CBL held the annual work seminar of 2022

At the meeting, GM Liu Feng firstly introduced the company's strategic planning and operation plan in detail, proposing that CBL, a joint venture company founded by CATL, BRUNP and LYGEND RESOURCES, needs to benchmark its development plan with the three major shareholders. 

At the meeting, GM Liu Feng firstly introduced the company's strategic planning and operation plan in detail, proposing that CBL, a joint venture company founded by CATL, BRUNP and LYGEND RESOURCES, needs to benchmark its development plan with the three major shareholders. 

Liu Feng summarized the achievements in management system, control system, talents and project design since the establishment of the company, proposed the operation scheme of "Three dimensions and seven elements", and sorted out the general requirements for the construction of the seven projects in the next phase.

Tang Honghui, Chief Engineer of CBL, made an outlook on the overall technical development of the company's work, and the head of each department made a comprehensive summary of the work in 2021 and a detailed report on the work plan for 2022. Tang Honghui concluded and pointed out that we could believe that in the new year, all departments will be able to complete their work successfully in 2022 with more conviction based on the work performance of each department in the past year and the thorough work plan for 2022.

Next, Cai Jianyong, Chairman of LYGEND RESOURCES, briefly introduced the project of LYGEND RESOURCES for learning.

The HPAL project, which began construction in 2018, was put into operation in 2021 and reached production capacity in 2.5 months, setting various records in the industry.

LYGEND keeps improving its ability on introducing, absorbing and transforming RKEF and HPAL smelting technologies and strengthens technical innovation. Meanwhile, LYGEND has strong organization and coordination ability, and has been gradually cultivating and improving the construction of the enterprise's own ability for many years. In addition, we have a good team, experts and partners.

Then, Mr. Cai introduced the development history of LYGEND: how it entered the nickel industry from nickel ore trade, and developed into a nickel industry chain enterprise with global layout; he concluded that the success of LYGEND is inseparable from a good enterprise philosophy, strong scientific and technological innovation ability, sustainable team building ability, efficient organization and management, and talent incentive system flaunting the industry.

In conjunction with the report of CBL's work, Mr. Cai put forward the following work requirements for CBL: 

First, consciously practice corporate philosophy and values. Lead the cultural construction with common values, and achieve steady development of the enterprise. 

Second, strengthen team building. Build a team with efficient execution, full of energy. Mr. Cai suggested that CBL should learn from CATL's talent training system, efficient organization and management system, and consult excellent technical talents to promote the rapid development of the company.

Third, establish an efficient management system. The managers of CBL should study the system construction of CATL and Huawei, and appropriately adopt the management principles of strong control, self-control or a combination of both to improve management execution.

Fourth, integrate the existing technical and management resources of the shareholders. CBL should speed up its pace of growth, and reduce the cost of exploration by learning and integrating the superior resources of all shareholders to rapidly improve its comprehensive abilities.

Finally, Mr. Cai hoped that all employees should put the company's interests in the first place, have the ability of continuous learning and the spirit of daring to be the first, build an efficient and combatant team and wished everyone success in career development.

Afterwards, Changdong Li, Chairman of CBL, made a brief comment on the work summary and outlook of each department, affirming the current positive state of all the staff of CBL. Meanwhile, Mr. Li proposed that the new energy vehicle industry entered TWh era, with a wide track and long cycle. CBL is standing on this good track and put forward the following requirements for the enterprise’s strategy.

First, keep an eye on technology development. Pay attention to technology updates and research all the time, especially as a manager, not only to focus on work, but also to pay attention to the market. Company strategy and planning should be advanced and forward-looking.

Second, create a corporate culture.Exclusive enterprise culture should be built for purpose of the enterprise development Give full play to the leading role of the enterprise culture and make the enterprise achieve its dream to take off.

Third, pay attention to the compliance of enterprise development. In the context of internationalization, only by complying with the corresponding processes, laws and regulations, etc. can we move forward in a healthy and sustainable way. Also strengthen the local contribution.The construction of projects should focus on serving and contributing to the local economy, humanities, etc.

Fourth, only keep learning can we keep moving forward. Keep learning ability, and improve business abilities, learn multiple languages, strengthen communication and coordination abilities, and strive to become international talents.

Then, Mr. Li put forward the following requirements for the development and construction of Indonesian power battery industry chain project.

First, always be ready. The project has not yet officially started, but once the correlated conditions are met, it is imperative that all members of CBL immediately move from a state of readiness to a state of combat.

Second, speed up work preparation. The basic work needs to be advanced, such as project design, talent strategy training and other aspects. We need to make use of the advantageous resources and related platforms of BRUNP and LYGEND to increase the talent reservation and talent cultivation.

Third, improve efficiency.  As an old saying goes, “In the world of martial arts, nothing can be destroyed except speed”, a good track needs high efficiency. 

Fourth, strengthen the digitalization. Good projects and company operations start from paper-based and then develop to information-based. He also asked CBL to focus on digitalization for future development and decision-making process to save time.  

Fifth, focus on the industry life cycle. CBL has 7 projects: The industry span is large and the battery industry chain system is very complex to pull through. However, CBL has a good platform, so it has capability to do it well.

In addition, Mr. Li said that the new energy automobile industry is in line with the trend of times, and hoped that all employees of CBL would have confidence in the project; and he believed that through everyone's efforts, CBL can achieve the planned production capacity of the project and a new CBL can be emerged after 5 years.

Finally, Mr. Li wished that there will be progress in the project and growth for everyone in the new year!

CBL employees were deeply impressed by the speech given by Mr. Li and Mr. Cai as they showed clear path of further development.

Through this CBL annual meeting, we feel more confident and promise to work harder to open a new chapter.2021 is a year full of laughter and sleepless nights. But we know that the blueprint has been drawn, and it is time to sail farther despite hardship. Going forward, we should work together hand in hand for a shared future.