The three years of the global pandemic have been a life-or-death test for enterprises. Those that survived have not only gained stronger resilience, but also developed more determined corporate will and stronger team organization, and will surely become pioneers in China’s economic recovery. At the beginning of 2021, a peer once asked me how to respond to the current situation. My answer was to integrate into the national strategy of Yangtze River Delta integration and use the strategic window period to cope with market uncertainties. Over the past three years, although we faced unprecedented difficulties and challenges, we successfully implemented group restructuring, launched the construction of a super factory for industrial intensive development, and achieved the deepened shareholding reform goal of “CRRC genes, state-owned capital leadership, and market-oriented operation.” Compared with improvements in favorable conditions, perseverance, transformation, and insight in adversity are even more valuable.
In 2023, the national economy is gaining strong momentum, and market competition is becoming increasingly intense. All market participants will face a new round of more direct survival-of-the-fittest competition. It is certain that a new round of economic resources and policy support will favor enterprises that are prepared and capable. Therefore, in the new year, our work objectives and tasks are very specific:
First, we must use shared ideals and values as a benchmark to unite and attract more talents committed to strengthening industry, and build our core team. In manufacturing, only continuous investment, constant optimization and improvement of every process and component, and embracing big data and the internet can secure the future. In our four major business sectors—special-purpose vehicles, elevators, electrical equipment, and agricultural machinery—we must continuously strengthen the introduction and cultivation of industry-leading talents, basic R&D and application innovation talents, digital production management professionals, and internet sales personnel.
Second, we must firmly focus on building a key industrial ecosystem, concentrate all resources and efforts, and develop the Fenhu Super Factory in the Yangtze River Delta Integration Demonstration Zone and the Central China headquarters for commercial and special-purpose vehicles. By leveraging digital manufacturing systems, we aim to build the Fenhu Super Factory and Central China headquarters into the industrial brain of the Group and an industry empowerment center.
Third, we must uphold the principles of product supremacy and market orientation, and fully demonstrate the exemplary and leading role of cadres. All cadres must work on the front line, maintain close communication and information exchange with customers, and strive to be the most dedicated sales representatives—without orders, there is no voice. All cadres must take the lead in solving problems on the front line, taking concrete actions and making every effort to address issues related to orders, funding, products, after-sales service, and technology.
Since Zhongcheng Industry has chosen the market of urban operation and maintenance equipment—a sector with rigid demand—we must remain confident, firmly establish the industrial development philosophy of “building peaks from the ground,” continuously strengthen product quality and channel scale, continuously learn industry knowledge and understand industrial elements, continuously explore innovative application scenarios, and continuously enhance public capabilities for industry empowerment. By doing so, we will surely secure a place in the future of China’s national manufacturing industry.
The road ahead requires diligence and determination—let us encourage each other!
Zhongcheng Industrial Group Co., Ltd.
Party Secretary and Chairman: Gu Yifeng
