On February 25, Anhui Mining Machinery, a subsidiary of Huaihai Industrial Group, convened a special “First Meeting of the New Year”—the Launch Meeting for Improving Institutional Conduct and the Special Campaign on “Learning, Inspection, Strengthening, and Transformation.”
This meeting serves not only as a rallying call to refocus and get back on track after the holiday, but also as a solemn pledge for an internal, self‑driven revolution. Faced with mounting market competition, daunting transformation challenges, and mounting pressure to improve quality and boost efficiency, the company’s Party Committee has made its stance crystal clear: only by tapping into our own potential and embracing bold self‑reform can we secure a firm foothold in this fiercely competitive landscape.
“Learning, Inspection, Strengthening, and Transformation” is not a passing fad but a year-round, systematic initiative. Its sole objective is to translate the gains in work style development into genuine momentum for corporate growth.
Breaking the ice through “learning”
Only by breaking the ideological ice can we achieve breakthroughs in action. The company has placed “studying thought” at the forefront, calling on all employees to adopt an open‑minded, “empty‑cup” attitude. Through mechanisms such as Party Committee theoretical study sessions and team‑level micro‑lessons, it is deepening its understanding of the Party’s innovative theories, industry policies and regulations, and the company’s annual “132831” strategic plan. At the same time, it is systematically studying specialized technical knowledge and benchmark best practices, ensuring that learning outcomes are translated into effective measures for addressing pressing challenges.
Starting with “investigation” as the first step.
Confronting our weaknesses head-on—without evasion or concealment—the company has officially launched a company-wide “management health check.” Through a six‑point review and assessment, we are thoroughly scrutinizing risks and vulnerabilities in systems, processes, and cross‑functional collaboration. So what happens when issues surface? We’ve established three lists—covering problems, responsibilities, and corrective actions—implementing closed‑loop management to ensure each issue is resolved, leaving no loose ends.
Strengthen the foundation with “strength”
Identifying problems is not the end goal; resolving them and reshaping processes are what truly matter. In response to the shortcomings uncovered, we will adopt a targeted approach: enacting or abolishing policies as needed, and streamlining or revising procedures where appropriate. At the same time, we will establish a coordinated, high‑efficiency oversight framework, gradually transforming management weaknesses into distinctive competitive advantages for development.
Boosting Efficiency Through “Transformation”
This special campaign specifically identified three persistent problems in work style: “ball‑sticking” (shirking responsibility and passing the buck), “waiting for the ball” (passive inaction), and “hand‑balling” (engaging in improper practices). How will these be addressed? By clarifying responsibilities, implementing the “24‑hour principle” and the “first‑inquiry‑responsibility system,” breaking down departmental silos to eradicate “ball‑sticking”; by encouraging proactive accountability, putting the “frontline working method” into practice, and refining positive incentives to reverse “waiting for the ball”; and by strengthening oversight and accountability, ensuring that systems are robust and discipline is strictly enforced, thereby eliminating “hand‑balling.”
To ensure this initiative is more than a mere formality, the company has established a monthly coordination mechanism, adopting checklist‑based management and closed‑loop implementation. More importantly, the special campaign must be deeply integrated with core business functions such as production, operations, and market development—with operational performance metrics serving as the ultimate yardstick for success. The organizational climate must also keep pace: the company recognizes and honors “efficiency pioneers” and “pragmatic role models,” while setting up a public platform to expose misconduct, making “benchmarking, emulation, and proactive execution” the norm.
The starting gun has already sounded. The cadres and employees of Anhui Mining Machinery are, with the courage to “scrape the bone to heal the poison” and the tenacity to “drive in every nail,” integrating the requirements of this special campaign into every post and every task, rallying a united force of “running together, shouldering burdens together, and surely winning.” They are going all out to secure orders, cut costs, settle outstanding receivables, and advance R&D, striving to achieve a strong start in the first quarter and laying a solid foundation for realizing the vision of “a long‑term mining machinery leader and an industry benchmark.”
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