5 month 27 On [date], the company conducted work planning centered on safety production requirements and insights gained from off-site training.

A constant warning bell.   Strictly uphold the safety red line.

At the outset of the meeting, Executive Vice President Li Wenjian began by… 5 month 22 A training session was conducted using the gas explosion accident at a coal mine in Qinyuan County, Shanxi Province, as a case study, reminding all personnel that safety awareness must never be relaxed. The session also conveyed the core principles of the provincial-level safety work conference and urged management at all levels to rigorously implement all safety‑production requirements. In light of relevant standards and the safety hazards identified during recent on-site inspections, the training focused on eight essential safety guidelines that must be known in production settings, further standardizing frontline safety operating procedures and strengthening the foundation of on-site safety management.

Subsequently, Chairman Liang Xinwen delivered an important address on workplace safety. He emphasized that all employees must prioritize safety in their thinking and place it at the forefront of all tasks, resolutely rejecting complacency, wishful thinking, and unhealthy habits. Furthermore, managers at all levels must fulfill their duties and responsibilities in ensuring workplace safety, ensuring that… With care, with dedication, with focus ; All departments of the company shall conduct regular safety training for employees to address on-site safety issues, with a particular focus on the four key areas of electricity, machinery, gas, and site management. This will comprehensively enhance each employee’s awareness of safety risks and their ability to respond effectively in emergencies. All staff must strictly adhere to safety operating procedures, proactively strengthen their commitment to safe production, and ensure proper implementation at the production site. “ Day after day, high and high. ” Management requirements mandate strict adherence to workplace discipline—prohibiting smoking and the use of mobile phones during shifts—while strengthening self‑discipline to eliminate all potential safety hazards at their source.

For the company 5 month 12 day “ Unswervingly pursue a strategy of high-quality development. ” Regarding the three work requirements put forward at the meeting, Chairman Liang issued them to all members of the management team. “ How will it be implemented? ” A sobering interrogation. It serves as a reminder to all personnel to implement [it] without fail. “ Premium Requirements ” , We must see that the tasks we can handle right now are carried out thoroughly and with excellence.

General Manager Liu Changsheng provided additional instructions on safety management. He emphasized that there is no room for complacency in this area, and all employees must rigorously implement the directives of higher authorities, remain constantly vigilant about safety, maintain a sustained focus on safety measures, and ensure strict compliance with the company’s safety production regulations. Each department is expected to earnestly advance company-wide safety training and ensure the effective implementation of the spirit of relevant meetings, taking decisive and thorough action while upholding meticulous and stringent management practices. At the same time, it is essential to keep employee feedback channels open, solicit input from frontline staff, promptly address identified issues and correct any deviations in operations, and draw profound lessons from both internal incidents and those occurring in related industries. All work plans must be grounded in safeguarding employees’ safety and rights, and self‑learning and continuous personal development should be established as enduring principles guiding our efforts.

Outing Study Tour Sharing   Drawing on industry insights

In response to the recent participation of the company in the China General Machinery Industry Association’s Gearbox Members’ Conference and… Intelligent Transmission Industry Development Forum At the conference, as well as during off-site exchange and study visits involving upstream and downstream enterprises and industry peers, relevant personnel delivered summary presentations. Drawing on their personal insights from the event and observations gained through on-site inspections, they used real‑world photographs to analyze the current landscape of the reducer industry, emerging trends in industrial transformation, and directions for product evolution. Furthermore, by aligning these findings with the company’s actual production and operational realities, they identified actionable best practices, new strategic approaches for corporate development, and key technical priorities.

Summarizing empowerment and building momentum   Focusing on High-Quality Development

At the conclusion of the meeting, General Manager Liu Changsheng delivered a summary address, drawing on the company’s current production situation, and outlined a comprehensive plan for the company’s overall work in the next phase.

I. Uphold the bottom lines of safety and quality. Safety is paramount; quality is a matter of life and death. Without safety, all development is mere rhetoric; without quality, an enterprise loses its very foundation for survival. All employees must begin with meticulous on-site management, enhancing and upgrading the production environment through beautification and improved lighting, thereby continuously strengthening the company’s soft power and overall image. Management must lead by example and take the initiative in fulfilling their duties, ensuring that all performance‑evaluation processes are anchored at the managerial level and that responsibility for workplace safety is firmly assigned and rigorously enforced at every tier.

II. Benchmarking Against Industry Leaders: The Power of Role Models Is Immeasurable. As the industry evolves at a rapid pace, all employees should proactively benchmark against leading companies, identify their own gaps, and promptly refine and recalibrate the company’s strategic direction.

III. Deepening Reform and Innovation for Breakthroughs. Drawing on the spirit of Comrade Deng Xiaoping’s Southern Tour speeches, General Manager Liu encouraged all employees to further liberate their thinking and take bolder steps in reform. He urged everyone to squarely confront their own weaknesses, focus on niche market segments, formulate a differentiated growth strategy, and build the company’s core competitive advantages. He also called on the management team to proactively venture beyond their comfort zones, broaden their horizons, and deepen their market engagement, while continuously honing their professional expertise and enhancing their overall performance capabilities. All managers should seize this learning‑sharing opportunity to accelerate innovation, efficiently advance key initiatives—including site beautification and illumination, performance‑management optimization, information‑system upgrades, team building among shift leaders, and technological upgrades to equipment—and ensure tangible results, thereby providing comprehensive support for the company’s high‑quality development.

Finally, General Manager Liu urged all employees to remain steadfast. Create premium products, cultivate elite employees, and live a life of excellence. , firmly establish “ I am proud of Xinkai, and Xinkai is proud of me. ” of the Our corporate philosophy is to devote ourselves wholeheartedly to the company’s growth, staying true to our original mission. By uniting as one and pursuing concrete action with unwavering dedication, we will jointly drive the company’s sustained, steady, and positive development.

Executive Director Lü Yazheng stated that this meeting was highly effective and of profound significance. She noted the thoughtful preparation of those who attended external training, the novelty of the content shared, and the wealth of insights gained, which have charted a clear course for the company’s future development. She set forth a specific directive: all relevant departments are to comprehensively collate and synthesize the actionable, implementable lessons learned from this external study tour, and, in light of the company’s actual circumstances, develop tailored implementation plans. These plans should meticulously detail key elements such as input–output analysis, financial budgets, project timelines, assigned responsibilities, and critical milestones, ensuring that the outcomes of this learning journey are effectively translated into a powerful driving force for the company’s innovation, breakthroughs, and enhanced quality and efficiency.