As the seasons turn and a new chapter begins, Hongda Group held its 2025 annual summary and recognition conference and the opening ceremony for the new year on February 26. Chairman Shi Liliang, Deputy General Managers Wu Guangchuan, Shi Weize, Shi Haoyuan and Shi Xiaomin, and other company leaders attended the meeting. More than 220 employee representatives gathered to look back on the hard work and achievements of 2025, plan a blueprint for high-quality development in 2026, and honor the outstanding teams and individuals of the past year.
The conference officially opened with the solemn national anthem. Amid warm applause, Deputy General Manager Shi Xiaomin read the list of honorees for 2025. The awards recognized a group of people who had shown responsibility and innovation across the Group. To further motivate the core workforce, this year’s conference also added the Loyalty and Dedication Award and the Outstanding Professional Manager Award. Group leaders then presented certificates to representatives of the Advanced Collectives, Advanced Workers, Outstanding Management Cadres, and the two special-award categories. Representatives of the advanced collectives, advanced workers, outstanding management cadres, Loyalty and Dedication Award recipients, and Outstanding Professional Manager Award recipients subsequently spoke. Drawing on their own positions, they shared work experience and reflections and expressed their determination to continue setting an example and making new contributions to the Group in the year ahead.
At the conference, Deputy General Manager Shi Haoyuan delivered the 2025 sales summary and the 2026 planning report. In 2025, the industrial business faced a complex and changing market environment and moved forward despite the challenges. It reformed its sales system, increased operating revenue by 10% year on year, and achieved a 100% customer retention rate. Looking toward 2026, Shi Haoyuan set the core goal of increasing total sales by 15% year on year and laid out four major campaigns for the year: a battle to expand the market, an upgrade campaign for team building, an efficiency campaign for management innovation, and a sustained campaign centered on customers. The Group will win the market with better products and professional service.
Upgrading procurement and breaking through internal management barriers
Based on the work of 2025, Deputy General Manager Shi Weize set out clear reform requirements for procurement and internal management. In procurement and equipment control, he stressed the need to move from “buying” to “buying well” and from “procurement” to “control.” The focus will be on value for money, with a refined full-life-cycle management system for equipment based on one file for each machine. Equipment service life and maintenance costs will be tied closely to performance assessments, prompting procurement and production teams to reduce costs and improve efficiency.
Addressing pain points in internal management, Shi Weize proposed four forceful measures: fully implement a first-contact responsibility system so that responsibilities are clear and no one passes the buck, ensuring that every question receives an answer and every instruction is acted upon; establish a personnel mechanism in which people can move up or down, strengthen assessments for middle management, break with seniority-based promotion, and reject passive “lying flat” attitudes; break rigid notions of hierarchy, establish time limits and reminders for decisions, and encourage employees to offer suggestions; and strictly advance closed-loop management so that every matter has an explanation, every task receives a response, and every item reaches a clear outcome, creating an efficient atmosphere focused on real work.
In the final address, Chairman Shi Liliang delivered a far-sighted summary. He first affirmed the Group’s outstanding achievements in 2025 and warmly congratulated the recognized teams and individuals. He emphasized that every advanced role model is a flag to follow. He called on all employees to learn from these examples, strive to be role models, improve themselves, build their capabilities, and carry forward their dedication, innovation and diligence, so that the Group can foster an atmosphere in which everyone learns from advanced examples, everyone strives to advance, and every task is done well. From this new starting line, Chairman Shi set out seven core requirements for 2026:
1. Strengthen management: Benefits are 30% performance and 70% management. Management cadres must go deep into the work, keep a close eye on execution, and pay close attention to detail.
2. Enforce strict assessments: Let the numbers speak, deepen the potential of performance assessment, and bring out everyone’s real capabilities.
3. Put safety and environmental protection first: Hold firmly to the red lines and bottom lines, take action against those who shirk responsibility or fail to act, and turn the risk line into a line of safety.
4. Increase rewards for technical improvements: Stay committed to technological transformation and innovation, and use substantial rewards to encourage employees’ rationalization proposals.
5. Develop talent: Make every effort to cultivate versatile people who think independently, innovate bravely and take responsibility, giving those who want to work a stage on which to do so.
6. Build a service mindset: Improve reception capabilities and provide customers with considerate service that makes them feel at home.
7. Build the culture: Uphold the corporate spirit of trust, sensitivity, pioneering initiative and responsibility, and use culture to shape the soul of the enterprise.
“A new cycle begins and everything is renewed. Nothing in the world is difficult if one is willing to climb.” The glory of the old year has become history, and the journey of the new year is beneath our feet. The drums of 2026 are already sounding. Let us follow the Group’s strategic direction, work with the vigor of a leaping dragon and the momentum of ten thousand horses, unite as one, pursue progress and drive every Hongda undertaking onto a new track of high-quality development.