On May 12, Chairman Liang Xinwen convened a working meeting with the company’s mid-level managers and all members of the Quality Inspection Department. In light of certain trends observed in the company’s current development, he outlined the direction for high-quality growth—“unwaveringly pursuing a premium‑quality development strategy”—and, in alignment with this goal, clarified the performance standards for staff and set forth the requirements for follow-up work.

Over the past 68 years, the company has weathered numerous challenges and advanced steadily, thanks to the unwavering commitment of all its employees to the original vision of “unity and progress” and a spirit of boldness and responsibility. Today, the company is making steady strides toward its goal of becoming a leading brand in high‑end gear reducers. In line with this core development objective, Chairman Liang has articulated three key expectations for all managers, encouraging them to remain united, strive for excellence, and courageously shoulder their mission in the work ahead.

1. Assume primary responsibility:

Always keeping the enterprise at heart and fulfilling duties with dedication, we approach all matters from a holistic perspective that prioritizes corporate development and team building. Proactively assuming responsibility and taking decisive action, we translate our sense of duty and mission into concrete, pragmatic steps, firmly shouldering management accountability in our respective areas of oversight.

2. Adhere to a high-quality, premium approach:

Guided by the principle of “striving for excellence,” we must not only rigorously control quality and deliver premium products, but also cultivate ourselves into top-tier professionals. With robust expertise and a commendable work ethic, we will align with the company’s high-end brand positioning and contribute to enhancing its brand value.

3. Conduct employee training effectively:

We place great emphasis on employee development, viewing training as a vital means of enhancing team performance and strengthening the foundation for corporate growth. By delivering systematic, targeted training, we empower our employees to thrive, foster team cohesion, and collectively drive the company’s high‑quality development.

Finally, Chairman Liang Xinwen encouraged all management personnel to align their work with their respective responsibilities, engage in thorough self-reflection, and place utmost importance on continuous improvement of their managerial capabilities and performance. He urged them to ensure that their competencies are fully commensurate with the company’s positioning as “China’s leading brand in high-end gear reducers,” and to join forces in striving for a bright future of high-quality corporate development.

General Manager Liu Changsheng, in line with the “Five‑One Project” introduced at the beginning of the year—specifically its call to “promote a spirit: the spirit of responsibility”—further emphasized that management personnel, as the “key drivers” of the company’s development, must earnestly fulfill their pivotal role and prioritize the effective implementation of three key areas of work:

1. Solidly carry out ideological work among employees, proactively listen to their concerns, promptly address their requests, build team consensus, fully motivate all staff to take initiative and demonstrate enthusiasm, and foster a workplace atmosphere of unity and collective commitment.

2. Fully drive the implementation of the company’s strategy by refining action plans, strengthening execution, and establishing a closed-loop management system, ensuring that all decisions and directives are effectively put into practice and yield tangible results, thereby supporting the achievement of the company’s strategic objectives.

3. Strengthen vertical coordination and collaboration: resolutely comply with superior directives and ensure their full and faithful implementation, while also providing dedicated support to subordinate units, fostering team cohesion, and enhancing overall collaborative effectiveness.

With regard to the next phase of work, General Manager Liu set forth clear and specific directives: All staff are to conduct thorough self-assessments and introspection, benchmark against our objectives to identify gaps and address shortcomings, and further deepen the “Quality‑First” philosophy. We will implement the initiative to launch service‑reimbursement programs for customers who have been using our products for thirty years, thereby repaying their trust with high‑quality, efficient service. At the same time, we encourage everyone to uphold principles and take bold responsibility in their work, firmly saying “no” to any unreasonable practices. By earnestly putting into practice Chairman Liang’s earnest expectations, uniting as one and focusing on concrete action, we will advance the company’s high‑quality development with greater resolve, a more pragmatic approach, and stronger measures, jointly writing a new chapter in the enterprise’s growth.