Stock Code: 000581, 200581

Short Form of the Stock: WFHT, Su Weifu-B

Weifu High-Technology Group Co., Ltd. Summary of Semi-Annual Report 2026

I. Important Notice

The summary is abstract from the full-text of Semi-Annual Report, for more details of operating results, financial condition and future development plan of the Company; investors should find in the full-text of Semi-Annual Report that published on media appointed by CSRC.

All directors have attended the Meeting for the Report deliberation.

Prompt of non-standard audit opinion

□Applicable Not applicable

Profit distribution pre-plan of common stock or capitalizing of common reserves pre-plan deliberated by the Board in the reporting period

Applicable □Not applicable

Whether to transfer of capital reserve into share capital or not

□Applicable Not applicable

The profit distribution plan that was deliberated and approved by the Board Meeting is: based on total share capital of 966,785,693, distributed 3 yuan (tax included) bonus in cash for every 10-share held by all shareholders, 0 share bonus issued (tax included) and no transfer of capital reserve into share capital. When the profit distribution plan is implemented, if there is a change in the tota amount of shares entitled to profit distribution, on the basis of the total amount of shares entitled to profit distribution on the equity registration date at the time of implementation of the distribution plan, the distribution amount shall be adjusted according to the principle of unchanged distribution proportion.

Profit distribution pre-plan of preferred stock deliberated and approved by the Board in the reporting period

□Applicable Not applicable

II. Company information

1. Company Profile

2. Main financial data and indexes

Whether it has retroactive adjustment or re-statement on previous accounting data or not

□Yes No

3. Amount of shareholders of the Company and particulars about shares holding

Unit: share

Shareholders holding more than 5% of the shares, top 10 shareholders or top ten unrestricted shareholders participating in the lending of shares through refinancing business

□Applicable  Not applicable

Top 10 shareholders or top ten unrestricted shareholders participating in the lending/returning of shares through refinancing business

□Applicable  Not applicable

4. Changes in controlling shareholders or actual controllers

Change of controlling shareholder during the reporting period

□Applicable  Not applicable

The Company had no change of controlling shareholder during the reporting period

Change of actual controller during the reporting period

□Applicable  Not applicable

The Company had no change of actual controller during the reporting period

5. Total preferred shareholders and top 10 shares held by preferred shareholders

□Applicable  Not applicable

The Company has no preferred shareholders

6. Bonds in existence as of the approval date of the semi-annual report

□Applicable Not applicable

III. Important Matters

(1) The Company’s business conditions during the reporting period

Since the beginning of this year, the Company has earnestly implemented its annual work objectives and plans, actively seizing and responding to industry opportunities and challenges. During the reporting period, the Company achieved operating revenue of 6.577 billion yuan, an increase of 14.18% compared to the same period last year; net profit attributable to shareholders of the Company reached 836 million yuan, up 19.17% year-on-year

(2) Main work carried out by the Company during the reporting period

1. Focus on core business operations to strengthen the foundation for growth

Energy & Power Segment: In the fuel injection system business, the Company grasped the growth opportunities in the commercia vehicle export market, the sales of common rail pumps was nearly 780,000 units, with a year-on-year increase of over 30%; the sales of inline pumps increased by approximately 14%; in high-power fuel injection system products, it continued to drive the development of customer projects. In the exhaust aftertreatment system business, the market share steadily increased, the sales of gasoline purifiers was about 1.8 million units, the sales of diesel purifiers was about150,000 units; the sales of natural gas purifiers was significantly increased year-on-year. In the intake system, the business showed strong performance, with notable success in expanding the market for gasoline turbochargers. The total sales of four-cylinder turbochargers was more than 800,000 units, among which, the sales of diesel turbochargers was 380,000 units, maintaining the leading domestic market share, the sales of gasoline turbochargers was more than 420,000 units, with a year-on-year increase of more than 100%. The sales of six-cylinder turbochargers was approximately 75,000 units, with a year-on-year increase of about 27%, while the sales of high-power turbochargers continued to increase. Leveraging its leading advantages in core components such as high-power fuel injection systems, turbocharging systems, and aftertreatment systems, the Company is actively expanding into the diesel and gas generator markets. Automotive Intelligence

Segment: In the suspension motor hydraulic pump products, it completed sample deliveries to customers, and secured new projec approval from a global premium automotive brands. The sales of automotive seat assemblies was 90,000 units, with a year-on-year increase of 20%; the electric long slide rail products received new customer project approvals. The millimeter-wave radar products entered mass production of multiple automaker projects, and secured the project approval from a leading domestic L4 autonomous logistics vehicle manufacturer. New Industrial Segment: The hydraulic system business continued to expand in scale, the sales of ke products maintained strong growth, and the joint venture collaboration with Bosch Rexroth was accelerated. The development and market application of core embodied intelligence components, including dexterous hands, harmonic reducers, and flexible pressure sensors, were actively advanced. The smart factory initiatives were proactively expanded. The non-automotive market expansion for core components of hydrogen fuel cells was actively pursued, focusing particularly on metal bipolar plates in SOFC (solid oxide fue cell) applications. PEM water electrolysis systems had cumulatively completed 1,500 hours of demonstration operation and secured multiple customer projects and orders for PEM hydrogen generation systems and electrolyzers

2. Focus on technological breakthroughs and iterate the product portfolio

Energy & Power Segment: In the high-power fuel injection system products, completed in-vehicle validation for leading customers 2000bar high-pressure pumps and injectors, initiated the road testing for natural gas direct injection products, and completed durability verification of methanol direct injection systems and high-low temperature cycling tests for hydrogen internal combustion engine injectors. Achieved batch production of aftertreatment system products for multiple categories of China VI-compliant vehicles successfully deployed methanol aftertreatment solutions in real-world applications, and promoted development of new heavy-duty commercial vehicle platforms. Realized mass production of intake system products for multiple new projects involving gasoline natural gas, and diesel turbochargers, and carried out research and testing for electric-assisted turbochargers. In automotive therma management, achieved volume delivery and order fulfillment of multi-specification electronic oil pumps, and completed sample deliveries and testing verification for various types of water pumps. Automotive Intelligence Segment: Completed prototype development and accumulator design of suspension motor hydraulic pumps. In automotive seat systems, completed structura modeling and design of seat assembly frames and achieved functional validation for electric side-sliding turntable prototypes. In millimeter-wave radar products, completed design of multiple radar models, and promoted market adaptation and expansion efforts for 3D corner radars. New Industrial Segment: In hydraulic components, completed the development and prototyping of multiple new pumps, solenoid valves, and proportional valves. In core components for embodied intelligence, achieved breakthroughs in 11- degree-of-freedom dexterous hand control technology, and completed process validation, functional development, and customer samples delivery of various sensing and alarm products. In PEM hydrogen generation systems, completed reliability demonstration operations and sample development and certification of electrolyzers of multiple specifications, and several hydrogen valves passed qualification certifications and were delivered to customers. In low-iridium catalysts and membrane electrode assemblies, completed production line commissioning and product development, and realized small-batch supply. Successfully implemented the metal single-cell battery project and delivered it to customer applications.

3. Anchor the strategic blueprint and empower industrial layout

The Company steadily advanced the implementation and tiered decomposition of its "15th Five-Year" strategic plan, focusing on three core strategic sectors: energy and power, intelligent automotive, and new industrial. The Company completed a step-by-step breakdown and review of strategic objectives across all business units and functional lines, developed dedicated action plans to support strategy execution, and conducted in-depth thematic strategic assessments on key business directions. In terms of investmen and financing, it focused on orderly implementing industrial mergers and acquisitions in line with automotive electrification, continuously expanded the strategic partner ecosystem, and deepened industrial collaboration, project implementation, and capita investment coordination with key strategic partners. For priority industries under the "15th Five-Year" development plan, i systematically planned the capital operation pathways such as introducing strategic investors and advancing mixed-ownership reform. Simultaneously, it established a routine post-investment evaluation mechanism to strengthen post-merger integration capabilities and continuously refine a closed-loop management system for equity investments throughout their entire lifecycle.

4. Focus on intelligent manufacturing to improve quality, and strictly uphold safety standards

The Company continued to systematically improve the value streams of its subsidiaries and business segments, and regularly conducted improvement activities at the workshop level. It promoted the group's intelligent manufacturing initiatives by formulating mid and long-term strategic plans for AI technology applications and accelerating the implementation of "AI + manufacturing." It also promoted and accelerated manufacturing informatization, to enable equipment management system, spare parts management module and tooling management system to enter development and implementation phases. Carried out blueprint design for digita projects including production logistics simulation in industrial parks and process mining for manufacturing informatization. The Company was steadily promoting the second phase of its quality management platform construction, orderly implementing functional modules related to incoming material management and customer quality management across business segments, exploring the application of AI technologies in quality control scenarios, establishing a networked quality tools system to standardize and enable collaborative use of various tools and methods. The Company was developing two knowledge bases - cleanliness technica standards and customer quality release criteria, to consolidate and share product cleanliness specifications and customer-specific release requirements. The Company was steadily advancing the construction of its hydrogen energy industrial park, strengthening process management for key infrastructure projects such as smart manufacturing park and prototype center upgrades. The company was promoting the implementation of its energy strategy, accelerating the development of an energy management platform to ensure the sustainable operation of its energy management system, and coordinate the execution of various energy-saving and carbonreduction transformation projects. The Company organized all functional departments, business segments, and subsidiaries to complete tiered safety and environmental protection responsibility agreements, continuously reinforcing the primary responsibilities of EHS (Environment, Health, and Safety).

5. Fine-tune operations and management control to safeguard compliance barriers

The Company was steadily advancing organizational optimization at headquarters, streamlining management levels and clarifying the boundaries of responsibilities among departments. It continued to refine its process authorization system and drive the implementation of business unit plans under its segments. The Company developed a human resources strategic plan, optimized systems related to talent management and employee development, and implemented the "1+5+N" incentive framework; established a strategic talent map, recruited high-end and critical talents, and strengthened the talent pipeline for the "Three Aviation and One Craftsman" initiative, earned the recognition as a key enterprise in regional talent self-evaluation; advanced the integration of human resource management systems across overseas subsidiaries, and enabled unified online operation of goal management processes. In terms of finance, the Company continued to optimize its financial shared services and business processes, conduct routine business risk assessments, fined cash flow management, and maintained stable net cash inflows from operations; continuously refined financing structure, and steadily reduced overall financing costs. In procurement and operations, closely monitored market trends and dynamically adjusted procurement strategies to mitigate supply chain delivery risks and cost fluctuation. Conducted specialized commercial negotiations for key raw materials, expanded new supply channels, and promoted applications of alternative materials and introduction of new quality suppliers. Launched a dedicated inventory turnover improvement program, for dynamic tracking of capital tied up in inventory and efficiency of bill circulation. Continuously enhanced internal control and risk prevention systems, conducted annual internal control self-audits across all business units and implemented improvements accordingly; carried ou special audits in key areas to ensure effective resolution and closure of identified issues; strengthened internal audit oversight, to continuously monitor audit rectification outcomes and ensure compliant and stable operations.

BOD of WEIFU HIGH-TECHNOLOGY GROUP CO., LTD. 26 August 2026