News Details
Clarify positions, define responsibilities, identify root causes, and make firm commitments ▏VIE’s 2025 Financial Work Conference Held
Release time:
2026-01-07
To further stimulate the intellectual tension behind the “post-based responsibility and efficiency” concept and fully leverage the critical role of financial control in business operations, the Group recently convened the 2025 Financial Work Conference, themed “Inspect 2025, Plan for 2026.” The conference provided a comprehensive review of the 2025 financial performance, conducted an in-depth analysis of current challenges, and laid out a coordinated plan for the 2026 financial goals and key priorities. Attending the conference were 40 senior personnel from the Group’s Party Committee Secretary Chen Lixiang, Chairman of the Board Chen Jiang, Vice President Zhou Shuling, VIE Technology Deputy General Manager Jiang Xuefang, and financial leaders from various subsidiaries and business units.
Zhou Shuling, Vice President of the Group, Jiang Xuefang, Deputy General Manager of VIE Technology, and 16 financial officers delivered work reports focusing on the performance evaluation of their respective business areas and financial positions. From such perspectives as “process optimization, cost control, and risk prevention,” they conducted in-depth analyses of existing challenges in their work, proposed targeted improvement measures, and outlined their work plans for 2026. These efforts have laid a solid foundation for enhancing the management level of the Group’s finance department and fully leveraging its operational capabilities.
Chairman Chen Jiang, drawing on the financial personnel value contribution ranking model, underscored the central role of financial work in the Group’s overall operations. He emphasized three key points: First, VIE boasts a solid business foundation, and certain projects—such as wireless charging and electric braking—are already taking the lead internationally. Our finance team must first maintain strong confidence in the company and proactively explore ways to better empower the company’s new-quality operations. This is a crucial issue we need to focus on. Second, on the path forward for any enterprise, only those who share common aspirations can achieve steady and long-term success. We place great importance on employees’ loyalty and sense of responsibility—especially within our finance team, which handles money. Loyalty and diligence are the most fundamental professional qualities. Third, the answers to all challenges lie in our people. As the company continues to grow, our employees must keep learning continuously. People are the primary factor behind success. We must find every possible way to enhance our professional capabilities and strive to become “top performers” in our respective specialized areas—and even “generals” capable of leading the company’s overall business operations—providing solid financial support for VIE’s development.
Always keep in mind the guiding principle: "Deeply implement the principles of cost-volume-profit analysis, market-oriented approach, and efficiency as the fundamental criterion!" Secretary Chen Lixiang put forward four key requirements for financial work from four different perspectives. First, we must have a clear sense of our position. The financial department plays an extremely important role in VIE’s business development, and the loyalty and awareness of financial personnel directly affect VIE’s operations and growth. Second, we must clearly define our responsibilities. Financial staff must have a crystal-clear understanding of the responsibilities entrusted to their positions—especially in areas such as fund management, budgeting and cost control, and internal risk management—and approach every financial task with a high degree of responsibility. Third, we must get to the root cause. When addressing problems in financial work, we must not stop at superficial symptoms; instead, we need to delve deeply into the underlying causes. Only by identifying the true root causes can we develop practical and effective improvement plans. Fourth, we must be determined. All financial staff must demonstrate firm resolve, adopt a positive attitude, and hold strong convictions in implementing all improvement measures. It is imperative that responsibilities be clearly assigned to specific individuals and that we genuinely enhance the level of financial management.
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