From December 24 to 26, 2025, Nantai Hanlong Junlin Enterprise Group successfully held its Annual Strategic Advancement Conference at the East China International Conference Center in Dafeng, the hometown of elk and a city known for its openness and inclusiveness. Senior executives from all divisions, together with key department members, systematically reviewed the achievements and challenges of 2025 while presenting strategic plans and team development goals for 2026. Through solid reporting and vivid case studies, the conference demonstrated the Group’s determination to pursue growth amid challenges and build momentum through innovation, providing valuable experience for ensuring the success of its flagship products.
Looking Back on 2025: Growth Against the Odds Through Innovation and Teamwork
Despite fluctuations across the industry, the Group delivered hard-earned results in 2025. In product development, the Group managed 45 product categories, with more than half consisting of newly developed products, reflecting strong R&D capabilities. Particularly noteworthy was the Home Textile Division, which refined highly effective working methods through practice. By leveraging close internal collaboration to overcome technical bottlenecks, the company pioneered an innovative “fabric self-evaluation” model. Across the Group, the widespread application of information management systems, data analysis, and digital decision-making tools—from procurement to finance—greatly enhanced operational efficiency and reinforced a culture of teamwork.
The Second Growth Division also achieved a major milestone in 2025, surpassing RMB 100 million in annual sales for the first time. Facing challenges such as business model adjustments, pricing pressure, and slow incubation of new customers, the team successfully broke through by focusing on key accounts, developing flagship knitted school-uniform fabrics, and securing strategic orders in the automotive interior sector, laying a solid foundation for future growth.
The newly launched “Cable Box Project” also delivered remarkable results. Guided by a culture of passion and accountability, the team adopted a reverse-planning approach focused on end goals. After two years of dedicated effort, the project gained customer recognition and completed the construction of seven production lines with mass delivery capability within only seven months—far faster than competitors. This achievement not only demonstrated technical excellence, but also embodied the Group’s culture of goal orientation and rapid execution.
Across all divisions, strong emphasis was placed on attracting self-motivated talent, cultivating growth through role models, and closely linking KPIs with corporate performance systems, effectively enhancing their ownership and motivation.
Looking Ahead to 2026: Strengthening Core Projects and Organizational Capabilities
As 2026 is defined as the “Year of Flagship Product Assurance,” workplace safety and customer compliance audits will play a critical role. They are not only the foundation of stable operations, but also the lifeline for on-time delivery and brand reputation. Any safety incident could directly disrupt production continuity, delay orders, increase costs, and damage customer trust. Therefore, safety and compliance must remain top priorities, supported by systematic management and risk prevention to ensure the successful delivery and market performance of flagship products.
Entering a new stage of development, each division has formulated clear strategic priorities for 2026. The Group will deepen cooperation with strategic customers such as IKEA, accelerate the implementation of overseas projects, and continue advancing automation upgrades by addressing production bottlenecks. Key initiatives include automated curtain cutting systems, new dedicated box production lines, and packaging workshop transformation projects to further strengthen intelligent manufacturing capabilities. To ensure successful global product launches, development teams will place greater emphasis on mass-production feasibility and supply chain risk management, while strengthening quality contingency planning and cross-functional collaboration. At the same time, close attention will be paid to market trends and competitor developments.
Chairman’s Message
Talent is the fundamental guarantee for strategic execution. Ultimately, competition between enterprises is a competition of talent and organizational capability. The Home Textile Division has set a strong example in this regard, with management practices and a culture of perseverance worthy of learning across the Group.
In response to challenges such as the decline of labor-cost advantages and shortages in key talent positions, the Group is building a dual-track talent strategy that combines targeted external recruitment with systematic internal development. Through cultural alignment and empowerment, the organization aims to further stimulate employee initiative and establish itself as a company where talented people aspire to grow and succeed.
The East China Conference clarified the Group’s 2026 focus on flagship products and delivery assurance, while reinforcing a shared understanding that talent and organizational capability are the ultimate drivers of competitiveness. Standing at the beginning of a new year, the entire company is united in purpose and determination for the “Year of Flagship Product Assurance.” Together, we will move forward with confidence, ensure successful product execution, and create a new chapter of success in 2026.
