Unite hearts and pool strengths to pursue development—group-based efforts kick off a new journey.

Guizhou Qijin Rubber & Plastic Technology Co., Ltd. held a meeting. 2025 Annual Business Work Conference

2026 Year 1 Moon 23 Day, Guizhou Qianjin Rubber & Plastic Technology Co., Ltd. 2025 The annual business conference was held with great ceremony, bringing together the company’s leadership team, heads of all departments, and core key personnel. The conference provided a comprehensive review. 2025 Annual production and business achievements, in-depth analysis of industry development trends and existing enterprise issues, and systematic deployment. 2026 The key tasks for the year, centered on “increasing revenue and reducing expenditure, lowering costs and boosting efficiency,” will unite the consensus of all employees and sound the charge to launch a tough battle for survival and development.

The meeting pointed out that, 2025 As a pivotal year marking the conclusion of the 14th Five-Year Plan and the start of planning for the 15th Five-Year Plan, although the company faced multiple challenges from both internal and external environments and its overall business performance fell short of expectations, it still achieved phased results in areas such as Party building leadership, technological innovation, and market development. In terms of technology, the company successfully completed optimizations to the natural inner tube formulation and the first-phase construction of the vulcanization capsule project. In the market, replacement of existing markets and export business saw significant growth, and safe production maintained a stable trend. At the same time, the meeting objectively acknowledged prominent issues such as insufficient R&D capabilities, inefficient internal collaboration, and delays in equipment and information technology upgrades, and clearly identified... 2026 Year: "Lean Production, Information Technology Empowerment, and Product Strengthening" - Cost - The core working theme of the “three major competitiveness for ensuring supply.”

To ensure 2026 The annual business objectives have been effectively implemented through specialized group discussions led by respective department heads. All participants closely focused on the annual goals, leveraged their professional expertise and responsibilities to freely share their insights and engage in in-depth deliberations. Guided by problem orientation and driven by clear objectives, we’ve deeply integrated functional responsibilities with business targets, thereby formulating a targeted, precise, and practically grounded action plan for ensuring success. The convening of this meeting has not only unified everyone’s thinking and reinforced work accountability but also fostered a strong collaborative spirit to overcome challenges.

Zhao Zhenghong made the following requirements: First, we must stay firmly focused on the core strategic priorities and vigorously address existing problems. Specifically, we need to tackle the most prominent shortcomings—such as technological R&D, internal collaboration, and equipment digitalization—by refining targeted improvement measures and clearly defining responsibilities and deadlines. This precision-driven approach will help break through development bottlenecks and lay a solid foundation for lean production. Second, we must strengthen collaborative synergy and pool our collective efforts to overcome challenges. All departments should closely align with the goals of “increasing revenue, reducing expenditure, lowering costs, and improving efficiency,” break down functional barriers, and translate action plans developed through group discussions into concrete, effective results. This will ensure deep integration between operational objectives and departmental responsibilities. Third, we must focus on enhancing our competitive edge and empowering high-quality development. We need to continuously deepen our focus on three core competencies: product quality, cost management, and supply assurance. By leveraging digitalization to boost production and operations, and by demonstrating practical commitment and responsibility in responding to intense industry competition, we can ensure that all tasks are implemented thoroughly and yield tangible results. All employees should take this meeting as an opportunity to act with pragmatism and collaborate effectively, precisely breaking through the existing competitive landscape and striving to write a new chapter for the company. 2026 A new chapter of high-quality development for the year.