Gather wisdom and foster innovation to drive development; unite our strengths to break the deadlock and secure a bright future.

To keep pace with the times, proactively respond to the fiercely competitive market, and break free from the vicious cycle of “price wars and homogeneous internal competition,” we must accurately assess future development trends, shifting from a “price war” to a “value war” and moving from “scale-based competition” to “quality-based competition.” To ensure continued growth under our company’s Third Five-Year Plan and 2026 business objectives, from December 27 to 28, 2025, the leadership team, heads of all departments, and mid-to-senior-level management personnel of Yunnan Zhong’an Security Service Co., Ltd. convened a strategic seminar on 2026 business development and the Third Five-Year Plan, themed “Breaking the Impasse through Innovation, Smartly Shaping the Future.”

At the opening of the meeting, Zhu Bangrui, Chairman of the company, provided a comprehensive summary and review of the company’s achievements during the 14th Five-Year Plan period and for the year 2025. He interpreted relevant policies pertaining to “Social Governance and Public Security Governance” in the country’s 15th Five-Year Plan, studied policies aimed at elevating the construction of a Peaceful China to a new strategic height, and analyzed the profound impacts these policies will have on the security industry. He emphasized that, as an important component of both the public security organs’ auxiliary forces and the social security governance system, the security industry is undergoing a transformative shift—from traditional human-based security services toward smarter, more professional, and diversified approaches. During the 15th Five-Year Plan period, the industry must break through existing barriers, reinvent itself, and reshape its landscape. By aligning with policy guidance and industry practices, the security sector must closely follow the country’s 15th Five-Year Plan and embark on a new journey toward fully building a modern socialist country, marching forward toward the second centenary goal.

At the meeting, Dong Zhengmei, Manager of the Finance Department, carefully summarized the company’s operational performance for 2025, objectively analyzed both the achievements and shortcomings in our work, presented the 2026 work plan, and announced the budget targets for 2026. She also conducted an in-depth analysis of cost control, risk management, fund planning, and financial management. She particularly emphasized the importance of strengthening budget management, cost management, accounts receivable management, and cash flow management for the company’s development.

Liang Yaping, Director of the Human Resources Department, delivered a presentation centered on the shift from “human resource profitability” to “talent development.” She analyzed the harmful effects of low-quality competition currently prevalent in the security industry and elaborated on human resource strategies for “recruitment, selection, nurturing, and retention.” She shared insights on stabilizing employment, reducing employee turnover rates, refining recruitment methods, and enhancing core training programs. In particular, she highlighted that improving quality and efficiency requires companies to invest heavily in talent development. She proposed a series of measures, including strengthening labor risk management and talent reserves, optimizing the compensation and performance system, and deepening job-specific skills training.

Zhao Shundan, Deputy Manager of the Marketing Department, analyzed the current domestic and international situation. The company is facing dual pressures: the waning benefits in the security industry and the rapid pace of technological innovation. These challenges—intensified by homogenous competition and a shortage of talent—are posing significant risks. However, we are rising to the occasion, staying closely attuned to market trends, and achieving growth in core business revenues while steadily enhancing customer satisfaction. In 2026, we will focus on three key priorities: First, deepen our engagement in existing markets and expand into emerging areas such as cross-border security and low-altitude surveillance; second, seize the opportunities presented by the industry’s shift toward intelligent solutions, stepping up promotion of smart equipment services and aligning with government demand for outsourced public safety services; and third, optimize our service delivery system by introducing solutions that both expand new markets and deepen our engagement in existing ones.

Director Lei Jincheng, Director Ren Guangwei, and other members of the business division provided a comprehensive summary and report on the work conducted in 2025. As an operational production unit, the business division has closely aligned its efforts with the company’s business objectives and regulatory requirements, strengthened team management, and achieved zero safety incidents, a customer satisfaction rate of 98%, and a certification compliance rate of 90%. However, due to intense competition within the industry, the challenges of "difficulty in recruiting and retaining talent" have led to significantly higher management costs and increased operational complexity. Therefore, finding a differentiated path amid industry-wide intensification has become a pressing issue. In 2026, in response to these existing challenges, we will promote the integration of standardized and customized on-site service approaches, upgrade our “human defense + technological defense” service model, enhance service quality, rigorously control safety risks, optimize personnel deployment, deepen customer collaboration, solidify our on-site security defenses, and achieve both quality improvement and efficiency gains.

Yao Linsan, Deputy Manager of the Supervision Department, reported on the 2025 supervision and inspection activities as well as the implementation results of the “7S” management system. In 2025, the supervision and inspection work achieved full coverage of on-site inspections, identifying and addressing 18 violations. However, three key issues still remain: First, most supervision efforts focus on post-event rectification rather than establishing proactive prevention mechanisms; second, the use of smart devices is insufficient, resulting in low efficiency of manual inspections; and third, closed-loop management for follow-up on rectifications is inadequate, leading to repeated occurrences of certain problems. In 2026, the Supervision Department will focus on three key areas to advance its work: First, establishing a comprehensive mechanism covering “pre-event early warning, in-process supervision, and post-event review”; second, introducing an intelligent inspection system to enhance the precision of supervision; and third, strengthening the tracking and monitoring of rectifications to ensure that all issues are resolved in a closed-loop manner, thereby solidifying our compliance defenses and further enhancing the “brand” of Zhong’an Security.

Tan Ying, Director of the Party and Labor Integrated Department, provided a comprehensive summary of the department’s work in 2025. She noted that the Party and Labor Integrated Department has closely aligned its work with the company’s overall development strategy and steadily advanced various tasks. In terms of Party building, the department took the lead in organizing 12 themed Party Day activities, established five “Party Member Pioneer Posts,” and facilitated 17 integrated activities that deeply integrated Party building with security operations. Regarding corporate culture promotion, the department published over 60 articles covering company updates and organized six events, including skills competitions and symposiums for retired military personnel, thereby strengthening team cohesion. In terms of logistical support, the department completed all tasks in accordance with regulations, effectively meeting both office and field operation needs. At the same time, challenges remain, such as the limited variety of cultural promotion methods and insufficient精细化 management in logistics. In 2026, the department will focus on advancing three key areas: First, deepen Party-led guidance by conducting red education and joint Party building activities to solidify the role of branch organizations as fighting fortresses; second, enrich the channels for corporate culture promotion by telling the ZhongAn story through short videos, internal publications, and other formats, thus promoting the spirit of military-founded enterprises; third, optimize logistics management by improving the rent collection early-warning mechanism, implementing intelligent vehicle dispatching, and strictly controlling maintenance costs, thereby providing strong support for the company’s high-quality development.

Vice President Wang Junjiu and Assistant to the President Zhang Yongxi, members of the company’s management team, have all offered valuable suggestions and advice. In 2026, all departments will work in synergy: the Marketing Department will seize opportunities presented by industry transformation, expand into new smart security scenarios, and ensure steady growth in core revenue; the Human Resources Department will strengthen its talent base, refine its training and assessment mechanisms, and inject professional vitality into the team; the Finance Department will rigorously control costs and conduct precise financial accounting, thereby establishing a solid financial safeguard for the company’s stable operations; the Party and Mass Work Department will deepen Party-led guidance, enrich corporate cultural activities, optimize logistical support, and rally the entire workforce around a shared sense of purpose and drive; and the Supervision and Inspection Department will intensify patrols and disciplinary enforcement, promote closed-loop rectification of identified issues, and effectively ensure service quality and compliant business practices.

After thorough deliberation, the meeting clearly defined the company’s three core strategic development directions for 2026: First, upgrade traditional business services and strengthen technological empowerment by stepping up R&D and investment in intelligent equipment. We will introduce cutting-edge technological products such as drone inspection teams and smart inspection robots, and build a visualized, real-time operational platform integrating live monitoring, command and dispatch, and risk early warning, thereby achieving digitalization and comprehensive control over the entire security service process. Second, restructure the service ecosystem by breaking down barriers between individual services and creating integrated security solutions that offer diversified value-added services—including security assessments, intelligent prevention and control, and emergency response—covering diverse scenarios such as commercial complexes, transportation hubs, and cultural and tourism events, and thus meeting customers’ personalized security needs. Third, develop a talent-development system by establishing a composite talent-training mechanism that combines technical expertise with security skills. We will conduct specialized training on topics such as intelligent equipment operation and data analysis application, and enhance team professionalism through large-scale competitions and intensive drills, providing robust talent support for our smart transformation.

Finally, Zhu Bangrui, Chairman of the company, issued a mobilization order: In 2026, we will continue to focus on enhancing the quality and efficiency of our traditional businesses while anchoring our strategic layout firmly on intelligent transformation. First, we will implement a tiered management system for on-site services, tailor standardized procedures to different scenarios, strengthen the closed-loop mechanism for supervision and inspection, and rigorously control service quality. We will also deepen customer engagement, expand value-added services such as security consulting and risk assessment, and enhance the added value of our traditional businesses. Second, taking “human-machine collaboration” as our core strategy, we will gradually introduce intelligent inspection robots and AI-powered video surveillance systems into our traditional on-site operations, driving the upgrade from manual security to smart security and facilitating the transformation of our traditional workforce into a new model of “technology plus security.” Third, we will accelerate the intelligent transformation by speeding up the deployment and application of our “Digital Security Cloud,” building an “intelligent security integration platform,” and integrating technologies such as AI-powered video analytics and drone patrols to achieve proactive risk prediction and precise resource allocation. We will promote the “human-machine collaboration” service model and expand the application of smart equipment in scenarios such as commercial complexes and border security. Fourth, we will expedite the development of training programs for managerial talent and technical experts, cultivating a versatile team that combines security expertise with technological skills. By proactively embracing change and leveraging technological innovation as our driving force, we will build upon our strong traditional foundations, align ourselves with both domestic and international standards, and unite all employees in our shared commitment to revitalizing our traditional businesses through practical and determined efforts. With strategic resolve, we will pioneer a new era of smart security and strive to become a benchmark enterprise in the security industry in the Southwest region!

At this meeting, we’ve aligned our thinking, defined our goals, formulated a detailed plan, clarified the division of labor, and firmly established responsibilities. The company will embrace technological change with an even more open attitude, meet customer expectations with higher-quality services, and unite in vigorous and pragmatic efforts to fully achieve the company’s third Five-Year Plan as well as its economic targets for 2026!