Unite Together to Pursue Development, Strive Forward to Write a New Chapter — The Company Holds the 2026 Annual Production Symposium

On the afternoon of January 26, 2026, the company’s production symposium was held in Conference Room 2 at the headquarters. The meeting aimed to comprehensively review the current production and operation status, focus on problems, discuss solutions, clarify directions, and build consensus and gather strength for quality improvement, efficiency enhancement and high-quality development in the new year. The meeting was co-chaired by Wu Bohao, Chairman of the company, and Nan Haibin, General Manager. Attendees included the Chief Technical Engineer, Chief Financial Officer, Vice President of Procurement, Vice President of Administration, and management personnel at or above the level of workshop directors of the production plants.

The meeting first heard special reports from key principals of the frontline production teams. Zhao Zhiyong, Deputy Plant Director, delivered a detailed report on the management and maintenance of mechanical and hydraulic equipment and the recently implemented technical renovation projects, systematically summarizing the achievements made and objectively analyzing deep-seated problems such as equipment aging and maintenance cost control. Zhao Guojun, Deputy Plant Director, focused on reporting the remarkable results of equipment speed-up renovation, and conducted an in-depth analysis of severe challenges arising from the iterative upgrading of control systems of international brands such as Siemens and ABB for electrical equipment, which has led to difficulties in purchasing spare parts for the company’s existing old systems and weakened technical support, and put forward systematic response ideas. Fu Xiaofeng, Deputy Plant Director, made a detailed introduction on the operational efficiency of the quality management system and refined cost control, shared experience in reducing losses through process optimization, and pointed out the potential for further tapping.

Subsequently, workshop directors of all production lines spoke openly and freely based on their respective work practices. They put forward difficulties encountered in specific work and constructive opinions and suggestions on production plan coordination, cost management, on-site management difficulties, process detail optimization, personnel skill improvement, work safety guarantee and other aspects. The on-site discussion was practical and enthusiastic, and the management responded and conducted preliminary coordination on some issues on the spot.

After carefully listening to all the reports and speeches, the company leaders delivered concluding remarks.

General Manager Nan Haibin expressed gratitude to the production system for their efforts in overcoming difficulties and ensuring output over the past year. He emphasized that in the face of common industry challenges brought by equipment upgrading, the technical, procurement and production departments must cooperate closely to speed up the formulation and implementation of medium and long-term response strategies, including seeking and stocking up supply chains for second-hand spare parts, promoting the upgrading of key equipment in a planned manner, and strengthening the reserve of technical talents. He required that quality and cost control must be placed in a more prominent position, pursuing benefits through refined management to consolidate the company’s market competitive advantages of products.

In his conclusion, Chairman Wu Bohao pointed out that the symposium had accurately identified problems and put forward practical suggestions, achieving the expected results. He made an in-depth analysis of the internal and external situations facing the company, stressing that “stabilizing production, improving efficiency, strengthening quality and controlling costs” is the cornerstone for the company to address challenges and achieve steady and long-term development. Chairman Wu Bohao put forward clear requirements for the next work:

1. Strengthen confidence and take proactive actions. The management should take the lead in going deep into the frontline and transform the ideas formed at the meeting into concrete action plans.

2. Adhere to technology-driven and innovation. Especially for the “bottleneck” problem of equipment spare parts, a special task force should be established to accelerate technical research and supply chain optimization.

3. Strengthen the awareness of cost and quality among all staff. A more scientific assessment and incentive mechanism should be established to make the concept of lean production deeply rooted in the hearts of the people and implemented in practice.

4. Firmly hold the bottom line of safety and environmental protection. There must be no slack at any time.He called on all production management personnel to take this symposium as a new starting point, unite and lead the majority of employees, gather strength, overcome difficulties, and strive to fully accomplish all objectives and tasks of 2026 and promote the company to achieve higher-quality development.

This symposium unified thinking, clarified paths, gathered joint forces, and laid a solid foundation for the company’s production management work in the new year.