Saluting Role Models | Deepening Accounting to Defend the Bottom Line, Managing Costs Precisely for Real Results - the 'Digital-Intelligent' Breakthrough of the Shouguang Base Finance Team

They keep company with numbers all year round, yet refuse to be confined to the role of mere 'bookkeeper'; they keep a low profile, yet stay constantly alert to every ripple on the production front line. They have shouldered the heavy responsibilities of cost accounting, full-process review of payments, operational analysis, and asset control at the Shouguang Base. This year, as the Group's 'Management Innovation' year, they decisively stepped out of the comfort zone of traditional 'after-the-fact accounting,' bidding farewell to the transactional model of mere bookkeeping and calculation, and transforming into a 'value-type' management team that supports operational decision-making and empowers production cost reduction. Facing multiple challenges, what kind of answer sheet have they delivered?

Finance work has a strong node rigidity; tasks such as month-end closing, reporting, and auditing pile up together, and overtime at critical nodes is routine. At every important node, all staff take the initiative to stay on duty, prioritizing the coordination of personal family matters around work nodes, never delaying the advancement of core work. The atmosphere of 'passing on, helping, and leading' is especially strong here. Facing the slow start of newcomers, veteran employees such as Li Xiaotian and Lü Xianling voluntarily took on mentoring duties, sorting out processes and dismantling logic hands-on. The sections divide labor but not households; when issues arise they discuss them collectively, insisting on 'clearing the day's difficult problems within the day,' ensuring a smooth transition between old and new business. 'A finance person who does not understand production is not a good steward' - this is the team's steadfast work motto. To dig into the underlying logic of cost composition, all finance personnel go deep into the workshops, yards, and storage areas every month for full-coverage physical inventory, fully grasping front-line production realities and connecting the full-process nodes from raw material entry, processing, to finished-product issuance. Through front-line field research and analysis, they precisely distinguish process loss, feeding deviation, and seepage and leakage, and sort out loopholes in each link in advance. This enabled financial management to leap from 'remediation after the fact' to 'source control.'

Today, the Finance Department has gradually completed its transformation from transactional accounting to value-based management, with remarkable results across all its work. The cost accounting system has been fully rationalized, and the unification of data standards has greatly reduced duplication of labor; accounting has become ever more refined, providing strong data support for operational decisions. The team has also grown from the fixed pattern of mere bookkeeping into versatile talents who understand both accounting and business. From the smooth operation of resumption to normalized quality and efficiency improvement, they have performed no earth-shaking feats, only stacks of neat vouchers, sets of precise data, and trip after trip of on-site investigations deep into the plant; they have no dazzling glory under the spotlight, yet always stand on the front line of operational control. This group of ordinary finance people is precisely the solid and reliable behind-the-scenes force on the Group's journey of quality and efficiency improvement. Salute to every striving finance person!