董秘最新回复 来自交易信息汇总：12月25日主力资金净流出434.33万元，显示主力短期谨慎态度。 截至2025年12月25日收盘，中工国际(002051)报收于9.2元，上涨0.22%，换手率1.34%，成交量16.56万 手，成交额1.52亿元。 投资者： 请问公司除了是央企以外，公司有什么自己的内在价值吗？公司的核心技术到底是什么？公 司要有自己的核心技术是否可以介绍下？谢谢 董秘： 您好。公司近年来以打造科技型专业化工程公司为目标，深入构建"一体两翼"发展格局，以中 工国际国际化经营能力与融资优势，结合中国中元一流的设计咨询技术实力与北起院先进装备制造能 力，构建差异化竞争力，深度参与海外工业化建设，服务国家新型工业化与区域重大发展战略。中工国 际经过40余年的海外经营，建立了70余个海外分支机构，打造了广泛的国际业务开发网络，专业的国际 化经营与融资团队；中国中元是首批获住建部工程设计综合甲级资质的企业，业务涵盖医养健康、数字 新基建、机场物流、能源工程、大科学设施等高附加值业务领域；北起院是我国起重运输机械行业综合 技术实力最强的企业，其客运索道装备位居世界前三，获评工信部"制造业单项冠军"产品， ...

Core Insights - The article discusses the transformation and strategic evolution of China National Machinery Industry Corporation (中工国际) as it navigates challenges and aims for high-quality development [2][3] Group 1: Company Transformation - In 2020, the company faced significant challenges, including annual losses and a historical low in project reserves, prompting a need for a strategic overhaul [2][4] - By mid-2023, the company reported a 36.66% year-on-year increase in effective contract amounts for international engineering contracting, reaching $973 million, and a 33% increase in new contracts totaling $2.139 billion [2][4] Group 2: Strategic Initiatives - The company initiated a "second entrepreneurship" phase to address internal and external challenges, focusing on deeper organizational and cultural transformations alongside business model changes [4][5] - A new human resources strategy was implemented, emphasizing performance-based promotions and restructuring to enhance operational efficiency [4][5] Group 3: Talent and Collaboration - Talent exchange programs were established to break down internal barriers and foster a unified corporate culture, enhancing collaboration across different business units [5][6] - The "Dandelion Plan" was introduced to facilitate personnel exchanges, promoting proactive engagement among employees [6] Group 4: Market Expansion and New Business Models - The company successfully entered new markets such as Guyana, Iraq, Kazakhstan, and Nicaragua, achieving 84.32% of its total contract amount for 2024 in the first half of the year [7] - A shift from traditional EPC (Engineering, Procurement, and Construction) to a "Build-Operate-Transfer" model was initiated, focusing on environmental and clean energy projects [8] Group 5: Future Outlook - The company aims to enhance its technological capabilities and establish a comprehensive innovation management system, with a focus on market-oriented research and development [9] - The upcoming "15th Five-Year Plan" will emphasize becoming a technology-driven specialized engineering company, aiming for a transformation in business layout and competitive advantages [9][10]

Core Insights - The company has successfully implemented its strategic initiatives during the "14th Five-Year Plan" period, focusing on transformation, integration, and high-quality development, establishing a solid "one body, two wings" business structure [1] - The company aims to become a technology-driven professional engineering firm during the "15th Five-Year Plan," emphasizing "one enhancement, two services, and three transformations" to deepen high-quality development [1] Financial Performance - In the first half of the year, the international engineering contracting business showed strong performance, with effective contract amounts reaching $973 million, a significant year-on-year increase of 36.66%, accounting for 84.31% of the total for 2024 [1] - The cumulative new international engineering contract amount was $1.126 billion, with a backlog of contracts amounting to $9.545 billion, providing a solid foundation for future performance with 39 ongoing projects [1] Business Development - The company's "investment, construction, and operation" projects in environmental protection, cableways, and clean energy are being successfully implemented, enriching profit models and providing strong support for stable and sustainable cash flow [1] - The company is expected to enhance its core competitiveness across the entire engineering industry chain, focusing on industrialization, upgrading the value chain to high-end, and transforming competitive advantages into "technological innovation + high-end equipment manufacturing + international operations" [2]