Succession planning and operation of key management

In order to achieve the synergies of the Group’s organizational integration, the succession plan at the management level is used to train the candidates for the three subsidiaries within the Group, namely Epistar, Lextar and Unikorn. This is done in order to exert the Company’s most assets, the employees, and improve the leadership from junior management to senior management, and to complete a diversified and flexible talent pool.

Establish the Talent Development Committee

Establish the Talent Development Committee at the end of 2023 to establish a formal communication platform to discuss organizational and talent development. The committee members discuss the organization’s five-year strategic plan at quarterly talent development meetings, aligning organizational development and talent strategy with the Company’s operating strategy and future needs, from inventory taking of the organizational dynamics , talents, and bench depth, to key organizational positions and sound planning of the talent development mechanism to train the management’s sense of responsibility toward the future organizational and talent planning and to help develop the trust and commitment of managers and employees for organizational development, promote continuous activation of the human resources structure, and create robust organizational competition strength.

Establishing an elite talent pool

During the inventory taking, the Company focuses on establishing an elite talent pool, and then uses an evaluation tool to identify talent based on executives with organizational and personnel management responsibilities. The evaluation tool is used to arouse self-awareness in order to generate learning and an individual development plan with diversified development channels and adaptive development. Among them, the Top-talent Development program is set for backup candidates . It is expected that the coach (immediate supervisor) and the talent development committee will jointly research the direction of talent development, formulate the management and development goals for the high-level strategic talents in target positions, and determine the personalized learning and development journey.

Providing actual work or projects and arranging task rotation according to the learning goals not only enables the Company’s talents to exert their personal strengths, but also makes high-potential talents seek comprehensive resources before taking over the positions and, therefore, helps address the pressure from external and organizational transformation and improve talent readiness. A highly effective internal talent cultivation and promotion policy may effectively build the cohesion of employees, help retain outstanding talents, and improve the organizational performance.

Board Succession Planning

Directors of the Company are elected at the shareholders’ meeting under the candidate nomination system as prescribed in the Articles of Incorporation. The Board of Directors or shareholders holding 1% or more of the Company’s issued shares may, based on the Company’s operational and future development needs, the nominees’ professional capabilities, and the Company’s diversity policy, nominate suitable candidates. In addition to diversity considerations, the number of directors who concurrently serve as Company managers shall not exceed one-third of the total board seats. The Company also places emphasis on gender equality, and requires directors to possess the knowledge, skills, and professional qualities necessary to perform their duties.

Corporate Governance and Nomination Committee

To strengthen corporate governance and promote the sound development of the Board of Directors and its functional committees, Ennostar established the Corporate Governance and Nomination Committee in August 2023. Tailored to Ennostar’s operations, business model, and development needs, the Committee formulates an appropriate diversity policy and sets selection considerations for members of the Board and functional committees, including:

Basic attributes and values: gender, age, nationality, and culture.
Professional knowledge and skills: professional background (e.g., law, accounting, industry, finance, marketing, sustainability, or technology), professional skills, and industry experience.

Based on these criteria, the Committee identifies, reviews, and nominates candidates for director positions.

Regarding board succession planning, the management team systematically assigns senior managers to serve as general managers and directors at subsidiaries to groom them for board roles. This enables them to become familiar with board operations and the businesses of various units across the Group. Through experience in subsidiaries and new ventures, they cultivate a cross-disciplinary, integrated strategic perspective. The Company also holds regular senior executive offsite retreats and implements job rotations to deepen their industry experience. At present, the Group has developed multiple high-caliber senior management professionals and maintains a robust talent pool from which future directors may be selected.

2025 Operations Overview

The Company continues to prioritize strengthening organizational leadership succession capabilities. In 2025, our succession strategy focuses on deepening the talent pipeline and enhancing successor readiness, anchored on two key pillars: deepening the development of critical talent and strengthening organizational resilience. We are progressively shaping a more comprehensive succession framework to support the organization’s future expansion and sustainable operations.

This year, we continued our strategic role deployment by reconfiguring key management positions and appointing high-potential talent to critical roles through job rotations. These assignments enable candidates to broaden their strategic perspective and strengthen managerial capabilities through practical experience. The arrangements have also been incorporated into the core items of the annual development plan, closely linking talent development with the organization’s future needs and building a diverse leadership bench to support long-term growth.

The Talent Development Committee reviews the readiness and suitability of key talent at its quarterly meetings to ensure that the growth of the succession pipeline remains aligned with the Company’s business strategy. This enables the Company to maintain a stable and sustainable talent supply throughout transformation and growth phases.