Recently, the company’s General Manager, Liu Changsheng, convened all mid-level and senior managers for a special meeting on performance‑assessment‑indicator training and a summary of mid-level managerial exchanges.

At the outset of the meeting, the Finance Department conducted a specialized training session focused on the company’s operational and financial performance indicators, providing a detailed explanation of the specific methods and practical steps that each role can implement in daily work to achieve energy conservation and cost reduction, enhance quality and efficiency, and precisely meet performance targets.

Subsequently, Executive Vice President Li Wenjian conducted a comprehensive review and summary of the interim work‑exchange activities across the company’s four major centers. Drawing on the format of organizational life meetings, this cadre exchange initiative rigorously engaged in criticism and self‑criticism, effectively achieving the objectives of aligning thinking, resolving challenges, enhancing quality and efficiency, and driving innovation.

At the meeting, all mid-level cadres, grounded in their respective roles and confronting challenges head-on, conducted a thorough self-assessment of their work shortcomings across key dimensions—including strategic awareness, sense of responsibility and initiative, execution efficiency, and team management—while delving into the root causes of these issues. They then formulated targeted improvement strategies and action plans tailored to their specific work contexts. In response to each cadre’s remarks, General Manager Liu Changsheng provided meticulous, item-by-item feedback, objectively identifying existing shortcomings in the work while offering guidance, support, and positive encouragement for subsequent improvements, thereby helping cadres to accurately define their roles and implement targeted enhancements.

In light of the conference outcomes, Executive Vice President Li Wenjian Work arrangements were made. Department heads were instructed to ensure the spirit of the meeting is thoroughly communicated and effectively implemented, with internal review-and‑learning sessions conducted for all staff at every level, thereby aligning thinking, reinforcing accountability, and building consensus across the organization. Meanwhile, the meeting convened all cadres for a集中 study of the relevant regulations on “Labor Discipline,” further standardizing work styles, strengthening disciplinary awareness, and solidifying the foundation of standardized corporate management.

General Manager Liu Changsheng expressed full appreciation for this round of mid-level cadre exchange and summary activities. He noted that all cadres courageously confronted existing issues and engaged in thorough self-reflection, ensuring that the meeting truly served as a profound ideological awakening, a spiritual cleansing, and a comprehensive review of work performance.

Meanwhile, General Manager Liu set forth core expectations for all mid-level managers, articulating four key principles for improvement and providing clear guidance for their professional growth and the team’s development.

I. Putting the “Four Revisions” into Practice

Reassess yourself, reorganize your job responsibilities, refocus your work style, and redefine your goals and performance metrics.

II. Strictly Adhere to the “Four Service Systems”

First‑inquiry responsibility system, service commitment system, one‑time notification system, and time‑limited completion system.

III. Uphold the “Four More” Guiding Principles

Speak more words that benefit the company and its employees, do more things that serve the company and its staff, generate greater profits for the enterprise, and work to enhance employee well-being.

At the conclusion of the meeting, General Manager Liu Changsheng urged all cadres to step up with a sense of responsibility and act with unwavering dedication. He emphasized that once the political line is set, cadres are the decisive factor: when cadres are strong, the enterprise is strong; when the process is sound, the outcome will inevitably be positive. All cadres must adopt a pragmatic mindset—“after hardship comes sweetness, and then we can look back on the journey”—and firmly uphold the power of belief. With steadfast conviction and a down-to-earth work style, they should tackle challenges head-on, striving to elevate the quality and efficiency of all company operations and ensure tangible results.