Calibrating the Outlook on Performance and Focusing Efforts to Usher in a New Era — Juming Company Empowers Industrial Development through High-Quality Party Building

　　The agricultural machinery industry is currently undergoing profound structural adjustments. As a state‑controlled mixed‑ownership agricultural equipment enterprise, the Party Committee of Shandong Juming Machinery Co., Ltd. fully leverages its leadership role in setting direction, overseeing the big picture, and ensuring implementation. Upholding a correct view of political achievements, the Party Committee continues to strengthen its distinctive brand of Party building, effectively integrating Party work with production and operations, and exploring a unique path characterized by Party leadership driving progress through practical action.

Targeted measures ensure the Party flag flies at the forefront of tackling tough challenges.

　　Wherever the battleground for breakthroughs lies, the Party‑building presence extends there and the vanguard of Party members assembles there. Building on the experience of the “Party Building Established on Task Forces” initiative, in 2026 the Party Committee of Juming Company, tightly focused on major breakthrough tasks, selected key strategic tracks and established 19 task forces, achieving full coverage of all Party branches and business units and embedding red breakthrough frontlines in the main battlefields of technological innovation, production quality improvement, and market expansion.

　　Teams tackling key technical challenges have become the “spearhead units” for breaking into new industries and the “assault teams” driving technological innovation, diagnosing problems with precision and delivering outstanding results across various fronts. In terms of technological innovation, the new energy and intelligent agricultural machinery R&D team has taken on the critical task of independent development, completing prototype manufacturing and factory testing of a hybrid corn harvester, while the fresh‑corn harvester prototype has entered its final production phase, continuously strengthening the core competitive advantages of the corn‑harvesting equipment industry chain in hilly and mountainous areas. Regarding production quality improvement, the lean manufacturing management model—built through coordinated collaboration among production, supply, sales, and technology and comprising an “M and M+1” market demand plan and a “Three‑in‑Place” production organization—is maturing, boosting overall operational efficiency and driving a year‑on‑year output increase of over 30% in the first half of the year. On the market‑expansion front, the Northeast regional team has extended its reach to the fields, deeply cultivating the local market and achieving a 17% year‑on‑year rise in complete‑machine sales.

Calibrate the course and deepen and strengthen learning and education.

　　Overcoming difficulties requires both the passion to forge ahead and a clear direction. The Party Committee of Juming Company has focused tightly on the mission of breaking the deadlock and reshaping the organization, carrying out solid study and education to establish and practice a correct view of political achievements. It has established a three-tier mechanism—“Party Committee coordination, dedicated task force promotion, and branch implementation”—compiled a list of 12 issues, refined 18 corrective measures, and targeted its efforts to achieve tangible results.

　　The Party Committee organized a cadre training program titled “Enhance Competence, Improve Work Style, Achieve New Successes,” aiming to build a highly professional management team. Party members and cadres were dispatched to the Jiao Yulu Memorial Hall and the Yuanshan Hard‑Work Pioneer Base for red‑education study tours, critically examining deviations in their views on political achievements. They collectively watched epic red films, immersively cultivating the spirit and character of the “New Long March.” Simultaneously, institutional safeguards were tightened, establishing a clear orientation in personnel selection and appointment that values practical work and performance. The “Detailed Rules for the Hiring, Adjustment, and Exit of Mid‑Level Cadres” were issued to rigorously implement mechanisms for downgrading underperforming cadres and removing those who are unfit; the “Administrative Rank, Engineering Level, and Skill Grade Management Measures” were promulgated to establish parallel career advancement pathways across administrative, engineering, and skill tracks. Meanwhile, penetrating oversight was conducted around the company’s 31 key tasks under its “Ten Major Actions,” fostering a strong atmosphere of seeking truth from facts, pragmatism, accountability, and proactive action.

Deep integration, with tangible results and practical achievements serving as the benchmark for evaluating Party-building outcomes.

　　“Solid Party building is productivity; strengthening it builds competitiveness; and meticulous implementation fosters cohesion.” Juming Company has continuously advanced the two-way empowerment and deep integration of Party building with production and operations. In the first half of the year, it revitalized RMB 19 million in dormant assets, achieved a 23.9% year-on-year increase in revenue, fundamentally restored its core business’s value-creation capability, and effectively improved its operational fundamentals.

　　Accelerating technological innovation, the company continues to iteratively upgrade its core products. With R&D investment consistently exceeding 10% of revenue, it has achieved key breakthroughs in strategic new offerings such as hybrid corn harvesters and specialized fresh‑corn harvesters. These efforts steadily reinforce its position as the leading enterprise in China’s corn harvester industry chain for hilly and mountainous terrain, while shouldering the critical responsibility of advancing the independent development of high‑end agricultural machinery.

　　Sales operations have been refined, and the service system continues to be optimized and upgraded. In the Northeast region (Changchun), a new parts distribution center was inaugurated and put into operation, establishing a three-tier coordinated, five-level stratified warehousing system—headquarters control, Changchun central warehouse, and dealers/service stations—to create a replicable service benchmark. After-sales response times for agricultural machinery and service coverage have improved across the board, with order volume in the first half of the year up 8.6% year over year.

Moving Forward into the New Era: Party Building Energizes and Unleashes Development Momentum

　　The Party Committee of Juming Company has drawn profound lessons from its experience in Party building: only by aligning Party work with the central tasks and serving the overall interests can it maintain enduring vitality; only by taking the lead and tackling the toughest challenges can Party members truly embody their role as pioneers and models; and only by being firmly rooted in business operations and integrated into industrial development can grassroots Party organizations fully fulfill their function as strongholds.

　　Since 2024, the company has continuously strengthened its Party-building institutional framework by issuing the “Implementation Measures for Party Building in Mixed-Ownership Enterprises,” refining the Party-building liaison system, and regularly conducting performance assessments under the “Five Strengths and One Promotion” Party branch responsibility system, thereby transforming Party-building evaluations from soft indicators into binding requirements. Through measures such as acquiring the “Party Branch Party Affairs Quick-Learning Micro-Course Manual” and formulating the “Guidance Checklist for Party Branch Organizational Life,” the company has steadily achieved standardized construction of Party-building platforms, quantified guidelines for organizational activities, and systematic evaluation mechanisms, continually reinforcing the foundation for standardized grassroots Party building.