On the morning of October 13, on the seventh day of the city-wide silent management implemented in Haigang District, Qinhuangdao City—the headquarters of Yaohua Equipment Group— the company held a meeting to further reflect on, replan, and deepen its “14th Five-Year” development strategy. The meeting adopted a hybrid approach, combining offline group discussions with online video conferencing. The meeting was chaired by Fu Haobo, General Manager of the Group. Attending the meeting were senior executives, middle-level managers, Party member representatives, intellectual representatives, and employee representatives from the Group’s companies under closed-loop management at the factory site, those under home-based static management, as well as those on business trips. Also in attendance were the heads of Shanxi Xinhua New Materials Company, Yaohua New Materials Company, and Hua Yao Shipbuilding Company.

Liu Fumin, Deputy Secretary of the Party Committee of the company, on behalf of the Leading Group for the formulation of the company’s 14th Five-Year Development Plan, conducted a fresh analysis of the company’s current development environment, market competition, and policy opportunities. He provided an in-depth interpretation of the plan’s overall guiding principles and development objectives, offered a detailed explanation of the four key development principles, and comprehensively outlined the target positioning and development strategies for seven major business segments: intelligent unmanned equipment, emergency law enforcement equipment, specialized protective gear, fishing vessels and recreational boats, carbon-composite and advanced composite material products, energy-saving board products, and artistic landscape products. He also systematically described the five supporting systems—optimizing industrial layout, driving innovation through technological advancement, enhancing marketing management, ensuring financial resource support, and strengthening human resource management—and put forward specific recommendations regarding the optimization, adjustment, and implementation of the plan.

General Manager Fu Haobo emphasized that taking advantage of the silent management period to calmly rethink, replan, and re-implement the company’s development strategy is an important task for all employees to maintain a combat-ready state, for management cadres to keep a clear head, and for ensuring the high-quality and efficient implementation of the company’s 14th Five-Year Plan. All management departments and business units should, through this meeting, deepen their understanding of the company’s 14th Five-Year Development Plan. Adopting an efficient and pragmatic attitude, they must accelerate, refine, and proactively carry out the optimization, adjustment, and thorough implementation of the development plan. They should re-examine the plan from a perspective that adapts to evolving trends, replan with market-oriented thinking, and further deepen the plan using a “start with the end in mind” approach. By appropriately adjusting, breaking down, detailing, implementing step by step, and rigorously controlling each stage both in time and space, they can ensure that all planned targets are effectively achieved.

Chairwoman Fu Xiujun of the Group emphasized in her summary that when formulating a development strategy, we must avoid mere armchair theorizing. Once a plan is drawn up, it should not be left to gather dust; and during implementation, we must avoid arbitrary deviations. Instead, we need to re-examine, re-plan, and re-implement the company’s “14th Five-Year” development plan that has already been established. Through optimizing and adjusting the plan, we can ensure that the established strategy is truly grounded in reality, imbued with substantive depth, and fully put into practice—thus enabling the strategic plan to genuinely play its guiding role in the company’s development.

Chairman Fu Xiujun called for the company to meticulously focus on “the one, two, and three” aspects when implementing its strategic plan: Supporting the implementation of the plan with a “first-class talent strategy,” and accelerating the development of three key talent teams—first-class research and development personnel, first-class marketing personnel, and first-class production management personnel; advancing business development through a “dual-market entry strategy”—actively expanding into major cities to seize market opportunities and entering large-scale industries to rapidly boost output value; and driving product upgrades with a “three-pronged product strategy”—adhering to the development direction of “intelligentization, lightweight design, and functional enhancement”—and promoting both research and development as well as manufacturing processes to achieve higher functionality and greater sophistication in our products.

Chairman Fu Xiujun pointed out that by the end of the 13th Five-Year Plan period, the company had initially established a group-based parent-subsidiary management structure characterized by “1+4.” During the 14th Five-Year Plan period, the company will continue to adopt a group-oriented mindset and, in response to regional operational needs and business expansion, actively promote a “1+N” strategic development and management model, thereby accelerating the group’s growth and strengthening.

Chairman Fu Xiujun called on all units within the Group to ground themselves in the new stage of development, implement the new development philosophy, and actively serve and integrate into the new development pattern. They should adhere to the overarching development principle of prioritizing stability while seeking progress amid stability, using technological innovation as the driving force, optimizing strategic layouts as the guiding thread, pursuing high-quality development as the main line, and relying on refined management for support. By doing so, they can continuously enhance the company’s market competitiveness and build a Yaohua Equipment Group with promising development prospects, excellent operational performance, a positive social image, and a high level of employee well-being.