On September 2nd, the first half of 2023 business and production meeting was held, with the participation of senior leaders and heads of various centers (departments), branches/subsidiaries, project departments, etc., to comprehensively summarize the completion status of various work in the first half of the year and deploy the main work in the second half of the year.

In the work reporting stage, each project department mainly reported on the project's operation and production status and subsequent work plans; Each center (department) reported on the main work, functional management, and completion of indicators in the first half of the year, and reported on the main problems that existed, clarifying relevant requirements; Each branch/subsidiary reported on its operational management in the first half of the year. At the same time, we will discuss and exchange ideas on the main issues that exist in the operation and production process of the first half of the year.

In the summary and evaluation process, senior leaders of the company will conduct evaluations and work deployments based on the work plan and goals for this year, and in conjunction with the completion of the work in the first half of the year.

After the meeting, a project performance award ceremony will be held for the project department that meets the conditions for project performance award fulfillment. After Shao Jianshu, the manager of the engineering center, reported on the performance evaluation and reward allocation of the IKEA and Kunpeng project departments, General Manager Huang Xiangjiong awarded bonuses to the representatives of the two project department members to fulfill their reward commitments. Implementing project performance incentives is a strong proof of "goal orientation and result assessment", which is conducive to stimulating the subjective initiative and creativity of project team work, promoting the accelerated growth and practical responsibility of talents, creating job value with benefits, practicing the management concept of "collaborative coexistence and value sharing" between enterprises and employees, and achieving employee growth and high-quality development of the company.

Opportunities and challenges coexist, difficulties and hopes coexist. The successful convening of this meeting summarized the achievements and shortcomings of the first half of the year, and unified the thinking, pointed out the direction, refined the requirements, and boosted confidence for the second half of the year. The meeting requires management cadres at all levels to take this meeting as a new starting point, deeply understand, convey, and implement the spirit of the meeting, to achieve: further strengthen responsibilities, refine work, optimize measures, and lead the team to strive to achieve the annual goals and tasks with a decisive attitude!

（Source of Materials | Comprehensive Office）