On June 11,the Company convened the June Production and Operations Meeting to deploy key priorities and make an all-out push to achieve the "dual halfway" goal of exceeding 50% of annual targets by mid-year. Zhu Wenjun, Secretary of the Party Committee and Chairman of the Company, attended the meeting and delivered remarks.

During the meeting, relevant departments and three branch companies delivered special reports, and members of the leadership team put forward requirements and suggestions for subsequent work.

The meeting pointed out that currently, the whole company is united and striving forward with great determination. All major indicators have registered substantial growth, and the development momentum continues to improve. The company must firmly establish and practice the correct view of political achievement, adhere to the "Four New" leadership, effectively enhance core functions and improve core competitiveness, forge ahead with determination, accelerate the realization of the "10-billion chemical construction" goal, and lay a solid foundation for getting off to a good start in the "15th Five-Year Plan" period.

The meeting required that the Company must strengthen back-office construction to build a lean and efficient team; strengthen team management to ensure efficient project operations; improve project efficiency and accelerate contract fulfillment to expand the market with quality and efficient service; increase the intensity of fund management to achieve cost reduction and efficiency gains through lean management and ensure every cent is collected; and do well in risk prevention and control by strengthening risk identification capabilities to ensure the Company's stable operations.

The meeting emphasized the following points:

First, we must continuously deepen the reform of the "three systems," adhere to the principles of "promoting or demoting based on performance" and "eliminating the lowest performers," provide a broad platform for cadres and employees who are willing and able to work, and stimulate endogenous momentum.

Second, we must strictly implement the work safety responsibility system. Leadership teams at all levels must go deep into the frontline to lead inspections, strengthen the investigation and governance of hidden dangers, and effectively implement safety and environmental protection work to achieve the goal of "everyone talks about safety, and everyone knows how to respond to emergencies."

Third, we muststrengthen the construction of Party conduct and integrity, strengthen awareness of discipline and rules, and effectively wield the "three sharp swords" of inspection, audit, and comprehensive supervision to seriously deal with violations of Party discipline, state laws, and company rules and regulations.

Fourth, we must do well in the "looking back" review of inspection rectifications. We must thoroughly rectify existing problems, draw inferences from one instance to avoid similar mistakes, and push forward all tasks with the courage to turn the blade inward, thereby safeguarding the high-quality development of the company.

Members of the company's leadership team and heads of various departments, branches, subsidiaries, and project departments attended the meeting through a combination of online and offline methods.