To fully implement the four core business principles of Shaanxi Jianji Co., Ltd. and align with the company’s two central strategic priorities for 2026—“Year of Performance Enhancement” and “Year of Party Building Integration for Value Creation”—while coordinating key initiatives such as market expansion, accounts‑receivable collection, and the optimization and disposition of subsidiaries, Shanghai Yidong recently convened a special meeting to deploy its 100‑day order‑taking campaign for 2026 and the second‑half‑year receivables‑collection efforts. Mid‑level managers and core business leaders gathered to jointly assess the current operating environment, refine reform‑driven tasks, and map out concrete pathways for deeply integrating Party building with production and operations.
    Review the current business performance and set clear targets for expanding orders and collecting payments.
At the meeting, the operations division conducted a post‑mortem analysis of Shanghai Yidong’s annual output and order‑taking targets, systematically identifying existing weaknesses and pain points in market development, project execution, and cash‑flow recovery. The session clearly defined key objectives for the 100‑day order‑capture period and for receivables collection in the second half of the year, urging all employees to firmly embrace the business mindset that “collecting payments is equivalent to generating profit.” The company was directed to seize the growth window in the infrastructure sector, deepen its core business of tower‑crane leasing, and diversify its revenue streams; at the same time, it was tasked with rigorously assigning accountability for receivables collection at every level, establishing a dynamic ledger for monitoring outstanding balances, and formulating tailored recovery plans by project and customer, thereby safeguarding the enterprise’s financial stability.
The meeting emphasized that all management personnel at Shanghai Yidong must deeply embrace the operating philosophy of Shaanxi Construction Machinery Co., Ltd., and coordinate reform and disposal efforts with day-to-day operations: uphold a performance‑oriented approach, leveraging reforms to consolidate underperforming assets and unleash growth momentum; strictly adhere to risk thresholds, embedding compliance controls throughout the entire process of quality improvement, efficiency enhancement, and business operations; strengthen market‑driven thinking, concentrating resources to break through challenges in the leasing market; and deepen cross‑departmental collaboration and coordination to ensure the seamless implementation and closed-loop execution of all reform and operational tasks.
Deep Integration of Party Building to Drive Reform and Development
The meeting noted that 2026 will be both Shaanxi Construction Machinery Co., Ltd.’s “Year of Performance Enhancement” and its “Year of Party Building Integration for Value Creation.” Shanghai Yidong is tasked with fully integrating Party building into key and challenging initiatives—such as improving quality and efficiency, expanding the market, and accelerating receivables collection—so as to leverage Party leadership in driving reform and overcoming obstacles. It will fully harness the role of Party branches as strong bastions, establishing Party-member task forces to address bottlenecks and difficulties in the course of corporate optimization and reform, and mobilizing leading Party members to take the lead on the front lines of asset inventories, multi‑party coordination, and problem resolution. Furthermore, it will continue to develop platforms that integrate Party building with the company’s core leasing business and reform‑driven efforts, encouraging Party members to proactively assume responsibility in areas such as market development, receivables recovery, and risk management. By relying on Party building to unify the entire workforce’s thinking and understanding, the organization will guide employees to correctly grasp the significance of reform, dispel fear and hesitation, and effectively translate the political and organizational strengths of the Party into powerful momentum for breakthroughs in reform and sustained growth in operations.
Unite as one and focus on the right direction; implement the four key tasks.
Reform tasks are pressing, and the responsibility of overcoming operational challenges rests squarely on our shoulders. The meeting called on all employees to unite in purpose and work collaboratively to tackle these challenges, with a focus on four key areas: First, advance reform initiatives to high standards, ensuring that each task is implemented according to established timelines, managed in a closed-loop system, and that all potential risks are proactively identified and mitigated throughout the process. Second, strengthen efforts to expand market opportunities and accelerate cash recovery, consolidating our core business foundation while continuously enhancing operational efficiency and the quality of our growth. Third, deepen the two-way integration of Party building and business operations by establishing platforms that empower Party members to take decisive action and deliver tangible results, thereby fully leveraging their role as pioneers and models. Fourth, rigorously uphold compliance and risk‑control standards, balancing business development with risk management to ensure the company’s stable and orderly operations.