Ouhai Eyewear’s 2026 Strategy Conference was grandly convened.

During December 18–21, 2026, Wenzhou Ouhai Glasses Co., Ltd.’s 2026 Strategy Conference was grandly convened at Swan Castle, Wencheng, Zhejiang. Present were General Manager Mr. Wang Fenghua, CFO Ni Chunguang, Logistics VP Chen Binhui, VP of Technology Rui Daojun, VP of the first business department Qi Fei, VP of the second business department Xiao Wei, VP of the third business department Li Lei, VP of the fourth business department He Wei, VP of the fifth business department Huang Kaijian, VP of Weitong Division Zhang Rui, and over 40 managers.

The meeting agenda was rich and varied, covering in-depth strategic management discussions, focused analysis of key-account strategy, organizational development planning, meticulous review of organizational goals and budgets, candid exchanges in the democratic life meeting, a comprehensive review of 2025 operating results and the sharing of 2026 development plans, plus the summary and enhancement of the strategic meeting and so on. When General Manager Wang Fenghua delivered strategic empowerment, participants listened intently, absorbing every key point; in breakout groups they thought deeply and shared ideas enthusiastically; during the review session they pooled wisdom, actively offered suggestions to the sister units, and the atmosphere at the scene was lively and efficient.

During the strategic-management segment Mr. Wang said: “In 2025 the company’s order intake and output reached a new milestone, achievements earned through the joint efforts of the Ouhai team and worthy of recognition. But wherever and whenever we must never forget ‘scale’—being ‘No. 1 or No. 2’ is our long-term strategic goal, covering overall scale, being customers’ top-two supplier, and leading every product category. Without scale effects we cannot support the full industrial chain. We must never forget “profit”, an enterprise is a profit-seeking organization. Without profit, development is unsustainable, we can’t invest in emerging sectors such as smart eyewear, can’t offer better benefits, and can’t realize our vision of ‘living a better life’. And we must never forget ‘development’; sustained growth is the main theme. If we do not advance with the times, pursue internationalization and keep growing, we will decline and be eliminated.”

In the organizational-development session, the general manager Wang Fenghua shared management thinking on three fronts: change, organizational construction review, and building a culture of extreme candor. “First, as the market shifts from incremental market to stock market, customers, markets and competitors are all changing. With investor involvement, eyewear customers are moving from extensive management to refined supplier management, judging delivery, quality and R&D by data and metrics. We must follow the customers’ step, tell fewer stories and read more data and reports. As competition evolves from single-point to multi-point and multi-region, globalization is our challenge; we must keep transforming management mind-sets and models. Second, in organization building we are creating a T6-core service team, shifting from pull to push to raise managers’ and employees’ initiative. Third, seeking truth from facts is the foundation of extreme candor and the prerequisite for transparent relationships. Good customer relations aim to deepen cooperation, not to pay for mistakes.”

In the 2026 strategy wrap-up Mr. Wang highlighted three themes: 1.Involution: Involution drives social civilization and corporate progress, so we must not fear it. Stay fit, stock knowledge and energy, prepare for it, and involute upward—outward (sustained growth) not inward. Effort alone is insufficient; we must create value and deliver results. Launch rockets, not fireworks. 2.Aircraft-carrier battle group: Scale and profit are the carrier that powers the group; insufficient power means we cannot go far or long. Delivery, quality and engineering are the escort vessels that protect the group. Efficiency and cost are the carrier aircraft; only with higher efficiency and lower cost do we have combat effectiveness. 3.Corporate positioning: Ouhai is positioned as school + army + family. Education cultivates employees who can think and have methodology, raising initiative instead of spoon-feeding. The army builds a disciplined, deployable, victory-capable team aligned with company needs. The family creates a united, caring, goal-sharing organization. Since we have joined the Ouhai family, let us treat each other candidly, pull together, and jointly contribute, take responsibility and create value.

After four days of deep exploration, lively discussion, inspiring sharing, meticulous review and comprehensive summary, the 2026 Strategy Conference closed at 12:00 on 21 December 2026. On the first day the company also organized a 10-km run for the mid-to-senior management team from Wencheng Longchuan Sports & Leisure Plaza to Baizhangji, showcasing Ouhai people’s spirit of daring challenge and striving for progress