To establish a complete closed-loop talent development system that covers all employees, fosters internal and external collaboration, and facilitates stratified and categorized development, and to strengthen the core human resource support for the implementation of the group's overall strategy, the Human Resources Center of Xuchuan Chemical coordinated various business segments and collaborated with the Research Institute to launch a series of special actions for talent cultivation from June to July 2026. By leveraging internal empowerment, digital learning, and external talent reserves, they aimed to create a comprehensive talent cultivation system that is suitable for each business segment and takes into account the overall layout of the group. Simultaneously, they anchored the two core development themes of technological innovation and internationalization to coordinate and plan talent work, accumulating abundant internal momentum for the medium and long-term development of the group.

Listening to the voices of the front line and precisely addressing obstacles to growth. In June and July, the group focused on the growth needs of technological innovation talents and held a special symposium titled "Passing on Skills and Building a Research Path Together", which covered new R&D engineers, self-trained assistant engineers of the 2024/2025 session, and college students, establishing a face-to-face communication channel between senior management and the front line. Young talents exchanged ideas and proposed feasible suggestions on various issues such as job adaptation, collaborative processes, and career development. The group's senior management clarified on-site the responsible parties for rectifying various demands, established a closed-loop rectification mechanism, and efficiently addressed various existing development pain points in the technical team.

Upgrade the mentoring system and standardize the training path. In July, the group launched a specialized empowerment training for corporate mentor positions in "Elite Mentorship", establishing a standardized mentoring system. It designed tiered training programs for employees with different entry backgrounds and at different stages of development, unified mentoring standards, experience accumulation methods, and growth tracking mechanisms, opened up channels for knowledge and practical experience inheritance across various positions, and established a clear growth path for all new employees.

Leverage digital learning to establish an online platform for intelligent education. The group's online learning platform, "Xuchuan Zhixue," is set to launch soon, utilizing digital tools and AI technology to create flexible and autonomous online teaching scenarios. The platform will integrate learning resources for all positions, leveraging AI capabilities to optimize learning and review experiences. The online and offline training modes will complement and integrate, continuously fostering a new generation learning atmosphere where everyone actively pursues learning and continuous improvement.

Deepen school-enterprise collaboration and pre-position reserve diverse backup talents. The group continues to expand the breadth and depth of school-enterprise cooperation, collaborating with institutions to establish pre-position talent cultivation channels, covering the group's diverse business tracks. Through school-enterprise interaction and joint practice, reserve backup talents for various positions in advance, improve the talent supply source chain, and achieve a smooth transition from campus reserve to on-the-job training in enterprises.

At the current stage, the group has established an integrated talent cultivation chain that encompasses "preliminary talent reserve between schools and enterprises - onboarding symposiums and consultations - offline mentoring and coaching - online empowerment through Xuchuan Zhixue". Talent development efforts cover all business segments of the group, synchronizing with the development pace and growth needs of each track, and comprehensively supporting the orderly implementation of the group's various strategies. The entire talent cultivation ecosystem has been established, and will continue to evolve and iterate in line with the pace of enterprise development in the future, dynamically matching the growth aspirations of employees in various sectors with the pace of business development. The company continues to improve the dual promotion development channels for technology and management, fostering a team culture that encourages innovation and deep research. It also provides complementary growth opportunities such as diversified job experiences and special project tackling, fully considering the growth aspirations of all employees and the overall business development needs of the group.

The series of talent cultivation initiatives are closely aligned with the three-year development strategy and the ten Asahikawa construction goals proposed by the chairman at the 2026 Spring Festival meeting. They are deeply integrated into corporate governance and daily operations, further enhancing the standardized and normalized operation level of the enterprise through talent mechanism innovation. By improving the corporate governance mechanism and fully activating the internal driving force of the enterprise, a solid talent foundation is laid for the long-term sustainable development of the group. As a year of reform and tackling difficulties, 2026 will see all Asahikawa people uphold the corporate culture of practical innovation and progressing together. Relying on talent potential, we will promote multi-dimensional construction in safety, technology, green development, and internationalization, helping the enterprise to steadily move forward and achieve long-term prosperity!