Better Tech Group Holds 2025 Mid-Year Business Review and Strategy Implementation Meeting

In today's intense market competition, customer focus and operational efficiency are key to growth. On July 18, Better Technology Group Limited (referred to as Better Tech Group) convened its 2025 Mid-Year Business Review & Strategy Implementation Meeting at headquarters. The Group’s management team home and abroad (some via video) reviewed first-half-year (H1) results, define second-half-year (H2) objectives, and discussed growth strategies.

The meeting opened with Finance Manager reporting H1 results and KPIs. In H1 2025, Better Tech Group's domestic and international subsidiaries maintained balanced growth across three key business segments: battery manufacturing turnkey solutions, lithium-ion batteries, lead-acid batteries. While overall growth slightly moderated, the Group's three core manufacturing divisions demonstrated stable performance with notable profitability. Particularly impressive was the "textbook-perfect" 0-to-1 growth of the new lead-acid battery business under overseas subsidiary Airumi New Energy.

Department Reports

Focusing on Core Objectives to Empower Frontline Operations

Following the financial review, department heads presented comprehensive reports on their H1 2025 performance and goal attainment. The presentations included in-depth analyses of current challenges in: business development, team building, customer service, international operations. Each department proposed targeted solutions to address these bottlenecks.

For H2 priorities, discussions centered on four key initiatives: sales team development, Tech-Sales-Project Triangle collaboration, key account management, technology-driven service. Departments established quantifiable, time-bound action plans to support the Group's annual strategic goals and sustainable growth.

The Vice GM of Wellpack New Energy (domestic lithium battery factory) reported on H1 performance, covering new product R&D, capacity expansion, MES system implementation, and order fulfillment. The H1 key R&D achievements include power batteries for automotive start-stop, forklift, drone, and PV cleaner; portable power of 1kWh model, 3600W high-power model, and DC models; energy storage systems like 10-15kWh for home use and 40-215kWh commercial units, etc. The factory is expanding Phase 2 capacity for scaled-up H2 production while optimizing production processes, supply chain, and operations to enhance quality and delivery for customers.

Director of Hongdali Intelligent Equipment (domestic lead-acid battery equipment factory) reported on H1 performance in equipment R&D, manufacturing and market expansion. As an industry newcomer, Hongdali leverages its innovative R&D team and Group's global expertise. This year, it has impressed customers worldwide with proven equipment solutions. Going forward, Hongdali will maintain its customer-focused approach, delivering customized solutions to enhance efficiency and upgrade production capacity.

Vice Production GM of Airumi New Energy (lead-acid battery factory in Zambia) reported solid H1 progress in facility construction, mass production, output value, product R&D, and staff training. He noted that Airumi New Energy achieved steady production growth in H1, exceeding output targets for core products. Building on this momentum, H2 will focus on optimizing production systems and expanding capacity to strengthen market competitiveness, driving sustainable growth through quality manufacturing initiatives.

Chairperson's Concluding Remarks

Clear Objectives, Decisive Actions, Efficient Allocation of Human and Material Resources

Better Chairperson Ms. Wei Yanping (Polly) reviewed the company's H1 operational target progress and key achievements, emphasizing the pivotal role of strategic focus, talent development, and organizational efficiency in driving corporate growth. She addressed:

1.Amid growing market competition, we must remain firmly focused on our core businesses, maintaining clear strategic objectives and execution roadmaps. Should performance fall short, we will promptly conduct root-cause analysis, develop corrective strategies.

2.Talent and organizational excellence drive our growth. We need high-performing talents who share our values and grow with us. All teams must: analyze talent gaps, develop strategic plans, and enhance organizational effectiveness.

3.Execution drives success. While department plans are commendable, they require clear ownership and tangible results. We expect concrete actions that significantly boost team performance.

Better Tech Gorup's mid-year strategy focuses on customer-centric operations and efficiency gains, taking combination of key account services, cross-functional "Tech+Sales+Project Triangle" collaboration, and driving strategy execution as development path. All teams must translate these priorities into concrete actions through practical cooperation to achieve annual goals.