Strengthening the Cadre Team to Empower High-Quality Corporate Development: Dongfang Lingri Holds 2025 Mid-Level Management Performance Review Meeting

On December 15, Dongfang Lingri held its 2025 Mid-Level Management Performance Review Meeting. Du Yunhua, the company’s Party Committee Secretary and General Manager, presided over the meeting. More than 90 people attended, including members of the Party Committee and the Discipline Inspection Commission, the Chair of the Trade Union, the Secretary of the Youth League Committee, as well as representatives of Party members and employees from various departments.

In strict accordance with the company’s annual performance evaluation plan, the meeting conducted a democratic assessment of all middle-level managers, focusing on the five dimensions of “integrity, competence, diligence, performance, and integrity.” At the same time, the meeting organized the nomination of potential successors, with the aim of using evaluations to drive action and using assessments to foster development, thereby continuously building a high-quality, professional cadre of managers.

At the meeting, the heads of eight departments—including Sales, Technology, Projects, Quality, Procurement, Finance, Administration, and Manufacturing—delivered their work reports in turn, providing systematic accounts of their departments’ achievements in market development, technological R&D, project execution, quality control, cost optimization, safety and environmental protection, and the integration of Party building. The attending delegates listened attentively to the reports and, drawing on their daily observations, conducted evaluations and made recommendations in an objective and impartial manner.

In his concluding remarks, General Manager Du Yunhua noted that 2025 marked a year of major breakthroughs in the company’s internationalization process—successfully entering multiple high-end international energy markets and significantly enhancing its overseas project execution capabilities; steadily advancing smart manufacturing and continuously improving key process standards; achieving the high-standard safety goals of “zero fatalities, zero serious injuries, and zero fires” for the entire year; and maintaining a robust quality management system. These achievements would not have been possible without the sense of responsibility and proactive efforts of all middle-level managers and the hard work of frontline employees. He emphasized that in 2026, the company must plan the launch of the 15th Five-Year Plan from a high starting point, accelerate the cultivation of professionals with international perspectives and practical engineering capabilities, and continue to improve the modern corporate governance system. This will solidify the foundation for compliant operations and steady development, providing strong organizational support for building a globally competitive clean energy equipment service provider.