INMYSHOW DIGITAL TECHNOLOGY (Group) CO., LTD.
IMS
Contents
About This Report 01
Social
Innovating the Marketing Ecosystem,
Driving Shared Value through
About IMS 03
Responsibility19
Company profile 03
High-quality products and services 19
Business areas 05
Innovation-driven23
Organisational structure 07
Supplier management 27
Awards and recognition 08
Promoting industry ecosystem development 31
Materiality Assessment 09 Technology for Good, Safeguarding the
Foundation of Trust 34
Materiality analysis process 09
Due diligence and stakeholder communication 10
Responsible marketing 34
Conclusions of the materiality analysis 11
Data security and customer privacy protection 35
Ethics of science and technology 39
ESG Governance Arrangement 13
Cultivating Outstanding Talent
Internally, Shaping a Sustainable
Community Externally 40
Environmental
Employees rights and welfare 40
Advancing Green Operations and
Employee health and safety 43
Enhancing Environmental Resilience 14
Employee training and development 45
Social contributions and rural revitalisation 50
Response to climate change 14
Green operations 18
Governance
Strengthening governance foundations,
ensuring compliance for long-term
success51
Corporate governance 51
Compliance operations 55
Anti-commercial bribery and anti-corruption 59
Anti-unfair competition 62
ESG Data Tables and Notes 64
Report Standard Index Table 68
Glossary 70
About This Report
This Report is the second Sustainability Report published by Inmyshow Digital Technology (Group) Co., Ltd. It discloses to all
stakeholders the Company’s guiding philosophy, management approaches, initiatives, and outcomes with respect to sustainability
matters arising in the course of its operations.
Scope of the report
This Report covers Inmyshow Digital Technology (Group) Co., Ltd. and its subsidiaries (hereinafter collectively referred to as “IMS” or
the Company”). Unless otherwise stated, the scope of this Report is consistent with that of the consolidated financial statements of
Inmyshow Digital Technology (Group) Co., Ltd. (stock code: 600556.SH) for the same Reporting Period.
Basis for preparation
This Report has been prepared in accordance with the Guidelines No. 14 of Shanghai Stock Exchange for Self-Regulation of Listed
Companies—Sustainability Report (Trial) (hereinafter referred to as the “Guidelines”) and the Index of Guidelines No. 1 for Self-
Regulation of Listed Companies—Standardised Operations , with reference to the Guide No. 4 for Self- Regulatory Supervision on
Listed Companies—Compilation of Sustainable Development Reports.
Data description
The data and cases in the report are derived from the formal records of the Company’s actual operations.
The financial data in the report is presented in RMB. In case of any discrepancies between the financial data and the Company’s annual
financial report, the annual financial report shall prevail.
Methods to obtain the report
This Report is published in electronic format on the information disclosure platform designated by the stock exchange.
Contact us
If you have any suggestions for the report, you can contact us through the following methods:
Correspondence address: Building D, Courtyard 5, West Sanlitun Road No. 5, Chaoyang District, Beijing
Email: ir@inmyshow.com
Report preparation principles
Materiality Quantitative
The Company identified the material topics related to operations This Report discloses key quantitative items. For details, please
that are of concern to various stakeholders as the key focus of refer to the “ESG Data Tables and Notes” section.
this Report. The presentation of material topics in the Report
focuses on the industry characteristics involved in the Company’s
operations and the charactteristics of the region where it is located.
Comparability
The process and results of the materiality analysis of topics are
detailed in the “Materiality Assessment” section of this Report. This Report maintains consistency in the statistical and disclosure
approaches for the same quantitative disclosure item across
different Reporting Periods. If there are changes to the data
collection, measurement, and calculation methods, the relevant
Accuracy data are retrospectively adjusted, and the adjustments, together
with the reasons, are explained in the notes to the report, so that
It can be ensured that the information in this Report is as accurate
stakeholders can conduct meaningful analysis and assess the
as possible. The measurement results of quantitative information
development trends in the Company’s ESG data level.
are presented with explanations of data definitions, calculation
bases, and assumptions to ensure that calculation errors will not
mislead information users. Quantitative information and notes are
detailed in the “ESG Data Tables and Notes” section of this Report. Integrity
The Board of Directors warrants that there are no false records,
misleading statements or material omissions in this Report. The scope of entities covered by this Report’s disclosures is
consistent with the scope of consolidation of the Company’s
consolidated financial statements.
Balance
Timeliness
The content of this Report reflects objective and true facts, providing
unbiased disclosure of both positive and negative information related This is an annual report covering the period from January 1, 2025
to the Company. No negative events that should have been disclosed to December 31, 2025. Unless otherwise specified, the data in this
were found during the Reporting Period. Report are all data within this timeframe. The Company publishes
this Report after the end of the reporting year to provide timely
information for decision-making by stakeholders.
Clarity
This Report is published in English. It contains tables, diagrammatic Verifiability
figures, a glossary of proprietary terms, etc., as a supplement
The cases and data in this Report are derived from the original
to facilitate a better understanding by stakeholders. To facilitate
records or financial reports of the Company’s actual operations.
stakeholders in accessing relevant information more quickly, this
The Company uses the HiESG Corporate Governance ESG
Report provides a catalogue and a benchmarking index table of
performance management system to manage ESG data to
ESG-related standards.
ensure that the sources and calculation process of the disclosed
data are traceable.
About IMS
Company profile
IMS was established in 2009 and is a platform-based enterprise operating in the influencer new economy sector. As an influencer
marketing technology group driven by artificial intelligence, data, and algorithmic capabilities, the Company is committed to serving
as a “super connector” in the global influencer marketing industry by building bridges between advertiser clients and influencers,
Multi-Channel Networks (MCNs), and major third-party User-Generated Content (UGC) platforms. The Company enables efficient
collaboration, marketing content distribution, and commercial monetisation across multiple digital channels, leveraging technology to
drive the development of new infrastructure for a decentralised influencer new economy.
Basic Information of IMS
Company name Listing status Registered address
INMYSHOW DIGITAL Listed on the Main Board of Building 3, Beihai Software
TECHNOLOGY (Group) the Shanghai Stock Exchange; Park, No. 356 Sichuan
CO., LTD. Stock Code: 600556.SH; Road, Beihai, Guangxi
Stock Abbreviation: IMS
Main operating locations
Office address
Headquarters located in Beihai,
Building D, Courtyard Guangxi, with business presence in
Company name
Chaoyang District, Beijing Tianjin, Guangdong, and Hong Kong,
INMYSHOW DIGITAL as well as overseas operations in Japan,
TECHNOLOGY (Group) CO., LTD. Singapore, and other countries
Total assets Operating revenue Total number of employees
RMB 5.518 billion RMB 3.904 billion
In order to better guide the Company’s long-term strategic direction and to cultivate IMS’ distinctive corporate character — the “SHOW
Spirit” — the Company has developed a corporate culture framework. This framework is intended to establish a clear set of values
and standards of conduct for all employees, encouraging the internalisation of these principles and their expression in day-to-day
behaviour, with the shared goal of building an enduring enterprise.
Make connection valuable, make life better
Mission
In an era defined by the trend towards decentralisation, we are committed to
enabling every connection — between people, and between people and objects — to generate
greater commercial and social value, thereby making life better.
Become the global leading influencer new economy group
Vision We continuously pursue leadership in talent, service, technology, and management. Guided by a user-centric approach,iteratively
refine our operating model to achieve the shortest path, highest efficiency, and lowest attrition, becoming a new-economy
enterprise that delivers greater commercial efficiency and more equitable value distribution.
Cooperate and Both ability and Practical and
Values Customer first Work for real Embrace change realistic
open share integrity
result rules live for fun embrace courage reasonable and
(6 principles) and bear integrity first
well-founded
every matter emotions rigidity and others’ actively and statements
and follow effectively continuously perspectives be receptive to about
through and avoid optimise and build differing views problems with
on every transmitting methods and consensus evidence
commitment negativity approaches
step ahead in work and established when raising and identify individuals,
Code of for customers opportunity in ways and view problems with the and avoid
and go one adversity the present Company’s one-sided
conduct 3. Set clear
step further for through culture perspectives
(18 items) 3. Set personal expectations,
them a future-
goals and plan provide timely 3. Neither be 3. Stay focused
oriented lens
process and 3. Commit to deliver on by virtue of at hand
conduct continuous schedule seniority nor and avoid
regular reviews self- reticent by subjective
improvement virtue of junior assumptions
and daily rank
learning
Simple, happy, reliable
Culture of Sharing Culture of Recording Culture of Wellbeing “No-Title” Culture
Corporate
Everyone is a sharer and an Capture moments, take Pursue well-rounded Foster an open and equal
Spirit advocate for knowledge notes at will, and accumulate development across intellect, working environment — no
a record of growth character, physical health, formal titles of address in the
aesthetics, and practical skills office
— and let every talent shine
Business areas
Influencer Marketing Solution Influencer Economy Ecosystem
Platform Business Innovation Business
Constitutes the Company’s primary source of revenue.
Primarily comprises: Inspiration Island, an AIGC-driven
Leveraging its proprietary self-developed platform,
marketing solution platform; IMSOCIAL, an influencer
WEIQ, the Company provides advertisers with systematic
acceleration and enablement service; and TOPKLOUT,
influencer marketing solutions, connecting advertisers
an influencer valuation and industry data insights
with influencer resources and supporting their marketing
platform. These units focus respectively on content
activities across China’s major third-party UGC
creation support, influencer incubation and acceleration,
platforms—encompassing short-form video, lifestyle
and industry data monitoring and value assessment.
sharing, microblogging, and interactive community
In addition, the Company conducts influencer-driven
platforms—to achieve scaled content distribution and
consumer brand incubation and related product sales
user engagement. For complex marketing scenarios,
activities, thereby expanding the application scenarios of
the Company delivers customised solutions through its
the influencer economy ecosystem.
SMART full-service marketing team.
IMS Principal Products and Services Matrix
WEIQ Influencer Marketing Platform is a matching and transaction platform that leverages
big data technology to provide online influencer marketing services to content creators and
enterprises.
Influencer Marketing Solution
Platform Business
SMART Full-Service Marketing is a marketing service brand targeting branded merchant
customers, providing comprehensive full-service solutions based on social marketing to assist
brands in brand repositioning, clarifying brand identity, establishing consumer connections,
and enhancing consumer engagement.
WEIQ-SaaS System is dedicated to providing comprehensive support for agents and
small-to-medium-sized customers, enabling cost reduction and efficiency improvement in
procurement services, and driving business growth through standardised and systematised
workflow management. Following several years of operation, WEIQ-SaaS has helped
hundreds of customers achieve significant efficiency gains.
TOPKLOUT is a leading domestic authoritative third-party data monitoring institution
specialising in we-media value rankings and copyright agency management. It provides a
one-stop integrated service encompassing we-media value assessment frameworks, we-
media data monitoring tools, and industry research reports, with the aim of identifying and
safeguarding influencer value in the market.
IMSOCIAL Accelerator is focused on providing enablement and acceleration services to
influencers and MCN organisations at various stages of development. It primarily offers full-
chain enablement services, including influencer training, content and creative operations,
commercial management, IP incubation, and brand communications, supporting influencers
and MCN organisations in accelerating their growth.
IMS Education is dedicated to cultivating and incubating talent in content creation for
China’s digital economy. Drawing on the Company’s strategic positioning and industry
Influencer Economy Ecosystem
resources, it develops vocational education programmes and service models aligned with
Innovation Business
market demand and the evolving digital landscape, with the objectives of enhancing users’
practical capabilities in new media marketing and promoting employment, thereby supplying
professional talent to content creation platforms and other new media content sectors.
West Five Street is a pan-interest content community targeting Generation Z, advocating the
ethos of “authentic discovery and genuine recommendation” . It guides users in finding their
own interest communities and pioneering new interests, while co-creating better products
for brands — building a vibrant, value-generating lifestyle platform.
Honnverse is a blockchain-based 3D virtual living community. Combining concepts from
the influencer new economy, virtual social interaction, and blockchain technology, and set
against the backdrop of a Generation Z 3D virtual planet (P-LANET), it provides users with an
immersive virtual social experience.
Inspiration Island is an enterprise-grade AIGC content marketing production platform
designed to significantly enhance corporate content marketing effectiveness. Through a one-
stop SaaS solution encompassing creative content production, intelligent video editing, and
matrix account distribution management, it assists enterprises in efficiently addressing the
demands of mass content production, distribution, and optimised management in an era of
fragmented traffic, thereby driving commercial growth.
Organisational structure
Shareholders’ Meeting
Strategy and Sustainability
Committee
Nomination Committee
Board of Directors Board of Directors’ Office
Remuneration and Appraisal
Committee
Audit Committee
Internal Audit Department General Manager
Influencer Marketing Strategy and Innovation Group R&D Management
Back-end Support Centre
Business Centre Centre Centre
WEIQ Influencer IMSOCIAL Influencer Software Development Human Resources
Marketing Platform Accelerator Department Department
SMART Brand Customer Product Design Market and Public
TOPKLOUT
Services Department Relations Department
WEIQ-SAAS Agency Trendy Content Block Data Development
Finance Department
Services West Five Street Department
Overseas Marketing IMS Education (Influencer Operations and
Legal Department
Services Vocational Education) Maintenance Department
Administration
AI Innovation Business
Department
Awards and recognition
Principal Awards and Honours Received by IMS in 2025
Top 20 Listed Companies in the First Media
Industry Sustainable Development Index
Wind ESG Rating: Grade A
Centre for Business Sustainability, The Chinese University
Wind Information Co., Ltd.
of Hong Kong; National Governance Research Institute,
Communication University of China; Media No. 1
Outstanding Contribution Award at the 10th
Anniversary of the Digital Marketing Committee of Model Enterprise Driving China’s Business Progress
the China Business Advertising Association over Forty Years
Digital Marketing Professional Committee of the China
China Business Journal
Business Advertising Association of Commerce
Named among the Top 30 AI Marketing 2025 Annual Private Domain / Omnichannel
Intelligent Agents in China 2025 Growth Benchmark Case Award
DBC Consulting / China Internet Weekly Jianshi Technology
Inspiration Island Selected for the 2025 China
Inspiration Island’s AI Digital Human Functional
Digital Intelligence Industry Most Benchmark AI
Module Selected as a National Standard Pilot Entity
Agent Products List
China Electronics Standardization Institute
Digital Yuan, DataYuan, Shanghai Big Data Alliance
Inspiration Island KOS Shortlisted for the 5th Kingdao
Award “AI New Marketing Case of the Year”
Digipont
Materiality Assessment
Materiality analysis process
In 2025, IMS conducted the identification, assessment, prioritisation, and reporting of material topics in light of industry development
trends and the Company’s own strategic direction, with reference to the Shanghai Stock Exchange’s Guidelines, the Guidelines No. 4
for Self-Regulation of Listed Companies—Preparation of Sustainability Reports (revised January 2026), and the Sustainability Work
Guidelines for Chinese Listed Companies issued by the China Listed Companies Association, as well as domestic and international ESG
rating requirements.
In the course of the analysis, the Company engaged external experts and, based on the context of the Company’s activities and
business relationships, carried out the identification and screening of relevant topics through benchmarking against standards,
policy analysis, and peer comparison. Each topic was then assessed for materiality from the perspectives of both financial materiality
and impact materiality. The results of the topic materiality analysis were subsequently reviewed and approved by the Company, and
management practices relating to topics identified as highly material are given priority disclosure in this Report.
IMS Topic Materiality Analysis Process
Step 1 Step 3
? Understand the Company’s mission of “Make connection
valuable, make life better” , strategic plans, and business ? Establish an appropriate assessment methodology
activities. and, with reference to stakeholder input, assess
? Understand the external market environment in which the double materiality of each topic. Integrate
the Company operates. assessment results to determine the materiality
? Identify the key stakeholders most affected by the ranking of topics.
Company’s activities.
Understanding the
Double materiality Report and manage
Company’s sustainability Develop the topic list
assessment of topics topics
context
Step 2 Step 4
? Through benchmarking against standards, business
model analysis, policy analysis, and peer comparison, ? Following review and confirmation by the Company’s
and in accordance with the due diligence mechanism, Board of Directors, provide priority disclosure in the
conduct preliminary identification and screening of report on topic s identified as highly material for 2025.
sustainability topic s relevant to the Company.
Due diligence and stakeholder communication
In order to effectively identify, address, and manage various impacts, risks, and opportunities in the course of day-to-day operations, IMS has
established a due diligence working mechanism and implemented due diligence procedures for identifying and responding to sustainability-
related negative impacts and risks. The Company continuously refines risk management across its business processes and strengthens its
capacity to identify and manage material topics, thereby providing robust support for the stable operation of the enterprise.
The Company regards engagement with stakeholders as a key component of its sustainability management activities. Based on its business
and operational context, the Company has identified seven key stakeholder groups—shareholders and creditors, regulatory authorities
and government bodies, employees, business partners, customers, suppliers, and community organisations— and has established regular
communication mechanisms with each group to effectively respond to their concerns and expectations.
IMS key Stakeholders and Engagement Channels
Key Stakeholders Topics of Concern Communication & Response
? Corporate governance ? Shareholders’ meeting
? Compliance Operations ? Regular information disclosure
? A n t i -c o m m e rc i a l B r i b e r y and Anti- ? Results briefing session
corruption ? Dedicated investor phone line and email, etc.
? Anti-unfair Competition ? Performance release conferences
? SSE e-Interaction platform
Shareholders and
? On-site investor research
creditors
? Response to Climate Change ? Information disclosure
? Anti-unfair Competition ? Strengthening the compliance management system
? Compliance Operations ? Internal compliance review
Regulatory authorities ? Ethics of Science and Technology ? Government-business cooperation
and government ? Social Contributions and Rural ? Policy Implementation
departments Revitalisation
? Employees Rights and Welfare ? Employee recruitment
? Employee Health and Safety ? Employee unions, employee clubs
? Employee training and development ? Employee feedback platform “Show My Voice”
? Public communication email
Employees ? Learning and Development Centre (Light-Year Academy)
? Employee performance management
? Transparent employee development pathways
? High-quality Products and Services ? Organising and participating in industry exchange
? Compliance Operations activities
? Promoting Industry Ecosystem ? Conducting business cooperation
Development ? Publishing industry research reports
Partners
? IMS Education
? Partner conference
? High-quality Products and Services ? Customer communication
? Responsible Marketing ? Conducting responsible marketing
? Innovation-driven ? Providing high-quality customer service
Customers ? Data Security and Customer Privacy ? Customer satisfaction surveys
Protection ? Enhancing digital platforms such as WEIQ
? Supplier Management ? Supplier review and evaluation
? Data Security and Customer Privacy ? Supplier training sessions
Suppliers Protection ? Data security and privacy protection
? Response to Climate Change ? Conducting public welfare activities
? Green Operations ? Green at work
Community ? Social Contributions and Rural Revitalisation
organisations
Conclusions of the materiality analysis
In 2025, through benchmarking against standards, policy analysis, and peer comparison, IMS identified and screened 17 topics, forming
the material topics inventory. Of these, 2 topics fall within the environmental dimension, 11 within the social dimension, and 4 within
the governance dimension.
IMS 2025 Topic List
Environmental
• Green Operations • Response to Climate Change
Social
• High-quality Products and Services • Employees Rights and Welfare
• Innovation-driven • Employee training and development
• Supplier Management • Employee Health and Safety
• Responsible Marketing • Social Contributions and Rural Revitalisation
• Data Security and Customer Privacy Protection • Promoting Industry Ecosystem Development
• Ethics of Science and Technology
Governance
• Corporate Governance • Compliance Operations
• Anti-commercial Bribery and Anti-corruption • Anti-unfair Competition
Following expert analysis, the 17 topics identified and screened by the Company, 3 topics were determined to have both financial
materiality and impact materiality, 4 topics were determined to have financial materiality only, and 10 topics were determined to have
impact materiality only.1、2
Financial materiality refers to the high significance of a topic in terms of its impact on the financial aspects of IMS (related topics are marked with an “*”
in the chapter titles). Impact materiality refers to the high significance of a topic in terms of its impact on economic, social, and environmental aspects.
The topics specified in the Guidelines that are not material to the Company include pollutant discharge, ecosystem and biodiversity protection, equal
treatment to SMEs, due diligence, and communication with stakeholders. Explanations for the aforementioned topics (except for due diligence and
communication with stakeholders) are provided in the report’s index table. Due diligence and communication with stakeholders are important steps in
the Company’s topic materiality assessment and are not evaluated as topics.
IMS 2025 Materiality Matrix
High
•Social Contributions and •Responsible Marketing •Data Security and Customer Privacy Protection
Rural Revitalisation •High-quality Products and Services
•Promoting Industry
•Innovation-driven
•Green operations Ecosystem Development
Materiality of impacts on the economy, society, and environment
•Response to Climate •Anti-unfair Competition
Change
•Ethics of Science and
•Employee Health and Technology
Safety
•Compliance Operations
•Employees Rights and
Welfare
•Corporate Governance
•Anti-commercial Bribery and Anti-corruption
•Employee Training and Development
•Supplier Management
Low Financial Materiality to IMS High
Has both financial materiality and impact materiality Has financial materiality only
Has impact materiality only Has neither financial materiality nor impact materiality
Changes to IMS’ Material Topics in 2025
In line with the latest mainstream ESG
Compliance Operations
rating standards and with reference to
Compliance
Merge peer disclosure practices, the content
Operations
Tax governance of the tax governance topic has been
consolidated into compliant operations.
ESG Governance Arrangement
IMS regards the development of its ESG governance framework as a strategic pillar for driving the Company’s sustainable development.
The Company has established an ESG management structure with clearly defined roles and responsibilities, enabling unified leadership,
decision-making, and implementation of ESG-related activities, and ensuring that the principles of sustainable development are deeply
embedded throughout the Company’s strategic planning, operational decision-making, and day-to-day operations.
The Company has formulated the Sustainable Development and ESG Management Policy and established a multi-tiered ESG
management structure with clearly defined roles and responsibilities, providing unified leadership, decision-making, and organised
implementation of ESG-related activities, and ensuring that ESG principles are deeply integrated across the full cycle of strategic
planning, business decision-making, and day-to-day operations.
IMS ESG Management Structure
Board of Directors
Supervisory
•The Board of Directors is the leadership and decision-making body for the Company’s ESG efforts,
level
responsible for ESG management and related tasks.
Strategy and Sustainability Committee under the Board of Directors
•The Strategy and Sustainability Committee is responsible for researching and providing guidance on the
Company’s sustainable development and ESG-related work, and reporting to the Board of Directors.
•It periodically monitors and manages sustainability and ESG risks and opportunities that may affect the
Company’s business operations and performance (including climate change-related risks); reviews and
formulates the Company’s sustainability and ESG policies, strategies, objectives, and targets; and provides
guidance on the identification and prioritisation of ESG topics.
ESG Task Force
Management •Chaired by the Chairperson of the Board Strategy and Sustainability Committee, it is responsible for coordinating
level
and advancing ESG management and related activities, formulating and implementing ESG management policies,
and collecting, consolidating, and disclosing annual ESG management information.
•It periodically consolidates relevant feedback, submits matters for research and discussion by the Board Strategy
and Sustainability Committee, and tables resulting resolutions for consideration by the Board of Directors.
Functional departments and subsidiaries
Execution
level •It serves as the principal executing bodies for ESG activities; responsible for implementing ESG work tasks in
accordance with the Company’s overall plans and reporting on implementation progress on a regular basis.
In addition, the Company has incorporated the fulfilment of ESG responsibilities into its operational management and decision-making
framework. In the course of practical management and execution, the Company has established dedicated governance structures to
identify, assess, monitor, and manage the impacts, risks, and opportunities arising from each sustainability topic in the Company’s
day-to-day operations, thereby operationalising all ESG activities. In respect of decisions involving significant project investments, the
assessment of impacts, risks, and opportunities related to sustainability topics constitutes a key input for decision-making by the Board
of Directors and senior management.
Environmental
Advancing Green Operations and Enhancing
Environmental Resilience
Response to Climate change
Governance
IMS places great importance on the far-reaching implications of climate change for the Company’s sustainable development.
The Company has established a multi-tiered climate change governance structure with clearly defined roles and responsibilities,
comprehensively integrating the management of climate-related risks and opportunities into its corporate governance framework,
thereby laying a solid foundation for the systematic advancement of climate action and the enhancement of climate resilience.
IMS Climate Change Governance Structure
Board of Directors
Supervisory
• As the highest decision-making and oversight body, it is responsible for overseeing the overall progress of climate
level change-related risks, opportunities, and other matters, and for reviewing sustainability reports that include the“Climate
change response” topic.
• It gives full consideration to climate-related risks and opportunities when reviewing significant transaction decisions
and risk management policies.
Strategy and Sustainability Committee under the Board of Directors
• It periodically reviews the results of climate-change-related risk and opportunity assessments; understands the
potential impact of climate-related matters on the Company’s strategic planning and business operations;
• It ensures that the Board possesses the professional competencies required to oversee climate-related matters, and
enhances the capacity to discharge these responsibilities through the engagement of external experts or the conduct
of specialised training where necessary.
• During the Reporting Period, the Strategy and Sustainability Committee convened 5 meetings to study sustainability
topics including climate change.
ESG Task Force
• It identifies, assesses, and manages climate-related risks and opportunities; studies the Company’s climate transition
plans, targets, and implementation strategies.
Management
• It collects and analyses climate-related policy developments, industry trends, and operational data; assesses the
level potential impact of climate change on the Company’s business model and value chain; formulates corresponding
response measures; and communicates with the Strategy and Sustainability Committee of the Board of Directors on the
progress of related work as needed, subject to its oversight.
• It integrates climate change considerations into day-to-day operational management processes and ensures that
climate risk response measures are effectively aligned with the Company’s overall risk management framework.
Functional departments and subsidiaries
Execution • They are responsible for the specific implementation of climate-related policies; incorporate the management of
climate-related risks and opportunities as a key focus of day-to-day work; carry out specific actions such as energy
level
conservation and emissions reduction; collect and compile climate-related data including greenhouse gas emissions;
monitor progress towards targets; and provide regular feedback to management on implementation outcomes.
Strategy
Against a backdrop of rapidly intensifying global climate change, increasingly stringent climate regulatory policies, and an accelerating
low-carbon transition, the Company regards climate change response as a material management topic. It has established a climate
change management system to identify, assess, and effectively manage climate-related risks and opportunities.
Drawing on the Company’s industry context and external expert input, the Company has constructed a climate-related risk and
opportunity matrix along the dimensions of physical risks, transition risks, and opportunities, using impact severity and likelihood of
occurrence as axes to comprehensively represent the relative materiality of each risk and opportunity. Based on the matrix analysis,
the Company has identified and assessed 3 major climate-related risks and 2 major climate-related opportunities, conducted in-depth
analysis, and proactively formulated response strategies to capture opportunities and manage risks.
IMS Climate-related Risk/Opportunity Matrix
High
Policy risk
Acute physical risk Market risk
Product and service
opportunity
Impact severity
Reputational risk Technology risk Resource efficiency
opportunity
Market Chronic physical
opportunity risk
Energy source
opportunity
Low Occurrence likelihood High
Transition risk Physical risk Opportunities
IMS Analysis of Major Climate-related Risks/Opportunities and Response Strategies
Type of Anticipated
Impact Impact on
major risks/ Description 1 2 financial Response strategy
timeframe value chain
opportunities effect
•Formulate the Safety Risk Emergency Plan ;
Acute physical
Extreme climate events such as typhoons may severely
establish an emergency response team;
disrupt the Company’s operations, threatening the Medium- Increased
Own closely monitor extreme climate events; issue
risk
safety of employees during commuting and the and long- operating
operations early warnings in advance to ensure rapid
security of data centres and office premises, thereby term costs response when disasters occur, safeguarding
affecting the normal conduct of business activities. personnel safety and operational continuity.
As green and low-carbon policies continue to be refined,
future regulations on data centre energy efficiency •C losely monitor policy de velopments;
and electricity consumption may drive increases in prioritise service providers with strong energy
Policy risk
Medium- Upstream Increased
IT procurement and cloud services costs, raising the efficiency performance under the current
and long- Own operating
Company’s operating expenditure. Should any future leasing model.
Risks
term operations costs
self-built data centres fail to incorporate energy-efficient •Proactively plan energy-saving measures for
design at an early stage, higher retrofitting costs and self-built data centres at an early stage.
compliance pressure may be incurred.
•Strengthen the climate management system
and proactively address climate-related risks
Many of the Company’s large customers are actively and opportunities.
taking measures to address climate change, develop
Market risk
Medium- Own Decreased •R educe operational carbon emissions by
low-carbon supply chains, and advance sustainable implementing energy-efficient lighting and
and long- operations operating
development initiatives. Failure to meet the expectations intelligent temperature control systems,
term Downstream revenue promoting paperless office practices and
and requirements of downstream customers may
adversely affect the Company’s business. green commuting, and refining the green
procurement mechanism— details are provided
in the “Green operations” subsection.
Through energy efficiency optimisation and the
Resource efficiency
•C ontinuously optimise energy efficiency
adoption of energy-saving technologies, electricity management at data centres; adopt energy-
opportunity
consumption at leased data centres can be effectively Medium- Decreased saving technologies to reduce electricity
Own
reduced, lowering operating costs. Future self-built data and long- operating consumption.
operations
centres, through source-stage design, may achieve term costs •Incorporate energy efficiency targets into the
Opportunities
deeper energy efficiency optimisation, further reducing design standards for self-built data centres;
explore the use of clean energy solutions.
per-unit business energy costs.
•Guided by customer needs, utilise technology
Product and service
Demand for green marketing among brands is growing. platforms such as Inspiration Island to develop
opportunity
efficient, low-resource-consumption content
The Company can leverage its technological advantages Medium- Own Increased
creation tools and solutions.
to help customers reduce resource consumption in and long- operations operating
•Integrate sustainable development concepts into
content creation and minimise their environmental term Downstream revenue products and services; leverage the Company’s
footprint, whilst achieving marketing objectives. marketing strengths to promote green and
environmentally responsible practices.
The Company’s business model is principally asset-light in nature, with human and intellectual capital as its core assets, and without high
climate-sensitive physical assets. Accordingly, the direct impact of extreme climate events on the Company’s operations is relatively limited.
During the Reporting Period, the current financial impact of climate-related risks on the Company’s performance was primarily reflected at
the level of operating costs, including expenditure on safety emergency supplies and office energy efficiency retrofitting, which have been
absorbed into the Company’s day-to-day operating costs and have not had a material impact on the Company’s overall financial position.
The Company will continue to monitor climate change-related policies and market developments, and will progressively enhance its climate
resilience through sustained investment in office disaster preparedness, energy efficiency retrofitting, and green content development.
In accordance with the needs of business development and regulatory requirements, the Company will introduce scenario analysis
methodologies at an appropriate time to assess the adaptability of its strategies and business model to climate change.
The impact timeframe is set with reference to the China Corporate Sustainability Disclosure Standards—Basic Standards (Trial) issued by the Ministry of Finance
and the Company's actual operations. Short term refers to within one year (including one year) after the end of the Reporting Period. Medium term refers to one
year to five years (including five years) after the end of the Reporting Period. Long term refers to more than five years after the end of the Reporting Period.
The value chain is divided into three segments: upstream, the own operations, and downstream. Upstream mainly includes third-party UGC platforms and other
service providers. The own operations cover all business activities of the Company. The downstream involves a customer base mainly composed of advertisers.
Impact, risk, and opportunity management
The Company proactively addresses the challenges of climate change by integrating climate risk management into its overall
corporate risk management framework. It has established a climate risk management process comprising four stages: Identification —
Assessment — Prioritisation — Monitoring, and formulates corresponding response strategies and management measures based on
identified risks.
IMS Climate Change Risk Management Process
Drawing on climate-related policy Based on assessment results, prioritise climate-
developments, industry trends, and related risks and opportunities, with a focus on
Identification the Company’s own operational Ranking risk matters with a higher occurrence likelihood,
characteristics, systematically identify significant financial impact, or material relevance
to the Company’s strategic objectives, as well as
climate change-related risks and
opportunity matters with strong development
opportunities that may arise in the
potential, thereby providing a basis for resource
course of operational activities.
allocation and management decision-making.
Track and periodically disclose greenhouse
Assess the types of climate change risks gas emissions data, and use such data
and opportunities that have a significant to evaluate and monitor the Company’s
impact on the Company’s operations from climate change management performance.
Assessment Closely monitor changes in climate- Monitoring
two dimensions—occurrence likelihood
and impact severity—and analyse their related policies and regulations and market
developments, and update risk identification
financial implications and time horizons.
and assessment results in a timely manner.
Metrics and targets
The Company actively responds to China’s national “Carbon Peak” and “Carbon Neutrality” strategy, pursuing energy conservation and
emissions reduction with the objective of “maintaining greenhouse gas emissions at a low level”, taking concrete action to support the
achievement of the national carbon neutrality goal.
IMS Greenhouse Gas Emissions Performance Trends1
Metric Unit 2023 2024 2025
Per capita GHG emissions
tCO2e/person 0.50 0.48 0.49
(Scope 1 + Scope 2)
The Company's currently disclosed GHG emission targets are measured in carbon dioxide equivalent (CO2e), primarily covering Scope 1 and Scope 2
greenhouse gases, such as carbon dioxide, methane, and nitrous oxide generated during production and operational activities.
Green operations
The energy sources involved in IMS’ day-to-day operations consist principally of purchased electricity and petrol. The Company’s
primary water sources are municipal water supply and bottled water supplied by suppliers. Waste generated consists principally of
hazardous waste from administrative and office activities — such as end-of-life electronic products — as well as non-hazardous waste
including toner cartridges, office furniture, and paper.
The Company complies with relevant laws and regulations including the Energy Conservation Law of the People’s Republic of China ,
the Environmental Protection Law of the People’s Republic of China, and the Law of the People’s Republic of China on the Prevention
and Control of Environmental Pollution by Solid Waste. The Company has formulated management policies and initiatives including the
Office Environment and Office Safety Operations Standards Manual , the Administrative Management and Service Standards, and the
Green at work Initiative: A New Vision for Energy Conservation and Environmental Protection , strengthening the integration of “green
at work” principles across all aspects of operations, advocating for employees to conserve energy and reduce consumption, actively
practise economy measures, minimise pollution emissions, and protect the ecological environment. In 2025, the Company recorded no
material violations or adverse events relating to environmental protection.
IMS 2025 Key Green Operations Initiatives
Energy conservation Water conservation
• Promoting an energy-saving culture: Regularly disseminating
• A dvocating a water-saving culture: Championing water
energy-saving knowledge and posting reminder notices through
conservation practices and conducting water-saving awareness
multiple channels including WeCom and digital display screens.
initiatives to strengthen employees’ awareness of responsible
• Encouraging green commuting: Providing convenient bicycle
water use.
and electric vehicle facilities for employees to encourage low-
• Managing water facilities: Installing water-saving taps and
carbon commuting; prioritising the use of new energy vehicles and
regulating main valve flow rates to reduce water waste;
optimising routes to reduce energy consumption on business travel.
conducting regular leak inspections and ensuring prompt
• Adopting energy-efficient equipment: Comprehensively deploying
reporting and repair of leaks to prevent wastage.
LED energy-saving lighting with intelligent zone control;
implementing centralised management of air-conditioning
systems with energy-saving temperature standards and
regular maintenance; prioritising high energy-efficiency
products when procuring office equipment.
Waste management Resource recycling
• Strengthening source reduction: Comprehensively • Strengthening source reduction and classification:
implementing refined household waste management; Reducing paper waste and promoting the reuse of items
reducing waste generation at source through measures such as envelopes; strictly enforcing waste classification in
including electronic communications, reducing physical materials, office areas, with recyclable materials including old newspapers,
promoting paperless office practices, and encouraging double- cardboard boxes, and beverage bottles sorted and collected by
sided printing. designated personnel.
• E stablishing a classified processing system: Implementing • Refining the resource recycling system: Repurposing or donating
standardised waste classification. Consumables such as toner redundant items; consolidating the recycling of professional
cartridges are collected by suppliers for recycling; redundant consumables such as toner cartridges and employees’ personal
furniture is properly stored or decommissioned; hazardous waste redundant items through administrative channels, or facilitating their
such as end-of-life electronic products is collected and processed donation, to maximise resource utilisation.
by professional organisations upon the conclusion of the product
lifecycle, ensuring environmental compliance.
Social
Innovating the Marketing Ecosystem, Driving
Shared Value through Responsibility
High-quality products and services*
Guided by its mission to “make connection valuable, make life better”, IMS pursues a strategy of efficiently connecting merchants and
influencers. The Company strengthens the development of its data-driven platforms and supporting services, and is committed to
helping every content creator achieve commercial monetisation and assisting enterprises in improving operational performance, driving
the development of new infrastructure for a decentralised influencer new economy through advanced technology and quality products
and services.
Governance
The Company complies with applicable laws and regulations including the E-Commerce Law of the People’s Republic of China and
the Administrative Measures for Internet Information Services , ensuring full-process compliance in the delivery of digital products and
marketing services to customers. The Company refines its internal policies and optimises its product and service management system
with the commitment to providing customers with quality products and services.
The Company has established a product and service management structure that provides comprehensive marketing product and
service solutions centred on customer needs, serving a greater number of merchant brands and influencers more efficiently.
IMS Product and Service Management Structure
Chief Technology Officer (CTO)
Leads the technological and innovation direction of products and services, ensuring alignment of
Management resource allocation with the Company’s strategy.
level
Project Management Committee
Comprising the heads of the product, technology, marketing, and operations departments, responsible
for formulating the product roadmap, setting priorities, and coordinating cross-departmental activities.
Product Managers
Responsible for full lifecycle management of specific products or services; coordinate development,
design, marketing, and sales teams to ensure timely delivery of products and services.
Execution
Project Management Office (PMO)
level
Oversees project execution and ensures effective utilisation of resources, time, and budget.
Customer Services Team
Handles customers’ day-to-day enquiries and complaints, ensuring timely responses.
Strategy
The Company regularly identifies product and service-related risks and opportunities, and through coordinated efforts between
product and service teams with regular communication, ensures that customer feedback is promptly transmitted to product teams
and incorporated into product improvement plans, thereby continuously optimising product functionality and service quality to meet
evolving market demands.
IMS Analysis of Major Product and Service-related Risks/Opportunities and Response Strategies
Type of major risks/ Anticipated
Impact timeframe Response strategy
opportunities financial effect
Customer attrition • Continuously invest resources in platform optimisation, data intelligence capability
risk resulting from development, and sales and marketing programmes to enhance service efficiency
Decreased
insufficient product Short-, medium-, and marketing campaign effectiveness.
operating
functionality upgrades and long-term ontinuously refine and upgrade the influencer marketing solution platform to
•C
revenue
or service quality falling deliver efficient, high-quality, and scalable influencer marketing solutions.
short of expectations • Launch AI-driven tools including BOSS Intelligent Planner and Inspiration Island.
• Monitor market demands and customer pain points; define the positioning and
strategic direction of products and services; strengthen data-driven platform
development and supporting services — for example, launching the WEIQ BOSS
Intelligent Planner application to address core pain points commonly faced by
Market opportunity
small and medium-sized enterprises in influencer marketing, such as difficulty
arising from growth
in selecting suitable accounts, challenges in measuring effectiveness, and
in social media user
operational complexity.
scale, the increasing
Increased •D
rawing on the Company’s deep business expertise and technological strengths
prevalence of short- Medium- and
operating in digital marketing, IMS has taken the initiative to propose joint development
video and live- long-term
revenue based on API (Application Programming Interface) technology, connecting its
streaming, and
proprietary influencer placement platform with platforms such as Douyin’s Ocean
increased brand
Engine Star, achieving deep integration with advanced platform technology
investment in digital
resources and jointly exploring new pathways for technology co-development.
marketing
•K
eeping abreast of industry developments, identifying synergies between the
Company’s resources and emerging technologies such as VR, MR, and AIGC,
and actively exploring innovative products and business models based on these
technologies — details are provided in the “Innovation-driven” subsection.
Impact, risk, and opportunity management
The Company transforms its long-accumulated data and technological capabilities into innovative data-driven products, and its
accumulated industry experience into innovative commercial services, continuously delivering quality products and services to
customers. The Company has established a robust product and service management process that strengthens process control and
continuous improvement capabilities from conceptual design through to market deployment, ensuring a steady enhancement of
product and service quality.
IMS Product and Service Management Process
Market research and requirements
Launch preparation → Release and Performance evaluation → Process
analysis → Product/service strategy
promotion → Customer support optimisation → Innovation and expansion
formulation → Resource planning
Planning stage Development stage Delivery stage Operational stage Assessment and
optimisation
Product design → Development and Performance monitoring → Issue
testing → Risk management management → Continuous improvement
The Company continuously refines its product and service management mechanisms, driving sustained improvements in product
quality and customer service standards across multiple dimensions including product optimisation, service enhancement, and
technology upgrading.
IMS Product and Service Management Mechanisms
• M
onthly product and service liaison meetings are • I ncentive schemes are established to encourage teams
convened to discuss customer issues and product to put forward optimisation proposals and innovative
optimisation proposals. solutions.
• Customer service processes are optimised by streamlining
• A I and other digital technologies are continuously
non-essential steps and introducing automation tools
integrated into products to enhance their intelligence
and dedicated customer service systems to shorten
capabilities and performance.
response times.
•Quarterly performance appraisals are conducted, with • Major customer audit activities are actively supported
resource allocation and incentive measures adjusted with comprehensive assistance to improve service quality
based on results. and strengthen customer trust.
In 2025, centred on the two principal business segments of the Influencer Marketing Solution Platform Business and the Influencer
Economy Ecosystem Innovation Business, the Company continuously optimised its product portfolio and service model, strengthened
technology enablement and scenario application capabilities, and improved platform operational efficiency and customer service
quality. Through refining functional modules, optimising service processes, and deepening the application of digital technologies, the
Company advanced the coordinated development of its core products and innovation businesses. Details of the relevant products and
services are provided in the “Business areas” subsection of this Report.
In parallel, the Company continued to strengthen its customer service capabilities, optimising service processes and coordination
mechanisms across pre-sales consultation, in-sales execution, and after-sales support to promote the formation of a one-stop
service system covering the full business lifecycle. The Company places great importance on customer relationship management
and communications, maintaining regular interaction through WeCom and other channels, and periodically conducting customer
engagement events to proactively gather feedback. In 2025, the Company conducted dedicated training and capability-building
activities to strengthen the team’s professional competencies and service responsiveness, continuously improving customer
satisfaction.
Conducting Dedicated Training for Data Engineers
In 2025, the Company conducted dedicated capability enhancement training for data engineers engaged in customer service-
related roles, reaching over 300 employees.
The training was closely aligned with the practical requirements of customer service roles within the advertising and marketing
business system, and encompassed systematic learning covering internal system operations and business processes, with
a focus on enhancing capabilities in understanding customer needs, cross-system coordination, and issue response and
resolution. Training content spanned multiple dimensions including tool application, business understanding, and service
awareness development, further strengthening role holders’ overall understanding of, and capacity to execute, customer
service responsibilities and coordination mechanisms.
In addition, the Company has established a standardised customer complaint-handling mechanism with clearly defined intake
channels, handling procedures, and division of responsibilities, ensuring that customer suggestions and complaints are received
promptly, assessed and categorised appropriately, and responded to effectively, continuously improving issue response efficiency and
handling quality, and strengthening customer trust and satisfaction.
IMS Customer Complaint-Handling Process
Upon receipt of a customer complaint, The complaint details are fed back to the
dedicated customer service personnel respond corresponding business department, and a
within two hours. solution is formulated.
The solution is implemented, feedback is given
The customer service team and the product
to the customer at the earliest opportunity,
team hold joint meetings to formulate
and the implementation effectiveness of the
optimisation plans and form a closed-loop
solution is tracked to ensure that the issue is
process.
resolved.
Metrics and targets
The Company has established metrics and targets for product and service management, with quarterly progress tracking and
discussions on optimisation proposals to ensure the continuous delivery of quality products and services to customers.
IMS Product and Service Management Metrics and Targets
Metric Target 2025
Customer satisfaction ≥ 90% 90.2%
Through its professional and high-quality products and services, the
Company has earned the strong recognition and commendation of
numerous customers. The Company’s services currently cover customers
across multiple key industries, with long-term and stable partnerships
established with a number of leading brands. The Company has
consecutively passed supplier audits conducted by key customers, and
customer repurchase and renewal rates have remained stable. In 2025,
the Company received multiple honours6 in the area of marketing, fully
reflecting customers’ high level of trust in and recognition of the Company’s
products and services.
For more marketing-related honours, please refer to the “Awards and recognition” Recipient of Huawei “Terminal BG’s Sincere
section. Cooperation Award”
Innovation-driven*
In the face of opportunities arising from the rapid iteration of the internet landscape, IMS continues to advance innovation across
the influencer economy industry chain whilst uncovering industrial applications of digital technologies including AI, VR, MR, and
blockchain, further exploring new business models and growth drivers, enhancing service capabilities, injecting fresh momentum into
the Company’s development, and creating greater industry value and social contribution.
Governance
Throughout the process of innovation and research and development, the Company consistently complies with applicable laws and
regulations including the Data Security Law of the People’s Republic of China , the Guiding Opinions on Strengthening Data Asset
Management, the Interim Measures for the Management of Generative Artificial Intelligence Services , and the Provisions on the
Administration of Algorithm-generated Recommendations for Internet Information Services , ensuring that technological development
benefits society and actively promoting the positive impact of technology on society.
The Company’s AI Innovation Business Division, as a strategic innovation unit, draws on the Company’s robust research and
development system and the professional guidance of the CTO, and is dedicated to building industry-leading innovative marketing
solutions that provide core impetus for achieving the Company’s sustainable development objectives.
Strategy
The Company is committed to addressing longstanding issues of intellectual property protection and commercial value enhancement
within the creator economy ecosystem, by consolidating the influencer resources, brand resources, and service capabilities
accumulated by the platform over many years and integrating these resources, data, and services with emerging technologies such as
AI and blockchain to capture opportunities and manage risks.
IMS Major Innovation-driven Risks/Opportunities and Response Strategies
Type of Major Risks/ Impact Anticipated
Response Strategy
Opportunities Timeframe Financial Effect
Short-,
Risk related to • Establish a comprehensive internal system of scientific and technological ethics, and set
medium-, Increased
Ethics of Science up a mechanism for reviewing scientific and technological ethics.
and long- operating costs
and Technology • Further strategies are detailed in the “Ethics of Science and Technology” subsection.
term
• Strengthen the global data compliance management system; establish localised
compliance mechanisms tailored to the data protection legal requirements of different
countries and regions; strengthen cross-border data flow assessment and internal review
processes.
Short-,
• Maintain continuous investment in research and development; increase resource
Risk of data medium-, Increased
allocation towards core technological capabilities and product innovation directions.
compliance and long- operating costs
• Build a R&D team structure that combines academic talent with industry-experienced
term
talent, forming a dual-track R&D model in which theoretical research and practical
Risks
experience complement each other, strengthening the effective alignment of technological
innovation with market demands and improving the efficiency of R&D output conversion
and application adaptability.
• Strengthen the global data compliance management system; establish localised compliance
mechanisms tailored to the data protection legal requirements of different countries and
regions; strengthen cross-border data flow assessment and internal review processes.
Risk of insufficient Short-, • Maintain continuous investment in research and development; increase resource allocation
application medium-, Decrease towards core technological capabilities and product innovation directions.
of emerging and long- operating revenue • Build a R&D team structure that combines academic talent with industry-experienced talent,
technologies term forming a dual-track R&D model in which theoretical research and practical experience
complement each other, strengthening the effective alignment of technological innovation
with market demands and improving the efficiency of R&D output conversion and application
adaptability.
• Continuously enhance innovative technology products represented by Inspiration Island;
Market opportunity
explore new creator economy business models and product applications centred on
Opportunities
arising from Short-,
content creators with full autonomy.
growing enterprise medium-, Increased
• Promote the intelligent transformation of marketing models, continuously strengthening
demand for AI- and long- operating revenue
AI’s application capabilities in precision marketing scenarios.
powered intelligent term
• Accelerate the global expansion of innovative business and provide support for brands
marketing tools
and institutions going overseas.
Impact, risk, and opportunity management
With AI-driven innovation capability as its core, the Company continuously deepens the integrated application of data technology
and marketing scenarios. Through the development of intelligent tools and digital systems, the Company enhances the precision and
execution efficiency of marketing activities, strengthens the platform’s comprehensive service capabilities, and establishes sustainable
technological support and competitive advantage for the influencer marketing business.
Deepening AI service application development
The Company was among the first in the influencer marketing industry to launch AI service applications, embedding generative AI
across the full marketing workflow — spanning the early planning of marketing campaigns, marketing content creation, and the post-
campaign evaluation stage. For example, the Company’s self-developed Inspiration Island is among the earliest AIGC-driven intelligent
marketing tools in the influencer marketing industry. Leveraging AIGC technology to amplify the marketing effectiveness of creators
and enterprises, it enables full-chain empowerment and multi-dimensional efficiency gains through the transition from “human-to-
human collaboration” to “human-machine collaboration”.
The "Content + AI" technology marketing centre under IMS
The largest social data asset library in 4.1 million+
the industry Generated content, covering every
aspect of life
beverage
Apparel &
footwear
FMCG
Cumulative number of individual Diamond & Home Automotive
creators served by the platform jewellery appliances hardware
Modern Life Finance &
services sciences education
Cumulative number of customers
served
Self-developed and filed AIGC
large model
Multidimensional Script Generation Visual Creativity KOL selection Communication Full-chain,
and promotion
insights generation algorithm presentation planning tool cases all-industry
Language text, images, videos Marketing system and multi-dimensional assets
In 2025, the Company continued to advance product upgrades and scenario application innovations around the Inspiration Island in
terms of international market expansion and intelligent capability building. The Company strengthened content production support
and company-wide marketing collaboration to enhance the efficiency and adaptability of corporate marketing services.
Main Innovation and Upgrade Measures of Inspiration Island in 2025
International product layout
The Company launched the multilingual version of Inspiration Island SAAS and the overseas version of Inspiration Island APP to enhance product
adaptability across different language environments and service standards for overseas markets, thereby supporting international business
expansion.
Analysis capability upgrade
The Company introduced the “Inspiration Island Content Insight Agent”, an intelligent assistant module with content analysis and strategic
recommendation functions, to provide data support and decision references for corporate marketing content planning and optimisation.
Company-wide marketing system upgrade
Launch “Inspiration Notification” and “AI KOS System” to optimise content creation and publishing processes around the enterprise-wide marketing
scenario. Through the collaborative model of “AIGC Creation Tool + AI Notification Management Platform + Operation Support Mechanism”, the
Company achieved intelligent management and distribution of marketing content, integrate dispersed store traffic, and optimise the commercial chain
and operational efficiency of enterprise-wide marketing.
Key account (KA) solution upgrade
Driven by an AI technology matrix as the core engine, the Company built end-to-end intelligent marketing solutions for KA brand customers covering
“Growth Decision-making, Content Production, Influencer Marketing and Performance Tracking”. The Company provided customised services for
scenarios such as AIGC commercial production, KOC influencer marketing and KOS company-wide marketing, helping enterprises efficiently manage
mass content production, distribution and optimisation in the fragmented traffic era to drive business growth.
In addition, the Company continues to advance the application of AI digital human technology in brand marketing scenarios,
generating digital content tools such as brand virtual images and virtual live broadcast hosts to support brand owners in enhancing
the scalability of content production and reducing human resource costs. The related virtual characters can be applied in various
communication scenarios such as video marketing, live events, and interactive content, maintaining consistency in brand image
expression across different channels, and providing relatively stable and sustainable content support for brand marketing activities.
Enhancing the intelligence level of influencer marketing platform
The Company focuses on the influencer marketing solution platform and continuously advances the systematic application of AI in
the main platform WEIQ to enhance the platform’s intelligence in influencer selection, marketing decision-making, and performance
evaluation, thereby providing advertisers with more precise, transparent and efficient marketing support.
Main Innovation and Upgrade Measures for WEIQ in 2025
The Company systematically embedded AI The Company developed and applied the BOSS The Company developed a system model for
models and algorithms to construct a high- Intelligent Planner function. Leveraging years verifying influencer authenticity and interaction
granularity data intelligence framework, which of accumulated marketing data and model volume. Through multi-dimensional analysis of
covers functional modules such as influencer capabilities, the function transforms advertisers’ comment semantics and third-party platform
commercial value assessment, marketing activity natural language requirements into structured user behaviour data, it identifies abnormal
effectiveness prediction, dynamic pricing, and marketing activity briefs. Combined with voice traffic situations, enhancing the authenticity
scenario-based matching, thereby providing command and document parsing capabilities, and transparency of marketing activities, and
data support and decision-making basis for it optimises the process efficiency from continuously optimising platform transaction
advertisers and enhancing the efficiency of requirement reception to plan generation. efficiency and matching accuracy.
influencer selection and the quality of marketing
matching.
Metrics and targets
The Company aims to “improve the layout of the influencer economy ecosystem”, increasing investment in research and development,
actively developing digital technologies such as AI, and continuously promoting innovative business.
IMS Innovation-driven Metrics in 2025
Metric Unit 2025
R&D investment RMB10,000 7,127.70
Ratio of R&D investment to revenue from principal business % 1.83
Number of R&D personnel Person 123
Number of valid patents during the Reporting Period / 17
Unique Award “2025 Go Global 2025 CHINA AI 100 Listed Jianshi Technology 2025 Private/
AI 100” List Omnichannel Growth Benchmark
Case
AI Agent Product in the Digital Procurement Landscape and the New Marketing Case of the Year”
Intelligence Industry Award 2025 China AI+ Marketing Suppliers
Procurement Guide
Supplier management*
Based on the business type, the suppliers of IMS primarily include third-party UGC platforms and suppliers of other services, such as
professional consulting and technical support. The Company’s suppliers are primarily engaged in the advertising business, with a vast
supplier market and low scarcity. Therefore, the Company faces a lower risk of supply disruption.
Governance
The Company has established internal systems such as the [General] Supplier Admission Rules and the Procurement Rules to enhance the
management and appraisal of suppliers, stabilise the supplier team, and ensure that suppliers meet the Company’s procurement needs,
quality standards, and service requirements. At the same time, in response to the particularities of marketing and advertising business,
the Company has formulated internal systems such as the [Advertising Business] Supplier Admission Rules and the [Advertising Business]
Supplier Deactivation and Activation Rules to further enhance supplier management.
The Company has established a supplier management structure with clear divisions of responsibility, under which the procurement team,
supplier managers, legal personnel, and warehouse audit specialists work collaboratively, being respectively responsible for supplier
development and negotiation, routine management and evaluation, contract review and legal risk prevention, as well as qualification review
and risk identification. At the same time, the Company has established a regular reporting and exception reporting mechanism. The supplier
managers regularly submit quarterly supplier management reports to the Company’s management, enabling them to promptly understand
the overall situation of suppliers and strengthen the lifecycle management and risk control capabilities of suppliers.
Strategy
In the formulation of supplier management policies and routine operations, the Company continuously focuses on various risks and
actively adopts effective response strategies to ensure the sustainable development of all types of business.
IMS Analysis of Supplier Management Risks and Response Strategies
Major risks type Impact timeframe Anticipated financial effect Response strategy
• Formulate the Code of Conduct for Integrity and Self-discipline ,
Risk of supplier
Short-, requiring all employees to comply, to prevent the risk of
bribery and Increased operating
medium-, and corruption in key processes such as internal procurement.
internal costs
long-term • Require suppliers to sign an Integrity and Compliance
corruption
Agreement upon onboarding.
• Establish a strict compliance review mechanism to conduct
Decreased operating background checks and compliance assessments on
Short-,
Operational Risk revenue cooperating institutions, ensuring they comply with relevant
medium-, and
of Supplier Increased operating laws and regulations.
long-term
costs • Implement a tiered monitoring and approval mechanism for
suppliers.
• Continue to strengthen communication and cooperation
Risk of disruption
with major third-party UGC platforms, optimise technology
in supplier Short-,
Decreased operating interface and data management mechanisms, enhance system
cooperation medium-, and
revenue stability and risk monitoring capabilities, and reduce the risk
and technology long-term
of dependence on a single platform by improving the multi-
integration
platform diversification and technical redundancy arrangements.
Impact, risk, and opportunity management
The Company has established a supplier management mechanism that encompasses risk identification, access review, tiered
management, and dynamic optimisation. By combining institutionalised processes with differentiated management measures, the
Company continuously enhances the standardisation and refinement of supplier management.
IMS Supplier Management Mechanism
Supplier risk identification and assessment
• The Company conducts regular risk identification and assessment for each process. The Company promptly
identifies and addresses potential risks through a risk warning system, while also establishing an emergency
response system to ensure swift response and resolution in the event of an emergency.
Supplier onboarding review
• The Company develops and implement a stringent supplier onboarding review process to ensure that all
suppliers entering the database meet the basic access standards, thereby enhancing the professionalism
and standardisation of supplier management.
Supplier tiered management
•Based on factors such as supplier qualifications, capabilities, risks and credit, and evaluation results, suppliers
are classified into four levels: strategic suppliers, preferred suppliers, regular suppliers, and eliminated
suppliers. The Company implements differentiated management strategies for different categories of
suppliers to achieve more precise and efficient supplier management.
Supplier stability management
•The Companys builds a diversified and dynamic supplier resource pool by establishing clear access standards,
and conduct selection and management based on dimensions such as performance, cooperation frequency,
and resource type. This forms a hierarchical structure covering core partners, innovative partners, and potential
reserve partners.
•The Company implements regular assessment and a survival of the fittest mechanism to continuously optimise
the resource structure, ensuring the stability and activity of supplier resources.
•The Company deepens its strategic collaboration with core partners, leveraging digital platforms to achieve
online management of matching, performance monitoring, and effect analysis, thereby enhancing supply chain
responsiveness and collaboration capabilities, ensuring business continuity and stable operations.
In 2025, the Company comprehensively upgraded the supplier management system with a focus on “standardisation, collaboration,
and sustainability” . By improving the institutional system, strengthening capacity building, implementing quantitative assessments, and
deepening strategic collaboration, the Company continuously enhanced the stability and operational efficiency of the supply chain and
promoted the construction of a transparent, fair, and resilient cooperative ecosystem, providing support for stable business operations
and long-term development.
IMS Supplier Management Efficiency and Optimisation Measures in 2025
Key actions Specific measures
•Constructed a centralised procurement system integrating “system + process + skills + risk control”
and improved the 16 full-chain standard operating procedures.
•Established a training mechanism of “centralised training + routine reinforcement”, integrating
Lean management and systems, processes, and SOPs to support employees’ graded capability enhancement and job
capacity building competence.
•Established a compliance closed-loop mechanism of pre-event lecture, in-event monitoring, and
post-event accountability and set a five-level violation handling path of “reminder-interview-
warning-prohibition-legal proceedings” for suppliers to reinforce the compliance baseline.
•Established a multi-dimensional supplier scoring system, conducted quarterly and semi-annual
assessments from dimensions such as cost, efficiency, and service capability, and implemented
differentiated management from A+ to C- grades.
Quantitative assessment
•For inefficient suppliers, issued standardised letters such as the Rectification Notice and the Early
and dynamic classification
Warning Letter on Account Statement Signature Progress to provide warnings and supervision.
For those who fail to rectify multiple times, enforce a suspension of cooperation or even an
elimination mechanism to continuously purify the cooperative ecosystem.
•Implemented systems such as the “First Person Responsible System” and “NO PO NO WORK” (no
work order, no execution) to strengthen process traceability and management.
Sunshine procurement and
•Required all suppliers to sign an Integrity and Compliance Agreement, embedding compliance
integrity management
requirements throughout the entire cooperation process to create a transparent and fair
procurement environment.
•Launched a strategic partner programme, selected core partners to establish a regular mechanism
for resource alignment and review, and deepened collaborative cooperation through demand
communication and results assessment, thereby improving the efficiency of resource matching.
In 2025, the Company held a total of 72 resource recommendation meetings, 56 closed-door
Strategic synergy and
demand meetings and 52 quarterly review meetings.
ecosystem co-building
•O rganised a partners conference to publicly recognise outstanding partners, strengthen
communication of procurement standards and consensus on technical collaboration, promote
green content creation and exchanges on industry trends, and foster long-term, stable and
responsible cooperative relationships.
Metrics and targets
To strengthen risk control in the supplier management process, the Company has established supplier management metrics and
targets, and developed a metric tracking mechanism.
IMS Supplier Management Metrics and Targets
Metric Target 2025
Proportion of framework suppliers7 signing the Integrity and
Compliance Agreement
Proportion of direct contract suppliers8 signing the Integrity and
Compliance Agreement
Framework suppliers are those who have signed an annual cooperation framework agreement with the Company.
Direct contracted suppliers are those suppliers who have signed contracts directly with the Company.
Promoting industry ecosystem development
As an industry founder and leading enterprise, IMS has leveraged its first-mover advantage to continuously accumulate and
consolidate industry resources, taking the lead in building, continuously improving, and upgrading a big data platform. While
developing and growing, the Company deeply recognises that giving back to the industry and promoting its sustainable development
are a social responsibility that the Company must undertake. The Company adheres to the industry ecosystem construction philosophy
of “technology enablement, open collaboration, symbiosis and mutual prosperity” . With the influencer economy at its core, the
Company relies on technological innovation to integrate the upstream and downstream of the industrial chain, promoting the upgrade
of the influencer marketing industry from “traffic connection” to “value co-creation” . The Company continuously proposes the latest
and pioneering theoretical viewpoints within the industry and contribute to its development through initiatives such as school-
enterprise cooperation and participation in industry exchanges.
Developing school-enterprise cooperation to cultivate industry talent
The Company actively engages in the education industry by establishing the IMS Education brand. Upholding the core concept of
“enablement”, the Company leverages a diversified business layout to fully support the growth of new media marketing talents and
actively promote the development and prosperity of the industry ecosystem. The Company is rooted in the new media marketing
industry, deeply cultivating industry-education integration projects, and has achieved remarkable results in areas such as university
cooperation, corporate training, and government projects.
IMS Industry Talent Cultivation Methods
Develop collaborations with universities Customise teaching programmes
Collaborate with universities to jointly establish Independently develop teaching software tailored
new media marketing-related disciplines, deeply specifically for new media marketing education,
integrating industry-leading practices with classroom closely aligned with the teaching needs of educational
teaching, and fully cultivating versatile talents that institutions, and fully committed to creating intelligent
meet the needs of the era. and digital innovative teaching solutions.
Expand corporate training Serve government projects
Launch highly customised new media marketing Engage in government-led projects to promote
t ra i n i n g s e r v i c e s fo r d o m e s t i c a n d ove r s e a s employment and youth entrepreneurship, providing
enterprises, dedicated to helping enterprises cultivate systematic and practical training on new media
versatile marketing talents and injecting strong marketing skills for young people to comprehensively
momentum into the sustainable development of enhance their employment competitiveness.
enterprises.
IMS Education Promotes the Cultivation of Versatile New Media Talents
In June 2025, the first cohort of 60 students majoring in “Visual Communication Design (IMS Cooperative Training)” jointly
cultivated by IMS Education and Shanghai Normal University Tianhua College successfully graduated.
IMS Education, focusing on the new media industry’s demand for
versatile talents, optimised the curriculum system by combining
basic design capabilities with new media marketing applications,
constructing a “dual-track” development path. By introducing
industry cases, corporate mentors, and digital tools, it strengthened
practical teaching and platform application training, effectively
enhancing students’ comprehensive application abilities in real
business scenarios. Graduates are widely employed in brand market
departments, advertising media companies, and internet technology
enterprises, engaging in popular positions such as brand visual
Degree Conferment Ceremony Venue
design, new media operations, and content marketing planning,
effectively responding to the market’s urgent demand for “marketers
who understand design” and “designers who understand marketing” .
Promoting industry exchange, empowering peer development
The Company actively organises and participates in industry exchange activities, engaging in experience sharing and technical
communication with industry organisations and partners. The Company is involved in discussions on industry development trends and
common topics to promote the construction of industry ecosystems and advance the industry towards a more sustainable direction.
Inspiration Island Debuts at the China AIGC Innovation & Application Forum 2025
In September 2025, the Company was invited to participate in the special forum of the China International Fair for Trade in
Services—China AIGC Innovation & Application Forum 2025. The forum focused on discussions about the evolution of large
language models and industry integration.
At the forum, the Company’s “Inspiration Island” team shared their
exploration of AIGC technology applications in content creation,
influencer matching, and effectiveness analysis, drawing on
practices from the beauty, FMCG, and 3C industries, and introduced
a full-chain marketing support model based on social media data
and influencer resources. By engaging in industry dialogues and
sharing experiences, the Company promoted the standardised
application and practical exchange of AIGC in marketing scenarios,
providing references for the implementation of industry technology Forum Venue
and ecological collaboration.
Facing the development trends of the artificial intelligence industry, in 2025, the Company established the TOPAI brand, focusing on
content and ecosystem development in AI industry media communication, industry research, and event exchanges. The Company
regularly holds exchange and sharing sessions to contribute to the standardisation and professional development of the AI industry
ecosystem.
IMS Hosts TOPAI International AI Ecosystem Frontier Private Gathering
In November 2025, the Company’s “TOPAI” and “Inspiration Island
AI Innovation Incubation Center” jointly hosted the International
AI Ecosystem Frontier Private Gathering in Tokyo. The gathering
brought together AI elites from China and Japan to engage in in-
depth discussions on topics such as AI technology innovation,
industrial implementation, and global collaboration, promoting
cross-regional and in-depth cooperation in the global AI industry.
Private Gathering Venue
In addition, the Company focuses on global cooperation and ecological expansion, and strengthens communication and collaboration
with overseas industry organisations, platforms, and partners around cross-border marketing scenarios to enhance the integration and
collaboration efficiency of cross-border marketing resources.
IMS Expands ASEAN Digital Content Cooperation
In July 2025, the Company was invited to participate in the “Cambodia-China Industrial Park Industry Development Promotion
Conference” . The Inspiration Island team signed a framework cooperation agreement with the China-Cambodia New Media
Association, focusing on long-term cooperation in the influencer economy and AIGC, planning to jointly explore new business
models in the ASEAN market for digital content production and influencer incubation, building a marketing bridge for Chinese
and Cambodian enterprises to expand into each other’s markets.
Promotion Conference Venue
Technology for Good, Safeguarding the
Foundation of Trust
Responsible marketing
IMS integrates compliance operations and ethical standards into the entire marketing chain, strictly adhering to the Advertisement Law of
the People’s Republic of China and other laws and regulations. The Company has established internal advertising guidelines such as the
Prohibited Advertising Content , the Advertising Creativity Review Standards , and the Key Industry Review Standards . These guidelines clearly
stipulate that in conducting marketing activities and the Company’s own promotions, all advertising content must truthfully and accurately
reflect the characteristics, functions, quality, and effects of products or services. The Company rejects false exaggerations and misleading
statements, balancing commercial benefits with consumer rights and social norms, to promote the standardised development of the
influencer marketing industry.
The Company regularly conducts risk assessments of marketing activities to identify potential risks in legal, ethical, and social aspects, and
promptly takes effective measures to prevent and address these risks, thereby preventing negative impacts on the Company from marketing
activities. In addition, the Company ensures the standardisation of marketing activities through review mechanisms, capacity building, and
dynamic monitoring. During the Reporting Period, the Company did not experience any major violations in marketing activities.
IMS Major Management Measures for Responsible Marketing
Establish an “automated screening + manual review + monthly iteration” advertising review system:
• All promotional materials (including text and images, videos, live broadcast scripts) must undergo
Multi-level
preliminary screening by human and AI tools, focusing on detecting false statements and sensitive
advertising
content; then a professional review team conducts manual re-examination, with additional cross-
review
departmental review initiated for key industry advertisements.
mechanism
• Review rules are updated monthly, and regular training and assessments are conducted for
reviewers to ensure review capabilities adapt to industry changes.
• Collect and compile a case library, converting typical issues into internal materials for employee
learning.
• Regularly organise training sessions for all employees on advertising laws and regulations, industry
Regular
standards, and professional knowledge to enhance their compliance awareness and sense of
compliance
responsibility in marketing activities.
training
• For different products or services, organise in-depth learning for employees in marketing-related
positions on product characteristics to ensure accurate and professional communication of product
information in advertising, avoiding errors or exaggerated claims due to insufficient knowledge.
Full-time • Based on the WEIQ we-media platform, monitor the data release situation in real time, while
public opinion conducting daily detection and data updates and synchronisation, ensuring early detection,
and data intervention, and handling of issues.
monitoring • Establish a 24-hour public opinion monitoring mechanism to respond quickly and handle issues
mechanism appropriately, effectively reducing the impact of negative public opinion.
Data security and customer privacy protection*
As an influencer marketing technology group driven by AI, data, and algorithm capabilities, IMS integrates data security and customer
privacy protection throughout all aspects of our business operations, including data collection, storage and processing, usage
and handling, sharing and transmission, as well as deletion and destruction. The data and customer privacy information involved
encompass categories such as personal basic information, online identity information, and property and transaction information.
Governance
The Company strictly complies with the Cybersecurity Law of the People’s Republic of China , the Data Security Law of the People’s
Republic of China , the Personal Information Protection Law of the People’s Republic of China , and the Measures for Security
Assessment of Data Cross-border Transfer , as well as international regulations such as the General Data Protection Regulation (GDPR)
and the California Consumer Privacy Act (CCPA) . The Company has established internal systems such as the Data Security Management
Specification , the Data Classification and Grading Management Policy , and the Customer Privacy Protection Policy. These cover aspects
of data security management, privacy protection, risk management, and compliance management, clearly defining the norms and
standards for data processing activities.
The Company has established a top-down governance framework for data security and customer privacy protection, responsible for
cybersecurity, data security, and personal information protection. The Company has incorporated data security and privacy protection
metrics into the annual performance assessments of each department and senior management to ensure accountability at every level.
IMS Data Security and Customer Privacy Protection Governance Structure
Data Security and Privacy Protection Committee
Management
level It is responsible for formulating the Company’s overall strategy and policies on data security and privacy
protection, holding meetings quarterly to evaluate and adjust strategies.
Data Development Department
Responsible It is responsible for the routine management of data security, including monitoring data access and usage,
department organising regular security training; and responsible for assessing various data security risks faced by
the Company, formulating corresponding contingency plans to ensure rapid and effective response and
handling in the event of a data security incident.
Data Security Team
It is responsible for implementing specific data security measures, such as data encryption, security incident
handling, and customer support.
Executive
team Compliance Team
It tracks the latest changes in laws and regulations, conducts regular compliance audits, and ensures the
Company’s data security measures comply with all relevant legal requirements.
Data Management Centre
It is responsible for storing the acquired data resources.
Strategy
The Company’s business operations heavily rely on the collection, processing, and analysis of massive amounts of data. Events such as
unauthorised access, computer virus intrusions, data leakage, or hacker attacks may adversely affect information technology infrastructure
and databases, leading to a decline in service capability, loss of customers, and even legal liabilities. These incidents could damage the
Company’s reputation and brand value, posing a severe challenge to the Company’s short-term performance and long-term sustainable
development.
At the same time, the Company regards strict data privacy protection as a strategic opportunity to enhance brand trust and drive business
growth. To effectively prevent risks and seize opportunities, the Company has formulated targeted response strategies to control risks such as
data leakage and infringement of customer privacy, integrating privacy protection deeply into business development.
IMS Data Security and Customer Privacy Protection Risks/Opportunities and Response Strategies
Type of major risks/ Impact Anticipated
Response strategy
opportunities timeframe financial effect
Risk of data and customer
Short-,
privacy leakage due to Increased
medium-, and • Refer to international standards such as ISO 27001:2022 and
cyberattacks or security operating costs
long-term GDPR to establish a data security framework, continuously
incidents
strengthen the technical protection system, and improve the
data security and customer privacy management system;
Policy and legal risk due to Short-,
Increased implement standardised management throughout the entire
non-compliance with data medium-, and
operating costs data lifecycle, from collection, storage, use, transmission,
protection regulations long-term
sharing to destruction.
• At the Company level, clearly define the strategic direction of
Short-, Decreased
Reputational risk arising from “compliance-driven business”, deeply integrating data security
medium-, and operating
data leakage and user privacy protection into the core values and long-term
long-term revenue
development strategy of the Company, aiming to make privacy
protection a key brand asset through practices that exceed
Product and service
Increased compliance benchmarks, thereby earning the trust of users and
opportunity arising from Medium- and
operating the market.
excellent data privacy long-term
revenue
protection management
Impact, risk, and opportunity management
The Company places great importance on data security and customer privacy protection, regularly identifying, assessing, and
prioritising the management of related risks. The Company has established a risk register and an emergency response plan system to
prevent and control potential risks. In 2025, the Company continued to focus on various measures such as technical protection, access
control, emergency drills, and employee training to create a safe and reliable digital marketing environment for users and partners.
IMS Management Measures for Data Security and Customer Privacy Protection
Aspect Specific measures
• Implement the principles of “Security by Design” and “Privacy by Default”, and conduct the Privacy Impact
Process Assessment (PIA) simultaneously at the initial stage of new product design.
integration • Embed data security requirements as mandatory review points in key processes such as R&D, procurement, launch,
and operation and maintenance.
• Continuously invest in the construction and upgrading of a unified data encryption, access control, data leakage
prevention, security monitoring, and auditing platform to enhance proactive defence and emergency response
capabilities.
• Deploy firewalls, intrusion detection, WAF, and other network security equipment, to build a basic protection system.
Technical Encrypt core data storage (both static and transmission encryption) and implement strict access control and the
protection principle of least privilege.
• Deploy a data leakage prevention system to monitor and block abnormal access, transfer, and external transmission of
sensitive data.
• Conduct regular software health checks and use built-in antivirus tools to provide continuous real-time protection
against threats such as viruses, malware, and spyware.
• Implement the Data Classification and Grading Management Policy, classifying data into four major categories: user,
business, operation, and system operation, and dividing data into three grades based on the degree of harm: core,
Classified and
important, and general, with the general data further divided into grades 1 to 5, with different protection measures
graded data
corresponding to each grade.
management
• Establish a data asset inventory, clearly defining grading rules for processed data, and dynamically adjust grades
according to changes.
• Strictly limit employees’ access to data based on their positions and responsibilities, maintain detailed access logs, and
conduct regular internal reviews.
Access control • Enforce a mandatory update of login passwords every three months, which must comply with complexity requirements;
confidential data must be processed with encrypted files, with passwords managed and updated quarterly by the
department supervisor.
• Develop and publicise a privacy policy that clearly outlines data collection, usage, and protection measures.
• Anonymise customer data to ensure privacy and obtain explicit user consent before collecting and using user data.
• Adhere to the principle of data minimisation to reduce unnecessary data collection and lower the risk of data leakage.
Privacy
• Practise transparent data usage by optimising the user interface at the business front-end to inform users more clearly
protection
about the purposes of data collection and usage, and provide more flexible control options.
• In back-end operations such as data analysis and marketing, prioritise the use of anonymisation and de-identification
techniques to maximise privacy protection while ensuring business effectiveness.
• Conduct internal audits quarterly, engage third-party organisations annually for security assessments, and optimise
data security and privacy protection measures based on assessment results.
Security audit • Actively promote the acquisition of data security and privacy protection certifications for the Company’s main business
systems. The WEIQ platform and the Inspiration Island APP have obtained the National Class 3 Cybersecurity Protection
certification and assessment.
• Regularly organise company-wide training to enhance awareness of data security and privacy protection and conduct
Specialised
specialised training for specific positions (such as development, operations, and customer service) to ensure employees
training
master the basic skills of data security and privacy protection.
Emergency • Develop a Data Security Incident Emergency Plan , clarify response procedures and responsible personnel, and regularly
drills conduct emergency drills to ensure the team can respond swiftly in the event of a security incident.
Metrics and targets
The Company sets management metrics and targets for data security and customer privacy protection, establishing a long-term
monitoring mechanism to ensure that related work is effectively implemented.
IMS Data Security and Customer Privacy Protection Management Metrics and Targets
Metric Target 2025
Number of data leakage incidents ≤ 5 cases 1 case1
The WEIQ and Inspiration Island APP Have Obtained the Class 3 Cybersecurity Protection from the Ministry of Public Security
In July 2025, due to a system malfunction, the Company’s WEIQ platform prematurely leaked information about the new vehicle of Lynk & Co. After the
incident, the Company immediately deleted the relevant content, fixed the system vulnerability, and cooperated with the customer to mitigate the impact.
Both parties have reached a settlement through negotiation, with no litigation amount involved. The Company issued a public apology statement on the
open platform, promising to take this as a lesson to further strengthen system stability and risk monitoring mechanisms, strictly preventing such issues
from occurring again.
Ethics of science and technology
IMS’ business related to ethics of science and technology mainly focuses on AI Inspiration Island and Honnverse. AI Inspiration Island,
as an AIGC creation platform, provides creators with functions such as text generation, video editing, and digital human production.
Honnverse leverages technologies such as big data, cloud computing, and XR to explore digital cultural tourism and virtual social
scenarios. In every process of product design and development, the Company requires adherence to ethics of science and technology
in terms of data compliance and content safety, taking responsibility for users and ensuring the safe and reliable application of digital
technologies. During the Reporting Period, the Company did not experience any major violations of ethics of science and technology.
The Company strictly complies with the Advertisement Law of the People’s Republic of China , the Administrative Measures for Internet
Advertisements , the Provisional Measures for the Administration of Generative Artificial Intelligence Services , and the Provisions on
the Administration of Deep Synthesis of Internet-Based Information Services , among other laws and regulations. The Company has
established a comprehensive management system for ethics of science and technology and formulated internal normative documents
such as the Voice Cloning Agreement and the Custom Model Agreement to strengthen the management of issues related to ethics of
science and technology.
The Company embeds ethical review as a mandatory component in the product development process. Through manual review
and standardised data management, the Company manages ethics of science and technology to ensure that Inspiration Island and
Honnverse comply with ethical standards and regulatory requirements.
IMS Main Management Mechanisms of Ethics of Science and Technology
Inspiration Island
•Follow strict standards for data usage, adhere to the principle of minimum necessity during collection, and ensure users’
right to be informed and their right to choose.
•Conduct regular internal reviews of ethics of science and technology and examine the algorithm logic of AI-generated
content to ensure there are no issues such as misleading information or value bias.
•When generating content, use a combination of automation and manual review to ensure it is based on real and objective
information and avoid the dissemination of false or harmful content.
•In applying digital human technology, strictly adhere to ethics of science and technology, ensure data security and user
privacy during the digital human image generation process, and ensure digital human interactions follow ethical standards
to avoid improper guidance or infringement of user rights.
Honnverse
•Review whether the construction of virtual scenarios and interactions with virtual characters adheres to ethical standards, and
assess whether virtual social behaviours present potential risks of privacy infringement or the spread of undesirable values.
Upon identifying any risk hazards, the relevant business team will immediately rectify and optimise the issues. After rectification,
a review will be conducted again until compliance with standards for ethics of science and technology is achieved.
•When creating virtual tourism scenarios using XR light and shadow technology, fully consider the ethical dimensions of user
experience to avoid overstimulation or discomfort, thereby creating a healthy and positive virtual environment for users.
•In aggregating IP resources to develop new cultural and tourism products, focus on the legality of IP usage and the
dissemination of cultural values, avoiding infringement actions, thereby promoting the development of the cultural and tourism
industry in a positive manner, facilitating cultural exchange and heritage, and maintaining the order of social cultural ethics.
Cultivating Outstanding Talent Internally,
Shaping a Sustainable Community Externally
Employees rights and welfare
The Company adheres to the legal compliance and people-oriented principles, considering the protection of employees’ legal rights
and the enhancement of employee well-being as important aspects of human resource management. Focusing on recruitment and
employment, compensation and benefits, social insurance, and employee communication and care, the Company has established a
systematic management mechanism. The Company continuously improves institutional guarantees and support measures to create a
fair, respectful, and inclusive working environment, promoting the coordinated development of employees and the enterprise.
Employee recruitment and employment
In accordance with the needs of global business layout and localised operations, IMS has established a diversified and compliant
employment system. The types of employee employment within the Company in the Chinese mainland mainly include employees with labour
contracts, dispatched workers, interns, retired personnel, part-time staff, and non-full-time staff, while overseas mainly include employees
with labour contracts.
The Company strictly complies with the Labour Law of the People’s Republic of China , the Labour Contract Law of the People’s Republic of
China , and other domestic laws and regulations, as well as foreign applicable laws and regulations such as Singapore’s Employment Act and
Japan’s Labour Standards Act, to ensure that employment management and business operations meet the compliance requirements of the
respective jurisdictions.
The Company has established internal policies such as the Human Resources Department Policy Manual and the Recruitment Management
Policy to ensure that the recruitment management of the Company’s employees is institutionalised, standardised, and procedural. This
guarantees a reasonable talent structure and adequate talent reserves, achieving optimal allocation of human resources.
IMS Employee Recruitment and Employment Management Mechanism
Non-discrimination Prohibition of child labour and Emphasis on gender diversity
forced labour
The Company adhere to the recruitment principles The Company are resolute in eliminating the use On the basis of ensuring fair recruitment
of “openness, fairness, and meritocracy”, ensuring of child labour and all forms of forced labour, opportunities, the Company continuously foster
transparency in the recruitment process and equal committed to creating a legal, fair, and voluntary an inclusive work environment, supporting female
opportunities. During employee selection, the employment environment. employees in showcasing their professional abilities
Company strictly prohibit screening and restrictions and value in various positions, thereby promoting
based on gender, race, ethnicity, etc., and focus on the diverse and robust development of the
recruiting and integrating ethnic minority university organisation. By the end of 2025, the proportion of
students, persons with disabilities, and veterans. female employees in the Company reached 69%.
In 2025, the Company conducted recruitment through various channels,
including internal employee referrals, open internal competitions, campus
recruitment fairs, media advertisements, headhunting firms, and rehiring
retirees, resulting in the recruitment of 820 employees. At the same time,
through diverse employment methods such as non-full-time work, labour
dispatch, part-time work, internships, and rehiring retirees, the Company
created flexible employment positions.
During the Reporting Period, the Company did not experience any major
litigation cases related to employee employment at home and abroad, nor did
it encounter any incidents of child labour or forced labour.
Signed the Military Support Initiative, committing to giving
priority to hiring Prioritise the recruitment of veterans under
equal conditions 40
Employee Rights Protection
The Company respects and protects the basic rights of employees, actively promoting the implementation and operation of regulations
such as the Code of Conduct for Employees and the Attendance Policy , effectively ensuring employees’ rights to rest and leave, receive
remuneration, enjoy social insurance, and other statutory rights.
IMS Employees’ Rights and Welfare Protection System
Working hours and leave
• Standard working hours and monthly comprehensive working hours: Most employees of the Company adopt standard working
hours, while some customer service and information review positions use monthly comprehensive working hours.
• Statutory holidays and paid leave: The Company arranges employee leave according to national statutory holidays, including
other statutory holidays (such as marriage leave, bereavement leave, maternity leave, breastfeeding leave, parental leave, etc.). In
addition, employees are entitled to paid statutory annual leave, welfare annual leave based on years of service, and paid sick leave
from the date of employment each year.
• Overtime compensatory leave and payment policy: The Company encourages employees to complete their work tasks within
working hours and requires management at all levels to arrange work reasonably. For special work reasons requiring overtime on
non-statutory holidays, the Company arranges corresponding compensatory leave based on overtime hours and provides meal and
transportation allowances according to overtime hours. For overtime on statutory holidays, the Company pays employees 300% of
their wages according to national requirements.
Compensation and benefits
• Compensation structure: Employee compensation consists of position salary, position performance, performance bonus, and
commission.
• Company benefits: The Company’s benefits outside the statutory scope for all labour contract employees (including dispatched
employees) include: paid sick leave, seniority reward annual leave, flexible attendance, holiday gifts (New Year’s Day, Spring Festival,
International Women’s Day, Dragon Boat Festival, Children’s Day, Mid-Autumn Festival, the Company’s anniversary, Christmas),
various corporate cultural activities (Programmers’ Day, e-sports competitions), departmental team building fees, overseas travel
for outstanding employees, employee condolence gifts (marriage, childbirth, hospitalisation due to illness, death of immediate
family members), lunch subsidies, and overtime subsidies.
• Employee insurance：
• Social insurance: The Company pays social insurance in accordance with the law for all employees who have signed labour
contracts, providing the five insurances and one housing fund; for dispatched employees, the Company pays the dispatch
agency to cover the employees.
• Employer liability insurance: Commercial employer liability insurance is purchased for all interns, rehired retirees, and other
employees outside the scope of social insurance contributions.
In addition, the Company consistently adheres to the principle of legal compliance in handling labour disputes, actively cooperating
with labour arbitration institutions in their work. The Company strictly implements the arbitration results and legal procedures to
effectively safeguard the legitimate rights and interests of workers. During the Reporting Period, the Company did not experience any
major labour disputes at home and abroad.
Employee communication and care
The Company has established employee democratic procedures to effectively safeguard employees’ democratic rights and is
committed to creating an open and inclusive working environment.
IMS Employee Communication and Care Mechanism
Employee communication Employee assistance
The Company has established a labour union for employees, The Company provides appropriate financial assistance
respecting and supporting employees’ legal rights to join when employees encounter major illnesses or sudden
labour unions and participate in collective bargaining difficulties to alleviate temporary pressures. For important
according to local laws. The Company also set up an life milestones or special situations, the Company
employee feedback platform “Show My Voice” on WeCom. expresses care through consolation money and other
The Human Resources Department and compliance- means, enhancing organisational cohesion.
related departments have public email addresses to receive
employee supervision and feedback, creating an open and
transparent working environment.
Work-life balance Care for female employees
The Company advocate for a healthy lifestyle, encouraging The Company continuously focus on the development
employees to focus on their physical and mental state needs of female employees, providing support in areas
and self-management amidst a busy work schedule. The such as holiday care, childcare support, and breastfeeding
Company is equipped with fitness facilities, providing facilities, fostering an inclusive and respectful working
convenient exercise conditions for employees, and organises environment.
cultural and sports activities and health-themed sharing
sessions based on actual needs to help employees establish
scientific health habits.
Super [Code] Power — 1024 IMS Programmers’ Day IMS 15th Anniversary Celebration
In addition, to understand employees’ overall satisfaction and feedback regarding the work of functional departments, and to better
address issues and improve the quality of work in these departments; at the same time, to understand employees’ work psychology
and needs, provide a better work experience, enhance communication and trust with employees, and strengthen cohesion, the
Company conducts a company-wide satisfaction survey every six months to gauge employees’ satisfaction with the Company.
IMS Conducts 2025 Employee Satisfaction Survey
In 2025, the Company organised two comprehensive satisfaction surveys covering all employees. First, the Company
conducted refined assessments based on the responsibility modules of various departments, covering key functional
departments including the Human Resources Department, the East China Human Resources and Administration Department,
the Administration Department, the Financial Management Department, and the Legal Department; meanwhile, the Company
carried out special satisfaction surveys for middle-office departments, including the Group’s Procurement Centre, the Product
R&D Centre of the Group, and Customer Development & Management Department. Second, at the end of the year, the
Company conducted an engagement survey for all employees, providing multi-perspective insights into employees’ genuine
demands and organisational effectiveness.
The survey results indicated that all relevant functional departments received high scores, fully demonstrating the Company’s
positive achievements in enhancing professional capabilities and optimising operational efficiency. This provides a solid
foundation for building a high-performance, high-satisfaction workplace environment.
Employee health and safety
As a platform-based enterprise deeply engaged in the influencer new economy sector, IMS does not involve major occupational
health hazards in routine operations. However, the Company continuously focuses on the safety of the office environment and the
management of employees’ physical and mental health, striving to create a safe and healthy working environment.
In terms of office environment safety, the Company has developed safety standard documents such as the Safety Risk Emergency
Plan , the Fire Emergency Plan , and the Office Environment and Safety Operation Standards Manual . The Administration Department is
responsible for implementing these measures and disseminating safety-related content to all employees. At the same time, to promptly
respond to emergencies, the Company has established an Emergency Response Leadership Team to coordinate the emergency
response work for the Company’s incidents.
IMS Emergency Response Leadership Team Structure
Members Function
Core management
? Direct relevant personnel to immediately reach designated positions and take appropriate response
measures.
? Arrange relevant personnel to carry out hazard elimination and rescue operations or implement rescue
Department heads
work.
? Evacuate employees as needed.
Contact persons for each
department
? Report to the superior department to promptly take emergency measures in accordance with the law.
Administration
Department
The Company regards the safety of the office environment as an important component of routine operational management. The
Company has established a safety management mechanism with clear policies, defined responsibilities, and effective execution,
continuously enhancing the safety assurance level of office premises.
IMS Office Environment Safety Management Mechanism
Equip each office location with an access control system
Distribute the Code of Conduct for Employees during
to strengthen entry and exit management, implement a
the onboarding phase and conduct safety promotion
and training to enhance safety awareness and regulatory
regular safety inspections of office areas and surrounding
requirements in office areas.
environments.
Provide necessary first aid equipment and post safety Ask administrative personnel at each operation site
reminders and other signage to enhance employees’ to compile and report the Safety Risk Identification
emergency response and risk prevention awareness. Inspection Report weekly, tracking and rectifying identified
risk hazards and managing them in a closed-loop manner
to continuously improve the safety assurance level of the
working environment.
Issue safety initiatives Deploy first aid equipment
Civilised Safety Initiative - Civilised Safety Initiative - AED placement diagram and usage instruction
First Issue Second Issue
Professional first aid skills certificate for employees
Beijing Red Cross Society first aid skills certificate display (currently, six employees hold first aid certificates)
The Company has also established a systematic mechanism to safeguard the physical and mental health of employees, and
continuously improve the support system focusing on physical health, psychological care, and risk protection, constructing a health
and safety protection network that covers the entire working process of employees, thereby enhancing their well-being.
IMS Management Measures for the Physical and Mental Health of Employees
Aspect Main measures
Conduct health
? Provide free onboarding medical examinations and annual in-service health checks for regular
employees, continuously monitor employees’ health conditions, and support them in maintaining a
examinations
good state for work and life.
Provide mental health
? Provide confidential psychological care services through the labour union platform, supporting
online psychological assessments and professional psychological consultation appointments to help
counselling
employees alleviate work and life stress.
Carry out health public
? Regularly organise free clinics and other health-related public welfare activities, extending professional
health services into employees’ daily work and life scenarios, continuously enhancing the overall well-
welfare activities
being of employees.
? C onstruct a multi-level medical and risk protection system, configure social insurance and
supplementary protection arrangements according to different forms of employment, and implement
Improve medical and relevant insurance responsibilities in accordance with the law to enhance medical and occupational
risk protection risk protection levels during employment;
? Purchase travel-related commercial insurance uniformly for employees on group trips; pay local
insurance for employees of overseas companies as an effective supplement to basic protection.
Employee training and development*
Governance
IMS aims to build a “Simple, Happy, Reliable” learning organisation, advancing talent development and training management around
organisational strategy and business needs. To solidly advance talent development and management, the Company has formulated
internal policies such as the Human Resources Department Policy Manual , the Salary and Position Promotion Management Measures ,
and the M Sequence Entry and Exit Rules, to improve the employee training and development management system.
The Human Resources Department, as the main organisation responsible for employee training and development, consistently adheres
to the learning philosophy of being “active, enjoyable, and fulfilling” . It is committed to creating an efficient and dynamic learning
experience that stimulates employees’ growth motivation, empowering both corporate and individual development.
Strategy
The Company continuously improves employee training and career development pathways, stimulating organisational vitality and talent
potential, providing ongoing talent support for the Company’s steady growth. The Company identifies and assesses opportunities
related to employee training and development, optimising talent cultivation strategies in line with actual operational needs. The
Company strengthens capacity building and optimise team structure to ensure talent development aligns with the Company’s strategic
objectives.
IMS Employee Training and Development Main Opportunities and Response Strategies
Major opportunities Impact Anticipated
Response strategy
type timeframe financial impact
Increased • T he Company adheres to a systematic approach to talent management, focusing on
Service efficiency Medium-
operating revenue building a talent team with a reasonable total number, excellent structure, orderly
improvement and long-
Decreased succession, and outstanding capabilities. The Company concentrates on talent
opportunity term
operating costs recruitment, precise training, and efficient utilisation, formulating differentiated
professional talent development strategies for various business lines.
• The Company continuously improves the training system by establishing a Learning
Talent retention Medium- and Development Centre (Light-Year Academy), aiming to create a professional
Increased
and incentive and long- and shared learning atmosphere. The Company has launched four targeted training
operating revenue
opportunity term programmes covering the entire growth path from new employees to management.
Impact, risk, and opportunity management
Employee Training
The Company has developed a full-cycle, hierarchical training system for employees, including the “Glowing Start Programme” for
onboarding, the “Morning Light Programme” for professional development of all employees, the “Starlight Programme” for reserve
talent cultivation, the “Aurora Programme” for management development, and specialised programmes for key business lines.
This system systematically develops employees’ multi-dimensional capabilities in business skills, professional knowledge, and lean
management.
IMS Employee Training System
Stage-by-stage & Cultural Embedding & Training Module &
Layered Training Specialised enablement Assessment Closed Loop
Integration New Quick Understanding of Short-term Assessment
Strategic Business Period Employees
Talent Development Logic for
Culture and Business Model Course satisfaction
Driven Glowing Start
Strategy Implementation
Programme Knowledge mastery
Development Professional Enhancement of Professional
Period Position Skills and Cross-departmental
Collaboration Morning Light
Programme Mid-term Assessment
Organisational Impact of Training on Job
Resilience Building Capability Enhancement
Promotion Reserve Transition from Professional
Period Cadre to Management Starlight
Programme
Long-term Assessment
Contribution to
Strategic Thinking and Business Objectives
Talent Echelon Pilot Core
Organisational Steering and Organisational
Development Period Management Aurora
Capability Programme Performance
Lecturer System Operations system
High-performance Experience Feedback Linked to business outcomes
Implementation
Support
Curriculum system Operations system
Cross-departmental co-creation projects Tracking management and data accumulation
Starlight Programme—Fifth Elite Training Camp
In March 2025, the Company launched a special reserve management training programme themed “Four-Drive Competencies for
Managers + ‘Desert Gold Rush’ Team Management Sandbox Experience” for high-potential business cadres. Adopting an offline
teaching model combining theoretical instruction, group discussions and sandbox simulation, the programme helped participants
further strengthen their understanding of the management role, improved their capabilities in team communication, decision-
making analysis and execution collaboration, and laid a solid foundation for building the Company’s reserve management talent
echelon.
Training Venue
Employee development
The Company has established a scientific and comprehensive talent development plan. By formulating talent demand plans,
conducting talent inventory, and establishing diverse talent development channels, the Company effectively manages the risks and
opportunities in the process of attracting and developing talent to support our sustainable development targets.
IMS Talent Development Plan
The Company implements unified control over the human resource cost budget. Each department
Talent demand
formulates personnel plans based on the Company’s strategic planning for the next year. The human
planning
resource budget is issued annually by the Company and utilised quarterly, with reference to business data.
Before the end of the first quarter each year, each primary department of the Company conducts a talent
Talent inventory inventory based on the total labour cost for the first month of the year, and makes reasonable adjustments
implementation to the positions within the primary department based on the inventory results, including the number of
positions and job ranks.
The job sequence is divided into M sequence (management sequence) and P sequence (professional
Talent development
sequence), and the Company has set up M0 as a reserve for management personnel according to the needs
dual track
of talent development.
The Company’s talent promotion methods include annual talent inventory promotions, appointment promotions for position vacancies,
and internal competition promotions, emphasising a combination of openness, fairness, and organisational needs. Promotion is based
on performance, with consistently high-performing employees given priority for promotion and development opportunities. Employees
whose performance does not meet the standards or who have committed violations will be subject to corresponding restrictions.
Rank adjustments follow the principle of gradual promotion. Demotion or position adjustment requires a clear evaluation and approval
procedure to ensure the procedure is standardised and transparent.
At the same time, the Company has established a differentiated performance assessment system, designing targeted appraisal
methods and evaluation standards based on the characteristics of different job responsibilities and management levels. By
differentiating the performance objectives, indicator settings, and assessment cycles of the management and professional sequences,
the Company achieves a match between evaluation dimensions and job value, ensuring that performance results objectively reflect
employee contributions.
IMS Talent Development Dual-Track Performance Appraisal Mechanism
Management (M) sequence
The Company implements a strategy-based OKR9 appraisal mechanism for personnel in the management sequence.
•Assessment cycle: Depending on the characteristics of the position, the assessment cycle is conducted quarterly or semi-annually.
•Assessment content and weighting: The assessment is divided into four dimensions: performance indicators, key project work, organisation
and talent development, and evaluation of values and behaviour. The weighting is set differently according to the category and importance of
the position.
•Performance rating: Routine assessment ratings are divided into five levels based on scores. Annual assessment ratings are determined by
accumulating scores from each period to ensure continuity and comprehensiveness of the evaluation.
•Result application: Assessment results are used for performance improvement, ranking incentives, promotions, and job transfers, among other
talent decisions. The assessment results of the M sequence directly affect the department’s quota for excellence awards, the proportion of
high-performance employees, and the team’s year-end bonus coefficient.
•Appeal mechanism: To ensure procedural fairness, an appeal mechanism is established. If employees have objections to the assessment results
after receiving feedback, they can appeal within three working days of knowing the results. Written feedback should be sent to the dedicated
email of the Group’s Human Resources Department (okr@inmyshow.com).
Professional (P) sequence
The Company adopts a KPI10 appraisal model focused on responsibilities for employees in the P sequence. The appraisal indicators are set
following the SMART principle11, based on job responsibilities and departmental objectives, jointly developed by HR and department heads.
•Assessment cycle: Assessment is conducted monthly or quarterly according to job characteristics.
•Assessment content: For probationary employees, the focus is on familiarity with the Company’s processes and the completion of basic tasks,
with results serving as the core basis for regularisation. For regularised employees, the focus is on the achievement of performance targets
and core tasks, with attention to contributions to objectives of departments and the Company.
•Performance rating: Routine assessment ratings are divided into five levels based on scores. Annual performance ratings are determined based
on routine work performance, performance outcomes, and a comprehensive consideration of commendations and penalties.
•Result application: Assessment results are used for performance improvement, promotion, job transfer, and other talent decisions, promoting
the joint growth of employees and the organisation.
•Appeal mechanism: Performance appraisal adheres to the principles of fairness, justice, and transparency. If employees feel unfairly treated
during the assessment process or have objections to the appraisal results, and communication with their direct superior is unsuccessful,
they may submit a written appeal within three working days of receiving the appraisal results to the email of the Group’s Human Resources
Department (hr@inmyshow.com), or the email of the East China Human Resources and Administration Department email (hr-east@inmyshow.
com). The Human Resources Department will investigate and verify the appeal matters, review relevant data and processes, and handle the
appeal objectively.
OKR: Objectives and Key Results, which is a method for setting objectives and key results.
KPI: Key Performance Indicators.
SMART Principle: A goal management tool composed of five dimensions: Specific (goals must be clearly describable), Measurable
(assessment must be based on quantitative data or qualitative criteria), Attainable (achievable through reasonable effort), Relevant
(logically connected with other goals), and Time-based (set a specific completion deadline).
Metrics and Targets
The Company continuously improves its talent development mechanism and systematically advances the four major training systems
covering different levels and positions to enhance the overall competitiveness of the organisation.
IMS Employee Training and Development Targets and Achievements in 2025
Target Achievement
Glowing Start Programme—New Employee Onboarding Training
? In 2025, a total of nine class-based onboarding training sessions were conducted
throughout the year. Additionally, individual task-based training was employed to promote
the implementation of comprehensive business system learning and institutional learning,
with more than 700 training tasks conducted in total. The total training duration exceeded
•Establish a training system
covering new employee
Morning Light Programme—Comprehensive Business Capability Training
? The total training duration exceeded 380 hours. Simultaneously,
development, professional skill
actively participated in
enhancement, and management
product function upgrades and tool application training organised by media platforms,
talent development to support
attending over 40 sessions in various formats, both offline and online, promptly absorbing
employees in achieving
industry changes and applying them to business practices.
continuous growth at different
career stages.
•Enhance employees’professional Business Compliance Training
skills and market responsiveness ? N ew employees receive compliance training on their first day of employment to
through systematic business understand compliance requirements and professional conduct standards in corporate
and product training to better operations. Additionally, through internal content columns, business compliance and
serve customers and business integrity warning case study materials are continuously distributed to all employees of
development. the Group weekly, promoting compliance awareness and reinforcing employees’ risk and
regulatory awareness in their daily work.
•Continuously strengthen
employees’ professionalism
and compliance awareness,
promoting the integration Starlight Programme—Reserve Cadre Training Project
of compliance concepts ? In 2025, six high-intensity concentrated training sessions were conducted for 25 reserve
cadres, with each session averaging over ten hours of training. All participants completed
into routine operations and
the required credits and passed the appraisal.
management.
Aurora Programme—Senior Management Development Project
? Aimed at the Group’s senior management team, designed to expand the management’s
global perspective, enhance strategic understanding, and improve business insight
capabilities. By learning cutting-edge business models and management concepts, it
supports the Company’s long-term development in a complex market environment.
Social contributions and rural revitalisation
IMS actively fulfils its social responsibilities by continuously advancing social welfare and rural revitalisation. Leveraging its resources
and expertise in digital marketing and content technology, IMS conducts diversified public welfare training and cooperation projects
through our subsidiary, IMS Education. These initiatives support capacity building and employment and entrepreneurship development
for grassroots groups, enhancing their adaptability and development potential in the digital economy environment. This contributes to
boosting regional economic vitality and promoting sustainable social development.
IMS Conducts Training to Enhance Digital Capabilities for Female Entrepreneurs
From August to November 2025, IMS Education hosted
the “@Her Entrepreneurship Programme—Empowering
Women Entrepreneurs through Live E-commerce Training
Project” initiated by the All-China Women’s Federation.
The first batch of eight training sessions was conducted in
various locations across Yunnan and Guangxi, covering over
around the full-chain operation of live e-commerce,
systematically integrating the application of generative
artificial intelligence in content creation and data analysis
to help participants improve product selection decisions
and operational management efficiency. Additionally,
the courses included practical modules such as account
positioning, platform rules, live streaming room setup, short Group Photo of the Training Class
video traffic increase, and data optimisation to strengthen practical application skills. This project supports female
entrepreneurs in enhancing their digital business capabilities and provides talent support for local innovation and
entrepreneurship development.
IMS Promotes Digital Skills Training to Support the Development of New Employment Groups
In September 2025, IMS Education responded to the call
of the Social Work Department of the Chaoyang District
Committee and Datun Sub-district by continuously
participating in the “Meijing Food Delivery Night School”
project, providing digital skills training support for new
employment groups such as food delivery drivers. The
courses are structured around three core modules: short
video operation, livestream marketing, and short video
production. Developed in line with platform rules and real-
world scenarios, they aim to enhance participants’ skills in
filming and editing, content presentation, and livestream
practice. Delivered through an on-the-job night school
model, the courses effectively improve accessibility and
practicality. By designing teaching arrangements that Training Venue
closely align with the trainees’ actual work scenarios, the
project helps new employment groups enhance their
digital expression and content creation capabilities, thereby
expanding their career development opportunities.
Governance
Strengthening governance foundations,
ensuring compliance for long-term success
Corporate governance*
Governance
IMS strictly complies with the Company Law of the People’s Republic of China , the Securities Law of the People’s Republic of China ,
the Code of Corporate Governance for Listed Companies , and other laws and regulations. The Company has established a corporate
governance structure centred on the Shareholders’ Meeting, the Board of Directors, and the management. The Company continuously
improves its governance system by revising governance-related policies such as the Articles of Association , the Rules of Procedure
for the General Meeting of Shareholders , the Rules of Procedure for the Board of Directors , and the Working System for Independent
Directors , thereby clarifying the boundaries of governance rights and responsibilities and operational processes and providing a solid
institutional support for the Company’s regulated operation.
IMS Corporate Governance Structure
Shareholders’ Meeting
Strategy and Sustainable Development Committee
Nomination Committee
Board of Directors
Remuneration and Appraisal Committee
Audit Committee
Senior Management
Strategy
The Company focuses on key areas such as governance of the Shareholders’ Meeting and the Board of Directors, information
disclosure, and investor relations management. These areas present opportunities for improving decision-making quality and
enhancing trust in the capital market. However, they also require careful management of compliance and reputational risks arising
from irregular governance operations, lack of transparency in information disclosure, non-standard related party transactions, or
poor communication with investors. The Company has established a comprehensive corporate governance risk and opportunity
management framework, providing a solid foundation for sustainable development.
IMS Corporate Governance-related Risks and Opportunities and Response Strategies
Major risks/opportunities type Impact timeframe Anticipated financial effect Response strategy
Policy and legal risks due to
Medium- and
governance and disclosure Increased operating costs
long-term
issues
Decreased operating • Continuously optimise corporate governance
Reputational risk due to poor Medium- and
revenue efficiency, improve the information disclosure
communication with investors long-term
Increased financing costs transparency mechanism, and strengthen the
investor relations management system.
Market opportunities
Short-, Decreased financing costs
arising from governance
medium-, and Increased operating
effectiveness and investor
long-term revenue
confidence
Impact, risk, and opportunity management
Governance optimisation and board development
The Company strictly adheres to each governance policy, ensuring that the convening, holding, and voting processes of governance meetings
are legal and compliant, and all resolutions formed are legal and effective. In 2025, the Company, in strict accordance with the new Company
Law of the People’s Republic of China and relevant regulatory requirements, formally abolished the Board of Supervisors, with its related
functions assumed by the Audit Committee. The Company successfully completed the re-election of the Board of Directors and introduced
employee directors. All Board members possess the necessary management experience and decision-making capabilities required for their
roles. Through internal and external training and learning, they continuously update their professional knowledge and enhance their skills in
fulfilling their duties. At the same time, the Company continuously improves its governance system, simultaneously revising relevant clauses in
the Articles of Association , the Raised Funds Management Policy , and the Management Policy for Preventing Fund Occupation by Controlling
Shareholders and Related Parties , among other policies. Additionally, the Company has established the Confidentiality and Archives
Management Policy for Overseas Securities Issuance and Listing, further solidifying the institutional foundation for the Company’s regulated
operations.
The Company actively implements the Board diversity policy by thoroughly considering factors such as candidates’ skills, gender, age, cultural
and educational background, race, professional experience, and independence when electing Board members. This ensures that the Board
of Directors possesses a balanced and diverse range of skills, experiences, and perspectives. The Company’s Board of Directors is composed
of 7 directors, whose expertise in finance, accounting, and new media marketing and advertising forms a diverse and complementary mix.
Female directors account for 43%, fully reflecting diversity in gender, professional background, and experience, which provides strong support
for the scientific nature of strategic decision-making and the robustness of corporate governance.
In 2025, the Company officially commenced preparations for an H-share listing and submitted an A1 listing application to the Hong Kong
Stock Exchange. During this process, the Company advanced the alignment of its corporate governance system with international capital
market rules, further enhancing governance transparency and standardisation.
Information disclosure
The Company consistently places great importance on information disclosure management, strictly adhering to the requirements of relevant
laws and regulations on information disclosure. The Company has established and refined an information disclosure management system to
ensure that key information such as financial status, operating results, and cash flows is disclosed comprehensively, promptly, and accurately,
thereby avoiding selective disclosure and significant omissions. The Company clearly defines that the Board of Directors uniformly leads
and manages information disclosure, with the Chairman as the primary person responsible for information disclosure. The Audit Committee
conducts a preliminary review of financial reports, and the directors and senior management sign written confirmation opinions, taking
responsibility for the truthfulness and accuracy of the disclosed content.
The Company communicates its operational strategies, business progress, and future plans to the market through multiple channels
such as regular reports, interim announcements, and investor communications, continuously optimising the transparency and
readability of disclosed content. At the same time, the Company dynamically monitors market and business changes to ensure that
major matters are announced at the earliest opportunity, maintain close communication with regulatory authorities, and enhance the
compliance and timeliness of information disclosure.
Investor relations management
The Company consistently regards investor relations management as a core responsibility, continuously enhancing the transparency of
information disclosure and building diversified communication channels. The Company maintains open communication with investors
through the exchange’s interactive platform, investor hotline, email, and performance briefings, ensuring that investors fully understand
the Company’s operational dynamics and industry development trends. In the process of communication and exchange with investors,
the Company strictly adheres to the principle of fair disclosure and eliminates selective information disclosure, effectively ensuring the
equal right to information for all investors.
Investor Communication Channels
Shareholders’ meetings, performance briefings, “SSE e-Interaction”
Investor relations email: ir@inmyshow.com
Investor hotline: 010-6466 6131
The Company has established strict decision-making procedures for matters such as related party transactions. Major related party
transactions must be reviewed and approved by the Audit Committee and the special meeting of independent directors before being
submitted to the Board of Directors and the Shareholders’ Meeting for voting. Related parties must abstain from voting on relevant
proposals to ensure that the decision-making process is standardised and transparent, effectively safeguarding the legitimate rights
and interests of the Company and all shareholders. In terms of safeguarding the participation rights of minority shareholders, the
Shareholders’ Meeting adopts an “on-site + online voting” format to provide a convenient remote participation channel for minority
investors. Additionally, a separate voting mechanism is set up for major issues, and the voting results are disclosed separately,
comprehensively ensuring the right to information and decision-making participation of minority shareholders.
Metrics and targets
The Company continuously enhances governance efficiency with the core target of “steady governance and long-term development”
. The Company systematically standardises the operation processes of the governance structure, strengthens the transparency of
information disclosure, and improves the mechanism for protecting investors’ rights, achieving significant results in efficient governance
and regulated operations.
IMS Key Performance Achievements of Corporate Governance in 2025
Composition of the Board of Directors Meeting convening details
including 3 female directors, with a total of 34 proposals reviewed
accounting for 43%
including 1 female independent director, with a total of 63 proposals reviewed
accounting for 33%
Information Disclosure Achievements
•T he Company organised the preparation and disclosure of 4 periodic reports and 61 other information disclosure
documents.
•The disclosed documents contain no false records, misleading statements, or significant omissions, ensuring that investors
can obtain the disclosed information equally, promptly, and effectively.
Investor Relations Management Achievements
•Regularisation of performance briefings: After the release of annual, semi-annual, and Q3 results, three performance
briefings were held in the form of online interactions through the Roadshow Centre of www.cnstock.com.
•Stable cash dividend policy: In 2025, a cash dividend of RMB0.0086 per share (tax inclusive) was distributed, with a total
cash dividend of RMB15,546,629.72 (tax inclusive) distributed.
For more details on the management of corporate governance topic, please refer to the “Corporate Governance, Environmental and
Social” section in the Inmyshow Digital Technology (Group) Co., Ltd. 2025 Annual Report.
Compliance operations
Governance
The Company strictly complies with the Company Law of the People’s Republic of China and other laws and regulations, as well
as relevant regulatory requirements of the China Securities Regulatory Commission and the SSE. The Company has established a
compliance operations management system covering all business types and processes, with the Quality Supervision Management
Regulations and other fundamental policies at its core. This is complemented by specific guidelines on anti-corruption, supplier
management, and business conduct standards. Compliance requirements are embedded in key processes such as operational decision-
making, business development, and partnership management. The Company has established a full-process control mechanism for
compliance review, risk identification, and corrective action closure. Additionally, the Company has clarified management requirements
for compliance assessment and accountability, forming a compliance operation management system where “rules are followed,
regulations are adhered to, and responsibilities are pursued” . This ensures that the Company’s business activities are legal, compliant,
and conducted steadily.
The Company has established a governance structure for compliance operations characterised by hierarchical, clearly defined
responsibilities and closed-loop management. This forms a management system of “top-level decision-making, mid-level execution,
grassroots implementation, and comprehensive supervision”, ensuring that compliance requirements are fully integrated into business
processes.
IMS Compliance Operations Governance Structure
Organisation Duty
• Coordinate compliance strategy, review and approve major policies and decisions, and
Compliance Management Committee
exercise ultimate decision-making authority.
• Legal Department: Coordinate company-wide compliance management; lead the
development of policies, risk identification andearly warning, and mitigation; conduct
compliance reviews of regulations, financial contracts, and major decisions; organise
compliance training and communication, handle compliance inquiries and reports of
violations; and promote the integration of ESG compliance into the overall management
Legal Department, in conjunction with Quality
framework. Appoint a Chief Compliance Officer, who is the General Counsel, to lead
Supervision Department, Risk Control Department,
compliance management, attend important decision-making meetings of the Board of
Finance Department, and other departments
Directors and management level, provide compliance opinions on major decisions, and
supervise the implementation of compliance policies.
• Quality Supervision Department, Risk Control Department, Finance Department, and other
departments: Be responsible for policy development, risk identification and mitigation,
compliance reviews and training, fostering cross-departmental collaborative supervision.
•A
s the entity responsible for compliance, implement the principle of “whoever operates
Business departments is responsible” , execute compliance requirements on the business front line, and accept
compliance supervision and guidance.
Strategy
Due to the continuous tightening of regulatory policies, the practical implementation of ESG requirements, and rapid business
expansion, if technological iterations or business developments fail to timely adapt to changes in regulations related to AI technology
application and data processing, or if partners engage in unethical, illegal, or ESG-related negative behaviour, it may cause collateral
damage to the Company’s brand reputation and expose the Company to regulatory penalties or business rectification risks. Therefore,
the Company has implemented targeted control measures to ensure that compliance risks remain manageable.
Impact, risk, and opportunity management
The Company has established a systematic risk control process, led by the Legal Department in collaboration with the Quality
Supervision Department and various business departments, to ensure that risk management covers all aspects of the Company’s
operations and to continuously optimise management efficiency.
IMS’ Compliance and Risk Management Process
Identification
Systematically identify legal risks related to contract compliance, intellectual property, and litigation, simultaneously
collect potential risk points in business processes and establish a standardised risk ledger.
Assessment and prioritisation
Conduct assessments on identified compliance risks, develop prioritisation standards combining quantitative and
qualitative methods, and quantify the probability and impact of risks in conjunction with laws, regulations, and industry
standards to categorise risk levels.
Management
• Policy Framework: Develop a compliance policy covering categories such as corporate governance, anti-corruption,
human resources, financial assets, business operations, research and innovation, and information security to provide policy
assurance for compliant operations.
• Hierarchical Control: Implement a hierarchical control strategy for compliance risks, develop special prevention and control
strategies for major compliance risks, and conduct routine management for medium and low risks to ensure precise
resource allocation and effective risk mitigation.
• Process Integration: Deeply integrate risk control measures into business processes, regularly conduct compliance
supervision, implement a “rectification and closure” management system for identified issues, and periodically review and
optimise procedures to ensure that risk management measures are effectively implemented and yield tangible results.
• Cultural Cultivation: Conduct risk control and internal control training as needed, continuously improve the compliance
management systems, incorporate the implementation of internal controls into compliance assessments, promptly revise
risk response plans, and promote greater compliance awareness among all employees.
• Supervision and Assessment: Upgrade the internal control system and promote the normalisation of internal audits.
Develop an annual compliance work plan that outlines specific tasks and timelines for employee training, risk assessments,
and audit supervision, incorporate the effectiveness of compliance work into the KPIs for departments and core positions,
and regularly review and dynamically optimise strategy execution to safeguard the Company’s steady development through
compliance management.
IMS Compliance Operations Risks and Response Strategies
Impact Anticipated
Major risk type Response strategy
timeframe financial effect
Increased
• I mprove compliance clauses, strengthen due diligence investigations,
operating costs
Compliance risk arising upgrade technical systems, conduct specialised training, etc.;
Medium- and Decreased
from violations by the •Subsequently, deepen quantitative risk management, improve the policy
long-term operating revenue
Company or partners framework, strengthen collaborative prevention and control efforts to
Compensation in
enhance the accuracy and professionalism of risk prevention and control.
a lawsuit
A Word from the “Quality and Law Enforcement Team”
Starting from December 2025, the Company regularly posts industry-related compliance updates the previous week to the
company-wide chat group every week. These updates include judicial cases, compliance stories, lawyer interpretations, and
interpretations of new industry regulations. The aim is to continuously disseminate legal knowledge and maintain employees’
sensitivity to compliance developments and updates, thereby facilitating effective implementation of compliance efforts.
Screenshot of the Promotional Video
Tax governance
IMS strictly complies with the Tax Collection and Administration Law of the People’s Republic of China and the Guidelines for Tax Risk
Management of Large Enterprises (for Trial Implementation) and other laws and regulations. The Company has formulated internal
policies such as the Tax Management Regulations, Tax Compliance Manual , and Tax Risk Classification Directory , and established a
tax compliance system. This system supervises the tax declaration, tax payment, and tax filing of each business unit and subsidiary,
preventing tax risks caused by policy misinterpretation or operational oversight, thereby maintaining the Company’s reputation and
operational security.
The Company has established a tax governance system that encompasses policy optimisation, risk control, digital empowerment, and
organisational collaboration. The Company has streamlined tax handling standards for diverse business scenarios and established a
three-tier risk management model of “Identification-Assessment-Response” . The Company conducts special assessments in key areas
such as related-party transactions and cross-border payments. By implementing a joint tax audit mechanism to proactively prevent
and control risks, the Company has built a tax intelligent monitoring platform to provide real-time warnings on key indicators and
established an inspection response mechanism to achieve standardised responses. At the same time, the Company has deployed an
intelligent tax management system and a big data risk control model to dynamically monitor abnormal transactions using technological
means. The Company has established a dedicated tax team, and set up a cross-departmental coordination mechanism and data
sharing platform to achieve joint risk management and data consistency. In addition, the Company regularly conducts tax training at
different levels to establish a long-term learning mechanism, comprehensively ensuring tax compliance and effectively preventing tax-
related risks.
Conducting Tax Governance Training
In 2025, the Company conducted four internal special training sessions on tax governance targeting key risk areas. These
sessions covered tax-related matters that need attention in transactions between resident and non-resident enterprises,
Regulations for the Implementation of the Value-Added Tax Law , interpretation of internet platform rules and policies, and a
review and recommendations on the tax policies for the closure and operation of the Hainan Free Trade Port.
Metrics and targets
The Company has established a regular compliance and risk management monitoring indicator system, embedding risk control
requirements into the entire business lifecycle. This promotes a shift from passive response to proactive prevention in risk control. Clear
targets are set to ensure the Company’s stable and compliant operations. Additionally, through monthly data monitoring, quarterly
analysis and review, and annual comprehensive evaluation, the Company dynamically tracks the completion of indicators, promptly
rectifies deviations, and ensures the effective implementation of compliant operations management.
IMS’ Metrics and Targets for Compliant Operations Management
Metric Target 2025
Compliance training coverage rate 100% 100%
Incidents of serious violations 0 0 case
Timeliness rate of investigation and disposal
of reports
Anti-commercial bribery and anti-corruption*
IMS consistently upholds the work tenet of “clean operation and integrity-based establishment” and the core concept of “zero
tolerance” . The Company adheres to the work policy of “prioritizing prevention, combining prevention with punishment, implementing
comprehensive control, and ensuring full participation” , embedding relevant requirements into all aspects of business management,
supply chain cooperation, and personnel management. By establishing robust systems, providing comprehensive training, conducting
oversight and audits, and strictly enforcing accountability, the Company has built a comprehensive oversight system that effectively
fosters a clean and ethical business environment.
Governance
The Company strictly complies with the Criminal Law of the People’s Republic of China, the United States Foreign Corrupt Practices
Act, and other domestic and international laws and regulations. The Company has established core policies such as the Quality
Supervision Management Regulations and the Whistleblower System , clearly defining the baseline for integrity for all employees. These
policies cover high-risk areas such as procurement, bidding, and commercial cooperation. Additionally, the Company has built a three-
tier governance structure for anti-commercial bribery and anti-corruption, characterised by “overall coordination at the highest level,
primary responsibility for quality supervision, and interdepartmental collaboration” , forming a governance system with clearly defined
powers and responsibilities, a closed-loop supervision mechanism, and effective assessment implementation.
IMS’ Anti-commercial Bribery and Anti-corruption Governance Framework
Organisation Duty
Senior management team •Review and approve the system framework and major strategies.
•Lead the establishment of a comprehensive system of management measures and
implementation rules, with a team equipped with legal and audit professionals, possessing
Quality Supervision Department independent investigation, supervision, and accountability authority.
•Establish a hierarchical information reporting mechanism, with major issues reported directly
to senior management team, ensuring smooth information flow and timely response.
Various departments •As the executing body, implement integrity requirements.
Strategy
The Company is acutely aware of the risks of regulatory investigations and negative publicity arising from violations of anti-corruption,
anti-bribery, and other related laws and regulations. The Company actively identifies, assesses, and manages risks related to anti-
commercial bribery and anti-corruption, continuously improving the management systems to effectively manage and control risks of
corruption and bribery throughout the Company’s entire value chain.
IMS Anti-commercial Bribery and Anti-corruption Risk and Response Strategies
Impact Expected financial
Key risk type Response strategy
timeframe impacts
•Policy constraints, cultural development, supervision and
policy and regulation Risk Increased operating
accountability, cultural cultivation, and supplier collaboration
due to corruption and Medium- and costs
are implemented in multiple measures to establish an anti-
bribery by the Company long-term Decreased operating
commercial bribery and anti-corruption management system
or partners revenue
embedded in the entire business process.
Impact, risk, and opportunity management
The Company has established a comprehensive anti-commercial bribery and anti-corruption risk management system covering the
entire process of “identification—assessment—prioritisation—monitoring—management” . By focusing on high-risk areas such as
procurement and bidding, the Company has deeply integrated integrity risk control into the entire operational process to effectively
prevent integrity risks.
IMS’ Anti-commercial Bribery and Anti-corruption Risk Management Process
Through methods such as business Integrate risk management into the entire
Based on the assessment results,
process sorting, post integrity risk business process, embedding integrity
rank risks by level, and list high-
investigation, and case review, risk control points in areas such as
risk items as key control targets
systematically identify integrity system formulation, business approval,
to ensure the precise allocation of
risk points in key areas such as and contract signing, with regular
resources.
procurement and bidding. reviews to optimise control measures.
Identification Assess Ranking Monitoring Management
Conduct quantitative assessments Monitor risks through regular
based on the likelihood of risk compliance checks, data screening,
occurrence and the degree audit supervision, and other methods
of impact on the business, to continuously track dynamic changes
scientifically defining risk levels. in risks and provide timely warnings.
The Company continues to deepen the construction of its anti-commercial bribery and anti-corruption systems, establishing a robust
integrity system through end-to-end process controls, cultural development, whistleblower mechanisms, and supplier management to
ensure the Company’s sustainable and steady growth.
IMS’ Anti-commercial Bribery and Anti-corruption Management Measures
Aspect Specific measures
•Annual integrity responsibility agreements are signed for key positions to clearly define the red line for integrity in employment.
•Implement an “avoidance system” in procurement, bidding, and business cooperation processes to prevent the risk of interest
transfer from the source.
End-to-end •Incorporate integrity performance into employee and departmental performance evaluations, directly linking it to commendations
process control and promotions.
•Take a strict stance on disciplinary violations and, in accordance with established regulations, impose measures such as warnings,
demerits, and termination of employment contracts. Cases involving criminal offences are referred to judicial authorities in
accordance with the law.
•Carry out tiered and category-based anti-corruption training for directors, management and core employees, covering the
decision-making level, management level and key positions.
Development •Drawing on typical industry cases, internal policies, and laws and regulations, focus on explaining the definition of and key points
of a culture of for risk prevention and control for acts such as commercial bribery, transfer of benefits and occupational embezzlement through
integrity special lectures, case studies and warning education.
•Strengthen management’s leading role in practising compliance requirements and promote a corporate culture in which all
employees are aware of red lines, stay above the bottom line and uphold value integrity.
•Formulate a Whistleblower System , clearly defining the scope of reporting to include acts of integrity violations, operational
misconduct, and risk control failures, applicable to all employees and partners.
•Establish a multi-channel reporting system that includes hotlines, dedicated email addresses, a WeChat reporting channel, the
company intranet, and physical mailboxes, both online and offline, to support both real-name and anonymous reporting.
Reporting and •The Quality Supervision Department is responsible for handling reports, executing a full-process mechanism of “registration-
supervision preliminary review-investigation-handling-feedback” , with clear investigation timelines and avoidance principles.
•Establish a strict confidentiality system, with encrypted management of reporting information and dedicated personnel for
safekeeping, strictly prohibiting retaliation.
•Provide timely feedback on the results of real-name reports upon completion, and pursue accountability for false accusations
according to regulations, ensuring a safe reporting environment in all aspects.
•Establish an anti-corruption management system covering all partner suppliers, making the signing of the Supplier Integrity
Cooperation Agreement a prerequisite for cooperation, clearly defining the red lines of corrupt behaviour and the responsibilities
Supplier for violations and breaches of contract.
integrity •During cooperation, routinely verify suppliers’ compliance with integrity standards through annual evaluations, as well as through
management ad hoc spot checks, audits, and on-site visits. Take measures such as conducting interviews and requiring corrective actions, as
well as terminating cooperation, against non-compliant suppliers to strengthen the integrity and compliance defence line within
the supply chain.
Metrics and targets
The Company has established management objectives for anti-commercial bribery and anti-corruption, and regularly monitors the
progress of these objectives through relevant indicators.
IMS’ Metrics and Targets Related to Anti-commercial Bribery and Anti-corruption
Target Metric 2025
•Build an integrity risk prevention and Proportion of employees covered by anti-commercial bribery and
control system covering the entire 100%
anti-corruption training
business process
•Guide employees to establish
compliance awareness through regular Major litigation cases related to commercial bribery and corruption
integrity education involving the Company during the Reporting Period
Anti-unfair competition
IMS strictly complies with the Law of the People’s Republic of China Against Unfair Competition , the Interim Provisions on Anti-Unfair
Competition on Internet , and relevant judicial interpretations. The Company also adheres to the Trademark Law, the Patent Law, the
E-commerce Law, the Anti-monopoly Law and other related laws and industry norms such as the fair competition review policy. The
Company comprehensively regulates commercial behaviour, prohibit the infringement of trade secrets and intellectual property, and
maintain a fair and orderly market environment.
The Company has formulated the Compliance Management Measures Against Unfair Competition , supplemented by specialised
policies on protection of trade secrets and intellectual property protection. These measures clarify the code of conduct for all
employees and departmental responsibilities, establishing a comprehensive management system for the entire process of anti-unfair
competition. The Company regularly conducts self-inspections for market competition compliance, while simultaneously implementing
mechanisms such as reporting investigations, compliance training, and regular audits to systematically prevent compliance risks related
to unfair competition.
Protection of trade secrets
The Company places great importance on the protection of trade secrets, establishing a comprehensive trade secret protection system
that covers the entire cycle from pre-employment, during employment, to post-employment. Through measures such as background
checks, tiered confidentiality agreements, access control, and declassification management, the Company builds a robust defence line.
During the Reporting Period, the Company experienced one incident of trade secret disclosure due to a system failure, which has been
resolved amicably with the relevant parties. Apart from this incident, no other major unfair competition violations occurred.
IMS’ Management Measures for Protection of Trade Secrets
After obtaining employee authorisation, the Company conducts a comprehensive background check,
Before
including but not limited to past work experience, arbitration/litigation history, and whether there are any
employment
non-compete restrictions.
• The Company classifies positions into management (M-sequence) and staff (P-sequence) categories and
enters into confidentiality and non-compete agreements at different levels accordingly. It also conducts
regular compliance training on anti-unfair competition, emphasising the materiality of preventing the
infringement of trade secrets and unfair competition.
• For incidents involving the infringement of trade secrets or violation of unfair competition clauses, the
Company implements measures such as company-wide notifications and case training.
After
• ncryption and access control are applied to confidential documents and systems, with classified encryption
E
employment
of sensitive information.
•A violation reporting channel is established to strictly investigate and handle unfair competition behaviours.
•According to the Code of Conduct for Employees in the employee handbook, for those who violate the
handbook rules, the Company will impose disciplinary measures such as verbal warnings, written notices, or
demerits based on the specific circumstances. For serious violations of the Company’s regulations, the Company
reserves the right to terminate the employment contract.
•Departing employees are required to hand over confidential documents and manage the declassification of
At confidential information in systems.
departure •The Company evaluates, based on the employee’s job position and work content, whether it is necessary to
initiate the non-compete clause.
Intellectual property protection
The Company has established a management mechanism centred on “legal affairs coordination and collaboration by all employees” .
The Legal Department is responsible for overseeing the implementation of policies, conducting risk assessments, resolving disputes,
and managing intellectual property ledger. Meanwhile, relevant business units such as Content, Artist Management, and Advertising,
are responsible for ensuring compliance throughout the creation and use of intellectual property, forming a management structure
with clear responsibilities and efficient collaboration.
IMS’ Management Measures for Intellectual Property Protection
Active registration and protection Regular maintenance
•For the Company’s brand logos, core advertising •Regularly inspect the validity period of trademarks and
slogans, original advertising materials, and exclusive copyrights, initiate the renewal process six months
IP of artists, promptly apply for trademark registration in advance, establish an intellectual property ledger,
and copyright registration to ensure clear ownership of dynamically update the status of rights, and prevent
rights. the risk of rights expiration.
Rights protection and disposal standards Confidentiality and ownership of rights
•U pon discovering infringement of the Company’s •Enter into confidentiality agreements or clauses with external
intellec tual proper ty rights by others (such as consultants, business partners and contractors to protect
misappropriation of advertising ideas, unauthorised proprietary technologies and processes in commercial
use of brand logos, unauthorised use of artist images/ cooperation.
original content), the Legal Department promptly secures •Sign confidentiality agreements and non-competition
evidence and defends rights through methods such agreements with senior management, key members of the
as sending legal letters, negotiating rectifications, and R&D team and other key employees who have access to
litigation/arbitration, to minimise the Company’s losses. trade secrets.
Simultaneously, preventive measures are improved to •The Company’s standard employment contracts expressly
avoid recurrence of similar infringements. stipulate that all rights to inventions, technologies, know-
how and trade secrets obtained by employees during their
employment belong to the Company, thereby ensuring
clear ownership of intellectual property at source.
By the end of 2025, the Company registered a total of 22 trademarks, 5 software copyrights, 5 copyrights, and 5 domain names
domestically. In 2025, the Company applied for 5 new patents and did not experience any major legal, arbitration, or administrative
litigation incidents related to intellectual property infringement.
ESG Data Tables and Notes
Economic performance
Economic Performance Data Table1
Indicator Unit 2024 2025
Operating revenue RMB 10,000 406,632.81 390,397.70
Total profit RMB 10,000 5,037.80 9,509.54
Total taxes paid RMB 10,000 13,795.46 20,101.68
Basic earnings per share RMB 0.03 0.02
Value of social contributions per share RMB 0.33 0.35
Note 1: [Calculation Method] Value of social contributions per share = Basic earnings per share + (Total tax paid + Total wages and benefits paid to
employees by the Company + Interest on loans paid to creditors such as banks + Donations made to create value for other stakeholders - Other social
costs caused by environmental pollution, etc.) / Total number of shares issued by the Company.
Environmental performance
Environmental Performance Data Table 1
Indicator Unit 2024 2025
Total GHG emissions (Scope 1 + Scope 2) tCO2e 617.82 714.25
Scope 1 GHG emissions tCO2e 6.27 7.90
Scope 2 GHG emissions tCO2e 611.55 706.35
Per capita GHG emissions (Scope 1 + Scope 2) tCO2e/person 0.48 0.49
Scope 3 GHG emissions3 tCO2e 1,018.36 1,464.64
Total energy consumption tce 143.25 167.61
Direct energy consumption4 tce 3.08 3.88
Indirect energy consumption5 tce 140.17 163.73
Per capita total energy consumption tce/person 0.11 0.11
Total electricity consumption MWh 1,139.68 1,331.23
Per capita electricity consumption MWh/person 0.89 0.91
Petrol consumption of company-owned vehicles L 2,828.72 3,565.33
Indicator Unit 2024 2025
Total municipal water consumption m 6,769 6,866.67
Per capita municipal water consumption m /person 5.29 4.69
Total waste generated6 t 31.12 41.50
Amount of hazardous waste generated t 1.1 1.13
Amount of non-hazardous waste generated t 40.47 40.37
Per capita total waste generated t/person 0.02 0.03
Note 1: The statistical scope covers the Company’s office and operational facilities within China.
Note 2: Scope 1 GHG emissions originate from emissions generated by the gasoline consumption by company-owned vehicles. The GHG emission factors are
calculated with reference to the Guidelines for Accounting and Reporting Greenhouse Gas Emissions by Land Transportation Enterprises (Trial), the China Energy
Statistical Yearbook , the Guidelines for the Compilation of Provincial Greenhouse Gas Inventories (Trial), and the GB 17930-2016 Motor Gasoline . Scope 2 GHG
emissions originate from purchased electricity. The GHG emission factors for purchased electricity are sourced from the Announcement on the 2023 Carbon
Dioxide Emission Factors for Electricity published by the Ministry of Ecology and Environment and the National Bureau of Statistics in 2025.
Note 3: Scope 3 GHG emissions include indirect GHG emissions from Category 5 (waste generated in operations), Category 6 (business travel), and Category 7
(employee commuting). The emission factors for Scope 3 are calculated with reference to the following sources: the China Product Life Cycle Greenhouse Gas
Emission Factors Collection (2022) , the 2024 Annual Monitoring Report on Commuting in Major Chinese Cities, the Notice of the Beijing Municipal Bureau of
Ecology and Environment on Carbon Emission Management and Carbon Trading for Entities in 2024, the Chinese Environmentally Extended Input-Output (CEEIO)
Database (2020), and the Guidelines for Accounting and Reporting of Greenhouse Gas Emissions for Chinese Civil Aviation Enterprises (Trial).
Note 4: Direct energy use refers to gasoline for company-owned vehicles. Direct energy consumption is converted based on the average lower heating value
coefficients of energy published in the China Energy Statistical Yearbook by the National Bureau of Statistics.
Note 5: Indirect energy use refers to purchased electricity. The indirect energy consumption is converted using 20° C calories according to the GB/T 2589—2020
General Rules for Calculation of the Comprehensive Energy Consumption.
Note 6: Hazardous waste mainly includes discarded light tubes generated from office activities. Non-hazardous waste mainly includes discarded batteries, waste
paper, domestic waste, toner cartridges, and ink cartridges generated from office activities. The Company has not yet calculated the amount of waste recycled. In
Social Performance
Employee Data Table
Indicator Unit 2024 2025
Total number of employees Person 1,279 1,465
Male Person 396 456
By gender
Female Person 883 1,009
> 50 years old Person 20 40
By age group 30 to 50 years old Person 568 660
< 30 years old Person 691 765
Number of employees at the management level Person 67 64
Employee turnover rate % 36.69 28.73
Total employee training expenditure RMB 10,000 40.70 35.10
Number of employee training sessions Time 813 867
Total number of employees who received training Person 1,279 1,380
Coverage of employee training % 100 94.20
Indicator Unit 2024 2025
Amount invested in work-related injury insurance RMB 10,000 50.31 47.26
Coverage rate of employees under work-related injury
% 100 100
insurance2
Note 1: In 2025, the Company adjusted the calculation method for employee turnover rate, with the formula being: number of departures during the year
/ (number of employees at the end of the period + number of departures during the year). To maintain comparability with data from previous years, the
Company has retrospectively restated historical data according to this calculation method. The industry in which the Company operates has a high overall
turnover rate. The Company has actively promoted employee retention and growth through measures such as safeguarding employee rights, continuous
communication, and care, thereby ensuring the stability and sustainability of its operations.
Note 2: The Company provides 100% coverage for social insurance or commercial insurance for all employees in both the Chinese mainland and overseas
regions in accordance with the policies of the place of employment.
Innovation-Driven Data Table
Indicator Unit 2024 2025
Number of R&D personnel Person 151 123
Proportion of R&D personnel to total number of employees % 11.8 8.40
Amount of R&D investment RMB 10,000 8,062.24 7,127.70
Proportion of R&D investment to operating revenue % 1.98 1.83
Number of patents used in core business / 3 3
Number of patent applications during the Reporting Period / — 3
Number of patents granted during the Reporting Period / — 0
Number of granted patents during the Reporting Period / 0 5
Number of granted patents during the Reporting Period / 3 0
Number of valid patents during the Reporting Period / 17 17
Note 1: R&D personnel refer to individuals directly engaged in R&D activities, as well as management and direct service personnel closely related to R&D
activities.
High-Quality Products and Services Data Table
Indicator Unit 2024 2025
Processing ratio of product/service-related complaints
% 100 100
received
Amount involved in major quality incidents related to
RMB 10,000 0 0
products and services occurring during the Reporting period
Social Contributions and Rural Revitalisation Data Table
Indicator Unit 2024 2025
Charitable donation amount RMB 10,000 100 220
Number of employee volunteer services Person-time 50 2
Duration of volunteer activities conducted Hour 42 416
Amount of investment in rural revitalisation RMB 10,000 2 24.89
Number of people benefiting from rural
Person 60 404
revitalisation
Sustainability governance performance
Anti-commercial Bribery, Anti-corruption, and Anti-unfair Competition Data Table
Indicator Unit 2024 2025
Number of directors who received anti-commercial
Person 5 5
bribery and anti-corruption training
Proportion of directors covered by anti-commercial
% 71.43 71.43
bribery and anti-corruption training
Number of management-level employees who
received anti-commercial bribery and anti- Person 67 64
corruption training
Proportion of management-level employees
covered by anti-commercial bribery and anti- % 100 100
corruption training
Number of employees who received anti-
Person 1,279 1,465
commercial bribery and anti-corruption training
Proportion of employees covered by anti-
% 100 100
commercial bribery and anti-corruption training
Major litigation cases related to commercial
bribery and corruption involving the Company / 0 0
during the Reporting Period
Report Standard Index Table
Guidelines No. 14 of Shanghai Stock Exchange for Self-
Regulation of Listed Companies—Sustainability Report (Trial)
Index Table
Dimension Topic Corresponding sections of this Report, other notes
Response to Climate Change Response to Climate Change
The domestic sewage generated by the Company is uniformly connected to the
municipal sewage network through the property, resulting in low pollutant emissions
Pollutant Discharge and minimal environmental impact. Additionally, the Company is not listed among
the enterprises required by law to disclose environmental information, thus this
topic has low relevance to the Company.
Green Operations
Waste Disposal
ESG Data Tables and Notes
The Company’s operational sites do not involve ecologically sensitive areas, and its
Ecosystem and Biodiversity
Environment business activities have not had a significant impact on ecosystems and biodiversity.
Protection
This topic has a relatively low relevance to the Company.
Environmental Compliance
Green Operations
Management
Green Operations
Energy Utilisation
ESG Data Tables and Notes
Green Operations
Water Utilisation
ESG Data Tables and Notes
Circular Economy Green Operations
Social Contributions and Rural Revitalisation
Rural Revitalisation
ESG Data Tables and Notes
Social Contributions and Rural Revitalisation
Contributions to the society
ESG Data Tables and Notes
Society
Innovation-driven
Innovation-driven
ESG Data Tables and Notes
Ethics of Science and
Ethics of Science and Technology
Technology
Supply Chain Security Supplier Management
Dimension Topic Corresponding sections of this Report, other notes
As of the end of the Reporting Period, the balance of accounts payable (including
notes payable) did not exceed RMB30,000,000,000 nor account for more than 50%
Equal Treatment to small and of total assets, and none of the enterprises within the scope of the consolidated
medium-sized enterprises financial statements was required to disclose information on overdue and unpaid
amounts due to SMEs on the National Enterprise Credit Information Publicity
System.
Safety and Quality of High-quality Products and Services
Society
Products and Services ESG Data Tables and Notes
Data Security and Customer
Data Security and Customer Privacy Protection
Privacy Protection
Employees Rights and Welfare
Employee Health and Safety
Employees
Employee Training and Development
ESG Data Tables and Notes
Due Diligence Due Diligence and Communications with Stakeholders
Sustainability Communications with
related Due Diligence and Communications with Stakeholders
Stakeholders
governance
Anti-commercial Bribery and Anti-commercial Bribery and Anti-corruption
Anti-corruption ESG Data Tables and Notes
Anti-unfair Competition Anti-unfair Competition
Responsible Marketing Responsible Marketing
Promoting Industry
Topics Promoting Industry Ecosystem Development
Ecosystem Development
Voluntarily
Disclosed
Corporate Governance Corporate Governance
Compliance Operations Compliance Operations
Glossary
In this Report, unless the context indicates otherwise, the following terms have the following meanings:
IMS, the Company Refers to Inmyshow Digital Technology (Group) Co., Ltd. and its subsidiaries
Individuals who become popular in real or online life due to a certain event or behaviour and are
Influencer Refers to
also content creators
New media covers all digital media forms, including all digitalised traditional media, online media,
New media Refers to
mobile media, digital television, and digital newspapers
New media
Refers to Marketing models using new media platforms
marketing
Allowing the public to write, share, evaluate, discuss, and communicate with each other through
websites and technologies. These tools and platforms are used by people to share opinions,
Social media,
Refers to insights, experiences, and viewpoints. The emergence of social media relies on the development
socialised media
of WEB2.0, and currently mainly includes social networking sites, Weibo, WeChat, blogs, forums,
and podcasts
Based on internet platforms, using information technology and tools to satisfy the process of
exchanging concepts, products, and services between the Company and customers, creating,
Internet marketing Refers to promoting, and delivering customer value through online activities, and managing customer
relationships to achieve certain marketing objectives. Its essence is to advertise and informatise
product information, presenting it digitally online
A business, other economic entity, or individual that designs, produces, and places
Advertiser Refers to
advertisements, either on its own or through a third party, to promote its own goods or services
The general term for new media that uses modern, electronic means to transmit normative
and non-normative information to an unspecified majority or specific individuals. We-Media
We-media Refers to
platforms include: blogs, Weibo, WeChat, Baidu official forums, forums/BBS, and other online
communities
A new communication ecosystem centred on individuals, characterised by personalised
Decentralisation Refers to
consumption
A data set so large that it exceeds the capabilities of traditional database software tools in terms
Big data Refers to of acquisition, storage, management, and analysis, characterised by four main features: massive
data scale, rapid data flow, diverse data types, and low value density
Given the nature of Internet-based services, including their provision, usage, and delivery
Cloud computing Refers to models, it typically involves the provision of dynamic, scalable, and often virtualised resources
over the Internet
The abbreviation for Artificial Intelligence Generated Content, which is content generated by
AIGC Refers to
artificial intelligence technology
The abbreviation for Key Opinion Leader, usually defined as: a person who possesses more and
KOL Refers to more accurate product information, is accepted or trusted by the relevant group, and has a
significant influence on the purchasing behaviour of that group
The abbreviation for Multi-Channel Network. the MCN model originates from the mature
online influencer economy abroad. Essentially, it is a product form of a multi-channel network
MCN Refers to
that unites PGC (Professional Generated Content). With strong capital support, it ensures the
continuous output of content, ultimately achieving stable commercial monetisation
Platforms operated independently by advertisers, influencers, and internet users. Platform
participants (including internet users and influencers) can create and publish content on the
Third-party UGC
Refers to platform, such as videos, images, articles, or conduct live streaming. These platforms provide
platforms
the infrastructure for content creators and influencers to interact with audiences and conduct
marketing activities
The abbreviation for Intellectual Property, which means the exclusive rights granted by law to
IP Refers to people over their intellectual achievements. In the business and content creation fields, IP is often
extended to mean content assets or character/IP images with commercial development value
The abbreviation for Web Application Firewall, which is a security device or service specifically
WAF Refers to designed to protect web applications. It monitors, filters, and blocks malicious requests in HTTP/
HTTPS traffic to prevent various attacks targeting web applications
The abbreviation for Extended Reality, which encompasses all immersive technologies that
指 Refers integrate the real world with the virtual world through computer technology, achieving the
XR
to expansion and enhancement of human-computer interaction environments. It includes the three
main technological pillars: Virtual Reality (VR), Augmented Reality (AR), and Mixed Reality (MR)
The abbreviation for Virtual Reality, which is a technology that constructs a fully immersive virtual
VR Refers to
environment through computer technology
The abbreviation for Augmented Reality, which is to a technology that integrates computer-
generated virtual environments with the user’s surrounding real environment through the use
AR Refers to
of optoelectronic display technology, interactive technology, various sensor technologies, and
computer graphics and multimedia technology
The abbreviation for Mixed Reality, which is a technology that deeply integrates the virtual world
MR Refers to
with the real environment
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