China Nuclear Engineering & Construction Group Co., Ltd. Holds the Fourth Safety Production and Quality Committee (Expanded) Meeting of 2026

On September 28, Yin Weiping, Secretary of the Party Committee and Chairman of the Company, and Director of the Safety Production and Quality Committee, presided over the fourth Safety Production and Quality Committee (Expanded) Meeting of 2026.

The meeting heard the report on the Company's safety, environmental protection, and quality work in the third quarter, and in response to the current safety and quality management situation and risks, deployed and arranged key fourth-quarter safety and quality breakthrough tasks.

The meeting pointed out that the Company currently faces a severe and complex situation in safety and quality, with heavy production and operation tasks in the fourth quarter compounded by seasonal construction risks. All cadres and employees must raise their political stance, maintain clear awareness, continue to firmly build the ideological defense line for safety and quality, and deeply understand the extreme importance and urgency of doing a good job in safety and quality work. They must take a down-to-earth approach to promote the rigid implementation of responsibilities, focus on key areas, and apply precise measures, especially doing a good job in risk prevention and control and emergency duty shifts during the National Day holiday, striving to break through difficulties with a decisive posture and provide solid guarantees for achieving the annual production and operation targets.

Regarding follow-up work, Yin Weiping put forward three requirements:

1 Strengthen the construction of the “three basics” and reshape the management system

All units must strengthen the construction of grassroots organizations, basic work, and basic skills, transform their thinking and concepts, temper their performance capabilities, reshape the management system, and further clarify the work responsibilities, work standards, work processes, institutional systems, and closed-loop assessment and incentive mechanisms for each level and each position, accelerate the pace of refined and standardized management transformation, and become a central enterprise that gives confidence to higher authorities.

2 Implement the “four are” and strengthen compliance management

All units must fully practice the concept that “safety and quality are management, safety and quality are technology, safety and quality are responsibility, and safety and quality are culture,” adhere to compliant operations, strengthen technical leadership and support, proactively benchmark against regulatory requirements, and adapt to the Company's high-quality development with a higher level of management.

3 Coordinate resource allocation and deepen corporate entity management of projects

The headquarters of all units must strengthen service support and guarantees for projects, optimize the coordinated allocation of resources, enhance the comprehensive capacity building of the talent team, continuously improve full-cycle project management capabilities, press and tighten management responsibilities at all levels to deeply embed them into the entire project process, and continuously deepen the effective implementation of corporate entity management of projects.