National University Company's production and operation hit a record high in the first quarter

Building on the foundation of its second round of management reforms, Shandong Guoda Gold Co., Ltd. seized the favorable opportunities created by the company's reform and development, continuously improved its modern enterprise system, vigorously implemented an innovation-driven development strategy, and deeply engaged in the "everyone manages finances" campaign. The company exceeded its production and operation targets for the first quarter, achieving a breakthrough with a strong start to the year.

From January to March, Guoda Company produced 2191.6 kg of gold, 5469.37 kg of silver, 1122.42 tons of copper, 80491 tons of sulfuric acid, and 7.2684 million kWh of waste heat power generation. Compared to the same period last year, these figures increased by 9.5%, 15.7%, 2.4%, 78.8%, and 94.3%, respectively. Sales revenue reached 230 million yuan, and profits and taxes reached 17.2 million yuan, representing year-on-year increases of 83% and 54.9%, respectively. All major economic and technical indicators reached their best historical levels, laying a solid foundation for achieving the annual production and operation targets.

Since the beginning of 2007, guided by the annual innovation work guidelines, Guoda Company has broken down its annual production and operation tasks layer by layer around 88 key work plans. It has also formulated target tasks and implementation plans for the decomposition and assessment of results. Through daily inspections, weekly checks, and monthly assessments, the strict implementation of various tasks has been ensured. Under the unified deployment of the company, various production units made meticulous arrangements and careful organization, detailing the indicators and measures to each team, each post, and each employee. This ensured that goals were aligned across all levels, responsibilities were clearly defined, and measures were rigorous and effective, ensuring the smooth progress of production work. Various business units also further increased their efforts. By improving the internal economic responsibility system and enhancing the business skills and service awareness of purchasing and sales personnel, a total of 55,864 tons of gold concentrate were purchased and 83,610 tons of sulfuric acid were sold in the first quarter, achieving 101.57% and 104.51% of the plan, respectively. This resulted in a pleasing situation of strong sales and purchases even during the off-season.

While focusing on production and operation, the company adhered to the principle of improving efficiency through management and continuously explored new management models and mechanisms. In the first quarter, focusing on the innovation-year activities, the company implemented two key activities: management potential tapping and technological transformation potential tapping for increased efficiency. Through careful organization, layer-by-layer implementation, and widespread mobilization, various departments further enhanced the sense of ownership among all employees and stimulated their innovative enthusiasm. A company-wide innovative atmosphere was created, mainly through "five small" activities, repair and reuse of old equipment, thrift, and frugality. Through activities such as repair and reuse of old equipment, self-manufacturing and processing of spare parts, and transparent bidding procurement, the company saved over 1 million yuan. In addition, by establishing a company-wide "managing household finances" ledger, formulating assessment and reward and punishment methods for managing household finances, and allowing outstanding employees with outstanding results in managing household finances to participate in economic analysis meetings, the company mobilized the enthusiasm and initiative of all employees to manage household finances, promoting the in-depth development of the "managing household finances" campaign. From January to March, a total of 316 "managing household finances" items were reported, creating over 1.1 million yuan in benefits for the company.

In accordance with the goals and measures set at the beginning of the year, Guoda Company further accelerated the pace of building a harmonious enterprise in the first quarter. On the one hand, starting with the creation of a unique safety culture, the company innovatively introduced a pre-analysis system for the risks of maintenance work and launched company-wide activities to collect safety slogans, safety couplets, and safety ideas. On the other hand, starting with strengthening and innovating on-site management, the company standardized the on-site problem group management system, abolished fines, and added "women's posts" to the on-site management model posts. The "model post-driven, overall promotion" management method was implemented, further improving the level of on-site management. In addition, by giving full play to the functions of the logistics department, innovative activities such as "combining work with entertainment" and "spring breeze action" were carried out to care for employees. During the Spring Festival, visits and condolences were extended to employees in difficulty. A good atmosphere of unity, harmony, and common development was created within the company, creating favorable conditions for the smooth achievement of the goal of a successful start to the year.