The First Session, Second Meeting of the Trade Union Congress of Xiangtan Electrochemical Technology Co., Ltd. was successfully held.

The First Session, Second Meeting of the Trade Union Congress of Xiangtan Electrochemical Technology Co., Ltd. was successfully held.

On April 22, 2025, the Second Session of the First Workers’ Congress of Xiangtan Electrochemical Technology Co., Ltd. was solemnly held in the auditorium on the third floor of the company’s headquarters. This congress was convened at a pivotal moment—marking the concluding year of the 14th Five-Year Plan, laying the groundwork for the 15th Five-Year Plan, and vigorously promoting the company’s high-quality development—while fully implementing the spirit of the Third Plenary Session of the 20th Central Committee of the Communist Party of China. The purpose of the congress is to unite the strength of all employees and jointly discuss the company’s future development. Major plan. Liu Ganjiang, Party Secretary and Chairman of the Board, Long Shaofei, Deputy Party Secretary and General Manager, members of the Party Committee leadership team, employee representatives, and attending observers all attended the meeting. The meeting was chaired by Xun Yi, Chairperson of the Trade Union. Representatives from the Jingxi Base participated in the meeting via video conference.

Conference venue

The conference kicked off amid the solemn sound of the national anthem, and trade union chairwoman Xun Yi delivered the opening address.

Subsequently, Long Shaofei delivered the “Administrative Work Report” to the conference. The report systematically summarized the company’s achievements in 2024 in terms of operations, innovation, and management, and clearly outlined the 2025 strategy of “seeking progress while maintaining stability, and using progress to further enhance stability.” “Strive diligently to achieve the ‘Dual Hundred Electrification’ goal,” with six key areas of focus: First, strengthen Party building leadership to solidify the foundation for enterprise development; second, concentrate on core competitiveness to drive synergistic development and scale expansion across all business segments; third, pool strengths in scientific and technological innovation to continuously unleash new internal momentum for the enterprise; fourth, comprehensively promote refined management to enhance the quality and efficiency of enterprise development; fifth, fortify the defense lines for safety, environmental protection, and quality to ensure high-quality enterprise growth. Development; sixth, establish a mechanism that links performance with income, thereby achieving mutual benefit and shared success through collective effort.         

During the breakout discussion session, the participating delegates engaged in lively exchanges and actively offered suggestions and advice on enhancing the company’s core competitiveness, strengthening technological innovation, optimizing talent management mechanisms, and improving working and living conditions for employees. At the meeting, Liu Ganjiang addressed the concerns and questions raised by the delegates regarding the company’s development. He pledged to organize special seminars to ensure that every employee proposal would be followed up on and every issue would receive a response—demonstrating the company’s high regard for employee opinions and its firm commitment to proactively addressing problems and driving the company’s development forward. The conference then proceeded to review and adopt, in sequence, the “Administrative Work Report,” as well as the “Regulations on Factory Transparency of Xiangtan Electrochemical Technology Co., Ltd.,” the “Regulations on the Employee Representative Assembly of Xiangtan Electrochemical Technology Co., Ltd.,” and the “Welfare Benefits System for Trade Union Members of Xiangtan Electrochemical Technology Co., Ltd.” The adoption of these regulations further refined the company’s management system, strengthened democratic management and oversight within the enterprise, safeguarded the legitimate rights and interests of employees, and enhanced the level of employee welfare and benefits.

Finally, Liu Ganjiang delivered a concluding speech at the conference. He pointed out that, in the face of a complex external environment and profound changes in the industry, the company has established the corporate mission of “innovating manganese-based value, driving the green energy ecosystem, and making human life better.” It has also set its corporate vision as “becoming a global creator of the entire value chain for manganese-based materials and establishing ourselves as a benchmark in eco-friendly technology and resource recycling industries,” thereby injecting strong momentum into the pursuit of the “Double Hundred” strategy. Liu Ganjiang emphasized that all employees should promote the implementation of the strategy by “focusing on three key areas”: First, we must wield the “command baton” of development firmly and remain steadfast in our confidence. We must deeply grasp the essence of the saying, “Pessimists may be right, but optimists keep moving forward—eventually, the world will belong to those who remain long-term optimists.” We should proactively seize opportunities, explore new markets, and bolster our development momentum. We must firmly maintain confidence in our development, accurately identify market demands, consolidate our progress on a stable foundation, implement the requirements for high-quality development, and take the lead in achieving breakthroughs through innovation. We need to stay committed to our development path, continuously increase investment in scientific and technological research and development, and strive to produce landmark, pioneering, and groundbreaking scientific and technological achievements. We must enhance our development momentum by promoting deep integration between enterprises and social capital, fostering synergistic development between traditional industries and emerging business models, and wholeheartedly forging a “second growth curve” for our enterprises. Second, we must make full use of our “toolbox” for enhancement and dare to step up and take responsibility. We must hone our skills to become truly exceptional, staying grounded in our respective positions and constantly improving our ability to get things done through practical experience. We must strengthen our sense of responsibility—“seeing what needs to be done”—proactively thinking and working diligently, fully stimulating our initiative, enthusiasm, and creativity at work. We must inspire a spirit of daring to be pioneers, breaking away from conventional thinking, boldly exploring new ideas, and adopting innovative approaches. In major project construction and the journey toward becoming an innovation-driven enterprise, we must bravely shoulder heavy responsibilities and strive to be at the forefront. Third, we must build solid “bridges of connection” and demonstrate our commitment through sincere service. We must serve as caring “family members” to our employees, providing targeted services through trade unions, improving their living and working conditions, perfecting mechanisms for assisting those in difficulty, and continually enhancing their sense of happiness and satisfaction. We must become trusted “spokespersons” for our employees, actively listening to their voices, keeping channels for public feedback open, and pooling their collective wisdom. We must genuinely help resolve conflicts, tackle challenges, and alleviate their worries, making every effort to build harmonious labor relations.