China Energy Engineering Group Sets Eight Priorities at 2026 Mid-Year Work Meeting
China Energy Engineering Group held its 2026 mid-year work meeting on July 28, outlining eight key tasks for the second half of the year. The priorities include strengthening strategic planning, prioritizing profitability, driving innovation and digital transformation, expanding international operations, deepening reforms, enhancing lean management, mitigating major risks, and reinforcing high-quality Party building to support enterprise development.
On July 28, China Energy Engineering Group held its 2026 mid-year work meeting and mobilization meeting for further deepening state-owned enterprise reforms in Beijing. The meeting identified eight key tasks for the second half of the year.
First, adhere to planning leadership to continuously enhance strategic traction, proactively integrate into the national work agenda, and accelerate the formulation and implementation of the 15th Five-Year Plan. Second, prioritize efficiency to continuously consolidate the development foundation, make every effort to stabilize growth, focus on improving quality and efficiency, optimize asset revitalization, and strengthen differentiated assessment. Third, adhere to innovation-driven development and digital-intelligent transformation to continuously create distinctive new quality productive forces, enhance the effectiveness of the innovation system and digital-intelligent transformation, and advance breakthroughs in key core technologies and their conversion into practical productivity.
Fourth, adhere to international priority to continuously improve overseas development quality and efficiency, strengthen overseas operations optimization, project management efficiency, risk prevention quality, ESG practice improvement, and headquarters service support capability. Fifth, adhere to deepening reforms to continuously stimulate vitality and motivation, highlight strategic missions, focus on main responsibilities and core businesses, and deepen reforms around institutional and mechanism obstacles and prominent issues. Sixth, adhere to lean management to continuously consolidate the management foundation, launch a three-year lean management action, and improve the lean level of market operations and projects.
Seventh, adhere to red lines and bottom lines to continuously strengthen the resolution of major risks in key areas, comprehensively build a safety defense line, and fully enhance risk control capabilities. Eighth, adhere to high-quality Party building to continuously guide and ensure high-quality enterprise development, always consolidate the political foundation, strengthen the cadre and talent team, and systematically advance lean Party building.