China Metallurgical Optimizes Business Structure in H1 2026, Wins 25 Awards and 1,381 Patents

In the first half of 2026, China Metallurgical Group maintained a stable overall trajectory with improving quality, achieving phased progress in operational quality, business structure, project management, technological innovation, reform and transformation, and risk prevention. During the period, the company's overseas newly signed contracts met its semi-annual timeline targets, with market breakthroughs in Botswana, Belarus and Guinea. Domestically, the company ranked first among the eight major central construction enterprises in the scale of projects undertaken for the National Food and Strategic Reserves Administration. Projects including Tangshan Jingtang Smart Port, Ma'anshan urban renewal, Chifeng vanadium-titanium energy storage, and the Chizhou sandstone mine EPC+O project were successfully launched.

In project management, China Metallurgical implemented a three-level plan management and three-level milestone control system, carrying out corrective actions for projects on the warning list and proactively lowering trigger thresholds. The scale and coverage of process subcontracting increased, overseas project management measures were introduced, and integrated management of domestic and overseas projects accelerated. For project quality excellence, the company systematically established a tiered quality award reserve, holding more than 100 reserve projects for the Luban Prize and National Quality Award, and nearly 2,000 provincial and ministerial-level reserve projects.

In technological innovation, China Metallurgical received 25 metallurgical science and technology awards and two China Patent Excellence Awards in the first half of the year, added 12 national standards and 1,381 authorized invention patents, and had four achievements pass the preliminary review for the Zhan Tianyou Science and Technology Award. The company leveraged 17 research and design institutes and 25 national-level science and technology innovation platforms to build collaborative research mechanisms, undertook the Minmetals Copper Intelligent Factory project, published application guidelines for 13 major research projects, and initiated five urban renewal research topics. In core technology development, the first fully domestically produced hydrogen-based shaft furnace hot direct reduced iron pneumatic conveying technology and equipment was deployed at the near-zero carbon production line at Baosteel Zhanjiang. A pilot prototype for ultra-high-temperature electric heating of hydrogen-rich gas achieved stable heating of gas to 1,200 degrees Celsius. A 10,000-tonne steel slag in-situ/cold-state dephosphorization and iron recovery production line was completed, and four self-developed intelligent construction robots were launched. Five projects were selected as typical artificial intelligence application cases by the Ministry of Industry and Information Technology, and the Domestic Digital Twin Collaboration Platform was selected as an outstanding case by the State-owned Assets Supervision and Administration Commission.

In reform efforts, China Metallurgical's deepening reform initiative was rated Grade A by the group, ranking first in total score. The company received five exemplary and three good-or-excellent ratings under the Science and Technology Reform Demonstration and Double Hundred Action programs, with 14 subsidiary enterprises selected as outstanding or advanced reform entities by the group. The headquarters decision list was streamlined, and a grassroots appeal response mechanism known as the 311 system was launched. The company formulated a work plan for addressing loss-making enterprises, carried out special rectification of such enterprises in batches, cleaned up and consolidated inefficient and inactive legal entities and branches, and promoted the transformation of several enterprises toward mining operations services.

In risk prevention and control, the company tightened approval standards for new investments, strictly controlled non-core business investment, revised its three compliance management lists, and advanced full life-cycle contract management. The three-year special action for fundamental safety production improvement continued, with systematic governance initiatives covering regions, industries and enterprises, paired-assistance quality enhancement actions, and enforcement of responsibility supervision and open-challenge inspection mechanisms. The company carried out special rectification campaigns and made dedicated arrangements for flood season safety precautions.

In party building, China Metallurgical received national May Day Labor Medals, National Worker Pioneer awards, central enterprise outstanding party member commendations, and May Fourth series national honors in the first half of the year, and won 10 medals in national-level skills competitions. The company carried out educational activities on establishing and practicing a correct view of political achievements, implemented a five-step closed-loop working mechanism, and achieved full coverage of post-1980 cadre appointments in key subsidiary enterprises. The company implemented a grassroots party building quality improvement action, deepened the creation of five-type project party branches, and advanced a four-batch party building initiative. In strict party governance, the company pushed inspection and rectification work to completion, implemented clean project demonstration projects, formulated a special action plan for anti-corruption work, carried out a review of special rectification of illegal business operations by cadres, and improved a four-in-one supervision system combining business, audit, inspection and discipline inspection.