Foreword of the Conference
Half of 2026 has passed. For Ducheng Industrial, which is deeply rooted in the industrial sector, this past six months have witnessed steady progress and breakthroughs, as well as unwavering commitment to its original aspiration and social responsibilities. On July 25, the 2026 Semi-Annual Work Conference of Ducheng Industrial was successfully convened. Management staff and core backbones gathered together to review achievements, sum up experience and map out future directions. All functional centers joined forces to consolidate the foundation for sustained development.
Semi-Annual Work Report of the Management Center
The Supply and Marketing Management Center conducted a comprehensive review of operational indicators, payment collection status and existing business deficiencies. In the second half of the year, the center will accelerate contract signing, make breakthroughs in payment recovery, expand electrical business and strictly control accounts receivable, so as to fully catch up with the annual targets.
At present, all members of the digital team have been deployed to project sites to advance the full-link digital upgrading of industrial automatic control systems. Two core modules, fault prediction management and unattended automatic inspection, have been implemented. After operation, they will boost production efficiency, cut operation and maintenance costs, strengthen market competitiveness, and support the front-end sales team in securing orders.
The four major business segments of the Operation Management Center have generated steady revenue, with remarkable results achieved in maintenance services and outstanding performance delivered upon the launch of key projects. Following thorough review and summary, the center finalized a comprehensive plan for team building in the second half of the year. It will consolidate the foundation of the team through talent selection, regular training and standardized performance evaluation. Multiple measures will be adopted to address weaknesses and create new growth points, enabling the center to forge ahead toward the full-year operational targets.
In the first half of the year, the center dynamically optimized the organizational structure and staffing mix in alignment with corporate strategy. Its core priorities include supporting sales teams to win orders, facilitating the delivery of technical projects, improving the matching degree between employees and positions, and energizing the organization. The center expanded recruitment channels through multiple approaches to secure manpower supply for core positions, rolled out full-process budget control, and cut non-production administrative costs across multiple links.
At this semi-annual summary meeting, each regional sales representative will deliver work reports in sequence. The reports will cover the completion of semi-annual regional sales targets, achievements in regional market development, maintenance of existing clients, pain points existing in local markets, as well as regional sales plans for the second half of the year.
Looking back on the first half of the year, all departments of the company have united as one and pressed forward steadily, achieving remarkable results in all operational indicators and implemented tasks. While reviewing phased outcomes, we fully acknowledge the tangible achievements earned through the down-to-earth efforts of all staff. We also conduct in-depth reviews of key special projects, highlight their outstanding merits, summarize valuable experience, and set role models for reference.
Standing at this new milestone, the meeting clarified work priorities and issued deployment instructions centered on the overall strategic layout for the second half of the year. It not only defined target roadmaps and clarified core areas to tackle, but also boosted morale and confidence across all teams. All employees are called upon to forge ahead continuously and strive for new accomplishments.
