December 3, 2025, the Samudy Holdings2026 Group Strategy Launch Conference was grandly held in the first-floor lecture hall ofJBuilding. Attending the event were Samudy Holdings Chairman Mr. Li Peiliang, Executive Director and Chief Executive Officer Mr. Weng Jianxiang, Executive Director Mr. Li Liangyao, Chief Financial Officer Mr. Zhang Fanghua, Chief Transformation Officer Mr. Lu Gongshan, Chief Operating Officer Mr. Fu Huaqiang, Procurement Center Director Ms. Yan Dongmei, Acting Digital Center Director Mr. Cheng Jianbo, Marketing Center Director Mr. Luo Siyuan, Marketing Center Director Mr. Tang Yingjie, Acting Marketing Center Director Mr. Han Bo, Acting Marketing Center Director Mr. Li Zhixiang, Consumer Electronics Business Group Project Director Mr. Li Zhong, Precision Mold Center Operations Director Mr. Huang Hui, Technology R&D and Incubation Center Technical Director Mr. Li Biao, Facility Planning Department Manager Mr. Weng Jianji, and Project Consultant Ms. Yao Yuan, together withBCG Partners and Managing Directors Mr. Ge Lei and Ms. Mo Xinru,BCG Project Director Dr. Xie Hanhui and Project Manager Mr. Zhang Yichi, along with other senior executives and invited guests, attended the event.
The conference was held in a hybrid online and offline format. In addition to the heads of plants and departments and employee representatives at the main venue, colleagues from the East China Business Unit, Huizhou Business Unit, Samudy Yagao, Vietnam Business Unit and the Germany plant also participated online throughout the event. All Samudy people gathered together to review the striving journey of “Cocoon-Breaking Transformation” in 2025, officially opening the new chapter of “No Turning Back, Setting Sail” in 2026.
Chairman's Vision: Firm Conviction, Charting a 10-Billion Blueprint
Mr. Li Peiliang, Chairman of Samudy Holdings, first delivered a strategic keynote speech. With “2026 as the starting year,2028 as the year of acceleration,2033 as the year to break through 10 billion” as the development roadmap, he clearly outlined the magnificent blueprint for Samudy's future.
Mr. Li pointed out: “ In 2025, we launched the ‘Cocoon-Breaking Transformation.’ Through Boston Consulting Group's comprehensive diagnosis, we recognized that Samudy's technology is globally leading, but its collaboration efficiency and response speed need improvement; each business unit operates efficiently on its own, but the overall business logic lacks interconnection and the organizational foundation needs to be further consolidated; we have high-quality customer resources, but our capabilities in deep customer development and rapid response still need strengthening. Reform is necessary, and the timing is right. We must, with ‘mold-injection integration’ as the core, drive the co-evolution of marketing and operations, and achieve the ‘1+1>2’ leap in overall effectiveness.The Marketing Center must besplit and integrated, orderly and well-organized,the Operations Centermust pursue fission-like innovation,‘one gives rise to two, two to three, and three to infinite’, endlessly renewing. Only in this way can Samudy achieve the leap from30hundred million to50hundred million and even to 10 billion.”
Mr. Li stressed that Samudy will advance the implementation of its strategy in 2026 around the following five key goal words:
External Expansion, Internal Growth — actively expand external markets, optimize the global capacity layout, and respond to “China+1” and other international trends; at the same time, deeply tap internal potential, optimize organization and management, and form a dual-engine drive of internal and external growth.
Technology Leadership — continue to increase R&D investment, build a technology system and product shelf where “what others don't have, we have; what others have, we do better,” and consolidate our global leading position in precision mold and injection molding.
Samudy Speed — be customer-centric, comprehensively improve market responsiveness and delivery efficiency, and build “Samudy Speed” into an industry benchmark and core competitiveness.
Lean Production — comprehensively build a lean production system, optimize processes, reduce costs and improve efficiency, continuously enhance product quality and operational efficiency, and create greater value for customers.
Intelligent Manufacturing — accelerate digital transformation and drive the implementation ofAI manufacturing, smart factories andSRM/CRM system projects, setting a new benchmark in intelligent manufacturing.
Mr. Li set for2026 the strategic theme of “No Turning Back, Setting Sail” and called on all Samudy people: “The future of Samudy depends on the unhesitating dedication of every Samudy person. We must keep the strategy in mind, put execution into practice, and, with a pragmatic and hardworking spirit, build consensus, strengthen confidence, and drive the Group toward a new stage of higher-quality development.”
CEO Review: An Objective Look at Strengths and Challenges
Next, Mr. Weng Jianxiang, Executive Director and Chief Executive Officer, conducted an in-depth review of the Group's operating results in 2025. Mr. Weng noted that the Group's budgeted revenue for 2025 was24.58hundred million HKD, compared with2024 actual revenue of23.58hundred million HKD in 2024, achieving steady growth; budgeted gross profit was6.18hundred million HKD, also higher than last year's5.92hundred million HKD, with overall budget targets up approximately4.2%. As of the end ofAugust, the Group's full-year actual-plus-forecast revenue range was22.8hundred million to23.5hundred million HKD, still about1.8hundred million HKD short of the budget target, with budget completion at approximately92%. Notably, since the launch of thesales supervisionmechanism in the fourth quarter, the gap has narrowed to approximately1.35hundred million HKD, with completion rising to over95%. These figures not only demonstrate the momentum of sustained growth, but also reflect the Group's higher requirements on growth quality and profit structure. Samudy is moving from scale expansion to a new stage of high-quality development. Mr. Weng further stated that the Group will institutionalize the “supervision+collaboration” mechanism, making “Samudy Speed” the operational rhythm that all employees consciously follow and that is visible everywhere.
In terms of organizational governance, since the2025 launch of the “Cocoon-Breaking Project,” the Group has established a Strategy and Major Matters DecisionCommittee, forming a professional division of labor where “some plan the overall strategy, some manage the affairs, and some execute the work” — and achieving in-depth development and virtual collaboration across professional lines in areas such as marketing, technology R&D and incubation, and precision molds. Mr. Weng emphasized two points: first,specialization,BD/BU responsibilities are more clearly defined, ensuring each business unit can focus on its own field, deeply cultivate its market segments, and build stronger professional barriers; second,diversification — specialization lays a solid foundation for diversification. Through cross-domain collaboration and resource integration, the Group continues to expand its growth space, invigorate the organization and enhance overall competitiveness. Meanwhile, the Groupencourages its leaders to take initiative and take responsibility, driving the dual-engine of organizational and talent development and laying a solid foundation for the 10-billion target.
Speaking about the takeaways from recent visits to overseas markets, Mr. Weng said that the team received high recognition from customers in the U.S. and Japanese markets and, more importantly, saw the enormous potential for Samudy's future development. Customers fully affirmed Samudy's globally leading technical capabilities in precision mold and injection molding — a core advantage that Samudy must continue to consolidate. At the same time, customers candidly pointed out that Samudy still has room for improvement in delivery speed and cost control, and expressed the expectation that Samudy would make substantive improvements in these areas. Mr. Weng stressed that Samudy's business personnel need to further strengthen their customer orientation and service mindset, shifting from a “technology-oriented” mindset to a “customer value” mindset. The trust of customers and the recognition of investors — especially their appreciation of the Group's initiatives such as the “Cocoon-Breaking Transformation,” track segmentation and the establishment of technology centers — have become a powerful driving force for Samudy to keep moving forward. Mr. Weng concluded: “We must proactively respond to the challenges and opportunities of the global market with greater speed, better cost efficiency and a stronger service mindset.”
Leading Change: Nine Market Actions, Interpreting “Samudy Speed”
Mr. Lu Gongshan, Chief Transformation Officer, then unveiled Samudy's strategic goals for2030 and the specific market strategy for2026.2030 strategic goals include:1. Becoming a global one-stop precision injection molding solution supplier;2. The Group's2028 revenue exceeding50hundred million HKD, moving toward100hundred million HKD;3. Building on consumer electronics as the foundation, create Samudy's second growth curve in medical;4. Lead with technology and build a Samudy technology shelf where “what others don't have, we have; what others have, we do better”;5. Build an efficient group organization driven by industry and integrating mold and injection molding;6. Foster a continuous stream of outstanding leaders and master craftsmen, building a talent pipeline for a lasting enterprise;7. Establish a virtual equity2.0 mechanism to promote the sustainable development of the enterprise;8. Digitally reshape enterprise management and mold & injection manufacturing to build a lighthouse factory.
For2026, Mr. Lu systematically elaborated on thenine market action paths, the core of which is, through “mold-injection integration” and “customer focus”, to comprehensively enhance response speed and market competitiveness:
1. Professional development across six core tracks. Industry-driven, customer-oriented and professionally developed. Samudy focuses on six core tracks — consumer electronics, personal care, medical, packaging, multi-cavity, and automotive & standard — deeply exploring industry opportunities, strengthening responsiveness to customer needs, and driving professional and differentiated development.
2. 2026 All-Employee Breakthrough Goals. In 2026, the whole Group will build consensus and unite all employees around three main thrusts — “conquering customers, conquering products, and conquering the value chain” — to ensure the annual goals are achieved.
3. Achieve significant breakthroughs in the medical business. Expand medical product categories, bring in talent, and pursue potential acquisitions and mergers to make the medical business a new growth engine.
4. Accelerate the globalization strategy. In the short term, expand the production capacity of the Vietnam base and turn losses into profits; in the long term, build a global capacity footprint, help Chinese brands go global, and increase international market share.
5. Achieve breakthroughs in packaging and automotive injection molding businesses. Select optimal market segments, develop packaging and automotive injection molding businesses, and strengthen technical barriers and market expansion.
6. Implement a system of senior executives leading key customer accounts. Group executives will personally lead strategic customer marketing, provide additional market support, deeply engage at the market front line, and offer resources and decision-making support to key customers.
7. Concentrate resources on implementing the “Samudy Speed” strategy. Use “quality+speed” to strengthen market competitive advantages and improve delivery efficiency and customer satisfaction.
8. Pilot new market pricing strategies. Use flexible pricing to win business and economies of scale to stabilize profits, adopting a scientific quotation mechanism to seize business opportunities.
9. Control the overall reasonable expansion of company resources. Prioritize the use of existing resources, keep the growth of core resources reasonable, improve machine utilization, and achieve “invest less but invest better” while optimizing the use of existing resources and keeping core resource growth reasonable.
Operations Foundation: Eight Plans to Powerfully Support the Market Offensive
Mr. Fu Huaqiang, Chief Operating Officer, elaborated in detail on the2026 operations support strategy and systematically laid out theeight operational plans, to comprehensively improve operational efficiency and business support capabilities:
1. Implement the mold-injection integration strategy.COOOffice coordinates overall management to break down mold-injection barriers;CE and the integrity mechanism are strictly implemented; unify the mold outsourcing model and set up dedicated mold project teams for injection molding products.
2. Professional development of the eightBDs. In 2026, we will consolidate theBD strategy of “industry traction, professional development and mold-injection integration.”
3. Strengthen project management and delivery capabilities. Implement tiered project management and move project work forward; strengthen project planning and project control.
4.COOOffice coordinates management and makes final decisions.COOThe COO Office manages, standardizes and sorts out the variousBD/BUs, uniting development efforts;S&OP the sales-and-operations planning collaboration mechanism promotesBD/BU resource allocation and matching; establish and promote a lean manufacturing system and culture.
5. Drive the transformation of the development model through R&D innovation. Increase Samudy's R&D investment to support the transformation into a high-tech mold & injection molding enterprise and build market competitiveness; improve Samudy's technology shelf and expand the product matrix.
6. Implement leadingAI manufacturing and digitalization demonstration projects.AI Manufacturing benchmark projects: visual inspectionAI, automated productionSIP,QC AI and other demonstration projects; accelerating digitalization:SRM,CRM systems and digital factory going live in 2026.
7. Expand the production capacity of overseas bases. Anchored to the “China+1” globalization strategy,26 accelerate the capacity expansion of the Vietnam production base; standardize the management of the Vietnam production base.
8. Ensure the smooth relocation of the Phase 4 plant. Samudy's plants will relocate smoothly in 2026, with the new Phase 4 site starting afresh.
He stressed: “The eight operational plans aim to build a solid and efficient operations platform, fully support the market-side integration offensive, make our ‘technology shelf’ more competitive, and make the realization of ‘Samudy Speed’ more assured.”
A New Journey Together: Setting Sail and Shaping the Future
At the end of the conference, Chairman Li Peiliang took the stage again and delivered a powerful call to action to all Samudy people: “I hope everyone will be devoted to their duties, play their respective roles, cooperate fully, and charge forward without hesitation!” The Chairman's message greatly boosted the morale of all employees.
With this, Samudy's2026 Strategy Launch Conference came to a successful conclusion.In 2026, all Samudy people will continue to uphold “customer-centricity, speed as our edge, and integration as our foundation,” and, with the nine market actions and eight operational plans as our two wings, we will move forward hand in hand, set sail with the wind, and race toward an even more magnificent future!
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