To fully review and summarise the production and business performance of the second quarter, refine the deployment of key tasks for the third quarter and the second half of the year, and lay a solid foundation for successfully achieving the annual goals, on 23 July, the Hannas New Energy Division held the 2026 second-quarter business activity analysis meeting. The management team of the division, heads of various departments, and representatives of key business personnel attended. The meeting systematically reviewed key work in the second quarter such as safety management, equipment operation and maintenance, and electricity trading, thoroughly analysed existing problems, clarified the directions for stage-specific breakthroughs, and mobilised all staff to unify their thinking, concentrate their efforts, implement diligently, and go all out to achieve the annual project goals.
In Q2 2026, the New Energy Division kept up the steady pace from Q1 and saw solid business results. Safety management remained rock-solid. We ran a bunch of 'Safety Production Month' events, regularly checked for safety hazards, boosted safety training for everyone, and really raised staff awareness. We hit 5,536 consecutive safe production days. Production and operations steadily improved. The team tackled technical challenges, got equipment running more smoothly, health levels bounced back, and power efficiency kept rising, hitting our quarterly power generation goals. Power trading was on point too. By staying on top of market policies and electricity price trends and balancing mid-to-long-term with spot trades, we managed six straight months with settlement prices above the regional wind power average. Everything from planning and construction to management and culture moved along as planned, giving the division a solid boost towards sustainable, high-quality growth.
At the meeting, the business unit recognised outstanding teams and individuals for their performance in the Skills Competition and Special Hazard Investigation activities during 'Safety Production Month', setting up role models and fostering a positive work atmosphere of learning, striving to exceed, and taking responsibility.
Based on the completion of major tasks in the first half of the year and in comparison with the annual targets, Tan Chao, Executive Vice President of the business unit, made further arrangements for safety production and equipment management in the third quarter: First, improve the regular supervision and management system, and strengthen control over outsourced work such as the installation of large components. Strictly implement safety and technical measures on the worksite, focusing on preventing prominent risks such as electric shocks, mechanical injuries and being struck by objects, ensuring a stable and controllable safety situation. Second, actively explore the spare parts market, diversify supply sources for key components like gearboxes, and effectively solve bottlenecks that hinder the recovery progress of large components. By deploying staff scientifically, ensuring sufficient materials and technical support, promote a rapid and favourable overall recovery of equipment health. Third, plan and coordinate the management of units and regular maintenance together. Relying on a standardised production and operation management system, continuously strengthen equipment health, consolidating the hard-won improvement situation.
At the end of the meeting, Li Zhiqing, Vice President of Hanas Group and Chairman of Hanas New Energy Group, acknowledged the achievements of the department in the second quarter and the first half of the year, and redeployed and re-mobilised the key tasks and goals for the next stage. He emphasised that all staff should focus on the high-quality development of the department, always adhere to safety boundaries, unify thinking, coordinate overall planning, and take precise actions. Efforts should centre on annual production and operation targets, systematically advancing safety management, production operations, power trading, and internal controls. Through organic integration and strong collaboration, harnessing available resources will help improve the overall production and operation situation. Annual goals should be further broken down and detailed, with key challenges like wind abandonment rates, line loss rates, deviation control, and allocation deductions accurately addressed, responsibilities assigned, and supervision strengthened to drive professional management efforts to a new level. Staff should continue to tap into production and operation potential, actively engage, and work together with determination to build a safe, controllable, efficient, and well-managed environment, providing strong support for the department's steady and sustained development.
With the journey ahead and the wind at our backs, it's time to set out on our heavy responsibilities once more. Everyone in the New Energy Division will work together with a sense of responsibility that never rests and execution that ensures everything is done properly, strictly maintaining safety, exploring business potential, and focusing on meticulous management, aiming to fully achieve all the 2026 targets and contribute to the group's high-quality growth with excellent results.
