From July 16th to 19th, our company's 2015 mid-year performance summary and review meeting was held grandly at Lishui Wanting Grand Hotel. The meeting was presided over by the general manager, and middle-level deputy managers and above attended the meeting. In addition, the company specially invited Deputy Director Lu Junhua from the Yuyao Economic and Information Technology Bureau and Teacher He Qiqing from Yuyao Jianfeng Training School to participate in the meeting.

On the afternoon of the 16th, the leader of the performance group first summarized the performance operation in the first half of the year. Then, all participants summarized and reviewed their work in the first half of the year based on their respective positions. Next, the Integrated Management Center summarized, analyzed, and proposed improvement measures for the company's system, process operation, and resource allocation in the first half of the year. On the morning of the 17th, participants discussed and exchanged views on the system processes and resource allocation. In the afternoon of the 17th, based on the discussion opinions, the final improved resolution draft was completed and formed the final meeting resolution.

After carefully listening to the discussions and exchanges of the participants, Deputy Director Lu pointed out three issues: First, the participants did not grasp the key points of the issues for analysis, there was no unified template model, and the logic was not strong; Second, issues should be considered from a broader perspective, but this time more minor issues were discussed, and some secondary processes were not truly issues that needed to be discussed. Deputy Director Lu stated that the main purpose of the meeting was to form a plan for the second half of the year through discussion and analysis. To this end, he proposed the following four aspects:

1. Highlight guiding issues. First, there must be a strong sense of crisis; Second, the guidance should focus on the key factors for enterprise development. Third, how can enterprises use innovation to increase added value.
2. Performance evaluation issues. The purpose of performance evaluation is to guide everyone to create value, evaluate value, and allocate and incentivize value. We need to derive a complete target system for performance management based on the company's vision and planning, and then convert the targets into action plans. All performance evaluations require costs. From this meeting, it can be seen that there is too little data generated by the processes, and although there is data, it is not analyzed and utilized enough. Data needs to be converted into value, but we often fail to break down this data, fail to extract key factors, overly consider departmental factors, and do not consider labor-related aspects, especially in terms of innovative performance evaluation. Therefore, we need to think more about how to mobilize everyone's enthusiasm for innovation.
3. Management serves basic functions. How to implement plans and work, and how management departments can communicate to improve work efficiency. The most important aspect of management is improvement. Every small improvement is actually a big step forward. Therefore, it is very important for management departments to perform their functions.
4. Informatization issues. Performance evaluation must be promoted through informatization. For various needs, aspects with large manual statistics should be considered as difficult and breakthrough points for informatization, especially the ERP system, which is a long development process that requires gradual accumulation of experience and promotion.

In addition, Deputy Director Lu pointed out that the company's processes and systems are equally important, but they must be managed in a hierarchical manner. Key processes and systems should be discussed and analyzed at important meetings. In recent years, our company's systems and processes have made significant progress on the path of standardization, but currently, simplification and optimization should be placed in important positions. Management needs to remove false decorations and must focus on core development. In terms of processes, there is no need to consider too many complex issues. For the same work, time indicators are efficiency indicators. Many management systems must be concise and clear. Overemphasizing processes can sacrifice efficiency.

Deputy Director Lu also emphasized that in the next step, we need to address the above issues, exert efforts in the right direction, and truly improve efficiency. Finally, the general manager delivered a summary speech. He first expressed gratitude to all participants for their efforts over the past two days and congratulated them on the successful convening of the meeting. This mid-year performance review meeting basically achieved the expected results, and the work plan established after the analysis is effective and feasible. In order to motivate everyone to complete the second-half plan with more enthusiasm, the general manager analyzed the underlying phenomena and issues in terms of concepts.

Finally, the general manager encouraged everyone to have confidence, determination, and perseverance. He emphasized that Chinese people can do anything well if they want to. He also hoped that what he said could be truly embodied and practiced by employees, facing the present and the future together.