Reflecting on the three years since I joined Trio Group in November 2022, my heart is filled with joy and pride. This journey has been challenging, but even more so, it has been filled with opportunities and achievements. I would like to extend my gratitude to our founders and shareholders for their trust and support, which has enabled the whole Trio staff to collectively pioneer this new chapter.

Three years ago, we faced the dual pressures of the post-COVID transition, intensifying market competition, and the slow recovery of traditional business growth. I knew then that only through transformation could we break through these difficulties. Our first step was to inject a new soul into the company—building a more market-aggressive corporate culture. This was not just a slogan but a commitment to integrating market awareness into the DNA of every team, creating a highly efficient team capable of fighting and winning tough battles.

We formulated a dual-drive development strategy, and this was no empty talk. I still remember the tensions we felt when establishing the New Energy team, but today, this move proved to be the right one. At the same time, we completely restructured the EMS marketing department, bringing in sales talents who know how to win, substantially enhancing our market competitiveness.

To ensure the implementation of our strategy, we realigned everything from the board of directors to the management and even department heads. This was not merely a personnel adjustment but the establishment of a goal-oriented organisational system. Everyone understands their mission, and every team is working toward a common direction.

Over these three years, our vision has expanded from the European market to Central Asia, and Southeast Asia, including emerging markets like the Philippines and Thailand. Our business has evolved from single-product EMS processing to producing Deltrix EV chargers, independently operating EV charging stations and energy storage stations, and very soon, manufacturing our own branded electric motorcycles and auto heavy-duty e-trucks. We have also ventured into advertising media business in Central Asia. Each expansion reflects our forward-looking approach to the future.

In the field of new energy, we have made significant breakthroughs in IT. We have established a global electric vehicle charging monitoring system, user charging apps, and a multicurrency payment system. In OEM manufacturing, we have vigorously promoted intelligent upgrades. AI and robotics are going practically to be applied to our production lines, not only enhancing efficiency but also giving us a technological edge.

Over these three years, we have witnessed the completion of two new blocks of factories in Nansha, the expansion of our Thailand facilities, the establishment of a production base in the UK, and the launch of factory construction plans in the U.S. and Central Asia. These are not just expansions of production capacity but strategic moves in our global layout.

In response to energy conservation and carbon emission reduction, the Nansha factory has fully adopted green energy, and the Thailand factory has begun using solar power for electricity generation. Other major construction projects include the Nansha international conference center which can accommodate 100 people, and the renovated Nansha administrative floor.

While heavily investing in the future, we have always adhered to the principle of financial stability. Perhaps we may sacrifice some short-term profits, but I firmly believe that these investments are worthwhile and necessary to build a brighter future. During the same period, we optimised our human resources, reducing the total group headcount from 1,700 staffs three years ago to 1,200.

What we value most is the cultivation and succession of talent. In addition to bringing in outstanding talent, we launched the Management Trainee training program to ensure the company's development is passed on. I require colleagues from different backgrounds to collaborate with each other, connecting different resources. If utilised effectively, it would be equivalent to expanding the scope. To encourage innovation, I established an Innovation Committee and an Innovation Award. To promote cross-departmental collaboration, I introduced the Monthly Interdepartmental Gathering, the response is overwhelming; and the Efficiency Red Flag Award, presented to the winning departments for successfully launch of products through jointed efforts. And to raise awareness of the Group, we designed the Trio Industrial Transformation Tour, welcoming students from secondary schools and universities, government agencies, and high-quality EMBA students to visit and learn at our Nansha facility.

Over these three years, we have collectively written a remarkable chapter of transformation and upgrading. The market has widely recognised our efforts, such that we have received numerous awards/trophies during this period.

As I celebrate my third-year anniversary with Trio Group, let me acknowledge the hard work and dedication of our staff in the organisation. Together, we shall continue to make efforts for a fruitful future.