On February 22, SCMC held its 2025 Business Operations Conference, mobilizing all business lines and subsidiaries to forge ahead with determination and strive to fulfill all targets and tasks for 2025. Yang Hongjun, Party Secretary and Chairman of SCMC, Chai Zhaoyi, Vice Chairman, Che Wanli, Deputy Party Secretary and General Manager, along with all senior executives, subsidiary management, and heads of relevant departments—more than 100 people in total—attended the meeting. Deputy General Manager Hui Peng chaired the meeting.

In his speech, Yang Hongjun fully affirmed the achievements and efforts of all units and departments over the past year. Focusing on implementing the deployment requirements of the Group Company's Third Session of the Fourth Workers' Congress and the 2025 Work Conference, he emphasized the company's production and operation work for 2025. First, deepen the "Six Unifications" management. It is necessary to continuously advance the scope of management from the six aspects of "procurement, capital, human resources, cadres, culture, and safety," and consistently consolidate management results. It is necessary to increase the online rate of the centralized procurement platform, improve procurement quality and efficiency, and effectively reduce the proportion of "two funds" (inventory and receivables); it is necessary to leverage internal resource advantages, promote quality and efficiency improvements in financial management, and maximize the prevention of financial risks; it is necessary to combine the superior unit's requirements on the "Three Determinations" work with the actual situation of mixed-ownership enterprises, and do a good job in unified human resources management; it is necessary to further increase the unified management and internal exchange of cadres and talent teams, with the employment orientation of "the capable rise, the mediocre yield, and the inferior step down," so as to achieve resonance of the requirements and needs of the Group Company, the share headquarters, and each subsidiary; it is necessary to emancipate the mind, increase efforts to unify and integrate "corporate culture," standardize the application of logos, and transform the core concepts of corporate culture into the company's core competitiveness; it is necessary to deeply cultivate the concept of "safety culture," firmly establish the concept of "zero safety accidents," abandon the mentality of taking chances, and take safe and green development as the fundamental guarantee for the company's sustainable and stable development. Second, strengthen the "Four Business Philosophies." The Group Company's "Four Business Philosophies" are truly effective, practical, and useful market "sharp tools" for SCMC. It is necessary to adhere to a market orientation, translate the "Four Business Philosophies" into conscious actions for deeply cultivating the market without compromise, and comprehensively promote quality and efficiency improvement. It is necessary to calculate carefully in all aspects and live "good days" with "tight days"; it is necessary to scientifically assess project investments, strictly control every expenditure, and "spend money" with a "money-making" mindset; it is necessary to act as "Party A" with a "Party B" mindset, and comprehensively improve service awareness in external market development, project collaboration, and daily management; it is necessary to grasp "production" with a "marketing" mindset, take market demand as the guide and cost control as the premise, and link the upper and lower levels to do a good job in overall coordination. Third, deepen the implementation of key work on "consolidating the foundation, leveraging advantages, shoring up shortcomings, and strengthening weaknesses." The Group Company's "Twelve-Character" policy has pointed out the direction of development for the company. It is necessary to fully emancipate the mind, continuously optimize, further innovate, revitalize thinking, and transform the Group Company's support advantages and the listed company's platform advantages into driving force for progress and into a magic weapon for overcoming difficulties. Fourth, it is necessary to play a "combined punch" of asset revitalization, rental rate improvement, and remanufacturing. It is necessary to take asset revitalization as the primary task, comprehensively coordinate asset allocation, further increase the revitalization of existing assets, and continuously enhance the efficiency of asset use; it is necessary to firmly grasp the "bull's nose" of improving equipment rental rates, accelerate the optimization of the existing asset structure in a targeted manner, advocate business order-grabbing, improve order conversion rates, and drive an overall recovery in rental rates; it is necessary to fully release the effectiveness of the "remanufacturing" base, and through remanufacturing upgrades and technological optimization, help revitalize idle equipment assets, fully advance the "going out" of the remanufacturing business, and further increase the utilization rate of existing tower cranes.

Chai Zhaoyi delivered a research and judgment report on industry development titled "Accumulate Strength and Bide Time: Doing Enough for the Industry's Subsequent Upward Development." He analyzed the current status and demand of the domestic real estate industry's existing market, and made the basic judgment that the supply-demand relationship of the market cycle will gradually recover, the industry price index will rebound and rise, and the concentration and brand effect of the company's "manufacturing + leasing" industrial chain will emerge.

Based on the reports of each unit, Che Wanli provided guidance and emphasis on marketing, reduction of asset stagnation, reduction of accounts receivable, and risk prevention and resolution.

The meeting conveyed the Group Company's relevant work requirements on strengthening operations to achieve a "good start" in the first quarter; the Enterprise Management Planning Department and the Asset Finance Department of the joint-stock company respectively reported and arranged the company's 2024 operating performance, financial situation, and 2025 operating work and financial work. Pangyuan Leasing, Tiancheng Construction Machinery, Construction Steel Structure, Construction Mechanization, and other four affiliated subsidiaries, as well as the Tower Crane Business Division, Road Machinery Business Division, Overseas Business Division, New Energy Mining Vehicle Business Division of the headquarters, and 28 domestic and overseas branches and subsidiaries under Pangyuan Leasing, respectively reported on their business work. They summarized the completion of 2024 targets and tasks, existing problems, and the 2025 target task plan arrangements. The overall reports were focused, concise, accurate in data, and strong in measures. Company leaders including Che Wanli, He Weidong, and Geng Hongbin, as well as some members of the Pangyuan Leasing leadership team, provided comments and guidance.

Pangyuan Leasing signed the "Business Performance Responsibility Statement" and "Safety Responsibility Statement" on site with its 28 operating units.