Chifeng Gold Holds 2025 Annual Work Conference: Ushering in a New Chapter with Improved Governance and Strategic Initiatives
On 25 January 2026, Chifeng Gold convened its 2025 Annual Work Conference. Under the theme "Greater Change, Greater Effort. Stronger Confidence, Faster Growth", the Company's journey and strategic breakthroughs over the past year amidst a complex environment were comprehensively reviewed and key objectives for 2026 outlined.
Vice Chairman Lyu Xiaozhao presided over the conference, with each of Chairman Wang Jianhua, Vice Chairman and CEO Gao Bo, and Vice Chairman Lydia Yang delivering keynote speeches. All senior executives, management teams from domestic and overseas mining subsidiaries, principal heads of major mining departments, processing plants, and production teams, outstanding employee representatives, and all staff from the Company's headquarter attended the conference.
The conference reviewed and summarized the 2025 production and operational performance of the Company and its subsidiaries, progress on key projects and engineering initiatives, and critical tasks such as exploration and resource expansion. The conference also recognised and honoured the outstanding units and individuals selected for 2025. General Managers from each subsidiary signed the "2026 Safety Production and Operations Management Target Responsibility" pledge and the "Integrity Compliance Commitment" letter.
Improved Governance: Consolidating the Foundation for Sustainable Development Through Standardised and Ethical Practices
In a speech titled "A New Phase Post Dual Listing: Advancing Towards Sustainable Development Through Improved Governance and Ethical Practices", Vice Chairman Lydia Yang elaborated on the governance logic and cultural essence behind the Company's listing in Hong Kong.
Ms. Yang highlighted that following its listing in Hong Kong in March 2025, Chifeng Gold has stepped onto a new international platform, which places greater demands on corporate governance. She noted that to meet these demands, the Company made systematic preparations well in advance. By continuously improving corporate governance and striving to perfect internal controls, the Company has won recognition from international investors.
Ms. Yang highlighted the Company's fundamental transformation in governance, compliance, and integrity. This shift is reflected in concrete actions: continuously strengthening corporate governance, enhancing transparency in disclosures, and rigorously enforcing internal controls. Notable practices include the Chairman's routine safety inspections on mine sites during all major holidays, and senior executives regularly working and dining alongside front-line workers. The Company also mandates strict audits of executives’ expenses. Such practices have formed part and parcel of Company’s daily operations. Through institutional safeguards, transparent processes, clear accountability, and incentives for frontline oversight, integrity and compliance have become embedded in the Company's daily culture.
Ms. Yang highlighted that ESG ratings are an important standard for measuring a company's long-term risks and sustainable development capabilities. ESG disclosure has become a fundamental requirement for listed companies, necessitating adherence to higher standards and subjecting the Company to market scrutiny.
Ms. Yang noted that only through long-term commitment to standardized operations and ethical conduct can the Company be worthy of investors' long-term trust, employees' sustained dedication, and society's respect.
Strategic Breakthrough: Transitioning from "Steady Operations" to "Strategic Initiatives"
Vice Chairman and CEO Gao Bo delivered his "2025 Review and 2026 Outlook" report, summarizing the operational achievements of the past year and outlining the Company's objectives for 2026.
Mr. Gao characterized 2025 as a year of "ascending amidst transformation and breaking through under pressure". Facing a complex environment for macroeconomic and industry development, marked by global geopolitical tensions, high gold prices, and rising costs across the board, the Company achieved a milestone breakthrough by establishing its dual "A+H" capital platforms and accomplished significant leaps in governance standards, market reputation, and international visibility.
He elaborated on the strategic results of "dual-driven internal and external enhancement": domestic mines, through refined management and control, maintained all-in sustaining costs within an advantageous industry range, serving as a "profit stabilizer"; overseas mines made progress in management empowerment and localization integration, with the Sepon mine maintaining stable operations, and the Wassa mine, despite facing production pressure, already demonstrating a clear, positive turnaround.
Mr. Gao noted in relation to resource exploration that the Sepon mine has discovered a major deposit at low cost within a short timeframe, significantly increasing the resource base of this core asset. With regard to organizational development, the Company has successfully completed the election of the Board of Directors and senior management appointments, introducing a group of expert managers with global vision and practical experience.
Mr. Gao also candidly outlined existing issues: gold production in 2025 did not meet expectations, and the advancements of key projects still have shortcomings, such as slow progress and an insufficient sense of responsibility. Mr. Gao stated: "We must transform pressure into a driving force and address these issues systematically".
Looking ahead to 2026, Gao Bo outlined the overall requirement to transition from "steady operations" to "strategic initiatives". Specifically, he outlined five key objectives: (1) improving quality and efficiency in production and operations, (2) achieving breakthroughs in securing resources, (3) undertaking comprehensive initiatives for key projects, (4) advancing safety and ESG to new heights, and (5) invigorating the organization and talent pool. Mr. Gao emphasized the necessity to accelerate at "Chifeng Gold Speed", paving the way for future production leaps.
Growth Consciousness: Measuring Hard Work by Change, Leading the Future with Confidence
Under the theme "Striving Harder to Drive Change, Accelerating Growth to Boost Confidence", Chairman Wang Jianhua made profound reflections on the Company's future direction from the perspective of a seasoned entrepreneur. based on an entrepreneurial philosophy of growth.
Chairman Wang emphasized that rational entrepreneurs should not dwell on past "glorious achievements" but instead focus entirely on solving future challenges. Reflecting on the changes within the Company and the team in recent years, he noted that these transformations demonstrate that Chifeng Gold’s team operates as a "flock of geese" – an organizational model capable of proactively adapting and reinventing itself to respond to external shifts and achieve goals at different stages.
Chairman Wang asserted as the fundamental criterion for evaluating efforts that "change is the true measure of hard work; significant change reflects genuine dedication. Lack of change is merely going through the motions". He stressed that management should not passively accept or adapt to change but must actively create it. Therefore, the new management team must demonstrate their commitment through "greater or even transformative changes" to both dedicated employees and stakeholders.
Chairman Wang further elaborated on the concept of "growth confidence": true confidence stems from an intrinsic awareness of growth, not from current size or strength. "The larger the tree, the more space it needs; the greater the space, the harder it is to avoid storms. True confidence lies in continuing to grow despite knowing the inevitability of setbacks", Chairman Wang said.
He cautioned the team against compromising long-term growth for short-term gains and firmly opposed "actions that cannot withstand scrutiny". He called for maintaining the Company’s culture of integrity and transparency, urging the team to transition from a "relationship-driven society" to embracing the "spirit of contracts", thereby safeguarding the Company’s hard-earned culture of fairness.
"As the Spring Festival approaches,Every day of striving for greater change and growing with more confidence is worth remembering", Chairman Wang concluded, rallying all members of Chifeng Gold to strive for "a better nation, a better enterprise, and better lives for employees", and to collectively create a future that improves year after year.
Building Consensus: Advancing Toward Higher Goals
The 2025 annual work conference systematically reviewed Chifeng Gold’s achievements and insights in the first year following its dual listing, clearly outlining the development path from governance enhancement to strategic breakthroughs.
By implementing its "A+H" dual-platform strategy, Chifeng Gold is integrating into the international capital market with greater standardization, openness, resilience, and vitality. In 2026, the Company and its management team will actively adapt to change, proactively drive transformation, strive harder, and grow faster as the Company accelerates towards new and higher development goals. As Chairman Wang stated, "No matter the year, it will be a year of growth for each of us and a year of tremendous change for Chifeng Gold!"