On March 1, the company grandly convened the 2026 Post-Spring Festival Cadres Conference. The meeting aimed to implement the annual strategic deployment, build consensus among all cadres, and solidify the ideological foundation for the successful completion of all 2026 business objectives.
Chairman Liu Xiang and General Manager Lin Bin attended the meeting and delivered speeches. All team leaders, supervisors, and management personnel above this level participated in the conference.
General Manager Lin Bin delivered a keynote speech titled "Unite to Embark on a New Journey, Achieve New Heights through Pragmatic Action — Demonstrating Cadre Strength to High-Quality Complete the Company's 2026 Business Objectives."
He reviewed the company's journey of overcoming difficulties in a complex external environment in 2025. Facing the severe global economic landscape characterized by "three highs and two lows," the entire company went all out to secure employee salaries, expand markets, and secure orders. The company actively promoted the industrial workforce development initiative of "increasing wages through skills and creating wealth through skills" and successfully introduced Jiesi Weiye as the controlling shareholder, injecting strong new momentum into the company's development.
He reiterated the eight major business indicators and seven key tasks for 2026, emphasizing that all cadres must shoulder their responsibilities as "first responsible persons," strengthen process control, and ensure strict performance evaluations. For 2026, the company will target "zero defects" for quality, leverage the ERP system to improve production efficiency, ensure a reduction in operational costs, and drive the implementation of all initiatives.
Chairman Liu Xiang clarified the direction and boosted confidence from a strategic perspective:
- Recognize the Situation, Seek Breakthroughs Internally: Facing external market pressures and rising costs, the company cannot control export fluctuations but can master internal management efficiency. Focus must be placed on controllable areas such as production, cost, and supply chain to tap into internal potential.
- Refined Management, Collaborative Operations: Every manager must maintain detailed accounts, from aluminum recycling to energy consumption control, as small improvements yield big returns. R&D, sales, and production are closely interconnected; departmental silos must be broken down to foster a holistic, collaborative mindset.
- Merit-Based Promotion: Break the tradition of prioritizing seniority and judge heroes by actual performance. Managers must possess an owner's mindset, proactively identify and solve problems, and support the company's strategic implementation.
- Embrace Technology, Maintain Advantages: Continuously advance information technology and smart manufacturing to build a competitive moat in customized service capabilities. At the same time, actively explore the domestic market and build an integrated competitive barrier across R&D, production, and sales.
Chairman Liu Xiang concluded the meeting with three thoughts to share with everyone:
- In difficult times, confidence is more important than gold.
- At the juncture of transformation, action is more precious than slogans.
- At the decisive moment, the team is stronger than the individual.
