On July 13, Zhu Kebing, Deputy Secretary of the Party Leadership Group, Director and General Manager of China Minmetals, conducted an inspection tour and work guidance at Minmetals Land and held a forum with its management and staff.

Zhu Kebing was briefed in detail on Minmetals Land's progress under the "100‑Day Integration & Renewal Initiative"—which spans the integration of ideology, organization, personnel, management, and business—alongside its first-half business performance and Party building work. He engaged in an exchange of views with the team on business models, signature projects, and core capacity development. He affirmed the solid results delivered by all employees despite a challenging operating environment, recognizing their sense of responsibility, resilience in overcoming difficulties, and pragmatic approach to work.

Zhu Kebing emphasized that the 15th Five-Year Plan period marks a crucial phase for the transformation and development of China Minmetals’ real estate business. Aligned with China Minmetals’ strategic positioning as “the national team for resource security and the backbone provider for new materials and new energy services”, Minmetals Land must uphold a sound view of performance, unify thinking and boost morale. It needs to properly balance key relationships and strives to forge a path of real estate transformation and development with distinctive Minmetals characteristics. First, fully assess the situation and resolve to pursue transformative development. Minmetals Land shall make full use of the favorable conditions created by China Minmetals for the real estate business, seize policy opportunities, accelerate the disposal of existing inventory, and lay a foundation for transformation. Second, balance development and risk control, and align long-term strategies with short-term needs. It must recognize that inventory disposal has entered a critical stage, enhance strategic foresight, and formulate scientific plans for new business directions and development pathways. Equal focus shall be placed on resolving legacy issues and exploring new growth areas via a dual-drive strategy to secure survival of the company. Third, deepen services for new materials and new energy, and strike a balance between asset-light and asset-heavy models. We must deeply understand the significance of being the "mainstay force for new materials and new energy services." Under the "One Core, Two Pillars, One Characteristics" framework and with reference to best practices, we should build a balanced mix of asset-light and asset-heavy businesses, upgrade the two pillars to improve quality and efficiency, and enhance self-sustaining profitability—laying a solid foundation for transformation and ensuring a stable footing. Fourth, rebuild core capabilities and clarify oversight and execution functions. The company must accelerate mindset transformation, strengthen market awareness and service awareness, systematically review strengths and weaknesses, and rebuild core professional capabilities including master planning, project programming and design. It will demonstrate core competitiveness in urban renewal and other new businesses to support its long-term sustainable growth. Fifth, establish a comprehensive support system for the real estate transformation. A coordinated and efficient cross-group support mechanism shall be built to consolidate synergy for transformation. Leveraging the integrated full-industry-chain advantages of China Minmetals, the company will coordinate internal and external market resources and maximize collaborative value, while strictly upholding integrity standards and safety red lines throughout the transformation process.

Relevant heads of functional departments of China Minmetals headquarters attended the forum.