In addition to the resolutions that were unanimously approved, Everpia Vietnam JSC’s 2026 Annual Shareholders’ Meeting was also marked by an open, constructive, and transparent dialogue between shareholders and the Company’s leadership team.

The discussion session featured a wide range of questions focusing on topics of key shareholder interest, including inventory management, execution efficiency of business plans, the linkage between management accountability and business performance, inventory provision strategies, as well as growth orientations amid rising input cost pressures.

Representatives of the Board of Directors and Executive Management directly addressed all shareholder questions with a spirit of transparency and openness, while also providing further insights into the Company’s restructuring direction, long-term strategic vision, and operational initiatives for the coming period. According to management, maintaining open dialogue not only strengthens investor confidence but also forms an important part of Everpia’s commitment to enhancing corporate governance standards.

Question 1: The inventory value recorded in the Financial Statements remains high, despite showing improvement compared to the same period last year. Does the Company have any plans to manage inventory more effectively in the coming period?

=> Answer:

The Company operates in two sectors - Bedding and Padding - which have alternating seasonal characteristics. Specifically, the peak season for Bedding typically lasts from September to February of the following year, while the Padding season occurs from March to August. Consequently, as of late December, the Company’s inventory structure primarily consists of: (i) Finished goods of Bedding: mostly comprising newly launched collections produced to meet peak year-end demand; and (ii) Raw materials: stocked in advance to support the production plan for the upcoming Padding season.

In the coming period, the Company will continue to review and optimize its raw material and accessory reserves to maintain inventory at an appropriate level and enhance management efficiency. Concurrently, the Company is implementing solutions to accelerate the sale of finished goods to improve inventory turnover.

Question 2: Should the Company’s business plan be adjusted, given that similar targets have been set for several consecutive years but remain unachieved? Additionally, should business targets be linked to the remuneration of the Board of Directors (BOD) and the Board of Management (BOM)?

=> Answer:

Regarding the results for 2025 that did not meet expectations, the Management recognizes both objective and subjective factors that affected the implementation process. We seriously take into account the opinions of our Shareholders and acknowledge our responsibility for these results. This year, the Company will concentrate all resources and exercise decisive management to strive toward achieving the set targets.

Regarding salaries and remuneration, for the past four years, the income of the BOM and management from department-head level upwards has been applied under a performance-linked mechanism. Specifically, approximately 80% is fixed income and 20% depends on performance results, in which business outcomes are a key evaluation criterion. This mechanism creates motivation for the entire system to exert maximum effort, improving operational efficiency and driving revenue growth for the Company.

Question 3: Regarding the provision for inventory devaluation, I understand that the provision increased in 2024 due to the downsizing of the Cleaner business. However, in 2025, while the total inventory provision decreased, the provision for finished goods alone increased by approximately VND 10 billion. Could the Company explain the reason for this fluctuation?

=> Answer:

First of all, we would like to thank you for a question that closely reflects the Company’s operations. In 2025, although the total inventory provision decreased compared to the previous year - thanks to inventory handling measures and improved product structure - the specific increase of VND 10 billion in finished goods provision primarily stemmed from the Everon brand repositioning process that the Company is implementing.

Specifically, in 2025, the Company made significant changes regarding brand orientation, design mindset, product identity, and portfolio structure to better align with new consumer demands and long-term development strategies. As the product portfolio was refreshed, certain old product lines or designs from previous collections no longer fit the new positioning, leading to slower-than-expected consumption. This is the main reason for the increased provision for this group of finished goods.

During 2025, the Company proactively implemented solutions to process inventory, including supporting agents in clearing stock at points of sale, thereby reducing inventory pressure across the entire system. Entering 2026, the Company will continue to prioritize optimizing inventory and enhancing inventory turnover. For the bedding sector, the Company aims for each product line to have a maximum business cycle of 03 years.

Question 4: Regarding revenue targets, does the Company provide a detailed allocation of these targets by sector and distribution channel?

=> Answer:

At the beginning of each fiscal year, the Company organizes workshops to develop and finalize the operational plan for the new year. During these sessions, each business unit presents detailed revenue and profit targets within their scope of responsibility and proposes specific action programs to complete the assigned plan.

Furthermore, the Company has established a detailed KPI system for each department and business group, focusing on key indicators such as revenue, profit, and operating efficiency. This ensures that the Company’s overall goals are materialized down to each executing unit.

Therefore, we can confirm that revenue targets are detailed by sector, distribution channel, and responsible unit. However, as this information pertains to the internal business plan and involves competitive strategy, the Company requests not to disclose these details at the Meeting.

Question 5: In the context of rising raw material costs, does the Company intend to adjust selling prices accordingly?

=> Answer:

For the Padding sector, the primary raw material is fiber - an oil-based product; therefore, fiber prices have recently trended upward sharply in line with global commodity market fluctuations. To be proactive for the production season, the Company pre-stocked raw materials early in appropriate volumes, ensuring that production remains stable. Currently, the Company has not immediately adjusted selling prices for this sector, viewing this as an opportunity to enhance competitive advantage, expand the customer base, and increase order proportions, thereby driving long-term revenue growth.

For the Bedding sector, these are products for which the Company manages production, branding, and pricing. Therefore, the Company will closely monitor input costs, market purchasing power, and the competitive environment to make appropriate price adjustments when necessary. The objective is to ensure both business efficiency and competitive capacity while supporting the Company’s development strategy.