Recently, Hunan Jinling Machine Tool successfully held its 2025 Work Summary & 2026 Planning Conference.

Heads of all business and functional departments conducted an in-depth review of annual work, objectively summarized achievements, analyzed existing issues, and systematically mapped out 2026 development goals and implementation paths, clarifying the strategic direction for the company’s high-quality development in 2026.

Steady Growth & Solid Foundation

Over the past year, amid a complex and challenging market environment and industry cycle adjustments, the company has maintained strategic focus, continuously advanced internal optimization and business transformation, and forged ahead steadily amid challenges.

• Market-driven growth

  Focusing on core product promotion, we launched a series of themed marketing campaigns including the "Conventional Lathe Restart" initiative. With active participation in key industry exhibitions, we achieved steady order growth and improved business performance.

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• R&D-centered innovation

  The development of multiple high-end products progressed steadily, and the PLM system was successfully launched, significantly improving R&D collaboration efficiency. Our manufacturing and quality systems were upgraded in tandem, earning high recognition from customers for our main equipment.

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• Digital-led governance

  Through multiple rounds of process review and targeted improvements, the company’s quality control mechanism was continuously refined, laying a solid institutional foundation for future large-scale development.

Unifying Vision, Sharing Responsibility

After hearing the department reviews, three senior executives delivered important speeches to clarify the 2026 development direction, strengthen accountability, and boost confidence.

Deputy General Manager Chen Honghua

Chen stressed that managers at all levels must establish a strong business mindset and result-oriented awareness, and proactively clarify responsibilities. Priority should be given to talent development and team building. With "systematic efficiency improvement" as the core goal, efforts will focus on building a high-performance organization featuring "agile frontline, solid support, and stable overall operation". Institutional optimization and capability upgrading will drive overall operational quality and efficiency.

General Manager Zhang Junyu

Zhang put forward the 16-character guideline:Focus on Breakthroughs, Innovate for Change, Execute Resolutely, Cash is King.He highlighted:

• Optimize business strategy by building a trinity model of "manufacturing + trading + processing", expand business scope, and foster new growth drivers.

• Increase R&D investment to accelerate key technological breakthroughs, optimize product mix, and gradually achieve mass production and sales of multi-series 5-axis machine tools.

• Deepen the digital marketing system, coordinate domestic and overseas market layout, build regional benchmarks, and fully enhance marketing efficiency.

"Only by daring to explore new paths and break inertial thinking can we create new prospects. The whole company must have the will to strive and the determination to fight with our backs against the wall."

Chairman Lei Limeng

In his closing speech, Lei Limeng, Chairman of Pule Group, noted that 2026 is a critical year for the company’s transformation and upgrading, with both opportunities and challenges. All staff must unify their thinking, strengthen coordination, and dare to reform themselves. He emphasized:"We must have the courage to cut off what holds us back, and take focused, determined action to tackle key problems."