From January 19 to 22, 2026, Drillmaster Group’s 2026 Annual Business Plan Meeting was successfully held in Shaoguan, Guangdong.
Core members from the three major business teams—Drillmaster Technology, imachine, and Drillmaster HDD—gathered to conduct a systematic review of 2025 business practices and to engage in in-depth discussions on the strategic directions and action paths for 2026.
This was a meeting to review achievements, as well as one to unify perspectives and align directions.
Returning to Real Data and the Issues Themselves
The meeting started with operational facts, conducting a comprehensive review of the work in 2025. Teams from finance, human resources, products, branding, marketing, supply chain, and various business units dissected their achievements and shortcomings from their respective perspectives.
During the review process, discussions repeatedly returned to several core questions: Which capabilities have been solidified into systems, which experiences hold replicable value, and which shortcomings need to be directly addressed in the new year? This allowed the group to gain a clearer judgment on global customer needs, industry changes, and its own strengths.
Multi-Business Synergy to Serve Global Engineering Needs
At the business level, the meeting highlighted the synergistic value of the group’s diverse operations in international markets.
imachine focused on its used engineering machinery business, conducting systematic analysis on structural optimization, risk control, and operational efficiency. Drillmaster HDD, rooted in its specialised niche, continued to refine product capabilities and service depth. Drillmaster Technology is centred on product and technical capabilities, providing solid support for the overall export business.
Different tracks, all pointing toward the same goal: providing stable, reliable, and trustworthy engineering equipment and services to global customers.
Aligning Plans with Global Rhythms
Regarding the work plans for 2026, the meeting focused on discussing market rhythms, resource allocation, and execution paths. How goals adapt to changes in international markets, and how teams form more efficient synergies across different regions, became the core of the discussions.
Clear plans enable the team to maintain a sense of rhythm and direction even in uncertain environments.
Sacred Heart Business Way
During the meeting, General Manager Mr. Jason Shen spent an entire afternoon systematically sharing his business insights on the “Sacred Heart Business Way,” providing a deeper value framework for the group’s long-term development.
In Drillmaster’s view, truly sustainable business comes not only from capabilities and skills but also from inner mindset and intentions.
The so-called cultivation of the mind culture is an inward-seeking culture. Both enterprises and individuals need to continuously calibrate their inner selves in complex environments, subdue afflictions, and avoid pinning hopes on changes in the external environment.
The blooming culture is one of proactive advancement, facing problems head-on, and delivering results. It involves not avoiding difficulties, continuously exploring better methods, resolving contradictions through action, and fostering consensus with patience.
The enlightenment culture points to higher-dimensional cognition. It involves understanding causal laws, the workings of heaven’s way, and the logic of long-term empowerment, experiencing the power of continuous growth while undertaking greater missions.
Pilgrimage to the Sixth Patriarch’s Sacred Site—Nanhua Zen Temple
On the final day of Drillmaster Group’s annual planning meeting, the team visited Nanhua Zen Temple for a pilgrimage to the wisdom of the Sixth Patriarch Huineng. This was not a mere formality but a collective calibration of the enterprise’s inner essence.
Many people attribute the ups and downs of enterprise development to external environments, but through reviews, we increasingly realize: what truly determines an enterprise’s direction often lies within.
“How intrinsic is our true nature, originally pure.” An enterprise’s true nature is its core values and culture. Once the interior is disrupted by suspicion, buck-passing, and short-sightedness, even the best external opportunities are hard to capitalize on.
“How intrinsic is our true nature, neither arising nor ceasing.” An enterprise’s long-term vitality comes from mission and resilience, not fleeting trends. Rather than chasing winds, it’s better to hold the direction and wait for one’s own wind.
“How intrinsic is our true nature, originally complete.” True capabilities are often already within the organization. Overly seeking externally can easily overlook untapped potential in the team and systems.
“How intrinsic is our true nature, unmoved.” Environments change, but directions must remain steady. Frequent pivots and blind expansions often stem from a lack of inner axis.
“How intrinsic is our true nature, able to give rise to all phenomena.” When directions are clear, culture is stable, and the heart is resolute, innovation, collaboration, and adaptability will naturally emerge.
Commercial storms always exist; what determines the safety of the voyage is never the weather, but the ship’s structure, the rudder’s direction, and whether the entire crew is united in heart.
Inward Clarity, Outward Stability
In 2026, Drillmaster Group will continue to deepen its cultivation of international markets with an open posture. With products as the foundation, services as the link, and long-termism as the underlying logic, we will grow together with global customers and partners.
The world is changing, but the heart must remain steady. Drillmaster is embarking on a longer journey.
