On the evening of October 16th, Haoyuan Company held a performance growth promotion meeting in the conference room on the sixth floor of the R&D center. The company's Party Secretary and Chairman Fan Diancai, Vice General Manager Jia Jian, and Action Education Performance Mentor Liu Panlong attended the meeting via video conference. Senior leaders of the company, members of the performance growth execution team, and relevant department heads attended the meeting.

At the meeting, the performance appraisal team leader Zhou Bin gave a comprehensive report on the tasks deployed in the previous stage of the meeting, focusing on three dimensions: checking the execution status, promoting the progress of the collaborative growth campaign, and praising and urging. Relevant department leaders will conduct in-depth analysis of the core bottlenecks in the promotion process, such as collaborative efficiency and quality improvement, based on feedback from their respective job positions, and clarify the optimization direction and implementation path one by one. Subsequently, Gao Weifei, the manager of the new material sales company, focused on the sales situation of nylon 66 products and shared in detail the new material product breakthrough plan from four aspects: customer demand analysis, countermeasures, bottlenecks, and measures.

Fan Diancai emphasized that safety production is the core prerequisite for all current work, and the promotion of any performance goals must be based on absolute safety. Under this premise, he requires all management personnel to always adhere to the principle of objectivity and fairness in the praise and urging process of performance evaluation, clearly list the key targets of each line, comprehensively learn from benchmark advanced experience, solidify verified excellent work behaviors into standard processes, and form a replicable internal benchmark system; At the same time, we must continue to deepen the entire chain quality control network, achieve the hard goal of zero complaints and zero returns for core product quality, and build a solid foundation for the quality of the "Haoyuan" brand.

Based on the overall progress of the sales campaign, Liu Panlong suggests making quality indicators the core key items for each team's daily benchmarking, synchronously sorting out the implementation progress of the production team benchmark and the closed-loop mechanism for handling abnormal working conditions, emphasizing the accumulation of process experience, and transforming scattered practical methods into reusable organizational capabilities.

This meeting further unified the consensus on promoting performance throughout the company. All Haoyuan employees will continue to anchor the long-term development goal of "billions of scale, billions of profits and taxes, and a hundred years of Haoyuan", deeply integrating mature performance strategies into the production, supply, sales, and R&D full chain collaborative combat system, and promoting breakthrough growth in the overall business performance of the enterprise.