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28 Jan 2026On January 26, KEDA Industrial Group held its 2026 Business Performance Responsibility Agreement Signing Ceremony at its headquarters. The event was attended by Chairman Mr. Cheng BIAN; Director and President Mr. Xuexian YANG; Director and President of International Building Materials Mr. Yuejin LI; Chief Counselor Mr. Dengping TAN; Vice Presidents Mr. Fei ZENG and Mr. Peng ZHOU; Board Secretary Mr. Qi PENG; Chief Financial Officer Mr. Lin LUO; as well as chairmen and general managers of all business units.
This marks the first time KEDA Industrial Group has extended business performance responsibility agreements to every business unit across the Group. Coming off a landmark 2025, unit leaders signed their 2026 Business Performance Responsibility Agreements with high morale and a clear mission.
Chairman Mr. Cheng BIAN:
"Elevate Your Moral Character, Break Your Ceiling, and Transcend Your Career."
In his keynote address on KEDA Industrial Group's 2026 strategic deployment, Chairman BIAN noted that despite the macroeconomic downturn, KEDA posted resilient growth in 2025. This success was rooted in 2 pillars: Strategy and Culture.
From a strategic perspective, he explained that the sustained, high-quality expansion of the Ceramic Machinery and International Building Materials business sectors was the result of proactive strategic positioning. For instance, the ceramic machinery division established its dual strategy of international expansion and industry integration as early as 1999. Similarly, the international building materials business constantly sought a higher growth ceiling beyond traditional equipment. This led to a perfect synergy with Sunda Group in 2015, allowing the 2 companies to join forces and tap into Africa's nascent ceramics market. "Believing is seeing. Every strategy was a deliberate move based on our vision of the future." Chairman BIAN stated.
From a cultural perspective, Chairman BIAN emphasized that KEDA's distinctive culture is the very foundation of the enterprise. Core values—such as "when money scatters, people gather and when money gathers, people scatter", "be scrupulous in separating public from private interests," and a "culture of truth-seeking attitude"—have defined KEDA's DNA. These principles serve as the backbone, empowering the Group to constantly push boundaries and transcend past achievements.
"Beyond strategy and culture, our success belongs to every employee who fought through challenges. Whether it is a specific business line or a subsidiary, every success is the result of tireless effort." Chairman BIAN praised the team's efforts.
"What should KEDA focus on most over the next 5 years starting 2026? It is the core competitiveness of each business unit," he emphasized. "Every year, we must assess whether our competitiveness is improving and whether our market share is holding steady. That is the key."
He further stressed that within each unit, the top leader plays the most critical role. As the company grows, the mindset and vision of the top leader must evolve. Only then can a competitive management team be built, and the company's true strength fully realized. "The elevation of a top leader's mindset starts with how you see yourself and evaluate your own abilities," Chairman BIAN emphasized.
"First, understand money clearly. Do not pursue money excessively; it will distort judgment. Under KEDA's principle of 'when money scatters, people gather and when money gathers, people scatter', those who deliver results will always receive fair rewards and incentives. This is something I carefully consider for all of you. But each of you should focus less on personal gain. Instead, think about how to motivate your teams to perform and ensure incentives are implemented layer by layer. If this is not done properly, the company will lose its competitiveness." Chairman BIAN stressed that incentive and reward distribution is a fundamental driver of competitiveness and demands the highest level of attention.
Second, leaders must have a clear assessment of both their own capabilities and those of the people around them. They must evaluate themselves accurately, understand their strengths and limitations, and clearly define what roles they can handle effectively.
"The history of a corporation is, in essence, a history of evolving talent," Chairman BIAN said. To the general managers here today: you may excel in 1 or 2 areas, but you likely lack expertise in most others. Think of your business as a wooden barrel made of 10 planks. From a management standpoint, you might be the 'long plank' in 1 or 2 spots, but the remaining 7 or 8 are critical shortfalls. To strengthen the barrel, you must actively and sincerely recruit capable people. You must courageously and sincerely seek out capable people to fill every gap in your management 'barrel'. Every weak spot must be addressed personally by the top leader, and headhunting costs should not be cut." Chairman Mr. BIAN stressed.
He further noted that any unit leader who fails to drive transformation, enhance overall efficiency, or transform "short planks" into strengths is neglecting their duty. "If you fail to elevate talent when the opportunity arises, you will eventually be the one replaced," he warned.
Chairman BIAN emphasized that achieving an extraordinary career requires more than just recruiting talent; it requires uniting a league of excellence. For this to happen, a leader's technical skill is secondary—their moral character is the decisive factor. "Moving forward, I expect each of you to push beyond your own limits. Strengthen your integrity and moral character. No enterprise can truly grow beyond the values of its leaders. If your moral foundation is weak, you will fail to attract top-tier talent; and even if you do, you will be unable to effectively leverage their potential. Only when you achieve a breakthrough in character can your career achieve a breakthrough in scale. A different mindset leads to a different world. Ultimately, it all comes down to one principle: 'Cognition determines everything'!"
Commit to Long-term Vision, Build Exceptional Teams, and Forge Core Competitiveness.
During the discussion, Director and President Mr. Xuexian YANG reaffirmed that the Ceramic Machinery business sector will remain committed to long-termism, disciplined risk management, and the continuous sharpening of its competitive edge. As the business sector expands, KEDA's future strategic roadmap demands a globalized talent pool, making leadership revitalization an inevitable trend. Previously, the Ceramic Machinery business sector empowered a generation of "post-80s" leaders. Starting this year, however, the strategic focus has shifted toward the "post-90s" talents. At the beginning of 2026, several top leaders appointed by President YANG were all from the 1990s generation.
Mr. Yuejin LI, Director and President of International Building Materials, emphasized that performance evaluation at KEDA is never a matter of guesswork; it is guided by a rigorous, results-oriented methodology. At Twyford International, performance targets are both broken down top-down and revised bottom-up, ensuring a comprehensive approach. President LI also underscored the importance of high-caliber talent. Exceptional professionals are essential to leading teams toward sustained and outstanding business performance. To this end, Twyford International has consistently devoted significant time and effort to identifying the right talent, optimizing organizational structure, and motivating employees through effective incentives.
Chief Counselor Mr. Dengping TAN highlighted at the meeting that all business sectors operate under a general manager accountability system, with the chairman working in close coordination with general managers to deliver agreed business performance targets. Looking ahead, the company will adopt a performance evaluation framework that integrates both long-term and short-term metrics, guiding leaders away from a narrow focus on immediate gains and toward delivering short-term results within a long-term strategic vision. Through this assessment mechanism, a shared commitment to long-term thinking, sustainable operations, and a coherent long-term business logic will be firmly established among chairmen and general managers.
Chairmen and general managers from all business units spoke in turn, pledging to move forward with a "reset" mindset—continuously challenging themselves, embracing ongoing learning, and pushing beyond existing assumptions. They also committed to actively attracting stronger talent, building more competitive teams, seizing market opportunities, and persevering with full dedication to achieve the company's annual objectives.
(KEDA Industrial Group)
