2020 was an extraordinary year. The company faced the sudden impact of the COVID-19 pandemic, the broader challenges posed by the U.S.–China trade war, and a severe shortage of working capital, all of which placed significant operational difficulties on the business. Against this backdrop, the company convened its 2020 Mid-Year Work Conference on July 11.
The meeting reviewed the first-half performance: Affected by the broader macroeconomic environment, the company’s key financial metrics—sales revenue and cash collection—both declined to varying degrees compared with the same period last year; however, order intake reached a record high, up 2.2% year on year. The integrated new-energy power system is beginning to deliver results, with two orders each exceeding RMB 500,000 secured. Operations and maintenance services have been further enhanced, resulting in two new contracts totaling over RMB 3 million. The networked management platform is taking shape step by step. Construction of the new-energy lithium-battery production line is progressing steadily. R&D spending increased by RMB 600,000 year on year, and the R&D program for new power products is 54% complete and on track. The company has upgraded its information-management system, with data-center capabilities being progressively refined, and the revamp of the corporate website is nearing completion.
To mitigate adverse impacts from various fronts, the company’s sales, technical, and finance teams, along with divisional leaders, each delivered key presentations from their respective perspectives, outlining strategic insights and actionable measures to ensure that the company’s full-year performance targets exceed last year’s levels.
The meeting set forth the following objectives for the second half of the year: “Unite as one and pool our strengths to ensure growth, and strive with all our might to pursue our dreams.” To achieve these goals, a range of measures will be implemented to ensure effective execution:
Adjust the company’s internal management structure, streamline and optimize job roles, consolidate related functional responsibilities, and reassign some personnel to support the R&D and production of new-energy battery products.
Boldly promote and cultivate young core personnel for key positions, ensure a smooth transition of responsibilities between new and experienced staff, and fully leverage the younger generation’s willingness to think boldly, act decisively, and innovate—all of which will help open up new prospects in all areas of work.
We will continue to increase investment in new product R&D, launch projects for new-energy battery products as well as other power-supply and component products, and strive to expand our market presence and achieve volume production as soon as possible.
Strengthen market development efforts, tap into untapped market potential, actively promote new products, retain existing customers while acquiring new ones, and strive to elevate sales volume to a new level.
Strengthen accounts receivable management by assigning senior sales personnel from the front lines to form a debt-collection task force, intensifying efforts to collect overdue accounts, and preventing the emergence of bad debts.
Fully leverage the roles of Party, trade union, and Youth League organizations, launch a variety of distinctive activities, pool all available resources, and rally employee morale and enthusiasm around the year’s key objectives and tasks.
The entire meeting was conducted in an atmosphere of heightened crisis awareness and a vigorous, determined spirit, aligning everyone’s thinking, clarifying the goal of safeguarding growth, and achieving the intended objectives of the meeting.