On July 21, Shanghai Triumph Energy Conservation Engineering Co., Ltd. convened its 2026 Half-Year Work Conference to comprehensively review the business achievements of the first half of the year and systematically deploy key tasks for the second half. The company’s leadership team and all employees attended the meeting via a combination of online and offline channels. The conference was presided over by Executive Deputy General Manager Zeng Yizhou.

During the meeting, seven departments—Marketing and Business; Operations, Maintenance and R&D; Engineering Management; Engineering Design; Business Operations; Administration and Human Resources; and Finance—delivered their respective work reports. They reviewed the completion of business indicators for the first half of the year using detailed data, summarized experiences, analyzed shortcomings, planned and deployed key tasks for the second half of the year centered around annual targets, and put forward reasonable suggestions for the company’s future development.

Subsequently, General Manager Jin Suqing delivered a speech. He first provided point-by-point responses to the democratic survey feedback from the end of 2025 and highlighted the achievements and areas for improvement in the first half of the year for the seven departments. He placed special emphasis on deploying key tasks for the second half of the year across four dimensions. Regarding business operations, it is necessary to continuously conduct market research, and relevant departments must collaborate to establish localized institutional frameworks to further deepen international development. In terms of engineering management, adhering to the principle of "unified goals, unified actions, and unified rights and responsibilities," the company must complete the establishment of the business unit system and introduce supporting incentive mechanisms. At the R&D level, the company encourages all-staff participation in R&D to stimulate innovation, and will accelerate the completion of key tasks such as the core process package for carbon capture, the development of new capture materials, and the localization of ORC equipment. Regarding team building, the company will continuously improve the human resources system, adhere to the principles of prioritizing core values and flat management, implement the filing scheme for management personnel, execute a 24-hour response work mechanism, finalize position, responsibility, and salary determinations, and accelerate the construction of the talent database.

Finally, Chairman Gao Yanfei delivered the concluding remarks. Integrating the work requirements from the leadership of Triumph Group and CTIEC, she communicated and deployed six core tasks. In terms of improving business quality, the focus is on key account market operations, strictly controlling low-gross-margin orders, and consolidating operational efficiency; the company must strengthen company-wide collection of receivables, and make every effort to reduce the two key receivables & inventory indicators. Regarding enhancing management efficiency, the company will implement Version 2.0 of the Three Key Campaigns deployed by Triumph Group, continuously optimize cash flow, strictly control the three categories of official overheads, promote organizational restructuring, streamline management levels, and implement a system of adjusting the lowest-ranked middle managers and dismissing incompetent personnel. For accelerating transformation, the company must properly manage the synergistic relationship between its first and second-curve businesses, and vertically expand the scope of cross-industry and cross-field business reserves. To strengthen innovation, the focus will be on technological upgrades and new product R&D, ensuring the deep integration of scientific research projects with the company’s business, and achieving a four-dimensional balance among technology, products, costs, and markets. In terms of controlling risks, the company will strictly control various risks including financial capital, production safety, and legal litigation, and strictly implement one-vote veto mechanism in performance assessments. For building trust in cadres, the company will promote structural optimization among cadres, place cadres who dare to take responsibility, can break through bottlenecks, and are willing and able to work into key positions, and resolutely rectify the "lying flat" (slacking off) phenomenon among cadres. She emphasized her hope that all employees will boost their confidence, actively cooperate with the company’s organizational restructuring, personnel optimization, and office relocation, and go all out to achieve the company’s annual goals, ensuring the company reaches new heights.

This conference further unified thinking and clarified directions. In the second half of the year, the company will anchor its annual goals, strengthen its confidence, overcome difficulties, solidly advance along the path of internationalized and green development, and achieve steady, long-term, and high-quality growth.