Recently, all Wanxiang companies and departments continue to thoroughly study the spirit of Lu Weiding’s July 1 Party Lecture amd July 8 speech. Leaders of each company took the lead to hold thematic study session, stick to the essence of the speech, reaffirming that innovation is the biggest true value, which should be benchmark of the assessment against our corporation’s actual operation and seek joint measures to address problems. Guided by the principle of ‘three years of sprinting, three years of cracking, three years of grinding’, they deepened their commitment to innovation and practical action,focused their efforts to overcome business challenges, thus built up momentum for the 60th anniversary journey with outstanding performance.

 

01|Chen Liao, General Manager of QC

 

In his “July 1” Party lecture and “July 8” speech, Chairman Lu Weiding forcefully put forward the two major themes of “true value” and “innovation orientation.” As General Manager of Wanxiang Qianchao, I deeply feel that this is not only an ideological awakening but also a call to action.

 

 

Wanxiang Qianchao has always focused on the R&D and manufacturing of automotive chassis components and bearings. The company operates a national-level technology center and a postdoctoral research station, and holds more than 3,900 authorized patents. However, numbers alone do not constitute true strength; transforming these achievements into market competitiveness and “real value” is what truly matters. We must move beyond the misconception of “innovation for innovation’s sake,” shifting from “investment” to “investment in knowledge,” while ensuring that every R&D expenditure is anchored in solving practical problems and generating tangible benefits. Currently, Wanxiang Qianchao has established a dual-core competitive advantage in “bearings + chassis” and has expanded into the strategic new field of robotics, building a “automotive + robotics” dual-engine growth model. We must not only firmly defend our core business, ensuring that our established flagship products remain irreplaceable in the global supply chain, but also proactively embrace the waves of intelligent technology and new energy. We will accelerate breakthroughs in new technologies such as by-wire braking and by-wire steering, and gain momentum in new fields like precision robotics components and joint assemblies.

Moving forward, I will lead our team to drive tangible results through the “Four Anchors”—anchoring in technological core competencies by focusing on high-speed bearings, electronically controlled chassis, and precision robotics transmission systems; increasing investment in basic research; establishing the “Grassroots Innovation Award”; and fortifying our technological moat; anchoring in digital and intelligent transformation by leveraging national-level green factories and “Excellence-level” smart factories to reshape the entire manufacturing process with AI and establish an industry benchmark for intelligent manufacturing; anchoring our dual-engine drive by stabilizing our automotive core business while systematically positioning the robotics business as a new growth curve; leveraging over 60 years of precision manufacturing expertise to provide high-performance motion solutions for the embodied intelligence industry; and anchoring our value orientation by resolutely enforcing the principle of “change your mindset or change your position” in performance evaluations and personnel decisions, ensuring that those who work hard reap tangible rewards and innovators take center stage, with true value serving as the sole yardstick for measuring all work.

Time marches forward; Wanxiang soars upward. With the courage to “defy fate” and the resolve to “navigate by innovation,” we will serve as loyal “pioneers” of the Wanxiang cause, securing the next sixty years of glory for Wanxiang amid the tides of the times.

 

02|Li Fanqun, General Manager of Wanxiang 123

 

What inspired me most from the Chairman’s “July 1” Party lecture and “July 8” speech were his explanations of “true value” and “No Innovation, No Wanxiang.” Creating true value is the fundamental goal, and all-around innovation is the only path. Drawing on the Chairman’s discussion of value deviations, I have re-examined the habitual blind spots in the company’s day-to-day management and gained profound insights. As General Manager, I must never focus solely on numbers and reports; I must constantly remind myself whether I am creating real value for our users, for our business operations, and for the long term, and ensure that this value-oriented approach permeates the entire management process. In light of the company’s core business and my own responsibilities, I will implement the following measures in three key areas:

 

 

Deepen reforms of the organizational structure and personnel systems. I will continue to advance term-based appointments and contract-based management, implement competitive selection for key positions, conduct timely performance evaluations and rewards, ensure a merit-based promotion and demotion system, and strongly link compensation incentives to actual performance. This will truly elevate those who create value and eliminate formalism.

Innovate our business portfolio and business models. For the low-voltage business, we will aim for large-scale mass production and market share, accelerating the development and mass production of new products; for the energy storage business, we will focus on high-value-added, differentiated products in Europe and the United States to enhance core competitiveness. We will allocate our best resources to key areas that can break new ground.

Focus on profitability to solidify actual performance. The organization will conduct a comprehensive review of project profitability, scrutinize profits item by item, renegotiate inefficient business terms, strictly control all expenses, and thoroughly overhaul the supply chain and manufacturing processes. We will effectively transform the cost advantages and management dividends derived from end-to-end optimization into genuine competitive strength. I will lead the company with the tenacity embodied in the motto “Aspire to what you do; do what you aspire to,” contributing real value to Wanxiang’s high-quality development through tangible results and innovative actions.

 

03| Niu Jie, General Manager of Qianchao Bearings

 

Listening to the Chairman’s “July 1” Party lecture and his “July 8” speech, what struck me most deeply was the interplay between the two core themes of “true value” and “innovation.” “True value” encompasses not only the relentless pursuit of “performance” but also the steadfast adherence to the bottom line of “value,” while the principle that “without innovation, there is no Wanxiang; without Wanxiang, there is no innovation” articulates the fundamental driving force behind Wanxiang’s 57 years of sustained growth. As the head of the bearing business, I deeply recognize that the value of innovation must be tested by tangible market results, and that genuine performance must be underpinned by continuous technological innovation. Currently, Wanxiang Qianchao is in a critical phase of transitioning from automotive components to a comprehensive upgrade toward “Intelligent Mobility and Control.” Focusing on cutting-edge areas such as smart vehicles, artificial intelligence, embodied robots, and the low-altitude economy, I will lead our team to concentrate on three major initiatives:

 

 

Align R&D direction with “true value” to ensure that innovation outcomes stand up to market scrutiny. We will resolutely eliminate the R&D bubble of “innovation for innovation’s sake,” using hard metrics that reflect competitiveness—such as market share, user satisfaction, and technology patents—as our yardstick. We will prioritize breakthroughs in core bearing components for intelligent chassis systems, including by-wire braking, by-wire steering, and by-wire suspension, ensuring that multiple products complete testing and validation on schedule and transforming laboratory achievements into tangible corporate profits.

With the perseverance of “steadfast effort over the long term,” we will tackle new growth areas in robotics and the low-altitude economy. The robotics business has become Wanxiang Qianchao’s third strategic pillar and a new growth curve. We will focus on breakthroughs in key components such as planetary roller screws, precision joint shafts, and precision bearings and assemblies; accelerate the R&D and industrialization of core components like new joint modules for humanoid robots and specialized bearings; and actively expand into bearings and precision transmission components for low-altitude aircraft.

We will forge our team with a hands-on spirit of “setting our sights on what we aim to achieve and acting on those aspirations.” By continuing to deepen our expertise in precision manufacturing and leveraging our National-Level Technology Center and Postdoctoral Research Station, we will accomplish one practical task each day, one new initiative each month, and one major achievement each year. Through tangible results that withstand the tests of market volatility and economic cycles, we will contribute substantial strength to Wanxiang’s high-quality development.

 

04|Sheng Shuhao, General Manager of Shunfa Hengneng

 

In his “July 1” Party lecture and “July 8” address, the Chairman made important directives centered on “creating real value” and “no innovation, no Wanxiang,” respectively. By thoroughly studying and reflecting on these directives in light of Shunfa Hengneng’s core business in clean energy and my own management responsibilities, I have gained profound insights and clarified the subsequent implementation measures.

 

 

The “July 1” Party lecture called for measuring performance by real value, eliminating value distortions such as “prioritizing short-term financial statements over long-term actual achievements,” upholding the core principles of serving the nation through industry and revitalizing the enterprise through hard work, and leveraging Party building to foster a sense of ownership among all employees. I deeply recognize that the company’s true value lies not in short-term power generation or book profits, but in long-term, tangible achievements such as ensuring stable energy supply, safe equipment operation and maintenance, the successful implementation of major projects, and cost reduction in the manufacturing sector. The past mindset of prioritizing short-term operations and slowing down the deployment of new business models must be promptly corrected. The “July 8” speech proposed shifting the development approach from “investment” to “investment in knowledge,” breaking organizational inertia, and promoting five categories of value innovation. Currently, the growth of gas-fired and wind power is constrained by electricity pricing policies. Emerging businesses such as the Shunfa Hengneng Smart Center, Dejia Wind Power, the Deqing 9H project, and virtual power plants must all rely on innovation to break through these bottlenecks. Going forward, the company will prioritize human resources and innovation investments in its resource allocation.

Moving forward, I will focus on two core areas—value realization and comprehensive innovation—to ensure the effective implementation of all tasks: optimize the performance evaluation mechanism by increasing the weighting of long-term value metrics such as safety, projects, innovation, and internal energy conservation; steadily advance on-site photovoltaic and energy-saving retrofit projects; promote the five categories of innovation at various levels; accelerate the development of benchmark projects; expedite the implementation of virtual power plants and zero-carbon industrial parks; streamline project approvals; expand into energy storage and hydropower assets outside the province; and simultaneously implement incentives for frontline micro-innovations; We will persist in investing in knowledge and talent development, continuously recruiting multidisciplinary professionals, conducting hands-on training through project departments, and making performance-based innovation the core criterion for excellence awards and resource allocation; we will reinforce long-term safety management and institutionalize routine inspections and technical upgrades; we will maintain ongoing communication with regulatory authorities to secure long-term electricity pricing policies and various subsidies; and, guided by Party-building initiatives, we will establish “Party Member Task Forces” and regularly study the spirit of Lu Guanqiu and the guiding principles outlined in Chairman Lu Weiding’s speeches. As a responsible manager, I will take the lead in rejecting short-sighted thinking and breaking free from managerial inertia. I will focus on delivering genuine business value while comprehensively promoting innovation among all employees, deepening our commitment to the core business of clean energy, and accelerating the construction of key projects. I am committed to delivering tangible results that stand up to the scrutiny of the market, economic cycles, and our employees, thereby fulfilling the Group’s mission of green development.

 

05| Zhu Xianbin, Deputy General Manager of the Development Department, Wanxiang Group

 

The Chairman’s “July 1” Party lecture and “July 8” speech both point to one fundamental requirement: action rather than words, doing rather than thinking, and creation rather than pretense. As a member of the Group’s Development Department, I deeply feel that these two speeches have charted a course of action for us, and we must internalize these insights into a conscious commitment in our daily work.

 

 

We must calibrate the ideological yardstick of our development work against “true value.” The Development Department is responsible for strategic planning, industry research, project feasibility studies, and policy coordination; every decision and recommendation we make influences the direction of the Group’s resource allocation. If our research reports merely seek to present attractive data without offering insight, if our project feasibility studies focus solely on short-term returns while neglecting strategic synergy, and if our daily work is preoccupied with processing paperwork rather than genuinely driving solutions to problems, then we have fallen precisely into the “value deviation” against which the Chairman has warned. We must make “true value” our foremost guiding principle: every industry assessment we make, every strategic proposal we draft, and every development project we advance must withstand the test of market volatility and the refinement of the development cycle.

We must fulfill the Development Department’s mission through innovation-driven initiatives. As the Group’s functional department responsible for driving development and providing decision support, the Development Department is naturally at the forefront of “investment intelligence”—macroeconomic insights, industrial policy research, competitive benchmarking, strategic planning, and strategic decoding all fall under this category. The Chairman’s statement that we should “invest in visionaries and in the fertile ground of grassroots innovation” inspires us to dare to break free from conventional thinking in our strategic research and focus on disruptive technologies and cutting-edge industries; “Investing in people is the decisive factor” reminds us that the key to building the Wanxiang Innovation Energy City lies not in bricks and steel, but in bringing together scientists and innovators from around the world; “Invest in true value” requires us to adopt a results-oriented approach to assess whether every strategic initiative has created sustainable value. The Development Department must not only provide strategic support and coordinate resources for disruptive and breakthrough innovations but also practice institutional innovation and incremental innovation in its own work—optimizing strategic decoding processes, refining project feasibility assessment methods, and enhancing the efficiency of policy research.

Let us embark on the new journey of building the Wanxiang Innovation Energy Hub with a spirit of hands-on dedication. Currently, the Wanxiang Innovation Energy Hub is in a critical phase, and the Development Department bears important responsibilities in policy coordination, planning optimization, and project advancement. We must not stop at “identifying problems”; we must go further to “solve them.” We must not stop at “drafting plans”; we must go further to “walk the talk.” We must translate the Chairman’s call for a hands-on approach into concrete actions: remain pragmatic and truth-seeking in policy alignment; strictly avoid empty gestures in planning and feasibility studies; and follow through on projects to the end to achieve tangible results. Through the Development Department’s genuine efforts and tangible achievements, we will lay a solid foundation for “adding a city to our decade of hard work” and contribute to Wanxiang’s high-quality development.

 

06|Cui Liguo, Assistant General Manager of the Organizational Resources Department, Wanxiang Group

 

Having studied and internalized the spirit of the Chairman’s “July 1” Party lecture and “July 8” speech, I have come to deeply recognize that true value is the fundamental yardstick for getting things done and achieving success, and that comprehensive innovation is the core driving force for a company to break through and develop. Looking back on my past work, I have successfully completed key tasks such as establishing a closed-loop system for “job roles, compensation, and performance” and conducting a comprehensive assessment of qualification retention certifications. Moving forward, I will focus on three core areas—the orientation toward real value, innovation driven by all employees, and the effective implementation of systems—and work diligently to achieve tangible results.

 

 

By anchoring our efforts in the orientation toward real value, we will reshape the rigorous standards for talent evaluation and incentives. We will resolutely correct work practices that prioritize form over substance, making the creation of real value the primary criterion for the selection and appointment of executives, performance evaluations and compensation distribution, and talent grading. In the 2026 performance management cycle, I will continue to strengthen the deep alignment between PBC objectives and actual job performance, strictly enforce the mandatory performance rating distribution mechanism, and rigorously implement the system linking performance outcomes to adjustments in compensation and benefits. I will ensure that those who work hard are rewarded, those who achieve results are promoted, and those who take a passive approach lose their standing, thereby establishing a clear personnel management orientation that prioritizes performance, contribution, and value.

Focus on empowering innovation across the entire workforce to activate new momentum for organizational talent development. Actively respond to the company’s strategic shift from “investing in capital” to “investing in knowledge” by fully incorporating innovation capabilities, achievements, and contributions into the core evaluation dimensions for qualification certification, annual excellence awards, and talent pipeline development. We will rigorously implement the requirements for assessing the value and contributions of our workforce, urging key employees to proactively shoulder the responsibilities of mentoring talent, consolidating experience, and extracting knowledge, thereby laying a solid foundation for company-wide innovation through routine “mentoring and guidance” initiatives. Leveraging the data advantages of the Kingdee HR digital system, we will accurately identify high-potential innovative talent and streamline both managerial and professional career advancement pathways, ensuring that those who dare to innovate, are skilled at innovation, and have outstanding achievements have ample room for growth.

Deepen the iteration and upgrading of the system to ensure the effective implementation of human resources management. Accelerate the development of a closed-loop digital system to achieve fully online operation of the performance management module, establishing a digital management loop encompassing “goal setting—process control—evaluation—review and improvement” to drive management efficiency through data; We are codifying our system-building methodology by compiling mature models for position, performance, and compensation management into standardized training materials. These will be comprehensively rolled out to subordinate units to eliminate superficial implementation and variations in execution, ensuring that the human resources management system is effectively implemented from top to bottom and empowers high-quality business development.