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Stakeholders

Stakeholders' Agreement

To focus on key issues of concern to external stakeholders and relevant to JPC operations, based on specific themes of GRI Standards, we regularly understand the trends of stakeholder concerns annually, assess the environmental, social, and governance impacts on the company, and disclose this information in the sustainability report. This ensures a comprehensive communication and response to stakeholders regarding JPC management of major themes and performance. The materiality analysis process is as follows:

stakeholder

Identification of Major Themes

To focus on key issues of concern to external stakeholders and relevant to JPC's operations, based on specific themes from GRI Standards, we regularly review trends in stakeholder concerns annually, assess the environmental, social, and governance (ESG) impacts on the company, and disclose these findings in our sustainability report. This comprehensive approach effectively communicates and addresses the management principles and performance of JPC's major themes to stakeholders. The materiality analysis process is as follows:

STEP 1

Understand
Organizational Context

For different stakeholders, JPC's internal executives score and rank them based on factors such as the frequency of communication, the urgency of responding to concerns, the company's responsibilities, the degree of dependence, the degree of influence, and the degree of diverse perspectives or innovative opportunities, to determine the four most important stakeholder groups, including employees, customers, suppliers, shareholders, and investors.

STEP 2

Identify Actual
and Potential Impacts

JPC enhanced its sustainability disclosures by reviewing GRI Standards, industry benchmarks, and stakeholder feedback. Through a systematic assessment, **20 sustainability issues** were identified, with **7 material topics** prioritized based on stakeholder concerns. These topics were submitted to the relevant authorities or management for approval, and their sustainability performance and management approaches are disclosed in this report.

STEP 3

Assess Impact
Significance

Senior executives were invited to assess and rank the positive and negative impacts of the company's actions and management practices related to the seven identified major themes, based on the degree of impact and the likelihood of occurrence. This assessment will serve as a reference for JPC in formulating its next action plan.

STEP 4

Prioritize Reporting
of Most Significant Impacts

JPC will continue to disclose the results of its major initiatives and communicate with stakeholders to formulate future operating strategies, objectives and related plans, so that stakeholders can continue to participate in and review JPC's sustainable operation.


Stakeholder and Key Theme Review Framework

The Company regularly reports its communications with stakeholders to the Board of Directors, with the most recent report dated August 3, 2026.
There are no significant changes to operations, organization, or regulations in 2026, and the four major stakeholders and seven major sustainability issues remain the same as in 2025.
The Company will conduct a comprehensive review every three years, making rolling adjustments based on changes in operations, environment, or regulations during this period to ensure the continued relevance of the identification results and compliance with regulatory and sustainability disclosure guidelines.


Communication Performance and Quantifiable Outcomes with the Four Major Stakeholders

1. Employees Responsible Department/Management Center

Diversity, Equity, and Inclusion

Continuously fostering a workplace culture of fairness, respect, and inclusion

Percentage of women in management: 43%

Percentage of female employees: 58%

Talent Development

Strengthening professional capabilities and fostering career growth

Training programs (professional skills, management capabilities, language & cross-cultural skills, cybersecurity, and ESG & compliance): 162+ sessions

Cumulative training hours: 10,130+ hours

Healthy Workplace

Safeguarding the physical and mental well-being of our colleagues and fostering a secure work environment

Health check-up participation rate: 95%

On-site medical and nursing services: Provided weekly

Health promotion and workplace safety: Continuously championed

Social Responsibility

Supporting local culture, education, and public welfare initiatives, while deepening an ESG-focused corporate culture

Approximately NT$7 million invested in culture, the arts, and public welfare

Over 1,217 participants

Labor-Management Cooperation

Promoting dialogue between labor and management to build mutual trust and consensus

Labor-Management Meetings: 4 sessions↑

Labor-Management Representatives: 10 individuals

Employee Welfare Committee Meetings: 3 sessions

Employee Engagement

Encouraging participation and strengthening team cohesion

Employee satisfaction surveys: 2

Employee clubs/groups: 7

2. Client Responsible Department/Global Business Center

Customer Satisfaction

Key customer satisfaction survey results, maintaining excellent standards

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Marketing & Technology

Regularly publish on company website and LinkedIn

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Joining Industry Associations
Organize a trade union
Global Exhibitions
International Exhibition Product Briefing

3. Supplier Responsible Department/Global Manufacturing Center

Integrity and Compliance

New project introduction added suppliers: 98 .

Signing of Integrity Commitment and Supplier Code of Conduct – Signing Rate: 100%

Supplier Evaluation

The Group completed 12 on-site audits of key suppliers regarding compliance with the RBA Code of Conduct (covering operations in Taiwan and China).

Negotiation and Promotion

Engaged 11 key suppliers through QBR (Quarterly Business Review) sessions to promote sustainability.

Implemented green management for (PCBs, cables, and hardware), cables, and hardware, achieving 100% policy implementation.

Sustainability and Localization

Actively coordinate and collaborate with strategic and key suppliers to promote supply chain localization, aiming to achieve a local procurement ratio of 60% by 2025.

4. Shareholders / Investors Responsible Department/Management Center

Investor Relations

Regular: 4 meetings↑

Ad hoc: We enhance engagement with institutional shareholders through written, online, or in-person meetings (approximately 2–3 times per week), proactively addressing their inquiries regarding ESG and long-term strategy. The response rate to topics of concern to investors has seen a significant improvement.

Public Information Disclosure

Market Observation Post System Irregular

Material Information 29 items

Company Website Updated irregularly

Board of Directors Meetings 6 sessions

Annual Reports & Sustainability Reports Annually

Annual General Meeting of Shareholders 1 session

News Highlights

Selected as one of the "Top 100 Taiwan Companies with High Potential" (2025 Foreign Investor Selection)

Participated in 6 international exhibitions across 5 countries

Chairperson Chang Shu-mei named one of the "Top 30 Female CEOs of Publicly Listed Companies in Taiwan"

2025 Corporate Governance Evaluation (Publicly Listed Companies): Tier 2 (Top 6%–20%)

Contact JPC
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