Dear shareholders, partners, and Trio colleagues:

As Group Chairman, I firmly believe Trio's sustained development, stems from a clear direction and strategy. Below are eight development pathways I propose to lead Trio from a "manufacturing-oriented" stage to a new phase of "ecosystem empowerment."

1. Strategic elevation: from "three business lines" to "one ecosystem"

Break down the departmental silos between EMS, New Energy, and New Media to create a "1 + 1 + 1 > 3" synergistic effect.
In the past, EMS sold industrial products, New Energy sold electricity, and New Media sold advertising—each operating independently. Today, with the core concept of "station-as-media, media-enabled energy," we will turn charging stations into nodes in an advertising network; advertising revenue will support charging-station operations, upgrading charging/energy-storage stations from mere energy supply points into offline traffic gateways for Chinese companies going overseas. EMS factories will simultaneously produce smart advertising displays, energy-storage battery packs, and portable storage products to enable light-asset operation of charging stations.

2. Market expansion: New Energy business advancing into Central Asia and Southeast Asia

Leverage 43 years of European and American industrial-electronics sales experience and replicate it for New Energy product exports.
In Central Asia (Kazakhstan, Uzbekistan), targeting demand for clean energy, we will promote solar photovoltaic + energy-storage systems and charging stations bundled with advertising displays. In Southeast Asia (Thailand, Malaysia, Indonesia), addressing energy demand and intermittent electrical grid instability, we will promote electric motorcycles + charging stations + portable storage. Our European and American customers' trust, quality standards, and international-certification experience directly translate into credibility for Chinese companies going abroad, achieving "two-way outbound." Trio’s Thailand factory will directly manufacture New Energy products to serve local Thai demand.

3. Leading the AI transformation

Elevate AI from a "technical option" to a "group-level strategy."
Establish an "AI Transformation Committee" with cross-departmental authority to coordinate initiatives, complete AI opportunity assessments for key business lines within one month, and implement 2–3 high-impact projects within six months. AI will drive procurement, CRM, JDM, intelligent ad matching, storage forecasting, and defect detection, and is expected to improve operational efficiency.

4. Culture reshaping toward value orientation

Drive a fundamental shift from "factory thinking" to "value thinking."
No longer accept loss-making orders just to fill capacity; every transaction must contribute profit. Replace pure revenue-based KPIs with profit + cash-collection metrics; prioritize serving high-value customers. Eliminate low-efficiency orders to improve cash flow and margins.

5. Group-level integration of data assets

Break down data silos and turn all records into monetizable assets.
Conduct a comprehensive inventory of production parameters, customer data, charging behavior, and ad completion rates, and build a unified data platform. Our unique closed-loop data—"driver dwell time + ad exposure + charging behavior"—will become a core selling point for serving overseas customers.

6. Business-model innovation: from selling products to selling outcomes

Lead the group away from price wars toward value competition.
Industrial electronics: shift from selling power products to offering JDM and predictive-maintenance services, seeking revenue-sharing on product sales. New Energy: shift from selling storage cabinets to offering AI-optimized energy management (revenue-sharing on electricity savings). New Media: shift from selling ad slots to selling performance-guaranteed pricing based on number of charging orders. By increasing the share of recurring revenue, the group's valuation will transform from a manufacturer to a tech-enabled new-energy service company.

7. Financial development: optimize financing strategy

Reduce cost of capital and aim to boost shareholder returns.
Optimize the debt-equity mix to lower the average cost of capital; expand relationships with Chinese international banks; and actively manage currency risk across domestic, Central Asian, and Southeast Asian operations.

8. Global production-base deployment: diversify risk, get closer to markets

Build a resilient supply chain: China (cost advantage, indepth technical capabilities), Thailand, the UK, and the USA (tariff benefits, rapid response).
Continuously evaluate adding capacity in Central Asia to serve local new-energy autonomous heavy-truck projects. The guiding principle is "China R&D + regional manufacturing + local delivery," balancing cost, efficiency, and geopolitical risk to empower the "station-as-media" strategy and shorten delivery lead times for charging equipment and advertising displays.

Let us join hands to lead Trio Group toward a better future.