Core Viewpoint - In 2025, under the backdrop of tight raw material supply and volatile market prices, the company is implementing a strategic transformation guided by the "accounting management" concept, promoting integrated operations in procurement, production, and sales, and achieving significant results in its copper smelting system [1][2] Group 1: Strategic Transformation - The company is focusing on increasing production and efficiency by shifting employee attention from merely output to comprehensive cost, energy consumption, and key performance indicators [1] - The "accounting management" concept is being integrated throughout the entire production and operational chain, with various levels of accounting being conducted to optimize production organization and control consumption [1] Group 2: Budget Management and Cost Analysis - A mechanism of "daily statistics, weekly reports, and monthly analysis" has been established to enhance budget management and cost analysis, allowing for timely identification of deviations from production and budget [2] - The company has revised nearly 200 workshop-level assessment criteria to create a three-in-one management system of "indicators - responsibilities - assessments," making unit cost accounting more operational [2] Group 3: Employee Engagement and Incentives - The company has introduced a mid-to-long-term incentive model for frontline teams, adding different project contribution scores to promote a more scientific and reasonable compensation structure, thereby enhancing employee motivation [2] - Each position has operational indicators for assessment, fostering a strong atmosphere of cost control participation among all employees [2] Group 4: Technological Advancements - The year 2025 marks a pivotal year for the intelligent factory construction in the copper smelting system, with the upcoming automation of the copper warehouse production process led by robotic arms and automated cranes [2]