In order to comprehensively review and summarize all the work in 2024, coordinate and plan the goals for the new year, and continuously promote the new achievements and leap to a new level of livelihood supply guarantee in the entire industry chain of Tramy Group, on January 26th, the "Gathering Hearts and Fighting for the Future - Tramy Group 2024 Year end Summary and 2025 Work Outlook Conference" was held at the headquarters of the group. All members of the board of directors of the group, as well as management personnel from subsidiaries and departments, attended the meeting. Leaders including the chairman of the group, Shen Jianhua, the president of the group, Fu Yaojuan, the vice chairman and general manager of the operation headquarters, Shen Huming, and the vice president and general manager of the sales headquarters, Yu Zhouru, attended the meeting and delivered important speeches.

At the beginning of the meeting, Fu Yaojuan, the CEO of the group, made an opening speech. Mr. Fu pointed out that in 2024, the market environment will be sluggish, the company's business will be adjusted, and sales pressure will be enormous, but year-end benefits will still be steadily distributed. She hopes that everyone will continue to work hard, improve their concepts and practical skills, promote the beauty industry to new heights, and achieve income growth. Mr. Fu emphasized the need to continuously promote product innovation and do a good job in controlling gross profit. The four major production centers, logistics service teams, two major procurement departments, and online and offline stores of the group must dare to win and be able to win. At the same time, it is necessary to do a good job in talent cultivation, select outstanding talents from within the group, tap into the "leading" employees urgently needed by the company, gather the strength of the group, produce and supply more high-quality and delicious products, accelerate the expansion goal of large stores, promote Tramy's own high-quality products such as chickens and pig farming, and let consumers know that Tramy's products are delicious and affordable, using good products as channels to attract traffic.

Mr. Fu's concise and comprehensive speech greatly boosted the morale of the group's management. Subsequently, Shen Huming, Vice Chairman of the Group and General Manager of the Operations Headquarters, summarized the work of 2024 on behalf of the Group's Operations Department and looked forward to 2025. Shen Dong stated that 2024 is extremely challenging for the operations department. The group established an operations management center in July and subsequently optimized and adjusted its products, personnel structure, and business. Throughout the year, the problems mainly focused on communication: in terms of vertical communication, there was poor information flow between terminals and factories, and insufficient communication between supply chain and R&D departments; In terms of communication at the same level, there is a lack of effective communication among departments at the same level, resulting in a situation where the old department leads the new team and a hundred flowers bloom. The information was not closed loop, and the feedback from end consumers was not received by the front-end, resulting in the inability to adjust the product in a timely manner.

Group President Fu Yaojuan

Vice Chairman Shen requested that everyone strengthen their basic skills, enhance their business thinking, deepen their understanding of products, and explore product highlights, such as selecting topics like "Why do Tramy have five types of old tofu. In 2025, the group will introduce two new business formats, Heizhen Pig and Tiantian Fresh. The team needs to increase efforts to promote Tramy's self operated, self raised, and self grown product lines in stores. Looking ahead to 2025, the operations department should first review and summarize, self consolidate, and conduct in-depth research on product selling points, target customer groups, and the stories behind the products. To establish an effective data analysis and communication system to ensure smooth information synchronization during the promotion and daily sales process of Tramy products. Further in-depth research should be conducted on the new model, while strengthening talent cultivation, encouraging and driving a group of capable and responsible managers and store managers to prepare talent reserves for the Tiantian Fresh and Black Treasure Pig models.

Shen Huming, Vice Chairman and General Manager of Operations Headquarters of the Group

At the meeting, Yu Zhouru, Vice President of the Group and General Manager of Sales Headquarters, shared her insights and work ideas on sales and audit work over the past year. Mr. Yu stated that firstly, we need to develop our business with a developmental perspective. For example, summarize the successful experience and partnership in selling soybean milk in Sam and other channels, and promote and replicate them. Think about how to sell soybean milk to the whole country and even abroad, not only focusing on the existing interests of stores, but also focusing on the future potential. Secondly, there should be a dialectical way of thinking. Take soybean milk as an example. Although soybean milk is easy to make people feel full, ordinary catering may be difficult to accept, but can you consider entering the cafeteria? Mr. Yu requires everyone to view the overall situation with a unified mindset. Sales, as a key position in the company, should prioritize the interests of the company. Although there is pressure in sales, we cannot slow down our pace. We must always be at the forefront and be the "leader" for the group's next leapfrog development.

Yu Zhouru, Vice President of the Group and General Manager of Sales Headquarters

Hu Jianwen, Vice President of the Group and General Manager of Tramy Supply Chain, stated that 2025 marks the 10th anniversary of the establishment of the supply chain, which has grown from 4 people at the beginning to over 200 people, covering multiple business sectors such as procurement, marketing, sales, breeding, import and export. In 2025, the supply chain will continue to optimize its talent structure, with internal training as the main focus and external introduction as a supplement, to create a more professional and efficient talent pool. For the newly opened business modules of the group, such as Tiantian Fresh, Heizhen Pig, and Pinshang Life Supermarket, the supply chain must fully participate and ensure business support in accordance with the group's requirements. Strictly implement the requirements of the board of directors and the operations center in various dimensions such as product selection, equipment props, team structure, and operational standards.

Hu Jianwen, Vice President of the Group and General Manager of Tramy Supply Chain

Liu Wanlong, Vice President of the Group and Director of Sales Department 2, Development Department 1, and Government Affairs Department, pointed out in his speech that although the market environment is not good in 2024, Tramy has not slowed down its development pace, and this persistence will lead the future. In 2025, opportunities and challenges coexist. Mr. Liu suggests that everyone further shape their business thinking, work together on price and quality, and look forward to PinShang Life Store becoming an important brand leading consumers in the Shanghai market.

Liu Wanlong, Vice President of the Group and Director of Sales Department 2, Development Department 1, and Government Affairs Department

Ding Jingqiu, Vice President of the Group and Sales Department, as well as Sales Consulting Director, stated in a speech that in 2024, the Group will actively respond to the adverse effects of market changes and introduce a series of combination measures to unite and move forward with courage. In the new year, we hope that different business formats can collaborate and develop together, integrating and resonating with the revitalization of traditional business formats in Tramy City. To record the successful experiences and lessons learned from failures during the development process, summarize and analyze them, and extract them into behavioral norms. More incentives will be tilted towards grassroots employees, with a focus on both process and results. The key to adhering to innovation strategy, seeking differentiation, and achieving stability and long-term success lies in operation, that is, thinking about how to do the same things better than others.

Ding Jingqiu, Vice President and Sales Department, Sales Consulting Director of the Group

Li Ming, Vice President of the Group, and Li Ming, Chairman of the Labor Union, mentioned in their speeches that the production sector of the Group has made certain improvements in output value management, quality control, and other aspects compared to 2024. In 2025, we will continue to deepen lean production management, improve manufacturing levels, and enhance production flexibility. Continuously improve the functions of various production sectors and enrich the content of existing sectors. Further improve the level of automation, intelligence, and energy conservation. Consolidate the major security sector: do a good job in the seven major security work, formulate systems, clarify responsibilities, determine goals, implement assessments, do a good job in basic management, and implement them layer by layer according to the system management methods in accordance with requirements higher than national standards. Extend the seven major safety management measures from the first, second, and third phases of the project to the fourth phase, and carry out preventive safety work.

Li Ming, Vice President of the Group and Chairman of the Labor Union

During his speech, Yang Shijun, Vice President and Chief Financial Officer of the Group, raised the question of what are the genes of Tramy and where are the opportunities in the current market where consumer entities are changing? Tramy is good at manufacturing and needs to extract the service sector from its genes to provide better product and communication services for new consumers, further enhancing its soft power. Persist in innovation, do a good job in organizational and product innovation, collaborate with the manufacturing and agricultural sectors to meet the full demand of the market, and respond to the purchasing needs of new markets and consumers with innovative products and services.

Yang Shijun, Vice President and Chief Financial Officer of the Group

Wang Weijun, Vice President of the Group and General Manager of Tianxin Company, stated that in 2024, Tianxin Industrial's output value and profit both achieved double-digit growth. Throughout the year, he followed the Group's investigation of similar business formats and basically determined the product structure, form, and operation mode of Tianxin stalls in the high-end lifestyle store. In 2024, Tianxin achieved a breakthrough in the sales field. In 2025, Tianxin will continue to do a good job in the operation and landing of large stores, strengthen the fireworks atmosphere at Tianxin stalls, and create highlights such as hanging fish, hot meat, and fresh baking. Do a good job in variety innovation, quality innovation, and category innovation: further reduce arbitrariness, conduct market research and competitor analysis, and make changes in product categories, and focus on quality stability.

Wang Weijun, Vice President of the Group and General Manager of Tianxin Company

Du Long, Vice President of the Group and General Manager of Tianzhi Company, stated that in 2025, Tianzhi will continue to uphold the underlying logic that product quality is the core competitiveness, and further enhance the product strength of noodle products. Continue to plough deeply into soybean milk series products and try new projects such as oatmeal milk and natural extract drinks. Cooperate with the lifestyle of Da Chao Pin, do a good job in the Tianzhi Workshop project, demonstrate Tianzhi's attitude, adhere to on-site production and sales, create better sales scenarios, rely on the advantages of the factory supply chain, achieve the ultimate quality, maintain affordable prices, strive to create more popular products, and enhance competitiveness.

Du Long, Vice President of the Group and General Manager of Tianzhi Company

Li Li, Vice President and General Manager of Agricultural Technology of the Group, and Director of the Technology Department of the Group, stated that Tramy Agricultural Technology has expanded in less than 4 years and has reached Shanghai's first-class level in terms of scale, technological level, and social evaluation. In 2025, Tramy Agricultural Technology will continue to expand its scale, develop seed source technology, and overcome "bottleneck" varieties. In terms of store supply, agricultural technology needs to expand from the traditional "Four Golden Kings" of Hangzhou cabbage, lettuce, dwarf cabbage, and oilseed rape to 20 conventional guaranteed varieties. By 2025, build a Tramy Agricultural Technology IP and conduct fertilizer testing around the egg laying chicken project in Shangyu.

Li Li, Vice President and General Manager of Agricultural Technology of the Group, and Director of the Technology Department of the Group

At the meeting, Shen Jianhua, Chairman of Tramy Group, made a concluding speech. The chairman stated that in 2024, all employees will present a new look, with frequent highlights and insightful speeches at the meeting. Looking ahead to 2025, Tramy will continue to promote supply chain upgrading, expand sales channels, fully promote new models such as Tiantian Fresh and Heizhen Pig, and build a Tramy ecological platform.

The chairman believes that in the medium to long term, the Chinese retail market is undergoing positive changes, with consumers gradually shifting their focus from brand to product core highlights. Tramy should be supported by a high-quality product chain, create a high-quality platform, and surpass the industry's advanced standards with high-quality products. Tramy has always developed steadily, with new changes every year and becoming more solid year by year. By 2025, Tramy aims to transition from a business owner to a merchant, placing greater emphasis on communication with consumers. In 2024, while some products of Tramy will increase their prices, their quality will also improve simultaneously. Salespeople need to have confidence because the product has strong competitiveness and price factors will not have a negative impact on market sales. In 2025, we must effectively ensure production safety and food safety, and make full preparations for large supermarkets. Although 2024 is full of difficulties, it is a crucial milestone for Tramy to achieve takeoff. Now, the foundation for Tramy to achieve the next step of leapfrog development has been laid, and we must continue to work hard in the Year of the Snake to achieve even greater leapfrog development.