The Haichuan Joint Venture Company held its mid-term work conference for 2025

In order to earnestly implement the spirit of the 2025 mid-year work conference of Conch Venture, comprehensively review and summarize the company's work in the first half of the year, and discuss the management and operation goals and key tasks for the second half of the year, on the afternoon of July 25th, the 2025 mid-year work conference of the Haichuan Joint Venture Company was successfully held in the large conference room of Haichuan Energy Conservation. Li Zhaohui, the executive vice president, presided over the meeting Li Daming, the chairman of Haichuan Joint Venture Company, and the heads of the company's management department and secondary departments attended the meeting.

The Mid-year work conference of 2025

Li Zhaohui, the executive vice president, conveyed the spirit of the mid-term meeting of Conch Venture in 2025, with a focus on studying and discussing the summary speech, instructions and requirements of Chairman Guo and the mid-term work report of General Manager Ji.

At the meeting, the finance department reported on the completion of the business indicators of the joint venture company in the first half of the year, the task goals and safeguard measures for the second half of the year.

Wang Liming, the deputy general manager of Shanghai Haichuan, Liu Gang, the deputy general manager of Haichuan Engineering, and Ge Haigen, the assistant general manager of Haichuan Energy Conservation, respectively reported that the business operation of the joint venture company in the first half of the year and the collection plan for external projects had been completed. The implementation status of ongoing construction projects of the joint venture company in the first half of the year, the arrangement of key projects and the issues that need to be coordinated and implemented; The production completion status of the CKM Manufacturing Department in the first half of the year and the production plan for the second half.

Each company reported on the completion of its business indicators for the first half of the year

The attending leaders in charge, based on their respective areas of responsibility, put forward management suggestions for the specific implementation of the work in the second half of the year.

Fumunori Ando, the general manager of Haichuan Energy Conservation, put forward management suggestions regarding equipment manufacturing and new technology research and development: First, accelerate the internalization of boilers and product quality, do a good job in welder training and new equipment installation and operation training, and enhance the awareness of engineering management; Second, the CKB project needs to confirm the technical renovation effect of the crushing and sorting system as soon as possible and complete the handover of the second phase. In addition, there is a demand for black powder exports in Japan and overseas, and efforts should be intensified to conduct research. Third, we should promptly advance the project of hydrogen production through water electrolysis at Pingliang Conch for hydrogen-blended combustion in the decomposition furnace, as well as the RDF alternative fuel step furnace. Currently, companies such as Taiwan Cement and Gezhouba are also developing it, which will be the future development direction.

Masaaki Nishi, the general manager of Haichuan Engineering and Shanghai Haichuan, put forward management suggestions regarding business operations: First, the business department needs to leverage its advantages in the field of waste heat power generation and related technologies, intensify research on overseas waste-to-energy technologies and equipment, accurately identify and select the market, and on the premise of deeply developing the existing market in Southeast Asia, fully draw on the experience and achievements of past projects of Conch and Kawasaki, and spare no effort to explore new customer markets. Second, it is necessary to do a good job in cultivating talents capable of independently handling overseas projects, improve the talent training and reserve system, and during the early planning and execution stage of overseas projects, project managers and business departments need to establish a regular communication mechanism to jointly promote project risk prevention and control work. Thirdly, based on the current overseas project experience, the crucial role of local partners during the project construction process has been clearly defined. Subsequently, efforts should be made to study the selection criteria and maintenance mechanisms of local partners.

The leaders attending the meeting put forward management suggestions

Li Daming, the chairman of Haichuan Joint Venture Company, made a summary of the meeting

Li Daming, the chairman of Haichuan Joint Venture Company, made a summary of the meeting:

He pointed out that this meeting was a gathering for discussion, improvement and exchange. We should earnestly understand the spirit of the mid-year meeting of Haichuang and fully recognize the arduousness of completing the tasks for the second half of the year, especially the order tasks. Members of the company's leadership team should correctly guide all employees, continue to focus on "one expansion and three improvements", do a good job in all aspects of work, seek progress while maintaining stability, and continuously enhance the company's control ability, as well as the management and business capabilities of middle-level and key personnel. In the second half of the year, the focus should be on how to increase business orders. Thorough planning and implementation of work should be carried out, and solutions and measures should be sought. We should continue to promote research and development in areas such as robots, large and small-scale grate furnaces, RDF grate furnaces, hydrogen energy and CKB extraction, enhance independent innovation capabilities, strengthen the potential for new businesses, pay attention to the assessment and evaluation of middle-level personnel, and further improve labor productivity.

Regarding several specific tasks for the second half of the year, General Manager Li put forward requirements:

First, for the overseas projects currently undertaken by Haichuan Engineering, it is necessary to fully fulfill the contract and prevent breaches of contract due to schedule and other factors. For some new domestic businesses, issues related to design, complete set and performance assessment should also be handled in a timely manner. Haichuan Energy Conservation should make balanced production arrangements at a higher level, proactively investigate and learn from the good employment, production management and salary management methods of its peers. After the optimization and rectification of the CKB pilot line is completed, it faces the issues of how to persist in expanding production and the disposal of assets brought about by enjoying local fiscal support policies. Shanghai Haichuan needs to study and handle the remaining issues of value-added tax retention, and do a good job in the relevant connection work for the relocation of the office location.

Second, pay attention to receiving payments from external projects to ensure the return of funds. Continue to implement the mechanism for decomposing collection tasks and assessing responsibilities. For 5 to 6 external units with long overdue debts and large amounts, the company's leaders should personally supervise them. Regarding the issue of outstanding debts within Conch Environmental Protection and the company, we will continue to enhance communication and reporting, expedite the collection of payments, and alleviate the financial pressure.

Thirdly, each secondary department should manage from the perspective of the company's production and operation, adhere to the principle of "going out", draw on advanced experience, improve management level, and solve practical problems. Continue to encourage staff in government agencies and auxiliary management positions to be diverted to front-line positions such as production and business. Deputy middle-level personnel should take the initiative to undertake front-line position work, increase the number of hands-on personnel and reduce the number of verbal personnel. Some unnecessary assessment and salary distribution methods should be abolished.