Review and Advance with Precision, Forge Ahead with Determination | JINXING Water Control Group Holds 2025 Second-Half Strategic Implementation Seminar

Time flies, half a journey has passed.

Six months of time have gone by.

We sail through storms, toward the new, the excellent, and the better.

The coming six months:

We advance resolutely, enhancing quality and stability.Shift towards!

Focus on forward momentum, drive transformation. On the first day of the meeting,Groupsenior management and key personnel convened. In close alignment with industry trends and corporate refinement strategy, they organized targeted training in water control technology, conducted live demonstrations at the JINXING Applied Technology Training Ground, empowering teams with new capabilities, strengthening technical foundations, and accelerating strategic transformation.

Clarify responsibilities precisely,deepen the review. Chairman Li Dajie emphasized that the group is currently at a pivotal stage of strategic transformation. This seminar holds significant guiding importance for future development direction. He urged all staff to embrace the vision of JINXING leadership, break through conventions, and speak boldly with confidence.

Heads from Marketing Center, R&D Center, Production Center, Engineering Center, Finance Center, General Office, Legal Affairs Department, HR & Admin Department, and other departments, along with Deputy General Manager Jing Xia, delivered reports. They summarized core issues and sudden challenges, analyzed data thoroughly, addressed critical pain points, and deeply reviewed past performance gaps.

Unite strength, forge ahead strategically. The focus of this seminar lies in clear pathways and action plans to achieve next-half-year goals. Each department leader clearly outlined implementation plans, defined strategies, and committed to practical execution. After comprehensive reporting, open discussions were held among all attendees, actively contributing to corporate development and goal execution—fueled by wisdom and passion.

After carefully listening to departmental reports and strategic suggestions from participants, General Manager Hai Cheng fully acknowledged the efforts made by each department under complex conditions and their valuable recommendations for company growth. He hopes everyone will embrace the 'Five Specials' spirit—specialized, focused, dedicated, professional, and precise—in their future work and lives. He particularly stressed the importance of unified thinking, building confidence, improving execution efficiency, and reinforcing cross-departmental collaboration during the strategic transformation period, laying a solid foundation for subsequent concrete actions.

Upgrade knowledge, experience reality. The seminar was held in front of all group employees. Prior to the meeting, participants toured production zones in groups, received on-site briefings from technical experts, tightly integrating theory with practice, experiencing production processes and craftsmanship firsthand, deepening the entire team’s recognition and consensus on the company’s core competitiveness.

During the meeting, Market Department Director Li Zong introduced the 'JINXING Green Anti-Flood System' and 'Single-Layer Permeable Surface and Its Integrated System', leveraging new product insights to empower market frontlines; R&D Center Director Wang Zong provided an in-depth analysis of business operations and development strategies, outlining initial directions for the blue ocean; Technical Department He Gong led a field briefing on 'Pre-Flood Reduction and Leak Repair Technology', enhancing engineering quality; Engineering Center Director Yu Zong presented 'Project Management and Case Analysis', strengthening project control capabilities.

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In the final phase, top-level leadership firmly established the overall deployment for the group’s work in the second half of the year. General Manager Hai Cheng pointed out:

During the session, to honor excellence and set benchmarks, General Manager Hai Cheng awarded commendations to outstanding employees from the first half of the year.

Chairman Li Dajie delivered a keynote speech, emphasizing: 'We must rigorously adhere to the 'Twelve Guidelines' directive, firmly set second-half-year growth targets, maintain strategic resolve, and move forward steadily with the spirit of 'never letting go until the green mountains are reached.' We must optimize organizational structure, strengthen real-time management and process control, transform traditional thinking models, and leverage big data to boost enterprise performance. We must reaffirm that refinement is the strategic direction for our future sustainable development. All relevant departments must clearly define responsibilities and implement specialized tasks. We must prioritize innovation and product diffusion, drive differentiated innovation and self-developed systems to enhance product competitiveness. We must focus on value creation, deeply explore industry resources and networks, identify new growth opportunities without missing any potential, consistently improve product and service quality, and build strong brand roots. We must reinforce risk prevention lines—legal, finance, and all business units must strengthen risk awareness, improve risk control systems, prioritize accounts receivable and collection management, ensuring stable and secure operations. We must ensure strict project inspection and management systems, rigorously enforce project management procedures, and uphold compliance throughout the process. We must emphasize cultural development, stimulate morale and vitality, maintain high integrity and shared values with the company, transforming the consensus and plans from the annual seminar into dynamic momentum for the next six months, striving with full force to achieve all 2025 annual strategic targets.'

要严守“十二字”方针，瞄定下半年经营增长目标，坚定战略定力，以“咬定青山不放松之姿”沿着既定目标前进；要优化集团组织架构，贯彻落实制度管人、流程管事，改变传统思维模式，依靠大数据赋能企业效益提升；要再次明确修缮是集团未来转型及可持续发展的战略新方向，各相关部门要明确责任划分、落实专业配套工作；要重视新品开发与推广，进行产品差异化创新并自成系统，提升产品竞争力；要聚焦价值创造，深度挖掘行业资源及关系网，不遗余力寻找业务增长点，持续提升产品与服务质量，筑牢品牌根基；要筑牢风险防线，法务、财务及各业务单元要强化风险意识，完善风控体系，将对账、收款工作作为重点，为集团稳健前行保驾护航；要坚决落实工程项目巡检制度，严格推进项目管理制度，遵守项目管理流程；要重视文化建设，激发斗志活力，与公司保持高度信仰与共进精神，将年中会议的共识与部署转化为下半年的磅礴动力，全力以赴冲刺年度各项经营目标。”

This annual strategic seminar was not only a profound reflection and review but also a highly efficient mobilization and deployment meeting—and even more so, a powerful gathering of unified thought and collective strength. The JINXING Water Control Group as a whole will take this seminar as a new starting point, set clear goals, move forward with determination, and with the wisdom of 'review and advance with precision' and the boldness of 'forge ahead with determination,' we will strive to achieve all 2025 strategic objectives!