As time progresses, the journey begins anew!

Recently, Huading Co., Ltd. 2026 annual business plan & The strategy implementation meeting was grandly held at the company headquarters. Company Chairman Zheng Qizhong delivered an important speech at the meeting, fully affirmed the company's achievements over the past year in a challenging market environment, while also pointing out that more need to face shortcomings, must Greatly strengthen organizational execution, resolutely bridge from strategic conception, to tactical decomposition, to battle execution ' the last kilometer ' , even ' the last meter ' .

The meeting systematically reviewed 2025 year's work, deeply planned 2026 Annual business strategy, focusing on the key paths for strategy implementation, aims to transform the strategic blueprint into actions for all employees, working together to advance bravely towards the common goal.

The conference was jointly organized by the company's Human Resources Department and General Office. Group leaders and heads of relevant departments, along with heads of various business segments and functional departments, as well as key representatives, gathered together to discuss major development strategies.

At the beginning of the meeting, True Love Group President Zheng Yang delivered the opening remarks.

He first expressed heartfelt gratitude to all Huading people for their hard work and achievements over the past year, and emphasized that Zhenai Group has always regarded Huading as crucial and highly valuable core part of the industrial layout, It is not only capital that is invested, but also unreserved trust and expectation. At the same time, it reviews the group's capital operations, public resource coordination, safety and environmental energy management, audit supervision and other aspects provided firm support and substantial empowerment to Huading .

Currently, The wave of digitalization and green transformation is surging forward, the path for industrial upgrading is clear. For Huading, this is an excellent opportunity to strengthen internal capabilities and forge new prospects. Looking to the future, President Zheng Yang shared three expectations: First, encourage bold innovation , the group is willing to safeguard innovations and explorations driven by public interest and long-term vision; Second, advocate for persistent and practical work , Be vigilant against formalism, break down hierarchical and departmental barriers, and enhance organizational efficiency; Third, strengthen responsibility and commitment , Managers at all levels should take the initiative to make judgments and actively offer suggestions in their professional fields, collaborate effectively, and jointly seek the optimal solution. The group will always stand shoulder to shoulder with Huading, moving forward together. ' Global leader in nylon filament ' striving towards this goal.

Subsequently, General Manager Fu Zhanjie delivered Huading's 2026 annual strategic report to the assembly.

The report begins by stating ' intense competition is the norm ' , Huading must uphold ' a skilled warrior first ensures invincibility before seeking victory ' Maintain clear-headedness, actively respond to uncertainty, and pursue both structural growth and strategic growth.

The reporting system reviewed the original intent and framework of the company's first five-year strategy, highlighted the five-year strategic vision and strategic map, and reaffirmed Huading's commitment to becoming ' A vision-led, values-driven company aspiring to become a respected top-tier enterprise ' The report provides an in-depth analysis of the core engine issues constraining Huading's growth and explicitly proposes 2026 year's action plan— ' battles that must be won ' .

2026 year, the company's strategic core will focus on ' three key strategic heights ' and ' five major management ' systems:

three key strategic heights ——centered around ' based on four determinations ' product, quality, speed, establish ' oneself is the biggest opponent ' Cognition, from market insight, product development, marketing promotion to efficient and high-quality operations throughout the entire process, customer service, etc., continuously cultivates competitive capabilities from both competitive and structural perspectives.

five major management ——from ' operational system ' ( IPD\LTC\ITR , CRM/CDP , ERP etc.), ' evaluation system ' (assess results - evaluate process - hold accountable for matters), ' real-time business-finance integration system ' (such as a budget accounting system starting from sales, etc.) '3T'( business process optimization, process digitalization, and digital business transformation ) , 'organizational development' ( capability incubation system based on internal forces, leadership of cadres, etc. ) In five aspects, achieve a closed-loop that addresses management issues from a business perspective and solves business problems from a management standpoint.

In the report, General Manager Fu Zhanjie further emphasized that we need to focus more on our strategic core. Focus on the present, persist in the future; continuously innovate to achieve entropy reduction!

Following the strategic overview, the meeting entered an intensive annual planning reporting session.

Heads of primary departments covering sales, production, production support, smart manufacturing, procurement, product application development, human resources, finance, etc. took the stage one by one, focusing on the company 2026 The annual overall objective, combined with their respective areas of responsibility, elaborates on specific business plans, key initiatives, resource requirements, and implementation pathways, gradually breaking down corporate-level strategies into executable, measurable departmental-level operational plans and tactics.

After each group's presentation, the business supervisor provided precise feedback, affirming the approach, pointing out shortcomings, and proposing higher requirements to ensure that each department's planning resonates with the company's strategy.

To achieve true strategic penetration and implementation, break down collaboration barriers, The meeting included ' group discussions ' session, where participants were divided into manufacturing and quality group, marketing group, and back-office support group three major groups, engaging in discussions and brainstorming, focusing on ' call support ' and ' firepower response ' two major themes ——

call support : centered on the company 2026 Annual operational objectives, thoroughly discuss and extract key common needs requiring support from other teams, clearly define specific requirement descriptions and expected outcomes. firepower response : Regarding the received ' call support ' List, formulate specific countermeasures, action plans, and clarify responsible persons and time nodes to form a special resolution supervision task.

During the results presentation session, conveners from each group took turns on stage to announce key collaborative actions and oversight tasks formed through discussion, which helped break down departmental barriers, promote horizontal communication and resource integration, and provided innovative and practical mechanism guarantees for addressing collaboration pain points in strategy implementation.

Next, Liu Jinsong, the company's executive vice president, delivered a concluding speech, stating that 2026 Detailed deployment of annual sales and market expansion, plan management, organizational development, production support, quality control and other related work.

He stated that holding the annual strategic implementation meeting reflects the emphasis on execution in business management and marks a significant shift from a few people shouldering heavy responsibilities to everyone sharing the burden. 2026 Competition in the coming year will inevitably become more intense. We must actively engage in the competition but also rise above it, stepping out of our comfort zones, embracing competition, and facing challenges head-on. We need to clearly define our positions and responsibilities, ensuring that production, supply, and sales efforts are aligned and focused. By uniting collaborative efforts and synergistically driving forward like a high-speed train, we can advance steadily and efficiently to achieve the company's predetermined goals.

Witnessed by the attendees, the meeting held a solemn 2026 Annual Responsibility Agreement Signing Ceremony . company Chairman Zheng Qizhong first signed company-level responsibility agreements with the General Manager and the Board Secretary. Subsequently, General Manager Fu Zhanjie individually signed responsibility agreements for their respective areas of responsibility with the deputy general managers in charge of each center.

Heavy responsibility and solemn commitment demonstrate the anchoring of new annual goals and the formal sounding of the battle horn.

At the end of the meeting, Zheng Qizhong, the company's chairman, delivered a concluding speech.

He pointed out that The effective implementation of strategy is a systematic project. Strategy provides direction, budget serves as provisions, assessment acts as a measure, management forms the framework, and personnel function as the engine. All these aspects are indispensable. 2026 In the current year and the coming period, the company should focus on five major aspects ' effectively implement ' the overall requirements, target efforts precisely, resolve ' disconnection between strategy and execution ' difficulties, bottlenecks, and pain points:

First, root the strategy The strategy needs to be decomposed layer by layer, transformed into quantifiable and trackable daily tasks, and integrated into every specific work.

Second, empower with resources : The budget must be tightly bound to key actions, dynamically managed to ensure resources are directed towards generating maximum value.

Third, penetrate responsibility : optimize and innovate the evaluation system, break ' egalitarianism ' , to achieve ' what you do, what you test ' , ' greater contribution, greater reward , pressure is transmitted layer by layer, and responsibility is assigned to individuals.

Fourth, let the system provide protection : Continuously deepen process reengineering and digital transformation, using systematic power to enhance operational efficiency and risk prevention and control capabilities.

Fifth, let people unite : Strengthen strategic communication, improve incentive mechanisms, foster a collaborative atmosphere of responsibility, and align employees with the company's goals.

' The path forward is never smooth! ' At the end of the speech, the chairman demanded and called for: ' We must dare to break free from conventional thinking and embrace change and innovation; actively shoulder heavy responsibilities and solidify primary accountability. As long as we consistently maintain clear strategic focus, with the spirit of 'driving nails persistently,' hammering one after another and advancing step by step, we will certainly achieve the vision of becoming 'the global leader in nylon filament'!

The war drums have been sounded, get ready to set out again ! 2026 In the year, all Huading people will implement the strategy through action, unite forces through collaboration, and with more firm belief and more efficient execution, stride forward proudly!