From 24th to 25th November, Global New Material International Asia-Pacific Region Executives’ Meeting and Key Project Promotion Meeting was held in Liuzhou. Chairman of the Board of Directors of Global New Material International, Mr. Su Ertian, and the company’s Asia-Pacific region executives attended this meeting. The meeting focused on the company’s 2024 Asia-Pacific business objectives and strategies, business plans, and the annual promotion plans and arrangements for the Hangzhou Tonglu surface performance material project and the Chesir Phase II pearlescent material project.

At the senior management meeting, Mr. Su pointed out that 2024 is a key year for the company’s “internationalization and collectivization” operation, and the group’s operating entities around the world will continue to increase. We have to do a good job in the following aspects: First of all, we have to do a good job in the integration of the international talent team, the subsidiaries are located in different countries with different cultural habits, different histories of enterprise development, different management modes, we have to take the “eclecticism” as our mindset, take the common mission and vision as our guide, and take cultural integration as our bond, and then do a good job in the integration of the talent team with the M&A project companies, and guide the talent teams to contribute to the integrated development of the Group. Secondly, we should speed up the integration of the information systems of the multinational subsidiaries with the Group’s information system, striving to eliminate the silos of information technology, and continuously improve the intelligent management level of the Company.Thirdly, we should accelerate the construction of the headquarters functions. The Asia-Pacific headquarters of Global New Material should have the functions of centralized financial management and control as well as a global foreign exchange settlement centre, a centralized global technology research and development centre, a centralized global talent management centre, a centralized marketing management centre, etc., which should provide solid support for the Group’s globalized operation and management, and continuously improve the efficiency of the overall operation and management. Fourthly, we should accelerate the business integration and synergy of all business segments and subsidiaries, realizing the complementary advantages of all subsidiaries, and build an ecosystem for the supply chain of each internal business to guide and generate good synergy effects.

Mr. Su put forward specific requirements for Hangzhou Tonglu surface performance material project. Hangzhou Tonglu project is a crucial key project of the company’s international capacity transfer and layout of the Chinese mainland market,undertaking the company to achieve the important mission of “the global surface performance material leading enterprise” .This project should be constructed according to the concept of “high-end, intelligent and green”, and we should strive to make Tonglu project the world’s leading “technology innovation highland, talent gathering highland and green manufacturing highland” in the surface performance material industry.All colleagues of the project team should promote the project construction with high quality and standard with a high sense of mission and responsibility to ensure the smooth commencement of the project and the timely completion of the investment and construction task targets set by the company for 2024. The meeting also studied other important matters.

Global New Material Vice President Zhou Fangchao, Jin Zengqin, Lin Guangshui, Bai Zhihuan ,Jin Xiangpei, Dong Wenta, CFO Mai Xingqiang and other leaders, as well as some senior executives from Chesir and CQV attended the meeting.