新年伊始，号角催征。2026年1月4日，海外事业部锚定首季“开门红”目标，召开俄罗斯市场营销专题会。以“起步即冲刺、开局即决战”的奋进姿态，聚焦当前俄罗斯市场经营形势与重点任务，系统梳理现存短板，明确优化改进方向，部署下一阶段攻坚举措，为推动俄罗斯市场实现突破性发展、提质增效筑牢坚实根基。海外事业部总经理、党委副书记郭孔松出席会议并作工作部署，总经理助理刘跃齐主持会议。

At the beginning of the new year, the clarion call urges us forward. On January 4, 2026, the Marketing Center of the Overseas Engineering Division, aiming for a “good start” in the first quarter, promptly held a special meeting on Russian marketing. With an enterprising attitude of “starting with a sprint and beginning with a decisive battle”, the meeting focused on the current business situation and key tasks in the core Russian market, systematically sorted out the existing shortcomings, identified the directions for optimization and improvement, and deployed the breakthrough measures for the next stage, laying a solid foundation for promoting breakthrough development and improving quality and efficiency in the Russian market. Guo Kongsong, General Manager and Deputy Secretary of the Party Committee of the Overseas Engineering Division, attended the meeting and made work arrangements. The meeting was chaired by Liu Yueqi, the Assistant General Manager.

会议现场

郭孔松深入分析了俄罗斯市场面临的挑战与机遇，针对当前存在的突出问题，围绕系统整改、能力建设、项目攻坚、属地化推进等方面，提出以下工作要求：

一是压实巡察整改，筑牢管理根基。要高度重视巡察俄罗斯区域过程中提出的问题，前方团队逐条制定整改计划，定期督导落实。以问题整改为契机，推动管理系统化、规范化，为区域实体化转型夯实基础。

二是深化市场攻坚，提升开发效能。要扭转“拜访多、转化少”的局面，提高客户筛选与对接精度。强化“铁三角”团队配置，聚焦核心区域与优质客户，提升市场穿透力与项目把控能力。

三是完善系统建设，强化统筹合力。整合欧化项目与办事处人员力量，实行统一管理、合署办公，全力聚焦市场开发。严格执行各项会议制度，规范管理流程，推进系统化运作。

四是聚焦重点项目，专班推进落地。完成重点项目深度梳理，明确关键信息与资源支撑方案。对重大项目组建专项专班，形成方案、明确职责，确保高效推进。

五是提升专业能力，维护市场信誉。加强团队对工业类EPC项目的专业学习，整合中冶内部及行业顶尖设计院资源，提升整体方案解决能力。规范融资等商务表述，以专业服务赢得信任，坚决维护企业市场口碑。

六是加快属地化进程，明晰职责架构。对标学习印尼、马来属地化发展的模式，加快俄罗斯属地化建设步伐。明确技术、方案、风险控制等核心岗位分工，尽快形成属地化运营能力。

七是强化总代表职能，优化合作模式。充分发挥中国中冶俄罗斯总代表单位统筹作用，加强与内部设计院的常态化协同。优先以EPC模式牵头承揽项目，审慎选择合作模式，确保对项目大盘的掌控力。

八是全力化解遗留问题，轻装推进转型。加大历史问题处置力度，创新思路，加快闭环，避免影响后续实体化转型进程。俄罗斯区域作为转型试点，团队岗位将依据贡献确定，激发全员战斗力。

Mr. Guo Kongsong deeply analyzed the challenges and opportunities faced by the Russian market. In response to the prominent issues currently existing, he put forward the following work requirements in terms of systematic rectification, capacity building, project breakthroughs, and local promotion:

First, strengthen inspection and rectification to consolidate the management foundation. We should attach great importance to the problems feedback from the Group’s inspection. Mr. Sun Yan will take the lead, and the front - line team will formulate a rectification plan item by item and conduct regular supervision and implementation. Taking problem rectification as an opportunity, promote the systematization and standardization of management to lay a solid foundation for the regional entity transformation.

Second, deepen market penetration and enhance development efficiency. We need to reverse the situation of “many visits but few conversions” and improve the accuracy of customer screening and matching. Strengthen the “iron triangle” team configuration, focus on core regions and high - quality customers, and enhance market penetration and project control capabilities.

Third, improve system construction and strengthen overall synergy. Integrate the personnel of Eurochem projects and offices, implement unified management and co - located offices, and fully focus on market development. Strictly implement various meeting systems, standardize management processes, and promote systematic operation.

Fourth, focus on key projects and promote their implementation through special task forces. Conduct in - depth reviews of key projects, focus on 3 - 5 potential projects, and clarify key information and resource support plans. Form special task forces for major projects, formulate plans, clarify responsibilities, and ensure efficient progress.

Fifth, improve professional capabilities and maintain market reputation. Strengthen the team’s professional learning of industrial EPC projects, integrate resources from internal MCC and top - tier design institutes in the industry, and improve the overall solution - solving ability. Standardize business expressions such as financing, win trust through professional services, and resolutely safeguard the enterprise's market reputation.

Sixth, accelerate the localization process and clarify the responsibility framework. Benchmark against the mature models of local companies in Indonesia and Malaysia, and accelerate the localization construction in Russia. Clarify the division of labor for core positions such as technology, solutions, and risk control, and quickly develop local operation capabilities.

Seventh, strengthen the functions of the general representative and optimize the cooperation model. Give full play to the overall coordination role of MCC Group’s general representative unit in Russia, and strengthen regular collaboration with internal design institutes. Take the lead in undertaking projects in the EPC mode as a priority, carefully select the cooperation model, and ensure control over the overall situation of the projects.

Eighth, make every effort to resolve legacy issues and promote transformation with a light load. Increase the intensity of addressing historical issues, innovate ideas, accelerate the closure process, and avoid affecting the subsequent process of entity transformation. As a pilot for transformation in the Russian region, team positions will be determined based on contributions to stimulate the combat effectiveness of all employees.

会议明确，2026年海外事业部以“稳项目落地”为核心，当前1-2月为关键推进期，全体人员务必增强紧迫感，加快各项举措落地见效，确保一季度取得实质性进展，以扎实业绩回应集团期待。

The meeting made it clear that in 2026, the Overseas Engineering Division will focus on “stabilizing project implementation”. The current January and February are the critical promotion periods. All employees must enhance their sense of urgency, accelerate the implementation of various measures to achieve results, and ensure substantial progress in the first quarter to meet the Group’s expectations with solid performance.

刘跃齐主持会议

会上，俄罗斯办事处汇报了当前工作进展与难点；事业部相关领导对区域工作进行了点评与部署。

At the meeting, the Russian Office reported on the current work progress and difficulties; relevant leaders of Overseas Engineering Division commented on and arranged the regional work.

海外事业部总经理助理崔盼龙、一级技术专家王爱华，市场营销中心各科室负责人现场参会，海外事业部副总经理、俄罗斯办事处主任孙岩及市场部相关人员视频参会。

Assistant General Managers Cui Panlong, First - level Technical Expert Wang Aihua, and the heads of various departments of the Marketing Center attended the meeting on - site. Deputy General Manager of the Overseas Engineering Division and Director of the Russian Office Sun Yan and relevant personnel of the Marketing Department participated in the meeting via video.