On October 18, Shandong Heavy Industry Group held a deployment meeting with the theme of "Strive for the Fourth Quarter and Unwaveringly Achieve Annual Targets". The meeting aimed to deeply study and implement the spirit of the Third Plenary Session of the 20th CPC Central Committee and the Central Political Bureau meeting on September 26, as well as to fully execute the decisions of the Provincial Party Committee and the Provincial Government, and the requirements from the Provincial State-owned Assets Supervision and Administration Commission’s third-quarter economic review meeting. The event included a summary of the Group's economic performance over the first three quarters, analysis of the current internal and external environment, and planning for the fourth quarter to further intensify efforts, break new ground, and improve efficiency. Man Shengang, Secretary of the Party Committee and Chairman of Shandong Heavy Industry Group, attended and addressed the meeting. Wang Zhijian, Deputy Secretary of the Party Committee and General Manager, reported on the Group's performance over the first three quarters and outlined the targets for the fourth quarter. He also signed performance responsibility agreements with the heads of affiliated enterprises. The meeting was presided over by Ye Jianjun, Deputy Secretary of the Party Committee and Director.
Man Shengang emphasized that during the first three quarters, under the firm leadership of the Provincial Party Committee and the Provincial Government, all cadres and staff of the Group actively seized market opportunities, focused on innovation, adjusted business structures, strengthened management, and improved quality and efficiency. They effectively addressed challenges, mitigated various risks, and overcame numerous difficulties, resulting in steady and progressive economic development. Operational quality and efficiency continued to improve, leading the industry in performance. The Group achieved a more balanced revenue structure of 4:3:3 across domestic business, product exports, and overseas industries, and effectively advanced management initiatives focused on quality, innovation, and cost. Market competitiveness was further solidified, with main product market share steadily increasing, international markets experiencing robust growth, and rapid breakthroughs in high-end markets. Special initiatives to "expand markets, adjust structures, optimize layout, and build brands" were swiftly executed. Internal management mechanisms were continuously refined, company governance became more standardized, and the Group's management efficiency steadily improved. The organization also upgraded its Party-building culture, with campaigns such as "One Family, One Heart, Working Together for Success", the "Morality, Diligence, Integrity" clean culture initiative, and the "Strengthen Weichai Brand, Add Value to Heavy Industry" activity. The leadership team remained united, and employees demonstrated a positive and proactive attitude.
Man Shengang underscored the determination to achieve the annual targets, stressing that the goal is not merely to fight but to win. He called on all cadres and staff to maintain strategic focus, boost confidence, take the initiative, and proactively tackle tasks. He laid out five key battles for the fourth quarter: (1) Winning the Domestic Market Growth Battle: Uphold the principles of prioritizing the market, emphasizing quality, and focusing on service. Ensure continuous improvement in sales and market share, leading the industry. (2) Winning the International Business Expansion Battle: Accelerate the shift towards high-tech, high-quality, and high-value-added products, transition to selling product portfolios, solutions, and brand value, and drive localized integration to make "Made in China" serve the world. (3) Winning the Product Value Enhancement Battle: Benchmark against industry leaders to continuously build on strengths in quality, innovation, and cost, and develop products with a competitive edge that stand out for their unique attributes. (4) Winning the Strategic Transformation Battle: Expedite the transition in three major business areas—new energy, digital intelligence, and the aftermarket. Strengthen these initiatives to develop new strategic growth poles that keep emerging. (5) Winning the Quality and Efficiency Improvement Battle: Engage in benchmarking to strive for excellence, setting a standard for modern corporate governance in state-owned enterprises with Chinese characteristics.
Man Shengang further highlighted the importance of leading with high-quality Party-building efforts, rallying cadres and employees to act with unity and determination. He emphasized strengthening Party leadership and culture, building a robust organizational foundation, and committing to the goals of establishing a century-old enterprise, creating a world-class brand, and contributing to national rejuvenation. The Party's flag should fly high on the front lines of product manufacturing, technological innovation, and customer service. He advocated for a spirit of initiative, responsibility, and excellence, embedding the values of "Morality, Diligence, Integrity" within the mindset of cadres and employees. He also stressed the need for unity, collaboration, and a supportive environment that genuinely cares for and relies on employees, thereby inspiring their motivation, cohesion, creativity, and resilience. A clear accountability mechanism with strict performance assessments and rewards must be enforced, ensuring that every individual shoulders the "mission statement" and "responsibility agreement", steadfastly taking on the role of leading and driving success, ensuring that all key operating indicators reach historic highs by the end of the year.
Leadership teams from Weichai Group, Sinotruk, Shantui, Weichai Lovol Intelligent Agricultural Technology, and Zhongtong Bus made statements of commitment during the meeting.
The event was attended by over 1,700 participants, including all personnel from Shandong Heavy Industry Group headquarters, executive team members and mid-level leaders from affiliated companies, and representatives from overseas subsidiaries, both online and offline.