KENFLO 2027 Strategy Seminar Successfully Held
On September 19–20, 2026, KENFLO's 2027 Strategy Seminar was successfully held in Gaoming, Foshan. Company management, heads of departments and subsidiaries, and business backbones from all departments gathered together to build consensus and chart the path for the coming year's development through in-depth financial benchmarking, reviews of the execution of various action plans, and strategic discussions.
On the morning of September 19, the Finance Center first reported on the company's business indicator completion and financial analysis for January–August 2026, conducted an in-depth analysis of the company's financial performance around key influencing factors, and proposed directions requiring focus and improvement suggestions for the future.
Next, six heads of strategic action plans reported on the completion of their 2026 action plans. This year's action plans covered themes such as building an efficient marketing system, improving centrifugal pump and vacuum pump products, enhancing quality and efficiency at the casting base, improving personnel efficiency and building high-performance teams, and supply chain optimization. Multiple special initiatives achieved considerable phased results that need to be further implemented and consolidated in the next stage of work.
Then, the quality management team reported on this year's quality management and system development, systematically analyzing key issues and clarifying improvement directions for further enhancing product quality.
Company Chairman Chen Di delivered a concluding speech, systematically evaluating the company's 2026 operations and the execution of each action plan, and set out the planning direction for the 2027 action plans.
Chairman Chen Di pointed out that the essence of strategy is focus, and enterprises must shift from the past "product-driven" mindset to a "strategy-driven" mindset, achieving "strike wherever you point." Facing profound changes in the market environment, enterprises need to continually enhance their foresight—anticipating both opportunities and risks. The meeting proposed a phased implementation strategy for the four stages of enterprise development—following, keeping pace, leading, and exploring blindly—emphasizing different development rhythms at different stages: in the following stage, endure hardships and build strength; in the pace-keeping stage, restructure value and find growth inflection points; in the leading stage, build an ecological moat.
Chairman Chen Di especially emphasized that the ultimate purpose of management is to bring out the value of people, and put forward the core concept that "the growth of a group of people creates the growth of the enterprise," encouraging the team to face challenges bravely and grow together through trials.
Guided by the Chairman's speech, attendees were divided into five groups to discuss the 2027 strategic plan. Each group focused on practical issues, held lively discussions on the key problems to be solved, goals, and tasks, and selected representatives to report results, forming preliminary action ideas.
On September 20, the company's independent director Long Wenbin gave a special presentation, offering valuable inspiration for the company's strategic development from a financial analysis perspective. Independent director Feng Guoqiu also shared his concepts and insights on business operations, offering practical and feasible suggestions for KENFLO's strategic planning.
Through the full-chain exchange of "review—summary—discussion—deployment," this strategy seminar not only systematically summarized the work achievements and improvement directions of 2026, but also built consensus for the 2027 push. Looking to the future, KENFLO Pumps will continue to uphold the "customer-centric" philosophy, focus on strategic priorities, concentrate resources on breakthroughs in key areas, translate strategic planning into solid action, and steadily advance toward the company's long-term development goals.
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