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 On April 1, Bai Tinghui, Party Secretary and Director of Shanghai Municipal State-owned Assets Supervision and Administration Commission (Shanghai SASAC in brief) went to Donghao Lansheng Group (DLG) Shanghai Foreign Service (Group) Co., Ltd (FSG) to investigate and research into a series of matters. Wang Qiang, Party Secretary and Chairman of the Board of DLG, Cao Wei, President of DLG, Li Dong, Vice President of DLG and Chairman of the Board of FSG and other relevant leaders participated in the investigation and research. 
While expressing his thanks to the visiting group headed by Director Bai Tinghui, Chairman Wang Qiang introduced some important aspects of the Group’s work such as the professional manager system construction, the exhibition industry integration of the state-owned assets system, the joint development of state-owned enterprises (SOEs), and the service toward the SOEs which are planning to “go out”. He hoped that the Group could get professional guidance and strong support from the leadership of Shanghai SASAC. President Cao Wei made a special report on “DLG Three-year Term Summary (2017-2019) and DLG Three-year Action Plan (2020-2022)” on behalf of the Group. On behalf of FSG, Vice President Li Dong made a special report on “pandemic prevention and control, business development and deepening reform”, and displayed FSG’s achievements in informatization construction and digital transformation.
After hearing the reports, Director Bai Tinghui spoke highly of the development achievements of DLG and FSG in recent years, as well as the contributions made in pandemic prevention and control. He said: Since its establishment along with the tide of national reform and opening-up, FSG has always been paying attention to the fulfillment of its social responsibilities, and has gradually developed and grown into a leading enterprise in the national human resources industry, thus making important contributions to the economic and social development of Shanghai. He hoped that at next stage, FSG could perform well in the following three aspects: First, further enhance the political position and adhere to the “two-wheel drive” of social responsibility and enterprise development. While realizing the high-quality development of the enterprise, FSG should actively undertake the special social responsibility and historical mission, actively serve Shanghai in implementing the national strategies like the “three tasks and one platform”, persistently tap into the talent advantages of Shanghai's development, and make due contributions to the construction of Shanghai's “five centers”. Second, further deepen reform and development, tightly seize the opportunity of Shanghai’s comprehensive reform experiment of regional state-owned assets and state-owned enterprises, focus on the establishment and improvement of the long-term incentive and restraint mechanisms, profoundly push forward some major items of work like the reform of mixed ownerships, strengthen the reform intention, clarify the goal nodes, accelerate the work progress, and push forward the reform work in a project-based, inventory-based and task-based manner. Third, further enlarge the platform effect, give full play to the advantages of FSG’s HR service platform construction, promote service model innovation through digital transformation, and enlarge the economic effect of the platform, so as to play a leading role in the demonstration of the transformation of human resources management model of Shanghai’s SOEs.
Director Bai also stressed that FSG should profoundly advance the development strategy of “internationalization, professionalization, digitalization and capitalization”. FSG needs work hard on internationalization and perform well both internally and externally. “Internally”, FSG must set up talent introduction channels so as to attract more high-level international talents for Shanghai. “Externally”, FSG must grasp the “going-out” strategic opportunity, and prudently and steadily promote the international layout on the premise of strict risk control and solid foundation. FSG must seek breakthroughs in professionalization, and by integrating with the preparation of the 14th Five-year Plan, adapt to the adjustment of the new accounting standards as soon as possible, scientifically set the future development goals, give full play to FSG's advantages in customer resources and industrial chain in the field of human resource services, and further improve its professional service capacity and level. In addition, FSG must improve its energy level in digitalization, adhere to the principle of independence, unify the ideological understanding, match with the advanced international standards and continue to increase investment in digital transformations such as the cloud service platform and industry platform construction, thus leading the innovational development of the national human resources industry.