In May, confronted with a host of operational challenges, a group of exemplary employees rose to the occasion, fulfilling their duties with unwavering dedication. They delved deeply into key initiatives—process improvement, energy conservation and cost reduction, and technological breakthroughs—approaching their work with the meticulous spirit of true craftsmen. By tapping into untapped potential and driving quality enhancements while cutting costs, they delivered tangible results that helped PuliSi achieve cost savings, boost efficiency, and move forward steadily. Their actions epitomize the model of precision and pragmatism—truly embodying the spirit of dedicated, hands‑on excellence. They are, indeed, our paragons of craftsmanship!

I. Review May production and sales data to identify current-stage gaps and shortcomings.

Following a review of May’s production and sales data, PuliSi’s output and sales volume posted a substantial year-over-year increase, with overall operational fundamentals remaining stable and improving. However, as we approach the halfway point of the half-year performance assessment, progress across all initiatives has fallen behind schedule, and each business segment is facing target shortfalls. At this stage, our top priority is to stay firmly aligned with the mid-year objectives, aggressively address key weaknesses, and make every effort to close the gaps and drive volume growth. 。

II. Uphold results-oriented thinking and squarely confront the challenges of tackling tough problems and scaling new heights.

The campaign to overcome operational challenges has entered a critical phase of scaling new heights and surmounting obstacles, with persistent weaknesses coming to the fore and mounting resistance to progress. All levels of management must remain firmly committed to their responsibilities, eliminate complacency and laxity, and vigilantly prevent further widening gaps in key performance indicators.

III. Strengthen the principal responsibility of departments and ensure that implemented measures align with set targets.

Heads of all departments must earnestly assume primary management responsibility, identify gaps against their respective performance targets, swiftly develop targeted remediation plans, and refine practical, actionable measures for implementation. By coordinating efforts across the entire production‑to‑sales value chain and accelerating progress, they should adopt a multi‑pronged approach to maintain momentum in advancing all tasks, spare no effort to close target shortfalls, and ensure the successful achievement of the semi‑annual business objectives.