000978SZSE

2025 Annual Board of Directors Work Report

✨ AI Summary

The report outlines the operational performance of Guilin Tourism Co., Ltd. in 2025, highlighting a net profit turnaround and a 9.97% increase in visitor numbers. Key strategies included optimizing assets and enhancing marketing efforts. The board held ten meetings, addressing various financial and governance matters, including the appointment of key personnel and the adjustment of company bylaws to improve operational efficiency.

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Guilin Tourism Co., Ltd. (hereinafter referred to as "the Company") Board of Directors 2025 Annual Work Report

In 2025, the Company’s Board of Directors strictly adhered to the Company Law, Securities Law, Shenzhen Stock Exchange Listing Rules, and relevant regulations, fulfilling its responsibilities with a commitment to all shareholders. The following is the report on the work of the Board of Directors for 2025:

1. Overall Business Performance in 2025

In 2025, the Company maintained a steady progress approach, focusing on the "one core, one optimization, two wings, three expansions" strategy. The Company deepened strategic layout, promoted AI-enabled cultural tourism renewal, strengthened marketing, enhanced receivables collection, and optimized the disposal of inefficient assets, resulting in a turnaround to profitability for the year. The Company received 6.2499 million visitors, a year-on-year increase of 9.97%; operating revenue was 440.288 million yuan, up 2.00%; operating costs were 302.25 million yuan, down 3.42%; operating profit was 21.9713 million yuan, an increase of 196.307 million yuan year-on-year; and net profit attributable to shareholders was 11.0328 million yuan, an increase of 215.4959 million yuan year-on-year.

2. Highlights of 2025 Work

(1) Clarifying Strategy and Focusing on Development

In 2025, the Board of Directors anchored the goal of "turning losses into profits and improving quality and efficiency," implementing the "one core, one optimization, two wings, three expansions" strategy. The core focus was on strengthening the operation of cultural tourism assets with an emphasis on efficiency; optimization of asset structure and disposal of non-performing assets; leveraging digital cultural tourism technology and capital operation as the two wings; and expanding investments in new projects, cultural tourism new formats, and brand management in scenic areas, transportation, and hotel operations. The Company aimed to build a high-quality, well-known brand with first-class service and modern governance.

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