On January 19, China Machinery Engineering Group Corporation (CMEC Group) headquarters—China Machinery Engineering Corporation (CMEC)—convened its 2026 Work Conference. The meeting comprehensively reviewed and summarized the company’s performance in 2025 and throughout the 14th Five-Year Plan period, assessed the current landscape, analyzed existing challenges, and systematically laid out key priorities for the 15th Five-Year Plan period and 2026. It called on all staff and management to unite in purpose and strive to write a new chapter of high-quality development for CMEC during the 15th Five-Year Plan period.

Over 300 participants attended the conference, including external directors of CMEC, representatives from SINOMACH’s 4th Supervision Office, members of the leadership teams of CMEC and its subsidiaries, department heads, and employee representatives. The meeting was chaired by Chen Fan, Deputy General Manager of the company.

Fang Yanshui, Deputy Party Secretary and General Manager of CMEC, delivered the Work Report on behalf of the company’s Party Committee and executive leadership, entitled “Steady Progress, Reform and Innovation, Quality and Efficiency Enhancement: Forging Ahead to Advance High-Quality Development.”

The report noted that in 2025, under the strong leadership of Party Committees of SINOMACH, CMEC Group, and China Machinery Engineering Corporation, the company consistently adhered to the guidance of Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era and remained firmly anchored in the overarching goal of high-quality development. Despite a complex and challenging external environment, CMEC successfully navigated difficulties, achieved resilient business growth, and firmly stabilized its core operational foundation. The company’s development momentum continued to strengthen, initial results emerged from its strategic deployment in emerging businesses, its market footprint expanded further, and both operational quality and business efficiency improved in tandem—laying a solid foundation for future advancement.

Focusing on 2026 development objectives and centered on key areas including core business upgrading, investment and financing empowerment, and enhanced synergy, Fang Yanshui outlined eight priority directives for the year’s work:

1. Stay focused on targets and deliver through action—fully accomplish all operational performance indicators;

2. Strengthen core businesses with excellence—advance high-quality development of primary operations;

3. Empower precisely and build momentum—deepen investment and financing business deployment to cultivate stable new growth engines;

4. Enhance synergy and amplify effectiveness—strengthen the integrated collaboration mechanism to demonstrate the functional value of state-owned enterprises;

5. Drive innovation and lead by value—focus on fostering new quality productive forces to activate new drivers of growth;

6. Uphold the red line and mitigate risks—proactively prevent and manage all types of operational risks to fortify the foundation for safe development;

7. Deepen reform and energize the organization—continuously advance institutional and mechanistic innovation to unleash endogenous vitality;

8. Enhance quality, efficiency, and foundational strength—strengthen value-oriented functional management to comprehensively reinforce development safeguards.

The conference recognized units that achieved outstanding performance in 2025 across key areas including business growth, project execution, market expansion, cross-unit collaboration, “Three New” initiatives (new markets, new sectors, and new business models), and enhancement of quality and efficiency.

During the meeting, CMEC held its inaugural Chief Expert Appointment Ceremony. In 2025, the company successfully established a high-caliber scientific and technological expert system, enrolling 95 specialists into its talent pool and further optimizing the structure of its technical workforce—laying a solid talent foundation for its transformation into a technology-driven, specialized engineering company. Following a rigorous selection process, six leading experts with decades of experience in geotechnical engineering, specialized testing systems, energy conservation and environmental protection, construction technology, and thermal power engineering were appointed as CMEC’s first cohort of Chief Experts. Moving forward, CMEC will continue fostering a corporate culture that respects talent, champions professionalism, and empowers innovation, striving to achieve a new leap in its scientific and technological capabilities.

To strengthen the Board of Directors’ oversight of management and fully implement contractual and term-based management, Wang Bo, Party Secretary and Chairman of CMEC, on behalf of the Board, issued the 2026 Business Performance Responsibility Agreement to the executive management team. Members of the company’s leadership also signed 2026 Annual Business Target Responsibility Agreements with their respective business units.

Wang Bo delivered a closing address entitled “Strategic Guidance, Advancing with Innovation: Striving to Write a New Chapter of High-Quality Development for CMEC in the 15th Five-Year Plan Period.”

In his speech, Wang systematically reviewed CMEC’s operational journey during the 14th Five-Year Plan period:

On Party leadership: The Company Party Committee resolutely fulfilled its responsibility for Party governance, integrated Party leadership into all aspects of corporate governance, and deepened the integration of Party building with business operations—ultimately reshaping the company’s political ecosystem, value orientation, and corporate culture through sustained efforts.

On business development: CMEC stabilized its core operational foundation, achieved strategic optimization of its market layout, accelerated the evolution of its business portfolio toward industrialization, greening, and high-end specialization, historically established a scientific and technological innovation management system, and fully leveraged the value-adding and synergistic role of CMEC Group Headquarters.

On deepening reform: The company implemented organizational flattening, refined functional management, and advanced divisional reforms toward corporate independence; deepened the “Three System Reforms” and established a three-pronged personnel system (a merit-based personnel system in which promotion or demotion, continued employment or dismissal, and pay increases or cuts depend on employees’ performance), comprehensively energizing the enterprise; optimized talent development systems to enhance human capital value; and focused on asset optimization to complete its “streamlining and strengthening” initiative—laying a solid foundation for higher-quality development in the 15th Five-Year Plan period.

Adopting a problem-oriented and goal-driven approach for the company’s long-term development, Wang conducted a systematic review of challenges encountered during the reform and transformation process. He emphasized that entering the 15th Five-Year Plan period, CMEC must, under the strong leadership of SINOMACH, firmly center on high-quality development as the overarching theme, take strategic renewal as the main thread, and orient all efforts toward value creation. The company will fully anchor itself in four strategic renewal directions—refocusing on core competencies, reconstructing capabilities, elevating management, and empowering through reform—and steadfastly advance the Eight Key Breakthrough Initiatives to systematically build sustainable competitive advantages and open a new chapter in CMEC’s development during the 15th Five-Year Plan era.

To drive this strategic renewal and firmly pursue its transformation into a technology-driven, specialized engineering company, Wang outlined five core implementation measures:

1. Return to industrialization and internationalization as core pillars, and refocus engineering businesses on specialization and excellence;

2. Reaffirm professional identity and value fundamentals, and rebuild core capabilities in consulting and design;

3. Focus on lean project management, and reconstruct specialized delivery capabilities;

4. Deepen reform on institution and mechanism, and reshape organizational governance effectiveness;

5. Implement the Eight Key Breakthrough Initiatives, ensuring solid and effective execution of the strategic transformation.

Concluding with the ancient adage—“Long as the journey is, we will reach our destination if we stay the course; difficult as the task is, we will get the job done if we keep working at it”—the conference called on all staff and management to uphold CMEC’s core mission: “To serve as the vanguard in China’s industrialization drive and create enduring value through Chinese engineering.” It urged everyone to steadfastly pursue the grand vision of “becoming a globally outstanding industrialization builder and industrial value creator,” further unify thinking, boost morale, and energetically embark on the 2026 journey—contributing to the early realization of CMEC as a world-class, technology-driven, specialized engineering company and to serving national strategies and supporting SINOMACH in building a world-leading enterprise.