On July 14, the company held its 2021 Semiannual Work Summary Meeting. Attending the meeting were Chen Dakun, Party Secretary and General Manager of the company, members of the Executive Committee, mid-level managers, and personnel from various echelons. The meeting also invited Lean consultant Teacher Tang and Quality consultant Teacher Yan to provide guidance and expertise.

At the meeting, the Finance Department and the Strategic Marketing Department first presented the “First-Half-Year Company Performance Analysis Report” and the “Rare Earth Market Analysis Report,” respectively. The reports analyzed the company’s performance in the first half of the year, market conditions, product profitability, and operational capabilities. In addition, they identified existing issues and proposed corresponding countermeasures and improvement suggestions.

Subsequently, each business division and functional department provided a detailed report on the completion status of their first-half performance indicators, highlighted key achievements, identified existing challenges and shortcomings, and proposed targeted improvement measures as well as plans and objectives for the second half of the year.

Finally, Chen Dakun, Party Secretary and General Manager of the company, delivered a concluding speech. He stated that in the first half of the year, all departments had closely focused on the company’s annual work objectives and key action plans, striving for excellence and delivering outstanding results. He expressed his appreciation for the achievements made by both the company and its various departments. Meanwhile, specific requirements were put forward for the next steps of work:

First, we must comprehensively strengthen Party building, leverage the guiding role of Party building, promote deep integration between Party building and business operations, enhance integrity-building efforts, reinforce internal controls, and ensure business compliance and controllable risks.

Second, we must strengthen the implementation of the 14th Five-Year Plan by closely integrating strategic planning with annual budgets and linking annual performance to each other, thereby advancing the effective execution of the strategic plan and refining its initiatives to ensure they are both feasible and trackable.

Third, we must accelerate the construction of key projects such as the 4,000-ton magnetic materials expansion project, continuously enhancing our on-site process technology, system capabilities, and quality control levels.

Fourth, we will strengthen the management and control of performance during tenure as well as the performance management of frontline employees. In conjunction with the company’s advancement of internationally advanced manufacturing and IPD, we will continue to deepen the reform of business units, reinforce the establishment of various operational mechanisms, and ensure the effective implementation of the four core cultures: comprehensive budgeting, comprehensive performance management, IPD, and IAM.

Fifth, we must place great emphasis on risk prevention, eliminate team burnout, strengthen team optimization and self-management, prioritize the development of cadre teams, attract high-potential talent, cultivate outstanding teams, and progressively build core competitiveness through a cyclical approach.

Faced with the current challenges, we must all work together, inspire and help each other, build team consensus, unite in our efforts, strive for continuous improvement, and execute flawlessly to achieve our shared goals.

After the meeting, the company organized a health walk event for mid-level and higher-ranking managers, themed “Strive for Perfection, Excel in Execution.”