Diligence brings spring early; practical action ushers in a new chapter.

Diligence brings spring early. Practical action ushers in a new chapter.

     As the New Year begins, the call to resume work has sounded. To quickly refocus and get back on track, firmly uphold safety responsibilities, accelerate project construction, and lay out the year’s goals, Xu Jun, Chairman of Yinuowei Group, led senior company executives to immerse themselves in the frontline production areas and project sites, engaging in hands-on leadership activities. By taking the lead in command and working directly on-site, they are ensuring that all tasks get off to a good start and gain strong momentum.

     At 7:30 a.m., Chairman Xu Jun and his delegation arrived at Polyester Workshop No. 2 of the joint-stock company to attend the morning shift meeting and extend their greetings to frontline employees. Staff from the Safety & Environmental Protection Department and the Production Department who were on duty also participated in the meeting. The workshop team leader carried out task assignments, safety reminders, interactive Q&A sessions, and motivational speeches according to standard procedures. All employees then sang “Safety First” together, filling the atmosphere with high morale and vigorous spirits. A responsible official from the Production Department briefed the attendees on February’s production figures and the resumption of work, and expressed gratitude for the visit and support from senior management of the group. 
     At the meeting, Chairman Xu Jun laid out key work priorities: First, strictly adhere to operating procedures, ensuring that the “Four Alls,” the “Six Quality Awarenesses,” and the “Seven Principles” are implemented at every shift and in every position. Strengthen change management and multi-department reviews, and firmly uphold the bottom lines of safety and quality. Second, revitalize QC teams, benchmark against industry leaders, deepen IPD collaboration, and continuously improve efficiency, cost, quality, and employee productivity, making every effort to enhance the core competitiveness of polyester products. Third, remain committed to innovation-driven development, promote cross-departmental collaboration through project-based initiatives, accelerate the R&D and market launch of differentiated products, and encourage workshops to get involved early in the design phase, thereby supporting both volume and profit growth. He urged employees to operate meticulously and ensure safe working conditions, and encouraged the polyester workshop to strive to become a model for standardization and achieve even greater success during the 15th Five-Year Plan period.

     After the morning meeting, the chairman led a team to inspect the staff lounges in the TPU, paving, and prepolymer workshops, as well as the preparations for the first lesson of the day. He emphasized conducting lectures on-site and using real-world scenarios for instruction to enhance the effectiveness of safety training.

     Promote synchronization and align efforts in the same direction. From 7:30 to 9:20, Li Jian, General Manager of the Group, attended the shift handover meeting at the New Materials Company, where he extended greetings to employees on duty and conducted safety inspections. He urged all positions to strictly adhere to operating procedures, implement the “Four Alls” and “Four Always,” eliminate the “Three Violations” and any leakage or spillage, tone down the festive atmosphere, and ensure stable production. He also encouraged all employees to cherish the platform, fulfill their duties conscientiously, and rise to industry challenges with practical actions and a sense of responsibility. After the meeting, Li Jian conducted thorough inspections across various areas, including the polyether unit, tank farm, biochemical processing section, quality control department, and logistics center. He randomly checked filling operations, verified the management of hazardous chemicals and fire safety, and focused on supervising the stable operation of the wastewater biochemical treatment system and the RTO exhaust gas system, thereby promoting energy conservation, consumption reduction, and compliance with environmental standards.

     9:35–10:30, Chairman Xu Jun led a team to the construction site of the third-phase new materials project for on-site research and guidance, setting forth clear requirements focused on four key areas: tackling project challenges, ensuring supply-chain security, strengthening the R&D system, and fostering an organizational ecosystem. 
     First, we must adopt a visualized management approach and implement dual-track supervision to accelerate project construction. Senior management will take the lead in providing frontline guidance, refining resumption-of-work and progress plans, and ensuring that all procedures are handled in strict compliance with laws and regulations. We will establish a “dual-track mechanism” that clearly defines the primary responsibilities of the project team as well as the supervisory duties of the board office and the supervising engineers, thereby ensuring that schedule, quality, and safety remain fully controllable. At the same time, we will meticulously plan the fourth-phase project, precisely defining product positioning and adopting cutting-edge process solutions.

     Second, we must adopt a full-chain approach and pursue differentiated competition to solidify our competitive edge in industrial security. Upstream, we will strengthen collaboration across the supply chains for raw materials, catalysts, and additives. Downstream, we will focus on high-value-added and differentiated products, converting new production capacity into market share and profit growth, thereby enhancing our resilience to risks.

     Third, we must be market-oriented and expand R&D efforts to build an efficient commercialization system. This system should cover the entire lifecycle—from pre-research and project initiation to R&D and commercialization—while ensuring early involvement and full-process collaboration between business and finance teams. By leveraging digital technologies to optimize processes and enhance knowledge management, we can respond swiftly to market demands.

     Fourth, we must uphold value-driven leadership and stimulate vitality to foster an atmosphere of dedication and achievement. Taking performance reviews and job management as key levers, we will adhere to the principle of "promoting those who excel, giving opportunities to those who perform adequately, and removing those who fall short," ensuring that contributions are clearly recognized and rewards are more equitable, thereby uniting everyone’s efforts and driving collective progress. 
     “Diligence brings spring early, and now is the perfect time to forge ahead.” Senior management of the Group has adopted a hands-on approach—working from the front lines and providing on-site supervision—to firmly uphold responsibilities and boost morale, thereby setting clear goals and directions for high-quality development throughout the year. All employees of Yinuowei will adopt an attitude of “starting with a sprint and launching into a decisive battle right from the outset,” strictly adhering to safety standards, deeply cultivating innovation, accelerating project construction, and tackling tough challenges head-on. We are determined to achieve a strong start in the first quarter and lay a solid foundation for the Group’s high-quality development during the 15th Five-Year Plan period.