Embrace Changes with Cohesive Strength, Drive Development Through Solid Work | CNASEC Holds 2026 Mid-year Business Operation Conference

On July 23, CNASEC convened its 2026 Mid-Year Business Conference, fully implementing Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era and earnestly carrying out the directives of higher-level authorities. The meeting reviewed and analyzed key operational priorities for the first half of the year, assessed the current business environment, and strategically outlined priority tasks for the second half, striving to advance the company’s path toward high-quality, sustainable development during the 15th Five-Year Plan period.

Xu Xianghui, Secretary of the Company’s Party Committee and Chairman, attended the meeting and delivered a concluding address. Li Jijie, Deputy Secretary of the Party Committee and General Manager, chaired the meeting. Members of the company’s leadership team, mid-level and senior managers, members of the Party branch, trade union committee, Youth League general branch, and selected employee representatives also took part in the meeting.

Summarize and deploy, and clarify the roadmap for tackling key challenges.

At the meeting, Li Yanpeng, Deputy General Manager of the Gas Engineering Company, and Cai Rongfei, General Manager of the Chemical Engineering Company, as representatives of their respective business segments, presented reports on the first-half performance and key achievements of the gas and chemical engineering sectors.

Li Jijie delivered a speech titled “Pooling Strength to Break the Impasse, Collaborating to Tackle Tough Challenges, and Striving to Write a New Chapter in the 15th Five-Year Plan” the first-half operating work report. He pointed out that, in the first half of the year, the company remained focused on “Battle authority, battlefield, combat power, and fighting spirit” Adhering to a four‑dimensional approach, we will firmly steer the company’s strategic direction and tackle the bottlenecks and challenges hindering progress. In the face of an increasingly complex and intense competitive landscape, all employees and managers are uniting their efforts, pressing forward under pressure, expanding market opportunities externally while strengthening internal operations and management, thereby making steady strides toward our goal of becoming a world‑class, technology‑driven engineering firm. Drawing on the company’s current operating conditions, he emphasized that during the second half of the year, priority should be given to five key areas of work:

First, we will concentrate our efforts on breaking into key markets and strive to achieve our annual business objectives. We must optimize our business incentive mechanisms, aggressively secure orders, enhance project conversion rates, and translate our operational efforts into tangible results.

Second, we will anchor ourselves to our sector’s positioning and identify our core strategic battleground. It is essential to align closely with the nation’s major development strategies, core market demands, and trends in industrial transformation, thereby precisely defining the development positioning and clearly mapping out the development roadmap.

Third, deepen integration and empowerment to forge a new development paradigm of collaborative progress. It is necessary to achieve comprehensive integration and alignment with Sumida and Lanke High-Tech, enhance the level of refined management, and build a robust, capability‑empowering functional management system.

Fourth, we will rigorously ensure high-quality contract performance and enhance the company’s brand image. We must uphold the principle of “building one project, erecting a lasting monument,” implement comprehensive, end-to-end project management throughout the entire lifecycle, deliver high‑quality projects, and ensure that all business outcomes are fully realized.

Fifth, we will firmly uphold the safety bottom line and strengthen the safeguards for compliant development. We must strengthen and rigorously implement workplace safety, conduct routine inspections and address risks and hazards, and resolutely prevent safety-related accidents, thereby ensuring stable operations and driving development.

Group Discussions Foster Shared Ideological Consensus

In the afternoon, all cadres and key personnel from each business segment engaged in group discussions on market development, performance appraisal, and other topics, with representatives from each group presenting their findings on the spot.

Li Jijie stated that all cadres and employees have maintained unified goals and aligned actions in driving the company’s business development, and that each team has formulated pragmatic and feasible strategies and measures. He emphasized the need to swiftly translate sound ideas into concrete actions and initiatives, thereby effectively turning the outcomes of the business deliberations into tangible results that propel the company’s high-quality, sustainable growth.

Strategic Leadership Paves the Way for a New Chapter of Development

Finally, Xu Xianghui delivered a speech titled “Uniting Hearts and Minds to Tackle Challenges, Deepening Strategic Initiatives to Usher in a New Chapter—Driving the Company’s High-Quality, Coordinated Development Through Concrete Actions and Tangible Results” In his concluding remarks, taking into account the company’s current and future development landscape and objectives, he put forward three key requirements:

First, we must assess the situation and clarify our direction, maintaining a clear understanding of the era in which the company operates and its current positioning. Identify the overarching trends in industry development and build differentiated core competencies; formulate targeted business strategies to foster balanced growth across all business segments; leverage restructuring opportunities to turn them into strategic advantages, firmly anchoring the company on the right path toward high-quality, sustainable development.

Second, we must formulate strategies and seize opportunities to lay out our plans, anchoring ourselves to a medium- to long-term development blueprint and accelerating the implementation of our high-quality development initiatives. Focusing on the nation’s strategic priorities, we are deepening our expertise in the core air‑separation segment of the new‑type industrialization landscape; systematically formulating our 15th Five‑Year Strategic Plan to balance strengths and address weaknesses for synergistic development; and vigorously expanding into overseas markets to forge a second growth trajectory for the company.

Third, we must strengthen management and drive development, address the core challenges that constrain growth, and ensure the successful implementation of our strategy through a comprehensive upgrade of our management systems. We have tackled the upgrade of our qualification‑management platform, breaking through key bottlenecks to drive growth; advanced refined management and digital‑information initiatives in depth, achieving comprehensive cost reductions and efficiency gains while rigorously controlling risks; and strengthened our cadre and talent pool, laying a solid foundation of human resources for the company’s long-term development.

As we reach the halfway point, we must redouble our efforts; when the ship is midstream, we must row with renewed vigor and strive to take the lead. The clarion call for tackling the second-half challenges has sounded. All cadres and employees will take this conference as a fresh starting point, firmly uphold our strategic confidence, work together in earnest to overcome difficulties, and ensure the full and faithful achievement of all annual business objectives, thereby writing a new chapter of high‑quality, sustainable development for China Air Separation!