At the shareholders' meeting of the company's shareholding platform on June 18, 2025, Mr. Zhang, the actual controller and CEO of the company, proposed 10 measurement standards for whether all shareholders of the shareholding platform are competent as leaders at all levels of the company. namely:

1. Do you have a sense of mission. We are the backbone of enterprise management technology, the cornerstone of the company's healthy development, and the leader in leading the company to go public. We must shoulder this sense of mission, filled with love and passion for our cause. Have you ever used this sense of mission to keep yourself in a state of selfless work all year round? Do you have the courage to face difficulties and take on missions? When we face new projects and challenges, like when we just talked about the company's "611" strategic goal, do we feel happy when we hear the battle, and are we willing to give our all for it?

2. Do you have a sense of purpose. People who are not guided by goals and are complacent about where they go are not suitable for leadership. If the result is unsatisfactory, they will try every means to find objective reasons.

3. Do you have a global awareness. Do you have a political stance and keen judgment to remain firm when a company faces difficulties, competition, and crises? In the process of development, we have encountered some setbacks. Can we stand firmly on the united front with the company, always have confidence in its future development, and move forward and backward together with the company? When there is a conflict between personal interests and organizational interests, and when there is a conflict between the business in charge and the overall situation, is the organizational interest the top priority? Are there any organizational discipline and principles? We, HONSUN and ORTE, are one family and a whole. In the future, we should not call you HONSUN or ORTE, but rather speak from the bottom of our hearts about HONSUN and ORTE. With a global awareness, our communication effectiveness will be much better. Sometimes, poor communication among people is not due to a lack of communication skills, but rather a lack of global awareness, a narrow perspective, and an inability to convince everyone.

4. Do you have a sense of responsibility. Responsibility and accountability are essential qualities for leaders at all levels. With a sense of responsibility, one will take the initiative, be brave enough to bear the consequences of decisions, and not shirk responsibility. As a leader and shareholder, we cannot complain and talk nonsense, lack confidence in the company's development, complain frequently, be petty, and lack a grateful attitude. How can we lead employees to achieve our dreams in this state?

5. Do you have a sense of innovation, dare to challenge yourself, and pursue excellence. As an innovative high-tech enterprise, there are many things that others have not done before. If we stick to traditional thinking, habits, and practices, we cannot make progress and the company will not have a future. So we must dare to pursue excellence and challenge ourselves. Do we dare to break through traditional thinking and challenge ourselves? Others are watching. We ourselves lack innovation consciousness and the courage for self revolution. How can we lead others to challenge higher goals?

6. Do you have leadership skills, have you led a team, or won battles. Have we practiced our values within the company, and have we diligently cultivated batches of outstanding talents? Is there a way to correct oneself first, to lead by example, and to do what others are expected to do first? Have you made cultivating reserve cadres one of your core responsibilities? Have you really led a team to win battles?

7. Do you have a pragmatic work style. Staying in the office all day will never produce excellent cadres or engineers! Some of our comrades now rely too much on information systems, rely too much on surface analysis data, like to attend meetings and listen to others' reports, and do not take root in the front line. The answers to a company's technical, quality, and management issues all lie on the production line. The production site is our frontline, as are our customers, suppliers, and partners. We need to step out of our comfortable office and take the initiative to go to the front line to gain first-hand information, find your presence and excitement in the front line, take on greater performance contributions and business responsibilities, and personally lead everyone to move forward together!

8. Is it honest and dedicated to public service. Leaders and cadres have abundant resources and face many temptations. When faced with temptation, are we firm enough in our stance and able to grasp it? We not only need to manage ourselves well, but also manage our subordinates well, creating a good environment of integrity and honesty in serving the public. If it weren't for this environment, the ride hailing molecules would have an opportunity, and even a small bird would sprout with a poop.

9. Is there a spirit of self-criticism. Do you dare to take responsibility, engage in criticism and self-criticism, and constantly improve and surpass yourself through criticism and self-criticism? Is it always walking on the path of learning with this empty cup mentality? Do you always maintain a persistent and passionate attitude towards your career, constantly improving your requirements for yourself?

10. Do you have management awareness and actual performance. Management requires continuous learning ability, professional competence, and respect and awe for systems and processes. Performance needs to be quantified in practice.

Mr. Zhang emphasized that we, as shareholders, can use the above 10 criteria to score ourselves according to 54321 and conduct self-assessment to see if we are competent. A score of 45 or above is considered excellent, while a score below 30 is not considered competent and the company does not need it. Shareholders are not only responsible for key technical positions in the company's management, but also the operators of the enterprise. We must unite as one, work hard, adhere to the direction and goals of the "611" strategy, and take on greater performance contributions and business responsibilities in practical work with firm beliefs and pragmatic style, becoming the backbone force leading the company's development and listing!