Shandong Deyuan Power Science and Technology Co., Ltd. organized and held the 2024 semi-annual working meeting in July 2024, which was mainly divided into six major parts, namely, semi-annual working meeting, financial thematic meeting, research and development thematic meeting, marketing thematic meeting, operation thematic meeting and human resources thematic meeting.

One,Financial Thematic Segment (July 14)

July 14 held a financial conference, the meeting to "carry forward, summarize, unify ideas, standardize operations" as the theme, the group headquarters and holding companies, subsidiaries, executives, all financial personnel attended the meeting.

The meeting resolved on the harmonization of norms, the introduction of a comprehensive budgetary system, the implementation of strict fund plan management, the strengthening of the management of accounts receivable and inventory, and cost management.

After the meeting, participants said that this meeting is not only a summary review of the Group's financial work since 2014, but also a declaration of the Group's initiative to seek change and self-innovation.

Two,R&D Thematic Meeting Segment (July 19)

On July 19, a special meeting on research and development was held with the theme of "Unifying Ideology, Standardizing Management, Improving Quality and Efficiency, and Leading Development".

The meeting pointed out that R&D innovation should keep up with business development needs, comprehensively improve R&D capabilities, optimize the innovation management system, standardize the R&D management process, clearly define the key business needs of each market area at the moment, and realize the evaluation of needs and rationalization of R&D resources allocation through project establishment assessment and other ways and means, and the R&D team should unify their thoughts, concentrate their efforts, and continue to improve the work style.

This meeting is the first large-scale thematic meeting of the company's R&D system, symbolizing a new starting point for the company's R&D work, uniting the wisdom and strength of all R&D personnel, and focusing on the theme of "unifying ideas, standardizing management, improving quality and efficiency, and leading the development". Participants unanimously said that we should adhere to the spirit of specialization and professionalism, strengthen communication, enhance front and back-end linkage, jointly solve problems, promote the transformation of R&D results, and promote the company to a higher level of development.

Three,Semi-annual work session segment (July 20)

July 20, the company in the Vienna International Hotel organization held 2024 annual semi-annual work conference, summing up the first half of the work, deployment of the second half of the work priorities, review the problem of gains and losses, "anchored in the goal, take the initiative to act, and boost confidence, gather potential to move forward" as the theme to mobilize and lead the cadres and staff to dare to take responsibility for the courage to work hard to keep pace with the company's reforms and innovative work mechanism consensus to work together. The company's pace of reform, innovative work mechanism consensus for the common, practical and effective, go all out to complete the annual goals and tasks with high quality.

At the meeting, the general manager Niu saved the work report, the report objectively and accurately take stock of the past six months of achievements, a profound analysis of the company's existing major key issues and deployed the second half of the key tasks and directions of effort. He pointed out that in the first half of the company to "five-year development strategy planning" as a guide, focusing on the annual TOP10 key work, carefully organized, seriously raised, business performance over the same period last year has improved, receivables rate has improved significantly, but some shrinkage of operating profit, deviation from the economic benefits as the center of the business state has been revealed! He emphasized that the second half of the economic and market environment, both opportunities and challenges, to face up to and focus on solving the problem of the business model, the problem of product fixation, product innovation, key personnel, quality risk and management of the main line of the problem of six types of problems. He called on all cadres and staff to be confident, energized, take the initiative to act, the courage to take the lead, focusing on human resources, listing, annual business management, supply chain system management, product development and innovation, internal operations and financial management, the construction of new parks, the construction of quality and safety supervision system, internal control risk supervision and other aspects of the work of all fronts, all positions to take the initiative to act, overcome the difficulties and make progress to promote the company to contribute to high-quality development. Contribute to the high-quality development of the company.

Subsequently, the leaders of each subsidiary made a special report on the main work of each subsidiary in the first half of the year and the work plan for the second half of the year, combining with the current situation, targeted and precise analysis, and further planning and layout; the International Business Department made a report on market development to the General Assembly, and this year is the first year of the development of the international business, and two subsidiaries have been successfully set up overseas, and breakthroughs have been achieved in the international business in Southeast Asia, Australia, Africa and other regions.

Next, Mr. Liang Zhidong, deputy general manager of the company, made a report, which was in three parts, namely, "Highlights, Firm Confidence", "Facing the Gap, Not Forgetting the Beginner's Mind", and "Resonance, Professionalism and Concerted Efforts". We call on everyone to face the shortcomings and make positive progress while affirming our own achievements, and the leadership team, project teams, business entities and functional departments should resonate with the same frequency, be highly synergistic, have the same goal, the same path and the same pace; and focus on the implementation of focusing on the promotion of the strategy, the construction of the marketing platform, the construction of the technology platform, the construction of the management platform, the optimization of the distribution mechanism, the reinforcement of the project manager's responsibility system, and the management of cadres and other aspects. Initiatives.

In the afternoon, the meeting arranged a visit to the new park, not only listened to the future planning of the new park on site, but also through the exhibition hall of the product simulation environment display system to understand the company's main products.

On-site questions and answers pushed the session to a climax. After the visit, all the participants took a group photo in front of the new campus.

Since the 2020 semi-annual meeting, every year at the new campus address to take a group photo, the background of the photo from the empty land to the current standardized plant rising, representing the company's continuous development and growth.

Each staff representative made a report to the General Assembly for their own work, and each system and each department fully integrated the actual work with the overall development of the company in depth, compressed responsibility, innovation and practical work.

At the end of the meeting, Chairman Li Fengsheng made a concluding statement.

The chairman emphasized that there is no way to talk about survival without change in Deyuan!

First, the fundamental problem of the organization. Change is about solving the problem of entropy increase, effectively countering big business diseases such as localism, inertia, bureaucracy, dogmatism and formalism, adapting to changes in the environment, and adapting to the requirements of the strategy;

Secondly, the purpose of change to keep Deyuan "high vitality, high capacity, high performance", the two core propositions of Deyuan's business management are "one for corporate growth" and "two for employee satisfaction". The two core propositions of DYNAM's management are "growth for the enterprise" and "satisfaction for the employees", both of which are always present in DYNAM's organizational changes and complement each other.

Thirdly, the landing point and guidelines for change. He pointed out that, first, change should come from the masses and go to the masses. Organizational change can be successful, the key lies in the implementation. Change program to learn Huawei, learn Haier, then why a lot of things can be learned, some people can not learn? The effect of implementation in different enterprises may be very different. In order to promote the implementation of organizational change program should be done in the following three areas: to do a good job of staff communication, leadership should have the determination and strength and the establishment of the corresponding organizational security system; second, the change should adhere to the long-term value-oriented, avoid quick success; third, the order of organizational change should be based on the basis of the top, from the core to the periphery of the diffusion of the way to carry out the change.

Fourthly, avoiding the misconceptions of change. Change for the sake of change should be avoided, and global and multidimensional aspects should be fully integrated to harmonize the goals of change.

Four,Marketing Thematic Meeting Segment (July 21)

On July 21, the company organized a half-year marketing conference, which was held under the theme of "Continuously rooted, striving for excellence, hand in hand and strive for excellence".

At the beginning of the meeting, first of all, the company's general manager Niu Save made a keynote speech, expecting that all colleagues in the front line of combat, in terms of marketing management, to group efforts, positive attention. In the face of the current fierce competition situation, the critical period of 25 years of reserve work, advocating that we should be brave to accept change.

The meeting was hosted by the company's marketing director Liu Guanglei and do half-year marketing system work report, the report on the first half of the marketing achievements and problems with a detailed analysis, while pointing out that we need to strengthen the market management work, around the deep plowing business strategy to continue to make efforts to strengthen the front-end pre-sales position of the function of the construction.

In the course of the meeting, representatives of marketing organizations on the completion of the first half of the marketing work as well as the second half of the market development plan to make a report, and for the development of large customers, core products and solutions to promote the existence of problems in the team building and the leadership of the participants in the interactive exchanges.

In the discussion session, all the participating members discussed and analyzed the current issues of concern to the marketing organization, such as "enhancement of bid-response capability" and "coordination between the front and middle offices", and put forward preliminary solutions.

Finally, the chairman of the board of directors of the meeting and the second half of the work of the summary statement. Pointed out that when we face the problem we have the idea of solving the problem, but how to implement to the implementation is a problem that we should think about.

The marketing meeting was held to create an important carrier for each sales team to discuss sales strategy, product knowledge, market dynamics, situation analysis, and the interactive process strengthens team cohesion, enhances the understanding of the overall market situation, provides an opportunity to share information and experience, and improves the efficiency of teamwork. We hope that on the way forward, we will work hand in hand to realize the sales target of 24 years, and make concerted efforts to create another success!

Five,Operational Thematic Meeting Segment (July 28)

On July 28, the company held a special meeting on operation, with the theme of "recognizing the method, unifying the mind, gathering the potential to start a new, improve quality and efficiency".

The meeting emphasized that the operation management work should focus on refined analysis and improvement, taking into account the operation of abnormal early warning and process monitoring, establishing project panoramic Kanban, realizing the visualization of the operation management of multi-level operation units, and realizing the digital empowerment; the project management work should be to pull through the end-to-end business main line, establish the standardized management mechanism of the project classification and grading, and realize the visual management of the project; the construction of the process management work should be to build a three-tier performance system: process performance - process monitoring - process evaluation, process empowerment organization, automatic management performance; information technology construction and application promotion work, to create a multi-tool combination of business and financial integration management platform, to ensure data interoperability;

The operation management system is huge and complex, to ensure the accuracy of the data, to maintain the professionalism of the operation, to break the inherent thinking, and to seek change and innovation.

Six,Human resources thematic segment (July 28)

The theme of the HR conference was "Seek Truth and Pragmatism Activate Organization, Serve the Project, Expertise and Advance", and the senior leaders of the company, executives of the holding company and subsidiaries, and all the human resources personnel attended the conference.

The meeting pointed out that the purpose of human resources work is to enhance employee satisfaction, activate the organization, so that employees and enterprises grow together; strengthen the support of human resources work to enhance the efficiency and effectiveness of the per capita; the goal is to improve the ability or performance of cadres or employees; to increase and enhance the promotion of corporate culture; to go deep into the front line of the business and increase communication with front-line personnel; to enhance the performance results and performance communication of the checking supervision Strengthening the assessment mechanism for personnel whose monthly performance results continuously fail to meet the standards.