On July 18, Zhongan Huali Construction Group convened its special marketing meeting for the first half of 2026. Chang Qiancang, Party Committee Secretary and Chairman of Huali Holding Company, Mei Shengtao, Party Committee Secretary and Chairman of the Construction Group, Xiong Yanbin, President of the Construction Group, and other members of the leading team attended the meeting. The participants included all staff from the Group’s Marketing & Operation Center, as well as operation principals of all subsidiary branches and business divisions. The meeting was presided over by Fu Zhaoyu, Vice President of the Construction Group.

At the meeting, principals of the Group’s Marketing & Operation Center, all subsidiary branches and business divisions delivered separate reports on the first-half marketing work. In-depth discussions and interactive exchanges were conducted focusing on core themes including in-depth market cultivation, incremental growth breakthroughs, resource collaboration and mechanism optimization, consolidating consensus for operational breakthroughs.

The meeting fully affirmed the marketing achievements secured by the Group in the first half of 2026. Faced with a complex market landscape and fierce industrial competition, all staff on the operational frontlines of the Group forged unity, rose to challenges and delivered solid results. The Group steadily advanced key work including market expansion, project implementation and business segment coordination. All business units further cultivated core domestic existing markets, accurately tapped incremental resources, steadily promoted cross-regional layout, and actively explored new overseas growth tracks. All departments made multi-point breakthroughs and coordinated efforts to continuously expand high-quality project reserves, stabilize the Group’s fundamental market operation foundation, solidify the groundwork for high-quality corporate development, and inject strong momentum into the Group’s sustained and steady growth.

On the basis of summarizing phased achievements and sorting out directions for optimization and improvement, Xiong Yanbin deployed comprehensive and systematic arrangements for the Group’s market operation work in the second half of the year. He required all operational staff to proactively transform their operational mindset, break away from traditional business limitations and path dependence, actively explore high-quality markets of social enterprises, continuously expand the business territory, deepen incremental growth tracks, steadily expand and strengthen international business, and build a diversified operation pattern featuring coordinated domestic and overseas development. He stressed that all operational entities should fulfill primary responsibilities, implement the top-leader accountability system, and fully advance key tasks including market development, project follow-up, resource docking and risk prevention and control. Meanwhile, the Group’s Marketing & Operation Center should strengthen overall coordination and empowerment, focus on resource integration, platform building and full-process support for overseas business, normalize professional training, capacity improvement and risk education for marketing teams, and strive to build a professional, compound and high-caliber marketing team to empower the Group’s market-oriented transformation.

Based on the Group’s overall strategic development goals and the demands for operational quality upgrading, Mei Shengtao clarified key special improvement tasks. He pointed out that the Group should focus on improving the quality and efficiency of operational work, prioritize three key special tasks including adapting to AI-based bid evaluation, overall deployment and allocation of registered constructors, and standardized management of out-of-province markets, so as to targetedly eliminate operational bottlenecks and make up for management shortcomings. Amid escalating market competition, all operational and management personnel should adhere to the long-term development of the enterprise, optimize the operational system with systematic thinking and innovative measures, steadily advance structural optimization of the organizational system, implement the reform direction of streamlining management levels, deploying manpower to frontlines and empowering grassroots teams, build a more efficient organizational structure, strengthen market breakthrough capabilities, and fully activate the endogenous driving force for operational development.

In the concluding speech of the meeting, Chang Qiancang analyzed the severe and complex industrial situation and the overall needs of the Group’s high-quality and sustainable development, putting forward fundamental reform requirements for the Group’s marketing system, organizational structure, operational mechanism and assessment orientation, defining the core path and fundamental guidelines for the Group to break through bottlenecks, achieve transformation and upgrading, and pursue high-quality development in the second half of the year. He emphasized that centered on improving quality, increasing efficiency and pursuing steady development, the Group will further advance all-round reforms in organization, mechanism and assessment. In terms of organizational structure, the Group will implement streamlining and quality improvement reforms, optimize staffing allocation, integrate high-quality resources, focus on core businesses, key markets and high-quality projects, and build a lean, efficient and high-performance operational team. In terms of operational mechanisms, the Group will comprehensively upgrade the operational management and control system, implement profit-sharing management and president-direct approval mechanisms, realize full-process pre-review and closed-loop management of core matters including bid pricing, operational decision-making and fund transactions, and shore up the bottom line of compliant operation and risk prevention and control. In terms of assessment orientation, the Group will fully implement a digital assessment and public notification mechanism, evaluate performance based on benefits and reward or punish staff by results, guide operational work to abandon the extensive development model of low-price competition, focus on high-quality, high-profit and high-performance projects and core overseas tracks, and drive the comprehensive transformation of the Group’s marketing model from scale expansion to quality and efficiency improvement.

As both a mobilization meeting for summarizing achievements and sprinting for annual goals and a reform launching meeting for breaking old shackles and promoting transformation and upgrading, this meeting lays a solid foundation for the Group’s subsequent development. Going forward, Zhongan Huali Construction Group will stay committed to annual targets, pursue breakthroughs through reform, strive for excellence with solid work, and empower development through quality improvement. The Group will continue to optimize the operational system, cultivate high-quality markets, strengthen core businesses, fully sprint for the full-year operational goals, and safeguard the sustained, healthy and high-quality development of the enterprise with high-quality operational achievements.