ESG Report 2025

Selection and Nomination of Successors 1. Channels for successor nomination: nominations may be made by the current position holder, the supervising leader, the human resources department, or through other designated recommendation channels. 2. Management responsibility for successor development: every incumbent manager at middle management level and above has the responsibility to cultivate follow-on talent to meet the Company’s development needs. When any incumbent manager is within three years of retirement or is otherwise unable to perform duties due to special circumstances, no fewer than two successor candidates shall be recommended. 3. Principle of openness and fairness: the selection process shall adhere to openness and fairness, while encouraging employee oversight. 4. Selection ratio: as a general principle, successor candidates shall be identified at a ratio of 1:2. Successor Development 1. Development direction and plan: define development directions and plans, implement development measures, evaluate development effectiveness, and provide tailored development based on individual circumstances. 2. Practical development opportunities: strengthen practical training for successors through job rotation and assignments to relevant key positions. Successor Tracking and Management 1. Ongoing monitoring and assessment: Group Human Resources shall keep abreast of employees approaching retirement and the status of successor candidates across the Group, while the human resources function shall follow up specifically on successors’ development progress. Relevant departments shall, where appropriate, conduct assessments of qualified successor candidates, with particular focus on leadership capability and management potential, job performance, values and cultural fit, and submit assessment reports accordingly. 2. Establishment of successor files: the human resources department shall establish successor files. These files shall include the successor list, resumes, assessment materials and development plans, annual performance appraisal records, training and learning records, and other relevant information. Summary of the Group Succession Management Policy 99 In terms of key talent and organisational succession, the Group has established the “Succession Management Policy”. Employees selected for the succession pool are provided with additional attention and support, and their leadership development and readiness for key positions are enhanced through dedicated training, evaluation of development effectiveness and practical assignments (including job rotation). These efforts aim to strengthen organisational stability and the sustainability of the talent pipeline. Safety is a core requirement in manufacturing. Therefore, we provide targeted training for workshop safety management personnel and high-risk special operations staff. This training includes regulations on hazardous chemical management, fire safety techniques for chemical enterprises, and safety knowledge for special operations, equipping employees to handle various potential safety risks. Safety Production Training Quality management is equally crucial in production. We offer training on quality risk management and quality inspection for workshop supervisors and quality personnel to enhance their capabilities in quality management and execution, ensuring that product quality meets standards. Quality Management Training To strengthen employees' awareness and execution capabilities regarding environmental protection, our Environmental Protection Department regularly conducts training for environmental specialists. The training covers requirements of environmental management systems, pollutant discharge standards, hazardous waste disposal regulations, environmental performance assessment plans, and emergency response to environmental incidents, enhancing overall environmental management levels. Environmental Protection Training The United Laboratories International Holdings Limited 2025 Environmental, Social and Governance Report