On the afternoon of May 9, the Business Division Deepening Reform and Engineering Contracting Business Symposium of China Machinery Engineering Corporation (CMEC) was held at the headquarters of CMEC Group. The meeting adhered to the guidance of Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era, thoroughly implemented the Party Committee’s decisions and arrangements on the “corporatization reform of business divisions,” and focused on accelerating the comprehensive transformation of engineering business from “business-driven” to a “technology-oriented specialized engineering company.” In-depth discussions and systematic planning were conducted on issues such as systematically optimizing the human resources management system and strengthening specialized capability building. Wang Bo, Secretary of the Party Committee and Chairman of the Company, chaired the meeting and delivered a concluding speech. Members of the company’s leadership team, principal heads of various business divisions and functional departments, and the principal head of CNEEC attended the meeting.

During the meeting, the Human Resources Department and the Engineering Management Department delivered special reports on the adjustment and optimization of human resources management authority following the reform of the business divisions, as well as on typical lessons learned from engineering project management. Several complete plant departments shared their practical experiences in optimizing professional structure adjustments. In the discussion session, each business division focused closely on the theme of the meeting, conducting in-depth exchanges on key issues such as market concentration, project development, execution management, and personnel structure adjustment, putting forward targeted and constructive opinions and suggestions.

In his speech, General Manager Fang Yanshui noted that since the implementation of the corporatization reform of business divisions, various measures have been solid and forceful, achieving significant phased results. This symposium has further consolidated consensus, and the discussions were thorough and insightful. Regarding the key tasks for deepening reform in the next stage, Fang Yanshui emphasized two main priorities: First, unwaveringly benchmark against the strategic positioning of a “technology-oriented specialized engineering company” to advance talent team development and continuously optimize the human resources structure. Second, effectively shoulder the primary responsibility for engineering management, strictly controlling project entry points from the source.

Party Secretary and Chairman Wang Bo systematically summarized the outcomes of the discussions from eight aspects: market layout, resource allocation, human resources optimization, corporate governance, entrepreneur cultivation, the functions of specially established positions, the residual responsibilities of managers, and overall requirements. He also set forth requirements for deepening reform in the next phase.

Wang Bo emphasized that entering the new development stage of the “15th Five-Year Plan,” comprehensively consolidating specialized capability building is the solid foundation and underlying base for supporting the company’s strategic goal implementation. Each business division must firmly grasp the guiding principle of “focused markets, narrowed fields, lean teams, and optimized structures,” and resolutely correct resource misallocation. It is necessary to further improve corporate governance mechanisms. While strengthening the responsibility system for business division general managers, the principle of “democratic centralism” must be applied throughout business reform and decision-making processes. The functions of specially established positions such as chief engineer and chief financial officer within business divisions should be fully activated to enhance technical management and the integration of business and finance.

Wang Bo pointed out that cadres at all levels should immerse themselves in practical work and take responsibility. First-line leaders must assume ultimate responsibility, and “residual responsibility” must not be left unassigned. Through deepening reform and optimizing resource allocation, the company should fully unleash operational vitality and build business divisions into an important platform for cultivating outstanding international business management talent.

Wang stressed that this meeting is a mid-term evaluation of the phased achievements and problems of the corporatization reform of business divisions. No one is an onlooker or an outsider to the reform. All cadres and employees should take this symposium as a new starting point, resolutely break path dependence, firmly grasp the transformation window period, engage in the reform as masters of the enterprise, and effectively translate the symposium outcomes into concrete actions to promote the company’s high-quality and resilient development.

The meeting lasted eight hours. Participants unanimously agreed that the meeting had a clear theme, substantive content, and profound thinking. It was a milestone meeting that unified thinking, built consensus on reform, and clarified the path for tackling key challenges, and will surely drive the company to steadily advance toward its goal of becoming a “technology-oriented specialized engineering company.”