From October 18 to 19, China Haisum convened a production and operation analysis meeting and a theory-discussing meeting for the third quarter of 2023 in Shanghai. The purpose of the meeting was to review the company's production and operation performance for the first three quarters, discuss key work progress, and outline the future tasks. A roundtable discussion was conducted on how to achieve high-quality development in the upcoming year. The meeting was attended by members of the company's leading group, department heads from the Headquarters, principal leaders from various business units, and the head of the Finance Department. The meeting was chaired by Vice President Chen Zhiming.

During the meeting, principal leaders from nine operating units provided a comprehensive summary of their efforts in advancing production and operations, as well as their performance in meeting annual targets. They also analyzed existing problems, proposed improvement measures, and provided updates on key initiatives such as digitalization of operations, project manager responsibility systems, and full-process full-cost dynamic management. The discussion also touched upon strategies for promoting the E+C model and outlined plans for the upcoming year, in line with the "14th Five-Year Plan".

The Strategic Operation Center presented updates on the completion status of various production and operational indicators for the first three quarters, as well as the progress of key projects. The Financial Fund Management Center presented a comprehensive analysis of the company's financial and fund operations. The Brand and Marketing Center, Technology Research and Development Center, EIM Digital Innovation Center, Safety Production Supervision Department, and Intelligent Manufacturing Business Unit also delivered reports on relevant work.

Chen Rongrong, Deputy Secretary of China Haisum's Party Committee and President, concluded the meeting by summarizing the achievements made during the first three quarters and emphasizing the future direction of the company's work in the next step. Key points included strengthening resource integration to drive broader application of the E+C model, exploring new tracks for sustainable growth, implementing project manager responsibility systems and full-process full-cost dynamic management to continuously enhance project operations and management capability. It is necessary to establish a four-dimensional digital capability development model encompassing culture, architecture, process, and personnel, accelerate digital transformation to keep pace with industry changes and establish an agile transformation team, and reinforce branding to construct a comprehensive industry chain ecosystem that encourages cross-disciplinary and full-coverage collaboration among different establishments.

The meeting concluded with a closing speech by Zhao Guoang, Vice General Manager of Sinolight Corporation and Secretary of China Haisum's Party Committee and Chairman. He emphasized that all departments and units of the Headquarters should thoroughly study and implement the spirit of the production meeting and ensure all tasks are meticulously fulfilled. It is crucial to have a clear understanding of the problems and deficiencies in production and operations during the first three quarters, and to improve management in order to achieve the annual operation goals. Regarding the work arrangement for the next year, Zhao Guoang put forward several requirements:

Firstly, to focus on key directions. This includes intensifying market exploitation, strengthening the foundation in traditional industries, tapping into emerging industries, and developing a second growth curve; continuously improving operational capacity, effectively utilizing the "X-matrix" tool, implementing Lean management, prioritizing quality and safety, and attaching importance to scientific research to unleash research potential in line with national needs; and deepening reforms, with a particular emphasis on "structural and institutional changes".

Secondly, to have clear objectives for development. The first goal is the scale of the main businesses, which should be upgraded through introducing high technologies and high-caliber talents. The second goal is the core functions, where China Haisum should play the role as a "national team" and become a powerhouse behind "Made in China". The third goal is the capital market, where market value management and capital operation should be strengthened, and investment and acquisition opportunities should be searched.

Thirdly, to deepen reforms in all aspects. Clear positioning for technological innovation and reform should be clarified. Firstly, it is crucial to carry out reform of project management mechanisms and operational management mechanisms, by means of implementing the project manager responsibility system and full-process full-cost dynamic management. Secondly, efforts should be made to establish team development mechanisms, with a focus on building capabilities in technology research and development, project management, and the cultivation of learning-oriented teams. Thirdly, attention should be given to talent incentive mechanisms, utilizing various means to attract, develop, and exchange talents, fully stimulating the vitality and potential of work, and enabling careers to inspire talents and talents to succeed in their careers.

Fourthly, to enhance renewal capabilities. This involves consolidating traditional industries and laying the foundation for development, expanding into emerging industries with forward-looking layouts, strengthening marketing by establishing a strong sales-technology-business marketing team, and substantively investing in scientific and technological innovation to develop sustainable technological capabilities.

On the morning of October 19, participants engaged in a roundtable discussion on how to achieve high-quality development in the following year.