In the first half of this year, the provincial metal company closely adhered to the strategic deployment of the group, and achieved increased profits in steel trade business, expanded revenue in coal business, and turned losses into profits in warehousing business through deep exploration of resources, market expansion, and service improvement. The company's operating income increased by 17% year-on-year, and profits increased by 32% year-on-year. The two core indicators basically achieved "more than half of the time, more than half of the tasks completed".

On July 10th, the diagnostic team from the group conducted a diagnostic exchange with the provincial metal company and the enterprise management team regarding the operational performance in the first half of the year.

Cao Yupei, General Manager of the Provincial Metal Company, and Xiang Min, Chief Financial Officer, reported on the overall business situation, budget implementation, major existing issues, and work priorities for the second half of the year. The diagnostic team focused on aspects such as revenue and profit, cost and expense, risk prevention and control, and fund security. Through data review and analysis, they identified problems in the company's operational management, put forward targeted improvement suggestions, and provided guidance for the company to implement precise measures.

Fu Minghong, the Party Secretary and Chairman of the Provincial Metal Company, stated that the company would humbly accept and fully implement the issues and suggestions raised by the diagnostic team, and simultaneously develop a checklist for rectification. In the next step, the company will focus on strengthening the three major awarenesses of market competition, scale benefits, and compliance reform, with the main line of "maintaining growth, improving quality, and preventing risks". It will take a persevering spirit to vigorously implement various tasks and go all out to achieve the annual task goals.

Li Hongtao, Vice President of the Group Company, stated that the Metal Company should strengthen the control of accounts receivable and prepayments, focus on the operating cash flow situation, and ensure the safety and stability of corporate funds. It is necessary to effectively prevent operational risks, strengthen customer qualification assessment and inventory management, and ensure the integration of "goods flow, money flow, invoice flow, and information flow" to achieve a closed-loop management of industry and finance integration. We should pay attention to safety production management, especially safety prevention and control in warehousing operations, while strengthening employee safety education and enhancing the safety awareness of all employees.

Wang Hanrong, the president of the group, fully affirmed the achievements made by the provincial metal company in the first half of the year from three aspects: "achieving 'impressive' goals and tasks, maintaining 'steady' operational quality, and planning 'clear' team strategies". Regarding the work in the second half of the year, he required: First, to overcome difficulties and forge ahead to achieve goals. It is necessary to maintain strategic focus, strengthen confidence and determination to complete the annual budget targets, press down the responsibility chain at all levels, refine measures to tackle difficulties, and make every effort to win the annual target battle. Second, to strengthen measures and prevent risks. Focus on legal risks and financial risk prevention, increase efforts to collect overdue accounts receivable, accelerate the progress of relevant creditor's rights disposal, and decisively use legal weapons to safeguard the legitimate rights and interests of enterprises. Third, to press down responsibilities and ensure safe production. Deeply understand the importance of safe production, implement the main responsibility, firmly adhere to the bottom line and red line of safe production, and ensure the safety of employees' lives and property as well as the stability of enterprise operations. Fourth, to focus on operations without distractions. Concentrate the main energy on operation and management, make every effort to promote the enterprise scale and benefit to achieve a new and greater leap, and contribute "metal power" to the high-quality development of the group.

Zhang Huajie, the leader of the group company, along with leaders from the headquarters' trade operation department, operation management department, financial management center, human resources department, and other departments, as well as leaders from the provincial metal company and all middle-level and above cadres, participated in the above-mentioned activities.