Media

The Entrepreneurship Group’s Domestic Project Management Center Successfully Held Its First-Quarter 2026 Intensive Training Session in Nanjing

2026.05.01

To thoroughly implement the Group’s three core strategies—the “Catfish Plan,” “Urban Oilfields,” and the “Pengzhou Model”—unify the understanding of all staff, reinforce annual performance targets, and enhance overall management efficiency, the Domestic Project Management Center of the Entrepreneurship Group organized a centralized training session for the first quarter of 2026 in Nanjing on April 25, 2026. All employees of the Domestic Project Management Center, as well as deputy general managers and senior management from various project companies, participated in the training.

The training content closely aligned with the Group’s strategic deployment requirements. Guided by the overarching framework of “leading with the Catfish Plan while synergistically advancing the development of the Urban Oilfield and Pengzhou Model as two wings,” and tailored to the actual operational conditions of the Domestic Project Management Center, the training focused on five core modules: strategic interpretation, policy implementation, data standardization, operational management, and compliance and risk control. The training integrated corporate culture into daily management and business processes, strengthened compliance awareness and execution capabilities among managers at all levels, and promoted team communication and consensus building. The curriculum balanced systematic interpretations of the Group’s strategy with practical guidance on business operations, aiming to bridge the gap between strategy and execution effectively.

During the training, participants divided into groups to discuss key issues, challenges, and bottlenecks in current project operations and the advancement of new projects. Additionally, drawing on practical business experiences, they engaged in thorough discussions on refining the project performance evaluation system and accountability mechanisms, laying a solid foundation for the subsequent signing of performance target agreements and the implementation of accountability.

Currently, the Group is accelerating the integration of high-quality resources, optimizing its industrial layout, and strengthening its growth momentum. This training served both as a review and summary of first-quarter work and as a mobilization and deployment for key tasks in the second quarter and throughout the year.

Moving forward, the Domestic Project Management Center will use this training as an opportunity to continuously improve management mechanisms and deepen cultural development. With stronger cohesion, higher execution capabilities, and a more pragmatic work style, the Center will contribute even more to the Group’s high-quality development.