Pooling Wisdom for Development, Implementing Targeted Measures to Embark on a New Journey

—The Company Held the Theory-discussing Meeting on Annual Work of 2026

On December 19, the Company convened its Theory-discussing Meeting on Annual Work of 2026, focusing on building consensus, systematically mapping out its development direction, key tasks, and implementation measures for 2026, thereby charting the course and setting the direction for high-quality development in the new year.

Company leaders Lin Xu, Yang Fei, Suchart Phowatthanasathian, and Li Ji attended the meeting, along with heads of all departments and BTs. The meeting contents closely aligned with the Company's core production and operational tasks, with in-depth discussions conducted based on the current severe and complex market situation and industry competition landscape.

At the meeting, department heads first reviewed the work of 2025, providing comprehensive reports on the completion of targets and tasks, as well as key achievements. They conducted in-depth analyses of existing weaknesses and shortcomings in current operations, and in alignment with the Company's overall business strategy, precisely outlined departmental objectives and implementation approaches for 2026.

The Company's leading group, with a focus on the broader picture and grounded in practical considerations, conducted a thorough assessment of the current industry development landscape. They engaged in vigorous discussions with attendees on critical topics such as annual operational targets, production operations optimization, and risk prevention and control, further aligning efforts and clarifying work strategies.

The meeting upheld the Company's fine tradition of pooling wisdom and forging consensus embodied in previous theory-discussing meetings. Through extensive exchanges and idea-sharing, innovative ideas and pragmatic measures were pooled, laying a solid ideological foundation for the work in 2026.

Clear requirements were set forth for the key tasks of 2026. First, adhere to goal orientation: all departments and BTs must develop detailed and feasible work plans centered on the Company's annual objectives and business strategies, scientifically setting KPIs and specific action plans to ensure all tasks are actionable, measurable, and assessable. Second, maintain a problem-oriented approach: focus on prominent problems in production, operations, and corporate management, accurately identifying key leverage points to drive meticulous and thorough implementation of all tasks. Third, uphold consequence management: prioritize potential hazard risk management and field operation safety, strengthen the "Three Basics" and "Three Disciplines," and take solid steps to advance core tasks such as HSE, production and operations, and corporate management.

It was emphasized at the meeting that management personnel at all levels should fully leverage their leading role, take the lead in addressing weaknesses, focusing on priorities, and resolving difficulties, strictly control costs, and make every effort to ensure the smooth and orderly progress of production and operations, so as to successfully accomplish all annual targets for 2026 and lay a solid foundation for the Company's high-quality development. (By Xiao Wanyuan)