百日攻坚 | 立足中亚开新域 百日攻坚竞作为

Since the launch of the special 100-Day Campaign, the Central Asia Office has closely followed MCC22's overseas market strategic deployment, focusing on in-depth development in two core markets: Kazakhstan and Kyrgyzstan. The Office has consolidated campaign responsibilities and seized market opportunities. All team members stay focused on targets and take proactive actions to capture project information and deepen multi-party communications. It fully advances market development in Central Asia and strives to deliver solid achievements in international business operations.

The Central Asian market now presents both opportunities and challenges. Kazakhstan's construction industry maintains rapid growth, with accelerated development of metallurgical, energy and equipment manufacturing industrial parks, bringing continuous market growth. Nevertheless, competition in the region has intensified sharply. Although the Office holds first-mover advantages in local operation and government resource reserves, overall market expansion still faces severe tests. Faced with complex conditions, all staff foster the awareness of frontline engagement and proactive breakthroughs. The Office has shifted from the traditional passive business model of waiting for leads to a brand-new campaign model of active market outreach and on-site opportunity hunting.

The Office coordinates and integrates high-quality internal resources, strengthens coordination with local institutions and Chinese-funded enterprises, and conducts regular multi-level, full-coverage business visits and communications to continuously expand its comprehensive market information network. Led by management, the team works on the frontline, proactively engaging partners, reputable local collaborators and upstream & downstream entities. Through in-person in-depth negotiations and targeted communications, the team has completed high-level visits to more than ten core clients.

Through frequent and regular communications, the Office timely shares the latest project updates, aligns implementation ideas of all parties, clarifies key business challenges, and continuously consolidates mutual trust between government and enterprises as well as among enterprises. It removes barriers in collaborative communications and lays a solid foundation for rapid follow-up and efficient delivery of various projects.

During project development, the Office carries out precise assessment and targeted actions. It has established a tiered project reserve system, applying list-based, ledger-style and closed-loop management for key projects. Full-process tracking measures are specified to closely monitor bidding, review, implementation and other critical milestones, with solid pre-work including document preparation, business liaison and risk assessment. For Class A core projects, a multi-level regular communication mechanism is set up to identify local subcontractors in advance and track project progress throughout the whole cycle. By backward scheduling work milestones and coordinating with internal design institutes and sister units, the Office pushes for project delivery. Meanwhile, reserved projects in mining, infrastructure and other sectors are updated monthly to enrich the project pipeline, building a solid defense line for full-lifecycle project management with a rigorous and pragmatic approach.

At the same time, the Office promotes long-term local development and deepens inter-organizational collaboration. It conducts in-depth research on local policies, regulations, market rules and industrial demands, accelerates the improvement of the "Five Databases and One Pricing" cost control system, screens and reserves high-quality subcontractors and suppliers in core sectors including metallurgy, mining and infrastructure, and comprehensively enhances local market adaptation, risk response and project development capabilities.

In line with the requirements of the 100-Day Campaign, the Central Asia Office upholds risk bottom-line thinking, dynamically tracks the full-cycle progress of ongoing projects, and promptly captures client demands, policy adjustments and project status changes to ensure timely information acquisition and advance risk prediction. It strengthens the collection and assessment of business leads, explores, screens and reserves high-quality potential project resources at multiple levels, and adopts multiple measures to hedge market uncertainties brought by external environments. The Office seeks opportunities amid risks, actively identifies business breakthroughs in the volatile market, deepens internal industrial chain coordination, and explores diversified cooperation models such as F+EPC+O for mining projects and EPC for metallurgical projects. It makes every effort to capture valid business opportunities and convert market risks into campaign advantages to the maximum extent.

The Central Asia Office will maintain persistent perseverance and an enterprising spirit. It will continue to cultivate the Central Asian market, expand diversified cooperation channels, push forward the delivery of key projects, tap new market growth drivers, resolve development challenges, and strive to achieve new breakthroughs in Central Asian market development.