Bravely navigate the winds and waves! | Better Tech Group Held Strategic Analysis and 2025 Management Planning Meeting

From January 20 to 21, 2025, Better Technology Group Limited (referred to as Better Tech Group) successfully held its Strategic Analysis and 2025 Management Planning Meeting at the company’s factory. The meeting was attended by the group’s chairman, Ms. Wei Yanping, the general managers of overseas subsidiaries, and the group’s management team.

Rotating Chairman’s Speech

At the beginning of the meeting, the January rotating chairwoman and head of the finance department, Ms. Zheng, delivered a speech. She thanked all management personnel and staff for their hard work in the past year.

Looking back on 2024, the group closely connected with global clients, and deepened its efforts in international markets. Particularly in the African market, the group made remarkable achievements through innovative products and precise strategies. Looking forward to 2025, Ms. Zheng outlined five key priorities: "continuous innovation, effective communication, efficient execution, talent cultivation, and risk management." She encouraged all employees to work together to create a brighter future for the group.

Chairwoman Wei Yanping’s Speech:

Strengthening the Leadership Team with Three Core Elements and Enhancing Diversified Professional Skills

In her speech, Chairwoman Wei Yanping emphasized that effective business management planning is a prerequisite for achieving the company’s strategic goals. She also made further demands on the group’s mid- to senior-level leadership team.

She pointed out the three core elements for the leadership team, sense of mission, responsibility, and professional ability. Additionally, the team should strengthen key capabilities such as insight, decision-making, vision and value-driven influence, cross-industry cooperation and competition, interdepartmental collaboration, authentic leadership, and cross-cultural leadership to collectively drive the group’s stable growth and sustainable development.

Following Chairwoman Wei’s speech, the management teams from the group’s subsidiaries and department heads presented their work reports for 2024, highlighting achievements and outlining key plans for 2025. Participants discussed core topics such as strategic planning, market expansion, technological innovation, and talent development, offering numerous constructive suggestions and forming a consensus to guide the group’s development in the new year.

Alex, 

Vice General Manager of Airumi New Energy (Overseas Subsidiary): 

Optimizing Overseas Resource Allocation to Support Business Development

Alex shared the successes of the overseas subsidiaries and his experience in establishing factories. He noted that as Airumi New Energy’s business develops, it will undoubtedly face numerous challenges.

He suggested that, due to differences in local economic development levels, consumer habits, and regulations compared to domestic markets, the headquarters should focus on the strategic goals of overseas subsidiaries, optimize resource allocation based on local market dynamics, and adjust strategies timely to better support business growth.

Regarding talent development and corporate culture, Alex advised that headquarters should supervise and attach great importance to the training of overseas teams, quickly improving the overseas talent development system and promotion mechanisms, and making overseas employees feel cared for by headquarters.

Mr. Li Rencai, 

Factory Director of Hongdali Intelligent Equipment (Domestic Subsidiary): 

Market Demand-Oriented Approach with Core Focus on Enhancing Innovation Capabilities

Mr. Li shared the R&D achievements for 2024, along with a comprehensive analysis of global markets. He proposed specific strategies for long-term planning and market expansion. He emphasized that the Group has over a decade of experience in the "Belt and Road" markets and a stable, skilled R&D team, giving Hongdali confidence in its future market development.

Hongdali will focus on market demand and place innovation capability at the core of its operations, continuing to explore and develop new processes and technologies while prioritizing quality control to meet the market changes.

On supply chain cooperation, Mr. Li recommended avoiding the blind pursuit of scale and instead focusing on choosing suppliers who can offer high-quality products and services, and are willing to grow together. This would establish long-term, stable partnerships to help mitigate market risks and ensure smooth and efficient supply chain operations.

Mr. Zhu Rongchu, 

Vice General Manager of Wellpack Lithium Battery Factory (Domestic Subsidiary): 

Focusing on Core Customer Needs and Exploring Diversified New Profit Models

Mr. Zhu shared the results of new product R&D and the expansion of production capacity in the workshops for 2024, outlining specific plans for 2025. He stated that the Wellpack factory is currently focused on core customer needs and had completed the R&D and delivery of seven major product categories in 2024, achieving its sales and output goals.

For the new year, he suggested focusing on technological innovation, new product expansion, standardized management, and exploring new profit models to create a virtuous cycle for the lithium battery industry.

Mr. Wu Chuanbiao

 Director of the Group's Technical Engineering Center: 

Strengthening Technological R&D and Innovation to Co-create Value with Clients

Mr. Wu provided a summary of the 2024 achievements of the group’s Technical Engineering Center, including quality control, technological improvement and application results, and project management services. He also outlined specific ideas for enhancing technical engineering management.

He emphasized that the group and its subsidiaries must rigorously implement a robust quality management plan to ensure product quality stability and reliability. For technological improvement and application results, he suggested strengthening technological R&D and innovation to enhance technical support and responsiveness, thus supporting market expansion and meeting the diversified needs of clients. On project management services, he proposed creating a comprehensive and practical “Project Management Manual” based on project requirements to ensure standardized and efficient project management.

Mr. Wu also suggested that all departments should strengthen efficient collaboration across multiple dimensions—product R&D, technical support, and after-sales service—to provide customers with comprehensive battery manufacturing solutions, helping them achieve business growth and innovative breakthroughs.

Summary of Department Reports

The meeting highlighted that despite the challenges of 2024, the Better Tech Group teams at home and abroad overcame difficulties, setting several historical achievements. These included significant growth in total output value, the launch of the first African battery factory, recognition as a "National High-Tech Enterprise," "Fujian Province Key Listed Reserve Enterprise," and "Xiamen City Key Listed Reserve Enterprise," as well as progress in IT infrastructure development.

Its subsidiaries won the ISO9001 certification and continue to launch battery intelligent equipment such as the lead-acid battery high-end intelligent CNC production line, square cell lithium battery module automation line, diversified lithium battery products such as 5-15kWh all-in-one home energy storage power supply, racked/stacked home energy storage power supply, 300W/3600W portable power station and so on. Car starter batteries and other lead-acid battery products. All of these further enhance the core competitiveness of enterprises.

Guidelines for 2025 Management Planning

Chairwoman Wei concluded by stressing the significance of the Strategic Analysis and 2025 Management Planning Meeting. She encouraged every employee to continue to adhere to the corporate spirit of being customer-centered and striver-oriented.

She made several key requirements for subsidiaries and departments:

1. Marketing Focus and Teamwork: Every employee must adopt a marketing mindset, recognizing that "customer-center is the value of the Group."

2. Focus on Core Areas: The group and its subsidiaries must clarify the strategic direction and focus on improving resource utilization efficiency.

3. Down-to-Earth Work and Real Results: The company should analyze the market, understanding deeper customer needs and ensuring efficient work.

4. Strengthening Information Technology: Continue to improve IT infrastructure to enhance collaboration, breaking information island to ensure operational efficiency.

5. Talent Development: Focus on talent recruitment and training, as well as improving talent management mechanisms.

6. Supply Chain Integration: The group must strengthen supply chain integration to improve its competitiveness.

Finally, Chairwoman Wei emphasized the importance of teamwork, urging everyone to unite and work together to overcome obstacles and achieve the company’s goals, helping to create a bright future for the battery industry.