On July 25, Dawn Group held its mid-year business analysis meeting for 2026, themed "Seizing the Lead and Riding the Momentum". The meeting comprehensively reviewed performance for the first half of the year—marking the kickoff of the "15th Five-Year Plan" period—analyzed current challenges and issues, and outlined plans for the second half of the year. It mobilized all executives and employees to stay focused on their goals, redouble their efforts, and sprint toward annual targets with high morale, thereby generating greater momentum for high-quality development.

The conference featured a main venue at Dawn Business School and 11 video-linked branch venues across China and abroad. Attendees included members of the Group’s Board of Directors and leadership team, executives at the deputy department-head level and above from functional departments, executives at the director level and above from business units, and participants of the Young Cadres Training Program. Yu Xiaoning, Chairman and President of Dawn Group, attended the meeting and delivered an address.

Prior to the meeting, participating leaders visited the Longkou (Dawn) New Materials Technology Industrial Park for an on-site tour. They witnessed the meticulous management practices on the production lines, the rapid pace of project construction, and—above all—the efficiency gains driven by digital and intelligent transformation. Each stop on the tour was meticulously prepared and showcased impressive highlights; presenters spoke with confidence and deep familiarity, reflecting the surging momentum and vitality of high-quality development.

Looking back at the first half of the year, the entire Dawn team maintained its resolve amidst challenges and forged new paths amidst change. Production volume, sales volume, revenue, and assessed profit all exceeded targets, successfully achieving the "dual halfway" milestone (meeting over 50% of annual targets by the midpoint of the year) and laying a solid foundation for realizing the full-year objectives. During the awards ceremony, 29 teams received honors across eight categories, including awards for excellence in observation activities, top overall ranking for the half-year, value creation (Q2), dual growth (Q2), "dual halfway" achievement (Q2), rising star in value creation (half-year), excellence in service and management, and half-year performance. Representatives from the winning industrial sectors, business units, and functional departments took the stage to receive their awards and accolades, becoming the stars of the event.

Looking ahead to the second half of the year, Vice President Wang Yongfang emphasized the need to build consensus and plan scientifically; focus on operational weaknesses and drive quality improvement and efficiency gains; strengthen execution support to create a highly efficient, collaborative operational system; accelerate project implementation to achieve full production and effectiveness sooner; strictly adhere to compliance standards and fortify risk prevention and control; and rigorously manage safety and environmental protection to solidify the foundation for development. He urged everyone to uphold the "Three beings and Three doings" spirit and—driven by a sense of urgency that "time waits for no one" and a constant sense of responsibility—ensure that all tasks are effectively implemented and yield tangible results.

Chairman Yu Xiaoning pointed out in his concluding remarks that the company must continue to focus on the "One Circle, Three Chains" strategy, anchor the goal of "Ten Thousand Employees, One Hundred Billion Industrial Park," and practice the business philosophy of "product-based, people-oriented, technology-led, and customer-centric" with a chain-based mindset. Guided by the "Seven High-Ends," centered on the "Four Cores," and leveraging the "Five-in-One Reporting" approach, the company should empower the "Four Volumes, One Efficiency, and Three Rates," closely align with the annual work deployment, and deliver a "final exam answer sheet" that lives up to the platform and the team through concrete actions and tangible results.

Chairman Yu Xiaoning emphasized the necessity to "innovate the business system" and pursue a path of differentiated development; "strengthen fundamental management" to build a solid foundation for collaborative operations; "achieve seven high-ends" to seize the strategic high ground and lead the industry; and "solidify four cores" to forge an irreplaceable competitive edge. Management personnel at all levels must maintain a holistic view and a long-term perspective, proactively aligning corporate growth with national industrial strategies. They must remain steadfast in translating guiding principles into solid actions and turning visionary goals into reality, all while "creating value for customers and achieving Dawn Group's goal of leapfrog development."