To align with the Company's medium- and long-term strategy, the Company has established an overall talent strategy of "equal emphasis on attraction and development, with internal and external channels connected." On the recruitment side, the Company has built diverse and equitable channels, including executive search, school-enterprise cooperation, employee referrals, and internal competitive selection, and uses AI-based screening, online assessments, and structured interviews to improve the objectivity of selection. It matches candidates precisely on the basis of skill tags for all positions, and continuously updates its talent pool across the dimensions of professional expertise, leadership, and project experience, thereby securing the reserve for key positions. On the development side, the Company has built full-cycle career development pathways covering interns, frontline core staff, business experts, high-potential talent, and management, creating a closed-loop, integrated talent system. This is supported by a tiered growth mechanism for all employees, the implementation of regular talent reviews and succession planning, and the connection of growth pathways across all levels, achieving efficient linkage between external talent attraction and internal development.

I. Dynamic Talent Review and Three-Tier Succession Chain
Drawing on the organization's strategic capability requirements, the Company has built a dynamic talent review mechanism that integrates performance and potential assessment, 360-degree feedback, and a leadership competency model to establish a three-tier talent chain of "incumbent - first successor - high-potential reserve." Annual reviews quantify the sufficiency and health of the talent pool, and succession plan completion rates and internal promotion ratios are incorporated into the performance evaluation of business leaders, refining the talent management mechanism and building long-term talent competitiveness.

II. Enterprise-Wide Tiered Leadership Development System
The Company has built a tiered, fully covering leadership development system, supported by tiered training that connects promotion pathways for all employees:
1. Senior executive development: Focusing on long-term strategy, cross-industry coordination, risk-based decision-making, ESG top-level design, and multi-stakeholder value co-creation, developing senior leadership that combines vision with responsibility.
2. Department head development: Strengthening cross-segment business insight, project coordination, and cross-departmental resource integration, ensuring efficient coordination across multiple businesses.
3. Middle manager development: Concentrating on strategy execution, team performance management, identification of high-potential talent, and change management, addressing gaps in operational management, serving as a link between senior and junior levels, and continuously supplying successors for senior positions.
4. Newly appointed frontline manager development: Running growth camps for frontline managers to help high-performing frontline employees complete the transition in role and acquire practical skills in motivation, performance coaching, and digital management, strengthening the foundation of management.
5. Inclusive development for all current employees: Iterating online courses based on training surveys and offering offline general-capability workshops covering areas such as professional competence, digitalization, compliance, and ESG, comprehensively advancing the overall capability and professional quality of all employees. Online leadership courses are open to all employees, making it convenient for frontline staff to build up management capabilities for promotion.

III. Outstanding Talent Reserve System
Young reserve talent development: Closely following the national science and technology innovation strategy, the Company collaborates with domestic and international institutions and universities on joint talent development and collaborative innovation, and draws on programs such as the McGill internship project and postdoctoral workstations to identify young talent early, connecting the growth pathway from campus to industry.

Building on full-dimensional talent assessment and tiered development, the talent system has been upgraded into a networked development ecosystem that connects growth pathways across all levels, opens up dual-track promotion channels for both management and technical roles, and maintains a sufficient reserve of talent for all positions. The Company continuously strengthens its strategic adaptability, improves the retention rate of core talent, achieves long-term appreciation of human capital, delivers on quantitative ESG social and governance indicators, and comprehensively supports the organization's sustainable operations, fully demonstrating its corporate social responsibility.