Lianhua Petrochemical Monthly News

Lianhua Petrochemical Monthly News

I. Highlights of Last Month
1. Visits by Leaders and VIPs. In September, the company hosted more than thirty batches of government leaders and industry-known corporate executives. Many leaders and entrepreneur friends visited the company for assistance and cooperation discussions, further enhancing the company's influence.
2. Continuous Innovation in Work Patterns. The approach to new customers has shifted from traditional cold calling to resource-specific allocation, achieving precise matching and significantly improving work efficiency. Existing customers are being followed up with mini-programs or on-site visits to promptly understand their needs and improve service quality.
3. Ongoing Improvement of Company Policies. To genuinely care for and assist employees, the company has drafted and issued the "Zhengzhou Lianhua Petrochemical Co., Ltd. Employee Assistance Fund Management Measures," with two employees already benefiting from the policy in the same month.
4. Significant Enhancement of Comprehensive Management Abilities. To improve the comprehensive management capabilities of all departments and standardize management practices, the company introduced third-party professional human resources consultants at the end of September for strategic cooperation, providing a two-day professional training for all departments, giving managers a systematic understanding of management knowledge and a clear direction for improvement.
5. Deepening Government-Business Integration. In September, the company participated in more than ten government-led activities, including the 7th Talent Attraction Conference, a series of policy briefings on high-quality development in manufacturing, the 2024 New Energy Vehicle Eco-Partner Conference and Smart Connected Vehicle Competition, and the Specialized and New Listing Training Seminar for Enterprises, working together with the government to create a new situation of high-quality development.
6. Continuous Improvement of the Problem-Solving Mechanism. In September, the company compiled and summarized four feedback items, solving all of them with a solution rate of 100%. The general manager's mailbox was innovated with a combination of online and offline models, launching an opinion feedback platform, and the platform's QR code was designed and distributed for feedback submission.

II. Major Arrangements for This Month
1. Accelerating Team Building. The company is actively recruiting talented individuals to join us. In October, the General Office, Sales, Technology, and Finance departments will increase their efforts in talent acquisition and raise employment standards, striving to build an elite team that is ready for action and certain of victory.
2. Continuous Improvement of Overseas Layout. All preparations and materials for the Vietnam exhibition in October have been finalized, with attention to detail and advance planning to ensure the smooth running of the event. The Vietnam exhibition marks a significant step for the company's entry into the international market and carries the responsibility of expanding overseas markets and laying a solid foundation. The International Business Division is actively expanding overseas resources, with a steady increase in cooperative clients.
3. Production Equipment Commissioning. The pilot production equipment of the company's New Material Research Institute has been installed and will commence trial production in October, offering services such as OEM processing, custom development, and joint research and development to support strategic planning.
4. Standardization of Systems and Processes. In October, the systems and processes of all departments will be reoptimized, with the revision of the "Sales Manual," "Financial Management Manual," "Customer Service Management Manual," "Business Manual," "Safety Production and Equipment Management Manual," "Warehouse and Material Management Manual," "Human Resource Management Manual," "Administrative Management Manual," and the 2025 edition of the "Employee Handbook," achieving institutionalization and process standardization for increasingly refined management.
5. Sales PK Activity Launch. All sales engineers are divided into six teams, ranking them based on team and individual performance, with significant rewards for the champions and a 10-minute standing penalty at the monthly meeting for those at the bottom.
6. Demonstration of the Power of Resource Integration Strategy. The company is actively integrating various resources, leveraging the advantages of the integrated service model, hiring seven expert advisors, with major project successes being reported frequently.