CNASEC Holds Regular First-Quarter 2026 Business Operations Meeting
Release time:
2026-04-24
To build consensus on development, galvanize momentum for hard work, drive improvements in corporate operations, and ensure a strong start to the company’s 15th Five-Year Plan period, China Air Separation held its regular first-quarter 2026 business review meeting on April 23. The meeting reviewed the company’s performance in the first quarter, analyzed existing challenges, and outlined priorities for the next phase of work. Xu Xianghui, Secretary of the Party Committee and Chairman of the company, attended and addressed the meeting; Li Jijie, Deputy Secretary of the Party Committee and General Manager, chaired the session; and mid- and senior-level managers from across the company were in attendance.
The meeting provided an update on the company’s first-quarter financial results, operational metrics such as new contract awards across business segments, the execution status of major projects currently underway, and the progress in reviewing and approving new project proposals.
The meeting also conducted an internal refresher training on international talent development for 2026 under the China National Machinery Industry Corporation, further reinforcing the company’s commitment to intelligent, green, integrated, high-end, and internationally oriented development, and contributing to new industrialization and the industrialization initiatives under the Belt and Road Initiative.
The meeting emphasized that, in order to enhance the company’s operational performance, the following key tasks must be prioritized:
First, we must accurately define our value proposition and strengthen team building. Deeply examine the core competencies of each business segment and the foundations for establishing a strong market foothold; align with national strategies and clearly define value positioning; prioritize the development of the management team; and further strengthen market expansion, risk management and control, and resource assurance.
Second, we must advance digital and intelligent development and make sound plans for going global. Fully accelerate digital and intelligent transformation and the international expansion of industrialization; proactively adapt business scenarios; firmly seize the digital dividend window; vigorously advance the development and application of artificial intelligence; aggressively expand into overseas markets; and capitalize on emerging opportunities.
Third, we must strengthen unity and collaboration and enhance business synergy. Raise our strategic perspective, align with the company’s overall operational and development objectives, strengthen cross-business-unit collaboration, foster unity of purpose and coordinated execution, and dynamically refine and optimize our collaborative management mechanisms.
Fourth, we must ensure rigorous project implementation and strengthen internal control management. Firmly safeguard the core portfolio of projects under execution, and rigorously manage the entire project lifecycle—covering schedule, safety, quality, and cost control. Strengthen cost awareness and implement measures to reduce costs and enhance efficiency with strictness and attention to detail. Furthermore, reinforce and refine the company’s management systems and mechanisms to provide robust support for business operations and development.
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