7 month 30 On [date], the company’s General Manager, Liu Changsheng, convened a work‑exchange and sharing session for mid‑level and senior managers.

At the outset of the meeting, General Manager Liu Changsheng, grounded in the company’s original aspirations and sense of responsibility, emphasized… “ The country is the people, and the people are the country. ” , requiring all cadres to stay rooted in their posts, serve production, support the front lines, and contribute to development. At the same time, all cadres are expected to closely align themselves with the company’s… 2026 year “ Five Ones ” The engineering work policy is anchored in the development objectives, driving all management efforts to be both thorough and effective.

This meeting is for 2026 year 17 Conduct a comprehensive review of all monthly tasks and adopt a reporting-and-sharing approach. + The on-site assessment will be conducted in a structured manner. The company has selected personnel from each department. 11 Employee representatives on site conducted objective and impartial evaluations of the reports presented by all cadres, adhering to the principle of using assessment to drive learning and performance, thereby compelling improvements in management and ensuring effective implementation of tasks.

At the meeting, heads of the Operations Management, Technology, Marketing, Production, and other departments delivered phased work reports in turn. Each department conducted a comprehensive review and in-depth analysis, focusing on the highlights of the first half of the year, progress on key projects, the effectiveness of routine management, and existing shortcomings and bottlenecks. Drawing on the realities of their respective roles, production processes, and market conditions, they systematically identified issues, probed root causes, discussed countermeasures, and outlined clear paths for improvement. The presentations were well-organized and pragmatic, candidly addressing challenges and demonstrating a commitment to rigor and accountability. They fully reflected the departments’ strong work ethic—characterized by responsibility, positivity, proactive initiative, and a determination to overcome obstacles—and fostered a shared resolve to carry out all tasks with meticulous care, solid execution, and broad impact.

General Manager Liu Changsheng fully commended the hard work and achievements of all cadres and employees in the first half of the year, highly praising the management team for leading by example, the frontline staff for their courageous spirit of striving to excel, and the entire workforce for their unity and determination to move forward and grow stronger. Drawing on the lessons learned from this meeting and the company’s long-term development needs, General Manager Liu Changsheng set forth two core priorities for all managers:

1. There are no perfect individuals—only perfect teams.

“ If you want to go fast, go alone; if you want to go far, go together. ” All cadres must firmly cultivate a sense of the bigger picture and a spirit of collaboration, break down departmental silos, strengthen coordinated efforts, support one another, and unite as one. Relying on efficient team collaboration, they should tackle workplace challenges, overcome developmental bottlenecks, and pool collective strength to drive the company’s high-quality, steady growth.

II. Empty talk harms the country; practical action strengthens it.

All management personnel must abandon wishful thinking and refrain from empty rhetoric; they should focus on their respective roles to ensure effective implementation, zero in on identified issues to drive corrective action, prioritize practical work, deliver tangible results, pursue real‑world effectiveness, and create value—thus translating all initiatives into concrete outcomes through decisive action.