CITIC Limited Chairman Xi Guohua: Making Investment a "Multiplier" for Financial and Industrial Development

Ask AI · How Citic’s Four Advanced Steps Can Realize a Two-Way “Come-Together” Between Investment and Industry?

Source｜Caijing Magazine

By｜Caijing reporter Chen Hongjie Edited by｜Yuan Man

Data show that in 2025, Citic achieved full national-level coverage of services for “specialized, sophisticated, distinctive, and innovative” enterprises, with the equity investment alliance managing funds exceeding RMB 340 billion, nurturing and incubating more than 1,200 tech-innovation companies, and forming an ecosystem network featuring synergy among investees, industry resources, and capital resources. All of this has created favorable conditions for Citic to develop its investment main business.

“Looking ahead to the ‘15th Five-Year Plan period for 2026–2035’—we have researched and proposed implementing the ‘Three Three Five’ strategy, with investment explicitly set as one of the three major businesses.” On the afternoon of March 27, Xi Guohua, Chairman of CITIC Ltd. (0267.HK), said.

Xi Guohua stated that this is mainly based on the following three considerations: First, it is a practical action to serve national strategies. Effective investment is an important lever to stabilize growth and expand incremental output. For CITIC Development’s investment main business, the goal is to allocate resources to major national strategies such as new-quality productive forces and expanding domestic demand, serving as a “national team” of long-term capital and escorting the economy and society toward better and newer development.

Second, it is the winning approach to seize the wave of innovation. At present, China’s emerging- industry innovation achievements have entered a concentrated breakout period, with strong investment demand and potentially high returns in key areas such as artificial intelligence, new materials, and new energy. By increasing strategic investments in emerging fields, it will help Citic secure positions in key tracks and build a “second growth curve.”

Third, it is a powerful engine to accelerate high-quality development. For comprehensive enterprises, business structure is a core variable that affects the quality and efficiency of development. By vigorously developing the investment main business, it is possible to effectively implement the理念 of “the company is also a product,” promote dynamic optimization of the structural layout and the transition between old and new drivers, and make investment a “multiplier” that enhances the growth of both finance and the real economy—thereby better releasing the “multiplier effect.”

Of course, investment is not new for Citic. From the moment Citic was founded, it has had a distinct investment gene. After 46 years of unremitting efforts, Citic has accumulated deep know-how in the investment sector, forming distinctive strengths of “specialized institutions converging, successful case studies clustering, and leading talent emerging in large numbers.” Citic also has a full range of financial licenses and abundant industry resources that general investment companies do not possess, enabling strong capital support and broad industry scenarios for investee companies.

Data show that in 2025, Citic achieved full national-level coverage of services for “specialized, sophisticated, distinctive, and innovative” enterprises, with the equity investment alliance managing funds exceeding RMB 340 billion, nurturing and incubating more than 1,200 tech-innovation companies, and forming an ecosystem network featuring synergy among investees, industry resources, and capital resources. All of this has created favorable conditions for Citic to develop its investment main business.

“Recently, the company has made key deployments to strengthen its investment business. Next, it will take a series of actions, striving to achieve landmark results within the year and fully realize the ‘Four Advanced Steps.’” Xi Guohua said.

First is to advance from tactics to strategy. Citic will focus on strengthening top-level design for its investment business, establish an investment management department, and build a dual-dimension management system of “resource integration + standardized governance.” It will also set up a strategic, value-oriented resource allocation mechanism, clarify resource allocation priorities, and improve capital repositioning efficiency.

Second is to advance from fragmented efforts to a system-wide approach. It will adjust the company’s business segments, clarify the functional positioning and strategic focus of each investment institution under its umbrella, build a full-cycle, three-dimensional investment matrix, and form an integrated investment development framework.

Third is to advance from selection to deep cultivation. Not only will it “use its feelers” to capture hot opportunities, but it will also focus on creating long-term value. Facing global markets, it will reserve high-quality targets, nurture industry leaders, and realize a two-way “come-together” between investment projects and industrial upgrading, creating a virtuous cycle. Centering on tackling key technological challenges, it will explore Citic’s paradigm of integrating independent innovation with investment empowerment, activating deep driving forces that can pass through business cycles.

Fourth is to advance from projects to branding. It will always emphasize building competitive advantages through professionalism, consolidate trust assets through reputation, and form an industry-leading understanding, philosophy, and playbook—so that Citic becomes a first-class investment brand with international influence.