On October 14, CSCEC held the operation analysis meeting for the third quarter of 2025 in Wuhan. The meeting summarized the operation development in the first three quarters, analyzed the existing problems and shortcomings, and focused on the annual target to deploy the key measures for the fourth quarter. Cheng Dunzhu, secretary of the Party Committee and chairman of the board of directors of the company, attended the meeting and made a speech. Wang Shaohui, deputy secretary of the Party Committee and general manager, presided over the meeting and made a speech.
Cheng Dunzhu put forward four requirements for the work in the fourth quarter around the realization of the annual objectives and tasks:
1. Study and judge the situation, face the problems directly, and consolidate the fine management and control. We should closely focus on the two core measures of market open source and cost reduction. In terms of open source, we should focus on customer quality, performance ability and risk control; in terms of throttling, we should strictly control the cost of main materials and implement the control mechanism of "total budget" and "single cost".
2. Focus on the goal, go all out to win the annual closing battle. We should make every effort to implement the four core tasks of creating benefits, grasping the return of funds, expanding the market and controlling losses. We will strengthen the management of production and supporting facilities, focus on improving the settlement, quality, performance and service capabilities, and resolve operational risks; focus on the collection of key projects, standardize the management of the whole process; closely follow the pulse of the market, and improve the quality of contracts; resolutely manage loss-making plants and stations, optimize the adjustment and integration of resources through the special supervision of "one plant, one policy", and improve the profitability of plants and stations.
3. Reform and innovate, optimize the mechanism and stimulate organizational effectiveness. It is necessary to stimulate the intensive management of "dispatching center and supply chain" to achieve efficient management and control of 1 to N. We should focus on the capacity building of Zhongtai, speed up the construction of dispatching centers, and achieve penetration management through digital tools. Take the special rectification and promotion action of supply chain management as an opportunity to consolidate the bottom line of risk provention and control.
4. Strengthen execution and value orientation, and create a practical atmosphere. Leading cadres at all levels should go deep into the front line, adhere to the leadership above and below, and promote the effectiveness of key tasks. The performance of each department should be closely linked to the core indicators, and the determination and motivation of the team to overcome difficulties should be stimulated by "heroes of performance theory".
Wang Shaohui put forward requirements for the next stage of work from five aspects:
1. Firm confidence in development and make every effort to achieve the annual task. Anchor the responsibility certificate indicators issued by the joint-stock company, firmly establish the sense of goal, firm confidence in development, and push forward all kinds of work.
2. Focus on accounts receivable and contract signing to increase market share. In terms of collection, we should set up a clear orientation and take the reduction of accounts receivable as the basic condition for assessment and cashing. In terms of signing contracts, efforts should be made to build "small and beautiful" factories and stations around market share.
3. Strengthen cost reduction and efficiency enhancement, and implement low-cost management and control. Calculate the cost account, create low-cost operation management, focus on the main material cost and other quota management, clear the bottom line is insurmountable.
4. Deepen management reform and improve operational efficiency. We will further promote the reform of the "1 + N" organizational structure, promote the formulation of guidelines for the establishment of posts and the operation and management of factories and stations in accordance with the needs of posts, and continuously improve operational efficiency and service capabilities.
5. Strictly adhere to the bottom line risk and build development security. Build the bottom line of safety, quality and environment, enhance the safety awareness of the whole staff, firmly establish the concept of "quality is the lifeline", keep the bottom line of the environment, and provide guarantee for sustainable development.
At the meeting, Yang Haibo, the chief financial officer and chief compliance officer of the company, made an analysis report on the overall operation from January to September, Li Wuzhi, the deputy general manager, made an analysis report on the marketing situation from January to September, and Ming Laishui, the member of the Party Committee, the deputy general manager, the safety director and the environmental director, made an analysis report on the investment and transportation management from January to September. The person in charge of the Supply Chain Department shall make an analysis report on the supply chain situation from January to September; the Strategic Development Department shall publicize and implement the special work on process and digitalization. Nantong Factory, Changzhou Factory and Hubei Jianghan Factory exchanged experiences respectively.
The meeting was held in the form of "live + video". The leading group of the company headquarters, assistant general manager, heads of departments and heads of factories and stations attended the meeting in the main venue and video sub-venue respectively.
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