Recently, Section I of the Tianrun 500 MW Wind Power Project in Toli County, Tacheng Prefecture – constructed by our company – was awarded three honorary titles by the project owner, Toli Tianrun Wind Power Co., Ltd.: "Outstanding Construction Team,"  "Advanced Safety Unit," and "Advanced Quality Unit." Additionally, our company received a letter of commendation issued by the project owner and all participating construction parties, expressing high appreciation for the successful completion of the project.During the project construction phase, the tight schedule and heavy workload were compounded by frequent sandstorm conditions and a short window for hoisting large-scale equipment, making the construction organization significantly more challenging than usual. The project team took proactive measures rather than waiting passively; they confronted these challenges head-on by breaking down key milestone targets down to individual work teams and assigning them to daily tasks, seizing every available moment to maximize effective working time—and through a series of successful on-schedule completions, they achieved remarkable construction acceleration.Safety and quality have never been mere wall slogans, but rather fundamental principles deeply ingrained in everyone's heart. Within the project team, every member fulfills their responsibilities, and each phase of the project is seamlessly interconnected; every construction process is approached with meticulous care, and through unwavering dedication day after day, any potential issues are eliminated at their earliest stage. Behind this recognition lies the relentless effort of all participating personnel—those who face challenging conditions with courage, remain steadfast at their posts, and are committed to fulfilling their mission to the letter. The project team will take this commendation as a new starting point and continue to strive with renewed determination to contribute to the company's high-quality development.

At 4:00 PM on August 28, the concrete pouring for the foundation raft slab of Building 1 in Compound No.3 of Guoyuecheng Yufu officially commenced. With the arrival of the first truckload of concrete, the critical phase of the main structural construction for this building was successfully initiated, laying a solid foundation for subsequent construction activities.The current dust control and management situation is challenging, the effective construction window is limited, and there is significant pressure in organizing on-site construction activities. The project department has proactively coordinated its efforts and precisely seized the available construction window, strictly implementing the "Six 100%" dust control requirements: continuous operation of perimeter sprinkler systems, full coverage of exposed soil and materials, standardized operation of vehicle washing equipment, real-time presence of personnel for dust monitoring, and the comprehensive implementation of dust suppression measures throughout the entire construction process.In response to environmental and regulatory constraints, all parties involved in the project worked in close coordination, scientifically allocating personnel, machinery, and materials to rigorously ensure the quality of large-volume concrete placement. Through collaborative efforts and overcoming various challenges, all construction personnel successfully completed the raft slab pouring task. Moving forward, the project team will continue to strictly adhere to safety, quality, and environmental protection standards, steadily advance subsequent construction phases, and ensure the efficient progress of the project.

At 08:57 on August 28, with the completion of the final pour of cylinder wall concrete, Unit 3's cooling tower was successfully topped out – achieving this major milestone one month ahead of schedule.This marks a significant milestone in the phased progress of the project's civil engineering construction.This has created critical operational conditions for the subsequent tower core structure project and the water distribution system project, laying a solid foundation for the next milestone.This project involves the construction of two hyperbolic natural ventilation cooling towers, each with a water distribution area of 13,000 m² and a height of 175 m; these towers were cast in 127 successive sections. The base diameter of each tower is 148 m, and its throat diameter is 79 m – representing a massive structure with a highly complex design. The construction of the tower walls entails both significant technical challenges and high-altitude safety risks; the precise control of the hyperbolic profile, the assurance of the concrete's surface quality, and the implementation of construction safeguards under extreme high-temperature conditions – each of these aspects poses a rigorous test of the construction management capabilities.In terms of safety management, rigorous specialized control measures were implemented for high-altitude work, lifting and hoisting operations, hydraulic bridge lifting, and formwork installation systems; the "Four Measures and Two Plans" were fully executed; the three-tier inspection system was strengthened; daily verification of high-risk operation conditions was conducted; the safety baseline was strictly maintained throughout the entire process; and a zero-accident safety record was achieved during the cylinder wall construction phase.For quality control, emphasis is placed on monitoring template joint sealing, concrete slump, and casting and vibration techniques. Four methods are employed to ensure precise radius control for the cooling tower: measurement using a tensile gauge and ruler + GPS verification + laser distance meter verification + UAV aerial photography of the tower's center plus CAD verification – all designed to guarantee accurate radius measurements and smooth curve profiles. The "sample-guided construction" approach and process acceptance procedures are strictly implemented to ensure both the physical quality of the cooling tower's cylindrical wall and the desired visual finish.In terms of schedule management, the project department optimized its construction organization by centrally coordinating the allocation of personnel, machinery, and materials, implemented an early morning acceptance mechanism, and avoided pouring the cylinder wall concrete during periods of high ambient temperature; all participating work teams worked in rotating shifts to tackle challenging tasks, while technical, quality inspection, and testing personnel were present on-site throughout the entire construction process, collaborating with the supervision team and the general contractor to conduct proper process acceptance inspections, thereby efficiently advancing the construction of each cylinder wall section and achieving the topping-out target ahead of schedule.The successful topping-out of the Unit #3 cooling tower represents the culmination of the dedicated efforts and collaborative spirit demonstrated by all project management personnel and construction teams; it would not have been possible without the guidance of the company, as well as the strong support provided by the general contractor and the client.Moving forward, the Project Department will use this as a new starting point to fully transition into the installation and construction phases involving the tower core structure, the hoisting of water distribution components, and the installation of the water distribution system; it will continue to rigorously enforce safety and quality control measures, strengthen risk prevention for concurrent operations, coordinate the advancement of all key milestones, and make every effort to ensure the successful achievement of the project's construction objectives.

To carry forward the revolutionary heritage, draw inspiration for continuous progress, further strengthen the Party spirit among the management team, and foster team cohesion and a sense of mission, the company organized a Red-themed learning trip to Yan'an for its mid-and senior-level management teams. Following in the footsteps of revolutionary pioneers, all participants revisited the tumultuous era of the revolution and experienced the revolutionary spirit through an immersive journey.Group photo at the Yan'an Revolutionary Memorial HallThis educational tour followed the scheduled itinerary, visiting several red-themed educational sites, including the Yan 'an Revolutionary Memorial Hall, the former site of the Anti-Japanese Military and Political University, the Yangjialing Revolutionary Site, the Zaoyuan Revolutionary Site, Baota Mountain, the former site of the Lu Xun Academy of Arts, and the Yan' an Museum. Led by professional guides, participants paused to listen to accounts of revolutionary history, carefully studied historical documents, reflected on the glorious thirteen-year journey of arduous struggle undertaken by the Central Committee of the Communist Party of China in Yan 'an, gained a deep understanding of the Yan' an Spirit—characterized by self-reliance, hard work, seeking truth from facts, and serving the people wholeheartedly—and profoundly appreciated the noble dedication of the revolutionary forebears in steadfastly upholding their faith and bravely shouldering their mission amidst adversity and challenges.Each brick and tile carries red memories; every word and action refines one's original commitment to striving forward. As participants wandered through the courtyards of the historic sites, they immersed themselves in a retrospective journey through history—strengthening their ideals and convictions by tracing their roots, and forging a shared commitment to progress through discussions and exchanges. All participants unanimously remarked that this Yan' an study tour was not merely an educational experience in history, but also a profound process of ideological tempering and spiritual renewal.Group photo at Baota MountainThe exhibition hall's historical artifacts bear witness to the remarkable years that have passed.Tracing the revolutionary journey, gathering the strength to forge ahead.Carrying forward the Yan 'an spirit of perseverance and dedication, the team will channel its insights from this learning initiative into a powerful driving force for innovation and growth. By upholding and nurturing the foundational ethos of Yan' an's relentless striving, the team will dedicate itself to overcoming challenges and excelling in its respective roles, meet market challenges with renewed determination, go all out to enhance the quality and efficiency of all its initiatives, and strive to write a new chapter in high-quality development.Group photo at the Yan'an Museum

To further hone the critical thinking skills, mental outlook, and overall competence of mid-to-senior management personnel, break free from entrenched cognitive limitations, and empower corporate management, team building, and project execution through scientific thinking, the company recently invited Mr.Guo Chunlin to conduct a specialized training session titled "Philosophical Wisdom and Life Reflections." All mid-level managers and key project management personnel participated in this training, drawing upon philosophical insights through deep reflection, reshaping their cognitive frameworks, and building a shared vision for organizational development.This training program centers on the idea that philosophy serves as the foundational logic underpinning both life and management. Moving beyond the traditional lecture-based approach, it integrates the essence of ancient and contemporary philosophy, the critical thinking wisdom of both Eastern and Western traditions, the patterns of modern societal development, and real-world corporate management practices. Through a progressive, yet accessible methodology, the program delves into the core principles of mental growth, cognitive elevation, mindset reconstruction, and the empowering role of the modern era. At the outset, the course emphasizes that personal growth and professional development depend on a positive attitude toward life, a long-term perspective on trends, and a team-oriented mindset focused on collaboration and mutual benefit. Only through continuous self-improvement and the establishment of a systematic thinking framework can individuals break through growth bottlenecks and achieve sustainable advancement.During the training session, Mr.Guo Chunlin focused on elucidating the core concept that "cognition determines one's life potential," emphasizing that cognition is a comprehensive reflection of an individual's worldview, values, and decisiveness; the disparities between individuals or between projects are, at their core, disparities in the cognitive dimension. Centered on the theme of mental restructuring, the instructor provided detailed, practical guidance on optimizing information intake, innovating thinking patterns, adjusting judgment logic, reshaping emotional cognition, and transforming role perceptions, helping participants break free from rigid cognitive frameworks and abandon habitual thinking patterns. Furthermore, drawing upon the overarching trends of the digital intelligence era, the instructor analyzed the social transformations of the new era, technological advancements, public welfare demands, and national policy directions, urging managers to leverage the context of the times to identify development opportunities and act proactively in alignment with these evolving trends.This course seamlessly integrates corporate operations with real-world project management practices, providing a systematic interpretation of the three core methodologies of philosophical thinking—conceptual clarification, setting judgments, and system construction. Through classic case studies—including Aristotle's four-dimensional questioning framework, Confucian and Buddhist philosophical perspectives, Wittgenstein's speculative theory, and Zeng Guofan's wisdom in personnel assessment—alongside practical application scenarios such as power engineering project execution, project system governance and control, team element coordination, and redundancy-based risk prevention and control, the course vividly demonstrates the practical value of systems thinking in project management and effectively addresses cognitive blind spots and operational challenges encountered in daily management. Additionally, the course examines the cultural differences between East and West as well as the fundamental nature of human goodness and evil, delves into the underlying logic of management science and economics, breaks down the appropriate application contexts for institutional management, cultural management, and performance management, and elucidates the core management principle that "there is no single' optimal' management approach, only management approaches that are well-suited to specific contexts," thereby offering innovative insights for companies pursuing refined and scientifically grounded management practices.Furthermore, the training program features in-depth discussions on cultivating an independent personality, nurturing a sense of national and familial commitment, and fostering multidimensional personal growth. It explores the core essence of an independent personality from two dimensions—material independence and spiritual independence—while emphasizing the vital importance of steadfast faith, patriotic responsibility, and future-oriented thinking for both individual development and organizational growth.Finally, Chairman Zhao Shifu delivered a concluding speech for the training session, emphasizing that this program served as both an opportunity for strategic thinking and personal reflection, guiding participants to develop sound ways of thinking and continuously refine their worldview, outlook on life, and values. He noted that management work hinges on role transition and empathetic perspective-taking, requiring the seamless integration of theoretical knowledge with both professional and personal life. Mr.Guo's lecture was meticulously structured with profound content analysis, providing the attendees with substantial insights and immense benefit. He encouraged all employees to apply what they had learned in practice, integrating the philosophical reasoning and systems thinking acquired during the training into their daily management activities, and to diligently fulfill their duties and take proactive responsibility at their respective posts, thereby collectively contributing to the high-quality development of the enterprise.

On August 17–18, Henan No.2 Construction Engineering Development Co., Ltd. hosted an on-site observation session alongside the 2026 Mid-Year Management Meeting at the Gansu Nenghua Qingyang 2×660 MW Coal-Fired Power Project. During the meeting, the company also convened the Second Meeting of the 2026 Work Safety Committee, a briefing and implementation session on the compensation system reform, and a special meeting on final account settlement. Company executives, department heads, project managers, and key technical management personnel gathered at the project site to exchange management experiences by benchmarking against exemplary projects, review the current operational and safety landscape, discuss measures to enhance efficiency in final account settlement, communicate the direction of the compensation system reform, and coordinate the deployment of key tasks for the second half of the year, all aimed at driving overall improvement and efficiency across the company's management operations.On-site observation sessions: drawing on advanced best practices and benchmarking to enhance construction capabilities – On-site Observation MeetingThe Gansu Energy and Chemical Industry Group's Qingyang 2×660 MW Coal-Fired Power Project is a key energy infrastructure initiative under Gansu Province's 14th Five-Year Plan and serves as the core project for the integrated coal-power operation at the Jiulongchuan Coal Mine in the Longdong region. Located in a Grade IV self-weight collapsible loess area with complex geological conditions, the project faced multiple challenges during its preliminary construction phase, including narrow access roads, delayed temporary construction permits, significant difficulties in local coordination, and frequent extreme rainfall events. The project's quality objectives were to ensure it would be recognized as a high-quality China Electric Power Engineering project and to strive for the Luban Prize, involving stringent construction standards and demanding task execution. Since the pouring of the first batch of concrete into the main powerhouse on June 19,2025, the project team has overcome these challenges by adhering to the construction philosophy of "high-standard commencement and high-standard zero-meter completion," implementing the construction logic of "deep excavation first, then shallow excavation; segmented interruption; and simultaneous intensive effort on critical paths," and innovatively advancing the layered construction method through an iterative upgrade from version 1.0 to version 2.0. As of August 2026, all 26 key milestones have been completed on schedule, with several critical milestones delivered ahead of schedule. The project successfully achieved major milestones—including the high-standard zero-meter completion of the main powerhouse, the water supply cutoff for the turbine house roof, and the topping out of the chimney outer cylinder wall—earning high praise from the client and the general contractor.During the field visit, the participants toured various areas—including the main plant construction zone, the physical quality sample display area, and the chimney construction zone—to observe on-site the tangible outcomes of the project, such as the construction of irregular-shaped exposed concrete columns, the chimney cylinder wall fabrication techniques, and the implementation of standardized safety and site management practices. Project Manager Niu Yanbin shared his insights into the entire project lifecycle, focusing on the technical measures adopted to overcome construction challenges associated with collapsible loess, the "Sample-First, Sign-Board Acceptance, Three-Level Briefing, and Multi-Level Acceptance" quality control system, the "Layered Construction 2.0" three-dimensional collaborative work mode, and the practical implementation of the "Dual-Track Simultaneous Execution" intrinsic safety management system. As they walked through the site, observed the construction processes, and engaged in discussions, the participants held in-depth exchanges on topics including geological treatment, work sequence organization, quality excellence initiatives, safety management, and cost reduction and efficiency improvement. They also compared their own projects against industry benchmarks to identify gaps in their project management practices and absorbed practical, replicable, and scalable management experiences.On-site refined management achievementsDeepening internal management capabilities and driving comprehensive market expansion across both domestic and international markets – Mid-Year Management MeetingFollowing the observation session, the 2026 Mid-Year Management Meeting was formally convened, and the meeting proceeded in an orderly manner in strict accordance with the predetermined agenda. During the meeting, four project managers delivered thematic experience-sharing presentations in turn: Niu Yanbin, Project Manager at GanNengHua Qingyang, shared his practical experience in full-process management for large-scale energy projects; Li Dong, Project Manager at Tacheng, exchanged insights on project team building and personnel management; Project Manager Wang Feng presented practical implementation measures focusing on construction process control and lean project cost management; and Shi Zhiguang, Manager of the Overseas Operations Division, shared his expertise regarding overseas market expansion and contract performance management for international projects.Subsequently, the heads of various corporate departments reviewed the outcomes of all initiatives undertaken during the first half of the year within the scope of their respective responsibilities and presented their key follow-up implementation plans. Deputy General Managers Ma Tianwei and Li Yuping then successively outlined work arrangements, provided a comprehensive summary of the operational and management achievements achieved in the first half of the year, conducted an in-depth analysis of the pain points and weaknesses in current management practices, and clearly defined the implementation measures for key tasks for the second half of the year—including quality and safety management, contract compliance control, market expansion, and cost reduction and efficiency improvement.Department heads across all government agencies emphasized core management tasks.   Deputy General Manager Ma Tianwei issued management directives     Deputy General Manager Li Yuping issued management directives.Finally, Chairman Zhao Shifu delivered a concluding speech. He fully acknowledged the successful implementation of the Gansu Energy and Chemical Industry Qingyang Project, noting that the project had excelled comprehensively across all aspects—including safety, quality, and civilized construction practices—and that its tangible quality had received unanimous praise from the client, the general contractor, and all relevant parties. He emphasized that the project had already taken shape as a model high-quality engineering project and served as a benchmark for the company's thermal power civil engineering operations. He urged all projects to thoroughly study the dynamic management approach adopted for the Qingyang Project, viewing robust physical infrastructure as the foundation for building a strong brand and earning respect, and to prepare detailed final account planning and profit optimization measures in advance. Additionally, he highlighted the Tacheng Wind Power Project as a positive example, commending the team's pragmatic approach—characterized by resilience in overcoming challenges and unity in collaboration—and encouraged management personnel to enhance their professional development and fully leverage both individual and collective expertise in project management.He provided an objective update on the company's operating performance for the first half of the year, directly addressed the shortfall in operational targets, and, in response to the increasingly competitive external environment within the power construction sector, announced that the company would strategically expand its presence across multiple business segments—including thermal power, wind power, and overseas markets—striving to meet its annual operational targets and solidify the foundation for the company's sustainable growth.He emphasized that project managers must shoulder primary responsibility and maintain strict control over core materials—such as concrete—and critical construction processes; all mid-level managers and key project leadership personnel should proactively align their practices with the company's management systems, diligently manage quality, safety, schedule, civilized construction, and team building, engage in continuous self-reflection and improvement, and abandon any mindset of complacency. Management personnel should strengthen their self-discipline, break free from entrenched thinking patterns, and iteratively refine their management systems through real-world project implementation. He encouraged all staff to unite as one, translate the insights gained from this meeting into tangible actions, and make every effort to achieve all annual project objectives and tasks.Regarding the upcoming compensation reform at the company, Zhao Shifu explained that the focus is on establishing a clear alignment between effort and reward, ensuring that those who deliver tangible results receive appropriate incentives, effectively leveraging the guiding role of compensation, energizing the workforce, and supporting the company's long-term development.Second Meeting of the 2026 Work Safety CommitteeFollowing the completion of project site visits, mid-year management seminars, and work deployment sessions, the company convened the second meeting of its 2026 Work Safety Committee. At this meeting, the Work Safety Management Center reported on the overall safety management status for the first half of 2026, analyzed the data regarding work-related injuries and accidental incidents occurring during this period, presented an accident case study collection, and reviewed the implementation data from the morning shift meetings; the company also disseminated the Criteria for Identifying Major Safety Hazards in Power Projects and the List of Newly Implemented Specifications, while simultaneously announcing the assigned groupings of safety officers for projects currently under construction. Through the analysis of typical case studies, the company conducted warning and education sessions, highlighting key safety risks associated with critical phases such as the flood season, major hazardous engineering works, and the operation of large-scale mechanical equipment. Subsequently, three project managers shared their on-site safety management and control experiences based on their respective project realities. Ma Tianwei, Deputy Director of the Work Safety Committee, issued management and control directives focusing on reinforcing safety responsibilities, deepening the rectification of safety hazards, strengthening subcontracting management, and ensuring the effective implementation of safety education and training programs.Chairman Zhao Shifu delivered a concluding speech, emphasizing the need to firmly establish a strong safety red-line awareness, reinforce the primary responsibility of project managers, draw upon the management experience of benchmark projects, strictly implement on-site risk prevention and control measures, improve the closed-loop hazard management mechanism, and resolutely safeguard the baseline for workplace safety.Final Accounts Special MeetingThe meeting also concurrently organized a special seminar on project final accounting. Participants engaged in discussions and exchanges focusing on key areas such as full-process project operational management and control, final accounting planning, change order management, and cost-benefit post-project review; they identified the current challenges encountered in the final accounting process for completed projects, unified operational standards, and defined clear implementation timelines. The meeting emphasized the need to adopt a "full lifecycle value creation" approach, proactively plan all final accounting-related tasks, implement rigorous closed-loop management of process documentation, and employ a variety of measures to facilitate the effective completion of final accounting procedures; by leveraging meticulous operational management and control, the company can safeguard project profitability and continuously enhance its overall profitability.Compensation Reform Implementation MeetingThis conference also invited Professor Sun Jianmin from Renmin University of China to conduct a specialized training session on compensation system reform. Professor Sun Jianmin provided detailed explanations regarding the design approach and distribution orientation of compensation reforms, clearly elucidating that these reforms aim to strengthen the alignment mechanism between effort and reward, ensuring that those who demonstrate tangible dedication and responsibility receive appropriate incentives. This initiative encourages all managers to proactively align their practices with the company's management requirements, reinforce their sense of accountability, and grow in tandem with the organization.

At 10:38 AM on August 7, amid the roar of machinery, another milestone was achieved for the 2×660 MW coal-fired power project at the Gansu Energy & Chemical Qingyang Power Plant, constructed by our company: the water-cutting construction work on the roof of Unit 1 turbine building was successfully completed—exceeding the original schedule by exactly 7 days. This marks a landmark breakthrough in the main civil engineering construction phase of the project. The successful sealing of the roof and completion of the water-cutting work signify that the project has officially transitioned from the civil structural construction phase into a new stage characterized by parallel and concurrent operations between civil engineering and equipment installation, thereby creating a dry, sealed, stable, and reliable construction environment for the arrival of high-precision core main equipment such as steam turbines and generators.In August across Longdong region, the area is experiencing a peak period for adverse weather conditions such as high temperatures, thunderstorms, and strong winds; simultaneously, the project faces construction challenges characterized by extensive high-altitude work on the turbine building's roof surface and frequent cross-disciplinary construction activities. To ensure that the roof waterproofing joints are completed on schedule, the project department has adhered to a strategy of prioritizing planning and leveraging technical expertise, scientifically coordinating human, mechanical, and material resources, optimizing the workflow logic, and rationally arranging the construction sequence for roof truss auxiliary components, purlins, and profiled steel sheets—thereby making every effort to seize the optimal construction window and establishing a robust safety and quality safeguard for critical milestones.The roof waterproofing process for the steam turbine building constitutes a pivotal link in the construction of coal-fired power projects. Once the roof is fully sealed and waterproofed, it can effectively mitigate the interference caused by wind and rain on indoor operations, thereby creating a favorable working environment for subsequent tasks such as the secondary grouting of the steam turbine foundation, the positioning and installation of the steam turbine generator set, and the interior architectural decoration work.Next, the Qingyang Power Plant Project Department of the company will use this milestone as a new starting point, seize the golden construction window in Longdong, continue to strengthen and consolidate safety and quality control responsibilities, proceed in an orderly manner with the finalization of remaining civil engineering works and the construction of external wall enclosure structures, proactively coordinate with the installation specialty to ensure the seamless handover of construction processes, make every effort to ensure that all project milestones are met on schedule, and contribute the civil engineering expertise required for the high-quality completion and commissioning of the 2×660 MW units at the Qingyang Power Plant.

Recently, excellent news has arrived! The construction project for the Leachate Treatment Station of the Zhengzhou Western Environmental Protection Energy Engineering Project has successfully passed its review and was awarded the "Model Construction Site under Henan Province's Engineering Construction Safety and Civilization Standards" title. Thanks to its comprehensive standardized and meticulous construction management throughout the entire process, the project has received high acclaim from both the construction client and the supervision unit. This achievement adds a new prestigious accolade to the company and further enhances its corporate brand image.Since the commencement of the project, the Project Department has attached great importance to the initiative for safe and civilized construction. Throughout the entire construction process, the department has adhered to meticulous organization and high-standard control measures, leveraging a comprehensive institutional framework to promote standardized on-site management; it has implemented dynamic control mechanisms to continuously consolidate the achievements in civilized construction, adopted a family-oriented safety management model, followed the approach of using exemplary cases to guide broader practices, grounded its efforts in practical implementation to solidify the foundation of construction site management, and continuously enhanced the level of standardized safety and quality management. The Project Department conducts regular on-site inspections and supervision to closely monitor the implementation of all control requirements, thereby ensuring consistent, dynamic compliance with all standards at the construction site.The project's pursuit of excellence is progressing in an orderly manner, with numerous honors being awarded successively as construction milestones are reached. The project department will cherish these achievements, build upon this foundation, continue to strengthen standardized management practices, and make every effort to create favorable conditions for striving for the National High-Quality Engineering Award.