China Northern Rare Earth (Group) High-Tech Co., Ltd. convened its July 2026 business operations analysis meeting on August 13. The session was attended by Liu Peixun, Party Committee Standing Committee member and Deputy General Manager of Baotou Steel (Group) Company, as well as Party Secretary and Chairman of China Northern Rare Earth (Group) High-Tech Co., Ltd., along with the company's leadership team, department heads, subsidiary leaders, and financial directors.
The meeting reviewed the economic performance of the company and its subsidiaries in July, and outlined key tasks for the upcoming period. Company executives and relevant departments provided specific guidance to subsidiaries on enhancing management practices.
Attendees emphasized the need to clearly understand the current challenges and opportunities, anchoring all efforts to annual production and sales targets. They called for a refined division of responsibilities, a tightened workflow, and meticulous execution of all tasks. The company must accelerate product mix adjustments, adhering to a market-oriented and profit-driven approach, and speed up the transition toward high-value-added sectors. A systematic plan for the entire rare earth industry chain was urged, focusing on long-term positioning to support sustainable development.
Safety and environmental protection were highlighted as non-negotiable baselines, essential for laying a solid foundation for operations. Cost reduction efforts must be intensified through benchmarking upgrades and improved procurement management, unlocking internal potential. The meeting stressed the importance of dynamic monitoring and closed-loop management of accounts receivable to ensure healthy cash flow, alongside intensified inventory reduction to accelerate capital turnover. A "penetrative" assessment method should be implemented, breaking down targets to specific positions and individuals to ensure tasks are closed and effective.
As the campaign to establish and practice correct performance views nears its conclusion, participants urged a thorough completion of all educational tasks, transforming learning outcomes into verifiable development results. Leaders at all levels were called to actively learn, enhance their capabilities, and clearly understand their duties and responsibilities. They must dare to confront tough issues, abandon a "good old guy" mindset, seize initiative in planning, and verify results through execution. The focus should be on both immediate tasks and long-term planning, laying a solid foundation for sustainable growth. Adherence to discipline and regulations, with operations conducted strictly by rules, was stressed to ensure orderly and effective work, supporting the successful achievement of all annual objectives.
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