07
2026
-
02
Breaking Boundaries, Sharing Hearts, Moving Forward Together | CIMC Zhangzhou Holds 2025 Business Analysis Meeting
On February 6, CIMC Zhangzhou held its 2025 Annual Business Analysis Meeting to summarize performance, review business results, and lay out strategic plans for 2026. The meeting aimed to build a shared strategic consensus on driving business breakthroughs and upgrading the organization, thereby helping the company secure victory in the 2026 business battle.
On February 6, Zhangzhou CIMC held its 2025 Annual Business Analysis Meeting to review performance, analyze business results, and lay out strategic plans for 2026. The meeting aimed to build a shared strategic consensus on driving business breakthroughs and upgrading the organization, thereby helping the company achieve victory in the 2026 business battle. Ding Weiwei, General Manager of Zhangzhou CIMC, Zhang Baoku, Deputy General Manager, and management teams from various departments along with key business personnel attended the meeting.
At the start of the meeting, He Wei, Assistant Manager of the Integrated Operations Department, introduced the three key agenda items—overall financial status, business performance, and operational conditions—by drawing on the “iron triangle” framework for operational analysis.
Following that, Chen Yulin, Assistant Manager of the Financial Management Department, provided a special briefing to the attendees on the “Overall Business Performance Data” for 2025, the 2026 business budget, and the “Direction for Cost Management.” Using data-driven insights, he highlighted the structural challenges facing our operations, helping everyone gain a clearer understanding of the operational pressures and strategic direction for 2026. With our strategy firmly set, we are now poised to lead the way in business development. Subsequently, Wang Benjun, Director of the Marketing Center, and Zhou Zhanrong, Deputy Director, presented their report, focusing on a dual-track approach of “market expansion” and “deepening customer engagement.” They outlined the achievement of 2025 business targets, identified growth bottlenecks, and laid out the 2026 direction along with resource requirements. They also proposed three key areas for business breakthroughs and specified the resource needs—including technology and production capacity—required to support these efforts.
Next, Cai Qiaoling, Head of Performance Operations in the Integrated Operations Department, reported on the “Overall Operational Status” for 2025 and the General Manager’s strategic guidelines for 2026. She reaffirmed the vision of making Special Containers an industry leader, emphasized the importance of staying within the safety底线, and highlighted the four core strategic pathways: “strengthening organizational support, focusing on leveraging strengths to build competitive advantages, tackling tough business challenges, and pursuing high-quality, innovative development.” Liu Changliu, Head of Risk Control and Planning in the Integrated Operations Department, then delivered a briefing. CIMC Group The newly released Negative List for Risk Management, the Ten Principles for Business Operations, and the Company’s 26-year Risk Control Plan reinforce management cadres’ commitment to “avoiding incidents” and collectively build a robust corporate risk control barrier.
Deputy General Manager Zhang Baoku delivered a systematic review of the 25-year achievements in finance, business, and operations, emphasizing the importance of examining business activities from a financial perspective. While the operational system demonstrated improvements in 2025, there remain gaps in coordination and collaboration. Moving forward, we must strengthen data-driven decision-making, delve deeper into the root causes of issues, and foster a culture where management leaders dare to collaborate, embrace trial-and-error, and take full responsibility—rejecting any dilution of accountability and reinforcing a closed-loop approach to responsibility.
At the end of the meeting, General Manager Ding Weiwei thanked all employees for their hard work in 2025. Facing a more challenging market environment in 2026, General Ding emphasized the need to seize opportunities and elevate our business pursuits. To respond to structural changes in the energy storage container and computing power center markets, we must accelerate the construction of new production lines, ensure that Production Line B is fully committed to delivering energy storage products, and focus our resources on key customers. In terms of costs, we need to optimize both manufacturing and product cost structures and identify various forms of waste. Regarding the development of newly promoted managers, we must speed up their enhancement of business capabilities, deepen their understanding of business characteristics, and strengthen their ability to solve business challenges. Middle-level managers should concentrate on organizational development, shaping corporate culture and values, and fostering human growth. They must also reinforce their awareness of processes, standards, and systems to prepare for future expansion of the industry and growing customer demands.
In 2026, the battle drums are beating—marked by breaking boundaries as our posture, unity of purpose as our foundation, and collaborative action as our path. As the pivotal year for strategically implementing and achieving breakthroughs, we will remain firmly anchored to the core principle of “creating customer value,” ensuring our goals are precise, our execution is highly efficient, and our improvements are timely. On the path of high-quality development, we will steadily move forward, contributing to CIMC’s mission of “driving a better world!”
Latest News
