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On December 14, 2025, the OEM Sales Operation Department organized the 2025 year-end internal affairs job-performance meeting. The meeting was centered around the job-performance reports from colleagues related to customer service, production planning, customs affairs, and the warehouse.

The company leaders attending the meeting included General Manager Mr. Xiao and General Manager Zhao Wentao of the OEM Business Group. Other participants included all the job-performance representatives from OEM sales, customer service, customs affairs, and the warehouse, as well as representatives from related departments such as the Packaging Technology Department, Quality Management Department, Manufacturing Department One, Testing Department, Finance Department, Purchasing Department, Information Management Department, and Human Resources Department. In total, 63 people attended the meeting.

During the meeting, the job-performance personnel from customer service, production planning, customs affairs, and the warehouse made comprehensive reports on four aspects: the performance of their duties, the highlights and achievements of their work, the shortcomings and deficiencies that existed, and the work plans for the next year, all focusing on the key work of the year.

After the job-performance reports, Mr. Xiao made comments and a summary on the reports. First of all, he fully affirmed the efforts made by the internal affairs team in 2025 and the achievements they had gained. He pointed out that the content of the job-performance reports was detailed and focused on key points. It not only summarized the experience but also identified the problems accurately, achieving the goal of “showcasing achievements, finding gaps, clarifying directions, and boosting morale.”

At the same time, in response to the problems exposed in the job-performance reports, he put forward the following specific requirements:

Improve and refine the SOP documents. For special business scenarios, effective experience should be summarized in a timely manner to form standardized SOPs, which will serve as references for future work.

Enhance customer service work. Customer service work should extend its service depth from basic tasks such as orders, shipments, and account reconciliation, and actively pay attention to the production line pass rate and delivery completion rate.

Promote the Grounding of the company's management thinking. Management personnel should accurately understand and pass on the company's management orientation to the lower levels, ensuring that front-line positions such as salespeople and customer service representatives have a clear understanding. The customer service team should act like “armor,” actively taking on and digesting customer demands, and doing a good job in communication and conversion between internal and external parties. After standardizing various customer demands (including non-standard information such as emails), they should pass them on to the manufacturing end.

Focus on improving delivery capabilities. The delivery issues in 2025 were relatively prominent and should be a key area for improvement in the next year.

Finally, Mr. Xiao expressed his wishes for the new year, hoping that every member of the team could achieve dual improvements in business ability and personal vitality. He encouraged them to delve deeply into their professional fields with a craftsman's spirit and convey warmth. He hoped that they could infect their colleagues and customers around them with positive energy. With ability as the boat and vitality as the sail, he called on everyone to continue moving forward together.