发展战略

Corporate vision: To establish ourselves as a globally leading technology-oriented engineering construction company. By 2035, we aim to be at the forefront of the industry in terms of our organizational, management and operational capabilities in engineering construction. We will also excel in digital application capabilities, innovation and development capabilities, global resource allocation capabilities, and comprehensive service capabilities across the entire industrial chain.

Enterprise positioning: As a distinguished provider of specialized engineering services for the energy and chemical industry's complete value chain. Building upon our expertise in this field, we will maintain our competitive edge through investments in technology, adoption of new technologies, and digital transformation. Additionally, by actively seeking synergies and innovating our business model, we strive to develop a comprehensive service capability that ensures competitiveness throughout the entire value chain.

Enterprise development strategy:

Differentiated development, collaborative development, innovative development, global development Differentiated development: Emphasize the distinctive features and establish a collaborative model encompassing "construction + design + project management + manufacturing". Continuously enhance differentiated advantages in areas such as energy-saving and low-carbon design, project management, low-temperature storage, vocational skills education and training, and digital enhancement projects.

Collaborative development: Strengthen internal synergies between design and construction, project management, and the three business development engines. Externally foster win-win cooperation among all business entities to create a situation of collaborative empowerment and mutual enhancement for both internal and external enterprises. Innovation-driven growth: Uphold the reinforcement of management innovation, technological innovation, mechanism innovation, party building innovation to keep pace with the ever-changing times while maintaining advanced nature and effectiveness in both management practices and technology. Focus on digital transformation to promote enterprise production organization mode upgrading as well as operational mode transformation.

Global expansion: Enhance international management capacity building by continuously improving global resource allocation capabilities along with risk prevention measures in international management. Strive towards achieving business internationalization and enterprise globalization.

Strategy implementation path: Based on building "three business development engines"

Advantages construction business: In the field of construction business, the company aims to achieve the goal of "standing at the top" in the industry, and strengthens its core capabilities in engineering construction organization, management and operation through continuous consolidation, management innovation, technological innovation, and digital transformation

Value enhancement business: Explore new models, develop project management, design and engineering general contracting, vocational and technical research and training, digital enhancement engineering, cultivate the synergy of the whole business chain, expand the business in new areas of the enterprise, and form differentiation advantages

International business: In accordance with the globalization development strategy, the formation of two domestic and foreign markets, two sites of coordinated development layout, with the localization of resources, internationalization as the focus, strengthen the international business capacity building, and strive to strengthen and expand the international business

Key measure: Foster a robust and exemplary corporate culture while emphasizing cultural guidance. Adhere to the pursuit of our core value, "building fine trees and monuments," and embody the customer-centric, collaborative, innovative, and responsible corporate culture. Refine stage goals to ensure stability and solidity.

From 2021 to 2025, strengthen core capabilities in engineering construction organization, management, and operation to achieve comprehensive improvement in enterprise management.

From 2026 to 2030, expand and fortify the entire energy and chemical industry value chain while enhancing comprehensive service capabilities at an international level; comprehensively upgrade enterprise management practices.

From 2031 to 2035, strive towards becoming a world-leading technology-driven engineering construction company by achieving initial excellence in enterprise management.

Adhere to a strong foundation and embrace appropriate innovation. Emphasize problem-solving and continuously strengthen the three pillars, while honing internal capabilities. Keep up with the changing times, adapt to change, and consistently explore ways to enhance enterprise efficiency and effectiveness through courageous reforms. Establish an effective mechanism for technological leadership implementation. Strengthen the concept of sustainable development, establish a coordinated "industry-university-research-application" mechanism, increase investment in technology, rely on technological progress to deepen traditional business roots and explore emerging business opportunities. Leverage talent to fortify enterprises and gather wisdom from all sides. Prioritize people-oriented approaches to create an efficient ecosystem for selection, education, employment, and talent aggregation. Explore suitable laws governing engineering construction enterprises as well as effective market-oriented employment incentives and constraints mechanisms. Anchor work around party building responsibilities by promoting the "12105" party building framework that focuses on one goal, fulfills two requirements, completes ten tasks while implementing five guarantees; thereby enhancing the leading role of party building.