Recently, authoritative media outlets including People’s Daily, Xinhua News Agency, China Media Group (CMG), and China Securities Journal have successively reported on the outstanding accomplishments of China Machinery Engineering Group Corporation (CMEC Group) in key areas such as international engineering, corporate governance, cultural heritage preservation, and industrial ecosystem development. These reports vividly demonstrate CMEC Group’s exceptional technical capabilities as a technology-driven, specialized engineering company, its integrated full-industry-chain strengths, and its steadfast commitment to serving national strategic priorities—showcasing the world-class brand image of a central state-owned enterprise.

A National Calling Card

Xinhua Reports on CMEC’s Power Plant Project in Sri Lanka Featured on Foreign Currency

Under the title “Chinese Imprints on Foreign Banknotes,” Xinhua News Agency published an in-depth feature on the Puttalam Coal Power Plant in Sri Lanka, constructed by China Machinery Engineering Corporation (CMEC)—the headquarters of CMEC Group. As the largest China-Sri Lanka technical and trade cooperation project to date, this plant is not only Sri Lanka’s first and highest-capacity coal-fired power station but also a symbol of friendship between the two nations—its panoramic image has been printed on Sri Lanka’s 100-rupee banknote since 2011. Since commissioning, the plant has consistently contributed nearly 40% of the country’s total electricity generation, fundamentally alleviating Sri Lanka’s chronic power shortages, truly “lighting up millions of homes,” and etching Sino-Sri Lankan friendship deeply into the collective memory of its partner nation.

Full Text of the Original Report

Chinese Imprints on Foreign Banknotes | Puttalam Coal Power Plant: Lighting up Homes across Sri Lanka

On the streets of Sri Lanka, when a reporter showed a local 100-rupee note and asked passersby which country built the grand industrial complex depicted on its reverse side, the answer was almost unanimous: “China!”

The iconic structure featured on the 100-rupee note—the Puttalam Coal Power Plant—was constructed by China Machinery Engineering Corporation (CMEC). This facility holds multiple “historic records” for Sri Lanka: the nation’s first coal-fired power plant, the largest of its kind in terms of generation capacity, and one of the biggest China-Sri Lanka technical-trade collaboration projects to date.

In 2011, the Sri Lankan government chose to feature the plant’s full-scale image on its 100-rupee banknote. Since entering operation, the Puttalam plant has annually supplied nearly 40% of the country’s total electricity consumption, dramatically easing Sri Lanka’s power supply constraints.

Samantha Jayatilaka, a plant engineer, said: “This largest power station in the country holds immense significance for us. We are grateful for the Chinese government’s support. I’m honored to dedicate my career to this facility and contribute to our local community. Having its image on the 100-rupee note means everyone sees it and uses it daily—it constantly reminds us of the value of our work.”

Local resident Menaka Vidagama added: “The plant has created numerous job opportunities and significantly improved living standards. It provides us with reliable electricity, and power tariffs have gradually decreased. Seeing the plant on our currency fills us with great pride—it has brought us tangible benefits.”

Corporate Governance

China Securities Journal Reports on CAMCE’s Breakthrough Development during the “14th Five-Year Plan” Period

China Securities Journal, an affiliate of Xinhua News Agency, published an exclusive interview offering deep insights into how China CAMC Engineering Co., Ltd. (CAMCE)—a core member enterprise of CMEC Group—has embraced the spirit of “second entrepreneurship” to drive strategic transformation during China’s 14th Five-Year Plan (2021–2025) period. Faced with mounting challenges, the company resolutely chose to “do what is right, even if difficult,” successfully building a full-industrial-chain competitive advantage centered on industrial engineering through market expansion, business integration, technological innovation, and upgrading its “Invest-Build-Operate” (IBO) model. This approach has unlocked the strategic code behind CAMCE’s journey from “breaking through constraints” to achieving “resilient growth.”

Full Text of the Original Report

CAMCE: Breaking Through Constraints via Transformation and Integration during the 14th Five-Year Plan—Pursuing a New Chapter of Second Entrepreneurship

Since the launch of the 14th Five-Year Plan, CAMCE has embarked on a new phase of “second entrepreneurship” amid a complex and volatile market environment. Recognizing that its traditional business models and development pathways were no longer suited to the new reality, the company seized the 14th Five-Year Plan as a pivotal opportunity to proactively initiate a comprehensive transformation—restructuring its market layout, deepening business integration, breaking through in technological innovation, and constructing a full industrial chain. Today, this transformation—anchored in the principle of “do what is right, even if difficult”—has yielded remarkable results: not only has CAMCE successfully entered new overseas markets and upgraded its business model, but it has also forged a core competitiveness that is difficult for others to replicate, laying a solid foundation for sustained growth during the upcoming 15th Five-Year Plan period.

Recently, Wang Bo, Chairman of CAMCE, granted an exclusive interview to China Securities Journal, elaborating on the company’s progress in implementing its 14th Five-Year strategic plan, its achievements in technological innovation, and its development blueprint for the 15th Five-Year period—revealing the unique formula behind CAMCE’s resilient growth and pursuit of excellence.

The Path to Breakthrough: Transformation and Integration

Looking back to 2020, CAMCE recorded its first annual net loss since listing, with its backlog of contracted projects at a historic low—a period marked by severe operational challenges.

“How to break through became an existential test for the company,” Wang Bo candidly admitted. In 2020, CAMCE came to a profound realization: the business model and development path that had fueled its rapid growth over the past two decades were no longer viable under the new circumstances. A comprehensive, revolutionary transformation—from the inside out—was imperative.

Against this backdrop, CAMCE launched its “second entrepreneurship” initiative, aligning it closely with the formulation of its 14th Five-Year Plan to proactively explore new markets, enter new sectors, and innovate resource allocation mechanisms.

“We are committed to doing ‘what is right, even if difficult,’” Wang Bo told the reporters. During the 14th Five-Year period, with strong leadership and support from SINOMACH, CAMCE concentrated its resources to break into Iraq’s oil & gas engineering market. On the Block 9 Central Processing Facility (CPF) Project in Iraq, CAMCE mobilized multiple sister enterprises within the SINOMACH group, deeply integrating previously fragmented capabilities in equipment manufacturing, R&D, and engineering construction across the group’s oil & gas sector. Despite tight deadlines, the project was completed ahead of schedule, establishing CAMCE’s specialized competitive edge in this niche segment.

In terms of market expansion, the reporter noted that during the 14th Five-Year period, CAMCE successfully entered new markets including Guyana, Iraq, Indonesia, Kazakhstan, and Nicaragua—now key pillars of the company’s revenue growth—effectively resolving the “gap” between old and new markets that had emerged at the end of the 13th Five-Year Plan period. The company also optimized its resource allocation by diversifying financing models, flexibly utilizing RMB-denominated sovereign commercial loans and Sino-foreign syndicated loans to facilitate the implementation of multiple projects.

“In my view, the most challenging aspect of our breakthrough journey has been integration,” Wang Bo acknowledged. “Integration is not merely physical aggregation; the key lies in creating synergy and identifying precise connection points.” Since the start of the 14th Five-Year Plan, CAMCE has actively promoted the integration of two legacy design institutes newly brought into its system through restructuring—China IPPR International Engineering Co., Ltd. (IPPR) and the Beijing Materials Handling Research Institute Co., Ltd. (BMH)—by advancing strategic, value-based, and innovation-driven synergies to continuously enhance its full-industrial-chain engineering capabilities and accelerate its transformation into a “technology-driven, specialized engineering company.”

“How to effectively link design, manufacturing, and engineering procurement & construction (EPC) to build a ‘one-core, two-wings’ development model—that’s the question we have been grappling with,” Wang Bo explained. “People constitute the key enablers of enterprise integration.” Since the start of the 14th Five-Year Plan, CAMCE has dismantled internal barriers by making personnel exchanges a cornerstone of its integration strategy. To date, more than 130 managerial staff members have been rotated across the company’s system, significantly fostering cultural exchange, business model alignment, and mutual understanding among subsidiaries. This initiative has enhanced the communications and connectivity between the enterprises involved, forged a unified set of values and corporate culture, and accelerated business synergy while facilitating leadership development.

Driving Integrated Innovation: Upgrading the “Invest-Build-Operate” Model

“In a fully market-driven industry, we deeply understand that only through persistent innovation and long-term commitment can we navigate complexity and achieve sustainable success,” Wang Bo emphasized. During the 14th Five-Year period, CAMCE abandoned the “big and all-encompassing” development approach, instead focusing on niche segments and elevating technological innovation to unprecedented strategic importance. The company has since established a group-wide scientific and technological innovation management system.

Wang Bo noted that over the past four years—bolstered by SINOMACH’s dedicated science and technology funds—CAMCE has also set up its own special-purpose R&D fund, consistently investing in core areas such as passenger ropeways, warehousing & logistics, material handling, green & low-carbon technologies, and municipal environmental engineering. A series of market-oriented R&D projects has already passed acceptance reviews and is being rapidly converted into real productivity, injecting strong momentum into the company’s long-term growth.

A prime example of this innovation-driven transformation is the upgrading of CAMCE’s “Invest-Build-Operate” (IBO) integrated model—a critical pathway for responding to industry shifts and solidifying high-quality development foundations during the 14th Five-Year period, particularly in environmental engineering.

Wang Bo shared that after more than four years of effort, CAMCE’s subsidiary CEETC has already achieved its 14th Five-Year Plan targets ahead of schedule. Its environmental water services IBO portfolio has expanded rapidly, with multiple stable-yield projects successfully implemented in Sichuan, Jiangsu, Hebei, and other regions. In clean energy engineering, two waste-to-energy power projects in Uzbekistan—with a combined investment of approximately USD 475 million—have been fully launched, offering expected returns significantly higher than comparable domestic projects. Additionally, in ropeway engineering, the very first ropeway project invested, manufactured, constructed and operated by CAMCE—the Atush Tianmen Detachable Gondola in Xinjiang—successfully passed the inspection of National Center of Passenger Aerial Safety Supervision and Inspection and entered trial operation in September this year.

“We are driving integrated innovation by combining IPPR’s world-class consulting and design capabilities, BMH’s advanced equipment R&D and manufacturing strengths, and CAMCE’s international EPC expertise—all underpinned by SINOMACH’s internal synergy advantages,” Wang Bo stressed. “This creates a ‘one-stop’ comprehensive service capability covering the entire engineering value chain. Such a systemic capability—centered on industrial engineering—is a core competitive advantage that others cannot easily replicate.”

Building Full-Industrial-Chain Competitiveness

“During the 14th Five-Year period, we have not only significantly enhanced the international operations of subsidiaries like IPPR and BMH—IPPR’s overseas revenue has seen leapfrog growth, while BMH’s new overseas contracts for core products now exceed 25% of total orders—but also strengthened internal collaboration within SINOMACH,” Wang Bo said. “Through open, market-based bidding, we led the Block 9 CPF Project in Iraq, enabling 12 sister enterprises—including Lanpec Technologies Limited (LANPEC) and Hefei General Machinery Research Institute Co., Ltd.—to export their products and services overseas, generating over RMB 1.2 billion in collaborative contract value.” He added that on the Kazakhstan Soda Ash Plant project, CAMCE signed a procurement cooperation agreement with SINOMACH-Instrumentation Group; in Africa, it partnered with YTO Co., Ltd. (a SINOMACH subsidiary) to jointly explore a new model of agricultural engineering projects driving farm machinery exports.

“2025 has been designated as our ‘Year of Resilient Development,’” Wang Bo explained. “This theme stems directly from our profound experience during the 14th Five-Year period: only through strategic resolve and patient perseverance—by steadfastly doing ‘what is right, even if difficult’—have we achieved today’s results.” Looking ahead to the 15th Five-Year Plan, Wang Bo stated that CAMCE will further leverage its role as a bridge and platform for international operations to better serve national strategic priorities and SINOMACH’s core missions.

“CAMCE’s mature overseas marketing channels, proven engineering track record, and experienced international team—combined with SINOMACH’s broad business coverage, strong R&D capabilities, and outstanding industrial chain advantages in mechanical engineering—will together form comprehensive full-chain competitiveness. This synergy will enable us to deliver projects with higher efficiency, lower costs, and superior quality.” Moreover, CAMCE will actively create international application scenarios for SINOMACH’s equipment R&D and manufacturing divisions, helping “SINOMACH Equipment” open new frontiers in global markets. This is not only a strategic choice aligned with our core responsibilities but also an inevitable path toward differentiated development through specialization, Wang Bo affirmed.

“As the 14th Five-Year Plan draws to a successful close, the 15th Five-Year period will be a critical stage for CAMCE to advance toward high-quality, resilient growth,” he concluded. “Moving forward, we will continuously strengthen our core capabilities in industrial engineering, accelerate the building of new competitive advantages in global markets, and strive to serve clients at a higher level, empower employees, and deliver greater value to shareholders.”

Preserving Cultural Heritage

CCTV Highlights JK Institute’s Smart Technology in Protecting Ancient City Walls

JK Institute—a subsidiary of CMEC Group—has deployed a self-developed intelligent monitoring system to establish an around-the-clock, three-dimensional, and AI-enhanced preventive conservation framework for the Xi’an City Wall, a UNESCO World Heritage site. This innovative practice was recently featured on Xinwen Lianbo, CCTV’s flagship news program. By installing over 3,200 deformation monitoring points, 31 groundwater monitoring wells, and numerous vibration and meteorological sensors, the system enables millimeter-level precision monitoring and real-time risk alerts for what is recognized as the world’s best-preserved ancient city fortification. Through this fusion of cutting-edge technology and historical stewardship, CMEC Group has demonstrated its exceptional innovation capabilities in specialized engineering fields—using modern intelligence to protect a millennia-old cultural legacy.

Industrial Upgrading

Multiple Media Outlets Report on CHPI’s Role in Building a National-Level Electrical Equipment Cluster

The Xiangfang District Electrical Equipment Supporting Industry Cluster in Harbin, with CHPI—a CMEC Group subsidiary—as a core member, has been officially included in the 2025 List of National SMEs’ Specialized and Distinctive Industrial Clusters, announced by China’s Ministry of Industry and Information Technology (MIIT). It is the only cluster in Heilongjiang Province to receive this national designation. The achievement has been covered by multiple media outlets, including the People’s Daily app, People.cn, and the Economic Daily app. Built upon Harbin’s historic identity as the “Hometown of Power Equipment in China,” the cluster has established a multidimensional spatial layout—“One Core, One Base, and Two Platforms”—and developed a complete industrial chain spanning equipment manufacturing to operation and maintenance services. This recognition marks national-level validation of CMEC Group’s contributions to serving the Northeast Revitalization Strategy, deepening central-local collaboration, and leading the agglomeration development of high-end equipment manufacturing—significantly advancing regional industrial upgrading and the cultivation of advanced manufacturing clusters.

Full Text of the Original Report

Harbin Xiangfang Electrical Equipment Cluster Named among National SME Specialized Clusters

At the inaugural National Exchange and Matchmaking Event for Specialized SME Clusters held recently in Tangshan, Hebei, the Ministry of Industry and Information Technology officially released its 2025 List of National SMEs’ Specialized and Distinctive Industrial Clusters. The Xiangfang District Electrical Equipment Supporting Industry Cluster in Harbin was among the selected, becoming Heilongjiang Province’s sole representative.

Xiangfang District boasts a robust industrial foundation and is renowned as the “Hometown of Power Equipment,” “Hometown of Energy,” and “Cradle of China’s Equipment Manufacturing Industry.” To better promote coordinated development between core enterprises like Harbin Electric Corporation’s “Three Power” units and their supporting suppliers, Xiangfang has constructed a “One Core, One Base, Two Platforms” industrial spatial framework, forming a high-end electrical equipment cluster with a full-service value chain—from manufacturing to operations and maintenance. Today, the cluster encompasses multiple segments, including hydroelectric, nuclear, coal-fired, gas-fired, and wind power equipment; marine propulsion systems; and electric drive devices. It has become the largest and most vertically integrated electrical equipment cluster in the province.

Leveraging the new round of the Northeast Revitalization Strategy, the district has deepened central-local cooperation, focused on strengthening industrial chains, and enhanced synergy between leading central SOEs and supporting enterprises. It is actively planning a High-End Electrical Equipment Intelligent Manufacturing Base—positioned as a zone to absorb Harbin Electric Corporation’s excess capacity, an agglomeration hub for high-end electrical equipment suppliers, and an innovation frontier for future industries. This initiative aims to support Harbin Electric Corporation in becoming a globally competitive world-class equipment manufacturer and accelerate the cultivation of a national advanced manufacturing cluster, writing a new chapter in Chinese-style modernization for the “Hometown of Power.”