On July 17, CCIC Shaanxi Company (Northwest Regional Headquarters) convened the 2026 first-half work conference for the CCIC Northwest Region. The meeting comprehensively reviewed operational performance and development outcomes in the first six months, analyzed the industry landscape, sorted out existing shortcomings, and clarified key tasks to be advanced in the second half of the year.
Li Tiefu, Party Secretary, Chairman and General Manager of CCIC Shaanxi Company (Northwest Regional Headquarters), delivered the work report for the first half of 2026. Luo Hong, Secretary of the Commission for Discipline Inspection, relayed the spirits of the Group’s 2026 first-half work conference. Deputy General Manager Li Yaqun presided over the meeting, while Chief Financial Officer Li Qiang presented a special analysis on business and financial data for the first half year. External Directors Su Liming and Xu Jun attended the meeting online.
The conference noted that guided by Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era, the Northwest Region adhered to the Group’s general work tone of “making progress while maintaining stability and boosting development through reform”. Focusing on the 15th Five-Year Development Plan, the region achieved phased results in all undertakings and recorded year-on-year growth in both revenue and profit.
The meeting emphasized that in the second half of 2026, the Northwest Region will follow the Group’s overall arrangements of the “Four Strengthenings” and “Five Unwavering Principles”, fully accomplish annual targets and make up for development weaknesses through five key priorities:
- Unswervingly take Party building as the guide. Further deepen the study and education on correct performance views, implement the “dual responsibilities” of the leading team, push forward the “One Branch, One Brand” campaign, rigidly link Party building assessment, business performance evaluation and cadre appointment, and translate the Party’s political advantages into market competitiveness.
- Unswervingly deliver set targets. Make every effort to complete annual business indicators, implement full-process cost control and rigid budget constraints. Management team members will take the lead in developing key central SOE clients, provide customized “one enterprise, one policy” tailored services, coordinate integrated regional resources, and steadily improve operational quality and efficiency.
- Unswervingly deepen reform. Fully implement the Group’s matrix management requirements, straighten out the operation mechanism of regional overall coordination and professional product line management, and establish an assessment system featuring resource sharing and shared responsibilities and benefits.
- Unswervingly advance innovation and international layout. Increase investment in scientific and technological research, optimize industry-university-research collaborative platforms, and cultivate new growth points through digital and intelligent transformation. Continue to expand Belt and Road Initiative business in Central Asia, improve local service capabilities, and expand the layout of cross-border inspection and testing businesses.
- Unswervingly enforce risk prevention and control. Fully roll out the Group’s penetrating management and control system, improve the full-range compliance risk prevention and control mechanism, strengthen whole-process supervision over projects, finance and overseas businesses, shift the governance model from post-event rectification to pre-risk prevention, and firmly hold the bottom line of safe development.
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