前言
2月9日，顾家家居股份有限公司（下文简称：股份公司）举行“进取、进攻、进化”为主题的2025年工作总结暨2026年工作动员大会，系统性总结股份公司2025年经营管理工作，表彰2025年优秀团队，进一步清晰2026年经营规划，股份公司总裁李东来发表“向光而立、驭风前行”专题讲话，为新一年的发展锚定方向，董事长邝广雄做会议总结发言，为全体顾家同仁注入强劲动力。
一
质量经营结构增长
大会现场，高级助理总裁刘海兰代表股份公司通报了2025年经营结果及2026年预算说明，相关部门代表通报了2025年关键过程指标及组织与人力资源事项，高级副总裁李云海代表股份公司执委会作2025年经营管理总结及2026年经营规划报告。
2025年，股份公司在多变的经营环境与行业持续低迷背景下，实现核心指标的改善，整体经营质量稳步提升。公司始终保持战略定力，围绕零售转型、全球深化、优质供给、效率驱动四大战略支柱，持续推进战略闭环体系建设。内贸聚焦品类专业化，持续扩大边界内市场份额，进一步深化零售转型；外贸稳步推进全球深化，本地运营能力持续提升；产品与技术持续创新，多款旗舰产品得到市场认可，优质供给水平持续提升；深入开展效本费工作，以内部改善的确定性对抗经营环境的不确定性，积极推进组织变革，落实简政放权，通过责权利下放有效提升整体运营效率。
面向2026年，股份公司依托三大增长模型（价值型、结构型、运营型），锚定“扩大各品类边界市占率并力争第一”的核心目标，围绕“质量经营、结构增长、精益提效、系统赋能”四大关键词，以优质供给为载体，数字化转型为支撑，聚焦品类突破、全球本土化运营、制造能力跃升与第二增长曲线布局，推动梯次化增长格局，全面提升行业地位与可持续竞争力。
会议对2025年表现突出的优秀团队予以表彰，既充分肯定了优秀团队为公司发展作出的卓越贡献，也以此鞭策先进者2026年持续奋发进取，牵引落后者迎头赶上，在公司内部营造奋勇争先的良好文化氛围。
二
向光而立 驭风前行
会上，总裁李东来发表“向光而立、驭风前行”专题讲话。首先，股份公司在2025年面对动荡与不确定的外部环境，依然实现了收入、经营利润及经营性现金流的优异表现，成绩得益于全体顾家人的共同努力。
与此同时，当下家居行业正经历五大深刻变化：用户行为数字化、竞争者多元化、竞争范式系统化、产业形态分化以及全球战场深化，而行业发展中不变的底层逻辑是“以用户价值为导向、提升经营效率”这一经营常识。在此背景下，公司将坚持“向光而立，驭风前行”的主旨方向，以愿景为牵引，把握结构性发展机会，通过进取、进攻与进化三大核心路径实现持续增长。
01
进取之心
在不确定的时代保持战略雄心，以高远使命牵引组织，激发每一份内在的“争心”，突破自我设限，向光而立。
首先，战略要进取，以使命牵引发展，以高目标激发斗志。公司要坚决避免使命空心化，各部门要跳出短期目标与考核，思考存在的根本价值与长远方向；要避免平庸化，聚焦核心品类与业务，践行“边界内第一”经营理念；要避免路径依赖，勇于做困难的事、差异化的事、有时间函数的事；要避免教条主义，坚持战略目标不动摇，但策略与方法保持灵活调整。
其次，干部要进取，成为引领团队的“火车头”。干部进取的核心是“内驱力”，对事业充满热爱与激情，敢于自我革新。要重塑干部角色定位，推动干部从管理执行向业务破局转型，培养干部的创业自驱力与战略经营能力。
02
进攻之势
战斗在业务，决战在系统——前端在业务战场主动进攻、敢于亮剑，后端以系统能力构筑决胜根基，通过夯实基础设施打造持续迭代的竞争壁垒。
进攻之势首先体现在业务进攻。要回归品类，回归优质供给，进一步突破智能功能，做强沙发、做大床垫与软床、做好定制升级并推动整家基础设施建设；要层层聚焦，聚焦核心业务，精简SKU，以主次梯序的发展拉动增长；要打开结构，前端抓住结构性机会，中台构建业务闭环系统，后台重塑人才结构。
其次在效本费进攻，这是不确定时代最确定的事。在AI时代，我们要重构效率认知，从边际改善转向结构性、几何级变革，推动管理与技术型降本。
再次要全球化进攻，海外业务具有巨大发展空间与潜力，战略定位要从OEM向集成供应链服务商与自主品牌运营商（OBM）升维，持续深化全球布局，在深耕已有市场的同时开拓空白区域，聚焦核心品类、客户、市场及自身优势，构建结构化全球竞争力。
最后要加大技术进攻，尤其是智能与功能产品技术、数字化与智能技术、精益与运营技术、制造技术四个方面的投入，以广义技术构建竞争壁垒，为企业可持续增长提供支撑。
03
进化之力
进化之力要求组织将变化视为常态，将迭代当作习惯，将敏捷定为目标，让竞争力持续创造更大竞争力。
首先要培养企业进化的体质，保持开放性，实现内外部信息交互，打破封闭，借助数字化仪表盘等手段建立反馈机制，推动能力模块化、平台化。
其次要重视三大进化领域：一是商业模式进化，推动企业运营模式与盈利模式的彻底转变；二是推动组织进化，应对复杂多元挑战，实现组织架构适配战略演进，强化价值链一体化的组织运营模式；三是实现管理机制进化，深化简政放权，清晰责任主体，快速反应市场，将股份公司打造为赋能型、战略型、数智型总部。
再次要持续强化基础设施建设，完善硬件、软件与工具（SOP）的建设，突破企业成长瓶颈，效率内耗，让能力可持续迭代，实现“小象变大象，大象能跳舞”。
最后要推行“AI First”思维与数字化基建，将AI视为关键基础设施，任何工作场景优先思考AI是否可替代或增强。同时，将数据化、工具化、场景化作为前提，推动AI从“点线”应用向“面体”级变革演进，成为效率催化器、能力均衡器、创新孵化器。
三
凝心聚力向新而行
董事长邝广雄在会议最后总结发言，他充分肯定了2025年公司在业绩、战略执行、产品与技术、基础能力建设和运营效率等方面的突出表现：一是战略清晰且执行到位，经营业绩取得不错成果，市场领先地位进一步巩固；二是产品力显著提升，创新能力大幅增强，三是简政放权稳步推进，将权利、责任、利益下放至一线，组织敏捷性显著提升；四是人才梯队建设成效显著，新生代力量快速成长，呈现年轻化、多元化趋势，形成相互鞭策、鼓舞与协同奋进的组织文化氛围；五是在难而正确的事情上已初见成效，逐步构建护城河，且企业在打造发展底座的过程中始终保持战略定力，基础设施建设中展现坚韧的耐力与强劲的执行力。
面向未来发展，邝广雄提出，面对复杂的经营环境和快速变化的技术环境，企业必须保持归零心态，持续升级战略，保持进攻态势，敢于投资未来，并通过机制创新激发人才愿力。同时，大力呼吁公司要全面拥抱AI变革，以开放心态学习、驾驭并善用技术赋能各业务环节，确保企业在行业整合与时代变迁中持续领先。
心有进取，方能锚定方向；行有进攻，方能突破边界；身有进化，方能行稳致远。无论外部环境如何变化，顾家家居将始终坚守这一发展内核，以向光而立的信念、驭风前行的勇气，凝心聚力、奋勇拼搏，推动企业实现高质量可持续发展，让企业生生不息！
Aspire, Advance, Ascend—KUKa? Held 2025 Review and 2026 Mobilization Conference
On February 9, KUKa (hereinafter referred to as “the Company”) held its 2025 Review and 2026 Mobilization Conference under the theme “Aspire, Advance, Ascend”. The conference reviewed the Company’s operating results in 2025, recognized outstanding teams from 2025, and further outlined the business plan for 2026. Li Donglai, President of the Company, delivered a keynote speech titled “Standing toward the light and advancing with the wind”, setting the direction for the coming year. Kuang Guangxiong, Chairman of the Board, delivered a concluding speech, inspiring all KUKa colleagues with renewed motivation.
01
Quality Management
and Structural Growth
At the conference, Senior Assistant President Liu Hailan, representing the company, presented the 2025 operating results and provided an overview of the 2026 budget overview. Representatives from relevant departments then briefed attendees on the key process indicators for 2025, along with organizational and human resource matters. Senior Vice President Li Yunhai, representing the company’s executive committee, delivered a summary of the 2025 business management performance and presented the 2026 business plan.
In 2025, despite a volatile business environment and a persistently challenging industry landscape, the company achieved improvements in its core performance indicators and saw steady enhancement in its overall operational quality. The company maintained strategic focus by continuously advancing its four key pillars: retail transformation, global expansion, high-quality supply, and efficiency-driven growth. This helped establish a more integrated operational system.
Domestically, the company focused on category specialization to continuously expand market share within its strategic boundaries and deepen its retail transformation. Internationally, it steadily advanced its global footprint while strengthening local operational capabilities. Through continuous product and technological innovation, several flagship products have gained market recognition, elevating the standard of high-quality supply. The company also drove deep cost-efficiency initiatives, using internal improvements to mitigate external uncertainties. By actively promoting organizational changes, implementing decentralization and delegating authority, it enhanced overall operational efficiency through clear alignment of responsibility, authority, and incentive. Looking ahead to 2026, the company will leverage three growth drivers — value, structure, and operations — to pursue the goal of “expanding market share across all product categories and striving for industry leadership”. Centered on the principles of quality management, structural growth, lean efficiency, and systematic empowerment, the company will build on a foundation of high-quality supply and a backbone of digital transformation. Efforts will concentrate on achieving category breakthroughs, advancing globally localized operations, making a leap in manufacturing capabilities, and developing a second growth curve. These approaches will foster a tiered growth pattern and comprehensively elevate its industry standing and sustainable competitiveness.
The meeting honored the outstanding teams that demonstrated exceptional performance in 2025. This recognition acknowledged the remarkable contributions these top teams have made to the company’s development, motivates high performers to continue striving in 2026, and encourages others to catch up. Together, this fosters a positive and competitive culture to excellence.
02
Standing Toward the Light and
Advancing With the Wind
At the meeting, President Li Donglai delivered a keynote speech titled “Standing toward the light and advancing with the wind ”. He began by noting that despite the turbulent and uncertain external environment in 2025, the company achieved outstanding performance in revenue, operating profit, and operating cash flow. These remarkable results were made possible by the concerted efforts of all KUKa employees. At the same time, he highlighted that the home furnishings industry is undergoing five profound transformations: the digitalization of user behavior, diversification of competitors, systematization of competitive paradigms, fragmentation of industrial structures, and intensification of global competition. Nevertheless,the fundamental driver of the industry remains unchanged: the business principle of focusing on user value and enhancing operational efficiency. Against this backdrop, the company will remain committed to the guiding vision of “Standing toward the light and advancing with the wind”. By using its vision as a compass and seizing structural opportunities, the company will pursue sustained growth through three action pillars of “Aspire, Advance, Ascend”.
The Aspire Mindset
In an era of uncertainty, the company must maintain strategic ambition, guide the organization with a lofty mission, ignite the “fighting spirit” in every individual, break through self-imposed limitations, and stand tall in the light.
First, the company’s strategy must be ambitious. It should be driven by our mission and fueled by high goals that inspire unwavering determination. The company must resolutely avoid hollowing out its mission. Each department should look beyond short-term targets and performance metrics to reflect on the fundamental value and long-term direction of its work. It must steer clear of mediocrity by focusing on our core product categories and businesses, and embracing the philosophy of being “the first within our defined boundaries”. It must also avoid being trapped by past patterns—daring to take on challenging tasks, pursuing differentiation, and tackling time-sensitive initiatives. Finally, all company members must reject dogmatism: while remaining steadfast in its strategic objectives, we must keep our tactics and approaches flexible.
Second, our cadres must be proactive, serving as the “locomotive” that drive the teams forward. At the heart of a cadre’s proactivity lies “intrinsic motivation”—a deep passion for the work and the courage to constantly reinvent themselves. We need to redefine the role of cadres, guiding them to move beyond mere management and execution toward pioneering new ground in their respective fields. Moreover, we must cultivate their entrepreneurial drive and strategic management capabilities.
The Advance Momentum
Victory is achieved through business engagement, but it is ultimately secured by robust systems. While the front line takes the initiative and advances boldly on the business front, the back end consolidates the foundation for success through its systemic capabilities. By reinforcing KUKa’s underlying infrastructure, the company builds lasting competitive barriers that enable continuous evolution.
This momentum is reflected first and foremost in business expansion. The company must continue to focus on product categories, prioritize high-quality supply, further advance the boundaries of smart features, strengthen its sofa offerings, expand its presence in mattresses and soft beds, enhance customization, and drive the development of whole-home infrastructure construction. It will adopt a layered strategy - concentrating on core businesses, streamlining SKUs, and pursuing growth through a structured, prioritized approach that focuses on key areas while phasing out non-essentials. The company must also restructure its operations: seizing structural opportunities at the front end, establishing a business closed-loop system in the middle office, and reshaping talent structure at the back end.
Second, the company must focus on cost efficiency— the most reliable factor in an uncertain era. In an age of AI, the company need to redefine its understanding of efficiency, shifting from marginal improvements to structural, transformative gainsand driving cost reductions through both managerial and technological innovations.
Third, we must pursue a global advancement. Overseas operations hold tremendous growth potentialand untapped opportunities. The company’s strategic positioning needs to evolve from an OEM model to that of an integrated supply-chain service provider and an original brand manufacturer (OBM). The company will deepen its global footprint, cultivating existing markets while simultaneously exploring new ones. By focusing on core product categories, key customers, target markets, and its own unique strengths, KUKa can build a structured, globally competitive edge.
Finally, the company must increase investment in technological innovation,particularly in four key areas: smart and functional product technologies, digital and intelligent technologies, lean operation technologies, and advanced manufacturing technologies. By establishing competitive barriers through comprehensive technological capabilities, KUKa can provide a solid support for the company’s sustainable growth.
The Power of Ascend
The power of ascend requires organizations to treat change as the norm, embrace iteration as a habit, and persure agility as a goal—ensuring competitiveness continuously builds upon itself.
First, KUKa must cultivate an organizational culture that drives evolution. KUKa will maintain openness, encourage two-way information flow both internally and externally, break down silos, and utilize tools such as digital dashboards to establish feedback mechanisms—all to modularize and platformize our capabilities.
Second, KUKa must prioitize evolution in three key areas: In business model evolution, KUKa will drive a fundamental transformation in both operating and profit models; In organizational structure evolution, KUKa will ensure the organization to effectively navigate complex and diverse challenges, aligning our organizational with strategic shifts and strengthening integrated, value-chain-based operations; In management mechanism evolution, KUKa will deepen decentralization and empowerment, clarifying accountability, responding swiftly to market dynamics, and transforming the company into an empowering, strategic, and digitally intelligent headquarter.
Third, KUKa must continue to strengthen infrastructure development. This includes improving hardware, software, and tooling systems - such as SOPs - breaking through growth bottlenecks and internal inefficiencies, enabling sustainable capability iteration, and achieving the goal of scaling effectively while remaining agile.
Finally, KUKa must champion an “AI First” mindset and digital foundation. It will treat AI as critical infrastructure, consistently asking whether AI can replace or enhance any given task. At the same time, by ensuring data-driven approaches, toolization, and scenario-based applications are foundational, KUKa will advance AI from point-to-line applications toward surface-to-volume transformations, turning it into an efficiency multiplier, a capability equalizer, and an innovation catalyst.
03
Unite Efforts
and Advance Toward New Future
In his concluding remarks at the meeting, Chairman Kuang Guangxiong acknowledged the company’s outstanding performance in 2025 across key areas including business results, strategic execution, product and technology innovation, foundational capability, and operational efficiency. He highlighted several accomplishiment: First, the company’s strategy has been clear and well-executed, delivering impressive business outcomes and further solidifying its market leadership; second, the company''s product competitiveness has improved significantly, with innovation capacity has been greatly enhanced; third, the steady progress in streamlining and delegating authority has effectively empowered frontline teams with clear responsiblity, authority and incentives, moticebaly increasing organizational agility; fourth, talent development has yielded remarkable results, with the younger generation growing rapidly and bringing more youth and diversity in the company, fostering a culture of mutual encouragement, motivation, and collaborative progress; Fifth, the company has made initial breakthroughs in tackling challenging but essential initiatives, gradually building competitive moats. Throughout this process of strengthening its foundation, KUKa has maintained strategic focus and demonstrated strong resilience and execution capability.
Looking ahead, Kuang Guangxiong emphasized that in the face of a complex business environment and fast-evolving technological landscape, the company must adopt a “zero-based” mindset, continuously refine its strategies, maintain an offensive posture, and have the courage to invest in the future. He also stressed leveraging mechanism innovation to unlock talent motivation and potential. At the same time, he urged the full embrace of AI-driven transformation—approaching technology with openness, learning to master it, and embedding it across all business processes to ensure the company stays at the forefront amid industry consolidation and change.
Only with a proactive mindset can KUKa stay firmly on course; only through bold action can KUKa break through barriers; and only by continuous evolution can KUKa achieve steady and lasting success. No matter how the external environment changes, KUKa remains committed to its core principle of development, standing toward the light and advancing with the wind. By uniting our efforts and pooling our strength, KUKa will move forward with determination, driving the company toward high-quality, sustainable growth and enduring vitality.