The speech by the General Manager at the Spring Festival meeting of Hunan Jinrongyuan Instrument and Equipment Co., Ltd. in 2026

   As the Lunar New Year approaches, at this moment of bidding farewell to the old and welcoming the new, I extend my sincerest greetings to everyone on behalf of the company, and express heartfelt gratitude to each member of the Jinrongyuan family and your loved ones. You have all worked hard over the past year! 

   Today's gathering is not merely a festive celebration before the holiday but also a serious management discussion concerning our future development. Psychologists tell us that clear consensus and shared rituals are the source of a team's cohesion and drive. I hope that through today's exchange, we can reflect more rationally on the past and align our steps more closely toward the future.

I. Looking Back at 2025: Rebuilding Order Amid Volatility, Demonstrating Resilience in Adversity

   From a management perspective, the year 2025 was a typical process of "organizational repair and order reconstruction" for our company. Faced with an external environment full of uncertainty, we achieved hard-won phased outcomes:

   1、Performance Curve Shifted from Decline to Growth: This is not just a numerical turnaround; it reaffirms the market's recognition of the fundamental competitiveness of our products and services. It is a direct reflection of the collective efforts of all employees and provides the most crucial material foundation for restoring confidence and regathering resources.

   2、Difficult Restoration of Institutional Discipline: We systematically reviewed and reinstated a series of core processes, from production quality inspection to financial approval. The process of restoring discipline is inevitably painful—it signifies a rejection of past informality and a reiteration of organizational discipline. Thank you all for your patience and hard work during this process.

   3、Initial Uptick in Performance: We launched a new round of the performance evaluation system. Although still in its early stages, the trend is positive, proving that the fundamental management practice of "clear goals and feedback" is beginning to take effect, with significant efficiency improvements observed in some team members.

   4、New Product Increment and Market Recovery: Despite highly constrained resources, our R&D and marketing teams persevered under pressure and achieved breakthroughs with new products, demonstrating our latent energy for innovation and adaptation.

   These achievements were earned drop by drop with everyone's sweat. Here, I would like to extend special thanks to colleagues who have persevered and contributed in their respective positions!

II. Facing Reality: A Profound Analysis of the "Capability Gap" Between Us and Excellent Peers

   While acknowledging our achievements, we must, with utmost candor, examine the deep-seated issues within ourselves by benchmarking against industry leaders. This is not only about survival but also about whether we can develop with dignity.

   1、Low Per-Capita Profit Performance: This is the most stinging yet most honest metric. What it reflects is not entirely a lack of individual effort but likely a series of systemic issues such as redundant processes, inefficient collaboration, skill mismatches, or unscientific goal decomposition.

   2、Need to Strengthen Sense of Responsibility and Accountability: From a psychological perspective, a lack of responsibility is often related to "role ambiguity," "mismatch between authority and responsibility," or "lack of feedback on outcomes." When employees are unclear about the difference between doing well and poorly, or believe their efforts cannot change results, a sense of responsibility diminishes.

   3、Insufficient Atmosphere for Entrepreneurship and Initiative: "Atmosphere" is an organizational psychological climate. Currently, some teams may harbor a hidden culture of "fearing to try and err, unwilling to stand out, difficult to collaborate." The Hunan spirit of "daring to be the first" needs to be better ignited within our company.

   4、Narrow Vision and Limited Knowledge: As an instrument and equipment company, if we become complacent with existing experience and lack proactive learning and cross-border insight, both individuals and the company will be quickly left behind by the times.

III. Looking Ahead to 2026: Focusing on Systemic Breakthroughs, Strengthening Pressure Transmission, Achieving Effective Refinement

   In 2026, we will no longer be satisfied with "recovery"; we will pursue precision, improvement, and evolution. All management measures will revolve around the core goal of "enhancing overall organizational effectiveness."

   To this end, we will prioritize advancing the following systemic breakthroughs:

   1、Strengthen Monthly Performance Reviews: Upgrade the performance management system to serve as a platform for management communication and developmental coaching. Conduct formal monthly performance reviews based on facts and data, focusing on "letting performance speak for itself." This combines goal management with continuous feedback.

   2、Increase Accountability for Work Errors: Establish a "responsibility ladder" and "fault-tolerance boundaries." Clearly define standards and increase accountability for losses caused by a lack of responsibility or repetitive low-level errors. Simultaneously, define "fault-tolerance boundaries" for non-subjective mistakes during innovative exploration, focusing on review and learning. The aim is to clarify "red lines" while protecting the "spark of innovation."

   3、Diligently Manage Every Task, Every Day: Implement "daily clearance and settlement" and "process optimization." Strengthen daily planning and review, and encourage frontline employees to suggest process simplifications. Making each day's work clear, controllable, and fruitful is key to decomposing strategy into executable actions.

   4、Effectively Transmit Pressure and Thoroughly Solidify Responsibility: Build a "Three-Level Linkage" target responsibility system. Scientifically decompose the company's annual goals into divisions, departments, and positions, ensuring everyone has clear targets and forming a chain of responsibility.

   5、Strengthen "Performance Rigidity" and Result Application: Strongly link assessment results to compensation, promotion, and awards. Ensure high performers receive high returns, while low performers feel clear pressure to improve. Simultaneously, offer significant rewards for those who dare to challenge and achieve breakthroughs.

IV. Advancing Together: Building a Shared Platform for Career Development

   Colleagues, the company is not only an entity for achieving profits but should also be a platform where everyone realizes their value, gains growth, and feels respected. Every step of the company's reform requires your understanding, support, and participation. Only when our minds are aligned and our actions are synchronized can the ship of Jinrongyuan navigate through storms and sail toward broader horizons.

   The bell of the Lunar New Year is about to ring. Please use the holiday to spend quality time with your families, relax, and recharge your energy.

  Wishing everyone a joyful Spring Festival, great fortune in the Year of the Horse, and good health and happiness to your whole family!