Shaoneng Group Holds 2025 Q3 Business Operation Summary, Analysis & Management Sharing Meeting
On the afternoon of October 30, 2025, Shaoneng Group held the 2025 Q3 Business Operation Summary, Analysis and Management Sharing Meeting.
The meeting heard the report 2025 Q3 Business Operation Summary and Q4 Business Work Plan delivered by General Manager Han Weining.
At the meeting, Hongda Company and Xuneng Biomass Power Plant, as grassroots enterprises of Shaoneng Group, delivered sharing on comprehensive management; the Capital Financing Department of the Group Headquarters, together with grassroots enterprises including Hunan Energy Sales Company, Risheng Biomass Power Plant, Precision Forging Technology Company, Cailun Paper Products Company, Shaoneng Technology Engineering Company and Lvzhou Technology Company, conducted special business sharing.
Chairman Hu Qijin delivered a concluding speech.
He pointed out that the Group Headquarters and all grassroots enterprises should earnestly implement all work tasks in accordance with the 2025 Q3 Business Operation Summary and Q4 Business Work Plan, strive to sprint in the fourth quarter, complete the annual business budget targets and achieve the equity incentive goals; they should reflect on, understand and improve from the sound experience and practices in the comprehensive management and special business sharing; they should firmly establish the awareness of integrity in practice and standardized operation, and keep pace with the times to uphold integrity and standardized operation.
He put forward opinions and requirements for the fourth-quarter business work:
- 1、Build a strong sense of urgency, work together to plan and implement the business work for the last two months of this year, make all-out efforts to sprint, and strive to achieve the growth target of net profit attributable to equity holders.
- 2、Plan ahead for the work of the first quarter of next year, set goals, formulate multiple plans, effectively respond to changes in the environment and situation, and take the initiative to promote problem-solving and task implementation.
- 3、Plan ahead for the work of the first quarter of next year, set goals, formulate multiple plans, effectively respond to changes in the environment and situation, and take the initiative to promote problem-solving and task implementation.
- 4、Adapt to the development trend of the times, take proactive actions, and accelerate the transformation toward informatization, automation and intelligence.
- 5、Raise awareness, emancipate and unify thinking, and understand, support and cooperate with various reform work of the Group Company.
- 6、Middle and senior managers of the Group Headquarters and grassroots enterprises, especially the top leaders of grassroots enterprises, must possess strategic awareness and overall vision, hold a high stance and dedication spirit. When there is a conflict between overall interests and the interests of their own enterprise, they should integrate the enterprise into the overall situation and serve the overall situation; overcome various difficulties, devote themselves to the operation and management of the enterprise; pay attention to working methods, strengthen communication, and create a sound atmosphere of unity and endeavor; attach importance to and strengthen regular staff training, further improve staff quality and practical skills, and reduce various operation and management risks.
- 7、Carry forward the fine style of daring to think, dare to act and dare to take responsibility, so as to better respond to changes in the business environment and situation.
- 8、Adhere to integrity in practice and standardized operation, and hold fast to the red lines and bottom lines.
Executive Deputy General Manager Qiu Qihua presided over the meeting.
The main venue was set at the Group Headquarters, attended by personnel at and above the director level of the Headquarters, main leaders, former principal leaders, deputy general managers, financial principals, speakers and directors of preparatory offices of all grassroots enterprises. Branch venues were set up at all grassroots enterprises, attended by personnel at and above the middle management level.