How to proceed in the second half of the year? Several steel companies have made plans.
Shougang Group
On July 11, Shougang Group held its 2025 first-half product promotion summary meeting, comprehensively summarizing the achievements of the first-half product promotion work, deeply analyzing existing shortcomings and weaknesses, systematically planning key tasks for the second half of the year, and ensuring the high-quality completion of annual targets.
Qiu Yin Fu emphasized that, in accordance with the Group's "two meetings" requirements, we must go all out to grasp the work in the second half of the year. First, we must continue to deepen the adjustment of product structure and unswervingly follow the path of high-end and differentiated development. We must actively connect with national strategies and the needs of national economy and people's livelihood, accurately grasp the pulse of industry development, and promptly understand market demand trends. Tin Chrome plating Medium and thick plates And other high-efficiency products. Pay close attention to Hot-rolled Products and Cold-rolled Special steel products in the improvement space in sub-segments, further improving overall efficiency.
Second, we must continue to give full play to the advantages of technological innovation and continuously improve product quality and core competitiveness. We must closely monitor national industrial structural adjustments, and based on national traditional industrial transformation and upgrading, judge the new needs generated, and proactively deploy emerging industries and future industries to further consolidate our leading position in the industry. We must accelerate the transformation of new products, continuously improve product quality, and do a good job in intellectual property protection.
Third, we must continue to strengthen the synergy between production, sales, and research, and use rapid market response to enhance brand effectiveness. We must continuously improve the technological innovation system, deeply integrate innovative elements, tap innovative potential, release innovative vitality, strengthen the exploration of potential market demand in traditional and non-traditional fields, seize market opportunities in a timely manner, find the entry points and points of contact for our work, integrate innovation into all aspects of "production, sales, research, and application," and continuously improve our "manufacturing + service" capabilities.
Fourth, we must continue to expand international markets and enhance Shougang's competitiveness and influence in international markets. We must strengthen the research and analysis of international trade policies and market environments, make early risk warnings and preparations, and improve our ability to cope with international market risks. We must optimize the structure of export products and strengthen the construction of export channels for hot products.
Fifth, we must continue to strengthen green and intelligent construction and focus on improving production efficiency. We must expand the research and development field of low-carbon products and continuously consolidate Shougang's leading market position; promote the process of digital transformation centered on intelligent manufacturing. At the same time, we must accelerate the cultivation of innovative talent teams, actively explore incentive mechanisms, further mobilize the enthusiasm and creativity of technical personnel, and accelerate the industrialization of technology and the transformation of scientific and technological achievements.
Shagang Group
From July 15th to 16th, Shagang Group held its 2025 semi-annual work meeting to review and summarize the work of the first half of the year, analyze the current situation, and arrange and deploy work for the next stage.
Shen Bin, Party Secretary and Chairman of Shagang Group, attended the meeting and delivered an important speech, making judgments and decisions from the perspective of strategic overall situation and long-term development, and making key deployments for the work of various sectors of the Group.
The meeting requires that all enterprises in the Group should clearly understand the current situation, maintain confidence in development, focus on the core goals of reducing costs, adjusting structure, and increasing efficiency, take industry benchmarks as examples, adhere to high standards, high requirements, and high efficiency, accelerate the implementation of rectification measures based on benchmarking, strive to catch up with and become benchmarks. In terms of production organization, we should severely control key links to reduce consumption and costs, optimize the production structure according to efficiency, and maximize the release of effective production capacity; in terms of customer service, we should focus on improving product and service quality, optimizing product structure, and improving customer satisfaction; in terms of professional management, we should accurately control the purchase and sales cycle, strictly implement safety and environmental protection control, accelerate project technological transformation and intelligent transformation, digital transformation, strengthen efficient internal coordination within the Group, and strengthen cadre team building, etc., with a more diligent, innovative, and pragmatic work style, to make every effort to sprint towards the annual task goals.
Shandong Iron and Steel Group
On July 16, Shandong Iron and Steel Group's 2025 semi-annual work meeting and business analysis meeting were held in the headquarters office building. The meeting reviewed the work of the first half of the year and made overall arrangements for the work of the second half of the year.
Zhang Baocai, Party Secretary and Chairman of Shandong Iron and Steel Group, delivered a speech entitled "Decisive Battle in the Third Quarter to Secure Profitability." In his speech, Zhang Baocai required that strategic guidance should be provided to forge ahead towards the established goals. In the next five years, the goal is clear: to build a steel group with strong and sustainable competitiveness. The entire Group should fully implement the spirit of the Second Party Congress, and with a posture of daily accumulation and persistent efforts, grasp the decomposition and implementation of tasks; carry forward the past and usher in the future, fight a good closing battle, and plan for a new beginning. 2025, as a crucial year of carrying forward the past and ushering in the future, through the "Wanxiang Gengxin" mechanism reform, will ensure that losses are turned into profits.
Zhang Baocai emphasized that the decisive battle in the third quarter is to secure profitability. In the first half of the year, the overall reform and development of the Group showed a steady and progressive, and progressive and improving trend, handing in a brilliant answer sheet: the year-on-year loss reduction rate of profit reached 94%, the performance of the two listed companies was eye-catching, the multiplier effect of the "Dongsheng Project" continued to expand, and the development achievements of "Wanxiang Gengxin" were shared with employees. The achievements are hard-won, but crises still exist. From the perspective of financial indicators, profit structure, and competitive landscape, we have not outperformed the market, and there is a considerable gap compared with the advanced level of the industry. We must effectively enhance our awareness of crisis and worries. The overall goal of the third quarter is: the Group as a whole achieves profitability, completes the annual fundamental goal ahead of schedule, maximizes profit increase, and creates development space for the fourth quarter. All units should take the initiative to take on responsibilities, make good use of the "Wanxiang Gengxin" mechanism, dare to break away from egalitarianism, actively tilt towards profit-creating units, and form the correct orientation for undertaking and starting a business. We must not only strengthen management, but also strengthen operations, increase revenue and reduce expenditure. Management is doing things correctly, and operation is doing the right things.
Xie Qi, Deputy Secretary of the Party Committee, Director, and General Manager of Shandong Iron and Steel Group, pointed out in his speech that regarding the work in the first half of the year, we should systematically review the gains and losses, clearly understand where the progress is and where the gaps are, and achieve moderation in advancement and retreat.
Xie Qi emphasized that regarding the work in the third quarter and the second half of the year, we must maintain confidence, dare to think and dare to act, and unswervingly target the achievement of annual goals. First, we must earnestly grasp production and operation, achieve profit improvement, and resolutely complete the budget targets for the third quarter. All units must personally participate, focusing on securing the Group's third-quarter profit and striving forward, striving to be "boat supporters." The main steel business will adhere to extreme efficiency improvement and cost reduction, relying on its own efforts to offset market impacts, deepen cost accounting operations, and strive to improve the purchase and sales price difference. Diversified industries should achieve further improvement in operating performance. Platform companies should further increase the efforts to revitalize assets and reduce costs. Second, we must adhere to the principle of cash being king and reduce interest-bearing liabilities. The entire Group must firmly establish the concept of "cash being king," adhere to the "four-have" operating principles, deepen cost accounting operations, strictly control costs, pursue extreme efficiency, and pay close attention to the occupation of "two funds" to avoid "involutionary" competition. Third, we must deepen mechanism reform to stimulate internal vitality. "Turning losses into profits" is the result of operation, and "Wanxiang Gengxin" is mechanism reform and process control. All units should further emancipate their minds, promote the expansion and improvement of mechanism reform, and truly allow the mechanism to stimulate endogenous motivation. Fourth, we must deepen the digital transformation. We should conduct in-depth research on "AI + steel" and promote the steel industry to move towards a more efficient, greener, and more intelligent future.
Baogang Group
On July 15, the 23rd meeting of the Standing Committee of the Baogang (Group) Company Party Committee in 2025, the meeting of the Party Building Work Leading Group of the Company Party Committee, and the analysis meeting on the economic operation in the first half of the year were held.
The meeting pointed out that in the first half of this year, with the joint efforts of all cadres and employees of the company, production and operation have made significant progress compared with the same period last year, and the main economic indicators continue to maintain the "first echelon" in the industry, but there is still a gap with the predetermined goals. Subordinate enterprises should correctly understand, deeply think about, scientifically analyze the economic operation situation, sort out the business ideas, find risks and hidden dangers, and take effective measures to solve problems. All functional departments should change their thinking, enhance their initiative, be brave to take responsibility, work hard, and get to the bottom of things, do a solid job in all aspects of the work, achieve results, and effectively solve the problem of "slow, rough, and superficial" work.
The meeting pointed out that the situation in the second half of the year remains severe. We must unswervingly and resolutely complete the annual goals and tasks. We must attach great importance to risk prevention and control, strengthen financial management and contract management, and improve the level of compliance management. We must improve the mechanism for technological innovation and accelerate the transformation of scientific and technological achievements. We must strengthen safety production work, consolidate standardized construction, and carry out investigations and rectifications of major hidden dangers. We must attach great importance to flood prevention work, closely monitor weather changes, improve relevant plans, and keep a close eye on key areas to ensure safe flood control. The in-depth implementation of the Central Eight-Point Regulation and the spirit of learning and education have reached a critical moment. Party secretaries at all levels must assume the responsibility of the first person in charge, continue to implement the requirements of the superior, and not relax their thinking, reduce their efforts, or lower their standards. They should rectify and rectify problems according to the problem list and rectification ledger to ensure that the learning and education is completed successfully.
Jiugang Group
On the morning of July 2, Jiugang Group held its 2025 semi-annual economic activity analysis meeting. The meeting systematically summarized the production and operation situation in the first half of the year, accurately judged the shortcomings in current development, and scientifically deployed key tasks for the next stage. Cheng Zijian, Secretary of the Party Committee and Chairman of the Group, delivered a speech; Gao Xinglu, Deputy General Manager and Standing Committee Member of the Party Committee, presided over the meeting.
The meeting emphasized that all departments and units should strengthen their operations and improve efficiency with more forceful measures and a more pragmatic style to ensure the smooth achievement of the annual business goals.
First, we must safeguard the bottom lines, and consolidate the foundation for steady development. We must firmly establish the concept of "safety first," conduct comprehensive risk hazard inspections and rectifications, and effectively prevent all kinds of safety production accidents; we must cooperate in the third round of provincial ecological environmental protection inspections, accelerate the implementation of ultra-low emission transformation projects, and earnestly carry out inspections and rectifications of environmental risks and hidden dangers to firmly consolidate the foundation for green development.
Second, we must adopt multiple measures to stabilize growth and resolutely complete the annual targets. We must scientifically formulate a special plan for stabilizing growth and ensuring targets in the second half of the year, use systematic thinking to coordinate quarterly business planning and monthly plans, and strive for optimal business results; we must actively expand key resource supply channels, focus on building a diversified and resilient resource guarantee system, and provide dynamic and sustainable resource supply for the entire chain of production and operation; we must deepen the maintenance of existing channels, consolidate market cooperation viscosity, and lay a solid market foundation for product structure optimization and market share breakthroughs.
Third, we must maintain strategic determination and accelerate the transformation and upgrading of industries. We must rely on new equipment and new production lines, comprehensively plan product R&D paths, concentrate our efforts on developing high-value-added products, and continuously optimize product structure; we must systematically improve the capacity of all-element guarantees, focus on building a more solid service support system, and inject strong impetus into the high-quality development of the main responsibilities and main businesses.
Fourth, we must give full play to our comparative advantages and steadily promote the cultivation of emerging industries. We must make the best use of local conditions to give full play to resource and energy advantages, actively plan emerging industries, strengthen and improve characteristic and advantageous industries, cultivate and develop advanced and high-energy-consuming new materials industries, and strive to find new growth points in industrial development.
Fifth, we must adhere to the normal and long-term approach and continue to carry out in-depth learning and education in the spirit of the Central Eight-Point Regulation. We must work hard, conduct thorough investigations and rectifications, and promote the rectification of unhealthy practices without slackening, stopping, or restarting, continuously creating a clean and honest political ecology.
Liugang Group
On July 11, the second session of the fifth congress of employees of Liugang Group was successfully held. The congress comprehensively summarized the work of Liugang in the first half of the year, analyzed the current economic situation, and made further deployments for doing a good job in various aspects of production and operation in the second half of the year and winning the final battle of the "14th Five-Year Plan".
Li Bin, Secretary of the Party Committee and Chairman of Liugang Group, pointed out that in the first half of 2025, in the face of steel prices falling, relatively high prices of raw materials, steel market weak downstream demand and other difficulties, Liugang actively responded, worked hard to take the lead, and earnestly carried out in-depth learning and education in the spirit of the Central Eight-Point Regulation, accelerating energy transformation through technological innovation and consolidating the foundation for development through lean management, achieving a "steady growth" breakthrough in overcoming difficulties: Liugang achieved continuous profitability in the first and second quarters; in June this year, in the latest global top 50 steel companies list released by the World Steel Association, Liugang ranked 18th; in the latest authoritative industry rating, Liugang Group's 2025 credit rating remained at AAA, and Liugang's shares remained at AA+, with both outlooks being "stable," reflecting the industry and market's full affirmation and confidence in Liugang's development achievements.
After analyzing the new internal and external situations facing the enterprise, Li Bin emphasized five requirements for doing a good job in the second half of the year:
First, we must focus on "planning," and show new achievements in planning and guidance. We must conduct high-quality research and compile the "15th Five-Year Plan," carefully plan strategic connections, and carefully plan the industrial layout of the steel sector and the synergistic sector, transforming the vision of the plan into the reality of development.
Second, we must focus on "catching up," and make new progress in innovation-driven development. We must work hard to catch up with the frontier trends of core technologies and artificial intelligence, continuously deepen the integration of production, learning, and research, strengthen industrial chain collaborative innovation, optimize the mechanism for the transformation of innovation achievements, and develop and produce more new products with high technical content and high added value.
Third, we must focus on "surpassing," and achieve new breakthroughs in efficiency improvement. We must strengthen operation monitoring in all areas, explore the potential for cost reduction throughout the entire process, further improve the "profit-first" production scheduling mechanism, increase efforts to develop external markets, and continuously improve the revenue and profit levels of external markets.
Fourth, we must focus on "reform," and stimulate new vitality in deepening reforms. We must complete the deepening and improvement of state-owned enterprise reforms with high quality, continuously improve institutional reforms and the three systems reforms, break the "golden rice bowl" mentality of lying flat, and leverage the slack mentality of "iron jobs".
Fifth, we must focus on "prevention," and build a new defense line in risk control. We must further prevent and resolve market risks, financial risks, and compliance risks, vigorously consolidate the foundation of safety production, and cultivate a clean and honest corporate culture.
Yan Jun, the deputy secretary of the Party Committee, vice chairman, and general manager of Liugang Group, reviewed and summarized Liugang's work in the first half of the year in his administrative work report. Combining the domestic and international situations, he analyzed the problems and challenges Liugang still faces. Yan Jun pointed out that in the changing situation where "external pressure" and "internal competition" coexist, all cadres and employees must maintain clear thinking and firm actions, be good at seizing opportunities in crises, opening up new situations in changing situations, and turning pressure into motivation.
Yan Jun emphasized: First, we should study policies and analyze the market to improve the ability of overall planning and precise policy implementation, and enhance the foresight, systematic nature, authority, and scientific nature of the 14th Five-Year Plan. Second, we should tap potential and reduce costs, firmly establishing the concept that "all costs are controllable and reducible," continuously repairing profitability, and expanding the results of efficiency creation. Third, we should strengthen coordination and stabilize operations, improve overall efficiency, and optimize development quality. Ironmaking and steel rolling, production and sales should strengthen coordination, auxiliary systems should strengthen guarantees, and synergistic industries should strengthen revenue increase and efficiency improvement. Fourth, we should focus on innovation and promote transformation, focusing on equipment technological transformation and upgrading, optimizing product structure adjustment, improving product and service quality, and the construction level of digital Liugang, consolidating the enterprise's internal strength and core competitiveness. Fifth, we should take high-level measures to win the battle against ecological and environmental protection and the protracted war of energy conservation, emission reduction, and green transformation. Sixth, we should strengthen management and build a defense line, solidly promote lean management and compliant operations, improve intrinsic safety levels, and comprehensively promote the healthy and stable development of the enterprise. Seventh, we should promote people's livelihood and increase well-being, actively fulfill the social responsibilities of state-owned enterprises, deepen Party and group co-construction, build a lean culture, and allow employees to share the fruits of enterprise development.
Rongcheng Iron and Steel Group
On July 11, Rongcheng Iron and Steel Group held a summary commendation meeting for the first half of 2025 and a work deployment meeting for the second half of the year.
At the meeting, Zhang Junting, president of Rongcheng Group and chairman of Rongcheng Iron and Steel Group, gave high praise to the achievements in the first half of the year. She pointed out that Rongcheng Iron and Steel Group overcame difficulties, conquered challenges, moved upward, and made strenuous efforts to win three tough battles: "stable operation and increased efficiency," "ensuring smooth operation and reducing costs," and upgrading the product structure. In the second half of the year, we should continue to focus on the central task of "increasing revenue and profits" and the main line of "digital transformation, green low-carbon, high-quality coordinated development," daring to fight and win, coordinating operations, adjusting structure, reducing costs, improving quality, and increasing efficiency. We should optimize production organization and win the tough battle to improve efficiency and effectiveness. Adhering to the principle of maximizing overall efficiency, we should formulate the optimal production organization plan to ensure that limited output releases maximum efficiency. Special Steel We should promote ultimate cost reduction and win the tough battle of index upgrading. Targeting the ultimate cost goal, we should continuously strengthen cost control and improve economic and technical indicators. We should break away from traditional thinking and win the tough battle of transformation and quality improvement. We should shift from "ordinary steel" thinking to "special steel" thinking, and establish a special steel management system from multiple dimensions such as standards, specifications, process operations, and management mechanisms. We should forge a steel team and win the battle of talent mechanism upgrading. We should revitalize talent, activate organizational efficiency, strengthen the cultivation of core reserve cadres, and establish a guiding incentive mechanism oriented towards product structure transformation and special steel factory upgrading.
Chen Feng, general manager of Rongcheng Iron and Steel Group, said in his speech that in the second half of the year, the iron and steel group should use "controlling output, improving quality, reducing costs, increasing efficiency, adjusting structure, and promoting transformation" as a lever to promote the "ten measures" and secondary cost reduction. We should earnestly implement the "safeguarding the lifeline" action. We should resolutely and effectively carry out safety and environmental protection work, establish a quality awareness among all employees, strengthen standard operations, and strictly control the quality of incoming and outgoing materials. We should comprehensively promote the "cost reduction and efficiency improvement" action. We should respond to changes with changes to ensure that costs do not increase, efficiency does not decrease, and goals remain unchanged, and resolutely win the battle to safeguard cost and efficiency and the tough battle of secondary cost reduction. We should concentrate efforts to accelerate the "product structure upgrading" action. We should accelerate the transformation towards high-end, intelligent, international, and branded products. We should continuously deepen the "marketing efficiency improvement" action. We should control procurement costs, determine production based on efficiency, increase "dual-high" sales, optimize structure, and expand the market. We should work together to carry out the "unity and cohesion" action. Functional departments should change their thinking, shifting from service to service, control, and supervision, strengthening service empowerment, and assisting in value creation.
