In order to comprehensively enhance the abilities of various departments in learning, practice, examination, and competition, systematically sort out and summarize the phased implementation results of performance growth, and achieve the goal of rolling three achievements, Haoyuan Company organized a large-scale PK to deeply explore the implementation results of performance growth in the administrative comprehensive building of the park on May 5th. The event specially invited Chief Performance Supervisors of Action Education, Jiang Zhubing and Liu Panlong, to provide on-site guidance. The Secretary of the Party Committee and Chairman of the Company, Fan Diancai, Executive Vice General Manager Gao Minglin, Deputy General Managers Tian Huaiguang, Jia Jian, Zhang Haisheng, and Assistant General Manager Wu Zhenhan attended the event and served as judges. Vice General Manager Yang Jie, Assistant General Manager Wang Weifeng, Pan Jiacheng, Li Chaoqun, Sun Kaixuan and other leaders, middle-level cadres and business backbones of various units observed the competition on site.

Pan Jiacheng made a summary report on the performance growth execution group stage work, systematically sorting out the achievements, highlights, and shortcomings of performance growth implementation.

Chairman Fan Diancai gave important instructions on deepening the exploration of growth achievements. After three months of digging deep into the growth battle, the enterprise relied on data as support, broke through the situation with actions, and delivered a phased "hard core data" answer sheet. While acknowledging the achievements, it is even more important to maintain a clear mind, face the pain points, calculate accurate data, deepen systematic thinking, break down collaborative barriers, and further deepen the layout of the battle.

Chairman Fan Diancai emphasized that the PK of performance growth implementation results should focus on the "three realities", namely, achieving goals, implementing actions, and rewarding and punishing rewards. Require each team to clarify PK indicators, corresponding to specific growth points, and integrate the "performance flywheel" tool into daily work, so that employees have a clear understanding of gaps and improvement directions. At the same time, establish a special incentive fund, deepen the reward and punishment assessment mechanism, and stimulate employees' enthusiasm and creativity; Practice the "three hearts", namely determination, patience, and original intention. Repeating simple tasks to the extreme, constantly refining products and services, and enhancing the competitiveness of the enterprise. Turn plans into actions, turn goals into results, and move towards the grand vision of "billions of scale, billions of profits and taxes, and a century of Haoyuan".

Jiang Zhubing, a mentor, proposed three core points for deepening the PK direction of growth: firstly, adopting a "total sub total" model to ensure consistent internal logic and unified data within the company; Secondly, we will continue to deepen the highlights, achievements PK, and quarterly recognition incentives, creating a good atmosphere of "comparing, learning, catching up, helping, and surpassing"; The third is to seek industry benchmarks, refine standard operating procedures, and replicate learning to promote the overall progress and growth of the enterprise.

Zhang Haisheng provides a detailed introduction to the PK rules, clarifying the scoring criteria, process, reward mechanism, and precautions for the competition to ensure fairness, impartiality, and openness.  

In the PK stage, representatives from 13 departments will share the results of performance growth implementation in sequence. The expert judging panel conducts professional evaluations from aspects such as landing results, innovative highlights, improvement plans, and speech expression, and ultimately selects outstanding performance landing results.

Team members from each unit actively spoke up, sharing their insights and valuable experiences in learning and deepening growth. These shares not only deepen everyone's understanding of exploring growth and innovation highlights, but also provide useful reference and inspiration for other departments.  

Professor Jiang Zhubing emphasized five key elements in his concluding speech: firstly, full participation of all staff is the key core to tapping potential and increasing efficiency; The second is to explore growth through teamwork and collaboration; Thirdly, leaders need to personally participate in business practices and lead by example; The fourth is to propose a three-step strategy of "going out, going in, and going up", continuously expanding horizons, deepening understanding of frontline businesses, and discovering the truth; The fifth is to emphasize continuous summary and review, constantly extract experience and lessons, and create a positive atmosphere of "comparing, learning, catching up, helping, and surpassing" within the enterprise, in order to achieve precise marketing and stable production.

After strict evaluation and fair judgment by the judging panel, the team that won the championship is the Chemical Sales Company, the team that won the runner up is the North Polystyrene Workshop, and the team that won the third place is the South Thermal Workshop.