From January to April 2021, despite the resurgence of the COVID-19 pandemic in India and a worsening environment, Xin India Company, a subsidiary of XinXing Heavy Industry, demonstrated a spirit of hard work and perseverance, implementing scientific pandemic prevention measures while maintaining production. The company achieved revenue of 100 million yuan and a total profit of 12.17 million yuan. In the previous year, the company achieved sales revenue of 265 million yuan and a total profit of 11.94 million yuan.

　　A total profit of 12.17 million yuan in four months, exceeding the entire previous year. What is Xin India Company's secret?

　　Continuous reform, a bold and innovative spirit, and accumulation for a powerful breakthrough.From its inception, Xin India Company has strived to build an international management team characterized by dedication, hard work, and a bold and innovative spirit. In 2019, when the company resumed production, it faced the significant loss of veteran employees, resulting in a small proportion of original employees and significant skill deficiencies among new employees. Faced with these difficulties, Chinese employees took on the responsibility, consistently working on the production line, providing comprehensive guidance on production technology and management, and conducting mentorship programs to train Indian employees, effectively transferring domestic best practices and experience.

　　Actively addressing historical issues and legally conducting production and business operations.After resuming production, the company properly handled the employment issues of farmers who had lost their land. Through multiple negotiations with local farmers, those who met the educational and skill requirements could work at Xin India Company. For those who did not meet the requirements, the company used various methods to resolve the issue, and has temporarily resolved the issue of landless farmers, stabilizing the external business environment. The company also resolved significant arrears, restoring its reputation. Through self-examination and rectification, it has also streamlined and re-reported delayed business from the period of production suspension. The company restored its legal operations in accordance with Indian laws and regulations.

　　Fulfilling the responsibilities of a central enterprise, sharing development achievements with employees, and engaging in social welfare activities.Employee benefits are tied to company growth. Every year, employees' job titles, levels, and salaries are adjusted based on their overall performance and work achievements, and company development. In 2020, this work was linked to pandemic prevention and control, with outstanding employees receiving key incentives, significantly boosting employee engagement and their sense of honor and belonging. While leading all employees and their families in the fight against the epidemic, Xin India Company also actively supported local government's anti-epidemic efforts, providing assistance to government departments, police stations, hospitals, and nearby villages. This included donating beds to a newly built medical center and providing food packages to 300 families in need.

　　For more than three years, Xin India Company has consistently adhered to refined management measures in its production and operations. The work of various departments has become increasingly procedural and standardized, implementing strict management, and strengthening basic and refined management.

　　Accurate judgment of bulk material purchases and product markets, closely following the two sources of profit.

　　The procurement of iron ore in India requires online auctions, with numerous influencing factors such as government policies, competitor information, mine conditions, and transportation conditions, resulting in fluctuating prices. The pellet product industry chain is short, supply and demand fluctuate significantly, and market prices change rapidly. To better adapt to the market, the company integrated its procurement and sales departments into a supply and sales department to obtain information from both supply and sales market sources, closely following changes in the external market, constantly learning about Indian government policies, and making accurate market judgments. Operating strategies such as "low price, large stockpiling, high price, fast delivery," supply and sales strategies for different seasons and months, solutions for different customers, sales rhythm control, and pricing mechanisms have emerged and continue to mature.

　　Strengthening cost control and focusing on key consumption.

　　Reducing electricity consumption: By analyzing the total capacity of factory equipment, the company reduced excess capacity from 12,000 kilowatts to 7,500 kilowatts over a year and a half, reducing monthly capacity fees by approximately 90,000 yuan. Implementing daily planned electricity purchase and sales, stabilizing electricity prices, resulting in monthly cost savings of 200,000 yuan.

　　Reducing ore consumption: In-depth analysis of ore consumption and processing fees among benchmark companies, and full-process control of ore powder usage. This includes benchmarking in each link from inbound and outbound ton management, inventory management, batching management, and the recycling of returned materials, benchmarking against the budget, and benchmarking against target costs. Processing fees are subject to daily accounting, weekly analysis, and monthly summaries. Gaps and causes are identified, and energy conservation and emission reduction measures are implemented, along with improvements during repairs, to continuously improve production and cost control levels.

　　Developing new products, expanding the recycling of waste ore powder, and seizing multi-channel innovation.

　　Iron ore pellets with 63% iron content are the mainstream market demand in India. In 2019, facing leftover old ore powder with an iron content of 55%-58%, the company decided to trial-produce pellets with 60% iron content after market research. Through collaboration among various departments, market development gradually yielded results, establishing a new customer base and stabilizing product types. By developing low-grade pellet products, the consumption of low-grade old ore powder was expanded, increasing revenue by 40 million yuan in 2019 and 96 million yuan to date, becoming a strong support for achieving the company's annual target indicators.

　　In March 2021, the COVID-19 pandemic resurged in India. The company, upholding the principle of 'people first' and prioritizing employee health and safety, drew on advanced domestic pandemic prevention experiences and was among the first in the region to organize pandemic prevention work, making it a top priority. This gained the full support and cooperation of Indian employees, forming a community of shared destiny in the fight against the pandemic. While combating the epidemic, the company also continuously improved its production management:

　　Implementing a performance incentive mechanism.

　　Faced with the COVID-19 pandemic, Chinese employees overcame staff shortages, long periods without rotation, and high-intensity continuous work. Indian employees, despite the pandemic, remained compliant, adhering to pandemic prevention measures, and persevered in production. Both Chinese and Indian employees withstood the test. The Heavy Industry Group implemented rewards for overseas employees and provided strong support. The Xin India Company board of directors passed a resolution to increase employee income for the year. At the beginning of this year, to better promote production and pandemic prevention, the company decided to implement monthly performance incentives for key management personnel in various departments, changing the single year-end performance evaluation to a combined year-end and monthly performance evaluation, with 3% of the monthly salary linked to monthly production targets and safety work, enhancing the effectiveness of performance incentives, ensuring that key tasks are not neglected, and promoting the completion of key and difficult tasks.

　　Carrying out regionalized management.

　　Through the review of management systems, it was found that there was ambiguity in the division of production responsibility areas. In March 2021, the production line began implementing regionalized and modularized management. Each region has a HOA (supervisor) and is equipped with personnel specializing in machinery, technology, electrical engineering, and on-site management, ensuring that each piece of equipment is maintained by someone and each area is managed by someone. Personnel management continues to be refined, strengthening basic management.

　　Conducting performance appraisal and ranking.

　　To stimulate the initiative and creativity of HOAs and help them improve their skills and work performance, the company began implementing comprehensive weekly and monthly assessments of the various areas of the factory in May. The assessment covers aspects such as regional production organization, quality control, on-site inspections, original records, implementation of regional directives, or completion of key tasks; equipment failure rates, repair or emergency repair time control, regional costs, material consumption, spare parts, repair and reuse, and belt service life; employee personal protective equipment use, safety knowledge and technical training, and the management of responsibility accidents. The work enthusiasm and sense of responsibility of the more than 10 regional supervisors have significantly improved, and the overall morale of the workforce has also been enhanced.

　　In 2021, despite facing extremely limited Chinese personnel and the ongoing ravages of the Indian epidemic, New India Company, through the implementation of a series of management measures and by coordinating internal and external environmental factors and optimizing various production factors, exceeded its total profit for the entire previous year within the first four months. In May, overcoming numerous difficulties, the company maintained production and stable operations. Through unremitting efforts, both production and sales volume exceeded monthly targets: achieving a total sales revenue of 51.32 million yuan and a total profit of 10.13 million yuan for the month—both revenue and profit reached record highs, achieving new records in operating results and further expanding production efficiency.