On February 22nd, SCMC held a 2025 business operation work conference, mobilizing all lines and subsidiaries to forge ahead with determination and vigor, and fully strive for all the goals and tasks in 2025. More than 100 people, including Yang Hongjun, the Party Secretary and Chairman of SCMC Chai Zhaoyi, the Vice Chairman, Che Wanli, the Deputy Party Secretary and General Manager, and all the senior management leaders, the management of each subsidiary, and the heads of relevant departments, attended the meeting. The meeting was presided over by Deputy General Manager Xi Peng.

Yang Hongjun, in his speech, fully affirmed the achievements and efforts made by all units and departments in the past year. Centering on the implementation of the deployment requirements of the Third Session of the Fourth Workers' Congress and the 2025 Work Conference of the Group Company, he emphasized the company's production and operation work in 2025. The first is to deeply cultivate the "six unifications" management. We should continuously expand the management scope and consolidate the management achievements from the six aspects of "procurement, funds, human resources, cadres, culture and safety". It is necessary to increase the online rate of the centralized procurement platform, improve the quality and efficiency of procurement, and effectively reduce the proportion of "two funds". It is necessary to give full play to the internal resource advantages, promote the improvement of quality and efficiency of financial management work, and maximize the prevention of financial risks. The requirements of the superior units regarding the "three determinations" work should be combined with the actual situation of mixed-ownership enterprises to do a good job in the unified management of human resources. It is necessary to further enhance the unified management and internal communication of the cadre and talent team. With the personnel selection orientation of "promoting the capable, demoted the mediocre, and dismissed the incompetent", the requirements and demands of the group company, the shareholding headquarters and each subsidiary should be in harmony. We should emancipate our minds, intensify the unification and integration of "corporate culture", standardize the application of logos, and transform the core concepts of corporate culture into the core competitiveness of the enterprise. We should deeply cultivate the concept of "safety culture", firmly establish the idea of "zero safety accidents", abandon the mentality of taking chances, and take safe and green development as the fundamental guarantee for the sustainable and stable development of the enterprise. The second is to strengthen the "Four business concepts". The "Four Business Concepts" of the group company are truly effective, practical and user-friendly market "sharp tools" for SCMC We must adhere to market orientation, unswervingly transform the "Four Business Concepts" into the conscious actions of deeply cultivating the market, and comprehensively promote quality improvement and efficiency enhancement. We should be meticulous in all aspects and live a "good life" with a "tight life". It is necessary to scientifically assess project investment, strictly control every expenditure, and "spend money" with the mindset of "making money". One should act as the "Party A" with the mindset of the "Party B", and comprehensively enhance the service awareness in external market development, project collaboration and daily management. To grasp "production" with a "marketing" mindset, we should take market demand as the guide, cost control as the premise, and work in coordination at all levels to do a good job in overall planning. Third, we will deepen the implementation of key tasks such as consolidating the foundation, highlighting strengths, filling in the gaps and strengthening weak points. The "twelve-character" policy of the group company has pointed out the development direction for the company. We must fully liberate our minds, continuously optimize and further innovate, activate our thinking, and transform the support advantages of the group company and the platform advantages of the listed company into the driving force for progress and the winning formula for overcoming difficulties. Fourth, we need to play a "combination punch" of asset revitalization, rental rate improvement and remanufacturing. We should take the revitalization of assets as the top priority, comprehensively coordinate asset allocation, further intensify the revitalization of existing assets, and continuously enhance the efficiency of asset utilization. We must firmly grasp the "bull by the horns" of increasing the rental rate of equipment, accelerate the optimization of the structure of existing assets in a targeted manner, advocate business order grabbing and improving the order conversion rate, and drive the overall rental rate to recover. To fully unleash the efficiency of the "remanufacturing" base, through remanufacturing upgrades and technological optimizations, we should promote the revitalization of idle equipment assets, fully advance the remanufacturing business to go global, and further enhance the utilization rate of existing tower cranes.

Chai Zhaoyi delivered a research report titled "Accumulate Strength and Make a Solid Foundation for the Subsequent Upward Development of the Industry" focusing on the industry's development. Based on the current situation and demand of the domestic real estate industry's existing market, a basic judgment was made that the supply and demand relationship in the market cycle will gradually be restored, the industry price index will warm up and rise, and the concentration degree and brand effect of the company's "manufacturing + leasing" industrial chain will become apparent.

Based on the reports from various units, Che Wanli provided guidance and emphasized the aspects of marketing, the reduction of asset stagflation, the reduction of accounts receivable, and the prevention and resolution of risks.

The meeting conveyed the relevant work requirements of the Group Company regarding strengthening operations to achieve a "good start" in the first quarter. The Enterprise Management Planning Department and the Asset and Finance Department of the joint-stock Company respectively reported and arranged the company's business performance and financial situation in 2024, as well as the business and financial work in 2025. Four subsidiaries of Pangyuan Leasing, Tiancheng Construction Machinery, Construction Steel Structure, and Construction Mechanization, as well as the Tower Crane division, Road Machinery Division, Overseas Division, and New Energy Mining Vehicle Division of the headquarters, and 28 domestic and overseas branches and subsidiaries of Pangyuan Leasing respectively made business operation reports. Summarize the completion status of the 2024 target tasks, existing problems and the planned arrangements for the 2025 target tasks. The overall report is focused, concise, accurate in data and forceful in measures.

Company leaders such as Che Wanli, He Weidong and Geng Hongbin, as well as some members of the management team of Pangyuan Leasing, provided comments and guidance.

Pangyuan Leasing signed the "Business Performance Responsibility Agreement" and the "Safety Responsibility Agreement" on the spot with its 28 affiliated business units.