Talent Care

ECOVE regards human capital as a core driver of corporate sustainability. We continue to build an institutionalized and systematic talent management framework covering recruitment, development, performance growth, and retention mechanisms to ensure that the organization maintains a stable and competitive professional team.
　
Through diversified education, training, and competency development programs, the Company strengthens employees' professional expertise, management capabilities, and cross-disciplinary integration capabilities. These initiatives are integrated with career development systems and performance management mechanisms to help employees clearly plan their growth paths, align personal development with corporate strategic objectives, and enhance overall organizational eectiveness and talent stability.
　
At the same time, the Company is committed to creating a respectful, diverse, and collaborative workplace that encourages employees to participate, communicate, and innovate, while building positive interactions and a foundation of trust. By continuously optimizing the work environment and development mechanisms, ECOVE seeks to grow together with employees and lay a solid foundation for long-term stable operations and sustainable value creation.
　

Talent Attraction and Retention

Employee Composition and Distribution

ECOVE focuses on the circular economy and recognizes that professional talent is essential to driving sustainable development. We therefore actively invest in talent recruitment and development. As of 2025, ECOVE had 985 employees (excluding overseas employees and directors) and engaged 110 non-employee workers, including 35 security personnel, 57 cleaning personnel, and 18 landscaping and landscape-maintenance personnel from long-term contractor partners (excluding overseas contractors).
　
Reflecting industry characteristics and business needs, ECOVE's workforce is predominantly male, accounting for 77.7% of total employees. Regular employees account for 94.3% of the workforce, demonstrating that stable employment is the core of the Company's human resources strategy and that ECOVE provides secure job opportunities and a long-term development environment. All Company employees are local talent in Taiwan. Through local recruitment mechanisms, ECOVE supports local employment, promotes regional economic development, and strengthens the connection between the Company and society.
　
In diversity and inclusion management, ECOVE follows the human rights policy established by CTCI Group and actively supports the core spirit of the United Nations Global Compact (UNGC), the Universal Declaration of Human Rights, and The UN Framework and Guiding Principles on Business and Human Rights. We are committed to ensuring that employees are not discriminated against, excluded, or treated unfairly in any workplace based on gender, race, religious belief, political affiliation, sexual orientation, job level, nationality, or age. A Muslim prayer room has been established in the office to support a Muslim-friendly environment and respect for multicultural values. In the Code of Ethical Conduct, we clearly stipulate that all employees must jointly maintain a healthy, safe, diverse, and gender-equal work environment. The Company strictly prohibits any form of sexual harassment, violence, threats, or intimidation, and requires all employees to respect one another and coexist peacefully in daily work, thereby promoting a workplace culture of fairness and dignity.
　
ECOVE hires persons with disabilities in accordance with relevant laws and regulations and continues to promote friendly workplace measures. In 2025, the Company employed 16 colleagues with disabilities, exceeding the statutory employment ratio and demonstrating its emphasis on equal employment opportunities and a diverse workplace environment.
　

Diverse Employment

ECOVE incorporates diversity, inclusion, and social responsibility into the core of its sustainable development strategy and is committed to building a fair, respectful, and inclusive workplace. In addition to complying with relevant labor laws and regulations, the Company has also included employment targets for persons with disabilities within the management scope of the Sustainability Development Committee. Through regular review and tracking mechanisms, the Company ensures eective policy implementation and has met the statutory employment ratio for consecutive years.
　
The Company's major operating sites are located in Taiwan, and 100% of senior management members are Taiwan residents, reflecting the results of local operations and talent development. At the same time, the Company actively promotes diverse employment measures. In addition to hiring persons with disabilities in accordance with the law, ECOVE also exceeds statutory requirements in employing Indigenous employees and employees with disabilities, thereby increasing employment opportunities for disadvantaged groups and putting workplace equality and social inclusion into practice. In addition, ECOVE employs migrant workers for public works projects and plans and adjusts its workforce strategy based on actual manpower needs. In 2025, ECOVE employed 81 migrant workers. Considering factors such as project progress, customer requirements, and government regulations, manpower demand may fluctuate significantly; therefore, these workers are not included in the calculation of annual total employees. All regulations concerning migrant worker employment are handled in accordance with the Labor Standards Act and relevant laws and regulations.
　

New Hires and Turnover

In 2025, ECOVE had 149 new hires, accounting for 15.13% of all employees, with employees aged 31-50 representing the main newhire age group. A total of 67 employees left the Company, accounting for 6.8% of all employees, meeting the 2025 turnover-rate target of 5-8%. In addition, two employees met retirement eligibility and voluntarily retired. 
　
ECOVE values talent sustainability. The Sustainability Development Committee set a target of 87% for new-hire retention, and the Company achieved 89.9% in 2025. Through comprehensive training, employee care, the establishment of a mentor system, new-hire satisfaction surveys, and other mechanisms, ECOVE enhances retention and satisfaction, ensuring that the Company and employees grow together and achieve sustainable operations.
　

Principles of the Performance Improvement Counseling Mechanism

ECOVE actively participates in market compensation surveys to ensure competitive overall compensation and continuously maintain employees' quality of life. In 2025, at ECOVE's main operating locations in Taiwan, the minimum monthly salary for female entry-level personnel was 1.00 times the statutory minimum wage, while the minimum monthly salary for male entry-level personnel was 1.07 times the statutory minimum wage. Each year, the Company conducts comprehensive compensation reviews and adjustments based on market compensation survey results as well as employees' competencies and performance. It also refers to the Living Wage assessment results for each location and makes salary adjustments when appropriate, balancing market competitiveness with employees' purchasing power for basic living needs.
 

Promotion and Compensation

ECOVE has established a fair and market-competitive compensation system to attract, retain, and motivate outstanding talent and support the Company's longterm stable development. Internally, the Company evaluates competencies and positions; externally, it conducts annual market salary surveys and assesses individual competencies and performance to review salaries and carry out salary adjustments. Salary is not differentiated by gender. Under the same job responsibilities and job value, men and women receive the same wages and remuneration.
　
The Company's compensation structure combines fixed salary with performance-based reward mechanisms. It is regularly reviewed and adjusted with reference to market salary levels to ensure external competitiveness and internal consistency of overall compensation.

In terms of performance management, the Company conducts annual performance evaluations every September for all employees who have passed their probationary period. New employees undergo a special evaluation upon completion of the probationary period to ensure the integrity and fairness of the assessment mechanism. Decisions on salary adjustments and bonus payments are mainly based on a comprehensive evaluation of individual performance, position responsibilities, and future development potential.

The Company is committed to implementing the principles of equality and non-discrimination.
　
Salary-adjustment ranges and bonus-payment standards do not vary by employment type, gender, or age, ensuring the practice of equal pay for equal work and fair treatment.
　
In addition, the Company has established a performance improvement counseling mechanism. For employees who need to improve their work performance, department supervisors and the employees concerned jointly formulate a specific three-month counseling plan. The plan follows the SMART principles--specific, measurable, achievable, relevant, and time-based--and gradually develops clear and concrete improvement action plans, including specific items for improvement, completion deadlines, and measurement standards. During the counseling period, supervisors regularly review work progress, record results, and provide timely feedback and recommendations to ensure eective implementation and achievement of the plan.
　
The Company refers to the Family Income and Expenditure Survey published by the Directorate-General of Budget, Accounting and Statistics, Executive Yuan. Monthly consumption expenditure per person in each city or county is used as the basis for living costs, together with Taiwan's average household size of 2.78 people and an average of two employed persons, to estimate the income required for household living needs. The reference formula is as follows: Living Wage (monthly) = Monthly consumption expenditure per person x household size / number of employed persons x adjustment factor.
　

ECOVE values employees' career development and the cultivation of diverse capabilities. Through cross-disciplinary learning mechanisms and internal job rotation systems, the Company helps employees broaden their professional horizons and functional breadth, thereby enhancing overall organizational competitiveness. The Company encourages employees to participate in internal job experiences based on their personal expertise and development plans, creating diversified and flexible career development paths.

In internal rotation and personnel assignment management, the Company respects employees' preferences as a guiding principle and fully communicates job content and development direction before any transfer. Whether personnel adjustments are made due to business needs or employees initiate transfer applications, the adjustment timeline and handover arrangements are confirmed through two-way consultation mechanisms, balancing operational needs with employees' preparation for adaptation to ensure a smooth transition process.

For personnel adjustments that may arise from major operational changes, the Company strictly follows the advance-notice periods stipulated in Article 16 of the Labor Standards Act and the Company's work rules. Employees are notified in advance in accordance with the law, and their relevant rights and interests are protected. Necessary communication and support measures are also provided to help employees properly respond to career transitions. Through institutionalized management and compliance mechanisms, the Company implements the principle of assigning the right talent to the right position, strengthening organizational resilience and the foundation for sustainable operations.
 

Human Rights Protection and Benefits

ECOVE follows the human rights policy established by CTCI Group and actively supports the core spirit of the United Nations Global Compact (UNGC), the Universal Declaration of Human Rights, and The UN Framework and Guiding Principles on Business and Human Rights. We are committed to ensuring that employees are not discriminated against, excluded, or treated unfairly in any workplace based on gender, race, religious belief, political aliation, sexual orientation, job level, nationality, or age. In the Code of Ethical Conduct, we clearly stipulate that all employees must jointly maintain a healthy, safe, and diversity-respecting work environment. The Company strictly prohibits any form of sexual harassment, violence, threats, or intimidation, and requires all employees to respect one another and coexist peacefully in daily work, thereby promoting a workplace culture of fairness and dignity.
　
ECOVE values the protection of labor rights and employees' physical and mental health. It has established comprehensive working-hour management, leave, and overtime systems, and uses systematic platforms to manage attendance and working hours to ensure that employees work within reasonable working-hour limits. Overtime work follows a prior application and approval mechanism in accordance with regulations, and the working-hour system records and controls overtime in real time to ensure compliance with legal requirements;the Company also regularly reviews overtime conditions to prevent excessive working hours and to help employees maintain a reasonable workload and a healthy labor environment. All leave systems are implemented in accordance with relevant laws and regulations, and special leave days are granted based on employees' seniority to protect their statutory leave rights. The Company also provides Happiness Care Leave, which exceeds legal requirements, to support employees in balancing work and life during periods of family-care needs. The Company regularly reviews the implementation of working hours and related systems, continuously optimizes management and control mechanisms, and is committed to creating a sustainable workplace environment that balances operational needs with employees' physical and mental health.
　
To ensure that the content of the human rights policy is effectively communicated and internalized by employees, ECOVE actively promotes and implements the policy through education and training. Two mandatory courses are provided: new-employee orientation training and Compliance Week activities. New-employee orientation training is mandatory for all new employees and covers issues related to human rights and ethics, including sexual harassment prevention, the Code of Ethical Conduct, and personal data security protection. These courses are designed to help employees understand the Company's values and code of conduct and improve compliance with Company policies. In 2025, new-employee orientation training accumulated 596 hours, with a participation rate of 100%.
　

For sexual harassment incidents, ECOVE has established a dedicated Sexual Harassment Complaint Handling Committee. The committee is convened by the Human Resources Department and must include five members: one human resources supervisor and one representative each appointed by Operation Department 1, Operation Department 2, the Administration Department, and the Business Development Division. Among the members, there must be professionals with gender awareness, and women must account for no less than one-half of the committee. A dedicated hotline, (02)2162-1688 ext. 56112, and email address, HR@ecove.com, are also provided for employees to submit complaints. When sexual harassment or suspected incidents occur, the committee initiates an investigation process, conducts the investigation under the principles of confidentiality and nondisclosure, and issues investigation results within three months. If the incident is substantiated, penalties are imposed based on the nature and severity of the case.
　
ECOVE is committed to protecting employees' freedom of association and strictly complies with regulations prohibiting the employment of child labor. Upholding the belief of caring for employees and creating shared benefits, we are committed to providing a sound work environment and smooth communication channels. In 2025, ECOVE had no sexual harassment complaints or unlawful discrimination incidents, nor did any labor-management disputes result in strikes or work stoppages. This reflects the Company's continuous eorts and commitment to human rights and labor regulations.
　
ECOVE's major human rights issues cover the operational stage (employees and contractors) and the procurement stage (suppliers). Through management processes such as human rights issue identification, identification of affected parties, due diligence, and grievance channels, we annually assess human rights issues and parties with risk exposure and then formulate risk mitigation measures and remedial systems. In 2025, the human rights issues identified as having potential risks were safety and health. Compared with 2024, the risk value increased from 14.09% to 15.33%. ECOVE's Health Center has established a systematic health management model, conducting overwork questionnaires and workload/work-pattern surveys, and statistically analyzing health examination results. The goal is to achieve comprehensive health management while preventing occupational diseases and actively promoting employees' personal health. For human rights management of suppliers and contractors, please refer to the Innovation and Supply Chain and Safe and Healthy Workplace chapters. We will continue to strengthen human rights awareness among business partners to enhance human rights protection.
　

Communication Channels

In the process of promoting corporate sustainability, ECOVE emphasizes the establishment of labor-management communication and employee participation mechanisms. Through diverse and institutionalized communication channels, the Company strengthens labor-management trust and organizational cohesion. The Company has established mechanisms such as labor-management meetings, face-to-face forums, an internal complaint mailbox, an employee feedback platform, and employee engagement surveys to regularly collect and respond to employee suggestions and opinions, ensuring two-way information flow and effective issue tracking. In addition, the digital my CTCI APP platform established by the Group provides a real-time and convenient channel for feedback, enabling employees to submit suggestions or complaints at any time and track processing progress, thereby enhancing communication transparency and problem-solving eciency.
　
Through the diverse communication mechanisms and regular review processes described above, the Company continues to optimize labormanagement relations and foster an open, transparent, and inclusive organizational culture. In 2025, no violations of labor laws resulting from labor-management disputes occurred, demonstrating the stable and eective operation of the labor-management communication mechanisms.
　

Employee Engagement Survey

◇ Employee Engagement Survey

Guided by an employee-centered management philosophy, ECOVE conducts an engagement survey every two years. In 2025, a total of 951 employees participated, with a response rate of 100% and an agreement level of 76%. The survey covers multiple dimensions, including supervisor management, career planning, rewards, and benefits. The results show that employees expressed the highest agreement with compliance with safety rules, the connection between work and Company goals, and awareness of benefits. At the same time, for dimensions with lower agreement levels, ECOVE actively promoted improvement actions,  ncluding enhancing transparency in career planning and talent deployment, establishing a resource-sharing mechanism for technical experts, strengthening supervisors' emotional connection and communication capabilities, and designing retention mechanisms for key talent. All measures are being implemented step by step as planned and are continuously reviewed and optimized, with the aim of enhancing employees' identification with and engagement in the Company through systematic improvements.
　

For job satisfaction, in the engagement dimension, we not only assess employees' overall satisfaction with the Company, but also understand whether employees are motivated to exceed expectations at work and whether they are willing to recommend the Company to others as a good place to work. In this engagement dimension, 76% of respondents selected strongly agree or agree.
　
For purpose, in the corporate direction and transformation dimension, we assess whether employees clearly understand the Company's overall goals, specific objectives, business strategy, and values, and whether they clearly understand how their work contributes to achieving the Company's goals. In this dimension, 87% of respondents selected strongly agree or agree.
　
For well-being, in the Career and Talent Deployment dimension, we assess whether employees can achieve their personal career goals at the Company, whether they clearly understand career development opportunities within the Company, and whether they have opportunities to continuously learn and grow. In this dimension, 72% of respondents selected strongly agree or agree.
　
For stress, in the work execution dimension, we assess whether employees believe that the workload expected of them is reasonable, whether the Company continuously improves processes to help them work more eciently, and whether they have appropriate tools and resources to properly complete their work. In this dimension, 76% of respondents selected strongly agree or agree.
　

Employee Care and Diverse Benefits

ECOVE is committed to creating a secure and supportive work environment. In addition to providing labor insurance, health insurance, and retirement systems in accordance with the law, the Company has built a comprehensive benefits system across four dimensions: work-family balance, maternity leave and family care, health and insurance, and employee development. For expatriate employees, the Company provides measures such as full airfare subsidies, home-leave arrangements, and overseas allowances to reduce the pressure that cross-location work may place on family and daily life. Through a system design that balances protection and care, ECOVE aims to help employees develop stable careers, focus on work without concerns, and jointly create long-term, resilient sustainable value with the Company.
　
In addition, ECOVE promotes parental leave without pay, demonstrating strong emphasis on employees' family needs and work-life balance. This is also one of the Company's important actions in implementing sustainable development. The system responds to social trends in gender equality and family friendliness, aligning with SDG 5, Gender Equality, and SDG 8, Decent Work and Economic Growth. It enables employees to focus on family care during childbirth and early childhood, reduces the pressure of balancing childcare and career development, and further enhances employee wellbeing, organizational identification, and willingness to stay, strengthening the Company's talent competitiveness and foundation for sustainable operations.
　

ECOVE has established a Labor Pension Reserve Supervisory Committee in accordance with regulations and opened a dedicated account at a government-designated financial institution. Pension reserves under the old system are actuarially calculated and fully funded in compliance with government regulations. Under the new system, the pension contribution rate is 6%; each month, 6% of wages is contributed to employees' individual pension accounts at the Bureau of Labor Insurance, applicable to all employees covered by the new pension system.
　
ECOVE and its subsidiaries have established employee welfare committees in accordance with the law and joined the CTCI Group Joint Employee Welfare Committee in 2020. Leveraging Group resources, ECOVE provides diverse employee welfare measures, including employee trips, Family Day, club activities, sports meets, year-end parties, and various allowances and subsidies to promote employees' physical and mental health and work-life balance.
　
In 2025, the Group organized one-day employee trips at major sites from northern to southern Taiwan, with cumulative participation exceeding 700 employees, strengthening cross-site exchange and team cohesion. In addition, the Benefits Garden Platform was established to enable employees to apply for subsidies and register for activities online. A benefits points system was also introduced to gradually replace physical gift certificates, allowing employees to flexibly redeem travel, shopping, and various electronic vouchers according to individual needs, thereby improving the convenience and flexibility of benefit use.
　
To strengthen employee relations and workplace support mechanisms, the Company provides employee care and assistance as well as diverse channels for employee feedback and handling, including improvement proposals, employee complaints, unlawful infringement, sexual harassment, and reporting mechanisms. The Company also commissions external professional institutions to implement the CTCI Group Employee Assistance Programs (EAPs), providing free professional counseling services. At the same time, online self-assessment questionnaires, mental health education information, and relevant resource channels are provided to help employees assess overwork, depression, and physical and mental adaptation status, and to provide timely support and counseling. These measures help create a healthy and friendly work environment and promote employees' physical and mental
well-being.
　

Talent Cultivation and Development

Education, Training, and Industry-Academia Collaboration

In response to rapid industry changes and to cultivate employees' continuous improvement of professional and language skills, ECOVE provides comprehensive and personalized career development support through systematic education and training programs. From onboarding training for new employees to continuous learning for incumbent employees, and through individualized development plans (IDPs) tailored for each employee, ECOVE creates predictable career development paths. Through long-term lifelong learning, employees can access learning resources within their professional fields and across disciplines, supporting practical exchange and application in various positions, improving overall operational eectiveness, and helping employees continuously grow and improve at every stage of their careers. Through management capability development, mentorship mechanisms, and platforms such as CTCI University, the Company provides diverse learning opportunities that help employees continuously grow and advance at each stage of their careers.
　
Based on business attributes and professional needs, ECOVE has established Education and Training Management Regulations and refers to employees' IDP plans when formulating annual training plans. Training effectiveness is ensured through results reviews. To enhance international competitiveness, the Company  encourages employees to obtain certificates in multiple languages, including English, Japanese, German, and Arabic. In addition to providing training and examination subsidies, ECOVE also provides online learning resources, book borrowing services, and discounts on supplementary courses, creating a comprehensively supportive learning environment. ECOVE also actively promotes diversified further-education and training policies. If employees participate in short-term professional training or domestic or overseas graduate inservice programs due to business needs, the Company fully bears the training expenses, including tuition, miscellaneous fees, and travel expenses, ensuring that employees can pursue development without concerns.
　

To strengthen employees' professional capabilities and integrate them into the organizational culture, new
employees are arranged to take foundational courses such as green energy technology, an introduction to carbon neutrality, carbon cycling and utilization (basic concepts), information security, and the Company's sustainable development achievements, accelerating their identification with the corporate culture and values. For supervisors in managerial roles, the Company provides a three-stage leadership development curriculum, ranging from basic management courses and general management courses to advanced strategic management courses. Based on competency and career development needs, the curriculum progressively strengthens management practices and innovative adaptability, cultivating managers at all levels into leaders capable of addressing diverse challenges. In addition, the retiree reemployment system supports experience transfer and enriches the Group's talent pool, helping employees transition into new roles while retaining valuable knowledge assets and continuing to contribute professional expertise. It also helps the Company reduce gaps in specialized knowledge.
　
In elite talent cultivation, ECOVE conducted a comprehensive talent inventory, identifying the Group's key positions, high-potential talent, and young-potential talent. Based on the skills and talent requirements needed for the Group's future development and employees' past performance, phased talent selection standards were developed. These talents will receive customized rotation plans according to their potential and development needs, and the successor development mechanism will be launched to ensure that key positions can respond to future challenges and risks.
　

Internal Vacancy Filling

In career planning, ECOVE strengthens talent development and makes effective use of manpower by establishing internal development opportunities for talent. Based on employees' individual career plans, appropriate mechanisms are established to provide job rotation opportunities. In the career and promotion system, ECOVE considers capabilities and potential equally important and expects role changes to broaden employees' perspectives and capabilities. When vacancies arise in internal units, employees may apply for internal rotation based on their personal career plans and rotation opportunities. This mechanism strengthens talent development and effective manpower utilization while increasing employees' work experience, encouraging innovative breakthroughs, and enhancing talent development.
　

A Learning Platform Without Time Dierence or Borders

Through the Group's CTCI University Digital platform, ECOVE integrates training resources into a single online platform. Modeled after a university system, the platform contains six colleges and provides targeted training for professional competencies in various fields. The system not only provides courses for employees' current positions, but also allows employees to select courses for future positions or post-rotation roles according to their personal development maps. With supervisor approval, employees may also choose crossdisciplinary courses of interest, enabling them to build comprehensive professional skills in advance and providing a learning experience without time dierence or borders.
　

In 2025, ECOVE Group completed 30,646.97 hours of training through diversified training programs, including online learning, in-person training, and external courses. The training covered fields such as incinerator operations, safety and health, self-health management, general education, and management, eectively enhancing employees' professional capabilities and safety awareness. Annual training expenditure was approximately NT$1.95 million, demonstrating the Company's commitment to employee growth and cultivating a solid talent foundation for sustainable development.
　

Cultivating the Next Generation of Professionals and Strengthening Industry-Academia Collaboration

To continue cooperation programs from previous years and support the Company's growth needs, in 2025 we continued to deepen cooperation with relevant departments at domestic universities and colleges. Through campus recruitment, special lectures, corporate information sessions, and internship programs, ECOVE promotes industry-academia resource sharing and builds a talent development platform. ECOVE participated in 14 campus recruitment events covering universities and colleges across northern, central, and southern Taiwan; held three corporate information sessions at National Yunlin University of Science and Technology, National Formosa University, and Tunghai University; and taught the course Construction Operations Management Practices: Safe Work Standards and Accident Handling at Chia Nan University of Pharmacy and Science, strengthening connections with academia. For the internship program, ECOVE cooperated with seven universities and ultimately admitted 12 interns. One intern who performed diligently and outstandingly during a short-term summer internship applied again to become a long-term intern in the following semester for deeper learning and professional cultivation, demonstrating ECOVE's active investment in talent development.
　

Performance Appraisal

To comprehensively evaluate each employee's annual performance and potential, ECOVE has developed a distinctive appraisal system divided into goal management and performance management. Performance management is linked to salary adjustments and bonuses to achieve incentive objectives. With the exception of consultants, directors and supervisors, interns, employees on leave without pay for more than nine months, and new employees who joined after the appraisal process began, all other employees are 100% included in the annual performance appraisal scope.
　

Performance Management System

Applicable to: All employees
Operating Method:

Goal Management

The objectives of the performance management system are departmental goals. At the beginning of the year, employees set individual performance goals based on Company-level strategic priorities, Company goals undertaken by the department, work priorities assigned by supervisors, and KPIs for the employee's position responsibilities.
　
During the performance evaluation period, department supervisors evaluate goal achievement to both continuously improve employee performance and support the achievement of business unit operational performance.
　

Multi-Dimensional Performance Appraisal

The performance management system includes two evaluation dimensions: Score A and Score B.
　
Score A |
Supervisors evaluate whether employees demonstrate the key competencies required for their job level or the potential to assume a higher-level position, as well as cultural behaviors. This score is linked to promotion and annual salary adjustment indicators.
　
Score B |
Supervisors evaluate employees based on individual goal achievement, execution, work attitude, contribution, communication, and coordination. This score is linked to the year-end bonus for the year.
　

Team Performance Evaluation

For both Score A and Score B, in addition to complying with the forced distribution ratio, the general managers of each subsidiary must conduct final confirmation and calibration. In the performance management system, team-based goals are departmental goals. Departmental goals derive from the department's undertaking of Company strategic objectives and annually established departmental goals. Department supervisors and employees jointly undertake these departmental goals and work together to achieve them. During the year, department supervisors regularly review goal implementation progress.
　

Agile Performance Interviews

At the beginning of the year, employees discuss and　confirm annual goals with their supervisors. During the year, employees track and record goal achievement at
any time, while supervisors provide timely feedback and work guidance during monthly interviews. During the yearend performance appraisal interview, supervisors and employees jointly discuss annual performance, supervisors provide feedback and improvement suggestions, and both parties discuss goals for the next stage.
　

Implementation Content

Confirm the bottom-performer list, arrange a three-month Performance Improvement Plan (PIP), and conduct monthly reviews for up to six months.
　
In recent years, bottom-performance elimination has been implemented effectively, and the elimination ratio has been reduced from 5% to 3%.
　

ESG for all employees

ECOVE integrates corporate culture with sustainable development and romotes internalization activities so that ESG concepts are embedded into daily work, realizing a sustainability vision with participation by all employees. Through soft communication that builds consensus--including announcement postings, group sharing, and team briefings--the Company ensures that every employee can receive ESG information and carbon reduction results. In 2025, ECOVE combined these efforts with health promotion by adding health education elements and using various activities to enhance employees' attention to ESG and encourage team participation. These efforts not only strengthen corporate culture but also enhance team cohesion, making sustainable development part of the Company's daily operations.
　

ECOVE actively fulfills corporate social responsibility by integrating corporate culture into sustainability issues. Through a series of internalization activities, the Company enhances
employees' understanding of and attention to ESG, cultivates identification, and encourages active participation in daily work, jointly expanding sustainable influence. 
　
The first step in ECOVE's promotion of ESG for all employees is to incorporate ESG issues into the Company's meeting process. All internal meetings with five or more participants must begin with an ESG AI Moment briefing. This broadens employees' perspectives beyond their own work to include sustainability and environmental protection issues. In response to the arrival of the AI era, the platform also encourages employees to make good use of AI tools to improve work eciency and decision-making quality, further integrating sustainability thinking into daily operations and gradually shaping a bottom-up ESG culture for all employees.
　
　

The ESG Award is organized by CTCI Group to encourage employees to prepare proposals on topics related to climate action, including net-zero EPC, circular economy, biodiversity, and social impact, such as talent development, diversity, equity, and inclusion (DEI), and public welfare care. Upholding the spirit of ESG for all employees, ECOVE employees participated in the 2025 ESG Award for Sustainable Excellence and Impact with the themes From Waste Solvents to Green Gold: Unlocking the Critical Last Mile of the Circular Economy and Giving Dreams a Pair of Wings: Opening Engineering Horizons for Children in Taitung. The teams won awards in both the Social Impact and Social Impact Sustainability Ambassador categories. Upholding the spirit of ESG for all employees, ECOVE employees received awards in both the Social Impact and Social Impact Sustainability Ambassador categories.