The starting gun for 2026 has fired. Unlike previous years, this year's annual performance contracts (PBC) are not merely a task list, but a precise "management upgrade guide." On March 30th, Tongyong Environmental Protection Group officially completed the signing of 2026 management performance contracts, aiming to achieve a comprehensive leap from "result-driven" to "process transformation" by clarifying improvement indicators and enhancement paths for each department.

At the signing ceremony, General Manager Zhang Mingyin emphasized: The focus of 2026 assessment is not on repeating established business processes, but on "precise improvement." Through a comprehensive review of the 2025 performance assessment results of each department, combined with in-depth analysis of the Group's core work for 2026, the Group convened all departments to re-sort the assessment indicator system and carry out targeted revisions for key indicators. Every indicator directly targets the weak links in departmental management, ensuring that every effort is spent where it matters most, so that management truly generates benefits.

Combined with the functions of each department, this performance contract clarified differentiated improvement directions:

Focus on strengthening the dynamic revision and closed-loop management of institutional processes. No longer satisfied with "issuing documents," but requiring the Comprehensive Management Department and other departments to conduct normalized supervision and correction of the implementation of meeting resolutions and management systems, ensuring management directives "land with results."

Addressing risk points in past projects, it was clearly proposed: standardization of bidding documents, templating of technical drawings, and systematization of the entire contract management process. Through the "double strengthening" of early-stage risk control and later-stage document archiving, comprehensively improve project quality and benefits.

The production side will focus on "6S on-site optimization" and "product appearance quality," with emphasis on improving welding standards; the technology side will accelerate the development of new products and new processes while reducing the cost of old products through unified cost accounting and standardized design.

It is explicitly required that the Comprehensive Management Department, while doing a good job in administrative logistics, focus on strengthening daily publicity and relationship maintenance, making the enhancement of company brand awareness a "hard benchmark" for assessment.

At the signing site, all responsible persons expressed that the revision of this PBC allowed them to clearly see the "main direction" for the next stage.

This year's PBC contracts carry both pressure and motivation. The key new requirements being strengthened are precisely the toughest challenges each department needs to overcome. It is not just about completing tasks, but a thorough transformation of management level.