On July 25, Honrock Rail Transit Equipment Co., Ltd. held its 2026 mid‑year meeting in Linyi. Department heads took turns presenting their first‑half operating data, engaging in candid reviews, identifying weaknesses, and, through focused and pragmatic discussions, recalibrating directions, consolidating efforts, and removing obstacles for the second half of the year.

The Finance Department presented the key operating figures for the first half of the year, providing each department with a clear "health check" report. Following that, the Sales, Quality, Technical, and Production departments took the stage in turn. They objectively presented the actual performance over the past six months across metrics such as invoicing‑to‑collection cycles, order delivery lead times, production plan completion rates, and progress on ongoing R&D projects.

Some departments openly acknowledged that delivery timelines for certain customers had come under pressure in the first half, and that there was room for improvement in internal production scheduling and material coordination. Others reflected that the market introduction of certain new products had not met expectations, and that more effort would need to be directed to the front line in the second half – proactively engaging with customers at their usage sites to better understand their real needs. Throughout the presentations, the focus was on facts rather than difficulties, and on solutions rather than excuses. The atmosphere was serious but not downbeat.

The most spirited part of the meeting came during the cross‑department discussions. Without shying away from conflicts, several heads engaged in in‑depth debates based on specific cases. The Sales Department, in light of second‑half order projections and annual strategic targets, raised higher requirements for the production side's delivery capacity – warning that if production capacity couldn't keep up, even orders won in the front end would lose ground at the delivery stage. The Production Department responded frankly that to support the output targets for the second half, thorough material preparations must be made in advance. Their proposed solution was to implement a safety‑stock strategy for key materials, using upfront inventory buffers to smooth out scheduling fluctuations. Yet, increasing safety stock inevitably circled back to the core issue of production capacity itself.

Faced with the pressure of second‑half capacity targets, General Manager Qin Sigang, after listening to the Production Department's report, did not dwell on questions or doubts. Instead, he gave a clear direction: "Now is not the time to spend our energy questioning whether Production can achieve this – what we need to do is coordinate resources across the entire company and find ways to help Production reach that goal." With that single sentence, he shifted the discussion from "can we or can't we" to "how can we help."

There were no grand slogans – only a sober awareness of the gaps and a steadfast commitment to the goals. Honrock Rail Transit Equipment Co., Ltd. is moving steadily into the second half of the year, with a more pragmatic and efficient spirit, advancing toward every delivery milestone and every R&D target.