On February 10, BUCG held a 2026 work conference to review its work in 2025 and deploy key tasks for 2026. The meeting emphasized the need to continuously improve headquarters' management efficiency and deepen work style development, so that an efficient and well-coordinated headquarters can lead and secure a strong start to the Group's "15th Five-Year Plan" and drive its high-quality development.
Li Weidong, the Secretary of the Party Committee and President of the BUCG, attended the meeting and delivered a speech. Members of the Group's leading group, assistant-level leaders working at the Group Headquarters, and middle-level principal heads of headquarters departments attended the meeting at the main venue. Middle-level deputy heads at the headquarters attended the meeting via video link at sub-venues. Zhou Zeguang, Deputy Secretary of the Group's Party Committee and Chairman of the Labor Union, presided over the meeting. At the meeting, the Party Committee of the Group Headquarters delivered its 2026 work report. Zhou Zeguang announced the performance appraisal results of the Group Headquarters in 2025 and arranged the performance management work of the Group Headquarters in 2026.
In his speech, Li pointed out that in 2025, facing the challenges of transformation, development, and various risks, all employees of the Group Headquarters worked together to achieve new progress and notable results in the headquarters' strategic guidance, overall coordination, service guarantee, supervision, and control. Performance across all areas was remarkable. He recognized the role played by the headquarters and expressed gratitude to all staff for their efforts over the past year. He also pointed out the existing problems and deficiencies, and put forward requirements for further strengthening the construction of the headquarters.
Li pointed out that the full‑staff performance appraisal mechanism should be maintained over the long term, and the headquarters performance appraisal system should be continuously improved. The appraisal orientation should be clarified, and the appraisal "baton" should be used effectively. The headquarters party committee and human resources department should widely solicit opinions, and all departments should work together to make the headquarters performance appraisal as objective, fair, and reasonable as possible, encouraging excellence, pushing lagging performers to improve, and motivating and guiding all cadres and employees to fulfill their duties across every aspect of the Group's work.
Li emphasized the need to persist in strengthening the capacity building of the headquarters and to fully leverage its role as a benchmark and leader, as well as its role in risk prevention and control, in the Group's development. Full efforts should be made to implement the "1 6 N" three-level control model. All departments must strengthen their own capacity building, clarify key work tasks, set an example in all work of the Group, and perform well in strategic guidance and service support. It is necessary to effectively strengthen the supervision and control efficiency of the headquarters. The leadership team members of the Group must shoulder their supervisory and management responsibilities for their respective work. All departments of the headquarters must strengthen the quality and efficiency of daily supervision, effectively identify and control risks, and standardize the operation and management of each unit.
Li pointed out that it is necessary to effectively strengthen the work style development of the headquarters, strictly abide by discipline, exercise self-discipline, and foster a clean and upright political ecosystem within the enterprise. Efforts should be made to effectively select and inspect headquarters cadres and work styles. All departments should continuously strengthen self-improvement, make coordinated efforts centered on the Group's core work, and effectively promote the steady and long-term development of the Group with high quality.
