On April 18th, CNNC Health held the first extraordinary shareholders' meeting, the fifth meeting of the second board of directors, and the fifth meeting of the second supervisory board in Changsha, Hunan in 2025. Representatives of shareholders, directors, and supervisors of CNNC Health attended the meeting, with Party Secretary and Chairman Wu Peishan presiding over the meeting.

The shareholders' meeting has approved four proposals, including the company's "2024 Board Work Report," "2025 Financial Budget Report," and "2025 Investment Plan; The board of directors listened to the "Report on the Implementation of Board Decisions in 2024" and the "2024 Business Work Report", and approved fourteen proposals including the "2024 Internal Audit Work Report"; The Supervisory Board has reviewed and approved the '2024 Annual Work Report of the Supervisory Board'.
The attending shareholder representatives, directors and supervisors fully affirmed the work achievements of the company in the previous year, and stated that in 2024, CNNC Health has always adhered to the "one two three" strategic goals, strengthened confidence, overcome difficulties, and braved obstacles in the right direction, creating a good situation of "continuous optimization of industrial structure, accelerated improvement of governance system, steady pace of market-oriented reform, and daily success of key projects". In 2025, the company will continue to maintain an upward momentum of accelerating speed and striving for excellence, anchor strategic goals unwaveringly, and continue to write a new chapter of high-quality development with more enthusiasm and pragmatic style.

Wu Peishan thanked all shareholders, directors, and supervisors for their long-term concern and support for CNNC Health, and stated that the company's current strategic goals are clear, the development path is clear, and it is in a critical period of industrial upgrading breakthroughs, market expansion, and innovation momentum transformation. In the face of opportunities and challenges in 2025, all employees should closely focus on the "One Two Three" strategic goals, work together, overcome difficulties, persevere, and continue to promote new breakthroughs in the company's strategic goals, contributing new strength to the high-quality development of the nuclear medical industry.

One is to strengthen the role of strategic leadership. Deeply focusing on strengthening, optimizing and expanding the leading industries of "nuclear medical specialty hospitals" and "in vitro diagnostic industry", accurately matching market demand, strengthening resource integration capabilities, and taking the development of key projects in Guangdong, Hong Kong, Macao, Yangtze River Delta and other regions as a breakthrough, accelerating the upgrading of the in vitro diagnostic industry chain in the whole subdivision field of Northern Biology, which integrates product research and development, production, sales, and regional medical testing services, and promoting the high-quality development of the nuclear medical industry.

The second is to promote the transformation from management empowerment to operational efficiency improvement. Fully leverage the market-oriented management advantages of central enterprises, explore modern corporate governance models, strengthen the construction and role of the board of directors, optimize governance structures, innovate investment and financing management models, improve tax planning systems, strengthen safety risk defenses, and build a virtuous cycle of management upgrading driving efficiency growth.

The third is to build an elite and outstanding team. Strengthen the performance orientation and job matching of the cadre team, enhance the team's market-oriented management ability, fighting spirit, and crisis awareness through business training, party building activities, and work style construction, forge a cadre iron army that is "unable to overcome problems, tasks, and difficulties", and continue to achieve value creation; Guided by strategic needs and leveraging the advantages of "alliance+society", we will coordinate and promote the dynamic allocation of talents and resources. Through expert discussions, seminars, and other forms, we will comprehensively initiate the introduction of high-end professional talents in tumor hospitals, build a diversified and composite talent pool, and provide inexhaustible impetus for the company's high-quality development.

The fourth is to strengthen the drive of technological innovation. Each business line should accurately anchor its own strategic positioning, work together, and build a sound supply chain system. In the field of nuclear medicine specialized hospital construction, we need to accelerate the digital construction of Hunan Nuclear Cancer Hospital, deeply integrate AI technology, develop core business information systems such as HIS, LIS, PACS, EMR with independent intellectual property rights, and create a benchmark for smart hospitals with high standards; In key technological fields such as innovative research and development of in vitro diagnostic products, localization of nuclear medical equipment, and production of nuclear drugs, we must be brave enough to tackle challenges and make bold breakthroughs. With leading technological advantages, we should drive product and service iteration and upgrading, comprehensively enhance the company's core competitiveness, and establish a solid leading position in the industry.

Members of the leadership team of CNNC Health and middle-level and above management personnel attended the meeting.