Taiding New Energy 2026 Kick-off Meeting

On the afternoon of December 30, Taiding New Energy held its 2026 KICK OFF business strategy conference at the Nanxun base. The meeting aimed to comprehensively review the company’s work and operational achievements in 2025, systematically outline the strategic plan and key priorities for the coming year, align all employees around a shared vision, and build a solid foundation for the effective implementation of the company’s annual strategic objectives. More than 70 mid- and senior-level managers, including section chiefs and above, from Suzhou Taiding Intelligent Technology Co., Ltd. and Taiding New Energy (Zhejiang) Co., Ltd., attended the event.

The meeting commenced in a solemn atmosphere, with Mr. Zhang, General Manager of Operations at Taiding New Energy, delivering an overview of the company’s overall business performance and sharing its strategic vision. He provided a comprehensive snapshot of the company’s 2025 operational metrics and achievements. Building on this, Mr. Zhang turned his attention to the broader development agenda for 2026, centering on the year’s core strategy: “fully empowering through the Xington Model, building a carbon–silicon‑based integrated organization, and comprehensively enhancing operational efficiency.” He systematically outlined the implementation roadmap for the Xington Model across three key areas—product R&D, manufacturing quality control, and organizational optimization—and underscored the importance of leveraging end-to-end AI capabilities to drive operational excellence. His remarks sketched a clear blueprint for the company’s next year of growth and charted a definitive course forward.

Subsequently, the heads of each business unit within the Manufacturing Division took to the stage in turn to review the 2025 operating performance and unveil the 2026 strategic implementation plan. Mr. Wang, head of the Module Business Unit, outlined three core strategies: leveraging AI to strengthen core competitiveness, establishing an AI‑driven carbon‑silicon‑based production organization, and building an AI‑powered safety assurance system—aimed at significantly boosting manufacturing efficiency and creating a factory of the future. Mr. Xie, head of the Battery Cell Business Unit, laid out initiatives across four key areas: an AI‑enabled security system, upgrading AI‑integrated production lines, using AI to enhance efficiency while reducing costs, and strengthening quality control. Meanwhile, Mr. Lei, head of the Electronics Business Unit, mapped out plans along three major axes—expanding production capacity, elevating quality standards, and developing intelligent systems—providing robust support for the company’s overall industrial strategy.

From module system integration and breakthroughs in battery cell technology to the empowerment of electronic intelligence, a clear roadmap has been drawn, highlighting Taiding New Energy’s robust vertical integration and synergistic operations.

Innovation is the core engine of corporate growth. Yan, head of the Battery Cell R&D Center; Cai, head of the Electronics R&D Center; and Zhang, head of the Structural R&D Center, each shared their strategic insights and practical approaches to building the company’s R&D system. Drawing on their respective areas—breakthroughs in core energy technologies, the development of intelligent connectivity features, and the optimization of product form and performance—the three leaders not only defined clear directions for innovation in the foundational energy sector but also outlined a coordinated roadmap for enhancing both the “intelligent soul” and the “external form” of our products. Their presentations fully underscored the company’s robust technological capabilities and its strong confidence in future growth.

With frontline business teams charging ahead and robust back‑office support, the company’s steady operations hinge on the unwavering backing of its functional departments. Heads of the supporting divisions took to the stage one by one to present their 2026 strategic plans and implementation roadmaps. General Managers Yan, Cai, Zhang, and Chen each outlined their strategies and execution plans across key areas, including supply chain management, system governance, organizational talent development, EHS, and operational management. Together, these five major functional units have established a comprehensive, multi‑dimensional support framework—covering resources, processes, talent, safety, and operations—to ensure the successful execution of the company’s annual strategy.

2026 is a year brimming with opportunities and challenges. To precisely align objectives, strengthen accountability, and ensure the comprehensive achievement of annual performance targets, the company held a solemn signing ceremony for the 2026 Annual Performance Contracts. During the ceremony, General Manager Zhang took the lead in signing the annual performance contracts one by one with the heads of each business unit, followed by General Manager Li Qianhuan and General Manager Zhang signing the company‑level performance contract for Taiding New Energy Co., Ltd.

The signing of a series of contracts not only reflects each department’s deep commitment to and solemn pledge regarding the annual objectives, but also serves as a solid foundation for advancing the company’s overall strategy in a steady and reliable manner. Moving forward, each business unit will remain guided by performance targets, uphold a spirit of diligence and accountability, and demonstrate courage and responsibility, confronting challenges head-on and working collaboratively to achieve our ambitious annual goals.

At the conclusion of the meeting, General Manager Li Qianhuan delivered a closing address. He began by fully commending the company’s achievements in 2025 and expressed his heartfelt gratitude to all employees for their hard work.

In addressing the upgrade of the management model, General Manager Li thoroughly analyzed the shortcomings of traditional management—namely, that bottom-up information flows are prone to distortion and inefficiency due to mid-level filtering—and provided a detailed explanation of the Hinton Model’s core advantages: leveraging an AI‑driven framework to create intelligent work platforms, enabling employees to focus on their gatekeeper roles while accurately assessing the alignment of tasks with strategic direction and the reasonableness of outcomes.

As an advanced mode, the “Economic Breakdown” framework further clarifies its four core applications: first, target analysis—enabling precise assessment of progress toward objectives and identification of gaps relative to industry benchmarks; second, deviation alerting—focusing on deviations from target attainment and flagging potential risks; third, performance evaluation—facilitating comprehensive optimization of cost control and workforce productivity; and fourth, action‑plan formulation—developing targeted improvement strategies using a 5W2H analytical approach.

General Manager Li emphasized, “Those who neither understand nor leverage AI will be unable to meet the Group’s future development needs,” and called on all employees to proactively embrace change. He vividly compared traditional management to a “horse-drawn carriage,” while the Hinton model is akin to a “high-speed train.” 2026 marks the inaugural year for the implementation of the Hinton Management Platform, and he urged all colleagues to shed their conventional work habits and keep pace with this transformative shift.

The successful conclusion of this kick-off meeting marks the official launch of Taiding New Energy’s new journey toward 2026. Standing at a fresh starting point for development, all members of the Taiding team are brimming with confidence and unwavering determination. Guided by the strategic vision of “AI‑Driven Operational Excellence, Leading with Sinton to Secure Victory in 2026,” we will unite as one, forge ahead with courage and resolve, and wholeheartedly strive toward our goal of becoming an industry‑leading battery enterprise, continuously writing a brilliant chapter of high‑quality growth.