Southern Environmental Protection Held a Symposium on Deepening Reform and Enhancing Work Performance.
To thoroughly study, implement, and carry out the spirit of the 20th National Congress of the Communist Party of China, the national teleconference on mobilizing and deploying the action to deepen and upgrade state‑owned enterprise reform, and the spirit of the Fourth Plenary Session of the 15th Provincial Party Committee, while resolutely serving national strategies and the provincial party committee’s decisions and arrangements, and continuously enhancing the enterprises’ core competitiveness and strengthening their core functions, on September 5, Huang Guangming, General Manager of Dacheng State‑Owned Assets Group, led a delegation to the Fengxin Production Base of Southern Environmental Protection to preside over a symposium on deepening reform and upgrading efforts. Wu Meijuan, Chief Financial Officer, and Peng Renhong, Chief Legal Officer, of Dacheng State‑Owned Assets Group attended the meeting.
Huang Guangming and his delegation visited the Fengxin production workshop of Southern Environmental Protection.
Huang Guangming and his delegation visited the Nanfang Environmental Protection exhibition hall in Fengxin.
Huang Guangming and his delegation first toured the production and assembly workshop and the exhibition hall at Nanfang Environmental’s Fengxin manufacturing base. Li Zhiping, Party Secretary and Chairman of Nanfang Environmental, provided a detailed overview of the company’s latest IoT‑enabled smart funeral equipment, along with its accompanying AGV autonomous transport vehicles and AR holographic projection technology, highlighting their market‑driving applications. Following this, Huang Guangming chaired a symposium on deepening reform and enhancing performance at Nanfang Environmental, during which he heard reports on the company’s efforts to accelerate corporate restructuring, standardize “production‑supply‑sales” management, expedite the implementation of reforms related to the “three systems,” strengthen the collection of overdue receivables, and expand market opportunities.
On-site at the symposium on deepening environmental protection reforms and enhancing work in southern China.
Huang Guangming pointed out that generation after generation of “Southern people” have blazed new trails and forged ahead through hardship, striving to take the lead in the cremation equipment manufacturing industry. Over more than 50 years of development, the company has steadily grown into a leading enterprise in China’s funeral‑equipment sector, making a significant contribution to the modernization, reform, and development of the country’s funeral services. In recent years, Nanfang Environmental Protection has undertaken extensive efforts to advance reform and promote growth, achieving a favorable development trajectory; however, it still faces challenges such as imperfect corporate governance, excessively high levels of overdue accounts receivable, and an inadequate marketing system.
Huang Guangming emphasized
First, we must elevate our perspective, deepen our understanding, and earnestly strengthen our sense of responsibility and urgency in deepening reform and driving improvement.
As a benchmark enterprise in the industry, Southern Environmental Protection shoulders the mission of driving high-quality sectoral development and building leading, world-class companies. It must closely align with the provincial Party committee’s strategic plans—namely, the “Three Major Highlands” and the “Five Major Strategies”—as well as the “1269” Action Plan, continuing to deepen its expertise in the field of funeral cremation equipment. By fully leveraging its technological strengths in cremators and related ancillary products, the company will pioneer a new IoT‑enabled, smart‑funeral ecosystem in China’s funeral cremation equipment sector, while robustly supporting the extension and supplementation of the industry’s value chain.
Second, we must highlight priorities, seize key issues, and advance the deepening of reform in a thorough and pragmatic manner.
With an eye toward going public, we must standardize corporate governance and strengthen the company’s competitiveness. Focusing on marketing reform, we will establish a marketing management system that balances incentives with constraints, closely linking compensation to sales performance, sales profits, and timely collection of receivables. We must fully recognize the urgency and importance of clearing overdue accounts receivable and intensify efforts to recover outstanding amounts. Driven by process innovation, we will benchmark against leading equipment‑manufacturing enterprises and promote the deep integration of digital information technologies with equipment design and manufacturing. Grounded in corporate‑system reform and leveraging the “three‑system” reforms as a key lever, we will steadfastly improve corporate governance mechanisms and promptly build a high‑caliber cadre and talent pool that is professionally comprehensive, adequately sized, structurally sound, and organized into a well‑structured succession pipeline.
Third, we must strengthen measures, solidify accountability, and forge a concerted effort to deepen reform and drive continuous improvement.
Southern Environmental Protection is at a critical juncture—climbing steep slopes and rolling boulders uphill. It must approach reform with a mindset that remains vigilant in times of stability, adopt a spirit of coordination and synergy, and act swiftly to implement policies. A comprehensive, well-organized, and interconnected chain of accountability must be established to ensure that responsibilities are fully and effectively discharged. Further efforts are needed to dismantle departmental silos, strengthen internal communication and mutual understanding, and maximize efficiency. We must resolutely guard against formalism and bureaucratism, cultivate an unwavering commitment to execution, uphold strict discipline that commands immediate compliance, and firmly assign responsibility at every level, so as to translate all tasks into concrete actions and deliver tangible results.
More than 30 people attended the meeting, including responsible officials from the various functional departments of Dacheng State-owned Assets Group’s headquarters, all members of the Southern Environmental Protection leadership team, and the principal heads of each department.
