To comprehensively review the operating results of the first half of 2026, accurately analyze the development shortcomings, unify the team's strategic thinking, and refine the key work for the underground half of the year. Recently, the company held a semi annual business analysis meeting for 2026. All management and core personnel from various departments attended the meeting.
At the meeting, the Vice President of Operations took the lead in giving a summary report, comprehensively reviewing the overall operation of the company in the first half of the year, and objectively summarizing the phased achievements. Various high-quality highlights have been highlighted, and key indicators such as domestic terminal customer development and sales of Taurus products have exceeded the challenge targets. The revenue contribution of core foreign trade customers has steadily increased. The improvement of quality and efficiency in the production end has achieved significant results, with the proportion of production automation continuing to rise, and all core production indicators achieving year-on-year optimization.
While acknowledging the achievements, we also face the pain points of development and deeply sort out the current shortcomings in operation and management.
Subsequently, the business department, production and operation, technology research and development, procurement, quality, and administrative human resources departments will present their semi annual work reports, focusing on core KPIs and key GS projects, to comprehensively showcase their work achievements in each stage.
After the reports from each department, the chairman made a concluding speech: fully affirming the business growth and management progress achieved by all employees in overcoming difficulties in the first half of the year, especially in the areas of key product mass production, on-site improvement, system construction, and automation promotion, which have made significant improvements. At the same time, objectively pointing out the existing shortcomings: the layout of new product lines needs to be improved, there is insufficient investment in cutting-edge technology research, cross departmental collaboration efficiency still needs to be improved, and production capacity pressure caused by personnel turnover.
For the overall work in the second half of the year, the general manager has made key deployments: ① Focus on various business indicators and develop monthly improvement action plans around delivery, quality, cost, and production capacity targets; ② It is to accelerate the introduction and implementation of automation equipment, continuously compress production cycles, and improve manufacturing efficiency; ③ It is to accelerate the pace of new product development, promote the landing of key model product projects, and enrich the product matrix; ④ Continuously deepening supply chain and quality control throughout the entire process, and strengthening supplier cultivation; ⑤ It is to vigorously promote the optimization of organizational structure, the sorting of job responsibilities, and the cultivation of young backbone; ⑥ We will steadily promote the implementation of management system documents, various qualification applications, and normalized management of safety production.
This semi annual business analysis meeting is not only a comprehensive work review, but also a mobilization meeting for the second half of the year to strive for the annual goals. Next, all employees will focus on core tasks, fill in management gaps, empower production and operation with refined management, drive high-quality development with innovative breakthroughs, and make every effort to sprint towards annual business goals, steadily moving towards the vision of building a first-class enterprise in the industry.
