First of all, we would like to thank all reviewers for their comments. There is something for Tsaiwei to learn from every piece of feedback. Knowing both ourselves and our opponents is the key to winning every battle. Although we have been unable to establish constructive communication with the reviewers, to help those who see these comments understand Tsaiwei’s culture, we would still like to respond to the key points on this platform. If you are interested in Tsaiwei, you are also welcome to visit Tsaiwei’s official website and fan page to learn more about what Tsaiwei does and about its corporate culture.

1. Meetings after working hours: Several years ago, in response to customer visits related to business activities, Tsaiwei did indeed hold some meetings after working hours. However, after repeated communication and internal promotion, the situation has now improved significantly. Tsaiwei has also been actively fostering a culture of exercising after work. Tsaiwei currently has basketball and badminton clubs, and also subsidizes annual gym memberships so employees can work out after work. It takes time for a company culture to take shape, and today Tsaiwei has moved beyond the period of holding meetings after work and is moving toward a culture of exercising after work.

2. Fuel allowances and bonus payments:

Tsaiwei clearly stipulates the payment standards for various business-trip expenses in both its employee handbook and business-trip management regulations. Within 15 days of receiving an employee’s travel expense application, the Finance Department reimburses the travel expenses advanced by the employee, and payments are issued twice a month. To avoid placing the burden of advancing expenses on employees, Tsaiwei has also established an “employee advance” procedure. As long as employees clearly specify the amount they wish to borrow in advance, they may receive an advance for the related expenses. In addition, Tsaiwei has various sales bonus programs paid monthly, quarterly, and annually, with reward mechanisms clearly defined after sales targets are achieved. Before sales employees join the company, both parties establish a clear consensus on performance targets. Furthermore, sales employees receive actual sales bonuses every month; there is no issue of bonus thresholds being set too high.

3. R&D substitute service: Tsaiwei makes up the difference in compensation for R&D substitute service personnel through incentive bonuses. After completing their service, 70% of R&D substitute service employees transition to regular positions at Tsaiwei. Tsaiwei places great emphasis on talent development. Employees are important assets who move forward and grow together with Tsaiwei, and R&D substitute service personnel are one of the foundations of Tsaiwei’s steady growth.

The response above is quite lengthy, but building a corporate image is not easy. Tsaiwei has worked hard for 19 years. We humbly accept areas where we fall short, but in response to malicious conduct intended to damage the company’s image, we will also respond directly and do not rule out taking legal action.

Thank you to all reviewers for your comments. There is something for Tsaiwei to learn from every piece of feedback.