On December 4, Wang Bo, Assistant to the General Manager of SINOMACH and Party Secretary and Chairman of China Machinery Engineering Group Corporation (CMEC Group), conducted a working visit to SIPPR (SIPPR Engineering Group Co., Ltd.), a member enterprise of CMEC Group. Gu Xiaoshan, Party Secretary and Chairman of SIPPR, delivered a comprehensive work report. Also attending the review meeting were Wu Xudong, Deputy General Manager and Chief Compliance Officer; Zheng Zhaomei, Member of the Party Committee and Chief Financial Officer; Gao Jianlei, Deputy General Manager and Dean of the Municipal & Environmental Engineering Design Institute; and Liu Jun, Deputy General Manager and Dean of the Intelligent Manufacturing Engineering Institute.

Gu Xiaoshan presented a systematic and detailed report covering SIPPR’s distinctive business strengths, flagship projects, regional footprint, deep industry engagement, organizational structure, talent development, technological innovation, Party building initiatives, the formulation of its “15th Five-Year Plan” (2026–2030), and key priorities for the near term. He emphasized that SIPPR will resolutely implement all directives from SINOMACH and CMEC Group, remain confident and forge ahead with determination. The company is fully committed to achieving the targets set out in its “14th Five-Year Plan” (2021–2025) and will spare no effort to deliver the best possible results. By doing so, SIPPR aims to lay a solid foundation for a strong start to the “15th Five-Year Plan” and continue contributing its expertise and strength to the high-quality development of both SINOMACH and CMEC Group.

After listening to the work report, Wang Bo highly commended SIPPR for maintaining a vigorous, enterprising, and resilient spirit despite persistent market pressures. He noted that the company exhibits a positive, progressive and forward-looking organizational culture and is demonstrating strong momentum for sustainable growth. Wang Bo emphasized that the fourth plenary session of the 20th CPC Central Committee has set clear requirements for state-owned enterprises to pursue high-quality development. In line with the spirit of the plenary session and in view of SIPPR’s future direction, he offered the following guidance:

First, focus on core responsibilities and strengthen the foundation for development.

SIPPR should fully leverage its professional strengths as a design institute to make greater contributions to SINOMACH’s mission of serving national strategies. It must balance development with security, avoid blind pursuit of scale, prioritize quality and efficiency, and advance sustained, healthy, and high-quality growth.

Second, enhance capability building to reinforce business support.

In alignment with Chairman Zhang Xiaolun’s directives at the Group’s strategy-oriented meeting, SIPPR should actively cultivate and consolidate its “root technologies” to underpin its “core businesses.” Building on its practical strengths, the company should deepen its expertise in key “root technologies”—such as intelligent manufacturing, green and low-carbon solutions, and digital twin systems—and continuously strengthen its competitive edge across industrial, civil, municipal, and logistics engineering sectors.

Third, build a robust talent pipeline to galvanize core capabilities.

For research-oriented institutions like SIPPR, talent is the primary productive force. Leadership must treat talent development as a “top-priority initiative,” systematically construct a pyramid-shaped talent structure, nurture core technical and managerial backbones, and develop intangible assets that sustain long-term enterprise growth.

Fourth, stay market-oriented and foster an enabling environment.

The leadership team must lead by example, stay close to the market, and provide frontline guidance. They should intensify market expansion efforts, enhance the competitiveness of products and services, and cultivate a dynamic, results-driven culture that supports a new round of rapid and high-quality development.

Fifth, comprehensively review progress and strategically chart the next chapter.

SIPPR should conduct a thorough assessment of the implementation outcomes of its “14th Five-Year Plan,” rigorously analyze challenges, distill valuable lessons, and scientifically formulate its development roadmap for the “15th Five-Year Plan.” This planning must not only align with the strategic deployments of SINOMACH and CMEC Group but also be grounded in SIPPR’s own realities and resource endowments, ensuring a high-quality “15th Five-Year Plan” formulation.

Representatives from CMEC Group’s Operations Management Department, CAMCE’s Investment and Operations Management Department, and SIPPR’s General Management Department and Operations Management Department attended the meeting.