During the meeting, each department—including Finance, Administration & HR, Operations, Purchasing, and Sales—presented a structured review of their annual and quarterly OKRs. The discussions focused on expected objectives versus actual results, the rationality of O and KRs, execution quality, and the effectiveness of weekly OKR meetings in driving real business progress. Departments also shared challenges encountered, support needed, and internal best practices, highlighting standout individuals and effective OKR practices.

Looking ahead, teams presented their 2026 and Q1 OKRs, emphasizing clearer milestones, stronger execution discipline, and better alignment between departmental and individual goals. Each presentation was strictly time-controlled to ensure efficiency and focus.

In the concluding session, company leadership shared strategic reflections on long-term goal anchoring, continuous improvement, and balanced growth—combining performance, compliance, cost control, digitalization, AI adoption, and talent development. Key themes included optimizing HR and incentive systems, strengthening financial compliance, enhancing operational flexibility through ERP and automation, and improving procurement efficiency through closer factory integration.

The meeting concluded with a shared vision for 2026: building resilient systems, developing people holistically, and advancing toward sustainable, high-quality growth.