On October 30, China Haisum convened its production and operation analysis meeting to review performance for the first three quarters of 2025, assess the operating environment, identify challenges, and set out key priorities for the fourth quarter, as a concrete step to usher in the "15th Five-Year Plan" period. Members of the company's leadership team, heads of headquarters departments, full-time external directors of subsidiaries, as well as management teams and relevant department heads from subsidiaries attended the meeting in person or via video link.

At the meeting, Zhang Zhi, Executive Vice President, conveyed the key messages from the third-quarter business performance analysis meetings of Poly Group and Poly Sinolight. The Strategic Operation Center reported on the company's production and operation conditions in the first three quarters and progress in its "foundation strengthening" initiatives. The Technology R&D Center and the Brand and Marketing Center presented special reports on "innovation-driven development" and "growth", respectively.

Li Shijun, Party Secretary and President of China Haisum, delivered a concluding address.

Building on the "14th Five-Year Plan": Analyze Trends to Set the Course and Bolster Confidence to Maintain Stability. Li noted that, during the "14th Five-Year Plan" period, the company has achieved solid progress in strategic guidance, organizational empowerment, team development, market expansion, operations management, technological innovation, risk control, capital operations, and digital transformation, among other aspects. Active exploration in intelligent manufacturing and "carbon peaking and carbon neutrality" has laid a strong foundation for sustained high-quality development, with steady growth in business scale and continuous expansion of profit margins of the company. Against a complex macroeconomic backdrop, Li underscored the need to remain clear-headed, accurately assess trends, respond flexibly to changes, and expedite business upgrading to better meet diversified client needs.

Driving the Fourth Quarter: Identify Gaps with Clarity and Take Targeted Actions for a Successful Wrap-Up. Li stressed that the fourth quarter is decisive for hitting annual targets and ensuring performance on the whole. The company must focus on five key priorities to deliver a strong finish and lay a solid foundation for the "15th Five-Year Plan" period. First, strengthen market development to reinforce growth drivers. Second, advance technological innovation to cultivate new momentum. Third, elevate operational quality to unlock efficiency gains. Fourth, build a talent-driven enterprise to energize the workforce. Fifth, advance the dual drive of digitalization and intelligence to foster new growth potential.

Building Momentum for the "15th Five-Year Plan" Period: Seek Breakthroughs for Tangible Results and Focus on the Long Term for New Horizons. First, it is essential to ensure effective alignment and strategic continuity across all levels of planning. Headquarters and all business units must closely align with national strategies and the plans of the parent group, joining as a cohesive, vertically integrated strategic force. Second, it is necessary to clarify the core thinking and key priorities for the next stage of development. Efforts should center on the guiding principles of "pioneering innovation, lean efficiency, dual drive of digitalization and intelligence, and new-quality growth". With intelligent manufacturing as the lead, the company will continue to explore and advance, upgrading its traditional business lines while further expanding its business scope. Third, the work priorities and accountability framework for the coming year must be clearly defined and effectively implemented. With the blueprint already in place, it is imperative to strengthen accountability and ensure rigorous execution. For headquarters, the core responsibility lies in empowerment and service; for subsidiaries, it lies in leadership and execution.

Li Shijun concluded by emphasizing that the closer the company moves toward the final sprint, the more critical it is to balance development with safety. All business units must strictly implement the responsibility systems for work safety, resolutely prevent all types of safety incidents, and ensure stability in safety performance throughout the year. Moreover, efforts must be intensified in compliance and risk control management to create a secure, stable, and compliant environment for high-quality corporate development.

Following the meeting, a review session was held for subsidiaries' "15th Five-Year Plan" strategies, guiding them to adhere to strategic orientation and adopt forward-looking, systematic, and scientific approaches to advance high-quality planning.