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CETC NEW ENERGY
2025 Annual Mid-Level Cadre and Technical Expert Performance Review, Integrity Report, and Democratic Assessment Meeting
2026-01-08
To continuously strengthen the development of the company’s middle-level cadre team and enhance their ability to perform their duties, the company held a 2025 annual meeting on January 7 for middle-level cadres and technical experts to present their work reports, report on integrity, and undergo democratic evaluations. The meeting was chaired by Yang Jing, Secretary of the Party Branch Committee and Deputy General Manager, and attended by Wei Heng, Member of the Party Committee of China Electronics Equipment Corporation, Deputy General Manager, and Chairman of the company’s Board of Directors.
The 20 presenters reported on this year’s work achievements, existing challenges, and improvement measures, and, in light of the company’s business development, proposed work plans and initiatives for 2026.
Wei Heng thanked everyone for their hard work over the past year, as well as their perseverance and efforts in the face of difficulties. At the same time, he put forward specific requirements for the work in 2026:
First, as the deepening reform 2.0 of China Electronics Equipment continues to advance, closely aligned with the guiding principle of “strengthening enterprises through industry and deepening reform,” we are developing a comprehensive panorama of coating equipment to provide all-round support for cultivating and developing “single-item champions.” Our efforts will focus particularly on key areas such as product R&D, industrial validation, market development, and quality improvement. By benchmarking against leading enterprises, we aim to enhance our capabilities in management, technology, and product industrialization. We will also coordinate and optimize the layout of our purification infrastructure and new-product R&D markets, ensuring that our annual market plans are effectively implemented and yield tangible results throughout the year.
Second, proactively plan the “second half” of the capital increase and strategic investor introduction, improve the supporting mechanisms for managing funds attracted through these initiatives, and conduct preliminary feasibility studies on fund utilization. Focus on key areas such as process optimization, system enhancement, fund usage, and technological innovation to solidify the foundation for the company’s stable development.
Third, we must fully implement the 2026 business targets and key tasks: First, we need to accelerate the breakdown of new-product R&D tasks, maintain control over the overall pace of scientific research and production, refine production planning and scheduling, and ensure that responsibilities are assigned to specific individuals; second, we must strengthen cross-departmental collaboration, enhance overall operational efficiency, expand our diversified communication channels, and bolster our cultural soft power; third, we must promote cost reduction and efficiency enhancement, build a compliant and efficient supply chain system, optimize procurement methods, and reinforce compliance management; fourth, we must deepen the integration of Party building with core business operations, organize special seminars within branch committees to discuss development plans, cultivation of “single-item champions,” quality issues, and market expansion, using high-quality Party building to drive high-quality development; fifth, we must firmly establish and strengthen quality, safety, and confidentiality efforts, uphold our “bottom lines” and “red lines,” and proactively identify, address, and mitigate risks in scientific research, production, and operations.
2026 marks the inaugural year of the 15th Five-Year Plan. All employees of the company must further strengthen their confidence, unite closely, and work collaboratively to tackle challenges head-on. Adopting a “starting with a sprint” mindset, we will spare no effort to ensure that our 2026 business targets and key tasks are effectively implemented and yield tangible results, thus jointly writing a new chapter in the company’s development.
Attachment: Comprehensive - Department Training Needs Table for 2026.doc
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