On January 29, Shangda Co., Ltd. held its 2026 Annual Conference for All Cadres and Core Technical Personnel and 2025 Annual Operating Summary Conference. The meeting was chaired by General Manager Gao Shengyong.
Reviewing the Past, Celebrating Achievements
During the conference, General Manager Gao Shengyong comprehensively summarized the company‘s 2025 operating performance from multiple dimensions including sales, production, quality, and technology R&D. He also made arrangements and plans for key work in 2026, laying a solid foundation for the company’s development in the new year.
Firm Commitment to Change, Gathering Strength for Persistent Action
Chairman Luan Donghai delivered an important speech at the conference. He first extended his sincere gratitude and high respect to all cadres and employees. He stated that over the past year, in the face of a complex external environment characterized by macroeconomic fluctuations and industry cycle adjustments, all Shangda employees stood firm at their posts and strived diligently. They not only withstood multiple pressures but also exceeded production targets. This perseverance and dedication under adversity are the company‘s most valuable assets for development.
Focusing on the “15th Five-Year Plan” Strategic Planning
He noted that the *Shangda Co., Ltd. “15th Five-Year Plan” Development Strategic Planning*, formulated under the guidance of an expert team from Siemens, defines the company’s development goals for the next five years: By the end of the 15th Five-Year Plan period, strive to become a leading enterprise in the domestic specialty alloy industry while steadily advancing toward the vision of becoming a “world-leading provider of high-performance specialty alloy materials and solutions”; by 2030, achieve substantial growth across multiple key operating indicators. To achieve these goals, the company will focus on four key strategic directions to solidify its development foundation:
Solidify Strategic Positioning: Leverage the advantages of circular recycling technology, transforming the unique capability of turning scrap metal into valuable resources into a core competitive strength, and establish itself as a benchmark for green, low-carbon, high-performance specialty alloys.
Tackle Cutting-Edge Technologies: Employ a dual-drive approach of “driving product innovation with superior technology” and “optimizing and upgrading guided by market demand.” Align with customer needs to cultivate advantageous products, achieving continuous conversion of technological competitiveness into product competitiveness.
Deepen Market Presence: Shift from “selling products” to “providing solutions.” Consolidate core market share with key customers, cultivate growth drivers for high-value-added products such as specialty alloys and high-end special steels, and expand into new international markets through two pathways: “direct出海” and “leveraging partnerships.”
Strengthen Internal Management: Further enhance management efficiency, reinforce the two core capabilities of reliable product and service delivery and lean production quality stability and cost control, and empower efficient operations through digital and intelligent transformation.
At the same time, the company must build “Three Moats” :
Technology Moat: Deepen the application of scrap recycling technology, continuously focus on large-ingot smelting and yield improvement, and break through “bottleneck” core process constraints.
Management Moat: Leverage the professional support of the Siemens management team to systematically review business processes and strengthen management effectiveness.
Talent Moat: Intensify talent training and recruitment efforts, completing the “Double Hundred” talent task by 2030.
2026 Key Initiatives
He emphasized that 2026 is a critical year marking the beginning of the 15th Five-Year Plan period. The company will focus on the theme of “customer-centricity, deepening reform, improving quality and efficiency,” and implement four key initiatives:
Precisely Decode the Strategy: Focus on the trend of customer needs upgrading from “functional” to “excellent” and on core values. Build an open, collaborative ecosystem connecting upstream and downstream partners and linking industry, universities, and research institutes, ensuring all work resonates with the company‘s strategic direction.
Advance Organizational and Process Re-engineering: Break down departmental silos, shift from a “function-driven” to a “process-driven” approach, and enable organizational structures and processes to truly empower business development.
Deepen Digitalization and Operational Improvement: Build a digital platform covering the entire process of R&D, production, supply, and sales. Break down information barriers, eliminate data silos, and drive the transition from “experience-based judgment” to “data-driven decision-making.” Use digital tools to capture technical knowledge and enhance operational efficiency.
Strengthen Talent Development to Activate Growth Drivers: Make talent the core of transformation. Use dynamic talent management to precisely match people with roles. Improve the full-lifecycle training system to cultivate professional, versatile talent. Open up multi-level career paths and establish diverse incentive mechanisms to ignite the enthusiasm and creativity of all employees.
Fulfilling Expectations, Bravely Undertaking the Mission
Finally, Chairman Luan Donghai put forward four earnest expectations for all cadres and core technical personnel:
Be pioneers in emancipating the mind: Break free from fixed mindsets and path dependence, leading breakthroughs in action with conceptual innovation.
Be trailblazers in overcoming difficulties: Dare to face the “tough nuts” in the transformation process, driving strategic implementation with a sense of responsibility.
Be practitioners of unity and collaboration: Abandon departmental self-interest, rallying overall strength to advance systemic change.
Be exemplars of upholding integrity while innovating: On the foundation of passing down fine traditions such as quality, safety, and integrity, achieve quality and efficiency improvements with new tools and new processes.
This conference served both as a comprehensive review of the work in 2025 and a strategic blueprint for the development roadmap for 2026. In the new year, Shangda‘s people will restart with a “zeroing-out mindset,” implement tasks with a “sprinting state,” and achieve outstanding results with an “exam-taking attitude.” Together, they will open a new journey of high-quality development during the 15th Five-Year Plan period and write a brand-new chapter in the company’s development story!