The past year is indeed an extraordinary year, and there is a lot of work worthy of our serious summary. The two-level leading bodies of the group company face difficulties, meet challenges, perform their duties seriously and work actively. The achievements of staff representatives have been recognized and affirmed. The improvement of the overall management level of enterprises and the new development trend of enterprises are gratifying. Over the past year, Comrade Hong Qi has made great efforts in production and management, and made great achievements, especially in going deep into key construction sites and organizing "Hundred Days Battle" activities, which has played a very good role in promoting the completion of the annual construction plan. In terms of management, Tiancheng, Bao Hua, Jun Qing, Chen Tao and Yang Xin have all made great efforts and made great achievements. Ke Hua and Willie are conscientious and tireless in grasping the projects under construction. The standardized management of Zhengzhou-Xi 'an passenger dedicated line, which is made joint efforts by Bao Hua and Wei Li, has become a model of standardized management of global engineering projects. Comrade Kun Li, acting alone, called on the headquarters to withdraw 30 million yuan from the group, which was a contribution. Comrade Quan Xiang has made great progress in grasping organs and Comrade Gao Feng in grasping trade unions. Comrade Shu Fu is responsible for organization, publicity, discipline inspection and supervision, which is very serious and effective. Comrade Jianguo attached importance to financial management, investment and financing, ensured the normal operation of enterprises, and actively participated in the operation. In a word, I am satisfied with the work of all the members of the team. Over the past year, the work of directors of most subsidiaries is also quite beautiful: Comrade Yan Tang of the four companies has the overall situation in mind, and the spirit of always striving for the first class and doing the best is commendable, creating the first place in the two subsidiary companies in terms of self-management tasks and total profits. Comrade Tianxin, a telecommunications company, dares to innovate and develop, and the development trend of the enterprise is good. A company, Zijian and Hongwei, pays attention to quality and builds a brand. In 2005, it won the National Silver Award for Engineering Quality and the Luban Award, which added a lot of color to the group company. Comrade Tian Yao of Sangong Company United a group of newcomers to work hard and made new progress in the relocation, transformation and management of projects under construction. Comrade Yuping of the Sixth Department has made great achievements in fine project management and reducing agency fees. Lin, a young comrade of Yangmahe Company, has done a lot of work in grasping group work and beautifying the environment. Xiangyu Railway Command, which is headed by Guo Jian, and Xu Na Project Department, which is headed by Ren Ping and Pi Jin, have successfully completed the annual task and won unanimous praise from the owners. I am also deeply gratified by your hard work and dedication in the past year, and I would like to take this opportunity to express my heartfelt thanks to you.

The new year is the first year of the Eleventh Five-Year Plan, and it is also a crucial year for us to achieve the goal of strengthening the foundation and striving for the upstream. We have more work, heavier burdens and greater responsibilities. At present, the main tasks facing our two-level leading bodies are to establish and implement Scientific Outlook on Development, promote independent innovation and accelerate the leap-forward development. Our party building ideological and political work and discipline inspection and supervision work must closely revolve around this center, and provide strong guarantee and service for building enterprises with distinctive advantages.

Our competitive strategy of establishing independent innovation and creating differentiated advantages is a historic decision made by the board of directors and the Standing Committee of the Party Committee of the Group Company to adapt to the development of the market, an important measure to deepen the implementation of the leap-forward development strategy of "keeping jobs, doing unique skills and planting cash cows", and a practical action to implement the spirit of Scientific Outlook on Development and the Fifth Plenary Session of the 16th CPC Central Committee. This is a strategic choice for us to seize the historical opportunity of speeding up the construction of high-speed railway and urban rail transit, completely change the passive position of market competition and seek the long-term development of enterprises. The competitive strategy of independent innovation has been determined, and the key is to carefully organize and implement it. At the working meeting, I put forward three requirements: to form a consensus on independent innovation, to practice the subject of independent innovation, and to comprehensively promote independent innovation. Here, I would like to emphasize a few more points on how to implement the two-level leadership team:

First, we should really attach importance to and strengthen our concepts. Insisting on independent innovation and building enterprises with differentiated advantages is not an expedient measure, let alone a slogan, but a strategic task that the bureau and office teams must go all out to complete. Our leading cadres, especially business executives, should deeply understand the great significance of this competitive strategy to the strength and expansion of the 23rd Bureau, strengthen the concept and confidence of independent innovation and leapfrog development, really pay attention to it from the depths of their minds, and go all out to plan and operate from the action. According to the characteristics and competitive advantages of this unit, we should seriously consider the breakthrough point of "unique skills", carefully identify the breakthrough point of creating scarcity, create differentiation, enhance the core competitiveness of enterprises, and realize our self-reliance and leap-forward development.

The second is to improve the organization and strengthen leadership. To create differentiated advantages, we must take scientific and technological innovation as the core, system innovation as the guarantee and management innovation as the means. This is a complete system. To help the poor, implement independent innovation and promote leap-forward development, we must rely on the overall joint efforts of the leading bodies and strengthen organizational leadership. It is necessary to form a leading group attended by the chairman, general manager, party secretary and leaders in charge of science and technology, management, finance and engineering of each unit. According to the requirements of scientific and technological research and development, project management, business management, employment management, financial management, structural adjustment, and innovative ideological and political work of party building, relevant departments have formulated specific planning and implementation measures, forming a complete, clear and operable overall plan. At the same time, it is necessary to clarify the leadership responsibilities and departmental responsibilities, and implement them separately according to the plan, so that all work can be truly implemented.

The third is to improve the system and tilt the policy. Technological innovation is the core to create differentiated advantages. Our goal is to improve the original innovation ability, integrated innovation ability and introduction, absorption and re-innovation ability of science and technology enterprises. Form a market-oriented, enterprise-oriented and Industry-University-Research-based technological innovation system. Specifically, we should continue to maintain the number advantage of national science and technology patents in the forefront of China Railway Construction Bureau, the technical advantages of ballastless track and collapsible loess construction in the railway construction market, the technical advantages of magnetic suspension beam and monorail PC beam, the advantages of global 16 key projects such as Zhengzhou-Xi 'an passenger dedicated line project, strive for scientific and technological superiority brands and cultivate scientific and technological superiority markets. To this end, the bureau group company and its subordinate companies should take the chief engineer as the core, set up scientific and technological research and development institutions, integrate scientific and technological research and development talents, and increase investment in scientific and technological research and development. Group companies and subsidiaries should establish an intellectual property incentive mechanism around scientific and technological innovation, implement the policy inclination of scientific and technological R&D personnel, and reward scientific and technological personnel who have made remarkable achievements and significant contributions to scientific and technological innovation. This system ensures that the newly-increased remuneration of personnel engaged in scientific and technological development is not lower than that of managers in the project. At the same time, it is necessary to reward the achievements of scientific research and development, and pay the fees according to the long-term application after the intellectual property rights are transformed into actual construction capacity.

Second, strengthen team building and highlight quality improvement.

The comprehensive quality and ability of the leading group, especially the enterprise director, is the key to build a differentiated enterprise. At present, there is a gap between the quality and ability of some employees and the requirements of enterprise development, especially the lack of high-quality entrepreneurial party and government supervisors, which is still a prominent problem in team building. In my speech at the working meeting, I put forward the idea of stressing practical results and putting an end to losses on the ideological style and behavior concept of * * *. Pay attention to responsibility, avoid impetuousness, take the overall situation into account, and unite and cooperate. I hope everyone will understand it carefully and implement it seriously. Here, I would like to emphasize a few more points:

1, supervisor quality. The person in charge of the enterprise is the head of the enterprise, and it is the main responsibility of the person in charge of the enterprise to do a good job in production and operation management and improve economic benefits. At the working meeting of the Head Office in 2006, General Manager Jin proposed that the Head Office should change its growth mode and take a small but refined, medium but strong, large and stable development path. Group companies are required to become the main body of project contracting, and all engineering companies become the main body of construction management. Last year, I put forward the management idea of "taking charge of the bureau, promoting management with management, and taking charge at the same time", which fully conforms to the overall management idea of the head office. We are an enterprise and the main body of market competition, and it is our fundamental purpose to get the maximum profit with the minimum investment. We should carefully handle the relationship between scale and benefit and take on more projects. If it is not well managed, the result will inevitably be brand failure, inefficiency and even loss. We must take the pursuit of efficiency growth as the overall goal, not blindly pursue scale, and realize and improve the efficiency of enterprises through concentrated lean and intensive cultivation; Strengthen project management and reduce project cost; To do unique stunts, produce excellent products, build corporate brands and create differentiated advantages, we should, like a company, produce excellent products and create brands, and win several national gold and silver awards and Luban awards to add luster to the group. At the working meeting, the experience and practices introduced by Comrade Liu of the four companies are also worth learning. Their innovations in project management concept, construction concept, management concept and cultural concept are worth learning by subsidiaries in order to strengthen project management and pursue the best benefits.

Learning is an important task of team building, and taking the lead in learning and grasping team learning are the basic quality requirements of directors of subsidiaries. I have said many times that we should study hard and build the team into a learning team and the enterprise into a learning enterprise. Enterprise leaders, especially party committee secretaries, should conscientiously implement the requirements of the party committees of the group companies, pay attention to overcoming the existing problems of insufficient implementation of the central group learning system, personnel and time, and vigorously do a good job in the central group learning of the party committees. At present, we should continue to thoroughly study the spirit of the Fourth and Fifth Plenary Sessions of the 16th CPC Central Committee, and use Scientific Outlook on Development's thought of overall development of enterprises. At the same time, arrange and organize leaders at two levels to learn some philosophies, combine practical work, respond to market changes with scientific dialectical thinking, guide our work, upgrade and improve the thinking concepts and methods of our teams at all levels, better improve the ruling ability of leading teams and promote the leap-forward development of enterprises. Leaders of Party committees, personnel departments and organizational departments of the Group should strengthen the study of leading bodies, especially party and government supervisors, and take the study of leading bodies as an important assessment basis for selecting advanced units.

Talent is the key to enterprise development. In particular, the lack of high-quality entrepreneurial executives directly affects the development of enterprises. Although senior management talents in state-owned enterprises are generally scarce, we must be cautious when choosing supervisors. Poor selection will lead to losses or decline of enterprises. Chuanshui Company suffered huge losses in 2005, which set a record in the development history of the group company. Responsibility must be investigated and punished in accordance with the contract, and a fine of more than 60,000 yuan for each of the two supervisors must be paid every year. Group companies will send auditors to strictly audit the losses of other companies. If the loss data is not true, it will also increase the punishment for the responsible unit supervisor. All * * * members should learn a profound lesson from it, adhere to the concept of shameful losses, and take decisive measures to stop losses and turn losses.

Knowing people and being a governor is the basic quality of a competent leader. I have said many times that leaders in charge must have the vision of knowing people and things, accommodate people's minds, adapt to the wisdom of the market and have the ability to take charge of the overall situation. We must see through people, see through the laws of market operation, choose the right people, improve our adaptability and adapt to market changes. As an enterprise director, we must firmly establish the concept of giving full play to the advantages of the team. This includes two aspects. First, be far-sighted, take care of the overall situation, think and deal with problems not only from the interests of the unit, but also from the overall interests of the group company, obey the command, obey the coordination, even sacrifice the ego, take care of the brother units, and pay attention to overcoming the feelings of small collectivism and grumbling. Second, teamwork, focusing on the overall function; Care and care for employees, and rely on employees to run enterprises wholeheartedly. I have repeatedly stressed that leaders who don't care about employees are not good leaders. Our aim is to fully mobilize the enthusiasm of the members of the leading group and all the staff to form a harmonious situation of building a beautiful enterprise with unity from top to bottom. The responsibility of our leaders in charge is to strengthen management, pursue profits, realize the development of enterprises and the gradual improvement of employees' income, and realize the preservation and appreciation of state-owned assets. As a central state-owned enterprise, we must insist on collective discussion and decision-making on major issues, realize scientific decision-making and ensure the steady development of enterprises. We must resolutely stop the tendency of attaching importance to rights, playing politics and doing whatever we want, and make decisions without collective discussion on major issues of enterprises.

Talent is an inexhaustible motive force to promote the development of enterprises, and the cultivation and use of talents is a century-long plan of enterprises, and it is also an important work of two-level leading bodies, especially the competent leaders. However, the leaders in charge of some units do not attach importance to the construction of talent team and do not do much talent training. They don't have the quality of knowing and employing people, crying all day for lack of talents, turning a blind eye to the talents around them, not cultivating and not using them, and even resisting foreign cadres and engaging in sectarianism. This unhealthy trend must be resolutely stopped. We advocate the rule of man, that is, cultivating people, selecting people and doing good deeds. In the current shortage of talents in various units, it is even more necessary for our business executives to update their employment concepts and talent standards and learn the skills of knowing and employing people. We should continue to introduce all kinds of talents urgently needed by enterprises, but we should not rely entirely on talent introduction, but should pay attention to the selection and training of talents by enterprises themselves. We should attach importance to and train full-time college students with both ability and political integrity, give them more opportunities to grow and exercise, and select outstanding young cadres who have matured through exercise to leadership positions. Of course, other part-time talents with outstanding personal performance should also be selected and reused, and talents should be used in an eclectic manner. The directors of our subsidiary, like Comrade Yan Tang of the fourth company, should renew the concept of talent training, boldly start and train young people with sense of responsibility, coordination ability and management ability, actively build a working platform for them to become talents, put them in the project department for training, give them seats, give them a burden, let them give full play to their potential, discover and promote talents in the training process, and continuously expand the talent team of the enterprise.

2. Agency quality. The main duties of directors of subsidiaries are to be responsible for enterprise planning, grasp major events, come up with good ideas and use good people. The deputy is the supporting role and assistant of the supervisor, so we must be willing to be a supporting role, cooperate well, be a good helper, do a good job in charge according to the resolution of the leading group and the intention of the supervisor, do our best for the enterprise, and share the worries for the team and the supervisor. As I have said many times, the basic qualities and job requirements of deputy directors of subsidiaries are: they must take the overall situation into account, correctly position and implement resolutions, respect their superiors, creatively do their jobs, and the officers should perform their duties independently, be serious and responsible, and do a good job in implementation. The deputy leaders of some of our subsidiaries were introduced or promoted to the team, and they were not prepared for hardship at all. Some people only complain and make suggestions all day long, but don't work hard, and perfunctory things with the excuse of emphasizing "cultural differences"; Some styles float, don't go deep into the grassroots, refuse to do specific things, and are willing to be the shopkeeper of cutting; Some people don't ask for things, ask for people all day, can't do big things, and don't want to do small things; Some plan to enjoy, pay attention to treatment, spend a lot of money and plan for themselves in advance; Others are arrogant, disunited, ignorant and self-righteous. How can such leaders gain the recognition of colleagues and the support of employees, and how can they gain the trust of the organization? The criteria for selecting and employing the members of the Standing Committee of the Party Committee and the leading bodies of the 23rd Bureau are "regarding heroes by performance and employing people by performance". Specifically, it is to select people who are reliable, want to do things, can do things, reuse successful people, advise those who fail to do things, and dismiss those who fail to do things. Our principle is to change "fragrant horse" into "horse racing". We should not only listen to what he says, but also observe what he does and its effect. Discover and use talents in practice and select and promote talents in fair competition. All leading cadres like the four companies, who have rapid enterprise development, high economic benefits, high employee income growth, high team prestige and strong cohesion, will not only be rewarded economically, but will naturally become the first choice for a higher level post. At the same time, those who fall behind on the racetrack, or those who neglect their duties and cause great losses to the enterprise, will be resolutely won and will not be merciless. In doing so, we are not trying to embarrass anyone, but starting from safeguarding the interests of enterprises and the fundamental interests of employees, and establishing a mechanism for selecting and employing people that is conducive to the development of enterprises. Undoubtedly, if it is not replaced in time and still used, the enterprise will decline and employees will suffer. I hope that the heads of all units attending the meeting will take back the principles and opinions I have said about taking people by performance, tell the other members of the team truthfully, and encourage them to be honest, conscientious, do more work, do more practical things, create more achievements, and not be laggards on the racetrack.

3. Corporate culture. At the working meeting, I made some comments on corporate culture. Now, from the perspective of leading cadres, I will talk about the problem of leading bodies promoting the construction of corporate culture.

Corporate culture is the common ideal pursuit, values and code of conduct of employees formed in the process of enterprise development. Advanced culture is the spiritual pillar and power source to realize the leap-forward development of enterprises and an important part of the core competitiveness of enterprises. Our employees at all levels, especially corporate executives, must enhance their cultural consciousness from a strategic height and seriously grasp the correct positioning of corporate culture in the development of enterprises. We should fully understand the advantages and disadvantages of corporate culture and decide the success or failure of an enterprise. The key to cultivating excellent corporate culture lies in the awareness of leaders and decision makers on corporate culture and whether all employees have a high degree of cultural consciousness. The key root of the decline and collapse of the former German Klaasman Company, which ranks among the top contractors in the world, lies in outdated management concepts. The fundamental experience of Shanghai Construction Engineering Group's merger with two major Japanese construction contractors lies in the strength of cultural enterprises. The rapid rise of the four companies benefited from the renewal of advanced cultural guidance management concepts and the innovation of development ideas. Our leaders at all levels, especially corporate executives, must attach great importance to corporate culture, seriously study corporate culture, earnestly promote the construction of corporate culture, and strive to cultivate excellent corporate culture. To be sure, an enterprise without culture must be a short-lived enterprise. Without paying attention to cultivating excellent corporate culture, corporate leaders can't become stronger and can't make great achievements.

Corporate culture is the culture of the leading group, the culture of the leader in charge and the culture of the first manager. Nowadays, it has become the leading trend and successful experience of Chinese and foreign enterprises in the world to build core competitiveness with cultural power, improve enterprise management with cultural management, adhere to people-oriented principle and promote enterprise development by improving people's quality. If our first manager can't even get a good dress etiquette all day, how can we innovate, do a good job in enterprise management and cultivate an excellent culture? Therefore, all employees, especially the first manager, must stand on the strategic goal of implementing independent innovation and building differentiated enterprises, combine the actual situation of enterprises, take people-oriented management as the core, improve core competitiveness as the core, take human development as the goal, focus on improving internal quality and shaping external image, and strive to build an excellent corporate culture with the characteristics of the times and the 23 rd Bureau on the basis of cultural education and strengthening enterprises. Through cultural construction, we will further improve the management level of enterprises, further improve the quality of leading bodies and all employees, further shape the good image of enterprises and further enhance the core competitive advantage.

The vitality of corporate culture lies in innovation. The promoter of enterprise culture lies in the leading group, especially the enterprise director. We must adhere to the team culture of the leading group to influence and promote the corporate culture. Since its establishment two years ago, China Railway 23rd Bureau has formed a distinctive main culture through everyone's efforts. Corporate culture is an open and complete system, and its connotation is constantly enriched. The mainstream culture guides the tributary culture, but also needs the innovation of tributary culture to support it. For example, 1 company's quality culture of producing excellent products and winning prizes, four companies' management culture of innovating management and improving efficiency, and six companies' culture of saving from careful calculation to team-saving have continuously enriched the connotation of corporate culture. The culture of the enterprise director, especially the first manager, I said affects the team culture of the team and the culture of a certain aspect of the enterprise. Comrade Tang Yan of the Fourth Company took the lead. Except for some professionals with academic qualifications, all members of the leadership team arranged rest posts, and their children were not arranged in key positions or business receptions. The owners and customers arranged high-grade rooms and took the lead in living in ordinary rooms, which saved every penny for the enterprise and formed a unique and attractive anti-corruption culture of the Fourth Company, which is typical. It is hoped that the first manager of each subsidiary will lead team member Qi Xin to work together, focus on the grassroots, management, future and development, actively promote cultural integration and innovation, and create and cultivate our own management culture, clean government culture, entrepreneurial culture, cost culture, quality culture, integrity culture, incentive culture, striving for first-class culture, taking care of the overall situation and observing discipline culture in work practice, and attach importance to it.

Carry forward the corporate culture, the project is the focus, and the employees are the foundation. Project is the foundation of the survival and development of construction enterprises, the source of enterprise benefits and the window of image. Therefore, the project culture is the most dynamic, which focuses on showing the connotation and good image of the enterprise and is the first culture of our enterprise. Thanks to the efforts of Bao Hua, Tong Zhi and Comrade Willie, the Zhengzhou-Xi 'an Passenger Dedicated Line Headquarters and various project departments have become a model of the project culture of the bureau group company. In this year's arrangement for the Group Company to establish the 23rd Bureau Culture Year and hold the first Cultural Festival, we should focus on the promotion and learning of Zhengxi project culture, and drive the whole project culture construction with our own typical examples. The key to promoting project culture is to innovate management concepts and realize standardized management. Efforts should be made to achieve "three consistences": that is, to adhere to the harmony and unity of building first-class projects and creating first-class benefits, engineering construction and maintaining environmental protection ecology, and building quality projects and creating first-class benefits. Without the active participation of employees, building an excellent corporate culture will lose its foundation. Therefore, we must take the cultivation of "four haves" and high-quality employees as the focus and main goal of cultural construction. At last year's meeting of directors, I proposed that we should vigorously publicize "love enterprises and work;" Strive for the first, strive for first-class; Be disciplined and take care of the overall situation; Stress morality and honesty; Use the employee code of conduct of "saving and anti-waste" to standardize the behavior of all employees, shape the image of employees, and promote the leap-forward development of enterprises by comprehensively improving the quality of employees.

4. Serious discipline. The undisciplined team is a mob and a fragmented team, which is bound to be eliminated in the market competition. In recent years, some units are lax in management, and the problem of violating discipline, especially the lack of staff, is more prominent, which should arouse the vigilance of leaders at all levels. First, some leading cadres do not rely on employees to run enterprises, do not unite teams to do their work, are narrow-minded, impetuous, loud and spend money indiscriminately; Second, some leading cadres are indifferent to corporate losses, turn a blind eye, let it go, and are not even ashamed, but proud; Third, some people have a poor sense of responsibility, are not at work, do not try their best, and do not work; Fourth, some * * * members are bored, doing nothing, and even enjoying flowers and playing with dogs; Fifth, some are unruly and don't listen to the leaders in charge; Sixth, some * * * members are arrogant, arrogant, do not talk about unity, create earthquakes and so on. The existence of these problems has caused bad influence, interfered with normal management and hindered the development of enterprises. On the basis of adhering to the "performance-oriented" employment, we should strengthen personnel inspection, assessment, supervision and management, conscientiously implement the accountability system for asking for posts, and study and introduce a new personnel management mechanism as soon as possible. For those who are not in the state, do not work, can do nothing, or even neglect their duties, resulting in major accidents and losses of interests, we must resolutely take them down, hold them accountable, or give them disciplinary sanctions, or demote their salaries, or eliminate the mantissa, or terminate the labor contract, and establish a brand-new talent management mechanism in our 23 rd Bureau as soon as possible.

Third, production and operation

Regarding the production and operation, General Manager Li made a report at the working meeting and made a comprehensive deployment. All members and leading comrades attending the meeting should profoundly understand, conscientiously implement, build up confidence, overcome difficulties, and resolutely complete the production, operation and enterprise development goals set by the group company in 2006. Let me talk about three more questions.

1, management policy. Market economy has its own laws, among which the adjustment and change of mode is one of its characteristics. The principles of our management work must adapt to the market and change with the adjustment of the market, which is known to our employees at all levels. In order to gain market recognition, we must adjust our business policy in time. According to the requirements of the general manager of the head office, we must establish and implement the strategic positioning of "small but refined, medium but strong, large and stable", so that the group company will become the main body of project contracting and the engineering company will become the main body of project management. At present, under the condition that the conditions are not fully mature, we should also implement the management mode of taking the bureau as the main body and the subsidiaries as the cooperation, so as to mobilize the enthusiasm of the bureau and the Ministry to explore the market. However, it is necessary to create conditions, gradually move towards the management department of the bureau, and gradually improve and establish the management policy of "taking the bureau as the main body, paying equal attention to management, and promoting management through management" of China Railway 23rd Bureau. This is the correct policy that the supervisor and operator of our unit must clarify and implement.

2. Office functions. The ten offices of the group company are the dispatched offices operated by the group company according to the regional pattern. The main function of the office is to be responsible for the operation contract of an area on behalf of the group company under the unified command of the group company. Li and I have long stressed that the office is only responsible for engineering task contracting, not organizing construction, and can't choose and decide the construction team without authorization. This is a management system that must be seriously implemented, and it is also an organizational discipline that must be strictly observed. I hope our office director will be familiar with and abide by this system, obey the unified command of the group, report step by step, perform his duties wholeheartedly, and can't do things alone. The leaders in charge of the operation of the group company and the person in charge of the operation department should strengthen the management and supervision in this respect, and those who don't listen to hello and violate the discipline at will should be investigated for responsibility, and go to hell.

3. Coordinated development. According to Scientific Outlook on Development's requirements, my understanding is that the leap-forward development of the group company is the coordinated development of the group company and its subsidiaries, and the ultimate goal of development is to prosper enterprises and rich employees. In the past two years, the care for the profits and contributions of the Second Company and Chuanshui Company has reflected the support of the leading group of the Group for the difficult enterprises. The policy care for the two subsidiaries for two years is to let them take a break and raise interest rates to catch up, and then compete with other subsidiaries on the same starting line two years later. The leaders of our Erlian Company and Chuanshui Company should never regard this concern as a kind of dependence. They should get rid of the burden completely, turn the situation around, go into battle lightly and catch up in these two years. If the situation is still the same after two years, it is really sorry for the organization and leadership and disappointing all employees. In my opinion, the leaders of the two companies must be vigilant. During the working meeting of the Head Office, General Manager Jin of the Head Office raised the issue of gradually lowering the management fees charged to subsidiaries, requiring the management fees of railway projects contracted by group companies to be gradually reduced to 3-5 ideas, and the management fees of cross-country projects to be reduced to 2 ideas, and the total return on assets and management fees of each subsidiary should not exceed 40 million yuan. I think we should conscientiously implement the instructions of General Manager Jin. My overall thinking is discussed by the leading group and the leaders of subsidiaries: First, increase the operation of the same level of the group company, not only to earn money at the same level to support themselves, but also to continuously increase the accumulation of the group company and minimize the burden on the subsidiaries; Second, the collection standard of railway project management fees under the jurisdiction of the bureau is gradually reduced to 3-5 points, and the management fee of cross-country projects is gradually reduced to 2 points. My idea is mainly to benefit all subsidiaries and all employees and realize the common and harmonious development of group companies and subsidiaries.