On July 28, China MCC convened its 2026 Mid-Year Economic Operation Analysis Conference. The conference aimed to study and implement the spirit of important speeches and instructions delivered by General Secretary Xi Jinping, communicate the spirit of the Group’s 2026 Mid-Year Economic Operation Analysis Conference, summarize work completed in the first half of the year, analyze prevailing situations, arrange key tasks for the second half of the year, and mobilize all cadres and staff to pool efforts, rise to challenges and strive toward full completion of annual targets. Li Zhongze, Secretary of the Party Committee and Chairman of China MCC, delivered concluding remarks. Chen Yang, Deputy Secretary of the Party Committee and President of China MCC, presented the work report for the first half of the year. Yan Aizhong, Deputy Secretary of the Party Committee, presided over the conference. Members of China MCC’s Party leadership group, Zeng Bin, Member of the Chinese Academy of Engineering and Chief Scientist of the Group, and external director Zhou Guoping attended the conference. 

In his speech, Li Zhongze fully acknowledged the hard-won achievements secured by China MCC through arduous efforts amid adverse conditions in the first half of the year. He reviewed China MCC’s more than 70yearlong striving journey and its contributions over the decade following restructuring. He profoundly analyzed normalized trends of profound industrial adjustment and cyclical downturn, as well as prominent problems existing in corporate operation and development. Targeting situations and tasks for the second half of the year and the period ahead, he emphasized five points. First, correctly and soberly understand the situation and resolutely advance transformation and upgrading. We must deeply recognize that the iron and steel metallurgy and construction industries have entered a profound adjustment phase with fundamental changes in market environments. Greater resolve must be galvanized to comprehensively reconstruct development modes, growth models, profit generation models and business logic, realizing transformation and upgrading from mere survival toward pursuing development. Second, reconstruct the marketing system and rebuild independent marketing capabilities. We must resolutely break away from past development path dependence, vigorously promote “head-to-head” targeted marketing, focus efforts on core clients, deepen development of key regional markets, and deliver comprehensive, full industry chain and full lifecycle services for the Group’s metal mining core business. Coordinated marketing should be actively encouraged; fair, impartial, open and transparent coordination compensation mechanisms should be established to prevent internal cutthroat competition. A matrix style marketing network structured around regional companies as horizontal threads and specialized companies as vertical threads should be built to develop a modern marketing system featuring comprehensive coverage and efficient coordination. Third, reconstruct the project management system and rebuild lean management capabilities. Guided by the three project management manuals, with strong Party-building as guidance, high quality as objectives, high efficiency as guarantees, low cost as core priorities and zero accidents as bottom line requirements, solid progress should be made in standardizing project-based Party-building and normalizing integrity compliance practices. Full scale implementation of lean project management will comprehensively improve operational quality and efficiency of projects. Fourth, reconstruct the management and control system and rebuild penetrating supervision capabilities. Full efforts should be devoted to advancing “strong headquarters” development, clarifying management boundaries and enforcing management responsibilities. The “311” response and supervision mechanism for grassroots level appeals must be strictly implemented, and tiered and categorized differentiated authorization management rolled out. Management tiers should be continuously compressed and organizational structures optimized to ensure effective cascading transmission of all management and control requirements. Guided by value creation, inefficient and ineffective legal person entities and branches should be vigorously consolidated, and valueless business entities resolutely cleared out. Fifth, reconstruct a sound and upright political ecosystem and upgrade political capabilities of leading cadres. A correct view of political achievements must be established and practiced. Leading cadres at all levels should fulfill their duties, uphold the spirit of “Success does not depend on me, yet success must be achieved through my efforts”, maintain the dedication of “Sticking to one blueprint and advancing work generation after generation”, and shoulder the responsibility of “Addressing legacy issues left by previous administrations”. Full and strict governance over the Party must be further advanced, rectification of problems identified through inspections and audits rigorously implemented, and disciplinary and law violation cases seriously investigated. Political judgment, political comprehension and political execution capabilities of leading cadres at all levels should be continuously enhanced. Disciplinary rules must be strictly observed, exemplary roles played at every level, and a sound and upright political ecosystem for entrepreneurship fostered. 

Delivering the work report entitled “Advance Transformation through Reform and Innovation, Boost Quality and Efficiency via Lean Management, Strive for Full Completion of Annual Target Tasks”, Chen Yang pointed out that China MCC maintained an overall stable economic operation momentum featuring improvement amid stability in the first half of the year. Operational quality kept improving, business structures were continuously optimized, project management steadily strengthened, scientific technological innovation achieved accelerated breakthroughs, reform and transformation work advanced in depth, risk prevention and control remained stable and controllable, and political building guidance was robust, demonstrating strong development resilience and foundations. For work in the second half of the year, first, focus on core businesses and adjust structures to stabilize fundamental market conditions. We must anchor the “5th Five-Year” strategy and consolidate core business positions. Concentrate on three types of high quality targets to improve marketing quality. Foster a broad based marketing mindset and strengthen internal coordination and external liaison. Consolidate overseas market layouts and tap into incremental markets. Second, prioritize project delivery performance and improve quality and efficiency outcomes to consolidate solid management foundations. Strengthen engineering management and raise project delivery efficiency. Refine commercial management and strictly control project costs. Pursue quality oriented excellence to polish the MCC brand. Optimize procurement management to cut costs, improve efficiency and guarantee supply. Third, advance reform and invigorate vitality to enhance core competitiveness. Define the 15th Five-Year Plan and push forward further transformation and upgrading. Strengthen headquarters development and give play to three core functional roles. Intensify loss treatment efforts and win the tough battle for loss reversal and turnaround. Innovate talents election and development mechanisms and refine remuneration distribution systems. Accelerate translation of scientific technological achievements to drive industrial transformation and upgrading. Fourth, guard against risks and stick to bottom line requirements to build a robust safety protection network. Effectively manage financial risks, reduce “Three-Fund” indicators and optimize cash flow. Strictly control investment and financing risks and strengthen full lifecycle management. Consolidate work safety defense lines and improve emergency response capacity. Deepen law-based compliance development and guard against litigation-related compliance risks. Fifth, strengthen Party-building to fuel development and pool cohesive momentum for progress. Consolidate the advantages of the “root” and “soul”, and deliver solid educational work. Improve grassroots level Party-building quality and achieve effective coverage. Promote rectification of inspection and audit identified problems and refine long-term mechanisms. Further advance work style improvement and consolidate integrity risk prevention lines of defense. 

The conference reported on China MCC’s work safety performance, benchmarking status and budget execution outcomes for the first half of the year. Commendations were awarded onsite to the 2025 “Top 20 Comprehensive Strength Third Tier Institutions” within China MCC. 

Non-leadership group senior executives and other work group members of China MCC, heads of headquarters departments and all production and operation entities, leaders and deputy leaders of Party inspection groups, leadership team members of all subsidiaries, principal persons in charge of the 2025 “Top 20 Comprehensive Strength Third Tier Institutions” and some staff representatives attended the conference.