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Wang Min, Member of the Standing Committee of the Hangzhou Municipal Party Committee and Secretary of the District Party Committee, visited HAGG Corporation to provide guidance and conduct a research visit.
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2022.06.15
On the afternoon of June 13, Wang Min, Member of the Standing Committee of the Hangzhou Municipal Party Committee and Secretary of the District Party Committee, visited HAGG for an inspection. Cheng Xiaodong, Member of the Standing Committee of the District Party Committee and Executive Deputy District Mayor; Wang Rundong, Deputy District Mayor; and key officials from the District Party Committee Office, District Government Office, District Party Committee Reform Office, District Development and Reform Bureau, District Industry and Information Technology Bureau, District Finance Bureau, Shaoxing Branch of the Bureau of Planning and Natural Resources, and the District State-owned Assets Operation Group also participated in the visit. The chairman and general manager of the group company accompanied the delegation.
Wang Min and his delegation first visited the HAGG, where they toured the high-power gearbox assembly line and the product showroom. They gained a detailed understanding of the factory layout, premium transmission products, technological innovations, market share, and other key aspects. Wang Min fully acknowledged the company’s significant contributions to Xiaoshan’s economic development, and subsequently engaged in a candid discussion on the themes of reform and innovation.
Wang Min pointed out
As one of the origins and vital roots of Xiaoshan's industrial development, HAGG boasts a profound heritage, remarkable achievements, and earns widespread admiration. Standing at the threshold of a new era, the company should embrace a stronger sense of historical mission, social responsibility, and urgency, driving its own transformation and upgrading. Through this relocation, Hangchi aims to create entirely new opportunities, unlock fresh potential, and step boldly into a new chapter—ultimately setting an exemplary model for deepening reform among manufacturing enterprises in Xiaoshan.
Wang Min emphasized
1. We must adopt a higher vantage point. Wisely leverage political insight to observe and analyze issues related to state-owned enterprise reform, continuously enhancing our political judgment, political comprehension, and political execution capabilities. Uphold the direction of market-oriented reforms, relentlessly drive corporate innovation and development, and boldly position ourselves as the "source" of original technologies and the leading, chain-reinforcing flagship enterprises. This will steadily strengthen our competitiveness, innovation capacity, control capability, influence, and risk-resilience. Moreover, fully harness the critical role of state-owned enterprises as the "ballast stone" for steady growth and robust development, delivering tangible results that propel reform efforts toward greater quality and efficiency.
2. Objectives must be clearer. Focus should be placed on building "Industry Brain + Future Factory," strengthening smart governance, operational optimization, and resource sharing. This will drive the integrated development of next-generation information technology with traditional manufacturing, enabling seamless connectivity among all elements within industrial communities and facilitating data-driven information exchange—ultimately leveraging digital and intelligent technologies to unlock new growth opportunities for state-owned enterprises.
3. Reform must go deeper. Guided by the three-year action plan for state-owned enterprise reform, we should leverage brainstorming sessions to liberate reform-minded thinking and explore the establishment of a modern corporate governance system. We need to optimize the allocation of state-owned assets, clearly focus on core responsibilities and businesses, intensify efforts in strategically emerging industries, and accelerate the exit from industrial sectors that no longer align with the city’s functional positioning. Additionally, we must refine equity structures, speed up mixed-ownership reforms, and push forward with professional integration and market-oriented restructuring. Furthermore, we should strengthen internal control systems, enhance targeted risk management, and strive to ensure the preservation and growth of state capital. Finally, we must reinforce team building, expedite talent recruitment and development, and cultivate a high-caliber, specialized cadre through rigorous selection, meticulous training, and stringent management practices.
The four plans need to be more detailed. Through methods such as holding meetings of the leading group, we will engage in in-depth discussions on topics like "site selection, project implementation, factory positioning, and functional zoning," ensuring thorough and effective execution of the comprehensive research plan for enterprise relocation. Staying firmly aligned with the goals of state-owned enterprise reform, we will adopt higher standards, a more pragmatic approach, and stronger measures to drive high-quality economic development across the region.
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