KIJO Group Concludes Successful 2026 Strategy Conference - Anchoring Annual Goals to Forge Collective Success

From November 20th to 23rd, 2025, the KIJO Group 2026 Strategy Conference was successfully held at the Jiujiang Company. Heads of various group centers and subsidiary companies gathered together to participate in the conference, which revolved around the theme of "Defining Objectives, Allocating Tasks, and Advancing Plans." The meeting accomplished a comprehensive deployment from strategic blueprint to concrete action, charting the course for the Group's ambitious journey in 2026 and instilling in all KIJO members firm confidence to unite and strive for new successes.

Anchoring Annual Goals, Clarifying Collaboration Needs

The first day commenced with a preparatory meeting, where all attendees collectively reviewed the achievement of the 2025 targets and strategies. They also discussed the Group's three-year strategic plan and organizational structure optimization, setting the annual strategy within a long-term framework. That afternoon, the "2026 President's Target-Strategy" was reviewed and approved, defining the core objectives and development path for the year. Subsequent thematic discussions focused on cross-departmental support needs between marketing and production. By identifying potential collaboration issues in advance and clarifying coordination pathways, the sessions aimed to ensure smooth alignment of business processes.

From Master Plan to Detailed Plans, Specifying Implementation Levers

The conference proceeded to a crucial decomposition phase on the second day. Each center formulated its respective sub-plans and target management cards based on the "2026 President's Target-Strategy," breaking down the group-wide goals into specific, actionable tasks for each department. Following this, the Group conducted a centralized review of the first-level center target strategies, with particular emphasis on driving down the detailed development of second-level sub-plans for key modules like marketing and production. This established a layered execution system penetrating from the "master plan -> center plan -> business plan." Ultimately, all first-level plans and target management cards were finalized that evening, marking the full transformation of the annual strategy into a set of quantifiable, trackable, and efficient execution tools.

Addressing Systemic Gaps, Building Team Consensus

The final two days focused on reinforcing the supporting safeguards for strategy execution and enhancing team cohesion. Thematic workshops were held to design corresponding performance and incentive rules aligned with the target management cards, effectively strengthening the "target-execution-incentive" management closed loop. Furthermore, by integrating the annual strategic direction into routine business rhythms through mechanisms like the marketing weekly meeting and the President's office meeting, the connection between weekly execution and long-term goals was ensured. The conference concluded with a team-building activity on the last day, fostering a collaborative atmosphere following the intensive strategic planning and building synergy for subsequent implementation.

This conference not only charted a core path for high-quality development for the Group but also reinforced the strategic resolve for "innovation-driven growth and industry leadership." Looking ahead to 2026, KIJO Group will leverage its new strategic tasks as a pivot point, supported by robust collaborative mechanisms and incentive systems. The Group is poised to tackle challenges and achieve breakthroughs in core business upgrades and new growth areas, scaling new heights through pragmatic dedication and injecting a powerful, sustained impetus into promoting high-quality development within the industry.