On February 7, Yanchang Rubber Company convened its 2025 Work Conference and Sales Work Meeting. The event aimed to thoroughly implement the spirit of the Third Plenary Session of the 20th CPC Central Committee and the Seventh Plenary Session of the 14th Provincial Party Committee, align with decisions and deployments of the provincial Party committee and government as well as requirements from the parent company, and convey key messages from the 2025 work conferences of both the parent company and Northwest Rubber Company. Over 170 attendees, including company leadership, mid-to-senior management, and employee representatives, participated.

During the meeting, Assistant General Manager Wang Guoqiang, Deputy General Managers Wang Yaoyu and Xu Dafeng delivered reports on marketing, production, and safety/environmental protection, respectively. Key responsibility agreements—Economic Target Responsibility Agreement, Work Safety Target Responsibility Agreement, and Marketing Target Responsibility Agreement—were signed. He Lili, Deputy Party Secretary and General Manager, comprehensively reviewed the company’s 2024 achievements, analyzed current challenges, and outlined 2025 priorities. The meeting recognized that despite trade frictions, rising raw material costs, and freight challenges, the company achieved record-breaking production and sales of 7.24 million and 7.22 million tires through market agility, enhanced production-marketing coordination, equipment upgrades, and policy adjustments. Notably, the company advanced the Group’s "Westward Opening" strategy by launching its first China-Europe Railway Express "Yanchang Product Special Train" and completed Central Asian sales targets one month ahead of schedule, earning recognition from both the Group and the Provincial State-Owned Assets Supervision Commission.  

The meeting resolved to implement the guiding principles of the 20th Party Congress, the Third Plenary Session, and Group directives, adhering to the core tenets of "action-oriented execution, reform-driven progress, and compliance-based operations." The company will pursue a dual focus on production efficiency and sales expansion, cost reduction and profitability enhancement, structural optimization and risk management, while steadfastly advancing high-end, differentiated, intelligent, and green development. Production and sales targets are set at 8.5 million tires (guaranteed), 8.7 million (stretch goal), and 9 million (aspirational).  

In 2025, we must fight six critical battles:

1. Market Expansion:

Replacement Market: Optimize national distribution networks, aggressively capture market share, and boost sales of bus tires, e-bike tires, 17+ inch tires, and the "Overcomer" series.  

International Markets: Strategize overseas expansion, leverage overseas offices, enhance service quality, and host the Group’s inaugural Overseas Product Promotion & Client Exchange.  

OEM/Direct Supply: Expand military tire sales, increase OEM partnerships, and intensify campaigns like "Yanchang Employees Use Yanchang Tires" and "Shaanxi Residents Use Local Tires" to elevate brand influence.  

Anniversary Campaigns: Plan commemorative activities for the 15th anniversary of all-steel radial tires and 10th anniversary of semi-steel radial tires. All departments must prioritize customer-centric approaches and cross-functional collaboration.  

2. Efficiency Maximization:  

Focus on product and procurement profitability while pursuing internal cost-saving measures, idle asset utilization, and policy-based funding opportunities.  

3. Technological Innovation:  

Implement the company’s "12 Innovation Initiatives," optimize R&D mechanisms, accelerate new product development, standardize processes, advance semi-steel radial tire production line upgrades, and initiate planning for the 15th Five-Year Plan.

4. Deepening Reforms:  

Modernize corporate governance with performance-driven KPIs, fill key leadership gaps, strengthen sales, technical, and frontline team capabilities, establish master/role model workshops, and foster talent development pathways.  

5. Risk Mitigation:  

Develop inventory/capital reduction plans, advance a three-year safety improvement initiative, pursue eco-performance certifications (e.g., "Green Factory"), and enhance compliance systems.  

6. Party Building:  

Elevate grassroots Party branch standards, leverage Party committees’ leadership in governance, deepen industry alliances, enforce discipline.  Continuously improving the production and living conditions of employees, enriching their cultural life, and continuously enhancing their cohesion and sense of happiness.

The conference concluded with a rallying cry: "Achievements are forged through action, not waiting." Employees were urged to embrace challenges with tenacity and determination to secure annual objectives, embodying the spirit of "clinging unwaveringly to goals" and "prevailing through relentless effort".