The Group Company Launches Management Learning Session Inspired by Noah Chemical

　　To further deepen the implementation of the strategic plan aimed at enhancing management and strengthening execution capabilities, thereby supporting the Group Company in achieving its goals of scientific decision-making, standardized management, efficient operations, and improved productivity, the Group Company held the kickoff meeting for the "Management Learning from Nuoao Chemical Initiative" on May 21. This event officially kicked off the company-wide effort to benchmark and learn from the outstanding practices of its top-performing subsidiary. All members of the Group Company, along with mid-level and senior staff from the Engineering Company and each subsidiary, attended the meeting, which was chaired by Feng Yiyuan, President of the Group Company. During the meeting, the "Implementation Plan for the Group Company's Management Learning Initiative from Nuoao Chemical" was read aloud, followed by a screening of an introductory video promoting the initiative. Additionally, Gao Yong, Executive Director of Nuoao Chemical, delivered a keynote speech titled "Nuoao Chemical’s 2024 Annual Management Experience Exchange," while Qu Siquiu, Secretary of the Group Company’s Party Committee and Chairman of the Board, delivered an important address to the assembled audience.

　　Qu Dong profoundly pointed out that the group company's initiative to "learn from Nuo'ao Chemical in management practices" is not only a necessity for the group's own management—especially as the company expands its business domains from engineering into technology and industrial sectors, leading to new shifts in its management model and posing fresh challenges to safety, quality, environmental protection, and overall operations—but also a response to the demands of the market economy. Given that the economy is currently in a downturn, with intensifying industry competition and overcapacity, companies are under increasing pressure to cut costs, boost efficiency, and embrace more refined management approaches. In this context, the group must leverage Nuo'ao Chemical's "rigorous, meticulous, and practical" management ethos as a key driver to elevate its own level of lean management. Moreover, this initiative aligns with the developmental needs of each segment within the group, as significant differences still exist in management practices among the subsidiaries. Nuo'ao Chemical's successful implementation of strategies such as cascading target responsibilities and building robust execution capabilities has provided these subsidiaries with a replicable management model they can adopt and adapt.

　　Addressing the core question of "what to learn," Director Qu outlined five key requirements:

　 　1. Learn from Nuo'ao Chemical's work style of "rigor, precision, and practicality," emphasizing that management must "deliver on promises, dare to take charge, and enforce discipline"—while firmly rejecting formalism.

　　II. Study the leadership team of Noah Chemical's sense of responsibility—“daring to take charge, adept at management, and willing to step up”—and foster a company-wide atmosphere of collective determination, where "everyone has specific targets to meet."

　　3. Learn from Noah Chemical’s operational excellence in "rapid response and meticulous cost management," and leverage the company’s spirit of "fighting fiercely even for small profits" to enhance cost control and improve market adaptability.

　　4. Learn Nuohua Chemical's governance philosophy of "using systems to manage people and processes to guide tasks," and establish a comprehensive management loop covering all business areas through systematic institutional development.

　　5. Study Nuoao Chemical’s cultural system of "integrating humanity with wolf-like drive," which not only establishes a scientific incentive mechanism but also fosters a competitive mindset through market-oriented thinking.

　　In terms of the methodology for "how to learn," Director Qu emphasized the need to enhance the group company's awareness of launching this initiative, aligning it with the group's management philosophy. He also stressed the importance of applying what is learned practically and flexibly during the process, recognizing the unique differences and individual characteristics of each company, while strengthening the foundational management systems and frameworks. Director Qu highlighted:

　 　I. We must focus on the "Three Basics" project—grassroots development, foundational work, and basic skills training—and, tailored to the specific needs of each sector, develop differentiated learning plans.

　　2. To meet regulatory requirements, continuously improve management processes and streamline procedures. Each subsidiary should learn from one another to enhance their managerial, decision-making, and control capabilities. At the same time, they must adhere to goal-oriented management and strive for closed-loop management.

　　3. We must strengthen the building of the leadership team, enhance the artistry of management, unleash organizational vitality, and ensure that incentive mechanisms are effectively implemented.

　　4. We must uphold the bottom line of safety, environmental protection, and quality.

　　Mr. Feng requested in the work deployment:

　　We must focus on the Group’s strategic direction, driving growth through simplification and embracing self-disruption to tackle challenges head-on. We need to dare to "subtract"—streamlining our business structure, work models, and organizational framework—to concentrate resources on more critical areas. By eliminating unnecessary activities that don’t deliver value, we can enhance resource efficiency and optimize our cost structure.

　　To strengthen execution capabilities, we must establish an efficient implementation mechanism. Each unit should draw on Nuo'ao Chemical's advanced practices in rapid response, effective feedback, and timely communication, leveraging these insights to optimize existing workflows, clearly define key task milestones, and put in place an execution-tracking system—ensuring that every task is completed on time, with high quality, and according to specified standards.

　　We must focus on management optimization and establish a closed-loop management system. All units should incorporate Nuo'ao Chemical's advanced practices—such as 8S management, hazard identification, and grassroots-level training—into their existing management frameworks. At the same time, in light of the current economic situation, they should carefully review and refine existing systems, address management gaps, and mitigate operational risks.

　　To accelerate digital and intelligent transformation and drive technology-driven empowerment, we must speed up the adoption of cutting-edge technologies like AI within the group. This will help expand our service and management reach, enhance business efficiency, reduce transaction costs, and strengthen risk control capabilities—ultimately leveraging digital and intelligent transformation to elevate the company's overall competitiveness.

　　It is essential to emphasize the translation and application of acquired knowledge, ensuring that learning truly leads to tangible results. After all, the ultimate goal of learning lies in its implementation and transformation. During this learning initiative, each unit should closely integrate Noah Chemical's advanced management practices with its own unique circumstances, formulating practical and actionable plans for continuous improvement. This will guarantee that what’s learned not only translates into effective action but also yields lasting impact. Meanwhile, the Comprehensive Management Center must diligently follow up and ensure that the learning content is thoroughly covered, deeply understood, and comprehensively applied across the board.

　　The convening of this kickoff meeting marks the Group Company's transition from "experience-based management" to "scientific management." Amidst the unprecedented global changes of our era—the "great transformation unseen in a century"—the Group is leveraging benchmark learning as a key driver to reshape its core management DNA, laying a solid foundation for achieving the vision of becoming a modern enterprise group characterized by "scientific decision-making, standardized management, and highly efficient operations." Moving forward, all units will swiftly ignite a wave of learning and knowledge-sharing, ensuring that NOO Chemical's cutting-edge expertise takes root, flourishes, and yields tangible results across the entire Group—empowering us to embark on a new journey of high-quality development through enhanced management practices.