Nanjing Kesen Kenen Holds 2026 Mid-Year Business Review Meeting
Release time：
2026-07-20
On July 14, 2026, Nanjing Kesen Kenen Environment and Energy Co., Ltd successfully held its 2026 Mid-Year Business Review Meeting in the company’s main conference room. More than 30 participants attended the meeting, including Chairman Tu Zhengrui, General Manager Hou Bincai, other senior executives, and key personnel at middle-management level and above. The meeting was chaired by General Manager Hou Bincai.
During the meeting, representatives from the Domestic Business Unit, Overseas Business Unit, Operations Management Department, and General Administration Department reported on the completion of their operating tasks in the first half of the year against their respective annual target responsibility agreements. Each department gave a comprehensive account of its achievements and breakthroughs, conducted an in-depth analysis of shortcomings and weaknesses by examining their underlying internal causes, and set out clear plans for advancing its work in the second half of the year. Other participants actively contributed ideas and proposed a range of targeted recommendations and solutions concerning key areas such as asset management, diversified development, overseas market expansion, differentiated operations, the acquisition of valid project leads, cost reduction and efficiency enhancement, customer relationship management, talent development, and the establishment of resource-sharing platforms.
In view of the complex and challenging domestic and international economic environment, as well as the temporary difficulties facing the cement industry, General Manager Hou Bincai affirmed the quality of the contracts secured and the strength of the company’s project pipeline in the first half of the year. He also expressed strong confidence in the company’s operations and overall prospects for the second half of the year. Regarding the work ahead, General Manager Hou set out four clear requirements. First, the company must attach greater importance to business development and avoid destructive internal competition. Rather than relying on price competition, it should create genuine value for customers, accurately identify and pursue high-quality, viable project opportunities, and open up new blue-ocean markets, with particular emphasis on Organic Rankine Cycle (ORC) projects and reheat retrofit projects for waste-to-energy plants. Second, management practices must remain sound and compliant, execution must be strengthened, and systems such as the compensation framework and project co-investment schemes must be fully implemented. Third, the company must reform its production organization structure and marketing model to improve overall operational efficiency. Fourth, it must place great importance on technological innovation. Innovation is an enduring theme for any enterprise and the foundation of its core competitiveness, and must continue to drive the company’s long-term development.
Chairman Tu Zhengrui recognized the company’s achievements in the first half of the year and set out three requirements for its future operations and development. First, the company must strengthen its marketing efforts, broaden its customer base and business networks, and draw on diverse social and industry resources to expand the channels through which viable project opportunities are obtained. Second, once a project has been secured, it must be implemented and supported to the highest standards. By creating tangible benefits and value for customers, the company can establish a virtuous business cycle and support its continued growth and expansion. Third, the company must advance along two parallel tracks: pursuing differentiated technological innovation and developing emerging markets. This will enable the coordinated development of highly competitive red-ocean markets and new blue-ocean markets, while consolidating the company’s long-term competitive advantages.
Looking ahead to the second half of 2026, the company’s management called on all employees to take the guiding principles of the meeting to heart, confront existing shortcomings, unite in purpose, and pursue concrete results through determined action. The entire workforce will make every effort to achieve the company’s annual objectives and advance its development toward greater stability, strength, and sustained improvement.
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