CSSC Fenxi Heavy Industry Held an Economic Performance Analysis Meeting for the First Half of 2026.
2026-07-14
Wang Xiaoyan
Fenxi Heavy Industry WeChat Subscription Account
On July 10, Fenxi Heavy Industry of China Shipbuilding Group convened an economic performance review meeting for the first half of 2026. The meeting was attended by more than 120 participants, including company executives, independent directors, all mid-level managers from functional departments and the Equipment Company, members of the leadership teams of each subsidiary along with relevant mid-level managers, full-time directors and supervisors, company special‑purpose officers, and senior professionals. The meeting was chaired by Zhang Yongmao, the company’s deputy general manager.
The Operations and Development Department presented an overview of the company’s economic performance for the first half of the year, conducted an in-depth analysis of current trends, and put forward targeted recommendations and suggestions. The Finance Department, the Military‑Industrial Department, and the Marketing Company each delivered specialized reports focusing on key areas such as financial operations, project progress, and market expansion. Meanwhile, the Equipment Company, the Motor Shares Company, the Saisiyi Company, and the Jielii Gas Company individually reported on existing operational challenges, corresponding mitigation measures, and their plans for the second half of the year. Company leaders and full-time directors reviewed and commented on the first‑half results, commending achievements such as stable safe operations and lean‑management initiatives, while also highlighting shortcomings including weak profitability, insufficient market share, and inadequate R&D investment. They further outlined the priorities for the second half: rigorously addressing performance targets, cultivating talent, advancing digital and intelligent transformation, strengthening safety and flood‑control measures as well as plant‑site security, and tightly managing working capital and inventory; at the same time, they emphasized deepening both domestic and international market development, reinforcing collaboration between business and finance, and leveraging the implementation of the “15th Five-Year Plan” to drive comprehensive improvement and corrective actions.
Zhang Weihua, Secretary of the Party Committee and Chairman of the company, delivered a concluding address. He noted that in the first half of the year, the company’s key performance indicators all exceeded the halfway mark, with each subsidiary demonstrating distinctive strengths and a wealth of notable achievements. The preparatory research for this meeting was thorough and well‑organized, and the issues identified by each unit were accurately pinpointed, with concrete measures effectively implemented, thereby achieving the intended outcomes of aligning thinking, building consensus, and advancing work. He emphasized that, with the overall market environment improving and opportunities presenting themselves in a rare window, all units must earnestly enhance their innovation mindset and capacity for integrated planning and coordination, seizing these opportunities to press ahead and capitalize on the momentum.
Focusing on key priorities for the second half of the year, Zhang Weihua emphasized the need to remain problem‑oriented, thoroughly address root causes, and implement targeted measures; to enhance internal coordination and efficiency; and to forge a unified market‑driven momentum, ensuring that all initiatives are effectively implemented and deliver tangible results. He called for concentrating on building the “Four Centers,” adopting a high‑profile, high‑level approach to planning, aggressively attracting top talent, and synchronizing process innovation with product R&D, while proactively exploring new markets and emerging sectors. Furthermore, he urged deepening service‑driven empowerment by making services more precise and concrete, eliminating vague or generic approaches, and shifting from a “management” mindset to a “service” orientation—thereby genuinely strengthening the capabilities of each unit and underpinning business growth with high‑quality support. Finally, he stressed the importance of reinforcing a risk‑averse mindset: in quality management, moving from mere wording to concrete actions; in safety, giving top priority to critical areas such as field operations; and in confidentiality, elevating political awareness and firmly anchoring accountability at every level, so as to ensure that all requirements are fully and effectively put into practice.
Zhang Yongmao set forth requirements for implementing the spirit of the meeting, emphasizing the need to strengthen confidence in development, maintain strategic resolve, and advance the construction of the “Four Centers.” He called for a shift in development thinking and the full implementation of the development framework of “One Upholding, Two Enhancements, Three Focuses, and Four Upgrades,” with particular emphasis on elevating service quality, product standards, and management levels. He also stressed the importance of maintaining rigorous vigilance over quality, safety, and confidentiality, ensuring accountability at every level; abandoning the mentality of “waiting, relying, and demanding” and proactively engaging at the forefront of the market; strengthening internal coordination and breaking down departmental silos; and rigorously enforcing policies and measures to ensure tangible results across all areas of work.
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CSSC Fenxi Heavy Industry Co., Ltd. is subordinated to China Shipbuilding Corporation Limited, which is one of FORTUNE GLOBAL 500. Fenxi is a national professional manufacturer of intelligent manufacturing, a national designated research and production enterprise of ocean going ship motors, and a backbone manufacturing enterprise of new energy equipment.
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