As the clock strikes midnight, we stand together at the dawn of 2026. Reflecting on 2025, a year defined by touch decisions, relentless execution, and a race against time, every mile stone reflects our shared determination. As the saying goes, "Those who take on the hardest path are the ones who ultimately succeed”. For FHS Group, 2025 was not a year of comfort, but a year of ascent. Behind our glittering awards, prestigious honors, and our rising new industrial campus lies the unwavering dedication of every FHS member committed to our core pillars: Growth, Efficiency, and Development.

Beyond the Glory: The Heartbeat of FHS

While the world sees our achievements, we remember the moments that defined our spirit. Three core pillars stand out:

 * A Culture of Lifelong Learning: At FHS, we believe every project is a textbook and every experience a strategic asset. We do more than execute-we reflect, analyze, and codify. Whether success stories or hard lessons, each case is systematically distilled into a shared, on-demand knowledge base. Through cross-functional case review, technical salons, and our FHS Management Class Series, individual insights are transformed into collective intelligence. Here, learning is not an assignment, but a habit. Sharing is not an obligation, but an instinct. What we are building is a continuous evolving, intelligence-driven organization-one where reflection fuels innovation, and dialogue unlocks new possibilities.

* "One FHS" – Global Synergy: Our globalization goes beyond market expansion. It is about building an integrated system, culturally inclusive, deeply compliant, efficiently governed, and locally agile. We respect local cultures while actively bridging differences, turning diversity into a source of innovation. Compliance is embedded into every decision, governance follows a “global alignment, local execution” model, and operations remain responsive on the ground. The result is a resilient and disciplined global operating system, one that enable seamless collaboration and rapid response across borders.

 * Turning Vision into Reality: In 2025, we translated vision into execution. Through repeated strategic alignment and disciplined decoding, high-level aspirations were converted into clear business objectives, priority initiatives, and accountable ownership. Our closed-loop management system-Vision, Planning, Execution, and Evaluation-ensured that ambition was grounded in action, and that the entire organization moved forward with shared rhythm and collective focus.

II. Strengthening the Business, Uniting the People

As General Manager, what I prize most is not our trophies, but this increasingly resilient team.

 * Strategic Leaders: A growing cohort of multi-disciplinary leaders is taking shape-professionals who can think in strategy and deliver in execution. With a global perspective and a result-driven mindset, they are becoming the core engine of FHS’s long-term growth.

 * The Problem Solvers: From Value Awards to Design Innovation Recognitions, every honor tells the story of someone who stood up when it mattered most. When technology hits a wall, they break through. They are the backbone of FHS.

 * The High Performers: Whether traveling hundreds or thousands of kilometers to bring our solutions worldwide, or ensuring flawless project execution and delivery, they work quietly, steadily, and relentlessly. Excellence, to them, is simply the standard. They are FHS’s most valuable asset.

III. Our Core Logic: The Foundation That Guides Us into 2026

Standing at the launch point of our new campus, I will not speak in abstractions. Instead, I want to reaffirm a set of first principles-the fundamentals that will guide ever decision and action at FHS Group in 2026.

* Efficiency as a Core Competency: Efficiency is not a slogan, but a discipline. Anchored by the intelligent infrastructure of our new campus, we will embed efficiency across the entire business life cycle: data-enabled decision-making, process-driven operations, standardized quality improvement, and lean cost control. The management team will lead by example, establishing clear efficiency benchmarks to ensure that resources are deployed where they matter most and execution stays firmly on rhythm. 

 * Precision in Strategic Judgment: In an increasingly complex and competitive environment, we will maintain strategic discipline. We will continue to deepen our two core businesses- Industrial Automation and Magnetic Levitation-resisting the temptation of short-lived trends or blind expansion. At the same time, building on our proven strengths in high-speed, high-precision assembly for the automotive sector, we will selectively expand into frontier areas such as high-flexibility motion control and intelligent electromechanical systems, cultivating new avenues for organic growth.

 * Executing the "Big Four" Priorities:

In 2026, we will focus our energy and resources on four critical priorities and drive them to real depth and impact:

①Global Expansion: Strengthen partnerships with Tier-1 clients and accelerate entry into high-potential emerging markets.

②Innovation-Led Growth: Speed up technology iteration and integrated solution deployment to reinforce long-term competitive advantages.

③Operational Excellence: Unlocking value-chain synergies and elevate overall operating efficiency to support high-quality growth.

④Talent and Organization: Continue building a strong talent pipeline and incentive system, forging a core team that thinks strategically, shoulders responsibility, and consistently delivers result.

Our new campus is now fully underway, and a new journey lies directly beneath our feet, As the light of 2026 stretches across the road ahead, may we continue to move forward with confidence-seizing opportunities in an era of transformation and standing at the forefront of industrial change. Let us move forward side by side, fully committed and fully engaged, to build a stronger, better FHS-one we are all be proud to be part of.

I wish every colleague and partner peace, progress and promise in the year ahead. Happy New Year.