Focus on addressing weak links and strengthening rectifications; sprint toward a successful finish and strive for a perfect victory.

2025-10-28

From October 23 to 25, 2025, the Q3 2025 Performance Review Meeting of Hubei Tri-Ring Metalforming Equipment Co.,Ltd was successfully held. All senior management team members, as well as heads of various departments and subsidiaries, gathered together, focusing on "summarizing and reviewing past performance, pinpointing key issues, and implementing corrective measures to enhance efficiency." The meeting provided a comprehensive review of the completion status of Q3 business objectives, conducted an in-depth analysis of shortcomings in areas such as production-sales alignment, efficiency improvement, and cost control, clearly defined the direction for corrective actions and critical tasks for the fourth quarter, and built a bridge connecting the current quarter's efforts to the annual targets and the 2026 work plan.

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The meeting is proceeding smoothly and focusing on key issues.

This meeting strictly adhered to the “Three Focuses and Three Requirements” principle and proceeded smoothly according to the established agenda. More than 20 departments and subsidiaries of the company successively reported on their completion status of Q3 KPI indicators, the effectiveness of key project implementation, and any existing issues. All reports centered around three core dimensions—“data benchmarking, problem focus, and action plans”—ensuring that the meeting was efficient, pragmatic, and directly addressed the critical issues.

The inquiry team consists of company leaders Chang Dingjun, Zhou Hongxiang, Wang Gang, Zhang Hui, Lin Min, and key personnel from various departments. The team poses in-depth questions addressing the weak links identified in each unit’s reports, examining issues from perspectives such as “the path to achieving objectives, coordinated resource support, and proactive risk assessment and response.” This helps departments pinpoint the root causes of problems and clearly define directions for corrective actions.

Performance 2

At the meeting, Chang Dingjun, Party Secretary and General Manager of the company, delivered a concluding speech and put forward clear requirements focusing on several key areas:

We’re giving it our all to sprint toward the year-end finish. In the third quarter, the company’s overall output value and profits both achieved year-on-year growth—a result of the concerted efforts of all employees. However, we must soberly recognize that the fourth quarter is the decisive period for achieving our annual goals, and there’s absolutely no room for even the slightest slackening. Currently, we still have a certain gap to close before reaching our full-year targets. All departments must embrace a sense of urgency—recognizing that time waits for no one—and go all out in this final sprint. We need to optimize production processes, boost productivity, and ensure timely product delivery; strengthen market development, actively communicate with customers, and strive for more orders; and reinforce quality control, enhance product quality, and improve customer satisfaction. Only when everyone takes full responsibility can we guarantee the smooth achievement of our annual business objectives.

Face up to shortcomings and steadily push forward with post-event reviews and corrective actions. Although we achieved growth in the third quarter, some departments still have significant weaknesses in areas such as plan completion rates, cross-departmental collaboration, and refined cost management. All departments must squarely confront these issues—neither avoiding them nor compromising on their seriousness. We should take this performance review meeting as an opportunity to conduct a comprehensive and in-depth post-event review. Through data comparison and analysis, we must identify the root causes of these problems. For departments with low plan completion rates, we need to re-examine whether their target-setting is reasonable and whether there are any obstacles during implementation. For issues related to poor cross-departmental collaboration, we must establish more effective communication mechanisms and coordination processes. As for the lack of precision in cost control, we must conduct a thorough analysis of cost components to pinpoint areas where improvements can be made. Once the direction for corrective actions has been clearly defined, we must develop practical and feasible action plans, assign specific responsibilities to individuals, and ensure that these issues are thoroughly addressed.

Accurately Prepare the 2026 Budget—The budget preparation for 2026 is of paramount importance, as it directly affects the company’s resource allocation and development direction for the coming year. All departments must adopt a scientific and rigorous approach to ensure precise budget preparation. It is essential to fully consider market changes, industry trends, and the company’s own development strategy, while aligning sales targets with market demands and the competitiveness of the company’s products. In terms of expenditure budgets, we must strictly control costs, optimize resource allocation, and avoid waste. At the same time, we need to strengthen budget execution and monitoring to ensure effective implementation. Through accurate budget preparation, we can provide robust financial support for the company’s development in 2026.

Implement the spirit of the Fourth Plenary Session of the 20th Central Committee of the Party and promote enterprise development. The Fourth Plenary Session of the 20th Central Committee has charted the course for our development and provided us with a guiding framework for action. Our company must deeply study and implement the spirit of the Plenary Session, integrating it into our business management practices. We must strengthen Party building, give full play to the role of Party organizations as fighting fortresses and that of Party members as pioneers and role models, thereby providing strong political safeguards for enterprise development. We must adhere to innovation-driven development, increase R&D investment, enhance our independent innovation capabilities, and accelerate the upgrading and replacement of our products and technologies. We must place great emphasis on talent cultivation and recruitment, building a high-quality, professional team of talents to provide intellectual support for enterprise development. By thoroughly implementing the spirit of the Plenary Session, we can drive the enterprise toward high-quality development.

Scientifically plan the “15th Five-Year Plan” and embark on a new journey of development. The “15th Five-Year Plan” period represents an important strategic opportunity for the company’s development, and scientifically planning this five-year plan is of great significance for the company’s long-term growth. All departments should ground themselves in the present while keeping an eye on the future, closely aligning with industry development trends and the company’s actual situation to conduct in-depth research on the development goals and strategic tasks for the “15th Five-Year Plan” period. It is essential to clearly define the company’s position in the market and formulate a differentiated development strategy; strengthen industrial layout, explore new business areas, and cultivate new growth drivers; and accelerate digital transformation to enhance management efficiency and competitiveness. By scientifically planning the “15th Five-Year Plan,” we will lay a solid foundation for the company to embark on a new journey of development.

Performance

This performance review meeting is not only a “comprehensive review” of the work done in the first three quarters, but also a “pre-battle mobilization” for the fourth-quarter sprint. By adopting a model that “lets data speak, targets specific improvements, and assigns responsibility to individuals,” each department has further clarified its key areas of focus and concrete action plans. Moving forward, the company will incorporate the resolutions reached at this meeting into the fourth-quarter performance assessment tracking list, regularly supervise and expedite the progress of corrective actions, ensure that all tasks are completed in a closed-loop manner, and make every effort to achieve the annual business targets. At the same time, we will closely align these efforts with the 2026 budget preparation and strategic planning, thereby driving the company’s high-quality development to a new level.

Contributed by: Zhu Bo, Ji Qiang

[The Remarkable Huangshi Creation] A veteran state-owned enterprise is leveraging its “secret weapon” to move forward toward the “new.”

Xiao Wei, Secretary of the Party Committee of Tri-Ring Group, led a research team to visit Tri-Ring Metalforming Company.

2025

10-28

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