I. Development Positioning

To build a leading intelligent system integration and comprehensive service provider in the building materials and metallurgical industries.

II. Developmen Goal for the 14th Five-Year Plan

To establish a specialized corporate group driven by dual engines of equipment manufacturing and international trade.

III. "Double 70" Development Goal

To deeply tap into the internal market of Jinyu, establish an internal industrial chain, and strive to secure 70% of the service orders from the cement segment within the Jinyu Group. At the same time, to comprehensively enhance market competitiveness and expand into external markets, aiming for revenue from external markets in the equipment segment to exceed 70% of the segment’s total revenue, thereby forming a new development pattern in which internal and external circulations promote one another.

IV. Service Philosophy
To exceed customer expectations.

V. 5T Management Philosophy

TQC (Total Quality Control), TCR (Total Cost Rationalization), JIT (Just-In-Time Delivery and Zero Inventory Management System), TMP (Total Maintenance Program), TMM (Total Marketing Management System)
TQC: Centered on product quality, this involves establishing a scientific, rigorous, and efficient quality system to carry out all activities necessary to provide products or services that meet user needs. Management must begin with identifying the customer’s quality requirements and end with the customer being satisfied with the product in hand. Total quality control is the coordinated activity of people, machines, and information to achieve this goal. The main features of TQC are comprehensiveness, participation of all staff, a focus on prevention, service orientation, and scientific methods.
At present, TQC has evolved within the JIDONG Development Group into a continuous and efficient improvement tool involving full participation and covering the entire production and operational chain.
TCR: TCR refers to a comprehensive cost control theory, conceptual framework, management system, mechanism, and behavioral model. It applies the fundamental principles and methodologies of cost management, based on the operational patterns of modern enterprises, with the primary objectives of optimizing cost input, improving cost structure, and mitigating cost risks. Cost control is exercised throughout the entirety of business management activities, characterized by broad scope, dynamic adjustment, and multi-dimensional coordination. The term “comprehensive” encompasses three dimensions: all employees, all functions, and the entire process. Every stage in the organizational workflow of production management, every procedure, every department, and even every workstation operator on the production line is engaged in cost management. TCR emphasizes both the scientific nature of cost management and the proactive involvement of all employees in continuous improvement. This dual approach aligns the requirements of management with the aspirations of frontline departments. A total cost management system is therefore established on the basis of scientific cost control, encompassing all personnel and the entire management process of the enterprise. It consolidates collective intelligence and promotes proactive participation, enabling all departments and employees to continuously reduce costs through autonomous improvement. In doing so, both the management and the workforce are united in their pursuit of cost reduction, thereby achieving production management and organizational operations at the lowest possible cost.

TCR is closely connected with and complements TQC.

TPM: TPM is a maintenance and management system that aims to enhance overall equipment efficiency. It is built on the foundation of full participation by all employees and is carried out through system-wide preventive maintenance processes. TPM focuses on five key elements: maximizing overall equipment efficiency; establishing a thorough preventive maintenance system throughout the equipment lifecycle; promoting TPM across all departments and engaging every employee, from senior management to frontline workers; advancing through motivation management, particularly autonomous group activities.

JIT: The JIT (Just-In-Time) target system requires strict planning, organization, and an integrated self-control mechanism shared by employees. It aims to ensure timely operations while maintaining process continuity, and to further reduce costs through minimizing inventory levels.

TMM: The Total Marketing Management (TMM) system includes integrated marketing, relationship marketing, internal marketing, and corporate social responsibility (CSR) marketing. Among these, the focus of the latter three is on the concept that every employee is a marketer and that every enterprise associated with the company is a part of the company itself.

VI. "Three No’s" Management Philosophy
No survival without excellence
No supply without excellence
No marketing without technology
Explanation: “No survival without excellence” establishes a strategic goal of becoming a domestic first-class enterprise, with unwavering confidence and no fallback—only first-class enterprises can survive. “No supply without excellence” sets dual requirements: first, all procured materials must be first-class products at first-class prices, either domestically or regionally; second, all products supplied externally must also meet domestic first-class standards. “No marketing without technology” requires all marketing personnel to possess a certain level of technical knowledge. Moving forward, individuals without a technical background will be strictly prohibited from entering the marketing team.

VII. "Three No-Tolerance" Talent Selection and Employment Orientation

No tolerance for honest people being disadvantaged, no tolerance for proactive doers being wronged, no tolerance for responsible individuals feeling disheartened.

VIII. "Three-Tier, Three-Team"Marketing Strategy

Three-tier advancement: Market expansion shall be comprehensively driven by three forces—top-level strategic marketing led by the company’s senior leadership, marketing through the influence of strong-performing enterprises, and grid-based localized marketing—with the goal of achieving full coverage across clients in the national building materials industry.
Three dedicated teams: Drawing on the “Van Fleet ammunition ratio” concept, each enterprise shall mobilize several times the necessary force to overcome key challenges, forming three independent marketing teams under the direct management of the enterprise manager. These teams shall operate independently and competitively, fostering internal motivation and external expansion.

IX. "Three Actions," "Four Initiatives," and "Five-One Activities"

The “Three Actions” refer to: each level of management personnel mastering one top-tier professional skill, cultivating one new skill, and mentoring and developing one colleague.

The “Three Actions” refer to: each level of management personnel mastering one top-tier professional skill, cultivating one new skill, and mentoring and developing one colleague.

The “Five-One Activities” refer to: each enterprise's management team shall participate in one TQC group activity per week, visit one client per week, hold one comprehensive budgeting and business operation analysis meeting per month, visit one advanced enterprise or industry organization per month, and carry out one safety activity per month. At the level of functional department heads: hold one meeting per week (to convey Party committee decisions, unify thinking and action), have one heart-to-heart conversation with employees per week (to exchange thoughts, recognize achievements, solve problems, and express expectations), visit the grassroots once per month, organize one professional meeting per month (to identify problems, pursue continuous improvement, and conduct professional rankings among enterprises), and conduct one professional training session per month.

X. Strengthening Team Cohesion—"Seven Dos and Seven Don’ts"

First, when making decisions on major and sensitive matters, one must adhere to principles and avoid autocratic decision-making. On issues involving highly sensitive interests—such as personnel appointments and removals, procurement of equipment and assets, and bidding—decisions must be made scientifically and democratically, strictly in accordance with the Party organization’s “Three Majors and One Large” deliberation system. One must eliminate selfish motives, widely solicit opinions and suggestions, refrain from proposing impromptu motions. Especially regarding personnel appointments and removals, one must be upright and fair, avoid cronyism, and firmly oppose forming small cliques.

Second, we should handle differing opinions with composure and openness, avoiding rigidity. Due to the diverse perspectives, abilities, personalities, experiences, and working styles of each leadership team member, differences of opinion are inevitable. When addressing such differences, we, as principal leaders, must engage in thorough deliberation, carefully evaluate the advantages and disadvantages, identify the optimal point of convergence, and focus on building consensus, always prioritizing the best interests of the enterprise as the basis for decision-making. We must foster open dialogue, seek the greatest common ground, and create a unified vision, guiding all members to align their thoughts and efforts toward a shared goal.

Third, evaluations of team members must be impartial and free from subjective assumptions. One must further elevate their political standing, always prioritize the interests of the enterprise, and maintain objectivity and fairness. Issues should be addressed factually—neither exaggerated nor understated. One must avoid double standards or duplicity, as inconsistency can undermine team unity. A consistent and fair approach must be upheld.

Fourth, individual opinions and feedback must be taken seriously, with discernment and without bias. Constructive feedback and suggestions from employees—motivated by concern for the leadership team—must be given due attention and actively adopted, fostering a political environment that values openness and encourages forthright expression. In contrast, for those driven by impure motives or seeking to sow discord, not only must one avoid credulous acceptance, but such behaviors must also be subject to criticism and education, with no tolerance for unhealthy tendencies. When confronted with gossip or rumors about oneself, one should maintain a broad perspective, assess and judge calmly from a higher vantage point, identify personal shortcomings, and respond with the attitude of correcting where errors exist and being encouraged where they do not. If the differing opinions concerning other team members prove to be valid, one must engage in face-to-face, fact-based dialogue to resolve misunderstandings and eliminate barriers.

Fifth, when it comes to achievements, credit should be shared rather than claimed. Leadership teams should attribute success to the guidance and support of higher authorities, collective wisdom, and the efforts of employees. They must embrace the mindset of “success does not necessarily belong to me,” and allow all to share in the fruits of success. Individuals who receive honors must remain modest, reflecting on the organization’s nurturing and recognizing areas for improvement. When others achieve success, one should refrain from competing for credit or harboring jealousy, but rather learn with humility. One’s attitude toward achievement reflects personal character and moral caliber.

Sixth, when problems arise, one must take responsibility rather than shift blame. As leaders, when facing challenges, we must actively assume responsibility, seek solutions, and do everything possible to resolve issues. Effort should not be wasted on deflecting blame, nor should responsibilities be concealed. Instead, we must face problems head-on, strive to improve through proactive problem-solving, and continuously enhance our capabilities and personal integrity, thereby cultivating a correct view of political performance.

Seventh, when facing major tasks, one must have the courage to shoulder burdens rather than evade difficulties. Some team members shy away from hardship and seek credit, ultimately losing the trust of employees over time. Leaders must have the courage to bear heavy responsibilities and tackle the toughest challenges. By focusing wholeheartedly on the enterprise’s critical, major, and difficult tasks, facing adversity head-on, and devoting their efforts to hard work and promoting the company’s high-quality development, such leaders can truly establish authority and earn the trust of their employees.