In order to fully achieve the 2019 annual operation and management targets set by Huali Holdings, the Construction Group broke down the annual goals based on the relevance and logic of the primary indicators. Quantifiable indicators were assigned to specific positions and individuals, while non-decomposable indicators were assigned to "small teams", ensuring that the new annual target assessment system plays a role in guiding the system and enhancing management during the transformation and upgrading process. On the afternoon of March 20th, the signing ceremony was held in the conference room on the ninth floor of Huali Building.

Firstly, Chairman Wang Kun signed a secondary target responsibility agreement with General Manager Wang Liang. Afterwards, General Manager Wang Liang signed target responsibility agreements with each of the leaders in charge. Wang Liang, Wang Chengjun, Zhang Hedong, Jia Zhongcai, Gu Liping, Yang Zongpeng, and Du Rongping respectively spoke on how to achieve the annual targets.

       In his concluding speech, Chairman Wang Kun pointed out that 2019 is a crucial year for Huali Group to implement the "123" development strategic goals proposed at the annual meeting of Huali Holdings, and it is also the starting year for the implementation of the new target evaluation system by the holding company. Our entire group, especially senior management, must change their mindset and unify their thoughts; in specific work, they must not only thoroughly implement it but also innovatively carry out their work; they must focus on the goals while combining with reality, be problem-oriented, and evaluate performance based on results. It is necessary to formulate and improve supporting systems, such as the "Project Manager Assessment Method" and "Operational Incentive Method", "Quarterly Assessment Method for Engineering Projects" and "Layered Management Method", "Positive and Negative List Record Management Method for Work", etc.

Chairman Wang Kun emphasized the need to establish and improve a multi-level target responsibility system and a multi-level performance evaluation system, ensuring clear goals and shared responsibilities, and stimulating the enthusiasm, initiative, and creativity of all employees. It is necessary to enhance the sense of urgency and responsibility for the transformation of development models and business upgrades, seize the major trend of economic structural adjustment and the transformation and upgrading of the construction industry, proactively adapt to the market, take operation as the "dragon head", and ensure "successful reception"; focus on project management to achieve "good management"; strengthen the construction of supporting systems to "build a brand". It is also necessary to improve the incentive mechanism and compensation mechanism, leveraging the "dual-guiding" role of the responsibility system and incentive system. In summary, we should follow the "123" development strategy proposed by the holding company as a guiding principle, continue to focus on building an open, inclusive, innovative, cooperative, and win-win platform, so that everyone can display their talents, realize their dreams, and create value together on this platform.