The engineering company held its 2026 Work Conference and Employee General Meeting.

　　On January 30, 2026, the Engineering Company held its 2026 Work Conference and Employee General Meeting. At the meeting, Qu Siqiu, Secretary of the Party Committee and Chairman of the Group Corporation, delivered an important speech titled “Ensuring Effective Implementation through Lean Operations and Better Playing the Role of Ballast Stone Through Responsibility and Action.” Hao Wenliang, General Manager of the Engineering Company, presented the “2025 General Manager’s Work Report of the Engineering Company.” The meeting summarized the achievements and practical experiences of the past year, clearly defined the work objectives and development directions for 2026, further united the collective efforts of all employees, and set forth together on a brand-new journey of development for the Engineering Company.

　　Qu Siqiu pointed out that in 2025, the engineering company achieved solid and steady progress, delivering impressive results and truly playing its role as a stabilizing anchor for the group company. The work target responsibility agreements for 2026 have already been signed. In the new year, the engineering company will aim to: “Consolidate our foundations, strengthen our core capabilities, refine our operations to ensure efficiency, drive vitality through transformative change, foster innovation to boost momentum, standardize operations to mitigate risks, implement strategic measures for going global, leverage digital intelligence to enhance efficiency, boost team cohesion, build a comprehensive engineering ecosystem, and continue serving as the group’s stabilizing anchor.” By doing so, the company will seize business opportunities amid an uncertain market, guarantee efficiency and profitability in confirmed projects, proactively identify and pursue opportunities for certainty amidst volatile market trends and industry conditions, and place ensuring profitability at the heart of its objectives. Specifically, the company will:

　　Ⅰ, consolidate the foundation and strengthen the base to lay a solid groundwork for development. Thoroughly review and improve our rules and regulations, enhance our core competencies, and consistently maintain a sense of crisis and urgency, proactively adapting to market changes.

　　Ⅱ, focus on meticulous cultivation and steadfastly uphold the core principle of profitability. Deeply recognize that the essence of commerce lies in cost, efficiency, and customer experience. By optimizing processes and enhancing efficiency, we will rigorously control costs and ensure that each project achieves its expected returns.

　　Ⅲ, break the deadlock through transformation and boost cohesion. Promote human-centered management, reform the performance evaluation system, optimize the distribution mechanism, and unleash organizational vitality.

　　Ⅳ. Promote effective innovation and strengthen core support. Focus on key areas, prioritize critical tasks, key personnel, and crucial links, and concentrate efforts on breakthroughs in core initiatives such as the development of the sulfur business and the extension of the industrial chain. Clearly define responsible entities, enhance process management, and ensure that innovation investments translate into tangible benefits.

　　Ⅴ Standardize operations and strictly control all types of risks. It is necessary to establish a comprehensive risk prevention and control system covering the entire process, with effective management of risks related to contracts, labor practices, financial and tax matters, safety and environmental protection, and partnerships.

　　Ⅵ, establish a presence overseas and expand growth opportunities. To go global, we must implement targeted measures, build a professional team, enhance our core competencies, and lay a solid foundation for overseas expansion.

　　Ⅶ. Leverage digital technologies to enhance operational efficiency. We need to study the application scenarios of AI in the engineering industry and explore its specific value in areas such as procurement, construction, and project management. We should also make the most of existing digital investments to ensure that digital intelligence truly boosts work efficiency.

　　Ⅷ. Unite hearts and pool strengths to build an outstanding team and industrial ecosystem. We must strengthen leadership team development, maintain a clear and rational mindset, face challenges in our development squarely, and avoid being constrained by past achievements. We should forge an integrated engineering ecosystem and build competitive advantages across the entire industry chain. Moreover, we must fully leverage the roles of experts—both in internal mentorship and external technical exchanges.

　　In his general manager's work report, Hao Wenliang provided a detailed summary and analysis of the engineering company's performance in various aspects for 2025, highlighting both its strengths and areas for improvement. Based on the 2026 work target responsibility letter, he outlined a work plan and strategies covering the following five key areas:

　　1. Lock in profits, stay focused on our goals, and give our all to accelerate progress toward the three-year plan.

　　2. Deeply cultivate and meticulously develop the market, unite hearts and minds, and bravely achieve outstanding results.

　　3. Focus intensely on improving production quality and excellence, while strictly controlling costs to enhance efficiency and consolidate our foundations.

　　4. Focus efforts on tackling key challenges and scaling new heights; leverage technology to enhance quality and boost efficiency.

　　5. The management departments have clearly defined responsibilities, helping the company operate smoothly and steadily.

　　At the meeting, the company signed “Work Target Responsibility Agreements for 2026” with all departments and recognized the outstanding teams and individuals of 2025. Leaders from the group company and all employees of the engineering company attended the meeting.