As the old year gives way to the new, the winds still carry the remnant chill of winter, while the first light of the new year begins to glimmer on the horizon. From January 6th to 7th, 2025, the annual work progress meeting of the Frank.l.m Group was grandly held at the picturesque Leida Hotel in Dongtai. At this grand event, over 120 elite members of the group’s core management team, full of hopes and ambitions for the year ahead, came together to embark on a journey concerning the company’s development and future.

At the conference, the directors of each center took the stage one after another. With great enthusiasm and firm belief, they announced their respective annual work objectives and implementation plans. These plans outlined the Group’s development direction and vision for the new year. Following that, project managers, equipped with well-prepared materials, presented project plans for the development of key products. Each plan reflected the collective wisdom and dedication of their teams. In the Peony Hall of Leida Grand Hotel, a motivating atmosphere filled the room—this was not just a meeting, but a collision of ideas, a convergence of wisdom, and a shared vision for a better future. During the Leida Conference, the Chairman reviewed the achievements of the past year and laid out a detailed strategy for future development.

1 Review of 2024 Achievements：The Chairman pointed out that despite the challenging international and domestic economic environment, the Group still achieved growth in both sales and profits in 2024, thanks to the joint efforts of all employees. He expressed heartfelt gratitude for everyone’s hard work and encouraged all to continue striving forward

2. Key Work Priorities for 2025：At the conference, the Chairman outlined four key strategic directions for 2025. As a traditional textile enterprise primarily focused on ODM, the Group must continuously explore transformation paths to achieve counter-trend growth. This will be driven through the development of flagship products, shortened delivery lead times, cost reduction and efficiency improvements, and talent cultivation. First, Developing Flagship Products: Guided by market demand, the Group will focus on developing globally competitive products to achieve breakthroughs in new markets, attract new clients, and launch new product lines. Second, Shortening Delivery Lead Times: By optimizing production processes and supply chain management, the Group aims to reduce product delivery times and enhance customer satisfaction. Third,Reducing Costs and Improving Efficiency: While ensuring product quality, the Group will further lower production costs and improve operational efficiency. Forth, Talent Development: The Group will strengthen efforts in attracting and nurturing top talent, improving employees’ skills, and building a highly efficient and professional team. The Chairman emphasized that sales are the lifeblood of an enterprise. Only by sustaining sales growth can a solid foundation be laid for the company’s long-term development. Therefore, all departments must align their efforts with the company’s goals, formulate concrete action plans, and ensure the effective implementation of all tasks.

3. The Core Role of Flagship Products：The development of the Group has always relied on the support of its flagship products. From the early days of Nordiwara to today’s yarn-dyed, linen-like, cold-dye fabrics and automatic roller blinds, the Group has consistently focused on technological innovation and market demand to create a series of competitive products. The Chairman emphasized that moving forward, the Group must continue to leverage the advantages of the global supply chain, focus on intelligent manufacturing, and develop more high value-added products to further enhance its market position.

4. Cross-Department Collaboration and Innovation：The Chairman placed special emphasis on the importance of cross-department collaboration. Whether it’s shortening lead times or reducing costs and improving efficiency, seamless cooperation among departments is essential. For example, close coordination between the Purchasing and Production departments successfully resolved yarn quality issues; collaboration between the Technical and Sales teams has driven continuous improvements in product processes. These success stories demonstrate that only by breaking down departmental silos can overall efficiency be truly enhanced.

Looking ahead, the Group will remain committed to its original aspiration of “serving the public and creating value,” with a focus on the global market to drive product upgrades and technological innovation. The Chairman called on all employees to maintain a positive mindset, actively embrace challenges, seize opportunities, and contribute to the sustainable development of the company.The year 2024 marked a period of counter-trend growth for Frank.l.m Group and laid a solid foundation for future development. Under the Chairman’s leadership, all employees united as one, overcame numerous challenges, and achieved remarkable results.

In 2025, the Group will make every effort to build its flagship products, continue to uphold a customer-centric approach, drive innovation, and ensure cross-functional collaboration. With these pillars, the Group will strive toward even greater goals and remain steadfast in its mission to become a global leader in intelligent textile manufacturing. This conference has further clarified the direction for future development, strengthened team cohesion, and is set to inject strong momentum into the Group’s continued growth.