.C.	Wang Xinzi (Note 2)	Female	2023.08.15	-	-	-	-	-	-	Senior Manager of Administrative Management Department, CTV Master's Degree in Sociology, National Taiwan University	-	-

Note 1: Guo Zhenyu resigned on January 31, 2025
Note 2: Wang Xinzi resigned on February 28, 2025
Note 3: The date of election (appointment) is based on the effective date of assuming the position, not the date of acting appointment.
Note 4: Resignation = leaving the job; dismissal = transfer to another non-supervisory position.

II. Remuneration paid to directors, supervisors, president, and vice presidents in the most recent year

(I) Remuneration to regular and independent directors

2025; Unit: NT$1,000

Title	Name	Director Remuneration	The total amount of items A, B, C, and D as a proportion of after-tax net profit (Note 4)	Related remuneration received by directors concurrently serving as employees	The total amount of items A, B, C, D, E, F, and G as a proportion of after-tax net profit (Note 4)	Remuneration received from investments other than subsidiaries or from the parent company
Compensation (A)	Retirement Pension (B)	Director Fees (C)	Business Execution Expenses (D)	Salary, Bonuses, and Special Allowances (E)	Retirement Pension (F)	Employee Remuneration (G)
The Company	All companies in the financial statements	The Company	All companies in the financial statements	The Company	All companies in the financial statements	The Company
Chairman	San Want Investment Co., Ltd. Representative: Lu Hsiu-feng	-	-	-	-	-
Director	San Want Investment Co., Ltd. Representative: Peng Tse-hui	-	-	-	-	-
Director	San Want Investment Co., Ltd. Representative: Peng Ai-chia	-	-	-	-	-
Director	San Want Investment Co., Ltd. Representative: Jiang Li-Li	-	-	-	-	-
Director	San Want Investment Co., Ltd. Representative: Yang Li-ming	-	-	-	-	-
Director	Cheng Sheng Broadcasting Corp. Representative: Cheng Jung-ming	-	-	-	-	-
Independent director	Hsieh Tien-jen	600	600	-	-	-
Independent director	Wu Ken-Cheng	600	600	-	-	-
Independent director	Jao Sheng-hsiung	600	600	-	-	-
Independent director	Lin Meng-Shiang	600	600	-	-	-
Total	2,400	2,400	-	-	-	276

Note 1: The policy, system, standards, and structure for independent directors' remuneration, and the explanation of the correlation between the responsibilities, risks, time invested, and the amount of remuneration paid: same as general directors, please refer to page 21 of this annual report for details. All independent directors serve as members of the Audit Committee, among whom two also concurrently serve on the Remuneration Committee. They must perform related duties according to the committee's organizational charter, hence their remuneration is higher.

Note 2: Apart from the disclosures in the above table, the remuneration received by the company's directors in the most recent year for services provided to all companies within the financial report (such as serving as consultants who are not employees) is: 0.

Note 3: The remuneration disclosed in this table differs from the concept under the Income Tax Act; therefore, the purpose of this table is for operational information disclosure only, not for taxation purposes.

Note 4: After-tax net profit refers to the after-tax net profit of the most recent year's individual or separate financial report. The after-tax net profit for year 2025 is (99,355).

Remuneration Range Table

Remuneration ranges paid to each director of this company	Director Names
	Total of the first four remuneration items (A+B+C+D)		Total of the first seven remuneration items (A+B+C+D+E+F+G)
	The Company	All companies in the financial statements	The Company	All companies in the financial statements
Less than NT$1,000,000	Lu Xiufang, Peng Zehui, Peng Aijia, Jiang Lili, Yang Limin, Chen Rongming, Xie Tianren, Wu Gensheng, Rao Shengxiong, Lin Mengxiang	Lu Xiufang, Peng Zehui, Peng Aijia, Jiang Lili, Yang Limin, Chen Rongming, Xie Tianren, Wu Gensheng, Rao Shengxiong, Lin Mengxiang	Peng Tse-hui、Jiang Li-Li、Yang Li-ming、Cheng Jung-ming、Hsieh Tien-jen、Wu Ken-Cheng、Jao Sheng-hsiung、Lin Meng-Shiang	Peng Tse-hui、Jiang Li-Li、Yang Li-ming、Cheng Jung-ming、Hsieh Tien-jen、Wu Ken-Cheng、Jao Sheng-hsiung、Lin Meng-Shiang
NT$1,000,000 (inclusive) ~ NT$2,000,000 (exclusive)
NT$2,000,000 (inclusive) ~ NT$3,500,000 (exclusive)
NT$3,500,000 (inclusive) ~ NT$5,000,000 (exclusive)			Lu Hsiu-Fang、Peng Ai-Chia	Lu Hsiu-Fang、Peng Ai-Chia
NT$5,000,000 (inclusive) ~ NT$10,000,000 (exclusive)
NT$10,000,000 (inclusive) ~ NT$15,000,000 (exclusive)
NT$15,000,000 (inclusive) ~ NT$30,000,000 (exclusive)
NT$30,000,000 (inclusive) ~ NT$50,000,000 (exclusive)
NT$50,000,000 (inclusive) ~NT$100,000,000 (exclusive)
More than NT$100,000,000
Total	10	10	10	10

(II) Remuneration of Supervisors: None.

(III) Remuneration of General Manager and Deputy General Manager

2025; Unit: NT$1,000

Title	Name	Salary (A)		Retirement pension (B)		Bonus and special allowances, etc. (C)		Employee remuneration amount (D)				A, B, C, D and other four items total proportion (%) of after-tax net profit (Note 2)	Remuneration received from investee companies other than subsidiaries or from the parent company
		The Company	All companies in the financial statements	The Company	All companies in the financial statements	The Company	All companies in the financial statements	The Company		All companies in the financial statements
								Cash Amount	Stock Amount	Cash Amount	Stock Amount	The Company		All companies in the financial statements
Chairman And General Manager	Lu Hsiu-Fang	3,681	3,681	108	108	901	901	-	-	-	-	4,690 -4.72%	4,690 -4.72%	-
Deputy General Manager	Peng Ai-Chia	2,866	2,866	108	108	704	704	-	-	-	-	3,678 -3.70%	3,678 -3.70%	-
Deputy General Manager	Chiu Chih-Hsin	1,827	1,827	97	97	334	334	-	-	-	-	2,258 -2.27%	2,258 -2.27%	-

Note 1: The remuneration disclosed in this table differs from the income concept under the Income Tax Act; therefore, the purpose of this table is for information disclosure only and not for taxation purposes.
Note 2: After-tax net profit refers to the after-tax net profit in the most recent annual individual or separate financial report. The after-tax net profit for the year 2025 is (99,355).

Remuneration Range Table

Remuneration range paid to the company’s General Manager and Deputy General Manager	Names of General Manager and Deputy General Manager
	The Company	All companies in the financial statements
Less than NT$1,000,000	-	-
NT$1,000,000 (inclusive) ~ NT$2,000,000 (exclusive)	-	-
NT$2,000,000 (inclusive) ~ NT$3,500,000 (exclusive)	Chiu Chih-Hsin	Chiu Chih-Hsin
NT$3,500,000 (inclusive) ~ NT$5,000,000 (exclusive)	Lu Hsiu-Fang、Peng Ai-Chia	Lu Hsiu-Fang、Peng Ai-Chia
NT$5,000,000 (inclusive) ~ NT$10,000,000 (exclusive)	-	-
NT$10,000,000 (inclusive) ~ NT$15,000,000 (exclusive)	-	-
NT$15,000,000 (inclusive) ~ NT$30,000,000 (exclusive)	-	-
NT$30,000,000 (inclusive) ~ NT$50,000,000 (exclusive)	-	-
NT$50,000,000 (inclusive) ~NT$100,000,000 (exclusive)	-	-
More than NT$100,000,000	-	-
Total	3	3

(IV) Remuneration of the top five highest-paid executives of listed and OTC companies
2025; Unit: NT$1,000

Title	Name	Salary (A)		Retirement pension (B)		Bonus and special allowances, etc. (C)		Employee remuneration amount (D)				Total proportion of A, B, C, D to after-tax net profit (%) (Note 2)	Remuneration received from investee companies other than subsidiaries or from the parent company
		The Company	All companies in the financial statements	The Company	All companies in the financial statements	The Company	All companies in the financial statements	The Company		All companies in the financial statements
								Cash Amount	Stock Amount	Cash Amount	Stock Amount	The Company		All companies in the financial statements
General Manager	Lu Hsiu-Fang	3,681	3,681	108	108	901	901	-	-	-	-	4,690 -4.72%	4,690 -4.72%	-
Deputy General Manager	Peng Ai-Chia	2,866	2,866	108	108	704	704	-	-	-	-	3,678 -3.70%	3,678 -3.70%	-
Deputy General Manager	Chiu Chih-Hsin	1,827	1,827	97	97	334	334	-	-	-	-	2,258 -2.27%	2,258 -2.27%	-
Finance and Accounting Manager	Yao Hsin-Wei	1,270	1,270	79	79	284	284	-	-	-	-	1,633 -1.64%	1,633 -1.64%	-
Deputy Director of Program Department	Jiang Peilan	960	960	66	66	202	202	-	-	-	-	1,228 -1.24%	1,228 -1.24%	-

Note 1: The remuneration content disclosed in this form differs from the income concept under the Income Tax Act; therefore, this form is for information disclosure purposes only and not for taxation purposes.
Note 2: After-tax net profit refers to the after-tax net profit of the most recent annual individual or separate financial report. The after-tax net profit for year 2025 is (99,355).

(V) Amount of remuneration paid in the last 2 years by the Company and all companies included in the consolidated financial statements to the Company's directors, supervisors, President, and Vice Presidents, and their respective percentages to net income on the individual financial statements, as well as the policies, standards, and packages by which they were paid, the procedures through which remuneration was determined, and their association with business performance and future risks.

Analysis of the total amount of remuneration paid to the Company's directors, supervisors, president, and vice presidents, as a percentage of after-tax profit or loss of the individual financial statements for the last two years, by the Company and all companies in the consolidated statements.

Title/Item	Total remuneration as a percentage of net profits after tax (%)
	2024		2025
	The Company	All companies in the financial statements	The Company	All companies in the financial statements
Director	-7.94%	-7.94%	-2.69%	-2.69%
Supervisor	0.00%	0.00%	0.00%	0.00%
General Manager and Deputy General Manager	-32.25%	-32.25%	-10.70%	-10.70%
Individual financial report after-tax net profit	-35,217	-35,217	-99,355	-99,355

Reasons for Annual Increase or Decrease:

The ratio of total remuneration for the company's directors, general manager, and deputy general manager to after-tax net profit increased in the 2025th fiscal year. This was mainly due to increased costs from self-produced programs and new projects during the year, which raised total operating costs and thus reduced after-tax net profit.

Remuneration policies, standards, packages, and procedures, and association with business performance and future risks

(1) Policy, standards, composition, procedures for determining remuneration for directors and supervisors, and their relation to operational performance and future risks:

If the company is profitable in a given year, it shall allocate no less than 2% for employee remuneration and no more than 1% for director remuneration. However, if the company has accumulated losses, it must first reserve amounts to cover those losses.

(2) Policy, standards, composition, procedures for determining remuneration for the general manager and deputy general manager, and their relation to operational performance and future risks:

The company regularly reviews salary levels of peers or competitors to ensure competitive compensation, aiming to attract, motivate, and retain talent. Compensation is divided into fixed and variable parts, reflecting individual and team performance toward company operational goals, providing reasonable rewards.

III. Operations of corporate governance

(I) Information on the operation of the BOD:

In the 2025 fiscal year, the board of directors held 5 meetings (A), with attendance of directors as follows:

Title	Name	Actual attendance (B)	Actual attendance rate (%) (B/A)	Note
Chairman	San Want Investment Co., Ltd. Representative: Lu Hsiu-Fang	5	100%	Elected chairman on December 26, 2024.
Director	San Want Investment Co., Ltd. Representative: Peng Ai-Chia	5	100%	Reassigned as director on December 26, 2024.
Director	Cheng Sheng Broadcasting Corp. Representative: Cheng Jung-ming	5	100%
Director	San Want Investment Co., Ltd. Representative: Yang Li-ming	5	100%
Director	San Want Investment Co., Ltd. Representative: Jiang Li-Li	5	100%
Director	San Want Investment Co., Ltd. Representative: Peng Tse-hui	3	60%
Independent director	Hsieh Tien-jen	4	80%
Independent director	Wu Ken-cheng	4	80%	Elected independent director at shareholders' meeting on June 25, 2024.
Independent director	Jao Sheng-hsiung	5	100%
Independent director	Lin Meng-Shiang	5	100%

Other matters to be recorded:

If the board of directors' operations include any of the following, the date, session, agenda content, all independent directors' opinions, and the company's handling of those opinions must be stated:
(1) Matters listed in Article 14-3 of the Securities and Exchange Act: None.
(2) Other board resolutions opposed or reserved by independent directors with records or written statements: None.
Execution of directors' recusal from conflict-of-interest agenda items, including director names, agenda content, reasons for recusal, and voting participation:
(1) On January 10, 2025, the 20th board's 6th meeting approved:
(1-1) 2025 Salary Compensation Plan for company directors and independent directors. Directors Hsieh Tian-ren, Wu Gen-cheng, Rao Sheng-xiong, and independent director Lin Meng-xiang recused themselves due to conflicts of interest and did not participate in voting. The chairman inquired the other attending directors, who raised no objections, and the plan was approved as is.
(1-2) 2024 Annual Bonus and Performance Bonus for company managers. General Manager Lu Xiu-fang and Deputy General Manager Peng Ai-jia recused themselves due to conflicts of interest and did not participate in voting. Acting chairman and independent director Hsieh Tian-ren inquired the other attending directors, who raised no objections, and the plan was approved as is.
Goals for strengthening board functions in the current and recent years (e.g., establishing audit committees, enhancing information transparency) and evaluation of implementation: None.

-21-

(II) The Operation of the Audit Committee or the participation of supervisors in the Operation of the Board of Directors

Audit Committee Operations

In the 2025 fiscal year, the audit committee held 5 meetings (A), with independent directors' attendance as follows:

Title	Name	Actual attendance (B)	Proxy attendance	Actual attendance rate (%) (B/A)	Note
Independent director	Hsieh Tien-jen	4	0	83%	Audit Committee convener
Independent director	Wu Ken-cheng	4	0	100%	Elected independent director on June 25, 2024.
Independent director	Jao Sheng-hsiung	5	0	100%
Independent director	Lin Meng-Shiang	5	0	100%
Other matters to be recorded:
1. If the audit committee's operations include any of the following, the date, session, agenda content, audit committee resolution results, and the company's handling of the audit committee's opinions must be stated:
(1) Matters listed in Article 14-5 of the Securities and Exchange Act: None.
(2) Other resolutions not approved by the audit committee but approved by more than two-thirds of all directors: None.
2. Execution of independent directors' recusal from conflict-of-interest agenda items, including independent director names, agenda content, reasons for recusal, and voting participation: None.
3. Independent directors' dissenting opinions, reservations, or major suggestions: None.
4. Communication between independent directors and internal audit supervisors and accountants (including major matters, methods, and results regarding company financial and business conditions): The company's internal audit supervisor submits monthly audit reports for independent directors' review and attends quarterly audit committee meetings to report on internal audit activities. Accountants regularly attend audit committee meetings to report on financial statement audits or reviews or provide written reports for communication.

Supervisors' Participation in Board Operations: Not applicable.

(III) Corporate Governance Operations and Differences from the Corporate Governance Best Practice Principles for TWSE/TPEx Listed Companies and Reasons

Evaluation Items	The State of Operation			Differences from the Corporate Governance Best Practice Principles for TWSE/TPEx Listed Companies and Reasons
	Yes	No	Summary description
I. Has the company established and disclosed corporate governance best practice principles according to the "Corporate Governance Best Practice Principles for TWSE/TPEx Listed Companies"?		✓	The company has established related management measures including board meeting rules, major information processing management procedures, shareholders' meeting rules, internal control systems, asset acquisition/disposal procedures, fund lending procedures, endorsement and guarantee procedures, and has set up a remuneration committee and audit committee.	Has not yet established and disclosed corporate governance best practice principles according to the "Corporate Governance Best Practice Principles for TWSE/TPEx Listed Companies."
II. Company Shareholding Structure and Shareholders' Rights
(I)Has the company established internal procedures to handle shareholder suggestions, doubts, disputes, and litigation, and implemented them accordingly?
(II)Does the company have a list of major shareholders who actually control the company and the ultimate controllers of those major shareholders?
(III)Has the company established and implemented risk control and firewall mechanisms between related enterprises?
(IV)Has the company established internal regulations prohibiting insiders from trading securities based on undisclosed market information?	✓	✓	(I)The company has a spokesperson system and related departments such as shareholder affairs and legal affairs to handle shareholder suggestions or disputes, but has not yet established internal procedures for shareholder suggestions, doubts, disputes, and litigation.
(II)According to Article 25 of the Securities and Exchange Act, the company reports monthly on changes in shareholdings by insiders (directors, managers, and shareholders holding more than 5% of total shares) to the designated website of the Securities and Futures Bureau.
(III)The company has established related controls in its internal control system and in the "Subsidiary Supervision Measures" and "Financial and Business Related Operation Rules between Related Enterprises" in accordance with laws and regulations.
(IV)The company has established the "Major Information Processing Management Procedures" prohibiting insiders from trading securities based on undisclosed market information.	Existing laws and regulations are sufficient; no need to establish additional internal procedures.
No significant differences.
No significant differences.
No significant differences.

-23-

Evaluation Items	The State of Operation			Differences from the Corporate Governance Best Practice Principles for TWSE/TPEx Listed Companies and Reasons
	Yes	No	Summary description
III. Board Composition and Responsibilities
(I)Has the board formulated a diversity policy, specific management goals, and implemented them regarding member composition?	✓		(I)Board members generally possess the knowledge, skills, and qualities required for their duties. To achieve ideal corporate governance goals, the board as a whole should have diverse professional backgrounds including operational judgment, accounting and financial analysis, management, crisis handling, industry knowledge, international market perspective, leadership, and decision-making abilities.	No significant differences.
(II)Besides legally required remuneration and audit committees, has the company voluntarily established other functional committees?	✓		(II)The company established a remuneration committee in 2011 and an audit committee in 2018 as required by law. Other functional committees will be established as needed.	No significant differences.
(III)Has the company established board performance evaluation methods and procedures, conducted regular annual evaluations, reported results to the board, and used them as references for individual director remuneration and nomination for reappointment?	✓		(III)The company has not established board performance evaluation methods or procedures.	Not applicable.
(IV)Does the company regularly assess the independence of its certified public accountants?	✓		(IV)The company annually assesses the independence and suitability of its certified public accountants. This year, on March 11, 2026, the audit committee and board approved the evaluation, confirming compliance with the company's standards.	No significant differences.
IV. Does the company have an appropriate number of qualified corporate governance personnel and designate a corporate governance officer responsible for governance-related affairs (including but not limited to providing directors and supervisors with necessary information, assisting compliance with laws, handling board and shareholders' meetings, and preparing meeting minutes)?	✓		The company has appointed one corporate governance officer, appointed by the board, responsible for corporate governance and shareholder affairs to comply with laws, protect shareholder rights, and strengthen board functions.	No significant differences.
V. Has the company established communication channels with stakeholders (including but not limited to shareholders, employees, customers, and suppliers), set up a stakeholder section on the company website, and properly responded to important corporate social responsibility issues of concern to stakeholders?	✓		The company values stakeholders, including shareholders, employees, viewers, customers, upstream and downstream suppliers, banks, and creditors, balancing their rights and obligations. Depending on circumstances, spokespersons, shareholder affairs agents, and other units maintain good communication with stakeholders. The	No significant differences.

Evaluation Items	The State of Operation			Differences from the Corporate Governance Best Practice Principles for TWSE/TPEx Listed Companies and Reasons
	Yes	No	Summary description
			company website has a "Suggestion Box" for stakeholders to provide feedback, handled by dedicated personnel. Stakeholder section URL:http://mv.ctv.com.tw/opencms/investor/ +
VI. Has the company appointed a professional shareholder services agency to handle shareholder meeting affairs?	✓		The company has appointed KGI Securities Co., Ltd.'s shareholder services department to serve shareholders and handle various shareholder affairs.	No significant differences.
VII. Information Disclosure
(I)Does the company have a website disclosing financial, business, and corporate governance information?

(II)Does the company adopt other information disclosure methods (e.g., English website, designated personnel responsible for information collection and disclosure, spokesperson system, posting institutional investor conference proceedings on the website)?
(III)Does the company announce and file annual financial reports within two months after the fiscal year-end, and announce and file quarterly financial reports and monthly operating conditions before the prescribed deadlines? | ✓ | ✓ | (I)In accordance with relevant regulations, the company promptly provides financial information to shareholders via the Market Observation Post System and has sections on its website such as "Blockbusters," "Hot Announcements," "Focus News," "Investor Area," "Ethics Committee," and "Viewer Feedback Handling Announcements" for stakeholders to understand the latest business and governance information.
(II)The company has established a spokesperson system and assigned personnel responsible for information collection and disclosure to enhance transparency.
(III)The company has not announced and filed the annual financial report within two months after the fiscal year-end but has announced and filed annual and quarterly financial reports and monthly operating conditions within prescribed deadlines. | No significant differences.

No significant differences.

Not applicable. |
| VIII. Does the company have other important information helpful to understanding corporate governance operations (including but not limited to employee rights, employee care, investor relations, supplier relations, stakeholder rights, directors' and supervisors' continuing education, risk management policies and implementation of risk measurement standards, customer policy implementation, and directors' and supervisors' liability insurance)? | ✓ | | The company has established a Code of Integrity and incorporated corporate governance into internal controls and management procedures, regularly promoting management regulations and guiding employees to comply with company rules.

(I)Employee Rights and Care:
1.The company's management rules are based on the Labor Standards Act and include "Work Rules" as administrative management basis. | No significant differences. |

Evaluation Items	The State of Operation
	Yes	No	Summary description
			2. To uphold gender equality in the workplace and prohibit sexual harassment, the company has established the "China Television Enterprise Co., Ltd. Sexual Harassment Prevention, Complaint, and Disciplinary Measures."
3. To establish a fair and transparent personnel reward and punishment system, the company established the Personnel Review Committee in June 1997.
4. To promote labor-management harmony, the company has established an internal labor dispute resolution system and regularly holds labor-management meetings.
5. To ensure overall safety and employee physical and mental health, the company has established a safety and health system according to labor safety and health laws, planning and supervising overall safety operations.
(II) Investor, Supplier Relations, and Stakeholder Rights Implementation: Handled according to relevant laws and principles of equality and reciprocity.
(III) Directors' Continuing Education: To strengthen board functions, the company regularly informs directors and supervisors to participate in professional training courses (see Table 1).
(IV) Directors' and Supervisors' Liability Insurance: Since May 2009, the company has annually purchased directors' and supervisors' liability insurance and publicly disclosed the previous year's insurance status on the Market Observation Post System.
IX. Please explain improvements made based on the latest corporate governance evaluation results released by Taiwan Stock Exchange Corporation's Corporate Governance Center, and propose priority areas and measures for further improvement: The company will continue to strengthen corporate governance regulations and track their effectiveness, and will continue to cooperate with the promotion and improvement of corporate governance evaluations in the future.

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【Table 1】

Title	Name	Date	Course organizer	Course name	Time
Chairman	Lu Hsiu-Fang	2025/03/14	Taiwan Corporate Governance Association	Circular Economy Benefits and Sustainable Finance Opportunities	3 hours
		2025/07/29	Accounting Research and Development Foundation	Sustainable Information Preparation and Reporting Practical Workshop	6 hours
		2025/09/16	Taiwan Corporate Governance Association	【Professional Course for Corporate Governance Officers】Corporate Governance Officers and Board Members	3 hours
Director	Peng Ai-Chia	2025/03/14	Taiwan Corporate Governance Association	Circular Economy Benefits and Sustainable Finance Opportunities	3 hours
		2025/07/29	Accounting Research and Development Foundation	Sustainable Information Preparation and Reporting Practical Workshop	6 hours
		2025/09/16	Taiwan Corporate Governance Association	Corporate Governance Professional Courses for Corporate Governance Officers and Board Members	3 hours
Director	Peng Tse-hui	2025/07/10	Securities and Futures Institute	Legal Obligations and Workplace Prevention for Directors and Supervisors, Practical Case Analysis	3 hours
		2025/07/11	Securities and Futures Institute	New Guidelines for Corporate Integrity: Code of Integrity	3 hours
Director	Jiang Li-Li	2025/07/16	Taiwan Corporate Governance Association	Free Directors and Supervisors Courses: Taipei Session - Sustainable Development Promotion	3 hours
		2025/07/22	Taiwan Corporate Governance Association	Risk Management and Strategy Analysis for Corporate Sustainability	3 hours
Director	Yang Li-ming	2025/02/18	Taiwan Corporate Governance Association	How the Board Responds to 12 ESG Risk Issues	3 hours
Director	Cheng Jung-ming	2025/07/09	Accounting Research and Development Foundation	Analysis of Sustainability and Financial Reporting Related Laws (Online Course)	6 hours
Independent director	Hsieh Tien-jen	2025/08/12	Taiwan Academy of Banking and Finance	Family Trust Planning and Application	3 hours
		2025/09/30	Taiwan Corporate Governance Association	Corporate Innovation Growth and AI	3 hours
Independent director	Wu Ken-Cheng	2025/06/23	Chinese Finance Development Association	The Arrival of the AI Era: Opportunities and Challenges of Corporate Intelligent Transformation	3 hours
		2025/07/24	Taiwan Corporate Governance Association	Labor Dispute Prevention and Corporate Governance	3 hours
Independent director	Jao Sheng-hsiung	2025/05/09	Taiwan Corporate Governance Association	Corporate Growth Strategy and External Innovation	3 hours
		2025/08/08	Taiwan Corporate Governance Association	Competitiveness vs. Survival, ESG Trends and Strategies	3 hours
Independent director	Lin Meng-Shiang	2025/02/18	Institute of Financial Law and Crime Prevention	Fair Customer Treatment and Financial Consumer Protection	3 hours
		2025/11/26	Taipei Financial Research and Development Foundation	Friendly Finance 2.0: Inclusive Finance and Technological Innovation from the Board's Perspective	3 hours

(IV) Remuneration Committee Operations Information
1. Remuneration Committee Member Information

Position (Note 1)	Criteria Name	Professional Qualifications and Experience (Note 2)	Independence Status	Number of other public company remuneration committees concurrently served	No te
Independent Director (Convener)	Hsieh Tien-jen	Has passed the national lawyer examination and holds a certificate as a professional and technical personnel, with legal work experience and qualifications as a lecturer or above at public or private universities in related fields; formerly a lawyer at United Legal Firm.	Is an independent director meeting independence criteria, including but not limited to no directorship, supervision, or employment in the company or related enterprises by self, spouse, or relatives within the second degree; holds no company shares; does not serve as director, supervisor, or employee in companies with specific relations to the company; and has not received remuneration in the past two years for providing business, legal, financial, or accounting services to the company or related enterprises.	0	-
Independent Director	Wu Ken-Cheng	Has business work experience.	Is an independent director meeting independence criteria, including but not limited to no directorship, supervision, or employment in the company or related enterprises by self, spouse, or relatives within the second degree; holds no company shares; does not serve as director, supervisor, or employee in companies with specific relations to the company; and has not received remuneration in the past two years for providing business, legal, financial, or accounting services to the company or related enterprises.	2	-
Remuneration Committee Member	Ma Yu-feng	Has business work experience and qualifications as a lecturer or above at public or private universities in related fields; formerly assistant professor in Business Administration at St. John's University of Technology.	To serve as a member of the Remuneration Committee, the conditions for independence include, but are not limited to, that oneself, spouse, or relatives within the second degree of kinship have not served as directors, supervisors, or employees of the company or its affiliates; do not hold company shares; have not served as directors, supervisors, or employees of companies that have specific relationships with the company; and have not served in positions in the past two years that provided business, legal, financial, or accounting services to the company or its affiliates for which remuneration was obtained.	2

Note 1: Please specify identity as independent director or other.
Note 2: Professional qualifications and experience: specify individual remuneration committee members' qualifications and experience.

Remuneration Committee Operations Information

(1) The company's remuneration committee has 3 members.
(2) Current term: August 8, 2024 to June 24, 2027. In the most recent year (2025), the remuneration committee held 3 meetings (A). Members' qualifications and attendance are as follows:

Title	Name	Actual attendance (B)	Actual attendance rate (%) (B/A)	Note
Convener	Hsieh Tien-jen	2	67%
Member	Wu Ken-Cheng	2	67%	Elected remuneration committee member on August 8, 2024.
Member	Ma Yu-feng	3	100%

Other matters to be recorded:

If the board does not adopt or modifies the remuneration committee's recommendations, the board meeting date, session, agenda content, board resolution, and the company's handling of the committee's opinions must be stated (if the board approves remuneration superior to the committee's recommendation, differences and reasons must be explained): No such cases.
If any remuneration committee member dissents or reserves opinions with records or written statements, the committee meeting date, session, agenda content, all members' opinions, and handling of those opinions must be stated: No such cases.

(V) Nomination Committee Operations Information: The company has not yet established a nomination committee.

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(VI) Promotion of Sustainable Development – Implementation Status and Differences from the Sustainable Development Best-Practice Principles for TWSE/TPEx Listed Companies and the Reasons

Evaluation Items	The State of Operation			Differences from the Sustainable Development Best-Practice Principles for TWSE/TPEx Listed Companies and the Reasons
	Yes	No	Summary description
I. Does the company establish a governance structure and set up an exclusively (or concurrently) dedicated unit to promote sustainable development? Is such unit being dealt with by high level management as authorized by the Board of Directors? How is it supervised by the Board of Directors?	✓		In 2025, the company established a Sustainable Development Task Force, chaired by the corporate governance officer, to plan the continuation of sustainable concepts, set the committee’s missions and goals with all members, and confirm the execution strategies and status of related tasks and goals.	No significant differences so far.
II. Does the Company conduct risk evaluations on environmental, social, and corporate governance issues related to the Company’s operations in accordance with the materiality principle, and formulate relevant risk management policies or strategies?	✓		The company has currently established a Sustainable Development Task Force and conducts risk assessments on environmental, social, and corporate governance issues related to operations, formulating relevant risk management policies or strategies.	No significant differences so far.
III. Environmental Issues
(I)Has the Company set up an appropriate environmental management system based on the characteristics of its industry?	✓		(I)According to the characteristics of the company’s industry (television broadcasting business), necessary operations have been established in compliance with the Code of Practice for Corporate Social Responsibility of Listed Companies / Sustainable Environmental Development Chapter.	No significant differences so far.
(II)Is the Company committed to improving the efficiency of resource utilization and using recycled materials with low impact on the environment?	✓		(II)The company implements the commitment to “green operations” by promoting cost-saving concepts internally, such as turning off lights and air conditioning when not in use, reusing photocopy paper, and setting air conditioning temperatures appropriately to improve resource utilization efficiency.	No significant differences so far.
(III)Does the Company evaluate the potential risks and opportunities of climate change to the Company now and in the future, and take corresponding measures to respond to climate related issues?	✓		(III)The company pays attention to global environmental issues and trends; the Sustainable Development Task Force evaluates the impact of climate change on the company and formulates response plans.	No significant differences so far.
(IV)Does the Company make statistics on greenhouse gas emissions, water consumption and total weight of waste for the past two years, and formulate policies for energy conservation and carbon reduction, greenhouse gas reduction, water consumption reduction or other waste management?	✓		(IV)Starting in 2025, the company began greenhouse gas inventory and set that year as the baseline. In the future, based on the inventory results, the company will continue carbon reduction efforts, striving to effectively reduce Scope 1 emission risks and Scope 2 indirect greenhouse gas emissions caused by electricity use.	No significant differences so far.

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Evaluation Items	The State of Operation			Differences from the Sustainable Development Best-Practice Principles for TWSE/TPEx Listed Companies and the Reasons
	Yes	No	Summary description
IV. Social Issues
(I)Has the company formulated relevant management policies and procedures in accordance with relevant laws and regulations as well as the International Bill of Human Rights?	✓		(I)The company has established work rules, sexual harassment prevention measures, human resources review committee organizational regulations, and formed a corporate union in accordance with relevant laws and regulations, ensuring proper implementation.	No significant differences so far.
(II)Does the Company formulate and implement reasonable employee welfare measures (remuneration, vacation, and other benefits, etc.), and appropriately reflect operating performance or results in employee remuneration?	✓		(II)The company implements employee welfare measures according to relevant labor laws and regulations and applies employee reward systems based on business performance.	No significant differences so far.
(III)Does the Company provide employees with a safe and healthy working environment, and related education?	✓		(III)Annual regular labor education, fire safety training, health lectures, and free employee health check-ups every three years are conducted.	No significant differences so far.
(IV)Does the Company establish an effective career development training program for employees?	✓		(IV)Annual performance evaluations and departmental training plans are carried out.	No significant differences so far.
(V)Does the Company comply with relevant laws and regulations and international standards regarding customer health and safety, customer privacy, marketing and labeling of products and services, and establish relevant customer rights protection policies and complaint procedures?	✓		(V)The company’s website has a “Suggestion Box” for stakeholders to provide feedback, and a toll-free service hotline with dedicated personnel to handle calls; the handling status is also announced on the website. Additionally, the company’s TV program broadcasts comply with the Radio and Television Act and related regulations of the National Communications Commission.	No significant differences so far.
(VI)Has the Company formulated supplier management policies that require suppliers to follow relevant regulations on issues such as environmental protection, occupational safety and health, or labor rights, and monitored their implementation?		✓	(VI)Before engaging with suppliers, the company evaluates whether they have records of environmental or social impact. Although contracts do not explicitly stipulate termination clauses if suppliers violate corporate social responsibility policies with significant environmental or social impact, if verified and serious, the company will terminate contracts with them.	This provision does not apply to the company’s television broadcasting industry.
V. Does the company refer to international reporting standards or guidelines when preparing its sustainability report and other reports disclosing non-financial information? Has the assurance or opinion from third-party certifying institutions been obtained for the reports of the preceding paragraph?	✓		Since 2025, the company has aligned with international sustainability standards, preparing sustainability reports and other disclosures of non-financial information referencing the Global Reporting Initiative (GRI) Standards issued by the Global Sustainability Standards Board (GSSB), and has obtained assurance reports from third-party verification bodies.	No significant differences so far.
VI. If the company has related sustainable development best-practice principles compiled in accordance with the “Sustainable Development Best-Practice Principles for TWSE/TPEx Listed Companies,” it should disclose the difference between its principles and its implementation:
The company has established its sustainability information management measures in accordance with the “Code of Practice for Sustainable Development of Listed and OTC Companies.” To align with global sustainable development trends and respond to investors and public concerns, the company has formed a dedicated Sustainability Development Committee responsible for formulating and supervising the implementation of sustainability policies and achieving sustainability goals. There are no significant differences between the implementation status and the code.

Evaluation Items	The State of Operation			Differences from the Sustainable Development Best-Practice Principles for TWSE/TPEx Listed Companies and the Reasons
	Yes	No	Summary description
VII. Other important information to facilitate better understanding of the company’s promotion of sustainable development:

(I) Social Responsibility: The company fulfills social responsibility based on compliance with laws, pursuing a win-win strategy of harmony and mutual benefit with stakeholders. As a media using public wireless spectrum, the company has taken serving viewers and fulfilling social responsibility as its mission since establishment; especially in managing TV programs and news production, it continuously reviews and improves to fulfill the media’s social responsibility as a public instrument. CTV news production has always adhered to the benchmark and expectation of “only reporting facts without prejudice” and insists on the following management philosophies:
1. Grasp the pulse of the times, seek innovation and change.
2. Uphold fairness, objectivity, balanced reporting, news self-discipline, and social responsibility; reject sensationalism and vulgar content.
3. Care for vulnerable groups and speak up for minorities.
4. Purify news and maintain viewer quality.
5. Respond to diversified viewer information needs by providing richer lifestyle and financial information.
6. romote traditional culture and community building.
7. Keep up with international trends with zero-delay international news.
8. Encourage sports development and produce sports programs.
9. Upgrade equipment and improve signal quality.
10. Enhance personnel quality and encourage further education—these ten goals and directions continuously motivate self-growth and progress.

(II) Social Welfare: To fulfill media social responsibility and care for vulnerable groups, the company actively participates in social welfare activities to expand service scope. In July 2004, the “CTV Love Foundation” was established to carry out various social welfare and charity activities, care for disadvantaged groups, provide emergency assistance, and promote the spirit of love. Additionally, to ensure public trust, the “CTV Love Foundation” fully discloses the receipt and use of donations transparently through the CTV website www.ctv.com.tw, aiming to provide responsible, honest, and efficient comprehensive services so that social welfare resources are allocated and used more effectively and reasonably. In the future, the company will continue to gather social goodwill and fulfill media social responsibility as a corporate citizen. | | | | |

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(VII) Climate-related information for listed companies

Item		Implementation
1	Describe the board of directors' and management's oversight and governance of climate-related risks and opportunities.	Board Oversight Situation
To effectively manage the risks and opportunities brought by climate change, the Board of Directors serves as the highest governance body for climate change at CTV, responsible for overseeing the company's climate change-related management operations to address key climate risks and ensure the company's sustainable operation.
Role of Management
In 2024, the company established the Corporate Sustainability Development Committee Organizational Regulations and in 2025 formed the Sustainability Development Committee, currently composed of three members appointed by the Board of Directors. Conduct a comprehensive assessment of various risks related to climate change, develop response measures for different risks, with the convener being elected by three committee members. Underneath, there are four subgroups, primarily responsible for formulating and implementing various ESG project policies. The subgroup conveners are department-level supervisors serving as group leaders, and the Sustainability Working Group plans to hold at least one meeting annually. The Sustainability Development Task Force plans to hold at least one meeting annually to review and evaluate the company's key climate-related opportunities and risks, sustainability strategies, and project execution effectiveness. The sustainability strategy planning and annual execution results are then submitted to the Board for decision-making and guidance, and subsequently disclosed in the annual sustainability report for stakeholders' information.
2	Describe how the identified climate risks and opportunities affect the business, strategy, and finances of the business (short, medium, and long term).	To fully grasp the impact of climate change on the company, the following lists its effects on the company's strategy, operations, and finances; disclosure details are provided in 【Table 2】.
3	Describe the financial impact of extreme weather events and transformative actions.	To fully grasp the impact of climate change on the company, the following lists the financial impacts of response measures; disclosure details are provided in 【Table 2】.

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【Table 2】

Risk category	Risk aspects	Risk content	Influence time	Impact of risks on corporate strategy, operations and finances	Response strategy plan	Financial impact of the response plan	Results and performance
physical risk	Immediacy	The severity of extreme climate events such as typhoons and floods has increased	Short term (1-3 years)	Extreme weather events may damage filming equipment and facilities, leading to additional repair or replacement costs. Moreover, strong typhoons making landfall may force filming plans to be interrupted or postponed, especially outdoor shoots, which not only affect filming schedules but may also increase production costs, resulting in higher operating expenses.	▲Develop detailed emergency plans, including equipment protection measures, emergency evacuation procedures, and alternative filming plans, to ensure rapid response during extreme weather events and minimize losses.▲Utilize insurance mechanisms to share part of the disaster loss risks.	▲Disaster-related insurance premiums amount to approximately NT$1.76 million.▲Maintenance of key infrastructure in 2025 totaled NT$2 million.	▲To mitigate operational impacts from natural disasters, CTV insures filming equipment to protect its safety; in 2025, the insured amount for equipment was approximately NT$36.579 million.▲All facilities remained stable and channels broadcast normally after typhoon landfalls.
	Long term	Average temperature rise	Long-term (5-10 years)	Rising average temperatures lead to increased air conditioning operation frequency, affecting electricity and water expenses and increasing the likelihood of air conditioning failures, potentially raising operating costs.	By implementing zoned temperature control policies, office personnel are concentrated during off-peak hours, and air conditioning in unoccupied spaces is turned off. Additionally, all office lighting has been replaced with LED sources to save energy consumption.	In 2024, the company replaced office lighting with LED sources, investing a total of NT$300,000.	Through zoned temperature control policies and LED lighting replacement, the company has effectively controlled electricity and water expenses.
Chance category	Opportunity content		Influence time	The impact of the opportunity on the company's strategy, operations, and finances	Response strategy plan	Financial impact of the response plan	Results and performance
Energy resource efficiency	Improve the dispatch efficiency of interview vehicles and replace them with energy-saving and environmentally friendly vehicles		Long-term (5-10 years)	▲Reduce the number of vehicle dispatches through consolidation methods to decrease fuel consumption and maintenance costs, thereby lowering overall operating costs.▲Use energy-efficient and environmentally friendly vehicles to save fuel and reduce carbon emissions.	Gradually replace interview vehicles with energy-efficient and environmentally friendly vehicles, such as electric or hybrid cars, to reduce fuel consumption and carbon emissions.	Purchasing energy-efficient and environmentally friendly vehicles is expected to increase operating costs.	Currently, this has not been implemented. The company plans to conduct a detailed assessment of current vehicle usage and fuel consumption and, based on the results, gradually replace existing vehicles with energy-efficient ones in phases, prioritizing the replacement of high-energy-consuming vehicles.

Item	Implementation
4	Describe how climate risk identification, assessment, and management processes are integrated into the overall risk management system.
5	If scenario analysis is used to assess resilience to climate change risks, the scenarios, parameters, assumptions, analysis factors and major financial impacts used should be described.
6	If there is a transition plan for managing climate-related risks, describe the content of the plan, and the indicators and targets used to identify and manage physical risks and transition risks.
7	If internal carbon pricing is used as a planning tool, the basis for setting the price should be stated.
8	If climate-related targets have been set, the activities covered, the scope of greenhouse gas emissions, the planning horizon, and the progress achieved each year should be specified. If carbon credits or renewable energy certificates (RECs) are used to achieve relevant targets, the source and quantity of carbon credits or RECs to be offset should be specified.
9	Greenhouse Gas Inventory and Assurance Status, Reduction Targets, Strategies, and Specific Action Plans

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| | Upholding the vision of sustainable corporate operation, the company conducted a greenhouse gas inventory in 2025. Since the carbon emissions from the Taipei office are small and this is the first year (baseline year) of inventory and statistics, the data is self-verified and has not yet undergone third-party verification or assurance.
1-1 Recent 2025 Company Greenhouse Gas Inventory and Assurance Status
1-1-1 Greenhouse Gas Inventory Information |
| --- | --- |
| 1-1-1 The company's greenhouse gas inventory and assurance situation for the past two years, specifying the greenhouse gas emissions (metric tons CO2e), intensity (metric tons CO2e/million dollars), and data coverage for the most recent two years. | Year 2025
Scope 1 Emissions (t-CO2e) 906.0645
Scope 2 Emissions (t-CO2e) 4,287.9345
Total Greenhouse Gas Emissions (t-CO2e) 5,193.9990
Emission Intensity (t-CO2e / NT$ million) 5.90 |
| 1-1-2 Explanation of the assurance situation in the past two years, including the scope of assurance, assurance institutions, assurance criteria, and assurance opinions. | 1-1-2 Greenhouse Gas Assurance Information
The company has not conducted third-party verification; data is self-verified. The inventory period is from 2025/1/1 to 2025/12/31.
Plans to disclose the parent company’s individual greenhouse gas assurance status for 2027 and the consolidated company’s assurance status for 2028. |
| 1-2 Greenhouse gas reduction targets, strategies, and specific action plans, stating the greenhouse gas reduction base year and its data, reduction targets, strategies and specific action plans, and the achievement status of the reduction targets. | 1-2 Greenhouse Gas Reduction Targets, Strategies, and Concrete Action Plans
Greenhouse Gas Reduction Targets:
To plan greenhouse gas reduction strategies, the company sets 2025 as the baseline year, with Scope 1 and Scope 2 emissions of 906.0645 tons CO2e and 4,287.9345 tons CO2e respectively, totaling 5,193.9990 tons CO2e. According to CTV’s industry characteristics, electricity consumption accounts for over 90% of greenhouse gas emissions. The energy-saving and carbon reduction target is to reduce emissions by 50% by 2036 and achieve net zero by 2046.
In 2026, based on the 2025 inventory results, the company set short-, medium-, and long-term reduction targets and implemented reduction plans with continuous improvements. Measures include:
a. Implement zoned temperature control policies, concentrating office personnel during off-peak hours and turning off air conditioning in unoccupied spaces.
b. Fully replace office lighting with LED sources to save energy consumption.
c. Improve interview vehicles by gradually replacing high-energy-consuming vehicles with energy-efficient ones.
d. Incorporate environmental performance requirements into procurement procedures, prioritizing equipment with better environmental performance, such as eco-labels and water-saving certifications. |

(VIII) Ethical business performance conditions, as well as differences and reasons for differences with Ethical Corporate Management Best Practice Principles for TWSE / TPEx Listed Companies

Evaluation items	The State of Operation
	Yes	No	Summary description
I. Formulate ethical corporate management policy and plan
(I)Has the Company formulated an ethical corporate management policy approved by the Board of Directors, and are the policy, methods, and the commitment of the Board of Directors and the senior management to actively implementing the policy of ethical corporate management clearly stated in the Company’s regulations and external documents?

(II)Whether the company has established an assessment mechanism for the risk of unethical conduct; regularly analyzes and evaluates, within a business context, the business activities with a higher risk of unethical conduct; has formulated a program to prevent unethical conduct with a scope no less than the activities prescribed in Article 7, paragraph 2 of the Ethical Corporate Management Best-Practice Principles for TWSE/TPE Listed Companies?

(III)Whether the Company has specified operating procedures, conduct guidelines, and disciplinary and complaint systems for violations in the plan to prevent unethical conduct, and implemented the plan as well as regularly reviewing and amending it? | ✓ | | (I)The company’s corporate culture emphasizes "integrity" and strives to implement this belief in all aspects of management. Referring to the "Reference Examples for Listed Companies to Establish Codes of Ethical Conduct," relevant clauses have been formulated for compliance. The Board and management are composed of well-educated and ethical individuals, and major management decisions require Board approval to prevent dishonest behavior.

(II)The company has established a risk assessment mechanism for dishonest behavior; preventive measures are adopted for business activities with higher risks of dishonesty as specified in Article 7, Paragraph 2 of the "Code of Integrity for Listed Companies."

(III)The company has defined procedures, behavioral guidelines, disciplinary actions, and complaint systems within the dishonest behavior prevention program. | No significant differences so far.

No significant differences so far.

No significant differences so far. |
| II. The implementation of ethical corporate management
(I)Does the Company evaluate the ethical records of its counterparties and specify the ethical conduct clauses in the contracts signed with the counterparties? | ✓ | | (I)Before business dealings, the company considers the legality and integrity of counterparties to avoid transactions with dishonest parties. The company evaluates the integrity records of counterparties and includes integrity clauses in contracts. | No significant differences so far. |

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Evaluation items	The State of Operation			Differences from the Ethical Corporate Management Best-Practice Principles for TWSE/TPEx Listed Companies and the Reasons therefor
	Yes	No	Summary description
(II)Does the Company have a dedicated unit under the Board of Directors to promote ethical corporate management and report regularly (at least once a year) to the Board of Directors on its ethical corporate management policy and plan to prevent unethical conduct and monitor their implementation?	☑	☑	(II)The company has not yet established a dedicated or part-time unit under the Board to promote corporate integrity management.	Integrity management-related methods and measures have been clearly stipulated.
(III)Does the Company have a policy to prevent conflict of interest, provide appropriate channels for explanation, and carry out the implementation?	☑	☑	(III)The company has formulated conflict of interest prevention policies and provides channels for declarations.	No significant differences so far.
(IV)Does Company establish an effective accounting system and internal control system for the implementation of ethical corporate management, and have the internal audit unit draw up relevant audit plans based on the evaluation results of risk of unethical conduct and audit the compliance with the plan to prevent unethical conduct, or entrust a CPA to perform the audit?	☑	☑	(IV)The company has established effective internal control and accounting systems; financial statements are audited by certified public accountants to ensure fairness. Internal auditors conduct regular and ad hoc audits of compliance, with assistance from accountants as needed.	No significant differences so far.
(V)Does the Company regularly organize internal and external education and training on ethical corporate management?	☑	☑	(V)The company has not yet regularly conducted internal or external training on integrity management.	Integrity management-related methods and measures have been clearly stipulated.
III. The operation of the Company’s whistleblowing system
(I)Has the Company set up a specific whistleblower reporting and reward system and a convenient reporting channel, and designated appropriate personnel to deal with the reported matters?
(II)Has the Company formulated standard operating procedures for the investigation of the reported matters, follow-up measures to be taken after the completion of the investigation, and the relevant confidentiality mechanisms?
(III)Does Company take measures to protect whistleblowers from being improperly treated due to reporting?	☑	☑	A "Whistleblower Mailbox" has been established on the company’s internal and external networks to allow employees and external personnel to report illegal activities or improvement suggestions, protecting whistleblowers from improper treatment. If whistleblowing involves directors or senior executives, it should be reported to independent directors or the highest audit office supervisor. Categories of whistleblowing matters and corresponding investigation SOPs are established. Follow-up measures depend on the severity of the case, and if necessary, reports are made to competent authorities or judicial agencies for investigation.	No significant differences so far.

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Evaluation items	The State of Operation			Differences from the Ethical Corporate Management Best-Practice Principles for TWSE/TPEx Listed Companies and the Reasons therefor
	Yes	No	Summary description
IV. Enhance Information Disclosure
(I) Does the Company disclose the content and implementation results of its Ethical Corporate Management Best-Practice Principles on its website and the Market Observation Post System?	✓		The company has established a Code of Integrity and discloses related information in the annual report.	No significant differences so far.
V. If the Company has established its own ethical corporate management best-practice principles in accordance with the “Ethical Corporate Management Best-Practice Principles for TWSE/TPEx Listed Companies,” please state the differences between its own principles and the state of implementation:
The company has established and implements the Code of Integrity in accordance with relevant regulations, with no discrepancies between operations and the code.
VI. Other important information conductive to understanding the implementation of ethical corporate management (e.g. the Company’s review or revision of its own ethical corporate management best-practice principles): None

(IX) Other important information conductive to understanding the operations of corporate governance may be disclosed:

(I) For other important information on corporate governance operations, please refer to the Market Observation Post System (https://mops.twse.com.tw/ Company Code 9928).

(II) To strengthen the Audit Committee’s oversight of company finances, quarterly financial statements, in addition to annual reports, are submitted to the Audit Committee for review and approval, exceeding legal requirements.

(III) To enhance corporate governance, coordinate information security management system promotion, and deepen sustainability development, the company voluntarily established an Information Security Promotion Task Force and a Sustainability Development Committee. The task force is responsible for information security planning and technology implementation, continuously strengthening company information security. The committee continues efforts in promoting ESG sustainability, committed to realizing the three major sustainability visions of "Green Low Carbon, Digital Empowerment, and Integrity Transparency."

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(X) State of implementation of the internal control system:

Statement of Internal Control System

China Television Company, Ltd
Statement of internal control system

Date: March 11, 2026

The Company states the following for its 2025 internal control system based on the results of self-evaluation:

(1) The Company knows that establishing, implementing and maintaining an internal control system is the responsibility of the Company’s Board of Directors and managerial officers, and the Company has established this system. Its purpose is to provide reasonable assurance of the achievement of objectives such as the effectiveness and efficiency of operations (including profitability, performance and asset security), the reliability, timeliness, and transparency of reporting, as well as compliance with relevant rulings, laws and regulations, etc.

(2) Internal control system has its inherent limitations. No matter how perfect the design is, an effective internal control system can only provide a reasonable assurance of the achievement of the above three objectives; moreover, due to changes in the environment and circumstances, the effectiveness of the internal control system may change accordingly. However, the Company’s internal control system has a self-monitoring mechanism. Once a defect is identified, the Company will take corrective actions.

(3) The Company determines the effectiveness of the design and implementation of its internal control system in accordance with the criteria of the effectiveness of the internal control system stipulated in the “Regulations Governing Establishment of Internal Control Systems by Public Companies” (hereinafter referred to as the “Regulations”). The criteria of internal control system adopted in the “Regulations” are based on the process of managerial control and divide internal control system into five components: 1. Control environment, 2. Risk evaluation, 3. Control operations, 4. Information and communication, and 5. Monitoring operations. Each component consists of a number of items. Please refer to the “Regulations” for these items.

(4) The Company has adopted the aforementioned criteria of internal control system to evaluate the effectiveness of the design and implementation of its internal control system.

(5) Based on the evaluation results of the preceding paragraph, the Company believed that its internal control system (including supervision and management of subsidiaries) as of December 31, 2025 can attain a reasonable assurance that the following objectives were met: (1) Understanding the extent to which the goals respecting business performance and efficiency were achieved; (2) achieving a reporting that was reliable, timely, transparent, and compliant with laws and regulations; and (3) assuring that the legal compliance part of the internal control system was effectively designed and implemented.

(6) This statement will become the main content of the Company’s annual report and prospectus, and will be made public. If the above-mentioned disclosures have falsehood or concealment, legal liability under Articles 20, 32, 171 and 174 of the Securities and Exchange Act will be incurred.

(7) This statement was approved by the company’s Board of Directors on March 11, 2026. Among the 10 directors present, none opposed, and all agreed to the content of this statement, hereby declared.

China Television Company, Ltd
Chairperson: Lu Hsiu-fang Signature and Seal
President: Lu Hsiu-fang Signature and Seal

Where a CPA was entrusted to review the internal control system: Not applicable.

(XI) Important resolutions of the shareholders’ meeting and board meeting during the most recent year or during the current year up to the date of publication of the annual report:

1. Shareholders’ Meeting:

The company’s 2025 Annual General Meeting was held on June 26, 2025, at Basement 2, Building 2, No. 118, Chongyang Road, Nangang District, Taipei City. Important resolutions and implementation status:

(1) Approval of the 2024 Business Report and Financial Statements.
Implementation status: Carried out as resolved.

(2) Approval of the 2024 Loss Compensation Plan.
Implementation status: Carried out as resolved.

2. Important resolutions of the Board of Directors.

The Company’s Board of Directors resolutions in the period between January 1, 2025 and the publication date of this annual report are as follows:

(1) January 10, 2025, 20th Board of Directors, 6th Meeting

(1-1) Proposal for the Company’s 2025 Operational Plan and Budget Report.
(1-2) Proposal for the salaries and remuneration of the Company’s directors and independent directors for 2025.
(1-3) Proposal for the year-end bonuses and performance bonuses for the Company’s managers for 2024.
(1-4) Proposal for the salaries and remuneration of the Company’s newly appointed managers.
(1-5) Proposal for the Company’s acquisition of real estate usage rights in 2025.

(2) March 10, 2025, 20th Board of Directors, 7th Meeting

(2-1) Proposal for the Company’s 2024 Business Report, Individual Financial Statements, and Consolidated Financial Statements.
(2-2) Proposal for the Company’s 2024 loss appropriation.
(2-3) Proposal for the completion of the Company’s 2024 internal control system self-assessment and preparation of the internal control system statement.
(2-4) Proposal for the appointment of the financial report auditing accountant for 2025.
(2-5) Proposal for the salaries and remuneration of the Company’s acting managers.
(2-6) Proposal to apply for a short-term secured loan credit line from Chang Hwa Bank.
(2-7) Proposal to arrange matters related to the Company’s 2025 Annual General Meeting of Shareholders.
(2-8) Proposal to set the time and place for accepting shareholder proposals for the Annual General Meeting.

(3) May 9, 2025, 20th Board of Directors, 8th Meeting

(3-1) Proposal for the Company’s consolidated financial statements for the

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first quarter of 2025.

(3-2) Proposal to amend certain articles of the Company's Articles of Incorporation.

(3-3) Proposal to arrange matters related to the Company's 2025 Annual General Meeting of Shareholders (additional discussion items).

(4) August 7, 2025, 20th Board of Directors, 9th Meeting

(4-1) Proposal for the Company's consolidated financial statements for the second quarter of 2025.

(4-2) Proposal for the Company's 2024 Sustainability Report.

(4-3) Proposal to apply to the Cooperative Bank for a comprehensive credit line and extension of the medium-term secured loan.

(4-4) Proposal for the salaries and remuneration of the Company's newly appointed managers.

(5) November 7, 2025, 20th Board of Directors, 10th Meeting

(5-1) Proposal for the Company's consolidated financial statements for the third quarter of 2025.

(5-2) Proposal to apply to Hua Nan Bank for an extension of the credit line.

(5-3) Proposal to apply to First Bank for an extension of the short-term secured credit line.

(5-4) Proposal for the election of members of the Company's Sustainability Committee.

(5-5) Proposal to formulate the Company's "2026 Internal Audit Plan."

(5-6) Proposal to amend the Company's internal control system.

(6) January 26, 2026, 20th Board of Directors, 11th Meeting

(6-1) Proposal for the Company's 2026 Operational Plan and Budget Report.

(6-2) Proposal to apply for a short-term secured loan credit line from Chang Hwa Bank.

(6-3) Proposal to amend the Company's internal control system.

(6-4) Review of the scope of the Company's grassroots employees.

(6-5) Proposal to establish the Company's Human Rights Policy.

(6-6) Proposal for the year-end bonuses and performance bonuses for the Company's managers for 2025.

(6-7) Proposal for the salaries and remuneration of the Company's directors and independent directors for 2026.

(6-8) Proposal for the salaries and remuneration of the Company's newly appointed managers.

(6-9) Proposal for changes in the salaries and remuneration of the Company's managers.

(7) March 11, 2026, 20th Board of Directors, 12th Meeting

(7-1) Proposal for the Company's 2025 Business Report, Individual Financial Statements, and Consolidated Financial Statements.

(7-2) Proposal for the Company's 2025 loss appropriation.

(7-3) Proposal for the completion of the Company's 2025 internal control

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system self-assessment and preparation of the internal control system statement.

(7-4) Proposal for the appointment of the financial report auditing accountant for 2026.
(7-5) Proposal to arrange matters related to the Company's 2026 Annual General Meeting of Shareholders.
(7-6) Proposal to set the time and place for accepting shareholder proposals for the Annual General Meeting.

(XII) Where, during the most recent fiscal year or during the current fiscal year up to the date of publication of the annual report, a director or supervisor has expressed a dissenting opinion with respect to a material resolution passed by the board of directors, and said dissenting opinion has been recorded or prepared as a written declaration, disclose the principal content thereof: None.

IV. Information on CPA professional fees

(I) Information on CPA professional fee
Unit: NT$1,000

CPA firm	CPA name	Audit period	Audit fee	Non-audit fee
KPMG Taiwan	Han I-lien	January 1, 2025
~ December 31, 2025	2,260	412	2,672	None
	Chen Tsung-che

Note: Non-audit public expenses mainly refer to tax certification, etc.

(II) Where the audit fee paid in the year of the replacement of CPA firm is less than the audit fee in the year before the replacement, the amount of audit fees before and after replacement should be disclosed and the reasons: Not applicable.
(III) Where the audit fee has decreased by $10\%$ or more from the previous year, the amount, percentage, and reason for the decrease in the audit fee should be disclosed: Not applicable.

V. Information on the replacement of CPAs: None.

VI. Circumstances in which the chairperson, president, or officers in charge of financial or accounting matters of the Company has worked in the firm of the CPA or its affiliated companies within the last year: None.

VII. Any equity transfers or change in equity pledge by a director, managerial officer, or shareholder with 10% stake or more during the most recent year or during the current year up to the date of publication of the annual report

(I) Changes in shareholdings of directors, managers, and major shareholders:

Title	Name	2025		Current year up to April 30
		Number of shares held Increase (decrease)	Number of shares pledged Increase (decrease)	Number of shares held Increase (decrease)	Number of shares pledged Increase (decrease)
Director and a major shareholder	San Want Investment Co., Ltd.	-	-	-	-
Chairman And General Manager	Lu Hsiu-Fang (Note 1)	-	-	-	-
Director	Peng Tse-hui (Note 1)	-	-	-	-
Director	Yang Li-ming (Note 1)	-	-	-	-
Director	Jiang Li-Li (Note 1)	-	-	-	-
Deputy General Manager and Director	Peng Ai-Chia (Note 1)	-	-	-	-
Director	Cheng Sheng Broadcasting Corp.	-	-	-	-
	Representative: Cheng Jung-ming	-	-	-	-
Independent director	Hsieh Tien-jen	-	-	-	-
Independent director	Wu Ken-Cheng	-	-	-	-
Independent director	Jao Sheng-hsiung	-	-	-	-
Independent director	Lin Meng-Shiang	-	-	-	-
Deputy General Manager	Chiu Chih-Hsin	-	-	-	-
Finance and Accounting Manager	Yao Hsin-Wei	-	-	-	-

Note 1: Is the legal representative of San Want Investment Co., Ltd. investment (stock) company.

(II) Information on the related party of the equity transfer: None.

(III) Information on the related party of the equity pledge: None.

VIII. Information on the top ten shareholders who are a related party, spouse, or relative within the second degree of kinship of one another:

April 30, 2026; Unit: shares; %

Name (Note 1)	The concerned party's shareholding		Spouse's and minor children's shareholding		Shareholding in the name of others Shareholding		The name of and relationship among the top 10 shareholders if anyone is a related party, a spouse or a relative within second degree of kinship of another (Note 3)		N of e
	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Name (or person)	Relationship
San Want Investment Co., Ltd.	35,211,004	49.79%	-	-	-	-	None	None	-
Representative: Tsai Yen-ming	0	0.00%	-	-	-	-	None	None	-
Jie Shin Co., Ltd.	3,809,330	5.39%	-	-	-	-	None	None	-
Representative: Li Ying-ying	0	0.00%	-	-	-	-	None	None	-
Raku Gawa Co., Ltd.	2,977,622	4.21%	-	-	-	-	None	None	-
Representative: Wu Shu-chen	0	0.00%	-	-	-	-	None	None	-
Mirage Dragon Co., Ltd.	2,696,912	3.81%	-	-	-	-	None	None	-
Representative: Lu Shu-hua	0	0.00%	-	-	-	-	None	None	-
Lin,Guo-ping	1,583,158	2.24%	-	-	-	-	None	None	-
Maoda Investment Co., Ltd.	1,224,986	1.73%	-	-	-	-	Shenda Investment Co., Ltd.	The same ultimate parent company	-
Representative: Lu Pai-tsang	0	0.00%	-	-	-	-	None	None	-
Cheng Sheng Broadcasting Corp.	998,974	1.41%	-	-	-	-	None	None	-
Representative: Cheng Jung-ming	0	0.00%	-	-	-	-	None	None	-
Shenda Investment Co., Ltd.	975,096	1.38%	-	-	-	-	Maoda Investment Co., Ltd.	The same ultimate parent company	-
Representative: Wang Yun-E	0	0.00%	-	-	-	-	None	None	-
Ke Cheng-Liang	648,000	0.92%	-	-	-	-	None	None	-
Wei,Ming-chun	568,303	0.80%	-	-	-	-	None	None	-

Note 1: The names of among the top 10 shareholders should be listed separately. The names of corporate shareholders and their representatives should be listed separately.
Note 2: The calculation of the Shareholding ratio refers to the total shareholding in the name of the individual, spouse, minor children or others, respectively.
Note 3: The shareholders listed in the preceding paragraph include both corporations and natural persons, and the relationships between them should be disclosed in accordance with the Regulations Governing the Preparation of Financial Reports by Securities Issuers.

IX. The total number of shares and the consolidated equity stake percentage held in any single investee enterprise by the Company, its directors, supervisors, managerial officers, or any companies controlled either directly or indirectly by the Company

April 30, 2026; Unit: shares; %

Investee enterprise (Note 1)	Investments by the Company		Investment by directors, supervisors, managerial officers, and entities directly or indirectly controlled		Total investments
	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio	Number of shares	Shareholding ratio
CTV Cultural Enterprise Ltd.	2,094,798	99.82%	-	-	2,094,798	99.82%

Note 1: Investment of the Company accounted for using the equity method.

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Three. Fund Raising Status

I. Capital and shares

(I) Source of share capital

Issued shares

Unit: Share/NT$1,000

Year and month	Issuance Price	Authorized capital stock		Paid-in capital		Note
		Number of shares	Amount	Number of shares	Amount	Source of share capital	Use of assets other than cash for the share amount	Others
2001.08	-	367,071,901	3,670,719	367,071,901	3,670,719	Special reserve capital increase NT$174,234 thousand Employee bonus capital increase NT$11,801 thousand (Note 1)	-	-
2002.02	-	364,187,901	3,641,879	364,187,901	3,641,879	Cancellation of treasury stock (Note 2) NT$28,840 thousand	-	-
2006.08	-	364,187,901	3,641,879	192,917,693	1,929,177	Capital reduction to cover losses (Note 3) NT$1,712,702 thousand	-	-
2006.12	11.6	364,187,901	3,641,879	279,124,583	2,791,246	Private placement cash capital increase NT$862,069 thousand	-	-
2009.08	-	500,000,000	5,000,000	132,724,583	1,327,246	Capital reduction to cover losses (Note 4) NT$1,464,000 thousand	-	-
2016.11	-	500,000,000	5,000,000	70,724,583	707,246	Capital reduction to cover losses (Note 5) NT$620,000 thousand	-	-
2017.04	6.2	500,000,000	5,000,000	150,724,583	1,507,246	Cash capital increase (Note 6) NT$800,000 thousand	-	-
2022.01	-	500,000,000	5,000,000	60,724,583	607,246	Capital reduction to cover losses (Note 7) NT$900,000 thousand	-	-
2024.11	15	500,000,000	5,000,000	70,724,583	707,246	Cash capital increase (Note 8) NT$100,000 thousand	-	-

Note 1: Approved for issuance of new shares by the Securities and Futures Bureau letter No. (90) Tai Cai Zheng (I) No. 144185.
Note 2: Approved by the Securities and Futures Bureau letter No. (91) Tai Cai Zheng (III) No. 000988.
Note 3: Approved by the Financial Supervisory Commission, Executive Yuan, letter No. Jin Guan Zheng Yi Zi No. 0950132011.
Note 4: Approved by the Financial Supervisory Commission, Executive Yuan, letter No. Jin Guan Zheng Fa Zi No. 0980042451.
Note 5: Approved by the Financial Supervisory Commission letter No. Jin Guan Zheng Fa Zi No. 1050042487.
Note 6: Approved by the Financial Supervisory Commission letter No. Jin Guan Zheng Fa Zi No. 1050054242.
Note 7: Approved by the Taiwan Stock Exchange letter No. Tai Zheng Shang Yi Zi No. 1111800041.
Note 8: Approved by the Financial Supervisory Commission letter No. Jin Guan Zheng Fa Zi No. 1130357388.

April 30, 2026; Unit: shares

Share Type	Authorized capital stock					Convertible corporate bond share number
	Shares issued and outstanding			Unissued shares	Total
	Listed (OTC) stock	Non-listed (Non-OTC) stock	Total
Ordinary shares	61,924,343	8,800,240	70,724,583	429,275,417	500,000,000	0

2.Information about the shelf registration system: None.

(II) List of major shareholders
April 30, 2026; Unit: shares; %

Share Major Shareholder name	Number of shares held	Shareholding ratio
San Want Investment Co., Ltd.	35,211,004	49.79%
Jie Shin Co., Ltd.	3,809,330	5.39%
Raku Gawa Co., Ltd.	2,977,622	4.21%
MIRAGE DRAGON CO., LTD.	2,696,912	3.81%
Lin,Guo-ping	1,583,158	2.24%
Maoda Investment Co., Ltd.	1,224,986	1.73%
Cheng Sheng Broadcasting Corp.	998,974	1.41%
Cheng Sheng Broadcasting Corp.	975,096	1.38%
Ke Cheng-Liang	648,000	0.92%
Wei,Ming-chun	568,303	0.80%

(III) Dividend policy and implementation status

Dividend Policy as Stipulated in the Company Articles of Incorporation

If the company's annual final accounts show a profit, taxes should be paid first, followed by the offsetting of previous losses. Next, 10% of the statutory surplus reserve should be appropriated, except when the statutory surplus reserve has already reached the company's paid-in capital, in which case this is not required. Additionally, special surplus reserves shall be appropriated according to the company's operational needs and legal requirements. The remaining profit, after dividend distribution, combined with undistributed earnings from the beginning of the period, shall be proposed by the board of directors in a profit distribution plan for resolution by the shareholders' meeting.

Based on the company's operational planning, balancing shareholder interests, dividends, and the company's long-term financial planning, profit distribution shall be handled according to the above provisions. Each year, no less than 10% of the distributable earnings shall be allocated as dividends to shareholders. Dividends may

be distributed in cash or stock, with the cash dividend portion not less than 10% of the total dividends.

Proposed Dividend Distribution at This Shareholder's Meeting: According to the Articles of Incorporation, the company's earnings for the 2025 fiscal year shall first be used to offset previous losses; no dividend distribution is planned.
Explanation of Any Expected Major Changes in Dividend Policy: Not applicable.

(IV) Impact of the Proposed Stock Dividend at This Shareholder's Meeting on the Company's Operating Performance and Earnings Per Share: The company did not have any stock dividends without consideration in the 2025; therefore, this is not applicable.

(V) Remuneration for Employees, Directors, and Supervisors.

Percentage or Range of Remuneration for Employees, Directors, and Supervisors as Stipulated in the Company Articles of Incorporation:

If the company makes a profit in a fiscal year, no less than 2% shall be allocated as employee remuneration, and no more than 1% as remuneration for directors and supervisors. However, if the company still has accumulated losses, the amount needed to offset those losses shall be reserved first.

At least 50% of the employee remuneration mentioned above shall be used for salary adjustments or distribution to grassroots employees and may be distributed in cash or stock. The recipients may include employees of affiliated companies who meet certain conditions, which shall be determined by the board of directors.

"Grassroots employees" refers to those who are not managers and whose salary levels are below the standard defined by the "Regulations on Salary Increase and Salary Expense Additions and Deductions for Employees of Small and Medium Enterprises." The distribution of employee and director remuneration shall be reported to the shareholders' meeting.

Basis for Estimating the Amount of Employee, Director, and Supervisor Remuneration for This Period, the Calculation Basis for Stock-Distributed Employee Remuneration, and Accounting Treatment if Actual Distribution Differs from Estimates:

According to the Articles of Incorporation, the company's earnings for the 2025 fiscal year shall first be used to offset previous losses; therefore, no remuneration for employees, directors, or supervisors was distributed, nor was any employee remuneration distributed in stock. Hence, this is not applicable.

Board of Directors' Resolution on Remuneration Distribution:

Actual Distribution of Employee, Director, and Supervisor Remuneration in the Previous Year:

No remuneration was distributed to employees, directors, or supervisors in the 2024; therefore, this is not applicable.

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(VI) Company’s Repurchase of Its Own Shares: In the most recent fiscal year and up to the date of printing this annual report, the company has not applied to repurchase its own shares.

II. Corporate bonds: None.

III. Preferred shares: None.

IV. Global depository receipts: None.

V. Employee stock option certificates: None.

VI. New restricted employee shares: None.

VII. Issuance of new shares in connection with mergers or acquisitions: None.

VIII. Capital allocation plans: The Company did not have any ongoing capital allocation plans, or any such plans that were completed in the last three years but whose benefits have yet to emerge.

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Four. Business Overview

I. Business Content

(I) Scope of Business

Main contents of the business:
(1) Establishment and operation of television broadcasting systems.
(2) Production, broadcasting, and distribution of television programs.
(3) Production and broadcasting of television advertisements.
(4) Re-broadcasting and supply of international television programs.
(5) Operation of television engineering manufacturing and service businesses.
(6) Other businesses related to television invested in according to law and approved by the board of directors.
Business proportion of operations:

Unit: NT$1,000

2025
Item	Amount	Proportion (%)
Advertising revenue	397,762	45.20%
Other revenue	482,131	54.80%
Total	879,893	100.00%

Current products (services):
(1) Television advertising time slots.
(2) Production and distribution of copyrights for news and programs.
(3) Channel placement and sales of digital copyrights for program content.
(4) Maintenance of official website and sales of online advertisements.
(5) Provision of integrated marketing project services.
(6) Provision of studio equipment, personnel, set design, and prop rental services.
(7) External cooperation and development of CTV digital media platforms.
(8) Full copyright sales, agency, and introduction of domestic and international program copyrights for CTV channels and programs.
(9) Content supply services for various media platforms (OTT, IPTV).
(10) Production and broadcasting of informational programs.
New Products (Services) Planned for Development:

(1) HD Digital News Channel:
After the full HD construction of CTV News, the CTV News Channel (digital channel) has become the core content supply platform for HD production and broadcasting. It is positioned as a youthful, informative, livelihood-focused, fast and real-time channel that pays attention to urban and rural development and has an international perspective. In 2021, the news broadcast structure was significantly adjusted, with the news channel providing eleven segments of real-time live news and programs in HD quality from morning till night. In addition, to help viewers understand the latest political issues and lifestyle topics, high-quality news programs such as "Starting Point of Change," (改變的起點) "Sixty

Minutes,"(六十分鐘) and "New Commoners' Boss"(新庶民大頭家) are produced through self-production, co-production, or external production channels, allowing viewers to gain deeper and timely insights into social trends and new knowledge. Furthermore, thematic programs like "World Big Secrets,"(世界大搜秘) "Wealth Life Code,"(致富生活密碼) "New Horizons of Technology," (科技新視界) "Amazing Ancient and Modern Revelations,"(古今揭密大驚奇) and "Entertainment Star Avenue"(娛樂星光大道) continue to be produced, enabling viewers to see more aspects of the world from interesting news programs. The channel will also continue to innovate and develop new program formats to compete for viewership.

(2) Developing Online Audiences:

With the rapid development of internet technology and OTT platforms, and in response to the increasing demand for viewing on new media platforms, CTV continues to provide content and operate new channels on new media platforms. Utilizing existing news and archive resources, CTV manages news, drama, and variety show brands and content on platforms such as YouTube, Facebook, and Instagram. It also actively seeks cooperation with various internet OTT and IPTV new media platforms such as Chunghwa Telecom MOD, HamiVideo, LiTV, Ofiii, and Four Seasons Online to increase CTV brand visibility and revenue sources.

(3) Continuously Building an HD Program Digital Content Archive:

Programs owned by CTV News Department with copyrights, such as "Starting Point of Change" and "Sixty Minutes," are produced and broadcast in HD digital content.

SD programs are organized and converted into HD or internet-usable resources through classification and transcoding. Programs owned by CTV copyrights, such as "Variety Top One,"(綜藝一級棒) "Hunger Games,"(飢餓遊戲) "Exploring Mainland China,"(大陸尋奇) "MIT Taiwan Chronicles,"(MIT台灣誌) "Wan Show Pig King,"(萬秀豬王) "Braving Japan's Secret Places,"(勇闖日本秘境)"Green Grass by the River,"(青青河邊草) "Xue Ke,"(雪珂) "Wang Fu Cliff,"(望夫崖) and "Phoenix in Flames,"(浴火鳳凰) are digitally remastered and edited in HD to reserve HD program content and hours. Currently, over 41,200 hours of content have been accumulated. Purchased programs require vendors to provide HD files for broadcasting to offer viewers the best visual experience.

(4) Continuously Developing New Channels on the CTV OTT Platform:

In recent years, internet media technology and markets have grown year by year, and internet TV has matured domestically and internationally. Therefore, plans are underway to establish a fully copyrighted international CTV channel, connecting 100% authorized internet OTT channels with self-owned programs including news reports, news specials, variety shows, and classic dramas, while seeking external cooperation. This will not only develop new revenue sources but also enhance CTV channel recognition in overseas markets.

Currently, CTV has been operating on video social platforms such as YT, FB, and IG for many years with increasing effectiveness. It will continue uploading new and archive programs for viewers to watch on demand, and will plan

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programs by character and theme, producing short video highlights for upload. Additionally, variety new channels are being expanded, for example, classic variety shows like "The Strongest National Citizen," (最強大國民) "No Play No End," (沒玩沒了) and "Wan Show Victory" (萬秀大勝利) are broadcast on the "Zeng Guocheng Variety Platform" YT channel, yielding good revenue results. Starting in 2025, CTV began trying to purchase the YT broadcasting rights for the classic mainland Chinese costume drama "Eternal Love" ("Three Lives, Three Worlds, Ten Miles of Peach Blossoms") (三生三世十里桃花), uploading it in two ways: "full series released at once" and "24-hour non-stop live streaming." The popularity remains high, with strong viewer discussion and participation.

(5) New Media Platforms:

In response to the diversification of information dissemination channels, the News Department has intensified efforts to cultivate audiences on internet and other new media platforms. On the YT CTV News Channel and CTV News Live Channel, as well as the CTV News FB fan page, uploading, curation, and interactive experiences have been strengthened to accumulate subscribers and fans, deepen the news brand value, and use live streaming to boost platform vitality, meeting the real-time needs of modern audiences.

(II) Industry Overview

Current Status and Development of the Industry:

(1) Taiwan's television industry is mainly divided into terrestrial television, cable television, IPTV, and in recent years, the most dominant various OTT platforms.
(2) There are 4 commercial terrestrial TV stations and 1 public TV station. On July 1, 2012, analog signals were shut down, and all broadcasts switched to digital signals, ushering in the era of high-definition digital television.
(3) Starting July 31, 2017, CTV terrestrial digital TV underwent a complete revamp, providing two high-definition channels: CTV and CTV News Channel. From August 3, 2020, all four CTV terrestrial digital TV channels were upgraded to HD high-definition broadcasts. By the end of October 2022, the overall terrestrial digital TV platform broadcast a total of 21 HD (high-definition) channels and 2 SD (standard-definition) channels, produced by five terrestrial TV operators and the Indigenous Television Station.
(4) Cable TV has about 248 registered channels, and general households can receive at least 80 channels through cable systems.
(5) Various new media platforms using internet streaming have developed vigorously. Besides closed systems such as Chunghwa Telecom's MOD and the completion of cable TV digitalization, Taiwan has fully entered the digital TV era. Various OTT platforms have rapidly risen since 2016. Besides domestic operators, international leaders like Netflix have become the platform with the most subscribers domestically, creating fierce competition.
(6) With the increasing popularity of smartphones and tablets and the diversification of OTT platform content, major telecom operators and OTT platform providers have growing demand for digital content. In the future, CTV's revenue from the online OTT TV market is expected to continue growing.

(7) Commercial product placement has been legalized. On November 11, 2016, the “Regulations on the Segmentation of TV Program Advertising, Product Placement Marketing, and Sponsorship Management” were announced. It stipulates that during prime time, non-domestic produced programs cannot have title sponsorship. On March 8, 2019, some articles were amended to specify that non-domestic produced programs broadcast from 7 PM to 11 PM cannot accept title sponsorship.

(8) On December 13, 2016, the “Regulations on TV Program Rating” were announced. Key revisions include that terrestrial stations can broadcast protected-level programs starting from 7 PM, and the advisory rating is divided into two levels: Advisory 12 and Advisory 15. Advisory 12 programs can be broadcast starting at 9 PM, and Advisory 15 programs starting at 11 PM. These regulations took effect from June 2017.

(9) On January 1, 2020, the “Regulations on the Broadcasting of Domestic Self-Produced Programs by Terrestrial TV Operators” were amended and implemented. It requires that during prime time (8 PM to 10 PM), domestic self-produced drama programs must account for no less than 50% of similar program types, and the proportion of new broadcasts must not be less than 40%, calculated by the annual broadcast hours of each individual channel.

(10) News channels continue to produce HD digital high-definition new programs.

CTV, to enhance the competitiveness of its news and programs and to abandon traditional cumbersome news and program production processes, has established a “digital tapeless system” to improve the needs of news and program editing, production, broadcasting, storage, and cross-platform broadcasting on new media.

Upstream, Midstream, and Downstream Relationships in the Industry:

(1) Upstream: program production suppliers, providers of TV production and transmission systems.

(2) Midstream: the TV stations themselves.

(3) Downstream: media service companies, advertising agencies, and advertising clients.

(4) Upstream program production suppliers and production/transmission equipment suppliers provide services for TV stations to broadcast programs to national audiences. TV operators then use advertising revenue to maintain their development and operations.

(5) After the digitalization of terrestrial TV, the relationship with the communications and telecommunications industries will become closer.

Various Development Trends and Competitive Situations of Products:

(1) Terrestrial TV full digitalization arrived in July 2012. Coupled with the government’s urgent attitude toward HD development, CTV has established new HD terrestrial digital channels and also upgraded the news channel to HD, transmitting to major MSOs to serve digital cable users.

(2) The rapid development of domestic and overseas new media platforms has brought strong competition to traditional TV operations. TV stations should leverage content advantages to gain exposure across multiple platforms,

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accumulate influence, and thereby generate market value. Since January 2015, CTV has set up an internet and media team to cultivate new media platforms and social media platforms, achieving remarkable performance. As of March 2026, the subscription numbers of CTV’s various family channels on YouTube and followers on Facebook fan pages are summarized as follows:

CTV News YouTube Channel: 987,000 subscribers
CTV Classic Variety Shows YouTube Channel: 400,000 subscribers
Hunger Games YouTube Channel: 270,000 subscribers
CTV Classic Drama YouTube Channel: 242,000 subscribers
CTV News HD Live YouTube Channel: 201,000 subscribers
New Commoner Boss YouTube Channel: 232,000 subscribers
Variety Top Show YouTube Channel: 202,000 subscribers
Mainland Exploration YouTube Channel: 162,000 subscribers
CTV News Facebook Fan Page: 760,000 followers
CTV Variety Facebook Fan Page: 650,000 followers
Hunger Games Facebook Fan Page: 270,000 followers
CTV Drama Facebook Fan Page: 190,000 followers
Variety Top Show Facebook Fan Page: 110,000 followers
Mainland Exploration Facebook Fan Page: 43,000 followers
Commoner Boss Facebook Fan Page: 58,000 followers

CTV News YouTube channel started with only 2,000 subscribers at the beginning of 2014, and by the end of 2016, it had surpassed 90,000 subscribers; by April 2018, the subscriber count had reached 196,834. As of March 2026, the CTV News YouTube platform has exceeded 987,000 subscribers.

Additionally, the YouTube HD live broadcast channel was established in March 2016, and by the end of that year, subscribers had exceeded 23,000. By April 2018, the number of subscribers had more than doubled to 47,365. Continuously increasing live broadcast hours in response to current events, the subscriber count had surpassed 201,000 by March 2026. During this period, the CTV News Facebook fan page followers grew from 20,000 at the beginning of 2014 to over 770,000 by the end of March 2026.

Moreover, CTV News has regularly been featured on Yahoo and PChome portal websites. In 2018, it further collaborated with Line, the most widely used mobile communication app in Taiwan, allowing CTV News to appear on platforms such as Line TV, making its reach even more extensive.

(3) Well-known large OTT platforms at home and abroad have been competing to broadcast overseas dramas and variety shows from China, Korea, Japan, and other countries ahead of free-to-air television. Taiwanese viewers often watch these programs during the gap period before the broadcasting rights are purchased by Taiwanese TV platforms, which affects the viewership ratings during official broadcasts. However, government-related agencies currently have no prevention or control plans for these foreign infringement websites.

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(4) To eliminate the common drawback of general news channels repeatedly broadcasting the same news content, CTV News Channel has implemented different designs:

First, the traditional three news segments have been deepened and broadened, with the three news segments broadcast over a two-hour span. Morning news airs at 7:00 and 8:00; midday news at 12:00 and 13:00; evening news at 18:00 and 19:00, allowing the public to grasp all important domestic and international news at once.

CTV News Channel continuously adjusts its program structure to strengthen real-time news segments and additionally increases live news coverage: on weekdays at 09:00, 14:00, and 22:00; on weekends at 09:00, 14:00, 15:00, 20:00, and 21:00.

The new broadcast hours of CTV News Channel have significantly increased, and the content has been enhanced for timeliness, with real-time updates providing the latest developments. From morning broadcasts until 23:00, news is delivered anytime via on-site SNG connections, breaking news inserts, mobile live streaming, and other methods to provide first-hand on-site information. When major events occur, the program schedule is quickly adjusted; depending on the importance and impact of the event, original programs may be suspended to broadcast live news coverage or extended special reports.

Second, when major events occur, the news department’s reporting center responds immediately and quickly changes the program schedule according to the importance and impact of the event, launching special reports, for example:

[Shin Kong Mitsukoshi Department Store Gas Explosion - Special Report]

On February 13, 2025, near noon, a gas explosion occurred on the 12th floor of Shin Kong Mitsukoshi in Taichung, resulting in 4 deaths, 6 people with out-of-hospital cardiac arrest (OHCA), and multiple injuries. CTV News Channel’s 15:00 program was changed to "Live News Scene 15:00" to provide the public with the most timely information and footage.

[Blue and White 426 Rally at Ketagalan Boulevard - Special Report]

The Kuomintang (KMT) launched the "426 Rally at Ketagalan Boulevard: Anti-Green Communist, Fight Dictatorship" event. On April 26 (Saturday), CTV News Channel added live news broadcasts at 16:00 and 17:00 to cover the situation live from Ketagalan Boulevard.

[2025 Cross-Strait Joint Fuxi Ancestral Ceremony]

Presided over by former Legislative Yuan Speaker Wang Jin-pyng as the chief officiant and Li Qianlong, chairman of Xianse Temple in Sanchong, New Taipei City, as the deputy officiant, the 2025 Cross-Strait joint ceremony honoring Fuxi, the cultural ancestor of the Chinese people, was held on June 21 in New Taipei City, with hundreds of Taiwanese citizens participating. On the same day, the mainland China public Fuxi ceremony was held in Tianshui City, Gansu Province. This marks the 12th consecutive year that both sides of the strait have held simultaneous but separate Fuxi worship ceremonies. CTV News Channel changed its 15:00-15:30 slot to a special report.

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[726 Recall Election Showdown - Watch the Vote Counting on CTV]

The "0726 Major Recall Voting and Counting Activity," initiated by civil groups, was covered by CTV with programming planned on the scale of legislative vote counting. The news channel added special reports during the 10:00, 11:00, 16:00, 17:00, 18:00, and 22:00 time slots.

[National Referendum Case - Opinion Presentation for Case No. 21]

Hosted by CTV, the opinion presentation was live broadcast simultaneously on the main channel and news channel at 3:00 PM on August 7. The news channel also rebroadcast the original 60-minute program, which had been canceled, at 10:00 AM on August 9 (Saturday).

[Typhoon Yangliu - Special Report]

In response to the landfall of Typhoon Yangliu (a medium typhoon) in Taitung, the news channel added special reports at 10:00 and 11:00. Southern regional center sent reporter Wang Shuhong and cameraman Zheng Yun to Taitung for live coverage. The original 10:00 and 11:00 rebroadcasts of "Common People's Big Boss" were canceled.

[823 Recall Election Showdown - Watch the Vote Counting on CTV]

In response to the major recall voting and counting on August 23, CTV News Channel added special reports at 16:00, 17:00, and 18:00, providing full coverage of the voting and counting results.

[Kuomintang Chairman Great Debate - Special Report]

To understand the candidates' views on domestic and foreign policies, CTV News Channel conducted a full live broadcast from 16:00 to 18:00 on September 27.

[Kuomintang Chairman Cross-Strait Policy Great Debate - Special Report]

To understand the candidates' positions and approaches regarding future cross-strait policies, CTV News Channel conducted a full live broadcast from 14:00 to 16:00.

[Shining Double Ten National Day on CTV - Special Report]

To celebrate the birthday of the Republic of China, starting from the morning of October 10, CTV News Channel launched special reports:

07:00 Good Morning CTV National Day Special /
08:00 Shining Double Ten National Day Special 08:00 /
09:00 Shining Double Ten National Day Special 09:00 /
10:00 Shining Double Ten National Day Special 10:00 /
11:00 Shining Double Ten National Day Special 11:00.

[Typhoon Fenghuang Severely Hits Yilan and Hualien - Special Report]

On November 11, Typhoon Fenghuang struck. Due to its combination with the northeast monsoon, it caused heavy rain and landslides in Yilan and Hualien, marking the first typhoon to make landfall in November in 58 years. The news channel adjusted programming to keep viewers updated on the latest typhoon developments.

On 11/11, added special report at 15:00 Live News Scene /
On 11/12, added special reports at 10:00, 11:00, and 15:00 Live News Scene.

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[2026 New Year's Eve Celebration - Exciting Moments Coming Up]

On December 31, the New Year's Eve program on the news channel will open the studio from 19:00 until 25:00, broadcasting the Taipei New Year countdown live.

CTV General Channel/Main Channel and Global News will start early at 18:00 instead of 19:00.

(III) Overview of Technology and Research & Development

R&D Expenditure

In addition to focusing on talent training and improving program quality, the company also invests in research related to digital operation models. The advent of the digital media era will change the way television stations operate. To prepare for digital operations, the company has carried out engineering technology development, program production, and business expansion plans. Regarding R&D expenses, excluding personnel costs, talent training expenditures amount to approximately NT$80,000.

Successfully Developed Technologies or Products

(1) Enhancing visual design by constructing HD-quality 3D virtual scenes: Utilizing purchased HD and virtual equipment, the company developed virtual scenes for news design and broadcasting.

(2) Continuous investment in building an HD digital archive:

(2-1) To eliminate the traditional cumbersome news production process, the company established a tape-less NRCS system for news audio-visual content to improve news gathering, editing, broadcasting, storage, and multimedia transmission needs. This created a digital tape-less production environment and actively developed cross-domain operations on new wireless media platforms such as mobile phones, the internet, and mobile reception. Since 2016, the company has continuously invested in building the HD digital archive. Online broadcast videos are immediately recorded and classified, filtered, edited, and stored by media asset professionals, constructing a large-capacity digital archive. Future data exchange across platforms and revitalization/remastering of audio-visual content also require a highly time-efficient digital production and storage environment.

(2-2) In response to the digital convergence era, the company invested in building a program media asset system in 2019, which officially launched in March 2020. Once programs are digitized through digital recording, they can be simultaneously accessed by multiple non-linear editing systems, audio editing systems, and special effects systems. Various special effects animations and graphic materials can be directly imported as files into the central audio-visual server, fully controlling timeliness and overcoming workspace limitations, tightly integrating the production process. Company departments or program production units can share resources via the internal network. At the same time, existing rich audio-visual data and future generated data are systematically organized and converted into digital audio-

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visual files with metadata, establishing a secure, reliable, productive, and competitive digital audio-visual archive environment.

(3) Application of drone aerial photography technology: Due to significant price reductions and easier operation in recent years, drones are now used in large-scale reporting events, especially when event locations are widely distributed, such as large galas, reality shows, and travel programs. After obtaining approval from the Civil Aeronautics Administration of the Ministry of Transportation and Communications, drones are deployed to provide more detailed bird's-eye 3D perspectives to viewers.

(4) Integration of national highway traffic condition systems into production and broadcasting: During the 2016 Lunar New Year, the news department utilized information systems from national highway websites and apps to immediately broadcast real-time images and traffic speed information for different road sections. This technology continues to be used, not only for holiday traffic services but also to provide the latest on-site footage during major highway accidents to understand congestion conditions.

(5) Development of earthquake and heavy rain alert information systems in cooperation with the Meteorological Bureau: These systems are applied to emergency message broadcasting and major natural disaster reporting.

(6) Since April 2012, the company planned and implemented a new financial system (SAP), which went live at the end of October 2012. The completed system modules include cost and accounting systems (FI/CO), with project benefits as follows:

(6-1) Through system and data integration, it provides real-time data analysis capabilities, shortening the monthly closing hours.

(6-2) Shortens processing workflows, standardizes procedures, shares resources, and saves manual operation costs.

(6-3) Provides real-time actual vs. budget variance comparisons and flexible strategic adjustments, offering management reports from various operational perspectives to support decision-making.

(6-4) To enhance the SAP BW (report server) functionality, a BW system migration project was conducted in April 2015 to build a dual-machine HA architecture from a single server, including database migration and system tuning, completed by the end of April that year. This improved the usability and completeness of SAP system report data provision and application.

(7) Since July 2015, to strengthen internal work and affairs management and provide a platform for employees to share work experiences and feelings, the company developed an online work management system, which went live at the end of August 2015. It serves as an internal communication and record-keeping system for employees at all levels.

(8) In 2019, the company introduced the eHR (human resources leave automation system), significantly reducing data compilation and verification efforts. After implementation, employees can apply for and check personal leave and attendance records and electronic pay slips via the eHR portal. Financial

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supervisors no longer need to print paper pay slips, and HR departments or unit supervisors can export various reports as management indicators, improving efficiency through digitalization.

(9) On August 3, 2020, the company fully upgraded its wireless digital TV, introducing the latest encoding technology. The previous configuration of 2 HD + 2 SD channels was upgraded to 4 HD high-definition channels, providing better picture quality and broadcast service to viewers.

(10) To strengthen critical infrastructure information security, the company officially implemented an information security management system in July 2022 and completed an upgrade in 2024 to align with the latest ISO/IEC 27001:2022 international standard. Through asset inventory, risk assessment, internal audits, and training, the company effectively reduces threats from human error, malicious attacks, or natural disasters to information assets, ensuring high confidentiality, integrity, and availability of systems. On January 7 and January 19-21, 2026, the company completed external verification audits based on ISO/IEC 27001:2022 and officially obtained certification.

(11) To enhance the overall production level and stage visual presentation of variety shows, the engineering department procured and introduced LED video wall equipment as the main image display system for program stages starting July 2015. With high resolution and brightness, it can present diverse visual content and support real-time screen switching and dynamic background design, effectively enhancing stage atmosphere and visual layers. Along with equipment introduction, related operation and technical training were conducted to continuously improve the professional skills and practical experience of production and technical personnel, strengthening team production efficiency and further refining overall program production quality and creative expression.

(IV) Short- and Long-term Business Development Plan

Digital Television Promotion:

Currently, various types of video platforms including terrestrial TV, satellite TV, IPTV, MOD, APP, and OTT face intense competition, giving viewers more choices. After the full digitalization of terrestrial TV stations, the number of channels has increased. Besides the general channel, CTV has upgraded its News Channel, Bravo! Channel, and Classic Channel to full high-definition (HD) broadcasting. In this era where content is king, if innovative program formats can be created to satisfy viewers' diverse demands with high-quality content, and by effectively utilizing mobile broadband and social media platforms to develop interactive audiovisual programs, strengthen marketing, expand the audience base, and develop added value, digital TV platforms will have the opportunity to capture the market.

After completing the digital transition, CTV is committed to expanding the HD automated broadcasting system to provide viewers with the best viewing quality and service. The original tape-less multi-channel broadcasting system will be expanded with HD channel automated broadcasting equipment and updated digital head-end systems. The company will promote digital and tape-less TV production and

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broadcasting. Both program studios and news studios will gradually replace their filming and recording systems with digital production and broadcasting systems, enabling digital content to have the characteristics of “one-time production, multi-format processing, multi-channel transmission, and multi-functional service,” providing audiences with more autonomy, interactivity, and diverse programming.

To provide HD broadcasting services, the company actively invests in building HD broadcasting systems, establishing a complete HD broadcasting platform including a full HD audio-video server, switchers, channel branding system, voice-over subtitle system, and automated broadcasting system. These are fully integrated with existing equipment to achieve a unified control interface and method, and in 2015, the company upgraded to full-frequency HD broadcasting.

In recent years, the company has successively built two HD news studios, enabling the entire process from front-end news shooting, interviewing, editing to broadcasting to be in HD, providing viewers with high-definition news programs and pushing the technology and quality of news production to a new milestone. The company has also upgraded to HD virtual studios, which are now widely used in news, weather, and programs. Using virtual studios increases the diversity of broadcast content and allows higher interactivity between virtual sets and personnel. Since the effects are created using 3D animation frameworks, they enhance the visual experience and enrich program content.

In response to the increased demand for HD program production, the company has completed the construction of a post-production nonlinear editing network system and fully promoted tape-less production workflows. It has simultaneously strengthened file transcoding, transmission, and quality monitoring management mechanisms to improve production and broadcasting efficiency and quality control. This year, the company will continue to introduce 4K and artificial intelligence (AI) production environments and enhance professional training for post-production personnel to improve technical capabilities, respond to industry development trends, and strengthen overall competitiveness.

Starting from 5 a.m. on February 15, 2016, CTV’s main channel upgraded to HD. The reception of terrestrial wireless signals can serve as a backup signal for cable MSOs (12 head-ends) with fiber-optic HD deployment and for eight independent cable systems and new system HD deployments (DVB-T as the main and satellite as backup). Additionally, cable systems fully digitized began releasing RF bandwidth from the second half of 2016, and on December 1, 2016, the main channel HD was launched on the Kbro MSO (18 head-ends), serving cable and terrestrial viewers with a brand-new HD appearance and providing the best viewing quality.

After completing HD digital production and broadcasting for the CTV News Channel, the company continues to promote and launch digital TV content. Since 2015, it has successively launched on five major MSOs: Chunghwa Telecom, Kbro, Taiwan Fixed Network, Taiwan Digital Optical, and Taiwan Broadband (TBC). It continues to communicate with independent system digital head-ends for launch to expand the CTV News Channel’s audience.

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To meet target audience demands and provide high-quality and diverse programming to attract viewers and create business opportunities, excellent equipment, quality personnel, and a rich database are needed as support. To achieve this goal, related engineering equipment and facilities have been updated annually, and personnel training has been strengthened. This is an important plan for both the short and medium to long term.

2. Program and News Planning:

In an era where digital convergence accelerates OTT's aggressive invasion, "content" is the key to standing out amid fierce competition. Therefore, CTV deeply understands that only by actively producing HD programs that meet audience needs and emphasize originality and diversity, maintaining market advantages in drama, variety, and travel programs, strengthening cooperation with other platforms, effectively utilizing social media resources, and developing mobile broadband audiovisual content with real-time and interactive features to attract internet generation viewers and advertisers, can it increase viewership ratings, seize the initiative, and expand revenue sources.

(1) CTV Main Channel (Digital Comprehensive Channel):

Goals

A. Improve the quality and quantity of self-produced and commissioned programs.
B. Develop new media video content and explore new business development models.
C. Actively enrich the HD high-definition program library resources.
D. Strengthen cooperation and interaction with overseas TV operators and new media platforms.
E. Actively seek collaboration with local external parties that have strong audiovisual content production capabilities.
F. Actively pursue cooperation with local satellite TV channels.
G. Design activities to revitalize CTV.
H. Enhance internal self-production program capabilities.
I. Establish CTV as the global center for Chinese-language entertainment.

Implementation Methods

A. Organize large-scale concerts and galas:

Continue producing and broadcasting New Year's Eve galas, striving to secure the top viewership ratings.
Compete to host and produce major award ceremonies (such as the Traditional Arts Golden Melody Awards, Golden Palm Awards, etc.).
Pursue large event contracts (such as Lantern Festival events, Ocean Music Carnival, or other gala events).

B. Continue overseas TV program collaborations:

Drama programs
Variety shows
Travelogue programs

C. Strengthen cooperation with various production companies and producers:

Inject new blood into variety show formats and explore new partners, such as collaborating with Future Girls Co., Ltd. to produce the girl group training

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reality show "Future Girls,"(未來少女) and with Wildfire Entertainment to produce the boy group audition show "Atom Boy 2." (原子少年 2)

■ Maintain good interactions with major drama production companies and actively create cooperative relationships, such as co-producing the Chinese drama "The Pioneer"(開創者) with Shengda Image Production Company, and co-producing TV movies with Liyang Film Company.

D. Enhance program self-production capabilities:

■ Strengthen staff training to improve self-production capabilities and manpower.

■ Boost staff effectiveness and continue to compete for producing large-scale galas and events.

■ Plan and self-produce important time-slot programs, prepare backup programs, and accumulate experience in hosting, production, and execution.

■ Cultivate new talent through program production to leverage platform influence, maintain program leadership, and enhance self-production capabilities.

(2) Planning of CTV Digital News Channel:

(2-1) Short-term Business Development Plan

A. Producing high-definition news and programs that are closer to the public:

Our news channel continuously adjusts the news broadcast structure and high-quality news programs based on social changes and public opinion feedback. Programs include high-definition news specials such as "Starting Point of Change,"(改變的起點) "Sixty Minutes,"(六十分鐘) "New Commoners' Boss,"(新庶民大頭家) "World Big Secrets,"(世界大搜秘) "Wealth Life Code,"(致富生活密碼) "New Horizons of Technology,"(科技新視界) "Amazing Ancient and Modern Secrets,"(古今揭密大驚奇) "Entertainment Star Avenue,"(娛樂星光大道) "MIT Taiwan Chronicles,"(MIT台灣誌) and others.

B. Providing more time slots and more immediate real-time news:

[CTV News Channel Program Structure Adjustment] On July 1, 2020, CTV Digital News Channel adjusted its program structure, gradually increasing live news broadcast time slots from Monday to Friday, focusing on daytime and nighttime periods. On weekends, live news production is strengthened in the afternoon and evening.

After the program structure adjustment, the channel enhanced timeliness and news content, providing the latest developments. It uses phone connections, on-site 4G packs, and SNG interactive links, delivering live or D-LIVE broadcasts and the latest updates via mobile live streaming to provide first-hand on-site information. When major events occur, special reports and live broadcasts are simultaneously conducted online.

(2-2) Long-term Business Development Plan

A. CTV Digital News Channel has been striving for the audience's "right to know" and "speed of knowledge." Since July 31, 2017, the channel has fully launched high-definition (HD) broadcasting services, transforming CTV News Channel into a core platform supplying high-definition news

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and program content production. The integrated "Digital News Editing and Broadcasting System NRCS (Newsroom Computer System)" covers everything from news material collection, text processing, and video editing systems; news editing, headline writing, review, broadcast design, various color and sky banners production; fully digital studio broadcast system; to storage and hierarchical management of all materials and files to meet future multimedia broadcasting needs.

(A1) Channel positioning: a young, informative, close-to-the-people, fast and immediate TV channel focusing on cross-strait and international foresight.

(A2) Relationship between target market and program planning:

(A2-1) Improving news quality and strengthening news editing and review:

To enhance the production of high-definition news and program content and address the prevalence of "fake news," CTV News Editorial Department has reorganized and expanded: establishing independent editorial operations for news and program production, editing and review, breaking news, information provision, broadcast design, and online news production.

To cope with digital convergence and internal resource integration, the news department independently executes large-scale news production, reproduction, rewriting, and compilation to meet the company's news production characteristics and needs. Facing the rise of fake news in recent years, chief editors, reviewers, section editors, center supervisors, photographers, and production staff must follow self-discipline regulations to ensure quality control, making CTV Digital News Channel a competitive, responsible, public-serving, and professional media outlet.

(A2-2) Establishing online news standards to welcome the new media era:

In addition to uploading the latest key news daily to the internet, the digital video editing platform "Online Media Team" irregularly conducts live broadcasts of the most important, hottest, and most relevant news scenes on the internet under the "Topic Scene" section. Selected news materials, program highlights, and behind-the-scenes clips are converted, arranged, and uploaded to the internet, Facebook, and social media platforms for interaction with netizens, allowing CTV viewers to grasp the latest news trends anytime via mobile devices and respond to audience feedback by adjusting content accordingly.

Since 2024, together with the Legal Affairs Office, CTV News has independently formulated the "CTV News Internet News Internal Control and Self-discipline

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Regulations," which regulate the review standards and procedures for news posted on the internet and the standards and procedures for news removal, strengthening internal control and self-discipline.

B. Coordinated efforts and main channel (comprehensive channel) news with a global perspective:

CTV Evening News "CTV News Global Report" is a leading news brand. Every day, the reporting center supervisors and editorial colleagues jointly discuss and select the most significant global news, the most important lifestyle and financial information, and key domestic and international political developments, delivering the most needed and richest information to viewers with refined packaging and clear, concise reporting.

Besides main time slots such as noon and evening news, the overall operational strategy includes presenting the day's important news comprehensively, selecting highly newsworthy and life-related highlight news, combined with social scenes and local human-interest stories, and producing public policy discussion segments to provide forward-looking news programs.

C. Continuously improving the program structure of CTV News Channel:

Producing various types of programs with diversity, quality, and positive energy to attract viewers, create business opportunities, and develop digital content. Besides "real-time news" to cultivate viewers' habit of watching at fixed times, scheduling news programs is also a key strategy. These include news programs like "Starting Point of Change," (改變的起點) "60 Minutes," (60分鐘) and in recent years, new programs such as "Wealth Life Code," (致富生活密碼) "World Big Secrets," (世界大搜秘) "New Horizons of Technology," (科技新視界) "Amazing Ancient and Modern Secrets," (古今揭密大驚奇) and others. Additionally, talk shows like "New Commoners' Boss" (新庶民大頭家) are produced. The news channel also produces high-quality sports and entertainment news programs or segments, such as "Chinese Team Heroes Parade," (中華隊英雄大遊行) "Entertainment Star Avenue," (娛樂星光大道) "Japan Post-Pandemic Tourism Special Report," (日本疫後拚觀光專題報導) "Ear No One! Legendary Player Allen Iverson Fan Meeting," (ear No One! 傳奇球星 ALLEN IVERSON 見面會) and plans and negotiates large-scale live broadcast events, major popular sports events, or documentaries to enhance the channel's breadth and depth.

D. Advancing New Media to Build Interactive Platforms

The news channel's real-time news platform provides immediate and diverse content. CTV News leverages digital platforms to simultaneously deliver fast and instant updates, reaching users across different devices and segmented audiences, thereby enhancing viewer services. In response to the booming development of domestic and

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international internet TV and the growing market demand, CTV is developing internet-exclusive content and gradually managing new channels. Beyond existing cooperative platforms, CTV News will seek more cross-disciplinary collaborations with new media platforms and develop native live content such as Legislative Yuan live broadcasts and breaking news. It will also integrate new technologies like virtual reality (VR), augmented reality (AR), and recently actively developed AI technologies for news image generation and live voice translation, conducting integrated testing. With high-quality content, CTV aims to develop online audiences to increase brand visibility and revenue sources.

E. Integrating Marketing of Digital Programs and Revitalizing HD Digital Content Archives

CTV News Department holds copyrights for programs such as "Starting Point of Change," "Sixty Minutes," "Commoner Boss," (庶民大赢家) and "New Commoner Boss," (新庶民大赢家) all high-quality HD digital programs that can generate revenue through copyright sales and online operations.

The organization of CTV's traditional analog and SD tape archives, including news tapes, has been completed up to 77.28%. The next step is to continue categorizing and converting these into HD or internet-usable resources.

F. Actively Participating in Awards to Gain Honors and Strengthen Brand Image

CTV News frequently wins awards in various news competitions. Moving forward, it will continue to participate in news award contests to improve the quality of news, special reports, and programs, cultivate reporters and program producers, motivate team morale, and consolidate a high-quality news brand image. This is an important ongoing business task for CTV News in the medium to long term.

(3) Planning for CTV Bravo! (CTV-Jingcai Channel):

Differentiated from the General Channel and CTV Classic, it targets young viewers. Besides airing popular self-produced variety shows, quality dramas, travelogues, and health information programs, it strengthens cooperation with other platforms by selecting popular programs from various channels that fit the audience profile, increasing the rate of new program broadcasts and shaping a fresh channel image.

A. Air the popular variety show "Hunger Games" (飘飘遊戲) during prime time at 8 PM from Monday to Saturday to cultivate young viewers' watching habits through entertaining game competitions and attract a young audience.

B. Purchase and broadcast food, talk, game variety shows, travelogues, and health information programs to offer viewers diverse choices.

C. Purchase quality dramas with rich, diverse, and youthful content to cultivate the target audience.

D. Utilize online viewing habits by producing programs designed for sharing and circulation on the internet to maximize impact.

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E. Seek cooperation with other channels, for example: live simulcast with Da Li TV of programs like "Songs All Over the World" (歌聲滿天下) and "Dusk Date," (黃昏的約會) using real-time interactive program styles to increase viewer stickiness and loyalty; collaborate with the Indigenous Channel to air "Kai Test Heroes," (Kai試英雄) a learning program that breaks the traditional framework of indigenous language teaching by using competitions to practice listening, speaking, reading, writing indigenous languages and symbols, thereby expanding the viewer base.

F. Provide viewers with opportunities to access artistic programs and create a new channel image, such as airing cultural variety shows, documentaries, and live broadcasts of traditional arts Golden Melody Awards ceremonies.

G. Continue to strive for live broadcasts of large-scale evening events to create channel uniqueness. Examples include broadcasting major events like "The 2025th National Day Fireworks in Nantou" and outdoor performances such as "2025 Miaoli Christmas City CHILL Show," "2025 Miaoli Christmas City CHILL Party," "2025 Miaoli Christmas City CHILL Carnival," and "2025 Miaoli Christmas City CHILL Explosion Night."

H. Serve media access for people with disabilities by continuing to broadcast audio-described versions of TV movies, providing visually impaired audiences with an alternative way to enjoy visual content.

(4) Planning for CTV Classic Channel:

Differentiated from the General Channel and CTV Bravo!, it targets middle-aged and senior viewers by carefully selecting diverse classic dramas and variety shows. Through cooperation with other platforms, it offers viewers different program choices, increases the rate of new program broadcasts, and establishes a new channel image.

A. Select classic CTV dramas, variety shows, and travelogues to meet the target audience's desire to revisit quality shows and programs.

B. Purchase various types of domestically produced classic programs, enriching channel content, including food cooking and talk variety shows.

C. Strengthen cooperation with other platforms, such as live simulcasts with Da Li TV of "Lohas Youth GO," (樂活青春 GO) providing the target audience opportunities to relive classic good songs.

D. Enhance services for diverse ethnic groups by increasing broadcasts of Minnan-language dramas, Taiwanese opera, and dramas and singing variety shows in native pronunciations.

E. Revitalize archive resources by re-editing and repackaging to give programs new life.

F. Serve senior viewers by broadcasting news reports and news-related programs to provide the latest news information.

Increasing Cooperation with New Media Platforms, Cultivating Communities, and Developing Memberships:

(1) Launch themed new YT CTV family channels and open membership services.

(2) Conduct 24-hour non-stop live streaming on YT to increase viewer discussion

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and engagement.

(3) Continue promoting cooperation with OTT platforms to increase channel exposure and revenue.

Planning for CTV HD Studio and HD News Transmission Equipment:

In line with the official launch of CTV HD CHANNEL on July 1, 2012, to produce high-definition content and provide audiences with high-quality HD video and audio, the plan is to gradually upgrade program and news studios to HD high-definition studios year by year. Meanwhile, to meet production needs, 4K cameras and H.265 encoded 5G transmission equipment have been successively procured.

March 30, 2014: Completed the setup of one HD news SNG vehicle.
April 15, 2014: Completed the setup of Nangang SUB-3 high-definition drama studio.
May 26, 2014: Completed the setup of CTV Minquan SUB-7 high-definition news studio.
December 31, 2014: Completed the setup of HD transmission and production equipment for four SNG vehicles.
April 12, 2015: Completed the setup of Nangang SUB-5 high-definition studio.
April 14, 2016: Completed the setup of Nangang SUB-B high-definition studio.
May 24, 2017: Procured 3 units of 4K cameras for program recording.
March 22, 2018: Procured H.264 encoded 4G transmission pack equipment.
November 11, 2020: Completed the setup of 5G transmission vehicle.
December 28, 2021: Purchased 4 additional sets of H.264/H.265 encoded 4G/5G transmission pack equipment.
June 14, 2023: Purchased 2 additional sets of H.265 encoded 5G transmission pack equipment.
January 17, 2024: Completed the replacement of the old video switcher in News Studio 7 with a new one.
September 12, 2024: Purchased 1 additional set of H.265 encoded 5G transmission pack equipment.
November 18, 2024: Procured 1 unit of 4K handheld camcorder for program use.
December 17, 2024: Procured 10 units of 4K handheld camcorders for news use.
July 10, 2025: Procured 2 sets of H.265 encoded 5G transmission pack equipment.
October 16, 2025: Procured 10 units of 4K handheld camcorders for news use.
Establishing a Multi-Platform Service

By introducing a media asset system, a foundational infrastructure for CTV's digital operation integration is established. This further combines the multi-channel operational environment needs of various professional departments (such as the News Department, Programming Department, Engineering Department, etc.), enhancing the efficiency of high-quality production and operational productivity. With an overall consideration of workflow and system integration, mechanisms for digital archive system operations, non-linear editing operations, automated news gathering, editing, and broadcasting operations, as well as automated master control digital broadcasting operations, are built. These serve as the core foundation to meet the digitalization demands of the media industry network.

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II. Market and Production & Sales Overview

(I) Market Analysis

1. Main Products and Sales Targets

Our company is a television company primarily generating revenue from TV advertising. The main product sold is television advertising time slots, targeting domestic demand-oriented public and private enterprises. To adapt to the industry ecosystem after the full digitalization of cable TV systems, we actively strive to have our news channels included in cable TV systems and differentiate the advertising sales models between the main channel and digital channels to maximize benefits.

The sales targets for program copyrights and channel licensing mainly include domestic and international satellite TV stations or new media platforms such as OTT and MOD. The main products sold are our company's channels and classic programs.

Internet advertising is divided into video website advertising and official website advertising sales. The main product is website banner ads, targeting domestic demand-oriented public and private enterprises.

2. Service Areas

For TV advertising, the current service areas are Taiwan, Penghu, Kinmen, and Matsu regions; for digital copyright sales, the service areas include major cities domestically and internationally.

3. Market Share and Future Supply-Demand Situation and Growth Potential

(1) Ratings

According to data analysis from AGB Nielsen, CTV's ratings and market share have continuously grown year by year. In 2025, CTV ranked second among the four major free-to-air channels in both A4+ (all ages 4 and above) and A25-49 (ages 25-49) ratings and market share.

A. News:

"CTV Midday News" and "CTV Global News Report" consistently ranked first among the four major free-to-air channels in 2025 in terms of cumulative annual viewership for both all ages (A4+) and the key advertising demographic (A25-49). The digital news channel's ratings continue to rise, often ranking first in market share.

"CTV Global News Report" performed especially well, with an all-ages A4+ rating of 2.05 for the year, compared to Sanlih's 8 PM news at 1.84 and TVBS's 6-7 PM news at 1.53, dominating both cable and free-to-air news programs. Among younger viewers aged 25-46, it also ranked first nationwide. According to AC Nielsen data, "CTV Global News Report" had a rating of 1.27, TVBS News Channel's 6-7 PM news was 1.02, and TTV Evening News was 0.83.

Currently, CTV programs are exposed on digital media platforms including major domestic and international mainstream digital cable MSOs, OTT internet platforms, YouTube and other video portals, Chunghwa Telecom MOD, and outdoor media. In the future, we will continue to develop exclusive online content and services for various streaming media to increase CTV's market share in digital content.

B.Drama:

In 2025, weekday 8-9 PM slots aired popular mainland Chinese costume dramas such as “The Legend of Yun Xiang,”(雲襄傳) “Ning An Ru Meng,”(寧安如夢) “Ink Rain Between Clouds,”(墨雨雲間) and “The Song of Chang Le,”(長樂曲) as well as domestic modern dramas like “X! It’s Monday Again,”(X！又是星期一) “Secretary Club,”(秘書俱樂部) “Me and My Steel Wall,”(我和我的鋼四壁) “Complete Money-Saving Love Manual,”(完全省錢戀愛手冊) and “San Francisco Beauty Salon,”(舊金山美容院) all of which were warmly welcomed and highly praised by viewers. Weekday 10 PM slots featured specially selected classic mainland dramas such as “Chang Feng Du,”(長風渡) “Under the Power,”(錦衣之下) and “Dream of Splendor”(夢華錄) to serve fans of mainland dramas.

In 2026, the weekday 8-10 PM drama slots will air modern dramas “San Francisco Beauty Salon” and strong mainland dramas “Hard to Please,” “Joy of Life Seasons 1 & 2,” “The Sea of Tranquility,” and “Carefree Crossing” in the first half of the year. In the second half, domestically produced modern dramas “Upstairs Downstairs,” “Come Home Early,” and “Happy Birthday” will be launched. Additionally, to serve movie lovers, starting April 12, a “CTV Blockbuster Cinema” will be aired on Sunday nights at 10 PM, featuring selected Disney movies to provide viewers with diverse program choices.

C.Variety Shows:

CTV variety shows emphasize diverse formats including singing, reality games, quizzes, and competitions. On Saturday nights at 8 PM, the self-produced large-scale singing variety show “Variety Top One”(綜藝一級棒) has performed well since its premiere in June 2024, frequently ranking first in ratings among free-to-air channels in the same time slot and often topping all channels on Saturday in both A4+ and A25-49 demographics. At 10 PM on Saturdays, the co-produced show with Sanlih TV “Variety Play Big”(綜藝玩很大) continues to maintain good ratings. On Sunday nights at 8 PM, the outdoor reality game show “Hunger Games,” featuring a host team competing in wit and strength with excellent chemistry, offers viewers a unique content experience and performs well in ratings. Weekday 6 PM slots air the quiz variety show “National Star Strategy,”(全民星攻略) which has steadily grown in ratings and, after a new 3.0 version launch, repeatedly set new high points in the 25-49 age group. From Monday to Friday at 10 PM, a new quality singing show “Singing for You” has been well received since its debut. In 2025, besides launching the first season of the Korean variety cooking reality show “Backpack Chef Baek Jong-won,”(背包廚神白種元) which features Chef Baek leading chefs to challenge various catering tasks, we continue to purchase popular outdoor reality competition shows such as “Hope of the Village”(全村的希望) and outdoor reality travel shows like “Amazing Travel Stars”(驚奇旅明星) to promote channel youthfulness and program diversity.

At the end of 2025, we produced a 4-hour self-produced special “Full Power Red and White Song Battle”(馬力全開紅白歌合戰) for New Year’s

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Eve 2026, which was rich and entertaining, achieving excellent ratings and becoming a new choice for viewers' New Year's Eve special programs.

(2) Program Copyright Sales Market:

Sales and distribution in Southeast Asian countries have steadily grown, continuing CTV's past success in selling high-quality large-scale variety shows. We actively promote reality game shows like "Hunger Games" in Chinese-speaking markets such as Hong Kong and Singapore. In the future, we will continue to expand development of overseas Chinese digital media markets and attempt to license translated versions in multiple languages for overseas channel distribution to broaden program influence. At the same time, we will integrate marketing efforts combining CTV's high-quality dramas over the years and new 8 PM drama slots. In recent years, emerging markets and new media markets such as Vietnam and Indonesia have developed rapidly, with frequent market competition causing a surge in demand for legitimate copyrights. We believe the southbound market will see significant growth going forward.

Competitive Advantages and Development Prospects:

Favorable and Unfavorable Factors and Countermeasures:

Times are changing, and so is the environment. Facing various competitions, the united goal of all CTV employees is to create the greatest benefit for the company. Therefore, through review and analysis, we will actively seize opportunities, mitigate potential threats, leverage existing advantages, reverse disadvantages, strive for business opportunities, and work hard to create a great future.

※Strengths

■ CTV operates the most popular and well-received programs, constantly seeking innovation and diversity in formats and rich content to meet the needs of different time slots and target audiences, which are well-loved by viewers. For example, in the 2026, the drama lineup included carefully selected high-quality domestic productions such as "San Francisco Beauty Salon" (舊金山美容院) and popular mainland Chinese dramas like "Hard to Spoil," (難哄) "Joy of Life Season 1 & 2," (慶餘年第 1 季+第 2 季) "Cang Hai Chuan," (藏海傳) and "Carefree Crossing." (無憂渡) Upcoming domestic costume dramas include "Upstairs Downstairs," (樓上樓下) "Come Home Early," (早點回家) and "Happy Birthday." (生日快樂) Additionally, a movie slot was opened on Sunday nights at 10 PM featuring Disney movies. Variety shows include the continuously popular weekend large-scale variety show "Variety First Class," outdoor reality shows "Variety Play Big," "Hunger Games," quality singing variety show "Singing for You," and the record-breaking weekday quiz show "National Star Strategy" (全民星攻略) and signature documentary travel shows "Exploring Mainland China" and "M.I.T. Taiwan Chronicles."

■ Continues to plan cooperation with excellent production units and producers, commissioning or investing in the production of prime-time dramas, series, large-scale variety shows, and reality shows. Drama direction focuses on the 8-9 PM market needs, emphasizing a light, companionable, warm, and inspirational

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atmosphere to attract viewers, increase ratings, and boost revenue sources. Variety shows emphasize entertainment and intelligence, suitable for family viewing, and strive for audience interaction, integration with new digital platforms, lowering viewer age demographics, providing product placement opportunities, seeking external resources, and expanding program effectiveness.

■CTV has always valued the social responsibility of wireless media, emphasizing program quality alongside pursuing ratings and influence, aiming to bring viewers happy, warm, and enjoyable leisure time.

■CTV gathers the best variety and drama production units, producers, hosts, and popular actors in Taiwan's television industry, including Golden Bell Award winners, such as production companies Quanfu Communication, Haokan Entertainment, Belide, etc.; variety show hosts like Wu Zongxian, Sun Xiezhi, Wang Renfu, Xu Mengzhe, Kang Kang, Xu Zhihao, Chen Suiyi, Chen Mengxian, Li Zisen, Du Xintian, KID, Xie Kunda, Cai Huangru, Qun Qun, Lin Sha, etc.; drama actors like Ke Shuyuan, Weng Jiaming, Liu Pinyan, Lian Chenxiang, Zhang Guangchen, Fang Zhiyou, Yang Mingwei, Yang Qing, etc.

■Actively cultivates internal production teams to produce quality variety shows, travel programs, and special programs such as "Singing for You,"(唱歌给你聽) "Variety First Class,"(綜藝一級棒) "Exploring Mainland China,"(大陸尊奇) and New Year's Eve specials, achieving both good ratings and reputation.

■News and weather programs have high viewer loyalty; CTV's self-produced news and weather are leading brands in their category, far ahead of competitors.

■Produces large-scale variety shows, travel programs, talk shows, prime-time dramas, and TV movies in HD format, continuously revitalizing and remaking classic programs to enrich the HD high-definition content library, providing viewers with the best audiovisual feast.

■Since June 2024, CTV has produced the weekend large-scale variety show "Variety First Class"; since October 2025, it has aired the new weekday quality singing program "Singing for You," both well received by viewers. At the end of 2025, CTV produced the New Year's Eve special "Full Power Red and White Song Battle," which aired on February 16, 2026, with good ratings. The digital news system completion allows cooperation with cross-industry media to reduce costs, expand operational scale, and create shared advantages.

CTV has an advantage in digital media development due to earlier market layout than competitors, leading in external cooperation and business model development. Recently, with the booming OTT platforms and shrinking wireless TV environment impacting program production, CTV continues to invest in developing and producing programs like "Variety First Class," "Singing for You," "Hunger Games," and "Exploring Mainland China." The program marketing integration center also cooperates with the company to develop new external cooperation business models, creating diversified content and revenue sources to meet challenges brought by digital convergence.

※Weaknesses

After cable TV channel allocation, with family-type groups owning 3-8 channels each, each channel has a clear positioning, leading to cable channel viewership growth, which has taken a large share of TV advertising volume and ratings.

Due to government budget law revisions, government units at all levels are prohibited from product placement marketing; media programs commissioned or subsidized by the government must disclose as advertisements throughout the broadcast, leading to a significant reduction in government promotional budgets.

Taiwan fully entered the digital era on July 1, 2012, but developing digital wireless TV requires huge investments in digital program content development.

The diversification of transmission platforms such as wireless, cable, and OTT has changed viewer habits.

Although prime-time dramas select quality productions, competing programs in the same time slot mainly consist of long-running dramas featuring violence and negative sensational content, maintaining high ratings and affecting CTV's prime-time ratings.

Competition among variety shows in the same time slot is fierce; even high-cost productions do not necessarily guarantee ratings; high ratings do not always cover costs through advertising revenue alone.

Due to unclear policy directions and insufficient industry support, although digital TV started broadcasting in 2004, a stable business model has yet to develop, causing hesitation and ambiguity among wireless TV stations facing new challenges.

The amendment of the three broadcasting laws legalized commercial product placement but includes several restrictions and prohibitions, such as banning placement in news and children's programs, and prohibiting placement of tobacco, alcohol, international marriage matchmaking, prescription or government-designated drugs, etc. Additionally, from September 8, 2019, non-domestic programs broadcast from 7 PM to 11 PM daily cannot accept title sponsorship.

The domestic program management regulations effective January 8, 2017, require that prime-time domestic dramas must reach 50% of similar program types, limiting programming flexibility.

Opportunities

Wireless digital TV broadcasting platforms can be divided into fixed and mobile reception. Purchasing an HD set-top box allows free viewing of 19 HD and 3 SD programs. With the government completing digital transition by the end of June 2012, fully receiving digital TV, opportunities should be seized to enhance program diversity and richness to attract viewers, increase ratings, and generate advertising revenue.

Digital news channels on national cable channels, targeting channel 154, continue to attract viewers, with stable growth in MOD500 channel viewership.

Self-produced programs such as "New Commoner Boss," (新庶民大頭家) "Sixty Minutes," (六十分鐘) "Starting Point of Change," (改變的起點) "Wealth Life Code," (致富生活密碼) "World Search," (世界大搜秘) "New Technology

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Vision,"(科技新视界) "Ancient and Modern Secrets,"(古今揭密大驚奇) and "Entertainment Star Avenue"(娛樂星光大道) attract viewers with quality content.

■ Expanding cooperation with foreign media such as Japan’s Asahi Shimbun for intellectual and newsworthy tourism programs to gain viewership and revenue.

■ CTV news online live streaming and fan page management are popular among domestic and overseas (Chinese-speaking) audiences, gradually opening new media niches.

■ NCC opening of program placement, sponsorship, and title sponsorship helps attract more external funding to enhance production budgets, create better programs, and strengthen channel competitiveness.

■ Prime-time drama scheduling considers viewer demand and market changes, selecting quality dramas and actively expanding cooperation opportunities and partners to strengthen competitiveness.

■ The Taiwanese short-series drama market is highly competitive, with limited excellent production units and producers; the new year will continue actively purchasing dramas best suited for TV channels and starring popular actors.

■ Self-produced variety shows "Hunger Games," "Variety First Class," and travel program "Exploring Mainland China" perform well in the same time slot competition, helping secure product placement and title sponsorship to expand revenue sources.

■ Accepting commissions for large concerts and striving to produce large-scale gala shows to enhance corporate image and establish channel branding.

※ Threats

■ Cable TV block division has cultivated viewer habits favoring cable TV, causing wireless TV audience to gradually decline.

■ The arrival of the multimedia era and continuous growth of internet users, with multi-screen viewing becoming a trend, reduces TV viewing time, making TV no longer the primary source of information.

■ Digital TV viewership growth is slow and has yet to become a stable and sizable source of advertising revenue, hindering digital TV development.

■ Competition for weekend large-scale variety shows is intense; weekend drama programs are less attractive on TV than before.

■ Domestic and overseas online piracy of programs is rampant; various program download websites and apps are unregulated, affecting TV program viewership and revenue.

■ The main lifeline of TV stations is advertising revenue, but competition from various emerging media platforms for limited overall advertising budgets indirectly affects program production scale.

■ After cable channel 52 became vacant, CTV News Channel took over, and TTV News Channel is also striving for exposure on other cable channels.

Compared with other TV markets, Taiwan’s TV market size is limited, and various emerging transmission platforms continue to appear and grow, making the competitive environment increasingly fierce. However, crisis is opportunity; new platforms represent new opportunities, new content represents new markets.

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All CTV staff will bravely face challenges, insist on quality, seize all opportunities, and create new brilliance for CTV.

(II) Important uses and production process of main products

1. Important uses of main products

The company's main products are news and programs, delivered through television media as media services, providing media broadcast advertising to earn corresponding profits.

Ratings relate to the TV station's main revenue source—advertising business opportunities and growth. Among various TV programs, dramas and variety shows are most favored by advertisers. Therefore, program design requires content to meet specific target groups, such as male or female, occupation, and age group needs, to boost ratings and attract advertising budgets.

Commercial product placement is another important business revenue source. After government opened title sponsorship, sponsorship, and product placement, various program types (except news and children's programs) can provide product placement opportunities where appropriate. Different programs suit different products and placement methods; higher ratings mean more product placement opportunities. For example, CTV's well-performing outdoor reality variety show "Hunger Games" often cooperates with festival events, tourism promotions, or gourmet gift placements. Additionally, many dramas, variety, and travel programs have obtained title sponsorships, including domestic costume dramas "Agai Eight-in-One Strong Tablets: Me and My Steel Wall,"(阿鈞八合一強效錠我和我的鋼四壁)"Agai Eight-in-One Strong Tablets: Complete Money-Saving Love Manual,"(阿鈞八合一強效錠完全省錢戀愛手冊) and variety shows "Anmeino Whitening Repair Cream Variety First Class,"(安美諾美白修復霜綜藝一級棒)"Dongyong Water Heater Variety First Class,"(東湧熱水器綜藝一級棒)"Ania Cosmetics Cleansing Sensitive Mousse Variety Play Big,"(愛妮雅化妝品潔顏柔敏慕斯綜藝玩很大)"Agai Eight-in-One Strong Tablets Hunger Games,"(阿鈞八合一強效錠骯蛾遊戲)"Kyoto Nian Ci An National Star Strategy,"(京都念慈庵全民星攻略)"Agai Eight-in-One Strong Tablets Singing for You,"(阿鈞八合一強效錠唱歌給你聽) and "Agai Eight-in-One Strong Tablets Hope of the Whole Village,"(阿鈞八合一強效錠全村的希望) as well as travel program "Yingcai Cultural and Educational Foundation Exploring Mainland China"(英才文教基金會大陸尋奇) and New Year's Eve special "Dongyong Water Heater Full Power Red and White Song Battle."(東湧熱水器馬力全開紅白歌合戰)

Copyright sales: Nowadays, various streaming media platforms' scale and revenue have surpassed traditional TV, attracting digital cable TV, telecom operators, and other new media operators to accelerate video market development. Overseas broadcast rights and copyright sales including digital media such as IPTV and OTT have become another revenue source beyond traditional TV advertising.

Developing online video products: With the booming online video platforms and thriving social networks, CTV actively develops its own copyrighted programs for uploading to YouTube, Facebook, Instagram, and OTT platforms for viewer clicks and revenue sharing, increasing income sources.

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2. Production process of main products

(1)News production process

【Figure 1】

(2) Program Production Process

【Figure 2】

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(III) Supply Status of Main Raw Materials

News: Acquisition of news information is based on the following channels, with independent editing, organization, production, and broadcasting:

(1) Self-assigned reporting

Reporters from the News Reporting Center and Program Center conduct their own interviews or collect information from the internet and authorized video footage. After verifying with relevant units and excluding the possibility of fake news, news production proceeds. Additionally, correspondents are stationed in Beijing and Hong Kong to cover first-hand overseas news.

(2) Subscription to international news agencies

Foreign news materials come from Reuters (UK), Associated Press (AP), Sports News Television (SNTV), Cable News Network (CNN, USA), and Japan Broadcasting Corporation (NHK), among others.

(3) Cooperation with domestic and foreign media

CTV maintains close cooperation with Reuters and AP and has strategic alliances with Japanese NTV and other TV stations. Moreover, online media and social networking sites have become major channels for obtaining news materials. Authorization is obtained before use, and some platforms (e.g., "Whistleblower Community") have even taken on a public resource form.

(4) Obtaining news materials or programs free of charge, through strategic exchange, or purchase, and directly broadcasting, retransmitting, or reproducing the acquired materials and programs.

Programs: Sources of programs come from the following six channels:

(1) Self-produced: Planned and produced by the program department itself.

(2) Commissioned production: Outsourced to production companies outside the company, with supervision and quality control by the company.

(3) Co-production: Joint investment and production with quality channels or production companies.

(4) Investment filming: Investing in excellent production units to co-produce programs.

(5) Purchased: Selecting programs recorded in the US, Japan, Korea, and Mainland China.

(6) Tender projects: Competing for government agencies or private enterprises' commissioned program production.

(IV) The names of supplier (customers) who have accounted for more than 10% of the total purchase (sales) amount in any of the most recent 2 years, the purchases (sales) amount and proportion, and reasons for any change

Major supplier from which the Company purchased in the last two years:
The Company’s purchase mainly comprises the costs arising from programs produced in house or on a commission basis, purchased programs, and production and broadcasting of news. Since the suppliers are widely dispersed and none accounts for 10% of the Company’s total purchase amount, the Company does not have a list of major suppliers.
Major customers to which the Company sold in the last two years:

Unit: NT$1,000

	2024				2025				As of the first quarter of 2026
Item	Name	Amount	As a percentage of net sales for the year (%)	Relationship with the issuer	Name	Amount	As a percentage of net sales for the year (%)	Relationship with the issuer	Name	Amount	As a percentage of net sales for the year (%)	Relationship with the issuer
1	Belide Co., Ltd.	67,098	7	—	Huayi Entertainment Co., Ltd.	68,389	8	—	CTi Television Co., Ltd.	33,191	15	Substantial related parties
2	others (Note)	832,529	93	—	others (Note)	811,504	92	—	others (Note)	193,981	85	—
	Net sales	899,627	100	—	Net sales	879,893	100	—	Net sales	227,172	100	—

Note: Those which account for less than 10% of total sales are categorized into others.
Note: The revenue in 2025 decreased compared to 2024, mainly due to a reduction in advertising income.

III. Employees in service

Year		2024	2025	Year-to-date through March 31, 2026
Number of employees	Direct labor	330	345	338
	Indirect labor	67	74	74
	Total	397	419	412
Average age		43	42	43
Average years of service		9.35	9.44	9.48
Education profile	PhD	0.25%	0.24%	0.24%
	Master’s	8.06%	8.11%	8.50%
	University or college	79.85%	79.47%	78.88%
	High school	11.34%	11.46%	11.65%
	Below high school	0.50%	0.72%	0.73%

Note: Direct labor: News; engineering; programs
Indirect labor: Others.

IV. Disbursements for environmental protection:

Any losses suffered by the company in the most recent fiscal year and up to the annual report publication date due to environmental pollution incidents (including any compensation paid and any violations of environmental protection laws or regulations found in environmental inspection, specifying the disposition dates, disposition reference numbers, the articles of law violated, and the content of the dispositions), and disclosing an estimate of possible expenses that could be incurred currently and in the future and measures being or to be taken: None.

V. Human rights policy and labor relations

(I) List the Company’s human rights policy and employee welfare measures, training, education and retirement systems and their implementation, as well as the agreements between management and employees and measures to protect the rights and interests of employees:

Formulating work rules to protect human rights with reference to international human rights conventions:

To align with global trends and fulfill corporate social responsibility by protecting the basic human rights of all employees, the company has formulated its human rights policy with reference to the "United Nations Universal Declaration of Human Rights," and other relevant standards. This includes building a diverse and

equitable workplace, providing a safe and healthy work environment, holding regular labor-management meetings for consultations, protecting the personal information of employees and other stakeholders, and complying with current labor laws. The policy also implements the establishment of employee work rules as guidelines for both labor and management to follow.

Employee welfare measures:

The company has established a Staff Welfare Committee that provides various subsidies for marriage, childbirth, funerals, serious illness, children's education, emergencies, etc., according to the Staff Welfare Fund regulations. During festivals, three holiday bonuses and monthly birthday bonuses are given. Regular subsidies are provided for employee-organized clubs (e.g., badminton club, health yoga club) to encourage participation in sports and leisure activities for physical and mental balance. Employees also enjoy exclusive discounts when consuming at group-related enterprises. The company actively fosters a friendly workplace environment by implementing maternity protection plans, setting up breastfeeding rooms, and contracting with quality childcare institutions to provide childcare measures. In accordance with the Gender Equality in Employment Act, maternity leave, prenatal checkup leave, paternity checkup and paternity leave, menstrual leave, and family care leave are granted to help employees balance work and family. In 2025, two employees applied for parental leave (one female, one male), two for maternity leave, two for prenatal checkup leave, five for paternity checkup and paternity leave, twenty for menstrual leave, and three female employees for family care leave.

Additionally, the company employs a nurse and has installed equipment such as body fat analyzers and blood pressure monitors for employees to self-check their health. Quarterly on-site medical services are arranged to provide healthcare consultations. In 2025, the company continued to provide free antibacterial liquid to protect employee health. To ensure family stability, group insurance for employees and their dependents covering life, accident, medical, and cancer prevention is maintained. Regular health checkups are also arranged.

Continuing education and training:

To improve overall employee quality and television industry production standards, the company has established employee training regulations. The training performance in 2025 is summarized as follows:

(1) Pre-employment training for new employees: Explaining company personnel regulations, welfare systems, and providing safety and health work guidelines to implement occupational injury prevention and promotion. The group headquarters regularly conducts cultural training to help new employees understand the company's founding history and corporate culture, fostering internal consensus through course interactions.

(2) General courses: Regular fire safety lectures, hands-on fire extinguisher operation, and emergency rescue drills to enhance disaster prevention awareness and disaster handling capabilities. Health lectures are arranged to provide knowledge on disease prevention for early detection, assessment, and improvement.

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(3) On-the-job professional training: Each unit develops professional training plans based on job characteristics, assisting employees in enhancing professional knowledge and skills through senior staff experience transfer, external lecturers, system vendor training, and toolbook purchases. For news production content violating self-discipline regulations (e.g., minors, violence), the news department supervisors conduct internal control project training to ensure news and program production complies with ethical standards, fulfilling media responsibilities under self-discipline principles.

Retirement system:

The company has established the "CTV Employee Retirement Measures," stipulating that employees can apply for retirement after 25 years of service. A "Labor Retirement Fund Supervisory Committee" has been established to allocate 2% of employees' monthly salaries to a retirement fund trust at Taiwan Bank, following the highest standards of relevant laws. According to Article 56, Paragraph 2 of the Labor Standards Act, the retirement fund account balance is estimated annually, and any shortfall is supplemented by law to protect old system employees' retirement benefits. Since July 1, 2005, employees choosing the new retirement system contribute 6% of their total monthly wages to the Labor Insurance Bureau's individual retirement account.

Labor-management agreements and protection of employee rights:

The company established the "China Television Enterprise Co., Ltd. Enterprise Union" as early as 1988 and regularly holds labor-management meetings according to relevant laws. The company also has a "Staff Welfare Committee," "Safety and Health Committee," "Labor Retirement Fund Supervisory Committee," "Human Resources Review Committee," and "Sexual Harassment Complaint Handling Committee," all with labor representatives participating. Therefore, employee rights are fully protected through labor-management communication and coordination. The company will continue to strengthen communication and coordination between labor and management and strive to improve welfare measures to promote harmonious labor relations and prevent labor disputes.

Labor work environment and personal safety protection measures:

(1) In accordance with the "Labor Health Protection Regulations," on April 23, July 23, October 1, and December 17 of 2025, on-site medical services were held alternately at Minquan and Nangang buildings, with 5, 3, 10, and 4 medical personnel respectively, providing health consultations to employees.

(2) Before news coverage during Typhoons Danas (June 7), Yangliu (August 12), and Hagupit (September 23) in 2025, the news department was reminded to comply with the company's "Safety and Health Regulations for News Reporters" and to properly complete reporter field assignment forms for record-keeping.

(3) Access control:

■ Employees must swipe their ID cards to enter and exit all company entrances.

■ Entry and exit of people and vehicles are monitored by the security office and central surveillance system.

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■Visitors and contractors must present valid identification and may enter only after security notifies and obtains permission from the interviewee.

(4) To prevent occupational hazards and promote worker safety and health, the company has formulated a "Safety and Health Management Plan" according to the "Occupational Safety and Health Management Measures." Routine inspections completed in 2025 include:

■Building public safety declaration (every two years), completed on September 5, 2025 (Buildings 1 and 2).

■Annual fire safety inspection declaration completed on December 29, 2025.

■To ensure safe drinking water, cleaning and acceptance of 17 water dispensers were completed on August 18 and 19, 2025; water quality testing is conducted every three months.

■Regular pest control in buildings to prevent dengue fever vectors was performed on February 14, May 23, and October 4, 2025.

■Annual inspection of high-voltage equipment in Buildings 1 and 2 was completed on July 7, 2025, according to electricity regulations.

■Annual maintenance of air conditioning chillers in Buildings 1 and 2 was completed on June 3 and 4, 2025.

■Monthly inspections of lighting equipment, prop room and scenery prop management, and vehicle inspections are conducted according to each unit's "Safety and Health Self-Inspection Plan," with checklists submitted monthly to general affairs for record-keeping.

(5) Employee occupational safety and health education and training in 2025:

On December 26, a safety and health education course titled "Metabolic Syndrome – Starting from Diet and Exercise" was held with 30 participants.

An online training course "Workplace Illegal Infringement Laws and Cases" was viewed by 442 employees.

On March 5 and August 19, occupational safety and health managers attended "Occupational Safety and Health Level A Supervisor Refresher Training" courses (including occupational safety and health promotion and education on preventing illegal infringements during duties in 2025).

On March 13-14, staff attended "Fire Management Personnel Training."

On May 14 and 21, staff attended "First Aid Personnel Training."

(I) Losses due to labor disputes in recent years and up to the date of the annual report printing: None

Estimated amounts and countermeasures for current and future possible occurrences:

The company has established relevant management measures according to the Labor Standards Act and regularly holds labor-management coordination meetings for communication. It also strengthens education on labor laws for department supervisors to protect labor rights and promote harmonious labor relations, making labor disputes unlikely.

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VI. Information security management

CTV News is a terrestrial television station with certain importance to national security. The CTV News Department attaches great importance to information security issues, implementing cybersecurity work from both hardware and software aspects.

Hardware: All computer equipment used by CTV News is issued and registered by the company; personal computers are not allowed to be brought in for connection. Laptops used for field reporting are uniformly purchased and registered by the company. The company prohibits the use of personal portable storage media such as USB flash drives or small external hard drives. If necessary, application must be made to the IT department, which will scan and clean viruses before registering usage. Each employee is limited to using two USB flash drives for data transfer. Additionally, camera memory cards used by the photography department are uniformly purchased and registered by the company.

Software: CTV News uses three major systems, including the ENPS news script system for word processing, the Sobey (SOBEY) broadcast system (including audio-video editing, news broadcasting, and news archive system (MAMSPACE)). All are set up with firewalls according to IT department regulations. User login passwords are regularly changed to reduce the risk of hacker intrusion. All systems have system maintenance personnel who conduct regular and irregular virus scans to enhance system security.

Furthermore, the news department holds irregular information security meetings with the IT department to conduct risk assessments based on risk management plans, minimizing information security risks.

(I) Information Security Management Strategy and Framework

CTV introduced ISMS in 2022 and established the "Information Security Promotion Team" responsible for implementing information operation security management planning, building and maintaining the information security management system, and coordinating the formulation, implementation, risk management, and compliance audits of information security and protection policies. In 2026, the company officially obtained ISO27001 certification. The company will continue to follow the ISO27001 framework to establish an effective information security management system to respond to information security threats and risks. The "Information Security Promotion Team" reviews information security risk analysis results and corresponding protective measures annually through management review meetings to ensure the ongoing applicability, adequacy, and effectiveness of the information security management system.

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【Figure 3】

(II) Information Security Policy

CTV information security policy is incorporated into the ISMS management system and disclosed on the official website WWW.CTV.COM.TW. According to the Digital Development Department's classification, the company is designated as a Level B non-specific agency. The company complies with the Information Security Act to improve service quality and achieve established information security objectives.

(III) Specific Management Measures

To achieve information security policies and goals and establish comprehensive information security protection, the following management items and specific measures are implemented:

Information security defense capability	Regular vulnerability assessments and penetration tests of information security systems are conducted, followed by reinforcement and repairs to reduce information security risks. A network security incident response plan is established to assess impact and loss according to incident severity levels and to take corresponding reporting and recovery actions.
Information security management procedures	In addition to continuously strengthening information security defense capabilities, management procedures and awareness must also be emphasized, with regular reviews, performance reporting, and improvements.
Enterprise information security framework	Measurement indicators corresponding to ISO27001 standards are established. Employees must comply with information security regulations (such as strict control of mobile storage devices and adherence to SOP operations) and
	recovery measures.
Information security security systems	In addition to using information security systems, management systems must be established and implemented with a high level of data protection and data security.

	continuously perform PDCA cycles for ongoing improvement.
Endpoint security applications	Antivirus and security control software are installed, and network neighborhood sharing is disabled to ensure that connected devices and software meet security configuration baselines, including application whitelisting mechanisms.
Information security education and training	All employees receive information security education and training, with irregular social engineering phishing email tests to internalize employees’ awareness and professional ability in information security and personal data privacy protection. Information security operations are implemented with support from senior management and all departments, reaching every employee.
Physical security installations	Data centers are physically isolated and equipped with video surveillance systems.

(IV) Resources Invested in Information Security Management

Information security has become an important issue for company operations. In recent years, the company has invested substantial resources to cultivate high-quality information security personnel. Currently, the company has appointed a Chief Information Security Officer, internally assigned two dedicated information security personnel, and established an Information Security Promotion Team responsible for company information security planning, technology implementation, and related audits, continuously strengthening company information security.

Certification: Passed ISO27001 information security certification in 2026 with no major deficiencies in related audits.
Customer satisfaction: No major information security incidents or complaints about customer data loss.
Education and training: All new employees complete information security training before starting work; all employees complete two online information security training sessions and assessments annually; social engineering phishing email tests are conducted annually.
Information security announcements: More than ten information security announcements have been produced to communicate important information security protection regulations and precautions.
Supply chain: All new vendors comply with CTV information security requirements.

(V) Losses, Possible Impacts, and Countermeasures Due to Major Information Security Incidents in Recent Years and Up to the Date of Annual Report Printing.

As of the printing date of the 2025 annual report, the company has not experienced any business impact or penalties due to information security or personal data leakage incidents.

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VII. Important contracts

Nature of the contracts	The parties involved	Dates of commencement and expiration of the contracts	Principal contents	Restrictive clauses
Loan contract	Cooperative Bank	2026.03.20-2027.03.20	Secured loan	Provides land, buildings, and promissory notes as collateral
Loan contract	Hua-Nan Bank	2025.09.25-2026.09.25	Secured loan	Provides land and buildings as collateral
Loan contract	First Bank	2025.08.29-2026.08.29	Secured loan	Provides land as collateral
Loan contract	Chang-Hwa Bank	2025.12.31-2026.12.31	Secured loan	Provides land and buildings as collateral

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Five. Review and Analysis of Financial Condition, Financial Performance, and Risk Matters

I. Analysis of Financial Condition

Unit: NT$1,000

Item/Year	2025	2024	Difference
			Amount	%
Current Assets	371,677	408,015	(36,338)	-8.91 %
Property, Plant, and Equipment	2,378,716	2,409,544	(30,828)	-1.28 %
Investment Property	2,438,693	2,405,426	33,267	1.38 %
Other Non-current Assets	185,439	152,731	32,708	21.42 %
Total Assets	5,374,525	5,375,716	(1,191)	-0.02%
Current Liabilities	1,779,636	2,471,830	(692,194)	-28.00%
Non-current Liabilities	1,447,088	666,513	780,575	117.11%
Total Liabilities	3,226,724	3,138,343	88,381	2.82%
Capital Stock	707,246	707,246	-	-
Capital Surplus	67,856	67,856	-	-
Retained Earnings	1,046,304	1,133,887	(87,583)	-7.72%
Other Equity	326,367	328,355	(1,988)	-1%
Non-controlling Interests	28	29	(1)	-3%
Total Equity	2,147,801	2,237,373	(89,572)	-4.00%
(I) Major reasons and impacts of significant changes in assets, liabilities, and shareholders’ equity over the past two years:
1. Increase in other non-current assets: Mainly due to the renewal of certain right-of-use assets for an additional three years during the current period.
2. Decrease in current liabilities and increase in non-current liabilities: Mainly due to repayment of long-term loans due within one year and application for new long-term loans from banks.
(II) The above changes have no material impact on the company.

Note: Changes less than 20% and amounts less than NT$10 million are not explained.

II. Analysis of Financial Performance

Unit: NT$1,000

Item/Year	2025	2024	Increase (Decrease) Amount	Change Ratio (%)
Net Operating Revenue	879,893	899,627	(19,734)	-2.19 %
Operating Costs	868,270	789,922	78,348	9.92 %
Gross Profit from Operations	11,623	109,705	(98,082)	-89.41 %
Operating Expenses	166,591	183,634	(17,043)	-9.28 %
Operating Loss	(154,968)	(73,929)	(81,039)	109.62 %
Non-operating Income and Expenses	71,843	40,409	31,434	77.79 %
Pre-tax Loss from Continuing Operations	(83,125)	(33,520)	(49,605)	147.99 %
Income Tax Expense	16,231	1,697	14,534	856.45 %
Net Loss after Tax from Continuing Operations	(99,356)	(35,217)	(64,139)	182.13 %
(I) Major reasons for significant changes in operating revenue, operating profit, and pre-tax profit over the past two years:
1. Decrease in gross profit and increase in operating loss and operating segment loss: Mainly due to a decrease in operating revenue and an increase in operating costs during the current period.
2. Increase in non-operating income and expenses: Due to fluctuations in gains and losses recognized from investment property based on changes in fair value.
3. Increase in income tax expense: Due to an increase in land value increment tax related to investment property.
(II) Expected sales volume and its basis: No financial forecasts were prepared; therefore, not applicable.
(III) Possible impact on the company’s future financial operations and response plans: No material impact at present.

Note: Changes less than 20% and amounts less than NT$10 million are not explained.

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III. Cash flow

(I) Description and analysis of cash flow changes for 2025

Unit: NT$1,000

Beginning Cash Balance	Net Cash Inflow (Outflow) from Operating Activities for the Year	Total Cash Inflow (Outflow) for the Year	Cash Surplus (Shortage) Amount	Remedial Measures for Cash Shortage
				Investment Plans	Financial Management Plans
184,474	(58,609)	(46,608)	137,866	None	None
1. Operating activities : Operating Activities: Net cash outflow of NT$58,609 thousand, mainly due to decreased revenue and increased costs during the period.
2. Investing activities : Investing Activities: Net cash outflow of NT$22,441 thousand, mainly due to purchases of equipment and software systems.
3. Financing activities : Financing Activities: Net cash inflow of NT$34,442 thousand, mainly due to increased short-term borrowings.

(II) Improvement plans for liquidity shortage:

Remedial measures for cash shortage: Not applicable.
Liquidity analysis for the past two years:

Item/Year	2025	2024	Increase or decrease percentage
Cash Flow Ratio	(3.29)	3.99	-182%
Adequate Cash Flow Ratio	154.44	166.72	-7%
Cash Reinvestment Ratio	(1.01)	1.93	-152%
Analysis of changes in increase / decrease ratios:
The decline in liquidity ratios is mainly due to a contraction in the advertising market, resulting in reduced advertising revenue.

(III) Cash flow liquidity analysis for the coming year:

Unit: NT$1,000

Beginning Cash Balance	Estimated Net Cash Inflow (Outflow) from Operating Activities for the Year	Estimated Total Cash Inflow (Outflow) for the Year	Estimated Cash Surplus (Shortage) Amount	Estimated Remedial Measures for Cash Shortage
				Investment Plans	Financial Management Plans
137,866	15,664	16,362	154,248	None	None

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IV. Impact of Major Capital Expenditures in the Most Recent Year on Financial Operations: None.

V. Recent Year's Investment Policy, Main Reasons for Profit or Loss, Improvement Plans, and Investment Plans for the Coming Year:

The company will continue to focus on its core business operations in the future. Apart from investments related to program content and channels, no investments outside the core business will be made. Existing investments will continue to be consolidated or disposed of. The investee companies accounted for by the equity method are listed as follows:

Unit: NT$1,000

Item/Description	Amounts recognized in the current period Investment (loss) gain	Policy	Reasons for profit or loss	Remedy plans	Others future investment plan
CTV Cultural Enterprise Ltd.	(151)	Required for the business strategy	Due to decreased revenue in the current period	-	None

VI. Risk Matters

(I) Impact of interest rate, exchange rate fluctuations, and inflation on the company's profit and loss and future countermeasures:

The company's original financial structure had a relatively high debt ratio; if interest rates rise, interest burdens will increase. As the company operates in a domestic demand industry, the impact of exchange rate fluctuations is limited. To cope with inflation, materials for program production are negotiated once annually based on total yearly demand and procured in batches to reduce the pressure of rising prices.

(II) Policies on engaging in high-risk, high-leverage investments, lending funds to others, endorsements and guarantees, and derivative transactions; main reasons for profits or losses and future countermeasures:

The company does not participate in high-risk or high-leverage investments nor engage in derivative transactions. Regarding lending funds to others and endorsements/guarantees, all are handled according to the established "Procedures for Lending Funds to Others" and "Procedures for Endorsements and Guarantees."

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(III) Future R&D plans and expected R&D expenditures

The company’s planned new products (services) development:

In the field of wireless digital television (DVB-T), the company has completed the establishment of a high-efficiency audio-video compression digital headend system. Since February 15, 2016, all wireless channels have been officially upgraded to high-definition (HD) broadcasting. Subsequently, on July 31, 2017, the CTV News Channel was upgraded to HD, and from August 3, 2020, the CTV Elite Channel and CTV Classic Channel were also upgraded, achieving full HD broadcasting across four channels. At the same time, the channel mirror design was updated, launching the "CTV Family" series of channels to enhance overall visual identity and viewer experience. Additionally, to improve signal quality in the Beitou(北投) and Bali(八里) areas, 100W gap fillers made in Germany and Spain were installed at the Danfeng Mountain relay station in September 2020 and the Bali(八里) relay station in November 2021, respectively. All related equipment has passed inspection and is officially operational. In the future, relevant equipment will be updated timely according to demand to further improve overall service quality.
For broadcasting development and keeping pace with the times in reporting, production, new media, and program R&D plans, after equipment procurement, the company will continue personnel training, equipment integration, program innovation, and revenue integration to create innovative, timely, interactive, and competitive quality content.

(1) News production R&D plan: Testing "real-time automatic Chinese closed captioning" to allow viewers to "hear" and "see" live news simultaneously, helping them better understand what is being said and what is happening on site.

(2) Facebook interactive voting R&D plan: After the U.S. presidential election, the company observed advanced international media’s new media voting technologies and developed voting and integration of Facebook "Like" reaction emoji voting interfaces on the news department’s Facebook fan page.

(3) Live broadcast technology breakthroughs: Besides purchasing drones to provide viewers with a god’s-eye view from above for a comprehensive perspective of news scenes, CTV News also purchased an Insta360 multi-angle selfie set to offer more angles and fun shots during large gatherings, celebrations, travel features, and other news coverage, catering to viewers accustomed to mobile window viewing modes.

(4) Overseas program production R&D plan: To meet the demand for cross-border live commentary, the company purchased near-zero latency bidirectional network IP codec and other real-time transmission equipment to provide high-definition overseas interviews and commentary connections.

Regarding the interactive influence of communication technology and internet convergence, coupled with the rapid development of artificial intelligence (AI), there has been a significant impact on news production. CTV News continuously breaks new ground by investing resources in "image generation" technologies, including Chat GPT, Runway, PixVerse AI, Ji Meng AI, Ke Ling AI, and Super Grok AI, researching how to use AI generation technology to assist news presentation, enabling

viewers to understand news content more intuitively. The company actively introduces AI technology to enhance post-production capabilities and strengthen visual creative expression. Through AI technology for image quality restoration and optimization, image defects can be effectively removed and details enhanced, further improving overall program quality and visual effects. Additionally, the company continues to test and optimize subtitle systems combining AI speech recognition and real-time translation technology, applying them to TV broadcasting and post-production processes to improve subtitle generation efficiency and enhance multilingual content service capabilities.

(IV) Impact of important domestic and international policy and legal changes on the company's financial and business operations and countermeasures:

The company complies with national policies and laws. Relevant departments closely monitor important policy and legal changes and adjust internal systems and business activities accordingly to ensure smooth operations. The company continuously pays attention to important domestic and international policy and legal changes and evaluates responses as needed.

(V) Impact of technological changes and industry shifts on the company's financial and business operations and countermeasures:

With continuous technological advancement, the film and television industry has moved toward high-definition broadcasting and diverse digital platforms. The company has adjusted its operation structure from three standard definition (SD) channels to four high-definition (HD) channels. This transformation not only drives adjustments in advertising business structure but also enhances content added value. The company actively develops new media content, distributing and licensing through online video platforms and digital channels to expand audiences and strengthen channel cooperation, developing diversified monetization models expected to positively impact the company's financial and business performance.

(VI) Impact of changes in corporate image on corporate crisis management and countermeasures:

The company has always been people-oriented and customer-centered, striving to serve society with professionalism and integrity as its principles. It values corporate image and risk control. To date, no incidents have occurred that would affect the corporate image. In pursuing operational growth and maximizing shareholder equity, the company will continue to comply with government laws and regulations and fulfill corporate social responsibility to maintain a good corporate image.

(VII) Expected benefits, possible risks, and countermeasures of mergers and acquisitions: None.

(VIII) Expected benefits, possible risks, and countermeasures of plant expansion: None.

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(IX) Risks faced due to concentration of purchases or sales and countermeasures:

The company's main sales customers are media service companies and advertising agencies. Besides strengthening credit management, the company also requires substantial collateral. For new customers, credit checks are conducted beforehand, and execution proceeds only after customer confirmation is signed. Additionally, accounts receivable are tracked and managed monthly, with current results being good.

Regarding copyright sales, besides efforts to reduce potential risks, new markets and customers mainly adopt revenue-sharing models to reduce operating costs. For digital copyright sales, a policy of payment before delivery is implemented to protect the company's rights.

(X) Impact, risks, and countermeasures regarding substantial transfer or replacement of shares held by directors, supervisors, or major shareholders holding more than 10% of shares:

As of the date of printing this annual report, the company has not experienced any substantial transfer or replacement of shares held by directors, supervisors, or major shareholders holding more than 10% of the company's shares.

(XI) Impact, risks, and countermeasures regarding changes in management control: None.

(XII) Litigation or non-litigation matters:

Major litigation, non-litigation, or administrative dispute cases that have been finally adjudicated or are still pending as of the most recent fiscal year and the date of printing this annual report, which may have a significant impact on shareholders' equity or securities prices: None.
Major litigation, non-litigation, or administrative dispute cases involving the company's directors, supervisors, general manager, actual responsible persons, major shareholders holding more than 10%, and subsidiaries that have been finally adjudicated or are still pending, which may have a significant impact on shareholders' equity or securities prices: None.

(XIII) Other significant risks and countermeasures: None.

VII. Other important matters: None.

Six. Special Notes

I. Information on Related Enterprises

(I) Consolidated business report of affiliates

Related Enterprise Organization Chart
Basic information on affiliates

December 31, 2025 : Unit: NT$1,000

Company name	Date incorporated	Address	Paid-in Capital	Major business activities or product lines
CTV Cultural Enterprise Ltd.	1984.10.17	4th Floor, No. 120, Chongyang Road, Taipei City	$20,986	Cultural business, including the planning and production of radio and television programs; the production of audio and video tapes, and television films; and the editing, publishing, and publication of books.

Information on shareholders presumed to have control and subordinate relationships: None.
Industries covered by the overall business operations of related enterprises:

(1) The businesses operated by the company and its related enterprises include: broadcasting and television, information technology, services, investment, and videotape industries.

(2) Division of labor and transactions:

Company name	Major business activities or product lines	Division of labor; transactions
CTV Cultural Enterprise Ltd.	Cultural business, including the planning and production of radio and television programs; the production of audio and video tapes, and television films; and the editing, publishing, and publication of books.	Production and agency sale of CTV’s programs

Information on directors, supervisors, and presidents of affiliate companies:

December 31, 2025

Company name	Title	Name or Representative	Shareholding
			Number of Shares	Shareholding ratio (%)
CTV Cultural Enterprise Ltd.	Director	China Television Company, Ltd
Representative: Tsai Wang-chia
China Television Company, Ltd
Representative: Tsai Shao-chung
China Television Company, Ltd
Representative: Yao Hsin-wei	2,094,798	99.82
	Supervisor	Lin Ming-yi	-	-
	President	Vacancy to be filled	-	-

Operating status of affiliates

December 31, 2025 : Unit: NT$1,000

Company name	Capital	Total Value of Assets	Total Liabilities	Net Value	Operating Revenue	Operating profit (loss)	Total profit (loss) for the period (after tax)	Earnings per share (NT$) (after tax)
CTV Cultural Enterprise Ltd.	$20,986	$9,324	$85	$9,239	$0	$(241)	$(152)	$(0.07)

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(II) Consolidated Financial Statements of Affiliates

Statement of Declaration

For the fiscal year 2025 of the Republic of China (from January 1 to December 31, 2025), the companies required to be included in the preparation of consolidated financial statements of related enterprises according to the "Standards for the Preparation of Consolidated Business Reports, Consolidated Financial Statements, and Related Reports of Related Enterprises" are the same as those required to be included in the preparation of parent-subsidiary consolidated financial statements under International Financial Reporting Standard No. 10. The relevant information that should be disclosed in the consolidated financial statements of related enterprises has already been disclosed in the aforementioned parent-subsidiary consolidated financial statements. Therefore, no separate consolidated financial statements of related enterprises will be prepared.

Hereby declared.

Company name: China Television Company, Ltd.

Chairperson: Hu Hsueh-chu

Date: March 11, 2026

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(III) Related Report: Not applicable.

II. Private placement of securities in the most recent fiscal year and up to the date of printing this annual report: None.

III. Other necessary supplementary explanations: None.

IV. Significant events affecting shareholders' equity or securities prices as defined in Article 36, Paragraph 3, Subparagraph 2 of the Securities and Exchange Act in the most recent fiscal year and up to the date of printing this annual report: None.

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AI assistant

CTV — Annual Report 2025

52791_rns_2026-05-28_669443a4-87a5-44ad-a3d8-4201768f9606.pdf

CHINA TELEVISION COMPANY, Ltd.

2025 Annual Report

CHINA TELEVISION COMPANY, Ltd.

2025 Annual Report

One. Letter to Shareholders

II. Business Plan in 2026

(I) This Year's Business Policy and Key Production and Marketing Strategies

2. Variety Programs

3. Drama Programs

(II) Expected Sales Volume and Basis

Two. Corporate Governance Report

I. Information on directors, president, vice presidents, associate vice presidents, and officers of each department and branch

(I) Directors:

5. Diversification and independence among Board members

II. Remuneration paid to directors, supervisors, president, and vice presidents in the most recent year

Remuneration Range Table

(II) Remuneration of Supervisors: None.

(III) Remuneration of General Manager and Deputy General Manager

Remuneration Range Table

(XI) Important resolutions of the shareholders’ meeting and board meeting during the most recent year or during the current year up to the date of publication of the annual report:

1. Shareholders’ Meeting:

2. Important resolutions of the Board of Directors.

IV. Information on CPA professional fees

Three. Fund Raising Status

I. Capital and shares

(I) Source of share capital

Four. Business Overview

I. Business Content

(I) Scope of Business

(II) Industry Overview

2. Program and News Planning:

(1) CTV Main Channel (Digital Comprehensive Channel):

II. Market and Production & Sales Overview

(I) Market Analysis

1. Main Products and Sales Targets

2. Service Areas

3. Market Share and Future Supply-Demand Situation and Growth Potential

(1) Ratings

A. News:

Opportunities

(II) Important uses and production process of main products

1. Important uses of main products

2. Production process of main products

(2) Program Production Process

(III) Supply Status of Main Raw Materials

(II) Information Security Policy

(III) Specific Management Measures

(IV) Resources Invested in Information Security Management

(V) Losses, Possible Impacts, and Countermeasures Due to Major Information Security Incidents in Recent Years and Up to the Date of Annual Report Printing.

Five. Review and Analysis of Financial Condition, Financial Performance, and Risk Matters

I. Analysis of Financial Condition

IV. Impact of Major Capital Expenditures in the Most Recent Year on Financial Operations: None.

V. Recent Year's Investment Policy, Main Reasons for Profit or Loss, Improvement Plans, and Investment Plans for the Coming Year:

VI. Risk Matters

(III) Future R&D plans and expected R&D expenditures

Statement of Declaration

More from CTV

CTV Annual Report 2025