Solve development bottlenecks with regionalization reform and lay a solid foundation for high-quality development of enterprises
CJI was the first to develop“Go out”As one of the provincial-level state-owned foreign trade and economic enterprises operating in business, since last year, facing the severe challenge of the overseas COVID-19 epidemic, the international engineering sector, as the group's main business, has experienced unprecedented impacts. It not only has to face the complex environment of the country where it is located and the difficulty of management and control. It also faces development bottlenecks such as dispersed operating areas and weakened market competitiveness. General Secretary Xi Jinping emphasized that“To push forward the reform of state-owned enterprises, we should go after problems, focus on enhancing enterprise vitality and improving efficiency, and improve the core competitiveness of state-owned enterprises.”。In the face of many difficulties overseas, the Party Committee of CJI focuses on the overall goal of the three-year action of state-owned enterprises, takes problems as the orientation, integrates overseas resources through regional reform, strengthens market development efforts, establishes regional control mode, improves management efficiency and enhances overall overseas competitiveness.
I. Optimize overseas organizational structure and promote overseas regional construction
After several rounds of investigation and repeated demonstration, in April this year, the group company identified 23 overseas companies to be included in the regionalization reform plan, and clarified the operation schedule of the new organization and mechanism. Driven by the group company, the establishment of the new regional company is progressing smoothly. Twelve national companies including Zimbabwe, Saudi Arabia and Tajikistan have been merged into the newly established Overseas Engineering Company No. 1, and five national companies including Zambia, Botswana and Mozambique have been merged into the newly established Overseas Engineering Company No. 2, and six national companies including Congo (Brazzaville), Angola and Ethiopia have been merged into the newly established Overseas Engineering Company No. 3, and various operating mechanisms are constantly improving. By selecting and allocating excellent leadership teams, we will strengthen the construction of overseas party organizations, increase the training of overseas core talents and key teams, standardize the internal control procedures of national companies in the region, and gradually establish an overseas regionalized operation management system.
2. Increase market development efforts and stimulate enterprise competitive vitality
The Party Committee of the Group keeps a close eye on the market and focuses on business development. It has formulated and promulgated the "Management Measures for Encouraging Market Development in New Countries Overseas", vigorously promoted the concept of leaning towards overseas main businesses, and used institutional innovation to stimulate the enthusiasm of overseas frontline market development. Overseas Engineering One Company actively promotes the development of Zimbabwe and Bolivia“Liangyou”The project continues to follow up on civil aviation airport projects such as Nepal and Kuwait, while accelerating the development of industrial infrastructure projects such as petrochemicals in Uganda and Iraq. The three overseas engineering companies actively maintain cooperation with CITIC Insurance, Export-Import Bank of China and other commercial banks, promote F+EPC projects in 6 middle schools in Cote d'Ivoire and five-star luxury apartment hotel projects in Nigeria, and continuously explore new international engineering models.
By continuously increasing reform efforts, we will improve the level of regional operations and market development, stimulate the competitive vitality of enterprises, and lay the foundation for the high-quality development of the group's core main businesses.
(Delivery of Zambia's Ndola Airport implemented by Overseas Engineering Company 2 is imminent)
3. Centrally allocate human resources and materials to strengthen overseas risk prevention and control
The Party Committee of the Group has continuously strengthened risk management and control in overseas operations, formulated and promulgated the "Risk Management Measures for International Engineering Projects" and "Post-Bid Budget Management Measures for International Engineering Projects", and established a multi-dimensional risk management system integrating overseas business departments, overseas agencies, and project managers. to further improve risk prevention and control capabilities and improve operation and management levels. The three regional companies have strengthened the investigation of incorporated companies from various countries, accelerated the handling of remaining issues, and revitalized high-quality overseas assets.
Overseas regional companies integrate overseas people, finances and materials to achieve relative concentration and optimal allocation of resources. The three regional companies have strengthened daily supervision, focusing on strengthening overseas epidemic prevention and control, stabilizing overseas teams, and ensuring the continued health and stability of overseas operations and the safety and control of funds and assets. Overseas Engineering Company 2 will unify the management of project engineering personnel from Gabon's vocational education project and Zambia's Ndola Airport and Conference Center to ensure the optimal allocation of personnel from different countries and different projects; it will incorporate domestic funds and receipts and payments from Botswana, Mozambique and other countries into the financial supervision of regional companies to achieve unified deployment. The third overseas engineering company has intensified contract review of newly signed projects by national companies and rejected projects that may have significant operational risks; strengthened control over the material procurement process, sorted out the list of qualified suppliers, strictly enforced contract review, and multi-department risks. Checks and balances to improve compliance control of domestic, local and third-country material procurement.
(United Bank of Ethiopia project implemented by Overseas Engineering Company No. 3)
Through overseas regional reforms, the Group has released its operating vitality and development potential and strengthened the Group's comprehensive supervision.“penetrating power”, has improved the overall competitiveness of overseas markets. In May 2021, the latest ranking of foreign contracting announced by China Chamber of Commerce for Foreign Contracting Engineering showed that CJI continues to remain among the top 100 in the country, and ranks among the top 20 in the country in the field of housing construction engineering. In the next step, the group will implement a term system and contract management for regional company management members to further stimulate the vitality of enterprises and continuously promote the reform of state-owned enterprises to achieve practical results.
