Group Highlights

The spring breeze brings warmth, and all things compete to grow. Hua Chang Da Group started the year of the Horse in 2026 with a consensus-building business management annual meeting and an inspiring commencement ceremony, officially sounding the bugle for high-quality development in the new year. From strategic decoding to cultural immersion, from summarizing reflections to locking goals, all Hua Chang Da people carry the proactive spirit of "The momentum is in our change," seeking opportunities in change and lighting up the stars through struggle.

On February 9th, Hua Chang Da Group successfully held the 2026 annual group business management annual meeting with the theme "The momentum is in our change, stars all over the sky," combining online and offline methods. All employees of the group and its subsidiaries participated, and the group's management, functional departments, and business leaders of each subsidiary made work reports. The meeting systematically sorted out the achievements and shortcomings of 2025 and clarified the direction of improvement for 2026. Chen Ze fully affirmed the pragmatic work reports of each department, believing that each business unit has formed a business consensus, laying a solid foundation for the year's work. At this business management annual meeting, Chen Ze delivered a keynote speech titled "The momentum is in our change, stars all over the sky." He deeply analyzed the development trends in global fields such as intelligent manufacturing, new energy vehicles, and robotic automation, pointing out that only by taking the initiative to change and advancing together can we break through the fog and light up the stars. He officially proposed the group's three major business principles for 2026 - "stable profit, efficiency-driven, and global growth," and emphasized that this is not only the annual goal but also the core program for the implementation of Hua Chang Da's strategy.

At the business management annual meeting, the group commended outstanding individuals, teams, and departments for their performance in 2025, awarding a total of 116 awards. Among the winners, there were R&D backbones who repeatedly achieved good results in technical problem-solving, sales pioneers who opened up new territories in market development, engineering sharpshooters who silently persisted on the front line of projects, and management models who strive for excellence in functional support. Their stories of struggle and outstanding achievements vividly interpret the core spirit of pursuing victory and win-win cooperation in Hua Chang Da's "team culture," becoming a motivational force for all colleagues to move forward.

On February 24th, the eighth day of the first lunar month, Hua Chang Da Group's Shanghai headquarters and Shanghai De Mei Ke base held a solemn commencement ceremony. At 9:18 AM, Xu Xian Zhong, the group's vice president, and Xu Guo Sheng, the general manager of Shanghai De Mei Ke, jointly ignited the firecrackers. The commencement ceremony was held on time amidst the sound of firecrackers and colorful fireworks, symbolizing a prosperous and smooth start in the new year. After the ceremony, the group's president's office held a unique "focus meeting," where Chen Ze first expressed sincere thanks to colleagues who persisted on the front line of projects during the Spring Festival, expressing high respect for their hard work. He shared his work thoughts during the Spring Festival holiday and encouraged all colleagues to continue to maintain advantages and focus on improving shortcomings based on 2025, striving to achieve the goals for 2026. Subsequently, the general managers of each subsidiary and leaders of the group's functional departments took turns sharing their Spring Festival experiences and work insights, covering topics such as overseas market expansion, domestic deep cultivation strategies, internal collaboration deepening, the impact of AI on work and life, talent development plans, and safe and stable fund flow management. Chen Ze once again clarified the annual OKR indicators as business goals, and "stable profit, efficiency first, and international growth" as business principles, requiring managers at all levels to deeply understand and practice them. In the afternoon, each subsidiary held a focus meeting, and under the leadership of their respective general managers, the team further unified their thinking and refined measures to fully engage in the new year's work with a full精神状态.

Between the annual meeting's strategic deployment and the commencement of hard work, on February 10th, Chen Yong Ping, the party secretary and executive chairman of the Ma Jian District Federation of Trade Unions in Shiyan City, Hubei Province, and his delegation visited Hubei Di Mai Wei, a subsidiary of Hua Chang Da Group, to carry out a New Year's warm consolation activity, delivering consolation materials to employees on the front line of production, bringing the care and New Year's blessings of the trade union organization to the employees. During the consolation process, Chen Yong Ping communicated cordially with front-line employees, inquiring in detail about everyone's work and life, highly affirming the employees' hard work and dedication to the development of the enterprise, and encouraging everyone to continue to carry forward the spirit of professionalism and to invest in work with more enthusiasm in the new year. Xu Ying Jie, the chairman of the company's trade union, accompanied the consolation and expressed heartfelt thanks for the long-term care and support of the district trade union. This warmth from the "family" complements the internal consensus-building and vitality-stimulating cultural atmosphere of the group, jointly constructing Hua Chang Da's people-oriented and struggle-oriented spiritual foundation.

Battle achievements

During the Spring Festival, several key projects of Hua Chang Da Group were "non-stop."

Shanghai De Mei Ke, a subsidiary of Hua Chang Da Group, closely implemented two major projects on site. For the door cover & body line project of a well-known domestic F-brand customer, from February 15th to 26th, the team of 8 people gave up reuniting with their families and made every effort to promote the installation of car model changes, PLC & robot program debugging, empty cycles, automatic car manufacturing, and quality optimization, and other core work. With the responsibility of "putting work first," they ensured that daily progress was completed as planned or exceeded the plan, ultimately winning high praise from customers. At the same time, for the project of a new domestic L-brand customer, the team of 41 people completed the production of 5 new car models during the production suspension from February 8th to 26th, achieved the introduction of new equipment for the four-door model, and restored the full beat production of the old model. Faced with the challenges of many processes, short cycles, and insufficient personnel, the team worked efficiently and completed the task successfully.

Hubei Di Mai Wei, a subsidiary of Hua Chang Da Group, also bloomed in many places during the Spring Festival. Overseas, the assembly transformation site of the well-known global R-brand's Brazil project did not stop production, with 3 electrical engineers, 5 fitters, and 5 electricians stationed on site throughout, ensuring the smooth progress of both transformation and production; domestically, the project site of the well-known domestic S-brand, 8 backbones made every effort to promote the transformation of lifting positions and the construction of high-position roller beds, seizing the node and tackling difficulties; at the assembly line conveying equipment and frame line mixing transformation site of the Chinese independent G-brand, 3 employees held their positions and steadily promoted the addition of accumulation positions and beat optimization. Another base's car model capacity enhancement project invested a team of 53 people to complete the installation of mechanical hanging points and electrical debugging. The bustling production line interprets the struggle posture of Di Mai Wei employees who interpret responsibility with persistence and write their original heart with practical work.

DMW Mexico, a subsidiary of Hua Chang Da Group overseas, also completed the manufacturing of partition and fence panels for the L-brand project in February, using high-quality and well-balanced materials. During the execution process, it demonstrated precise, exquisite skills, and dedication, while also showing a firm commitment to quality, efficiency, and teamwork.

In terms of market expansion, Shanghai De Mei Ke successfully won the main line package project of a well-known joint venture G-brand, and the overseas business department was also very active, with the team intensively visiting North American customers in the United States and Mexico to further expand the North American market. Hubei Di Mai Wei's overseas business is also strong, successfully winning the tire line project.

Technology and Technological Innovation

Wuhan De Mei Ke's digital twin team won the group-level outstanding team contribution award with the "body stereo warehouse digital twin project," becoming the highlight of technological innovation this month. The project is based on millimeter-level precision modeling and real-time mapping technology, deeply integrating IoT technology to build a virtual mirror system that is 1:1 restored with the physical stereo warehouse, achieving digital control and intelligent optimization of the entire process and all elements of the stereo warehouse. The team has overcome the lightweight modeling technology driven by target feature numbers, significantly reducing the system volume and deployment costs, allowing small and medium-sized enterprises to enjoy the benefits of digital twins at a low cost; at the same time, it has built a full-process visualization control platform, integrating heterogeneous data sources to achieve inventory accuracy of 99.9% and early warning of equipment failures, achieving efficient control. This innovation not only helps the group and partner companies reduce operating costs but also promotes the group's deep transformation from "automation" to "intelligence" and "digitalization," truly implementing the digital development strategy.

The IPD R&D system is fully operational, and the product development process is further standardized. The group's R&D center has completed the full-process operation of IPD in research projects, and the Feishu project process deployment phase is completed, and the R&D strategic management process and market management process have also been closed.

Employee Style and Team Light

The group of advanced models that emerged in the 2025 annual commendation has become a model for all employees to learn from. Among them, some people promote product upgrades with technological innovation, some win customer trust with project management, some ensure project delivery with silent persistence, and some improve organizational efficiency with efficient collaboration. Their stories are the most vivid annotations of Hua Chang Da's "team culture."

Shanghai De Mei Ke's procurement department was awarded the "Outstanding Department" title, which is the highest affirmation of the team's hard work throughout the year. In 2025, the procurement department closely followed the core goals of "cost reduction and efficiency, supply chain stability, compliance and control, and value empowerment," completing a total of 5850 procurement orders of various materials and successfully ensuring the smooth implementation of 135 projects. Faced with the complex situation of fluctuating raw material prices and tight supply of core materials, the team established a supply mechanism of "demand forecasting - advance stocking - dynamic adjustment," signed long-term agreements with core suppliers in advance, and the on-time arrival rate of core materials exceeded 99.5%, with an incoming material qualification rate of 99.8%. In terms of cost reduction and efficiency, they implemented a "centralized procurement + bidding comparison + strategic negotiation" model, introduced 25 high-quality suppliers, and the total procurement cost decreased by 7% compared to the budget for the year, and 1.25 million yuan of stagnant materials were cleared. At the same time, they improved the full life cycle management of suppliers, added 150 qualified suppliers, and eliminated 128 suppliers with poor performance, forming a ladder supply pattern. The procurement department also strictly implemented compliance control to ensure that each procurement business has a complete approval chain and compliance vouchers, with a procurement compliance rate of 100% for the year. This team, which "understands business, passes data, is good at collaboration, and keeps the bottom line," interprets the transformation from "spending procurement" to "value procurement" with practical actions.

Shanghai De Mei Ke's automation business department also received a lot of recognition, with one of its project PLC debugging teams winning the Hua Chang Da excellent team, another project's PLC debugging team winning the De Mei Ke excellent team, 1 person winning the scientific and technological innovation award, 2 people winning the Hua Chang Da excellent individual, and 5 people winning the De Mei Ke excellent individual. This team, with an average tenure of more than 5 years, had no core member loss throughout the year in 2025. It not only absorbed 2 industry backbones and 3 recent graduates but also actively developed the domestic market after implementing "independent operations," winning external orders. In the project of the world-renowned B brand, their work, from the customer standard group to project planning, was highly praised, and the De Mei Ke electrical debugging team officially entered the B brand's electrical whitelist, becoming a member of the supplier system. The team leader, Li Fa Shan, said that the honor belongs to every engineer who strives for excellence in their positions. They will continue to build quality with sincere collaboration and set benchmarks with craftsmanship.

The award-winning digital twin team of Wuhan De Mei Ke is also eye-catching. This team, composed of technical backbones of Wuhan De Mei Ke, made multiple technical breakthroughs in the digital twin project of the car stereo warehouse. They used lightweight modeling technology driven by target features, significantly reducing the system volume while ensuring accuracy; they built a full-process visualization control platform, tracking the operation trajectory of key equipment such as stackers and conveying equipment in real-time, with an inventory accuracy of 99.9%, and equipment failures can be warned in advance; at the same time, they achieved deep linkage with the enterprise's MES, WMS, and other systems, opening up the entire chain of warehouse data, and promoting the supply chain response speed. The team's efforts not only help the group and partner companies reduce operating costs but also promote the group's deep transformation from "automation" to "intelligence," truly implementing the digital development strategy. At the annual meeting, they received the group-level outstanding team award on stage and won warm applause from the audience.

In the individual awards, Li Hua Rong won the group-level gold employee award. As a key figure in the R&D management of Wuhan De Mei Ke, she systematically sorted out the work content of product line demand management and IPD process management, establishing an end-to-end management framework from market demand to product realization, ensuring that R&D projects are highly consistent with the group's strategy. She prepared a general template for IPD deliverables, unified document standards, reduced repetitive work, and successfully实现了the online deployment of the IPD management process, achieving process visualization, progress traceability, and data precipitation. This series of measures has laid a solid foundation for the standardized and efficient operation of the company's R&D system, and she was awarded the group-level gold employee award. There are 20 group-level excellent individuals, from various positions in finance, personnel, technology, project management, overseas business, manufacturing, robotics, automation, engineering installation, and other departments, each person shines in their own field, gathering into the bright stars of Hua Chang Da.

Lean Management Improvement

The group has fully launched lean management improvement actions around the three major business principles of "stable profit, efficiency-driven, and global growth." A series of measures aim to consolidate management foundations and improve operational efficiency.

In terms of strategic advancement, the promotion of the full value chain lean management HCD business system is steadily implemented, and the construction of the HBS digital lean management platform is fully promoted. The group's human resources center has launched the promotion of strategic decomposition and, with the support of the IT department, continues to promote the improvement of platform data section functions and data online.

At the financial control level, the group's financial center took the lead in improving the compilation of the 2026 budget to ensure the authenticity and accuracy of the data. The Rate (labor rate) calculation work continues to advance, and a preliminary plan will be formed later, uniformly applied to program quoting, internal budgeting, project execution, and accounting, achieving a full-process closed-loop control. Accounts receivable management has become the focus of legal and financial collaboration this month. The group's legal department took the lead in sorting out the accounts receivable and payable accounts of subsidiaries overdue for more than 3 months, and classified and disposed of them according to contract terms and payment agreements. At the same time, the financial center and IT department took the lead in reflecting all project progress nodes in the online system to strengthen process control.

In terms of supply chain collaboration, the group's procurement center promotes collaborative procurement between domestic subsidiaries, between domestic and overseas brother companies, establishes the HCD group-level procurement platform, and creates a procurement material data center to achieve transparent, public, and timely database management. The international supply chain system is also being improved, promoting supplier classification management, establishing an overseas supplier library, unifying overseas procurement processes, and building a supplier evaluation and assessment system. This month coincides with the Chinese Spring Festival period, and De Mei Ke and Di Mai Wei's project material preparation, outsourcing procurement of purchased parts, and follow-up of machined parts before the Spring Festival are carried out in an orderly manner to ensure that the Spring Festival construction proceeds as planned.

Practice of Team Culture

Hua Chang Da's "team culture" shines in every scene of struggle. Whether it is the silent persistence on domestic project sites or the collaborative struggle of overseas teams, it reflects the core spirit of "pursuing victory and win-win cooperation." The Shanghai De Mei Ke team of 49 people and the Hubei Di Mai Wei team of 77 people gave up the time to reunite with their families during the Spring Festival and sweated on the front line of projects, writing their original heart with practical work, and with the struggle posture of "non-stop during the Spring Festival," they have built a solid guarantee for the smooth progress of key projects and made every effort to achieve a "good start" in the New Year.

The person in charge of DMW Mexico, Yasser, shared in an internal letter: "February reminds us that success is built through teamwork, communication, and daily commitment. I am very pleased to see the emails from customers praising the work quality delivered on our well-known North American O-brand project. Our reputation is based on two pillars: the quality of our work and our efficiency. We must not lose either of them. Thank you all for your excellent efforts, please continue to maintain excellent work!"

In 2026, all Hua Chang Da people will continue to adhere to the business principles of "stable profit, efficiency-driven, and global growth," with the proactive attitude of "the momentum is in our change" and the spirit of struggle of "stars all over the sky," continue to deeply cultivate the field of intelligent manufacturing, promote technological innovation and management upgrades, expand domestic and foreign markets, and create an excellent enterprise with cost leadership and technology leadership advantages.

We firmly believe that with the joint efforts of all partners, Hua Chang Da will usher in our own bright starry sky!