On December 6, the last budget meeting of Coil Pipe Production Department of Copper Pipeline BU of Hailiang was held in the headquarters of Hailiang. Zhu Zhangquan, chairman and general manager of Hailiang, Dong Zhiqiang and Sun Hongjun, deputy general manager of Hailiang, Jiang Lirong, general manager of Copper Pipeline BU of Hailiang, and all other members of the budget working group attended the meeting.
The budget work was completed by the budget research group of headquarter and the management team of Copper Pipeline BU of Hailiang using 7 days, which were divided into 8 working groups to implement the strategic goals of 2025 by comprehensive budget management, fully combing the basic management data of the Copper Pipeline BU of Hailiang.
Sun Hongjun, deputy general manager of Hailiang, presided the meeting. Dong Zhiqiang, deputy general manager of Hailiang, Feng Jianwei, standing deputy general manager of Marketing Management Center of Hailiang, Ma Weimin, director of the Technical Center of Hailiang, Jiang Limin, general manager of Purchasing and Supply Management Center, Jin Gang, director of the Human Resources Department, Chen Gang, minister of Information Management Department, Chen Renqing, vice minister of the Department of Audit of Internal Control, and Chen Dong, director of Financial Management Center represent the production team, marketing group, equipment group, procurement group, human resources group, information group, internal audit group and financial group to make summaries.
Jiang Lirong, as a representative of general manager of Copper Pipeline BU of Hailiang expressed gratitude to the budget research group of headquarter. He emphasized that Copper Pipeline BU of Hailiang will continue to seek breakthrough under the guidance of the strategy of development of the headquarter. Now Copper Pipeline BU of Hailiang is a young team, and it’s not so perfect in management and still has many places needed to be improved. He believed that they would complete budget targets with the spirit of “hard working”, “all-out effort”, “ingenuity”, and “acting not saying” on the robust platform provided by Hailiang.
Zhu Zhangquan, chairman and general manager of Hailiang, made a summary of his work. He pointed out that after his investigation and analysis of the Copper Pipeline BU of Hailiang, he saw abilities and advantages of young team. They have a complete system of innovation and management, strong power of execution and excellent culture of performance management. He emphasized that although Copper Pipeline BU of Hailiang has many bright spots, they have to supplement what they lack as soon as possible, strengthening their professional sales team, equipment and information talent team. Also he hoped that they can make full use of their advantages to elevate competitiveness of product, seize opportunities to show their excellence, and successfully complete the objectives of research budget.
The aim of implementation of comprehensive budget analysis project of Hailiang is to provide accurate data support for the strategic goals of 2025, which helps its management team to develop new ways of management and innovation, helps improve business ability, and at the same time helps its headquarter fully get the situation of all production bases and provide support of management from various aspects such as sales, production, procurement, and finance. Annual budget analysis is one of the most important works for Hailiang. Based on the principle of “full participation and comprehensive planning”, it sorts out marketing ideas, identifies marketing direction and determines marketing objectives for Hailiang.
Hailiang has carried out budget analysis for three years. Through the discussion of “points”, sorting of “l(fā)ines”, and reaching the facet of “consensus”, it organically combined strategic planning of 2025 with the medium-term marketing strategy of Profit Center, leading its directors and marketing team not only to focus on the completing of marketing goals this year and improvement of its management ability, but to ascend to thinking about the medium-term strategy of Profit Center and improvement of marketing ability of the team. As for the current situation and existing difficulties of the Profit Center and aspects to be improved, three kinds of budget assessment objectives, including basic, challenging, and excellence objectives, will be finally formed for the Profit Center team to discuss and choose, so as to stimulate their initiative and ensure the realization of the strategic plan of 2025.