On September 3, 2025, Cane Energy held a meeting for middle-level and above cadres and employees, focusing on key topics such as company management and team style building. Chairman Feng Qiyong attended and delivered a speech.
Meeting Highlights
The current economic environment is complex and volatile, with increasingly fierce industry competition. The group faces many challenges. Some teams lack initiative, learning awareness, and innovation drive. Phenomena such as “lying flat” and “procrastination” still exist locally. It is necessary to start from the ideological root, strengthen crisis awareness, break the “big pot” thinking, and engage in work with entrepreneurial passion, fully consolidating management, refining products, and deepening value.
Meeting Requirements
- Adhere to both “benevolence and altruism” and “institutional constraints,” improve reward and punishment mechanisms, and implement a team-building approach of “strict management with care.”
- Resolutely adjust those who are incompetent for their positions, establishing a talent orientation of “the capable are promoted, the mediocre are dismissed.”
- Oppose slackness and rigid thinking; especially older cadres must maintain learning and improve initiative.
- Managers should play a leading role, take the lead in implementing learning, and promote the exploration and practical transformation of position-specific value.
- Promote cross-departmental involvement in marketing, achieving “everyone is a growth point.”
- Business personnel should deeply understand market trends, explore deep opportunities, and focus on the long term.
Meeting Emphasis
- Cultivate teams with “management thinking,” transforming from managers to operators, taking the lead in going deep into the market and understanding trends.
- Strengthen team building and talent introduction, open recruitment channels, expand recruitment regions, recruit broadly and select carefully, focusing on recruiting talents who are “willing to do things and have passion,” establishing a talent standard of “willingness over ability.”
- Establish a supervision system to urge managers to get involved and go deep into the front line, identifying and solving problems in real time.
- Implement an assessment scoring and bottom-out elimination mechanism, based mainly on performance and employee evaluations.
- Implement the “dual approval meeting” system, assign responsibilities to individuals, and strengthen job norms and management closure.
- Implement the strategy of “strong R&D, big marketing,” oppose “building blocks” development, and solidly improve product quality.
- Build a equipment maintenance standard system to achieve refined management in production.
The chairman announced the “Notice on the Appointment of Some Employees.” Middle-level managers were evaluated and scored on-site, and the results were announced.
This meeting systematically elaborated on the group’s next-stage development path and management requirements, highlighting the dual drive of talent and mechanisms, emphasizing tempering the team, consolidating internal strength, and opening up new prospects in adversity.
Cane Energy calls on all cadres and employees to implement the meeting spirit with practical actions, unite and take the initiative to break through, and jointly promote the group to achieve high-quality and sustainable development.
Founded in 2002, Cane Energy is a large modern production enterprise integrating R&D, production, and sales of electric vehicle batteries, chargers, and controllers. With strong technical strength, first-class domestic process levels, and advanced production equipment, it is one of China’s most powerful lead-acid battery manufacturers and a leader in the new energy industry.
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