It is a great honor to be entrusted with the task of TPO Displays Corp.。C?s chief executive officer by Mr. Ray Chen, chairman of the board. I cherish this opportunity and will do my best to lead the company in achieving its goal of becoming the world。C?s No. 1 manufacturer of small and medium-sized displays.

TPO's position

TPO was formed on June 5, 2006, as a result of the merger between Toppoly and Philips MDS. While the merger has effectively raised our combined market share, the synergy arising from the merger has yet to come into full play as we are still integrating our forces. Drawing on our complementary strengths, we are moving steadily toward our goal of becoming the world。C?s leading maker of small and medium-sized displays by 2008.

TPO initiates its business on low temperature polysilicon (LTPS) technology 。CV the most promising and leading display technology for small and medium-sized panels. Given its strengths in LTPS technology, TPO is fully capable of providing professional OEM/ODM services to the global top branded manufacturers of mobile phones, consumer electronics, automotives, avionics and gaming devices. Aside from offering on time, quality and cost-competitive services, TPO can leverage the strengths of the Kinpo Group to develop more value-added and integrated products in line with its goal of becoming a solution provider to niche customers and industries.

Quality

Quality is fundamental to any business endeavor. It is a commitment that ensures speedy services, intelligent use of resources and competitive cost structures. Recognizing the important role that quality plays, TPO has made quality a goal in every step of the production process, as well as in sales, marketing and business administration. TPO seeks to cultivate a 。C?quality culture,。C? with every individual in the company striving to meet this goal. Only through the pursuit of quality can TPO build a solid basis to compete and form strong relationships with customers.

Product Marketing

However, quality products alone do not ensure competitiveness. We also need a keen perception of market trends and opportunities to position and sell our products in a timely manner. In line with this, I have assigned our product marketing team to lead the advanced technology (AT) and product development (PD) teams in seeking and selecting new technologies and industries that we can promote and develop. I have also asked the AT and PD teams to work closely together to commercialize new technologies. At the same time, the company is building up a technology databank to facilitate better and more efficient use of resources in order to shorten the lead- time and lower costs for making new products.

Independent operations

One of my goals as CEO is to oversee the transformation of TPO Nanjing and TPO Shanghai into independent operations capable of dealing with market challenges and customers on their own instead of relying heavily on headquarters for help. Discipline and teamwork are crucial to raising manufacturing efficiency. I have therefore implemented a company wide quality oversight program, with employees at each stage of the production process trained to detect and seek an early resolution to problems instead of leaving them to the last stage, resulting in massive production delays. I will also encourage outstanding TPO employees to transfer to Nanjing and Shanghai and assist these operations in promoting more efficient use of resources as well as establishing a direct communications and reporting system to the CEO. I believe these are critical to providing faster and more effective services to win customers .

Corporate Culture

A sound corporate culture is a major force for sustaining and maintaining a business enterprise. Our objective is to develop an enthusiastic, proactive, hardworking and cost-minded corporate culture. When problems occur, I expect employees to assume responsibility and adopt a proactive approach to resolving these issues as a team instead of pointing fingers at each other. In the face of challenges, we should seek to demonstrate our competitiveness and capabilities by accepting these tests and fulfilling our promises in order to win customers。C? trust and form solid, long-term relationships.

I ask all TPO employees to develop a cost-conscious mind, always bearing in mind the importance of cutting costs and reducing waste to enhance profitability.

CEO Mission

As the CEO, my mission is to reform and transform the company into a systematic and highly competitive leading small and medium-sized panel manufacturer capable not only of surviving in the face of adverse circumstances but also maintaining profits.

2007 is a critical year for TPO; it is full of challenges and yet brimming with opportunities. I would like to encourage all TPO employees to remain calm and accept these challenges, confident that under management。C?s leadership. We can overcome these difficulties and turn them into victories.