On the morning of September 1, 2026, Jiangsu Kuai'er Smart Supply Chain Group held the August Monthly Work Meeting. The meeting comprehensively reviewed the work of safety supervision, operation management, system construction and business expansion in August, and arranged and deployed key work tasks for September. Chayan Song, Chairman of the Group, presided over the meeting and delivered an important speech. Heads of departments including the Strategic Development Department, Operation Center, Management Center, Finance Center and Key Account Center attended the meeting.

The meeting heard work reports from all business segments, sorted out and identified various practical problems existing in current business operations. In terms of safety supervision, due to the upgraded sensitivity standards of the vehicle monitoring system issued by Jiangsu provincial transport authorities, more than 90 vehicle alerts have been generated. These alerts include genuine warnings triggered by drivers’ violations as well as misjudgments by cameras. The hidden risk of GPS device offline persists, which may easily create blind spots in vehicle travel supervision.

Regarding vehicle and driver management, some drivers took chances and committed violations such as driving under traffic restrictions and distracted driving that endanger road safety. Relevant personnel have been interviewed and issued termination warnings. Some vehicles have safety and image issues, including rusted toolbox supports fixed with iron wires, and fire extinguishers strapped in ways preventing quick access.

In terms of system construction, although TMS 3.0 has been launched with newly added functions such as mobile terminal record viewing and automatic error deletion, frequent iteration revisions have led to unstable operation of some functions. At the team operation level, the Group’s performance growth in the first half of the year fell short of expectations; the professional competence of the management team needs to be strengthened. Meanwhile, follow-up work for the new office relocation and improvement of internal systems remain to be promoted.

In response to the above problems and development goals for the next stage, Chairman Chayan Song put forward clear work requirements at the meeting and comprehensively deployed the Group’s key work for September.

I. Strictly Safeguard the Safety Line, Coordinate Mitigation of Regulatory and On-site Safety Risks

Chairman Chayan emphasized that safety serves as the fundamental bottom line for the survival and development of logistics enterprises. Faced with the rising number of alerts from the monitoring system, dual-track disposal shall be carried out. On one hand, actively engage with competent industrial authorities to communicate and coordinate sensitivity optimization so as to reduce misjudgments unrelated to violations. On the other hand, adhere to zero tolerance for internal violations and strengthen inspection, supervision and disciplinary measures.

To address management loopholes caused by GPS offline status, norms for drivers’ daily inspection of on-board equipment shall be implemented. The operating status of devices will be judged based on equipment signals to eliminate supervision blind spots at the source. All branch and subsidiary companies shall draw inferences from vehicle hazards, strictly implement pre-trip safety assessments and daily vehicle inspection systems. Violations and vehicle hardware hazards shall be handled immediately once detected. High-risk driving behaviors such as distracted driving will be dealt with severely to enforce full-process safety management of vehicles and drivers.

II. Fully Promote System Iteration and Foster the Group’s Second Growth Curve

Chairman Chayan pointed out that the TMS 3.0 system represents the Group’s "second growth curve". Its development will be advanced in phases following the principle of "self-development, self-operation and self-maintenance", with potential for commercial external sales in the future.

In view of frequent system adjustments and unstable performance of some functions at present, he required all departments to break down barriers and collaborate closely. Full optimization and improvement of the system must be completed by the end of September for official launch.

III. Focus on Team Capacity Building and Empower Performance Improvement with Talents

Chairman Chayan stated that weak performance growth of the Group in the first half of the year exposed shortcomings in the overall competence of the team. The Group has designated the Management Center together with the Strategic Development Department to launch the first "Performance Improvement Training Program" on September 11–12. Targeting managers of branch and subsidiary companies and department supervisors, the special training will effectively fulfill the work goal of "improving internal literacy and shaping external image", and comprehensively raise all staff’s safety awareness and practical operational capabilities.

Meanwhile, the Management Center is required to coordinate follow-up work for the new office relocation and the revision and improvement of internal systems and other basic management tasks.

In his concluding remarks, Chairman Chayan stressed: "Management should be free from personal connections; it must be open, transparent, fair and impartial." He called on all employees to face up to market competition pressure, and push forward the Group’s high-quality development to a new level with a pragmatic work style and an enterprising mental state.