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Review the Whole Year in the First Half, Strive to Win the Second Half - Zhongchen Light Machinery Holds a Summary Meeting of the First Half of 2022 and an Analysis Meeting of Operational KPI Indicators

Source: HF.ZCQJ Date：2022-07-21

        On July 16, Zhongchen Light Machinery held a mid-year work summary meeting and operational KPI indicator analysis meeting at the company. The Party Secretary, Chairman, and General Manager Zhao Zhengwang attended the meeting and delivered a speech. The meeting was presided over by the Deputy General Manager He Sheng.


 

       Cha Zhengwang fully affirmed the efforts and achievements made by each system, each subsidiary, and each business unit. He pointed out that this year, the company's Party committee has firmly implemented the important instructions of "preventing the epidemic, stabilizing the economy, and ensuring safety in development," and the Party committee has fully played its role of "setting the direction, managing the overall situation, and ensuring implementation." The leadership team has identified and resolved bottlenecks and difficulties, promoted development, and the vast number of employees have put the interests of the whole in mind, improved their internal capabilities, and united their efforts, so that the company's reform, development, and Party building and other work have been carried out in an orderly manner and have achieved important stage achievements, presenting a brilliant answer sheet.


At present, the unprecedented changes unseen in a century are accelerating, and the world is in a new period of turbulence and transformation. The international situation is volatile, and the downward trend of the economy is evident. Cha Zhengwang emphasized the necessity of carrying out all the tasks for risk response meticulously. Regarding the work in the next stage, the following requirements are stipulated:

First, strictly implement KPI performance management. The management data of the Ameba business should be linked to the performance of departments and individuals.
Secondly, we should leverage the strengths of our subsidiaries. The Can-Making Business Division should cover the full range of products; the Full-filling Company should aim for the long term and become a "contract manufacturing super factory"; the Nanjing Company should fully utilize its geographical and resource advantages and strive to be the number one domestic player within three years.
Third, maintain a technological R&D advantage. Lead the company with technology and continuously innovate to achieve high-quality corporate development.
Fourth, promote the digitization and intelligence work. Seize the opportunity of digitization and intelligence development and strive to run at a faster pace for Zhongchen.

Fifth, enhance the financial control functions. Strictly implement comprehensive financial budget management; continuously promote the deep integration of business budget and financial budget to effectively play the role of financial resources in guaranteeing and guiding business development.

Sixth, strengthen intellectual property work. Embrace the concept of "rapidly seizing the lane, reasonably occupying the lane, flexibly borrowing the lane, and scientifically building the lane" in patent technology applications, and construct an intellectual property work mechanism centered on innovation, oriented towards application, and relying on protection.

Seventh, make good use of list-based management. Strive to achieve "eight-having" management. That is, have a plan, measures, standards, supervision, inspections, records, feedback, and rewards and punishments.



 
       He Sheng concluded his speech by calling on everyone to study and implement the spirit of Chairman Zha's speech in depth, strictly implement all work requirements, focus on key areas, strengthen weak links, and address shortcomings. They should work tirelessly, race against time, enhance their qualifications, and increase their driving force to achieve their annual business goals.

     At the meeting, the respective division leaders made in-depth comments on the work reports of each system, affirming the achievements, pointing out the problems, and clarifying the direction for rectification.

 
      A total of 21 key executives from various systems, subsidiaries, and business units reported on their departmental work and the completion of KPI indicators for the first half of the year, analyzed the shortcomings in their work, and proposed plans and measures for advancing their work in the second half of the year.
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