Working in Unison and Sharing a Common Vision for Development | China Air Separation Holds 2024 Shareholders’ Meeting and Board of Directors Meeting
Release time:
2024-09-20
On September 20, the first shareholders’ meeting of China Air Separation for 2024, the 13th meeting of the 5th Board of Directors, and the 5th meeting of the 5th Supervisory Board were successfully held in Hangzhou. The meetings were chaired by Lou Jiangning, Party Secretary and Chairman of the company. All shareholders, directors, and supervisors of the company attended the meetings, while members of the company’s leadership team and heads of relevant departments were present as observers.
Lou Jiangning delivered the board of directors’ work report, and the supervisory board provided its assessment of the directors’ and senior executives’ performance. The meeting reviewed and approved major proposals concerning the company’s business development and heard reports on significant operational matters. The company’s shareholders and directors expressed their recognition of the achievements made in all aspects of China Air Separation’s operations. Meanwhile, the supervisory board offered its comments and suggestions on the company’s development and the building of the board of directors.
The meeting pointed out that, faced with a severe, complex, and ever-changing economic situation both domestically and internationally, under the correct leadership of the higher-level Party committee and the company’s Party committee, with the full trust and strong support of all shareholders, and guided by the sound decisions of the company’s board of directors, the management team led all employees and staff members to take the initiative, confront challenges head-on, seize opportunities, and buck the trend. As a result, all key business indicators achieved growth against the odds, yielding impressive operational results.
Lou Jiangning pointed out that 2024 marks the final year of the company’s 14th Five-Year Plan. The convening of this meeting has further unified our thinking and clarified our development direction and goals. The company will continue to strengthen Party building leadership, earnestly implement all major strategic decisions and deployments, and strive vigorously toward achieving our annual targets.
Regarding the company’s next stage of development, Lou Jiangning put forward four requirements:
First, we must always remain firmly confident and tackle difficulties head-on to pursue development. We should adhere to the working principle of “remaining steadfastly confident, overcoming tough challenges, and using progress to promote stability,” stay firmly committed to our annual business targets, intensify project monitoring and market expansion efforts, and ensure that all business objectives are achieved on schedule.
Second, we must uphold the spirit of emancipating our minds and seize opportunities to make strategic plans. We should closely follow national trends and industry developments, focusing on new markets, new sectors, new business models, and new formats. By strengthening external research and internal discussions, we can seize emerging opportunities in new growth areas and continuously build distinctive competitive advantages.
Third, we must continue to deepen reform and tackle problems head-on to forge a new chapter. We need to keep advancing the company’s reform and development, focusing our efforts on the core issues that are holding back the company’s growth. We should optimize our institutional mechanisms, invigorate incentive systems, and strive to achieve breakthroughs and leapfrogging at an early date.
Fourth, we must strengthen Party building leadership and unify thinking to promote development. We must always uphold Party building leadership, fully leveraging the Party committee’s role in “setting the direction, managing the overall situation, and ensuring implementation,” as well as the Discipline Inspection Commission’s role in “supervising and guaranteeing execution and promoting improvement and development.” We should further enhance the role of the “two banners” to guide and ensure the company achieves high-quality development.
Contributed by: He Shengcai
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