The engineering company held its 2025 Mid-Year Work Conference and Employee General Meeting.

　　On the morning of August 7, 2025, the Engineering Company held its 2025 Mid-Year Work Conference and Employee General Meeting. Leaders from the Group Corporation and all employees of the Engineering Company attended the meeting. At the meeting, Qu Sichiu, Secretary of the Party Committee and Chairman of the Group Corporation, delivered important instructions and set forth work requirements. Feng Yiyuan, President of the Group Corporation, delivered a keynote speech. Hao Wenliang, Vice President of the Group Corporation and General Manager of the Engineering Company, presented the "General Manager's Work Report for the First Half of 2025 of the Engineering Company." The meeting summarized the achievements and shortcomings of the Engineering Company’s work in the first half of the year, clarified the work objectives and direction for the second half, and further rallied the collective efforts of all employees to lay a solid foundation for the work in the second half of the year.

　　Qu Dong noted that in the first half of 2025, despite a severe and complex internal and external environment, the engineering company, under the leadership of its management team, overcame numerous challenges and achieved remarkable results: While maintaining its market advantage in sulfur recovery operations, the company made breakthroughs in developing non-sulfur-related businesses; all branch offices played a significant role in securing projects and maintaining local markets; the pace of digital transformation is accelerating; internal management has become more refined; the management team’s introduction of new policies and initiatives has yielded impressive results; the workforce continues to grow and develop; and the company’s key projects have been completed exceptionally well, earning high praise from clients.

　　Qu Dong urged everyone to face squarely the current intense market competition. He called on engineering companies to align with development trends, enhance efficiency in their work, and make solid progress in the second half of the year by focusing on the following aspects:

　　As the country’s 14th Five-Year Plan comes to a close, our company must seize the momentum, pay close attention to national policy directions and industry development trends, and carefully consider what we can do during the upcoming 15th Five-Year Plan. We should promptly adjust our three-year development plan to ensure that the company stays on the right track.

　　In the current context of industrial overcapacity and intense internal competition, all employees of the engineering company must put the principles of “Lean, Opportunity, Digital Intelligence, and Struggle” into practice in every single task, ensuring that each job meets the standard of continuous improvement and excellence.

　　Effectively play the role of the engineering company as a stabilizing force, ensuring that scientific research yields tangible results.

　　Every department and individual should act as a problem solver. Leaders must dare to take responsibility, enhance the company’s operational efficiency, and members of the leadership team must work together in synergy.

　　We must properly balance short-term gains with long-term development, learn from the many tech companies in Shenzhen, and place great emphasis on technological innovation.

　　Guided by high-quality Party building, we will ensure the company’s high-quality development, cultivate an outstanding brand culture, and distill and summarize the essence of our three-dimensional engineering culture.

　　General Manager Feng delivered a speech focusing on three key perspectives: "How to view the current situation, how to assess our own strengths, and how to proceed in the second half of the year." He pointed out that although the external environment in the first half of 2025 remains complex, with challenges arising from international geopolitical conflicts and volatile raw material prices, the engineering company has still achieved solid business results. Several major projects are progressing smoothly, and efforts in refined management have also yielded positive outcomes—factors that can be attributed to the dedication of our employees and the strategic guidance provided by the Group. General Manager Feng noted that the engineering industry has now entered a "deep-water zone," and he outlined four major trends shaping the industry’s transformation: the restructuring of industrial logic, the reshuffling of the competitive landscape, the approaching threshold of technological dividends, and the emergence of new international opportunities. These trends signify a shift from extensive expansion toward value creation and refined operations, emphasizing that while these trends pose challenges, they also present significant opportunities. Regarding the work for the second half of the year, General Manager Feng highlighted this year’s key words—"Lean, Opportunity, Digital Intelligence, and Struggle"—and called upon the engineering company to focus on seven critical areas: maintaining strategic composure, driving value forward, breaking down organizational boundaries, accelerating digital transformation, building new growth engines, enhancing organizational effectiveness, and proactively managing operational risks. Finally, he encouraged everyone to adopt the mindset of fighters, remain confident, and build up momentum, so as to chart a new growth trajectory for the engineering company during this pivotal period of transformation and upgrading.

　　In his report, General Manager Hao meticulously reviewed the engineering company’s first-half operational and production performance across three major areas—business objectives, management objectives, and development objectives—while aligning it with the requirements of the 2025 Work Target Responsibility Letter. He pointed out that, in the first half of the year, the engineering company had achieved breakthrough results in areas such as market expansion, project execution, and management improvement; at the same time, it had also faced significant challenges and tests. Overall, there was still a considerable gap between the company’s current performance and the targets set forth in the 2025 Work Target Responsibility Letter. General Manager Hao emphasized that the engineering company would continue to face substantial pressure in the second half of the year. He then laid out specific plans addressing several key areas—including revenue and profit, market development, production organization, technological management, and others—and urged all employees to unite their efforts, confront challenges head-on, overcome difficulties, and embrace the second half of the year with an even more vigorous and proactive attitude, making every possible effort to ensure the full achievement of all annual goals and tasks.