Metallurgical of China : Chen Jianguang Investigates and Directs Work at MCC22

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　　On the morning of February 15, Chen Jianguang, Deputy General Manager and Member of the Party Leadership Group of China Minmetals, Chairman of MCC and China MCC, and Secretary of the CPC Committee of MCC, investigated and directed work at MCC22. He convened an on-site investigation symposium, listened to the work reports, and put forward requirements for MCC22's work in the next stage. In the afternoon, Chen Jianguang organized a symposium for young officials. He discussed the reform and development of MCC22 with young employees and put forward ardent anticipation for them.

　　At the on-site investigation symposium, Chen Jianguang recognized MCC22's progress in recent years. He said that while addressing the existing problems, MCC22 had further improved its operation quality, rationalized the qualification layout, and optimized the age and specialty structure, showing strong momentum and confidence in development. Chen Jianguang stressed that "those who fear danger will be safe, and those who fear death will survive". In this sense, MCC22 should be prepared for danger in times of safety, always be alert to potential risks, improve the ability to prevent and resolve major risks, meet challenges calmly, and maintain the sustainable and sound economic development and stable situation of the enterprise.

　　Regarding the work in the next stage, Chen Jianguang put forward requirements from three aspects: focusing on implementation, site management, and leadership. First, MCC22 should focus on implementation. The worth of any plan lies in its implementation. Therefore, leaders and officials must strengthen implementation rather than pontificating. To this end, MCC22 should implement the spirit of the annual working conference of China Minmetals, and carry out the "Five Action Plans" and "Five Types of China Minmetals" in MCC. It should thoroughly implement the requirements of the 2022 working conference of MCC, and further specify its objectives and responsibilities as planned around "three enhancements, two optimizations, and one improvement", "five special actions", and the six key tasks of "maintaining stable growth, controlling risks, advancing reform, refining management, seeking innovation, and strengthening Party building". Moreover, it should gradually improve the assessment mechanism, make a good job of pressure transmission, and attain satisfactory results step by step. First, MCC22 should focus on site management. The governance capacity of an engineering construction enterprise is valued by its site management capacity. Poor site management has an adverse effect on both the corporate image and the operating efficiency. It is necessary to build a group of exemplary standardized construction sites to optimize the management of all project sites and narrow the gap in management levels between different sites. To this end, MCC22 should conscientiously implement the concept of "achieving market recycling via construction sites", seek the dialectical unity of markets and sites, and improve the brand image with high-quality performance. In addition, main leaders should set an example by taking the lead in implementing the foreman inspection system, and solve specific problems in a coordinated manner, so as to systematize, standardize and refine site management. Moreover, MCC22 should strengthen civilized on-site construction, standardize and unify visual signage, direct officials and employees at all levels to learn the advanced experience of world-leading enterprises, emphasize site management and safety in concrete actions, and enhance the effectiveness of "secondary management". Third, MCC22 should focus on leadership. It should enhance the leadership team building of secondary units, give play to the role of elites, and consolidate the foundation of official teams at all levels. In addition, it should strengthen the construction of professional and technical teams, open promotion channels, and broaden the path of career development. It should also reinforce the team of young reserve officials, emphasize systematic talent training, establish a scientific and reasonable personnel selection and employment mechanism, and summarize good experience for communication.

　　In the symposium for young officials, Chen Jianguang had an in-depth exchange with MCC22's young officials on the enterprise's reform and development in the future, and required MCC's young officials to "develop three abilities and maintain three bottom lines". The first ability that leaders should develop is to analyze and size up the situation. By accurately analyzing the elements of management, top leaders should seize development opportunities and bring the enterprise onto the track of high-tech, high-quality and high-speed development to achieve further transformation and upgrading. The second ability that leaders should develop is the ability to develop and implement strategies. The formulation and implementation of strategies is the decomposition of the strategic development plan. Leaders should realize strategic goals through scientific assessment and incentive mechanisms. The third ability that leaders should develop is the ability to motivate and discipline their teams. Leaders and officials should conscientiously implement the system of "one position with two responsibilities", balance the relationship between incentives and constraints and that between material incentives and spiritual encouragement, combine punishment with leniency, and create an open, fair and impartial environment for growth and success. The first bottom line that leaders should maintain is the political bottom line. Leaders and officials should first enhance their political stance to analyze and solve problems, strengthen their commitment to the Four Consciousnesses, the Four Matters of Confidence, and the Two Upholds, stick to their political orientation, stance principle, and path, and constantly improve their political judgment, comprehension, and implementation. The second bottom line that leaders should maintain is the professional bottom line. Leaders should not waver and carry out their duties, and should remain true to their conviction. They should maintain the bottom line of professional ethics, enhance the awareness of compliance, clarify target responsibilities, and act proactively. The third bottom line that leaders should maintain is the bottom line of integrity. Leaders should enhance their sense of integrity and self-discipline, learn lessons from counterexamples, adhere to the idea of fighting corruption and forestalling moral degeneration, improve the ability to withstand risks, and never engage in bad or illegal practice.

　　Chen Jianguang also visited the National Assembly Construction Industry Base and inspected the project progress. He visited the green fabricated laboratory building with a steel-concrete composite structure, the industrial design and R&D center, and the second phase of the production workshop, and was briefed on the basic situation, production capacity, technology R&D, intelligent construction, and future development of the base. Chen Jianguang had a cordial talk with the employees of the R&D center. He learned about the investment in R&D, current production capacity, and welfare of technicians, and visited the frontline employees of the workshop, sending them gifts and extending holiday greetings and wishes to them.

　　Yuan Silang, Zhu Xiaofei and other members of the leadership team of MCC22, and Wang Zhen and Wang Hailong, who are in charge of relevant departments of MCC, participated in the investigation.

Chen Jianguang is making a speech

Scene of the on-site investigation symposium

　Scene of the symposium of young officials

　Chen Jianguang visits the exhibition hall of MCC22

　Chen Jianguang inspects the National Assembly Construction Industry Base

　　Chen Jianguang comforts the frontline employees of the National Assembly Construction Industry Base