On December 18th, China Haisum held a seminar on advancing overseas business in Nanning, Guangxi Province Zhao Guoang, Vice General Manager of Poly Sinolight, Secretary of the Party Committee and Chairman of China Haisum, along with Chen Rongrong, Deputy Secretary of the Party Committee and President, Zhou Yuan, Vice President and Technical Director, heads of relevant departments at headquarters, key leaders of various operating units, and other relevant personnel attended the meeting. The seminar was chaired by Vice President Chen Zhiming.

During the seminar, the Overseas Market Management Center introduced and analyzed the current status of the company's overseas business development. The Intelligent Manufacturing Division shared insights into the prospects of overseas intelligent manufacturing business. The Strategic Operation Center and Financial Management Center respectively shared insights into overseas project execution management and financial management. Relevant operating units discussed business negotiations, project management, risk control in overseas business, and exchanged ideas on the positioning and goals of overseas business under the 14th Five-Year Plan.

After listening to the reports, the company's key leaders made comments:

Chen Zhiming emphasized the importance of strengthening project control and risk prevention in overseas business operations. He highlighted the need to establish project selection criteria and institutional norms, nurture international talent, strengthen cooperation with overseas business platforms, and enhance overall capabilities in expanding and managing overseas markets.

Zhou Yuan pointed out the crucial impact of changes in market environment, platforms, and cognition on overseas business. He encouraged operating units to leverage new platforms and strategies to expand their markets. He also stressed the importance of continuous improvement in technical and management capabilities, proactive engagement in traditional and emerging industries, establishment of solid cooperation relationships with clients, and expansion of market share.

Chen Rongrong emphasized the need for repositioning towards the overseas market in response to external environments and the arrival of the digital era. He stressed the importance of enhancing the capabilities of overseas management teams, establishing organizational resources and operational systems to support overseas growth, shaping the correct corporate culture and values, following rules in overseas business, demonstrating sufficient determination and strategy, and improving awareness of digital transformation to seize opportunities for overseas project applications. He emphasized that international business operations not only involve expanding into new regions but also consolidating and enhancing market competitiveness through comprehensive and diversified business.

Zhao Guoang summarized the discussions and outlined further requirements for advancing overseas business:

I. Continuously explore based on the summary of past experiences:

The overseas project achievements and development experience that the company has accumulated since embarking on self-supported overseas projects are a solid foundation and important guiding principle for the company's future. They are the result of the company's long-standing efforts to explore overseas markets over the years, as well as the result of the unremitting efforts of many employees who resolutely "go against the tide" and "persevere" on the front lines of overseas projects. It is necessary to deeply grasp the milestone significance of foundational and pioneering overseas engineering achievements in the company's history, continuously summarize experiences, tackle problems, and explore continuously, pushing forward the development of overseas business.

II. Create new situations through solving old problems:

Over the past decades, the company has been pioneering overseas while advancing through exploration and adjustments, which hasn't been easy. However, history has never disappointed determined explorers. Today's achievements demonstrate that our concepts are correct and our explorations are effective. It is necessary to actively and accurately align with major national strategies, participate in high-quality joint construction of the "Belt and Road", contribute to the establishment of a "dual-cycle" pattern, accelerate the establishment of a new pattern of overseas operations under the framework of "5+1+X" with "one arrow, five stars" as the main body, give full play to the roles of "main force", "vanguard", and "reserve force" internal resources, form a structure of overseas business operations led by headquarters management and subsidiary operation, and accelerate the high-quality development of the company's overseas business.

III. Enhance capabilities through handling urgent, difficult, and dangerous tasks:

Looking at the overall strategic development, the overseas market still holds great potential. However, it must be recognized soberly that the high-quality development of overseas business still faces problems such as limited experience, small projects, personnel shortage, scattered systems, and insufficient financing capabilities, and the journey ahead remains arduous. It is necessary to maintain strategic determination with caution, further strengthen learning and practice, consolidate basic capabilities, cultivate core capabilities, keep pace with changes in the overseas market, and enhance market reach. It is necessary to further deepen "fourfold synergy", explore opportunities for coordinated "going global", gather the synergy of integrated development of overseas business, strengthen market-oriented competition, international resource coordination, project management, and risk prevention and control capabilities, optimize market layout and resource allocation, fully integrate domestic capabilities and overseas environments, and transform local experiences into China Haisum models.

Finally, Zhao Guoang emphasized the need to always be clear about "what to do and what not to do" and to integrate integrity culture throughout the entire process of overseas business management, gathering development strength in a clean and upright manner.