This year marks the 80th anniversary of the Central Plains Breakthrough and the 30th anniversary of the founding of Dayu. To revisit the red revolutionary history, sound the clarion call for perseverance and victory, and deliver annual business targets with high quality, Dayu Electric held its meeting in Dawu from July 16 to 19. More than 70 participants, including directors, supervisors, senior management and the entire marketing team, gathered in Dawu for the 2026 Mid-year Campaign Summit themed “Survival First, Victory First, Unite to Forge Ahead, Break Through and Win”. Back in 2016, a decade ago, the company also hosted its mid-year campaign

1. summit in Dawu. Honouring this ten-year commitment, the team unites as one to embark on a new journey.

Uphold "Survival First", Consolidate Foundations and Stabilize Development

On July 16, Mr. Song, the company’s management consultant, delivered a training session titled Winning the Battle of Key Accounts: Upgrade Business Mindset, Standardize Sales Practices and Build Strong Back-office Support. He pointed out that amid a complex and volatile market, intensifying industry competition and new disruptive challenges in the industrial electrical sector, the company shall leverage assessment and incentives to drive motivation, adopt standardized practices to secure results, and rely on robust back-office support to guarantee delivery.

2. Target "Victory First", Deliver Practical Results and Strive for Phased Goals

On the second day of the conference, all participants took part in red study activities at the Memorial Hall of the Central Plains Breakthrough. To enable everyone to immerse themselves in the extraordinary years of the Central Plains Breakthrough, the team-building activity divided all members into three groups: the North Route Vanguard, the South Route Iron Fist Team, and the Pi Brigade Special Forces. These three teams were named after the three main forces of the historic Central Plains Breakthrough. It is hoped that through teamwork, participants can revisit the predecessors’ spirit of prioritizing the bigger picture and perseverance in adversity, and translate this revolutionary heritage into concrete actions to overcome challenges.

3. Focus on "Unite to Forge Ahead", Align Goals and Pool Strength for Progress

July 18–19 featured the core agenda of the conference: the Marketing Center, Technology Center, Delivery Center and Finance Center reviewed the overall business performance of the first half of the year. Each business division and Deputy General Manager delivered work reports in sequence. They reviewed the company’s operational results in H1, examined achievements and bottlenecks in customer acquisition, channel optimization and campaign initiatives, and mapped out work plans for each center and department in the second half of the year. The conference covered the promotion of self-developed frequency converters, the mobile frequency converter project team, and the Yigang EMC project.

The General Manager’s report defined the overall annual business targets and assigned specific campaign KPIs to each business team, with focused efforts on the military industry, domestic traditional markets, and international business in Russia and Southeast Asia. Comprehensive arrangements were made for business operations in the second half of the year:

Push forward organizational and performance transformation within the Marketing Center, roll out new sales incentive policies, and cooperate with consultants to refine compensation and assessment systems. Dig deep into strategic key accounts and vigorously expand the permanent magnet motor plus frequency converter business. Strengthen overseas risk control and the collection of accounts receivable, launch special campaigns to clear overdue receivables, standardize bidding resources, eliminate internal friction, and provide full-spectrum empowerment for frontline sales staff.

Require the Technology Center to strengthen end-to-end support covering pre-sales, in-sales and after-sales stages, tackle pain points such as delayed delivery and product quality issues, advance product standardization, appoint chief product specialists and project technical leads, establish regular technical meetings and quality review mechanisms, conduct parallel R&D of military-standard special products, and fully promote the 2.5-generation frequency converters.

Require the Delivery Center to strictly control on-time delivery rates and incoming material quality inspection, effectively implement regular quality meetings and system management, encourage revenue-generating compliant outsourcing, and keep after-sales costs under tight control.

Require the Finance Center to safeguard cash flow bottom lines, speed up business expense reimbursement and clear advance payments for projects.

Require the Administration Center to accelerate the implementation of the new performance and compensation plan, advance factory space revitalization, qualification maintenance and optimized staffing to reinforce frontline production capacity.

The General Manager called on all employees to stay focused on annual goals. All departments shall cooperate and complement one another with solid work. By improving incentives, delivering targeted support and tightening risk management, the company will strive to hit all H2 business targets and drive breakthrough growth in performance.

At the closing of the conference, the Chairman delivered a mobilization speech revolving around the spirit of the Central Plains Breakthrough from four dimensions: First, revisit the spirit of the Central Plains Breakthrough to draw strength for overcoming hardships. Taking the breakout of the Pi Brigade as the starting point, he recounted the magnificent feat of the Central Plains Military Region breaking through under desperate circumstances. He urged the team to learn the breakout spirit and understand its strategic wisdom, teamwork and sense of responsibility. Drawing on the predecessors’ discipline, execution and strategic vision, the company shall resolve current development challenges.

Second, focus on technological transformation and resolve development bottlenecks with the courage of self-reform. He recognized the technology team’s self-directed reform to address deep-rooted problems, and supported rectification focusing on core issues including product quality and cost. He stressed the synergy between sales and technology: “Sales win over clients; Technology deliver solutions”. Centered on the core objectives of meeting customer demands, lifting product competitiveness and expanding brand influence, the two teams shall work hand in hand to elevate Dayu’s brand awareness and reputation.

Third, deepen performance reform and unleash the organization’s internal momentum through rational distribution. He proposed further performance reform and optimized compensation frameworks, and explored models such as group ownership, partnership and shareholding. The goal is to turn core members of every team into stakeholders, enabling each team to forge ahead and create value amid market competition. He cited the selfless commitment of Li Chongbo, who prioritized the bigger picture and stood together with the company, as a testament to team cohesion.

Fourth, carry forward the revolutionary heritage and guide high-quality development of Dayu with the spirit of the Central Plains Breakthrough. He emphasized that the core tenets of the Central Plains Breakthrough spirit are “Victory First, Survival First”, embodying solidarity, perseverance, situational awareness and decisive decision-making — values highly aligned with Dayu’s corporate ethos. He encouraged everyone to become commanders like Pi Dingjun: fearless, capable of taking on heavy responsibilities and determined to win. Independently controllable core technologies and products are the company’s core competitiveness. Lessons from failed projects shall be reflected upon. Senior executives with stronger command and operational capabilities will be deployed to frontline positions to lead market campaigns.

The Chairman called on all Dayu staff: take the 30th anniversary as a new starting point, inherit the breakout spirit, and march from victory to new victories.

4.Earnestly Practice "Break Through and Win", Seize the Moment and Embark on a New Journey

Survival as the foundation, victory as the goal! The four-day training and team-building event has concluded successfully, and all Dayu team members are set to embark on a new journey. Currently, the electrical industry is undergoing accelerated transformation and upgrading, with market opportunities and challenges coexisting. Amid shifting landscapes, only proactive breakthroughs can secure victory in the future.

Thirty years on, Dayu has never been daunted by hardships. Taking Dawu as our new starting point and the breakout spirit as our banner, we will unite to overcome obstacles, fight with our backs against the wall, and resolutely win this tough campaign. We will present outstanding performance as a tribute to Dayu’s 30th anniversary and write a new chapter in the company’s development!