Our hospital achieved a good start in business in 2016.

In 2015, the growth rate of China's automotive industry slowed down, and various car companies also reduced their expansion pace. This was evident for the Ninth Institute, which relies on the market increment of the automotive industry, facing significant operational pressure. In response to this pressure, the Ninth Institute timely adjusted its business strategy, ensuring the projects of the group company while leveraging the group as a base to vigorously explore industry markets and seek business growth and profit points outside the group. Shortly after New Year's Day 2016, good news kept coming in...

1. The "VOC Treatment Project Equipment and Installation Procurement Project" for Tianjin FAW Toyota Motor Co., Ltd., represented by Tianjin International Tendering Co., Ltd., was won by our institute in one go across three bidding sections. From early 2015 when our institute began tracking this project to winning the bid on January 13, 2016, we went through multiple business planning sessions. Each planning result put our institute at a disadvantage; we learned from the owner that our role was merely to 'be a bystander,' which affected the enthusiasm of project team members in participating in the bidding to varying degrees. However, we still insisted on bidding with the courage and belief of 'knowing it is impossible but still trying.' It was this persistence that ultimately gave us the opportunity to succeed.

The competition for this project was very fierce, with nine units (Atmospheric Society, Delideng, Duer, Esman, Aifuxin, Huashijie, Aisel, Monte, Ninth Institute) signing up to participate. By the time of bidding, seven units were involved. Among them, Esman only participated in one section and quoted lower than our institute, aiming for victory. Japanese companies also had significant advantages among these units. In the end, our institute won with impeccable bidding documents and business quotes. The review was on December 31, 2015, and the bid opening was on January 5, 2016. During this period, many colleagues gave up holiday rest and worked hard; some leaders even worked while ill. Ultimately, we triumphed over six competitors in three sections. This marks that our institute has developed the capability to compete with international multinational companies in this field.

2. Similarly, at the end of 2015 and beginning of 2016, our institute won the bid for the "CHB121/CH171 Model Roller Bed Conveying Project" for Great Wall Motors' Xushui Haval Branch's Phase III Welding Workshop. This project serves as an effective carrier for implementing the Ninth Institute's 'technology productization' strategy. Looking back at our cooperation with Great Wall Motors: in May 2008, we won the design for Great Wall Motors' Tianjin vehicle factory IO project; in May 2010, we won Phase II design; in October 2013, we undertook general contracting for Xushui Phase I CHB031 welding line; in November 2014, we worked on Great Wall Motors' Russia project design; now with the signing of the Xushui Phase III welding conveying project contract after seven years and five major projects, our client relationship has remained good. The depth of cooperation has evolved from engineering design to general contracting and has expanded from domestic projects to overseas ones. This effectively extends our business chain and accumulates overseas project design experience, providing important strategic support for our development.

3. In the Beiqi Foton Daimler Verification Center project, our institute secured project management for civil construction utilities. We tracked this project for two years; based on past cooperation history and competitive analysis, we had no advantages in this project. During this time, users repeatedly requested changes from the design institute; multiple business planning results indicated that both the undertaking department and business manager expressed thoughts of giving up. Ultimately, we chose to persist with a strategy of 'knowing it is impossible but still trying,' resulting in our victory. This project represents another segmented business within our diverse business structure and serves as a stepping stone for entering Beiqi Group.

4. In the Huatai Automobile Tieling project, our institute once again won this project. The Huatai Automobile project began at the Rongcheng base in Shandong; through general contracting of Erdos painting line, we gained experience and benefits. The Tianjin painting line showcased our brand and quality to the industry; users of the newly awarded Tieling project recognized our credibility and once again threw a lifeline to us during bidding.

5. Similarly, in the design project for Steyr Power (Changzhou) Engine Co., Ltd., which produces 110,000 engines annually, after multiple discussions and negotiations, our institute ultimately won contracts for process design (providing process support to users) and civil construction utility drawing design. This is also strategically significant for our institute's goal of 'deepening processes and solidifying construction.'

The total contract amount for just these few projects has exceeded over 100 million yuan, achieving a good start in January 2016. The success of these bids is inseparable from the coordination decisions made by institute leaders as well as the hard work of both business teams and project teams; it also relies on collaborative efforts from various departments within the institute. The implementation of these projects will once again gather the wisdom, hard work, and expectations of everyone at our institute. While these achievements are certainly exciting, 'there is always a beginning but few can have an end' stems from this crisis awareness; we must truly regard user needs as our own responsibility and create competitiveness for users. Likewise, 'those who are good at starting must be cautious about finishing.' It is precisely this respect for professionalism that compels us to continue strengthening daily operations and management of projects—timely identifying problems and providing early warnings and guidance—to create favorable conditions for sustainable operations. Facts have proven that sustainable success hinges on strategic persistence; even a slow horse can achieve success through relentless effort.