The 2026 Semi‑annual Work Review Meeting of Junyuan Holding Group Held in Qingdao

From July 23 to 24, the 2026 Semi‑annual Work Review Meeting of Junyuan Holding Group convened in Qingdao. The meeting proceeded in two sessions: the Group Headquarters review session on July 23, and the Junyuan Petroleum review session on July 24. Miao Guangfa, Chairman of the Group, Qi Chunxiao, General Manager of Junyuan Petroleum, Cui Zhiyuan, the First‑Party Secretary Stationed at the Enterprise, together with members of the leading management team, senior administrators and heads of various departments, more than 30 participants in total, attended the meeting. Attendees jointly reviewed the operational performance of the first half‑year, analyzed development challenges, mapped out tackling strategies for the second half‑year, and drew a new blueprint for the Group’s high‑quality development.

During the meeting, reviewers delivered semi‑annual work reports one by one, comprehensively presenting work achievements in the first half‑year, identifying existing problems and shortcomings, and putting forward work philosophies and implementation measures for the second half‑year. Leaders in charge, the First‑Party Secretary Stationed at the Enterprise, the General Manager and the Chairman offered comments and assessments in sequence. They affirmed highlights and achievements, pinpointed root causes of problems, and set forth targeted improvement requirements. The meeting systematically sorted out development gains of the first half‑year, conducted in‑depth analysis on pain points and bottlenecks in production and operation, and further clarified core objectives and key priorities for the second half‑year.

Cui Zhiyuan delivered an address at the meeting. He pointed out that the one‑day meeting was pragmatic and efficient. All participants avoided empty talks and futile formalities, reviewed achievements objectively, diagnosed problems precisely, faced up to operational pain points, project bottlenecks and development difficulties, and engaged in candid exchanges and in‑depth analysis, fully demonstrating a fine work style of seeking truth from facts and pursuing self‑improvement through self‑reflection. Only by perceiving the general trend can we plan for transformation; only by recognizing deficiencies can we forge ahead with courage.

In light of current industry conditions, corporate realities and long‑term strategic planning, Cui Zhiyuan set two expectations for the entire management team. First, pool collective wisdom to build synergy for tackling challenges. Break away from department‑centered thinking, strengthen awareness of coordination and collaboration, align aspirations across all levels and unite all sides to gather powerful driving forces for the Group’s development. Second, value the development platform and prioritize long‑term overall interests. Reject complacency, anchor long‑term development goals, cherish opportunities for joint progress, integrate personal growth into corporate development, and fully guarantee smooth delivery of new projects and sound operation of existing industries.

Miao Guangfa delivered an important speech. He comprehensively summarized operational and development outcomes in the first half‑year, anchored core objectives of innovation‑driven growth and high‑quality development, and rolled out systematic arrangements for key tasks in the second half‑year.

Miao Guangfa noted that 2026 marks a turning‑point year for the Group’s transformation and upgrading, as well as a critical year for breaking bottlenecks and seeking new breakthroughs. In the first half‑year, following the overall deployment of “one main thread, four work orientations and seven key campaigns”, the Group steadily advanced all fundamental tasks. It maintained generally stable production and operation, orderly progress of key projects, and continuously consolidated grassroots foundations. Amid overall industry headwinds, the Group firmly secured the fundamentals of stable corporate development and pooled down‑to‑earth strength to overcome difficulties. Hard‑won achievements deserve full recognition. Nevertheless, we must clearly perceive the situation, accurately identify directions, and resolve development dilemmas with innovative thinking.

Miao Guangfa emphasized that the second half‑year constitutes a decisive phase for fulfilling full‑year targets and a pivotal juncture for the Group to achieve breakthroughs and upgrading. He put forward four key work arrangements for the second half‑year: First, uphold bottom‑line principles to build a solid safety shield for development. Always regard safety, environmental protection, finance‑tax compliance and sound operation as four lifelines for corporate survival and growth, strictly observe development bottom lines, and underpin the Group’s steady development. Second, pursue industrial‑chain expansion and enhancement to foster a diversified development landscape. Strengthen core R&D capabilities, deliver solid progress on key projects, optimize business‑model upgrading, accelerate fostering new performance growth drivers, and consolidate strengths for long‑term development. Third, advance lean management to consolidate the core foundation of benefits. Push the transformation of operation management from extensive to refined and lean modes, generate benefits from management and boost efficiency from operations, and continuously improve development quality and profitability. Fourth, strengthen talent development to build a highly competent professional workforce. Strive to forge a professional team with vision, competence, sense of responsibility and drive, so as to provide solid talent support for the Group’s breakthrough development.

At the closing of the meeting, Qi Chunxiao delivered concluding remarks. He stated that this work review meeting objectively reviewed first‑half‑year deliverables, squarely addressed problems and weaknesses, and clarified work philosophies and tackling paths for the second half‑year. Qi Chunxiao raised three requirements. First, promptly communicate and disseminate meeting outcomes, and fully implement meeting deployments into specific work items. Second, target identified weaknesses, formulate rectification measures item by item, seize time to catch up, and ensure implementation of all tasks. Third, unswervingly adhere to full‑year objectives, forge ahead with perseverance like climbing steep slopes and rolling boulders uphill, and secure the successful completion of annual tasks. He stressed that the end of the work review meeting marks the starting point for concrete implementation. Work outcomes shall ultimately be measured by real‑world performance, tangible results and solid efforts.

This semi‑annual work review meeting serves not only as a concentrated review and assessment of operational and development achievements in the first half‑year, but also as a mobilization assembly for striving toward full‑year goals and striving for breakthroughs. Through performance reporting and targeted reviews, all participants gained clearer understanding of development realities, identified gaps and weaknesses, and defined key tackling directions. Participants unanimously pledged to translate meeting deployments into actionable measures, press ahead with tasks with the spirit of perseverance like hammering in nails, and ensure that arrangements translate into actions and actions yield tangible results.

The journey stretches thousands of miles with strong momentum; we shall embark on a new mission shouldering heavy responsibilities. All staff of Junyuan will remain pragmatic and enterprising. With the courage to forge new paths, the drive to strive for progress and a down‑to‑earth work style, they will spare no effort to deliver on all annual objectives and strive to produce outstanding results in this critical year for the Group to break bottlenecks and achieve new progress.