As we forge ahead amid the midsummer heat, pragmatic action breaks through bottlenecks. To fully align with the strategic goals set at the start of 2026, review operational outcomes in the first half of the year, identify development weaknesses, adjust the work schedule for the whole year, and systematically implement the four core plans for operation, management, marketing and talent development formulated at the beginning of the year, Benefit Pharmaceutical convened a special Mid-year Work Summary & Planning Meeting. The company’s management and core backbones from all divisions attended the meeting. Centered on the theme of Strive Persistently and Forge Ahead to Hit Annual Targets, the meeting reviewed performance, delved into existing challenges, identified new growth opportunities, and refined implementation plans. It unified all staff’s thinking, consolidated synergy for tackling difficulties, and laid a solid foundation for sprinting toward full-year objectives and fulfilling the annual strategic blueprint in the second half of the year.

Review and Reflect, Unite Strength for the Second Half

The meeting moved on to annual work review. In accordance with targets and special plans issued in early 2026, all business and functional departments comprehensively reviewed work implementation in the first half-year.

Each department objectively sorted out highlights in market expansion, product operation, project advancement and internal management during the first six months. Key initiatives including optimization of core product lines, in-depth development of regional markets and enhancement of brand value scheduled at the start of the year were steadily advanced. Meanwhile, all teams adopted a pragmatic and truth-seeking attitude, faced operational shortcomings, process pain points and implementation gaps head-on, and thoroughly analyzed root causes, without evading deficiencies or covering up weaknesses.

Based on first-half market data and industry trends, business divisions precisely optimized regional layout for core products, continuously amplified advantages in the modern Chinese medicine track, and steadily lifted brand influence and market share. The phased goal of accomplishing half-year tasks within half the timeframe was basically achieved. For items not fully delivered as planned, improvement paths were clarified to remedy deficiencies, clearing ideas and pinpointing growth directions for targeted efforts in the second half of the year.

Unite Aspirations, Take Steady and Down-to-earth Action

Following the review reports from all departments, combining the company’s overall annual strategic layout and industry development trends, the Chairman systematically arranged key work for the second half-year around the full-year high-quality development goals, and defined four core directions for employee growth and corporate operation: Elevate Cognition, Broaden Thinking, Build Closed-loop Management, Create Value.

Upgrade Cognition & Thinking, Empower All Staff Development

In line with the annual talent training plan, all employees shall continuously upgrade overall job awareness, break rigid conventional thinking, and actively adapt to new trends and new models in the traditional Chinese medicine & big health industry. The full closed-loop management principle of **every request receives response, every task gets delivered** must be strictly implemented. Employees shall create core value based on their positions, and fuel the delivery of corporate annual strategies via personal capability improvement.

Leverage Digital Empowerment to Stimulate New Productivity

Closely following the company’s digital transformation roadmap formulated earlier this year, all staff are required to proactively learn and proficiently adopt AI digital tools, streamline repetitive work, optimize business processes, raise efficiency and cut costs. Digital innovation will drive business growth, comprehensively upgrade the team’s modern operational capacity, and make digitalization a core driving force for striving for new growth throughout the year.

Strengthen Systematic Management, Pursue High-quality Development

Fully implement the three annual management priorities set at the start of the year: **Strengthen Execution, Improve System, Reduce Costs**. All work shall revolve around annual operating indicators. The company will break cross-departmental collaboration barriers, optimize internal resource allocation, boost resource utilization and team execution efficiency, continuously consolidate the standardized management system, and promote stable and long-term growth within the modern Chinese medicine and big health sector.

Unite, Commit and Strive for Full Achievement

Half the journey lies behind us; now comes the decisive battle! In the second half of 2026, all Benefit staff will stay true to the original annual strategic aspirations and anchor full-year business targets. Taking this mid-year meeting as a new starting point, we will renew mindsets, upgrade understanding, adhere to closed-loop mechanisms and focus on value creation. All employees shall take solid responsibility; departments will maintain close coordination and strictly push forward implementation of key work including cost reduction, efficiency improvement, market expansion and quality upgrading.

We will break obstacles through solid work and compete for progress with determined efforts. We will spare no effort to shore up weaknesses, amplify strengths and pursue incremental growth, ensuring we fully exceed all operational and strategic targets of 2026. We will keep deeply engaging in the modern Chinese medicine sector and jointly embark on a new journey for national public health!