The Lithium Battery Business Unit Successfully Convened the Promotion and Seminar on Group Management Projects

On the afternoon of November 14th, the promotion and seminar of the group management project of the Lithium Battery Business Unit were held at the Yingde Base. Group leaders Nie Zurong and Zhu Yuanxi, project members Wang Qifeng and Ma Jionghua, as well as leaders of the Lithium Battery Business Unit Wen Dingqiang, Liu Xinlu, Wang Qinghua, Wang Guangtian, Wang Jian'an, and others attended the meeting.

The meeting was first delivered by Mr. Liu Xinlu, Deputy General Manager of the Group and General Manager of Jiana Energy. President Liu praised and thanked the work of the project team, and mobilized the leaders and core cadres of the Lithium Battery Business Department to actively participate in the project discussion. Mr. Liu hopes that everyone will seriously participate, actively offer advice and suggestions, and must gather their strength. Guided by strategic implementation, with the goal of improving organizational efficiency, we will make the organizational optimization work of the Lithium Battery Business Unit more detailed, practical, and stable.

Subsequently, the project team of Hejun Consulting introduced the preliminary work and diagnostic report of the project, and explained the design of the group organization control plan, the setting of organizational structures at all levels, and the division of power and responsibility interfaces.

The attendees discussed the organizational structure and responsibilities of the lithium battery business unit and production base.

Mr. Wen Dingqiang, President of the Lithium Battery Business Unit, pointed out that group management is the beginning of Jiana's new challenges, and we need to embrace, promote, and adapt to changes. At present, the new energy industry is booming, and the external environment is constantly changing. Challenges and pressures are increasing. We need to: shift towards pursuing a combination of scale expansion and maximizing efficiency; Shift towards pursuing a stable business foundation and seizing market share; Shift towards pursuing ultra high efficiency and seizing every moment; Transforming towards a combination of independent innovation and open and inclusive innovation; Shift towards pursuing overall excellent results; Transforming towards wolf culture; Transform towards cost reduction and efficiency enhancement with full process coverage. We need to actively deploy various tasks, accelerate the promotion of group management work, and implement it well.

Finally, Mr. Nie Zurong, Vice Chairman of the Group and Chairman of the Lithium Battery Business Unit, summarized and requested five aspects of the company's strategic progress, group management, corporate culture, and next steps.

One is the company's strategic advancement. The group company formulated a strategic development plan in 2021 and established the corporate vision of "talent led, R&D driven, and innovative casting of first-class new material enterprises". Nie Dong said: Our corporate vision is very consistent with the "talent is the first resource, innovation is the first driving force" proposed at the 20th National Congress of the Communist Party of China. Our three business sectors of carbon materials, lithium battery materials, and ceramic materials all belong to the materials field. We need to adhere to our own strategy and positioning, continue to delve into the materials field, and build our core competitiveness. From the formulation of our strategy in July 2021 to the gradual implementation of the strategy, over the past year, the group company and Jiana have achieved very good results through mutual empowerment. Jiana has currently formed three major precursor production bases, namely "Qingyuan in Guangdong, Longnan in Jiangxi, and Wuhu in Anhui". These three bases have formed a differentiated structure in terms of geographical layout, product and customer positioning, and are also showing an upward trend. This is an important measure for Jiana to rely on the Greater Bay Area, establish a foothold in the Yangtze River Delta, and enter the international market. At the same time, the company has also established a Strategic Resources Division, which is personally coordinated by the Chairman of the Group, Mr. Rong Jihua, to provide strategic resource protection for Jiana through efforts in the resource side. So the development opportunities currently facing Jiana are very good.

The second is the promotion and implementation of group management. Nie Dong stated that promoting group management is one of the important measures for strategic implementation. How to promote group management, how to position the group, how to position the business unit, and how to better achieve mutual empowerment between the group and the business unit? In response to these issues, the project team has conducted a large number of interviews, questionnaires, and research, and the progress of the work is very solid. The company has also conducted multiple discussions on the principles and directions of group management. The organizational control plan proposed today is an ideal framework. While adhering to principles and directions, the headquarters and various bases of the Lithium Battery Business Unit can maintain a certain degree of flexibility based on their own specific situations, make some adjustments to the settings, and not make a one-size fits all approach.

The third is corporate culture. When it comes to the orientation of corporate culture, Nie Dong said: When different people are combined and have their own strengths, they can form complementary advantages and compete with each other, which is a dynamic team. So we need to take advantage of the opportunity of group management and the readjustment of the Jiana leadership team, break through the culture of circle, closure, and process worship, embrace an open mindset, promote a culture of inclusiveness, openness, transparency, competition, and innovation, establish a corporate culture orientation of "customer oriented, business oriented, strategic oriented, and result oriented", and combine the driving force of organizational leaders with the driving force of the organization, Promote the better development of the lithium battery business unit.

The fourth is the completion of business goals for 2022. Nie Dong pointed out that in the context of rapid industry growth, Jiana's response does not meet expectations. The goal is a military order, and as a manager, one must be responsible for the company's operations. So in the fourth quarter, we hope to work together under the leadership of the new leadership team to turn the situation around.

The fifth is the formulation of goals and tasks for 2023. Nie Dong hopes that the new management team will carefully discuss the target tasks for 2023. Emphasis should be placed on result orientation and the establishment of a competitive cultural atmosphere. Between the three bases, workshops, departments, and teams, there should be both horse racing and horse racing. By setting goals and competing, capable individuals can be promoted.

Finally, Nie Dong emphasized that today's seminar is a process of unified thinking. We hope that everyone's understanding can be unified into the company's vision, strategic goals, and annual tasks. We need to set goals for 2023 with a higher positioning, higher goals, broader vision, more open attitude, and more inclusive mind, so as to take the development of the Lithium Battery Business Unit to a new level.

At the seminar, a commendation session was also established to recognize teams and individuals who have demonstrated outstanding performance in financial management, production line technology transformation, marketing, and other work in recent times.