Source/Hudong-Zhonghua

On January 10, Hudong Zhonghua held its 2026 Work Conference and Business Strategy Launch Event, during which it reviewed and summarized the work carried out in 2025, conducted an in-depth analysis of the current situation and tasks ahead, and clearly defined the overall business strategy and objectives for 2026. Chen Jianliang, Secretary of the Party Committee and Chairman of Hudong Zhonghua, presided over the meeting and delivered a speech. Ong Hongbing, Deputy Secretary of the Party Committee and General Manager, presented the company’s business strategy for 2026. Qin Rong, Zheng Hao, Song Wei, Zhang Xiufeng, Zhang Yuling, Jiang Kai, and Xiao Zhijian, leaders of Hudong Zhonghua, each presented specific action plans tailored to their respective business lines. More than 400 participants attended the meeting, including Hudong Zhonghua’s general managers’ assistants and senior executives, as well as cadres at or above the section chief level from all departments and invested enterprises.

Chen Jianliang, representing the company’s leadership team, extended sincere greetings and heartfelt gratitude to all the company’s cadres and employees for their hard work over the past year. He emphasized that under the strong leadership of the Party Group of the Group, all the company’s cadres and employees have pressed ahead with vigor and taken on responsibilities with determination, successfully completing arduous and heavy tasks and achieving remarkable accomplishments that were hard-won.

“Chen Jianliang pointed out that 2026 marks the beginning of the 15th Five-Year Plan period, and it is also a pivotal year for the company to continue deepening its engagement in the deep-blue market, consolidating its advantage in capacity expansion, and maintaining its leading position. The initial phase sets the tone for the entire plan, and the starting point determines the trajectory ahead. Doing a good job in 2026 and achieving a ‘strong start’ are of paramount strategic significance for realizing the doubling target set forth in the 15th Five-Year Plan. The overall guiding principle for 2026 is: taking the ‘Doubling Plan’ as our guiding compass, pursuing high-quality development as our theme, driving progress through reform and innovation as our fundamental engine, focusing on problem-oriented approaches, strengthening benchmarking and alignment, concentrating on key breakthroughs, and rigorously ensuring implementation and execution—thereby guaranteeing steady growth in key economic indicators and laying a solid foundation for achieving the goals of the 15th Five-Year Plan.”

First, we will uphold Party building leadership to optimize resource allocation.We will adhere to the Party’s overall leadership, integrate Party-building guidance with the improvement of modern corporate governance, continuously optimize the organizational structure, strengthen lean management, deepen market-oriented operations, and proactively plan for and promote necessary capacity expansion and project upgrades, thereby optimizing resources to support high-quality development and doubling production capacity.

Second, we will uphold scientific and technological innovation to accelerate digital transformation.We will unswervingly pursue the path of self-reliance and strength in science and technology, focusing on key areas such as the R&D of high-end ship types, green and intelligent technologies, and core supporting equipment. We will strengthen our deployment in cutting-edge technologies, speed up digital transformation, and build the company into a source of original technologies, establishing a lasting and powerful competitive advantage.

Third, optimize industrial layout to build an industrial highland. Fully leverage the large-scale and modernized production advantages of the Changxing Island smart factory, vigorously promote the upgrading of product structures toward the high-end, actively expand brand influence and broaden our global customer base, consolidate and enhance our leading position in the industrial chain, and wholeheartedly create a new highland for intelligent shipbuilding with global competitiveness.

Fourth, deepen cost control to drive efficiency improvements. Treat cost control as an extremely important task, establish a cost-control system covering the entire lifecycle and all key elements, and vigorously promote target-cost management. Focus particularly on tapping into untapped potential in areas such as procurement costs, labor-hour consumption, material utilization, and energy consumption management. Firmly curb the upward trend in costs, leverage lean management to enhance efficiency and effectiveness, and ensure that profitability grows in tandem with scale expansion.

Fifth, we must hone a solid work style and shoulder the heavy responsibility of development.The cadre team must take the lead in carrying out self-revolution, demonstrating a pioneering spirit that benchmarks against the best and pursues excellence, a fighting spirit that dares to take on responsibilities and overcome difficulties, an in-depth, pragmatic work style that goes straight to the front lines, a holistic perspective that emphasizes unity, collaboration, and efficient execution, and professional ethics characterized by integrity, honesty, compliance with laws and regulations. By setting a good example for employees, the cadre team will guide them to contribute to the company’s “15th Five-Year Plan” development.

Weng Hongbing expressed high appreciation for the company’s achievements over the past year. He emphasized that while recognizing these accomplishments, it is crucial to remain sober-minded and clearly aware of the current shortcomings and challenges facing the company’s development. First, there is still a gap compared to the world-class shipbuilding benchmarks in terms of production efficiency, cost control, refined management, and profitability. Second, the company’s ability to independently control key core technologies, as well as the resilience and security level of its industrial and supply chains, need further enhancement. Third, in light of the ambitious goal of quintupling output during the 15th Five-Year Plan period, the company faces tremendous challenges in terms of capacity potential, organizational effectiveness, and resource保障 systems. Fourth, the mindset, capabilities, and working styles of some cadres still do not fully meet the requirements of the new stage and new tasks. We must attach great importance to these issues and address them with firm determination and strong measures.

Weng Hongbing emphasized that we must anchor ourselves to the blueprint targets of the 15th Five-Year Plan, focusing on the four key management themes for 2026—'Party building as the guiding force, innovation-driven development, lean-based strengthening, and safe development'—and wholeheartedly carry out the 'ten key tasks' for the year, ensuring a solid start to the 15th Five-Year Plan, promoting the company’s high-quality development, and laying a robust foundation for building a world-leading, intelligent, and pioneering shipyard.

(1)Deepen system construction and firmly uphold the safety bottom line

(2) Pursue outstanding quality and forge a first-class brand

(3) Tackle core technologies and lead industrial upgrading

(4) Deeply cultivate the global market and expand our leading edge

(5) Precise Input of Key Factors to Accelerate Production Doubling

(6) Deepen Lean Management to Drive Quality Improvement and Efficiency Enhancement

(7) Unleash Talent Effectiveness to Empower Strategic Growth

(8) Focus on Scenario Breakthroughs to Speed Up Digital and Intelligent Transformation

(9) Implement Precise Cost Reduction to Enhance Value Creation

(10) Strengthen Party Building Leadership to Support Efficient Development

Leading Officials Release Specific Work Measures

The blueprint has been drawn, and the bugle has been sounded. The meeting called on all cadres and employees to unite even more closely, adopting a fighting spirit characterized by treating the start as a decisive battle and the initial stage as a sprint. We must remain firmly oriented toward both problem-solving and goal-setting, and with an impeccable work ethic and solid execution, spare no effort in fully achieving the 2026 targets and tasks. Let us strive wholeheartedly to realize the company’s grand goal of doubling its development during the 15th Five-Year Plan period.