, 2026, Yatai Group held a business meeting for the third quarter of 2026. Chen Tiezhi, Secretary of the Party Committee and Chairman of the Board of Directors of Yatai Group, Liu Bingqiu, Vice Chairman of the Board of Directors and President of Yatai Group, and other senior executives attended the meeting. Senior and middle-level managers of the headquarters and business departments of Yatai Group and general managers of the headquarters of Yatai Group attended the meeting on the spot. The main conference venue was set up in the multi-functional hall on the fifth floor of the headquarters of the Group, and 54 video sub-venues were set up in Beijing, Shenyang, Harbin, Hainan and other places, with a total of 618 participants. The conference was presided over by Li Bin, Deputy Secretary of the Party Committee and Vice President of the Group. Chen Tiezhi, Secretary of the Party Committee and Chairman of the
Group, made a concluding speech. He pointed out that in the first three quarters, all cadres and workers concentrated their efforts to stabilize production, expand the market, control costs, reduce liabilities, and keep the bottom line of overall operation. Especially since the beginning of the pre-reorganization work, under the strong leadership of provincial and municipal Party committees and governments, the special work has been carried out smoothly and orderly, and this achievement is worthy of affirmation. At the same time, teams at all levels are required to be aware of the shortcomings and shortcomings at this stage, face the problems directly, dare to take responsibility and take the initiative to break through.
Based on the dual tasks of the fourth quarter business and pre-restructuring breakthrough, Chairman Chen Tiezhi put forward four work requirements:
First, strive to achieve the annual goal. The responsible person of each affiliated enterprise should earnestly shoulder the main responsibility and take the initiative. While making every effort to promote the pre-reorganization work, he should keep a close eye on the target responsibility letter signed at the beginning of the year, and lead the team to overcome difficulties and win the decisive battle in a vigorous and progressive state. We should always adhere to safety as the first priority, firmly adhere to the bottom line of safe production, strictly implement the "one vote veto" of safe production, coordinate the sprint and safety management and control, and ensure stable and far-reaching development.
The second is to consolidate the responsibility of honest practitioners. All sectors and enterprises should focus on key areas and key links such as bidding and procurement, asset disposal and cost settlement, comprehensively and systematically carry out the whole chain risk investigation, make up for the shortcomings of the system, plug the loopholes in management, actively use information technology to strengthen the process of leaving traces and dynamic supervision; firmly grasp the "key minority", implement the normal rotation of important posts, and build a provention and control barrier for the risk of clean government from the source.
Third, we should improve the rigid constraints of the system. Fully implement the "first responsibility system", who is in charge, who is in charge, and closed-loop implementation. Headquarters departments should further strengthen their service functions and service awareness to help enterprises solve problems; enterprises should strengthen their sense of responsibility and dare to make decisions independently on matters other than negative control list. All staff must strictly abide by rules and regulations, enforce orders and prohibitions, rely on the system to control power, rectify the style of work, consolidate responsibilities at all levels, keep the bottom line of operation, transform policy support into tangible operational results, and lay a solid management foundation for the Group to smoothly pass the pre-restructuring period.
Fourth, continue to optimize the incentive mechanism. Based on the actual operation of each enterprise, widely listen to the opinions of the front line, scientifically build the performance appraisal system, firmly establish the performance and result orientation, strengthen the positive incentives, promote the enterprise to expand the income channels and solve the problems left over by history; strictly implement the appraisal results, adhere to the clear distinction between merits and demerits, put an end to "one size fits all", reward and punishment, and implement them rigidly.
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