静心熬守精耕主业，战略领航聚力攻坚

2026年7月18日，纳尔股份召开2026半年度经营分析暨战略复盘系列会议。公司高层与各事业部及职能部门以数据复盘经营、以战略校准方向、以自省破局短板，全面总结上半年发展成果，深度剖析经营痛点，系统部署下半年攻坚任务，统一全员思想、凝聚奋进力量，全速冲刺全年目标。

On July 18, 2026, NAR convened its mid?year strategy and operations review. Leadership and department heads used data to assess results, realign direction, and tackle gaps. They reviewed H1 outcomes, identified issues, set H2 tasks, and united the team to push hard for year?end targets.

纳尔上半年呈现营收超额达标、优势板块保持增长、新兴业务蓄力突破的良好发展格局。会议全面分析各事业部产销、质量、安环等经营指标，对不达标的事业部深入剖析，同步复盘内部审计整改情况。并开展《战略管理流程》专项培训，夯实全员战略管理意识及方法。直面经营短板，梳理问题根因，制定改善方案与跨部门协同需求。战略复盘则聚焦战略落地穿透式剖析，打通资源与协同壁垒。

NAR posted strong H1 results—exceeding revenue goals, growing core segments, and gaining traction in new businesses. The meeting reviewed all BU metrics (production, sales, quality, EHS), probed underperformers, audited rectification progress, and ran a strategic management training to boost strategic skills. It confronted gaps, found root causes, set improvement plans and cross-team needs. The strategy review focused on execution barriers, working to unblock resources and collaboration.

结合半年经营与战略复盘整体情况，游爱国董事长面向全体纳尔人提出四点核心工作要求，为下半年发展指明行动方向：

Based on the overall findings of the semi?annual business and strategy review, Chairman You Aiguo put forward four core requirements for all NAR employees, charting the course for the second half:

1

转换视角，以客户为中心：所有经营、研发、生产、服务工作立足客户需求换位思考，把客户痛点作为产品迭代、服务升级的核心出发点，持续夯实“心服务，信天下”经营宗旨。

Shift perspective and put customers first: All operations, R&D, production, and services must empathize with customer needs, take pain points as the starting point for product iteration and service upgrade, and continuously reinforce the business philosophy of "Full heart to service and integrity to the whole world."

2

下沉一线，扎根现场找解法：各级管理者常态化深入现场，直面现实情况，挖掘增长机会、破解运营难题确定解决方法。

Go to the front line, find solutions on the ground: Managers at all levels must regularly immerse themselves in the field, face actual conditions, uncover growth opportunities, resolve operational challenges, and determine actionable solutions.

3

闭环思维，一抓到底求结果：建立全流程闭环管理机制，目标下达、过程跟进、问题整改、结果复盘全链条跟踪，杜绝重部署、轻落地，凡事必有反馈、必有成效。

Close the loop, drive for outcomes: Build a full?cycle management system covering target?setting, progress tracking, problem?fixing, and result review. Never let planning overshadow execution—every task must have feedback and tangible results.

4

转变角色，打造奋斗型组织：全员树立奋斗者思维，依托数字化、组织体系创新激发团队活力，一群人、一条心、一起走，同心共建小而美的百年企业。

Shift mindsets, build a striving team: Embrace a striver culture, use digital tools and innovative structures to drive energy, and unite as one to co?create a a nimble century enterprise.

此次系列会议既是上半年成果检阅，更是下半年攻坚动员。对外，公司多赛道营收稳步增长、全球化布局持续落地，展现稳健经营实力；对内，统一战略共识、明确改进路径，提振全员干事信心。行而不辍、未来可期，以技术创新与精细化管理双轮驱动，全力以赴冲刺全年经营目标，践行 “立足科技赋能，创造美好生活” 企业使命。

The meetings reviewed H1 results and galvanized H2 efforts. Externally, NAR showed steady multi?segment revenue growth and global progress; internally, it aligned strategy, clarified next steps, and strengthened morale. With persistence and promise ahead, we will leverage innovation and lean management to hit annual goals and live our mission: "Empowered with technology innovation, create better life."

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