聚势谋远启新程 蓄能未来谱华章
Gather Strength for the Future, Embark on a New Journey;
Build Momentum for Tomorrow and Compose a New Chapter of Excellence — The Company Successfully Held the 2025 Annual Year-End Summary Meeting
2026年2月9日，公司以“现场+线上”相结合的方式，成功召开2025年度年终总结会。主会场设在印尼雅加达总部，各项目部及成都代表处同步设立分会场，构建了主会场与多分会场高效联动的参会模式。会议由综合部总经理吴美丽女士主持，董事长周跃飞先生作总结讲话，全面回顾过去一年的奋斗历程，并系统部署新一年发展战略。
On February 9, 2026, the Company successfully convened its 2025 Annual Year-End Summary Meeting through a hybrid format combining on-site and online participation. The main venue was set at the Jakarta Headquarters in Indonesia, while each project department and the Chengdu Representative Office established simultaneous sub-venues, creating an efficient and well-coordinated meeting structure linking the main venue with multiple branch venues. The meeting was chaired by Ms. Wu Meili, General Manager of the Administration Department, and Mr. Zhou Yuefei, Chairman of the Board, delivered the concluding address, comprehensively reviewing the Company’s endeavors over the past year and systematically deploying the development strategy for the new year.
会议听取了各项目部负责人围绕项目进展、年度工程完成情况、结算收款、成本分析及2026年工作计划的全方位汇报。执行监事通报了年度监审工作成果与后续计划。大会还对2025年度涌现出的先进团队、项目管理者、工作者及突出贡献者进行了隆重表彰。
During the meeting, heads of various project departments presented comprehensive reports covering project progress, annual engineering completion status, settlement and collection performance, cost analysis, and work plans for 2026. The Executive Supervisor reported on the annual supervision and audit achievements as well as subsequent plans. The conference also held a grand commendation ceremony to honor outstanding teams, project managers, employees, and individuals with exceptional contributions that emerged in 2025.
董事长在讲话中重点指出，2025年公司发展成效扎实。各项目执行良好，多成为当地标杆，工期、质量与形象显著提升，生产效率持续改善。设计能力与团队执行力明显增强；产业得到延伸，市场格局进一步打开。财务管理形成特色体系，有力支持了经营决策。管理体系通过制度与信息化结合实现升级，新增多项数字化管理模块，提升远程与现场管理效能。
In his speech, the Chairman emphasized that the Company achieved solid development results in 2025. Project execution performed well overall, with many projects becoming local benchmarks. Significant improvements were seen in schedule control, quality standards, corporate image, and production efficiency. Design capabilities and team execution strength were notably enhanced, industrial chains were further extended, and market presence continued to expand. Financial management formed a distinctive and effective system that strongly supported business decision-making. Meanwhile, the management system was upgraded through the integration of institutional frameworks and digitalization, with the addition of multiple digital management modules that improved both remote and on-site management efficiency.
与此同时，融资创新实现多项突破：首个EPC+F项目落地、跨境离岸特险融资实施、纯信用低息贸易贷获批，落地全球首张“仅保分包商利益”信保保单。这些成果不仅为公司提供了有力资金保障和风险屏障，更显著提升了在海外清洁能源建设领域的综合竞争力。
At the same time, financing innovation achieved several breakthroughs: the first EPC+F project was successfully launched; cross-border offshore special-risk financing was implemented; unsecured low-interest trade loans were approved; and the world’s first credit insurance policy protecting only subcontractors’ interests was issued. These achievements not only provided strong financial support and risk protection for the Company, but also significantly enhanced its comprehensive competitiveness in the overseas clean energy construction sector.
展望2026年，董事长强调，公司将持续聚焦“项目”与“人才”双轮驱动，优化管理体系、强化队伍建设、推进财务与信息化系统升级，坚持“优秀服务承包商”的市场定位，继续坚持公司经营理念与管理原则。同时，倡导全员恪守“真实做人、用心做事、做正确的事、终身学习”的行为准则，营造鼓励创新、包容试错、以成果为导向的组织氛围，建立“能上能下”的人才机制，倡导能力跨界融合，鼓励员工突破专业边界，成为能够创造多维价值的核心骨干。
Looking ahead to 2026, the Chairman stressed that the Company will continue to focus on the dual drivers of “projects” and “talent,” optimize management systems, strengthen team development, and promote upgrades in financial and information systems, while maintaining its market positioning as an “Excellent Service Contractor.” The Company will also continue to uphold its business philosophy and management principles. At the same time, all employees are encouraged to adhere to the behavioral guidelines of “being honest, working diligently, doing the right things, and committing to lifelong learning,” fostering an organizational culture that encourages innovation, tolerates trial and error, and is results-oriented. A flexible talent mechanism that allows both promotion and adjustment will be established, advocating cross-disciplinary capability integration and encouraging employees to break professional boundaries to become core contributors capable of creating multidimensional value.
面向未来，公司将进一步把握全球清洁能源发展机遇，深耕清洁电力领域，致力于打造具有全产业链服务能力的国际清洁能源建设服务商，持续提升行业影响力与品牌价值。
Facing the future, the Company will further seize global opportunities in clean energy development, deepen its presence in the clean power sector, and strive to become an international clean energy construction service provider with full-industry-chain service capabilities, continuously enhancing its industry influence and brand value.
会议总结成绩、表彰先进、研判形势、明确发展路径，凝聚了广泛共识。全体人员将以此为新起点，坚定信心、锐意进取，共同谱写清洁能源事业新篇章。
The meeting summarized achievements, commended excellence, analyzed the current situation, and clarified the development path, building broad consensus among all participants. Taking this conference as a new starting point, all employees will move forward with confidence and determination to jointly compose a new chapter in the clean energy.
供稿：综合部
Contributed by: GA Department
编辑：综合部
Edited by: GA Department