On July 31, CECEP held the launch meeting for its Enterprise Resource Planning (ERP) and integrated business-finance project, alongside a conference to promote its integrated compliance, internal control and risk management framework. The meeting was convened to implement the State-owned Assets Supervision and Administration Commission (SASAC) of the State Council's requirements on the digital transformation of central state-owned enterprises and penetrating supervision, comprehensively deploy initiatives for financial digital intelligence and the integrated compliance, internal control and risk management system, and officially launch the ERP and integrated business-finance project. Liao Jiasheng, Chairman of CECEP, attended the meeting and delivered remarks. Zhang Shirong, General Manager, made the mobilization and deployment arrangements. Zhu Qingfeng, Chief Accountant, outlined the project-specific work plan. Cao Huabin, Deputy General Manager, chaired the meeting. Other members of the Group's leadership team also attended.
The meeting noted that the comprehensive launch of the ERP and integrated business-finance project represents both a political responsibility and a concrete step toward implementing the decisions and arrangements of the CPC Central Committee and fulfilling SASAC's regulatory requirements. It is also an essential measure for adapting to the trend of digital development and strengthening the Group's core competitiveness, as well as a fundamental requirement for advancing penetrating supervision and promoting high-quality corporate development. Participants were urged to fully recognize the strategic significance of the project, accelerate the establishment of a digital governance and control system featuring penetrating supervision, and fulfill the responsibilities and mission of a central state-owned enterprise through tangible achievements in digital transformation.
The meeting emphasized the need to foster a unified, Group-wide approach and accelerate the development of a penetrating supervision model tailored to CECEP's own characteristics. It called for a problem-oriented approach to accurately implement the common requirements of penetrating supervision, strengthen a unified data foundation, and establish a supervision model integrating business operations with finance. It also stressed the importance of enhancing governance across all organizational levels by building a vertically integrated management and control framework to prevent information loss and weakened oversight at successive levels. In addition, the meeting called for broader application of intelligent early-warning systems to create a closed-loop risk management model with penetrating oversight, shifting supervision from ex post accountability to proactive risk warning and in-process control, with the goal of positioning CECEP at the forefront of the digital transformation of central state-owned enterprises.
The meeting required that the ERP and integrated business-finance project be advanced from a strategic and enterprise-wide perspective as a pivotal initiative for reshaping the Group's governance system and strengthening its core competitiveness. With a strong sense of responsibility, all units were instructed to ensure the project delivers tangible results. First, organizational leadership will be strengthened through a three-tier coordination mechanism covering Group-level planning, interdepartmental collaboration and subsidiary implementation, with clear requirements, well-defined responsibilities and consistent execution across every management unit. Second, assessment and performance incentives will be enhanced around three priorities—successful project delivery, innovation and application—by using evaluation to drive implementation and practical results, while incorporating project progress into the Group's annual digital transformation assessment. Third, the digital platform foundation will be reinforced through stronger data governance and a unified platform architecture to eliminate fragmented data sources at their origin and ensure data authenticity and timeliness. Fourth, resource coordination will be strengthened by strictly adhering to the principle of unified development and shared use, preventing duplicate investment, and ensuring that project funding is dedicated exclusively to its intended purposes and used efficiently. Fifth, talent development will be reinforced by combining talent recruitment with internal training, identifying and cultivating digital professionals through practical project implementation, and building a multidisciplinary workforce with expertise in both business operations and digital technologies to provide strong talent support for the Group's digital transformation.
The meeting was attended by department heads and above from CECEP headquarters, as well as leadership teams and relevant department heads from the Group's second- and third-tier subsidiaries, who participated both in person at the main venue and via video conference.
