The Group Company held the 2026 Safety Work Conference.

　　On the afternoon of January 21, 2026, the Group Corporation held its 2026 Safety Work Conference at its headquarters. The meeting was chaired by Li Tiejun, Vice President and Director of Safety of the Group Corporation, and attended by Qu Sichiu, Secretary of the Party Committee and Chairman of the Board of Directors of the Group Corporation, who delivered an important speech. The conference comprehensively reviewed the achievements and shortcomings of safety work in 2025, clearly defined the key tasks and requirements for safety work in 2026, and sounded the call to unify safety thinking, build consensus on safety, and firmly implement safety responsibilities throughout the Group. Relevant personnel from the Group’s headquarters and all its subsidiaries attended the meeting.

　　At the meeting, Li Tiejun summarized and evaluated the 2025 work on production safety. He pointed out that 2025, as a pivotal year in the Group’s plan to enhance its safety management level, saw the Group successfully achieve its annual production safety goals thanks to the concerted efforts of all employees: none of the subsidiaries experienced any safety or environmental accidents; wastewater and exhaust gases were discharged in compliance with standards; hazardous wastes were properly disposed of; and there were no cases of work-related injuries, occupational diseases, or suspected occupational diseases. The 2025 safety performance was marked by numerous highlights: Nuo’ao Chemical maintained a high rate of operational equipment integrity and implemented standardized, orderly site management; Sanwei Longbang’s technical training closely aligned with actual production needs and demonstrated remarkable effectiveness; Qingdao Lianxin significantly improved its safety management level and received high praise from external experts; and the Group’s safety management processes continued to be optimized, with its institutional framework gradually becoming more robust. At the same time, certain incidents revealed lingering risks and hidden dangers, highlighting ongoing weaknesses in areas such as the targeted nature of safety training, comprehensive management of contractors, and the effective implementation of closed-loop supervision and assessment mechanisms.

　　Li Tiejun emphasized that the core of the group’s safety management in 2026 lies in the meticulous control of special operations. Each subsidiary must strictly adhere to the group’s safety management requirements, strengthen supervision and inspection efforts, and ensure that safety responsibilities are firmly implemented at all levels, thereby providing solid support for enhancing the quality and efficiency of the group’s safety management work. He pointed out that safety management must go against human nature—breaking through complacency and inertia—and leaders must take the lead in upholding principles. Control measures should be precisely targeted to enhance both efficiency and safety through refined management. Moreover, safety capabilities must undergo rigorous, multi-layered defenses, with shortcomings being openly acknowledged and continuously addressed. The meeting also conducted specialized safety training focused on the fundamental aspects of safety management. Following this, the group company and its subsidiaries signed the 2026 Commitment Letter for Safe Production.

　　Director Qu pointed out that in 2025, the Group achieved remarkable results in safety work. For the Group and its subsidiaries, “zero accidents” is the most important annual performance indicator. He emphasized that all tasks must strictly adhere to the safety bottom line, and company leaders and managers must attach great importance to safety in their thinking and consciously put it into practice in their actions, ensuring that all operations meet the essential safety standards. Regarding safety work for 2026, Director Qu put forward three key requirements:

　　First, systematically advance the construction of the Group’s safety culture system. Fully draw on the advanced management experiences of subsidiaries such as Nuo’ao Chemical, integrate the institutional strengths of various units, and unify safety slogans, safety policies, and core principles to forge a shared safety culture consensus that is widely recognized by all employees.

　　II. Fully commit to ensuring adequate resource and manpower investment in safety, clearly establishing the bottom-line principle that “even if operational profitability is under pressure, we will never reduce investment in safety,” thereby providing robust safeguards for safe production.

　　Third, we will innovate the safety assessment and incentive mechanism. The Group has established a special safety fund and will continue to implement positive incentives guided by actual work performance, abandoning the traditional approach of merely imposing penalties. This will fully motivate all employees to actively participate in safety management.

　　Qu Dong emphasized that safety is the top priority for corporate development. The Group’s business spans multiple sectors, including research, engineering, and physical operations. With a wide scope of site management and significant control challenges, safety management must resolutely reject formalism and prioritize intrinsic safety to safeguard employees’ personal well-being and ensure the company’s stable operation and overall development.

　　Company President Feng Yiyuan emphasized that safety management must adhere to three core principles: First, “It’s better to wait ten minutes than take even a minute of risk”; second, “It’s better to go through one extra procedure than skip a single step”; and third, “It’s better to face criticism today than suffer an accident tomorrow.” He stressed that all special operations must rigorously implement the stringent requirements of “comprehensive approval, on-site supervision, and thorough implementation of preventive measures” to ensure that the entire process remains safe and under control.

　　This meeting serves not only as the “first lesson” in safety at the start of the year, but also as a “mobilization order” for safety work throughout the entire year. Taking this meeting as an opportunity, the Group will strive to transform its safety philosophy into conscious, everyday actions, and build a robust safety defense system through meticulous management, thereby providing solid safety guarantees for the company’s high-quality development.