In his report, Wang Jianchun pointed out that this meeting was held at a critical time when the entire company was fully implementing the spirit of the Group leadership cadres conference and the Group 2014 Work Conference. Over the past year, in the face of a difficult, complex and severe market situation, under the strong leadership of the Group, the company adhered to taking sales as the leader and quality as the guarantee, strengthened professional management internally, shaped differentiated services externally, persisted in tapping potential and improving efficiency and in improving quality and efficiency, persisted in technological transformation and equipment upgrading, and planned new paths for diversified development. The company's production and operation work and its ability to create efficiency achieved phased results. First, it innovated marketing for the main bulldozer business, implemented full-process differentiated services, and increased market share by 1.86 percentage points. Second, with the Brand Building Year as a carrier, it linked job quality with performance, and product quality was further improved. Third, it accelerated product upgrading, adhered to the integration of industry, academia and research, and made every effort to create differentiated premium products. Fourth, with tapping potential and improving efficiency as the main line, it implemented comprehensive budget management, and various expenses were effectively controlled. Fifth, focusing on technological transformation to reach design capacity and achieve results, it pursued moderate diversified development and enhanced the company's ability to create efficiency. Sixth, it promoted the launch and operation of the ERP system in the production system and pushed the level of bulldozer production process control to a new level. Seventh, using refined management as a means, it strengthened performance assessment and accountability, and the timeliness of key work was improved. Eighth, with the work style construction of cadres at two levels as the starting point, it focused on building XuanGong's execution culture.

    Wang Jianchun pointed out that in accordance with the Group Company's general requirement of "achieving a comprehensive turnaround in 2014 and comprehensive profitability in 2015," the company designated 2014 as the year of "efficiency improvement and brand building." The congress determined the company's main work arrangements for 2014: First, innovate marketing models, implement differentiated services, and increase the market share of bulldozers at home and abroad. Second, take market development as the central task and achieve the first phase of cast iron production reaching design capacity and achieving results. Third, take capital chain safety as the center and ensure normal production and operation order. Fourth, take the comprehensive budget plan as the goal, formulate guarantee measures for cost reduction and efficiency improvement, and impose heavy rewards and punishments based on completion. Fifth, use the "Brand Building Year" as a carrier to comprehensively improve bulldozer quality. Sixth, use the integration of "industry, academia and research" and "production, supply, sales and research" as means to comprehensively upgrade the quality of bulldozer series products and the mass production and sales of new products. Seventh, implement a quarterly performance accountability system for leading cadres at two levels, reform the performance distribution mechanism, and improve the execution of key work. Eighth, use the launch and operation of production ERP as a platform to promote just-in-time production and ensure the completion of cost targets in each production unit. Ninth, take accident management as the entry point, strengthen accountability and assessment, promote "refined" management, and maximize company efficiency. Tenth, focus on preventing and controlling operational risks, comprehensively improve enterprise management, and ensure the normal order of production and operation. Eleventh, strengthen Party building and ideological and political work, and gather strong momentum for turning around operations.

    After the report, Wang Jianchun signed responsibility statements with the leaders in charge of each system of the company and with representatives of the company's branch plants and functional departments, further clarifying responsibilities and transmitting pressure.

    Before the meeting concluded, General Manager Wang Jianchun delivered a mobilization speech, requiring leadership teams at all levels and leading cadres to further emancipate their minds, raise awareness and change concepts, fully establish market concepts, dare to take responsibility and dare to fulfill duties, base themselves on reform and innovation, step forward and take the lead in the comprehensive turnaround, and resolutely eliminate the behavior of grasping without solidity and grasping without tightness in the implementation process. He vigorously advocated the work style of "decide and act quickly, do it well once done, and do not change despite great difficulties." In the face of the "hard bone" of comprehensive turnaround, they should unite closely, demonstrate the determination to "leave a mark when stepping on stone and a trace when grasping iron," overcome difficulties, strive hard, and achieve the goal of "comprehensive turnaround in 2014 and comprehensive profitability in 2015," thus opening up a new situation for the company's production, operation, reform and development in an all-round way!