The 2014 year-end report conference for direct management personnel of the CEO was successfully held

The 2014 year-end report meeting for direct management personnel of the CEO was successfully held on the afternoon of the seventh day of the first lunar month in the conference room on the 11th floor of the group office building.

The personnel involved in the job description include Li Xinguo, Director of the Formulation Research Institute, Yu Xintang, General Manager of the Machinery Department, Wang Jianchang, General Manager of the Raw Material Department, and Liang Musen, General Manager of the Formulation Department. Group President Chu Ailing, Operations Director Zhang Zhaoshui, and Finance Director Qian Yongtian attended the meeting. The conference was chaired by Zhang Zhaoshui, the Director of Operations.

This job report mainly includes the following content:

1. Responsibility recognition:

As the head of an accounting or management unit, briefly explain one's understanding of their job responsibilities.

2. Achievements:

1) The statistical table of the achievement of business indicators in 2014 can be used to quantify the part. Based on the performance target tasks at the beginning of the year, and using the three logical indicators of various planned indicators, actual completion indicators, and actual completion rate as clues, summarize the statistical table of job achievement.

2) The achievements in business management in 2014, namely the non quantitative part.

3. Existing problems:

An in-depth analysis of the unmet parts of quantitative and non quantitative business management indicators.

4. Solution:

Based on the in-depth analysis of each existing problem, elaborate on the improvement methods and feasible measures to solve the problem, including but not limited to "solution methods, improvement paths, task decomposition, completion standards, completion deadlines, first responsible person and management responsible person", and other necessary content.

5. The 2015 Policy Agenda. This includes but is not limited to the refinement of team work policies, the annual key management project plan of the leader, and the 2015 business management goals (which can be classified by quantitative and non quantitative).

Li Xinguo, the director of the Formulation Research Institute, Yu Xintang, the general manager of the Machinery Division, Wang Jianchang, the general manager of the Raw Material Division, and Liang Musen, the general manager of the Formulation Division, have successively reported on the above content, conducted in-depth analysis of the problems in the operation of various units in 2014, and elaborated on the 2015 policy outline.

At the end of the meeting, Chu Ailing, the President of the group, gave a concluding speech from five aspects.

Firstly, Mr. Chu provided feedback on the business performance of the three major sectors in 2014:

1、 Formulation sector

1. The target performance of increasing by 30% has not been achieved;

2. The return rate has decreased to 5% and has not been completed;

3. Inventory control: Long term inventory has been reduced to less than 1 million for more than half a year, and returns and dismantling have been reduced to less than 7 million, but have not been completed;

4. Establish a new product development and launch evaluation system, which has been completed and a prototype has been issued;

5. Improved product quality and production stability, with some improvement;

6. Improvements have been made in institutional construction, responsibility allocation, and marketing management;

7. The improvement of pricing and logistics systems has taken shape;

8. Prices are open and transparent, channel level scientific design and file establishment, cost control, etc. have been improved.

2、 Raw material section

1. Three raw material product plans are planned to be achieved within three years: maximum production capacity, lowest cost, optimal quality, and minimum three wastes. In 2014:

Bromfenapyr has achieved large-scale production;

The cost of propiconazole has decreased;

The technological transformation of phenecycline has progressed to the pilot stage and was put into operation in 2015; All three products have made progress, but there is still a significant gap between them and the target;

2. Improve production management level, prevent leakage and leakage, and make some improvements;

3. Marketing (registration) achieves global scientific layout, positions the market based on crops, and seeks cooperation models with major customers; We have started to proactively expand globally and have established contacts with international companies such as Johnson&Johnson and BASF, laying the foundation for future cooperation. Although initial results have been achieved, there is still a significant gap from our goals.

3、 Mechanical sector

1. In 2014, the agricultural machinery was positioned as operating at a loss for the first year, exceeding the set annual business goals and achieving profitability;

2. The construction of the team has been completed and stabilized, and it has been basically established;

3. Complete stable production of the 125 model and ensure quality;

4. Develop a supporting system and assemble trial machines for 135, and launch them on the market in 2015; The supporting system has been completed, and currently 135 has not been launched yet;

5. Stabilize regional market channels and form regional brand influence; The prototype has been completed;

6. The establishment of production site management system, warehousing and logistics management system, and information system; The basic prototype has been completed, and there is still a lot of room for improvement.

Secondly, Mr. Chu analyzed the quality goals set in 2014:

1、 Strengthening and increasing aspects:

1. Enhance the strength of the formulation research and development team;

2. Increase the strength of biological testing and technical promotion of formulations;

3. Increase the technical improvement and production management strength of raw materials;

4. Increase the internal and external inspection capabilities of quality inspection;

5. Enhance the strength of audit management and financial management;

2、 In terms of cost reduction:

1. Reduce the return rate of formulations by 2 to 3 percentage points;

2. Reduce the return rate or compensation rate of foreign trade exports by more than 50%;

3. Strengthen production process management and improve quality assurance before storage;

4. Reduce the factory costs of propiconazole, diphenyl ether, and bromoxynil, and improve the viability of individual products;

4. Reduce all product leaks (including system management, production processes, etc.) and improve product cost-effectiveness;

5. Improve capital turnover and reduce financial costs.

Thirdly, Mr. Chu summarized the shortcomings of 2014:

1. The overall performance goals have not been achieved;

2. The management from the group to various sections is not yet systematic and cannot be replicated;

3. There is still a significant gap in research and development, technological innovation, and innovation capabilities between various sectors and competitors. If the core competitiveness is not strong, the vitality is not strong;

4. The advantages of product cost, quality, production capacity have not yet been highlighted;

5. The market layout is not scientific and reasonable enough;

6. Poor cash flow and negative cash flow.

Fourthly, General Manager Chu proposed the positioning for 2015:

Practicing internal skills, improving management, being meticulous in budgeting, and operating steadily.

1. Continuously deepen sector operations, allocate resources, ensure smooth funding, and achieve performance goals, maximizing the wisdom of the management team to complete tasks;

2. Strengthen the awareness of group services and control, strengthen audit functions, establish regulations and systems, strengthen training, assist employees in improving, and focus on execution;

3. Although operating in blocks, the group must have a game of chess philosophy, improve the salary assessment system, establish a mechanism for those who are capable and those who are mediocre, establish equal or slightly higher salary positioning for peers in the same field, use the idea of exchanging results to assess competence in real-time, and regularly replace or eliminate positions that are not competent.

Fifth, General Manager Chu proposed the focus of work for 2015:

1、 Resource integration: The principle of "optimizing structure, comparing quality and price, innovating and upgrading, eliminating redundancy and maintaining strength" ensures the sustained competitiveness of enterprises;

2、 Cultural rendering: the values of "people-oriented, rooted in morality, based on achievements, and governing enterprises according to law";

3、 Mode innovation: create an "operation mode and management mode" suitable for future consumer needs to ensure the sustainable survival and development of enterprises.

Finally, Mr. Chu reiterated that in 2015, the group will focus on the purpose of "improving management", work hard to improve internal skills, strengthen physical fitness, and prepare for a long-lasting battle, with the principle of continuously improving business quality and efficiency; Establishing rules and regulations, governing enterprises in accordance with the law, and not praising hard work without merit, acknowledging that elimination and rewards and punishments in horse racing are mature manifestations.

Yijia people welcomed 2015 with a sunny attitude, actively adapting to the new normal and creating new miracles,

Create new brilliance!