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MFCI Research Institute
MFCI Research Institute
Tap into Internal Potential and Focus on Self‑Improvement | Huanggang Meifeng Holds Its 2025 Annual Summary Meeting
Release time:
2026-01-14
Unite our hearts and pool our strengths, forging ahead with determination. On January 6, Huanggang Meifeng held its 2025 Annual Summary and 2026 Work Plan Meeting at the company’s Quality Inspection Center. The meeting provided a comprehensive review of the company’s performance in achieving its operational goals over the past year, systematically mapped out the development direction for the coming year, further aligned thinking and pooled efforts, and injected strong momentum into sustained, high‑quality development.
At the outset of the meeting, the heads of each department took to the stage one by one to deliver their annual work summary reports. The reports systematically outlined the departments’ progress in achieving their annual goals, their accomplishments in talent development, and the challenges encountered in their work along with corresponding response strategies. They provided a thorough review centered on enhancing quality and efficiency, optimizing management, and strengthening risk control, while also formulating practical and feasible action plans for the new year based on the company’s strategic objectives—clearly demonstrating a pragmatic, enterprising work style characterized by a strong sense of responsibility and proactive initiative.
General Manager Liu Jianjun delivered a concluding speech. He first expressed his full appreciation and gratitude to all company employees for their unity and unwavering determination in overcoming challenges amid a complex economic landscape in 2025. He pointed out that over the past year, the company had focused on the core requirement of “doing our own job well” and achieved remarkable results across multiple dimensions, including safe production, operational efficiency, and management improvement.
First, breakthroughs have been made in product manufacturing. With coordinated efforts across multiple departments—including production, technology, and equipment—several R&D projects have been successfully implemented, significantly enhancing the company’s “one-stop” service capabilities and core competitiveness.
Second, quality control continues to be optimized. By strengthening quality awareness training for all employees, refining the end-to-end quality control system, and deepening research in core quality areas, the company has seen steady improvements in multiple product qualities, a significant acceleration in market response times, and a further expansion of its brand influence.
Third, safety management has reached a new level. In 2025, the company’s overall safety situation remained stable. Relying on the “Smart Safety Platform” and the “Dual Prevention Mechanism,” the company’s safety system continued to improve and successfully obtained National Level 2 Safety Standardization Certification, achieving a standardized and systematic upgrade in safety management.
At the outset of the meeting, the heads of each department took to the stage one by one to deliver their annual work summary reports. The reports systematically outlined the departments’ progress in achieving their annual goals, their accomplishments in talent development, and the challenges encountered in their work along with corresponding response strategies. They provided a thorough review centered on enhancing quality and efficiency, optimizing management, and strengthening risk control, while also formulating practical and feasible action plans for the new year based on the company’s strategic objectives—clearly demonstrating a pragmatic, enterprising work style characterized by a strong sense of responsibility and proactive initiative.
General Manager Liu Jianjun delivered a concluding speech. He first expressed his full appreciation and gratitude to all company employees for their unity and unwavering determination in overcoming challenges amid a complex economic landscape in 2025. He pointed out that over the past year, the company had focused on the core requirement of “doing our own job well” and achieved remarkable results across multiple dimensions, including safe production, operational efficiency, and management improvement.
First, breakthroughs have been made in product manufacturing. With coordinated efforts across multiple departments—including production, technology, and equipment—several R&D projects have been successfully implemented, significantly enhancing the company’s “one-stop” service capabilities and core competitiveness.
Second, quality control continues to be optimized. By strengthening quality awareness training for all employees, refining the end-to-end quality control system, and deepening research in core quality areas, the company has seen steady improvements in multiple product qualities, a significant acceleration in market response times, and a further expansion of its brand influence.
Third, safety management has reached a new level. In 2025, the company’s overall safety situation remained stable. Relying on the “Smart Safety Platform” and the “Dual Prevention Mechanism,” the company’s safety system continued to improve and successfully obtained National Level 2 Safety Standardization Certification, achieving a standardized and systematic upgrade in safety management.
Fourth, innovative management empowers and enhances efficiency. On-site management is becoming increasingly meticulous, with the 6S initiative being effectively implemented and innovative measures such as the “Little Yellow Hat” equipment labeling system being widely adopted; we are strengthening end-to-end production control, practicing green and low‑carbon development, and achieving a win‑win outcome in terms of economic and ecological benefits.
Fifth, the development of our talent pool continues to improve. Performance in title evaluations and technical qualification assessments reached new all-time highs, with key personnel receiving promotions; through systematic inventory, tiered development, and cross‑company exchanges, we have established a healthy “attract, nurture, employ, and retain” ecosystem, providing solid talent support for our growth.
Sixth, the company has achieved remarkable results in international certifications. It has successfully obtained EcoVadis Gold Certification, placing it at the forefront of the domestic UV absorber industry and showcasing the company’s internationally recognized standards in corporate social responsibility, environmental stewardship, and business ethics.
Liu Jianjun emphasized that the core key to navigating economic cycles lies in transforming business operations into a process of enhancing capabilities, overcoming tough challenges, forging strong teams, upgrading brands, and reshaping core competitiveness. All employees must continue to maintain a tenacious, hard‑working spirit and tackle all kinds of challenges with practical, diligent action.
Zeng Tieming, Chairman of the Group, attended the meeting and delivered an important speech. While acknowledging the 2025 achievements of all departments, he also pinpointed the areas where the company still has room for improvement in energy conservation, consumption reduction, on-site management, and other fields. He urged each department to conduct in-depth analysis of existing problems, reflect on their shortcomings, clearly define remediation milestones, and implement closed-loop management. Zeng Tieming emphasized that in 2026, the company must focus tightly on “unleashing internal potential and driving internal momentum,” using higher standards and more concrete measures to propel the company’s development to a new level.
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