At the beginning of the meeting, Minister Cheng Shuyang systematically reviewed the progress made in 2025 in areas such as platform construction, industrial ecosystem development, and market expansion, and objectively analyzed the shortcomings and challenges present in current work. On this basis, he focused on introducing the work ideas and plans for 2026, aiming to enhance the company's understanding of the development plan for the Medical-Engineering Integrated Collaborative Innovation Center, build consensus, and ensure that both parties’ development paths are aligned.

Jiang Haoyu, Investment Director at Ruikang Biotech Qiyuan Investment, a fund company established through a joint venture, delivered a special presentation on the theme of 'The Correct Financing Path for Enterprises.' He systematically outlined the core elements and processes of corporate financing and provided an in-depth analysis of the key components and presentation points of business plans, helping the participating companies better understand the preparation and communication strategies required during the financing process.

Corporate Key Achievements Year-End Summary and Work Plan Report

Partner companies reported on their work achievements in 2025 and development plans for 2026, and also put forward specific needs and suggestions to the association based on their own experiences.

交流与讨论

总结与展望

Feng Huaizhi, Director of the Center for Collaborative Innovation in Medical Engineering, stated that the current international and domestic environment, along with technological changes, are profound. We must clearly recognize the situation, proactively transform, abandon previous path dependencies, and establish a new strategy guided by the mission of 'strengthening the country through science and technology and serving the nation through industry,' driven by both social and economic value.  

In the future, the society will promote three major restructurings: first, the restructuring of innovation logic, shifting completely from technology-driven to a dual approach driven by clinical pain points and market demand; second, the restructuring of organizational models, breaking down barriers between the society, enterprises, and research institutions to build joint operational units; third, the restructuring of value distribution, encouraging all parties to plan collaboratively from the early stages of projects to create a new mechanism for co-creating value and sharing benefits.  

In addition, to support enterprise development, the society has clarified that its core function is to serve as an 'enabling platform' rather than a management body, and plans to strengthen six major services: corporate governance and strategic planning; refined operational supervision; guidance for innovation and transformation; support for digital capabilities; building a digital ecosystem; and forming special task forces to tackle key challenges.